How to Make Saline Solution at Home

The term saline solution refers to a salt solution, which you can prepare yourself using readily available materials. The solution can be used as a disinfectant or sterile rinse or for lab work. This recipe is for a salt solution that is normal, meaning it is the same concentration as, or isotonic to, body fluids. The salt in a saline solution discourages bacterial growth while rinsing away contaminants. Because the salt composition is similar to that of the body, it causes less tissue damage than you would get from pure water. Materials Technically, a saline solution results whenever you mix any salt with water. However, the easiest saline solution consists of sodium chloride (table salt) in water. For some purposes, its fine to use a freshly mixed solution. In other cases, youll want to sterilize the solution. Keep the purpose in mind when you mix the solution. If, for example, you are simply rinsing your mouth with saline solution as a dental rinse, you can mix any amount of table salt with warm water and call it good. If, however, you are cleaning a wound or want to use the saline solution for your eyes, its important to use pure ingredients and maintain sterile conditions. Here are the ingredients: Salt:Â  You can use salt from the grocery store. Its best to use non-iodized salt, which doesnt have iodine added to it. Avoid using rock salt or sea salt, since the added chemicals may cause problems for some purposes.Water:Â  Use distilled water or reverse osmosis purified water instead of ordinary tap water. Use 9 grams of salt per liter of water, or 1 teaspoon of salt per cup (8 fluid ounces) of water. Preparation For a mouth rinse, simply dissolve the salt into very warm water. You might wish to add a teaspoon of baking soda (sodium bicarbonate). For a sterile solution, dissolve the salt in boiling water. Keep the solution sterile by placing a lid on the container so that no microorganisms can get into the liquid or airspace as the solution cools. You can pour the sterile solution into sterile containers. Sterilize containers either by boiling them or by treating them with a disinfecting solution, such as the type sold for home brewing or making wine. Its a good idea to label the container with the date and to discard it if the solution isnt used within a few days. This solution could be used for treating new piercings or for wound care. Its important to avoid contaminating the liquid, so ideally make just as much solution as you need at a time, allow it to cool, and discard leftover liquid. The sterile solution will remain suitable for lab use for several days in a sealed container, but you should expect some degree of contamination once it is opened. Contact Lens Solution Although its the proper salinity, this solution isnt suitable for contact lenses. Commercial contact lens solution contains buffers that help protect your eyes and agents to help keep the liquid sterile. Although homemade sterile saline could work to rinse lenses in a pinch, it isnt a viable option unless you are familiar with aseptic techniques and use lab-grade chemicals.

Marketing Syncra System Essay - 1332 Words

From the case Syncra Systems we can see that a delivering open and vendor-neutral collaborative application like CPFR can make a big difference in retail industry and supply chains by making them more collaborative and benefit both trading partners. Such as improve the in-stock position, decrease unnecessary storage and handling of products, as well as improve service levels and retail sales. By sharing information, a strong relationship can be built between the retailer and supplier in the process. However, some problems still need to be concerned: 1. How to attract customer more effectively to agree the value of your product? As the sales environment becomes more complex, customers today are more educated and less tolerant of sales†¦show more content†¦To successfully meet clients’ specific and changing demands, companies need to focus their efforts on developing and