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Green County, WisconsinEdit This Page
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Guide to Green County Wisconsin ancestry, family history, and genealogy research page. Birth records, marriage records, death records, census records, family history, and military records.
United States Wisconsin Green County
|Green County, Wisconsin
Location of Wisconsin in the U.S.
|December 8, 1836
|County Seat
| Green County Courthouse
1016 16th Avenue
Monroe, WI 53566-2098
Phone. 608.328.9430
County Courthouse
Green County Courthouse
1016 16th Avenue
Monroe, WI 53566-2098
Phone. 608.328.9430
Register of Deeds has birth records from 1907,
marrage records from 1846, death records from 1878
and land records; Clerk Circuit Court has divorce and
Court records County Judge has probate records [1]
Historical Facts
Parent County
1836--Green County was created 8 December 1836 from Iowa County. County seat: Monroe [1]
Boundary Changes
For animated maps illustrating Wisconsin County boundary changes, "Rotating Formation Wisconsin County Boundary Maps" (1790-1961) may be viewed for free at the MapofUS.org website.
Record Loss
For a list of record loss in Wisconsin Counties see: Wisconsin Counties with Burned Courthouses
Places / Localities
Populated Places
Neighboring Counties
Bible Records
- State Line Cemetery, Davis BillionGraves. This cemetery literally straddles the state line, with the bulk of the cemetery, and therefore nearly all of the burials, actually in Illinois. Access, however, is from East State Line Road on the Wisconsin side.
- Monroe Wisonsin Cemeteries
1855 Wisconsin State Census— Free indexed the 1855 Wisconsin State Census can be searched on the FamilySearch Record Search This census includes name of head of family, individuals in the household by sex and race, number of deaf and dumb, blind, insane and foreign born.
1885 Wisconsin State Census Free indexed the 1885 Wisconsin State Census can be searched on the FamilySearch Record Search This census includes name of head of family, individuals in the household by sex and race, number of deaf and dumb, blind, insane and foreign born.
Church History and Records
- Records of the American Lutheran Church, Brooklyn, in Evangelical Lutheran Church in America database at Archives.com
Court Records
Crime and Criminals
Ethnic, Political, or Religious Groups
Land and Property
- Old Antique Atlases Maps of Wisconsin
- Family Maps of Green County, Wisconsin (land patent maps) at HistoryGeo.com Free surname search.
Military History and Records
Civil War
Civil War service men from Green County served in various regiments. Men often joined a company (within a regiment) that originated in their county. Listed below are many companies or regiments that were formed from men of Green County.
- - 1st Regiment, Wisconsin Cavalry, Company K
- - 2nd Regiment, Wisconsin Cavalry, Company I
- - 5th Regiment, Wisconsin Infantry Reorganized, Company I
- - 5th Independent Battery, Wisconsin Light Artillery
- - 8th Regiment, Wisconsin Infantry, Company H
- - 9th Regiment, Wisconsin Infantry, Companies F and K
- - 9th Regiment, Wisconsin Infantry Reorganized, Company B
Naturalization and Citizenship
Newspaperarchive.com has historical newspapers available on-line. Their database has Freeport, Illinois newspapers from the late 1800's and early 1900's that covered local news on residents from Green County. The Rock Island Public Library in Rock Island, Illinois provides free access to this database at its library.
Probate Records
- Wisconsin, Probate Estate Files, 1848-1933 - includes files from 1848-1885; via FamilySearch. As of 5/29/11 included images that can only be browsed, not searched.
See also a List of Wisconsin Archives, Libraries, Publications, Historical & Genealogical Societies
Archives, Libraries and Museums
County Courthouse
Family History Centers
|Centers provide: • Personal one-on-one assistance • Access to genealogical records through the Internet or microfilm loan program • Free how-to classes (varies by location). See Family History Centers for more information.
Vital Records
Voting Registers
Web Sites
- Green County, WI History, Records, Facts and Genealogy
- Wisconsin Genealogy Network Community on Google+
- Wisconsin Genealogy Network Group on Facebook
- FamilySearch Catalog
- ↑ 1.0 1.1 The Handybook for Genealogists: United States of America,10th ed. page 756 Green County, Wisconsin (Draper, UT:Everton Publishers, 2002).
|This Wisconsin-related article is a stub. You can help by expanding it.
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Castiglion Del Bosco
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Monday 10th November
Quiet day today – we hung around Ambra doing financial business and organizing returning our car in a couple of weeks. We also walked down to Pratesi, which is a shoe outlet, and I bought some nice 'sandals' and a matching bag – both nice leather in tan. Good prices! Lunch was at home and after that we drove into Montevarchi – initially to Pradha again – to have a look if there was anything affordable with 50% ...
Today we slept in a little and hung around Ambra for a while – had a good talk with Alexander as Emily has just left. Then we went to Silvia's place – looked at her new garden developments and then picked up Duche from school. Lovely quick lunch and then we drove the 'boys' into Levane and then onto the autostrada to Guacila?? We left them at the stadium and then Silvia took us to the Ceraldo Monastery – I may have the ...
Adventures in Tuscany
... We had a nice tasting with a variety of foods and four very nice wines. After leaving Montepulciano, we drove to Pienza which is famous for its pecorino cheese. Many of the stores were closing, but we found a nice place for dinner. It was a great day driving around and seeing many different Tuscan towns. According to my Fitbit, we walked 19, 584 steps and 7.7 miles! I think some of that may have included ...
Climbing a mountain after a 13 mile hike
... by Florence until 1861 when it became part of a reunited Italy.
Toward the end of our 25 kilometer walk from Buonoconvento to Montalcino our directions indicate that while there have been some uphill climbs and some downhill walks we are in for a "steep up hill" to reach our hotel that sits atop Montalcino. Italy is the home of concrete. During the Roman Empire, engineers discovered concrete and many of the Roman structures ...

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The European Union (EU) NanoSafety Cluster announced on March 18, 2014, the availability of an online nanosafety database survey. According to the EU Nanosafety Cluster, this is the first survey in a biannual effort to collect, organize, and share up-to-date information about nanosafety-related databases worldwide. The EU NanoSafety Cluster will continuously update the list of databases "with new valuable insight along its development." The objective is to help owners and administrators of nanosafety-related databases increase awareness of their databases and to ensure interoperability of data. Reponses to the survey are due April 18, 2014.
Topics: Databases, EU, Nanotechnology, Surveys
Published In: International Trade Updates, Science, Computers & Technology Updates
DISCLAIMER: Because of the generality of this update, the information provided herein may not be applicable in all situations and should not be acted upon without specific legal advice based on particular situations.
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Mofos spoon VIDEOS (146)
This party started when one of the girls suggest a contest of the best butt and we were there to judge and reward those bitches with a good dose of cock!
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It's sensual dice time and what better way to play it then with a group of hot chicks who are more than willing to take off their clothes & suck cocks.
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Sara and Nicole were in the parking trying to find a place to party, suddenly they heard somebody asking them if they are able to come up and have some then go to party. They were ok with the idea. So you have to watch till the end to see if they par...
That party was crazy, I'm glad we taped it. I scored the hottest girl in school (Madison Chandler) and Bruno fucked Autumn Lee, the second hottest one, It was amazing. We played strip pool and after that the girls did some naked trampoline stuns. I'...
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My bro and I went out clubbing last Friday night. We were driving to another club while we ran into Kimmy and Tessa in their cab. They were both gorgeous and obviously in the mood for some real party. When they started kissing each other, we knew rig...
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So it's Dynasty's birthday and the party was something else! Classic surprise party situation. Got all of our friends together for an amazing time for an amazing girl. Fucking, sexy too. An in true form, she and five others got down to their birthday...
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I used to work security at a hotel. I get a noise complaint from some guests upstairs. I check it out and find the three hottest chicks on the planet going wild in their room! They've got a camera and everything! They must have been crazy 'cause all ...
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We had a little Cinco De Mayo party not to long ago and well, it kinda got out of hand. People be getting naked and shit, and well these two girls, Ava and Riley were horny as fuck. Who are we to not partake in the festivities right?
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Me and the girls were in Hollywood in the back of a stretch limo filming our wild night. The only thing missing were the dudes, which definitely weren't hard to find!
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MINSK, BELARUS — Tensions between authoritarian Belarus and the West have soared as the European Union announced it was recalling all its ambassadors to the former Soviet republic in response to Belarus asking the EU and Polish ambassadors to leave.
The tit-for-tat moves Tuesday follow the latest EU sanctions on Belarus. The withdrawals of the diplomats will further isolate Belarus from Europe, with which it has been feuding over human rights issues, and push Belarus even closer to Russia, with which it has an awkward alliance.
EU foreign policy chief Catherine Ashton made the announcement of the bloc-wide withdrawal late Tuesday, hours after the Belarusian foreign ministry said the EU and Polish ambassadors should leave. Belarus also said it was withdrawing its ambassadors to Poland and the EU.
