Cost Reduction is often focused on the reduction of the Price we pay for the Mission Critical Inputs we are responsible for acquiring. On average, 60% of activities in organizations do not add value and are wasteful, with only 10% adding value to customers and stakeholders. The cost of doing business this way is staggering and erodes profitability.
1. Learn how to unmask Non-Value-Added Waste in your Supply Chain
2. Learn how to quantify the impact of Process Waste to expose Cost Reduction Opportunities
3. Learn to leverage Cost Reduction Mechanisms to reduce the Total Cost of Ownership realize savings far beyond the price you pay for your raw materials and inputs
4. Learn the benefit of Collaborating and Partnering with Key Supply Chain Stakeholders to realize impactful Cost Reduction
Read more: https://www.nextlevelpurchasing.com/news/purchasing-articles/total-cost-of-ownership
Simple overview of Lean made for anyone new to Lean .
Simple, very easy to understand , made for front line workers,supervisors
http://www.6sengineering.com/
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This is a comprehensive set of checklists for waste-finding in manufacturing companies. The checklists are based on the eight types of Lean waste:
1. Overproduction
2. Inventory
3. Waiting
4. Motion
5. Transportation
6. Defects
7. Overprocessing
8. Intellectual
The checklists have a combined total of 65 waste items which could be potentially found on the shopfloor. For each checklist item, the magnitude of waste can be quantified under four levels:
Magnitude 0 : No waste found
Magnitude 1 : Very little waste
Magnitude 2 : Some waste
Magnitude 3 : A lot of waste
The checklists can be applied generally to all manufacturing departments. Users may adopt the checklists as they are, or customize them to suit your specific application. Add or delete the checklist items as needed.
The checklists form the basis of a structured improvement plan. Waste items can be ranked or prioritized and assigned to a person or team to develop an action plan for eliminating the identified waste within a certain timeframe.
CONTENTS:
1. Summary of the Eight Types of Lean Waste
2. Waste-finding Checklists
2.1 Waste-finding Checklist: Overproduction
2.2 Waste-finding Checklist: Inventory
2.3 Waste-finding Checklist: Waiting
2.4 Waste-finding Checklist: Motion
2.5 Waste-finding Checklist: Transportation
2.6 Waste-finding Checklist: Defects
2.7 Waste-finding Checklist: Overprocessing
2.8 Waste-finding Checklist: Intellectual
2.9 Major Waste-finding Checklist
Simple overview of Lean made for anyone new to Lean .
Simple, very easy to understand , made for front line workers,supervisors
http://www.6sengineering.com/
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This is a comprehensive set of checklists for waste-finding in manufacturing companies. The checklists are based on the eight types of Lean waste:
1. Overproduction
2. Inventory
3. Waiting
4. Motion
5. Transportation
6. Defects
7. Overprocessing
8. Intellectual
The checklists have a combined total of 65 waste items which could be potentially found on the shopfloor. For each checklist item, the magnitude of waste can be quantified under four levels:
Magnitude 0 : No waste found
Magnitude 1 : Very little waste
Magnitude 2 : Some waste
Magnitude 3 : A lot of waste
The checklists can be applied generally to all manufacturing departments. Users may adopt the checklists as they are, or customize them to suit your specific application. Add or delete the checklist items as needed.
The checklists form the basis of a structured improvement plan. Waste items can be ranked or prioritized and assigned to a person or team to develop an action plan for eliminating the identified waste within a certain timeframe.
CONTENTS:
1. Summary of the Eight Types of Lean Waste
2. Waste-finding Checklists
2.1 Waste-finding Checklist: Overproduction
2.2 Waste-finding Checklist: Inventory
2.3 Waste-finding Checklist: Waiting
2.4 Waste-finding Checklist: Motion
2.5 Waste-finding Checklist: Transportation
2.6 Waste-finding Checklist: Defects
2.7 Waste-finding Checklist: Overprocessing
2.8 Waste-finding Checklist: Intellectual
2.9 Major Waste-finding Checklist
Standard Costing can polarize rather than unite departments. Instead, get Production, Operations, and Finance all focused on the same waste reduction, productivity & financial goals. How? Support Lean Operations with these Lean Accounting principles. Learn more!