selling propositions driven by what clients truly value and are ready to pay for. 2. Why those companies still moved even they understood Syncra’s benefitsï ¼Å¸ Customers will continue to focus on price until a supplier demonstrates to them how their total solution is much less expensive. By offering a complete package, you increase buying efficiencies and decrease costs. All of which adds up to a higher value perception. When taking the consultative approach, think of ways to provide the customer with a greater return on their investment. Quantify for them, the savings or gains in time, money and/or additional resources. This way you position yourself as a problem solver or consultant and not just another vendor. By doing so, you will create tremendous competitive advantages. So a well-defined consultative sales strategy is to necessary help to align your offer with the customer’s perception of value. It moves the sale away from price. Process should be designed to accomplish three things:Show MoreRelatedCPFR Implementation Issues3439 Words   |  14 Pagesrespondents who were looking at CPFR said they planned to go ahead with their initiatives. However, CPFR is not the answer for all trading partners or all types of stock-keeping units (SKUs). According to Tim Paydos, a vice president of marketing at Syncra Systems, CPFR has generated the highest payback with either highly promoted or seasonal goods, whose inventories historically have often been misaligned with demand. â€Å"If I’m going to make the investment in CPFR,† notes Paydos, â€Å"I want to do it with

Biodiesel Business Financial Plan Free Essays

l pabiodiesel financial plan Start-up Expenses| Â  | Land to buy| Â  | Office to buy| Â  | Renovation expenses| Â  | Design works| $10 000 | Assembly operations| $200 000 | Placing into operation| $53 000 | Oil processing equipment (incl. storage and loading)| $100 000 | Seed storage equipment (incl. installation)| $350 000 | Glycerol purification equipment (including installation)| $0 000 | Tanks| $100 000 | Biodiesel production equipment (incl. We will write a custom essay sample on Biodiesel Business Financial Plan or any similar topic only for you Order Now delivery and installation )| $250 000 | Utility network| $000 | Advertising/Promotion| $5 000 | Land leasing| $0 | Raw materials (1 quarter of operations)| $660 000 | Salaries| $353 000 | Biodiesel production costs (chemicals, utilities, maintenance for 1 quarter) | $84 000 | Rent | $0 | Total Start-up Expenses| $000 | | Â  | Start-up Assets Needed| Â  | Cash Balance on Starting Date| Â  | Start-up Inventory| $0 | Other Current Assets| $0 | Total Current Assets| $0 | Long-term Assets| $0 | Total Assets| $0 | Total Requirements| $3 095 000 | Sales Forecast| Sales| 2007| Â  | 2008| Â  | 2009| Â  | 2010| Â  | 2011| Â  | Price per ton| Sum| Price per ton| Sum| Price per ton| Sum| Price per ton| Sum| Price per ton| Sum| Biodiesel| Â  | $2 800 000 | $700 | Â  | Â  | $2 800 000 | Â  | $2 800 000 | $700 | $ | Glycerol| Â  | $280 000 | $700 | $280 000 | $700 | $280 000 | Â  | $280 000 | $0 | $280 000 | Seeds| Â  | $0 | $220 | Â  | $220 | $0 | Â  | $0 | $220 | $0 | Press cake| $180 | $1 440 000 | $180 | $1 440 000 | $180 | $1 440 000 | $180 | $1 440 000 | $180 | $1 440 000 | Total Sales| Â  | $4 520 000 | Â  | $4 520 000 | Â  | $4 520 000 | Â  | $4 520 000 | Â  | $4 520 000 | Â  | Â  | Â  | Â  | Â  | Â  | Â  | Â  | Â  | Â  | Â  | Direct Cost of Sales| Â  | 2006| Â  | 2007| Â  | 2008| Â  | 2009| Â  | 2010| Seeds| $220 | $2 640 000 | $220 | Â  | $220 | $2 640 000 | $220 | Â  | Â  | Â  | Oil| $600 | $0 | $600 | $0 | $600 | $0 | $600 | $0 | 600 | $0 | Subtotal Direct Cost of Sales| Â  | $2 640 000 | Â  | $2 640 000 | Â  | $2 640 000 | Â  | $2 640 000 | Â  | $2 640 000 | Sales and costs in tons| Â  | Â  | Â  | Â  | Â  | Â  | Â  | Â  | Â  | Â  | Biodiesel| Â  | Â  | Â  | Â  | Â  | Â  | Â  | Â  | Â  | Â  | Glycerol| $700 | 400| $700 | 400| $700 | 400| $700 | 400| $700 | 400| Seeds from own farm| $220 | Â  | $220 | Â  | $220 | Â  | $220 | Â  | $220 | Â  | Press cake| $180 | Â  | $180 | 8 000| $180 | 8 000| $180 | 8 000| $180 | 8 000| Total sales, ton| Â  | Â  | Â  | 12 400| Â  | 12 400| Â  | 12 400| Â  | 12 400| Procurement of raw materials| Â  | Â  | Â  | Â  | Â  | Â  | 0| Â  | 0| Â  | Seeds| $220 | 12 000| $220 | 12 000| $220 | Â  | $220 | 12 000| $220 | 12 000 | Oil| $600 | Â  | $600 | Â  | $600 | Â  | $600 | Â  | $600 | Â  | Total, raw materials, ton| Â  | Â  | Â  | 12 000| Â  | Â  | Â  | 12 000| Â  | 12 000| Personnel Plan| Daily wage| 2007| 2008| 2009| 2010| 2011| Director general| $100 | $24 000 | $24 000 | $24 000 | $24 000 | $24 000 | Production and procurement director| Â  | Â  | $24 000 | $24 000 | $24 000 | Â  | Farm supervisor| Â  | Â  | $24 000 | $24 000 | $24 000 | Â  | Sales manager| Â  | Â  | Â  | Â  | Â  | Â  | Controller| Â  | Â  | Â  | Â  | Â  | Â  | Chief Technologist| $80 | Â  | $19 200 | $19 200 | Â  | Â  | Secretary| $56 | Â  | $13 440 | $13 440 | Â  | Â  | Operators, production, 5 employees | $56 | $67 200 | $67 200 | $67 200 $67 200 | Â  | Laboratory technician, 1 employee | Â  | $13 440 | $13 440 | $13 440 | $13 440 | $13 440 | Farming, 5 employee| Â  | $67 200 | Â  | $67 200 | $67 200 | $67 200 | Drivers, 2 employee| $56 | $26 880 | Â  | $26 880 | $26 880 | $26 880 | Electr ical fitter| $56 | $13 440 | Â  | $13 440 | $13 440 | $13 440 | Storeman, 2 employee| $56 | $26 880 | $26 880 | $26 880 | $26 880 | $26 880 | Total Payroll| Â  | $353 000 | $353 000 | $353 000 | $353 000 | $353 000 | Production headcount| Â  | 5| 5| 5| 5| 5| ROI Analysis| 2007| 2008| 2009| 2010| 2011| Sales| $4 520 000 | $4 520 000 | $4 520 000 | $4 520 000 | $4 520 000 | Cost of Sales| Â  | Â  | $3 326 000 | $3 326 000 | $3 326 000 | Gross Margin| $1 186 000 | $1 194 000 | $1 194 000 | $1 194 000 | $1 194 000 | Gross Margin %| 26. 24%| 26. 42%| 26. 42%| 26. 42%| 26. 2%| Operating Expenses| $434 667 | $101 667 | $101 667 | $101 667 | $121 667 | Operating Income| $751 333 | Â  | Â  | $1 092 333 | $1 072 333 | Net Income| $470 283 | Â  | Â  | $708 983 | $750 633 | Net Income to investor| $244 639 | $368 809 | $368 809 | Â  | Â  | Current Assets| $3 029 283 | $3 804 933 | $4 339 917 | $5 115 567 | $5 137 867 | Long-term Assets| $843 333 | $776 667 | $710 000 | $643 333 | $57 6 667 | Long-term Liabilities| $795 000 | $795 000 | $795 000 | $795 000 | $0 | Equity| $3 077 617 | $3 786 600 | $4 254 917 | $4 963 900 | $5 714 533 | ROE| 0. 15| 0. 19| 0. 17| 0. 14| 0. 13| ROI| 0. 11| 0. 16| 0. 16| 0. 16| 0. 17| Shares offered to investor| 52. 2%| Â  | Â  | Â  | Â  | Investor financing| 74. 31%| Â  | Â  | Â  | Â  | Loan financing| 25. 69%| Â  | Â  | Â  | Â  | Pro Forma Profit and Loss| | 2007| 2008| 2009| 2010| 2011| Sales| $4 520 000 | $4 520 000 | $4 520 000 | $4 520 000 | $4 520 000 | Cost of raw materials| $2 640 000 | Â  | Â  | $2 640 000 | $2 640 000 | Farm maintenance (fuel, fertilizer, etc)| $5 000 | $5 000 | $5 000 | $5 000 | $5 000 | Production Payroll| $353 000 | $353 000 | $353 000 | $353 000 | $353 000 | Methanol| Â  | Â  | Â  | Â  | Â  | Potassium hydroxide| $8 000 | $8 000 | $8 000 | Â  | $8 000 | Utilities| $80 000 | $80 000 | $80 000 | Â  | $80 000 | Equipment Maintenance| $8 000 | $0 | $0 | Â  | $0 | Cost of Goods Sold| $3 334 000 | $3 326 000 | $3 326 000 | $3 326 000 | $3 326 000 | Gross Margin| $1 186 000 | $1 194 000 | $1 194 000 | $1 194 000 | $1 194 000 | Gross Margin %| 26. 24%| 26. 42%| 26. 42%| 26. 42%| 26. 42%| Other Expenses: | Â  | Â  | Â  | Â  | Â  | Design works| $10 000 | $0 | Â  | $0 | $0 | Renovation expenses| $100 000 | Â  | Â  | Â  | $20 000 | Assembly operations| Â  | Â  | $10 000 | $10 000 | $10 000 | Placing into operation| $53 000 | $5 000 | $5 000 | $5 000 | $5 000 | Advertising/Promotion| $5 000 | $20 000 | $20 000 | $20 000 | $20 000 | Depreciation (service life 12 years)| $66 667 | $66 667 | $66 667 | $66 667 | $66 667 | Land leasing| $0 | $0 | $0 | $0 | $0 | Rent| $0 | $0 | $0 | $0 | $0 | Total Other expenses| $434 667 | $101 667 | $101 667 | $101 667 | $121 667 | Profit Before Interest and Taxes| $751 333 | $1 092 333 | $1 092 333 | $1 092 333 | $1 072 333 | Interest Expense| $79 500 | $79 500 | $79 500 | $79 500 | $0 | Taxes Incurred| $201 550 | $303 850 | $303 850 | $303 850 | $321 700 | Other Expense| Â  | Â  | Â  | Â  | Â  | Net Profit| Â  | Â  | $708 983 | $708 983 | $750 633 | Net Profit/Sales| 10. 