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-

Macroeconomics: Should the Minimum Wage Increase? Essay

Minimum wage is the lowest wage permitted by law or by a special agreement that can be applied for an employee or put simply, the lowest amount of pay that an employee can make. Governments set a minimum wage on businesses in hope for reduced poverty and increases in the standard of living. Minimum wages are beneficial up to a line, when minimum wage is too high, it makes businesses make crucial decisions and must save money by firing workers, reducing output, and increasing prices on products. Over the years, the federal minimum wage has increased and has been beneficial up to the minimum wage increase in July 24, 2009 from $6.55 to $7.25. After the increase, the unemployment rate has soared and businesses fired worker and increased their prices. For this reason, it would be beneficial to the economy if the minimum wage is reduced back to $6.55 because it will decrease the unemployment rate, increase GDP, and help youth and unskilled workers in the job industry. The Great Depression was a devastating time for the United States with families having no income, there was no economic growth, and the poverty rate was at an all time high. To aid with the matter, President Roosevelt attempted to impose a federal minimum wage but was struck down by the Supreme Court. The Court continued to refuse to have a federal minimum wage over and over again. It was until chose a presidential nominee, and made a platform that supported minimum wages by the party’s presidential nominee, Alf Landon. After this, the Court decided to allow a minimum wage. Over the years, the government has increased the minimum wage from 25 cents in 1938 to $7.25 in 2009. The current debate in Congress now is that President Obama wants to raise the minimum wage to $9.50 which is going to be a bad idea for the economy, decreasing the minimum wage will benefit the economy for reasons that will be stated now. Human labor is very important to businesses even though technology is rapidly improving but if the minimum wage increases, the cost of human labor increases, so to deal with this, businesses must decrease output, increases prices, and ultimately fire employees. So if the minimum wage increases, the unemployment will also ultimately increase. Evidence of this occurring is seen through a recent minimum wage increase from $6.55 to $7.25. When the minimum wage increased from 2008 to 2009, the unemployment rate almost doubled. In 2008, the unemployment rate was 5.5% and in 2009, it increased to 11.2%. Decreasing the minimum wage will reverse this because human labor is cheaper, therefore businesses can increase output, lower prices, and hire more employees. This rapid increase unemployment rate is undesirable because of the huge economic cost for GDP. The economic cost is determined using Okun’s Law which is to double the unemployment rate to find the GDP gap, so the GDP gap for the year 2009 is 22.4%. Multiplying the GDP gap with the potential GDP gives the economic cost. The potential GDP in 2009 was about $13750 billion and multiplying this with the GDP gap 22.4% gives the economic cost of $3080 billion (McConnell, 2012, p. 175). The cost of this was way too high and the cost will increase much more if the minimum wage is increased, but if the m inimum wage was decreased, maybe the economic cost can be reversed. If the minimum wage can be decreased, the unemployment rate will also decrease, and GDP can increase. GDP is a monetary measure of the health of the economy. This is calculated by adding up all the expenditures made on final goods and services in the U.S or adding all the income mad in the U.S. If minimum wage is decreased, businesses and firms can increase output with more employees and lower prices. Since there are lower prices, there will be a higher demand so more goods and services can be sold thus increasing GDP making a bigger and healthier economy. For example, a man sells burgers and hires 10 people at $7.25 and minimum wage goes up to $9.50, the cost of ingredients goes up. The labor that is used in bringing the beef to market is paid with minimum wage. If those wages go up the cost of producing the beef will go up, ultimately driving up the price of beef. The man now can’t afford the price rise on raw ingredients because it will cause him to run at a deficit. Instea d he will have to raise prices and sell less burgers or make less output. Since there is less output to be made, fewer employees are needed so employees are fired. Since there is less burgers to be sold and it is at higher prices, not a lot of consumers will purchase the burgers and thus GDP will decrease. Decreasing the minimum wage will not just decrease unemployment and increase GDP; it will also benefit the working youth and unskilled workers as well. If the minimum wage decreases, businesses and firms can afford to hire more employees, including youth workers and unskilled workers and can train them. This gives youth and unskilled workers valuable experience which can help them with future job opportunities. If the youth and unskilled workers can at least get a job, they can work their way up the ladder and use the experience they get from the minimum wage job and use it as they rank up or pursue higher income jobs. There are many reasons for why decreasing the minimum wage would benefit the economy but there are those who oppose this view. Those who oppose this view say that decreasing the minimum wage will hurt the economy because lowering the minimum wage decreases the income of families so that they can purchase fewer goods and therefore decrease the GDP growth rate. There is another argument saying that is only fair to give an employee a â€Å"living wage† and can support at least a family of two for 40 hours a week. This is untrue because most employees that work minimum wage don’t work 40 hours a week anyway so it is already not a living wage but they don’t take the job for the short run, they do it to gain experience and can in the future work with other businesses that require past experience and will pay the employee a higher wage. As stated before, employees can work their way up the income ladder. Decreasing minimum wage is beneficial to the economy because of many reasons. It is beneficial because it reduces the unemployment rate, increases the GDP, and helps youth and unskilled workers with future job opportunities. This can be done by first refusing Obama’s plan of increasing minimum wage, and then starting a bill to reduce minimum wage. Minimum wage is needed to prevent employees getting an unfair pay but there is a limit on it, don’t raise the minimum wage too much Mr. President. References 2050., & 2000, u. f. (n.d.). Congressional Budget Office (CBO). Congressional Budget Office (CBO). Retrieved July 24, 2013, from http://www.cbo.gov/ Brownstein, R. (n.d.). A Short History of the Minimum Wage Fight – NationalJournal.com. NationalJournal.com. Retrieved July 24, 2013, from http://www.nationaljournal.com/politics/a-short-history-of-the-minimum-wage-fight-20130214 Macroeconomics, global edition (19 ed., p. 175). (2012). 9. S.l.: Mcgraw Hill Higher Educat. Shemkus, S. (n.d.). Increasing the Minimum Wage: Pros & Cons – Salary.com. Welcome to Salary.com – Salary.com. Retrieved July 24, 2013, from http://www.salary.com/increasing-the-minimum-wage-pros-cons/ U.S. Bureau of Economic Analysis (BEA). (n.d.). U.S. Bureau of Economic Analysis (BEA). Retrieved July 24, 2013, from http://www.bea.gov/index.htm U.S. Department of Labor – Wage and Hour Division (WHD) – Minimum Wage. (n.d.). United States Department of Labor. Retrieved July 24, 2013, from http://www.dol.gov/whd/minwage/coverage.htm

