Features in Igloo Construction

Features in Igloo Construction Introduction Due to the freezing temperature in winter seasons, some people would prefer to take shelter inside houses where fireplace can warm the body. These houses are commonly built made of either wood or concrete. But not for the Inuit people. The Inuit people constructed homes and villages using snow. Yes, thats right, snow. Why would anyone create a shelter in the tundra region using snow? Because a snow shelter is surprisingly warm inside. The most popular ice shelter is the igloo. However, there are other types of ice shelters such as the quinzhee and snow caves. Igloo The igloo (fig. 1) is the customary haven of Inuit living in the far northern districts. Most people would picture an igloo as a dome shaped structure made entirely out of snow blocks. However, an igloo doesnt have to be made out of snow blocks.   The word igloo (or iglu) traditionally means a house made of any type of materials [cite]. The popular type of igloo is constructed using snow blocks in a round frame in which the walls bend into the center tow °rd thà Ã‚ µ toÑâ‚ ¬ to ц¢h °Ãƒâ€˜Ã¢â€š ¬Ãƒ Ã‚ µ  ° ц¢now v °ult in which the angled roof can support itself. Usually, the entrance of an igloo is shaped like a tunnel and located at the bottom of the structure. The igloo usually has a small hole on the top that serves as ventilation. A warm shelter made of ice An igloo, even though made completely out of snow blocks, are surprisingly warm inside. But how is it possible? The secret behind an igloos warmth lies behind the materials used to construct it. Igloos are typically constructed using packed snow molded into rectangular blocks. These blocks are then stacked around a cavity. After the blocks have been placed, the cavity would then be uncovered. Usually, igloos do not have a flat surface, rather it is structured into different levels (fig. 2). The reason for the unlevel surface is because air becomes denser the colder it is [cite]. Due to the difference in density, the cold air inside the igloo would clump together in the lower level of the igloo forming a cold trap. In other words, the igloo is built based on the principles of physics. While outside temperatures may range to -49.0  °F, the insides of the igloo may be as warm 61  °F [cite]. Construction The igloo is a dome shaped structure that can be built using blocks of snow inclining toward each other. The snow blocks are usually polished to completely seal the walls and the finished structure doesnt need any additional supports. If the igloo is built correctly, it should be able to withstand the weight of an average adult male standing on the top of the igloo [cite]. For a bigger igloo, the snow blocks are first lined up to shape a vertical wall rather than an arc. The structure is built by stacking the snow blocks in a spiral form as shown in figure 3. After the first row, more blocks are stacked on top of them forming an upward spiral, creating an arc that results in a self-supporting dome [cite]. It is not recommended to use fresh snow to build an igloo. To build an igloo, the snow used must have enough density so it can be stacked appropriately. When in use, the inside the igloo is typically warm enough to cause the inner walls to melt slightly. When the igloo is not in use , the melted snow will refreeze and develop a layer of ice that adds to the strength of the igloo. Given enough time, the igloo becomes a house of ice rather than snow. The igloo is commonly built in three different sizes for different purposes [cite]. A smaller igloo is typically built as a temporary shelter when hunters are out on the land or sea. The medium sized igloo is semi-permanent, and usually houses one or two family. There are often a number of medium sized igloo in an area which forms a small village. The larger igloos are usually two igloos connected through a tunnel, with one building used for events and the other to live in. Quinzhee A quinzhee (fig. 4) is a snow shelter made by digging out a pile of snow, creating a hollow area. Usually, a quinzhee is constructed only for temporary use, unlike an igloo which is semi-permanent and made using snow blocks. The word quinzhee is of à Ã‚ th °b °Ãƒâ€˜Ã¢â‚¬ ¢k °n origin [cite]. Since the quinzhees are not typically built as a permanent shelter, the snow used to construct a quinzhee doesnt need to be as dense as the snow used to construct an igloo. It is easier to construct a quinzhee compared to an igloo. However, a finished quinzhee would be not as durable as an igloo and is more prone to collapsing in harsher conditions. It is easier to build a quinzhee compared to an igloo. However, a finished quinzhee would not be as durable as an igloo. Due to the quality of the snow used, the quinzhee is very likely to collapse in harsh weather conditions. Because the quinzhee is usually only constructed in times of need, its aesthetics and quality are traded for time and materials [cite]. Snow Cave A snow cave (fig. 5) is a type of ice shelter built by digging through snow. Using the same principles as an igloo, the entrance of the snow cave is built lower than the main area to trap warm air in the main area, and like a quinzhee, is only for temporary use. Even though outside temperatures may be as low as -40 °F, the inside of a properly made snow cave can be as warn as 32 °F [cite]. Glacier Cave A glacier cave (fig. 6) is a special kind of ice shelter as it is not made by human hands. Most glacier caves are created by water running through or under the glacier [cite]. The running water usually comes from the melting surface of the glacier, entering the ice at cracks which enlarge after some time, both by erosion and melting. Due to global warming, many large glacier caves have disappeared as glaciers around the world melt [cite]. Dangers Ice structures, unfortunately, also comes with risks and dangers. The risks of these dome shaped ice structures include the dangers in ventilation, and structural integrity. When an igloo is made with a diameter of 10 feet or bigger, it has to be built in a perfectly shaped dome otherwise it will collapse. The quinzhee is more prone to collapsing than an igloo. Because of the warmth inside the quinzhee, the inner walls of the quinzhee would melt. Since a quinzhee isnt built from sturdy snow blocks like an igloo, it is very likely to collapse which may cause death.

