Report on Procurement Process for Holiday Development

Report on Procurement Process for Holiday Development 1.0 Introduction This report has been prepared to discuss the procurement options available to All Star Property Development for the proposed holiday development in Tring. 2.0 Project Details 2.1 Generally The project comprises the provision of a holiday development comprising inexpensive holiday lets, club house and shop. Work to include modular unit accommodation, with all fixed fittings, furniture and equipment included within the contract including kitchen units and appliances. All loose furnishings and furniture will be down to the client following completion and handover over the project. 2.2 Budget The construction budget is currently approximately  £2million. 2.3 Programme The project programme anticipates completion May 2011 with a construction period of approximately 11 months. The works are therefore expected to commence June 2010. An excelerated programme would be considered for an early opening for Easter 2011. Design The design is at a RIBA stage C. The extent of the design development is subject to discussion and the procurement route decided upon but, is currently envisaged that it will be beyond RIBA work stage D in order to achieve the programme stated above. Procurement Methods Due to the budget, it is felt that the procurement routes suitable for this project are: Traditional Design and Build 3.1 Traditional The design and construction are generally deemed to be separate activities. Full documentation is necessary for tendering purposes, including that from specialist subcontractors where appropriate and adequate time is needed for the preparation of this. The method of reimbursement is commonly expected to be a lump sum basis. The procurement method can however be used in a wide range of situations including a measurement or cost plus contract. In theory, therefore should reasonable cost certainty on construction costs in a lump sum contract, however, cost increases can result due to a client changes, inadequate design and poor contractor performance. Advantages i) Tenders are on a like for like basis; ii) Scheme fully pre-designed and specified; iii) Early commitment to price; iv) Provides contractually agreed prices for valuation of variations, cost control and analysis; v) Standards are easier to control; vi) Direct employer relationship with designers. Disadvantages i) Longer procurement time; ii) Split responsibility between construction and design; iii) Limited risk transfer. 3.2 Design and Build A method where the contractor is responsible for undertaking both the detailed design and construction of the work in return for a lump sum price. There are variations on this option depending on the degree to which initial design is included in the clients requirements. The extent of control over the design is restricted once the contract is let since the contractor assumes responsibility once appointed. Some of the risk associated with this can be mitigated by a lesser extent by the novation of the original design team. The design and construction can generally proceed in parallel resulting in the overall programme time being shortened. Client changes in design specification can be made during construction although are more difficult to accurately agree on costs. Advantages: i) Transfer of risk to contractor (but not usually all risks); ii) Design is in competition (unless two-stage see later); iii) Maximum overlap of design and construction; iv) Construction expertise available for design; v) Early commitment to maximum price; vi) Less construction information required from client. Disadvantages: i) Tendering expensive to contractors; ii) Design not fully developed at tender stage, uncertain of final exact details until construction completed; iii) Best designer is not necessarily best builder and vice-versa (unless client team is novated); iv) Design liability can be limited; v) Standards can be difficult to control; vi) Variations can have greater consequence on cost; vii) Normally only the minimum is provided to satisfy the Employers requirements; viii) Premium for assumption of risk payable. 3.3 Variants on Procurement Process There are refinements or variations on the procurement options described previously: Single stage selective tendering Two stage selective tendering Negotiated tendering 3.3.1 Single stage selective tender This form of tendering occurs when the client wishes to obtain the most competitive price for the project. This method will only be successful where the design is substantially complete for the type of contract being proposed, ie. design and build or traditional as any incomplete elements of the design will lead to post contract variations and additional costs. In using this method, the client seeks tenders usually from three to six pre-selected competent contractors issuing detailed tender information, whether it be performance specifications for a design and built route or full detailed bill of quantities for a traditional route. Tenders are returned and assessed under competition, with a contractor being selected on the basis of who best meets the evaluation criteria. Advantages: i) Most competitive price achieved; ii) The client retains greater control of design and; iii) Increased cost certainty at signing of contract. Disadvantages: i) The contractor is not able to share its construction expertise at the design stage; ii) Increased programme requirements to produce the full design in advance of tender and; iii) Possible cost increases and variations are likely where the design is incomplete or erros have been made in design. 