The document discusses project scheduling techniques for estimating timelines with varying levels of certainty. It covers determining critical paths, calculating slack, incorporating time estimate variances, and crashing projects to reduce duration. The key steps are to create a network diagram, identify critical paths based on precedence and durations, then determine early/late schedules and probabilities of finishing on time given variability in estimates. Crashing focuses on shortening critical path activities, starting with the most cost-effective.
The document describes an improvement project for a company's tender management process. The process was controlled by the Project Management Office (PMO) and had high quality standards but also room for improvement. The project team analyzed waste and delays, then improved the process by implementing a content management system, Scrum framework, training, and new roles. This reduced lead time and costs while maintaining quality standards. The improvements generated an estimated annual savings of 136,000 Euros.
Dear students, get latest Solved NMIMS assignments and case study help by professionals.
Mail us at : help.mbaassignments@gmail.com
Call us at : 08263069601
The document summarizes an email turnaround project at a company. The goal is to respond to 100% of client emails within 48 hours, currently only 55% meet that goal. The project aims to reduce the percentage of late responses from 45% to 28% through process improvements. Analysis found the main delays occur when emails are assigned to representatives or business units. Pilots on weekends and bypassing approvals reduced defects by 38% and turned around emails faster.
PROJECT STORYBOARD: Reducing Learning Curve Ramp for Temp Employees by 2 WeeksGoLeanSixSigma.com
GoLeanSixSigma.com Black Belt Sean Halpin successfully used Lean Six Sigma methods in speeding up learning — with potential applications throughout the private and public sectors. He was able to not only reduce the time to develop employee capability, but was able to show achievement of higher capability levels than before the project.
Sean did a particularly thorough job in analyzing potential root causes and determining appropriate actions. He identified eight potential root causes, half of which proved to be real. A key finding was that training in how to deal with problems was particularly effective. Much training focuses on how things should be — not always considering common problems.
The document provides an overview of the NTCIR-14 CENTRE Task, which aims to examine the replicability and reproducibility of results from past CLEF, NTCIR, and TREC evaluations. It describes the task specifications, including the replicability and reproducibility subtasks that asked participants to replicate or reproduce past run pairs. It also discusses the additional relevance assessments that were collected and the evaluation measures used, such as root mean squared error and effect ratio. The only participating team was able to mostly replicate the effects observed in the original NTCIR runs for the replicability subtask.
Scott Kappus is a mechanical engineering student at the University of Toledo interning at Technical Services. He has previously interned in design and programs. His current responsibilities include evaluating condition reports, assisting with walkdowns and inspections, updating procedures, and assisting with various projects like feedwater piping replacement. He has gained experience with computer programs, analyzing drawings, and working across different departments at the plant. He believes allowing interns to specialize in certain tasks and return to the same group would improve the intern experience.
This document outlines an agenda for a project initiation meeting. It includes:
- A review of action items and feedback from a previous meeting from 11:00-11:45.
- An activity called "Complete DRHA Tic-Tac-Toe" from 11:45-12:05.
- A review of a program structure and syllabus from 12:05-12:25.
- A discussion on a KP Life eLearning platform from 12:25-12:30.
The document discusses project scheduling techniques for estimating timelines with varying levels of certainty. It covers determining critical paths, calculating slack, incorporating time estimate variances, and crashing projects to reduce duration. The key steps are to create a network diagram, identify critical paths based on precedence and durations, then determine early/late schedules and probabilities of finishing on time given variability in estimates. Crashing focuses on shortening critical path activities, starting with the most cost-effective.
The document describes an improvement project for a company's tender management process. The process was controlled by the Project Management Office (PMO) and had high quality standards but also room for improvement. The project team analyzed waste and delays, then improved the process by implementing a content management system, Scrum framework, training, and new roles. This reduced lead time and costs while maintaining quality standards. The improvements generated an estimated annual savings of 136,000 Euros.
Dear students, get latest Solved NMIMS assignments and case study help by professionals.
Mail us at : help.mbaassignments@gmail.com
Call us at : 08263069601
The document summarizes an email turnaround project at a company. The goal is to respond to 100% of client emails within 48 hours, currently only 55% meet that goal. The project aims to reduce the percentage of late responses from 45% to 28% through process improvements. Analysis found the main delays occur when emails are assigned to representatives or business units. Pilots on weekends and bypassing approvals reduced defects by 38% and turned around emails faster.
PROJECT STORYBOARD: Reducing Learning Curve Ramp for Temp Employees by 2 WeeksGoLeanSixSigma.com
GoLeanSixSigma.com Black Belt Sean Halpin successfully used Lean Six Sigma methods in speeding up learning — with potential applications throughout the private and public sectors. He was able to not only reduce the time to develop employee capability, but was able to show achievement of higher capability levels than before the project.
Sean did a particularly thorough job in analyzing potential root causes and determining appropriate actions. He identified eight potential root causes, half of which proved to be real. A key finding was that training in how to deal with problems was particularly effective. Much training focuses on how things should be — not always considering common problems.
The document provides an overview of the NTCIR-14 CENTRE Task, which aims to examine the replicability and reproducibility of results from past CLEF, NTCIR, and TREC evaluations. It describes the task specifications, including the replicability and reproducibility subtasks that asked participants to replicate or reproduce past run pairs. It also discusses the additional relevance assessments that were collected and the evaluation measures used, such as root mean squared error and effect ratio. The only participating team was able to mostly replicate the effects observed in the original NTCIR runs for the replicability subtask.
