Capstone Technology Canada is an advanced process control technology company focusing on the oil and gas industry. It provides various advanced process control solutions including model predictive control, multivariate modeling, and real-time optimization. Capstone follows a standard 9-step APC project lifecycle that includes benefits analysis, dynamic modeling, controller design, commissioning, training, and long-term maintenance. Its experienced team and local presence help ensure successful APC implementation and utilization.
The document provides an overview of the engineering study process that Automation Assistance and Consulting LLC (AAC) uses to assist manufacturers in improving their existing manufacturing operations. The process involves 8 stages: 1) project initialization, 2) current system assessment, 3) database assessment, 4) profiles generation, 5) system concepting, 6) system specification and RFQ, 7) feasibility study, and 8) final report. At each stage, AAC works closely with the client to thoroughly evaluate the current system, conceptualize improvements, and develop cost-effective automation solutions that meet the client's strategic goals and needs.
This document discusses key performance indicators (KPIs) for maintenance roles. It provides information on developing KPIs, including defining objectives, identifying key result areas and tasks, and determining methods to measure results. The document warns against creating too many KPIs and notes that KPIs should be linked to strategy and empower employees. It also outlines different types of KPIs, such as process, input, output, leading, lagging, outcome, qualitative and quantitative KPIs.
- The document discusses the implementation of an enterprise asset management (EAM) and supply chain management (SCM) system for an LPG plant.
- It proposes implementing a state-of-the-art EAM system like Oracle eAM and integrating it with an industry standard SCM system to improve asset integrity and supply chain functionality.
- The scope of work includes defining system boundaries, applying the manufacturing planning and control lifecycle, designing data templates, and establishing metrics to control the information flow and measure SCM performance.
This document discusses key performance indicators (KPIs) for evaluating job performance. It provides information on developing KPIs, including defining objectives, identifying key result areas and tasks, and determining methods to measure results. The document outlines common types of KPIs such as process, input, output, leading, and lagging KPIs. It also describes qualitative and quantitative KPIs. Steps are provided for creating a KPI system, and common mistakes to avoid, such as having too many KPIs or ones that do not change based on goals.
The document provides guidance on developing key performance indicators (KPIs) for a maintenance fitter position. It outlines steps to create KPIs, including defining objectives, identifying key result areas and tasks, and determining how to measure results. Potential mistakes in developing KPIs, like having too many, are also discussed. Different types of KPIs are defined, and the document directs the reader to an external website for additional KPI materials and templates related to performance reviews.
The document provides an overview of APQP (Advanced Product Quality Planning) and PPAP (Production Part Approval Process). It defines APQP as a standardized product development process used by automakers and their suppliers. PPAP defines the requirements and procedures for approving a product or service for production. The purpose of APQP and PPAP is to ensure effective communication, identify potential issues early, and verify the supplier has the ability to meet all requirements before production starts.
The Production Part Approval Process (PPAP) document provides information about NCR's PPAP requirements for suppliers. It describes what a Production Warrant is and its purpose of documenting part approval. The summary explains that suppliers must submit a Production Warrant and supporting documentation and samples according to the required PPAP submission level before shipping production parts to NCR. The submission level depends on factors like the part's risk level and any engineering changes.
The document provides an overview of the engineering study process that Automation Assistance and Consulting LLC (AAC) uses to assist manufacturers in improving their existing manufacturing operations. The process involves 8 stages: 1) project initialization, 2) current system assessment, 3) database assessment, 4) profiles generation, 5) system concepting, 6) system specification and RFQ, 7) feasibility study, and 8) final report. At each stage, AAC works closely with the client to thoroughly evaluate the current system, conceptualize improvements, and develop cost-effective automation solutions that meet the client's strategic goals and needs.
This document discusses key performance indicators (KPIs) for maintenance roles. It provides information on developing KPIs, including defining objectives, identifying key result areas and tasks, and determining methods to measure results. The document warns against creating too many KPIs and notes that KPIs should be linked to strategy and empower employees. It also outlines different types of KPIs, such as process, input, output, leading, lagging, outcome, qualitative and quantitative KPIs.
- The document discusses the implementation of an enterprise asset management (EAM) and supply chain management (SCM) system for an LPG plant.
- It proposes implementing a state-of-the-art EAM system like Oracle eAM and integrating it with an industry standard SCM system to improve asset integrity and supply chain functionality.
- The scope of work includes defining system boundaries, applying the manufacturing planning and control lifecycle, designing data templates, and establishing metrics to control the information flow and measure SCM performance.
This document discusses key performance indicators (KPIs) for evaluating job performance. It provides information on developing KPIs, including defining objectives, identifying key result areas and tasks, and determining methods to measure results. The document outlines common types of KPIs such as process, input, output, leading, and lagging KPIs. It also describes qualitative and quantitative KPIs. Steps are provided for creating a KPI system, and common mistakes to avoid, such as having too many KPIs or ones that do not change based on goals.
The document provides guidance on developing key performance indicators (KPIs) for a maintenance fitter position. It outlines steps to create KPIs, including defining objectives, identifying key result areas and tasks, and determining how to measure results. Potential mistakes in developing KPIs, like having too many, are also discussed. Different types of KPIs are defined, and the document directs the reader to an external website for additional KPI materials and templates related to performance reviews.