40%| 15. 69%| 15. 69%| 15. 69%| 16. 61%| Pro Forma Cash Flow| 2007| 2008| 2009| 2010| 2011| Cash from Operations: | Â  | Â  | Â  | Â  | Â  | Cash Sales| $3 164 000 | $3 164 000 | Â  | Â  | Â  | Cash from Receivables| $1 356 000 | $1 356 000 | $1 356 000 | $1 356 000 | $1 356 000 | Subtotal Cash from Operations| Â  | Â  | Â  | Â  | $4 520 000 | Additional Cash Received| Â  | Â  | Â  | Â  | Â  | Sales Tax, VAT, HST/GST Received| $0 | $0 | $0 | $0 | $0 | Loan| $795 000 | $0 | $0 | $0 | $0 | New Investment Received| $2 300 000 | $0 | $0 | $0 | $0 | Subtotal Cash Received| $7 615 000 | $4 520 000 | $4 520 000 | $4 520 000 | $4 520 000 | Â  | Â  | Â  | Â  | Â  | Â  | Expenditures| 2007| 2008| 2009| 2010| 2010| Expenditures from Operations:| Â  | Â  | Â  | Â  | Â  | Salaries| Â  | Â  | Â  | Â  | $353 000 | Payment of Accounts Payable| Â  | Â  | Â  | Â  | $2 973 000 | Subtotal Spent on Operations| $3 334 000 | $3 326 000 | $3 326 000 | $3 326 000 | $3 326 000 | Â  | Â  | Â  | Â  | Â  | Â  | Additional Cash Spent| Â  | Â  | Â  | Â  | Â  | Sales Tax Paid Out| Â  | Â  | Â  | Â  | $321 700 | Principal Repayment (loan)| Â  | Â  | Â  | Â  | $795 000 | Design works| $10 000 | $0 | $0 | $0 | Â  | Renovation expenses| Â  | Â  | $0 | $0 | Â  | Assembly operations| Â  | Â  | $10 000 | $10 000 | Â  | Placing into operation| $53 000 | $5 000 | $5 000 | Â  | Â  | Advertising/Promotion| $5 000 | $20 000 | $20 000 | $20 000 | $20 000 | Land leasing| $0 | $0 | $0 | $0 | $0 | Rent| $0 | $0 | $0 | $0 | $0 | Interest Expense| $79 500 | $79 500 | $79 500 | $79 500 | $0 | Purchase Long-term Assets| Â  | Â  | Â  | $0 | $0 | Subtotal Cash Spent| Â  | Â  | Â  | $3 744 350 | $4 497 700 | Â  | Â  | Â  | Â  | Â  | Â  | Net Cash Flow| $2 788 617 | $842 317 | $842 317 | 317 | $88 967 | Cash Balance| $2 788 617 | $3 564 267 | $4 339 917 | $5 115 567 | $5 137 867 | Annual Break-even, Tons| 961. 34| 961. 34| 961. 34| 961. 34| Assumptions:| Â  | Â  | Â  | Â  | Average Per Tone Revenue| Â  | Â  | $1 130. 00 | $1 130. 00 | Average Per Tone Variable Cost| $742. 00 | $742. 00 | $742. 00 | $742. 00 | Estimated Annual Fixed Cost| Â  | Â  | $373 000 | $373 000 | How to cite Biodiesel Business Financial Plan, Papers

Accounting for Strategic Management and Control †MyAssignmenthelp.com

Question: Discuss about the Accounting for Strategic Management and Control. Answer: Introduction The report considers the explanation of the Balance Scorecard Approach and the manner of conduct within a business organization. FC High Tech Manufacturer (FCH) is a company leading in the sale of hand phones and manufactures the consumer and industrial goods. It also takes care of that enterprise manufacturing solutions are being provided towards the businesses which aspire to start their own manufacturing facilities. The company has been undertaking the operations of the three segments in a traditional manner and has no motive or vision to undertake the new approaches. There had been a recession situation in the company that has impacted the confidence of the financial markets. There has been a situation where the board of directors had performed an assessment of the situation and concurred that shareholders will be very unwilling to provide additional capital injection, unless the company can justify its request for fresh equity from its shareholders. The same has been discussed in the report below. The report will further take into consideration the conclusion after the implementation of the Balance Scorecard approach in the company. The report will further elaborate the prospective difficulties to be faced by the company in the near future due to the choice of the measures undertaken by the management (Bhasin, 2012). Existing Scenario The company is maintaining