Process Management: Why So Few Companies Get It RightTKMG, Inc.
Recorded webinar: http://slidesha.re/1mRKSQw
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
In the 20+ years I've been working with companies of all types and sizes to improve their performance, proper process management is hands-down the weakest organizational capability I've seen.
Poor process management is the root cause for excessive organizational chaos, interpersonal and interdepartmental tension, dissatisfied customers, and excess costs.
Join me on a frank journey of what organizations need to do in terms of process management to greatly improve their performance on all fronts.
It doesn't matter how sexy your product is, nor how hard well-meaning people are working. If you don't properly manage your processes, your organization will never excel.
Value Stream Mapping: What to Do Before You Dive InTKMG, Inc.
Recorded webinar: http://slidesha.re/1juuPs4
To subscribe: http://ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
Value Stream Mapping is a powerful way to improve performance across a large portion of an enterprise. But, before you dive into mapping, there are significant steps you must take to assure a successful outcome. In this webinar, award-winning author, Karen Martin shares the proper preparation an organization must take to reap the full set of benefits Value Stream Mapping offers.
Topics include:
Leadership – what is their role?
Scoping – how "big” should you go?
Team formation – who are the right people to include?
Facilitator selection – what traits and skills are needed?
Charter development and socialization – it’s far more than a planning tool!
Logistics & communication – how do you make sure everyone is engaged and prepared?
Watch this webinar for a no-nonsense discussion about the key success factors and common failings in preparing to value stream map.
Incremental improvements in OEE lead to additional uptime, increased capacity, better quality, lower costs, and the ability to grow without adding more machinery. OEE experts from TBM discuss three key areas of opportunity and what you can do now to move the needle and make a big impact.
Matt Brennan, formerly the director, Surgical Support Services, Supply & Logistics at a large academic institution, developed this presentation to share the story of his experience working with a combined team of emergency department nurses and supply chain staff to develop a new, lean approach to supply management in the ED. Matt reviews the benefits that can be achieved using a Lean Six Sigma approach to continuous improvement with nursing staff, including:
- Significantly increasing nurse satisfaction and reducing nurse turnover
- Measurably reducing labor and supply costs
- Ensuring the optimal match between inventory management approach and the unique needs of each department, specifically, identifying less expensive methods of commodity product replenishment
- Working with a black belt consultant, this team of ED nurses, supply & distribution and administration staff held a Lean Six Sigma Kaizen event to redefine and redesign processes. Their results included:
- Fewer SKUs ordered on a daily basis
- Reduced staff touches
- Elimination of cycle counts within PAR areas
- Elimination of data entry errors
- Reduced nursing time spent on supply management
- Reduced restocking time for staff
- Fewer stock-outs (1.5%)
- Improved cabinet-system compliance (74% to 97%)
- Improved nursing engagement
This presentation is designed to help supply chain leaders in hospitals create effective partnerships with nursing teams, leveraging the unique strengths of both nursing and supply chain leaders in designing systems, and avoiding pitfalls that cause delays in making improvements to your supply management programs.
Overview of Lean and in Supply chain management and Warehouse distribution, identifying the value and NVA steps, streamlining the supply-distribution network to reduce warehouse storage, inventory and lead time
[Note: This is a partial preview. To download this presentation/checklists, visit:
https://www.oeconsulting.com.sg/training-presentations]
This is a set of 5S audit checklists for manufacturing companies and office/service environments.
There are a total of 25 manufacturing-related and 20 office-related evaluation criteria spanning the 5S principles. Each criteria is evaluated against a five-point scale.
The maximum possible score is 100 organized into five scoring bands:
81-100: Excellent
61-80: Good
41-60: Fair
21-40: Poor
1-20: Very Poor
This 5S audit worksheet can be applied generally to all manufacturing and office departments. You may change the audit criteria to suit your specific needs and situation. With the 5S Excel worksheet, you can instantly view your monthly 5S audit results visually with a Radar Chart and a Monthly Trend Chart. The results can be compared between departments and sites.
Start auditing your 5S performance today and map out an actionable plan based on the audit findings!
CONTENTS
1. Summary of 5S Principles
2. 5S Audit Checklist - Manufacturing
3. 5S Audit Checklist - Office / Service
Note: This package consists of a 5S audit checklist in PowerPoint and Excel formats.
