This document provides an overview of material management in construction. It describes the scope of material management, including material planning and control, purchasing, and inventory control. It discusses important issues like centralized vs decentralized purchasing and vendor rating. The goal of material management is to coordinate all material flow activities at the lowest possible cost. Effective material management is important for construction company profitability since materials typically account for 60% of total project costs.
This document provides short summaries of material control and handling, labor productivity, personnel productivity, and strategic decision making. It also discusses operation strategy and its key elements. Finally, it describes different dimensions of quality including quality of design, conformance to design, utilization conditions, and after sales service. The key factors influencing plant location are also outlined, including availability of land, labor, inputs, transportation, markets, and infrastructure.
Production and operations management involves transforming inputs into outputs through a controlled process to meet organizational objectives. It aims to produce the right quality, quantity, and type of goods or services at the right time and cost while utilizing resources efficiently and effectively. The growth of the services sector has impacted operations management by requiring more customer-centric, digitalized, and personalized approaches to service delivery and process optimization in order to improve customer satisfaction. Key performance criteria for production and operations management systems include customer satisfaction, effectiveness, and efficiency.
1. Companies can grow from sole proprietorships to partnerships to larger private or public companies. Private companies have less access to capital than public companies, which can raise large amounts on the stock exchange.
2. Organizations typically change in response to their external environment or by developing competitive strengths internally. They may grow organically or through mergers and acquisitions. External factors driving change include social, legal, economic, political, and technological changes.
3. Factors affecting productivity include technical factors like technology and equipment, production factors, organizational factors, personnel factors, financial management, management skills, government regulations, and location. Productivity relies on optimizing all these factors.
This document discusses strategy formulation and strategic decisions in operations. It outlines 5 steps to strategy formulation: 1) defining the primary task, 2) assessing core competencies, 3) determining order winners and qualifiers, 4) positioning the firm, and 5) deploying the strategy. It also discusses 7 areas of strategic decisions in operations: 1) products and services, 2) processes and technology, 3) capacity and facilities, 4) human resources, 5) quality, 6) sourcing, and 7) operating systems. The document provides examples and definitions for each step and strategic decision area.
The document provides an overview of operations management. It defines operations management as focusing on planning, scheduling, and controlling manufacturing and service operations. It discusses the production process of input, transformation, and output. It also outlines the scope of operations management, including product selection, facilities location, production planning and control, quality management, and more. Finally, it discusses operational, tactical, and strategic decision making in operations management.
Production management involves planning, organizing, directing, and controlling production to transform resources into valuable products according to organizational policies and specifications. The objectives of production management are to produce goods and services with the right quality, quantity, time, and cost. Strategic planning guides future decisions and results based on current conditions and missions. Operations objectives include product characteristics, process characteristics, quality, efficiency, customer service, and adaptability for survival. Priorities are set among quality, cost, dependability, and flexibility based on the organization's strategy.
Operation strategy and competitiveness.pptxShanthini28
The document discusses operations strategy and competitiveness. It explains that operations strategy provides a plan for how the operations function will use resources to support the company's competitive strategy. This includes decisions about facilities, worker skills, technology use, processes, equipment, and quality control. The operations strategy is developed based on the company's competitive priorities of cost, quality, time, and flexibility.
Product and Services Design & DevelopmentRaj Vardhan
This PPT is about product design and development and it's the significance, advantages and disadvantages and its impacts on sales and performance of the product or services of the company.
This document provides short summaries of material control and handling, labor productivity, personnel productivity, and strategic decision making. It also discusses operation strategy and its key elements. Finally, it describes different dimensions of quality including quality of design, conformance to design, utilization conditions, and after sales service. The key factors influencing plant location are also outlined, including availability of land, labor, inputs, transportation, markets, and infrastructure.
Production and operations management involves transforming inputs into outputs through a controlled process to meet organizational objectives. It aims to produce the right quality, quantity, and type of goods or services at the right time and cost while utilizing resources efficiently and effectively. The growth of the services sector has impacted operations management by requiring more customer-centric, digitalized, and personalized approaches to service delivery and process optimization in order to improve customer satisfaction. Key performance criteria for production and operations management systems include customer satisfaction, effectiveness, and efficiency.
1. Companies can grow from sole proprietorships to partnerships to larger private or public companies. Private companies have less access to capital than public companies, which can raise large amounts on the stock exchange.
2. Organizations typically change in response to their external environment or by developing competitive strengths internally. They may grow organically or through mergers and acquisitions. External factors driving change include social, legal, economic, political, and technological changes.
3. Factors affecting productivity include technical factors like technology and equipment, production factors, organizational factors, personnel factors, financial management, management skills, government regulations, and location. Productivity relies on optimizing all these factors.
