The document discusses the importance of business continuity and recovery planning (BCRP) for manufacturers. It outlines a systematic approach to developing a BCRP, including conducting a business impact analysis to identify critical operations, developing recovery strategies and procedures, and making recommendations to balance investment costs with protection needs. The key objectives of a BCRP are to minimize downtime and losses from a disaster through preparedness and planning.
Business Impact Analysis - The Most Important Step during BCMS ImplementationPECB
This topic covered an overview of ISO 22301:2012 requirements regarding Business Impact Analysis, the importance of BIA, and how to avoid most common mistakes.
Main points covered:
• Overview of ISO 22301:2012 requirements regarding Business Impact Analysis
• How to avoid most common mistakes and obtain reliable data from the BIA?
• The significance of the BIA
Presenter:
Renata Davidson works in the Business Continuity Management area since 1998. She was the first professional in Central and Eastern Europe to be certified by Disaster Recovery Institute International. During the course of her career, she's lead tens of projects for "Blue Chip companies in Poland, in all sectors of the economy. She is the founder and CEO of Davidson Consulting &Partners LLC, a partnership of experts specializing in business continuity, operational risk management and process management.
Link of the recorded session published on YouTube: https://youtu.be/3rVhrGQk8cE
Business Continuity Management PowerPoint Presentation SlidesSlideTeam
Presenting this set of slides with name - Business Continuity Management PowerPoint Presentation Slides. This complete deck is oriented to make sure you do not lag in your presentations. Our creatively crafted slides come with apt research and planning. This exclusive deck with fifty-two slides is here to help you to strategize, plan, analyze, or segment the topic with clear understanding and apprehension. Utilize ready to use presentation slides on Business Continuity Management PowerPoint Presentation Slides with all sorts of editable templates, charts and graphs, overviews, analysis templates. It is usable for marking important decisions and covering critical issues. Display and present all possible kinds of underlying nuances, progress factors for an all inclusive presentation for the teams. This presentation deck can be used by all professionals, managers, individuals, internal external teams involved in any company organization.
Business Continuity - Business Risk & ManagementAndrew Styles
This document discusses business continuity, crisis management, and disaster recovery services provided by Business Risk & Management Pte Ltd (BRM). BRM offers services such as developing business continuity and crisis management plans, reviewing existing plans, providing crisis management team and staff training, conducting business continuity testing, and creating IT disaster recovery plans. The document emphasizes that business continuity planning can help businesses reduce costs from a crisis, make organizations more robust, protect reputation, and increase management understanding to strengthen operations.
The document discusses business continuity planning and provides guidance on developing an effective plan. It defines business continuity planning as developing plans to handle issues that may cause business interruptions. It also defines business interruption and lists some common threats like power outages, natural disasters, and personnel or technology issues. The document then outlines a 12 step process for developing a quality business continuity plan, including performing a risk assessment, developing recovery strategies, creating response teams and plans, and maintaining an ongoing program through training and testing.
This document discusses disaster recovery planning for healthcare organizations. It provides an overview of key disaster recovery planning concepts and terms. It also outlines considerations for developing a disaster recovery plan, including evaluating risks, defining risk tolerance, developing roles and responsibilities, scenario planning, data backup and recovery, and documentation. The document discusses how disaster recovery planning fits within broader business continuity planning and presents a methodology for a full business continuity program that incorporates disaster recovery. It also covers current trends and standards related to disaster recovery planning.
If there was a man-made or natural disaster, how would your business respond? Do you have a contingency plan in place? What kind of financial and economic impact would a disaster have on your business? As you can see, there are many questions that need rock solid answers, regardless of the type of loss. Business contingency planning and emergency preparedness and readiness strategies plan an important role in determining if a business will survive and thrive in the face of adversity. Learn more about proper planning and execution. For more information contact the consultants at The Windsor Consulting Group, Inc. We have seen or been through many emergency situations with our customers. Let us show you how to be ready when disaster strikes.
Let’s understand the concepts of business continuity and Disaster Recovery in brief. To know more, visit: www.eccouncil.org/business-continuity-and-disaster-recovery
Business continuity planning and disaster recoverymadunix
The document discusses business continuity planning and disaster recovery. It provides definitions of business continuity planning, disaster recovery planning, and information systems business continuity planning. It outlines the tasks of an information systems auditor in evaluating business continuity plans, including assessing backup and restore provisions, disaster recovery plans, and the organization's ability to continue essential operations during disruptions. The document also discusses other planning issues like involving relevant organizational units, risk assessments, and documentation of plans.
Business Impact Analysis - The Most Important Step during BCMS ImplementationPECB
This topic covered an overview of ISO 22301:2012 requirements regarding Business Impact Analysis, the importance of BIA, and how to avoid most common mistakes.
Main points covered:
• Overview of ISO 22301:2012 requirements regarding Business Impact Analysis
• How to avoid most common mistakes and obtain reliable data from the BIA?
• The significance of the BIA
Presenter:
Renata Davidson works in the Business Continuity Management area since 1998. She was the first professional in Central and Eastern Europe to be certified by Disaster Recovery Institute International. During the course of her career, she's lead tens of projects for "Blue Chip companies in Poland, in all sectors of the economy. She is the founder and CEO of Davidson Consulting &Partners LLC, a partnership of experts specializing in business continuity, operational risk management and process management.
Link of the recorded session published on YouTube: https://youtu.be/3rVhrGQk8cE
Business Continuity Management PowerPoint Presentation SlidesSlideTeam
Presenting this set of slides with name - Business Continuity Management PowerPoint Presentation Slides. This complete deck is oriented to make sure you do not lag in your presentations. Our creatively crafted slides come with apt research and planning. This exclusive deck with fifty-two slides is here to help you to strategize, plan, analyze, or segment the topic with clear understanding and apprehension. Utilize ready to use presentation slides on Business Continuity Management PowerPoint Presentation Slides with all sorts of editable templates, charts and graphs, overviews, analysis templates. It is usable for marking important decisions and covering critical issues. Display and present all possible kinds of underlying nuances, progress factors for an all inclusive presentation for the teams. This presentation deck can be used by all professionals, managers, individuals, internal external teams involved in any company organization.
Business Continuity - Business Risk & ManagementAndrew Styles
This document discusses business continuity, crisis management, and disaster recovery services provided by Business Risk & Management Pte Ltd (BRM). BRM offers services such as developing business continuity and crisis management plans, reviewing existing plans, providing crisis management team and staff training, conducting business continuity testing, and creating IT disaster recovery plans. The document emphasizes that business continuity planning can help businesses reduce costs from a crisis, make organizations more robust, protect reputation, and increase management understanding to strengthen operations.
