1. What were the three key elements that were part of Buck Knives' five-year plan to reduce
costs? Which one did they implement immediately? 2. There were some key executive-level
managers who became huge advocates of the lean process. The article said that these managers
acted as "a catalyst to speed the permeation of lean throughout the culture." These managers
worked in which function/department? 3. Our book introduces the concept of the value chain,
which is similar to what Buck Knives calls "value streams." What was the biggest hurdle that
Buck faced when converting to value streams? How many years had they been doing things the
old way? 4. Buck tried to implement 2 major changes at the same time and learned a valuable
lesson of what NOT to do that they repeatedly cite. What was it? 5. Look at the "Box Score"
chart at the bottom of p. 2 which summarizes the benefits that Buck Knives achieved through
implementing lean principles. Which do you feel is the most important? Why? ( 12 paragraph
answer please)
By Tonya Vinas Although lean principles and practices have broad application in manufacturing.
the ease of that application can vary based on what is being produced, to whom it is being sold,
competitive pressures, location, corporate structure, workforce charcieristics, availability of raw
materials, contractual obligations, and other attributes that make each lean joumey different.
Buck Knives, a Post Falls, Idaho-based manufacturer of knives for outdoor recreation and
personal use, had more reasons than most to eschew lean: - Its three biggest customers are large
chain retailers and catalogs, who can be highly demanding of suppliers and are notoriously
inconsistent with replenishment and sales-forecast accuracy. - Making high-quality knives
involves craftsmanship skills, which don't translate easily into standard work. - Raw materials
include both metals - which have long procurement cycles and volatile prices - and specialty
materials such as giraffe bone and mother of pearl - which are rare, strictly regulated, and have
complicated procurement requirements. - Forty to forty-five percent of sales come in the last
three months of the year, making for highly unleveled demand. - As it started implementing lean,
the company also had to relocate its company headquarters and manufacturing facility from San
Diego to Post Falls and implement a new enterprise resource planning (ERP) system. Despite
these challenges, Buck Knives has so fervently cmbraced lean that it now does nearly everything
differently - from allocations of costs for shop-floor supplies to working with its key retail
customer to level load fulfillment. Buck's efforts began with the creation of a single assembly
cell while it was still a largebatch producer and occupied a plant that was 45% larger than its
current plant. Since then, lean ideology has changed leadership's thinking so much that they have
thrown out their old performance metrics and are in the process of creatin.
Quality in Practice From Leadership Through Quality to Lean Six S.docxamrit47
Quality in Practice: From Leadership Through Quality to Lean Six Sigma at Xerox41
The Xerox 914, the first plain-paper copier, was introduced in 1959. Regarded by many people as the most successful business product ever introduced, it created a new industry. During the 1960s Xerox grew rapidly, selling all it could produce, and reached $1 billion in revenue in record-setting time. By the mid-1970s its return on assets was in the low 20 percent range. Its competitive advantage was due to strong patents, a growing market, and little competition. In such an environment, management was not pressed to focus on customers.
Facing a Competitive Crisis
During the 1970s, however, IBM and Kodak entered the high-volume copier business—Xerox’s principal market. Several Japanese companies introduced high-quality low-volume copiers, a market that Xerox had virtually ignored, and established a foundation for moving into the high-volume market. In addition, the Federal Trade Commission accused Xerox of illegally monopolizing the copier business. After negotiations,
Xerox agreed to open approximately 1,700 patents to competitors. Xerox was soon losing market share to Japanese competitors, and by the early 1980s it faced a serious competitive threat from copy machine manufacturers in Japan; Xerox’s market share had fallen to less than 50 percent. Some people even predicted that the company would not survive. Rework, scrap, excessive inspection, lost business, and other problems were estimated to be costing Xerox more than 20 percent of revenue, which in 1983 amounted to nearly $2 billion. Both the company and its primary union, the Amalgamated Clothing and Textile Workers, were concerned. In comparing itself with its competition, Xerox discovered that it had nine times as many suppliers, twice as many employees, cycle times that were twice as long, 10 times as many rejects, and seven times as many manufacturing defects in finished products. It was clear that radical changes were required.
Leadership Through Quality
In 1983, company president David T. Kearns became convinced that Xerox needed a long-range, comprehensive quality strategy as well as a change in its traditional management culture (see Figure 1.5). Kearns was aware of Japanese subsidiary Fuji Xerox’s success in implementing quality management practices and was approached by several Xerox employees about instituting total quality management. He commissioned a team to outline a quality strategy for Xerox. The team’s report stated that instituting it would require changes in behaviors and attitudes throughout the company as well as operational changes in the company’s business practices. Kearns determined that Xerox would initiate a total quality management approach, that they would take the time to “design it right the first time,” and that the effort would involve all employees. Kearns and the company’s top 25 managers wrote the Xerox Quality Policy, which states:
Figure 1.5: Origin of the 1983 Xe ...
Quality in Practice From Leadership Through Quality to Lean Six S.docxmakdul
Quality in Practice: From Leadership Through Quality to Lean Six Sigma at Xerox
The Xerox 914, the first plain-paper copier, was introduced in 1959. Regarded by many people as the most successful business product ever introduced, it created a new industry. During the 1960s Xerox grew rapidly, selling all it could produce, and reached $1 billion in revenue in record-setting time. By the mid-1970s its return on assets was in the low 20 percent range. Its competitive advantage was due to strong patents, a growing market, and little competition. In such an environment, management was not pressed to focus on customers.