Scott Kappus is a mechanical engineering student at the University of Toledo interning at Technical Services. He has previously interned in design and programs. His current responsibilities include evaluating condition reports, assisting with walkdowns and inspections, updating procedures, and assisting with various projects like feedwater piping replacement. He has gained experience with computer programs, analyzing drawings, and working across different departments at the plant. He believes allowing interns to specialize in certain tasks and return to the same group would improve the intern experience.
This document outlines an agenda for a project initiation meeting. It includes:
- A review of action items and feedback from a previous meeting from 11:00-11:45.
- An activity called "Complete DRHA Tic-Tac-Toe" from 11:45-12:05.
- A review of a program structure and syllabus from 12:05-12:25.
- A discussion on a KP Life eLearning platform from 12:25-12:30.
The document provides an overview of preparing for the Project Management Professional (PMP) certification exam. It discusses exam requirements, the application and scheduling process, study strategies using Rita Mulcahy's book, and an overview of exam question types. Key topics covered on the exam include scope, time, cost, quality, human resource, communication, risk, and procurement management. Effective study involves reading chapters multiple times with exercises and using a cheat sheet for revision.
The document contains questions and explanations related to project management concepts. Question 1 asks about estimating labor costs for configuring 500 computers at $500 per computer based on an estimate of 5 hours per computer. The correct answer is that the estimator did not consider the learning curve, where time per computer is expected to decrease as the team gains experience. Question 2 asks about choosing an estimation technique for an electrical installation project where a similar past project provides a basis, and the correct choice is analogous estimation.
This document outlines 9 activities related to tracking progress and monitoring productivity in an agile software development project: 1) Team members log remaining work hours for in-progress tasks daily. 2) Team members enter hours worked for in-progress tasks daily. 3) The team updates the work status of sprint tasks, tests and stories daily during scrums. 4) The team estimates story points for all backlog items at release planning. 5) The team establishes a velocity baseline before each sprint planning. 6) Team members share and update their sprint capacity. 7) A project start date is set. 8) A consistent sprint length is established. 9) Impediment cycle times are monitored.
This document discusses resource allocation and crashing projects. It provides information on:
1) Allocating limited resources like labor, machinery and computing time across one or multiple projects and adjusting schedules to smooth resource usage.
2) Crashing projects by shortening activity times at increased costs to reduce overall project duration, focusing on critical path activities.
3) The risks of crashing including less experienced resources, reduced productivity and quality issues.
Shane Ireland presented on his first co-op rotation at EMD in the Continuous Improvement department. He worked on four major projects: implementing a Kanban system for supplies, incorporating the weekend lineup on the intranet, performing a takt time analysis for ORP motors, and using SMED to reduce changeover times in the Y-loop test area. Through these projects, he gained experience with Lean tools and implementing process improvements.
This document describes a case study applying business process reengineering (BPR) to improve the computer service process at an organization. The current process was analyzed using a fishbone diagram, which identified unnecessary steps and waiting times as issues. The new process reduced steps, related roles, and waiting times. It resulted in an 1133 minute reduction in request documentation time, aligning it with BPR principles. Overall, the reengineered process improved key performance metrics like cycle time and rework.
The document provides information about the PSM II exam from VCEplus, including:
- The exam details such as the number (PSM II), passing score (800), time limit (120 min), and website links.
- A sample exam question asking about the activities a Scrum Master manages.
- Additional sample exam questions about topics like cross-functional teams, product progress, impediments, and more.
The document provides an agenda and overview for an End User Services training on new processes and tools being implemented. It includes sections on why changes are being made, an overview of new ITIL processes like incident and change management, new terminology, and tools like Clarify and Robohelp that are being introduced. The training aims to familiarize participants with the new ways of working and help with the transition to the new processes and systems.
The document describes an ergonomic improvement project at Neptune Technology Group's Department 61. Data was collected on line workers' tasks and the material handler's lifts. Analyses found jobs exceeding ergonomic limits. The team then improved ergonomics by implementing a standard job rotation, improving communication, simplifying lifts, and organizing the workspace. Standard operating procedures and future plans were created to control the improvements.
This document discusses the process of updating a project network diagram based on actual project progress and changes. It provides definitions and explanations of updating, describes the data and steps required for the updating process, and gives an illustrative example of updating the network for a project after 12 days where some activities finished earlier than planned while others were delayed. The example network is updated by assigning completion times, remaining durations and revised estimates based on new information, and recalculating the critical path.
The document describes a project to streamline the military funeral honors mission tasking and tracking process. It notes that the current process takes too long, has too many opportunities for errors and variation. The project team's goal is to reduce process time by 25% by June 30, 2015. Various potential improvements are tested, including redefining data fields, utilizing automation, and combining documents. An Access database is selected for piloting that saves entered data only once and links all forms. A future state map shows reduced steps. Pilots in May and June save 7 total minutes. The new process will go live on July 1, 2015 after user training.
- Project management involves planning, directing, and controlling resources to complete a project on time, within budget, and according to technical specifications.
- There are three main project organizational structures: pure project, functional project, and matrix project.
- A work breakdown structure defines the hierarchy of tasks and subtasks that make up a project.
- Critical path methodology uses network diagrams and calculations to identify the longest path of tasks in a project, known as the critical path, which determines the earliest possible date for project completion.
David Garrard is seeking a new role as a Continuous Improvement Manager. He has 24 years of experience in the railway industry, most recently as a Continuous Improvement Manager at Govia Thameslink Railway and previously as an Exam & Repair Team Leader at First Capital Connect. He has a strong track record of implementing initiatives to improve safety, efficiency, and cost reduction through lean management practices and staff training programs. His skills include process improvement, team leadership, and developing standard operating procedures.