Marketing Led of Turkish Airlines

To: Adrian Edwards From: Guler kaya Date: 03 November 2011 Report title: The marketing plan of Turkish Airlines 1 Introduction / Terms of Reference The report will be concluded with an overall summary of the company situation, market share and evaluation of its future marketing activities. The objective of this marketing plan is further developing Turkish airlines market share in 2010/11 period through marketing program and initiatives. Savoir of the Turkish nation and motherland, founder of the Republic on 16 February 1925 guidance of the Great Leader Ataturk â€Å"Turkish Aeronautical Association† was founded under the name of the Turkish Aeronautical Association, the Great Turkish nation living with the material and moral support, embrace and love of aviation is an organization working for . Turkish Aeronautical Association, not political activity, not only is an organization working in areas related to aviation. The Authority technical and administrative matters, shall cooperate with the Air Force, Air Force will ask the opinion of the principle decisions before creating. Turkish Aeronautical Association, 5 August 1925 by the Council of Ministers was among the non-profit associations. The Authority is a member of the International Aeronautical Federation, Turkey, and Aeronautical Federation is the authority. The President and Cabinet, the spiritual guardians of the Turkish Aeronautical Association. The Agency's headquarters in Ankara. Turkish airlines celebrated 75th year in civil aviation in 2008, where they started with only 19 seat capacity, now making plans to be one of the major players of the global market. Turkish Airlines Inc. or Turk Hava Yollari A. O. (THY), is the flag carrier of Turkish air transportation. Its 70 aircraft comprise one of the youngest fleets in Europe. More than ten million passengers a year fly THY's network of 100 destinations, three-quarters of them international. THY was formed in 1933 as a domestic carrier. It built up an international network after World War II but eventually was hindered by mishaps and poor customer relations. The airline began a turnaround in the mid-1980s. It slowly began a privatization process in 1990, when 2 percent of stock was floated. This was accelerated in late 2004 with the offering of an additional 20 percent of shares. Profit of TL 107 trillion in 2004 to 12 million passengers, Turkish airline companies that serve technical e. g. KLM, SAS, FLY AIR, DELTA Airlines, Austrian Airlines, Olympic Airways, Sun Express, MNG Airway much like company plane maintenance of domestic and foreign repairs Turkey. Turkish airlines representation in the world will announce the name of the biggest brand in the future growth around the globe Turkish Airlines experienced and quality through the in the former has a superior power, and quality of all working team is growing. Class caters best to the world economy Turkish airline 1. 060 of the world arrive at the of as the number of passengers and the quality of Europe's fastest growing, developing airway, they are a huge family of 15 thousand persons in the service of the world. In addition 1 year in the city of the world in more than 160 humanitarian blew more than 25 million and a third of Europe's best airline company. Turkish Airlines Industry THY had some features that makes it strong in the sector. First of all, THY charges close to a discount-airline. Secondly, it offers a business class service on both overseas and domestic flights. Moreover, THY offers a frequent flyer program (an example to this is; Miles&Smiles) Fourthly, it competes with international and domestic airlines and long distance inter-city bus services (through price cuts). Finally, THY had the best landing slots (in Istanbul & Ankara) and it is the only Turkey based international carrier. Unfortunately, THY has some weaknesses such as; acting    like a legacy airline, but does not qualifying as one. Furthermore, THY is not a name brand. Thirdly, there are no strategic partnerships (high point cost per redeemed flight) (weak frequent flyer program with high costs). Also there are lack of customer orientation    and lack of service culture . Finally, its fleet size is small. There are some opportunities like; THY sees itself as a competitive enterprise rather than a government agency. Secondly,    THY has the confidence of financial markets , also, THY has a year or two before foreign discount airlines are allowed to fly to Istanbul and other Turkish markets . Finally, the expected rise in world airline    passenger traffic can be an opportunity for THY. We can sum up the threats THY faces as 3 categories; short-term threats, medium-term threats and long-term threats. To begin with, short-Term Threats are the expansion of existing competitors    and the entry of new competitors . Secondly, medium-term threat is; Istanbul, Izmir, Antalya and Ankara destinations will be available for discount routes from major European centers. Finally, long-term threats are; firstly, the European Union’s adoption of a true ‘open skies’ policy    (which will lead all international carriers to enter domestic market of THY. Secondly, terorism and war fears (decrease in the amount of tourists). Lastly, low cost travelling to other destinations (from Europe)   2. Finding: 2. 