3.3.2 Two stage selective tendering Two stage tendering is best suited where the client requires a competitive price but in particular requires early contractor involvement. The client will issue tenders with limited preliminary information (usually preliminaries, provisional sums, early work packages) and a schedule of rates for the areas where the design is incomplete. Tenders are returned and assessed under competition, with the contractor being selected on the basis of who best meets the evaluation criteria. As the works progress, the schedule of rates is sued to complete the pricing of the design. Advantages: i) Allows early start; ii) Allows the contractor to have input into design and construction techniques; iii) Greater programme certainty as risks and identified early and; iv) Can build trust between client and contractor. Disadvantages: i) Possible increase in construction costs due to lack of competition on tendering; ii) A risk to programme if negotiations fail to meet targets; iii) Less cost certainty if early site start is preferred. 4.0 Evaluation of Procurement Methods The chosen procurement method is determined by the Clients approach to: Cost Programme Design and build quality 4.1 Cost Cost is a decisive factor with the client seeking cost certainty at an early stage. However, a fixed price not the only factor as value for money, scope for variations and accountability are feature in selection. 4.2 Programme As stated in section 2.0, the completion is required for May 2011 with a start on site date of June 2010. Assuming RIBA work stage typical lead-in periods for tender document preparation, tender, contractor selection and mobilisation for the various procurement options are given below: 1. Traditional 6 months 2. Design and Build a) single stage 5 months b) two stage 3 months 4.2 Design and Build quality Whilst the quality of the design and the building works is view as important, achieving value for money will remain fundamental. An evaluation matrix based on interpretation of All Star Developments expectations is attached at appendix 1 Cost Time Quality 5.0 Recommendation Based on the evaluation matrix the following ranking is achieved: 1. Design and Build 2. Traditional As cost certainty is paramount a single stage process is recommended.

A Man without Ambition is Like a Woman without Beauty

All the process of human development is led by the man, to my mind. Maybe I would be blamed by some kind of feminists, but I’m totally convinced of this statement. The most of great explores, inventions, technologies were created by men. As a consequence , I can agree with the expression of Frank Harris, that â€Å"a man without ambition is like a woman without beauty†.Considering the man as the leading power of history, I can confess that they couldn’t go forward without ambition. Only good sense of ambition can make a man to be an outstanding person.To reach the top of development and flourishing of society, we should carefully divide the roles of   the man and the woman. Of course it doesn’t mean that everybody must be similar. Jjust I think it will be better if a man remains a man and a woman remains a woman. I’m persuaded of the statement that a man is to have ambitions.For example, being young he should try to choose some goal of his life an d improve himself to reach it as soon as possible. The main role in succeeding belongs to his healthy ambition.If a man is ambitious enough, nothing will stop him. A woman, in her turn, must be the well-spring of a men’s inspiration. That’s why she should be beautiful, thoughtful, smart and kind. If it is such an order in our life, men will win the world.Applying to the history, we can remember the love-story of Napoleon and his wife Josephine. Napoleon became a legend because of his great ambition. He was so determined, so strong person that stayed in memory forever.Josephine was unusual person, too. She was not only a really beautiful woman, but she was wise and clever enough to share all Napoleon’s ideas and aims. I think it was also her triumphs which her husband had come to. It’s obvious, that his astonishing ambitions were inspired by Josephine too.To have an ambition means that one has a sense of self-reliance, strong desire to succeed, to do his b est and to get his dream, to make something remarkable.What will happen to a man without ambition? To my point of view, he won’t succeed in his life at all. Such a man will just join a big number of average people and at least disappear without leaving anything special. Unfortunately, there are a lot of such men. They never strive for any goal, because of the leak of ambition.Summarizing the whole ideas, I can say that a man should bring his ambition up. This feature of character is a particularly the men’s one.   A man without ambition can’t be admired and respected, can’t become a special person and can’t move the world’s history forward.All the greatest men of the centuries were ambitious persons. So if a man wants to be one of them, he should choose the most complicated way and follow it without hesitating.   