The document provides an overview of APQP (Advanced Product Quality Planning) and PPAP (Production Part Approval Process). It defines APQP as a standardized product development process used by automakers and their suppliers. PPAP defines the requirements and procedures for approving a product or service for production. The purpose of APQP and PPAP is to ensure effective communication, identify potential issues early, and verify the supplier has the ability to meet all requirements before production starts.
The Production Part Approval Process (PPAP) document provides information about NCR's PPAP requirements for suppliers. It describes what a Production Warrant is and its purpose of documenting part approval. The summary explains that suppliers must submit a Production Warrant and supporting documentation and samples according to the required PPAP submission level before shipping production parts to NCR. The submission level depends on factors like the part's risk level and any engineering changes.
The document discusses the Production Part Approval Process (PPAP), which defines requirements for approving production parts. It covers topics like when PPAP submission is required, the requirements for part approval, submission levels and retention requirements. PPAP applies to internal and external suppliers providing bulk materials, production materials, parts or service parts. The document provides details on each of the PPAP requirements and guidelines for suppliers to follow.
The document provides an overview of the Production Part Approval Process (PPAP), including:
- PPAP is a standardized process used to approve new or changed parts and ensure they meet requirements before production.
- It originated in the automotive industry but has spread to many industries. An approved PPAP package is required for new parts or when changes are made.
- A PPAP package contains extensive documentation like design records, process flow diagrams, inspection results and more to fully validate the part and manufacturing process. The goal is to reduce risks for customers and ensure conforming parts are delivered.
RenNi Consultancy provides operational efficiency improvement services through lean manufacturing, quality management systems, and other process improvement methods. They have worked with over 15 customers across various industries since 2011. Key achievements include helping 3 customers achieve accreditation from automotive OEMs, implementing lean layouts that saved 30% floor space for 2 clients, and establishing a firewall system that reduced rejections to 0 ppm for one customer. Their approach involves understanding customer goals, developing an improvement plan, implementing changes through teamwork, and monitoring progress.
This document discusses performance assurance for packaged applications like Oracle Enterprise Performance Management. It outlines key steps for performance assurance including defining requirements, designing for best practices, verifying performance during development, testing, and monitoring production. Performance testing is recommended to mitigate risks, though it requires realistic loads and careful scripting. A top-down approach is advocated for performance troubleshooting, examining hardware, configuration, design and logs before suspecting product issues. Examples of common performance problems and their solutions are also provided.
This document provides guidelines for the Production Part Approval Process (PPAP) at a manufacturing company. It defines terms related to PPAP and outlines the process for new part approval. The PPAP process ensures that suppliers understand requirements and can reliably produce parts meeting specifications. The document covers when a PPAP submission is required, what it must include, and potential outcomes of approval, conditional approval, or rejection. Appendices provide a PPAP flow chart and list related forms.
This prez talks about the automation benefits, usage of QTP and it's different kind of frameworks.
Also talks about the skills set required for QTP implementations.
APQP or Advanced Product Quality Planning is a structured 5-phase method for ensuring a product satisfies the customer. The 5 phases are: 1) Plan and Define, 2) Design and Development, 3) Process Design and Development, 4) Product and Process Validation, and 5) Feedback, Assessment and Corrective Action. Key activities include understanding customer needs, design reviews, failure analysis, verification and validation, and proactive feedback. The benefits are early planning, directing resources to the customer, identifying required changes early, providing quality on time and at lowest cost.
PPAP defines the Production Part Approval Process requirements including production and bulk materials. It applies to internal and external suppliers of parts, materials, and services. PPAP requires full submission before shipping the first production parts in situations like a new part, engineering change, or process change. Submission levels range from 1 to 5 depending on the customer requirements, with level 3 as default. Records must be retained for the active lifetime of the part plus one year. Auditing PPAP involves verifying compliance with submission requirements, levels, dates, and customer specifications.
The document provides an overview of SAP Engineering Change Management (ECM). It describes the ECM process which is triggered by customer requests and involves design engineers, industrial engineers, and change management. Key aspects of ECM covered include engineering change requests/orders, the use of effectivity parameters to define when changes take effect, digital signatures for approval, and change hierarchies to structure changes. Workflows and release controls are used to manage the ECM process.
This document summarizes SCSI's capabilities in supporting the PPAP (Production Part Approval Process) for automotive suppliers. SCSI offers documentation assistance, dimensional inspection expertise, physical property testing, and can complete any of the 5 standard PPAP submission levels. They have quality engineers available at various levels of experience to provide tailored support. SCSI has PPAP centers of excellence located around the world. All work adheres to the AIAG PPAP standard or customer-specific requirements. A case study example shows SCSI's success in helping a customer conform to OEM PPAP requirements.
The Production Part Approval Process (PPAP) document provides information about NCR's PPAP requirements for suppliers. It describes what a Production Warrant is and when one is required. A Production Warrant confirms that production parts meet all specifications and requirements. It must be submitted before shipping parts to NCR. The document outlines the information required on the warrant, including part numbers, engineering changes, submission level, and a supplier declaration that the parts were produced to requirements.
This document provides checklists to help ensure performance testing is properly planned and executed across different stages. The pre-project checklist covers items that need to be completed upfront like meetings, environment details, scope, metrics. The pre-test checklist verifies the environment is ready. The post-test checklist focuses on reporting results. Finally, the post-project checklist includes review meetings to sign off on the performance testing effort. The checklists are meant to improve test quality and reduce wasted test cycles by establishing criteria for each testing stage.
The document describes the verification and validation process for algorithms used in allocation and production ordering. It involves:
1) Building a model of the current and new algorithms to simulate their performance under different input conditions.
