Minnisota V Riff Case Study Example | Topics and Well Written Essays - 500 words

Minnisota V Riff - Case Study Example The defendant then left the store at about 12.20 a.m. He discarded the hammer in the side alley between Marquette's Market and Art Own's Hardware. There are witnesses to prove that he ran home and also when he discarded the money bag and dropped $2 of the money. He used the money to purchase a guitar. There was a Canadian $5 bill purported to have been stolen from Marquette's Market. The defendant was arrested the day after by Officer Schield at 3.30 p.m. on the ground that he broken into, entered, and burglarized Marquette's Market. The Defense's case is that the defendant, Ronald Riff, won over $900.00 in a poker game between 8.30 p.m. and 12.00 a.m. of the night of the alleged burglary. There are witnesses to prove that Riff won a great deal of money, including the Canadian five dollar bill found in Riff's person. Riff borrowed a tan cloth money bag from Red's Pleasure Palace to put his winnings into. He took the hammer from Rusty Fender's to protect himself and his money. He never stopped by Marquette's Market, but he did toss away the hammer at the point as he ran home. Riff had no motive to steal from Marquette's Market as he had won enough to pay off his debts to Vibes and buy a new guitar. The prosecution has proved that the defendant, Ronald Riff, is guilty of stealing $910 from Marquette's Market after breaking into the store. There is no doubt about Riff's involvement in the crime.

Costs and Contract Terms Essay Example for Free

Costs and Contract Terms Essay Executive Summary Over the span of 168 simulated days, team Honeybadgers managed the Littlefield Technologies job shop. The team’s objective was to maximize the firm’s cash position relative to the rest of the class. Using 50 days of historical data, the team reviewed re-order points, re-order quantity, capacity, lead times, and therefore contract terms. The team also weighed the cost of new machines against capital for inventory and interest rates, evaluating the return on investment and the impact a new machine had on lead times. Using this consideration set, team Honeybadgers purchased one tuning machine, one stuffing machine, and changed the contract terms on ten occasions. Ultimately, the team placed 5th. Actions Analysis Changing Contract Terms: A 7 day lead time generated higher revenue than the other contract terms during the first 50 days. However, we observed that there was a stretch of 5-8 days when the lead time was below a 1 day lead time during the first 50 days. Evaluating the first 50 days more closely revealed that approximately every 15-20 days, the lead time dropped substantially. Noticing a pattern, and aware that a different contract time could generate more revenue, we decided to micromanage the contracts to optimize revenue. For the duration of simulation, we adjusted contract according to the trending lead time. In times of high demand, when a lead time was more than 18 hours, we opted not to use contract #3 because of the cost of each order (avg. job cost+ordering cost = $608.33) Micromanaging the contracts according to lead times was a temporary solution. This strategy allowed us to optimize revenue when we did not have the capital to purchase a machine. Purchasing Tuning and Stuffing Machines: We originally wanted to purchase both a tuning and stuffing machine because both stations had long stretches when capacity was maxed out. However, without sufficient capital, we had to ration purchases. The tuning machine was at capacity more often. At one point the machine was at capacity for 18 days in a row. Purchasing the tuning machine eliminated a bottleneck at that station, which allowed us to produce more DSS products. Although the Tuning machine was prioritized, the bottleneck at the Stuffing machine was nearly as problematic as the Tuning station’s. The Stuffing machine was at capacity for 15 days in a row. After purchasing the Stuffing machine, bottleneck shifted again, and we were able to produce more DSS products. We did not purchase a third machine because it was unclear whether the revenue earned would offset the cost of the machine. The lead time was hovering around  ½ a day when we had the capital to make the purchase, and we did not believe the additional machine would improve our lead time enough to justify a purchase. In retrospect both machines should have been purchased earlier. We will evaluate the benefits of this approach in the â€Å"Risks and Evaluations† section. Choosing Not to Borrow: When we became eligible to take out a loan, we decided to forego the option because we did not need to borrow. Our cash standing was relatively high throughout the simulation because micromanaging contract terms proved fairly effective. Another deterrent was the grossly high interest rate. A 20% interest rate mitigated any added benefit gained from taking out a loan. Choosing Not to change re-order point: Re-ordering kits was a sizeable fixed cost, but we did not adjust the re-order point / order quantity because demand variability was fairly high. We were aware there was an opportunity cost associated with holding too much inventory because we could have earned interest revenue from the cash spent on inventory. However, we kept the order amounts Q high because (1)we want to save ordering cost and (2) we were not concerned with having too much inventory on hand when there was no direct cost (such as warehousing) associated with holding inventory. Inventory Strategy Final Hours: During the last 12 simulation days we considered developing a plan to minimize our inventory at the end of the simulation. However, we were not sure how to calculate this, and the costs associated with running of inventory was too high to risk making a mistake. Results The Honeybadgers team finished the Littlefield simulation in fifth place, posting $1,511,424 in cash. The team’s final cash position was $104,192 below the first place team, earning 93.5% of their total revenue. Risks and Evaluations At the beginning of the simulation, we wanted to maintain a high R and Q because we wanted to avoid high ordering costs. While we considered keeping inventory low to save money for a new machine, we were not sure the improved lead time could offset the cost of machines. However, in hindsight we realized that we could have managed R and Q better early in the simulation, so as to minimize the amount of excess raw inventory. We now know that we could have adjusted R according to the variability of demand, holding that the more demand fluctuates; the higher R is and vice versa. We believe that this tactic could have allowed us to accumulate enough cash to purchase machines earlier, possibly as early as day 80 or 90. Purchasing a machine earlier could have improved lead times, allowing us to switch to contract #3 earlier so as to generate more revenue. We should have balanced between ordering costs during the last 100 days and the cost of having excessive or unnecessary inventory after last day. In the last day we still had approximately $80k of inventory, which held no value after demand ceased. Managing inventory better would have given more cash on hand.

