This document summarizes key aspects of the Microsoft .NET framework. It discusses that the .NET framework is an execution platform that provides common services for .NET programs. It has two main components: the Common Language Runtime (CLR) and class libraries. The CLR handles just-in-time compilation and execution. The class libraries provide common functions. The document compares .NET framework versions 1.1 and 2.0, and outlines features added in 2.0 like remoting and globalization support. It concludes that the .NET framework enables building dynamic applications.
This document provides information about ISO 9001 guidelines and quality management tools. It discusses ISO 9004 which provides guidance for improving quality management systems beyond the basic requirements of ISO 9001. It also describes several quality management tools including Ishikawa diagrams, histograms, Pareto charts, and scatter plots that can be used to identify factors that influence quality and process performance. The document examines how these standards and tools can be applied to assess quality management systems and identify opportunities for improvement.
This document summarizes key aspects of the Microsoft .NET framework. It discusses that the .NET framework is an execution platform that provides common services for .NET programs. It has two main components: the Common Language Runtime (CLR) and class libraries. The CLR handles just-in-time compilation and execution. The class libraries provide common functions. The document compares .NET framework versions 1.1 and 2.0, and outlines features added in 2.0 like remoting and globalization support. It concludes that the .NET framework enables building dynamic applications.
This document provides information about ISO 9001 guidelines and quality management tools. It discusses ISO 9004 which provides guidance for improving quality management systems beyond the basic requirements of ISO 9001. It also describes several quality management tools including Ishikawa diagrams, histograms, Pareto charts, and scatter plots that can be used to identify factors that influence quality and process performance. The document examines how these standards and tools can be applied to assess quality management systems and identify opportunities for improvement.
C&N Inventions CC is a South African company established in 2002 that provides procurement, monitoring and evaluation, operations management, and other services. It is owned by Niky Sebego (70%) and Maria Legodi (30%) and was founded by Conrad Sebego and Niky Sebego. The company aims to offer best value for clients by designing and implementing holistic solutions. It has experience providing services to government departments and private clients.
The document discusses the importance of design in achieving quality. It states that poor design practices are more commonly known than good practices and problems with design can negatively impact operations, costs, quality, and customer satisfaction. Good design focuses on both outputs and processes. Quality begins with the initial design activities, with an iterative cycle of design, performance, defect discovery, data analysis, and process improvement leading to continuous quality improvement toward an ideal of perfectly designed outputs and processes.
Need for Systems Analysis & Design-19Jul2016Conrad Sebego
The document discusses the need for systems analysis and design to properly plan and implement computerized information systems. It notes that systems analysis seeks to understand user needs to analyze, process, store, and output data in the context of an organization. Proper planning through systems analysis and design structures the analysis and design process to improve businesses through information systems and prevent user dissatisfaction. The document emphasizes the importance of user involvement throughout the systems development process. It also discusses how new technologies like Ajax are driving additional needs for systems analysis.
This document discusses analyzing customer strategy and segmentation. It explains that customers are essential to any organization and developing policies to understand and retain customers is important. The main elements of customer strategy are understanding customer characteristics, trends, segmentation, reputation and types. Organizations can become customer-driven by understanding customers, being responsive to their needs, and providing value. Effective customer strategy involves market segmentation to identify groups that respond differently so efforts can be concentrated. Useful segments are distinguishable, relevant to purchasing, sufficiently sized, and reachable.
The document outlines the generic product development process used by many companies. It consists of 6 phases: planning, concept development, system-level design, detail design, testing and refinement, and production ramp-up. Each phase involves key activities for functions like marketing, design, manufacturing, and other supporting roles. The process is flexible and can be adapted based on a company's unique context and product type.
The document discusses customer satisfaction and outlines a process for organizations to focus on customers. It recommends determining who customers are and what attributes of products/services are most important. Organizations should arrange attributes by customer importance, measure satisfaction levels, and tie feedback to processes. The process involves implementing metrics, working on low satisfaction/high importance areas, continually updating customer input, and maintaining communication with stakeholders. The goal is to increase customer satisfaction through continuous process improvements.