Facing a Competitive Crisis
During the 1970s, however, IBM and Kodak entered the high-volume copier business—Xerox’s principal market. Several Japanese companies introduced high-quality low-volume copiers, a market that Xerox had virtually ignored, and established a foundation for moving into the high-volume market. In addition, the Federal Trade Commission accused Xerox of illegally monopolizing the copier business. After negotiations, Xerox agreed to open approximately 1,700 patents to competitors. Xerox was soon losing market share to Japanese competitors, and by the early 1980s it faced a serious competitive threat from copy machine manufacturers in Japan; Xerox’s market share had fallen to less than 50 percent. Some people even predicted that the company would not survive. Rework, scrap, excessive inspection, lost business, and other problems were estimated to be costing Xerox more than 20 percent of revenue, which in 1983 amounted to nearly $2 billion. Both the company and its primary union, the Amalgamated Clothing and Textile Workers, were concerned. In comparing itself with its competition, Xerox discovered that it had nine times as many suppliers, twice as many employees, cycle times that were twice as long, 10 times as many rejects, and seven times as many manufacturing defects in finished products. It was clear that radical changes were required.
Leadership Through Quality
In 1983, company president David T. Kearns became convinced that Xerox needed a long-range, comprehensive quality strategy as well as a change in its traditional management culture (see Figure 1.5). Kearns was aware of Japanese subsidiary Fuji Xerox’s success in implementing quality management practices and was approached by several Xerox employees about instituting total quality management. He commissioned a team to outline a quality strategy for Xerox. The team’s report stated that instituting it would require changes in behaviors and attitudes throughout the company as well as operational changes in the company’s business practices. Kearns determined that Xerox would initiate a total quality management approach, that they would take the time to “design it right the first time,” and that the effort would involve all employees. Kearns and the company’s top 25 managers wrote the Xerox Quality Policy, which states:
Figure 1.5: Origin of the 1983 Xerox ...
Quality in Practice From Leadership Through Quality to Lean Six S.docxamrit47
Quality in Practice: From Leadership Through Quality to Lean Six Sigma at Xerox41
The Xerox 914, the first plain-paper copier, was introduced in 1959. Regarded by many people as the most successful business product ever introduced, it created a new industry. During the 1960s Xerox grew rapidly, selling all it could produce, and reached $1 billion in revenue in record-setting time. By the mid-1970s its return on assets was in the low 20 percent range. Its competitive advantage was due to strong patents, a growing market, and little competition. In such an environment, management was not pressed to focus on customers.
Facing a Competitive Crisis
During the 1970s, however, IBM and Kodak entered the high-volume copier business—Xerox’s principal market. Several Japanese companies introduced high-quality low-volume copiers, a market that Xerox had virtually ignored, and established a foundation for moving into the high-volume market. In addition, the Federal Trade Commission accused Xerox of illegally monopolizing the copier business. After negotiations,
Xerox agreed to open approximately 1,700 patents to competitors. Xerox was soon losing market share to Japanese competitors, and by the early 1980s it faced a serious competitive threat from copy machine manufacturers in Japan; Xerox’s market share had fallen to less than 50 percent. Some people even predicted that the company would not survive. Rework, scrap, excessive inspection, lost business, and other problems were estimated to be costing Xerox more than 20 percent of revenue, which in 1983 amounted to nearly $2 billion. Both the company and its primary union, the Amalgamated Clothing and Textile Workers, were concerned. In comparing itself with its competition, Xerox discovered that it had nine times as many suppliers, twice as many employees, cycle times that were twice as long, 10 times as many rejects, and seven times as many manufacturing defects in finished products. It was clear that radical changes were required.
Leadership Through Quality
In 1983, company president David T. Kearns became convinced that Xerox needed a long-range, comprehensive quality strategy as well as a change in its traditional management culture (see Figure 1.5). Kearns was aware of Japanese subsidiary Fuji Xerox’s success in implementing quality management practices and was approached by several Xerox employees about instituting total quality management. He commissioned a team to outline a quality strategy for Xerox. The team’s report stated that instituting it would require changes in behaviors and attitudes throughout the company as well as operational changes in the company’s business practices. Kearns determined that Xerox would initiate a total quality management approach, that they would take the time to “design it right the first time,” and that the effort would involve all employees. Kearns and the company’s top 25 managers wrote the Xerox Quality Policy, which states:
Figure 1.5: Origin of the 1983 Xe ...
Quality in Practice From Leadership Through Quality to Lean Six S.docxmakdul
Quality in Practice: From Leadership Through Quality to Lean Six Sigma at Xerox
The Xerox 914, the first plain-paper copier, was introduced in 1959. Regarded by many people as the most successful business product ever introduced, it created a new industry. During the 1960s Xerox grew rapidly, selling all it could produce, and reached $1 billion in revenue in record-setting time. By the mid-1970s its return on assets was in the low 20 percent range. Its competitive advantage was due to strong patents, a growing market, and little competition. In such an environment, management was not pressed to focus on customers.
Facing a Competitive Crisis
During the 1970s, however, IBM and Kodak entered the high-volume copier business—Xerox’s principal market. Several Japanese companies introduced high-quality low-volume copiers, a market that Xerox had virtually ignored, and established a foundation for moving into the high-volume market. In addition, the Federal Trade Commission accused Xerox of illegally monopolizing the copier business. After negotiations, Xerox agreed to open approximately 1,700 patents to competitors. Xerox was soon losing market share to Japanese competitors, and by the early 1980s it faced a serious competitive threat from copy machine manufacturers in Japan; Xerox’s market share had fallen to less than 50 percent. Some people even predicted that the company would not survive. Rework, scrap, excessive inspection, lost business, and other problems were estimated to be costing Xerox more than 20 percent of revenue, which in 1983 amounted to nearly $2 billion. Both the company and its primary union, the Amalgamated Clothing and Textile Workers, were concerned. In comparing itself with its competition, Xerox discovered that it had nine times as many suppliers, twice as many employees, cycle times that were twice as long, 10 times as many rejects, and seven times as many manufacturing defects in finished products. It was clear that radical changes were required.
