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7.1 Introduction

Low Sui Pheng Chartridge Books Oxford ePub


A system for quantifying construction quality costs

7.1 Introduction

There are three components that make up quality costs: Prevention, Appraisal and Failure costs. The ISO 9000 standard introduces a quality management system that has been widely claimed would reduce the costs of business. One of the ways it does this is through a reduction in quality costs. The ISO 9000 quality management system establishes work procedures that reduce defects. Proper design and implementation of these work procedures lead to reduced wastage as more work would be done right the first time. Ultimately, the costs of operation would decrease. However, no study has been done based on the above premise. Although it has been widely claimed that ISO 9000 would reduce the costs of doing business, no studies have been undertaken within the context of ISO 9000 certified construction firms. Due to this vacuum, this chapter proposes a cost system to capture site quality costs. The aims of this chapter are to:

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Appendix E – Recreation Requirements

Jorge Antonio Renaud The University of North Texas Press ePub


Recreation Requirements

Following are the minimum hours of recreation to be given each inmate, as agreed to under Ruiz. Units may offer more but not less. For these purposes, dayroom time is counted as recreation (rec) time. (In mid-2001, staffing shortages were serving as an excuse for certain units to begin scaling back these requirements.)

G1, G2, and G3 Minimum—Four hours weekday, one of which must be in a gym or outside rec yard. Seven hours weekend, two of which must be in a gym or outside rec yard

G 4 Medium—Four hours weekday, one of which must be in a gym or outside rec yard. Five hours weekend, two of which must be in a gym or outside rec yard

G 5 Close—Two hours daily, outside rec only

Administrative segregation:

Level I—One hour out-of-cell rec each day, with at least two hours weekly outside; Or two hours out-of-cell rec five days per week, with two hour weekly outside; Or three hours out-of-cell four days per week, with three hours weekly outside. (The Level I schedule will be decided upon by the warden or his/her designee.)

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2.7 Leadership style

Low Sui Pheng Chartridge Books Oxford ePub


Behavioural influence of ISO 9000

2.1 Introduction

The ISO 9000 standard is a quality management system which involves every employee within an organisation, both directly and indirectly. As a management system, it requires discipline within an organisation to ensure that procedures are followed closely by all employees. Unless everyone contributes with the right attitude, the system will not function properly. While documentation is the key to implementation, top management’s commitment, the generous provision of resources and a positive attitude towards ISO 9000 are important attributes which underpin quality management systems. Quality management systems do not function effectively without the support of senior management.

In reality, however, things are not always smooth going. It is human nature to resist change, even for the better. Apart from employees’ reluctance to follow a set of rigid procedures, they may also perceive it as pointless to document procedures for activities which they have been doing every day for many years. The failure of management in securing co-operation and co-ordination adds to difficulties in implementing quality systems. Furthermore, organisation politics is another reality which should not be ignored for managing quality systems effectively. While the technical requirements of ISO 9000 are important, studies have suggested that other non-technical, irrational and socio-political factors may have an equally adverse influence on quality management systems (Seymour and Low, 1990; Low, 1989, 1993).

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Appendix C – Law Library Holdings List

Jorge Antonio Renaud The University of North Texas Press ePub


Law Library Holdings

Following is a partial listing of the books and manuals that all TDCJ law libraries must offer to remain in compliance with court-ordered stipulations concerning access to courts. Many transfer units and smaller units have mini-law libraries, and they offer less, but most attempt to make up the difference via loan programs with other TDCJ law libraries.

1. Federal Reporter 2d.

2. Federal Reporter 3d w/advance sheets

3. Federal Supplement w/advance sheets

4. Supreme Court Reporter w/interim bound volumes and advance sheets

5. United States Supreme Court Digest

6. South Western Reporter 2d, Texas w/advance sheets

7. Texas Subsequent History Table

8. United States Codes Annotated—Title 18: 19 volumes w/pocket parts; Title 28: 13 volumes w/pocket parts; Title 42: 5 volumes w/pocket parts

