What Happened to Apollo 13

Apollo 13 was a mission that tested NASA and its astronauts to the hilt. It was the thirtheenth scheduled lunar space exploration mission, scheduled for liftoff at the thirtheenth minute after the thirteenth hour. It was supposed to travel to the Moon, and three astronauts would attempt a lunar landing on the thirteenth day of the month. All it lacked was a Friday to be a paraskevidekatriaphobe’s worst nightmare. Unfortunately, no one at NASA was superstitious. Or, perhaps, fortunately. If anyone had stopped or made changes to the schedule of Apollo 13, the world would have missed one of the scariest adventures in space exploration history. Luckily, it ended well, but it took every bit of brainpower among the astronauts and the mission controllers to make it work. Key Takeaways: Apollo 13 The Apollo 13 explosion was a result of faulty electrical wiring, which lowered the crews supply of oxygen.The crew devised a workaround for their oxygen supply based on instructions from mission controllers, who had an inventory of materials onboard the ship that could be used for the fix. Problems Began Before Launch Apollo 13 faced problems even before its launch. Just days before liftoff, astronaut Ken Mattingly was replaced by Jack Swigert when Mattingly was exposed to German measles. There were also some technical issues that should have raised eyebrows. Shortly before launch, a technician noticed a higher pressure on a helium tank than expected. Nothing was done about it besides keeping a close watch. In addition, a vent for liquid oxygen would not close at first and required several recyclings before it would shut properly. The launch, itself, went according to plan, although it went off an hour late. Shortly afterward, though, the center engine of the second stage cut off more than two minutes early. In order to compensate, controllers burned the other four engines an additional 34 seconds. Then, the third stage engine ired for an extra nine seconds during its orbital insertion burn. Fortunately, this all resulted in a mere 1.2 feet per second greater speed than planned. Despite these problems, the flight went ahead and things seemed to go smoothly. Smooth Flight, No One Watching As Apollo 13 entered the Lunar corridor, the command service module (CSM) separated from the third stage and maneuvered around to extract the lunar module. That was the portion of the spacecraft that would take the astronauts to the Moon. Once this was completed, the third stage was driven out along a collision course with the Moon. The resulting impact was to be measured by equipment left behind by Apollo 12. The command service and lunar modules were then on free return trajectory. In case of complete engine loss, this meant the craft would slingshot around the moon and be on course  for a return to Earth. Pictures of Apollo 13 Mission - The Actual Apollo 13 Prime Crew. NASA Headquarters - GReatest Images of NASA (NASA-HQ-GRIN) The evening of April 13, the crew of Apollo 13 had to do a television broadcast explaining their mission and about life aboard the ship. It went well, and Commander Jim Lovell closed the broadcast with this message, This is the crew of Apollo 13. Wish everybody there a nice evening and a, were just about to close out our inspection of Aquarius and get back to a pleasant evening in Odyssey. Goodnight. Unknown to the astronauts, the television networks had decided that traveling to the Moon was such a routine occurrence that none of them broadcast the news conference. Routine Task Goes Awry After completing the broadcast, flight control sent another message, 13, we got one more item for you when you get a chance. Wed like you to err, stir up your cryo tanks. In addition, have a shaft and trunnion, for a look at the Comet Bennett if you need it. Astronaut Jack Swigert replied, OK, stand by. Fighting to Survive on a Dying Ship Moments later, disaster struck. It was three days into the mission, and suddenly everything changed from routine to a race for survival. First, technicians in Houston noticed unusual readings on their instruments and were starting to talk amongst themselves and to the crew of Apollo 13. Suddenly, Jim Lovell’s calm voice broke through the hubbub. Ahh, Houston, weve had a problem. Weve had a main B bus undervolt. This Is No Joke What happened? It took a while to figure out, but heres a rough timeline. Immediately after attempting to follow flight controls last order to stir the cryo tanks, astronaut Jack Swigert heard a loud bang and felt a shudder throughout the ship. Command module (CM) pilot Fred Haise, who was still down in Aquarius after the television