This document provides an abstract for a dissertation submitted by Conrad Sebego for the degree of Master of Commerce in Project Management at Cranefield College of Project and Programme Management. The dissertation examines performance measures that reflect competitiveness and productivity improvement in the National Productivity Institute's Workplace Challenge Programme. The Workplace Challenge Programme aims to improve productivity and competitiveness through collaboration between employers and workers, improving workplace practices, and sharing processes and lessons learned. The research focused on identifying factors to consider when developing uniform measurements for quality, speed, cost and employee morale across companies participating in the Workplace Challenge Programme.
The National Productivity Institute (NPI) aims to improve productivity across South Africa through various programs. It provides technical support to companies facing challenges like Serco Industries, which was struggling with late deliveries, quality issues, and losing market share. With NPI's help implementing quality management and coaching, Serco improved productivity, increased sales, created new jobs, and secured existing ones. The NPI also assisted Widney Transport Components through a continuous improvement program, helping them reduce lead times, increase on-time delivery, and capture more of the market. The NPI supports companies through initiatives like social plans to prevent job losses and the Workplace Challenge Programme to boost competitiveness.
This document outlines 4 stages of manufacturing organizations:
Stage I focuses on simply producing products as designed. Stage II aims to meet competitors' standards. Stage III supports the company's strategy. Stage IV plays a key role in achieving an edge over competitors through world-class manufacturing. It then provides indicators of world-class status, such as continual improvement and attracting skilled workers. World-class companies value growing their own capabilities but also learning from others.
This document describes the Six Thinking Hats method created by Dr. Edward de Bono. It outlines six colored hats that represent different perspectives or modes of thinking. The green hat represents creativity and new ideas. The blue hat is for process control and organizing thinking. The white hat focuses on obtaining and sharing objective information. The red hat is for emotions and intuition. The yellow hat encourages optimism and feasibility. And the black hat represents caution and critical judgment to avoid potential mistakes. The document provides examples of questions or statements that could be made while "wearing" each colored hat during a discussion.
This document provides information about benchmarking for small and medium-sized enterprises (SMEs) from the Fraunhofer Institute. It describes the goals of benchmarking as taking a holistic view of quality and evaluating productivity versus quality. The benchmarking method integrates management methods to continuously improve through comparing key figures in areas like profitability, growth, customer satisfaction, and more. SMEs provide key figures, receive an anonymous report comparing their strengths and weaknesses to similar companies, and create an action plan to improve based on the results.
This document summarizes a review of the University of Fort Hare's (UFH) implementation of a project to develop an accredited Chartered Accountant (CA) program. The project aimed to employ black CAs as lecturers, enable 750 historically disadvantaged students per year to access CA qualifications, and help UFH develop its own accredited CA program. Key findings included delays in formalizing agreements, differences in targets between documents, improvements in pass rates from 2005-2007, and challenges like staff shortages that UFH overcame with assistance from other universities and organizations to develop its CA capabilities.
WPC Implementation structure for Vithale ElectricalConrad Sebego
This document outlines the implementation structure for workplace improvement practices at Vithale Electrical. It establishes change agents who will coach and train company teams in best practices like kaizen and kaikaku. The structure includes a process champion, team leaders for areas like production scheduling and wiring, and a plant-level committee. The role of this committee is to develop and monitor the project plan. Next steps include selecting team leaders, setting up meeting areas, and identifying performance measures. Teams 1 through 4 are then listed with assigned members.
This document discusses performance measurement for companies participating in a Workplace Challenge Program. It addresses:
- The lack of uniform performance measures makes it difficult to determine overall competitiveness and productivity improvements.
- The objective is to identify uniform measurement variables in quality, speed, cost and morale that reliably indicate performance improvements.