The Apollo Program By Nasa History Essay

The Apollo Program By Nasa History Essay The Apollo program is a space program by NASA which aims to send men to moon. It began in 1961. The goal was accomplished during the Apollo 11 mission, when Neil Armstrong was the first human to step on the moon. The program has many dimensions other than space field and explorations, it has political dimensions too. Apollo program affected the world in many ways and started a space exploration revolution. Introduction   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Sense the beginning of the 17th century, when Galileo took the first close look to the moon using his first telescope, people started dreaming of flying to the outer space and to reach the moon. That dream became real after 3 centuries, when NASA launched Apollo Program. The Apollo program was a project by NASA in the United States. The goal of this project was to land humans on the Moon and bring them back to Earth safely. The idea of getting a human to the Moon started during the Eisenhower administration but it really began in 1961 after President John F. Kennedy declared a national goal of landing a man on the Moon before the end of this decade.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   One of the biggest reasons behind starting this program is the competition between the United States and the Soviet Union in space exploration field. In 1961 and during the cold war, the Soviet Union was the first country to send a man to the outer space in an orbital flight, that man was the Soviet astronaut Yuri Gagarin. After the great achieve of the Soviets, many Americans saw that the United States must win the competition against the Soviet Union.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   On the 20th of July 1969, the goal was finally accomplished when Neil Armstrong and Buzz Albrin landed on the Moon and returned to Earth safely and that was during the Apollo 11 mission. Between 1969 and 1972, there were a total of six successful landings on the Moon. In these flights, 12 astronauts walked on the Moon and collected around 382 Kgs of  rocks, sand and many other samples to study the geological features of the Moon. The program ended in 1974 with Apollo 17. The Space Race   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Early in 1960 and during the Eisenhower administration, the Apollo program was conceived as a follow-up to the Mercury program which was the program that sent the first American astronaut to the space. The Apollo spacecraft was able to carry three astronauts whereas the Mercury capsule could support only one. NASA manager Abe Silverstein named the program after the Greek god of light and music; he said later   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In November 1960, John F. Kennedy was elected president after he promised in his campaign to put America in superiority over the Soviet Union in space exploration and missile defense field. Despite Kennedys promises, he didnt approve immediately on Apollo program once he became president. Though he knew about some of the technical details, at the same time he was put off by the huge financial commitments. On the 12th of April, 1961, Soviet Union successfully sent Yuri Gagarin to the outer space to become the first human to fly in space. That movement reinforced American fears about losing the space race against the Soviet Union and being left behind in a technological competition. At the same time President Kennedy refused to make any commitments on Americas response to the Soviets. After 8 days on April 20, Vice President Lyndon Johnson received a memorandum from President Kennedy discussing the Americas space program status with him and asking him to find a solution to catch up with the Soviet program. Johnsons respond came out one week later, he concluded He mentioned also that landing humans on the Moon will be achieved by the United States . On the following month, on May 25, 1961, President Kennedy announced his approval and his full support for the Apollo program. He said that through a speech during a special session of Congress. At that time, many of NASA employees doubted whether Kennedys