A Comparative Study Of Scrum And Kanban Approaches On A Real Case Study Using...Fiona Phillips
This document summarizes a study that uses simulation to compare the Scrum and Kanban approaches applied to software maintenance at Microsoft. The original process used PSP/TSP and had long lead times. Kanban was implemented, limiting work-in-progress and eliminating upfront estimations, substantially improving throughput. The document describes simulating these processes and finding Kanban increased efficiency similar to real results. It also simulates applying Scrum, expecting results comparable to Kanban.
This document summarizes a Lean Six Sigma project to improve MILES tracking for the NTC Eagle Team. The project team, led by CPT Justin Webb, aimed to increase MILES tracking from 83.56% to 98% by streamlining the notification and troubleshooting process when vehicles are not tracking. Through process mapping, root cause analysis, and piloting improvements, the team reduced the average time vehicles were not tracking from 105 hours to 18 hours. The validated solution was transitioned to the process owner, LTC Jason Cook, and is achieving the goals of 98% tracking and less than 2 non-tracking vehicles per day. Key metrics show the process capability and quality have significantly improved.
20140311 - Catel 01_ Effective lean deployment to FDA approvalCyrille Catel
This document discusses approaches to reduce clinical trial timelines at Grünenthal. It begins by examining current baseline lead times from last subject out to top line data. The presentation then outlines Grünenthal's approach, which includes improving synchronization along the R&D matrix, enhancing project management practices, standardizing processes, and leveraging standards to drive continuous improvement. Examples demonstrate how addressing issues like capacity management and role clarification can help solve problems and structurally improve performance.
Cognitive Apprenticeship in Accounting EducationNona Press
This presentation reports the preliminary results of the first implementation of the redesigned course, ACCT19064 Auditing and Professional Practice. The implementation was carried out in Term 1 2008 involving 630 students studying in FLEX mode and at regional and international campuses at CQUniversity Australia. Initial findings on the strengths and weaknesses of integrating the cognitive apprenticeship model in accounting education will be discussed. Results suggest that this model of learning has made significant positive impacts to the quality of student learning experience, and also highlighted certain challenges in facilitating this particular approach to learning and teaching. Overall, there is evidence to suggest that our attempts to increase the value placed on teaching and quality of student learning outcomes have yielded encouraging results for both the student cohorts and teaching staff.
PROPOSED IMPROVEMENTS IN THE FACILITY LAYOUT AND DESIGN OF A SMALL-SCALE FURN...Angelo Yutuc
Improperly designed or inadequatey planned facilities affect the business operations in many ways. Worker productivity may decline due to stressors and fatigue contributors brought about by unnecessary travel between workstations, lack of or inadequacy of material handling equipment resulting to manual lifting and carrying, repetitive tasks due to poorly designed processes, and conditions affecting a worker physically such as improper illumination and excessive noise level or temperature. This study proposes several improvements in the facility of a small-scale furniture shop by applying the principles of facilities planning and design. The goal is to improve the daily operations of the shop while also protecting workers from building-related hazards and risks.
Project Feasibility Study of a Modular Bamboo Bhair (Yutuc, Maniago, Luciano)Angelo Yutuc
What used to be a poor man’s timber, bamboo is becoming a material of choice for many
products across varying industries due to properties that rival, if not exceed, most commonly used
material in building crafts, furniture, and other structure. Bamboo is the tallest perennial grass that
belongs to the family of Gramineae. Due to the long cylindrical structure of the culm, bamboo is a
versatile material for a variety of economic uses such as for handicraft and furniture, farm
implements, fish pen, fish cages, banana props, musical instruments, pulp and paper, and house
construction. Aside from these uses the young shoots of some species are edible for human
consumption (Trees and their Management, 1992). The aim of the study is to produce a modular chair made from bamboo poles whose function is to
be proportional to the human body, and can be assembled by people even with no special training in
furniture making, without the requirement of special tools in assembly, and can be shipped in a knockeddown
state. Furniture that are large and bulky occupy a substantial volume in a shipping container or a
transport vehicle. Thus, shipping furniture is relatively expensive as compared to the cost of shipping
other things.
The document provides an overview of preparing for the Project Management Professional (PMP) certification exam. It discusses exam requirements, the application and scheduling process, study strategies using Rita Mulcahy's book, and an overview of exam question types. Key topics covered on the exam include scope, time, cost, quality, human resource, communication, risk, and procurement management. Effective study involves reading chapters multiple times with exercises and using a cheat sheet for revision.
The document contains questions and explanations related to project management concepts. Question 1 asks about estimating labor costs for configuring 500 computers at $500 per computer based on an estimate of 5 hours per computer. The correct answer is that the estimator did not consider the learning curve, where time per computer is expected to decrease as the team gains experience. Question 2 asks about choosing an estimation technique for an electrical installation project where a similar past project provides a basis, and the correct choice is analogous estimation.
This document outlines 9 activities related to tracking progress and monitoring productivity in an agile software development project: 1) Team members log remaining work hours for in-progress tasks daily. 2) Team members enter hours worked for in-progress tasks daily. 3) The team updates the work status of sprint tasks, tests and stories daily during scrums. 4) The team estimates story points for all backlog items at release planning. 5) The team establishes a velocity baseline before each sprint planning. 6) Team members share and update their sprint capacity. 7) A project start date is set. 8) A consistent sprint length is established. 9) Impediment cycle times are monitored.
This document discusses resource allocation and crashing projects. It provides information on:
1) Allocating limited resources like labor, machinery and computing time across one or multiple projects and adjusting schedules to smooth resource usage.