broadcast, and mission commander, Jim Lovell, who was in between, gathering cables up, both heard the sound. At first, they thought it was a practical joke previously played by Fred Haise. It turned out to be anything but a joke. A view of the damaged Apollo 13 service module after it separated from the rest of the spacecraft. NASA   Seeing the expression on Jack Swigert’s face, Jim Lovell knew immediately that there was a real problem and hurried into the CSM to join his lunar module pilot. Things did not look good. Alarms were going off as voltage levels of the main power supplies were dropping rapidly. If power was completely lost, the ship had a battery backup, which would last for about ten hours. Unfortunately Apollo 13 was 87 hours from home. Looking out a port, the astronauts saw something that gave them another concern. You know, thats, thats a significant GC. It looks to me looking out the ahh, hatch that we are venting something, someone said. We are, we are venting something out the, into the ahh, into space. From Lost Landing to Struggle for Life A momentary hush fell over the Flight Control Center in Houston as this new information sank in. Then, a flurry of activity began as everybody conferred. Time was critical. As several suggestions for correcting the dropping voltage were raised and tried unsuccessfully, it quickly became apparent that the electrical system could not be saved. Mission Control in Houston, where ground technical personnel worked with the astronauts to devise fixes to their spacecraft to bring them home safely. NASA Commander Jim Lovell’s concern continued to rise. It went from I wonder what this is gonna to do to the landing to I wonder if we can get back home again, he later recalled. The technicians in Houston were having the same concerns. The only chance they had of saving the crew of Apollo 13 was to shut down the CM entirely to save their batteries for reentry. This would require the use of Aquarius, the lunar module as a lifeboat. A module equipped for two men for two days of travel would have to sustain three men for four long days in a scramble around the Moon and back to Earth. The men quickly powered down all the systems inside Odyssey, scrambled down the tunnel and climbed into Aquarius. They hoped it would be their lifeboat and not their tomb. The Aquarius capsule shown after separation. It was where the astronauts huddled for safety during the trip back to Earth after the explosion.   NASA A Cold and Frightening Journey There were two problems to be solved to keep the astronauts alive: first, getting the ship and crew on the fastest route home and second, conserving consumables, power, oxygen, and water. However, sometimes one component interfered with the other. Mission control and the astronauts had to figure out a way to make them all work. As an example, the guidance platform needed to be aligned. (The venting substance had played havoc with the ships attitude.) However, powering up the guidance platform was a heavy drain on their limited power supply. The conservation of consumables had already begun when they shut down the command module. For most of the rest of the flight, it would only be used as a bedroom. Later, they powered down all of the systems in the lunar module except those required for life support, communications, and environmental control. Next, using precious power they could not afford to waste, the guidance platform was powered up and aligned. Mission control ordered an engine burn that added 38 feet per second to their velocity and put them on a free-return trajectory. Normally this would be a fairly simple procedure. Not this time, however. The descent engines on the LM were to be used instead of the CM’s SPS and the center of gravity had changed completely. At this point in time, had they done nothing, the astronauts trajectory would have returned them to Earth approximately 153 hours after launch. A quick calculation of consumables gave them less than an hour of consumables to spare. This margin was far too close for comfort. After a great deal of calculating and simulating at Mission Control here on Earth, it was determined that the lunar module’s engines could handle the required burn. So, the descent engines were fired sufficiently to boost their speed up another 860 fps, thus cutting their total flight time to 143 hours. Chilling Out Aboard Apollo 13 One of the worst problems for the crew during that return flight was the cold. Without power in the command module, there were no heaters. The temperature dropped to around 38 degrees F and the crew stopped using it for their sleep breaks. Instead, they jury-rigged beds in