9. Vernon’s Texas Statutes and Codes Annotated: 108 volumes w/pocket parts

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Medium 9781574411522

Appendix F Good Conduct Time

Jorge Antonio Renaud University of North Texas Press PDF
Medium 9781574414325

Chapter 3 – Food

Jorge Antonio Renaud The University of North Texas Press ePub



Inmates in Texas prison eat in the chow halls because they have to, not because they want. Any chef will tell you that the quality of a meal drops with the amount of people you have to feed. In TDCJ, minimally trained cooks prepare from 1,000 to 3,000 meals three times a day, under minimal quality standards, and with only the pride they and an occasional professional wearing TDCJ gray bring to their jobs. The courts have ruled, and rightly so, that good taste cannot be dictated. The standard applied to institutional meals is that they be hot and nutritious. In turn, state dieticians and various medical experts set out the nutritional standards TDCJ follows. Inmates get three meals a day, and if an inmate eats all that he is offered, he will be assured of the minimal daily requirements of vitamins and minerals that medical experts say he needs to survive.

Meals consist of: three four-ounce servings of three different vegetables; a four-ounce serving of beans; a scoop of potatoes or rice; a piece of meat (except at breakfast); two pieces of bread, or two biscuits, or a three inch square of cornbread; and dessert at lunch (which can be cake, pie, gelatin, or pudding). That’s it. If you complain, or ask for more, chances are good that the staff will take your tray and order you from the chow hall.

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Medium 9781574413175

Appendix Two: Timeline

Bill Neal University of North Texas Press PDF




“Parson” Joseph Perkins Sneed, Tennessee circuit-riding

Methodist preacher, migrates to Texas and settles in Central

Texas area north of Austin.


Tennessee native James Boyce migrates to Texas and settles in the same Central Texas area.

May 8, 1842

Albert Gallatin Boyce, son of James Boyce, is born near Austin.


Dudley H. Snyder, Mississippi native, migrates to Texas at the age of twenty-one and settles a short distance north of



John Wesley Snyder, younger brother of Dudley H. Snyder, migrates to Texas, soon followed by a third Snyder brother,

Thomas Shelton Snyder. All settle in the same Central

Texas area.

July 24, 1875

Al Boyce, Jr., son of Colonel Albert G. Boyce and wife, Annie

Boyce, is born.

Dec. 30, 1877

John Beal Sneed, son of Joseph Tyre Sneed and wife,

Lillian Beal Sneed, and grandson of Joseph Perkins Sneed, the Methodist parson, is born.

Aug. 15, 1879

Lenora (Lena) Snyder, daughter of Thomas Shelton Snyder, is born.


Famous three-million-acre XIT Ranch carved out of Texas

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9. Ascending the orbit-shift mountain

Steve Bax Kogan Page ePub


Ascending the orbit-shift mountain

Making orbit-shifting innovation happen is more like scaling a daunting, unclimbed mountain than like managing just another tough project.

What makes orbit shifters take on and not just survive but thrive through these at once amazing but painful orbit-shift journeys? They see the innovation journey as an unclimbed mountain with multiple thresholds. They approach it like an adventure into the unknown, with a sense of both fear and anticipation.

As Todd Skinner, the mountaineer said:


If you are not afraid, you have probably chosen too easy a mountain. To be worth the expedition it had better be intimidating. If you dont stand at the base uncertain how to reach the summit, then you have wasted the effort to get there. A mountain well within your ability is not only a misspending of resources; it is a loss of opportunity across a lifetime of potential achievement (Skinner, 2003).

Settlers, on the other hand, see an orbit-shifting innovation journey merely as a process to be followed, another project to be managed. They hope that a mature process will bring certainty to an intrinsically uncertain and unknown terrain. They attempt to fit innovation to the traditional ways of working: All we need to do is have a chief innovation officer (CIO) and a mature innovation process this should ensure the success of innovation.

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Chapter 6 – Administrative Segregation

Jorge Antonio Renaud The University of North Texas Press ePub


administrative segregation

There are stories about the new Super-Seg and Super-Max Units, stories that focus on the inhumane aspects of those prisons. Marion in Illinois, Pelican Bay in California—they and the prisons like them are the new Alcatrazes. There the supposedly incorrigible are sentenced to years of subhuman life, their movements dictated by shadows behind unbreakable glass, a red, blinking glare of light sensors admitting them in and out of echoing corridors. These are places where life is twenty-four hours of enforced loneliness. The only human contact allowed is when one is transferred, shackled with leg irons and handcuffs, and in some cases wheeled on a gurney, a mask over one’s face, like so much savage freight.

