Intro To Genetic Engineering Essays - Genetic Engineering

Intro To Genetic Engineering A whooping 60% of what's on our supermarket shelves may contain genetically engineered soya. Some 3000 genetically engineered foods are lined up for approval. How should genetically engineered (GE) foods be regulated? Foremost, we must clarify what genetic engineering is-- laboratory technique used by scientists to change the DNA of living organisms. DNA is the blueprint for the individuality of an organism. The organism relies upon the information stored in its DNA for the management of every biochemical process. The life, growth and unique features of the organism depend on its DNA. Genes are the segments of DNA, which have been associated with certain functions of an organism. Molecular biologists have discovered many enzymes, which change the structure of DNA in living organisms. Some of these enzymes can cut and join strands of DNA. Using such enzymes, scientists learned to cut specific genes from DNA and to build customized DNA using these genes. They also learned about strands of DNA?viruses-- which can infect a cell and insert themselves into its DNA, so, scientists started to build viruses which made genes of their choosing and used the new viruses to insert these genes into the DNA of living organisms. Genetic engineers believe they can improve the foods we eat by doing this. For example, tomatoes are sensitive to frost, which shortens their growing season. Fish, on the other hand, survive in very cold water. Scientists identified a particular gene, which enables a flounder to resist cold, and used the technology of genetic engineering to insert this 'anti-freeze' gene into a tomato. This makes it possible to extend the growing season of the tomato. A lot of food that we eat today contains genetically modified ingredients and usually without our knowledge. The biggest experiment in human history has begun, with us as the guinea pigs and the planets ecological system as the test site. The argument is not whether or not it should be allowed but how it s hould be regulated. Supporters of this technology want to ensure that people know ?what is real versus what isn't? and so they want to enforce regulating labeling their products. Congress has provided the U.S Food and Drug Administration (FDA) a limited basis on which to require labeling. Generally, for FDA to require labeling there must be something different about the food. In general, this means most genetically engineered foods will not need special labeling because they will be similar to the real thing, but there are exceptions, such as when a gene from a food that could cause an allergic reaction--peanuts, for example--is transferred into another food. In that case, FDA policy places the burden on the developer. The food will have to be labeled so everyone will know it contains an allergen, unless the developer can show scientifically that the allergenicity has not been transferred, says Laura Tarantino, Ph.D., deputy director of FDA's Office of Pre-market Approval. Fortunately, the products in f ront of us right now don't raise those issues. FDA also will require labeling if a company uses genetic engineering techniques to change a food's composition significantly. For example, when one manufacturer modified canola to produce increased levels of lauric and myristic acids in the seed oil, FDA agreed that the common or usual name for this oil would be laurate canola oil in order to distinguish it from traditional canola oil. People outside industry mainly, consumers, consumer organizations, environmental groups, independent scientists, European farmers, and public health organizations are the other players on the opposing side to this argument that states that genetically engineered products do not have a good track record for human safety. There are currently more than four-dozen genetically engineered foods and crops being grown or sold in the US. These foods and crops are widely dispersed into the food chain and the environment. One example, for instance, was in 1989 and 1990, when a genetically engineered brand of L-tryptophan, a common dietary supplement, killed more than 30 Americans and permanently disabled more than 5,000 others with a potentially fatal and painful blood disorder, eosinophilia myalgia syndrome, before it was recalled by the FDA. The manufacturer, Showa Denko K.K., Japan's third largest chemical company, had used

Professional Ethics Essay Sample

Professional Ethics Essay Sample Essay on Pofessional Ethics Providing a professional ethics application towards other party is a simple way of delivering a respectable process of valuing the rights of other individuals as well as groups. When we say professional ethics, this is the professional way of valuing the dignity and existence of other individuals or groups. This is an important structure because valuing the ethical principles and values make a person responsible and disciplined on a regular basis. In this case, the significance of essay has been efficient on delivering a high amount of trust and value towards others in a professional way. In this case, the relationship between individuals, groups, and organizations become stronger as they all value the importance of respecting their rights to promote their dignity on a regular basis. Application of professional ethics is usually observed at work because we all work for the betterment of the company or organization that we apply our skills and knowledge to the company or other people. Valuing the rights and the vision of the company makes us responsible because it is a way to respect the existence of the company or a group that we work with. As a professional, we value our interests