Leadership Through Quality
In 1983, company president David T. Kearns became convinced that Xerox needed a long-range, comprehensive quality strategy as well as a change in its traditional management culture (see Figure 1.5). Kearns was aware of Japanese subsidiary Fuji Xerox’s success in implementing quality management practices and was approached by several Xerox employees about instituting total quality management. He commissioned a team to outline a quality strategy for Xerox. The team’s report stated that instituting it would require changes in behaviors and attitudes throughout the company as well as operational changes in the company’s business practices. Kearns determined that Xerox would initiate a total quality management approach, that they would take the time to “design it right the first time,” and that the effort would involve all employees. Kearns and the company’s top 25 managers wrote the Xerox Quality Policy, which states:
Figure 1.5: Origin of the 1983 Xerox ...
Cloud computing coupled with the emergence of lean principles in the field of innovation has transformed the corporate landscape. In this session, we will explore how corporates can respond to the emerging threat of startups and develop an innovation capability. This session will focus on real-world examples and address how organizations need to re-think traditional processes and governance practices if they are to thrive in the digital age. Conor McNamara, AWS Enterprise Strategy Lead for APAC & Joanne Molesky, co-author of the best-selling Lean Enterprise book will share their experiences from working with corporates who have embarked on this journey.
The Last Word: The 50-Year Journey to Digital BusinessCognizant
To make good on the promise of the digital age, established companies must master a veritable Rubik's Cube of thorny challenges. The solution lies in understanding three key historical precedents and four perennial seasons of change.
Published in ISA Management newsletter, article addresses basic strategies to increase sales organically by expanding into new markets or developing new products. Which combination is right for you? Starting on page 7.
Managers currently regard large, multi-site, multi-year Supply Chain Management
(SCM) implementations as too risky. Indeed, such projects require
extremely skilled project management. BP Chemicals implemented Aspentech’s
MIMI supply chain management solution across 17 businesses. It
was a huge, highly successful project, largely because of excellent project
management.
HCLT Case Study : HCL enables Strategic Transformation & Business focused Inn...HCL Technologies
http://hclte.ch/IsWDFL - More on Retail and consumer
http://www.hcltech.com/ - More on HCL Technologies
HCL enabled Total IT Outsourcing - Transformation and Business Focused Innovation for a leading global music company. HCL worked with the client towards its strategic objective – to create an optimized model for music distribution and revenue creation through successful talent discovery and artist management. HCL worked on three core mandates: cost reduction - minimization of Opex, bolstering operational excellence and streamlining existing IT systems for superior flexibility and agility. HCL’s uniquely integrated RTB (Run The Business) and CTB (Change The Business) into the same contract to provide savings which could be ploughed back into several Transformation oriented projects.
APM webinar sponsored by the South Wales and West of England branch on 4 November 2021.
MoD Defence Equipment and Support (DE&S) is responsible for delivering equipment and support solutions to the UK Armed Services. This event will discuss the work underway to transform the way these projects are delivered.
The presentation will provide an overview of work undertaken in recent years, and still ongoing, to transform the project delivery of equipment and support. It will set out the rationale behind the need for change, describe the key components of the transformation programme, including organisation, people and the DE&S Way to delivery, refer to progress made, and work still in hand.
https://www.apm.org.uk/news/transforming-project-delivery-in-mod-defence-equipment-and-support-webinar/
1. THE UNITED STATES has all biomes except ____.Group of answer ch.pdfaniljain719651
1. THE UNITED STATES has all biomes except ____.
Group of answer choices
tundra
Mediterranean scrub
The U.S. has all biomes.
desert
conifers
tropical rainforest
2. Clay accumulation, THAT INCLUDES calcium carbonate or gypsum in the B horizon is
consistent with ____ formation.
Group of answer choices
Spodsols
Alfisols
Aridisols
Oxisols.
1. The market reacted poorly to Credit Suisses announcement regardi.pdfaniljain719651
1. The market reacted poorly to Credit Suisse's announcement regarding obtaining liquidity lines
from the Swiss National Bank and undertaking a debt tender offer. One market participant
observed, "Too little, too late." True or False
2. Unlike Silicon Valley Bank, Credit Suisse is classified as a systemically important financial
institution. True or False
3. What factors have negatively impacted Credit Suisse's share price?.
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una relacin endosimbitica entre dos archaeons.
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1. Section1.- Populating the list of persons on the person listing f.pdfaniljain719651
1. Section1.- Populating the list of persons on the person listing form, and put functionality in the
Add Person button (1 mark)
a. In PersonListing: The starting code places only one item in the list of persons. Discussions
with the original developer have yielded that the method showTable in PersonListing is
responsible for populating the table. The addToTable method which accepts one person and adds
information regarding that person to the table should NOT be modified. Complete showTable so
that an entry is placed in the table for each row in the file person.dat.
b. In PersonEntry: Modify PersonEntry so that it is able to store an instance of PersonListing.
c. In PersonEntry: Modify the Constructor of PersonEntry so that it accepts an instance of
PersonListing, and then sets the local instance variable to the value accepted by the constructor.
d. In PersonListing: Add a listener to the Add Person button so that when it is clicked, an
instance of PersonEntry is displayed. When invoking the instance of PersonEntry, a reference to
the current instance of PersonListing should be passed as an argument to the constructor. //Hint a
listener is already included in the starting code that adds functionality to the Close button.