2) Crashing projects by shortening activity times at increased costs to reduce overall project duration, focusing on critical path activities.
3) The risks of crashing including less experienced resources, reduced productivity and quality issues.
Shane Ireland presented on his first co-op rotation at EMD in the Continuous Improvement department. He worked on four major projects: implementing a Kanban system for supplies, incorporating the weekend lineup on the intranet, performing a takt time analysis for ORP motors, and using SMED to reduce changeover times in the Y-loop test area. Through these projects, he gained experience with Lean tools and implementing process improvements.
This document describes a case study applying business process reengineering (BPR) to improve the computer service process at an organization. The current process was analyzed using a fishbone diagram, which identified unnecessary steps and waiting times as issues. The new process reduced steps, related roles, and waiting times. It resulted in an 1133 minute reduction in request documentation time, aligning it with BPR principles. Overall, the reengineered process improved key performance metrics like cycle time and rework.
The document provides information about the PSM II exam from VCEplus, including:
- The exam details such as the number (PSM II), passing score (800), time limit (120 min), and website links.
- A sample exam question asking about the activities a Scrum Master manages.
- Additional sample exam questions about topics like cross-functional teams, product progress, impediments, and more.
The document provides an agenda and overview for an End User Services training on new processes and tools being implemented. It includes sections on why changes are being made, an overview of new ITIL processes like incident and change management, new terminology, and tools like Clarify and Robohelp that are being introduced. The training aims to familiarize participants with the new ways of working and help with the transition to the new processes and systems.
The document describes an ergonomic improvement project at Neptune Technology Group's Department 61. Data was collected on line workers' tasks and the material handler's lifts. Analyses found jobs exceeding ergonomic limits. The team then improved ergonomics by implementing a standard job rotation, improving communication, simplifying lifts, and organizing the workspace. Standard operating procedures and future plans were created to control the improvements.
This document discusses the process of updating a project network diagram based on actual project progress and changes. It provides definitions and explanations of updating, describes the data and steps required for the updating process, and gives an illustrative example of updating the network for a project after 12 days where some activities finished earlier than planned while others were delayed. The example network is updated by assigning completion times, remaining durations and revised estimates based on new information, and recalculating the critical path.
The document describes a project to streamline the military funeral honors mission tasking and tracking process. It notes that the current process takes too long, has too many opportunities for errors and variation. The project team's goal is to reduce process time by 25% by June 30, 2015. Various potential improvements are tested, including redefining data fields, utilizing automation, and combining documents. An Access database is selected for piloting that saves entered data only once and links all forms. A future state map shows reduced steps. Pilots in May and June save 7 total minutes. The new process will go live on July 1, 2015 after user training.
- Project management involves planning, directing, and controlling resources to complete a project on time, within budget, and according to technical specifications.
- There are three main project organizational structures: pure project, functional project, and matrix project.
- A work breakdown structure defines the hierarchy of tasks and subtasks that make up a project.
- Critical path methodology uses network diagrams and calculations to identify the longest path of tasks in a project, known as the critical path, which determines the earliest possible date for project completion.
David Garrard is seeking a new role as a Continuous Improvement Manager. He has 24 years of experience in the railway industry, most recently as a Continuous Improvement Manager at Govia Thameslink Railway and previously as an Exam & Repair Team Leader at First Capital Connect. He has a strong track record of implementing initiatives to improve safety, efficiency, and cost reduction through lean management practices and staff training programs. His skills include process improvement, team leadership, and developing standard operating procedures.
A Comparative Study Of Scrum And Kanban Approaches On A Real Case Study Using...Fiona Phillips
This document summarizes a study that uses simulation to compare the Scrum and Kanban approaches applied to software maintenance at Microsoft. The original process used PSP/TSP and had long lead times. Kanban was implemented, limiting work-in-progress and eliminating upfront estimations, substantially improving throughput. The document describes simulating these processes and finding Kanban increased efficiency similar to real results. It also simulates applying Scrum, expecting results comparable to Kanban.
This document summarizes a Lean Six Sigma project to improve MILES tracking for the NTC Eagle Team. The project team, led by CPT Justin Webb, aimed to increase MILES tracking from 83.56% to 98% by streamlining the notification and troubleshooting process when vehicles are not tracking. Through process mapping, root cause analysis, and piloting improvements, the team reduced the average time vehicles were not tracking from 105 hours to 18 hours. The validated solution was transitioned to the process owner, LTC Jason Cook, and is achieving the goals of 98% tracking and less than 2 non-tracking vehicles per day. Key metrics show the process capability and quality have significantly improved.
20140311 - Catel 01_ Effective lean deployment to FDA approvalCyrille Catel
This document discusses approaches to reduce clinical trial timelines at Grünenthal. It begins by examining current baseline lead times from last subject out to top line data. The presentation then outlines Grünenthal's approach, which includes improving synchronization along the R&D matrix, enhancing project management practices, standardizing processes, and leveraging standards to drive continuous improvement. Examples demonstrate how addressing issues like capacity management and role clarification can help solve problems and structurally improve performance.
Cognitive Apprenticeship in Accounting EducationNona Press
This presentation reports the preliminary results of the first implementation of the redesigned course, ACCT19064 Auditing and Professional Practice. The implementation was carried out in Term 1 2008 involving 630 students studying in FLEX mode and at regional and international campuses at CQUniversity Australia. Initial findings on the strengths and weaknesses of integrating the cognitive apprenticeship model in accounting education will be discussed. Results suggest that this model of learning has made significant positive impacts to the quality of student learning experience, and also highlighted certain challenges in facilitating this particular approach to learning and teaching. Overall, there is evidence to suggest that our attempts to increase the value placed on teaching and quality of student learning outcomes have yielded encouraging results for both the student cohorts and teaching staff.
