HCE-5710 approach - Hitachi Data Systems Certified Expert - Replication solutions implementation Updated: 2023

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To determine the best ERP systems in the market, Forbes Advisor considered over 20 of the leading providers in the space and narrowed it down to the top 16 providers. These were then analyzed across five primary categories for a total of 25 different metrics. We then weighted each of the overarching categories based on what matters most to businesses.

Here are the metrics we used to evaluate the top ERP systems:

Pricing – 10%

The best ERP systems are affordable and offer a high value for the price. So we considered pricing, as well as contract lengths, scalability, and the availability of free trials and money-back guarantees.

Key Features – 30%

We placed an emphasis on the key features that matter most to businesses seeking an ERP system. For example, we considered whether the systems are cloud-based for accessibility, on-premises ERP, warehouse management, accounting, real-time updates, reporting and analytics and software integrations for maximum flexibility.

Unique Features – 20%

In addition to the key, must-have features, we also considered the unique offerings of each of the best ERP systems. This includes factors such as automation, budgeting and financial management, customer relationship management (CRM) features, forecasting, human resources functionalities, supply chain management and features designed to meet the needs of manufacturers.

Third-party Ratings and Reviews – 10%

To get a deeper understanding of what real users think of the systems, we looked at third-party user reviews and ratings. This metric considers not only the average ratings across numerous rating sites but also the number of reviews each provider has to ensure the rating is reflective of a broad user base.

Expert Score – 30%

Our final metric considers our own first-hand experience and expertise. This factors in qualitative metrics such as value for the price, ease of use, support quality and popularity.

Abstract and Introduction

This study examined the impact of implementing Second Step, a violence prevention program, using a comprehensive, city-wide approach. The evaluation included 741 3rd-5th graders in six schools. Student surveys, behavioral observations, and discipline referrals were used to assess aggressive-antisocial and prosocial behaviors. We found significant improvements in positive approach-coping, caring-cooperative behavior, suppression of aggression, and consideration of others, but no changes in aggressive-antisocial behaviors. Behavioral observations and disciplinary referrals showed no significant changes. The program was implemented with high fidelity and engaged a wide range of participants from the community.
Editors' Strategic Implications: Key implementation issues are presented for a cross-site, city-wide evaluation on "Second Step." School and community officials will benefit from these lessons, as well as the authors' recommendations for further longitudinal study with appropriate comparison groups.

Youth violence is widely recognized as a serious and complex public health problem (Mercy & O'Carroll, 1988; U.S. Department of Health and Human Services, 2001). Several longitudinal studies have demonstrated a link between early aggressive and antisocial behavior in youth and later violence in adolescence and young adulthood (Farrington, 1991; Huesmann, Eron, Lefkowitz, & Walder, 1984; Olweus, 1979; Tremblay et al., 1992). These studies show the presence of a predictable and stable developmental pathway to violence that begins in early childhood (Reid & Eddy, 1997). Therefore, prevention programs must begin early, ideally at the elementary school level or even earlier, in order to break this continuum of violence (Rivara & Farrington, 1995). Schools have been identified as ideal environments for implementing prevention programs (Mayer, 1995; Walker et al., 1996), and a multitude of programs are available to address violence prevention in this setting.

One such program, Second Step addresses the socioemotional skills of children and youth in grades pre-kindergarten through middle school and seeks to enhance their social environment by providing students with social cognitive skills (Bandura, 1986) that enable them to negotiate situations of interpersonal conflict in a non-violent manner (Thornton, Craft, Dahlberg, Lynch, & Baer, 2000). Second Step is already widely used in the United States and Canada, has been adapted for use in other countries (Frey, Hirschstein, & Guzzo, 2000), and offers developmentally-appropriate curricula for children in grades pre-Kindergarten through middle school. The program is recommended as a best practice or "model" program by several organizations-Safe, Disciplined, and Drug-Free Schools Expert Panel (U.S. Department of Education, 2001); Hamilton Fish Institute (1999); U.S. Department of Health and Human Services (2001); Communities that Care (Developmental Research and Programs, Inc., 2000)-because of its modest proven effectiveness combined with its ease of implementation and accessible cost.