goal could be met. Many people doubted too, because only one American had flown in space. The goal of landing astronauts on Moon before the end of 1969 required an advanced technology, and a huge amount of money to run the program, it was around $24 billion which is the largest commitment of resources ever made by any nation at that time, and to get the work done in less than 10 years, NASA employed 400,000 people to work on Apollo program plus the support of more than 20,000 industrial companies and universities. Apollos mission mode Once Kennedy had announced the national goal, the planners of Apollo mission faced the challenge of designing a flying system with the minimum risks to human life. At the same time they dont want to exceed the limits and spend extra money on designing flights. They came up with four possible mission modes to choose from: Direct Ascent: Its to send the spacecraft directly to the Moon, make it land and return as one unit. To be able to make this kind of missions work efficiently, they have to design a strong launching system and a more powerful booster. Earth Orbit Rendezvous (EOR): In this mode many rockets would be launched, each one of the rockets will be carrying a different part of a Direct Ascent spacecraft and propulsion units to keep the spacecraft moving until it escapes earth orbit. Then the spacecraft will land on the Moon as a unit. Lunar Surface Rendezvous: They would launch two different spacecraft, one is a vehicle with propellants on it, and the other is the manned vehicle. First, the vehicle carrying propellants would land and then the manned vehicle will land later. They would transfer propellant from the first vehicle to the manned vehicle to make it able to go back to Earth. Lunar Orbit Rendezvous (LOR): In this mission mode they would send a main spacecraft and a smaller lunar module to travel together into a lunar orbit. Then the lunar module will independently land on the Moon. When the mission is completed, it returns to the lunar orbit and come again with the main spacecraft. Then the main spacecraft returns to Earth. After studying each mission and testing some of them they came up with some expected results to choose the best mission mode for Apollo program, they decided to go with the Lunar Orbit Rendezvous mode. In the LOR method, astronauts can use the spacecraft as a life boat in case of a failure in the command ship, which is an advantage. On Apollo 13, astronauts faced a problem of oxygen tank failure that caused a cut in the electrical power in the command ship. The Lunar Module provided all the needs to get the crew back to earth safely. Apollo Missions There are two types of Apollo missions: Unmanned missions NASA began preparing for the Apollo program long before they decided to start the manned Apollo missions. In October 1961, they started testing flights of the Saturn I booster and it lasted for around three years until September 1964. In 1963, two tests of the launch escape system at the White Sands Missile Range. After all the tests, NASA sent three unmanned missions, they were Apollo 4, Apollo 5 and Apollo. Manned missions After testing the launching vehicles and making sure that nothing wrong is going to happen to the crew, NASA started the manned missions which carried three astronauts each or sometimes more. The first manned mission on the Apollo program was Apollo 7, launched on October 11, 1968 in an Earth orbital flight; it was to test the Command Module. Many manned missions continued the following years with some successful Moon landings. The last Apollo mission was Apollo 17, launched December 7, 1972. Canceled Missions Apollo 18, Apollo 19 and 20 were originally supposed to be a part of the Apollo program, but those missions had been canceled. In 1968, during the beginning with the election of Richard Nixon, the space program started to lose focus. After Nixon was elected president, he didnt want to continue what Kennedy started and he was not so interested in the space program, in hes opinion, its enough and its the time to stop the space missions because the original goal has accomplished. In 1969 Apollo 20 was canned, and 18 and 19 were dispensed with in 1971.