2. Section 2. Implementing functionality in the PersonEntry. (1.5 marks)
a. Modify the PersonEntry object so that the interface looks like that presented in Figure 3
Hints:
i. You may need to add a JLabel and a JCheckBox
ii. The layout from the previous developer for the panel displays data on two rows.
b. Add functionality to the Close button of the PersonEntry form so that it is no longer visible
when it is clicked.
Hint: one way to do it is to
i. Store a reference to a PersonEntry as an instance variable
ii. Set the instance of PersonEntry to this in the constructor
iii. In the appropriate listener, invoke setVisible on the instance of PersonEntry with an
argument of false.
c. Implement functionality in the Save button of PersonEntry so that when it is clicked, the data
is first validated to ensure both first and last names have been entered, and that the age is
an integer. If data is valid, the addPerson method of PersonListing is called, and the person
entry form disappears. Note that the addPerson method effectively adds a person to
the arraylist holding person list data, and updates the data in the list.
Hints/Questions
i. Have we already met a method to split a string into parts?
ii. What functionality can tell if a value can be converted to an Integer?
iii. Remember the getText() method of a jTextField returns the value of the text it currently
displays.
3. Section 3 Complete functionality on listing screen (1.5 marks)
a. The starting code includes the definition of a JButton named cmdSortAge, but it is not
shown on the PersonListing screen. Modify the PersonListingScreen to allow it to be shown
b. Add a listener which implements the functionality to sort the list in ascending order of age.
Hints:
i. You should alrea.
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1. Segn Darwin, si un grupo muestra un comportamiento ms moral que los otros grupos
Confiere un beneficio solo en algunos casos y no en otros.
Confiere un beneficio general a travs de la seleccin natural.
no confiere ningn beneficio en absoluto
2. Ordenar los hechos en su secuencia histrica:
- 1. 2. 3.
La Revolucin Francesa
- 1. 2. 3.
La idea de Darwin de la seleccin natural
- 1. 2. 3.
la revolucin americana a
Confiere un beneficio solo en algunos casos y no en otros. b
Confiere un beneficio general a travs de la seleccin natural. C
no confiere ningn beneficio en absoluto.
1. Section1.- Populating the list of persons on the person listing.pdfaniljain719651
1. Section1.- Populating the list of persons on the person listing form, and put functionality in the
Add Person button (1 mark)
a. In PersonListing: The starting code places only one item in the list of persons. Discussions
with the original developer have yielded that the method showTable in PersonListing is
responsible for populating the table. The addToTable method which accepts one person and adds
information regarding that person to the table should NOT be modified. Complete showTable so
that an entry is placed in the table for each row in the file person.dat.
b. In PersonEntry: Modify PersonEntry so that it is able to store an instance of PersonListing.
c. In PersonEntry: Modify the Constructor of PersonEntry so that it accepts an instance of
PersonListing, and then sets the local instance variable to the value accepted by the constructor.
d. In PersonListing: Add a listener to the Add Person button so that when it is clicked, an
instance of PersonEntry is displayed. When invoking the instance of PersonEntry, a reference to
the current instance of PersonListing should be passed as an argument to the constructor. //Hint a
listener is already included in the starting code that adds functionality to the Close button.
2. Section 2. Implementing functionality in the PersonEntry. (1.5 marks)
a. Modify the PersonEntry object so that the interface looks like that presented in Figure 3
Hints:
i. You may need to add a JLabel and a JCheckBox
ii. The layout from the previous developer for the panel displays data on two rows.
b. Add functionality to the Close button of the PersonEntry form so that it is no longer visible
when it is clicked.
Hint: one way to do it is to
i. Store a reference to a PersonEntry as an instance variable
ii. Set the instance of PersonEntry to this in the constructor
iii. In the appropriate listener, invoke setVisible on the instance of PersonEntry with an argument
of false.
c. Implement functionality in the Save button of PersonEntry so that when it is clicked, the data
is first validated to ensure both first and last names have been entered, and that the age is an
integer. If data is valid, the addPerson method of PersonListing is called, and the person entry
form disappears. Note that the addPerson method effectively adds a person to the arraylist
holding person list data, and updates the data in the list.
Hints/Questions
i. Have we already met a method to split a string into parts?
ii. What functionality can tell if a value can be converted to an Integer?
iii. Remember the getText() method of a jTextField returns the value of the text it currently
displays.
3. Section 3 Complete functionality on listing screen (1.5 marks)
a. The starting code includes the definition of a JButton named cmdSortAge, but it is not shown
on the PersonListing screen. Modify the PersonListingScreen to allow it to be shown
b. Add a listener which implements the functionality to sort the list in ascending order of age.
Hints:
i. You should alrea.
1. �Cu�l de las siguientes estructuras hace que las cianobacterias s.pdfaniljain719651
1. Cul de las siguientes estructuras hace que las cianobacterias sean simbiontes ptimos para los
organismos eucariotas que necesitan oxgeno y nutrientes?
A. cloroplastos
B. plsmidos
C. tilacoides
Cpsulas D.
2. Cul de los siguientes "entornos" podra proporcionar la MEJOR oportunidad de supervivencia
a travs de la simbiosis a una especie de bacteria fotoauttrofa?
A. el intestino de una vaca
B. el ojo de un pez linterna que vive en las profundidades del ocano
C. una colonia de hongos cerca de un estanque
D. el interior de un hormiguero
3. Cul de las siguientes es una caracterstica completamente compartida por los dominios de
bacterias y arqueas, lo que indica su origen procaritico comn?