The document discusses business continuity planning and provides guidance on developing an effective plan. It defines business continuity planning as developing plans to handle issues that may cause business interruptions. It also defines business interruption and lists some common threats like power outages, natural disasters, and personnel or technology issues. The document then outlines a 12 step process for developing a quality business continuity plan, including performing a risk assessment, developing recovery strategies, creating response teams and plans, and maintaining an ongoing program through training and testing.
This document discusses disaster recovery planning for healthcare organizations. It provides an overview of key disaster recovery planning concepts and terms. It also outlines considerations for developing a disaster recovery plan, including evaluating risks, defining risk tolerance, developing roles and responsibilities, scenario planning, data backup and recovery, and documentation. The document discusses how disaster recovery planning fits within broader business continuity planning and presents a methodology for a full business continuity program that incorporates disaster recovery. It also covers current trends and standards related to disaster recovery planning.
If there was a man-made or natural disaster, how would your business respond? Do you have a contingency plan in place? What kind of financial and economic impact would a disaster have on your business? As you can see, there are many questions that need rock solid answers, regardless of the type of loss. Business contingency planning and emergency preparedness and readiness strategies plan an important role in determining if a business will survive and thrive in the face of adversity. Learn more about proper planning and execution. For more information contact the consultants at The Windsor Consulting Group, Inc. We have seen or been through many emergency situations with our customers. Let us show you how to be ready when disaster strikes.
Let’s understand the concepts of business continuity and Disaster Recovery in brief. To know more, visit: www.eccouncil.org/business-continuity-and-disaster-recovery
Business continuity planning and disaster recoverymadunix
The document discusses business continuity planning and disaster recovery. It provides definitions of business continuity planning, disaster recovery planning, and information systems business continuity planning. It outlines the tasks of an information systems auditor in evaluating business continuity plans, including assessing backup and restore provisions, disaster recovery plans, and the organization's ability to continue essential operations during disruptions. The document also discusses other planning issues like involving relevant organizational units, risk assessments, and documentation of plans.
Business continuity is an organization's ability to maintain essential functions during and after a disaster through risk management processes and procedures. It aims to prevent interruptions and enable quick recovery. Key components include resilience through redundant systems, rapid recovery of critical functions, and contingency plans for various scenarios. Developing a business continuity plan involves a business impact analysis, risk assessment, designating management, and ongoing testing and updates. It is important for minimizing downtime and its effects from unpredictable events.
This chapter introduces risk management and business continuity management as part of good governance. It develops the link between risk management and business continuity management as part of a risk management framework. Business continuity management is presented as an alternative mechanism for risk mitigation and a contributor to organizational resilience. It is defined as a holistic and proactive management process that identifies potential impacts that threaten an organization and provides a framework for building resilience and an effective response to protect stakeholders and business activities.
This document provides an overview of business continuity management (BCM). It discusses the objectives and composition of the Technical Committee on BCM in Malaysia, which develops BCM standards. The goals of the committee are outlined. BCM is defined and its importance explained from the perspectives of corporate governance, regulations, and business requirements. Key differences between BCM and disaster recovery planning are highlighted. The document provides guidance on establishing a BCM program, including identifying roles and selecting team members. An 8-module methodology for developing a BCM plan is also presented.
A short presentation of the essentials of business continuity planning. Often put on the back burner because it's seems too complex. Whereas the principles are quite straightforward.
Business continuity & Disaster recovery planingHanaysha
Disaster recovery (DR) and business continuity planning (BCP) are important for organizations to plan for disasters and disruptions. A DR plan provides procedures to recover IT capabilities at an alternate site after a disaster. A BCP addresses risks to business processes and prepares an organization to continue essential operations. Both plans aim to minimize downtime and losses. Key components of DR plans include establishing recovery teams, developing procedures, training, and arranging alternate IT resources. BCP components involve identifying critical resources, conducting risk and impact analyses, and developing prevention, mitigation and recovery strategies. Maintaining and testing plans is important to ensure preparedness for disasters.
The document provides a disaster recovery plan for KDU Bank. It includes:
- Contact information for key IT personnel and external vendors.
- Identification of critical systems and timelines for recovery within 4-24 hours including restoring backups and key services.
- Risks are assessed and contingencies are outlined for various disaster scenarios affecting operations.
- Backup strategies, software and physical safeguards are defined to enable recovery from disruption of computer and network services.
Assessing the impact of a disruption: Building an effective business impact a...Bryghtpath LLC
Many organizations have adopted the ISO 22301 standard for their business continuity management systems. Recently, ISO has released the new ISO 22317 Standard for Business Impact Analysis. In this webinar, learn about several different strategies to build an effective BIA that will help you advance your business continuity strategies.
The instructor for this webinar is Bryan Strawser, Founder and CEO of Bryghtpath LLC, a strategic advisory firm specializing in crisis management, business continuity, global risk, crisis communications, and public affairs.
Business continuity planning (BCP) is a process that plans for disruptive events that could impact an organization. It aims to allow organizations to continue operations during emergencies through alternative systems and data protection. BCP involves threat analysis, impact assessment, recovery planning, and testing. It is part of enterprise risk management and helps mitigate risks like reputational damage and financial loss. BCP requires involvement from business units to identify key processes and from senior leaders to promote the BCP culture throughout the organization. The presentation outlines a 4-phase BCP project for an insurance company covering analysis, documentation, capability development, and technology dependencies.
Overview of Business Continuity Planning: Terminology, Rationale, Business Continuity Planning Cycle, Methodology. A high-level description with minimal detail of each of these steps: Risk Assessment, Business Impact Analysis, Risk Mitigation Strategy, Business Continuity Plan, Training, Testing and Auditing, and Plan Maintenance.
Business continuity and disaster recovery are not the same but complement each other. Planning on BCP and DRP is necessary for all business. This slide contains information on how to achieve and maintain them.
Disaster Recovery Plan / Enterprise Continuity PlanMarcelo Silva
This document outlines a presentation on developing a Disaster Recovery Plan (DRP) and Enterprise Continuity Plan (ECP). It discusses defining roles and teams for responding to incidents, assessing risks across six resilience layers of strategy, organization, processes, data, technology, and facilities. It also covers training the response team, engaging outside experts, and creating awareness campaigns to implement the DRP/ECP.
BCM is a structured approach that helps organizations continue operating during disruptions by ensuring critical operations can still function. An effective BCM framework includes understanding the organization, conducting risk assessments, developing response plans, and testing plans through exercises. Regularly reviewing and updating plans is important to account for organizational changes. Implementing a strong BCM program provides benefits like reduced financial impacts, protected reputation, and compliance.