Media and the Vietnam and Iraq Wars

Despite the differences in American culture from the time of the Vietnam war to the Iraq war, similarities exist in the way Americans perceived both wars. Vietnam and Iraq both raised questions about the appropriateness of U.S. involvement in foreign affairs and, in some cases, resulted in negative perceptions of the U.S. military. As the link between those fighting the war and those at home watching and reading about the events of the war, the media played an important role in both cases.Relationship between the media and the militaryDuring the beginning of Vietnam there was no official policy of censorship. Censorship would have been difficult to manage because as a guest of South Vietnam, the U.S. would have had to allow the South Vietnamese to control the censorship. Additionally, according to Daniel Hallin, the U.S. administration wanted to deny that there was a war happening there, and to impose censorship is one of the signs that a country is really going to war. 1By 1963, rep orters in Vietnam had begun receiving increasingly contradictory information about the war. Military officials in Saigon maintained that the war was going well, while personnel in the field told a different story. One glaring example was the defeat of the South Vietnamese at Ap Bac. Eight days after the incident, military officials declared the operation a success. Reporter Mal Browne recalls that when the astonished press challenged this statement, they were told by the Commander in Chief of U.S. forces to â€Å"get on the team.†1 This was the beginning of a more strained relationship between the media and the military.It was in 1963 also that news programs were extended to a half hour and began showing footage of the war. This was the first time American viewers were able to experience the war right in their living rooms. In 1965, Morley Safer brought the Cam Ne report to viewers. The Cam Ne incident marked the first time the average American was exposed to images of their soldiers engaged in activities that were less than noble – burning huts in a small village as women and children ran away screaming. Though not officially tied to the report, shortly after it aired the government issued new rules of engagement designed to protect South Vietnamese civilians.By the time the U.S. engaged in war with Iraq, the world had become a different place. The military had learned the value of public perception and the need to manage it. Restrictions were placed on the press limiting where they were allowed to go and what they were allowed to report. Unfortunately for the administration, what they couldn’t manage was the amount of amateur footage that made its way into the public eye.Digital cameras and the internet made it possible for anyone to post photos and other footage in front of a broad audience. Some of the most sensational stories reported during the war – including the Abu Ghraib incident – were the result of amateur photogr aphy that found its way into professional media outlets. While of questionable value as a news source, this footage showing graphic scenes intrigued viewers and affected their perception of the U.S. military and their mission in Iraq.Another effect of technology was that reporters were able to feed information to networks â€Å"real time.† This to-the-second coverage allowed viewers to experience the war as it happened, but the information they received was not always accurate. When the military unit in which a reporter was embedded came under attack, the reporter could only report what he was experiencing without the benefit of objectivity or the â€Å"big picture† view. While they did provide some provocative footage, these reports did not increase understanding of the situation. Morley Safer stated this eloquently when he said, â€Å"Live coverage†¦only adds heat, it does not add light.†1Accuracy of reportingNorman Solomon, syndicated columnist on media and politics, suggests that the media has been fundamental in making war possible for the U.S. through fraudulent reporting. He cites reporting of the Gulf of Tonkin in Vietnam and of weapons of mass destruction in Iraq as examples.2Tim Ryan, Army Lieutenant Colonel, has also expressed concern about the accuracy of reporting and its effect on public perception during the Iraq war. He has suggested that the media intentionally focused on negatives or failures during the war and ignored positives for the sake of a more sensational report. He stated that â€Å"even the Arab media was more willing to show positives,† such as school renovations or the creation of a youth center, than were American journalists.3During both wars, questions have been raised about the absence of reporting on U.S. interests in the countries in which they were fighting. In Vietnam, manganese, rubber and minerals were of economic interest to the U.S. In Iraq, of course, it was oil. The possibility that t he U.S. had less than noble reasons for entering into these wars was rarely addressed in mainstream media.Media influenceThere are differing opinions on whether the media actually influenced the Vietnam or Iraq wars or whether they simply provided documentation of what was happening. As the above examples show, some commentators believe that the media did affect events by making it easier for the government to wage war through fraudulent reporting, or by negatively affecting the morale of American soldiers and citizens.Contrarily, the organization Fairness and Accuracy in Reporting (FAIR) claims that the media has been falsely accused of affecting the war.4 According to FAIR, reporters merely reflect the opinions and concerns of the public. As reporter Chris Hedges stated â€Å"when everyone's waving a flag, the media waves a flag. When middle class families start wondering why their boy is coming home in a rubber bag, then the media starts asking questions too.†1Regardless o f whether they merely presented or actually influenced the Vietnam and Iraq wars, it’s clear that the media encountered similar challenges during both wars. Despite all the changes that occurred in the 40-plus years between the two wars and the fact that confidence in mainstream media waned in that time, the public still looked to the media to help them understand the facts and to represent their interests when they were concerned about the actions being taken.Works Cited1) â€Å"Which side are you on?† Episode 2, Reporting America at War. PBS, November, 2003. Online transcript www.pbs.org/weta/reportingamericaatwar/about/ep02_transcript.html2) Solomon, Norman. Adapted from keynote speech at annual awards ceremony of Project Censored at Sonoma State University, CA, October 22, 2005. Online source3) Ryan, Tim. â€Å"Media and the Iraq War.† Editorial, San Diego Union-Tribune, January 30, 2005.4) Cohen, Jeff. â€Å"The Myth of the Media’s Role in Vietnam.à ¢â‚¬  May 6, 2001. http://www.fair.org/indexAphp?page=2526