A. viviendo en colonias
B. autotrofia
C. cromosomas circulares
D. ser extremfilos.
1. �Cu�l de los siguientes debe evitarse al motivar a los miembros d.pdfaniljain719651
1. Cul de los siguientes debe evitarse al motivar a los miembros del equipo? Dar reconocimiento
a las personas y a los miembros del equipo Brindar retroalimentacin solo cuando alguien hace
algo mal Mantener informados a los miembros del equipo cuando ocurren cambios Celebrar
reuniones peridicas del equipo
2. Cul de los siguientes mtodos de comunicacin se utiliza para comunicar una solicitud de
cambio aprobada a los miembros del equipo? Informe de estado Discusin uno a uno Presentacin
Reunin del equipo del proyecto
3. Si un gerente de proyecto aumenta los recursos para volver a encarrilar un proyecto que est
atrasado, cul de los siguientes probablemente tambin aumentar? Asignaciones presupuestarias
para recursos Impacto de los riesgos Nmero de requisitos para un entregable Probabilidad de los
riesgos.
1. �Cu�l de las siguientes es una raz�n para la descentralizaci�n.pdfaniljain719651
1. Cul de las siguientes es una razn para la descentralizacin?
2. Un centro de beneficio es un centro de responsabilidad en el que un gerente es responsable de:
3. Cul de los siguientes representa el mayor grado de descentralizacin?.
1. �Cu�l de las siguientes afirmaciones no es verdadera a. Los an.pdfaniljain719651
1. Cul de las siguientes afirmaciones no es verdadera?
a. Los anlisis horizontales ayudan a los usuarios de los estados financieros a reconocer los
cambios que se desarrollan con el tiempo.
b. Los anlisis verticales se enfocan en las relaciones entre elementos en el mismo estado
financiero.
c. Los anlisis de razones se enfocan en las relaciones entre elementos en uno o ms de los estados
financieros.
d. Los anlisis horizontales ayudan a los usuarios de los estados financieros a reconocer los
cambios que ocurren entre empresas.
2.Anlisis vertical:
a.Identifica la contribucin relativa de cada partida de los estados financieros.
b.Identifica tendencias a lo largo del tiempo.
c.Proporciona la comprensin de las relaciones entre varios elementos de los estados financieros
al expresar las diferencias en trminos de dlares.
d.Involucra la comparacin de cantidades entre diferentes estados financieros.
3. El efectivo y los equivalentes de efectivo incluyen:
a.Activos que tienen un valor estable a largo plazo.
b.Activos que sean de corto plazo, de gran liquidez y que sean adquiridos por la entidad dentro
de los tres meses siguientes a su vencimiento.
c.Activos cuyo valor aumenta constantemente a largo plazo.
d.Activos que se espera que se agoten dentro de un ao..
1. �Cu�l de las siguientes afirmaciones es verdadera sobre los siste.pdfaniljain719651
1. Cul de las siguientes afirmaciones es verdadera sobre los sistemas de informacin gerencial?
A) La disciplina de los sistemas de informacin de gestin atrae el inters de investigadores y
profesionales solo del campo de la informtica.
B) El estudio de los sistemas de informacin que incluye cmo las personas, la tecnologa, los
procesos y los datos trabajan juntos se denomina sistemas de informacin de gestin.
C) Los sistemas de informacin gerencial carecen de la capacidad de respaldar la toma de
decisiones tcticas a nivel gerencial.
D) La disciplina de los sistemas de informacin gerencial exista antes de la invencin de la
computadora de primera generacin.
2. Cul de los siguientes es cierto acerca de la destruccin creativa?
A) Presenta a los recin llegados la oportunidad de tener xito frente a los titulares en una
industria.
B) Hace uso de innovaciones y tcnicas ilegales para desplazar empresas establecidas.
C) Aumenta los costos operativos de toda la industria y reduce las ganancias.
D) Ocurre cuando las tecnologas que brindan ventajas en la simplificacin de procesos pasan a
primer plano..
1. You are an analyst reviewing the impact of currency translation.pdfaniljain719651
1. You are an analyst reviewing the impact of currency translation methods (current / non-current
method, monetary / non-monetary method and temporal method) on a companys Tokyo
subsidiary (reporting currency: Japanese Yen). The parent company reporting currency is the
dollar. Calculate the companys financial information under each of the three currency translation
methods current/ non-current, monetary / non-monetary and temporal methods..
1. X tiene una ventaja comparativa sobre Y en la producci�n de un bi.pdfaniljain719651
1. X tiene una ventaja comparativa sobre Y en la produccin de un bien si
X puede producir ms del bien que Y en un perodo de tiempo dado.
2. Un impuesto a las importaciones se conoce como (n)
subsidio a la importacin.
3. Cuando un pas decide imponer un arancel a un bien que ya est importando, podemos esperar
que ________ disminuya y que el precio del bien ________.
suministrar; aumentar
4. Qu pas tiene la economa ms grande del mundo? X tiene un menor costo de oportunidad de
producir el bien que Y..
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
1. What were the three key elements that were part of Buck Knives.pdf
1. 1. What were the three key elements that were part of Buck Knives' five-year plan to reduce
costs? Which one did they implement immediately? 2. There were some key executive-level
managers who became huge advocates of the lean process. The article said that these managers
acted as "a catalyst to speed the permeation of lean throughout the culture." These managers
worked in which function/department? 3. Our book introduces the concept of the value chain,
which is similar to what Buck Knives calls "value streams." What was the biggest hurdle that
Buck faced when converting to value streams? How many years had they been doing things the
old way? 4. Buck tried to implement 2 major changes at the same time and learned a valuable
lesson of what NOT to do that they repeatedly cite. What was it? 5. Look at the "Box Score"
chart at the bottom of p. 2 which summarizes the benefits that Buck Knives achieved through
implementing lean principles. Which do you feel is the most important? Why? ( 12 paragraph
answer please)
By Tonya Vinas Although lean principles and practices have broad application in manufacturing.
the ease of that application can vary based on what is being produced, to whom it is being sold,
competitive pressures, location, corporate structure, workforce charcieristics, availability of raw
materials, contractual obligations, and other attributes that make each lean joumey different.