This file was presented by me during the study circle meeting at the Mangalore Branch of Southern India Regional Council of the Institute of Chartered Accountants of India.
Developing and Managing Business Continuity Plan (BCP)Goutama Bachtiar
This document provides an overview of business continuity planning (BCP). It discusses the key components of a BCP, including conducting a business impact analysis to understand critical business processes and their maximum tolerable downtimes. The document also covers developing resumption strategies, communicating and training on the BCP, and reviewing and updating the plan on an ongoing basis. The ultimate goal of a BCP is to minimize disruption to an organization and allow for the timely recovery of critical business functions in the event of a disaster or business interruption.
This handout was provided at the OCNC Business Emergency Preparedness Series workshop hosted by the Orange County Emergency Services and The Chamber on April 11, 2019.
PECB Webinar: ISO 31000 - The Benchmark for Risk Management in uncertain timesPECB
The webinar covers:
• Overview of ISO 31000 and how this standard implies threats but opportunities as well
• Risk-based thinking as an integral part of ISO 9001:2015 and ISO 14001:2015
• Principles, processes and framework of ISO 31000
• How organizations can reduce uncertainty, seize opportunities and treat risks
Presenter:
This session will be presented by PECB Trainer Jacob McLean, Principal Consultant and Managing Director of Kaizen Training & Management Consultants Limited.
Link of the recorded session published on YouTube: https://youtu.be/MVBMM6X3Vgw
The document discusses developing a business continuity plan that goes beyond just disaster recovery. It covers understanding the components of a business continuity plan including conducting risk assessments and gap analyses, developing and implementing continuity plans, establishing disaster recovery plans, and testing plans. It emphasizes that having a business continuity plan can help ensure survival during disasters and support stability, reduce financial losses, and make good business sense. The document outlines critical steps in business continuity planning including assessments, risk and impact analyses, and developing recovery strategies and actions.
Embedding RCSA into Strategic Planning and Business StrategyAndrew Smart
Embedding RCSA into Strategic Planning and Business Strategy
This presentation was prepared for the New Generation Operational Risk: Risk Culture and Business Conduct Behaviour conference in Helsinki, Finland.
In this presentation, Ascendore CEO, Andrew Smart outlines how to integrate Risk & Control Self Assessment into the Strategic Planning and Business Strategy.
Based on the Risk-Based Performance Management approach, during this presentation an integrated approach to strategy and risk management is outlined, with risk appetite playing a central role.
This document provides a business continuity plan for a small business that provides consulting services. It identifies key business functions and processes, potential impacts of disruptive events, resilience strategies, and recovery actions. The plan addresses how the business would continue operating and recover if it lost its IT infrastructure, office, or other assets due to events like fire or flood. It outlines backup procedures for important digital and physical assets and identifies alternative options and vendors that could be used to quickly restore operations.
Streamline the traditional approach to make BCP development manageable and repeatable.
Your Challenge
Ineffective business continuity planning (BCP) leads to:
Regulators and customers demanding a functional BCP.
Progress is limited or stalled – no effective approach to make this a manageable project that can actually be completed.
No clear sense of appropriate recovery objectives or how to get there.
Do-It-Yourself Implementation
The slides in this our Best Practice Blueprint will walk you step-by-step through every phase of your project with supporting tools and templates ready for you to use.
Project Accelerator Workshop
You can also use this Best Practice Blueprint to facilitate your own project accelerator workshop within your organization using the workshop slides and facilitation instructions provided in the Appendix.
Let us help you plan your project
Onsite Workshops offer an easy way to accelerate your project. If you are unable to do the project yourself, and a Guided Implementation isn’t enough, we offer low-cost onsite delivery of our Project Workshops.
Onsite Expert Advice
Our expert analysts will come onsite to help you work through our project methodology in a 2-5 day workshop. We take you through every phase of your project and ensure that you have a road map in place to complete your project successfully. In some cases, we can even help you to complete the project while we are onsite!
Business continuity is an organization's ability to maintain essential functions during and after a disaster through risk management processes and procedures. It aims to prevent interruptions and enable quick recovery. Key components include resilience through redundant systems, rapid recovery of critical functions, and contingency plans for various scenarios. Developing a business continuity plan involves a business impact analysis, risk assessment, designating management, and ongoing testing and updates. It is important for minimizing downtime and its effects from unpredictable events.
This chapter introduces risk management and business continuity management as part of good governance. It develops the link between risk management and business continuity management as part of a risk management framework. Business continuity management is presented as an alternative mechanism for risk mitigation and a contributor to organizational resilience. It is defined as a holistic and proactive management process that identifies potential impacts that threaten an organization and provides a framework for building resilience and an effective response to protect stakeholders and business activities.
This document provides an overview of business continuity management (BCM). It discusses the objectives and composition of the Technical Committee on BCM in Malaysia, which develops BCM standards. The goals of the committee are outlined. BCM is defined and its importance explained from the perspectives of corporate governance, regulations, and business requirements. Key differences between BCM and disaster recovery planning are highlighted. The document provides guidance on establishing a BCM program, including identifying roles and selecting team members. An 8-module methodology for developing a BCM plan is also presented.
A short presentation of the essentials of business continuity planning. Often put on the back burner because it's seems too complex. Whereas the principles are quite straightforward.
Business continuity & Disaster recovery planingHanaysha
Disaster recovery (DR) and business continuity planning (BCP) are important for organizations to plan for disasters and disruptions. A DR plan provides procedures to recover IT capabilities at an alternate site after a disaster. A BCP addresses risks to business processes and prepares an organization to continue essential operations. Both plans aim to minimize downtime and losses. Key components of DR plans include establishing recovery teams, developing procedures, training, and arranging alternate IT resources. BCP components involve identifying critical resources, conducting risk and impact analyses, and developing prevention, mitigation and recovery strategies. Maintaining and testing plans is important to ensure preparedness for disasters.
The document provides a disaster recovery plan for KDU Bank. It includes:
- Contact information for key IT personnel and external vendors.
- Identification of critical systems and timelines for recovery within 4-24 hours including restoring backups and key services.
- Risks are assessed and contingencies are outlined for various disaster scenarios affecting operations.
- Backup strategies, software and physical safeguards are defined to enable recovery from disruption of computer and network services.
Assessing the impact of a disruption: Building an effective business impact a...Bryghtpath LLC
Many organizations have adopted the ISO 22301 standard for their business continuity management systems. Recently, ISO has released the new ISO 22317 Standard for Business Impact Analysis. In this webinar, learn about several different strategies to build an effective BIA that will help you advance your business continuity strategies.
The instructor for this webinar is Bryan Strawser, Founder and CEO of Bryghtpath LLC, a strategic advisory firm specializing in crisis management, business continuity, global risk, crisis communications, and public affairs.
