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quilibrium of Rigid Bodies – 2D • For a rigid body in static equilibrium, the external forces and moments are balanced and will impart no translational or rotational motion to the body. • The necessary and sufficient condition for the static equilibrium of a body are that the resultant force and couple from all external forces form a system equivalent to zero, r r r r ∑ F = 0 ∑ M O = ∑ (r × F ) = 0 • Resolving each force and moment into its rectangular components leads to 6 scalar equations which also express the conditions for static equilibrium, ∑ Fx = 0 ∑ Fy = 0 ∑ Fz = 0 ∑Mx = 0 ∑M y = 0 ∑Mz = 0 4-1 Engineering Mechanics: Statics Free-Body Diagram First step in the static equilibrium analysis of a rigid body is identification of all forces acting on the body with a free-body diagram. • Select the extent of the free-body and detach it from the ground and all other bodies. • Indicate point of application, magnitude, and direction of external forces, including the rigid body weight. • Indicate point of application and assumed direction of unknown applied forces. These usually consist of reactions through which the ground and other bodies oppose the possible motion of the rigid body. • Include the dimensions necessary to compute the moments of the forces. 4-2 Engineering Mechanics: Statics Equilibrium of a Rigid Body in Two Dimensions • For all forces and moments acting on a twodimensional structure, Fz = 0 M x = M y = 0 M z = M O • Equations of equilibrium become ∑ Fx = 0 ∑ Fy = 0 ∑ M A = 0 where A is any point in the plane of the structure. • The 3 equations can be solved for no more than 3 unknowns. • The 3 equations can not be augmented with additional equations, but they can be replaced ∑ Fx = 0 ∑ M A = 0 ∑ M B = 0 4-3 Engineering Mechanics: Statics Free Body Diagram - 2D • Create a free-body diagram 4-4 Engineering Mechanics: Statics Free Body Diagram – 2D • Create a free-body diagram for the frame and cable. 4-5
IN ADDITION, YOU WILL BECOME AN AUTHORIZED RESELLER OF ZIGLAR, INC., MATERIALS AND WILL BE ABLE TO PURCHASE MATERIALS AT WHOLESALE PRICES. The four-and-a-half day program is highly interactive with less than 40% of the time spent on lecture. The reason for this is that only those demonstrating good presentation skills and understanding of the materials will be certified. Those not given certification will either be given a full refund or offered an alternative solution. Key components of the class include: A. Working through and answering the following four critical questions: 1. Who do I want to Become? 2. How do I Become this person? 3. Who does my customer want to Become? 4. How do I help my customer Become this person? B. Demonstrating effective presentation skills: 1. Two to three times each day each participant will give a short presentation in front of the group 2. Non-verbal presentation skills will be taught in class and then demonstrated by each participant C. Learning the core methodologies and content for each of the following presentations: 1. Becoming the Winner You Were Born To Be 2. Building Winning Relationships 3. Goal Setting and Achieving D. Marketing and sales system overview for your speaking, training, and consulting business: 1. The ten components of a great marketing system 2. The ten components of a great sales system F. Completion of your Dream Planner: 1. Over 50 in-depth questions that help you achieve everything you want to Be, Do, and Have 2. A one-on-one coaching session with a Ziglar coach after the event to go over your Dream Planner
GOAL PLANNING SHEEtS AND StEP-BY-StEP PROCEDURES fOR SEttING AND REACHING YOUR GOALS The Chinese say that the journey of a thousand leagues begins with a single step. Commit yourself to take these goal-setting steps NOW. BAD NEWS: To properly set your goals you will need to invest a minimum of ten hours and possibly as many as twenty hours. That’s one of the reasons only 3% of the population have clearly defined their objectives in life. GOOD NEWS: By following these procedures and working on your goals every day, you will have several extra hours each week to pursue your own business, family and personal interests. Just remember, “When you do the things you need to do, when you need to do them, the day will come when you can do the things you want to do, when you want to do them.” MORE GOOD NEWS: When you learn the formula for setting one goal, you will know how to set all goals, whether it is a physical, mental, spiritual, social, family, career, recreational or financial goal. Now for the action steps: ACTION STEP I On your Dream List, let your imagination run wild and print everything you want to be, do or have. (When you print, your concentration is greater and you burn the idea more indelibly into your subconscious mind.) If you have a family, be sure to include your mate and children when you set your goals. This entire goal-setting process helps channel your logical left brain and frees your creative right brain for more effective use of your imagination. NOTE: “You gotta ‘be’ before you can ‘do,’ and you gotta ‘do’ before you can ‘have.’” GO AHEAD – DO IT NOW. A major reason you are setting your goals is to gain some benefit, but these come only after you have taken action. ACTION STEP II Wait 24-48 hours then answer the question “why?” for each item you have printed on your Dream List. Space is provided for you to do this on your Things I Really Want To Be, Do or Have sheet. If you can’t verbalize in one sentence why you want to “be, do or have,” then it truly is a dream and not a real goal. At this point, you should cross it off your list. 3. ...