Ashton said the envoys were being "withdrawn for consultations to their capitals" in "an expression of solidarity and unity." In addition, all EU member states will summon Belarusian ambassadors to their foreign ministries.
There was no immediate comment from Belarus on Ashton's announcement.
The moves came one day after the EU Council voted to add 21 names to a list of some 200 Belarusian officials prevented from travelling to EU countries because of human rights violations. The officials also face an assets freeze.
The EU sanctions target the authoritarian country's repression of political opposition, including frequent jailings.
They date back to the December 2010 presidential elections, in which more than 700 people — including seven candidates — were arrested in the wake of a massive protest against alleged vote fraud. Strongman President Alexander Lukashenko was declared the winner.
The president of the European Parliament, Martin Schulz, decried Belarus' move on Tuesday, saying: "I consider it a hostile act."
"It is intolerable for us as Europeans to see human rights and citizens' rights in Belarus thus violated. This is the last dictatorship in Europe," German Foreign Minister Guido Westerwelle said.
Lukashenko has led Belarus since 1994, retaining Soviet-style controls over the economy and cracking down on opposition and independent media. Despite his support from Russia, Lukashenko has accused Moscow of angling to grab Belarusian economic assets and erode his country's sovereignty.
His predecessor, Stanislav Shushkevich, said Tuesday's moves appeared to signal a step-up in repression.
"Lukashenko needs confrontation with the EU in order to be unhindered in putting more political prisoners in jail," he said.
Lukashenko is the focus of increasing dissent at home amid an economic crisis that has gripped the country for most of the past year, in which the ruble's value has fallen by more than a third. As the crisis deepened, Belarus sold full control of the country's natural gas pipeline network to Russia's state gas monopoly.
Belarus has previously expelled diplomats and used other pressure tactics to punish foreign powers for what it claims are attempts to interfere with its sovereignty.
Belarus expelled the U.S. ambassador in 2008 — the embassy is now led by an interim charge d'affaires. Soon after the disputed presidential election, it ordered the closure of the local office of the Organization for Security and Cooperation in Europe, the group whose observers were critical of the election.
In the run-up to the 2010 election, the 27-member EU had raised hopes of an easing of repression by offering Belarus substantial economic aid if it held a free and fair election.
Although campaigning by opposition candidates was unusually unhindered, the vote count, in which Lukashenko was said to have received nearly 80 per cent, was widely regarded as fraudulent.
The ensuing crackdown on the opposition, including violent police dispersal of a massive rally, effectively ended hopes for near-term improvement in relations with the West.
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this ring is somewhat disappointing, in that the stone is almost colorless. you dont find this out until you check out, when it's referred to as "goshenite". but for that, i would have given this 5 stars. the "aquamarine" stone is beautiful, and the cut is excellent. the diamonds are tiny, and would stand out more if the "aquamarine" had more color. the band is very delicate and feminine, and the sizing is a true fit. if you are unsure, go up a size, as the band is sizable. except for the lack of color, this ring is what you see in the photo. since i do like the look of it, i will keep it.
They ran out of stock on this one and subbed another ring. I was going to return but my wife liked the other one as well so she kept it and is enjoying it. I do not think the sub was as nice as the one I ordered but as long as she is happy I'm okay.
My boyfriend ordered me this ring as a promise ring after we had previously picked out another from a different store. The previous ring had a number of flaws and as time went on they only got worse. So, when I received this new ring I beyond relieved! I'm normally not a fan of yellow gold but the pale blue of the stone goes perfectly with the delicate gold band. The ring a comfortable light weight and shines perfectly. I don't think I could be any more pleased with my purchase. I will definitely be purchasing more from Overstock!
This was purchased as my engagement ring. It looks just like it is pictured above, it's beautiful! Although, I just wanted the gemstone, it's a clear blue don't expect any bright or deeper hues of blue. It's more clear with a hint of powder blue. Since I just wanted the gemstone, I'm getting rid of the band and the itty bitty diamonds and using it to buy a pave diamond band which is the perfect engagement ring for me! The stone is huge!
I loved the ring at first and was going to get it sized to fit better. But within a month of receiving it, the stone fell out. Now I need to have the ring sized as well as have the stone remounted at additional expense to me.
This ring looked nothing like the photo. It looked like cheap costume jewelry and it even had a big made in "china" stamped on the inside of the gold band. I immediately returned this ring.
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I had one attorney for a probate matter but he was released because couldn't finish so I got a second attorney in a different firm. How long does the first attorney have to keep his records, the case is still open?
First-please consult the second attorney for his/her opinion on the matter.
As a probate attorney-I always keep my work product electronically scanned and as first attorney(or firm) be happy to send copies of complete file to second attorney.
The FL bar suggests keeping files for at least 6 years. Many attorneys keep files digitally (paperless), which would mean they keep them forever.
While the Florida bar says keep for 6 years I have mine for the last 20 years or more
I have never destroyed probate files. It sound practice to keep them indefinitely. Second, if the matter is turned over to a second attorney, the entire file is in most cases given and letter is sent saying these are the originals or copies depending on the situation.
Hope this helps.
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A system for assigning human resources to service tasks. A long term forecasting module enables one or more users simultaneously working on that module to assign tasks that should be fulfilled in the each specific region, based on analysis of past demand and actual service operations. A mid-term planning module enables one or more users simultaneously working on that module to roughly allocate resources to fulfill actual future tasks and expected task demands. A short-term scheduling module enables one or more users simultaneously working on that module to roughly allocate specific human resources to fulfill actual tasks. A coordination module immediately propagates any change in the parameters of the human resource assignments resulting at any one of the forecasting, planning or scheduling modules to effect the other two modules. An analyzing module repeatedly checks the assignment actual status upon any introduction of an assignment update by the forecasting and planning modules to detect discrepancies and to generate alerts to correct those discrepancies.
1. A method for assigning human resources of an enterprise to service tasks, each assignment involving at least the parameters of:
a. �what��the task that should be fulfilled;
b. �who��the human resource that will handle the task;
c. �when��the time frame in which the task should be performed;
d. �for whom��the customer for whom the task fulfillment is required; and
e. �where��the region, out of a plurality of regions serviced by the enterprise, in which the fulfillment of a task is required;
the method comprises the following steps which are performed simultaneously:
A. Long term forecasting tasks that should be fulfilled in each specific region, based on analysis of past demand and actual service operations;
B. Mid-term planning, by roughly allocating resources to fulfill actual future tasks and expected task demands; and
C. Short-term scheduling of specific human resources to fulfill actual tasks;
The method is characterized in that each change in the parameters of the human resource assignments resulting from either one of the forecasting, planning, or scheduling steps is immediately propagated to effect the other two steps, and a further analyzing step is repeatedly carried out for checking the assignment actual status upon any introduction of an assignment update by the said forecasting and planning steps, for detecting discrepancies, and generating alerts for facilitating correction of said discrepancies.
2. A method according to
3. A system for assigning human resources of an enterprise to service tasks, each assignment involving at least the parameters of:
a. �what��the task that should be fulfilled;
b. �who��the human resource that will handle the task;
c. �when��the time frame in which the task should be performed;
d. �for whom��the customer for whom the task fulfillment is required; and
e. �where��the region, out of a plurality of regions serviced by the enterprise, in which the fulfillment of a task is required;
the system comprises:
A. A long term forecasting module for enabling one or more users simultaneously working on the module to assign tasks that should be fulfilled in each specific region, based on analysis of past demand and actual service operations;
B. A Mid-term planning module for enabling one or more users simultaneously working on the module to roughly allocate resources to fulfill actual future tasks and expected task demands; and
C. Short-term scheduling module for enabling one or more users simultaneously working on the module to roughly allocate specific human resources to fulfill actual tasks;
D. A coordination module for immediately propagating any change in the parameters of the human resource assignments resulting at either one of the forecasting, planning, or scheduling steps to effect the other two modules; and
E. An analyzing module for repeatedly checking the assignment actual status upon any introduction of an assignment update by the said forecasting and planning modules, for detecting discrepancies, and for generating alerts and facilitating correction of said discrepancies.
4. A system according to
5. A system according to
6. A system according to
7. A method according to
8. A system according to
[0001] The present invention relates to the field of managing service organizations. More particularly, the invention relates to a method and system for human-resource assigning.
[0002] A critical role of process management is ensuring the match of available resources to the tasks the organization is required to perform. In service processes, the main resources are the service professionals (such as field service engineers, help desks or call center agents, insurance assessors, business consultants, etc.) with their available work hours. Other resources include vehicles, tools and equipment, spare parts, office space (e.g., meeting rooms), etc.
[0003] The service tasks are usually initiated by customer demands, and typically, they are not predictable on the micro-level. There is no way to predict when a specific customer will call and request a service.