Business continuity planning (BCP) is a process that plans for disruptive events that could impact an organization. It aims to allow organizations to continue operations during emergencies through alternative systems and data protection. BCP involves threat analysis, impact assessment, recovery planning, and testing. It is part of enterprise risk management and helps mitigate risks like reputational damage and financial loss. BCP requires involvement from business units to identify key processes and from senior leaders to promote the BCP culture throughout the organization. The presentation outlines a 4-phase BCP project for an insurance company covering analysis, documentation, capability development, and technology dependencies.
Overview of Business Continuity Planning: Terminology, Rationale, Business Continuity Planning Cycle, Methodology. A high-level description with minimal detail of each of these steps: Risk Assessment, Business Impact Analysis, Risk Mitigation Strategy, Business Continuity Plan, Training, Testing and Auditing, and Plan Maintenance.
Business continuity and disaster recovery are not the same but complement each other. Planning on BCP and DRP is necessary for all business. This slide contains information on how to achieve and maintain them.
Disaster Recovery Plan / Enterprise Continuity PlanMarcelo Silva
This document outlines a presentation on developing a Disaster Recovery Plan (DRP) and Enterprise Continuity Plan (ECP). It discusses defining roles and teams for responding to incidents, assessing risks across six resilience layers of strategy, organization, processes, data, technology, and facilities. It also covers training the response team, engaging outside experts, and creating awareness campaigns to implement the DRP/ECP.
BCM is a structured approach that helps organizations continue operating during disruptions by ensuring critical operations can still function. An effective BCM framework includes understanding the organization, conducting risk assessments, developing response plans, and testing plans through exercises. Regularly reviewing and updating plans is important to account for organizational changes. Implementing a strong BCM program provides benefits like reduced financial impacts, protected reputation, and compliance.
This file was presented by me during the study circle meeting at the Mangalore Branch of Southern India Regional Council of the Institute of Chartered Accountants of India.
Developing and Managing Business Continuity Plan (BCP)Goutama Bachtiar
This document provides an overview of business continuity planning (BCP). It discusses the key components of a BCP, including conducting a business impact analysis to understand critical business processes and their maximum tolerable downtimes. The document also covers developing resumption strategies, communicating and training on the BCP, and reviewing and updating the plan on an ongoing basis. The ultimate goal of a BCP is to minimize disruption to an organization and allow for the timely recovery of critical business functions in the event of a disaster or business interruption.
This handout was provided at the OCNC Business Emergency Preparedness Series workshop hosted by the Orange County Emergency Services and The Chamber on April 11, 2019.
PECB Webinar: ISO 31000 - The Benchmark for Risk Management in uncertain timesPECB
The webinar covers:
• Overview of ISO 31000 and how this standard implies threats but opportunities as well
• Risk-based thinking as an integral part of ISO 9001:2015 and ISO 14001:2015
• Principles, processes and framework of ISO 31000
• How organizations can reduce uncertainty, seize opportunities and treat risks
Presenter:
This session will be presented by PECB Trainer Jacob McLean, Principal Consultant and Managing Director of Kaizen Training & Management Consultants Limited.
Link of the recorded session published on YouTube: https://youtu.be/MVBMM6X3Vgw
The document discusses developing a business continuity plan that goes beyond just disaster recovery. It covers understanding the components of a business continuity plan including conducting risk assessments and gap analyses, developing and implementing continuity plans, establishing disaster recovery plans, and testing plans. It emphasizes that having a business continuity plan can help ensure survival during disasters and support stability, reduce financial losses, and make good business sense. The document outlines critical steps in business continuity planning including assessments, risk and impact analyses, and developing recovery strategies and actions.
Embedding RCSA into Strategic Planning and Business StrategyAndrew Smart
Embedding RCSA into Strategic Planning and Business Strategy
This presentation was prepared for the New Generation Operational Risk: Risk Culture and Business Conduct Behaviour conference in Helsinki, Finland.
In this presentation, Ascendore CEO, Andrew Smart outlines how to integrate Risk & Control Self Assessment into the Strategic Planning and Business Strategy.
Based on the Risk-Based Performance Management approach, during this presentation an integrated approach to strategy and risk management is outlined, with risk appetite playing a central role.
This document provides a business continuity plan for a small business that provides consulting services. It identifies key business functions and processes, potential impacts of disruptive events, resilience strategies, and recovery actions. The plan addresses how the business would continue operating and recover if it lost its IT infrastructure, office, or other assets due to events like fire or flood. It outlines backup procedures for important digital and physical assets and identifies alternative options and vendors that could be used to quickly restore operations.
Streamline the traditional approach to make BCP development manageable and repeatable.
Your Challenge
Ineffective business continuity planning (BCP) leads to:
Regulators and customers demanding a functional BCP.
Progress is limited or stalled – no effective approach to make this a manageable project that can actually be completed.
No clear sense of appropriate recovery objectives or how to get there.
Do-It-Yourself Implementation
The slides in this our Best Practice Blueprint will walk you step-by-step through every phase of your project with supporting tools and templates ready for you to use.
Project Accelerator Workshop
You can also use this Best Practice Blueprint to facilitate your own project accelerator workshop within your organization using the workshop slides and facilitation instructions provided in the Appendix.
Let us help you plan your project
Onsite Workshops offer an easy way to accelerate your project. If you are unable to do the project yourself, and a Guided Implementation isn’t enough, we offer low-cost onsite delivery of our Project Workshops.
Onsite Expert Advice
Our expert analysts will come onsite to help you work through our project methodology in a 2-5 day workshop. We take you through every phase of your project and ensure that you have a road map in place to complete your project successfully. In some cases, we can even help you to complete the project while we are onsite!
The document discusses supply chain risk management and minimizing risk exposure. It outlines various risks in the supply chain from external factors like the environment and demand as well as internal factors like processes and governance. It emphasizes the need for a risk framework that includes strategy, execution, and continuous improvement. Key aspects of risk management include risk planning, managing suppliers and inventory, and having the right competencies and performance metrics.
Slideshow presentation for Flood Mitigation Symposium, October 4, 2013.
Scott Edelman - Senior Vice President, AECOM Water Resources and past president of the Association of State Flood Plain Managers (ASFPM) Foundation
Skyscraper Security Mgt Part III- Section II Life Safety Threats- Aircraft C...Richard Garrity
This document discusses several incidents of aircraft colliding with buildings, including:
- The 1945 crash of a B-25 bomber into the Empire State Building, which killed 14 people but the fire was contained in 40 minutes.
- The 2006 crash of a small plane into a Manhattan apartment building, killing both aboard.