PROPOSED IMPROVEMENTS IN THE FACILITY LAYOUT AND DESIGN OF A SMALL-SCALE FURN...Angelo Yutuc
Improperly designed or inadequatey planned facilities affect the business operations in many ways. Worker productivity may decline due to stressors and fatigue contributors brought about by unnecessary travel between workstations, lack of or inadequacy of material handling equipment resulting to manual lifting and carrying, repetitive tasks due to poorly designed processes, and conditions affecting a worker physically such as improper illumination and excessive noise level or temperature. This study proposes several improvements in the facility of a small-scale furniture shop by applying the principles of facilities planning and design. The goal is to improve the daily operations of the shop while also protecting workers from building-related hazards and risks.
Project Feasibility Study of a Modular Bamboo Bhair (Yutuc, Maniago, Luciano)Angelo Yutuc
What used to be a poor man’s timber, bamboo is becoming a material of choice for many
products across varying industries due to properties that rival, if not exceed, most commonly used
material in building crafts, furniture, and other structure. Bamboo is the tallest perennial grass that
belongs to the family of Gramineae. Due to the long cylindrical structure of the culm, bamboo is a
versatile material for a variety of economic uses such as for handicraft and furniture, farm
implements, fish pen, fish cages, banana props, musical instruments, pulp and paper, and house
construction. Aside from these uses the young shoots of some species are edible for human
consumption (Trees and their Management, 1992). The aim of the study is to produce a modular chair made from bamboo poles whose function is to
be proportional to the human body, and can be assembled by people even with no special training in
furniture making, without the requirement of special tools in assembly, and can be shipped in a knockeddown
state. Furniture that are large and bulky occupy a substantial volume in a shipping container or a
transport vehicle. Thus, shipping furniture is relatively expensive as compared to the cost of shipping
other things.
Systematizing In-Store Traffic and Minimization of Service Quality Gaps of a ...Angelo Yutuc
This document is a research proposal that aims to systematize in-store traffic and minimize service quality gaps at a retail store. It utilizes the SERVQUAL framework to measure service quality across five dimensions: reliability, assurance, tangibility, empathy, and responsiveness. The study found gaps between customer expectations and perceptions. It then proposes redesigning the store layout and shopping cart to improve traffic flow and address the gaps, resulting in higher service quality. A prototype cart was designed and testing showed improved customer satisfaction after implementation.
This document discusses the key elements and purpose of a feasibility report. A feasibility report assesses the viability of a new project by detailing whether the project should be undertaken and the reasons for that decision. It is meant to help decision makers choose between options. The main parts of a feasibility report include an executive summary, methodology, overview of alternative options, evaluation of options, conclusion, and recommendations. The report provides recommendations to the decision maker based on an analysis of the project alternatives and their costs, benefits, and viability.
4th Modern Marketing Reckoner by MMA Global India & Group M: 60+ experts on W...Social Samosa
The Modern Marketing Reckoner (MMR) is a comprehensive resource packed with POVs from 60+ industry leaders on how AI is transforming the 4 key pillars of marketing – product, place, price and promotions.
Orchestrating the Future: Navigating Today's Data Workflow Challenges with Ai...Kaxil Naik
Navigating today's data landscape isn't just about managing workflows; it's about strategically propelling your business forward. Apache Airflow has stood out as the benchmark in this arena, driving data orchestration forward since its early days. As we dive into the complexities of our current data-rich environment, where the sheer volume of information and its timely, accurate processing are crucial for AI and ML applications, the role of Airflow has never been more critical.
In my journey as the Senior Engineering Director and a pivotal member of Apache Airflow's Project Management Committee (PMC), I've witnessed Airflow transform data handling, making agility and insight the norm in an ever-evolving digital space. At Astronomer, our collaboration with leading AI & ML teams worldwide has not only tested but also proven Airflow's mettle in delivering data reliably and efficiently—data that now powers not just insights but core business functions.
This session is a deep dive into the essence of Airflow's success. We'll trace its evolution from a budding project to the backbone of data orchestration it is today, constantly adapting to meet the next wave of data challenges, including those brought on by Generative AI. It's this forward-thinking adaptability that keeps Airflow at the forefront of innovation, ready for whatever comes next.
The ever-growing demands of AI and ML applications have ushered in an era where sophisticated data management isn't a luxury—it's a necessity. Airflow's innate flexibility and scalability are what makes it indispensable in managing the intricate workflows of today, especially those involving Large Language Models (LLMs).
This talk isn't just a rundown of Airflow's features; it's about harnessing these capabilities to turn your data workflows into a strategic asset. Together, we'll explore how Airflow remains at the cutting edge of data orchestration, ensuring your organization is not just keeping pace but setting the pace in a data-driven future.
Session in https://budapestdata.hu/2024/04/kaxil-naik-astronomer-io/ | https://dataml24.sessionize.com/session/667627
STATATHON: Unleashing the Power of Statistics in a 48-Hour Knowledge Extravag...sameer shah
"Join us for STATATHON, a dynamic 2-day event dedicated to exploring statistical knowledge and its real-world applications. From theory to practice, participants engage in intensive learning sessions, workshops, and challenges, fostering a deeper understanding of statistical methodologies and their significance in various fields."
