This document provides background and instructions for Assignment 2 of an introduction to system dynamics course. The assignment asks students to practice identifying stocks and flows in various systems and mapping the stock and flow structures. It provides examples and guidance for representing physical and information stock and flow networks. Students are asked to identify stocks and flows in listed variables, and construct stock and flow diagrams for cases involving social security, e-commerce customers, and more. The document emphasizes correctly linking variables and units in stock and flow networks.
1) The VP of Process Improvement at Big Electronics Corp. explains that while manufacturing process improvements have been very successful, yielding significant gains, their efforts to improve product engineering have failed despite trying many different tools and consultants.
2) In a meeting with the CEO, he outlines the rules of his successful manufacturing process improvement approach, including not adding people, having stretch throughput objectives to be met in under two years, and providing resources but doubling throughput requirements after two years. However, these same tactics have not worked for product engineering.
3) The consultant is now meeting with product development engineers to understand the dynamics of their process and how to design sustainable improvement programs.
Mata kuliah ini membahas latar belakang dan manfaat teknik-teknik manajemen. Teknik-teknik manajemen berkembang seiring sejarah ilmu manajemen sejak abad ke-18 hingga saat ini. Pionir ilmu manajemen modern adalah Robert Owen dan Charles Babbage yang meletakkan dasar pentingnya sumber daya manusia dan efisiensi dalam organisasi. Mata kuliah ini akan memperkenalkan berbagai teknik analisis manajemen untuk memecah
The document describes an assignment to model cost and schedule overruns on product development projects. It provides background on a case study of an IT department experiencing significant budget and timeline overruns on software projects. Key factors identified as potentially contributing to overruns include uncertain requirements, design errors, staffing issues, and quality problems. The assignment tasks involve building a system dynamics model in steps to better understand the causes of overruns. The steps include: 1) modeling a basic rework cycle, 2) adding variables like changing rework discovery time and quality feedback effects, and 3) allowing for changes in staffing levels and their impacts.
This document describes a case study where system dynamics modeling was used to develop a balanced scorecard for a business unit of a large Dutch insurance company. A two-stage modeling process involved first creating a causal loop diagram and then developing a quantitative simulation model. This process helped management understand how seemingly contradictory goals were actually mutually reinforcing. Analysis of the simulation model also showed performance would need to decline further before improvements could be realized, contrary to initial expectations. The model was also used to evaluate various improvement initiatives under consideration. The case study illustrates how system dynamics can help overcome limitations in traditional balanced scorecard development by facilitating involvement of all stakeholders and rigorous testing of assumptions.
This document discusses building a dynamic balanced scorecard (BSC) model for strategic performance measurement in the public sector. It begins by noting the limitations of traditional BSC models in capturing dynamic interactions and delayed feedback over time. It then reviews the basic BSC approach and its use in both private and public sectors. Key differences in strategic goals and factors between private and public organizations are highlighted. The document argues that a dynamic BSC model is needed for the public sector using system dynamics to account for causal relationships and time delays between performance indicators. The summary aims to develop such a dynamic BSC model to better measure performance in public organizations.
Dokumen tersebut membahas tentang penulisan jumlah dan sigma (∑) untuk mengkompakkan penulisan jumlah bilangan. Dijelaskan sifat-sifat operasi penjumlahan sigma seperti distribusi dan komutasi. Kemudian diberikan contoh soal penggunaan sifat-sifat tersebut. Diberikan pula rumusan penjumlahan khusus untuk kuadrat, kubik dan kuadrat bilangan. Diakhir ada soal latihan untuk menghitung pen
1) The VP of Process Improvement at Big Electronics Corp. explains that while manufacturing process improvements have been very successful, yielding significant gains, their efforts to improve product engineering have failed despite trying many different tools and consultants.
2) In a meeting with the CEO, he outlines the rules of his successful manufacturing process improvement approach, including not adding people, having stretch throughput objectives to be met in under two years, and providing resources but doubling throughput requirements after two years. However, these same tactics have not worked for product engineering.
3) The consultant is now meeting with product development engineers to understand the dynamics of their process and how to design sustainable improvement programs.
Mata kuliah ini membahas latar belakang dan manfaat teknik-teknik manajemen. Teknik-teknik manajemen berkembang seiring sejarah ilmu manajemen sejak abad ke-18 hingga saat ini. Pionir ilmu manajemen modern adalah Robert Owen dan Charles Babbage yang meletakkan dasar pentingnya sumber daya manusia dan efisiensi dalam organisasi. Mata kuliah ini akan memperkenalkan berbagai teknik analisis manajemen untuk memecah
The document describes an assignment to model cost and schedule overruns on product development projects. It provides background on a case study of an IT department experiencing significant budget and timeline overruns on software projects. Key factors identified as potentially contributing to overruns include uncertain requirements, design errors, staffing issues, and quality problems. The assignment tasks involve building a system dynamics model in steps to better understand the causes of overruns. The steps include: 1) modeling a basic rework cycle, 2) adding variables like changing rework discovery time and quality feedback effects, and 3) allowing for changes in staffing levels and their impacts.
This document describes a case study where system dynamics modeling was used to develop a balanced scorecard for a business unit of a large Dutch insurance company. A two-stage modeling process involved first creating a causal loop diagram and then developing a quantitative simulation model. This process helped management understand how seemingly contradictory goals were actually mutually reinforcing. Analysis of the simulation model also showed performance would need to decline further before improvements could be realized, contrary to initial expectations. The model was also used to evaluate various improvement initiatives under consideration. The case study illustrates how system dynamics can help overcome limitations in traditional balanced scorecard development by facilitating involvement of all stakeholders and rigorous testing of assumptions.