and goals in life as we apply our skills and contribution to improve the performance of the company we work with. Respecting the rules and regulations are examples to prevent any ethical and legal consequences that might impact our professional and personal values. This is the reason companies have a very firm reason to apply all corners of regulations to employees, investors, and consumers so that the value of trust becomes efficient with their core values and interests. The importance of utilizing professional ethics is to consistently apply the significance of policies that impact our behaviors and relationship towards others. This is done when we are dealing with business partnerships that are essential to prevent conflicting interests of any activities that we apply or consider. When engaging a contract, respecting the statement of agreement paper aims to establish a common interest between two individuals or groups so that the flow of the activity is followed correctly. A contract of agreement or a statement of agreement is a professional way of adhering to the standards of the company by the involved individuals or parties. It shows how a certain business, service, or talent is being applied in the most professional way as possible through a written contract. Application of professional ethics is important because it applies the essentials of the law and respecting the policies of every involved party at all times. Being formal to every involvement to a business or a company implies that the person is fulfilling their responsibility as mandated by the involved party or the society as a whole. Valuing ethical responsibilities is an example on how a certain role is respected by an involved party so that any misconduct is prevented by employers or anyone who already made agreements with a certain party. One should realize that any conflicting interests such as violating the agreements that have already been signed will consider their professional contracts breached. This is because there are agreed terms that were not followed or having failed to accomplish tasks that are relevant to the scope of responsibilities that should have been applied by the involved party (Wager Williams, 2011). Reference Wager, Elizabeth Williams, Peter (2011). Why and how do journals retract articles? An analysis of Medline retractions 1988- 2008.  Journal of Medical Ethics.  37  (9): 567–570.

Sel-managed learning in the context of lifelong learning Assignment

Sel-managed learning in the context of lifelong learning - Assignment Example This paper seeks to discuss how self-managed learning enhances lifelong development. This will be illustrated by evaluating the self managed learning approaches, ways through which lifelong learning could be encouraged both in professional and personal contexts, and the benefits of self managed learning to the organization and individual. In addition, the paper will include information on professional standards and organizational objectives. Personal development opportunities that I have received in meeting both future current needs will also be included. People or individual can learn through conferences and seminars what they have learned or experienced and make changes regarding their own future. Conferences and seminars offer opportunity to people to present their knowledge concerning something to the rest of the people who as a result learn new things. Individuals or people become more confident in public speaking and develops skills of presentation needed in the organization through conferences and seminars (Centre for Self Managed Learning 2000). Different social networks such as Twitter, Facebook, My year book etc offer an opportunity for many people learn new things from friends. People can also access information about the owners of such social networks. Internet is one of the major sources of information through which people get to learn new and historical things. Many articles are also accessible concerning management studies. There are various different sites that on the internet that can assist people or individual in learning new things (Centre for Self Managed Learning 2000). In self managed learning, there exist a number of ways through which lifelong learning in both professional and personal contexts could be encouraged. Lifelong learning entails personally continuous learning that could possibly contribute to professional context (Swann, 2007). People or individual may have assessments at personal level as

Economic versus Non-Economic Issues in Union Environments (Employee Research Paper

Economic versus Non-Economic Issues in Union Environments (Employee Labor and Relations class) Human Resource Management - Research Paper Example 54] between employment and employer – in other words, the aim is to further the negotiation process as opposed to forcing another route for a resolution (e.g. binding arbitration). NON-ECONOMIC ARTICLE: The article in question (see: APPENDIX-A) is non-economic insofar as it is a morals clause. The article in question is established to protect the artists of the production as far as what they are willing and not-willing to perform. For instance, if there was a particular actor who was uncomfortable with performing a scene in the nude, or an actor who felt that there was content in the script that went against their basic value system or perhaps religious belief, this article protects the security of employment for the actor where they uncomfortable with a part or portion of the production or script. Having the right to refuse to perform a part or portion of a staged production, ensures that the employee will not be subjected to any further reprisals for taking a stand on a part icular issue.