- It defines productivity and performance, discusses why measures fail and requirements for effective measurement, including being appropriate, accurate and objective.
- It also discusses world-class manufacturing attributes, how to measure performance success, and tradeoffs between different measurement approaches.
This document summarizes the key topics that will be covered in the Alberton Cluster Milestone Workshop on April 13th, 2005. The workshop will focus on three main themes: quality, speed, and cost measurement (QSCM); case studies of Lothlorien Paper Mill, TFM Industries, and their innovations; and customer/supplier relationships as seen through examples like Nestle Ice Cream and Widney Transport Components. The document also outlines the main strategies that will be discussed for best practice organizations, such as focusing on simultaneous quality and efficiency improvements, eliminating waste, and implementing leadership practices to promote teamwork.
Strategic Management of Innovation_finalConrad Sebego
This document provides an overview of creating an organizational climate that encourages creativity and innovation. It discusses key topics such as knowledge worker productivity, organizational memory, innovation frameworks, and harnessing knowledge assets. The presentation outlines environmental factors that support innovation, including recognition, freedom to work on interesting projects, freedom to make mistakes, and stimulating colleagues. Case studies and recommendations are also mentioned. The overall goal is to introduce models for a conducive climate that fosters creativity and debate around successful innovation strategies.
The document discusses the use of remote sensing technologies and satellite imagery for geological applications like tailings dam monitoring. It presents SPOT satellite images from January 2002 and April 2002 of evaporation zones and beaches around a slimes dam. Changes are detected between the two dates and the beaches are classified into spectral classes in order to refine monitoring of the dam over time.
The document discusses the benefits of an integrated approach for South African governmental departments to share pertinent datasets in dealing with long-term sustainable development issues. It proposes sharing resources and costs to eliminate duplication, increase impact by maximizing value from available resources. By linking data creators and users through GIS technology, it could address challenges in a multifaceted way by facilitating access to compatible spatial data to support effective planning and research.
1. The document summarizes the recommendations and formulation of the African Advisory Group from a workshop held in November 2003 in Colorado Springs, USA.
2. The workshop addressed priorities for education, training and capacity building in remote sensing for African institutions to support sustainable development. Key recommendations included forming partnerships between CEOS members and African institutions, and measuring progress biannually.
3. An African Advisory Group was established to work with CEOS and provide advisory support to identify research areas relevant to Africa. The group aimed to create more education and training opportunities using remote sensing and GIS to address challenges like water resources and climate change.
This document discusses the role of Earth Observation Data Centres in supporting knowledge economies. It outlines that EODCs can address challenges by sharing resources and costs to eliminate duplication and increase impact. Conditions for success include making data accessible based on user needs to support skills development and strategic activities. EODCs should be non-profit partnerships utilizing various funding models to provide data for research across disciplines.
C&N Inventions CC is a South African company established in 2002 that provides procurement, monitoring and evaluation, operations management, and other services. It is owned by Niky Sebego (70%) and Maria Legodi (30%) and was founded by Conrad Sebego and Niky Sebego. The company aims to offer best value for clients by designing and implementing holistic solutions. It has experience providing services to government departments and private clients.
The document discusses the importance of design in achieving quality. It states that poor design practices are more commonly known than good practices and problems with design can negatively impact operations, costs, quality, and customer satisfaction. Good design focuses on both outputs and processes. Quality begins with the initial design activities, with an iterative cycle of design, performance, defect discovery, data analysis, and process improvement leading to continuous quality improvement toward an ideal of perfectly designed outputs and processes.
Need for Systems Analysis & Design-19Jul2016Conrad Sebego
The document discusses the need for systems analysis and design to properly plan and implement computerized information systems. It notes that systems analysis seeks to understand user needs to analyze, process, store, and output data in the context of an organization. Proper planning through systems analysis and design structures the analysis and design process to improve businesses through information systems and prevent user dissatisfaction. The document emphasizes the importance of user involvement throughout the systems development process. It also discusses how new technologies like Ajax are driving additional needs for systems analysis.