This document discusses building a dynamic balanced scorecard (BSC) model for strategic performance measurement in the public sector. It begins by noting the limitations of traditional BSC models in capturing dynamic interactions and delayed feedback over time. It then reviews the basic BSC approach and its use in both private and public sectors. Key differences in strategic goals and factors between private and public organizations are highlighted. The document argues that a dynamic BSC model is needed for the public sector using system dynamics to account for causal relationships and time delays between performance indicators. The summary aims to develop such a dynamic BSC model to better measure performance in public organizations.
Dokumen tersebut membahas tentang penulisan jumlah dan sigma (∑) untuk mengkompakkan penulisan jumlah bilangan. Dijelaskan sifat-sifat operasi penjumlahan sigma seperti distribusi dan komutasi. Kemudian diberikan contoh soal penggunaan sifat-sifat tersebut. Diberikan pula rumusan penjumlahan khusus untuk kuadrat, kubik dan kuadrat bilangan. Diakhir ada soal latihan untuk menghitung pen
This document summarizes key steps in transitioning a supply chain from a push model to a pull model focused on demand. The 5 steps are: 1) Accept the new normal of increased variability, 2) Embrace flow and how it drives ROI, 3) Design an operational model around flow using decoupling points and control points, 4) Bring the demand-driven model to the organization, and 5) Use smart metrics to operate and sustain the demand-driven model. Decoupling points break the connection between variability and flow, while control points help manage execution within lead time horizons. Strategically placing these points can significantly compress lead times to meet market needs.
The document discusses Lily Bart's choices and fate in the novel The House of Mirth by Edith Wharton. It notes that while Lily enjoys the wealthy social world she moves in, she is not trained to obtain money through direct means like work. Her only two options presented at the end of the novel are to marry for money or accept a job that would involve direct financial transactions, something she is incapable of doing. As she cannot adapt to this new reality, Lily dies, unable to find a way to survive within the confines of her upbringing.
The document discusses accounting information systems and transaction cycles. It describes the three transaction cycles - expenditure, conversion, and revenue - and the two subsystems in each cycle involving physical and financial components. It also outlines traditional accounting records used in manual systems and documentation techniques for computer-based systems, including data flow diagrams, entity relationship diagrams, and document flowcharts.
This document summarizes key points from an article that challenges common assumptions about supply chain metrics and operational success. It makes the following key points:
1. Minimizing unit cost is often assumed to maximize ROI, but this "deep truth" is actually false and can impede organizational effectiveness.
2. True operational success depends more on maximizing the speed and smoothness of material and information flows throughout the supply chain.
3. Common metrics like unit cost calculations are inappropriate for decision making because they do not capture the complex, nonlinear behavior of supply chain systems.
Child Labour Essay In English Very Simple - YouTubeAaron Anyaakuu
1. A firewall sits between private and public networks like the internet to prevent unauthorized access and monitor connection state to decide whether to permit or deny data traffic.
2. Firewalls provide security by using various authentication mechanisms like usernames/passwords, certificates, and pre-shared keys to authorize and authenticate users and connections.
3. Firewalls can stop security risks to computer systems like malware, hacking, and data/identity theft by only allowing authorized traffic and dropping any unrecognized or unsolicited data passed through the firewall.
This document discusses systemic risk in interconnected financial systems. It presents a model for determining a "clearing payment vector" that clears the obligations of members in a financial system given their liabilities, limited liabilities, and operating cash flows. The paper shows there always exists a unique clearing vector and develops an algorithm to efficiently compute it. Comparative statics imply increased volatility lowers the total value of firms in the system even without direct costs of insolvency.
A global economy and increase in customer expectations in terms of cost and services
have put a premium on eective supply chain reengineering. It is essential to perform
risk benet analysis of reengineering alternatives before making a nal decision. Sim-
ulation provides an eective pragmatic approach to detailed analysis and evaluation of
supply chain design and management alternatives. However, the utility of this method-
ology is hampered by the time and eort required to develop models with sucient
delity to the actual supply chain of interest. In this paper, we describe a supply-chain
modeling framework designed to overcome this diculty. Using our approach, supply
chain models are composed from software components that represent types of supply
chain agents (like retailers, manufacturers, transporters), their constituent control ele-
ments (like inventory policy), and their interaction protocols (like message types). The
underlying library of supply chain modeling components has been derived from anal-
ysis of several dierent supply chains. It provides a reusable base of domain-specic
primitives that enables rapid development of customized decision support tools.
Contagion, Cascades and Disruptions to the Interbank Payment SystemKimmo Soramaki
1) The document discusses a conference on understanding systemic risk in financial systems, focusing on disruptions to interbank payment systems.
2) It presents research analyzing the network topology of the Fedwire payment system and building models to evaluate how payment systems respond to liquidity shocks and the potential for cascading failures.
3) The research finds that payment system participants have learned to coordinate activities after disruption and liquidity limits can lead to congestion, but behavior also influences resilience.
The document discusses cost based performance modeling as a way to deal with uncertainties in system performance. It involves creating a model based on measuring the costs of individual transactions to map system behavior to resource requirements. Transactions represent units of work for the system. The costs of transactions are measured by testing them at different rates. If transactions are linear with rate, the total resource usage can be calculated by summing costs. Non-linearities require a different approach. The model allows estimating performance for various scenarios without exhaustive testing.