Predictably Improve Your B2B Tech Company's Performance by Leveraging DataKiwi Creative
Harness the power of AI-backed reports, benchmarking and data analysis to predict trends and detect anomalies in your marketing efforts.
Peter Caputa, CEO at Databox, reveals how you can discover the strategies and tools to increase your growth rate (and margins!).
From metrics to track to data habits to pick up, enhance your reporting for powerful insights to improve your B2B tech company's marketing.
- - -
This is the webinar recording from the June 2024 HubSpot User Group (HUG) for B2B Technology USA.
Watch the video recording at https://youtu.be/5vjwGfPN9lw
Sign up for future HUG events at https://events.hubspot.com/b2b-technology-usa/
Beyond the Basics of A/B Tests: Highly Innovative Experimentation Tactics You...Aggregage
This webinar will explore cutting-edge, less familiar but powerful experimentation methodologies which address well-known limitations of standard A/B Testing. Designed for data and product leaders, this session aims to inspire the embrace of innovative approaches and provide insights into the frontiers of experimentation!
ViewShift: Hassle-free Dynamic Policy Enforcement for Every Data LakeWalaa Eldin Moustafa
Dynamic policy enforcement is becoming an increasingly important topic in today’s world where data privacy and compliance is a top priority for companies, individuals, and regulators alike. In these slides, we discuss how LinkedIn implements a powerful dynamic policy enforcement engine, called ViewShift, and integrates it within its data lake. We show the query engine architecture and how catalog implementations can automatically route table resolutions to compliance-enforcing SQL views. Such views have a set of very interesting properties: (1) They are auto-generated from declarative data annotations. (2) They respect user-level consent and preferences (3) They are context-aware, encoding a different set of transformations for different use cases (4) They are portable; while the SQL logic is only implemented in one SQL dialect, it is accessible in all engines.
#SQL #Views #Privacy #Compliance #DataLake
Open Source Contributions to Postgres: The Basics POSETTE 2024ElizabethGarrettChri
Postgres is the most advanced open-source database in the world and it's supported by a community, not a single company. So how does this work? How does code actually get into Postgres? I recently had a patch submitted and committed and I want to share what I learned in that process. I’ll give you an overview of Postgres versions and how the underlying project codebase functions. I’ll also show you the process for submitting a patch and getting that tested and committed.
Codeless Generative AI Pipelines
(GenAI with Milvus)
https://ml.dssconf.pl/user.html#!/lecture/DSSML24-041a/rate
Discover the potential of real-time streaming in the context of GenAI as we delve into the intricacies of Apache NiFi and its capabilities. Learn how this tool can significantly simplify the data engineering workflow for GenAI applications, allowing you to focus on the creative aspects rather than the technical complexities. I will guide you through practical examples and use cases, showing the impact of automation on prompt building. From data ingestion to transformation and delivery, witness how Apache NiFi streamlines the entire pipeline, ensuring a smooth and hassle-free experience.
Timothy Spann
https://www.youtube.com/@FLaNK-Stack
https://medium.com/@tspann
https://www.datainmotion.dev/
milvus, unstructured data, vector database, zilliz, cloud, vectors, python, deep learning, generative ai, genai, nifi, kafka, flink, streaming, iot, edge
1. A study collaboration of GBS Clark IE and CQG
UPS Global Business Services - Clark
Case Study: EU ENG Escalation (RNT)
2. GBS Clark Industrial Engineering Department | Clark Quality Group
Case Study: EU ENG Escalation (RNT)
EU & CA RNT
A dedicated team in GBS Clark that handles email customer service
support for 8 Europe countries (Austria, Belgium, Switzerland,
Denmark, France, Great Britain/United Kingdom, Ireland, Netherlands)
and Canada.
The team uses Oracle RightNow Tool (RNT), a customer relationship
management (CRM) software for enterprise organizations.
Overview
3. Case Study: EU ENG Escalation (RNT)
1 supervisor 2 coaches 1 senior agent
27 Agents (Handling Europe Emails)
4 Agents
(Handling Canada Emails)
They serve 2
shifts:
6:00AM to 3 PM
3PM to 12MN
Current Team Staffing
GBS Clark Industrial Engineering Department | Clark Quality Group
4. 236 Email Escalation are overdue (not resolved on or before their due)
Emails received between 12:01am and 3:00 PM are due to be answered by
12MN on the same day, otherwise they become overdue
Escalations received from 3PM to 11:59PM are due to be answered within 24
hours, otherwise they become overdue.
Of the overdue emails, 90% have not been assigned (212), while only 10%
(24) are assigned to a senior agent, coach or supervisor.
Case Study: EU ENG Escalation (RNT)
Current Challenge: Escalation
As of 6:00 PM - April 19, 2017 (Manila):
GBS Clark Industrial Engineering Department | Clark Quality Group
5. Corporate Audits that have not been reviewed (Release Status)
45 Corporate CA Email audits and 5 Forms audit
9 Corporate EU Email audits and 1 Forms audit
2 CA IIP
Case Study: EU ENG Escalation (RNT)
Current Challenge: Untimely Quality/Performance Review
As of 6:00 PM - April 19, 2017 (Manila):
GBS Clark Industrial Engineering Department | Clark Quality Group
6. Case Study: EU ENG Escalation (RNT)
Coach/SR Productivity on Escalation
Coach/Senior Rep. Rachelle Cham Lawrence
Total Handled Escalation (Mar-April) 268 110 835
Daily Average 12.33 12.22 24.56
Estimated dedicated hours on
escalation
4.11 2.99 6.02
Data from individual escalation tracker:
Rachelle spends 4.11 hours a day while Cham allocates 3 hours per day in handling email escalations. Their daily tasks include:
Creating and updating trackers, hourly and daily reports
Facilitation of team meetings together with the supervisor
Facilitation of Service Briefings
Review and attendance in Corporate calibration
Quality Review (Corporate audit, IIP)
Assignment of emails to agents
Lawrence spends 6.02 hours on escalation because it is her primary task, second only is floor support.