2) Verifying the new algorithm is constructed correctly by comparing its output to expected output.
3) Validating the new algorithm meets business objectives by evaluating its performance against production and stakeholder criteria.
4) Reviewing the algorithm verification and validation methodology.
Cmmi hm 2008 sepg model changes for high maturity 1v01[1]JULIO GONZALEZ SANZ
This document proposes changes to the CMMI model to better align it with high maturity practices as understood by the SEI. It describes proposed changes to specific goals and practices in the OPP, QPM, CAR and OID process areas based on feedback from CMMI instructors and appraisers. The changes are intended to make high maturity practices more consistently understood, applied and appraised by emphasizing quantitative process management, use of process performance models, addressing common and special causes of variation, and continual incremental and innovative process improvement.
OPS 571 HELP Redefined Education--ops571help.comclaric212
FOR MORE CLASSES VISIT
www.ops571help.com
a. Observe the critical path diagram. Why are there two arrows pointing to task F? b. Why is the critical path shown as A-B-E-G-I? How is the critical path defined? c. What would happen if activity F was revised to take 4 days instead of 2days?
The document provides an overview of an APQP (Advanced Product Quality Planning) training programme held on July 30th, 2009. It discusses the key phases and objectives of APQP, including plan and define, product design and development, process design and development, product and process validation, and feedback, assessment and corrective action. It also covers APQP formats, programme management, the role of target working group and benchmarking exercises, and concludes with an expression of thanks.
This document discusses different types of software metrics that can be used to measure and evaluate software projects and processes. It defines key terms like measure, measurement, and metric. It explains that metrics are used to indicate quality, assess productivity, evaluate new methods/tools, and form baselines for estimation. The main types of metrics discussed are process metrics, which measure the development process, and project metrics, which are used to monitor and control software projects. Examples of different metrics include lines of code, defects, cost, effort, size-oriented metrics, and function-oriented metrics. The document provides details on calculating and applying function points as a type of function-oriented metric.
The document discusses how traditional product design methods often do not optimize key parameters like geometry, motion, forces, and tolerances. This can lead to increased costs from changes later in the design process. It introduces Enventive software as a way to model and optimize these parameters earlier on through computer simulations. Enventive allows users to represent functional intent, model kinematics and forces, perform tolerance analysis, and optimize parameters. This helps users design products that are more effective, manufacturable, and cost-efficient.
The document provides guidance on upgrading an SAP ECC HANA system from EHP6 to EHP7. It describes key activities for the upgrade including pre-upgrade checks of software components and installations, testing the upgrade in non-production environments, conducting a security authorization check, involving various stakeholders such as SAP, testing teams, and establishing clear communication protocols. It highlights potential challenges and risks of the upgrade and provides lessons learned and recommendations for planning a successful upgrade project.
The document provides information about a PPAP (Production Part Approval Process) training programme held on August 17th, 2013. It discusses the introduction of APQP (Advanced Product Quality Planning) which was jointly developed by major automakers to provide a systematic approach. The training covers the objectives of PPAP which is to ensure a product satisfies customer requirements. It also describes the different PPAP levels and highlights that effective teamwork is essential for success. Various elements of the PPAP process are outlined such as design reviews, prototyping, process capability studies and production validation testing.
The document discusses the Production Part Approval Process (PPAP), which defines requirements for approving production parts. It covers topics like when PPAP submission is required, the requirements for part approval, submission levels and retention requirements. PPAP applies to internal and external suppliers providing bulk materials, production materials, parts or service parts. The document provides details on each of the PPAP requirements and guidelines for suppliers to follow.
The document provides an overview of the Production Part Approval Process (PPAP), including:
- PPAP is a standardized process used to approve new or changed parts and ensure they meet requirements before production.
- It originated in the automotive industry but has spread to many industries. An approved PPAP package is required for new parts or when changes are made.
- A PPAP package contains extensive documentation like design records, process flow diagrams, inspection results and more to fully validate the part and manufacturing process. The goal is to reduce risks for customers and ensure conforming parts are delivered.
RenNi Consultancy provides operational efficiency improvement services through lean manufacturing, quality management systems, and other process improvement methods. They have worked with over 15 customers across various industries since 2011. Key achievements include helping 3 customers achieve accreditation from automotive OEMs, implementing lean layouts that saved 30% floor space for 2 clients, and establishing a firewall system that reduced rejections to 0 ppm for one customer. Their approach involves understanding customer goals, developing an improvement plan, implementing changes through teamwork, and monitoring progress.
This document discusses performance assurance for packaged applications like Oracle Enterprise Performance Management. It outlines key steps for performance assurance including defining requirements, designing for best practices, verifying performance during development, testing, and monitoring production. Performance testing is recommended to mitigate risks, though it requires realistic loads and careful scripting. A top-down approach is advocated for performance troubleshooting, examining hardware, configuration, design and logs before suspecting product issues. Examples of common performance problems and their solutions are also provided.
This document provides guidelines for the Production Part Approval Process (PPAP) at a manufacturing company. It defines terms related to PPAP and outlines the process for new part approval. The PPAP process ensures that suppliers understand requirements and can reliably produce parts meeting specifications. The document covers when a PPAP submission is required, what it must include, and potential outcomes of approval, conditional approval, or rejection. Appendices provide a PPAP flow chart and list related forms.
This prez talks about the automation benefits, usage of QTP and it's different kind of frameworks.