Employment Law Essay

Early this year, there are reports that the number of employees calling in sick has risen to staggering levels. According to an absence management company, there are about 3. 6 million employees who called in sick the first week of January (Pitcher, 2008). The United Kingdom ranked as second as having the most number of employees with long term sickness in a survey conducted by the European Community (Tehrani and Rainbird, 2005). The level of absence for UK was 27. 2% as against an average of 16. % of the European Union (Tehrani and Rainbird, 2005). An approximate figure of 14. 1 million days ‘were lost to stress and anxiety in 2001† (Tehrani and Rainbird, 2005). Absences due to stress and mental problems significantly affect both the employer and the employees. This matter apparently has been taken for granted and unaddressed for sometime until the enactment of the Disability Discrimination Act 1995 (DDA), Employment Act 2002, Employment Rights Act 1996, and the Health and Safety at Work etc Act 1974. This paper shall show the manner by which the pertinent provisions of these pieces of legislation are applied to a hypothetical case and it shall also seek to identify and explain the remedies of an employee in case of violation of the provisions. Disability—Sickness Absence The Disability Discrimination Act 1995 defines disability as one having a ‘physical or mental impairment which has a substantial and long-term adverse effect on his ability to carry out normal day-to-day activities’ (Section 1(1), Part 1, DDA 1995). The Industrial Tribunal has applied the definition to the different cases brought before it. For instance, in the case of Greenwood v. United Tiles Limited; the employee concerned was suffering from diabetes and was held to be disabled by the Tribunal (Greenwood v. United Tiles Limited 1101067/97/C). In the case of O’Neil v Symm & Company Limited, the Tribunal considered ME or chronic fatigue syndrome as a disability (O’Neil v Symm & Company Limited, 2700054/97). Even abdominal pains which had no medical diagnosis with respect to its origin was declared as a disability by the Tribunal in the case of Howden v Capital Copiers (Edinburgh) Limited (400005/97) (Thompsons Solicitors web site, 2007). Anent mental disability, Walton v LI Group Limited case involved an employee who had learning difficulties. The Tribunal ruled that the employee is considered disabled under the DDA basing its conclusion on the testimonial evidence of the employee’s parents and the fact that the employee was receiving disability living allowance (Walton v LI Group Limited, 1600562/97). The increased awareness for mental health and issues associated with it has accelerated in time, clinical depression is in fact already considered as a disability. Clinical depression is a ‘common mood disorder in psychology and psychiatry in which a person’s enjoyment of life and ability to function socially and in day-to-day matters is disrupted by intense sadness, melancholia, numbness or despair’ (Farlex Free Dictionary web site, n. d. ). In the recent appealed case of O’Hanlon v Commissioners for HM Revenue & Customs, the Employment Appeal Tribunal ruled that clinical depression is considered a disability and therefore falls within the coverage of the DDA 1995 [O’Hanlon v Commissioners for HM Revenue & Customs (2007) EWCA Civ 283]. Applying the above discussed legal principles to the given hypothetical case, Vangeer has been diagnosed to be suffering from clinical depression. This was brought about by the incident when she accidentally pricked herself with a needle which she picked up while cleaning a bus in the depot of her employer. This caused panic attacks and anxiety and for which she was given a year off from work. At this juncture, it is important to stress that the Health and Safety at Work etc Act 1974 requires the employers to ensure the health and safety of its employees in the place of work. Towards its realization, the law imposes upon the employer the duty to make ‘the provision and maintenance of plant and systems of work that are, so far as is reasonably practicable, safe and without risks to health’ (Section 2 (2)(a), HSWA 1974). This means that Snail Pace Bus Company should have provided a system of work including protective gear for those who clean their buses (Health Safety Executive, 2006). In addition, the employer is also supposed to take measures to protect their employee who may return to work considering that there is more likelihood that the employee may be weak because of the injury or disability (Health Safety Executive, 2006). Vangeer went on sickness absence for about a year. Sickness absence may be short term or