[0004] Thus, the service organization faces the challenge of accurately managing the size, mix of skills and regional allocation of its resources to meet future unknown and unpredictable demands. Erring by allocating too few resources results in failing to meet customer expectations, risking losing customers, and sometimes also requiring the service organization to pay contract-specified penalties. Erring by allocating too many resources results in spending excessive money on resources that are not fully utilized. Time cannot be stored, and thus every hour that a resource is not utilized is lost forever (this is in contrast to manufacturing of physical goods, in which extra machine capacity may be used to produce a stock which will be sold later). Obviously, it is not enough to decide on one group of service professionals for the whole organization. The decision needs to pare down to some extent (depending on the organization). For example, setting number of service professionals for each region serviced by the organization, and within a region setting the size of staff in each skill category or product line (e.g. installation experts vs. maintenance experts) in each region.
[0005] Characteristic Work Flow
[0006] The four discrete steps that typically characterizes a service-management decision process are:
[0007] Analysis: Using statistical and data-analysis methods to project past trends into future expectations of size and types of demands in the regions and time periods of interest.
[0008] Forecasting: Combining data from analysis with knowledge of expected events (e.g., product launch) to get a rough prediction of the number and types of demands in the regions and time periods of interest. Unlike analysis, forecasting requires making management decisions when choosing between different possible future scenarios and different possible interpretations of past data.
[0009] Planning: Capacity assessment and planning of manpower using the forecasted demand data, assessing whether there is a shortage or surplus, and accordingly setting the size and types of staff to meet that demand. For example, in the face of increasing demand, the organization can decide to hire more staff, cross-train existing staff, change overtime and/or vacation policy, or transfer staff from another region.
[0010] Scheduling: On a short period (daily, weekly, etc.) as concrete customer demand becomes clearer, micro-level decisions are made regarding the allocation of specific resources to specific demands, e.g. �Service Engineer E will handle task K at time T�.
[0011] The service-management decision process of the prior art generally suffers from the following drawbacks:
[0012] Each phase must be completed and fully committed before a successive stage begins;
[0013] No way to back-track;
[0014] Work intensive, which results in the need of excessive manpower.
[0015] There are many variations on this framework, wherein certain steps in this description may be merged and some other steps split. For example, the scheduling step may be split into a time-commitment (e.g., saying to customer �someone will be at your site tomorrow between 8:00 and 12:00�, without committing to which specific service engineer will handle this task), followed by later refinement specifying all the assignment details.
[0016] Generally, different functions handle the different types of planning. For example, a higher-level management typically handles the forecasting and capacity planning, while local dispatchers handle the day-to-day detailed scheduling.
[0017] In many cases, the planning steps also cross organization boundaries. For example, a large service organization may use a capacity planning to decide on the amount of outsourcing required, and sign appropriate agreements with smaller organizations. Later, when a specific demand arrives, the primary contractor will assign it to one of the subcontractors, but will not make any decision as to which of the subcontractor's employees (and which other resources) will be assigned to the task.
[0018] In the prior art, each of these four steps is managed independently and separately, using different manual or computerized tools, with no integrative method of moving information back and forth between the steps. Once a step is performed, it must be completed across all its dimensions (e.g., before moving into capacity planning, you need to do the forecasting for all regions and all task types), and there is no efficient way of moving back and forth across these steps. In today's world, such a structure is no longer effective, because of factors such as:
[0019] Outsourcing is very prevalent: larger organizations are created by consolidating smaller ones, and independent organizations tend to cooperate or be in some �competitive� modes;
[0020] The tasks become more and more complex; and
[0021] The customers expectations become higher.
[0022] These procedures are not a good match for real planning needs. Service organizations do not really have several discrete problems, e.g. one for capacity planning and one for fine-tuned scheduling. Rather, they have a continuum of problems, in which part of the demand is presently managed al a macro level and another part of the demand is managed at a micro level.
[0023]FIG. 1 schematically illustrates an example of the development of a continuous spectrum of decision problems faced by a service organization, according to the prior art. The columns represent the different decision dimensions�e.g. decision on Who performs some action; What action is performed; etc. Each row describes a different type of decision, where the differences are characterized by the specifity or generality of each part of the decision. For example, on the �Who� dimension, a general decision might affect a whole group of service professionals (such as a whole region) as shown in the first row, while a specific decision might affect only one person.
[0024] Existing Service Management Products
[0025] In the field-service workforce management world, there exist micro-level scheduling products such as:
[0026] ServicePower (http://www.servicepower.com);
[0027] MDSI (http://www.mdsi-advantex.com), and others.
[0028] In service desk and call-center scheduling, companies such as Blue Pumpkin (http://www.bluepumpkin.com) offers forecasting, staffing, scheduling, reporting and monitoring tools, but they emphasize the step-by-step nature of using these tools.
[0029] The disciplines of forecasting, planning, and scheduling arose from the manufacturing industries, where they evolved from MRP (Materials Resource Planning) to ERP (Enterprise Resource Planning). Optimization of such plans falls under the category of Supply Chain Optimization, and is led by companies such as i2 (http://www.i2.com). Such products optimize and synchronize plans across the different product stages from raw material to delivery (�buy-make-move-store-sell�).
[0030] All the methods described above have not yet provided satisfactory solutions to the problem of human resource assigning to provide services.
[0031] It is an object of the present invention to provide a method and system for the assigning of human resources to provide services, upon which the performance of all resource planning steps is contiguous.
[0032] It is another object of the present invention to provide a method and system for the assigning of human resources to provide services, upon which the refinement of the results of each step is iterative.
[0033] It is a further object of the present invention to provide a method and system for the assigning of human resources to provide services, which allows the organization to make as much or as little commitment at each step at high or low levels of any of the hierarchies as required.
[0034] It is a still further object of the present invention to provide a method and system for the assigning, of human resources to provide services, in which the organization is allowed to proceed at different levels for different regions, task types, resource types etc.
[0035] It is a still further object of the present invention to provide a method and system for the assigning of human resources to provide services, which allows viewing and analyzing planning status at any level of detail.
[0036] It is a still further object of the present invention to provide a method and system for the assigning of human resources to provide services, which enables sharing information and decision workflow between different planning steps, different management functions, different cooperating, organizations, and different levels of detail.
[0037] It is a still further object of the present invention to provide a method and system for the assigning of human resources to provide services, in which computer-aided optimization is enabled for each planning step and across planning steps.
[0038] Other objects and advantages of the invention will become apparent as the description proceeds.
[0039] The invention is comprised of a set of integrated tools, databases, communication protocols and methods, that together offer a smooth back-and-forth transition between macro and micro decisions.
[0040] In one aspect, the present invention is directed to a method for assigning of human resource for service in an enterprise, comprising:
[0041] a) Providing data regarding historical needs and future demand for human resource for service, with relevance to skill, geographical position, company and time, the data regards to the enterprise;
[0042] b) Forecasting the requirements for human resource for service in long-term according to the data;
[0043] c) Planning and updating the human resource according to the forecast, subject to policy and available human resource, and updating the data accordingly;
[0044] d) Assigning human resources according to the planning and the availability of human resource, in order to handle recent calls for service;
[0045] e) Upon a change in the available human resource for service in the enterprise or upon a change in demand for service in the enterprise or upon a change in the service policy in the enterprise, propagating the effects of the changes to the subjects of the above steps a-d.
[0046] f) Continuously analyzing the effects of a-d to detect discrepancies and/or problems resulting from changes, and optionally suggesting ways to resolve the same.
[0047] Optionally, the steps of forecasting, planning and assigning are performed simultaneously by different organization members.
[0048] The method may further comprise assigning of human resources of the enterprise to another enterprise.
[0049] The method may further comprise assigning of human resources of another enterprise to the enterprise.
[0050] In another aspect, the invention is directed to a system for assigning of human resource for service in an enterprise, comprising:
[0051] A database for storing data regarding historical needs and future demand for human resource for service, with relevance to skill, place, company and time, the data regards to the enterprise;
[0052] A module for forecasting future trends of human resource requirements in the enterprise according to historical information, the software module residing on the server and using the database;
[0053] A module for planning the human resource according to the forecasted information and subject to policy and available human resource, and for updating the data accordingly, the software module residing on the server and using the database;
[0054] A module for scheduling of human resource for handling calls for service, the software module residing on the server and using the database.
[0055] The system is characterized in that the forecasting, the planning and the scheduling units are synchronized in order to on-line effect changes in one unit to the other of the two units.
[0056] Optionally, the modules for forecasting, for planning and for scheduling are combined into one module.
[0057] Optionally, the module for planning and the module for scheduling are combined into one module.
[0058] Optionally, the modules are combined into one module.
[0059] Optionally, the system operates in coordination with other system(s) of other enterprise(s).