Buck Knives, a Post Falls, Idaho-based manufacturer of knives for outdoor recreation and
personal use, had more reasons than most to eschew lean: - Its three biggest customers are large
chain retailers and catalogs, who can be highly demanding of suppliers and are notoriously
inconsistent with replenishment and sales-forecast accuracy. - Making high-quality knives
involves craftsmanship skills, which don't translate easily into standard work. - Raw materials
include both metals - which have long procurement cycles and volatile prices - and specialty
materials such as giraffe bone and mother of pearl - which are rare, strictly regulated, and have
complicated procurement requirements. - Forty to forty-five percent of sales come in the last
three months of the year, making for highly unleveled demand. - As it started implementing lean,
the company also had to relocate its company headquarters and manufacturing facility from San
Diego to Post Falls and implement a new enterprise resource planning (ERP) system. Despite
these challenges, Buck Knives has so fervently cmbraced lean that it now does nearly everything
differently - from allocations of costs for shop-floor supplies to working with its key retail
customer to level load fulfillment. Buck's efforts began with the creation of a single assembly
cell while it was still a largebatch producer and occupied a plant that was 45% larger than its
current plant. Since then, lean ideology has changed leadership's thinking so much that they have
thrown out their old performance metrics and are in the process of creating new ones that reflect
2. the goals of lean.
Becoming Lean to Survive Several factors led Buck leadership to determine in 2001 that the
company had to drastically change if it wanted to keep manufacturing in the United States. The
cost of doing business had risen dramatically in California, Buck's home since the 1940 s.
Additionally, a sudden and unexpected sales drop of a key product and the recession that
followed the 911 terrorist attacks led to three unprofitable years. Simultaneously, competitors in
China were becoming better at manufacturing quality knives, and Buck managers calculated a
30% cost differential between their company and its overseas competitors. "The business reason
for launching lean was survival," said CEO C.J. Beck, a descendent of company founders.
"Tweaking was not going to keep up with the bleeding." The company created a five-year plan to
reduce costs by at least 30% that included three key elements: moving to a state with lower
energy, labor, and regulatory costs; buying a new ERP system; and creating a lean-oriented
culture. The first two goals had long-term timeframes, but the company started on lean right
away. They employed consultants, sent a group of 25 employees for off-site lean training, and
began targeting production for improvememt. At the time Buck operated with a mass-production
model with disconnected functional areas. Finished-goods and WIP were everywhere. "At any
time, one of the production areas easily had two-to-three months of inventory," said William
Keys, director of lean manufacturine. "Five batches here, 10 batches there. And a batch ranged
anywhere from 25 to 50 knives. We literally had thousands of knives in WIP inventory." Their
finst step was to convert from mass production to assembly cells. Keys said the first cell was
created during the initial lean training and was suceessful. Leaders started with one group, and
then that group trained another group and helped them to convert into a cell. This continued over
several months until most of the production floor had been converted. By this time, the company
began focusing more on its out-of-state move and devoted less time to expanding lean principles
to other areas of the company. The cells continued to function successfully, and the company
would occasionally hold teaching events. Although managers had much to do related to the
relocation, lean thinking continued to influence their decisions. Lean Enterprise institule
"One of the things we realized when we were creating the assembly cells was that we had
consolidated into an area that was about half the size, and we had reduced WIP by 60%."
Consequently, they decided that their next facility could be onethird smaller and should be
designed to support flow. Also, once the company did relocate in 2005, it needed to hire about
200 new employees, all of whom it trained in lean concepts right away. It was in September of
2005 that Buck CFO Phyllis Best took a group of Buck managers to a conference on lean
accounting. Speakers included Brian Maskell, Orry Fiume, Jean Cunningham, and other people
3. who were using new accounting concepts that better reflect and better suppont lean management
than traditional accounting concepts. (Lean-accounting principles reward inventory reduction,
favor value-creation over piece-part pricing, and give an accurate portrayal of cash flow and
costs. Traditional accounting methods do not support these goals.) "It was kind of a hard thing to
aceept," Keys said. "It made sense, but some of the things were counter to what we had been
doing since the company was founded. But they came back very much convinced that we had to
move in this direction." The injection of these new accounting principles into Buck's continuous
improvement efforts - just when the company was reactivating its lean focus, launching
production at a new site, and hiring new employees - acted as a catalyst to speed the permeation
of lean throughout the culture. This happened because managers in the function that most drives
strategic decision-making at the executive level - accounting and finance - became lean
evangelists, just like. the operations folks. Converting to Value Streams One of the first things
companies often do when adopting lean accounting is to reorganize into value streams, which
Buck did. Keys and others identified four value streams based on knife designs and added a fifth
value stream to represent sourced knives, which the company manufacturers via contractors in
China. They chose value-stream managers internally, picking the leaders based on experience.
As with many companies that reorganize into value streams, Buck's biggest hurdle came from
operators who wanted to cling to functional roles, particularly in the area of blade fabrication,
which includes a variety of skills with long histories of craftsmanship. "Reorganizing into value
streams is fairly easy," Keys said. "The challenge is how to move forward after that. For
instance, in Value Streams 1, 2, and 3, we began to include fabrication people. Their actual work
didn't change, but in Fabrication, people identified with Fabrication. They didn't identify with a
particular product. For instance, they would say, "We are hollow-grind operators." You have to
realize that with the value streams, in a course of a day we changed how things had been done
for 45 years."