long term. A long term sickness absence connotes serious medical reasons such as in the case of Vangeer. Long-term absence is ‘usually defined as a period of absence in excess of two weeks’ (Corcoran, 2006). When she returned for work, a new team leader made discriminatory remarks about her race. In hindsight, this may be considered as a violation of the Race Relations Act 1976. It may be shown that there is direct discrimination of Vangeer because she is black such as when she is treated less favourably than another (Thompsons Solicitors, n. d. ). Moreover, it may be shown that there is some form of harassment under the Race Relations Act 1976 as amended by the New Regulations of 2003 (Thompsons Solicitors, n. d. ). Harassment is broad as to include ‘abusive language, excessive monitoring of work, excessive criticism of someone’s work etc. ’ (Thompsons Solicitors, n. d. ). It may be claimed that Vangeer suffered by because she was degraded, intimidated and her dignity violated. The violation of her dignity is subjective and the Tribunal would need to rule using the ‘reasonableness’ standard (Thompsons Solicitors, n. d. In this case, the effect of Bob’s conduct has caused Vangeer to go on sickness absence for three weeks more based on the recommendation of her psychiatrist. Her transfer to another team was also suggested. Even before the period of sickness absence has lapsed, Snail Pace Bus Company was bought by Slow Coach Ltd. and Vangeer was called to a meeting about her absence. Thereafter, she was dismissed from her employment with pay. Her dismissal is illegal. ‘In relation to long-term sickness absence, the employer who dismisses an employee faces three potential legal risks’ (Lemon & Co. 2008). Vangeer may file for a claim for unfair dismissal, for disability discrimination and for violation of her contract of employment. It is axiomatic that there exists between the employer and the employee, a contract of employment. It is an agreement whereby the rights and obligations of both the employee and the employer are specified (Direct. Gov web site, 2008). When the employee accepts employment, there is an automatic contract of employment that is created regardless of whether this has been reduced into writing (Direct. Gov web site, 2008). Generally, employment contracts contain the following clauses: ‘commencement, term, job title and duties, place of work, hours of work, pay, holiday entitlement, pension, sickness absence, intellectual property, confidentiality, termination disciplinary, dismissal and grievance procedures, and collective agreements’(Clickdocs web site, n. d. ). The terms of employment in respect of hours of work, pay, termination of employment and other benefits are provided by the statutes. This being the case, the employer is mandated to comply with the provisions of the statutes. For instance, dismissal procedures should be observed. In the instant case, Vangeer was invited to a meeting to discuss her absence and after a day she was dismissed from employment with pay. The Employment Act 2002, Part 3, Section 30 (1) provides that, ‘Every contract of employment shall have effect to require the employer and employee to comply, in relation to any matter to which a statutory procedure applies, with the requirements of the procedure’ (EA 2002). The law requires that the employer observe the procedure in cases of dismissal as provided for under section 29, Schedule 2 Statutory Dispute Resolution Procedures, Chapter 1 and 2. Substantially, the employer is required by law to put into writing the circumstances and acts of the employee which he led him to initiate disciplinary or dismissal steps and invite him to discuss it in a meeting. The employee must have notice and reasonable opportunity to be apprised of the same. After the meeting, the employer must inform the employee of his decision and inform him of his right to appeal. Should the employee opt for an appeal, another meeting should be scheduled before the dismissal or the disciplinary penalty shall have been effective (Section 29, Schedule 2, Chapter 1, EA 2002). In the instant case, Vangeer apparently may have been given an unfairly short notice and was not informed of her right of appeal if she was not satisfied with the decision. In retrospect, the jurisdiction over wrongful dismissal cases were lodged in courts until 1994 when jurisdiction was given to the Employment Tribunals which were authorised to grant only up to GBP25,000 (British Employment web site, 2007). A contrary rule is observed with respect to unfair dismissals and discrimination cases, where the courts can award greater amounts of monetary damages. Wrongful dismissal results when employer fails