Also talks about the skills set required for QTP implementations.
APQP or Advanced Product Quality Planning is a structured 5-phase method for ensuring a product satisfies the customer. The 5 phases are: 1) Plan and Define, 2) Design and Development, 3) Process Design and Development, 4) Product and Process Validation, and 5) Feedback, Assessment and Corrective Action. Key activities include understanding customer needs, design reviews, failure analysis, verification and validation, and proactive feedback. The benefits are early planning, directing resources to the customer, identifying required changes early, providing quality on time and at lowest cost.
PPAP defines the Production Part Approval Process requirements including production and bulk materials. It applies to internal and external suppliers of parts, materials, and services. PPAP requires full submission before shipping the first production parts in situations like a new part, engineering change, or process change. Submission levels range from 1 to 5 depending on the customer requirements, with level 3 as default. Records must be retained for the active lifetime of the part plus one year. Auditing PPAP involves verifying compliance with submission requirements, levels, dates, and customer specifications.
The document provides an overview of SAP Engineering Change Management (ECM). It describes the ECM process which is triggered by customer requests and involves design engineers, industrial engineers, and change management. Key aspects of ECM covered include engineering change requests/orders, the use of effectivity parameters to define when changes take effect, digital signatures for approval, and change hierarchies to structure changes. Workflows and release controls are used to manage the ECM process.
This document summarizes SCSI's capabilities in supporting the PPAP (Production Part Approval Process) for automotive suppliers. SCSI offers documentation assistance, dimensional inspection expertise, physical property testing, and can complete any of the 5 standard PPAP submission levels. They have quality engineers available at various levels of experience to provide tailored support. SCSI has PPAP centers of excellence located around the world. All work adheres to the AIAG PPAP standard or customer-specific requirements. A case study example shows SCSI's success in helping a customer conform to OEM PPAP requirements.
The Production Part Approval Process (PPAP) document provides information about NCR's PPAP requirements for suppliers. It describes what a Production Warrant is and when one is required. A Production Warrant confirms that production parts meet all specifications and requirements. It must be submitted before shipping parts to NCR. The document outlines the information required on the warrant, including part numbers, engineering changes, submission level, and a supplier declaration that the parts were produced to requirements.
This document provides checklists to help ensure performance testing is properly planned and executed across different stages. The pre-project checklist covers items that need to be completed upfront like meetings, environment details, scope, metrics. The pre-test checklist verifies the environment is ready. The post-test checklist focuses on reporting results. Finally, the post-project checklist includes review meetings to sign off on the performance testing effort. The checklists are meant to improve test quality and reduce wasted test cycles by establishing criteria for each testing stage.
The document describes the verification and validation process for algorithms used in allocation and production ordering. It involves:
1) Building a model of the current and new algorithms to simulate their performance under different input conditions.
2) Verifying the new algorithm is constructed correctly by comparing its output to expected output.
3) Validating the new algorithm meets business objectives by evaluating its performance against production and stakeholder criteria.
4) Reviewing the algorithm verification and validation methodology.
Cmmi hm 2008 sepg model changes for high maturity 1v01[1]JULIO GONZALEZ SANZ
This document proposes changes to the CMMI model to better align it with high maturity practices as understood by the SEI. It describes proposed changes to specific goals and practices in the OPP, QPM, CAR and OID process areas based on feedback from CMMI instructors and appraisers. The changes are intended to make high maturity practices more consistently understood, applied and appraised by emphasizing quantitative process management, use of process performance models, addressing common and special causes of variation, and continual incremental and innovative process improvement.
OPS 571 HELP Redefined Education--ops571help.comclaric212
FOR MORE CLASSES VISIT
www.ops571help.com
a. Observe the critical path diagram. Why are there two arrows pointing to task F? b. Why is the critical path shown as A-B-E-G-I? How is the critical path defined? c. What would happen if activity F was revised to take 4 days instead of 2days?
The document provides an overview of an APQP (Advanced Product Quality Planning) training programme held on July 30th, 2009. It discusses the key phases and objectives of APQP, including plan and define, product design and development, process design and development, product and process validation, and feedback, assessment and corrective action. It also covers APQP formats, programme management, the role of target working group and benchmarking exercises, and concludes with an expression of thanks.
This document discusses different types of software metrics that can be used to measure and evaluate software projects and processes. It defines key terms like measure, measurement, and metric. It explains that metrics are used to indicate quality, assess productivity, evaluate new methods/tools, and form baselines for estimation. The main types of metrics discussed are process metrics, which measure the development process, and project metrics, which are used to monitor and control software projects. Examples of different metrics include lines of code, defects, cost, effort, size-oriented metrics, and function-oriented metrics. The document provides details on calculating and applying function points as a type of function-oriented metric.
The document discusses how traditional product design methods often do not optimize key parameters like geometry, motion, forces, and tolerances. This can lead to increased costs from changes later in the design process. It introduces Enventive software as a way to model and optimize these parameters earlier on through computer simulations. Enventive allows users to represent functional intent, model kinematics and forces, perform tolerance analysis, and optimize parameters. This helps users design products that are more effective, manufacturable, and cost-efficient.
The document provides guidance on upgrading an SAP ECC HANA system from EHP6 to EHP7. It describes key activities for the upgrade including pre-upgrade checks of software components and installations, testing the upgrade in non-production environments, conducting a security authorization check, involving various stakeholders such as SAP, testing teams, and establishing clear communication protocols. It highlights potential challenges and risks of the upgrade and provides lessons learned and recommendations for planning a successful upgrade project.
