Elements of Art & Principles of Design. The 7 Elements of Art. The elements of art are the 'building blocks' of art. This is the vocabulary we use to describe works of art. Line A path created by a moving point, mark or object. It is a dot that takes a walk. ELEMENTS OF ART: The visual components of color, form, line, shape, space, texture, and value. Line An element of art defined by a point moving in space. Line may be two-or three-dimensional, descriptive, implied, or abstract. Shape An element of art that is two-dimensional, flat, or limited to height and width.

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Getting Things Done (GTD) is a personal productivity system developed by David Allen and published in a book of the same name.^[1] Described as a time management system,^[2] the author states in the book that if a task is on your mind, it will fill your mind completely, which guarantees that you will be incapable of handling yet another task; therefore you will fail to complete any of them.^[3]:22

The GTD method rests on the idea of moving all items of interest, relevant information, issues, tasks and projects out of your mind by recording them externally and then breaking them into actionable work items with known time limits. This allows your attention to focus on taking action on each task listed in an external record, instead of recalling them intuitively.^[4]

First published in 2001, a revised edition of the book was released in 2015 to reflect the changes in information technology during the preceding decade.

Themes[edit]

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Allen first demonstrates stress reduction from the method with the following exercise, centered on a task that has an unclear outcome or whose next action is not defined. Allen calls these sources of stress 'open loops', 'incompletes', or 'stuff'.^[1]:13

1. The most annoying, distracting, or interesting task is chosen, and defined as an 'incomplete'.
2. A description of the successful outcome of the 'incomplete' is written down in one sentence, along with the criteria by which the task will be considered completed.
3. The next step required to approach completion of the task is written down.
4. A self-assessment is made of the emotions experienced after completing the steps of this process.

He claims stress can be reduced and productivity increased by putting reminders about everything you are not working on into a trusted system external to your mind. In this way, you can work on the task at hand without distraction from the 'incompletes'.^[1]:14 The system in GTD requires you to have the following tools within easy reach:

• An inbox
• A trash can
• A filing system for reference material
• Several lists (detailed below)
• A calendar.

These tools can be physical or electronic as appropriate (e.g., a physical 'in' tray or an email inbox).^[1]:88 Then, as 'stuff' enters your life, it is captured in these tools and processed with the following workflow.^[1]:27

Workflow[edit]

The GTD workflow consists of five stages: capture, clarify, organize, reflect, and engage.^[5] (The first edition used the names collect, process, organize, plan, and do; the descriptions of the stages are similar in both editions). Once all the material ('stuff') is captured (or collected) in the inbox,^[1]:106 each item is clarified^[1]:122 and organized^[1]:141 by asking and answering questions about each item in turn as shown in the black boxes in the logic tree diagram. As a result, items end up in one of the eight oval end points in the diagram:

• in the trash
• on the someday/maybe list
• in a neat reference filing system
• on a list of tasks, with the outcome and next action defined if the 'incomplete' is a 'project' (i.e., if it will require two or more steps to complete it)
• immediately completed and checked off if it can be completed in under two minutes
• delegated to someone else and, if you want a reminder to follow up, added to a 'waiting for' list
• on a context-based 'next action' list if there is only one step to complete it
• on your calendar^[1]:27

Empty your inbox or inboxes daily or at least weekly ('in' to empty).^[1]:122 Don't use your inbox as a 'to do' list. Don't put clarified items back into the inbox.^[1]:27 Emptying your inbox doesn't mean finishing everything. It just means applying the 'capture, clarify, organize' steps to all your 'stuff'.^[1]:27

Next, reflection (termed planning in the first edition) occurs. Multi-step projects identified above are assigned a desired outcome and a single 'next action'.^[1]:191 Finally, a task from your task list is worked on ('engage' in the 2nd edition, 'do' in the 1st edition) unless the calendar dictates otherwise. You select which task to work on next by considering where you are (i.e., the 'context', such as at home, at work, out shopping, by the phone, at your computer, with a particular person), time available, energy available, and priority.^[1]:204

Implementation[edit]

Because hardware and software is changing so rapidly, GTD is deliberately technologically-neutral. (In fact, Allen advises people to start with a paper-based system.^[6]) Many task management tools claim to implement GTD methodology^[7] and Allen maintains a list of some technology that has been adopted in or designed for GTD. Some are designated 'GTD Enabled', meaning Allen was involved in the design.^[8]