This document discusses strategy formulation and strategic decisions in operations. It outlines 5 steps to strategy formulation: 1) defining the primary task, 2) assessing core competencies, 3) determining order winners and qualifiers, 4) positioning the firm, and 5) deploying the strategy. It also discusses 7 areas of strategic decisions in operations: 1) products and services, 2) processes and technology, 3) capacity and facilities, 4) human resources, 5) quality, 6) sourcing, and 7) operating systems. The document provides examples and definitions for each step and strategic decision area.
The document provides an overview of operations management. It defines operations management as focusing on planning, scheduling, and controlling manufacturing and service operations. It discusses the production process of input, transformation, and output. It also outlines the scope of operations management, including product selection, facilities location, production planning and control, quality management, and more. Finally, it discusses operational, tactical, and strategic decision making in operations management.
Production management involves planning, organizing, directing, and controlling production to transform resources into valuable products according to organizational policies and specifications. The objectives of production management are to produce goods and services with the right quality, quantity, time, and cost. Strategic planning guides future decisions and results based on current conditions and missions. Operations objectives include product characteristics, process characteristics, quality, efficiency, customer service, and adaptability for survival. Priorities are set among quality, cost, dependability, and flexibility based on the organization's strategy.
Operation strategy and competitiveness.pptxShanthini28
The document discusses operations strategy and competitiveness. It explains that operations strategy provides a plan for how the operations function will use resources to support the company's competitive strategy. This includes decisions about facilities, worker skills, technology use, processes, equipment, and quality control. The operations strategy is developed based on the company's competitive priorities of cost, quality, time, and flexibility.
Product and Services Design & DevelopmentRaj Vardhan
This PPT is about product design and development and it's the significance, advantages and disadvantages and its impacts on sales and performance of the product or services of the company.
The document defines production management and outlines its key objectives and functions. It discusses:
- Production management deals with decision making related to production processes to produce goods and services according to specifications, schedule, and at minimum cost.
- The objectives of production management are to control manufacturing costs, ensure proper product quality, and maintain production schedules. Intermediate objectives include maintaining equipment, proper manpower planning, and adequate manufacturing services.
- The functions of production management include production planning and control, plant layout, materials handling, maintenance policies, work measurement, quality control, and motivating workers. It aims to efficiently convert inputs into finished goods while managing costs, quality, and schedules.
This document provides an overview of production and operations management. It defines key terms like product, production, and management. It then discusses the objectives of production management which are effectiveness, efficiency, and customer satisfaction. The document outlines different types of production systems and how production and operations management aims to optimize the utilization of resources to meet organizational goals. It emphasizes that modern production management must serve multiple stakeholders, including customers, employees, and society.
This document provides an overview of production and operations management. It defines key terms like product, production, and management. It then defines production and operations management as the conversion of inputs into outputs using physical resources to provide utilities to customers while meeting organizational objectives. The objectives of production management are to produce the desired product specified by methods in an optimal way. An efficient production management department provides benefits to various stakeholders like consumers, investors, employees, suppliers, and the community/nation.
The document discusses activity-based costing (ABC). It provides an example of calculating activity rates for a purchase invoice processing activity. It shows calculating the activity usage and unused activity amounts as well as the total cost of resources supplied broken into usage and unused amounts. The document also provides an example comparing traditional overhead allocation and ABC for two products. ABC results in more accurate product costs that reflect resource usage compared to traditional methods.
The document discusses activity-based costing (ABC). It provides an example of calculating activity rates for a purchase invoice processing activity. It shows calculating the activity usage and unused activity amounts as well as the total cost of resources supplied broken into usage and unused amounts. The document also provides an example comparing traditional overhead allocation and ABC for two products. ABC results in more accurate product costs than traditional methods.
1. The document discusses product design and process design. It explains how the two are related and must work together to efficiently produce products that meet customer needs.
2. Key factors that influence process design are discussed, including product design, demand patterns, production quantity, customer involvement, and environmental concerns. Tools for process improvement like continuous process improvement (CPI) and problem solving methods are also covered.
3. The summary emphasizes how product and process design evolve together to deliver high quality, low cost products to customers through flexible, optimized processes. Continuous improvement is important to staying competitive.
This document discusses design for X (DFX), which refers to designing products to meet a wide range of criteria beyond just functionality and cost. It covers key aspects of DFX including design for manufacturability (DFM), design for assembly (DFA), and design for reliability. The document provides guidelines for DFM and DFA such as reducing part count, designing for modularity, using standard components, and designing for ease of handling and assembly. It also discusses error-proofing techniques like poka-yoke and snap-fit joints that can improve the manufacturing and assembly process. Overall, the document outlines how considering factors like quality, safety, manufacturing, and life cycle from the early design stages can help optimize a product
The operations manager oversees all aspects of a company's production process including workflow, staffing, supply chain management, and financial oversight. They ensure production meets quality standards and is completed efficiently. For example, an HR operations manager creates the HR department budget, develops policies and training, monitors systems, and ensures legal compliance. Manufacturing produces physical goods while services are intangible. Services are produced on demand for customers while manufacturing maintains inventory. Manufacturing can automate production more than services which rely on labor.