Descriptive Statistics Essay Example | Topics and Well Written Essays - 500 words

Descriptive Statistics - Essay Example In simple words, the results are not accurate because the last patient’s survival of 45 weeks is an exceptional entry that has alone a considerable impact on measures of central tendency in this study. Recall that the standard deviation defines an area below and above the mean about which it is expected that a majority of the scores will fall. The researchers; therefore, would be required to submit another set of results on 12 new entries to estimate the mean and central tendency measures. Additional money to researchers will then be granted if they come up with satisfactory results. Research Hypothesis Null Hypothesis: H0 - ? = 9.6 Alternative Hypothesis: Ha = ? > 10 The original claim is that the mean number of weeks that a prostate cancer patient lives after receiving a confirmed diagnosis of being in stage 4 is 9.6. Whereas, the new case study considers that it is above 9.6; therefore, there is need to conduct a statistical test of single average. Test Statistic Variables The independent variables include the age of cancer patients, financial situation of participants etc. The dependent variables may include medical checkups and patients’ personal care. Selection, Problems and Ethical Issues The cancer patients in stage 4 will be selected randomly without identifying their forecasted survival life in weeks by doctors and medical representatives. Indeed, this is an attempt to avert any possibility of biases in the study.

Maintenance Strategy for an Emergency Lighting System

Maintenance Strategy for an Emergency Lighting System Table 1 Term / Abbreviation Definition API Active Pharmaceutical Ingredient ATEX Atmosphere Explosible (French acronym) CAT Category CCTV Closed-Circuit Television cGMP Current Good Manufacturing Practice CMMS Computerised Maintenance Management System CSE Confined Space Entry CTU Central Test Unit Ex Explosion protection symbol displayed on equipment that is suitable for use in an ATEX area FT Facilities Technicians HR Human Resources HSA Health And Safety Authority HSE Health, Safety and Environment IR Industrial Relations IS Irish Standard IFM Integrated Facilities Management KPI Key Performance Indicator LEL Lower Explosive Limit LVI Liquid Vapour Incinerator NIPBI Novartis International Pharmaceutical Branch Ireland NRL Novartis Ringaskiddy Limited MCB Miniature Circuit Breaker MEWP Mobile Elevated Work Platform MTBF Mean Time Between Failure MTTR Mean Time To Repair PB1 Production Building 1 PB1A Production Building 1 Annex PB2 Production Building 2 PM Preventive Maintenance PU Production Unit QA Quality Assurance SAP Computerised Maintenance Management System used by Novartis SOP Standard Operating Procedure TS Technical Services VEIS Veolia Environnement Industries Services One could be forgiven for thinking that compiling a maintenance strategy for an emergency lighting system would be a trivial matter to execute. This may possibly be the case with a small office building but our challenge at Novartis was not a task that could be underestimated. The first thing to consider is the scale of the site at approximately 150 acres and that emergency lighting by its nature permeates every nook and cranny. The second is the huge emphasis placed on safety which is understandable when Seveso directives are factored in. Adding to this was the fact that until VEIS arrived on site there was no existing strategy for the maintenance of the emergency lighting system. Once the remit passed to VEIS, literally overnight, we inherited the mammoth task of restoring the system to full operation and ensuring regulatory compliance in terms of inspection and testing. This all was being played out under the watchful gaze of existing site staff that may not have been openly welcome to the notion of an IFM companys arrival on site. There was minimum time for VEIS staff to ease into their roles in this challenging environment. Needless to say the first six months on site were a baptism of fire (but thankfully not in the literal sense!). Besides immediately assuming inspection and testing duties, the initial stages involved gathering data on both the quantities of light fittings present and the extent of repair work required. The next stage required meeting with suppliers to arrange for parts supply. Full restoration of the system would then take place in tandem with ongoing inspection and testing. Regarding inspection and testing, there was little leeway for VEIS to create a customised approach as the regulations in I.S. 3217 2013 are quite prescriptive. We simply had to figure out the most effective and efficient way to