- The 2010 suicide crash of a small plane into an IRS building in Austin, Texas, killing the pilot and 3 IRS employees.
- The terrorist attacks on 9/11/2001, when hijacked airliners were deliberately flown into the World Trade Center towers and the Pentagon, resulting in catastrophic damage and loss of life. Differences in outcomes between these incidents and the 1945 Empire State Building
Information Technology Contingency Plan (Template)GovCloud Network
The activation and notification phase focuses on initial actions taken once a system
disruption or outage has been detected or appears to be imminent. This phase includes activities
to notify recovery personnel, conduct an outage assessment, and activate the plan.
Recovery Phase.The recovery phase focuses on implementing recovery strategies to restore
system capabilities, repair damage, and resume operational capabilities at the original or new
alternate location.
Reconstitution Phase.The reconstitution phase is the third and final phase of ITCP
implementation and defines the actions taken to test and validate system capability and
functionality. This phase includes data validation testing, functional validation testing, recovery
declaration, user notification, cleanup, returning backup media, backing up restored systems, and
The document is a job description for a Project Manager position at Cetix Limited. It outlines that the Project Manager is responsible for managing allocated projects to meet demands safely and ensure projects are delivered on time and on budget. This includes managing resources, risks, customer expectations and ensuring compliance with legal and quality standards. The Project Manager also prepares project plans and documentation, allocates team members, monitors progress, and provides reporting to management.
Elvis joy cv- mechanical engineer, primavera p6 hvacElvis Joy
Elvis Joy Chirayath is a mechanical engineer with over 5 years of experience in piping engineering, procurement, and manufacturing. He has worked on offshore oil and gas projects in India and the Middle East. His skills include piping design with CAESAR 2 and PDMS, planning with Primavera P6, HVAC drafting and calculations, and welding inspection. He is certified in offshore safety, helicopter underwater escape, NDT testing, CAD, and other areas. His experience includes roles as a piping engineer, procurement engineer, and manufacturing engineer.
Jonathan Edwards has over 10 years of experience as a project manager delivering projects for companies such as Lloyds Banking Group, BAeSystems, and the NHS. He specializes in data center migrations, storage transformations, and implementing new technology systems. Some of his key achievements include delivering a £20M storage transformation project that reduced costs by £8M annually and migrating over 10,000 servers during a data center relocation. He maintains high standards for project planning, governance, reporting, and team management.
Swapnil Vasudev Juvekar has 3 years of experience in HVAC system design for process industries and infrastructure projects. He holds a B.E. in Mechanical Engineering and currently works as a Mechanical Engineer (HVAC) for L&T Limited in Chennai. Some of his responsibilities include conceptual design, FEED engineering, coordination, equipment selection, report preparation, and cost estimation for HVAC systems. He is proficient in Carrier HAP, AutoCAD, MS Office, and has knowledge of international codes and standards such as ASHRAE, SMACNA, CIBSE, NFPA, and ISHRAE NBC of India.
This document provides a basic disaster recovery and contingency power plan for GotPower.com. It includes introductions and overviews, as well as sections on emergency response teams, evacuation procedures, power outage preparedness, winter storm preparedness, fire preparedness, bomb threats and other dangerous situations, data preservation, and contact information. The document aims to help organizations plan for and respond to various emergency scenarios by outlining key responsibilities, procedures, and resources to consider.
The project manager is responsible for planning, executing, and evaluating projects from initiation through completion according to budgets and timelines. They build and manage project teams, provide status reports to stakeholders, and ensure quality control throughout the project life cycle. The project manager also motivates team members, tracks milestones, manages issues, and archives project documents after completion. A university degree, 5 years of project management experience, and PMI Certification are required for this role.
1. This document provides details of a business plan for a proposed electronics calculator manufacturing business called A.K. Electronics.
2. The plan outlines the project details including location, products, manufacturing process, finances, profitability projections, and arrangements for funding.
3. The key aspects of the plan are to manufacture and sell electronic pocket and desktop calculators, with an total investment of Rs. 20 lakhs and projected annual profits of over Rs. 31 lakhs.
I would contact the owner and do the shoot again. I would take a spare battery, use my phone and ensure the location is well-lit if I couldn't borrow a camera. I would save backups after every shoot to an USB drive to avoid losing images if the camera's memory was wiped. I would use alternative software and fonts or a different computer to complete my magazine if my preferred options weren't available. Having backup plans addresses possible issues that could come up and helps ensure tasks are completed efficiently.
This document is a guide for road race directors on contingency planning. It discusses many potential issues that could arise during a road race like bad weather, course disruptions, equipment problems, and how to respond to emergencies. It provides examples of issues that have occurred at past races and how they were handled. It emphasizes the importance of preparation, having documentation and contingency plans in place, involving all stakeholders, and centralizing communication in an emergency. The guide stresses being prepared for anything by planning for multiple scenarios and having solid communication systems to manage crises effectively if issues do arise during a race.
The document outlines Nigeria's National Contingency Plan which was developed by the National Emergency Management Agency (NEMA) and stakeholders to coordinate humanitarian response to major disasters for an initial 10 day period. The plan addresses floods, droughts, conflicts, and epidemics. It was supported by several previous plans and frameworks. The contingency plan provides an overview of coordination and standard operating procedures. It also discusses challenges including capacity issues, inter-agency rivalry, and lack of awareness. NEMA is responsible for coordinating disaster management in Nigeria through its various departments which focus on prevention, preparedness, search and rescue, and relief.
Farhan Zafar is a mechanical HVAC engineer with over 8 years of experience in design and project management. He has extensive experience designing HVAC systems for large power plants and hospitals in Pakistan and Saudi Arabia. Some of his project experience includes 1200 MW and 1500 MW power plants in Riyadh, Saudi Arabia. He is proficient in HVAC system design software and following international codes and standards.
The document outlines the basics of developing a business continuity plan, including defining business continuity planning, its twofold purpose of improving operations and limiting downtime, and providing a framework for creating an effective plan. It recommends assessing risks and critical business functions, preparing emergency management and communication plans, backing up data, reviewing insurance, and ongoing training to ensure the plan remains updated. Resources for developing a business continuity plan are also listed.
Primary focus of Business Continuity Plan is to offer exclusive Business Continuity Planning and Disaster Recovery Resources for organizations at reasonable prices. We provide extremely useful and comprehensive templates, samples, checklist, guidelines, and questionnaire which can help planning the BCP/DR as per the most effective and international standards.
Our instructive templates like Business Continuity Plan, Business Impact Analysis, The Enterprise Business Continuity and Disaster Recovery Plan, Facility Risk Assessment, Small Business Continuity & Disaster Recovery Plan, Pandemic Disaster Plan can be of immense help for organizations to formulate strategies in order to survive and increase business in the event of disaster or pandemic.