The document discusses various topics related to operations management including increasing axle load for goods trains, adding more coaches to passenger trains, extending platforms, passenger profile management, and using information and communication technology. It defines operations management and discusses how processes can be structured, semi-structured, or unstructured. Some examples of operational decisions are also provided. Key aspects of production/operations management such as planning, inventory management, quality control, and continuous improvement are discussed. Issues operations managers may face including resource management, production planning and scheduling, and cost control are also outlined.
1. Production management involves planning, organizing, directing, and controlling activities related to the production of goods and services.
2. The objectives of production management are to produce the right quality and quantity of goods or services, at the predetermined time and pre-established cost.
3. The key types of production systems are make-to-stock, make-to-order, and assemble-to-order. Make-to-stock involves keeping finished goods in inventory, make-to-order starts production after receiving a specific customer order, and assemble-to-order produces standard component parts and assembles the final product per a customer's order.
1. Production management involves planning, organizing, directing, and controlling activities related to the production of goods and services.
2. The objectives of production management are to produce the right quality and quantity of goods or services, at the predetermined time and established cost.
3. Production management is related to other functional areas like marketing, finance, personnel, materials management, and maintenance to optimize production.
Operational Differences in International CompaniesResourcesDep.docxhopeaustin33688
Operational Differences in International Companies
Resources
Depending on whether a firm produces tangible (products that require manufacturing or processing) or intangible goods (services), its resource requirements will differ greatly.
Production management of tangible goods requires supply chain management to acquire production materials in the most efficient and cost-effective manner possible. The successful management of a firm's supply chain utilizes a defined set of process and steps to acquire the resources necessary for production. This may also require operations managers to decide the degree to which they can or should use vertical integration to optimize supply chain efficiencies. Vertical integration is the degree to which a firm decides to use its own resources (by making them) or to purchase the resources from an external supplier. If a firm decides to make the resources it needs to produce its end product, it may purchase a supplier firm and take the resource production "in-house" (Backward Vertical Integration).
If a firm decides it would be best to distribute their products themselves, rather than lose the profit margins to a distributor, they may desire to purchase a distributorship and move that function "in-house" (Forward Vertical Integration).
Conversely, firms may decide that the best efficiencies for production and pricing occur when they purchase their resources for production. In this case, procurement operations are a critical facet of ensuring that resources are purchased at the most favorable terms possible. In the international marketplace, this function relies on strong multinational communications techniques and continual foreign currency analysis in order to optimize pricing. These operational decisions are complex and require astute business analysisLocation
When determining the location for an international firm's various facilities, operations managers must consider:
Country-related issues
· Resource availability - abundance and quality of workforce, raw materials, clean water, etc.
· Cost - prohibitive or supportive of locating a business in that location
· Infrastructure - technology, transportation systems, regulations
· Branding - various nations have brand images associated with them that can either enhance or diminish brand reputation
Product-related issues
· Transportation costs relative to the weight of the product can impact profitability such that a specific location is not suitable for production.
· Appropriate and efficient facility size (relative to anticipated product sales)
Government policies
· The decision to locate a facility in a foreign nation is greatly impacted by the stability of the political system.
· Tariffs and taxes can force firms to locate a facility within the borders of a nation.
· Location decisions can be influenced by economic incentives offered by certain host nations.
Operational issues
· Firms that have a low-cost strategy may locate in low-cost locations, but a f.
The document discusses lean manufacturing, which aims to eliminate waste in production through continuous improvement. It provides an overview of lean principles like visual controls, balanced flow, and one-piece flow. The key is to optimize processes from the customer's perspective by removing activities that do not add value. The document then outlines UHY Advisors' approach to lean implementation, which involves an initial operational assessment and process review to establish a lean strategy and vision tailored to the client.
This document discusses production and operations management (POM). It defines POM as the management of direct resources, also called the 5 Ps - people, plant, parts, processes, and planning & control systems. POM lies at the heart of business activities and its ultimate objective is to produce a specified product on schedule at minimum cost. POM decisions are classified as strategic, operating, and control decisions. The document also discusses productivity measurement, factors affecting productivity, and the relationship between operations and marketing.
This document discusses key concepts in production management including:
1) Definitions of production as the creation of goods and services through a process of converting raw materials.
2) The main inputs and outputs of production processes.
3) Different types of production methods like job shop, batch, mass, and continuous production.
4) Important functions of production management including facility location, plant layout, materials handling, process design, production planning and control, and quality control.
The document discusses product proliferation, which is when organizations market many variations of the same products through different colors, sizes, and uses. While this diversity can help firms capture market share, it can also waste economic resources and confuse consumers. The document also discusses cost leadership strategies, product bundling, and economies of scope. Product bundling involves offering multiple products together as one combined product, while economies of scope are cost advantages from providing a variety of products rather than specializing in one. Finally, the document outlines the value chain concept and primary and support activities in value chain analysis.