The document provides information about a PPAP (Production Part Approval Process) training programme held on August 17th, 2013. It discusses the introduction of APQP (Advanced Product Quality Planning) which was jointly developed by major automakers to provide a systematic approach. The training covers the objectives of PPAP which is to ensure a product satisfies customer requirements. It also describes the different PPAP levels and highlights that effective teamwork is essential for success. Various elements of the PPAP process are outlined such as design reviews, prototyping, process capability studies and production validation testing.
The document provides an overview of software testing methodology and trends:
- It discusses the evolution of software development processes and how testing has changed and become more important. Testing now includes more automation, non-functional testing, and professional testers.
- The key components of a testing process framework are described, including test management, quality metrics, risk-based testing, and exploratory testing.
- Automation testing, performance testing, and popular testing tools are also covered.
- The future of software testing is discussed, with notes on faster release cycles, more complex applications, global testing teams, increased use of automation, and a focus on practices over processes.
Chowdappa provides his contact information and objective of seeking assignments in software testing with front-end IT companies. He has over 2 years of experience in software testing and maintenance using tools like QTP, QC, VBScript, and performing various types of testing. He is proficient in automation testing, designing automation frameworks, developing scripts with objects and functions, and managing defects in Quality Center. Chowdappa held technical assignments on projects like TFS, PRS, and Verizon Network Management where he was responsible for test case design, automation, execution, and defect management.
Chowdappa provides his contact information and objectives. He has over 2 years of experience in software testing using tools like QTP, QC, VBScript. He is proficient in automation testing, manual testing, and defect logging. He has expertise in automation frameworks and scripting. Chowdappa also details his educational qualifications and work experience testing projects for clients like Thomson Reuters, Toyota, and Verizon.
Setting up Center of Excellence for QA in HealthcareCitiusTech
The document describes a framework for establishing a healthcare quality assurance (QA) center of excellence (CoE). The key elements of the framework include executive commitments, key drivers, and key performance indicators (KPIs). The framework also outlines various core testing services that would be provided by the QA CoE, including manual and automated testing approaches for smoke, sanity, functional, integration, database, user interface, security, performance, patient safety, and exploratory testing.
Simplify Salesforce Testing with AI-Driven Codeless ToolsSauce Labs
Testing Salesforce Apps presents numerous challenges for enterprise organizations. Teams have to navigate complex architecture, integration workflows, and continuous changes in the customized SFDC implementation, as well as a wide range of different applications hosted on Salesforce Cloud. If left unchecked, these challenges can hamper critical enterprise processes like the revenue-generating Quote to Cash process.
During this webinar, you will learn how to automate functional testing and thoroughly test both the UIs and the APIs in your Salesforce applications using AutonomIQ’s AI-driven codeless tool. We’ll discuss how Aryaka Networks, a global leader in WAN transformation solutions, uses AutonomIQ to autonomously test critical business processes like Quote to Cash in their customized Salesforce application, and we’ll show you how to streamline UI testing to improve test creation, execution, and maintenance, and easily add API testing to your strategy for better coverage.
Key Takeaways:
Simplify the creation of your test scripts using plain English statements and a codeless studio
Learn how to autonomously create UI and API tests for Salesforce and integrations with other applications
Ensure the health of your end-to-end SFDC applications for key business processes like quote to cash
Deepti Debnath has over 8 years of experience in software quality assurance. She currently works as an Application Expert at Principal Financial Group, where she is involved in test management, test case creation, defect tracking, and ensuring quality delivery in Agile projects. Previously, she has worked on projects involving web applications, mainframe systems, and testing tools like Selenium and Quality Center. She holds an M.Sc. in Electronics and is ISTQB certified at the foundation level.
Automated acceptance testing is an important part of the deployment pipeline. It tests that the application meets business requirements and provides value to users. Creating maintainable acceptance test suites involves deriving tests from acceptance criteria, layering the tests, and avoiding direct coupling to the GUI. Non-functional requirements like performance and capacity also need to be tested. The deployment process should be automated and standardized across environments using techniques like blue-green deployment and canary releases to allow rolling back changes if needed.
Importance of Business Process Test Automation - Bahaa Al Zubaidi.pdfBahaa Al Zubaidi
BPT or Business Process Testing assists enterprises for streamlining their business processes. It does so with practical methodologies for problem-solving while creating applications or software.
BPT facilitates swift turnaround time for software or application releases. A reliable service provider uses a mix of comprehensive automated and manual testing practices to support companies become battle-ready to scale to greater heights.
How To Transform the Manual Testing Process to Incorporate Test AutomationRanorex
Although most testing organizations have some automation, it's usually a subset of their overall testing efforts. Typically the processes have been previously defined, and the automation team must adapt accordingly. The major issue is that test automation work and deliverables do not always fit into a defined manual testing process.
Learn how to transform your manual testing procedures and how to incorporate test automation into your overall testing process.
Design for Quality can be seen as a subset of Quality focusing on preventing problems by going upstream to recognize that decisions made during the design phase profoundly affect the quality and cost of all subsequent activities to build and deliver the product.
Mitigation And Performance Recovery Using Earned ValueChris Carson
This paper discusses the practical use of Earned Value metrics and calculations in monitoring and controlling schedule slippage, and, more importantly, in identifying appropriate mitigation plans to regain time.
1. Earned value management (EVM) metrics can help identify specific trades or scopes of work contributing to schedule slippage and poor performance. This allows for targeted mitigation strategies.