deliver the required performance of such a safety critical system. I believe the expertise required from VEIS was not to reinvent a method of maintaining an emergency lighting system. Instead it was to implement a strategy, where none existed before, that worked both in terms of compliance to regulations and ensuring maximum availability of a safety critical system. On this front, we certainly delivered. Novartis Ringaskiddy Limited is an API manufacturing plant located in Co. Cork Ireland. It is part of the Novartis global healthcare company which is based in Switzerland. In January 2014, VEIS assumed responsibility for the provision of an Integrated Facilities Management contract of 5 years duration. This encompassed the following equipment/services: Utilities steam boilers, air compressors, air dryers, cooling towers, water treatment, purified water systems. Hard Services fire alarm, gas detection system, CCTV, roller shutter doors, clean room sliding doors, dock lifts, passenger and freight elevators, emergency lighting. Soft Services catering, cleaning, security, landscaping, pest control, internal plants. This was the first venture into the outsourcing of Facilities Management services by Novartis so there was a steep learning curve for all concerned. My role with VEIS was Technical Team Lead with primary responsibility over Utilities and Hard Services. Our most immediate Task was to implement a Maintenance Strategy for site wide Emergency Lighting. This had fallen into neglect over the years; mainly due to a lack of a dedicated team to oversee its maintenance there had almost been an ad hoc approach to testing and repair. Besides my role as Team Lead, the VEIS maintenance crew consisted of 2 Facilities Technicians, both with strong past electrical experience. It was decided that upkeep of the Emergency Lighting system would be fully self-delivered with no outside contractor involvement. Figure 1: Novartis Ringaskiddy Limited (Source: PM Group) Figure 1 is an aerial view of the Novartis Ringaskiddy Limited site (PM Group). Table 2 A Main Switch Room B Pump House C Tank Farm D Solvent Recovery E LVI F Contractors Compound (not in IFM contract scope) G Project Stores (not in IFM contract scope) H PB 2 I PB 1 J PB 1A K Waste Water L Utilities M Technical Services N QA Labs O Warehouse P Canteen/HR/Administration Q NIPBI Labs R Security Gate House Table 2 defines alphabetically labelled points in Figure 1. Novartis Ringaskiddy Limited is subject to Seveso directives. These directives are put in place to help prevent major industrial accidents and ensure that sites are prepared, in terms of response, for when accidents occur (European Commission, 2016). Sites are categorised according to the amount of hazardous chemicals in storage (Lawlor Technology, 2015). NRL is an upper tier Seveso site there are up to 4000m3 of solvent chemicals stored on site. There are also several Zone 1 and 2 ATEX areas. The HSA (n.d.) defines these as: Zone 1 That part of a hazardous area in which a flammable atmosphere is likely to occur in normal operation. Zone 2 That part of a hazardous area in which a flammable atmosphere is not likely to occur in normal operation and, if it occurs, will exist for a short period. Another example of a hazardous area is the Dryer Unloading area in PB1. During certain production campaigns, there is the presence of Category 3 chemicals here. Access to the area is strictly prohibited during these times. Contact with minute amounts of Category 3 chemicals can have severe health consequences for a person (Ader et al, 2005). Because of the highly dangerous operating context of the emergency lighting system, safe work practices were essential for the VEIS team on the Novartis site. We were required to develop a method statement for emergency lighting maintenance activities. This was reviewed by the HSE department and a site electrical engineer. Edits were performed where necessary prior to final approval. The use or carrying of cellular phones was prohibited at all times at NRL. Its worth noting for this exercise the challenging IR environment that VEIS entered at the beginning of the IFM contract. It was seen by many on site that moving to an outsourced service provider would result in lay-offs for NRL maintenance staff. In reality VEIS were tasked at delivering in areas that were either previously neglected or lacked central control. Until this realisation had sunk in, maximum discretion and diplomacy was required from the VEIS team in order to gain acceptance from the existing site staff. During the initial stages of the VEIS teams arrival onsite, there was an unwavering focus on all aspects of our conduct. It was of prime importance that the