Keys said management's strategy was to keep reinforcing what the goal was, how the company
was going to achieve the goal, and why it was important to achieve the goal. "We still haven't
gotten to where we want to be, but it's better than when we started, "Keys said. Some batching
still takes place in Fabrication, which has duties such as grinding and stamping knife blades,
some of which are specialty knives made for collectors. Those batch sizes, however, are about
half of their pre-value-stream sizes, and lead time in Fabrication has dropped from six to eight
weeks to two to three weeks. Fabrication remains a target improvement area for the value
streams, one of which has a goal of reducing fabrication time by 50% this year. Leading this
kaizen are Bruce Sundahl, lean/continuous improvement manager, Jim Hypes, value-stream
manager and Cindy Eby, a buyer for the value stream. Additionally. Hypes and Jeff Hubbard,
4. another value stream manager, are crosstraining their employees in Assembly and Fabrication,
seeding the effort with a group of production employees who became certified in lean through a
local manufacturing-assistance program last summer and went through cross-training as part of
the process. Addressing Cyclical Sales In addition to Fabrication, a small amount of batching
still takes place in the heattreating function and limited clam-shell packaging, but otherwise the
entire production floor is organized into cells that are part of value streams. Each stream operates
as a separate profit center and plans work according to a 30 -day forecast that is produced at
monthly mectings involving Sales, Accounting, and Operations. Prior to these cooperative
meetings, Sales and Operations never communicated, and this fed exeessive inventories of
mismatched parts, overstocked finished goods, and piles of WIP waiting for the next process.
"When we started having joint meetings, we began to communicate in a new way, " CFO Best
said. "And now, Sales is responsible for the sales forecast, and Operations is waiting to do their
planning based on that forecast." Materials flow based on multiple kanban systems. Cells track
perfommance on a white board, listing the production plan for each shift and metrics on how
each cell is performing compared with the plan. The individual value streams manage their own
costs. To deal with the cyclical nature of the retail market, Buck decided to reduce finished-
goods inventory to one month but increase flexibility with continuous improvement. It is also
beginning to ereate vendor-managed inventory programs with some of its larger clicnts.
Additionally, Buck began level-loading production for its largest client, Wal-Mart, which
historically has been good at forecasting 12-month sales totals, but not so good at month-to-
month forecasts. Buck takes Wal-Mart's 12 -month forecast and divides the totals into 10 equal
amounts to be Lean Enderprise Institute
produced each month between January and Oetober. Now, instead of scrambling when Wal-
Mart's monthly forecasts change, Buck relies on this inventory or its increased flexibility to
respond quickly if inventory can't cover the monthly order. "Sales has taken responsibility for the
forecasting, and we are holding the plants [the Post Falls plant and contract plants in China]
accountable for anything that they build over the planned, level load, so there's a little bit of
tension there," Best said. "Sales might foresee a spike later in the year, and maybe Operations is
just building to a kanban. So Sales might start to panic and say, "Maybe we should increase our
forecast a little bit because we don't see Operations responding." And manufacturing is standing
back saying, 'We've got plenty of time, we' ve got plenty of capacity. We don 't need to build that
yet. ' We still build things we don't need, but not nearly as much as we used to." As an example,
the company historically has held two "clearance sales" each year to sell excess finished goods.
In 2007, it didn't have to hold any. One way Buck increased flexibility was through a 5S effort
that ultimately led to dispersing the packaging function (except for a small amount of clam-shell
5. packaging) to individual cells within the value streams. The improvement began in 2007 when
Sundahl launched a 5S initiative for packaging, which took place in one area outside of the cells.
It was determined that more space was needed to address a bottleneck in packaging, and such an
investment would cost "well above six figures," according to Sundahl. Phil Duckett, executive
vice president of Operations, challenged Bruce Sundahl to come up with an altemative. His
response was to work collaboratively with the value-stream managers and shipping manger to
move packaging to the cells. By early fall, they had proved the concept in one cell and in one
value stream. Despite the looming busy season, Duckett gave Sundahl permission to continue
with the change. "Rather than putting their foot on the break, they put their foot on the gas pedal,
and I think that helped with how fast the change happened," Sundahl said. "Everyone knew that
the busy season was coming, and we got it all converted in four months." The packaging move
did more than allow Buck to avoid an expensive capital outlay, it also: - Allowed for the
reassignment of several employees to other areas because the cell-based tasks require fewer
people. - Removed a bottleneck in the supplier kanban system because the signals to suppliers
would get hung up - sometimes for days - while finished goods waited for packaging.
- Helped the company to accept and complete all of its orders in the final quarter of 2007.
Previously, the company would concentrate on filling high-volume orders and turn down smaller
onders during this busy time. Because of the level-loading plan with Wal-Mart and because
finished goods were packaged before orders came in, the company had enough capacity to
complete all orders. It did not have to decline any sales opportunitics. Uncovering True Costs
Buck has increased flexibility in other ways and has reaped multiple benefits. Some of these
opportunities, however, would have remained hidden had the company not converted to the lean-
accounting practices taught by Maskell, whom it hired for training and consulting. C.J. Buck
gives this example: The company uses a fine blank machine to cut blades from metal and was
faced with having to invest in new customized tooling for the machine to produce a new product.
Tooling would have cost as much as $80,000 and would have had a fourmonth turnaround.
Maskell asked if the company had idle capacity elsewhere that could handle the increased
demand. They did: a laser cutting machinc, but it cuts blades at the rate of 60 to 80 an hour while
the fine blank machine can produce 600 to 800 an hour. According to traditional-accounting
principles, the large-batch option would have been most profitable. But using lean-accounting
principles, which favor flexibility over large-batch production, the laser machine was the better
option, and that's what the team chose. "Looking at our capacity, we just don't have that many
products that need a rate of 800 an hour," Buck said. "We actually had excess capacity in the fine
blank machine. We needed help in the smaller runs. Standard costing says the obvious solution is
to buy the machine that can make the most product, but that's not what we needed." Best
6. attributes the increased use of the lasser-cutting machine and other changes with increasing
flexibility enough to give the company a unique advantage. For instance, the company offers
quick tumaround on customizcd consumer Webbased orders, something competitors can't do.