2. To effectively use EVM for schedule compression, the baseline schedule needs to be thoroughly coded to allow export and analysis of performance data by trade or work type.
3. Exporting schedule data to a spreadsheet enables pivot tables and charts to examine historical performance trends for each trade. This highlights which trades need additional resources or management to meet goals for schedule compression.
The document discusses Failure Mode and Effects Analysis (FMEA) as part of the Six Sigma methodology. It explains that FMEA is implemented during the "Analyze" phase of the DMAIC cycle to help identify process tasks and product features that are prone to failure. The document then outlines the steps for conducting an FMEA, including compiling a failure list, determining failure impacts and rates, establishing detection probabilities, and developing action plans to address high-risk failures. It stresses that FMEA is a priority tool to improve business processes by enabling teams to proactively identify and eliminate likely defects before they impact customers.
7 Tips from Siemens Energy for Success with AutomationWorksoft
Nathan Sharp of Siemens Energy recently spoke at the SAP Project Management in Atlanta and shared 7 important elements for the successful adoption of automated business process validation in their organization.
Originally presented by Nathan Sharp of Siemens Energy at SAPinsider’s Project Management conference.
C:\documents and settings\selvam.mc\my documents\automation testing processselvam mc
This document discusses challenges with large-scale test automation and provides recommendations to address those challenges. It recommends that automation be method-centric rather than tool-centric, focusing on maintainability, reusability, and scalability. Test design should optimize these factors through practices like separating test objectives from test cases. Automation tools should support extensibility, validation, and a keyword-driven approach. The document advocates for just-in-time automation and obtaining an efficient test volume exceeding 50% coverage to reduce the cost of automated tests.
This document proposes adding test management and project management functionality to MagicDraw modeling tool. This would allow monitoring test implementation progress by building tests to verify models, and monitoring new feature development by tracking key performance indicators. Tests would be associated with models to help ensure completeness. Dashboards would provide visibility into test and requirements coverage, relationships between releases, features and models, and metrics on automated testing. The goal is to help users deliver products with zero defects by shifting testing left into the modeling process.
The document discusses various aspects of developing a test strategy for software projects. It covers topics like test levels, roles and responsibilities, test types, test methodologies, test estimation processes, risk analysis and management. Some key points include defining the scope, risks, test priorities and approach in the strategy. It also discusses test estimation techniques like use case points, function points and test case points to estimate the testing effort.
Similar to Capstone Technology Canada - Advanced Process Control Project Lifecycle (20)
“An Outlook of the Ongoing and Future Relationship between Blockchain Technologies and Process-aware Information Systems.” Invited talk at the joint workshop on Blockchain for Information Systems (BC4IS) and Blockchain for Trusted Data Sharing (B4TDS), co-located with with the 36th International Conference on Advanced Information Systems Engineering (CAiSE), 3 June 2024, Limassol, Cyprus.
Removing Uninteresting Bytes in Software FuzzingAftab Hussain
Imagine a world where software fuzzing, the process of mutating bytes in test seeds to uncover hidden and erroneous program behaviors, becomes faster and more effective. A lot depends on the initial seeds, which can significantly dictate the trajectory of a fuzzing campaign, particularly in terms of how long it takes to uncover interesting behaviour in your code. We introduce DIAR, a technique designed to speedup fuzzing campaigns by pinpointing and eliminating those uninteresting bytes in the seeds. Picture this: instead of wasting valuable resources on meaningless mutations in large, bloated seeds, DIAR removes the unnecessary bytes, streamlining the entire process.
In this work, we equipped AFL, a popular fuzzer, with DIAR and examined two critical Linux libraries -- Libxml's xmllint, a tool for parsing xml documents, and Binutil's readelf, an essential debugging and security analysis command-line tool used to display detailed information about ELF (Executable and Linkable Format). Our preliminary results show that AFL+DIAR does not only discover new paths more quickly but also achieves higher coverage overall. This work thus showcases how starting with lean and optimized seeds can lead to faster, more comprehensive fuzzing campaigns -- and DIAR helps you find such seeds.
- These are slides of the talk given at IEEE International Conference on Software Testing Verification and Validation Workshop, ICSTW 2022.
GraphSummit Singapore | The Future of Agility: Supercharging Digital Transfor...Neo4j
Leonard Jayamohan, Partner & Generative AI Lead, Deloitte
This keynote will reveal how Deloitte leverages Neo4j’s graph power for groundbreaking digital twin solutions, achieving a staggering 100x performance boost. Discover the essential role knowledge graphs play in successful generative AI implementations. Plus, get an exclusive look at an innovative Neo4j + Generative AI solution Deloitte is developing in-house.
Maruthi Prithivirajan, Head of ASEAN & IN Solution Architecture, Neo4j
Get an inside look at the latest Neo4j innovations that enable relationship-driven intelligence at scale. Learn more about the newest cloud integrations and product enhancements that make Neo4j an essential choice for developers building apps with interconnected data and generative AI.
How to Get CNIC Information System with Paksim Ga.pptxdanishmna97
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HCL Notes and Domino License Cost Reduction in the World of DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-and-domino-license-cost-reduction-in-the-world-of-dlau/
The introduction of DLAU and the CCB & CCX licensing model caused quite a stir in the HCL community. As a Notes and Domino customer, you may have faced challenges with unexpected user counts and license costs. You probably have questions on how this new licensing approach works and how to benefit from it. Most importantly, you likely have budget constraints and want to save money where possible. Don’t worry, we can help with all of this!