the warmer lunar module, although it was only slightly warmer. The cold kept the crew from resting well and Mission Control became concerned that the resulting fatigue could keep them from functioning properly. Another concern was their oxygen supply. As the crew breathed normally, they would exhale carbon dioxide. Normally, oxygen-scrubbing apparatus would cleanse the air, but the system in Aquarius wasn’t designed for this load, there was an insufficient number of filters for the system. To make it worse, the filters for the system in Odyssey were of a different design and not interchangeable. The experts at NASA, employees and contractors, engineered a makeshift adapter from materials the astronauts had on hand to allow them to be used, thus lowering the CO2 levels to acceptable limits. The makeshift device engineered by the Apollo 13 crew for life support. It was made from duct tape, maps, and other materials onboard the spacecraft. NASA Finally, Apollo 13 rounded the Moon and began its journey home to Earth. They still had a few more hurdles to overcome before they could see their families again. A Simple Procedure Complicated Their new re-entry procedure required two more course corrections. One would align the spacecraft more towards the center of the re-entry corridor, while the other would fine tune the angle of entry. This angle had to be between 5.5 and 7.5 degrees. Too shallow and they would skip across the atmosphere and back into space, like a pebble skimmed across a lake. Too steep, and they would burn up on re-entry. They could not afford to power up the guidance platform again and burn up their precious remaining power. They would have to determine the attitude of the ship manually. For experienced pilots, this would normally not be an impossible job, it would just be a matter of taking star sights. The problem now, though, came from the cause of their troubles. Ever since the initial explosion, the craft had been surrounded by a cloud of debris, glittering in the sunlight, and preventing such a sighting. The ground opted to use a technique worked out during Apollo 8, in which the Earth’s terminator and the sun would be used. Because it was a manual burn, we had a three-man operation. Jack would take care of the time, according to Lovell. Hed tell us when to light off the engine and when to stop it. Fred handled the pitch maneuver and I handled the roll maneuver and pushed the buttons to start and stop the engine. The engine burn was successful, correcting their re-entry angle to 6.49 degrees. People in Mission Control breathed a sigh of relief and continued working to bring the crew home safely. A Real Mess Four and a half hours prior to re-entry, the astronauts jettisoned the damaged service module. As it slowly receded from their view, they were able to make out some of the damage. They relayed to Houston what they saw. One whole side of the spacecraft was missing, and a panel was blown out. It really looked like a mess. A later investigation showed that the cause of the explosion was exposed electrical wiring. When Jack Swigert flipped the switch to stir the cryo tanks, the power fans were turned on within the tank. The exposed fan wires shorted and the Teflon insulation caught fire. This fire spread along the wires to the electrical conduit in the side of the tank, which weakened and ruptured under the nominal 1000 psi pressure within the tank, causing the no. 2 oxygen tank to explode. This damaged the number 1 tank and parts of the interior of the service module and blew off the cover for bay number 4. Two and a half hours before re-entry, using a set of special power-up procedures relayed to them by Mission Control in Houston, the Apollo 13 crew brought the command module back to life. As the systems came back on, everyone aboard, in Mission Control, and around the world breathed a sigh of relief. Splashdown An hour later, the astronauts also jettisoned the lunar module that had served as their lifeboat. Mission Control radioed, Farewell, Aquarius, and we thank you. Jim Lovell later said, She was a good ship. The recovery of the crew of Apollo 13 after the splashdown of what was left of their ship, 17 April 1970. NASA   The Apollo 13 Command Module splashed down in the South Pacific on April 17 at 1:07 PM (EST), 142 hours and 54 minutes after launch. It came down within sight of the recovery ship, the USS Iwo Jima, who had Lovell, Haise, and Swigert aboard within 45 minutes. They were safe, and NASA had learned valuable lessons about recovering astronauts from dangerous situations. The agency quickly revised procedures for the Apollo 14 mission and the flights that followed.