“I,___________________ am an honest, intelligent, goal-directed, responsible individual with integrity and I am sensitive to the needs of others. I am an enthusiastic, decisive, self-starter with a positive mental attitude and I am focused on the task at hand. I am a disciplined, persistent, caring, energetic, experienced, competent team player with the courage to take action and do what is right. I am a dependable, motivated, hardworking extra-miler. “I am a humble, kind, personable, attentive, considerate, resourceful person who takes pride in my appearance and in what I do. I have a good sense of humor and a healthy selfimage. I am a fair, patient, consistent, respectful encourager and student. I am a confident, optimistic, authoritative, creative, adaptable, sober, loyal, punctual, teachable person with strong convictions. I am an effective communicator with the vision, wisdom and faith necessary to realize my dreams. “I am an honorable person who is truly grateful for the opportunity life has given me and I am committed to taking full advantage of that opportunity. These are the qualities of the winner I was born to be, and I am fully committed to developing these marvelous qualities with which I have been entrusted. At night say, “Tonight I am going to sleep wonderfully well. I will dream powerful, positive dreams. I will awaken energized and refreshed. Tomorrow is going to be magnificent, and my future is unlimited!” In the morning say, “These are the qualities of the winner I was born to be, and I will develop and use these qualities to achieve my worthy objectives. Today is a brand new day, and it is mine to use in a marvelously productive way!” After 30 days, add Step #2: Choose your strongest quality and the one you feel needs the most work. Example: Strongest– honest. Needs most work– organized. On a separate 3x5 card, print “I __________ am a completely honest person, and every day I am getting better and better organized.” Do this first thing in the morning and last thing at night for one week; then repeat the process with the second strongest quality and the second one which needs the most work. Do this until you’ve completed the entire list. This process will change your life for the better...
BPMN stands for Business Process Modeling Notation. It is the new standard for modeling business processes and web service processes, as put forth by the Business Process Management Initiative (BPMI – www.BPMI.org). BPMN is a core enabler of a new initiative in the Enterprise Architecture world called Business Process Management (BPM). Business Process Management is concerned with managing change to improve business processes. BPMN consists of one diagram – called the Business Process Diagram (BPD). The BPMN Business Process Diagram has been designed to be easy to use and understand, but also provides the ability to model complex business processes. It has also been designed specifically with web services in mind. BPMN is only one of three specifications that the BPMI has developed – the other two are a Business Process Modeling Language (BPML) and a Business Process Query Language (BPQL). All have been developed using a solid mathematical foundation, which enables a BPMN Business Process Diagram to map directly to BPML, in the same way that a physical data model maps directly to Data Definition Language (DDL). There are competing standards to BPML, chief among them is the Business Process Execution Language For Web Services (BPEL4WS) created in a joint venture by BEA, IBM, Microsoft, and others. However, BPMI has created BPMN so that it maps readily to any business process execution language. Business Process Execution Languages themselves are run, controlled, and orchestrated on a Business Process Management System (BPMS). OASIS (www.oasis-open.org) is a not-for-profit, global consortium that drives the development, convergence and adoption of e-business standards. Both BPEL4WS and BPMI’s BPML have been submitted to OASIS to become a business process execution language standard. OASIS has created a subcommittee to decide upon a standard; the outcome of this committee is called Web Services – Business Execution Language (WS-BPEL). The OASIS WS-BPEL requires the development of new BPMS technologies as well. BPMN provides a number of advantages to modeling business processes over the Unified Modeling Language (UML). First, it offers a process flow modeling technique that is more conducive to the way business analysts model. Second, its solid mathematical foundation is expressly designed to map to business execution languages, whereas UML is not. BPMN can map to UML, and provide a solid business modeling front end to systems design with UML.
The research work of Wil van der Aalst, Arthur ter Hofstede, Bartek Kiepuszewski, and Alistair Barros has resulted in the identification of 21 patterns that describe the behavior of business processes. This paper reviews how two graphical process modeling notations, tShe BPMN Business Process Diagram from the Business Process Management Initiative (BPMI), and the UML 2.0 Activity Diagram from the Object Management Group (OMG), can represent the workflow patterns. The solutions of the two notations are compared for technical ability to represent the patterns as well as their readability. The research work of Wil van der Aalst, Arthur ter Hofstede, Bartek Kiepuszewski, and Alistair Barros has resulted in the identification of 21 patterns that describe the behavior of business processes. The rationale for the development of the patterns was to describe the potential capabilities that a workflow server may have during the performance of business processes. The patterns range from very simple to very complex and cover the behaviors that can be captured within most business process models. The researchers have developed a web site1 that contains descriptions and examples of these patterns, plus supporting papers and evaluations of how workflow products support the patterns. The purpose of this paper is to examine how two modeling notations, the BPMN Business Process Diagram from BPMI, and the UML 2.0 Activity Diagram from the OMG, can graphically represent the workflow patterns. For each of pattern, there will be a comparison of the two notations about how well they handled the pattern. The focus of the comparison will be both technical and how visually intuitive each notation represents the pattern.