Second Step's effectiveness has been tested in several open trial evaluations and one randomized controlled trial, with promising, but somewhat inconsistent, results. A randomized, controlled study of Second Step with 790 second and third grade students in Washington State revealed that the curriculum reduced physically violent behavior in participants and increased the use of prosocial behavior, with effects on physical aggression in the classroom lasting up to six months (Grossman et al., 1997). During the same period, students in the study who did not receive the Second Step curriculum showed increases in physical and verbal aggression at school and no appreciable changes in neutral or prosocial behavior. However, a separate evaluation of Second Step with sixth graders showed less promising effects, which were attributed to a low level of teacher's commitment to the program at some sites, as well as other problems related to program implementation (Orpinas, Parcel, McAlister, & Frankowski, 1995). Other studies of Second Step have reported no change in violent behavior (Botzer, 2003) or in antisocial behavior (McCabe, 2000; Taub, 2002), except with initially highly aggressive children.

Although studies have been inconsistent in their abilities to demonstrate positive effects on violent and aggressive behaviors, they have been consistent in the demonstration of significant improvements in prosocial behaviors that have been shown to precede and predict reductions in student aggression in other studies (Frey et al., 2000; McMahon & Washburn, 2003), including: empathy (McMahon & Washburn, 2003; Ryan, Aten, Auinger, & Miller, 2004; Washburn, 2002), problem solving and understanding of anger management skills (Ryan et al., 2004), social competence and peer engagement (Grossman et al., 1997; Taub, 2002), and awareness of others, classroom climate, and self control (Lillenstein, 2002). Researchers have offered several possible reasons for Second Step's inability to demonstrate a consistent impact on violent and aggressive behaviors, including failures to achieve high and consistent implementation fidelity in the research setting (McMahon & Washburn, 2003; Orpinas et al., 1995), strong teacher buy-in (Orpinas et al., 1995), community involvement (McMahon & Washburn, 2003), and adequate follow-up (Taub, 2002) -- all characteristics linked to prevention program effectiveness. Other characteristics associated with program effectiveness include addressing multiple risk and protective factors (Nation et al., 2003); intensive training and technical support (Domitrovich & Greenberg, 2000; Durlak & Ferrari, 1998; Nation et al., 2003); strong staff and administrative support (August, Lee, Bloomquist, Realmuto, & Hektner, 2003; Kam, Greenbert, & Walls, 2003; Mihalic, Irwin, Elliott, Fagan, & Hansen, 2001). We sought to determine if the effectiveness of Second Step could be enhanced by incorporating these characteristics into its design and implementation. Improving the effectiveness of such a widely-used and accessible curriculum could have broad and important implications for the prevention of school violence.

For the current study, we specifically focused on achieving the following four goals: (1) high implementation fidelity; (2) strong teacher and administrator buy-in and support; (3) high levels of community involvement and support; and (4) the provision of intensive, ongoing training and technical support. This is the first reported implementation of Second Step as a school-community, city-wide intervention. Using a multi-component evaluation methodology, we examined the effectiveness of Second Step in this setting, with the hypothesis that this implementation approach would enhance the effectiveness of Second Step by broadening the scope of the program and addressing some of the potential reasons for lack of success in the past. Our evaluation included three major components: student self-report questionnaires, independent behavioral observations and review of disciplinary referrals. For the current study, we report the effects of Second Step on 3rd and 4th grade students' outcomes in terms of changes in risk and protective factors.

Refrigerator doors are set to become cooler and thinner, due to the introduction of Whirlpool Corporation’s SlimTech insulation, which is the first vacuum-insulated structured (VIS) technology within a fridge.

Whirlpool products are distributed in Australia by Harvey Norman owned Arisit.