team displayed the upmost professionalism and adherence to safe working practices at all times. It was essential that, for our maintenance strategy to work, full cooperation was received from existing site staff. This involved gaining trust from both management and floor staff. The Novartis Ringaskiddy site, under the surface, functions as a group of almost autonomous areas. The production buildings, utilities, warehouse, tank farm waste water areas all have designated management teams who all have in turn subtle but distinct differences in methods of operation. As emergency lighting is a utility that features across the site, the VEIS team had to find a way to adapt to the varying cultural practices in order to make our strategy work. Engaging in a respectful and sometimes almost deferential manner was the order of the day. Here are some of the bridges that had to be crossed: Method Statement development The method statement for emergency lighting maintenance activities required review and approval from both the HSE process safety manager and PB1 electrical engineer. The peculiar aspect to this is that neither of the other two site electrical engineers opted to review or approve the method statement despite being presented with it. See Appendix A for cover page of Method Statement. Planning Meetings Again there was a variance here in that VEIS attended weekly maintenance planning meetings in the PB2 production building only. This was to ensure that production and maintenance coordinators were aware of upcoming works. This obviously extended beyond emergency lighting to all VEIS related maintenance. It also helped ensure that the work permitters for the building had advanced notice as resources were tight in this area. For other areas on site, email notification was sufficient to alert NRL staff of pending activities. Client Meetings As part of our customer engagement strategy, we arranged separate monthly meetings with key staff from the PB1, PB2 and Technical Services areas. This provided a forum for all parties to express opinions on any issues or indeed the good news stories. KPI Score Card Client interaction was critical here. See section 13.0 for specific detail. ATEX areas It was vital for VEIS to gain the confidence of the client in our ability to work safely and competently in the ATEX areas. As an embedded contractor, we were subject to more intense scrutiny than any sub-contractor that provided services to the client. An example would be the purchase of a Fluke Ex multi-meter that we made. This came at a cost of à ¢Ã¢â‚¬Å¡Ã‚ ¬1000. All other electrical maintenance staff used the non-Ex à ¢Ã¢â‚¬Å¡Ã‚ ¬300 version. Asset Register Individual emergency light fittings were not listed on the NRL asset register. The lowest level the register went to was the Central Test Units. The Novartis engineers were keen to have a full schedule of emergency light fittings included in the asset register so it made sense for VEIS to assist them. Aiding the NRL engineers with this task was not in the scope of the IFM contract but providing this service did much to solidify the relationship and further build trust. This was practically a mini project and involved the following activities: Compiling the full list of fittings. Listing the fittings accurately by type and by area. Redlining the lighting plans to reflect moved, removed or newly installed fittings. Confirming the correct CTUs, Distribution Boards and MCBs. Liaising with the site electrical engineers to agree on a naming/tagging convention. Supplying redlined lighting plans to site drawing office for printing and uploading to the Novartis COMOS system. Site Manual (Play Book) A site manual or play book was developed which outlined the scope of the VEIS IFM contract. This was a live document which evolved as the contract progressed and reflected any new services that were added to the remit of VEIS. The site manual was subject to periodic review by the Novartis IFM lead. High level maintenance strategies were also stored in in this book. In order to comply with rigorous onsite HSE policies, VEIS technical staff required training/certification with the following: ATEX Awareness. Emergency Lighting Commissioning Inspection. Confined Space Entry. Mobile Access Tower assembly. Current Good Manufacturing Practice. Fire Watch. Lock-out/Tag-out/Isolation. Mobile Elevated Work Platform operation. Permitting hot and cold works. SAP CMMS User level for FTs. Maintenance Planner level for Technical Team Lead. Working at Heights. Manual Handling. Safety Harness. As previously mentioned, the Emergency Lighting system had fallen into a state of disrepair on the Ringaskiddy site. With the arrival of VEIS onsite as the IFM