Perspective[edit]

Allen emphasizes two key elements of GTD — control and perspective. The workflow is the center of the control aspect. The goal of the control processes in GTD is to get everything except the current task out of your head and into this trusted system external to your mind. He borrows a simile used in martial arts termed 'mind like water'. When a small object is thrown into a pool of water, the water responds appropriately with a small splash followed by quiescence. When a large object is thrown in the water again responds appropriately with a large splash followed by quiescence. The opposite of 'mind like water' is a mind that never returns to quiescence but remains continually stressed by every input.^[1]:12 With a trusted system and 'mind like water' you can have a better perspective on your life. Allen recommends reflection from six levels, called 'Horizons of Focus':^{[1]:215–219}

• Horizon 5: Life
• Horizon 4: Long-term visions
• Horizon 3: 1-2 year goals
• Horizon 2: Areas of focus and accountability
• Horizon 1: Current projects
• Ground: Current actions

Unlike some theories, which focus on top-down goal-setting, GTD works in the opposite direction. Allen argues that it is often difficult for individuals to focus on big picture goals if they cannot sufficiently control the day-to-day tasks that they frequently must face.^[1]:54 By developing and using the trusted system that deals with day-to-day inputs, an individual can free up mental space to begin moving up to the next level.^[3]:13

Allen recommends scheduling a weekly review, reflecting on the different levels. The perspective gained from these reviews should drive one's priorities at the project level.^[1]:50 Priorities at the project level in turn determine the priority of the individual tasks and commitments gathered during the workflow process. During a weekly review, determine the context for the tasks and put each task on its appropriate list. An example of grouping together similar tasks would be making a list of outstanding telephone calls, or the tasks/errands to perform while out shopping. Context lists can be defined by the set of tools available or by the presence of individuals or groups for whom one has items to discuss or present.^[3]:35

Summary[edit]

GTD is based on storing, tracking, and retrieving the information related to the things that need to get done. Mental blocks we encounter are caused by insufficient 'front-end' planning. This means thinking in advance, generating a series of actions which can later be undertaken without further planning. The mind's 'reminder system' is inefficient and seldom reminds us of what we need to do at the time and place when we can do it. Consequently, the 'next actions' stored by context in the 'trusted system' act as an external support which ensures that we are presented with the right reminders at the right time. As GTD relies on external reminders, it can be seen as an application of the theories of distributed cognition or the extended mind.^[9]

Reception[edit]

In 2005, Wired called GTD a 'new cult for the info age',^[10] describing the enthusiasm for this method among information technology and knowledge workers as a kind of cult following. Allen's ideas have also been popularized through the Howard Stern Show (Stern referenced it daily throughout 2012's summer) and the Internet, especially via blogs such as 43 Folders,^[11]Lifehacker,^[12] and The Simple Dollar.^[13]

In 2005, Ben Hammersley interviewed David Allen for The Guardian article titled 'Meet the man who can bring order to your universe',^[14] saying: 'For me, as with the hundreds of thousands around the world who press the book into their friends' hands with fire in their eyes, Allen's ideas are nothing short of life-changing'.

In 2007, Time Magazine called Getting Things Done the self-help business book of its time.^[15]

In 2007, Wired ran another article about GTD and Allen,^[16] quoting him as saying 'the workings of an automatic transmission are more complicated than a manual transmission... to simplify a complex event, you need a complex system'.

A paper in the journal Long Range Planning by Francis Heylighen and Clément Vidal of the Free University of Brussels showed 'recent insights in psychology and cognitive science support and extend GTD's recommendations'.^[9]

See also[edit]

References[edit]