CV of Diego Calandrino - Renewable Energy Consultant & Senior Project ManagerDiego Calandrino
Diego Calandrino is a chartered mechanical engineer with extensive experience in energy engineering including bio-energy power plants, carbon capture and storage, district heating, geothermal energy, and energy recovery facilities. He has significant experience managing projects worldwide and currently works as a senior energy engineer for RTU Mott MacDonald providing feasibility studies, technical advisory work, and technical due diligence for projects. Calandrino holds a MEng in Mechanical Engineering from the University of Palermo and is a member of the Chartered Institution of Building Services Engineers.
Key Features of Effective Business Continuity PlanContinuSys
No leader wants to think about all the ways in which their businesses might be disrupted but, as the saying goes, failing to plan is akin to planning to fail. Disasters can strike at any moment and without warning, and long-term disruptions can drag on for much longer than anyone may have anticipated. From natural catastrophes to lasting disruption due to far-reaching changes in the market, the best approach to mitigation is a rock-solid business continuity plan.
Read more: https://continusys.com/7-non-negotiable-features-of-any-effective-business-continuity-plan/
Business Continuity Management - Operational & Cyber Resilience Part 1 (whi...Richard Brooks
A structured approach to developing, implementing and running a Business Continuity Management (BCM) program is often seen as a tedious and complicated task requiring deep expertise and knowledge. BCM programs built with conventional tools also run the risk of becoming outdated quickly. It is no wonder that many risk departments in the corporate sector often still see BCM as the unwanted step- sibling, despite its importance for contributing to revenue growth.
A successful BCM plan will not only maintain operations during times of crisis or disaster, but also minimise cost and reduce damage and recovery time.
A Proactive Approach to Business ContinuityDiana DePaola
Get to know why a well-planned and strategized business continuity management plan can help organizations from risks and threats such as natural disasters, currency disruptions, cyber-attacks and other potentially disastrous circumstances.
Business Continuity Management-The Case for Return on Investment-white paperGreg Cybulski, CBCP, ARM
The document discusses how business continuity management (BCM) programs can provide both short-term and long-term return on investment (ROI) for organizations. It outlines the key components of a BCM program, including business impact analysis, risk assessment, emergency response planning, and governance processes. Examples are provided of how BCM planning helped organizations reduce risks and increase resilience during events like natural disasters. While some benefits are tangible and easy to quantify, others are intangible, but no less important to the overall ROI of a BCM program. Developing and implementing a full BCM program allows an organization to identify impacts, improve preparedness, and gain competitive advantages through operational resilience.
This document discusses the need for organizations to invest in business continuity management (BCM). It notes that risks are increasingly complex as organizational models evolve. BCM helps protect against risks like supply chain disruptions, loss of market share, and regulatory non-compliance. The document outlines the business case for BCM, noting that companies with strong BCM recover faster and better protect stakeholder value. It also provides a high-level overview of how to approach a BCM project through steps like understanding the business, developing strategies and plans, embedding plans through training and exercises, and establishing proper governance.
The document provides advice on taking a standardized approach to disaster recovery planning. It recommends answering three key questions first: who owns disaster recovery, what the goals of the planning effort are, and how to define a disaster. It also suggests focusing on critical business functions that could no longer be performed rather than specific disaster types when planning. Establishing good governance through policy, standards and templates can provide consistency. Following an established framework can make disaster recovery planning more manageable. The overall goal is to put a solid plan in place without trying to solve every problem at once.
Planning For Disaster And Everyday Threats Wp111438Erik Ginalick
The document discusses recommendations for implementing an effective business continuity and disaster recovery (BCDR) plan based on an interview with Mike Cybyske, a disaster preparedness specialist. Some key points:
1) It is important to identify critical business functions and who supports them, and create continuity plans for functions that cannot be without for hours, days, or weeks. Common threats like hardware failures or power outages must also be planned for.
2) Getting leadership support can be challenging but is important to educate them on risks and impacts. An effective top-down strategy is needed.
3) A good BCDR plan addresses contingencies for the loss of buildings, systems, equipment, and personnel with a multi-
Business continuity in small business 1John Johari
This document provides guidance for small businesses on creating a business continuity plan. It emphasizes that having a plan can help businesses survive major incidents like fires or floods. The guide outlines steps to take such as defining potential disasters and risks, establishing basic emergency procedures, and appointing a business continuity manager. Creating a continuity plan fits each business and ensures it can recover critical processes with minimal disruption if an incident occurs. While not mandatory, a plan makes businesses more resilient and attractive partners.
A laypersons guide to business continuity management richard (2)leemond25
BCM is a strategic capability that allows organizations to continue operations during disruptions through planning and response. It identifies critical activities and recovery time objectives to generate continuity plans. Testing these plans helps ensure the organization can supply products/services during adverse events. Without a tested BCM program, a disruption could threaten business survival as insurance does not keep operations running. A well-tested BCM plan can prevent loss of market share and improve reputation, staff retention, and insurance ratings to keep the business operating.
Analyzing Your Organization’s Risk...
In order to develop a Business Continuity Plan a thorough understanding of your organizational needs and critical
processes is required - This process is known as a Business Impact Analysis:
This involves:-
Knowing your critical activities, the effect of those activities being disrupted and the priority for recovery
of those activities; and
Knowing what events could disrupt your critical activities and lead to a failure of your organisation.
Nearly two thirds (62%) of managers report that cyber security threats are increasingly posing a serious risk to their business, with nearly a third of UK organisations (32%) having come under a cyber attack of some sort in the past 12 months, according to new research published by the Chartered Management Institute (CMI) today.
Planning and implementing a VMware disaster recovery (DR) plan is not a task to be taken lightly. Download this new white paper that will function as a checklist, that can guide you on the creation of a top-notch VMware disaster recovery plan.
Disaster Recovery Special. Learn about:
- Successful DR Planning
- What constitutes a Disaster?
- So Do's and Don'ts of DR Planning
- How managed services can assist with DR planning
In this webinar, we share advice on how to evolve vulnerability management from an IT-only discussion to an IT & business collaboration, to drive better metrics, resourcing, and communication. The discussion includes a live demo showing examples of business-centric approaches that can improve the vulnerability metrics that IT organizations struggle with today.
Led David White, lead consultant for Iceberg’s cyber risk practice.
From March 2017.