Emergent Behavior and SCM Introduction In this exercise, the .docxjack60216
Emergent Behavior and SCM
Introduction:
In this exercise, the student will analyze emergent behavior as it applies to SCM.
Tasks:
Read "Executive Insight in Hugos": Essentials of Supply Chain Management, answer the following questions:
• Explain how negative feedback improves the performance of a supply chain.
• Describe the steps that managers can take to encourage positive emergent behavior in their supply chains.
• Why is emergent behavior important to continued success?
2-3 pages. APA citations.
Supply chain Evolution at HP
1
Supply chain Evolution at HP
4
Module 6, Assignment 2:
Supply chain Evolution at HP
Scott Jackson
Supply Chain Optimization and Outsourcing B6110
August 4th, 2012
For the 1992 - 1994 periods, describe and identify the supply chain that HP developed and used.
Between 1992 and 1994, HP employed a different technique of analysis that involved studying the effect that improbabilities have on the functionality of the supply chain. This involved carrying out analysis for the different divisions of the company. For example, carrying out analysis for inkjet product which is situated in Corvallis; the computer manufacturing department of the company which is at Cupertino, and the LaserJet printer department which is at Boise. Through these analyses, HP achieved its objective of studying the supply chain, the various factors that affect it, and how to improve it. For instance, this analysis helped HP to realize that carrying out regular reviews is very crucial for the supply chain. It also realized that, one of the divisions, the distribution division, which is responsible for transportation of the products to the customers, needs to be boosted as a means of improving this chain (Lee & Billington, 1995).
How does this supply chain support the HP strategic goals during this period?
The main goals of this supply chain is to minimize the overall costs of production, to reduce the inconveniences caused by the distribution division of the supply chain through delays, and to introduce better transportation means that improve the delivery of products. With the above adopted supply chain, these strategic goals of the firm can be achieved with much ease as the processes will be more suited to achieving these goals. This is because several techniques will be applied to cause these positive changes in the supply chain. These techniques include; regularly assessing the inventory, diversifying on the transportation means to ensure efficiency in the process, and cutting down on the frequency of manufacturing (Lee & Billington, 1995).
What are the strengths of this supply chain?
Among the main strengths of this supply chain is that by utilizing more advanced approaches, it can lead the firm into making several improvements in its processes such as relocation or changes in its distribution strategies, product design, manufacturing strategies and prediction of its markets; something that is in line with the firm’s goals ...
Information Flow Parametersfor Managing ^Organizational .docxcarliotwaycave
Information Flow Parameters
for Managing ^
Organizational Processes
Developing a framework for enhancing the design of systems and
improving management control of complex relationships.
I N T H E contemporary digital economy, intangible assets, of which information is a critical com-
ponent, fuel a dominant share of growth and prosperity. This is in contrast to the value added by
physical assets in the erstwhile traditional business model [3]. hiformation has typically been ana-
lyzed as a product, with the focus primarily derived from a snapshot view taken at a particular rime.
However, emphasis on the product view falls short of a precise measurement due to the nonquan-
tifiable nature of the characteristics
(such as relevance and reliability) of By Ravindra Krovi, Akhilesh C h a n d r a ,
information. A systematic and con- ^^ld Balaji RajagOpalan
scious effort to influence and control
the flow of information will lead to efficiencies in organizational processes. Therefore, it is impera-
tive to manage information flow (and not just information) to improve business process efficien-
cies, especially in organizational environments.
Numerous studies done in the business process understanding ot the dynamics of such flows. We
redesign realm have articulated the need for ratio- propose a parameter-based guiding framework oi
nalizing organizational processes [4]. If process effi- information flow to manage organizational
ciencies are to be realized, it is critical to take another processes. Ir establishes a foundation to assist organi-
look at the infrastructure based on the parameters zations in measuring and reporting information by
affecting the flow of information. Few studies, how- better managing their flow,
ever, have speciBcally addressed how flow irregulari-
ties can affect the process. The framework proposed Information Flow Dynamics
here adopts a process view of information, which In order to comprehend the process view, we draw
requires an understanding of information character- from an analogy of information flow with fluid How.
istics during its flow through communication chan- During its flow, a fluid is known to change its prop-
nels, and its processing by organizational agents, erties (such as velocity and viscosity) with respect to
Understanding the process view should help man- space and time llO]. Fine-tuning its measurable
agers in measuring the impact of flow parameter dimensions can meaningfully alter the nature of
variations on information quality. fluid flow. Knowledge of the relationship between
Companies, however, are often poorly organized properties of fluid and its flow is used in engineering
and underprepared to manage such complex infor- to design efficient fluid conduits (such as pipes) and
mation flows [1]. The existing state of underpre- altering fluid flow mechanisms (such as dams),
paredness may partly be attributed to a lack of Could there be a conceptual equivalent of infor-
COMMUNICATIONSOFTHE ACM F ...
1. Storage challenges - The exponentially growing volumes of data can overwhelm traditional storage systems and databases.
2. Processing challenges - Analyzing large and diverse datasets in a timely manner requires massively parallel processing across thousands of CPU cores.
3. Skill challenges - There is a shortage of data scientists and engineers with the skills needed to unlock insights from big data. Traditional IT skills are insufficient.
This document outlines the objectives and key concepts discussed in Chapter 2 of the textbook "Accounting Information Systems, 6th edition". It discusses the three transaction cycles of expenditures, conversions, and revenues. It describes the traditional manual accounting records and their computer-based equivalents. It also explains documentation techniques for computerized accounting systems such as entity relationship diagrams, data flow diagrams, document flowcharts, system flowcharts, and program flowcharts. Finally, it compares batch processing versus real-time processing approaches.