the measures such as ROI, EBITDA and Revenue growth tend to motivate managers to focus on short-term returns instead of looking at the long-term goal of maximizing shareholders' wealth. The Return on Income, Earnings before interest and taxes and the growth in revenue will increase the overall efficiency of the company. However, the simple growth in the revenue will not create a stable position and situation for the company as the same will only lead to a growth in the short term goals and objectives of a company. For a company to be effective and stabilized for brighter future, the company needs to attain a position of high stability. The Balance Score approach is the one that undertakes all the efficient features that leads to a strong and effective organization and the same is discussed as under. Significance of the Balanced Score Card Approach The Balance Score card approach of financial analysis takes into account the following considerations: Financial, Customer, Internal Process and the Learning and growth innovations The same is elaborated as under: Financial The segment of the balance score card takes on the financial performances taking place within the organization. The main objective includes the undertaking of the operations and functions that will not let the shareholders to sacrifice their interests. The stakeholders include the environment, government and community etc. Customer The segment of the balance score card takes on the satisfaction of the customers and their attitudes towards the organization and goals of the market. The elements covered by the customers include the acquisition, retention, and profitability, share of the market and the satisfaction of the customers. The maintenance of the following must be done i.e. Quality, Price, Brand, Availability and Services. Internal process The segment of the balance score card takes on the entire coverage of the goals of the internal business. It will have an overview of the internal procedures and processes occurring within the company to have a better development of the company. The major themes include the operations and the customers management process, innovation and social and the regulatory processes. Learning and growth innovation The segment of the balance score card takes on the human and organizational capital along with the training and other systems undertake for the innovation and growth of the entire department. The trainers of the company consider the instilling of the growth and development within the organization (Fiege, 2012). The company must have capabilities related with the human capital, information capital and organization capital. The company and the growth and development will have a major dependency on the actions undertaken by the company. The growth and development of the company will improve with the implementation of strong and significant perspectives that is given above. The growth is mainly dependent on the above perspectives like the improvement in the processes internally and the learning growth and innovation processes. The above processes will lead in the effectiveness of the customers effectiveness and efficiency. The balance scorecard will also help in the following ways: The companys vision will be included in the implementation of the balance score card approach and the same will be identified after proper clarification. The leaders and the management of the company will reach consensus and the changes will affect the performances of the overall company (Flage, 2014). The objectives and the measures under the strategic actions and movement of the company will be communicated and linked that will help in the establishment of effective connectivity with the stakeholders. The same will lead towards the encouragement and refinement in the processes by helping in the promotion of feedbacks received from the stakeholders of the company. The targets are set up and the planning will be done to align the same. The management will take steps to measure and evaluate the desired targets and