This document presents a framework for business continuity planning to enable resilient operations for floating liquefied natural gas (FLNG) vessels. It discusses how FLNG operations have new challenges due to emerging technologies in remote environments. A maturity model is provided to assess preparedness for disruptions. The framework takes a scenario-planning approach to identify recovery strategies and prioritize functions based on their impact to operations. It emphasizes reducing recovery time over reacting to specific scenarios. Key takeaways are that FLNG poses unique risks requiring updated planning approaches to enable a quicker return to normal operations.
Running head BUSINESS COUTINUITY PLAN1BUSINESS CONTINUTIY PLAN.docxsusanschei
Running head: BUSINESS COUTINUITY PLAN 1
BUSINESS CONTINUTIY PLAN 2
Business Continuity Plan
On Cyber Hack, Denial of Service, Data Compromise
Table of Contents
Summary…………………………………………………………….……………………….4
University Business Continuity Project……………………………….……………………..5
Purpose……………………………………………………………………………………….6
Business Continuity Plan Objectives…………………………………………………………7
Scope………………………………………………………………………….…….…………7
Different Phases of BCP……………………………………………………….………………7
Assumptions……………………………………………………………………………………8
Testing……………………………………………………………………………….………….8
Project management………………………………………………………………….………….9
Business Impact Analysis………………………………………………………………….…....9
Recovery Strategies…………………………………………………………………………...…10
Institution approach to BCP…………………………………………………………………..…11
Business Impact Analysis of Library in Wilmington University……………………………..…14
Essential Functions ……………………………………………………………………………...16
Necessary Functions ……………………………………………………………………….……16
Desirable Functions ……………………………………………………………………..………16
Disaster Recovery Strategies………………………………………………………………….…17
Support groups………………………………………………………………………………..…19
Team Members …………………………………………………………………………………20
Action Procedures……………………………………………………………………….………23
Disaster Recovery Responsibilities………………………………………………………..……24
Respective teams action plan……………………………………………………………………25
Alerts Process………………………………………………………………………………..…25
Planning using the University website and other sources………………………………..…..…27
Conclusions…………………………………………………………………………………..…28
References…………………………………………………………………………………....…29
Summary
This documentation gives out points of interest relating to BCP and DRP that are practiced and best practices other than the appropriate arrangements for Wilmington University including its library. The report tosses light into various exercises, business offices, disaster examination, groups, obligation of groups, execution of arrangements, guaranteeing that basic functions begin instantly etc. The report additionally gives headings for conceivable emergency courses of action if there should be an occurrence of regular or cyber attack disasters.
University Business Continuity Project
Wilmington University has phenomenal offices in giving learning opportunities to students to various courses. College gives world class offices that help students over the globe to learn diverse courses. The college has library that has extensive variety of study material which can be utilized for learning and research. Not just has the library, the Wilmington University had numerous divisions to bestow learning to students of various nations. College is occupied in all working days with numerous concurrent classes or lectures going on other than numerous different exercises. In this connection, it is vital to have Business Continuity Planning (BCP) that guarantees that the college and its library can deal with crisis circumstances
Having BCP set ...
This document discusses business continuity and disaster recovery planning. It addresses the business drivers for developing such plans, including increased reliance on technology, business complexity, and natural disasters. Compliance concerns for industries like healthcare and e-commerce are also covered. The document then explores various technical considerations for disaster recovery, such as virtualization, data center location, backup options, and best practices. It provides an overview of developing a comprehensive continuity plan to sustain business operations in the event of a disruption.
This document provides guidance on establishing a framework for managing business risk. It recommends defining business objectives and acceptable risk levels. It also suggests appointing a risk manager to oversee the process and communicate the framework throughout the organization. The key steps are to identify all potential risks through brainstorming and collecting internal/external data, then prioritize risks based on likelihood and potential impact. Once risks are identified, actions can be taken to reduce, retain, or transfer each risk. An integrated, ongoing approach helps ensure all risks are addressed and the risk profile is monitored over time.
Similar to Business continuity and recovery planning for manufacturing (20)
ARC’s 19th Annual Industry Forum in Orlando drew more than 700 participants from approximately 300 different companies and 25 countries. The theme for this year's Forum, "Industry in Transition: The Information-driven Enterprise for the Connected World," resonated well with attendees, many who are currently trying to get a handle on the latest Internet-enabled automation and information technologies and determine if and how they can enable competitive advantage.
ARC Advisory Group's 2014 European Industry Forum in the Netherlands included this interesting presentation from Willem Hazenberg of Stork on control system migration.
Asset Information Management (AIM) Presentation @ ARC's 2011 Industry ForumARC Advisory Group
This document summarizes recent research by ARC Advisory Group on asset information management (AIM). It defines AIM and outlines ARC's research reports on developing an AIM strategy and building an AIM program. The document discusses what asset information includes, challenges in managing it, and how AIM can improve asset lifecycle management processes. It recommends that organizations assess potential AIM benefits, develop an AIM strategy considering goals, people, processes and technology, and identify a portfolio of solutions to meet their specific AIM needs.
Three market trends drive collaborative value networks to the next levelARC Advisory Group
Three trends will drive changes in industrial companies over the next decade: 1) the shift in global economic power to emerging markets, 2) increased accessibility and capabilities of information technology, and 3) the rising influence of Millennials in the workforce. These trends will pressure companies to collaborate more extensively with partners throughout their value networks. Advanced IT can enable new forms of collaboration in design, production, and delivery. Leading companies will adapt by increasing information sharing and collaboration with customers and other partners across dynamic value networks.
Mobile Technologies and Supply Chain @ ARC's 2011 Industry Forum ARC Advisory Group
Mobile Technologies and Supply Chain @ ARC's 2011 Industry Forum by Adrian Gonzalez.
Mobile Internet usage is and will be bigger than most people think.
Use of mobile technologies by consumers is growing quickly, especially in Asia and emerging economies. This will impact supply chains.
Mobile + Social Media = Process Innovation
Supply chain software vendors are investing heavily in mobile solutions.
Early adopters, including CPG companies and 3PLs, are already achieving benefits.
Energy Management Strategies for Operational Excellence @ ARC's 2011 Industry...ARC Advisory Group
Energy Management Strategies for Operational Excellence @ ARC's 2011 Industry Forum by Dick Hill.
10 Energy Optimization Recommendations
1.Secure Management‟s Full Support
2.Plant-level Energy Teams –Include Automation
3.Build an Energy Strategic Plan
4.Perform Energy Audits –Current Reality
5.Establish Energy Metrics
6.Benchmark: Other Plants & Other Companies
7.Energy KPIs –Not just for Management
8.On-Line Energy Measurements –Fill Gaps
9.Automate to Optimize
10.Empower the Worker
Energy Management and the Evolution of Intelligent Motor Control and Drives @...ARC Advisory Group
Intelligent motor control and drives have evolved from providing safe and flexible motor control to acting as smart energy managers. They perform critical protective, diagnostic, and troubleshooting functions to improve productivity and minimize downtime, especially in applications where even short periods of downtime can be costly. The document discusses a survey of electrical power system end users that found most operate systems 11-30 years old. While many exceed equipment suppliers' stated obsolescence dates, practices for justifying upgrades focus on lost production, failure costs, and failure frequency. Condition assessments before upgrades help prevent future downtime.