The document discusses product proliferation and strategic leadership. It provides examples of companies that offer many variations of products through different sizes, colors, and uses. This allows companies to target different market segments but can also confuse consumers. The document then discusses 11 characteristics of strategic leaders, including having a clear long-term vision, articulating their business model, commitment, being well-informed, willingness to delegate, astute use of power, emotional intelligence, balancing present and future needs, influencing rather than dominating, managing in both good and bad times, and anticipating and managing chaos.
The document is a mid-term exam presented by Ogbuokiri Emmanuel Chidiebube to the College of Production and Operations Management. It contains questions and answers about production management concepts.
The first question asks about the production concept and how it relates to production management in practice. The response discusses the importance of production and defines product from different perspectives including the consumer, production manager, financial manager, and personnel manager.
The second question asks about the role and responsibilities of a production manager in a typical manufacturing firm. The response outlines responsibilities related to cost, quality, volume, liaising with different departments, and having proper authority.
The third question asks how departments in a company relate to each
The document discusses product and service design. It covers key aspects of product and service design including objectives, phases in the design process, differences between product and service design, guidelines for successful service design, and how design impacts operations strategy. The overall goal of design is to translate customer needs into high-quality, cost-effective products and services that satisfy customers and contribute to business success. Legal and ethical considerations must also be taken into account in the design process.
Dynamics of Structures - A K Chopra - Solutions Manual.pdfahsansaeed78
The document contains the copyright information and permissions notice for the book "Dynamics of Structures, Third Edition", by Anil Chopra, published by Pearson Education, Inc. in 2007. It states that the book is copyrighted and written permission must be obtained from the publisher before any prohibited reproduction, storage, transmission or other use of the content. Contact information is provided for the Rights and Permissions Department to request permissions. This notice is repeated verbatim multiple times throughout the document.
This document discusses equipment management in construction projects. It covers organizing an equipment management department based on project size, managing spare parts inventories, ABC analysis for stock planning, and the importance of inspection and maintenance programs. Key aspects include defining roles for equipment management teams, considering factors like project size and equipment types, keeping minimal spare parts on hand, categorizing spare parts into A, B and C groups based on costs and quantities, and developing scheduled maintenance to minimize downtime and keep equipment productive.
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Similar to 1661351057Unit 5 1057-V1 Material Management.pdf
The document defines production management and outlines its key objectives and functions. It discusses:
- Production management deals with decision making related to production processes to produce goods and services according to specifications, schedule, and at minimum cost.
- The objectives of production management are to control manufacturing costs, ensure proper product quality, and maintain production schedules. Intermediate objectives include maintaining equipment, proper manpower planning, and adequate manufacturing services.
- The functions of production management include production planning and control, plant layout, materials handling, maintenance policies, work measurement, quality control, and motivating workers. It aims to efficiently convert inputs into finished goods while managing costs, quality, and schedules.
This document provides an overview of production and operations management. It defines key terms like product, production, and management. It then discusses the objectives of production management which are effectiveness, efficiency, and customer satisfaction. The document outlines different types of production systems and how production and operations management aims to optimize the utilization of resources to meet organizational goals. It emphasizes that modern production management must serve multiple stakeholders, including customers, employees, and society.
This document provides an overview of production and operations management. It defines key terms like product, production, and management. It then defines production and operations management as the conversion of inputs into outputs using physical resources to provide utilities to customers while meeting organizational objectives. The objectives of production management are to produce the desired product specified by methods in an optimal way. An efficient production management department provides benefits to various stakeholders like consumers, investors, employees, suppliers, and the community/nation.
The document discusses activity-based costing (ABC). It provides an example of calculating activity rates for a purchase invoice processing activity. It shows calculating the activity usage and unused activity amounts as well as the total cost of resources supplied broken into usage and unused amounts. The document also provides an example comparing traditional overhead allocation and ABC for two products. ABC results in more accurate product costs that reflect resource usage compared to traditional methods.
The document discusses activity-based costing (ABC). It provides an example of calculating activity rates for a purchase invoice processing activity. It shows calculating the activity usage and unused activity amounts as well as the total cost of resources supplied broken into usage and unused amounts. The document also provides an example comparing traditional overhead allocation and ABC for two products. ABC results in more accurate product costs than traditional methods.
1. The document discusses product design and process design. It explains how the two are related and must work together to efficiently produce products that meet customer needs.
2. Key factors that influence process design are discussed, including product design, demand patterns, production quantity, customer involvement, and environmental concerns. Tools for process improvement like continuous process improvement (CPI) and problem solving methods are also covered.
3. The summary emphasizes how product and process design evolve together to deliver high quality, low cost products to customers through flexible, optimized processes. Continuous improvement is important to staying competitive.