As I write this, there are four super maximum-security prisons in Texas—Estelle, Smith, Clements, and Allred High Security Units. While they are undoubtedly more secure, with unit policies that result in inmates being isolated from each other in ways not possible on other units, the great majority of Texas inmates in ad/seg are on units where the ad/seg wings are part of the general prison, not in the four stand-alone high security units. That is not the case in California, where Pelican Bay is, by policy, practice, and physical attributes, set apart from every other California state prison. The policies that govern Texas ad/seg are the same, whether the ad/seg environment consists of the dilapidated, six by nine feet pre-Ruiz cells on Wynne, Eastham, Ellis, Coffield, or other older units; the newer, more spacious ad/seg wings on Robertson, Hughes, Michael, and other pod-like wings built after Ruiz; or whether on the four units built specifically as ad/seg units, touted as such by politicians and designed to be more secure, more spartan, and thus more feared. However, after conversations with various inmates who have done time in many ad/seg environments, including the super maximum units, the biggest adjustment (and perhaps the only major difference) is the level of loneliness. On the non-high security units, it is still fairly easy to communicate with other inmates. That is not the case on the new high security units. The level of isolation is such that most of the inmates I’ve spoken to all agree that merely holding on to one’s sanity required a level of strength and inner resources they did not know they had.

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Chapter 5 – Work

Jorge Antonio Renaud The University of North Texas Press ePub



It comes as a shock to the mostly lazy, unskilled criminals who come into the Texas prison system that, unlike the federal system or most other state prisons, Texas inmates must work. And they do not get paid. Anything. (More on the financial situation in Chapter nine: Money.) Inside and outside, in snow and rain, day and night, whenever TDCJ needs something done, chances are that an inmate is assigned to do it.

Most inmates who are physically fit are first assigned to work in the fields, in what are called work squads, hoe squads, or sometimes just the Line. The Line is not actually considered a job. It is a way of indoctrinating inmates—especially younger, first-time inmates—to the system, and it is punishment for inmates losing other jobs through disciplinary infractions. Sometimes, it is just punishment for angering the wrong officer.

On most units, the Line does field work. Inmates in the fields plant, weed, thin, and harvest fruits and vegetables. Texas prison crops range from watermelons, peanuts, eggplants, and beets to the more traditional vegetables and, of course, King Cotton.

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6.4 Implications of survey findings

Low Sui Pheng Chartridge Books Oxford ePub


ISO 9000 for small construction firms

6.1 Introduction

The application of ISO 9000 Quality Management Systems (QMS) seems to be confined presently to the larger construction firms and not their smaller counterparts. However, many of the smaller firms are employed by large construction firms as their subcontractors. It therefore appears that QMS should also be extended to the smaller construction firms if the long-term objective of developing a construction industry which is capable of producing consistently good quality work is to be achieved (Low, 1995). This chapter presents the findings of a survey which examined the reasons why small construction firms are not receptive to ISO 9000. It also suggests measures to overcome some of the hurdles currently faced by small construction firms when developing and implementing quality management systems within their organisations. Total Quality Management within the construction industry can be achieved only when both large and small contractors have implemented quality management systems in their operations.

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3 Existential Damages

Molé, Noelle J. ePub

There is nothing better for a man, than that he should eat and drink, and that he should make his soul enjoy good in his labor.

—Ecclesiastes 2:24

Putting the soul to work: this is the new form of alienation.

—Franco “Bifo” Berardi

The soul that we are constantly constructing we construct according to an explanatory model of how we came to be the way we are.