The document outlines the objectives and key concepts of transaction cycles and accounting information systems. It discusses the three transaction cycles - expenditure, conversion, and revenue - and the basic accounting records used in traditional and computer-based systems. It also describes documentation techniques like entity relationship diagrams and data/document flowcharts. Finally, it compares batch and real-time processing approaches and the characteristics of modern versus legacy computerized accounting systems.
Introduction to Transaction Processing Chapter No. 2Qamar Farooq
The document outlines the objectives and key concepts of transaction cycles and accounting information systems. It discusses the three transaction cycles - expenditure, conversion, and revenue - and the basic accounting records used in traditional and computer-based systems, including source documents, journals, ledgers, and documentation techniques like entity relationship diagrams and flowcharts. It also explains the differences between batch processing and real-time systems.
Agility by Design - Building Software to Lasteprentise
The implementation of enterprise systems brings with it great promise of better information, consistent systems, and reduced operational costs. Achieving that promise, however, is an immense challenge.
View the original Blog post: http://www.eprentise.com/blog/data-systems/agility-by-design-building-software-to-last/
Website: www.eprentise.com
Twitter: @eprentise
Google+: https://plus.google.com/u/0/+Eprentise/posts
Facebook: https://www.facebook.com/eprentise
Evaluation of Data Auditability, Traceability and Agility leveraging Data Vau...IRJET Journal
This document discusses how Data Vault modeling can provide data agility, auditability, and traceability in environments with frequently changing business rules and data sources. It presents a case study of an e-commerce retailer that uses a subscription-based business model. The retailer initially allowed one subscription per customer but changed the rule to allow multiple subscriptions per customer for some segments. The document evaluates how a Data Vault model is better suited than other techniques to accommodate this type of frequent change with minimal impact. It presents the Raw and Business Data Vault models designed for the retailer's scenario and argues that Data Vault modeling maintains data auditability and traceability even as the underlying business rules and data sources change.
Including Multi-Echelon Inventory in your SiOP cycle - Our vision at SolventureSolventure
At Solventure we take pride in being experts in designing and implementing Sales, Inventory and Operations Planning.
Companies that have a good SiOP process can’t imagine how to live without it. It is the key instrument for the CEO to navigate the business along the budget towards its strategic targets.
In this white paper we show how to include MEIO in the SiOP Cycle and why it is essential.
This document summarizes a white paper analyzing the impact of inventory on supply chain network design. It describes a case study of a sporting goods retailer, Al's Athletics, which has 200 stores across the US and is considering redesigning its network with up to 10 warehouses. The document outlines several scenarios to explore the complex relationship between network design decisions, inventory levels, and costs. It finds that under simple assumptions, the "square root of N law" holds true, but inventory costs are dominated by cycle stock rather than safety stock. Demand variability and replenishment frequency also impact inventory levels.
This case study analyzes Mizuho Bank's green project financing of a natural gas development project in Indonesia. Mizuho adopted the Equator Principles to fully assess the social and environmental risks. It required the borrower to mitigate risks and committed to environmental protection in the financing contract. More broadly, Mizuho promotes green credit, innovates green financing products, and supports carbon trading to improve the environment. It provides lower interest financing to green projects and assesses customer environmental performance to encourage sustainability.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
This document summarizes key steps in transitioning a supply chain from a push model to a pull model focused on demand. The 5 steps are: 1) Accept the new normal of increased variability, 2) Embrace flow and how it drives ROI, 3) Design an operational model around flow using decoupling points and control points, 4) Bring the demand-driven model to the organization, and 5) Use smart metrics to operate and sustain the demand-driven model. Decoupling points break the connection between variability and flow, while control points help manage execution within lead time horizons. Strategically placing these points can significantly compress lead times to meet market needs.
The document discusses Lily Bart's choices and fate in the novel The House of Mirth by Edith Wharton. It notes that while Lily enjoys the wealthy social world she moves in, she is not trained to obtain money through direct means like work. Her only two options presented at the end of the novel are to marry for money or accept a job that would involve direct financial transactions, something she is incapable of doing. As she cannot adapt to this new reality, Lily dies, unable to find a way to survive within the confines of her upbringing.
The document discusses accounting information systems and transaction cycles. It describes the three transaction cycles - expenditure, conversion, and revenue - and the two subsystems in each cycle involving physical and financial components. It also outlines traditional accounting records used in manual systems and documentation techniques for computer-based systems, including data flow diagrams, entity relationship diagrams, and document flowcharts.
This document summarizes key points from an article that challenges common assumptions about supply chain metrics and operational success. It makes the following key points:
1. Minimizing unit cost is often assumed to maximize ROI, but this "deep truth" is actually false and can impede organizational effectiveness.
2. True operational success depends more on maximizing the speed and smoothness of material and information flows throughout the supply chain.
3. Common metrics like unit cost calculations are inappropriate for decision making because they do not capture the complex, nonlinear behavior of supply chain systems.
Child Labour Essay In English Very Simple - YouTubeAaron Anyaakuu
1. A firewall sits between private and public networks like the internet to prevent unauthorized access and monitor connection state to decide whether to permit or deny data traffic.
2. Firewalls provide security by using various authentication mechanisms like usernames/passwords, certificates, and pre-shared keys to authorize and authenticate users and connections.
3. Firewalls can stop security risks to computer systems like malware, hacking, and data/identity theft by only allowing authorized traffic and dropping any unrecognized or unsolicited data passed through the firewall.