Know the Best Cost Reduction & Performance Management StrategiesNext Level Purchasing
You will learn :
1. Learn to Leverage Total Cost to Serve to Pinpoint Cost Reduction Opportunities
2. Understand how Effective Product Development Mechanisms can Yield Cost Reduction
3. Understand how the Balanced Scorecard Methodologies enhance Performance Management Strategies
Overview of Lean Manufacturing and Six Sigma tools, comaprison between Lean Speed and Six Sigma Quality combining Lean with Six Sigma
Overview of DMAIC and SIX SIGMA FORMULA
Standard Costing can polarize rather than unite departments. Instead, get Production, Operations, and Finance all focused on the same waste reduction, productivity & financial goals. How? Support Lean Operations with these Lean Accounting principles. Learn more!
Process Management: Why So Few Companies Get It RightTKMG, Inc.
Recorded webinar: http://slidesha.re/1mRKSQw
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
In the 20+ years I've been working with companies of all types and sizes to improve their performance, proper process management is hands-down the weakest organizational capability I've seen.
Poor process management is the root cause for excessive organizational chaos, interpersonal and interdepartmental tension, dissatisfied customers, and excess costs.
Join me on a frank journey of what organizations need to do in terms of process management to greatly improve their performance on all fronts.
It doesn't matter how sexy your product is, nor how hard well-meaning people are working. If you don't properly manage your processes, your organization will never excel.
Value Stream Mapping: What to Do Before You Dive InTKMG, Inc.
Recorded webinar: http://slidesha.re/1juuPs4
To subscribe: http://ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
Value Stream Mapping is a powerful way to improve performance across a large portion of an enterprise. But, before you dive into mapping, there are significant steps you must take to assure a successful outcome. In this webinar, award-winning author, Karen Martin shares the proper preparation an organization must take to reap the full set of benefits Value Stream Mapping offers.
Topics include:
Leadership – what is their role?
Scoping – how "big” should you go?
Team formation – who are the right people to include?
Facilitator selection – what traits and skills are needed?
Charter development and socialization – it’s far more than a planning tool!
Logistics & communication – how do you make sure everyone is engaged and prepared?
Watch this webinar for a no-nonsense discussion about the key success factors and common failings in preparing to value stream map.
Incremental improvements in OEE lead to additional uptime, increased capacity, better quality, lower costs, and the ability to grow without adding more machinery. OEE experts from TBM discuss three key areas of opportunity and what you can do now to move the needle and make a big impact.
Matt Brennan, formerly the director, Surgical Support Services, Supply & Logistics at a large academic institution, developed this presentation to share the story of his experience working with a combined team of emergency department nurses and supply chain staff to develop a new, lean approach to supply management in the ED. Matt reviews the benefits that can be achieved using a Lean Six Sigma approach to continuous improvement with nursing staff, including:
- Significantly increasing nurse satisfaction and reducing nurse turnover
- Measurably reducing labor and supply costs
- Ensuring the optimal match between inventory management approach and the unique needs of each department, specifically, identifying less expensive methods of commodity product replenishment
- Working with a black belt consultant, this team of ED nurses, supply & distribution and administration staff held a Lean Six Sigma Kaizen event to redefine and redesign processes. Their results included:
- Fewer SKUs ordered on a daily basis
- Reduced staff touches
- Elimination of cycle counts within PAR areas
- Elimination of data entry errors
- Reduced nursing time spent on supply management
- Reduced restocking time for staff
- Fewer stock-outs (1.5%)
- Improved cabinet-system compliance (74% to 97%)
- Improved nursing engagement
This presentation is designed to help supply chain leaders in hospitals create effective partnerships with nursing teams, leveraging the unique strengths of both nursing and supply chain leaders in designing systems, and avoiding pitfalls that cause delays in making improvements to your supply management programs.
Overview of Lean and in Supply chain management and Warehouse distribution, identifying the value and NVA steps, streamlining the supply-distribution network to reduce warehouse storage, inventory and lead time
[Note: This is a partial preview. To download this presentation/checklists, visit:
https://www.oeconsulting.com.sg/training-presentations]
This is a set of 5S audit checklists for manufacturing companies and office/service environments.