1 Social Factor On development, the international arena, competitors, customers on the airline does not always process-oriented, customer-focused pandemic disease, climate conditions, and transportation. for example if you have the swine flu in country after country, this does not mean other countries can not be bi, air field coming from each country, so people trying to cross the country without going out of control, must necessarily. Turkish Airlines passenger if it is the best example of the Turkish Airlines for the first time to enter the country is doing, and it enters the body through the countries in check is also. . Airline companies, upping the ante to take security measures due to recent terrorist attacks, security measures have had a dramatic change. And security enhancement, in a sense, the pilot, passengers and their families to ease the minds, but also the terminal, the airport ticket counter, the amount of time and effort needed to get the gate increases the anxiety and frustration. Because, a few successful security breaches have occurred in the last decade, the luxury of being too loose for the safety of airlines will never again own. Turkish Airlines has received many awards because the security in terms of the number of disciplinary and experienced for example, once an institution, I have travelled to Istanbul, Turkish Airlines plane, and security all acted according to law and no one checked item in a separate treatment did not. 2. 2 Economical factors – THY ticket prices dropped by half compared with 2003 dollars and euro terms. Worked 10 percent profit margin. The most important thing was for a long time to grow healthy. – The number of passengers was 10 million to 35 million. The number of passengers increased by 6 times with other airlines. Turnover increased by 5 times world. – This is a good example in the same way. – 12 thousand to 16 thousand in 2010, the number of employees currently gets 90 percent of the time. What does need to be first on this subject? – increase its market share in the world's largest airline. – 7. billion dollars this year, 40 percent of which will remain in Turkey. 2. 3 Legal factor i. Turkish Airlines Website conditions of use ii. Privacy Policy statement iii. General conditions of Carriage(passenger and Baggage) iv. Legal Notice Passenger Rights v. Terms ; Conditions (web-Mobile) 2. 4 Political Factors THY was a government-owned, national flag carrier. Labour agreement has powerful (Turkish Civil Union of Aviation). Discounters suit themselv es and make money from receipts thanks to regulations of government. In 2002, the new Turkish Government announced, it would no t be subsidization for THY. The State privatization Administration launched a public share offering. Trust of financial markets without the need for government guarantees. 2. 5 Technological Factors Accordance with European standards of international quality certificates, high-tech centre of the worlds, Turkish Technical one of the centres of more than 30 airlines as much in many domestic and foreign offers. Plane, the trunk, and aims to become the number one engine regard * Satellite programming, wireless internet access, * satellite monitors at every seat and seat –back personal video screens in mod ish aircrafts, * Reservation on telephone and on the internet. 3. Conclusions Turkish airlines (THY) has led to ease of airline analysis, flight scheduling and also provided a means for customers to access and book flights from their homes. It has also increased the speed with which information about customers are retriev ed and handled and flight scheduling is tasked. 4. Recommendations They should focus on the east side of Turkey and they should improve their services about the flyers’ satisfaction. For attracting the clients, Turkish Airlines may give importance to Customer Service Culture While performing the SWOT analysis, the several key issues are to be recommended to the management. These recommendations are intended to assist the Turkish Airlines in keeping its pre-eminent position as it continue strives to be one of the best airline companies in the Today's airline industry. The Turkish Airlines needs to keep its superiority and stay on top of the competition in the international market, despite the bad times associated with a global economy or strategies implemented by main competitors. The Turkish Airlines needs to thoroughly understand the plans being pursued by the British Airways, Cathay Pacific, and Virgin Atlantic in improving the comfort and quality of service it provides to its customers. The Turkish Airlines needs to continue differentiate itself by examining the strengths/weaknesses, and key points of these and other competitive airlines. By dominating the global regions it will create a greater potential for foreign investments, allowing the Turkish Airlines to sustain their quality efforts. 5. References Attitude Travel (2005) Turkey low cost no frills airlines: www. attitudetravel. com [Accessed 26 June 2005]. Buttle, F. B. (1996) Relationship Marketing Theory and Practice. London: Paul Chapma Cassani, B. and Kemp, K. (2003) go: An Airline Adventure. London: Time Warner Books. Turkish airline home page (1996-2011) http://www. turkishairlines. com/en-INT/corporate/contact_us/index. aspx