to give the employee notice in accordance with the employment contract and without appropriate pay (British Employment web site, 2007). It has been observed though that it is better for the ‘employee to sue if the contract provides a fairly long notice period’ (British Employment web site, 2007). Monetary damages in these cases are computed based on the amount of loss in terms of compensation and other benefits. Unfair dismissal occurs when the employee is terminated from employment and the employer in doing so had no valid and justifiable reason (Direct. gov web site, 2008). The Employment Rights Act 1996, specifically Part X sections 111 to 132 provide for the remedies in case of unfair dismissal. In a nutshell, there are three options: an order for reinstatement, an order for re-engagement or an order for compensation. Reinstatement is when the Tribunal orders the employer to put the employee back to work with the same position and assigned tasks. There is re-engagement when the employee is placed back to work with a new post and tasks but under the same employer ((British Employment web site, 2007). In cases where the Tribunal issues an order for reinstatement or re-engagement, it cannot also order compensation [Wilson (HM Inspector of Taxes) v Clayton (2003) EWCA Civ 1657]. In the instant case, Vangeer was unlawfully dismissed because of her long absence. The Employment Rights Act 1996 provide for the employer’s responsibilities in case sickness absence and dismissal are due to ill-health (Mace & Jones web site, 2007). Bad health may be considered a good basis for dismissal of an employee because it affects the ability and capacity of the employee to perform his assigned duties and tasks. The law mandates that in order for a dismissal based on ill-health can be considered as fair, the employer must observe and comply with the legal requirements (Mace & Jones web site, 2007). The employee must be given the reasonable opportunity to recover and return to work before they can be dismissed’ (Lemon & Co. web site, 2008). In the instant case, Snail Pace Bus Company gave Vangeer about a year to recover from her clinical depression. A return to work programme was drawn up for her. Her relapse was instigated by her new manager. She was given a three week off from work and before the lapse of that time she was dismissed after the discussion with Slow Coach Ltd. Vangeer apparently was not given a reasonable opportunity to even use her three week off when in fact, the relapse was caused by management. However, it should be pointed out that not in all cases shall the employer be liable even if he partly or wholly was responsible for the incapacity of the employee. In the case of McAdie v Royal Bank of Scotland [2007] EWCA Civ 806, the Employment Appeal Tribunal reversed the decision of the Employment Tribunal when it ruled that the dismissal was justified even if the employer, partly or wholly caused the employee’s incapacity because based on the medical evidence obtained ‘there was no prospect of the employee returning to work’ [McAdie v Royal Bank of Scotland (2007) EWCA Civ 806]. Another requirement would be is for the employer to seek evidence of the medical status of the illness of the employee. The employer must request for medical reports from the employee’s physician upon the authorisation of the former (Lemon & Co. web site, 2008). The employer may also request for the examination of the employee by the employer’s own physician. The meeting should be for purposes of assessing the current medical state, the existing medical advice and medical evidence. In the case of Vangeer, Slow Coach Ltd. ailed to request the medical reports from her physician. Moreover, the employee must be consulted through a series of meetings for purposes of exploring ways and issues for alternative options and reasonable adjustments (Lemon & Co. web site, 2008). Albeit, there is one meeting conducted with Vangeer, no exhaustive discussion seemed to have been made. Finally, ‘The employer must consider the possibility of making adjustments to the working environment in order to permit the employee to return to work’ (Lemon & Co. eb site, 2008). When Vangeer was ill the first time, the employer made a programme which allowed her to start work late and go home early. However in the case of relapse, the suggestion that she be re-assigned to a different team was not deliberated upon and carried out by Slow Coach Ltd. It is the responsibility of the employer to seek and accept suggestions from the employee on how she can work when she returns. In a complaint for unfair dismissal, the Employment Tribunal shall take the following factors into consideration: ‘nature of the