We’ll show you how to fix common misconfigurations that cause higher-than-expected user counts, and how to identify accounts which you can deactivate to save money. There are also frequent patterns that can cause unnecessary cost, like using a person document instead of a mail-in for shared mailboxes. We’ll provide examples and solutions for those as well. And naturally we’ll explain the new licensing model.
Join HCL Ambassador Marc Thomas in this webinar with a special guest appearance from Franz Walder. It will give you the tools and know-how to stay on top of what is going on with Domino licensing. You will be able lower your cost through an optimized configuration and keep it low going forward.
These topics will be covered
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- How do CCB and CCX licenses really work?
- Understanding the DLAU tool and how to best utilize it
- Tips for common problem areas, like team mailboxes, functional/test users, etc
- Practical examples and best practices to implement right away
2. 2
ABOUT THE COMPANY
Senior Application Engineer & Software Developer
Capstone Technology Canada (Inc 2002) is an
Advanced Control technology and services company
focusing on serving Canada’s Oil & Gas industry
Over 100 years combined applications experience
implementing and supporting APC solutions to
multiple process industries
Advanced process control engineering, model
predictive control, multivariate modeling, real-time
optimization
Integrator of partner technologies
Extensive APC project experience with RMPC, DMC,
Connoisseur, and Capstone Control technology
Employees located throughout Canada
ABOUT THE COMPANY
4. OUR APC PHILOSOPHY
PROJECT CRITICAL SUCCESS FACTORS
4
APC
Project
Success
Application
Design
Maintenance
and Support
Scope
Prioritized
Based on
Business
Case/Risk
‘End User’
Engagement &
APC
Utilization
Project Team
** APC technology is proven
and mature. Application
success depends mainly on
implementation.
5. WHY CAPSTONE?
Success Factor Why CAPSTONE?
Project Team • Extensive experience in APC-specific, Oil & Gas-specific applications
• Experienced personnel assigned for entire project lifecycle, including site visits
• Local project/support engineers ensures responsive support/training for Operations
Application Design • Depth of experience enables us to design the optimal solution for your specific application
• Multi-platform integration expertise allows for cost effective project delivery
• Experience integrating visualization tools with APC systems
Maintenance and
Support
• Long-term support of our applications at Canadian and International clients
• Same-day response to service calls by a member of our team with extensive process,
control, and systems engineering knowledge.
End User Engagement
& APC Utilization
• Track record of successful implementations resulting from high end user buy-in
• Local presence facilitates effective training, support, and adoption of APC applications
• APC and information systems support by our experienced team
Scope Prioritized Based
on Business Case/Risk
• Lower project risk through project risk management plan
• Demonstrate business value to stakeholders by delivering benefits
7. 1. BENEFITS ANALYSIS AND PRELIMINARY DESIGN
• Process analysis performed in this initial step also used to map out
operating space, define unit economics, identify optimum operating
points, benchmark process, build initial correlation models between
main operating variables, or initial property estimator models
• Primary Benefits – variability reduction and optimizing operating
point
• Identify control benefits by analyzing process areas
• Analyze historical and controlled step test data to estimate
variability reduction
• Characterize process capability, mechanical and process
constraints
• Identify instrumentation issues (tuning, loop pairing, etc), best
operating practices, modes of operation, feed switches, etc.
• Combine the results of the analysis with economic data to
estimate benefits
Deliverables, Milestones, and Outcomes
• Completed analysis of operating environment and initial optimization approach
defined
• Dynamic control matrix
• Business case defined for each in-scope item
• Prioritized scope by business value & implementation risk
• Input to Phase 2 planning
APC Benefits
8. 2. REGULATORY CONTROL + INSTRUMENTATION
IMPROVEMENTS
• Process analysis performed in this initial step also used to map out
operating space, define unit economics, identify optimum operating
points, benchmark process, build initial correlation models between
main operating variables, or initial property estimator models
• Re-tune main PID loops (as required) that will
interface with APC
• Implement any recommended improvements
to instrumentation
Deliverables, Milestones, and Outcomes
• Regulatory control systems are prepared for the
APC project
9. 3. DYNAMIC MODELING & STEP RESPONSE TESING
• Process analysis performed in this initial step also used to map out
operating space, define unit economics, identify optimum operating
points, benchmark process, build initial correlation models between
main operating variables, or initial property estimator models
• Develop dynamic control models by fitting models to bump test data
• Determine test plan based on the operations analysis performed in Phase 1
and approved by Operations
• Include an experienced Board Operator as part of the project team. This
individual often has a positive impact on ultimate ‘end user’ support.
