Layer Problems With Templates
The 2nd task to work with AutoCAD better. Choose correct template to start. You also need to work with layer states and layer filter.
Each document includes at least one named layer. By using multiple layers, you can create and edit specific areas or kinds of content in your document without affecting other areas or kinds of content. For example, if your document prints slowly because it contains many large graphics, you can use one layer for just the text in your document; then, when it’s time to proofread the text, you can hide all other layers and quickly print the text layer only.
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You can also use layers to display alternate design ideas for the same layout, or versions of advertisements for different regions. Think of layers as transparent sheets stacked on top of each other. If a layer doesn’t have objects on it, you can see through it to any objects on layers behind it. Additional layer notes.
Each document layer has a disclosure triangle that can be expanded to reveal the objects and their stacking order on that layer for the active spread. Groups, buttons, and multi-state objects also have disclosure triangles that can be expanded to display their contained objects. You can re-order these objects, lock and unlock them, and add or remove them from groups. Objects on masters appear at the bottom of each layer. Master items can appear in front of document page objects if the master page objects are on a higher layer. (See.). Layers involve all pages of a document, including masters.
For example, if you hide Layer 1 while editing page 1 of your document, the layer is hidden on all pages until you decide to show it again. For information on converting layers from Adobe PageMaker® or QuarkXPress, see. Assigning a color to a layer makes it easier to distinguish the layers of different selected objects. For each layer that contains a selected object, the Layers panel displays a dot in the layer’s color. On the page, each object displays the color of its layer in its selection handles, bounding box, text ports, text wrap boundary (if used), frame edges (including the X displayed by an empty graphics frame), and hidden characters. The layer color does not appear for a deselected frame if its edges are hidden. Creating new objects with the Type tool or drawing tools.
Importing, placing, or pasting text or graphics. Selecting objects on other layers, and then moving them to the new layer.
You cannot draw or place a new object on a hidden or locked layer. When you select a drawing tool or the Type tool, or place a file when the target layer is hidden or locked, the pointer changes to the crossed-out-pencil icon when it is positioned over the document window. Either show or unlock the target layer, or target a visible, unlocked layer. If you choose Edit Paste when the target layer is hidden or locked, an alert message gives you the choice of showing or unlocking the target layer. To select individual objects on a layer, click the triangle icon next to the layer to display all, and select the target object.
You can also drag the target object to a different location without selecting it. Dragging objects from one layer to another. To select all objects on a specific layer, hold down Alt (Windows) or Option (Mac OS) as you click a layer in the Layers panel. To move or copy objects to another layer, use the Selection tool to select one or more objects on a document page or master. In the Layers panel, drag the colored dot on the right side of the layer list to move the selected objects to the other layer. Moving an object to a new layer.
The Paste Remembers Layers command affects how objects pasted from other locations interact with existing layers. If the Paste Remembers Layers command is selected, objects cut or copied from different layers retain their layer assignments when pasted to the new page or position.
If you paste objects to a document that doesn’t have the same layers as the document from which they were copied, InDesign adds the objects’ layer names to the Layers panel in the second document, and pastes each object on its layer. If the Paste Remembers Layers command is deselected, objects cut or copied from different layers are pasted together on the target layer. To hide or show one layer at a time, in the Layers panel, click the square at the far left of a layer name to hide or show the eye icon for that layer. To show or hide individual objects in a layer, click the disclosure triangle to view all objects in a layer, and then click the eye icon to show or hide the object. To hide all layers except the selected layer, or to hide all objects on a layer except the selected object, choose Hide Others in the Layers panel menu.
Or, Alt-click (Windows) or Option-click (Mac OS) the square on the far left side of the layer or object you want to remain visible. To show all layers, choose Show All Layers in the Layers panel menu. Or, Alt-click (Windows) or Option-click (Mac OS) the square on the far left side of a visible layer or object to show all layers or all objects in a layer.
Locking is useful for preventing accidental changes to a layer. A locked layer displays a crossed-out pencil icon in the Layers panel. Objects on locked layers cannot be selected or edited directly; however, if objects on locked layers have attributes that can be edited indirectly, they will change. For example, if you edit a tint swatch, objects on locked layers using that tint swatch will reflect the change. Similarly, putting a series of threaded text frames on both locked and unlocked layers will not prevent text on locked layers from recomposing. You can also use the Layers panel to lock or unlock objects in a layer. To delete a layer, drag a layer from the Layers panel to the Delete icon or choose Delete Layer layer name from the Layers panel menu.
To delete multiple layers, hold Ctrl (Windows) or Command (Mac OS) while you click the layers to select them. Then drag the layers from the Layers panel to the Delete icon or choose Delete Layers from the Layers panel menu. To delete all empty layers, choose Delete Unused Layers in the Layers panel menu. To delete an object on a layer, select the object in the Layers panel, and then click the Delete icon.
Asking “Why?” may be a favorite technique of your 3-year-old child in driving you crazy, but it could teach you a valuable Six Sigma quality lesson. The 5 Whys is a technique used in the Analyze phase of the Six Sigma DMAIC (Define, Measure, Analyze, Improve, Control) methodology. It is a great Six Sigma tool that does not involve data segmentation, hypothesis testing, regression or other advanced statistical tools, and in many cases can be completed without a data collection plan. By repeatedly asking the question “Why” (five is a good rule of thumb), you can peel away the layers of symptoms which can lead to the root cause of a problem. Very often the ostensible reason for a problem will lead you to another question. Although this technique is called “5 Whys,” you may find that you will need to ask the question fewer or more times than five before you find the issue related to a problem. Benefits of the 5 Whys.