Essay on Ambient Air Pollution and Diabetes Mellitus

I. Introduction and Purpose Diabetes mellitus, or simply diabetes, is a disorder in which the body is incapable of fully utilizing converted energy taken from food. There are three types of diabetes: type 1 or insulin-dependent, type 2 or adult on-set, and gestational diabetes (Webmd.com, 2014). According to the American Diabetes Association, in 2011 there were approximately 25.8 million cases of diabetes in the United States, 7 million of which were undiagnosed, and an estimated 79 million cases of prediabetes (American Diabetes Association, 2014). They also report that diagnosed cases of diabetes cost the United States nearly $250 billion in 2012 (American Diabetes Association, 2014). With such a high prevalence of cases as†¦show more content†¦Search criteria were limited to â€Å"air pollution† and â€Å"diabetes mellitus.† All original study reports as well as study reviews were garnered in this manner. Basic factual and statistical information about diabetes was found on the WebMD and American Diabetes Association websites. III. Studies Three studies found evidence supporting a link between diabetes risk and elevated levels of air pollution (Chen Burnett et al., 2013; Pearson Bachireddy et al., 2010; Xu Liu et al., 2011). Xu Liu et al. utilized an experimental design in which they studied the effect of elevated particulate matter (PM2.5) in mice and their corresponding blood glucose and insulin measures. Pearson Bachireddy et al. and Chen Burnett et al. both conducted epidemiological studies in which they looked at diabetes prevalence in the United States and Canada, respectively, and compared the data against air particulate matter levels. In the study conducted by Xu Liu et al., four-week-old, male mice were randomly assigned into one of two groups: a control group and an experimental group. Both groups were fed identical diets and treated in identical manners. The control group, referred to as FA, was exposed to filtered air for six hours a day, five days a week for a total of 30 hours. The experimental group, referred to as PM2.5, was exposed to air containing elevated PM2.5 in the same manner for a total of 30 hours a week. For PM2.5,Show MoreRelatedTo humans, having a healthy immune system is essential. Our immune system is important because it900 Words   |  4 Pagesimmune system. Air pollution, which is one of the major environmental issues, can cause several health risks. Exposure to air pollutants can have a high possibility of resulting in long term effects on people as well as shutting down the immune system. Therefore, the pollution in the air can affect the immune system by weakening it and making i t much more vulnerable to foreign invaders, illnesses, harmful bacteria, and viruses. There are several kinds of toxins and pollutants in the air, which contributeRead MoreThe Health Impacts Of Long Term Exposure Essay1157 Words   |  5 Pagesexposure to PM2.5 in Delhi. Several possible self-protective solutions for people in Delhi will be discussed. Researches are done by critically comparing, summarizing and analyzing the data from academic articles. Delhi pollution control committee is proposed to be our client. The ambient PM2.5 in Delhi is 15 times higher than the WHO guidelines, which is identified as the most significant pollutants threatening the public health. These fine and condensed particles affect the respiratory and cardiovascular

EXP Syllabus Free Essays

I will be grading it relatively harshly, but†¦ If you want to raise your grade, you can make the edits I have suggested, and turn the new paper in ALONG WITH the original, edited paper, and that will raise your grade quite a bit. Goal: the goal here is to work on 3 things: allowing you to investigate a memory related topic of your choice, increasing your military with research/scientific methodology, and working on your writing and editing skills. Due Date: there will be 3 times in this semester when papers will be handed in to me, but you only have to do ONE paper. We will write a custom essay sample on EXP Syllabus or any similar topic only for you Order Now I’m having you all not turn them all in at once because that would take me forever to grade, as I put in a lot of effort to helping you edit and learn to do scientific writing. First Batch of Papers, due: 2/10 Second Batch of Papers, due: 317 Third Batch of Papers, due: 3/31 You will sign up for which date you want to turn in your paper during class. I will pass around 3 sheets and it will be first come first serve. As such, I’m guessing most people will sign in for the latest date, but if you do get stuck with the early ones, it will probably be a good thing. The semester always gets busier as you go, so I bet it will help to get this out of the way early so you can focus on other classes. Sons Studies. Simply sign-up and participate in 4 credits worth of Sons studies. If you do that, this portion of your grade will be the full 20%. These are GAME POINTS, so easy to get full credit here, so get them done early. Participation. We will have numerous in-class discussions, which should give you n opportunity for me to learn who you are. Definitely speak up and don’t be shy; being active in your education is very important. Another opportunity for participation points will be in-class activities! I will have you do various things and put your name on it, if you do a good Job and take the activities seriously, that will count towards your participation grade. Extra Credit. I will randomly give out pop quizzes in class, but they will be worth extra credit only. They can’t hurt your grade. There will also be extra credit available to the winning teams during our Jeopardy view days. Warning: on top of the usual topics, there will be an â€Å"random† category of