Britain’s antitrust regulator is currently investigating Arcelik’s proposed purchase of Whirlpool’s appliances business in Europe.

They claim the deal could reduce choices in the supply of major household appliances and will be referred for a so-called phase-2 investigation unless Arcelik addresses its concerns, the Competition and Markets Authority (CMA) said in a statement last month.

If Arcelik get the rights to the brands, some claim that Australia could also get access to the brand in the future, via their Beko, and Hitachi operations.

The SlimTech insulation can reduce wall thickness by up to 66%, which allows for up to 25% more capacity inside the fridge. Instead of using industry standard polyurethane foam, it uses a proprietary material that is vacuum sealed within the door or sides.

These fridges will be built at Whirlpool’s operation in Ohio, USA, and will roll out more widely in the future.

The material can also be recycled, with the company working on a plan to map out a path to reclaiming the material at the end of a fridge’s use.

This technology also unlocks consumer benefits including, increasing the thickness of insulation walls, which can reduce thermal conductivity, making the fridge up to 50% more energy efficient, and cooling up to 30% faster.

It also enables customisation through metal interiors with cleaner angles inside, which eliminate need for molded plastic interiors, and fewer compressor cycles for maintaining cool temperatures, making these fridges quieter.

Whirlpool chairman and CEO, Marc Bitzer said, “For the past 112 years, we have shaped the landscape of modern home appliances in the kitchen and the laundry room, developing products that have improved life at home for millions of consumers from the introduction of the first electric wringer washer and first home dishwasher.”

“SlimTech insulation is yet another turning point for the industry, and this launch is just the beginning of how we will utilize this technology.”

Executive vice president of corporate relations & sustainability, Pamela Klyn said, “For years low recyclability due to polyurethane foam has created a significant barrier to making refrigerators more sustainable and reducing environmental impact.”

“This is an extremely important leap forward on the journey to a more circular approach to home appliances. Implementation of SlimTech insulation marks the beginning of the end for foam insulated refrigerators.”

Marc Bitzer concluded, “Slimtech insulation technology – along with other latest product launches – shows our commitment to innovation and will allow us to expand our market share and our margins. This is a step change in technology and process innovation that will cascade across the Whirlpool Corporation brand portfolio and manufacturing operations.”

ConsumerAffairs is not a government agency. Companies displayed may pay us to be Authorized or when you click a link, call a number or fill a form on our site. Our content is intended to be used for general information purposes only. It is very important to do your own analysis before making any investment based on your own personal circumstances and consult with your own investment, financial, tax and legal advisers.

Company NMLS Consumer Access #2110672 MORTGAGE BROKER ONLY, NOT A MORTGAGE LENDER OR MORTGAGE CORRESPONDENT LENDER

NOTICE TO VERMONT CONSUMERS:
THIS IS A LOAN SOLICITATION ONLY. CONSUMERS UNIFIED, LLC IS NOT A LENDER. INFORMATION RECEIVED WILL BE SHARED WITH ONE OR MORE THIRD PARTIES IN CONNECTION WITH YOUR LOAN INQUIRY. THE LENDER MAY NOT BE SUBJECT TO ALL VERMONT LENDING LAWS. THE LENDER MAY BE SUBJECT TO FEDERAL LENDING LAWS.

Home Warranty disclosure for New Jersey Residents: The product being offered is a service contract and is separate and distinct from any product or service warranty which may be provided by the home builder or manufacturer.

Consumers Unified, LLC does not take loan or mortgage applications or make credit decisions. Rather, we display rates from lenders that are licensed or otherwise authorized to work in Vermont. We forward your information to a lender you wish to contact so that they may contact you directly.

Copyright © 2023 Consumers Unified, LLC DBA ConsumerAffairs. All Rights Reserved. The contents of this site may not be republished, reprinted, rewritten or recirculated without written permission.

© 2023 Benzinga.com. Benzinga does not provide investment advice. All rights reserved.

© 2023 Benzinga.com. Benzinga does not provide investment advice. All rights reserved.