• Operations is engaged to ensure that the process constraints are respected
during the bump tests
• Several modeling packages available: Capstone’s own or 3rd party
Deliverables, Milestones, and Outcomes
• Modelling approaches are defined
• Inputs to dynamic control models
10. 4. APC CONTROLLER DESIGN
• Process analysis performed in this initial step also used to map out
operating space, define unit economics, identify optimum operating
points, benchmark process, build initial correlation models between
main operating variables, or initial property estimator models
• Controller matrix is built from models
identified during the previous phase
• Input/output tag mapping
• Initial tuning
Deliverables, Milestones, and Outcomes
• Map for the control policy has been established
11. 4. CONTROLLER DESIGN - CAPSTONE MODEL PREDICTIVE
CONTROLLER FEATURES
• Process analysis performed in this initial step also used to map out
operating space, define unit economics, identify optimum operating
points, benchmark process, build initial correlation models between
main operating variables, or initial property estimator models
• Unlimited MV-CV pairings
• Predictive constraint control
• Optimization functionality: LP, QP
• Linear models may be used to map
a non-linear response space through gain,
lag and dead-time adaptation
(allows for variable model parameters)
• Runs on Windows and has detailed
server-side interface
• Reads/writes OPC
• Internal controller tags available for viewing
in visualization tools through MPC data series
Deliverables, Milestones, and Outcomes
• Realize economic objectives for the application design
• Fine Tune the control policy to capture benefits
12. 4. APC CONTROLLER DEMO
• Process analysis performed in this initial step also used to map out
operating space, define unit economics, identify optimum operating
points, benchmark process, build initial correlation models between
main operating variables, or initial property estimator models
13. 4. PROPERTY ESTIMATOR DESIGN - CAPSTONE PROPERTY
ESTIMATOR FEATURES
• Process analysis performed in this initial step also used to map out
operating space, define unit economics, identify optimum operating
points, benchmark process, build initial correlation models between
main operating variables, or initial property estimator models
• Provides a continuous estimate for
properties measured infrequently ( e.g.
analyzer or lab measurements)
• Removes analyzer / lab delay
• Multi-input single output 1st order
dynamic models; also supports
multivariate gain models (PLS)
combined with 1st order dynamics
• Internal estimator tags available for
viewing in visualization tools
Deliverables, Milestones, and Outcomes
• Provides dead time compensated, continuous measurement(s) corrected by lab
feedback, ready for control deployment.
14. 5. APC INTERFACE DESIGN
• Process analysis performed in this initial step also used to map out
operating space, define unit economics, identify optimum operating
points, benchmark process, build initial correlation models between
main operating variables, or initial property estimator models
• DCS Interface display - used by
operators to engage/disengage
APC, set targets/ranges,
monitor instantaneous
performance
• A similar display may be
configured in visualization tools
for users with no DCS access
Deliverables, Milestones, and Outcomes
• Primary HMI for the Control Room Operator
15. 6. APC COMMISSIONING
• Process analysis performed in this initial step also used to map out
operating space, define unit economics, identify optimum operating
points, benchmark process, build initial correlation models between
main operating variables, or initial property estimator models
• Work directly, on-site with Operations to ensure
smooth transition to APC control
• Control Room Operators embedded in project team
and support/participate in communicating
commissioning activities to stakeholders
• Engage MVs and verify/modify initial tuning
• Tune applications to a satisfactory level of
performance where they can remain permanently
engaged
Deliverables, Milestones, and Outcomes
• Provide 1-on-1 operator training
• Document benefits obtained
16. 7. OPERATOR & PROCESS ENGINEER TRAINING
• Process analysis performed in this initial step also used to map out
operating space, define unit economics, identify optimum operating
points, benchmark process, build initial correlation models between
main operating variables, or initial property estimator models
• 1-on-1 operator training during previous phase
• Classroom training sessions for operator group
• Operator training focuses on:
• process objectives, constraints
• engagement/disengagement procedures
• how the operator interacts with the interface
• Control Room Operators embedded in project team and support/participate in
training sessions
• Process engineers are trained in detail on controller design and architecture
Deliverables, Milestones, and Outcomes
• Training curriculum
• Training courses
17. 8. SYSTEM DOCUMENTATION
• Process analysis performed in this initial step also used to map out
operating space, define unit economics, identify optimum operating
points, benchmark process, build initial correlation models between
main operating variables, or initial property estimator models
• Create detailed engineering documentation
(needed for maintenance of the APC system)
Deliverables, Milestones, and Outcomes
• Detailed engineering documentation for the following:
• Control strategy design
• System architecture
• DCS interface
• Operating procedures
18. 9. LONG-TERM MAINTENANCE
• Process analysis performed in this initial step also used to map out
operating space, define unit economics, identify optimum operating
points, benchmark process, build initial correlation models between
main operating variables, or initial property estimator models
• Long-term performance benefits can be maintained in the absence of
significant process changes with monitoring and maintenance
• Model predictive control performance may deteriorate over time due to
process changes and if the initial models are no longer representative
• Typical changes may include: Unit revamps, equipment fouling, new or
changed product specifications, instrumentation failures, etc
Deliverables, Milestones, and Outcomes
• Periodic monitoring program to ensure the performance and benefits are maintained
• Automated reports to monitor system performance
• Visualization package is often used to calculate, store and display KPIs, some
examples:
• App uptime
• no. of MVs engaged or wound up
• Economic benefits
• Model mismatch size may be treated as SPC variables in visualization package
• Alarms
23. PROPERTY ESTIMATOR DESIGN - CAPSTONE PROPERTY
ESTIMATOR FEATURES
• Process analysis performed in this initial step also used to map out
operating space, define unit economics, identify optimum operating
points, benchmark process, build initial correlation models between
main operating variables, or initial property estimator models
• Provides a continuous estimate for
properties measured infrequently ( e.g.
analyzer or lab measurements)
• Removes analyzer / lab delay
• Multi-input single output 1st order
dynamic models; also supports
multivariate gain models (PLS)
combined with 1st order dynamics
• Internal estimator tags available for
viewing in PARCView
Deliverables, Milestones, and Outcomes
• Provides dead time compensated, continuous measurement(s) corrected by lab
feedback, ready for control deployment.