Transcript: Mastery Path Template Levels Pretest Level 1 Level 2 Mastery Level 1 0-4 S2. Basic NewsELA S1. Guided Notes Annotation S3. GCSE Video Quizzes Kahoots / Obj Study Guide SCORE >6 SCORE <6 SCORE >6 S5. Chapter Test S4. Chapter Lab Sequence Kahoots / Tutoring S5b. Retake Test Move to next chapter Level 2 5-8 S1. Transcribed Annotations or Lecture Notes SCORE <6 SCORE 6+ SCORE 6+ SCORE <6 Kahoots / Obj Study Guide S5. Chapter Test S2. Choice: NewsELA GCSE Video Quizzes / Kahoots / Tutoring S3. Chapter Main Objectives Check S5b. Retake Test S4. Chapter Lab Sequence Move to next chapter Mastery 9-10 S2. Choice Advanced NewsELA S3. Chapter Main Obj Check S3. Chapter Lab Sequence S5. Pretest Score / Extension Investigation S1. Lecture Notes - Assist with Level 1's Move to next chapter
Transcript: Eagles Nest Cafe and Grill Human Resources and Job Design Staff Training Leadership & Management Development of Incentive Program Bill of Materials In-house: $300 Per Monthly Session Increase Benefits by 15% Process and Capacity Planning More Effective Delivery Options: Digital Tickers ($300) Waiters and Waitresses ($20,880) Microphone System ($350) Buzzers/Paging System ($2,000/50) Layout Grill is too small ($2,500) Need another fryer ($500) Strategic placement of materials for better workflow Long Term Planning Auxilliary Dining Room Pro's Better marketing with more traffic going in and out of the MAC Opportunities Creating a spiral staircase that leads down to book store to create cafe/bookstore atmosphere Pros Give students easy access to break while studying Maimizing efficiency of space in library Makes the library a more enjoyable place to be Cons Excess noise that could disturb students studying More maintenance of library Opportunities Creating more flow of people through library would make students more aware of the resources the library has available Pros Greatest concentration of student movement Eliminate poor use of computers More marketing opportunities Cons Money already invested into new layout of commuter lounge Implications Move current commuter lounge(refrigerator and some couches) to coat room on 2nd floor of BLC Bill of Materials Grease Hood ($2,000) Kitchen ($5,000) Countertop/Cabinetry ($3,000) Power Supply ($1,500) Tile Flooring ($3,500) Cons Collapsible wall and over all layout would be hard to format with a efficient layout. Possible New Locations for Eagle's Nest: Auxillary Dining Room 3rd Floor of Library Commuter Lounge Commuter Lounge Adam Derus - Tim Hurd - Brandon Stone - Kyle Martin Prodigal Sons Consulting 3rd Floor of the Library
Transcript: BC3 Consulting BC3 Consulting Our company The team: Colby Yokell, Brynne Mandeville, Calvin MacLehose, Cameron Migliori About the Industry About the Industry Search Engine Industry Search Engine Industry Information Sector Information Sector About the Problem The Problem PR Trust Security Privacy Status of Research Status Incognito Incognito Future use Future Use Extra Security Extra Security Timeline to Completion Timeline Team Recommendations Report: May 3, 2019
Transcript: Language: English Egalitarian: No formal class structure History: Colony of Great Britain Cuisine: International Social Freedom: Ranked 3rd Globally Outlook: Environmentally Responsible Trend: Movement toward healthy cooking ? Competitive Landscape Summary/ Recommendations Australia - Political/Legal System Dmitry Price - Joe McGurk - Spencer Scott - Ahmed Mazrouei - Derrick Dow Stable System - 3 Branches of Government Very Similar to the U.K. Based on Common Law System Business Regulated by Australian Trade Commission Offers services for businesses looking to invest Since Chipotle's products are meant to be fresh food, porting is not an option We decided on a joint venture with a local businessperson similar to Starbucks's entry into Japan Benefits: Gain knowledge of Australian people, laws, market, and industry Shared risks, shared rewards 2 locations in each major city: Sidney, Melbourne, and Brisbane Product testing in high traffic areas Future plans for expansion once we gauge the market Entry Mode Australia - Economy Chipotle vs. Nando's The Journey to Australia 64% of the entire population of Australia located in the 5 major cities of Australia Nando's is known for Peri-Peri sauces/marinades and their chicken Chipotle's competitive advantage Better ingredients: Vegetables are organic and grown locally Chickens are raised naturally and humanely without added hormones FDI Laws in