employee’s illness, the likely duration of the illness, the nature of the job, the needs of the employer, the employee’s length of service, the type (and amount) of sick pay paid to the employee and alternative employment’ (Lemon & Co. web site, 2008). The most important factor that will be considered is whether the employer took measures in gathering information and ascertaining medical reports from which he would base a fair and reasonable conclusion and decision. There must be recent, comprehensive and competent medical findings (Direct. gov web site, 2008). He must also comply with the procedures in dismissing an employee in accordance with the Employment Act 2002 and the Dispute Regulations 2004 (Direct. gov web site, 2008). Failure to follow the â€Å"statutory minimum dismissal and disciplinary procedure† shall make him liable to ‘a minimum basic award of 4 weeks pay. Furthermore, any compensation awarded by an Employment Tribunal may increase by 10-50%’ (Direct. gov web site, 2008). There is no distinction between sickness absence and disability. In the case of Clark v Novacold (18901661/97) ‘the Industrial Tribunal concluded that there should be no distinction between the two, and dismissal for sickness absence does in fact relate to the disability and accordingly is prima facie unlawful’ (Thompsons Solicitors web site, 1997). According to Solicitor Michael Corcoran, if the disability is the cause of the long term sickness absence and the employee was in fact dismissed, such dismissal is tantamount to discrimination unless it is shown that dismissal is justifiable (Corcoran, 2006). The lack of knowledge of Slow Coach Ltd. may have on the disability would be irrelevant and immaterial to the issue of whether Vangeer was treated less favourably (Corcoran, 2006). Under Section 20 of the Discrimination Disability Act 1995, direct discrimination is committed when the employee is ‘treated less favourably’ than another not suffering from such disability and that such treatment is by reason of the employee’s disability (DDA 2005). Moreover, the employer shall also be liable if he failed to make reasonable adjustments so that the disabled employee can continue his or her employment (HSE, n. d. ). The law requires that the employer ‘go an extra mile’ for the disabled employee, albeit the law does not set parameters of its extent. However, case law has laid down legal principles based on each of the precedent-setting case (HSE, n. d. ).

Biography of John Gibbon, Heart-Lung Machine Inventor

John Heysham Gibbon Jr. (Sept. 29,  1903–Feb. 5, 1973) was an American surgeon who was widely known for creating the first heart-lung machine. He proved the efficacy of the concept in 1935 when he used an external pump as an  artificial heart  during an operation on a cat. Eighteen years later, he performed the first successful open-heart operation on a human using his  heart-lung machine. Fast Facts: John Heysham Gibbon Known For: Inventor of the heart-lung machineBorn: Sept. 29,  1903 in Philadelphia, PennsylvaniaParents: John Heysham Gibbon Sr., Marjorie YoungDied: Feb. 5, 1973 in Philadelphia, PennsylvaniaEducation: Princeton University, Jefferson Medical CollegeAwards and Honors: Distinguished Service Award from International College of Surgery, fellowship from Royal College of Surgeons, Gairdner Foundation International Award from University of TorontoSpouse: Mary HopkinsonChildren: Mary, John, Alice, and Marjorie Early Life of John Gibbon Gibbon was born in Philadelphia, Pennsylvania, on Sept. 29, 1903, the second of four children of surgeon John Heysham Gibbon Sr. and Marjorie Young. He earned his B.A. from  Princeton University in Princeton, New Jersey, in 1923 and his M.D. from Jefferson Medical College in Philadelphia in 1927. He completed his internship at Pennsylvania Hospital in 1929. The following year, he went to Harvard Medical School as a research fellow in surgery. Gibbon was a sixth-generation physician. One of his great-uncles, Brig. Gen. John Gibbon, is memorialized by a monument to his bravery on the Union side in the Battle of Gettysburg, while another uncle was a brigade surgeon for the Confederacy in the same battle. In 1931 Gibbon married Mary Hopkinson, a surgical researcher who was an assistant in his work. They had four children: Mary, John, Alice, and Marjorie. Early Experiments It was the loss of a young patient in 1931, who died despite emergency surgery for a blood clot in her lungs, that first stirred Gibbons interest in developing an artificial device for bypassing the heart and lungs and allowing for more effective heart surgery techniques. Gibbon believed that if doctors could keep blood oxygenated during lung procedures, many