This document discusses analyzing customer strategy and segmentation. It explains that customers are essential to any organization and developing policies to understand and retain customers is important. The main elements of customer strategy are understanding customer characteristics, trends, segmentation, reputation and types. Organizations can become customer-driven by understanding customers, being responsive to their needs, and providing value. Effective customer strategy involves market segmentation to identify groups that respond differently so efforts can be concentrated. Useful segments are distinguishable, relevant to purchasing, sufficiently sized, and reachable.
The document outlines the generic product development process used by many companies. It consists of 6 phases: planning, concept development, system-level design, detail design, testing and refinement, and production ramp-up. Each phase involves key activities for functions like marketing, design, manufacturing, and other supporting roles. The process is flexible and can be adapted based on a company's unique context and product type.
The document discusses customer satisfaction and outlines a process for organizations to focus on customers. It recommends determining who customers are and what attributes of products/services are most important. Organizations should arrange attributes by customer importance, measure satisfaction levels, and tie feedback to processes. The process involves implementing metrics, working on low satisfaction/high importance areas, continually updating customer input, and maintaining communication with stakeholders. The goal is to increase customer satisfaction through continuous process improvements.
This document provides an abstract for a dissertation submitted by Conrad Sebego for the degree of Master of Commerce in Project Management at Cranefield College of Project and Programme Management. The dissertation examines performance measures that reflect competitiveness and productivity improvement in the National Productivity Institute's Workplace Challenge Programme. The Workplace Challenge Programme aims to improve productivity and competitiveness through collaboration between employers and workers, improving workplace practices, and sharing processes and lessons learned. The research focused on identifying factors to consider when developing uniform measurements for quality, speed, cost and employee morale across companies participating in the Workplace Challenge Programme.
The National Productivity Institute (NPI) aims to improve productivity across South Africa through various programs. It provides technical support to companies facing challenges like Serco Industries, which was struggling with late deliveries, quality issues, and losing market share. With NPI's help implementing quality management and coaching, Serco improved productivity, increased sales, created new jobs, and secured existing ones. The NPI also assisted Widney Transport Components through a continuous improvement program, helping them reduce lead times, increase on-time delivery, and capture more of the market. The NPI supports companies through initiatives like social plans to prevent job losses and the Workplace Challenge Programme to boost competitiveness.
This document outlines 4 stages of manufacturing organizations:
Stage I focuses on simply producing products as designed. Stage II aims to meet competitors' standards. Stage III supports the company's strategy. Stage IV plays a key role in achieving an edge over competitors through world-class manufacturing. It then provides indicators of world-class status, such as continual improvement and attracting skilled workers. World-class companies value growing their own capabilities but also learning from others.
This document describes the Six Thinking Hats method created by Dr. Edward de Bono. It outlines six colored hats that represent different perspectives or modes of thinking. The green hat represents creativity and new ideas. The blue hat is for process control and organizing thinking. The white hat focuses on obtaining and sharing objective information. The red hat is for emotions and intuition. The yellow hat encourages optimism and feasibility. And the black hat represents caution and critical judgment to avoid potential mistakes. The document provides examples of questions or statements that could be made while "wearing" each colored hat during a discussion.
This document provides information about benchmarking for small and medium-sized enterprises (SMEs) from the Fraunhofer Institute. It describes the goals of benchmarking as taking a holistic view of quality and evaluating productivity versus quality. The benchmarking method integrates management methods to continuously improve through comparing key figures in areas like profitability, growth, customer satisfaction, and more. SMEs provide key figures, receive an anonymous report comparing their strengths and weaknesses to similar companies, and create an action plan to improve based on the results.