GBS Clark Industrial Engineering Department | Clark Quality Group
7. Case Study: EU ENG Escalation (RNT)
Time Study
Procedure: The coach was observed as she handled escalated emails at random times during the day.
The steps taken were categorized into:
Reads – involves opening the email from the queue and understanding what the email is about.
Researches – involves navigating through the systems to find a solution to the issue
Replies – involves selecting the appropriate template and/or free-typing the response
composition
Logs – involves copying the RNT Reference number, opening the escalation tracker and saving it
there for documentation
In addition, escalations are classified into:
Follow-up (F/U) – Email escalations worked previously but are still pending. These are handled
first and are part of tasks in at the start of the coaches’ shift.
New Escalation – Escalation emails that are handled for the first time.
GBS Clark Industrial Engineering Department | Clark Quality Group
8. Case Study: EU ENG Escalation (RNT)
Time Study: Summary
Type
Reads
(in seconds)
Researches
(in seconds)
Replies
(in seconds)
Logs
(in seconds)
Total
(in seconds)
Total
(in minutes)
Average 83 223 248 44 597 10.0
% of total time 14% 37% 41% 7%
Follow-up
Type
Reads
(in seconds)
Researches
(in seconds)
Replies
(in seconds)
Logs
(in seconds)
Total
(in seconds)
Total
(in minutes)
Average 129.1 384.3 333.2 38.3 884.9 14.7
% of total time 15% 43% 38% 4%
New Escalations
Average Handle Time:
Follow-up – 10 minutes
New Escalation – 14.7 minutes
Most time-consuming task:
Follow-up – Replies: 41% of the total average handle time
New Escalation – Research: 43% of the total average handle time
See Appendix A for complete data
See Appendix B for complete data
GBS Clark Industrial Engineering Department | Clark Quality Group
10. Case Study: EU ENG Escalation (RNT)
First Finding:
Current Support cannot accommodate the escalation volume
Using a two-
month average,
19 emails are
escalated daily
These escalations
add up to the 200+
overdue emails, about
90% of which
remained unassigned The current three supports
have a combined handle
rate of 49.11 emails per
day
On average, coaches and SR resolve
67% of the emails, or about 33, while 17
needs follow-up and adds up to the queue
on the following day
All emails for follow-up adds up to the
escalation queue on the following day
Resolved
Resolved
Resolved
Resolved
For Follow-up
GBS Clark Industrial Engineering Department | Clark Quality Group
11. Case Study: EU ENG Escalation (RNT)
Recommendation on first finding:
1. Add additional escalation support to clear up the escalation backlogs
based on the time study data where an the Average Escalation Handle Time is 0.245 hours (14.7 minutes):
236 emails can be resolved in 57.82 hours
Theoretically, This equates to 7.5 days that is an a 8-hour shift (without personal allowances, quality reviews, etc.)
Realistically, it is between 8.5-9 days that is an 8-hour shift
Add one (1) employee to
help with the escalation:
Escalation overdue will
greatly improve in 8.5 to 9
days
Add one (2) employees to
help with the escalation:
Escalation overdue will
greatly improve in 4-4.5
days
Add one (3) employees to
help with the escalation:
Escalation overdue will
greatly improve in 2-3 days Figures are
estimate
GBS Clark Industrial Engineering Department | Clark Quality Group
12. Case Study: EU ENG Escalation (RNT)
Second Finding:
2. No comprehensive hand-off of escalation from agent to coach/SR
When an agent reassigns an email to the escalation queue (EU ENG Redirect), only a private note is attached that tells who
approved the reassignment to that queue. Majority do not indicate what the coach or SR must do or why exactly the email
was escalated.
Agent asks permission to
escalate the email from a
coach or SR, once
approved, he/she
reassigns it to the
escalation queue.
The coach or SR takes the
escalated email from the
queue and assigns it to
herself
Researches and
responds to the
escalation
The coach/SR reads the
entire email thread to
identify why it is escalated
GBS Clark Industrial Engineering Department | Clark Quality Group
13. Case Study: EU ENG Escalation (RNT)
Recommendation on Second Finding:
2. Make it an SOP to indicate what the coach/SR must act on in the Private Note
This will allow a faster hand-off and will reduce the time on reading the entire email thread as well as in researching on the
problem.
Agent asks permission to
escalate the email from a
coach or SR, once
approved, he/she
reassigns it to the
escalation queue.
The coach or SR takes the
escalated email from the
queue and assigns it to
herself
Researches and
responds to the
escalation
Make it an SOP to indicate a
detailed explanation in the
Private Note.
Currently, 43% of the total
handle time is for “research”
which can be reduced by this
step.
GBS Clark Industrial Engineering Department | Clark Quality Group
14. Case Study: EU ENG Escalation (RNT)
Third Finding:
3. Dual shifts set-up puts pressure on the PM shift to close all emails due by 12MN
There are only two shifts per day: AM and PM shifts.
Emails received in the queue between 12:01 AM and 3PM (15 hours) must be closed by 12MN
Emails received between 3:01 PM to 11:59 AM (9 hours) may be closed within 24 hours.
PM Shift tend to prioritize emails that are due by 12MN, causing them to rush on their work.