objectives to link all of them and obtain a large amount of strategic objectives by undertaking numerous measures. The learning and innovation growth of the approach will increase the refinement and growth that will develop and increase the decision making process (Gavurov, 2012). Prospective difficulties that can evolve with the approach There are many issues related with the improper implementation of the balance score card approach and the complexities that the business organizations are likely to face during the implementation of such measures of performances are as below: Ambiguity in the policy and strategy: There are variety of policies and strategies that have a tendency of being highly leveled and they have an approach that has a forward and future looking approach. They even have the risks and threats that are related to the removing and declining of the ability of the translation into the efficient Balance Score card approach in an organization. The effective and the best policy to meet the given situation will require the refinement and revisiting of the policies. The revisiting must be carried with the owners and the management of the organization in order to have a transparency. The direction and the vision of the business organization must be transparent and clear to have an efficient strategy for the overall development of the company (Johnson, 2014). The translation effectiveness will be done after the inclusion of the desired targets and goals of an organization. The targets will be related with the medium, short term and long term targets. It will also include the values of the customers and other segments of the market and customers. Thus, there must be an inclusion of the necessary statements related to the business organization and the horizon of the planning must be in a range within five to ten years in approx. Lack in the defining of the important objectives of the company The strategy and the policy of the company are defined in various manners and the same is related to the organization of the business. A wide range of definitions are reflected with the related mission, vision, goals and other objectives that needs to be communicated to the stakeholders and important management of the business organization. Thus, there must be common language that must explain the requirements of the business organization. The same must be provided with the help of meetings and sessions to have an effective and overall growth of the company (Kaplan, 2012). Complexities evolving in the initial implementation The balance score card is ranged in a wide manner and a variety of criticalities occur within the implementation of such approach. In the initial stages of the implementation there are high possibilities that the management can get lost in the technical and detailed aspects occurring within the present scenario. There are many confusions and difficulties that can arise due to the strategy maps. The strategic themes also further assist the individuals and management to enter into a world of confusions and complexities. The confusions will mostly from the part of the initial levels and stages of the implementation of the balance score card approach (Saunders Cornett, 2014). There must be steps undertaken to solve the complexities and confusions occurring within an organization. The same will be done in a manner that will articulate the use of the approach. The various perspectives of the method of balance score card will be considered by the preparation of the Strategy Map to make the implementation transparent. The sensible and clarity in the picture of the balance score card will be required to be communicated within the business organizations (Ucbasaran et al., 2013). Challenges in the flow of the approach towards the customers The most challenging part is the flow of the implemented policies and strategies among the individuals that will require the engagement of the workforces. The mental and physical strengths will be used and the same will need the mental and physical power