1. ^ ^{abcdefghijklmnopqr}Allen, David (2015). Getting Things Done: The Art of Stress-Free Productivity (2 ed.). Penguin Books. ISBN9780143126560.
2. ^Newport, Cal (November 17, 2020). 'The Rise and Fall of Getting Things Done'. The New Yorker. Retrieved April 18, 2021.
3. ^ ^abcAllen, David (2001). Getting Things Done: The Art of Stress-Free Productivity (1st ed.). Penguin Books. ISBN9780142000281.
4. ^Fallows, James (November 2012). 'Busy and Busier'. The Atlantic. Retrieved December 28, 2018.
5. ^David Allen (2001). 'Getting Things Done: Five Simple Steps That Apply Order To Chaos'. gettingthingsdone.com. Retrieved 2019-07-27.
6. ^Forrister, Kelly (2010-08-02). 'Which list manager should I use for GTD?'. GTD Times. The David Allen Company. Archived from the original on 2010-08-06. Retrieved 2015-01-04.
7. ^Forrister, Kelly (2009-05-04). 'Simply GTD with Kelly: Getting Started'. The David Allen Company. Archived from the original on 2010-08-29. Retrieved 2010-08-22. If you're at all familiar with GTD you know that David Allen does not tell you which tools to use--GTD is tool agnostic--so those choices are up to you. Not saying all tools, software programs, paper planners work seamlessly with GTD, but where you organize your stuff is up to you.
8. ^'Common Tools & Software'. Getting Things Done website. David Allen Co. Retrieved 2014-05-30.
9. ^ ^abHeylighen, Francis; Vidal, Clément (December 2008). 'Getting Things Done: The Science behind Stress-Free Productivity'(PDF). Long Range Planning: International Journal of Strategic Management. 41 (6): 585–605. CiteSeerX10.1.1.161.441. doi:10.1016/j.lrp.2008.09.004. ISSN0024-6301.
10. ^Andrews, Robert (2005-07-12). 'A new cult for the info age'. Wired.com. Condé Nast. Retrieved 2020-05-02.
11. ^Mann, Merlin (2004-09-08). 'Getting started with 'Getting Things Done''. 43 Folders. Retrieved 2020-05-02.
12. ^Robinson, Keith (2006-03-21). 'Best of GTD'. Lifehacker. Retrieved 2020-05-02.
13. ^'Review: Getting Things Done'. The Simple Dollar. 2020-04-09. Retrieved 2020-05-02.
14. ^Hammersley, Ben (2005-09-28). 'Meet the man who can bring order to your universe'. The Guardian. London: Guardian News and Media Limited. Retrieved 2010-03-05.
15. ^'The Oracle of Organization'. Time. 2007-03-12. Retrieved 2010-03-05.
16. ^Wolf, Gary (2007-09-25). 'Getting Things Done Guru David Allen and His Cult of Hyperefficiency'. Wired.com. Retrieved 2010-03-05.

Further reading[edit]

• Allen, David (2001). Getting Things Done: The Art of Stress-Free Productivity (1 ed.). Penguin Books. ISBN978-0-14-200028-1.
• Allen, David (2003). Ready for Anything: 52 Productivity Principles for Work and Life. Viking Books. ISBN978-0-670-03250-1.
• Allen, David (2008). Making it All Work. Viking Books. ISBN978-0-7499-4103-1.

External links[edit]

Material handling equipment (MHE) is mechanical equipment used for the movement, storage, control and protection of materials, goods and products throughout the process of manufacturing, distribution, consumption and disposal.^[1] The different types of handling equipment can be classified into four major categories:^[2] transport equipment, positioning equipment, unit load formation equipment, and storage equipment.

Transport equipment[edit]

Transport equipment is used to move material from one location to another (e.g., between workplaces, between a loading dock and a storage area, etc.), while positioning equipment is used to manipulate material at a single location.^[3] The major subcategories of transport equipment are conveyors, cranes, and industrial trucks. Material can also be transported manually using no equipment.

Conveyors[edit]

Conveyors are used when material is to be moved frequently between specific points over a fixed path and when there is a sufficient flow volume to justify the fixed conveyor investment.^[4] Different types of conveyors can be characterized by the type of product being handled: unit load or bulk load; the conveyor's location: in-floor, on-floor, or overhead, and whether or not loads can accumulate on the conveyor. Accumulation allows intermittent movement of each unit of material transported along the conveyor, while all units move simultaneously on conveyors without accumulation capability.^[5] For example, while both the roller and flat-belt are unit-load on-floor conveyors, the roller provides accumulation capability while the flat-belt does not; similarly, both the power-and-free and trolley are unit-load overhead conveyors, with the power-and-free designed to include an extra track in order to provide the accumulation capability lacking in the trolley conveyor. Examples of bulk-handling conveyors include the magnetic-belt, troughed-belt, bucket, and screw conveyors. A sortation conveyor system is used for merging, identifying, inducting, and separating products to be conveyed to specific destinations, and typically consists of flat-belt, roller, and chute conveyor segments together with various moveable arms and/or pop-up wheels and chains that deflect, push, or pull products to different destinations.^[6]