provider, a new impetus was put on restoring the system to full operating order and maintaining it to a proper and compliant standard. In addition, it was quickly noticed by the VEIS team that list of emergency light fittings in the contract tender was not correct. There had been several additions and modifications to the system without proper records to reflect the changes. After a thorough appraisal, it was found that more than à ¢Ã¢â‚¬Å¡Ã‚ ¬100,000 would be required in parts purchasing to carry out the necessary repairs. This would have to be actioned by VEIS as it was within scope of the contract. Appendix B lists the costs of parts required to achieve a fully functioning emergency lighting system. All of the emergency light fittings on the NRL site are of the Self-Contained Emergency Luminaire variant. This type is defined as having all components such as the lamp, control unit and battery either inside or not more than one metre from the fitting (Ventilux, n.d.). 8.1 Various Types Used Figures 2 and 3 show both the most commonly used and most expensive to replace fittings used at NRL. There are other types also such as Exit/Running Man and Twin Spot. Although these are equally critical from a safety perspective, they came at a fraction of the cost to replace. It was decided because of the preferential pricing available for purchasing complete Stahl fittings that these would be used to replace defective CEAG units that were economically unrepairable. CEAG fittings were kept in service only when the repairs didnt extend beyond tube and battery replacement. Figure 2: Stahl Ex Emergency Light Fitting (Source: Stahl) Figure 2 shows the types of Stahl light fittings used on the Novartis site (Stahl). Figure 3: CEAG Ex Emergency Light Fitting (Source: Atex) Figure 3 shows the type of CEAG light fitting used on the Novartis site (Atex). 8.2 Quantities of Fittings by Area Zone Table 3 Fitting Type Ex Zone 1 Ex Zone 2 Safe Area Main Switch Room 6 Pump House 15 Tank Farm 28 57 28 Solvent Recovery 33 69 LVI 16 35 PB 2 563 130 PB 1 530 145 PB 1A 285 78 Waste Water 58 31 Utilities 55 Technical Services 95 QA Labs 88 Warehouse 93 Canteen/HR/Administration 125 NIPBI Labs 168 Security Gate House 7 Sub Totals 1455 219 1064 Grand Total 2738 Table 3 list the corrected amounts of light fittings by zone and by area. The more correct way to classify equipment suitable for use in Ex Zone 1 and Zone 2 areas is by CAT 2 and CAT 3 respectively. However it is normal in Industry to reference them by Ex Zone numbers only. Safe Area refers to type of light fittings used outside of the hazardous areas. 8.3 Components Failure Information The one benefit of taking on a dilapidated system, from a maintenance perspective, is that you have the data to hand on the reasons why the assets have failed. Figure 4 displays a breakdown of these failure modes for the emergency light fittings on the Novartis site. This information was a key driver in deciding the amounts and types of spare parts to be held on site. Figure 4: Reasons for Light Fitting Failure Figure 4 illustrates failure data compiled on the NRL site. The Inspection and Maintenance activities evolved as the contract progressed on the Novartis site. The initial stages comprised of inspection and data gathering. This advanced to inspection, testing and repairs. 9.1 Structure and Administration of PMs on CMMS Novartis utilises the SAP CMMS to administrate all of its maintenance activities. VEIS staff were trained onsite in the use of this system. The Facilities Technicians were trained to User level while the Technical Team Lead was trained to Planner level. As effective owners of the assets and systems that were in scope for the IFM contract, it was agreed that we would manage maintenance activities end-to-end. Here is a synopsis of how we ran this aspect of our operation for the emergency lighting system: PMs were built against the Asset IDs of the CTUs. The CMMS Created a PM01 Preventive Maintenance Work Order in advance of the Due Date based on the Call Horizon settings. The VEIS Planner Released the Work Order in advance of the activity being carried out. One of the FTs printed the resultant Job Card. The FTs had a predetermined period of time from the Due Date to complete the activity so as not to exceed the Late Date. PMs that overshot the Late Date required Deviation Reports to be submitted. Corrective activities were recorded using PM11 Deferred Maintenance or PM12 Immediate Maintenance Work Orders depending on the severity of the issue. Completed Job Cards and reports, where applicable, were uploaded to the CMMS and attached to the relevant Work Order before changing its status to Complete. See Appendix C for definitions