This document discusses design for X (DFX), which refers to designing products to meet a wide range of criteria beyond just functionality and cost. It covers key aspects of DFX including design for manufacturability (DFM), design for assembly (DFA), and design for reliability. The document provides guidelines for DFM and DFA such as reducing part count, designing for modularity, using standard components, and designing for ease of handling and assembly. It also discusses error-proofing techniques like poka-yoke and snap-fit joints that can improve the manufacturing and assembly process. Overall, the document outlines how considering factors like quality, safety, manufacturing, and life cycle from the early design stages can help optimize a product
The operations manager oversees all aspects of a company's production process including workflow, staffing, supply chain management, and financial oversight. They ensure production meets quality standards and is completed efficiently. For example, an HR operations manager creates the HR department budget, develops policies and training, monitors systems, and ensures legal compliance. Manufacturing produces physical goods while services are intangible. Services are produced on demand for customers while manufacturing maintains inventory. Manufacturing can automate production more than services which rely on labor.
The document discusses various topics related to operations management including increasing axle load for goods trains, adding more coaches to passenger trains, extending platforms, passenger profile management, and using information and communication technology. It defines operations management and discusses how processes can be structured, semi-structured, or unstructured. Some examples of operational decisions are also provided. Key aspects of production/operations management such as planning, inventory management, quality control, and continuous improvement are discussed. Issues operations managers may face including resource management, production planning and scheduling, and cost control are also outlined.
1. Production management involves planning, organizing, directing, and controlling activities related to the production of goods and services.
2. The objectives of production management are to produce the right quality and quantity of goods or services, at the predetermined time and pre-established cost.
3. The key types of production systems are make-to-stock, make-to-order, and assemble-to-order. Make-to-stock involves keeping finished goods in inventory, make-to-order starts production after receiving a specific customer order, and assemble-to-order produces standard component parts and assembles the final product per a customer's order.
1. Production management involves planning, organizing, directing, and controlling activities related to the production of goods and services.
2. The objectives of production management are to produce the right quality and quantity of goods or services, at the predetermined time and established cost.
3. Production management is related to other functional areas like marketing, finance, personnel, materials management, and maintenance to optimize production.
Operational Differences in International CompaniesResourcesDep.docxhopeaustin33688
Operational Differences in International Companies
Resources
Depending on whether a firm produces tangible (products that require manufacturing or processing) or intangible goods (services), its resource requirements will differ greatly.
Production management of tangible goods requires supply chain management to acquire production materials in the most efficient and cost-effective manner possible. The successful management of a firm's supply chain utilizes a defined set of process and steps to acquire the resources necessary for production. This may also require operations managers to decide the degree to which they can or should use vertical integration to optimize supply chain efficiencies. Vertical integration is the degree to which a firm decides to use its own resources (by making them) or to purchase the resources from an external supplier. If a firm decides to make the resources it needs to produce its end product, it may purchase a supplier firm and take the resource production "in-house" (Backward Vertical Integration).
If a firm decides it would be best to distribute their products themselves, rather than lose the profit margins to a distributor, they may desire to purchase a distributorship and move that function "in-house" (Forward Vertical Integration).
Conversely, firms may decide that the best efficiencies for production and pricing occur when they purchase their resources for production. In this case, procurement operations are a critical facet of ensuring that resources are purchased at the most favorable terms possible. In the international marketplace, this function relies on strong multinational communications techniques and continual foreign currency analysis in order to optimize pricing. These operational decisions are complex and require astute business analysisLocation
When determining the location for an international firm's various facilities, operations managers must consider:
Country-related issues
· Resource availability - abundance and quality of workforce, raw materials, clean water, etc.
· Cost - prohibitive or supportive of locating a business in that location
· Infrastructure - technology, transportation systems, regulations
· Branding - various nations have brand images associated with them that can either enhance or diminish brand reputation
Product-related issues
· Transportation costs relative to the weight of the product can impact profitability such that a specific location is not suitable for production.
· Appropriate and efficient facility size (relative to anticipated product sales)
Government policies
· The decision to locate a facility in a foreign nation is greatly impacted by the stability of the political system.
· Tariffs and taxes can force firms to locate a facility within the borders of a nation.
· Location decisions can be influenced by economic incentives offered by certain host nations.
Operational issues
· Firms that have a low-cost strategy may locate in low-cost locations, but a f.
The document discusses lean manufacturing, which aims to eliminate waste in production through continuous improvement. It provides an overview of lean principles like visual controls, balanced flow, and one-piece flow. The key is to optimize processes from the customer's perspective by removing activities that do not add value. The document then outlines UHY Advisors' approach to lean implementation, which involves an initial operational assessment and process review to establish a lean strategy and vision tailored to the client.
This document discusses production and operations management (POM). It defines POM as the management of direct resources, also called the 5 Ps - people, plant, parts, processes, and planning & control systems. POM lies at the heart of business activities and its ultimate objective is to produce a specified product on schedule at minimum cost. POM decisions are classified as strategic, operating, and control decisions. The document also discusses productivity measurement, factors affecting productivity, and the relationship between operations and marketing.