Australia Spinnaker Consulting Group Chipotle 2011 Sales: $2.03B Sales growth: 8.3% Sales per unit: $1.8M Nando's 2011 Sales: $1.02B Sales growth: 16.48% Sales per unit: $1.07M Social Responsibility Foreign Acquisitions and Takeovers Act 1975 Allows FDI of up to A$235M without Review FDI over A$235M must be reviewed by FIRB AUSFTA Free trade agreement between US & Australia Allows US investors a higher threshold (A$1004M) Australia - Culture December 4, 2012 "Food with integrity" Chipotle is deeply committed to food integrity; Partners with firms that naturally raise animals, grow vegetables naturally and have high quality standard. Ex: hormone free beef, fresh vegetables and rice from farmers. Fast food with high consumption like Mcdonald's threatening the health of the society especially Australia consider fastest growing fast food Australian's prefer to eat healthier cuisine Chipotle Background Simple Mexican Dishes 1212 establishments in US 1 UK - 1 France - 2 Canada Operates in high-traffic locations "Food with Integrity" High-Quality Atmosphere Enter Australian Market Reduce Risk: Partner with a local partner in JV Consult AusTrade Initially target Melbourne, Sydney, and Brisbane Utilize "Food with Integrity" initiative Source ingredients locally from domestic suppliers Glocalize
Transcript: Day -1 and day 1: * Used AIC criterion (lower is better) * Tested all possible covariance structures appropriate for this data structure * Used "iterative" process Methodology *Residuals: Independent, normality, constant variance *Regression: The relationship between the dependent variable and the predictors is linear Day -1 and day 1: Diagnostics We want to model the data to find the effects of different treatments on QTcM. Constructing the Models ASSUMPTIONS Final Models 62 DIAGNOSTIC CHECKS FOR DAY-1 VS DAY14 CONTIN. Day -1 and day 14: If testing for an adverse reaction of the new drug In our study, the QT interval associated with potential heart problem Results good * We included the GROUP*DAY interaction * Necessary for LSMEANS * Insignificant based on partial F-tests, but lowers AIC * Began with all class-by-covariate interactions * Used partial F-tests to test for significance (alpha=.05) * Used null model for initial effect selection Design of the Study * The QT interval is a measure in milliseconds of a certain portion of one’s heartbeat. * A QT interval that is longer than normal is very dangerous and may lead to cardiac arrest. * We are concerned with QTcM, which is an individualized correction of the QT interval that takes heart-rate into account. *72 patients were randomly assigned to four treatment groups Group 0: Placebo Group 1: Active control Group 2: Low dose Group 3: High dose Walaa Hamdi Ryan Ferguson Xi Zhang Jing Ma Final Models Pair-wise T-tests Significant interaction term PTAGE*GROUP Take estimates at various ages Pick age 25, 37, and 50 *We will center the data based on the average baseline QTcM for each group. What is QTcM? Day -1 and day 14: DIAGNOSTIC CHECKS FOR DAY-1 VS DAY14 TESTING FOR SIGNIFICANT GROUP EFFECTS Day -1 and day 1: LSMEANS COMPARISONS FOR DAY-1 VS DAY1 Covariance Structure Day -1 and day 1: bpm *One model will describe the data from day -1 and day 1 *One model will describe the data from day -1 and day 14 Conclusions Possible Model Effects in the Dataset COMPARISONS FOR DAY-1 VS DAY1 AND DAY-1 VS DAY14 Adding the Interaction DAY-1 VS DAY14 CONTIN. Thank You! Methodology Design of the Study Patient Demographics Day -1 and day 1: RESULTS "GOOD"? DIAGNOSTIC CHECKS FOR DAY-1 VS DAY1 CONTIN. 1. Sex of patient (PTSEX) 2. Age of patient (PTAGE) 3. Hour at which QTcM was recorded (HOUR) 4. Day on which QTcM was recorded (DAY) 5. Treatment group (GROUP) Covariance Structure QTcM interval was measured: * twenty times on the day before treatment (day -1) * nine times on the first day of treatment (day 1) * nine times on the fourteenth day of treatment (day 14) Effect of Treatment on QTcM Methodology *We have repeated observations per patient per day. *To account for the complexity of the covariance structure, we will use linear mixed models to model the data. DIAGNOSTIC CHECKS FOR DAY-1 VS DAY1 CONTIN. Patient Demographics DIAGNOSTIC CHECKS FOR DAY-1 VS DAY1 Methodology Initial Model Effects Day -1 and day 14: LSMEANS COMPARISONS FOR DAY-1 VS DAY14 Goal of Project ECG Methodology Day -1 and day 14: Patient Demographics Day -1 and day 14: Patient Demographics DIAGNOSTIC CHECKS FOR DAY-1 VS DAY1 CONTIN.