How to Find the Subject of a Sentence

In English grammar, a subject is one of the two main parts of a sentence. (The other main part is the predicate.) The subject is sometimes called the naming part of a sentence or clause. The subject usually appears before the predicate to show (a) what the sentence is about, or (b) who or what performs the action. As shown below, the subject is commonly a noun, pronoun, or noun phrase. Types of Subjects A subject may be one word or several words. The subject may be just a single word: a noun or a pronoun. In this first example, the proper noun Felix is the subject of the sentence: Felix laughed. In the next example, the personal pronoun he is the subject: He laughed. The subject may be a noun phrase — that is, a word group made up of a head noun and any modifiers, determiners (such as the, a, her), and/or complements. In this example, the subject is The first person in line: The first person in line spoke to the television reporter. Two (or more) nouns, pronouns, or noun phrases may be linked by and to make a compound subject. In this example, the compound subject is Winnie and her sister: Winnie and her sister will sing at the recital this evening. A Note About Subjects in Questions and Commands In a declarative sentence, as weve seen, the subject usually appears before the predicate: Bobo will return soon. In an interrogative sentence, however, the subject usually appears after a helping verb (such as will) and before the main verb (such as return): Will Bobo return soon? Finally, in an imperative sentence, the implied subject you is said to be understood: [ You] Come back here. Examples of Subjects In each of the following sentences, the subject is in italics. Time flies.We will try.The Johnsons have returned.Dead men tell no tales.Our school cafeteria always smelled like stale cheese and dirty socks.The children in the first row received badges.The birds and the bees are flying in the trees.My little dog and my old cat play hide-and-seek in the garage.Could you carry some of these books?[You] Go home now. Practice in Identifying Subjects Using the examples in this article as a guide, identify the subjects in the following sentences. When youre done, compare your answers with those below. Grace cried.They will come.The teachers are tired.The teachers and the students are tired.His new toy is already broken.The woman in the back of the room asked a question.Will you play with me?My brother and his best friend are forming a band.Please be quiet.The old man at the head of the line was  holding a Darth Vader  lightsaber. Below (in bold) are the answers to the exercise. Grace  cried.They  will come.The teachers  are tired.The teachers and the students  are tired.His new toy  is already broken.The woman in the back of the room  asked a question.Will  you  play with me?My brother and his best friend  are forming a band.[You]  Please be quiet.The old man at the head of the line  was  holding a child  by  each hand.