Tacticity level

In practice, there is no such thing as a pure isotactic or syndiotactic polymer. Once again, we find that polymers comprise a statistical distribution of chemical structures. Polymers that contain steric centers inevitably incorporate a certain number of steric defects that prevent us from obtaining 100% isotacticity or syndiotacticity. Polymer manufacturers vary the catalyst type and reaction conditions to control the tacticity level and the resulting properties. 

As the first Czechoslovak post-WW-II generation of means for personal decontamination at the lowest tactical level, i.e., at the individual first-aid level, we considered the two-solution system produced in Czechoslovakia according to the Soviet-originated model IPP-51. It was introduced under the acronym IPB-60 into the Czechoslovak Army, and under more simple modification in the first aid kit OZB into the Czechoslovak Civil Defence in the early 1960s. The same system was used for the secondary decontamination at the facilities of the medical evacuation chain (PCHB-60-P and PCHP-60-P). This system was based... 

The three hierarchical levels are interconnected by information flowing from the strategic level via the tactical level to the operational level, and the other way around. From upper to the lower level, the information flow is related to the environment on the strategic level, which is the organizational values and norms. However, as Thompson (Thompson, 1967) identified, the tactical control level can allow the operational level to operate as a relatively closed system. The tactical level provides a buffer between the uncertain environment and stability of resources required for uninterrupted production on the operational level. In this way the influences from the external environment on the operational level will be reduced to a minimum. The information flow going from lower to upper level is related to the operational process or transformations. The top down flow provides the restrictions and conditions for the transformation, while the bottom up flow provides information about the status of inputs, outputs, and resources of the transformations. The horizontal information flows are between different control elements on one hierarchical control level. 

For the initial ineffective observation element, information about the transformation was not available on the tactical level. Moreover, no information was available of previous deviations. Finally, constraints for orders to be delivered in time were present, as fines were levied for each day of late delivery (information regarding the organizational values and norms). The types of causal latent conditions are information regarding, transformation, history and organizational values and norms. These three types of latent conditions cause the ineffectiveness of the observation element and enabled the re-occurrences of substances in the packaging machines when performing maintenance. 

Global material flow and transport planning is also an integral part of global models not on a tactical level but addressing requirements of lead time gaps... 

The planning framework defines core structures in planning to support the decision of planning volumes and values on the tactical level as intermediate layer between strategy and operations as formulated in the planning process requirements in 0. 

While some objects like production and distribution locations match the tactical level of value chain planning with distribution center or plant, aggregation has to be validated by aggregation rules considering the focus of value chain planning on volumes and values as illustrated in the following. 

In sum, if the objective is clear this can be informative for every subsequent decision in the business. When faced with a choice between one alternative and another at a strategic or tactical level the clarity of the objective and the way it is articulated are of the greatest importance. 

Develops plans and facilitates coordinated incident response planning with the private sector at the strategic, operational, and tactical levels. 

There is a history of investigations of blends of polyolefins. Many of these blends were not produced on purpose but were the results of incompletely understood polymerization processes. Examples of these are the various smdies of elastomeric polypropylenes, which are mixtures of polypropylenes of varying tacticity levels (67-71). These materials often have interesting technological properties. It is of more concern to consider the results of specially prepared blends of known characterized polymers. 

A new weapon had come to the battlefield. It was not decisive in a strategic sense, and it did not break the stalemate of trench warfare. At the tactical level and to the soldier, however, it had a significant and frightening impact (Figure 3-9). Frederic Brown summarized it well ... 

Supply chain operations planning at the tactical level determines the flow of goods over a specific time horizon. Mathematical programming methods yield time-dependent integrated sourcing, pro-... 

Decisions at the tactical level, that is, the specifics of the group design and mechanics are usually easier to make and are negotiated with team members. This includes matters of size and composition/ membership, work area coverage or tasks, and coordination mechanisms. For many teams, the optimal size is difficult to determine. In fact, a variety of factors may affect team size. Obviously the primary factor is the size and scope of a required project or set of tasks. However, several other factors can influence team size (it should be noted that all factors are not necessarily applicable to aU types of teams). Factors affecting team size include ... 

The tactical level typically includes decisions that are updated anywhere between once every quarter and once every year. This includes purchasing and production decisions, inventory policies, and transportation strategies, including the frequency with which customers are visited. 

Another key challenge at the tactical level is to take into account the dynamics of the supply chain. Indeed, in recent years many suppliers and retailers have observed that while customer demand for specific products does not vary much, inventory and back-order levels fluctuate considerably across their supply chain. For instance, examining the demand for Pampers disposal diapers, executives at Procter Gamble noticed an interesting phenomenon. As expected, retail sMes of the product were fairly uniform there is no particular day or month in which the demand is significantly smaller or larger than any other. However, the distributors placed orders to the factory that fluctuated much more than retail sales. In addition, P G s orders to its supphers fluctuated even more. This increase in variability as we travel up in the supply chain is referred to as the Bullwhip effect. For more on this effect, see Simchi-Levi et al. (1999). 

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