[0060] Optionally, the software modules comprise means for interaction with users.
[0061] In the drawings:
[0062]FIG. 1 schematically illustrates the continuous spectrum of decision problems faced by the service organization, according to the prior art;
[0063]FIG. 2 schematically illustrates a high-level architecture of a system for assigning human resource for providing services, according to a preferred embodiment of the invention;
[0064]FIG. 3 schematically illustrates the data flow in a system for assigning human resources for providing services, according to the prior art;
[0065]FIG. 4 schematically illustrates the data flow in a system for assigning human resources for providing services, according to a preferred embodiment of the invention;
[0066]FIG. 5 schematically illustrates a snapshot of a process of assigning human resource for providing services, according to the prior art; and
[0067]FIG. 6 schematically illustrates a snapshot of a process of assigning human resource for providing services, according to a preferred embodiment of the invention.
[0068] In order to facilitate the reading of the description to follow, a number of terms are defined below:
[0069] W-dimensions: The different types of decisions that characterize customer demand and the decision inherent in answering a customer demand, e.g., specific staff (�Who�), specific times (�When�), specific task (�What�), specific customer (�for Whom�), specific location (�Where�), spare parts or tools (�With what�).
[0070] Data mining: The analysis of data for relationships that have not previously been discovered. For example, the sales records for a particular brand of tennis racket might, if sufficiently analyzed and related to other market data, reveal a seasonal correlation with the purchase by the same parties of golf equipment.
[0071] Data mining results include:
[0072] Associations, or when one event can be correlated to another event;
[0073] Sequences, or one event leading to another later event;
[0074] Classification, or the recognition of patterns and a resulting new organization of data;
[0075] Clustering, or finding and visualizing groups of facts not previously known;
[0076] Forecasting, or simply discovering patterns in the data that can lead to predictions about the future.
[0077] ERP (Enterprise Resource Planning) is an industry term for the broad set of activities supported by multi-module application software that help a manufacturer or other business manage the important parts of its business, including product planning, parts purchasing, maintaining inventories, interacting with suppliers, providing customer service, and tracking orders. ERP can also include application modules for the finance and human resources aspects of a business. The deployment of an ERP system can involve considerable business process analysis, employee retraining, and new work procedures.
[0078] The disclosed invention is concerned with integrating and synchronizing the decision processes across management levels and organization boundaries. Other aspects of the invention are:
[0079] The focus of this application on human resources, unlike ERP's handling of materials, storage, manufacturing tools and machines, and delivery resources, leading to very different methods of analyzing, forecasting, planning, scheduling, decision process integration, solutions of conflicts and disparities, etc.
[0080] The unpredictable-in-detail nature of the demand for customer service, and for the time and resources required to service each demand, vs. the predictable nature of large portions of the supply chain.
[0081] The focus of this application on sharing, and applying the same multi-dimensional views, aggregations and dis-aggregations across different decision processes, planning periods and management levels, with the additional innovations (different from multi-dimensional �data cubes� used in Data Mining schemes) of the capability to manipulate data at an aggregated level, and of checking whether the sum of lower-level partitioning is indeed the number stated on the higher hierarchical levels, and providing appropriate alerts and suggestions.
[0082] The system of the invention comprises the following modules:
[0083] A. Forecasting Module: Macro-level forecasting software, which analyses past demand and actual service operations performance, together with expected future events (e.g., new product launch) to predict demands aggregated or separated along the different W-dimensions. While some of the data used comes from the Analysis module (see below), the Forecasting Module is used as a decision-making tool letting managers define their expectations (out of the different possible predictions and scenarios) and commit to the decision that planning should proceed in a manner consistent with these decisions.
[0084] B. Planning Module: Macro-level planning software for analyzing demands at various aggregation levels and rough allocation of resources to meet these demands. This module supports the analysis of expected demands side-by-side with allocated resources, checking the impact of various resource-management decisions on the organization's capability to meet demands (including �what-if� analysis� and managing different alternative scenarios concurrently), and communicating the planning decisions so that they are used in further operations�scheduling, workforce management, training etc.
[0085] C. Scheduling Module: Micro-level planning software for assigning specific values to the W-dimensions of each task, including resource assignments, time scheduling and geographic routing.
[0086] D. Analysis Module: Analysis, reporting and querying tool for data analysis and data-mining at all levels, from most general to most specific, across any dimension. Analysis supports both human-initiated drill-down and ad-hoc querying and comparison operations, as well as intelligent software-directed data mining tools. This module is concerned mostly with analysis of existing data, and not with any decision-making.
[0087] Types of Demands
[0088] According to a preferred embodiment of the invention, three types of aggregated demands are distinguished:
[0089] 1. Group A: Aggregated demands originating from a projected forecast;
[0090] 2. Group B: Aggregated demand originating from customers who present their demand in an aggregated way only, for example �I need 5000 hours of telephone installation in August�; and
[0091] 3. Group C: Individualized, itemized known demand that is aggregated into a Group B demand, because a temporarily concern is made only to a rough capacity assessment question, or to a rough resource allocation.
[0092] At any given point of time and for a certain time duration, a service manager may be interested in a Planning Module's aggregated answers for the entire demand (A+B+C) for that time duration. Yet for the more immediate horizon, and for the part of Group C individualized demand required in this time duration, the service manager needs to have the Scheduling Module's detailed micro-level scheduling plan.
[0093] Types of Usage Workflows
[0094] This workflow is similar to workflows used in prior art, but the invention makes it far more efficient by exploiting the smooth transition and decision-propagation between the different modules, as well as the shared data, views and aggregations.
[0095] In this section and in the following sections are described manners of use the invention. For clarity, these are separated into different sections, but it is important to note that the integrated nature of this invention enables each user of the system to take the most appropriate path between the options described below, mixing and integrating between work flows, hierarchical levels, and hierarchies along any dimension (i.e., hierarchies of time scales, intra-organizational and inter-organizational structures, geographical regions, demand types, skill sets etc.).
[0096] A. Stepwise Usage
[0097] 1. Use the Forecasting Module to collect historical information as well as future-event information (e.g., new product launch) in order to generate and refine Group A demands;
[0098] 2. Use the Planning Module for macro-level planning on Group A+B+C;
[0099] 3. Run the Scheduling Module on Itemized Group C;
[0100] 4. Run the Analysis Module on the schedule of Itemized Group C to obtain information such as:
[0101] For a user-specified time period, what are the total number of service calls delivered in each of the geographic regions;
[0102] For any given service engineer, for a user-specified time period, what customers did he work for, how many hours for each one, and the total for that engineer;
[0103] For any given customer, for a user-specified time period, which engineers worked for him, and the total work and costs;
[0104] Division of work time between actual on-site work, travel, and other (e.g. training, vacation, and absences)�general or specific time of year, region, service engineer's seniority or skills etc.
[0105] 5. Use the information from Analysis Module to modify and refine Forecasting Module and Planning Module decisions. For instance, average time duration of tasks.
[0106] B. Top-Down and Bottom-Up Usage
[0107] This workflow exploits the invention's capabilities of supporting multiple hierarchies, aggregations, and discrepancy detection, to smoothly support the process of conciliating downward-flowing management decisions with upward-flowing information from the work force as well as from existing and potential customers.
[0108] 1. Bottom-up forecasting: Using the Forecasting Module (assisted by Analysis Module) to generate demand predictions on a detailed level (e.g., per each region and/or per each demand type) and propagate the sums upwards to present hither-level aggregations;
[0109] 2. Top-down forecasting: Using the Forecasting Module (assisted by the Analysis Module) to generate high-level aggregated demand predictions, combine them with management guidelines (e.g., ratios between demand types, training quotas, ratio of travel time to on-site time) and propagate these forecasts downwards;
[0110] 3. Using the Forecasting Module to detect and resolve discrepancies between high-level and low-level forecast numbers, and between divisions across different dimensions (e.g., size of demand isolated across regional, temporal and demand-type dimensions),
[0111] 4. Bottom-up planning: Using the Planning Module to allocate resources on a detailed level (e.g. per each region and/or per each demand type) and propagate the sums upwards to present higher-level aggregations;
[0112] 5. Top-down planning: Using the Planning Module to generate high-level aggregated resource allocations, combined with management guidelines (e.g., budget, overtime policies) and propagate these plans downwards.
[0113] 6. Using the Planning Module to detect and resolve discrepancies between high-level and low-level resource allocation numbers, and between divisions across different dimensions (e.g., size of demand separated across regional, temporal and demand-type dimensions).
[0114] Iterative Usage
[0115] This workflow illustrates the complete flexibility usage enabled by the invention, and in particular the capability to iteratively go back to decisions and commitments made in any prior step, and change them. When such a change is made, the system and method described here propagate the effects of the change across all the affected data, hierarchies and decisions. When such a propagation results in a discrepancy, the problem is automatically highlighted and the user is optionally presented with a list of possible decisions that may resolve the problem.