question. If you’d like additional extra credit, you can sign-up to present your article in front of the class (see course calendar). The presentation will be about 10 minutes long. You will describe the topic/article you read about, discuss your critique of it, and discuss your idea for future studies. Email me EARLY to reserve a spot. Slots will be filled on a first come first serve basis. Course Policies: Attendance is NOT mandatory. There is no way to take attendance in a class like this. However, you will miss out on some opportunities if you don’t show up. Participation is highly encouraged. I will be calling on people, some who raise their hands and some who do not raise their hands. If this makes you really anxious, you may email Honesty: This course operates on the University’s Code of Academic Integrity. This Code of Academic Integrity reflects the values articulated in the Student Code of Standards. All students are expected to adhere to a standard of academic conduct, which demonstrates respect for themselves, their fellow students, and the educational mission of Florida International University. No cheating, no popularizing. How to cite EXP Syllabus, Papers

Continuous Improvement Balanced Scorecard

Question: Discuss about the Continuous Improvement for Balanced Scorecard. Answer: Introduction Continuous improvement is a process of providing ongoing efforts aimed at delivering better services, products and processes. Continuous improvement is achieved through a well laid out plan, which provides the direction of progress as well as measure the achieved progress. the continues improvement plan helps in assessing the areas that need attention as well as provide a variety of options on the incremental efforts that can be made to improve the situation(Bakerjian, 2012). A well-structured continuous improvement plan consists of four steps, mainly. Plan, do, study and act. Planning is the first step that explains how the improvements will take place. It contains details of various actions intended to achieve the improvements. Do is the second step that involves implementing the plan or putting the plan into action. Study involves evaluating the progress of the implemented plan and noting the shortcomings of the plan and the areas that require changes. This step is mostly concerned with safety issues involving the adoption of the plan. When the plan has minimal negative impacts it is considered as favorable, on the other hand when it a lot of negative affects it is unfavorable. Act is the last step that involves approving or going back to the drawing board. When the plan is favorable, the organization will consider implementing the plan to other departments. In the case study that is to be analyzed from Queensland government, the essay will elaborate on how the continuous improvement plan is necessary and the changes that the program requires (Adamson, 2017). Literature review According to Swamidass et al, continuous improvement in organizations mostly focuses on time management and quality management that hope to increase the efficiency and effectiveness in work processes. Baghel defines continuous improvement as culture of sustained improvements by organization that targets the elimination of waste in all the systems of an organization Jegerson views continuous improvement as an initiative that increases the organization success and reduces failure. Continuous improvement is also known as kaizen a Japanese word that stands for sustained improvement for elimination of waste entirely in all the systems of an organization Kossof mentions that, total quality management is aimed at continuous improvement, by engaging the available knowledge and experience in the management level as well as the employees level. Kossof, further explains that the process of continuous improvement involves the entire organization members working together to realize the improvemen ts without really making any capital investments. The improvements take place because of new technology or new technology that revolutionizes the way of doing things. huge improvements are realized due to small incremental improvements that have out to use various techniques and tools that are aimed at finding ways to reduce wastage fill variation gaps and pinpoint the sources of the problems. Kossof argues that for organizations to be able to compete effectively in the global economy, they to emphasize on continuous improvement that harbor total quality management (Fischer, 2016). TQM is aimed at reducing cost, reduced wastage, trimmed production lines and increased manufacturing speed. Effective continuous improvement progress according to Kossof can be realized by applying the continuous improvement methodologies known as the six sigma they include, lean production, balanced score card, total quality management, reengineering, quick response manufacturing and lean sigma (Hodgetts , 2011). Lean production is the elimination of waste during production or manufacturing. Balanced score card refers to the strategic plan that is adopted y organization to align its activities alongside its vision. Lean sigma is the cooperation of the whole organization team to achieve improvements (Larson, 2013). The continuous improvement plan The initiative by the government to funds specialist homelessness services and complementary housing programs which work towards assisting homeless people to access housing to ensure. The program has taken a step further to ensure affordable housing is provided as well as proper lifestyle standards are maintained. To ensure the efficiency and effectiveness through the use of continuous improvement tools, the plan in place incorporates the following areas, engineering and construction, it telecom software, financial and business services as well as welfare