There are a total of 25 manufacturing-related and 20 office-related evaluation criteria spanning the 5S principles. Each criteria is evaluated against a five-point scale.
The maximum possible score is 100 organized into five scoring bands:
81-100: Excellent
61-80: Good
41-60: Fair
21-40: Poor
1-20: Very Poor
This 5S audit worksheet can be applied generally to all manufacturing and office departments. You may change the audit criteria to suit your specific needs and situation. With the 5S Excel worksheet, you can instantly view your monthly 5S audit results visually with a Radar Chart and a Monthly Trend Chart. The results can be compared between departments and sites.
Start auditing your 5S performance today and map out an actionable plan based on the audit findings!
CONTENTS
1. Summary of 5S Principles
2. 5S Audit Checklist - Manufacturing
3. 5S Audit Checklist - Office / Service
Note: This package consists of a 5S audit checklist in PowerPoint and Excel formats.
Know the Best Cost Reduction & Performance Management StrategiesNext Level Purchasing
You will learn :
1. Learn to Leverage Total Cost to Serve to Pinpoint Cost Reduction Opportunities
2. Understand how Effective Product Development Mechanisms can Yield Cost Reduction
3. Understand how the Balanced Scorecard Methodologies enhance Performance Management Strategies
Overview of Lean Manufacturing and Six Sigma tools, comaprison between Lean Speed and Six Sigma Quality combining Lean with Six Sigma
Overview of DMAIC and SIX SIGMA FORMULA
Join Lean Six Sigma Master Black Belt, Michael Parent, who will explain key Lean principles to reduce downtime, waste, and returns.
This session will help manufacturers understand the processes, principles, and standards they should implement in their facilities to drive continuous improvement.
You will leave this session with applicable information to assess how you are doing today, and what you should focus on to improve your operations in the future (based on the idea, “See a snake, then contain it. Don’t form a committee on snakes.”)
By design, this session will deliver expert knowledge, real-world examples, and action steps you need to build operational excellence.
This PPT makes you aware of the points of operational excellence and how they are helpful in your organizational growth. The strategic trading approach to improve the profitability of your organization. So create standard work for flow easily with operational excellence.
Production for Management Consultants and Business AnalystsAsen Gyczew
This presentation will help you drastically improve your knowledge and skills in optimizing production and operations of any company through a series of practical cases. It is designed for people who want to become consultants, business analysts or have to run and optimize production on a daily bases. In the course you will learn 3 things:
1. How to understand any production or operational activities
2. How to optimize the production and operations in order to get more things done, cheaper at higher quality with less resources
3. Where to look for savings and improvements, how to calculate potential savings in Excel and implement them
The course is based on my 12 years of experience as a consultant in top consulting companies and as a Board Member responsible for strategy, improvement and turn-arounds in biggest companies from FMCG, SMG, B2B sector that I worked for. On many occasions I had to optimize the whole production and operational side of the businesses I was responsible for. On the basis of what you will find in this course I have trained over 100 consultants, business analysts and managers who now are Production Directors, Operational Directors, COO, Investment Directors, Directors in Consulting Companies, Board Members etc.
A real world case study of the results achieved with the implementation of lean manufacturing. Eliminate waste (muda) using lean manufacturing tools. By Jerry Helms, PMP, Non Stop Portals
How to Reduce Changeover Time and Increase ThroughputOH!Manufacturing
Whether choosing iPhones, detergent bottles, industrial motors, or even bread, customers these days want more options than ever before. Marketing and product development departments recognize this and are pushing for more variety and more customization.
Whether you are producing cooking oil, baby oil or motor oil, one matter is constant, if you are trying to implement a quality system; you are competing with other projects for finite corporate resources. One of the most effective ways to compete for those resources and demonstrate project success is to be able to quantitatively demonstrate Return On Investment (ROI).
Louis Halvorsen, CTO, Northwest Analytics, explains how to develop the ROI of quality systems and provide example case studies. He presents:
• How to choose the project justifications that best meet your commercial requirements and to improve your bottom line.
• What are common ROI targets and how may they be adapted to your plant requirements.
• How to quantify ROI.
