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Windsurfing around Britain

   Kevin Cookston, a 23-year-old engineering student, has been keen on windsurfing for many years. Recently, he set a new record for travelling all the way round the coast of Great Britain on a windsurf board.

   'I don‟t really know why I did it,‟ says Kevin, ‟just for the fun of it, I suppose. It was there to be done, that was all.‟ Despite lacking both the obsessive ambition and the funds that normally go with attempts to break records, Kevin made the journey in eight weeks and six days, knocking one week off the previous record set in 1984.

   Leaving from Exmouth in the south-west of England, Kevin travelled up the west coast of England and Wales, before going round the top of Scotland and then coming back down the other side. The journey officially covered 2.896 kilometres, although given the changes of direction to find the right wind paths, the actual distance Kevin travelled is probably closer to 4.000 km.

    Kevin fitted his fitness training in around his final year university examinations. ‟I didn‟t have that much time to prepare,‟ he explains. ‟But I went running often and supplemented that with trips to the gym to do weight training. I found I got a lot better during the trip itself actually. At the start, I was tired and needed a rest after four hours, but by the end I found I could do ten hours in a row no trouble.‟

   Kevin had a budget of £7.000 to cover the whole expedition. The previous record had been set with a budget twice that size, while a recent unsuccessful attempt had cost £40.000. Budgets have to meet the cost of fuel, food and accommodation for the support team, as well as the windsurfer's own equipment and expenses.

   Previous contenders had been accompanied by a boat on which they slept at night, as well as a fleet of vehicles on land to carry their supplies. Kevin made do with an inflatable rubber boat and an old van manned by four friends who followed his progress. Overnight arrangements had to be found along the way. Apart from the odd occasion when they enjoyed the hospitality of friends, the team made use of the camping equipment carried in the van, and slept on the beach.

   When asked if his athlete‟s diet was a closely kept secret, Kevin replied that he ate a lot of pasta and added the odd tin of tuna to keep up his energy. ‟Basically, we had anything that was on special offer in the nearest supermarket, he confided.

  Such a prolongued period of gruelling windsurfing made relaxation important however, and for this, Kevin favoured the pub method. This also provided social opportunities.“The people we met were really encouraging he recalls“. 'They thought what we were doing was really great. It was hard work, but we had a lot of fun along the way“. 

   Kevin has been windsurfing since he was thirteen years old and he is also a highly-ranked competitor at national level. ‟I don‟t know where I‟m ranked now,‟ he says, `because I‟ve missed a lot of important competitions this year. But what I did has more than made up for that and I‟ll be doing my best to be up there amongst the winners once I get back into the competitive sport next season‟. Given his unique achievement this year, Kevin seems well-placed to take on the world‟s top windsurfers. 

Fonte: First Certificate Practice Tests Plus 1, pg 116 Kenny/ Luque-Mortimer, Ed. Longman

TEXT 1 below, retrieved and adapted from https://chroniclingamerica. loc.gov/lccn/sn83035487/1851-06-21/ed-1/seq-4/ on July 9th, 2018.

Text 1 

                    Women’s rights convention – Sojourner Truth

      One of the most unique and interesting speeches of the convention was made by Sojourner Truth, an emancipated slave. It is impossible to transfer it to paper or convey any adequate idea of the effect it produced upon the audience. Those only can appreciate it who saw her powerful form, her whole-souled, earnest gesture, and listened to her strong and truthful tones. She came forward to the platform and addressing the President said with great simplicity:

      "May I say a few words?" Receiving an affirmative answer, she proceeded: I want to say a few words about this matter. I am a woman's rights. I have as much muscle as any man and can do as much work as any man. I have plowed and reaped and husked and chopped and mowed, and can any man do more than that? I have heard much about the sexes being equal. I can carry as much as any man, and can eat as much too, if I can get it. I am as strong as any man that is now. As for intellect, all I can say is, if a woman has a pint, and a man a quart -- why can't she have her little pint full? You need not be afraid to give us our rights for fear we will take too much; -- for we can't take more than our pint will hold. The poor men seem to be all in confusion, and don't know what to do. Why children, if you have woman's rights, give it to her and you will feel better. You will have your own rights, and they won't be so much trouble. I can't read, but I can hear. I have heard the bible and have learned that Eve caused man to sin. Well, if a woman upset the world, do give her a chance to set it right side up again. The Lady has spoken about Jesus, how he never spurned woman from him, and she was right. When Lazarus died, Mary and Martha came to him with faith and love and besought him to raise their brother. And Jesus wept and Lazarus came forth. And how came Jesus into the world? Through God who created him and the woman who bore him. Man, where was your part? But the women are coming up blessed be God and a few of the men are coming up with them. But man is in a tight place, the poor slave is on him, woman is coming on him, he is surely between a hawk and a buzzard.