This document summarizes a review of the University of Fort Hare's (UFH) implementation of a project to develop an accredited Chartered Accountant (CA) program. The project aimed to employ black CAs as lecturers, enable 750 historically disadvantaged students per year to access CA qualifications, and help UFH develop its own accredited CA program. Key findings included delays in formalizing agreements, differences in targets between documents, improvements in pass rates from 2005-2007, and challenges like staff shortages that UFH overcame with assistance from other universities and organizations to develop its CA capabilities.
WPC Implementation structure for Vithale ElectricalConrad Sebego
This document outlines the implementation structure for workplace improvement practices at Vithale Electrical. It establishes change agents who will coach and train company teams in best practices like kaizen and kaikaku. The structure includes a process champion, team leaders for areas like production scheduling and wiring, and a plant-level committee. The role of this committee is to develop and monitor the project plan. Next steps include selecting team leaders, setting up meeting areas, and identifying performance measures. Teams 1 through 4 are then listed with assigned members.
This document discusses performance measurement for companies participating in a Workplace Challenge Program. It addresses:
- The lack of uniform performance measures makes it difficult to determine overall competitiveness and productivity improvements.
- The objective is to identify uniform measurement variables in quality, speed, cost and morale that reliably indicate performance improvements.
- It defines productivity and performance, discusses why measures fail and requirements for effective measurement, including being appropriate, accurate and objective.
- It also discusses world-class manufacturing attributes, how to measure performance success, and tradeoffs between different measurement approaches.
This document summarizes the key topics that will be covered in the Alberton Cluster Milestone Workshop on April 13th, 2005. The workshop will focus on three main themes: quality, speed, and cost measurement (QSCM); case studies of Lothlorien Paper Mill, TFM Industries, and their innovations; and customer/supplier relationships as seen through examples like Nestle Ice Cream and Widney Transport Components. The document also outlines the main strategies that will be discussed for best practice organizations, such as focusing on simultaneous quality and efficiency improvements, eliminating waste, and implementing leadership practices to promote teamwork.
Strategic Management of Innovation_finalConrad Sebego
This document provides an overview of creating an organizational climate that encourages creativity and innovation. It discusses key topics such as knowledge worker productivity, organizational memory, innovation frameworks, and harnessing knowledge assets. The presentation outlines environmental factors that support innovation, including recognition, freedom to work on interesting projects, freedom to make mistakes, and stimulating colleagues. Case studies and recommendations are also mentioned. The overall goal is to introduce models for a conducive climate that fosters creativity and debate around successful innovation strategies.
The document discusses the use of remote sensing technologies and satellite imagery for geological applications like tailings dam monitoring. It presents SPOT satellite images from January 2002 and April 2002 of evaporation zones and beaches around a slimes dam. Changes are detected between the two dates and the beaches are classified into spectral classes in order to refine monitoring of the dam over time.
The document discusses the benefits of an integrated approach for South African governmental departments to share pertinent datasets in dealing with long-term sustainable development issues. It proposes sharing resources and costs to eliminate duplication, increase impact by maximizing value from available resources. By linking data creators and users through GIS technology, it could address challenges in a multifaceted way by facilitating access to compatible spatial data to support effective planning and research.
1. The document summarizes the recommendations and formulation of the African Advisory Group from a workshop held in November 2003 in Colorado Springs, USA.
2. The workshop addressed priorities for education, training and capacity building in remote sensing for African institutions to support sustainable development. Key recommendations included forming partnerships between CEOS members and African institutions, and measuring progress biannually.
3. An African Advisory Group was established to work with CEOS and provide advisory support to identify research areas relevant to Africa. The group aimed to create more education and training opportunities using remote sensing and GIS to address challenges like water resources and climate change.
This document discusses the role of Earth Observation Data Centres in supporting knowledge economies. It outlines that EODCs can address challenges by sharing resources and costs to eliminate duplication and increase impact. Conditions for success include making data accessible based on user needs to support skills development and strategic activities. EODCs should be non-profit partnerships utilizing various funding models to provide data for research across disciplines.