USS Langley (CVL-27) - World War II

USS Langley  (CVL-27) - Overview: Nation:  United States Type:  Aircraft Carrier Shipyard:  New York Shipbuilding Corporation Laid Down:  April, 11, 1942 Launched:  May 22, 1943 Commissioned:  August 31, 1943 Fate:  Sold for scrap, 1964 USS Langley (CVL-27) - Specifications Displacement:  11,000 tons   Length:  622 ft., 6 in. Beam:  109 ft. 2 in. Draft:  26 ft. Propulsion:  Four boilers powering 4 General Electric turbines, 4 Ãâ€" shafts Speed:  31 knots Complement:  1,569 men USS Langley  (CVL-27) - Armament 26 Ãâ€"  Bofors 40 mm guns Aircraft 30-45 aircraft USS Langley (CVL-27) - Design: With  World War II raging in Europe and rising tensions with Japan, US President Franklin D.  Roosevelt became worried over the fact that the US Navy did not expect any new aircraft carriers to join the fleet prior to 1944.   As a result, in 1941 he asked the General Board to investigate whether any of the cruisers then under construction could be converted into carriers to supplement the fleets  Lexington-  and  Yorktown-class  ships.   Completing their report on October 13, the General Board offered that while such conversions were possible, the amount of compromise required would badly reduce their effectiveness.   As a former Assistant Secretary of the Navy, Roosevelt pushed the issue and directed the Bureau of Ships (BuShips) to conduct a second study. Responding on October 25, BuShips stated that such conversions were possible and, while the ships would have reduced capabilities relative to existing fleet carriers, they could be finished much faster.   After the Japanese  attack on Pearl Harbor  on December 7 and US entry into World War II, the US Navy accelerated the construction of the new  Essex-class  fleet carriers and decided to convert several  Cleveland-class light cruisers, then being built, into light carriers.   As conversion plans were finished, they offered more potential than initially hoped.    Featuring narrow and short flight and hangar decks, the new  Independence-class required blisters to be attached to the cruiser hulls to aid in offsetting the increased weight topside.   Maintaining their original cruiser speed of 30 knots, the class was significantly faster than other types of light and escort carriers which allowed them to sail in company with the US Navys fleet carriers.   Due to their smaller size, the  Independence-class carriers air groups often totaled around 30 aircraft.   While initially intended to be an even mix of fighters, dive bombers, and torpedo bombers, by 1944 air groups were often fighter heavy. USS Langley (CVL-27) - Construction: The sixth ship of the new class, USS Crown Point (CV-27) was ordered as the  Cleveland-class light cruiser USS Fargo (CL-85).   Prior to construction commencing, it was designated for conversion to a light carrier.   Laid down on April 11, 1942 at New York Shipbuilding Corporation (Camden, NJ), the ships name was changed to Langley that November in honor of USS Langley (CV-1) which had been lost in combat.   Construction progressed and the carrier entered the water on May 22, 1943 with Louise Hopkins, wife of Special Adviser to the President Harry L. Hopkins, serving as sponsor.   Re-designated CVL-27 on July 15 to identify it as a light carrier, Langley entered commission on  August 31 with Captain W.M. Dillon in command.   After conducting shakedown exercises and training in the Caribbean that fall, the new carrier departed for Pearl Harbor on December 6. USS Langley (CVL-27) - Joining the Fight:        Ã‚   Following additional training in Hawaiian waters, Langley joined Rear Admiral Marc A. Mitschers Task Force 58 (Fast Carrier Task Force) for operations against the Japanese in the Marshall Islands.   Beginning on January 29, 1944, the carriers aircraft began striking targets in support of the landings on Kwajalein.   With the capture of the island in early February, Langley remained in the Marshalls to cover the attack on Eniwetok while the bulk of TF 58 moved west to mount a series of raids against Truk.   Replenishing at Espiritu Santo, the carriers planes returned to the air in late March and early April to strike Japanese forces in Palau, Yap, and Woleai.   Steaming south late in April, Langley aided in General Douglas MacArthurs landings at Hollandia, New Guinea. USS Langley (CVL-27) - Advancing on Japan: Completing raids against Truk in late April, Langley made port at Majuro and prepared for operations in the Marianas.   Departing in June, the carrier began launching attacks against targets on Saipan and Tinian on the 11th.   Helping to cover the landings on Saipan four days later, Langley remained in the area as its planes aided the troops ashore.   On June 19-20, Langley took part in the Battle of the Philippine Sea as Admiral Jisaburo Ozawa attempted to disrupt the campaign in the Marianas.   A decisive victory for the Allies, the fighting saw three Japanese carriers sunk and over 600 aircraft destroyed.   