3:00 PM to 12:00 MN6:00 AM to 3:00 PM
6:00 AM 12:00 MN3:00 PM
All unfinished email in the
queue received before
3:00PM
Emails received from 3PM
– 12AM
Volume that the PM
shift needs to clear,
prioritizing those due
by 12MN
GBS Clark Industrial Engineering Department | Clark Quality Group
15. Case Study: EU ENG Escalation (RNT)
Recommendation on Third Finding:
3. Split the team into three shifts
This will result to more floor coverage because between 10am and 7pm, the coaches will meet and can work
together in addressing the pending quality and performance reviews with their agents. Also, the supervisor will
meet all employees within the overlapping times.
For example:
3:00 PM to 12:00 MN6:00 AM to 3:00 PM
6:00 AM 12:00 AM
Additional staffing within this
overlap will help clear emails
due by 3PM, while also
reducing emails passed on to
the 3PM – 12MN shift
10:00 AM to 7:00 PM
Additional staffing within this
overlap will help clear emails
due by 12MN
GBS Clark Industrial Engineering Department | Clark Quality Group
16. Thank you.
Succeeding slides contain the following appendices:
Prepared by:
Case Study: EU ENG Escalation (RNT)
APPENDIX A: Time Study on Follow-up Escalations
APPENDIX B: Time Study on New Escalations
APPENDIX C: Inbound Queues (escalation queue)
APPENDIX D: Escalation Breakdown
17. Case Study: EU ENG Escalation (RNT)
APPENDIX A: Time Study on Follow-up Escalations
Escalation Time Study conducted for a week.
Type Reads Researches Replies Logs Total Minutes
F/U 45 97 337 22 501 8.4
F/U 33 82 367 32 514 8.6
F/U 70 155 35 15 275 4.6
F/U 25 306 368 27 726 12.1
F/U 70 276 125 55 526 8.8
F/U 58 107 270 67 502 8.4
F/U 95 120 140 102 457 7.6
F/U 50 331 296 37 714 11.9
F/U 95 301 545 44 985 16.4
F/U 83 132 212 63 490 8.2
F/U 120 205 112 45 482 8.0
F/U 75 356 230 41 702 11.7
F/U 156 326 501 27 1010 16.8
F/U 108 157 180 33 478 8.0
F/U 145 230 65 67 507 8.5
F/U 100 381 182 27 690 11.5
Total 1328 3562 3965 704 9559 159
Average 83 223 248 44 597 10.0
% 14% 37% 41% 7%
GBS Clark Industrial Engineering Department | Clark Quality Group
18. Case Study: EU ENG Escalation (RNT)
APPENDIX B: Time Study on New Escalations
Escalation Time Study conducted for a week.
Type Reads Researches Replies Logs Total (Seconds) Total (Minutes)
New Esc 115.0 452.9 307.1 19.1 894.1 14.9
New Esc 127.0 288.3 343.9 27.8 787.0 13.1
New Esc 86.0 383.0 229.6 13.1 711.6 11.9
New Esc 136.0 308.7 257.1 23.5 725.4 12.1
New Esc 125.0 492.8 333.8 47.9 999.4 16.7
New Esc 115.0 261.1 373.8 58.3 808.1 13.5
New Esc 98.0 422.9 261.7 88.7 871.3 14.5
New Esc 148.0 336.0 293.0 32.2 809.2 13.5
New Esc 137.0 532.8 365.8 38.3 1073.9 17.9
New Esc 127.0 288.3 409.6 54.8 879.7 14.7
New Esc 110.0 462.9 293.7 39.2 905.7 15.1
New Esc 160.0 363.2 328.9 35.7 887.8 14.8
New Esc 149.0 572.8 397.8 23.5 1143.1 19.1
New Esc 139.0 315.5 445.5 28.7 928.8 15.5
New Esc 122.0 276.9 325.7 58.3 783.0 13.0
New Esc 172.0 390.4 364.8 23.5 950.7 15.8
Total 2066.0 6148.4 5331.7 612.5 14158.6 236.0
Average 129.1 384.3 333.2 38.3 884.9 14.7
% 15% 43% 38% 4%
GBS Clark Industrial Engineering Department | Clark Quality Group
19. Case Study: EU ENG Escalation (RNT)
APPENDIX C: Inbound Queues (escalation queue)
Date Escalation Queue Number of Escalated Emails
04/04/17 EU Eng Redirects 18
04/05/17 EU Eng Redirects 10
04/06/17 EU Eng Redirects 16
04/07/17 EU Eng Redirects 11
04/08/17 EU Eng Redirects 0
04/09/17 EU Eng Redirects 3
04/10/17 EU Eng Redirects 27
04/11/17 EU Eng Redirects 27
04/12/17 EU Eng Redirects 23
04/13/17 EU Eng Redirects 17
04/14/17 EU Eng Redirects 1
04/15/17 EU Eng Redirects 0
04/16/17 EU Eng Redirects 12
04/17/17 EU Eng Redirects 23
GBS Clark Industrial Engineering Department | Clark Quality Group
20. Case Study: EU ENG Escalation (RNT)
Challenges Encountered
As of 6:00 PM - April 19, 2017 (Manila):
Label Count Escalation Type
New 46 Past 15-days GSR and callback requests
Re-Assigned 140 Newly escalated emails from Email agents
Updated by Customer 33 Already addressed but the customer replied back
Working 17 Pending status from other UPS department
Grand Total 236
APPENDIX D: Escalation Breakdown
GBS Clark Industrial Engineering Department | Clark Quality Group