This document discusses systemic risk in interconnected financial systems. It presents a model for determining a "clearing payment vector" that clears the obligations of members in a financial system given their liabilities, limited liabilities, and operating cash flows. The paper shows there always exists a unique clearing vector and develops an algorithm to efficiently compute it. Comparative statics imply increased volatility lowers the total value of firms in the system even without direct costs of insolvency.
A global economy and increase in customer expectations in terms of cost and services
have put a premium on eective supply chain reengineering. It is essential to perform
risk benet analysis of reengineering alternatives before making a nal decision. Sim-
ulation provides an eective pragmatic approach to detailed analysis and evaluation of
supply chain design and management alternatives. However, the utility of this method-
ology is hampered by the time and eort required to develop models with sucient
delity to the actual supply chain of interest. In this paper, we describe a supply-chain
modeling framework designed to overcome this diculty. Using our approach, supply
chain models are composed from software components that represent types of supply
chain agents (like retailers, manufacturers, transporters), their constituent control ele-
ments (like inventory policy), and their interaction protocols (like message types). The
underlying library of supply chain modeling components has been derived from anal-
ysis of several dierent supply chains. It provides a reusable base of domain-specic
primitives that enables rapid development of customized decision support tools.
Contagion, Cascades and Disruptions to the Interbank Payment SystemKimmo Soramaki
1) The document discusses a conference on understanding systemic risk in financial systems, focusing on disruptions to interbank payment systems.
2) It presents research analyzing the network topology of the Fedwire payment system and building models to evaluate how payment systems respond to liquidity shocks and the potential for cascading failures.
3) The research finds that payment system participants have learned to coordinate activities after disruption and liquidity limits can lead to congestion, but behavior also influences resilience.
The document discusses cost based performance modeling as a way to deal with uncertainties in system performance. It involves creating a model based on measuring the costs of individual transactions to map system behavior to resource requirements. Transactions represent units of work for the system. The costs of transactions are measured by testing them at different rates. If transactions are linear with rate, the total resource usage can be calculated by summing costs. Non-linearities require a different approach. The model allows estimating performance for various scenarios without exhaustive testing.
Emergent Behavior and SCM Introduction In this exercise, the .docxjack60216
Emergent Behavior and SCM
Introduction:
In this exercise, the student will analyze emergent behavior as it applies to SCM.
Tasks:
Read "Executive Insight in Hugos": Essentials of Supply Chain Management, answer the following questions:
• Explain how negative feedback improves the performance of a supply chain.
• Describe the steps that managers can take to encourage positive emergent behavior in their supply chains.
• Why is emergent behavior important to continued success?
2-3 pages. APA citations.
Supply chain Evolution at HP
1
Supply chain Evolution at HP
4
Module 6, Assignment 2:
Supply chain Evolution at HP
Scott Jackson
Supply Chain Optimization and Outsourcing B6110
August 4th, 2012
For the 1992 - 1994 periods, describe and identify the supply chain that HP developed and used.
Between 1992 and 1994, HP employed a different technique of analysis that involved studying the effect that improbabilities have on the functionality of the supply chain. This involved carrying out analysis for the different divisions of the company. For example, carrying out analysis for inkjet product which is situated in Corvallis; the computer manufacturing department of the company which is at Cupertino, and the LaserJet printer department which is at Boise. Through these analyses, HP achieved its objective of studying the supply chain, the various factors that affect it, and how to improve it. For instance, this analysis helped HP to realize that carrying out regular reviews is very crucial for the supply chain. It also realized that, one of the divisions, the distribution division, which is responsible for transportation of the products to the customers, needs to be boosted as a means of improving this chain (Lee & Billington, 1995).
How does this supply chain support the HP strategic goals during this period?
The main goals of this supply chain is to minimize the overall costs of production, to reduce the inconveniences caused by the distribution division of the supply chain through delays, and to introduce better transportation means that improve the delivery of products. With the above adopted supply chain, these strategic goals of the firm can be achieved with much ease as the processes will be more suited to achieving these goals. This is because several techniques will be applied to cause these positive changes in the supply chain. These techniques include; regularly assessing the inventory, diversifying on the transportation means to ensure efficiency in the process, and cutting down on the frequency of manufacturing (Lee & Billington, 1995).
What are the strengths of this supply chain?
Among the main strengths of this supply chain is that by utilizing more advanced approaches, it can lead the firm into making several improvements in its processes such as relocation or changes in its distribution strategies, product design, manufacturing strategies and prediction of its markets; something that is in line with the firm’s goals ...
Information Flow Parametersfor Managing ^Organizational .docxcarliotwaycave
Information Flow Parameters
for Managing ^
Organizational Processes
Developing a framework for enhancing the design of systems and
improving management control of complex relationships.
I N T H E contemporary digital economy, intangible assets, of which information is a critical com-
ponent, fuel a dominant share of growth and prosperity. This is in contrast to the value added by
physical assets in the erstwhile traditional business model [3]. hiformation has typically been ana-
lyzed as a product, with the focus primarily derived from a snapshot view taken at a particular rime.
However, emphasis on the product view falls short of a precise measurement due to the nonquan-
tifiable nature of the characteristics
(such as relevance and reliability) of By Ravindra Krovi, Akhilesh C h a n d r a ,
information. A systematic and con- ^^ld Balaji RajagOpalan
scious effort to influence and control
the flow of information will lead to efficiencies in organizational processes. Therefore, it is impera-
tive to manage information flow (and not just information) to improve business process efficien-
cies, especially in organizational environments.