domain. In engineering and construction, a series of set out guidelines are highlighted in the plan that is aimed to produce the best customer services to the homeless. Such guidelines include invitation process guidelines, information disclosure on the offer as well as alternative offers (Ross, 2017). In the telecom domain, the plan has shallowly touched on the subject. The domain is also crucial as it support the other four domain s of the continuous improvement program. the it domain according to the plan seems to be given the back seat as the plan highlights that it is considered through a one off capital improvement fund. The financial and business domain is well catered for as it includes the plan on where the funds are to be obtained from, way in which additional funding can be made possible and the requirement from the supplier on financial grounds who wishes to engage in business with the program. The welfare domain is the last one which also is made possible through the realization of the other three domains (Rothwell and kazanas, 2009). Welfare will be brought about due to proper management of funds allocated in the program, where they ensure that all areas are properly financed. Proper innovation in construction will lead to proper housing as well as reduced cost of construction. proper security and welfare will be made possible by the facilitation of it telecom software domain that is to ensure pro per security as well as proper storage of the data collected from other domains as well as the data from the implementation of the program. Continuous improvement in this case involves the implementation of measures that minimize the wastage of resources as well as enhance the service deliver (Sarkar, 2011). such measures are observed by the pooling of various disciplines knowledge, e.g. innovation that provides creative response to address the daily needs of homeless people, the responses are aimed at providing means for self-reliance upon which improvements are made to e ale to capture the entire population of the homeless people. The program is also engaged in social initiatives with organizations that are able to demonstrate commercial viability so that they can create social value within the homeless society (Singhal, 2017). Apart from the above mentioned initiatives the homeless settlement program has set aside capital improvements that aim at improving quality and variety of services. The services may include installation of extra security facilities such as fencing and cameras. The program has put in place evaluation criteria that are set to evaluate the performance of the various stakeholders that are championing the homeless resettlement program. The criterion has put down several guidelines that are in line with the effort of treating the homeless with dignity (Sloan and Sloan, 2011).The guidelines in the innovation part highlights that, it should look forward to providing dignity to people experiencing homelessness, provide new ideas and improvements on existing service. The innovation should provide the capability to deliver as well as demonstrate a response to economic benefits to the homeless. The planned program provides a structure that asks the involved stake holders to promptly act as soon as the budgeted fund is available. Apart from readiness the plan considers how the $ 2, 000, 0000 funds allocation is to r managed. The plan outlines the arrangements of funding and its handling such as start-up money not being used to start up fund raising but used to fund programs that can drive fund raising. To ensure marginal benefits from service delivery, the plan includes a section that highlights the guidelines to be adhered to in order to realize the value of money; the guidelines state that the value to be offered by any particular organization may leverage extra outcomes from other services. A detailed budget ought to be provided by the supplier to show that it is sufficient to manage the proposed activity for resettling the homeless as well as how the supplier can respond to changes in sustaining the services beyond the initial funding (smallbusiness.chron.com, 2017). The continuous improvement process (PDCA cycle) implementation The above plan details are structured in a way that they are ready to work with any part of the program that will arise first, however a well thought out plan should be undertaken in phases whereby the financial and business service domain is prioritized and given the first priority in that the sources of finance are identified, the required finance for the project is realized so that the plan can move to the next domain which is engineering and ruction the construction and engineering domain is to be considered the first one , this involves material suppliers as well as those supplying the labour force for the construction. The third domain is the telecom and software domain in which, part of it, like the software part should run parallel to the above domains as it helps in storage of data, testing of innovation models as well as show the progress of the project. The rest of the domain comes at the end of the project. The domain helps also in evaluation of the implemented project as it provides platforms upon which data is analysed. The welfare domain is the bigger picture that all other domains are aligning to achieve. This domain is mostly involved with the lifestyle that the homeless people will get as a result of the implementation of the project. Therefore the domain comes last and also acts as a measure on the service delivery improvement. The diagram above shows how the implementation of the plan ought to take place, it is evident that the telecom software domain acts as the base of the other domains as it is used to store data as well as provide communication platforms. From the