Quality systems and operations typically deliver substantial cost benefits and rapid returns. Properly done, ROI modeling will not only enable you to obtain the necessary resources to develop your projects, but will also provide an ongoing basis to justify the quality management operations.
Mr. Halvorsen presents three case studies which illustrate how to set up data collection and analysis to successfully demonstrate ROI and provide for continuing reporting.
• An assembly process where management must determine which defects are most amenable to process improvement and will provide the greatest return for the effort.
• A food processor facing product giveaway by overfilling. How can the processor improve the filling performance and calculate the ROI of the effort?
• A high-speed process that makes multiple products has historically required long startup and change-over times to become stable enough for normal production. How can the producer reduce startup time and waste?
Applying SPC to your production process is one of the quickest ways to realize a return from your quality system. SPC-based process improvements reduce variation and make further improvements possible.
View recording at https://www1.gotomeeting.com/register/794616632
This webinar is for you if:
1. Your company’s Supply Chain/Supplier Network has been disrupted by the Covid 19 Pandemic.
2. You are concerned about what’s going to be different in Souring, Procurement and Supply in the near term as the Pandemic plays out.
3. You are looking for specific actions that can be taken now in all scenarios; high demand, flat demand, food supply chain and greatly reduced demand scenarios.
4. Need to identify short-term actions to improve responsiveness to supply challenges and work to bring down costs at the same time.
5. Need to understand your customers’ shifting requirements, the changes coming in what they will value and demand going forward.
Join us as our panel of world-class experts dives into Chief Procurement Office (CPO) Trends, what's coming and how to be ready and adapting to the C-Suite Agenda in 2020 and beyond. We will dive into:
1. What’s trending in all industries for the Chief Procurement Officer and entire Supply Team for your company.
2. Understand the leading-edge opportunities and changes coming at your C-Suite, and how Sourcing and Procurement aligns.
3. Identify emerging trend benefits and returns possible for CPOs and their team in 2020 and beyond.
4. Take away practical tips and strategies from the masters on how to capitalize on trends impacting procurement professionals in every industry.
Top Procurement Challenges Facing Businesses Today and How to Manage ThemNext Level Purchasing
Want to understand the top four challenges for Procurement Professionals in 2020 and beyond.
Gain insights from experts Procurement Professionals can leverage in dealing with the biggest challenges they face.
Learn practical strategies Procurement Pros can leverage to attack Process, Risk & Sustainability, Logistical and Technology adoption challenges in 2020 and beyond.
The Business Case for the Leverage of Strategic Procurement Thinking
1. Meet Organization Goals by Leveraging Expert Procurement Capabilities
2. Realize Enhanced Customer Experience
1. Understand the critical importance of operations models such as the SCOR Framework plays in Effective Supply Chain Leadership
2. Understand the importance of Supply Chain Maturity Models in leading high impact Procurement Operations
3. Explore the correlation between Supply Chain Operational Excellence, NLPA's Body of Knowledge and the must-have Skill Sets of Procurement Leaders of the Future
- Understanding Demand Management Basics
- Planning a Demand Management Process
- Execution of Demand Management
- Conducting a Performance Review of your Demand Management Process (and KPIs)
Understand key reasons for failure in Procurement Projects with a continuum exercise to rate your risk of failure
How to include suppliers a vision of the future
How to create a comprehensive strategy
How to develop an action plan that won’t kill you or your suppliers
Supply Chains around the world are witnessing rapid transformation due to many factors including digitization and cybersecurity. Procurement Professionals as a whole seem to be behind the curve with these trends.
You will learn how the following with impact the Procurement Function:
1. Social Responsibility
2. Digitization
3. Supplier Relationship Management
4. Supply Risk Management
The Procurement Function is a critical component of the modern Supply Chain Mechanism. Effective leadership of the Procurement Function requires many skills and talents which encompasses processes, metrics, technology, people, equipment, and policies to name a few.
You will learn:
1. How to align the Procurement Function to your Corporate Strategic Plan
2. The dynamics of Transformational Leadership
3. How to position and lead the Procurement Function for powerful results
4. The benefit of Collaborative Leadership
There is a major shift in the business operating requirements. This is caused by a critical shift in the mindset of the modern customer, who requires products and services produced in business cultures that are socially responsible.
