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family whether such a tragedy could have been foreseen and avoided especially amongst young competitive athletes who are seen as the epitome of health and tness. Table 18.10 categorizes the causes of sudden death in athletes and reiterates the point made earlier that witnessing the collapse and categorizing it as traumatic or non-traumatic makes it easier to assess and treat accurately. In the general population and competitive athletes over the age of 35 years, atherosclerotic coronary artery disease accounts for the majority of sudden cardiac deaths. Non-coronary causes of sudden cardiac death in the mature athlete are rare and include acquired valvular disease, mitral valve prolapse, and hypertrophic cardiomyopathy (Maron et al. 1986; Burke et al. 1991; Quigley 2000). In younger athletes a broad spectrum of cardiovascular causes has been reported, including congenital and inherited disorders (Table 18.11; Van Camp et al. 1995; Maron et al. 1996; Corrado et al. 2003). The risk of sudden death in a young athletic population is 2.5-fold higher than in a non-active population of the same age range (12 35 years) (Corrado et al. 2003). However, sports participation is not a cause of increased mortality per se but acts as a trigger of cardiac arrest upon underlying cardiovascular disease that predisposes to lifethreatening ventricular arrythmias. The incidence of sports-related sudden deaths has been dif cult to quantify because of its rarity. Incidences differ slightly between different populations studied. This is thought in part to be due to differences in ethnicity, genetic factors, age ranges, and level of sport participation. Retrospective

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(Publisher: John Wiley & Sons, Inc.) Author(s): Carl Franklin ISBN: 0471314986 Publication Date: 02/01/99

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weighted sum of the four performance measures is developed, where the weights re ect the strategic importance that the plant places on the performance dimension Cua et al (2001) rst divided the plants into high and low performance and then conducted discriminant analysis to assess which practices discriminated between the two groups First, they created four composite measures of all the four types of practices, TQM, JIT, TPM and common or support practices, and then investigated their relative importance in discriminating between the high and low performers The discriminant loadings for all four composite measures were all high, 053 085, over all ve performance indicators, and the overall model t was good for all equations JIT was most signi cant for cost ef ciency, and TQM was more important for quality and volume exibility and even for on-time delivery.

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TPM was the least signi cant for all measures, except for the weighted measure, where JIT was slightly less signi cant than it, the implication being that cost ef ciency was weighted highly in the measure The discriminant loadings for the common practices were either the top or very close to the top rated practices for all the performance measures Second, the authors conducted a similar analysis using the individual practices that made up the TQM, JIT, TPM and support practices The results con rmed that at least one practice from each of these sets had an impact on all the performance measures For TQM, all four were important for on-time delivery, all but customer involvement was important for quality and the overall performance measure, customer involvement was the only practice signi cant for volume exibility, while it and supplier management were important for cost ef ciency.

For JIT practices, JIT delivery from suppliers was the only important item for all the performance measures, but set-up time reduction and pull production were also signi cant in the case of cost ef ciency Technology emphasis was the only TPM practice which was important for all performance measures, while planned maintenance was signi cant for cost ef ciency and on-time delivery In the case of the supports, committed leadership was a highly signi cant practice in all performance models In the case of volume exibility, it was the only such practice of any signi cance For on-time delivery all the other supports were signi cant; for cost ef ciency all but strategic planning were; for quality, only strategic planning and employer involvement were signi cant common practices Finally, for weighted performance, only strategic planning was signi cant.

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