of the terms used by the SAP CMMS. See Appendix D for an example of a Novartis Work Order raised on the SAP CMMS. 9.2 Permitting for Works There was variance across the NRL site in how permits to work were processed. Again it was an example of how at a high level there was standard practice but the reality on the ground was different. This was another area where VEIS had to adapt to the different procedures and ensure both safety compliance and a timely manner for delivering works. The time concern stems from lengthy delays that could occur if one did not follow the specific permitting guidelines for a particular area. See Appendix F for a table displaying the differences per area in processing of permits to work on the NRL site. 9.3 Inspection and Testing Daily Test The following is the procedure employed for the daily test: To complete the daily test of the emergency lighting system, one of the Facilities Technicians walks the site and checks the CTUs for presence of any faults. Permitting is not required for this activity. Any faults are recorded in the VEIS Emergency Lighting Logbook and repairs are put into the work queue. Visual Inspection of Emergency Lights Under the previous I.S. 3217 standard, all emergency light fittings had to be visually inspected weekly. This would have been near impossible for the VEIS team to deliver. The current standard stipulates that 25% of fittings are to be visually inspected weekly resulting in 100% being checked in a four week period. The following is the procedure employed for the visual inspection: When conducting a visual inspection of the emergency lights in an area, the Facilities Technicians will first contact the area supervisor to inform them of the intention to carry out an inspection. A permit and countersignature will then be requested if it is deemed necessary. Technicians will use the access card swipe-in system or the sign-in logbook when entering the area if such systems are present. The Technicians will then walk the area and record their results in the VEIS Emergency Lighting Logbook. The area will be left in a clean and tidy state. They will swipe or sign out when leaving the area if such systems are present. If a permit was received then it will be returned and signed off. See Appendix E for Risk Assessment table. Three Monthly Inspection (for a 3 hour self-contained system) The following is the procedure employed for a 3 monthly inspection: When conducting the Three Monthly Inspection of the emergency lights in an area, the Facilities Technicians will first contact the area supervisor to inform them of the intention to carry out an inspection. A permit and countersignature will then be requested. Signs will be placed at the entrances to the area to advise personnel that an inspection is taking place. Technicians will use the access swipe-in system or the sign-in logbook when entering the area if such systems are present. The emergency lighting Central Test Unit will then be activated, or in cases where a circuit is not on a CTU, the MCB will be switched off which will result in the emergency lighting going into fault mode. The Technicians will then walk the area and record their results in the VEIS Emergency Lighting Logbook. When complete the CTU will be reset and any MCBs that were switched off will be switched on. Faults that have been recorded will then be addressed. A suitable ladder will be used for the repairs. Where the step ladder is used, FTs should not exceed hip height to the top rung of the ladder. A safety harness will be worn where required. A scaffold will be used where required. Care is to be taken when using hand tools. A Hot Work Permit will be required to work near live exposed parts such as using a meter to check for power. If replacing internal parts of the light or where a wiring fault needs to be rectified, then the circuit will be locked out at the lighting supply board with a MCB locking device and a padlock. VEIS staff will refer to Novartis SOP 000.926.0479 Isolation of electrically driven equipment. Before disconnecting any cable the FT must always confirm that the internal mains wiring is dead using a digital multi-meter. When work is complete then the area is to be left clean and tidy and all circuits should be powered up. They will swipe or sign out when leaving the area if such systems are present. The permit will be returned and signed off. See Appendix E for Risk Assessment table. Upon completion of the Three Monthly Inspection and testing, a report for inspection, testing and servicing as detailed in Annex C1 and Annex C7 of I.S. 3217:2013 shall be attached to the relevant SAP Work Order where it can be viewed/printed by the PU Manager and electrical