[0116] The following is just one example of this complete flexibility:
[0117] 1. Using the Forecasting module, Jane, the organization's Service Manager, uses the Analysis, Forecasting and Planning Modules to generate a top-level resource allocation plan for the coming quarter�say, Q4 2000.
[0118] 2. David, the manager for Region A, now needs to refine the details of Jane's top-level plan for the coming quarter. Jane has allocated for region A enough aggregate resources to satisfy the projected aggregate demands for that region. However, using the Planning Module to drill down into region-specific analysis and forecasting, as reflected by the Forecasting Module. David finds that there will not be enough resources in his region to cover the expected demands of a specific type (e.g., not enough service engineers are qualified for network installation).
[0119] 3. Optionally, the Planning Module suggests several possible resolutions, such as outsourcing, transferring resources from another region, and allowing more overtime.
[0120] 4. David chooses to resolve the discrepancy by transferring resources from another region. He contacts Joe, the manager of neighboring Region B, to check whether Joe has a surplus of resources for network installation. If so, David and Joe need to check the extra costs and mileage involved in the additional travel (optionally this is another feature of the Planning Module), and record their agreement using the Planning Module so that Jane can see it in detail and in aggregation.
[0121] 5. If Joe cannot help David, and after David has tried some other solutions (e.g., outsourcing, adding overtime), David will need to ask Jane for additional resources to be allocated in the plan for Region A. Jane then records the extra allocation, and David's Planning Module view shows that his region should be ready to meet the demands. This is an example of modifying an earlier message made in the same module (Planning), with automatic propagation which removes the discrepancy-report for region A, and optionally also updates information in the Human Resources, Finance and other systems.
[0122] 6. Mary, who is in charge of training in the Human Resources department, uses her own views of the Analysis Module, Forecasting Module and Planning Module and notes the problem in region A. If the analysis and Forecasting Module show that this problem is expected to persist, she modifies training plans and quotas to ensure that the skill distribution�at least in region A�would have a better fit to the demand distribution. This is an example of automatic propagation to systems outside those described in the invention.
[0123] 7. In the meantime, region C's manager has solved that region's lack of resources by negotiating an outsourcing agreement with Alice, who owns a smaller local service business. Alice enters this as a demand in her own forecasts, and uses the Planning Module to make sure that she has enough resources to fulfill the expected demands, together with this new obligation. This is an example of supporting the coordination of planning and decision-making across organizational boundaries.
[0124] 8. Time has passed and it is now Monday evening at the beginning of Q4. David (the manager of Region A) has received a list of demands for service to be completed the next day. He uses the Scheduling Module to optimize the dispatch�which service engineer will handle which demand at which time, according to various factors, including customer's Service Level Agreement, customer location, service engineer's skills and spare parts inventory. The Scheduling Module automatically takes into account the rough allocations made in the Planning Module, including decisions such as �reserve engineers with network-installation skills, as many as possible for network-installation demands�; and �if possible, keep spare time for service engineers who are based near the boundary with region B, since the plan lets Region B's manager handle expected demands by requesting assignment of region A resources�.
[0125] 9. More time has passed and it is now the middle of Q4. As always, some of the predictions weren't absolutely accurate. Joe, the manager of region B, uses the Analysis Module to determine why he experienced difficulties in scheduling day-to-day calls, and discovers that the distribution between the north part of his region and the south part has diverged from expectations, with the south region having large demands and necessitating too much travel from the north. Using the Forecasting Module, he updates the aggregate intra-regional demand expectations which automatically highlights a discrepancy in the Planning Module vs. the existing resource allocation. Joe can now resolve this discrepancy using his own resources, using outsourcing; or by using the Analysis Module to check whether any for the neighboring regions to his south has unexpected surplus resources, and then negotiate with that region's manager; or by addressing the problem to the manager for the whole organization. These interactions are supported by a shared access to the data, features and views provided by the Analysis Module, the Forecasting Module, the Planning Module and the Scheduling Module. This illustrates the capability to propagate the effects of new data and new decisions across several different modules, planning horizons, and hierarchy structures, as well as preventing the repeated occurrence of micro-level problems (e.g. difficulty in servicing a specific request on a specific day) by feedback via analysis and forecasting into modified planning and allocation.
[0126] Simulation
[0127] This section describes an optional capability enabled by this architecture�the capability to bring in simulation tools as a well-integrated part of the performance tracking process, in order to predict problems and check possible solutions as soon as possible.
[0128] Allocating enough resources to meet the expected demand is not enough, even after taking account of various times not used for actual service�e.g. training, vacations, health problems�and for time spent in travel between tasks. To achieve more accurate predictions, a following simulation is made, according to the invention:
[0129] 1. A statistical demand characteristics obtained from historical data collected by Scheduling Module and aggregated using the Analysis Module. These characteristics will describe demand as divided along the different dimensions and their related hierarchies, e.g., region and type of demand.
[0130] 2. The Forecasting Module is used to project these characteristics into the future period of interest.
[0131] 3. The Planning Module is used to allocate resources matching the forecasted demands.
[0132] 4. A stochastic method is used to generate a number of hypothetical samples of a typical day's demands, randomly drawn according to the statistical distributions generated in the previous step.
[0133] 5. The Scheduling Module is used to schedule each of these sets of demands, using the resources assigned by the Planning Module.
[0134] 6. The Analysis Module is used to aggregate the detailed results obtained by the Scheduling Module, and checks whether the resources indeed matched the demand under simulated fully-detailed operation.
[0135] 7. A resource allocation utility at the Planning Module is used to modify resource allocation at the appropriate level (e.g., it may be revealed that the only need is to change allocation between sub-divisions of one region).
[0136] 8. Repeat simulation if necessary.
[0137] The simulation therefore reveals conditions that may create problems in the future.
[0138] Top-Level Architecture
[0139]FIG. 2 schematically illustrates a high-level architecture of a system for assigning human resource for providing services, according to a preferred embodiment of the invention.
[0140] It illustrates the integrated access, management and analysis to service operations data within one organization, and the interaction with other organizations. Also shown is the interaction with other corporate Management Information Systems (MIS).
[0141] The illustration shows the planning server 11, using the shared database 12 (which may be a set of synchronized databases) to support a client software operated by users concerned with some combination of the basic service management tasks. The system further comprises the four modules Analysis 41, Forecasting 42, Planning 43 and Scheduling 44. The function of each of said modules has been described above.
[0142] The server extracts information, and conveys management decisions, to other units, including:
[0143] Human resources 31�for interacting with information about available staff, their calendars (i.e., vacation, training, overtime, etc.) and their mix of skills (which may be affected by changes in training plans)
[0144] Finance 32�for examining, and reporting, the implications of decisions such as authorizing overtime or subcontracting some work
[0145] Customer Relationship Management 33�for interacting with past and current data of detailed and aggregated customer demands.
[0146]FIG. 2 also shows how two or more organizations using the same system may make their operations and cooperation much more effective by automatically transmitting relevant information between their servers. One example is outsourcing, in which a planning decision in Organization A (marked as 1) to outsource work to Organization B (marked as 2) is conveyed to Organization B, and appears there as a change in forecast demand, requiring re-iteration of the planning process. Such an arrangement optionally enables a large service organization to form customer-facing portals and subcontractor-facing portals to streamline and optimize its operations. Lately, such subcontractor-facing portals have been called B2B (Business-to-Business) applications, as well as �private marketplace� or �public marketplace� depending on their openness.
[0147] Such communication implies a protocol for transferring such information. Optionally, the protocol, based on XML (extensible Markup Language), is a flexible way to create common information formats and share both the format and the data on the World Wide Web, Intranets, and elsewhere. For example, computer makers might agree on a standard or common way to describe the information about a computer product (processor speed, memory size, and so forth) and then describe the product information format with XML. Such a standard way of describing data would enable a user to send an intelligent agent (a program) to each computer maker's Web site, gather data, and then make a valid comparison. XML can be used by any individual or group of individuals or companies that want to share information in a consistent way. Currently a formal recommendation from the World Wide Web Consortium (W3C). XML is similar to the language of today's Web pages, HTML. Optionally, the protocol may be SXP (Service Exchange Protocol), defined by ClickSoftware Technologies Ltd. (SXP is based on XML).
[0148] Views, Aggregators, and Dis-Aggregators
[0149] To facilitate the integration of decision processes and management levels, different users�or the same users in different steps of their work�require different ways of analyzing, viewing, aggregating or dis-aggregating (�drilling down�). According to a preferred embodiment of the invention, this is supported by the concept of a view, comprised of:
[0150] The data field or fields accessible through this view�e.g. work hours, tools, spare parts, overtime allotments.