Procurement and Blockchain? Machine Learning? Virtual Reality? WebinarNext Level Purchasing
The scope of the Webinar?
You will learn: How Blockchain, Machine Learning, and Virtual Reality can enhance the Core Procurement Processes?
How Blockchain, Machine Learning, and Virtual Reality can enhance Collaboration and Competitive Advantage?
How Blockchain, Machine Learning, and Virtual Reality can reduce Supply Chain Risk Factors?
How to communicate the Business Case for Blockchain, Machine Learning, and Virtual Reality?
Understand how to Inventory Management and Control can improve your companies' Bottom Line
Read more: https://www.nextlevelpurchasing.com/procurement-training/courses/inventory-management-and-control
NO1 Uk Black Magic Specialist Expert In Sahiwal, Okara, Hafizabad, Mandi Bah...Amil Baba Dawood bangali
Contact with Dawood Bhai Just call on +92322-6382012 and we'll help you. We'll solve all your problems within 12 to 24 hours and with 101% guarantee and with astrology systematic. If you want to take any personal or professional advice then also you can call us on +92322-6382012 , ONLINE LOVE PROBLEM & Other all types of Daily Life Problem's.Then CALL or WHATSAPP us on +92322-6382012 and Get all these problems solutions here by Amil Baba DAWOOD BANGALI
#vashikaranspecialist #astrologer #palmistry #amliyaat #taweez #manpasandshadi #horoscope #spiritual #lovelife #lovespell #marriagespell#aamilbabainpakistan #amilbabainkarachi #powerfullblackmagicspell #kalajadumantarspecialist #realamilbaba #AmilbabainPakistan #astrologerincanada #astrologerindubai #lovespellsmaster #kalajaduspecialist #lovespellsthatwork #aamilbabainlahore#blackmagicformarriage #aamilbaba #kalajadu #kalailam #taweez #wazifaexpert #jadumantar #vashikaranspecialist #astrologer #palmistry #amliyaat #taweez #manpasandshadi #horoscope #spiritual #lovelife #lovespell #marriagespell#aamilbabainpakistan #amilbabainkarachi #powerfullblackmagicspell #kalajadumantarspecialist #realamilbaba #AmilbabainPakistan #astrologerincanada #astrologerindubai #lovespellsmaster #kalajaduspecialist #lovespellsthatwork #aamilbabainlahore #blackmagicforlove #blackmagicformarriage #aamilbaba #kalajadu #kalailam #taweez #wazifaexpert #jadumantar #vashikaranspecialist #astrologer #palmistry #amliyaat #taweez #manpasandshadi #horoscope #spiritual #lovelife #lovespell #marriagespell#aamilbabainpakistan #amilbabainkarachi #powerfullblackmagicspell #kalajadumantarspecialist #realamilbaba #AmilbabainPakistan #astrologerincanada #astrologerindubai #lovespellsmaster #kalajaduspecialist #lovespellsthatwork #aamilbabainlahore #Amilbabainuk #amilbabainspain #amilbabaindubai #Amilbabainnorway #amilbabainkrachi #amilbabainlahore #amilbabaingujranwalan #amilbabainislamabad
how can i use my minded pi coins I need some funds.DOT TECH
If you are interested in selling your pi coins, i have a verified pi merchant, who buys pi coins and resell them to exchanges looking forward to hold till mainnet launch.
Because the core team has announced that pi network will not be doing any pre-sale. The only way exchanges like huobi, bitmart and hotbit can get pi is by buying from miners.
Now a merchant stands in between these exchanges and the miners. As a link to make transactions smooth. Because right now in the enclosed mainnet you can't sell pi coins your self. You need the help of a merchant,
i will leave the telegram contact of my personal pi merchant below. 👇 I and my friends has traded more than 3000pi coins with him successfully.
@Pi_vendor_247
how to sell pi coins on Bitmart crypto exchangeDOT TECH
Yes. Pi network coins can be exchanged but not on bitmart exchange. Because pi network is still in the enclosed mainnet. The only way pioneers are able to trade pi coins is by reselling the pi coins to pi verified merchants.
A verified merchant is someone who buys pi network coins and resell it to exchanges looking forward to hold till mainnet launch.