Saint Joan of Arc Essay -- European History France England War Essays

Saint Joan of Arc Joan of Arc lived an extraordinary life and accomplished incredible feats during, her brief lifetime. Joan is in a league of her own. As a girl at an absurdly young age and with no military knowledge, she convinces the Dauphin of France that she is a messenger from god and helps lead the almost diminished French army drive the English away from French soil. Her remarkable clairvoyance to foresee future events and for things to fall magically in place at least at the beginning of her career, compels one to believe in her saintly powers or in her connection with a higher being. Joan of Arc was born at Doremy in Champagne on January 6, 1412. Witnesses claim that the roosters of the village hailed her birth by crowing long before dawn. She was born to a wealthy farmer, Jacques Darc, and his wife, Isabelle. Joan never learned to read or write but was very skilled in spinning and sewing. Villagers regarded her as a pious child, and many often saw her kneeling in church, absorbed in prayer. At the age of 12 she first became conscious of her ‘voices.’ At first it seemed that it was simply a voice that would tell her to â€Å"Be good and go to church† (Pernoud 19). Soon the voices would be accompanied by a light, and she identified them individually as being St. Catherine, St. Margaret, and St. Michael. The voices became insistent, often telling her two to three times a week that she should go to France and present herself to Robert Baudricourt who commanded for Charles VII in the neighboring town of Vaucouleurs. A month later she traveled with her uncle to see Baudricourt, but with little success, as he told her uncle to â€Å"Take her home to her father and give her a good whipping† (Pernoud 50). Joan... ... more astonishing, her ability to bring France to victory during the battle of Orleans where the French were completely surrounded and defeat was almost certain. Her ability to produce wonders one after the other makes one hard pressed not to believe in her saintliness. Joan is a saint and her actions can only be categorized as miracles. Joan’s life is astounding by any measure, even when one separates the fact from fiction. Bibliography Brooks, Polly Schoyer Beyond the Myth: The Story of Joan of Arc. New York: Houghton Mifflin Co, 1999. Pernoud, Regine. Joan of Arc: By Herself and Her Witnesses. New York: Scarborough House, 1994. Price, Patrick. JoanNet 2004. Feb 2004. http://maidjoan.tripod.com Shaw, Benard. Saint Joan. England: Penguin Books, 1924. Williamson, Allen. Joan of Arc Online Archive 2003. Feb 2004. http://archive.joan-of-arc.org

Developments In Cold Environments Sustainable Essay

To what extent are more recent developments in cold environments sustainable ? Fishing can disrupt food chains. For example krill fishing in the southern ocean is depleting food supplies for whales and penguins. Overfishing of a species can severely deplete its population, sometimes beyond recovery. Overfishing of the patagonian toothfish in the Antarctic is currently a concern. Bottom trawling catches fish by dragging nets along the sea-bed. This disrupts the eco system by reducing light levels thought increasing turbidity and catches other species as well as the target one. Its carried out in the gull of Alaska, the greenland sea and the barents sea. Fishing quotes have been introduced to limit the number of fish caught and prevent overexploitation of the resource. Large cruise ships increase pollution in the areas from the ships and from the tourist. Tourists and tourism developments disrupt wildlife and damage habitats leading to reduced biodiversity. National parks have been set up to allow tourism whilst protecting the environment e.g. denali national park in Alaska was set up in 1917 and then expanded in 1980 to induce a greater area of land. Cars and private vehicles are banned from the park so visitor’s have to travel in park buses on approved routes. The most vulnerable parts of the park don’t have any roads at all. So the ground is protected from the damaging effects of vehicles. Oil spills can occur during transport of oil from the area. For example in 1989 there was a huge oil spill off the coast of Alaska when the exxon valdez oil tanker crashed. Over 40 million litres of oil spilled into the ocean and over 250 000 birds and fish were killed. Oil spills can occur if the pipelines leak between 1977 and 1994 there were on average 30 to 40 spills a year from the trans-alaska pipeline. Some of these were caused by intentional attacks and forest fires. Oil pipes have automatic shut off valves in order to minimis e oil spills if the pipelines are damaged.