Additionally, the company expects to continue to save in tooling costs by using laser cutting.
"The laser is slower, but it allows you to have smaller batches and not invest in the tooling
costs," she said. "In the past the sales people would be optimistic about sales, which meant we
would invest a lot in tooling sometimes, and then sales wouldn't come through. Now we've
smartened up. Now we say, "If demand gets there, we can ahwys order the tooling. +. Lean
Enterphise institule
Using the more holistic lean-accounting approach also led to the company pulling some work
back from being outsourced to six Chinese contract manufacturers. Using theories and methods
learned from Maskell, Hubbard documented that handles that were being manufactured in China
at $6 a handle would cost $2 a handle to make at the Post Falls plant. The production was moved
in house, and now the company uses the variable-cost model to plan production for all new
products. (Such a model accounts for actual costs and value created, not just a per-unit price.)
Chris Potts, cost accounting manager at Buck, said the model evaluates three factors: 1) Capacity
and headcount, 2) Material costs, and 3) Additional incremental costs. "The whole premise here
is to look at cash flow and see what the real cost is, not the estimated cost based on a model that
you built back at the beginning of the year when you had certain assumptions," Potts said. "In the
past, we would have looked at a fully burdened cost regardless of whether we had excess
capacity." Recently, using this technique led to the decision to produce a SI million order in Post
Falls instead of China. The result was a much higher profit margin, Best said, because Buck used
assets it already had instead of writing a check to a contract manufacturer and paying related
import and transportation foes. New Model, New Metrics As Buck was adopting lean accounting
and ramping up lean projects at its new plant, it also invested in a new ERP system. This
provided an important lesson learned that Buck mangers repeatedly cite: Don't attempt to install
a new ERP system while starting massive lean conversions. Wait until you are farther along.
Buck Knives has had to invest countless hours converting the ERP system from its traditional-
accounting focus to value-stream/lean-accounting focus. The work continues. Potts is constantly
refining the reports he produces for value-stream managers that doctment costs and profits. He
does this in conjunction with lean process changes. For instance, the company is in the process of
creating supermarkets at each value stream that will hold production supplies, some of which are
used by everyone and currently are warehoused in a central location. The supermarkets will
allow for more accurate capturing of supply costs by value stream and reduce the need for
warchousing. Lean Enterprise Institute
7. "Each year as we go forward, we'll get closer and closer to having a true, actual cost for all of
these things," Ponts said. "This will be the first year we'll be able to take a look at this year's
actual versus last year's actual. So we'll be able to finetune our expectations." In addition to the
finance-oriented measures, Buck is recreating is performance metrics. This need has arisen from
both the cultural changes that have taken place and the obliteration of the old ERP system.
C.J.Buck said this is where most of his focus as a leader is these days - asking not just what are
the answers, but what should be the questions. When the new performance metries are rolled out,
they likely will be some of the most well-tuned lean performance measures created by a
manufacturer, In so many ways like this, Buck Knives is an idyllic lean operation - a company
that is building not just products based on lean principles. but a culture based on lean principles.
"This is a family business. It has a very specific culture," Buck said. "I like the way lean invites
you to share information because sharing information can help you. That strikes me as common
sense. It also reinforees that I don't want robots. Trained people are by far your best asset. And as
people learn more and become more flexible, it adds flexibility and robustness to your
operations." For More Information Buck Knives -- Leam more about the company and its history
here . Lean Enterprise Institute Senior Exccutive Series - Read an interview with Buck Knives
CEO C.J. Buck about lean management as a strategy and how his role as an executive changed.
See all the Senior Executive interviews in the Lean Thinkers' Comer. The Lean Enterprise
Institute (LEI) runs monthly regional workshops on basic and more advanced lean tools and lean
management. You can read complete descriptions of workshop content with the latest dates and
locations at IEI's raining page. LEI workbooks and training materials - all designed to de-mystify
What a sensei does - show you what steps to take on Monday morning to implement lean
concepts. Visit the LEI product catalog to see the resources available for supporting lean
transformations. Lean Accounting - Leam more about the movement to transition away from
traditional standard cost accounting, which often sends the wrong signals during a lean
conversion to a costing system based on product value streams. Glossary (Adapted from the
Leon lexicin)
Five S Five related terms, beginning with an S sound, describing workplace practices conducive
to visual control and lean production. The five terms in Japanese are: 1. Seiri: Separate needed
from unneeded items-tools, parts, materials, paperwork - and discard the unneeded. 2. Seiton:
Neatly arrange what is left-a place for everything and everything in its place. 3. Seiso: Clean and
wash. 4. Seiketsu: Cleanliness resulting from regular performance of the first three Ss. 5.
Shitsuke: Discipline, to perform the first four Ss. Level Loading (Heijunka) Leveling the type
and quantity of production over a fixed period of time. This enables production to efficiently
8. meet customer demands while avoiding batching and results in minimum inventories, capital
costs, manpower, and production lead time through the whole value stream. Supermarket The
location where a predetermined standard inventory is kept to supply downstream processes.
Supermarkets ordinarily are located near the supplying process to help that process see customer
usage and requirements. Each item in a supermarket has a specific location from which a
material handler withdraws products in the precise amounts needed by a downstream process. As
an item is removed, a signal to make more (such as a kanban card or an empty bin) is taken by
the material handler to the supplying process.