Numerous studies done in the business process understanding ot the dynamics of such flows. We
redesign realm have articulated the need for ratio- propose a parameter-based guiding framework oi
nalizing organizational processes [4]. If process effi- information flow to manage organizational
ciencies are to be realized, it is critical to take another processes. Ir establishes a foundation to assist organi-
look at the infrastructure based on the parameters zations in measuring and reporting information by
affecting the flow of information. Few studies, how- better managing their flow,
ever, have speciBcally addressed how flow irregulari-
ties can affect the process. The framework proposed Information Flow Dynamics
here adopts a process view of information, which In order to comprehend the process view, we draw
requires an understanding of information character- from an analogy of information flow with fluid How.
istics during its flow through communication chan- During its flow, a fluid is known to change its prop-
nels, and its processing by organizational agents, erties (such as velocity and viscosity) with respect to
Understanding the process view should help man- space and time llO]. Fine-tuning its measurable
agers in measuring the impact of flow parameter dimensions can meaningfully alter the nature of
variations on information quality. fluid flow. Knowledge of the relationship between
Companies, however, are often poorly organized properties of fluid and its flow is used in engineering
and underprepared to manage such complex infor- to design efficient fluid conduits (such as pipes) and
mation flows [1]. The existing state of underpre- altering fluid flow mechanisms (such as dams),
paredness may partly be attributed to a lack of Could there be a conceptual equivalent of infor-
COMMUNICATIONSOFTHE ACM F ...
1. Storage challenges - The exponentially growing volumes of data can overwhelm traditional storage systems and databases.
2. Processing challenges - Analyzing large and diverse datasets in a timely manner requires massively parallel processing across thousands of CPU cores.
3. Skill challenges - There is a shortage of data scientists and engineers with the skills needed to unlock insights from big data. Traditional IT skills are insufficient.
This document outlines the objectives and key concepts discussed in Chapter 2 of the textbook "Accounting Information Systems, 6th edition". It discusses the three transaction cycles of expenditures, conversions, and revenues. It describes the traditional manual accounting records and their computer-based equivalents. It also explains documentation techniques for computerized accounting systems such as entity relationship diagrams, data flow diagrams, document flowcharts, system flowcharts, and program flowcharts. Finally, it compares batch processing versus real-time processing approaches.
The document outlines the objectives and key concepts of transaction cycles and accounting information systems. It discusses the three transaction cycles - expenditure, conversion, and revenue - and the basic accounting records used in traditional and computer-based systems. It also describes documentation techniques like entity relationship diagrams and data/document flowcharts. Finally, it compares batch and real-time processing approaches and the characteristics of modern versus legacy computerized accounting systems.
Introduction to Transaction Processing Chapter No. 2Qamar Farooq
The document outlines the objectives and key concepts of transaction cycles and accounting information systems. It discusses the three transaction cycles - expenditure, conversion, and revenue - and the basic accounting records used in traditional and computer-based systems, including source documents, journals, ledgers, and documentation techniques like entity relationship diagrams and flowcharts. It also explains the differences between batch processing and real-time systems.
Agility by Design - Building Software to Lasteprentise
The implementation of enterprise systems brings with it great promise of better information, consistent systems, and reduced operational costs. Achieving that promise, however, is an immense challenge.
View the original Blog post: http://www.eprentise.com/blog/data-systems/agility-by-design-building-software-to-last/
Website: www.eprentise.com
Twitter: @eprentise
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This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
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Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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Assign2
1. System Dynamics Group
Sloan School of Management
Massachusetts Institute of Technology
Introduction to System Dynamics, 15.871
System Dynamics for Business Policy, 15.874
Professor John Sterman
Professor Brad Morrison
Assignment 2
Mapping the Stock and Flow Structure of Systems
Assigned: 16 September 2003; Due: 23 September 2003
This is an individual assignment.
This assignment will give you practice with the structure and dynamics of stocks and flows. Stocks
and flows are the building blocks from which every more complex system is composed. The ability
to identify, map, and understand the dynamics of the networks of stocks and flows in a system is
essential to understanding the processes of interest in any modeling effort.
A. Identifying Stock and Flow Variables
The distinction between stocks and flows is crucial for understanding the source of dynamics. In
physical systems it is usually obvious which variables are stocks and which flows. In human and
social systems, often characterized by intangible, “soft” variables, identification is more difficult.
� A1. 2 points total. For each of the following variables, state whether it is a stock or a flow, and
give units of measure for each.
Name Type Units
Example: Inventory of beer Stock Cases
Example: Beer order rate Flow Cases/week
_______________
Prepared by John Sterman, Feb 87; last revision Sept. 2003
� denotes a question for which you must hand in an answer, a model, or a plot.
denotes a tip to help you build the model or answer the question.
2. 2
Name Type Units
a. Company Revenue
b. Customer service calls on hold at your
firm’s call center
c. GDP (Gross Domestic Product)
d. US federal budget deficit
e. Products under development
f. Corporate accounts payable
g. Cash flow
h. Book value of inventory
i. Promotion of Senior Associates to Partner
at a consulting firm
j. Incidence of attacks on corporate web sites
k. Greenhouse gas emissions of the US
l. Yen/dollar exchange rate
m. Employee morale
n. Interest Rate on 30-year US Treasury
Bond
o. Your firm’s cost of goods sold (COGS)
p. Layers of management in a corporation
B. Representing Stock and Flow Networks
Systems are composed of interconnected networks of stocks and flows. Modelers must be able to
represent the stock and flow networks of people, material, goods, money, energy, etc. from which
systems are built.
