Chapter 4. Any reference to “chapter 4” means sections 1471, 1472, 1473, and 1474.
Chapter 4. Schematic representation of nanoparticle distribution in cell culture model at t=0. 92
Chapter 4. Partial overlapping in Kalabari
Chapter 4. Apprentices and other vocational, supplementary and further education ........................... 28
Chapter 4. Outlines and findings of the case study
4.1. Background - shipbuilding at Ulstein Verft Established in 1917 as a mechanical workshop and turned into Ulstein Group ASA - a maritime group of companies operating within ship design and solutions, shipbuilding, shipping, power and control systems, and global sales and services, Ulstein Verft is part of Ulstein Group and is a shipyard, specialized in building advanced vessels, such as offshore support, offshore construction, seismic and research vessels, with a strong focus on innovative technological solution and methods more than 300 employees from different countries (UlsteinGroup). The following disciplines are part of the shipbuilding processes at Ulstein Verft: design, engineering, planning, procurement, warehousing and production, as well as on-going customization and innovation during the construction phase. Additionally, trades as carpentry, piping, and electrical installation are part of the construction processes. The material flow of equipment delivered into the shipyard depends upon a wide range of suppliers and the choice of suppliers involved is made by the ship-owners (for strategic components) or after maker’s list (for other components) (Longva 2009). The afore-mentioned present a sophisticated network of external and internal processes, the management of which requires a high degree of coordination. In order to improve the coordination in production planning, and the overall performance, The Last Planer method was implemented for yard no.277. The same method for organization of the production processes has been utilized in all the consequent construction projects at the shipyard. The Last Planner at Ulstein Verft consists of three plan-levels: The process and periodic plans are managed by the project leaders. The weekly work plans (WWPs) are accomplished through meetings on weekly basis, where workers agree upon the organization of work (e.g. sharing of space, tools and equipment during the week) for the coming week. The fulfillment of the weekly plan is measured at the end of the week by percent of plan complete (PPC). The shipyard has also utilized Project Logistics, which together with the Last Planner set the foundation of a unique working culture and environment – ‘Ulstein Production system’, which is based on principles of Lean Shipbuilding, adjusted for the problem areas and the facilities of Ulstein Verft. In search for system efficiency, Xxxxxxx Xxxxx has started using the Brix Projec...
Chapter 4. Partial overlapping in Kalabari It is common for multiple harmonies to coexist in the same language. Chapter 4 discusses Kalabari, one language in which multiple harmonies end up targeting overlapping sets of segments. The language has three different harmony patterns: a directional, parasitic back harmony for [+high] vowels, a non-directional parasitic back harmony for [−high] vowels, and a non-parasitic (aka system-wide) ATR harmony. This pattern is unproblematic in φ-Correspondence. Since the correspondence relation occurs at the feature level, the different harmonies are independent one from another. One correspondence relation connects the [+vocalic] node, where ATR harmony is instantiated, while two other different relations are in effect for the [−high] and [+high] tier, as shown in (47a). In theories where the agreement relation is established at the segmental level (47b), the pattern is problematic because the theory predicts that all segments in the relation participate in the harmony. This kind of problem is known as overlapping harmony or (Xxxxxx 2016) and is very similar to Agreement By Proxy (Hansson 2010, XxXxxxxx & Hansson 2016).
Chapter 4. The literature review on food retail companies
Chapter 4. TEXT CLASSIFICATION
Chapter 4. In the preceding chapters, I argued that a non-autonomous refusal is morally significant and that the lack of decision-making capacity should not automatically deny an individual the right to have his refusal respected. I argued that a person’s negative liberty rights are not only grounded in his ability to act rationally but also in his experience of himself as having the ability and right to make his own decisions. If this is true, then the notion that medical agency is a necessary condition is false and requires modification. Of course, my intent is not to insist that non-autonomous patients have an unfettered right to refuse any medical treatment they do not wish to undergo. Rather, my intent is to challenge the idea that forcing medical treatment on an unwilling person is justified simply because it does not violate his autonomy. A non-autonomous person is not merely a vacant vessel whose empirical wishes can be cast as irrelevant just because he is not autonomous. The individual’s empirical wishes should be taken into account, but they should not be decisive in all situations. In this chapter, I will propose some conditions that, if satisfied, justify not abiding by an individual’s refusal of medical treatment.
Chapter 4. Factors Associated with Unhealthy Weight in Children under Five in the Middle East and North African Region. Graduate Thesis2015.