plan the program is set to proceed to the next step which is do this step involves implementing the plan, whereby a group of the homeless people are subjected to the implementation. The implementation at this stage is aimed to establish the viability of the plan as well as the various areas that may seem to develop unbearable obstacles. Also at this stage is where the homeless population get to reject the changes that are brought about by the plan (Tomas, 2011). The third step is the studying, evaluation or checking step, the step is usually focussed on evaluating the progress of the evaluation as well as making slight changes that increase the implementation. studying at this point considers the implementation as a pilot project upon which further research can be launched considering a particular subject, such as why are the homeless people; leaving for the streets while renting out the houses they have been settled in? This might prompt a research into what the homeless pe ople hold dear or to what they regard to be a home (Search manufacturing erp, 2017). The fourth step is the action step; this step is arrived at after considering all the outcomes and feedback that have come about from the implementation of the plan. This stage mostly has two options depending on the outcomes from step three, revise the faulty plan or implement the successful plan into other areas that have the homeless population. The revision of the plan is then again taken through the pdca (Plan, do, check and act). The successful continuous improvement plan is spread to other regions to aid the resettlement of the homeless people. The continuous improvement does not just stop at successful implementation but rather requires continuous evaluations which are determined at pinpointing areas that might require improvements or at times be outdated by technology (Balancedscorecard.org, 2017). Change management The continuous improvement plan requires an assessment of the program and identification of the areas that need continuous improvement. The next step is to lay down a detailed strategy on how the change will take place. Implementation stage follows which requires putting the plan into action. Monitoring the implementation process is the next stage, which identifies areas that need change as well as rally the involved stakeholders to minimize the resistance to change. Finally, putting up measures and conducting occasional evaluation is the last stage that ensures the continuation of continuous improvement. Conclusion A continuous improvement plan is tedious to structure leave alone implementing. The plan requires the opinions and concerns of all the stakeholders who will help actualize the plan. The planning process involves many details, aimed at making sure that chances of failure are minimized to the least. After the plan is in place, the second toughest stage is the implementation stage. The stage encounters a lot challenges including rejection by the targeted subjects who do not have the knowledge to understand the benefits that are brought about by the implementation of the plan. The best thing is that as the implementation goes on the subject get to comprehend and support the implementation. The housing program, funded by the Queensland government needs to embrace the use of continuous improvement plan in order to ensure that the services they are providing will be improving day by day. The Japanese word kaizen acknowledges that the improvement can be downwards that is from the management to employees or upwards from employees to management. in a similar manner, all the domains that are making the housing program successful that is engineering and construction, it telecom software, welfare, financial and business service, need to work together to realize the improvement of services. Just like the way Steve jobs worked to improve the communication media or the way, Toyota Company strives to produce an innovative automobile. References Bakerjian, R. (2012).Continuous improvement.1st ed. dearborn, mi: society of manufacturing engineers. Balancedscorecard.org. (2017).what is the balanced scorecard?. [online] available at: https://www.balancedscorecard.org/resources/about-the-balanced-scorecard [accessed 2 feb. 2017]. Bennett, S. (2016). Continuous improvement in continuous quality control.clinical chemistry, 62(10), pp.1299-1301. Cock, C. (2011).a creativity model for the analysis of continuous improvement programmes: a suggestion to make continuous improvement continuous.Creativity and innovation management, 2(3), pp.156-165. Fischer, R. (2016). Continuous improvement.spie professional. Hodgetts, R. (2011).Blueprints for continuous improvement. 1st ed. new york: ama membership publications division, American management association. Honey, P. (2009).Continuous improvement.1st ed. maidenhead: p. honey. Larson, A. (2013).Demystifying six sigma. 1st ed. new york: amacom. Ross, W. (2017).Continuous improvement.1st ed. cirencester: management books 2000. Rothwell, W. and Kazanas, H. (2009).building in-house leadership and management development programs. 1st ed. westport, conn.: quorum. Sarkar, d. (2011).Eight deadly faux pas of continuous improvement.performance improvement, 50(8), pp.5-8. Singhal, K. (2017).Pdca cycle. [online] iso9001-2008awareness.blogspot.co.ke. available at: https://iso9001-2008awareness.blogspot.co.ke/2014/04/pdca-cycle.html [accessed 2 feb. 2017]. Slideshare.net. (2017).Continuous improvement project. [online] available at: https://www.slideshare.net/darlenelebaste/continuous-improvement-project [accessed 2 feb. 2017]. Sloan, K. and Sloan, t. (2011).Dispersion of continuous improvement and its impact on continuous improvement.international journal of technology management, 55(1/2), p.43. 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