Remaining in the Marianas until August 8, Langley then departed for Eniwetok. Sailing later in the month, Langley supported troops during the Battle of Peleliu in September before proceeding to the Philippines a month later.   Initially in place to protect the landings on Leyte, the carrier saw extensive action during the Battle of Leyte Gulf beginning on October 24.   Attacking Japanese warships in the Sibuyan Sea, Langleys aircraft later took part in the action off Cape Engaà ±o.   Over the next several weeks, the carrier remained in the Philippines and attacked targets around the archipelago before withdrawing to Ulithi on December 1. Returning to action in January 1945, Langley provided cover during the Lingayen Gulf landings on Luzon and joined its consorts in conducting a series of raids across the South China Sea.    Steaming north, Langley launched attacks against mainland Japan and Nansei Shoto before aiding in the invasion of Iwo Jima.   Returning to Japanese waters, the carrier continued to strike targets ashore into March.   Shifting south, Langley then assisted in the invasion of Okinawa.   During April and May, it split its time between supporting troops ashore and mounting attacks against Japan.   In need of an overhaul, Langley departed the Far East on May 11 and made for San Francisco.   Arriving on June 3, it spent the next two months in the yard receiving repairs and undergoing a modernization program.   Emerging on August 1, Langley departed the West Coast for Pearl Harbor.   Reaching Hawaii a week later, it was there when hostilities ended on August 15. USS Langley (CVL-27) - Later Service: Pressed into duty in Operation Magic Carpet, Langley made two voyages in the Pacific to carry American servicemen home.   Transferred to the Atlantic in October, the carrier completed two trips to Europe as part of the operation.   Finishing this duty in January 1946, Langley was placed in the Atlantic Reserve Fleet at Philadelphia and decommissioned on February 11, 1947.   After four years in reserve, the carrier was transferred to France on January 8, 1951 under the Mutual Defense Assistance Program.   Re-named La Fayette (R-96), it saw service in the Far East as well as in the Mediterranean during the 1956 Suez Crisis.   Returned to the US Navy on March 20, 1963, the carrier was sold for scrap to the Boston Metals Company of Baltimore a year later. Selected Sources ​DANFS: USS  Langley  (CVL-27) NavSource: USS  Langley  (CVL-27)WW2DB: USS  Langley  (CVL-27)

Operations Management - 1816 Words

Introduction A conventional â€Å"bricks and mortar† grocery does not have an online presence, only a physical one. It is built on a face-to-face customer service, and usually always has a building for their operations. A â€Å"brick and mortar† grocery has advantages and disadvantages compared to an online operation, like Theorganicgrocer.com. First of all, their major disadvantage is the overhead. The cost of property, insurance, taxes and staff is much higher for a â€Å"brick and mortar† operation than an online operation. The biggest advantage for a â€Å"brick and mortar† operation is customer security. To a customer, if a company has physical presence, it is seen as more reliable as the company is far less likely to fold overnight and disappear.†¦show more content†¦Each of these primary activities is linked to support activities, which help to improve their effectiveness or efficiency. There are four main areas of support activities: procurement, technology development (including Ramp;D), human resource management, and infrastructure (systems for planning, finance, quality, information management etc.). The chain consists of a series of activities that create and build value. They conclude in the total value delivered by an organisation. The ‘margin’ depicted in the diagram is the same as added value which expresses the way a business differentiates itself through configuration of its value chain. The drivers for product differentiation and value creation are policy choices (what activities to perform and how), linkages (within the value chain or with suppliers and channels), timing (of activities), location, sharing of activities amongst business units’ learning, integration, scale and institutional factors. Eg: - Inbound Logistics (receiving and storing materials for distribution for production) Registration * Provide information Eg.: -Categories Product -Build Database -Paypal Operations (transforms inputs into finishedShow MoreRelatedOperations Management : Operation Management1355 Words   |  6 PagesOperations Management Introduction Operations management is the activity of managing the resources that create and deliver services and products. The operations function is the part of the organization that is responsible for this activity. Every organization has an operations function because every organization creates some type of services and/or products. However, not all types of organization will necessarily call the operations function by this name. Operations managers are the people who haveRead MoreOperation Management - Cadburyworld2493 Words   |  10 Pagestechnology to streamline the operation process) and facility costs (old and outdated facilities) at lowest possible. 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