[0151] The source for each field: Work hour numbers may come from the forecasting (prediction of required resources), allocation (decisions on resources made available to operations), or actual data (for times prior to present). Optionally, there may be different subtypes of each source, as when there are several forecasts for August�one from the forecast made in January, one from the forecast made in April, etc., the view is set to display one or more sources for the same field, each with its own values, and optionally highlight discrepancies between the sources.
[0152] The propagation direction of each field: Some values may propagate from a previous stage, as when the expected work hours across the whole organization are derived by summing of the expected work hours as reported by each division manager. Other values are propagated from a later stage, as when an Operations Manager has set the work-hour budget for the whole organization, which needs to be divided between the regions. Both directions may�and often do�coexist, and the view may be set to display either of them, or both, and optionally highlight discrepancies between the directions.
[0153] A collection of aggregators, one for each W-Dimension�see ahead.
[0154] Selected scenario or set of scenarios�see next section.
[0155] The aggregators define the hierarchy level referenced by the view in each of the W-Dimensions. For each dimension, the view defines an aggregator that specifies which of the detailed raw data should be aggregated into each of the fields. There may be different ways of defining hierarchies and their matching aggregators. For example, time-dimension aggregators may include division into quarters, months, weeks etc., but they may also divide the time dimension into rainy vs. dry seasons, �normal� periods vs. just-before-holidays and just-after-holiday periods, or mornings vs. afternoons. Location-dimension aggregators may divide the territory according to regions and zip-codes, or they may divide it into urban vs. rural or high-income vs. low-income neighborhoods.
[0156] To create aggregators, the user uses aggregation operators to construct higher-level aggregators from lower-level ones, or use dis-aggregation operators (�drill-down�) to divide higher-level aggregators into lower-level ones. As mentioned above, according to the invention there are many different aggregation and dis-aggregation operators that may be used on any specific aggregator. Once created, aggregators may be re-used by the same user or other users, subject to user authorization levels.
[0157] It is important to emphasize that views are used not just to view data, but also to manipulate it. Changing an aggregated value triggers changes into any other view in use, including aggregations at lower level than the changed value. The effect depends on user preferences and on the actual action performed. Optionally, the modification propagates downwards and upwards, automatically affecting all levels below and above the affected level. Optionally, the modification is not propagated, so that the user can view discrepancies between different propagation directions.
[0158] Scenarios
[0159] Optionally, the system of the invention supports scenarios for decision-support and �what if� tools. A scenario comprises a set of data, which is inserted into the system (e.g., forecasts, staff size) and a set of decisions (e.g., extended overtime, outsourcing, constraining the allocation of some resources so that they may be used only�or preferentially�for demands of specific type or region). Each scenario generates its own set of data, viewable and manipulable through the shared views and aggregators. As the decision process evolves, some scenarios are modified, some are split to compare different �decision forks�, and some are deleted, until a preferred scenario remains and becomes the basis for an actual decision.
[0160] Discrepancies and Alerts
[0161] As mentioned above, the actions performed by a user while using one view automatically propagated by the software across other views, hierarchy levels, and planning periods. They may also be propagated across organization boundaries, as when a planning-decision in Organization A to outsource work to Organization B is conveyed to Organization B and appear there as a change in forecast demand, requiring re-iteration of the planning process.
[0162] According to a preferred embodiment of the invention, when propagating these actions, the system automatically monitors for discrepancies. Discrepancies may take several forms, including:
[0163] Discrepancies between a forecast demand and allocated resources.
[0164] Discrepancies between different sources of the same information (e.g., forward-looking simulation vs. extrapolation of data using statistical trends analysis).
[0165] Discrepancies between different propagation directions, as when the planned resources are both dictated by higher management, propagating downwards, and also reported by regional management, propagating upwards.
[0166] Discrepancies between commitments made to customers and actual ability to deliver: For example, a customer may call with a problem and be told �someone will be with you tomorrow between 1 PM and 3 PM�, because there appeared to be enough free resources during that time window, and without committing specific resources. Later there will be more calls are received and the software determines that there will be difficulty meeting this commitment, alerting the manager early enough to act, e.g., by diverting resources from another region. Another example for an even shorter planning-period: identifying the situation in which the service engineer is delayed in traffic or in an earlier task and will probably fail to arrive on time to the next task.
[0167] Discrepancies may appear in some views and not in others. For example, there may be a good fit between a forecast and a demand when viewed across the whole month, but drilling down would show that during the first half of the month, demand would be higher than the allocated resources can handle.
[0168] The system further supports alerts to draw the user's attention to discrepancies. Optionally, the alerts consists of color-coding of areas in the view (e.g., cells in a displayed table) according to the presence and severity of discrepancies.
[0169] Optionally, the alerts consist of presenting to the user a list of alerts, possibly ranked and color-coded by their severity.
[0170] Optionally, the alerts consist of messages transmitted to users defined as being in charge of reacting and/or resolving each type of alert. Messages may be transmitted by phone, cellular messaging, e-mail, fax, and instant messaging.
[0171] Optionally, the alerts consist of any combination of the above mechanisms, configurable according to the user's personal preferences, user type, alert type, and organizational procedures.
[0172] The Invention vs. the Prior Art
[0173]FIG. 3 schematically illustrates the data flow in a system for human resource assigning, according to the prior art. It comprises the four stages, discussed above:
[0174] Analysis 41, where statistical and data-analysis methods are used in order to project past trends into future expectations of size and types of demands in the regions and time periods of interest;
[0175] Forecasting 42, where data from the analysis of the previous stage is combined with knowledge of expected events to get a rough prediction of the number and types of demands in the regions and time periods of interest;
[0176] Planning 43, where capacity assessment and planning of manpower is carried out using the forecasted demand data of the previous stage, assessing whether there is a shortage or surplus, and accordingly setting the size and types of staff to meet that demand; and
[0177] Scheduling 44, where the schedule of the human-resources of the organization is determined on a short period (daily, weekly, etc.) as concrete customer demand becomes clearer, and micro-level decisions are made regarding the allocation of specific resources to specific demands.
[0178]FIG. 4 schematically illustrates the data flow in a system for assigning human resource for providing services, according to the invention. It comprises the same stages distinguished in the prior art and described in FIG. 3. However, while in the prior art each phase must be completed and fully committed before the next stage starts, and hence the flow goes only forward, according to the invention, the flow may return to the previous step, the data may be altered and the impact of the change may be tested. Hence, barriers are removed, resulting in one contiguous process and the decision process become iterative.
[0179]FIG. 5 schematically illustrates a snapshot of a process of human resource assigning for providing services, according to the prior art.
[0180] Modules 45 and 46 comprise decisions that have already been made and committed, which are marked as 21, and decisions yet to come, marked as 22. The decision sequence is marked as 23.
[0181] Regarding the prior art, as presented in FIG. 5, the decisions are made for module X 45 (e.g., forecasting,) down to all hierarchical structure, and no other sequence is possible. Only then is it possible to make decisions for the next module Y 46 (e.g. planning). At this point, decisions made in module X 45 are strongly committed�virtually it is impossible to change without affecting the whole hierarchy. Thus, the freedom of action in module Y 46 is constricted.
[0182]FIG. 6 schematically illustrates a snapshot of a process for human resource assigning for providing services, according to the invention. Modules 145 and 146 presented comprise decisions already made and committed, which are marked as 121, and decisions yet to come, marked as 122. The decision sequence is marked as 123.
[0183] Regarding the invention as presented in FIG. 6, the decisions are made for top levels in both modules X 145 and Y 146. Many other sequences are possible as well, such as bottom-up. The framework monitors consistency and highlights problems both vertically (between levels) and horizontally (between modules). If the user changes a decision already made, the framework propagates the change vertically and horizontally, and highlights any resulting inconsistencies. Hence, several different scenarios may coexist, each with its own set of decisions in different modules, evolving until the best one is selected and committed.
[0184] The above examples and description have of course been provided only for the purpose of illustration, and are not intended to limit the invention in any way. As will be appreciated by the skilled person, the invention can be carried out in a great variety of ways, employing more than one technique from those described above, all without exceeding the scope of the invention.
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Right on schedule Friday has come again and its time to tally up the weight lost for the week, Again I will get right to the weight. Upon waking I walked down stairs and stepped onto the cold black scale and the first number that popped onto the display said 362.8 lbs I was pleased with that figure so off I stepped, reset, and back on to read 363 even, and the final step onto the scale said 362.8 once again and since I round up it will be counted as 363 pounds which comes to a 3 pound loss for the week. That means I have lost 171 total pounds since starting in Jan 2008 or 32.02% of my total body weight. Here are some photos to show you just how much I have lost as well as something that weighs the same as I do.
This 2005 SV650 weighs in at 363 pounds, I would love to own one of these.
This is my beautiful wife, she happens to weigh in at 171 pounds in this photo taken last night, which is what I have lost so far, it is crazy to think that I was carrying a whole beautiful woman on my back for all of that time!