other patients could be saved. While he was dissuaded by all with whom he broached the subject, Gibbon, who had a talent for engineering as well as medicine, independently continued his experiments and tests. In 1935, he used a prototype heart-lung bypass machine that took over cardiac and respiratory functions of a cat, keeping it alive for 26 minutes. Gibbons World War II Army service in the China-Burma-India Theater temporarily interrupted his research, but after the war he began a new series of experiments with dogs. For his research to proceed to humans, though, he would need help on three fronts, from doctors and engineers. Help Arrives In 1945, American cardiothoracic surgeon Clarence Dennis built a modified Gibbon pump that permitted a complete bypass of the heart and lungs during surgery. The machine, however, was hard to clean, caused infections, and never reached human testing. Then came Swedish physician Viking Olov Bjork, who invented an improved oxygenator with multiple rotating screen discs over which a film of blood was injected. Oxygen was passed over the discs, providing sufficient oxygenation for an adult human. After Gibbon returned from military service and restarted his research, he met Thomas J. Watson, CEO of International Business Machines (IBM), which was establishing itself as a premier computer research, development, and manufacturing firm. Watson, who was trained as an engineer, expressed interest in Gibbons heart-lung-machine project, and Gibbon explained his ideas in detail. Shortly thereafter, a team of IBM engineers arrived at Jefferson Medical College to work with Gibbon. By 1949, they had a working machine—the Model I—that Gibbon could try on humans. The first patient, a 15-month-old girl with severe heart failure, didnt survive the procedure. An autopsy later revealed that she had an unknown congenital heart defect. By the time Gibbon identified a second likely patient, the IBM team had developed the Model II. It used a refined method of cascading blood down a thin sheet of film to oxygenate it rather than the whirling technique, which could potentially damage blood corpuscles. Using the new method, 12 dogs were kept alive for more than an hour during heart operations, paving the way for the next step. Success in Humans It was time for another try, this time on humans.  On May 6, 1953, Cecelia Bavolek became the first person to successfully undergo open-heart bypass surgery with the Model II totally supporting her heart and lung functions during the procedure. The operation closed a serious defect between the upper chambers of the 18-year-olds heart. Bavolek was connected to the device for 45 minutes. For 26 of those minutes, her body totally depended upon the machine’s artificial cardiac and respiratory functions. It was the first successful intracardiac surgery of its kind performed on a human patient. By 1956 IBM, well on its way to dominating the fledgling computer industry, was eliminating many of its non-core programs. The engineering team was withdrawn from Philadelphia—but not before producing the Model III—and the huge field of biomedical devices was left to other companies, such as Medtronic and  Hewlett-Packard. That same year, Gibbon became the Samuel D. Gross professor of surgery and head of the surgery department at Jefferson Medical College and Hospital, positions he would hold until 1967. Death Gibbon, perhaps ironically, suffered from heart trouble in his later years. He had his first heart attack  in July 1972 and died of another massive heart attack while playing tennis on Feb. 5, 1973. Legacy Gibbons heart-lung machine undoubtedly saved countless lives. He is also remembered for writing a standard textbook on chest surgery and for teaching and mentoring countless physicians. Upon his death, the Jefferson Medical College renamed its newest building after him. Over his career, he was a visiting or consulting surgeon at several hospitals and medical schools. His awards included the Distinguished Service Award from the International College of Surgery (1959), an honorary fellowship from the Royal College of Surgeons in England (1959), the Gairdner Foundation International Award from the University of Toronto (1960), honorary Sc.D. degrees from  Princeton University  (1961) and the University of Pennsylvania (1965), and the Research Achievement Award from the American Heart Association (1965). Sources Dr. John H. Gibbon Jr. and Jeffersons Heart-Lung Machine: Commemoration of the Worlds First Successful Bypass Surgery. Thomas Jefferson University.John Heysham Gibbon Biography. Engineering and Technology History Wiki.John Heysham Gibbon, 1903-1973: American Surgeon. Encyclopedia.com