engineer of (PB1,PB2,TS). As per 16.2.4.1 of I.S. 3217:2013. A copy of the report shall be placed in the VEIS Emergency Lighting Logbook. Annual Load Test (for a 3 hour self-contained system) The following is the procedure employed for the annual load test: When conducting the Annual Load Test of the emergency lights in an area, the Facilities Technicians will first contact the area supervisor to inform them of the intention to carry out an inspection. A permit and countersignature will then be requested. Signs will be placed at the entrances to the area to advise personnel that an inspection is taking place. Technicians will use the access swipe-in system or the sign-in logbook when entering the area if such systems are present. The emergency lighting Central Test Unit will then be activated, or in cases where a circuit is not on the CTU the MCB will be switched off, which will result in the emergency lighting going into fault mode. The Technicians will then walk the area and record their results in the VEIS Emergency Lighting Logbook. When complete the CTU will be reset and any MCBs that were switched off will be switched on. Faults that have been recorded will then be addressed. A suitable ladder will be used for the repairs. Where the step ladder is used, Technicians should not exceed hip height to the top rung of the ladder. A safety harness will be worn where required. A scaffold will be used where required. Care is to be taken when using hand tools. A Hot Work Permit will be required to work near live exposed parts such as using a meter to check for power. If replacing internal parts of the light or where a wiring fault needs to be rectified, then the circuit will be locked out at the lighting supply board with a MCB locking device and a padlock. VEIS staff will refer to Novartis SOP 000.926.0479 Isolation of electrically driven equipment. Before disconnecting any cable the FT must always confirm that the internal mains wiring is dead using a digital multi-

A Farewell to Arms as a Classic Literary Work Essay -- Farewell Arms E

A Farewell to Arms as a Classic Literary Work      Ã‚   A classic literary work has been defined as a work "that lasts through generations because of its universality of theme, ageless symbolism, word choice and the ordering of detail."   A Farewell to Arms, by Ernest Hemingway should be considered a classic literary work due to the universal themes, ageless symbolism, word choice, and story detail.     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Although there were several themes in this book, a major theme seemed to dominate the story.   This theme is the importance of love and loss in a male emale relationship.   These two lovers were so absorbed in each other that they needed no one else in their life.      'Wouldn't you like to go on a trip somewhere by yourself, darling, and be with men and ski?'   'No. Why should I?'   'I should think sometimes you would want to see other people besides me.' 'Do you want to see other people?'   'No.'   'Neither do I' (Hemingway 297).      This conversation shows that Catherine loves him so much that she is willing to be alone just so he can be happy.   At the same time, Mr. Henry would probably like to go skiing but would never dream of leaving Catherine alone.   Death wins out over love.  Ã‚   TO CLARIFY WHO IS SPEAKING, PUT THE QUOTE INTO YOUR PAPER JUST AS IT IS WRITTEN IN THE NOVEL.   WHEN THE SPEAKER CHANGES BEGIN A NEW LINE.   .  Ã‚   THE PUNCTUATION SHOULD APPEAR AFTER THE PARENTHESES ONLY, NOT AFTER THE INSIDE THE QUOTE AND AFTER THE PAGE NUMBER.    'It is very dangerous.'   The nurse went into the room and shut the door. I sat outside in the hall. Everything was gone inside of me.   I did not think.   I could not think.   I knew she was going to   die and I prayed that she would ... ...d dialogue and story line makes this an easy to read and understandable ageless story.  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚      Works Cited and Consulted Bloom, Harold. Introduction. Ernest Hemingway's A Farewell to Arms. Ed. Harold Bloom. New York: Chelsea, 1987. Hemingway, Ernest. A Farewell to Arms. New York: Simon and Schuster, 1957. Lewis, Wyndham. Twentieth Century Interpretations of A Farewell to Arms. Ed. Jay Gellens. Englewood Cliffs: Prentice, 1970. 56-64. Young, Philip. Ernest Hemingway. New York: Rinehart, 1952. Internet Sources Ernest Hemingway in His Time.   July, 1999. Universtiy of Delaware Library, Special Collections Department. 29 Dec. 2000 Flashback. July, 1999. The Atlantic Monthly. 29 Dec. 2000   Ã‚  Ã‚  Ã‚   Hemingway Campfire. February, 2000. Hemingway Nantucket Campfire. 5 Jan. 2001 http://hatteraslight.com/navy/Hemingwayhall/cas/448.html.