This document discusses key concepts in production management including:
1) Definitions of production as the creation of goods and services through a process of converting raw materials.
2) The main inputs and outputs of production processes.
3) Different types of production methods like job shop, batch, mass, and continuous production.
4) Important functions of production management including facility location, plant layout, materials handling, process design, production planning and control, and quality control.
The document discusses product proliferation, which is when organizations market many variations of the same products through different colors, sizes, and uses. While this diversity can help firms capture market share, it can also waste economic resources and confuse consumers. The document also discusses cost leadership strategies, product bundling, and economies of scope. Product bundling involves offering multiple products together as one combined product, while economies of scope are cost advantages from providing a variety of products rather than specializing in one. Finally, the document outlines the value chain concept and primary and support activities in value chain analysis.
The document discusses product proliferation and strategic leadership. It provides examples of companies that offer many variations of products through different sizes, colors, and uses. This allows companies to target different market segments but can also confuse consumers. The document then discusses 11 characteristics of strategic leaders, including having a clear long-term vision, articulating their business model, commitment, being well-informed, willingness to delegate, astute use of power, emotional intelligence, balancing present and future needs, influencing rather than dominating, managing in both good and bad times, and anticipating and managing chaos.
The document is a mid-term exam presented by Ogbuokiri Emmanuel Chidiebube to the College of Production and Operations Management. It contains questions and answers about production management concepts.
The first question asks about the production concept and how it relates to production management in practice. The response discusses the importance of production and defines product from different perspectives including the consumer, production manager, financial manager, and personnel manager.
The second question asks about the role and responsibilities of a production manager in a typical manufacturing firm. The response outlines responsibilities related to cost, quality, volume, liaising with different departments, and having proper authority.
The third question asks how departments in a company relate to each
The document discusses product and service design. It covers key aspects of product and service design including objectives, phases in the design process, differences between product and service design, guidelines for successful service design, and how design impacts operations strategy. The overall goal of design is to translate customer needs into high-quality, cost-effective products and services that satisfy customers and contribute to business success. Legal and ethical considerations must also be taken into account in the design process.
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The document contains the copyright information and permissions notice for the book "Dynamics of Structures, Third Edition", by Anil Chopra, published by Pearson Education, Inc. in 2007. It states that the book is copyrighted and written permission must be obtained from the publisher before any prohibited reproduction, storage, transmission or other use of the content. Contact information is provided for the Rights and Permissions Department to request permissions. This notice is repeated verbatim multiple times throughout the document.
This document discusses equipment management in construction projects. It covers organizing an equipment management department based on project size, managing spare parts inventories, ABC analysis for stock planning, and the importance of inspection and maintenance programs. Key aspects include defining roles for equipment management teams, considering factors like project size and equipment types, keeping minimal spare parts on hand, categorizing spare parts into A, B and C groups based on costs and quantities, and developing scheduled maintenance to minimize downtime and keep equipment productive.
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This document discusses vendor management in construction management. It explains that vendor management seeks to identify reliable suppliers and develop strong relationships with them. The key aspects covered include:
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Infrastructure Challenges in Scaling RAG with Custom AI modelsZilliz
Building Retrieval-Augmented Generation (RAG) systems with open-source and custom AI models is a complex task. This talk explores the challenges in productionizing RAG systems, including retrieval performance, response synthesis, and evaluation. We’ll discuss how to leverage open-source models like text embeddings, language models, and custom fine-tuned models to enhance RAG performance. Additionally, we’ll cover how BentoML can help orchestrate and scale these AI components efficiently, ensuring seamless deployment and management of RAG systems in the cloud.
Unlock the Future of Search with MongoDB Atlas_ Vector Search Unleashed.pdfMalak Abu Hammad
Discover how MongoDB Atlas and vector search technology can revolutionize your application's search capabilities. This comprehensive presentation covers:
* What is Vector Search?
* Importance and benefits of vector search
* Practical use cases across various industries
* Step-by-step implementation guide
* Live demos with code snippets
* Enhancing LLM capabilities with vector search
* Best practices and optimization strategies
Perfect for developers, AI enthusiasts, and tech leaders. Learn how to leverage MongoDB Atlas to deliver highly relevant, context-aware search results, transforming your data retrieval process. Stay ahead in tech innovation and maximize the potential of your applications.
#MongoDB #VectorSearch #AI #SemanticSearch #TechInnovation #DataScience #LLM #MachineLearning #SearchTechnology
Climate Impact of Software Testing at Nordic Testing DaysKari Kakkonen
My slides at Nordic Testing Days 6.6.2024
Climate impact / sustainability of software testing discussed on the talk. ICT and testing must carry their part of global responsibility to help with the climat warming. We can minimize the carbon footprint but we can also have a carbon handprint, a positive impact on the climate. Quality characteristics can be added with sustainability, and then measured continuously. Test environments can be used less, and in smaller scale and on demand. Test techniques can be used in optimizing or minimizing number of tests. Test automation can be used to speed up testing.