Cranes[edit]

Cranes are used to transport loads over variable (horizontal and vertical) paths within a restricted area and when there is insufficient (or intermittent) flow volume such that the use of a conveyor cannot be justified. Cranes provide more flexibility in movement than conveyors because the loads handled can be more varied with respect to their shape and weight. Cranes provide less flexibility in movement than industrial trucks because they only can operate within a restricted area, though some can operate on a portable base. Most cranes utilize trolley-and-tracks for horizontal movement and hoists for vertical movement, although manipulators can be used if precise positioning of the load is required. The most common cranes include the jib, bridge, gantry, and stacker cranes.

Industrial trucks[edit]

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Industrial trucks are trucks that are not licensed to travel on public roads (commercial trucks are licensed to travel on public roads^[7]). Industrial trucks are used to move materials over variable paths and when there is insufficient (or intermittent) flow volume such that the use of a conveyor cannot be justified. They provide more flexibility in movement than conveyors and cranes because there are no restrictions on the area covered, and they provide vertical movement if the truck has lifting capabilities. Different types of industrial trucks can be characterized by whether or not they have forks for handling pallets, provide powered or require manual lifting and travel capabilities, allow the operator to ride on the truck or require that the operator walk with the truck during travel, provide load stacking capability, and whether or not they can operate in narrow aisles.

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Hand trucks (including carts and dollies), the simplest type of industrial truck, cannot transport or stack pallets, is non-powered, and requires the operator to walk. A pallet jack, which cannot stack a pallet, uses front wheels mounted inside the end of forks that extend to the floor as the pallet is only lifted enough to clear the floor for subsequent travel.^[8] A counterbalanced lift truck (sometimes referred to as a forklift truck, but other attachments besides forks can be used) can transport and stack pallets and allows the operator to ride on the truck. The weight of the vehicle (and operator) behind the front wheels of truck counterbalances weight of the load (and weight of vehicle beyond front wheels); the front wheels act as a fulcrum or pivot point. Narrow-aisle trucks usually require that the operator stand-up while riding in order to reduce the truck's turning radius. Reach mechanisms and outrigger arms that straddle and support a load can be used in addition to the just the counterbalance of the truck. On a turret truck, the forks rotate during stacking, eliminating the need for the truck itself to turn in narrow aisles. An order picker allows the operator to be lifted with the load to allow for less-than-pallet-load picking. Automated guided vehicles (AGVs) are industrial trucks that can transport loads without requiring a human operator.

An electric tug is a small battery powered and pedestrian operated machine capable of either pushing or pulling a significantly heavier load than itself.

Manual Handling Equipment[edit]

Commonly used to assist in moving smaller loads where larger equipment would struggle, manual handling equipment such pallet trucks, trolleys and sack trucks can be an essential part of any material handling.

Yard ramp[edit]

A yard ramp, sometimes called a mobile yard ramp, is a movable metal ramp for loading and unloading of vehicles. A yard ramp is placed at the back of a vehicle to provide access for forklifts to ascend the ramp. Using a yard ramp for vehicle loading or unloading allows the work to be carried out by a forklift.^[9]

Positioning equipment[edit]

Positioning equipment is used to handle material at a single location. It can be used at a workplace to feed, orient, load/unload, or otherwise manipulate materials so that are in the correct position for subsequent handling, machining, transport, or storage. As compared to manual handling, the use of positioning equipment can raise the productivity of each worker when the frequency of handling is high, improve product quality and limit damage to materials and equipment when the item handled is heavy or awkward to hold and damage is likely through human error or inattention, and can reduce fatigue and injuries when the environment is hazardous or inaccessible.^[10] In many cases, positioning equipment is required for and can be justified by the ergonomic requirements of a task. Examples of positioning equipment include lift/tilt/turn tables, hoists, balancers, manipulators, and industrial robots. Manipulators act as “muscle multipliers” by counterbalancing the weight of a load so that an operator lifts only a small portion (1%) of the load's weight, and they fill the gap between hoists and industrial robots: they can be used for a wider range of positioning tasks than hoists and are more flexible than industrial robots due to their use of manual control.^[11] They can be powered manually, electrically, or pneumatically, and a manipulator's end-effector can be equipped with mechanical grippers, vacuum grippers, electromechanical grippers, or other tooling.