For each of the following cases, construct a stock and flow diagram that properly connects the
variables.
Not all the variables need to be connected by physical flows; they may be linked by information
flows, as in the example below.
You may need to add additional stocks or flows beyond those specified to complete your
diagram (but keep it simple). Be sure to consider the boundary of your stock and flow map.
That is, what are the sources and sinks for the stock and flow networks? Are you tracking
sources and sinks far enough upstream and downstream? This process of deciding how far to
extend the stock and flow network is called “challenging the clouds” because you challenge
the assumption that the clouds are in fact unlimited sources or sinks.
Consider the units of measure for your variables and make sure they are consistent within each
stock and flow chain.
Be sure to read Chapter 6 for more detail and examples
3. 3
Example: A manufacturing firm maintains an inventory of finished goods from which it ships to
customers. Customer orders are filled after a delay caused by order processing, credit checks, etc.
Map the stock and flow structure, drawing on the following variables: Inventory, Raw Materials,
Production, Order Backlog, Order Rate.
Solution:
The unit of measure in this flow is widgets / time period.
Raw Materials Inventory
Material Production Shipment
Arrival Rate Rate Rate
Widgets
per Order
These are information links.
Order Backlog
Order Rate Order
Fulfillment
Rate
The unit of measure in this flow is orders / time period.
Comment: There are two linked stock and flow networks here: first, the physical flow of materials
as they are fabricated into products and shipped to customers; second, the flow of orders. The two
networks are linked because there is a direct relationship between physical shipments and order
fulfillment (assuming no accounting glitches or inventory shrinkage!)—every time a product is
physically shipped, the order is removed from the backlog and denoted as filled. The link between
the Shipment Rate and Order Fulfillment Rate is an information link, not a material flow. Note that
considering the units of measure helps identify the linkages between the two stock and flow chains.
The units of all flows in the materials chain are widgets/time period, and the units of the materials
and inventory stocks are widgets. The units of the order flows are orders/time period. The order
fulfillment rate is then given by the number of widgets shipped per period divided by the number of
widgets per order, to yield orders/time period for the order fulfillment rate. Note also that only the
information links directly connecting the stock and flow networks are captured. Other information
links that must exist are not represented. For example, the shipment rate must depend on the
finished goods inventory (no inventory—no shipments). The purpose of this assignment, however,
is to map the stocks and flows, so these feedbacks can be omitted for now. Later you will integrate
stock and flow maps with causal-loop diagrams to close the feedback loops in a system. Note that
the shipment rate, material arrival rate, and order fulfillment rate were not included in the group of
variables listed in the description but must be introduced to complete the stock-and-flow network.
Note also that the solution omits some structure that might be added if the purpose of the model
required it—for example, an inventory shrinkage rate or order cancellation rate, or the installed base
of product (the stock filled up by shipments). We could also have disaggregated the model further,
for example, representing the fabrication process in more detail, or splitting the order backlog into
two stocks, “orders awaiting credit approval,” and “orders approved.” The choice of detail is
always governed by the purpose of the model.
4. 4
� B1. 1.5 points. A topic frequently in the news is the health (or lack thereof) of the US Social
Security system. As in many nations, the US Social Security system is ‘pay as you go’:
revenue received today from taxes paid by workers and their employers is used to pay
benefits to those over the age of sixty-five. For the purpose of this question, assume that
people start working at age twenty and begin receiving social security benefits at age sixty-
five. Map the stock and flow structure of the US population as it relates to the social
security system. Also map the stock and flow structure of money as it goes through the
system. You should have two separate stock flow chains in this answer, one for people, one
for money. Make sure they are appropriately linked with information arrows.
Not every dollar received today is paid out today. In fact, at various points in time, the
system has had a substantial surplus. Make sure this is captured in your diagram.
Every model is built towards a specific purpose. If the goal of this effort is to
understand the basic dynamics of social security, how complicated does your stock and
flow structure representing the US population need to be? Do not make your diagram
any more complicated than necessary.
� B2. 1.5 points. E-commerce firms must now compete aggressively for customers, both against
on-line rivals and brick mortar competitors. Map the stocks and flows of on-line
customers for an e-commerce firm. To make it concrete, consider Amazon.com. Market
research shows that awareness and adoption follow several stages: First, people must
acquire a computer and internet service (yes, there are still people who are not yet on-line).
Once online, people usually do not immediately dive into e-commerce. Instead, they
become “browsers” who may visit e-commerce websites such as Amazon, but typically
don’t make any purchases. After a while, some of these browsers begin to make purchases
from on-line sources. People can become loyal shoppers (make all their purchases in a
given category such as books from Amazon, or from one of its competitors), or independent
shoppers (who purchase from multiple sites based on prices and other conditions at the
moment). Loyal shoppers can defect (if, e.g., prices are high or service is poor). Those
defecting become independent shoppers as they try other providers. If these independent
shoppers remain unsatisfied, they may abandon e-commerce altogether, becoming former e-
shoppers who return to brick and mortar sources, using online vendors only to browse for
information (e.g., using Amazon.com for reviews or to find books). Over time, some
independent shoppers may become loyal to a particular vendor, either one of Amazon’s
competitors or Amazon itself.
Be sure to consider outflows from as well as inflows to each category of shopper.
It is not necessary to represent all the different e-commerce players separately. Instead,
consider Amazon’s loyal customers and aggregate all customers loyal to other online
booksellers into a single category.