GraphRAG for Life Science to increase LLM accuracyTomaz Bratanic
GraphRAG for life science domain, where you retriever information from biomedical knowledge graphs using LLMs to increase the accuracy and performance of generated answers
In the rapidly evolving landscape of technologies, XML continues to play a vital role in structuring, storing, and transporting data across diverse systems. The recent advancements in artificial intelligence (AI) present new methodologies for enhancing XML development workflows, introducing efficiency, automation, and intelligent capabilities. This presentation will outline the scope and perspective of utilizing AI in XML development. The potential benefits and the possible pitfalls will be highlighted, providing a balanced view of the subject.
We will explore the capabilities of AI in understanding XML markup languages and autonomously creating structured XML content. Additionally, we will examine the capacity of AI to enrich plain text with appropriate XML markup. Practical examples and methodological guidelines will be provided to elucidate how AI can be effectively prompted to interpret and generate accurate XML markup.
Further emphasis will be placed on the role of AI in developing XSLT, or schemas such as XSD and Schematron. We will address the techniques and strategies adopted to create prompts for generating code, explaining code, or refactoring the code, and the results achieved.
The discussion will extend to how AI can be used to transform XML content. In particular, the focus will be on the use of AI XPath extension functions in XSLT, Schematron, Schematron Quick Fixes, or for XML content refactoring.
The presentation aims to deliver a comprehensive overview of AI usage in XML development, providing attendees with the necessary knowledge to make informed decisions. Whether you’re at the early stages of adopting AI or considering integrating it in advanced XML development, this presentation will cover all levels of expertise.
By highlighting the potential advantages and challenges of integrating AI with XML development tools and languages, the presentation seeks to inspire thoughtful conversation around the future of XML development. We’ll not only delve into the technical aspects of AI-powered XML development but also discuss practical implications and possible future directions.
Cosa hanno in comune un mattoncino Lego e la backdoor XZ?Speck&Tech
ABSTRACT: A prima vista, un mattoncino Lego e la backdoor XZ potrebbero avere in comune il fatto di essere entrambi blocchi di costruzione, o dipendenze di progetti creativi e software. La realtà è che un mattoncino Lego e il caso della backdoor XZ hanno molto di più di tutto ciò in comune.
Partecipate alla presentazione per immergervi in una storia di interoperabilità, standard e formati aperti, per poi discutere del ruolo importante che i contributori hanno in una comunità open source sostenibile.
BIO: Sostenitrice del software libero e dei formati standard e aperti. È stata un membro attivo dei progetti Fedora e openSUSE e ha co-fondato l'Associazione LibreItalia dove è stata coinvolta in diversi eventi, migrazioni e formazione relativi a LibreOffice. In precedenza ha lavorato a migrazioni e corsi di formazione su LibreOffice per diverse amministrazioni pubbliche e privati. Da gennaio 2020 lavora in SUSE come Software Release Engineer per Uyuni e SUSE Manager e quando non segue la sua passione per i computer e per Geeko coltiva la sua curiosità per l'astronomia (da cui deriva il suo nickname deneb_alpha).
AI 101: An Introduction to the Basics and Impact of Artificial IntelligenceIndexBug
Imagine a world where machines not only perform tasks but also learn, adapt, and make decisions. This is the promise of Artificial Intelligence (AI), a technology that's not just enhancing our lives but revolutionizing entire industries.
UiPath Test Automation using UiPath Test Suite series, part 6DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 6. In this session, we will cover Test Automation with generative AI and Open AI.
UiPath Test Automation with generative AI and Open AI webinar offers an in-depth exploration of leveraging cutting-edge technologies for test automation within the UiPath platform. Attendees will delve into the integration of generative AI, a test automation solution, with Open AI advanced natural language processing capabilities.
Throughout the session, participants will discover how this synergy empowers testers to automate repetitive tasks, enhance testing accuracy, and expedite the software testing life cycle. Topics covered include the seamless integration process, practical use cases, and the benefits of harnessing AI-driven automation for UiPath testing initiatives. By attending this webinar, testers, and automation professionals can gain valuable insights into harnessing the power of AI to optimize their test automation workflows within the UiPath ecosystem, ultimately driving efficiency and quality in software development processes.
What will you get from this session?
1. Insights into integrating generative AI.
2. Understanding how this integration enhances test automation within the UiPath platform
3. Practical demonstrations
4. Exploration of real-world use cases illustrating the benefits of AI-driven test automation for UiPath
Topics covered:
What is generative AI
Test Automation with generative AI and Open AI.
UiPath integration with generative AI
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Programming Foundation Models with DSPy - Meetup SlidesZilliz
Prompting language models is hard, while programming language models is easy. In this talk, I will discuss the state-of-the-art framework DSPy for programming foundation models with its powerful optimizers and runtime constraint system.