Unit load formation equipment[edit]

Unit load formation equipment is used to restrict materials so that they maintain their integrity when handled a single load during transport and for storage. If materials are self-restraining (e.g., a single part or interlocking parts), then they can be formed into a unit load with no equipment. Examples of unit load formation equipment include pallets, skids, slipsheets, tote pans, bins/baskets, cartons, bags, and crates. A pallet is a platform made of wood (the most common), paper, plastic, rubber, or metal with enough clearance beneath its top surface (or face) to enable the insertion of forks for subsequent lifting purposes.^[12] A slipsheet is a thick piece of paper, corrugated fiber, or plastic upon which a load is placed and has tabs that can be grabbed by special push/pull lift truck attachments. They are used in place of a pallet to reduce weight and volume, but loading/unloading is slower.

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Storage equipment[edit]

Storage equipment is used for holding or buffering materials over a period of time. The design of each type of storage equipment, along with its use in warehouse design, represents a trade-off between minimizing handling costs, by making material easily accessible, and maximizing the utilization of space (or cube).^[13] If materials are stacked directly on the floor, then no storage equipment is required, but, on average, each different item in storage will have a stack only half full; to increase cube utilization, storage racks can be used to allow multiple stacks of different items to occupy the same floor space at different levels. The use of racks becomes preferable to floor storage as the number of units per item requiring storage decreases. Similarly, the depth at which units of an item are stored affects cube utilization in proportion to the number of units per item requiring storage.

Pallets can be stored using single- and double-deep racks when the number of units per item is small, while pallet-flow and push-back racks are used when the units per item are mid-range, and floor-storage or drive-in racks are used when the number of units per item is large, with drive-in providing support for pallet loads that cannot be stacked on top of each other. Individual cartons can either be picked from pallet loads or can be stored in carton-flow racks, which are designed to allow first-in, first-out (FIFO) carton access. For individual piece storage, bin shelving, storage drawers, carousels, and A-frames can be used. An automatic storage/retrieval system (AS/RS) is an integrated computer-controlled storage system that combines storage medium, transport mechanism, and controls with various levels of automation for fast and accurate random storage of products and materials.^[14]

See also[edit]

Notes[edit]

1. ^'Material handling'. MHI. Retrieved 2014-10-02.
2. ^Chu, 1995.
3. ^Chu, 1995, pp. 3311-3312.
4. ^Kay, 2012, p. 25.
5. ^Kulweic, 1985, p. 336.
6. ^Kay, 2012, p. 33.
7. ^'FEDERAL MOTOR CARRIER SAFETY REGULATIONS; GENERAL'. U.S. DEPARTMENT OF TRANSPORTATION. Retrieved 2015-07-20.
8. ^Mulcahy, 1999, p. 7.21.
9. ^Mulcahy, David E. (2004). Order-Fulfillment and Across-the-Dock Concepts, Design, and Operations Handbook. Taylor & Francis. p. 459. OCLC1027135567 – via Google Books.
10. ^Feare, T (1993). 'Work positioners—making them work for You'. Modern Materials Handling.
11. ^Kay, 2012, p. 23.
12. ^Kulweic, 1985, pp. 123-134.
13. ^Kay, M.G. (2015). 'Warehousing'(PDF). Retrieved 2015-07-21.
14. ^Thompkins, 2003, pp. 261-264.

References[edit]

• Chu, H.K., Egbelu, P.J., and Wu, C.T., 1995, 'ADVISOR: A computer-aided material handling equipment selection system', Int. J. Prod. Res., 33(12):3311−3329.
• Kay, M.G., 2012, Material Handling Equipment, Retrieved 2014-10-02.
• Kulwiec, R.A., Ed., 1985, Materials Handling Handbook, 2nd Ed., New York: Wiley.
• Mulcahy, D.E., 1999, Materials Handling Handbook, New York: McGraw-Hill.
• Tompkins, J.A., White, J.A., Bozer, Y.A., and Tanchoco, J.M.A., 2003, Facilities Planning, 3rd Ed., Wiley, Appendix 5.B.

External links[edit]