Since Wify came up in this mornings post I want to say that she has been my hugest fan as well as my most enthusiastic supporter in this weight loss game that I have been playing for the past almost 11 months. She has kept me on the straight and narrow and has reminded me to get my exercise in some of the times where I was less than enthusiastic about doing so, She has lost a great deal of weight in the same amount of time and as you can see by the photo looks great for her efforts, I am proud of her. She and I were talking about how much weight I had lost and she hopped on my back so that I could feel what I use to weigh again, man! that was an eye opener for me to feel that weight back on me and realize that I was carrying that around on a daily. While she was on my back I walked towards the staircase and she did not protest so I walked up the stairs with her piggy backed on me and when I hit the top I was breathing heavy, I said to her "wow that took a lot out of me, I don't think I got that out of breath back then" She just looked at me with that "who the hell are you kidding fat man" look and then I realized, Yes I did get that winded when I was that heavy, saying night and day does not give enough contrast to the situation.
As I stated in last weeks weigh in post as well as yesterdays I am tossing up another challenge for myself, for every comment that I get on My blogspot blog which can be visited here zeusmeatball.blogspot.com/ before Midnight tonight 11-21-08 stating that the poster drank a glass of water (we shall go on the honor system of course) I will ride 3 minutes on my stationary bike on Saturday. So anyone that reads this and is willing to drink a glass of water has the power to make me make my legs burn on Saturday, so what say you? how long will I be riding tomorrow?
If you read this far into the post you deserve a tall glass of H2O so get on up and get yourself some, even if you choose not to leave a comment to make a fat man move, you deserve that glass anyways so what are you waiting for?
As Ever
This week flew by, and I mean flew! its Thursday already and I feel like the week has just started yet tomorrow is a weigh in day. I feel good about this weeks number, I have a feeling it will be a decent number again, I have been diligent with my eating for the past 6 days besides a lunch at Friendly's mid week but even on that day I ate within my 1700 calorie allotment once again proving that a fella can have a "bad" meal now and again and still stay within limits. Over all I feel good about the week and I have snuck some push ups in pretty much every day. I ate a total of 1570 calories on Wednesday and ended up going for a walk all by my onesome around 7:30 pm, let me tell ya its cold in New england already! it was about 25 degrees and windy but I decided that I was going to go anyways. My usual route for my evening walk is 1.7 miles and I walk that in just about 30 minutes exactly but my times have been getting less and less every time I walk that route, the first time I walked, it took 32 minutes and its slowly been getting faster with last nights walk lasting 27 minutes for the same 1.7 miles. I don't know if it was the fact that I had ice in my nose and these Saucony running shoes are made of mesh that made me hustle, or if it was just me staying aware of my pace and trying to go faster but I am happy about the pace going up, thats 5 whole minutes I shaved off of my evening walk since starting a couple weeks ago. I did mark out a 2 mile route which was just a few blocks added to the route that I already walk but honestly it was just too cold to add last night.
have a look at yesterdays menu.
1 banana 105
1 T peanut butter 95
1 pear 85
2 slices whole wheat bread 140
3oz roast chicken breast 150
1 T miracle whip 35
1 cup Organic chocolate soy milk 120
1 large apple 110
3 slices whole wheat bread 210
4oz roast chicken breast 200
1.5 T miracle whip 55
sliced pickle 10
4 small peppercinis 5
1 small chicken strip 100
1 cup home made soup 150
That cup of soup was very good after my walk and helped warm me back up, it was home made chicken chili soup that I had cooking on the stove pretty much all day so it was nice and fresh. Dinner was a quick chicken salad I made with peppercinis and pickles which was a good combination of flavors all together with the sweetness of the miracle whip and I believe I will make that again very soon. I also like these challenges I have been doing on this blog for myself and last week I found out just how evil some of the people that read this blog can be and I ended up doing 150 push ups for the comments received, my chest thanks you all! since I like evil people and I enjoy the pain of exercise even more I think I will extend another challenge to myself this week. Since I have been doing push ups all week and my chest has as I type this some soreness I would have to be a mad man to try the 10 push ups per comment this week so instead I will for every comment that I get do 3 minutes on my stationary bike, now that may not seem like a lot but if it was the plan last week it would have added up to 45 minutes so I think its a good number to choose. So for every comment that I get on my weigh in post tomorrow by midnight stating that the responder drank a glass of water, I will do 3 minutes on my stationary bike on Saturday, lets see how cynical you all can be this week! make me make my legs burn! Wify thinks I am crazy but likes these challenges she says "They make you do it" maybe I can talk her into doing the bike challenge with me this week. There you have it, another successful day in the life of someone who learned how not to be 534 pounds, Tune in tomorrow for another mind chilling episode and find out how long of a ride I will be taking.
Thanks for reading along and don't forget that glass of water you owe yourself for reading this far into the post, see, you have no excuse now because I reminded you! blame yourself if you don't get that tall glass of hydration.
As Ever
Winter is here in New England! This morning it was single digit weather with the wind chill and here I was planning on taking a walk today! I guess that won't be happening now, especially with these Saucony running shoes that I have, they are really just a mesh on top of a mesh which makes for a very light weight breathable running shoe perfect for good weather but the air blows right through them and I just know that I would be on blocks of ice by the end of a walk today o we shall forget about that right now. I have felt good all week about my weight and it seems to have a downward trend this week a I am down from Friday and its only Wednesday so I am feeling awesome about the week so far. I am very optimistic about this weeks weigh in and I do believe that I will be happy with what I see on the scale, now don't go reading too far into that and guess that I am having a great week because its average at best so far but I have come to appreciate any loss as a good thing. when I started down this road and was dropping six seven even eight pounds per week I would feel let down when I had a 3 pound week, that insane! a 3 pound drop in a week is awesome work especially considering that I have no trainer besides my buddy Will and his girlfriend Desire and the fact that I am doing this 100% on my own meaning I don't have someone making meal plans for me and or portioning my intake or guiding me in any way. This is all being done on pure hard work and I am reaping the benefits from all of the time and effort that I put into reading EVERYTHING that I can get my hands on concerning weight loss and applying what seems like it would work and trying things out for myself and constantly tweaking the program as I learn more, though I do admit that at this point I am almost on auto pilot and have created quite a groove for myself to ride down and the tweaking ha been minimal for a while now.
When its all broken down we are just a machine but instead of gears, wiring, oil, nuts and bolts we are made up flesh, bone, nerves and blood, simple right? well it is. if you take care of a machine it will last for years and usually will outlive you or me! lets use a car as an example, regularly change the oil, get it tuned up when the time comes, keep the tires inflated to proper pressures, change the air filter, keep it lubricated properly change all or the fluids accordingly and a car will last forever and run smoothly, but if you don't do all of those things the life of that engine, the bearings on the car and all other related parts will fail catastrophically in a very short amount of time and our bodies are the same way, Take care of it and it will serve you well and give you a long happy life and if you don't well, you know the rest. I like I have said in the past on this blog just wish I would have made the decision to get and stay healthy years ago.
A few things not on the same subject, yesterday we stopped at a Friendly's restaurant for lunch at my daughters request and we ALWAYS request a table so that I don't have to squeeze into a booth, So as we sat at the table waiting for our lunch to come out I looked to my right at the booth and decided to hop on over for a, we shall call it a "test fit" and well a bit to my surprise I slid right in and told Wify that it appeared that we wouldn't have to request a table all of the time anymore, like a glove I tell ya! Later in the day we were home and I was thinking about how I have a very nice leather coat that was bought the same year that I met Wify so about 9 years ago and it hasn't fit for a good 6 years now and since its getting cold outside I tried it on and bamn! like a glove! or should I say like a jacket. It was actually a bit too big on me! which is good because I like to wear a hoodie or a fleece under it so it looks as if I have room for that now, the odd part about the coat is that I tried it on about 3 months ago and it fit but not comfortably and if I were to zip it then it was snug, now I can over lap the front by about 6 inches. I want to guess that I tried it on last in the beginning of Sept which means that I am only about 25 pounds lighter now than then and the difference in how it fits is much more than a 25 pound loss, I can only come to the conclusion that the skin is tightening up to the point where its making a difference in my size, and for that I am excited.
A bit random today but as always its just me rambling on so I hope you enjoyed. Also if you made it this far into the post you ought to get on up and go grab yourself a glass of water because if you don't you are only hurting yourself.