This section introduces the Business Process Model and Notation (BPMN), developed under the coordination of the Object Management Group. Version 2 of this international standard introduces a series of modiﬁcations, including a new extension of the acronym. BPMN used to stand for Business Process Modeling Notation. In Version 2, the standard also deﬁnes a meta-model, so that Business Process Meta Model and Notation would have been a valid choice. Unfortunately, the term meta was dropped, resulting in the rather imprecise oﬃcial extension we now see in this section’s heading. In the remainder of this book, we will mostly use the acronym. The intent of the BPMN for business process modelling is very similar to the intent of the Uniﬁed Modeling Language for object-oriented design and analysis. To identify the best practices of existing approaches and to combine them into a new, widely accepted language. The set of ancestors of BPMN includes graph-based and Petri-net-based process modelling languages, such as UML activity diagrams and event-driven process chains. While these modelling languages focus on diﬀerent levels of abstraction, ranging from a business level to a more technical level, the BPMN aims at supporting the complete range of abstraction levels, from a business level to a technical implementation level. This goal is also laid out in the standards document, which states that “The primary goal of BPMN is to provide a notation that is readily understandable by all business users, from the business analysts that create the initial drafts of the processes, to the technical developers responsible for implementing the technology that will perform those processes, and ﬁnally, to the business people who will manage and monitor those processes. Thus, BPMN creates a standardized bridge for the gap between the business process design and process implementation.” The BPMN deﬁnes several diagram types for specifying both process orchestrations and process choreographies. Since this chapter focuses on orchestrations, only business process diagrams and collaboration diagrams are discussed in this section. Diagram types regarding process choreographies, that is, conversation diagrams and choreography diagrams, will be discussed in the next chapter. To classify the level of support that a particular BPMN software tool provides, the standard introduces so called conformance classes.
Business Process Modeling Notation (BPMN) is a graphical notation that describes the logic of steps in a business process. This notation has been especially designed to coordinate the sequence of processes and messages that flow between participants in different activities. Why is it important to model with BPMN? • BPMN is an internationally accepted process modeling standard. • BPMN is independent of any process modeling methodology. • BPMN creates a standardized bridge which reduces the gap between business processes and their implementation. • BPMN enables you to model processes in a unified and standardized way so that everyone in an organization can understand each other. Introduction to BPMN The Business Process Modeling Notation - BPMN – provides a common language which allows all the parties involved to communicate processes clearly, completely and efficiently. In this way, BPMN defines the notation and semantics of a Business Process Diagram (BPD). BPD is a diagram based on the ‘Flowchart’ technique, designed to present a graphical sequence of all the activities that take place during a process. It also includes all relative information for making an analysis. BPD is a diagram designed for the use of process analysts who design, control and manage processes. In a BPD diagram there are a series of graphical elements that are grouped into categories. To introduce BPMN, the reader will find throughout this document a series of examples revolving around a Consumer Credit Application process. A Credit Application process begins with the recording of the application where the client expresses an interest in acquiring credit. This stage includes the presentation of the application, and the required documents to the organization for verification. This is followed by an analysis or study of the credit application and finally we find the activities needed to either disburse the credit or to notify the client in case of rejection.
I bought my 1993 Ranger new in September of that year, picking one from the dealers’ inventory. The truck I selected had everything I wanted on it except for a tachometer, but I could live without that. Thirteen years and 146000 miles later I was investigating the oil pressure “idiot gauge” mod when I had the thought of replacing the instrument cluster with a tach model. I was able to find one at a local junkyard. The counter guy there assured me that it was from a 93 Explorer. It looked ok, and at ten bucks, the price was right. When I got it home I checked it over carefully. I found a tiny stamp that read “Date of Manufacture February 11 1992”. That seemed a little early for the 93 model year, so I traced out all of the connections on the cluster’s flex circuit. To my momentary dismay, practically none of the connections were in the same place as on my existing cluster. I surmised that the one I bought was from a 92 Explorer, and that Ford had done a wiring change between the 92 and 93 model years. I am an electronics engineer with over thirty years experience in avionics, communications, automation, and robotics. I’ve dealt with problems more complex than this! Physically, both clusters were the same. Same form, same connectors, same bolt patterns. After analyzing the situation it was clear that to make this work, it would be a simple matter of moving some of the wires in the two cluster connectors. What follows is a record of what I had to modify. DISCLAIMER: THIS DOCUMENT IS PROVIDED "AS IS" AND WITHOUT ANY WARRANTY OF ANY KIND, EXPRESSED OR IMPLIED. WITHOUT LIMITATION, THERE IS NO WARRANTY OF NONINFRINGEMENT, NO WARRANTY OF MERCHANTABILITY, AND NO WARRANTY OF FITNESS FOR A PARTICULAR PURPOSE. ALL WARRANTIES ARE EXPRESSLY DISCLAIMED. USER ASSUMES THE FULL RISK OF USING THIS DOCUMENT. IN NO EVENT SHALL THE AUTHOR BE LIABLE FOR ANY ACTUAL, DIRECT, INDIRECT, PUNITIVE, OR CONSEQUENTIAL DAMAGES ARISING FROM SUCH USE, EVEN IF ADVISED OF THE POSSIBILITY OF SUCH DAMAGES. THIS DOCUMENT IS FOR INFORMATIONAL PURPOSES ONLY.
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