Reference: Robinson, M. (1851, June 21). Women’s rights convention: Sojourner Truth. Anti-slavery Bugle, vol. 6 no. 41, Page 160.

The Operations Function

Although somewhat ‘invisible’ to the marketplace the operations function in a typical company accounts for well over half the employment and well over half the physical assets. That, in itself, makes the operations function important. In a company’s organization chart, operations often enjoys parity with the other major business functions: marketing, sales, product engineering, finance control (accounting), and human resources (personnel, labor relations). Sometimes, the operations function is organized as a single entity which stretches out across the entire company, but more often it is embedded in the district, typically product-defined divisions into which most major companies are organized.

In many service businesses, the operations function is typically more visible. Service businesses are often organized into many branches, often with geographic responsibilities – field offices, retail outlets. In such tiers of the organization, operations are paramount.

The operations function itself is, often divided 

.................two major groupings .................tasks:

line management and support services. Line management generally refers.................those managers directly concerned................the manufacture of the product or the delivery of the service. They are the ones who are typically close enough to the product or service that they can ‘touch’ it. Line management supervises the hourly, blue-collar workforce. In a manufacturing company, line management frequently extends to the stockroom (where material, parts, and semi-finished products – termed ‘work-in-process inventory – are stored), materials handling, the tool room, maintenance, the warehouse (where finished goods are stored), and distribution, as well as the so-called ‘factory floor’. In a service operation, what is considered line management can broaden considerably. Often, order-taking roles, in addition to orderfilling roles, are supervised by service line managers.

Support services for line management’s operations can be numerous. Within a manufacturing environment, support services carry titles such as quality control, production planning and scheduling, purchasing, inventory control, production control (which determines the status of jobs in the factory and what to do about jobs that may have fallen behind schedule), industrial engineering (which is work methods oriented), manufacturing engineering (which is hardware-oriented), on-going product engineering, and field service. In a service environment, some of the same roles are played but sometimes under vastly different names.

Thus, the managers for whom operational issues are central can hold a variety of titles. In manufacturing, the titles can range from vice-president – manufacturing, works manager, plant manager, and similar titles at the top of the hierarchy, through such titles as manufacturing or production manager, general superintendent, department manager, materials manager, director of quality control, and down to general foreman or foreman. Within service businesses, ‘operations manager’ is sometimes used but frequently the title is more general – business manager, branch manager, retail manager, and so on.

SCHMENNER, Roger W. Production/Operations Management. 5th Edition. Prentice-Hall, 1993.

The Operations Function

Although somewhat ‘invisible’ to the marketplace the operations function in a typical company accounts for well over half the employment and well over half the physical assets. That, in itself, makes the operations function important. In a company’s organization chart, operations often enjoys parity with the other major business functions: marketing, sales, product engineering, finance control (accounting), and human resources (personnel, labor relations). Sometimes, the operations function is organized as a single entity which stretches out across the entire company, but more often it is embedded in the district, typically product-defined divisions into which most major companies are organized.

In many service businesses, the operations function is typically more visible. Service businesses are often organized into many branches, often with geographic responsibilities – field offices, retail outlets. In such tiers of the organization, operations are paramount.

The operations function itself is, often divided 

.................two major groupings .................tasks:

line management and support services. Line management generally refers.................those managers directly concerned................the manufacture of the product or the delivery of the service. They are the ones who are typically close enough to the product or service that they can ‘touch’ it. Line management supervises the hourly, blue-collar workforce. In a manufacturing company, line management frequently extends to the stockroom (where material, parts, and semi-finished products – termed ‘work-in-process inventory – are stored), materials handling, the tool room, maintenance, the warehouse (where finished goods are stored), and distribution, as well as the so-called ‘factory floor’. In a service operation, what is considered line management can broaden considerably. Often, order-taking roles, in addition to orderfilling roles, are supervised by service line managers.

Support services for line management’s operations can be numerous. Within a manufacturing environment, support services carry titles such as quality control, production planning and scheduling, purchasing, inventory control, production control (which determines the status of jobs in the factory and what to do about jobs that may have fallen behind schedule), industrial engineering (which is work methods oriented), manufacturing engineering (which is hardware-oriented), on-going product engineering, and field service. In a service environment, some of the same roles are played but sometimes under vastly different names.

Thus, the managers for whom operational issues are central can hold a variety of titles. In manufacturing, the titles can range from vice-president – manufacturing, works manager, plant manager, and similar titles at the top of the hierarchy, through such titles as manufacturing or production manager, general superintendent, department manager, materials manager, director of quality control, and down to general foreman or foreman. Within service businesses, ‘operations manager’ is sometimes used but frequently the title is more general – business manager, branch manager, retail manager, and so on.

SCHMENNER, Roger W. Production/Operations Management. 5th Edition. Prentice-Hall, 1993.