Driving Innovation, Sustainability and Performance @ ARC's 2011 Industry Forum ARC Advisory Group
Driving Innovation, Sustainability and Performance @ ARC's 2011 Industry Forum by Andy Chatha.
Today’s Business Drivers
Uncertainty
Security
Scarce Resources
Need to Go Green
Global Competition
Changing Workforce
Increasing Regulations
Emerging Smart Grid
Easy IT Solutions
Today’s business drivers demand agility
Anti-counterfeiting and Brand Protection (ABP) Workshop @ ARC's 2011 Industry...ARC Advisory Group
Anti-counterfeiting and Brand Protection (ABP) Workshop @ ARC's 2011 Industry Forum by Janice Abel and John Blanchard.
Market for ABP technologies is increasing
Important to protect brands and image
Brand protection teams and organizations are important
Secure the supply chain
Range of ABP technologies to consider –depends on many factors
Only a few companies have e-pedigree in place
Strategies for Asset Performance Management @ ARC's 2011 Industry Forum ARC Advisory Group
This presentation discusses asset performance management strategies and models. It presents a model for major asset lifecycle management processes, including project performance management, asset performance management, and asset and project portfolio management. The processes span activities from planning and design through operation and maintenance to retirement. The presentation is copyrighted by ARC Advisory Group.
Current Automation Purchasing Strategies Fall Short
End users today have a paradoxical relationship with their suppliers. Primary
business drivers in today’s environment include maximizing asset
utilization, enhancing plant performance, and reducing capital, maintenance,
and operational expenditures, but many manufacturers employ
purchasing strategies and supplier relationship management strategies developed
during the heyday of the 1980s. Rather than
focusing on achievement of today’s objectives, the
current environment is characterized by an approach
that relies primarily on initial cost, driving discounts
off list price, and failure to employ a lifecycle costing
perspective.
CPM (Collaborative Production Management) systems help manufacturers extract hidden value from their existing manufacturing assets. By coordinating production data in real-time, CPM solutions provide visibility into operations and enable continuous performance improvement. While no single vendor can provide all RPM (Real-time Performance Management) needs, effective CPM systems make production data accessible across functions to optimize decision-making and drive innovation. The document discusses how several manufacturers have leveraged CPM solutions to uncover additional production capacity, reduce costs, and sustain operational excellence over time.
Controls to CPM Connection: Are We There?
The requirements for manufacturing
intelligence and visualization are
becoming requisite components of
the collaborative manufacturing
enterprise.
Conoco on Path to Reliability Centered Loop Management: Enhancing ROA on the WayARC Advisory Group
Conoco on Path to Reliability Centered Loop Management: Enhancing ROA on the Way
Process manufacturers have invested heavily in manufacturing plants and
automation systems. A typical manufacturing plant may have hundreds or
even thousands of regulatory control loops to enable safe and efficient operations.
The most complex units often have advanced process control and
optimization schemes implemented on top of these regulatory control
loops. All of these systems have a need for
tighter process control to enable more effective
use of assets that result in higher ROA and ultimately
better business performance and
profitability.
Unfortunately, automation effectiveness deteriorates
over time. The lack of a structured
methodology for control loop maintenance is a
contributing factor that erodes performance. A
manufacturing plant typically has only two or three control engineers who
each have responsibility for a large of number of loops, yet they often have
no means of identifying where to focus their efforts so that their work has
the largest economic impact on plant performance.
Component Based Solutions Well Aligned with Needs of Service Logistics ProvidersARC Advisory Group
Component Based Solutions Well Aligned with Needs of Service Logistics Providers
Service Logistics supply chains are very dynamic. Achieving customer satisfaction
depends not only delivering the right parts, but also the right
people, the right tools and the right information to the right place at the
right time. Two Service Logistics providers, TNT and IMI Bevcore, concluded
that in order to effectively enable their processes,
they had to implement logistics software
based on component-assembly architectures.
Combined Fluid Power and Mechatronic Technology Optimizes SolutionsARC Advisory Group
Combined Fluid Power and Mechatronic Technology Optimizes Solutions
Current electro-hydraulic actuation products employ technologies that
provide greater functionalities and practically eliminate many drawbacks of
hydraulics. Additionally, some new electro-hydraulic actuators on the
market today come as a highly integrated unit
with advanced electronic control and plug and
play design for modern distributed architecture.
These advancements in electro-hydraulics technology
create opportunities for users to optimize
their investments in automation solutions by selectively
using both electric and electro-hydraulic
actuation.
Collaborative Asset Lifecycle Management Vision and StrategiesARC Advisory Group
Collaborative Asset Lifecycle Management Vision and Strategies
Capital asset management is once again becoming a key managerial concern.
Organizations that have been focusing on developing new products,
expanding services, and making supply chains super-efficient are now facing
challenging markets and expensive overcapacity. Survival demands
that they reduce their cost basis and capital assets, one of their largest expenses,
which are becoming the target for these efforts.
Discussions about postponing asset purchases and eliminating non-critical
assets are dominating many executive agendas. But lack of information
makes any decision a gamble. The importance of an effective capital asset
management strategy that minimizes the need for such discussions and
enables executives to confidently make necessary
decisions is becoming painfully clear.
Manufacturers are used to market swings and frequently
adjust their product inventories to match
reduced demand forecasts. The rapidity of this
“inventory alignment” for the current situation is
clear testament to the effectiveness of new supply
chain management technology. But the persistence
of this slowdown is forcing all organizations
to consider the more complex issue of “structural
Closing the Gap on Digital Manufacturing
The concurrent engineering required for new product designs between design
engineering and manufacturing engineering has always been a critical
focal point for manufacturers to shorten time-to-market, accelerate time-tovolume,
and minimize cost of production. Today, collaboration between
product design (CAD) and manufacturing processes
(CAM) is a robust process due to tight
integration between CAD and CAM and the emergence
of extended PDM and PLM systems.
However, there has not been a corresponding
level of tight integration between CAD/CAM and
production management. But the benefits of exchanging
information between the product
definition domain and production management are becoming clear as
manufacturers move to a collaborative environment. Two leading PLM
suppliers, EDS and IBM/Dassault, have recently launched new programs
to integrate these disparate domains.
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