Levendary Café Essays

Levendary Cafà © Essays Levendary Cafà © Paper Levendary Cafà © Paper Levendary cafe is a US-based fast food chain. Mia Foster is a CEO of Levendary cafe, who does not have international management experience. The Levendary cafe have their own concept and approach (delighting the customers) to obtain the US market. However, with the depression of domestic market, Levendary eyes the Chinese market to expansion. After one year of its expansion into the Chinese market, the staff has become concerned that company’s major problem of moving too far from the concept of Levendary store design and local menu, which is detrimental to build a positive brand image in China. There was a lack of strategic plan and inconsistency, Furthermore, different reporting and internal management structure is another problem CEO faced. Headquarter Managers including CEO and CFO want to solve the problem by changing the Chinese store design and menu, and hiring international financial analyst even though the financial report that is provided by Peter Steele(CFO) shows that Louis Chen (president of Levendary China) provided great achievements. Therefore, this proposal will give some strategies to deal with the problems of core concept, reporting and company structure that similar company will face, and will analyze these commercial problems with some theories. Recommendation and benefits There are several recommendations, which could be implemented for cross collaboration management and effective decision-making. 1. Strengthening research and cultural intelligence of the foreign markets 2. Establishing shared goals and documentation . Adjusting the organizational structure and management team Firstly, building cultural intelligence appears to be an ideal method to address the issues of different cultural backgrounds in the service-oriented business context. It not only helps to understand how people from different countries interact with stakeholders such as government agencies, partners, rivals and customers, but also how these cultural values affect customers purchasing decisions and their satisfactions. Tian, R Wang, C 2010) For instance, launching the business in China should have an in-depth knowledge about the importance of the personal relationship, called Guanxi, protecting the reputations and bureaucratic systems (Qin, C Zhang, C 2015). This would also result in positive effects in terms of adopting the restaurant concepts, involving the brand images, marketing programs, location choices, controlling cost structure and management styles as well. Second, understanding mutual goals can play a pivotal role in service-oriented businesses in overseas market by working with partners and managing a geographically dispersed team. This could overcome the miscommunication raised by the different language, conflicts, and cultural noises. To establish a common goal with partners, there are clear documentations for key performance indicators (KPI) and reporting systems. In order to compete for lower margin restaurant businesses, quick reaction based on the performance should help to keep the market share in China. Third, establishing a new functional department in China appears to be an ideal strategy to address the issue of decision-making. Such department should involve independent marketing, food development and operating functions, which may reduce the problem of the hierarchy of parent companies. Furthermore, this new department should build the team members by the experienced headquarters workers and new local workers. For this recommendation to be effective, this department should able to create decision-making protocols and assigning responsibilities. These would also result in positive effects in terms of commercial reasons, It can be seen that in Chinese revenue per customer is relatively lower than the US market. Increasing sales volume and saving the fixed costs appears to be an ideal strategy to address this issues based on the case study. Understanding of ethnic culture and business environment can help to encourage sales revenues in quick casual segments. Furthermore, creating shared goals and documentation could possibly minimize the administration costs and prevent the sunk cost related to marketing and pre-opening expenses. Establishing independent department should promote effective strategic decision making associated with brand images, exterior and interior design, which lead to increase in market shares and reputation of its business. Analysis When first entering new markets, MNEs may face a problem that corporate culture may clash with the local culture. This clash may result from various factors such as culture differences, and different wage levels, etc. In order to minimize clash, it is significant for MNEs to conduct market research and build cultural intelligence. According to Meyer (2015), the adaptation of a company’s culture often plays a key role in company’s success, and how corporate culture maintains depends on their products or competitors. Moreover, if employees fully adapt to corporate core culture, it may be difficult for them to deal with domestic suppliers and partners. In Levendary cafe’s case, Levendary cafe US is very proud of its tasty and high-quality foods as well as its restaurant designs. However, it is challenging for Levendary cafe’ to accepted by Chinese customers due to culture and wage levels difference. If Chinese branch VP Chen maintains all of foods and design from Levendary in the USA, he may fail in China because Chinese customers have different tastes and consumer views from Americans. Therefore, MNEs should focus on adapting their corporate cultures to domestic cultures carefully when they are entering new markets. Cultural variables affect the Cross-Communication process and Decision making the process by influencing a person’s perception or attitude, organizations, and their past versus future orientation. Therefore, understanding Hofstede’s and Trompenar’s cultural value dimensions of the host countries would help the headquarters manage across borders without culture shock In the Communication process, these cultural variables cause cultural noise, which means misinterpretation of the message from a sender to receiver or anything that undermines the communication of the intended meaning. Ethnocentric attitude is one of the sources of noise in cross culture communication (Deresky, 2017) In the Levendary cafe case study, Foster insisted hiring a financial analyst to manage China audit team and Chen refused to cooperate. In addition, when Foster raised concerns about Levendary’s reputation and image, Chen felt his hard work and efforts were not being appreciated. To avoid cultural noise, Foster should develop cultural sensitivity, show empathy, and have face- face communication Besides cultural differences, the headquarters should comply with the local law and government regulations regarding taxes and accounting system of the subsidiary country, which doesn’t apply to the US Generally Accepted Accounting Principles (GAAP). Therefore, to standardize the reporting structures and other financial procedures, a new division in the company with global team members should be created, specifically to oversee all the operations of the US controlled foreign subsidiaries, and henceforth streamline the communication between them, and evaluate the operation performances and strategy implementations in monthly or quarterly periods. Due to the lack of international management and expanding experience, Levendary cafe needs to recruit more local or foreign employees to build a new department for China market, because China is a potential market with its growing GDP. Furthermore, for improving the effectiveness of communication and increasing the efficiency, the headquarter could provide a separate path for Chinese managers to directly report to headquarter. Other established players like KFC, McDonalds are more standardized and successful in Asia though they haven’t made many changes to menus, Deny’s in Japan changed the entire menu catering towards local taste preferences but the levendary cafe in China changed both the menu and the look and feel of it depending on the location. Therefore, â€Å"Thinking Local and Acting Global† is a successful and mature strategy for quick service restaurant chain to develop foreign markets.