As Ever
Tis Monday, I have a chicken carcass going in the kitchen making some broth because I am being lazy and don't want to make a soup with it. I am right on track were the weight loss is concerned and have a good feeling about the end of the year number coming up, anyone that reads regularly knows that I was going to shoot for 200 pounds lost by the end of the year which would have been 200 pounds in one year, but this is a bit ambitious. A bit more than 4.5 pounds per week until the end of the year actually, though I don't think that number is a probability I have already stated that I will treat the end of the year as if I am going for that goal but know in my heart that I won't make it. It is all about attitude and I do believe in the power of suggestion or in this case the power of believing will play a huge role in me getting as close to that end of the year number as possible. I was chatting with my father on the phone over the weekend and he asked me "how many bags" to which I replied "a little more than 33" and we talked about how I would like to drop 200 pounds by the end of the year and he said "you do know you aren't going to make it right?" and I said "yep but that doesn't mean I can't try" it is after all not impossible, I admit not probable but impossible? go ahead and say impossible and I will do everything to prove you wrong!
The point is that people always seem to have an excuse to not lose weight, be it no time, they don't know how to or the willpower doesn't exist. All false of course and all just the next excuse in the line of excuses that brought them additional weight on their bones. In the beginning of the year I decided that excuses did not a single person good and I am not excluded from that club, the only thing that will get the weight off and keep it off will be moderate eating and a regular exercise schedule. if you don't like that equation then you are most likely destined to be heavy for the duration of your time here on this rock we call home, or at least unhappy with your results. Each and every one of us can do this weight loss gig, and each and everyone of us can be successful at it as long as the time and effort that it deserves goes into it and we are honest with ourselves about what we are eating and whether we are getting the exercise in that we should be.
Anyone can lose weight, anyone can exercise daily, I guess the question is do you want it bad enough? I do. I actually get excited sometimes about trying to lose weight and at this point in the game its just that, a game. Now that I realize that losing weight is not actually anything more than mind over matter, if you can take the excuses out and replace it with a little bit of drive I believe we would find that none of us would have weight issues.
Thanks for reading along.
As Ever
It is 4:59PM Saturday and I have made good on my challenge, I just completed my push ups from the comments yesterday, I did a total of 151 push ups broken into six sets 20 and two sets of 15 with an extra one at the end for good measure. I took about a minute to 90 seconds between sets and I KNOW that I will regret doing this tomorrow or even later this evening, my triceps and chest were pretty much numb when I started the sets of 15 but I had to finish so I did. There you have it, I made good on my challenge and I am 151 push ups stronger than I was yesterday so it was a good thing, ask me tomorrow how I feel about it and you may just get a different answer though. If I were to even attempt this just 10 months ago I would have failed miserably and basically was not capable of accomplishing 150 push ups even done in sets like I just did them. Let me tell you that life at 534 pounds is a struggle, making sure that you get your daily exercise can be a chore, watching what you eat 24/7 is a lot of work and can also be a struggle at times but the results that can be had for doing just that are more than worth that effort, trust me when I say that, I have been on that side of the yard and it ain't no picnic.
The last place anyone wants to be is in an eternal struggle with anything and everything within this short sliver of time we call life. Having extra weight on your body can cause all kinds of turmoil physically and mentally within someones image of them self as well as cause health issues and an uncomfortable outlook with the world that just has to be experienced to fully understand it, I do not wish this uncomfortable feeling on anyone. I am not really talking about being 20 or even 30 pounds over weight, when you are 200-300 pounds over weight the things that a person misses out on out of the pure fact that they cannot do them is insane. Imagine not being able to walk for more than 5 minutes at a time without severe pain in your back and being out of breath, feeling your body struggle with every step yet trying to keep a tiny piece of pride for yourself and pushing through it obviously doing so to anyone that looks in the direction where you are standing but you convince yourself that no one can tell. Perhaps your family is going to a ball game or concert and time and time again you have to decline going not because you dislike loud music or baseball but because you have zero chance of fitting into a stadium seat. How about having to turn sideways to go into a bathroom door? the list is much longer than you would like to know and is filled with things that a person might never even think could become an issue unless they were one of the unfortunate that had to walk in those shoes.
534lbs to 366lbs in just over ten months and a world of difference in every aspect of my life is what has been done. I do not feel hungry almost ever, and my energy is up 100%. I eat what I want to and am not on a special diet, I eat well and often and even enjoy going out to restaurants without going outside of my calorie range or feeling like I am eating less than a great meal and if I do go above calories now and again thats alright too. I have the nutritional information from most of if not all of the eateries that I enjoy and feel no guilt when I eat there. If you are struggling with weight because you cannot afford a gym membership or because you cannot afford special meal plans and packets you are doing so needlessly, I spend less money on food now than when I was not eating correctly and I am eating more than ever and healthier than ever, and I have no membership to a gym. It takes a lot of planning and reading and preparation I will admit that but it is worth every second that you choose to put into it and I am finding that the more work that I put into being healthy the healthier and more successful I am with the losses.
I do thank all of you that were evil enough to leave me a comment yesterday and added to the total of my push up challenge, maybe I will do this again next week IF my chest has recouped by then! now all of you that read this go grab a glass of water and relish in the fact that my chest is very weak right now and will be sore in hours, but also know that that soreness drives me to do more so its a win win!
As Ever


text:
Jewish Family Life Inspires Oprah Winfrey
|Oprah Winfrey sits down with Rabbi Aron and Shterna Ginsberg and their family. (Photo: George Burns / Harpo, Inc.)
After spending the day immersed in Chasidic Jewish life and culture, television personality Oprah Winfrey concludes that Judaism's focus on family life and on developing individuals' innate potential offers a wealth of lessons for people all over the world.
Sharing her thoughts with the Judaism website Chabad.org, Winfrey – who toured Jewish homes and communal institutions in the New York neighborhoods of Crown Heights, Borough Park and Brooklyn Heights as part of her new "Oprah's Next Chapter" show on OWN: Oprah Winfrey Network – says that the greater world's reliance on popular entertainment has caused society to lose focus on what really matters. In stark contrast to that trend are families like the Ginsbergs of Crown Heights, who, Winfrey notes, are not only not "plugged in," but are just as happy as their secular counterparts.
"It's amazing to me that you can raise children in this world and not have them" consume hours and hours watching television or texting friends or playing videogames, says Winfrey. "What's gonna happen when people see this family and see that it's possible that in the United States of America, in Brooklyn, you can have nine children and none of them are watching television, and none of them are on computers all day long, and none of them are sassing their parents, and they're well-mannered and live in harmony with their families."
During her visit to New York last fall, Winfrey sat down with two Jewish families, enjoyed a traditional meal, discussed communal affairs with five women and toured a Chabad-Lubavitch run Jewish ritual bath, known as a mikvah, in Brooklyn Heights.
"The moment I walked into the Ginsbergs' home, I felt welcomed and I felt a sense of warmth, and I felt a sense of family and comfort and values," details Winfrey. There's a "sense of reverence for acknowledging that there [is] the power of G-d that is greater than yourself."
Winfrey's entire interview can be seen on Jewish.TV, Chabad.org's video site, by clicking here.
God Bless
Lindsay, Canada
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text:
LOCAL 12 - Search Results
Heroin fighting bus used in recovery effort
FORT THOMAS, Ky. (Joe Webb) -- Northern Kentucky's war on heroin has a new weapon, an assault vehicle that was deployed for the first time Wednesday afternoon.
It's a 1967 Volkswagen bus and its commanding officer is a mom who lost a son to addiction and doesn't want to leave any others behind.
The bus will stop at the First Christian Church in Fort Thomas from 7p.m. to 9p.m. Wednesday, July 23. They will distribute Naloxone kits to help at-risk families save loved ones from an overdose. Jim Wethington put the final touches on what has been tabbed as, "Casey's Bus."
Wethington's son, Casey, bought the 1967 VW Kombi with money he got as high school graduation presents. Casey Wethington died of a heroin overdose in 2002. The bus was labelled with anti-heroin and pro-recovery messages. It will be a rolling resource when people advocating recovery host community meetings like the one happening Wednesday. The bus will be used to distribute Naloxone kits.
Dr. Jeremy Engel said it was a way to provide a needed service that's rarely available, "Basically, Naloxone is a medication that reverses overdose. It does the same sort of thing paramedics have been using for years. Basically it's now legal in northern Kentucky to dispense it."
Engel will write prescriptions for the kits to people who are at risk. The goal: Save lives and get people into recovery.
People Advocating Recovery's Jason Merrick said, "To come together and learn how to reverse the effects of a potentially fatal situation and overdose. And actually be a part of the solution instead of just a bystander and watching it happen."
There is both irony and whimsy in an old hippie van's enlistment in the war on drugs. But it was one family's serious attempt to keep giving back after so much was taken from them. Naloxone kits are free to those who come to meetings. They were donated by Northern Kentucky Hates Heroin.
Follow Joe Webb on Twitter @joewebbwkrc and LIKE him on Facebook


text:
burnednotice wrote:
I juat called back prepared to go another round -- the rep told me I was already approved! $500 limit is disappointing but at least I finally have the card!
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