—Ian Hacking (1998)

Mr. G worked as an engineer for Telecom in Pisa, where he was responsible for the Tuscan maritime area (Tribunal of Pisa, April 10, 2002, in Meucci 2006: 490). He had been instructed to minimize the overtime of his staff and had taken measures to follow those orders. However, his actions provoked a union reaction and, in response, Mr. G filed suit to protect his job position. Following disciplinary action by Telecom, Mr. G was transferred to Florence in June 1999 and was told, informally, that this was done to appease the National Union Coordinating Group. He was moved once again to Pisa by the next month. At that time, Mr. G was denied the monthly raise in salary that his colleagues had received, and he filed suit in the Florence Tribunal (which he later won, in January 2001). In January 2000, Telecom hired a new engineer for the Tuscan maritime branch and Mr. G was stripped of his professional role. Although he presented his case to the attorney general’s office (procura della repubblica), he was still fired later that month. He was rehired in February and transferred, once again, to Florence, and Telecom took legal action to justify the legitimacy of the transfer. At this point, Mr. G sued for mobbing, professional damages, and loss of dignity, and he contested the transfer. As part of his ruling on the case, Judge Nistico, citing Article 2087 of Italy’s Civil Code, reflected on the case:

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6 Dreaming of a Self beyond Whiteness and Isolation

john a. powell Indiana University Press ePub


Dreaming of a Self Beyond Whiteness and Isolation

We are all androgynous, not only because we are all born of a woman impregnated by the seed of a man but because each of us, helplessly and forever, contains the other – male in female, female in male, white in black and black in white. We are a part of each other. Many of my countrymen appear to find this fact exceedingly inconvenient and even unfair, and so very often do I. But none of us can do anything about it.

James Baldwin, “Here Be Dragons”

What men believe to be true is true in its consequences.

Alfred North Whitehead, in David R. Loy, The World Is Made of Stories

Some years ago, I conducted an exercise in a class on the history and nature of the self. Most of the students in the class were white, and most were law students. After reading some neo-Jungian articles about dreams, and dreams in relation to identity, I asked the class how many of them had ever dreamt that they were something non-human: an animal perhaps, or something inanimate. The vast majority of the class affirmed that they had. In their dreams, they had been foxes, spirits, and clouds. Then I asked them how many of them had ever dreamt that they were someone of a different race. Only a couple of students raised their hands. The number who had dreamed about being of a different gender or sexual orientation was only slightly higher.

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14 “Dying by littles”

Gary M. Lavergne University of North Texas Press PDF

chapter fourteen

“Dying by littles”

“The [capital murder] statute fairly well covered the field, but it doesn’t cover this.

. . . As far as I am concerned it ought to be.”

—Norman Kinne

Assistant District Attorney, Dallas County



ot long after Abdelkrim Belachheb shot and nearly killed

John McNeill, McNeill met with Norman Kinne as the latter prepared for trial. McNeill fully expected that one day he was going to be able to witness Belachheb’s execution. Kinne had the task of telling McNeill that the crime Belachheb had committed amounted to six counts of murder—not capital murder, meaning no death penalty and certainly no execution. John became angry and the best Kinne could do was assure him that the law was going to be changed.1

“Charlie [Belachheb] got the maximum penalty under the law, which is not enough,” Kinne told the press immediately after trial.

“He should have gotten the death penalty.”2

There was even some question as to whether Judge Meier had the right to “stack” Belachheb’s life sentences. In 1984, any sentence could be stacked, except for some instances of theft. Shortly after she sentenced Belachheb, Frank Jackson called Judge Meier at home and said he didn’t think she could make the sentences

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Chapter 9 – Money

Jorge Antonio Renaud The University of North Texas Press ePub



Let’s talk about what got many of us in prison: money.

First, TDCJ inmates are not paid. No matter how hard we work, for how many years, we do not receive a penny. Various groups have tried to convince Texas lawmakers to pay inmates a tiny daily stipend. Texas is one of only two or three states that does not pay its inmates. But it takes a courageous legislator to tell his constituents, “Yes, I know these guys robbed and raped and sold drugs and carjacked—I still think we need to pay them.”

The legislator might be risking political suicide before he could explain the benefits of making sure that by paying inmates, you could ensure that many don’t come back. That would make paying inmates cost efficient, on both monetary terms and humanitarian grounds, because many of us would then not commit the murders and robberies that leave so many innocent victims in our wake. But those benefits are lost in the hazy, blood-red world created by prosecutors bent on convictions now in exchange for misery later.

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