Dr. Brenda J. Little Essays - Electrochemistry, Free Essays

Dr. Brenda J. Little Essays - Electrochemistry, Free Essays Dr. Brenda J. Little Dr. Brenda J. Little of the Naval Research Laboratory Stennis Space Center is the recipient of the 1995 Women in Science and Engineering Award. This award recognizes specific or special scientific or technical contributions by a woman scientist in the Federal service and specific contributions made by a woman scientist toward encouraging young girls and women to pursue science or engineering careers, or enhance employment, promotional or development opportunities for women scientists in their field. Dr. Little, head of the Microbiologically Influenced Corrosion Section at NRL, has worked on MIC projects for the Department of Energy and the U. S. Army, and has served as a consultant to the U. S. National Aeronautics and Space Administration and the Atomic Energy Laboratory of Canada. In addition to her accomplishments in basic research, Dr. Little also works on U. S. Navy platforms to identify and control MIC. Her research has been used to determine the cause of corrosion failures in weapons systems, seawater piping systems, storage tanks and other U. S. Navy equipment. She is currently investigating fungal growths on wooden spools and corrosion of wire ropes used to transfer people and weapons between ships. In 1988 Dr. Little received a patent award for an innovative dual-cell corrosion measuring device, the only published technique for quantifying the electrochemical impact of microorganisms on metal surfaces. In 1985 she was selected by the National Science Foundation as one of eight American Scientists to attend a workshop on biodeterioration in La Plata, Argentina, and to attend a similar NSF workshop in Paris, France in 1988. Dr. Little is an adjunct professor at the University of Southern Mississippi and Montana State University, and has collaborative research with investigators at Harvard University, University of Southern California, University of South Alabama, University of Tennessee, Texas A&M University, Naval Surface Warfare Center, Naval Undersea Warfare Center, and the Nuclear Regulatory Commission. The Singing River Chapter of the American Business Women's Association selected Dr. Little as one of the ten 1990 Women of the Year on the Gulf Coast for her participation in programs for women in science and technology. She has been keynote speaker for several Women in Science and Technology Conferences for the Mississippi Gulf Coast Community College, has participated in career day programs sponsored by the Girl Scouts Chapters of Mississippi, and has presented lectures at honors classes in chemistry and biology and local schools. She is a member of the American Chemical Society, the Adhesion Society, the Electrochemical Society, the National Association of Corrosion Engineers, Sigma Xi, Federally Employed Women, and the Mississippi Academy of Science. She has served the Gulf Coast Chapter of Sigma Xi as secretary, president-elect, president and past president. In addition to numerous performance awards, Dr. Little was selected for "Who's Who in Technology Today" and "American Men and Women in Science" in 1986, received NRL publications awards in 1981 and 1986, received an invention award and Best NRL Patent Award for 1989, and the NRL Alan Berman Research Publication Award in 1994.