Over the relevant time horizon for this issue (the adoption and diffusion of e-commerce)
you can ignore population growth and deaths.
5. 5
C. Accumulation and Graphical Integration and Differentiation
Stocks are accumulations. The difference between the inflows and outflows of a stock accumulates,
altering the level of the stock variable. The process of accumulation gives stocks inertia and
memory and creates delays. Since realistic models are far too complex to solve with formal analysis,
it is important to understand the relationship between flows and the behavior of stocks intuitively.
Consider the following system:
Stock
Inflow Outflow
Do not use the computer. The goal is to develop your intuition about stocks and flows.
Be sure to read Chapter 7 first.
� C1. 1/2 point. On the graph provided, draw the trajectory of the stock given the inflow and
outflow rates shown. Indicate the numerical values for any maxima or minima, and for the
maximum or minimum values of the slope for the stock. Assume the initial quantity in the stock
is 100 units.
100
Inflow
75
Outflow
Units/Time
50
25
0
0 5 10 15 20
250
200
150
Units
100
50
0
0 5 10 15 20
6. 6
� C2. 1/2 point. This exercise asks you to graphically differentiate a stock to understand the
behavior of the net rate of flow to the stock. By estimating the slope of the stock at each point,
create a graph of the net rate of change in the stock. That is, in the graph below you are given
the behavior of the stock over time and must infer the behavior of its net inflow. (This is the
inverse operation of graphical integration, the previous exercise.) Graphically differentiate the
stock and provide numerical values for key points in the net flow graph (maxima and minima).
7. 7
� C3.1 point. Consider a manufacturing firm. The firm maintains an inventory of finished
product. The firm uses this inventory to fill customer orders as they come in. Historically,
orders have averaged 10,000 units per week. The firm strives to maintain an inventory of
50,000 units to provide excellent customer service (that is, to be able to fill essentially 100% of
every order). Although the firm has ample capacity to handle variations in demand, it takes time
to adjust the production schedule, and to make the product—a total lag of four weeks.
Now imagine that the order rate for the firm’s products suddenly and unexpectedly rises by
10%, and remains at the new, higher rate, as shown in the graph below. Before the change in
demand, production was equal to orders at 10,000 units/week, and inventory was equal to the
desired level of 50,000 units.
Sketch the likely path of production and inventory on the graphs below. Provide an appropriate
scale for the graph of inventory. Explain briefly.
13,000
12,000
Units/Week
11,000
Order Rate
10,000
9,000
0 5 10 15 20
Weeks
Units
Inventory
50,000
0 5 10 15 20
Weeks
8. 8
D. Linking stock and flow structure with feedback
Often it is important to include the stock and flow structure of a system in your causal diagrams,
thus coupling stock and flow maps with the feedback structure. As an example, consider the
student workload model in section 5.4 (pp. 159-169).
� D1. 1 point Redraw Figure 5-24 on p. 167 to show the stock and flow structure of the situation
explicitly. You will need to decide which variables in the diagram are stocks and identify the
relevant flows affecting them. That is, your diagram will include the same feedback loops as the
original but show the important stocks and the flows affecting them explicitly.
What kind of variable is Energy Level? Due Date?
Assume that the effort devoted to assignments is affected by the average of the grades earned to
date, not the grade on the most recent assignment (that is, if you are averaging a C up to now,
but desire an A, you would put in greater effort, even if you received an A on your most recent
assignment).
� D2. 1 point Suppose a student had run his/her energy level down by getting much less sleep
than normal (too many late night parties and road trips, for example). Specifically, suppose the
student normally requires 8 hours of sleep per night to be well rested, but during the first half of the
semester averaged only 5 hours per night, with consequent reduction in energy level. In addition,
the student has been completing fewer tasks than are assigned. The graphs on the following page
show the situation.
On the graph provided, sketch the trajectory of the assignment backlog during the first half of the
term.
The graphs also show the student’s aspirations to recover during the second half. Specifically, the
graphs show energy level rising back to normal during the second half of the term.
On the graph, draw the pattern for hours of sleep per night required to achieve the student’s plan
for the recovery of the energy level.
Next, what do you think the implications of the trajectory for sleep would be for the work
completion rate? Sketch, on the appropriate graph, the path you believe the work completion rate
would take in this situation. Explain briefly.
There is no single correct answer, but your trajectory should be consistent with the feedback
loop and stock/flow structure described in your causal diagram.
Assume that work is assigned continuously throughout and semester and that there are no
vacation periods or other breaks in the semester.
Now, given the path you sketched for the work completion rate during the second half of the term,
draw the behavior of the assignment backlog.
� D3. 1 point Critique the following argument made by the student:
“Given the total amount of work to be done over the course of the term, it doesn’t matter
whether I do it steadily or party a lot early on, then bear down and get it done at the end of the
term. The cumulative number of tasks I have to do is the same, and so the total amount of
time I have to put in over the course of the term is the same.”
A good answer will be grounded in your causal diagram and also draw on your own experience
and knowledge of the process. A good answer will also be brief.
Now, get some rest!
9. 9
Assignment Rate
Tasks per week
Work Completio Rate
n
0 Time (week of thesemester)
s 13
Assignment Backlog (tasks)
0 Time (week of thesemester)
s 13
12
Desired Sleep per Night
Hours of Sleep per Night
(8 hours)
Actual Sle per Night
ep
(5 hours)
0
0 Time (week of thesemester)
s 13
100
Energy Level (0-100%)
Student's Pla for
n
Energy L evel
0
0 Time (weeks of the semester
) 13