Help identify the root cause of a problem. Determine the relationship between different root causes of a problem.
One of the simplest tools; easy to complete without statistical analysis. When Is 5 Whys Most Useful?. When problems involve human factors or interactions. In day-to-day business life; can be used within or without a Six Sigma project.
How to Complete the 5 Whys. Write down the specific problem. Writing the issue helps you formalize the problem and describe it completely. It also helps a team focus on the same problem.
Ask Why the problem happens and write the answer down below the problem. If the answer you just provided doesn’t identify the root cause of the problem that you wrote down in Step 1, ask Why again and write that answer down. Loop back to step 3 until the team is in agreement that the problem’s root cause is identified. Again, this may take fewer or more times than five Whys. 5 Whys Examples Problem Statement: Customers are unhappy because they are being shipped products that don’t meet their specifications. Why are customers being shipped bad products? – Because manufacturing built the products to a specification that is different from what the customer and the sales person agreed to.
Why did manufacturing build the products to a different specification than that of sales? – Because the sales person expedites work on the shop floor by calling the head of manufacturing directly to begin work. An error happened when the specifications were being communicated or written down. Why does the sales person call the head of manufacturing directly to start work instead of following the procedure established in the company? – Because the “start work” form requires the sales director’s approval before work can begin and slows the manufacturing process (or stops it when the director is out of the office). Why does the form contain an approval for the sales director? – Because the sales director needs to be continually updated on sales for discussions with the CEO.
In this case only four Whys were required to find out that a non-value added signature authority is helping to cause a process breakdown. Let’s take a look at a slightly more humorous example modified from Marc R.’s posting of in the iSixSigma Dictionary. Problem Statement: You are on your way home from work and your car stops in the middle of the road. Why did your car stop? – Because it ran out of gas. Why did it run out of gas?
– Because I didn’t buy any gas on my way to work. Why didn’t you buy any gas this morning? – Because I didn’t have any money. Why didn’t you have any money? – Because I lost it all last night in a poker game. Why did you lose your money in last night’s poker game? – Because I’m not very good at “bluffing” when I don’t have a good hand.
As you can see, in both examples the final Why leads the team to a statement (root cause) that the team can take action upon. It is much quicker to come up with a system that keeps the sales director updated on recent sales or teach a person to “bluff” a hand than it is to try to directly solve the stated problems above without further investigation. 5 Whys and the Fishbone Diagram The 5 Whys can be used individually or as a part of the fishbone (also known as the cause and effect or Ishikawa) diagram. The fishbone diagram helps you explore all potential or real causes that result in a single defect or failure. Once all inputs are established on the fishbone, you can use the 5 Whys technique to drill down to the root causes. Take-away Quotation “If you don’t ask the right questions, you don’t get the right answers. A question asked in the right way often points to its own answer.
Asking questions is the ABC of diagnosis. Only the inquiring mind solves problems.” – Edward Hodnett.
The example of the car running out of gas is actually a good example of how NOT to use the 5-Why method. Consider applying the logic used in this example to problems at your business. The easiest such demonstration of this is if we make the driver in this example an employee whose job it is to drive a company vehicle. The company vehicle runs out of gas because the employee didn’t buy gas before driving, because he didn’t have money, because he lost it gambling the night before, because he can’t bluff. So what’s the solution? Teach your employee how to bluff?
No, obviously not. The 5-Why was done incorrectly. The 5-Why should be used to reveal a failure of your process, not faults in employees. The 5-Why.SHOULD.
have gone something like this: Problem – The employee doesn’t make it to the scheduled task on time because the car stopped in the middle of the road. Why did the car stop? – It ran out of gas.
Why did it run out of gas? – There is no process in place requiring verification that the amount of gas in the tank is sufficient to reach the destination. If the employee had done this and realized there wasn’t enough gas to reach his destination, he wouldn’t have started to drive.KNOWING. he couldn’t arrive on time.
The driver’s ability to successfully gamble has absolutely nothing to do with this problem occurring. The process should be set up in a way to prevent it. I run into this kind of problem all the time while managing corrective action teams.
Autocad Layer Template
The 5-Why is a great technique – fast, efficient, easy to understand – but it takes some thorough thought to keep it from going on weird tangents, and teaching this type of thinking is the challenging part of problem solving. Maybe I’m missing something but I didn’t find either of these examples were particularly helpful nor do I think they got to the root cause. The man did not run out of gas bc he is bad at bluffing – I think the proper conclusion would be he makes bad financial decisions and shouldn’t gamble money he needs to pay his bills what should be be doing abt that?! Nor do I think we got to the root cause of the issue with the first example – the root problem is not that the Dir needs to be in the loop – many problems were identified and need to be addressed even if the Dir did not need to be informed. Changing just the last whys do not fix all the issues in either example. Interesting article. I have not been able to find a bright line rule on when you reach the root cause.
Photoshop Layer Template
Instead, I have developed some guidelines to help team decide when to stop asking why. L would appreciate any thoughts people might have. – Cannot get information needed to answer the why – people have left the company, no records kept, problem cannot be reproduced. – Further analysis or corrective action is outside the company’s control and the source is not willing to assist. – The responsible person, with adequate information, made a business decision. – The cost of deeper analysis is not justified by the potential gains – this one is an easy way out for teams, so we ask the team to adjust its composition to ensure it contains people who could answer the question.