and force of the workforces. There will be requirement of the obtaining of the commitment and desired targets of the business organization. The whole approach will turn out to be vague if the individual engagement is not attained or achieved. The non attainment will result in a situation where there will be only the existence of mere records and documents that will be forming part of the period under reporting. Thus, the workforce must be convinced towards the participation in the implementation of the balance score card approach to maintain efficiency (Danaei Hosseini, 2013). Lack in the mechanism of tracking the records There can be scenarios and circumstances that can result in the loss of records of the budgeted and the actual data of the organization. The loss of the track in the mechanism of records can increase in the potential risks and threats of the company. Thus, there must be provision of reminders in small intervals towards the team members to get effectiveness in the implementation of the Balance Score Card. Conclusion Thus, on the basis of the above analysis and evaluation it can be concluded that the Balance Score Card approach is among the most efficient approaches, despite of many potential threats and complexities in the adaptation of the implementation program. The FCH Company must therefore take steps to implement the same by communicating with the employees and other workforces. It will increase the effectiveness and efficiency of the overall company. Thus, from the above analysis we can also conclude that the company must take steps other than focusing and having concern about only the ROI, EBITDA and the overall growth in the sales and revenues of the company for having an effective future and long term stability. Bibliography Abdullah, I., Umair, T., Rashid, Y. Naeem, B., 2013. Developments on balanced scorecard: a historical review.World Applied Sciences Journal,21(1), pp.134-141. Awadh, A.M. Alyahya, M.S., 2013. Impact of organizational culture on employee performance.International Review of Management and Business Research,2(1), p.168. Bhasin, S., 2012. Performance of Lean in large organisations.Journal of Manufacturing Systems,31(3), pp.349-357. Boscia, M.W. McAfee, R.B., 2014. Using the balance scorecard approach: A group exercise.Developments in Business Simulation and Experiential Learning,35. Cian, F., Villiers, E., Archer, J., Pitorri, F., Freeman, K. (2014). Use of Six Sigma Worksheets for assessment of internal and external failure costs associated with candidate quality control rules for an ADVIA 120 hematology analyzer.Veterinary Clinical Pathology,43(2), 164-171. Danaei, A. Hosseini, A., 2013. Performance measurement using balanced scorecard: A case study of pipe industry.Management Science Letters,3(5), pp.1433-1438. Fiege, R., 2012. Social Media Balance Scorecard.Erfolgreiche Social Media Strategien. Flage, R. (2014). A delay time model with imperfect and failure-inducing inspections.Reliability Engineering System Safety,124, 1-12. Gavurov, B., 2012. Source identification of potential malfunction of balanced scorecard system and its influence on system function.E+ M Ekonomie a management, (3), p.76. Johnson, P. F. (2014).Purchasing and supply management. McGraw-Hill Higher Education. Kaplan, R.S., 2012. The balanced scorecard: comments on balanced scorecard commentaries.Journal of Accounting Organizational Change,8(4), pp.539-545. Kartalis, N., Velentzas, J. Broni, G., 2013. Balance scorecard and performance measurement in a greek industry.Procedia Economics and finance,5, pp.413-422. Nrreklit, H., Nrreklit, L., Mitchell, F. Bjrnenak, T., 2012. The rise of the balanced scorecard! Relevance regained?.Journal of Accounting Organizational Change,8(4), pp.490-510. Saunders, A., Cornett, M. M. (2014).Financial institutions management. McGraw-Hill Education,. Ucbasaran, D., Shepherd, D. A., Lockett, A., Lyon, S. J. (2013). Life after business failure: The process and consequences of business failure for entrepreneurs.Journal of Management,39(1), 163-202.