Threats to mobile devices are more prevalent and increasing in scope and complexity. Users of mobile devices desire to take full advantage of the features
available on those devices, but many of the features provide convenience and capability but sacrifice security. This best practices guide outlines steps the users can take to better protect personal devices and information.
Communications Mining Series - Zero to Hero - Session 1DianaGray10
This session provides introduction to UiPath Communication Mining, importance and platform overview. You will acquire a good understand of the phases in Communication Mining as we go over the platform with you. Topics covered:
• Communication Mining Overview
• Why is it important?
• How can it help today’s business and the benefits
• Phases in Communication Mining
• Demo on Platform overview
• Q/A
Unlocking Productivity: Leveraging the Potential of Copilot in Microsoft 365, a presentation by Christoforos Vlachos, Senior Solutions Manager – Modern Workplace, Uni Systems
HCL Notes und Domino Lizenzkostenreduzierung in der Welt von DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-und-domino-lizenzkostenreduzierung-in-der-welt-von-dlau/
DLAU und die Lizenzen nach dem CCB- und CCX-Modell sind für viele in der HCL-Community seit letztem Jahr ein heißes Thema. Als Notes- oder Domino-Kunde haben Sie vielleicht mit unerwartet hohen Benutzerzahlen und Lizenzgebühren zu kämpfen. Sie fragen sich vielleicht, wie diese neue Art der Lizenzierung funktioniert und welchen Nutzen sie Ihnen bringt. Vor allem wollen Sie sicherlich Ihr Budget einhalten und Kosten sparen, wo immer möglich. Das verstehen wir und wir möchten Ihnen dabei helfen!
Wir erklären Ihnen, wie Sie häufige Konfigurationsprobleme lösen können, die dazu führen können, dass mehr Benutzer gezählt werden als nötig, und wie Sie überflüssige oder ungenutzte Konten identifizieren und entfernen können, um Geld zu sparen. Es gibt auch einige Ansätze, die zu unnötigen Ausgaben führen können, z. B. wenn ein Personendokument anstelle eines Mail-Ins für geteilte Mailboxen verwendet wird. Wir zeigen Ihnen solche Fälle und deren Lösungen. Und natürlich erklären wir Ihnen das neue Lizenzmodell.
Nehmen Sie an diesem Webinar teil, bei dem HCL-Ambassador Marc Thomas und Gastredner Franz Walder Ihnen diese neue Welt näherbringen. Es vermittelt Ihnen die Tools und das Know-how, um den Überblick zu bewahren. Sie werden in der Lage sein, Ihre Kosten durch eine optimierte Domino-Konfiguration zu reduzieren und auch in Zukunft gering zu halten.
Diese Themen werden behandelt
- Reduzierung der Lizenzkosten durch Auffinden und Beheben von Fehlkonfigurationen und überflüssigen Konten
- Wie funktionieren CCB- und CCX-Lizenzen wirklich?
- Verstehen des DLAU-Tools und wie man es am besten nutzt
- Tipps für häufige Problembereiche, wie z. B. Team-Postfächer, Funktions-/Testbenutzer usw.
- Praxisbeispiele und Best Practices zum sofortigen Umsetzen
Driving Business Innovation: Latest Generative AI Advancements & Success StorySafe Software
Are you ready to revolutionize how you handle data? Join us for a webinar where we’ll bring you up to speed with the latest advancements in Generative AI technology and discover how leveraging FME with tools from giants like Google Gemini, Amazon, and Microsoft OpenAI can supercharge your workflow efficiency.
During the hour, we’ll take you through:
Guest Speaker Segment with Hannah Barrington: Dive into the world of dynamic real estate marketing with Hannah, the Marketing Manager at Workspace Group. Hear firsthand how their team generates engaging descriptions for thousands of office units by integrating diverse data sources—from PDF floorplans to web pages—using FME transformers, like OpenAIVisionConnector and AnthropicVisionConnector. This use case will show you how GenAI can streamline content creation for marketing across the board.
Ollama Use Case: Learn how Scenario Specialist Dmitri Bagh has utilized Ollama within FME to input data, create custom models, and enhance security protocols. This segment will include demos to illustrate the full capabilities of FME in AI-driven processes.
Custom AI Models: Discover how to leverage FME to build personalized AI models using your data. Whether it’s populating a model with local data for added security or integrating public AI tools, find out how FME facilitates a versatile and secure approach to AI.
We’ll wrap up with a live Q&A session where you can engage with our experts on your specific use cases, and learn more about optimizing your data workflows with AI.
This webinar is ideal for professionals seeking to harness the power of AI within their data management systems while ensuring high levels of customization and security. Whether you're a novice or an expert, gain actionable insights and strategies to elevate your data processes. Join us to see how FME and AI can revolutionize how you work with data!