Transcript: There is a need for sweet tooth to switch to an automated accounting system. An automated system can increase efficiency, provide better internal controls, allow for inventory tracking, and provide John with accurate data to base his business decisions on. With an automated system in place John can see exactly how his business is doing and where it’s losing money. He will also be able to make the decisions needed to turn Sweet Tooth into the profitable business he had hoped. Strategic Plan Internal controls: 1. Inventory control 2. Checks 3. Digital copies 4. Safety box 5. Safe 6. Mobile banking 7. Petty cash fund 8. Logging Sally’s payroll information Summary Continued NEXT STOP PROFITABILITY !!! The End We will work with Corner Candy Store to help achieve the following goals: Become profitable Buy the current building they are renting Open up a second store to reward Sally Corner Candy Store Summary Sweet Tooth is a Corner Candy store owned by John Davis. Sweet Tooth is a reseller of candy. They purchase their candy from vendors and then put it out for purchase to their customers. In addition to John, his wife Jenny and one employee Sally work at the store. John and Jenny’s dream is to purchase the building they are currently renting. They also wish to open a second location where Sally can be part owner. Unfortunately Sweet Tooth is currently not profitable. For John and Jenny to fulfill their dream they need to turn Sweet Tooth into a profitable business. John is unsure why his business is not profitable. They currently use a manual accounting system and do not have inventory tracking. SWEET TOOTH PRESENTATION BY: SAM, TROY, & DAN Inventory Reports What is selling and what products are not Purchase Reports Take advantage of discounts, track vendor returns, and vendor price history Sales Reports Compare sales numbers to different periods and see sales trends Expense Reports Track expenses, comparison to prior periods, and help determine budget Financial Statements Income Statement and Balance sheet analysis Determine Net Income and see trends 1. Sales 2. Purchasing 3. Human Resource Management 4. Financing 5. Fixed Asset Management Costs and Benefits of AIS Planning and Investigation Analysis Design Implementation, Follow-up, and Maintenance Cost Benefit Analysis Costs include the computer itself, barcode scanner, add-ons to the main software, software/hardware updates, licensing, accountant’s salary, continuous net loss, and training. Benefits include keeping track of all information and making sure that John, Jenny, and Sally are all on the same page. Accounting Information Systems Internal Control Improvements Accounting Information Systems have many advantages that would be useful to Sweet Tooth Two systems that would fit Sweet Tooth's needs: QuickBooks Zoho books Features include: Point of Sale systems Inventory tracking Monitoring, tracking, and paying vendors Payroll Ability to generate useful reports System Development Life Style Five Key Outputs to make Decisions Business Processes Affected
Transcript: Alternatives Consulting Presentation Alternatives Problems 3.Enhance communication process between the departments(regular meeting to control the current progress ). Money $$ Team Consulting Alternatives 1.The CEO should take more responsibility in overseeing every department. 1.Not enough focus on innovation 2.No accountability 3.Ineffective coordination between departments-Terrible timing with release of product and 4.Didn't focus on younger market Implementation of all three alternatives Facilitate improved communication through more frequent contact/meetings before, during, and after projects CEO should take more responsibility in rewarding and punishing the departments and check-in with them more proactively Jointly and equally develop a schedule that accommodates every department(eliminate unapproved deviation ) Recommendation 2.Set a plan/schedule in stone (reward those on time eg. bonus and punish those fall behind or deviate from the plan eg. fire)
Transcript: Retention Added Revenue Subject Analysis Use Internal Support to Establish Methodology Assessment Blue Print Objective of Leadership: Equip Leaders with the skill and tools to grow from tellers to teachers and listeners to learners. Owensreach.com Objection: Tiers: Senior Executive: Subject Category/ Goal/ Core Values/ Mission Statement/ Brand Statement. Executive Management: Strategy/ Analytic Data Reporting/ Opportunities/ Strength/ Reporting. Executive Leaders: Communication/ training/ Structure/ Operation. Staff: Support Training/ Assessment/ Recognition/ Career Growth Tier Roll out: CEO Exec Team Upper Management/ Leadership Execution Level Leadership Follow-up Survey Interview Reporting (agreed upon metrics) Booking Road Map Context ROI Survey Interviews Focus Group Shadowing Corp Data ROAD MAP Tools Sustain growth through teaching and coaching that connects the mind and heart in a personal way that drives actionable change. Implementation Design Strategies to GAPS GAP leader Impact Initiation Roll-out and Follow up Tools > Programs, communication, people, structure * Maximize potential through a sustainable model or platform Consulting Presentation GAP Analysis Stated GAPS between Tiers Stated GAPS between Strategies and Execution Prioritization by Value Categorized between bucket: Low hanging fruit Longer term solutions Price: Time + Materials + Airfare + Hotel+ Food = $$ Third Party Collaboration; Time + Materials + Airfare + Hotel + Food = $$
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