I will leave the telegram contact of my personal pi merchant to trade with.
@Pi_vendor_247
The secret way to sell pi coins effortlessly.DOT TECH
Well as we all know pi isn't launched yet. But you can still sell your pi coins effortlessly because some whales in China are interested in holding massive pi coins. And they are willing to pay good money for it. If you are interested in selling I will leave a contact for you. Just telegram this number below. I sold about 3000 pi coins to him and he paid me immediately.
Telegram: @Pi_vendor_247
Turin Startup Ecosystem 2024 - Ricerca sulle Startup e il Sistema dell'Innov...Quotidiano Piemontese
Turin Startup Ecosystem 2024
Una ricerca de il Club degli Investitori, in collaborazione con ToTeM Torino Tech Map e con il supporto della ESCP Business School e di Growth Capital
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
If you are looking for a pi coin investor. Then look no further because I have the right one he is a pi vendor (he buy and resell to whales in China). I met him on a crypto conference and ever since I and my friends have sold more than 10k pi coins to him And he bought all and still want more. I will drop his telegram handle below just send him a message.
@Pi_vendor_247
Introduction to Indian Financial System ()Avanish Goel
The financial system of a country is an important tool for economic development of the country, as it helps in creation of wealth by linking savings with investments.
It facilitates the flow of funds form the households (savers) to business firms (investors) to aid in wealth creation and development of both the parties
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
how to sell pi coins in South Korea profitably.DOT TECH
Yes. You can sell your pi network coins in South Korea or any other country, by finding a verified pi merchant
What is a verified pi merchant?
Since pi network is not launched yet on any exchange, the only way you can sell pi coins is by selling to a verified pi merchant, and this is because pi network is not launched yet on any exchange and no pre-sale or ico offerings Is done on pi.
Since there is no pre-sale, the only way exchanges can get pi is by buying from miners. So a pi merchant facilitates these transactions by acting as a bridge for both transactions.
How can i find a pi vendor/merchant?
Well for those who haven't traded with a pi merchant or who don't already have one. I will leave the telegram id of my personal pi merchant who i trade pi with.
Tele gram: @Pi_vendor_247
#pi #sell #nigeria #pinetwork #picoins #sellpi #Nigerian #tradepi #pinetworkcoins #sellmypi
Empowering the Unbanked: The Vital Role of NBFCs in Promoting Financial Inclu...Vighnesh Shashtri
In India, financial inclusion remains a critical challenge, with a significant portion of the population still unbanked. Non-Banking Financial Companies (NBFCs) have emerged as key players in bridging this gap by providing financial services to those often overlooked by traditional banking institutions. This article delves into how NBFCs are fostering financial inclusion and empowering the unbanked.
The European Unemployment Puzzle: implications from population agingGRAPE
We study the link between the evolving age structure of the working population and unemployment. We build a large new Keynesian OLG model with a realistic age structure, labor market frictions, sticky prices, and aggregate shocks. Once calibrated to the European economy, we quantify the extent to which demographic changes over the last three decades have contributed to the decline of the unemployment rate. Our findings yield important implications for the future evolution of unemployment given the anticipated further aging of the working population in Europe. We also quantify the implications for optimal monetary policy: lowering inflation volatility becomes less costly in terms of GDP and unemployment volatility, which hints that optimal monetary policy may be more hawkish in an aging society. Finally, our results also propose a partial reversal of the European-US unemployment puzzle due to the fact that the share of young workers is expected to remain robust in the US.
what is the future of Pi Network currency.DOT TECH
The future of the Pi cryptocurrency is uncertain, and its success will depend on several factors. Pi is a relatively new cryptocurrency that aims to be user-friendly and accessible to a wide audience. Here are a few key considerations for its future:
Message: @Pi_vendor_247 on telegram if u want to sell PI COINS.
1. Mainnet Launch: As of my last knowledge update in January 2022, Pi was still in the testnet phase. Its success will depend on a successful transition to a mainnet, where actual transactions can take place.
2. User Adoption: Pi's success will be closely tied to user adoption. The more users who join the network and actively participate, the stronger the ecosystem can become.
3. Utility and Use Cases: For a cryptocurrency to thrive, it must offer utility and practical use cases. The Pi team has talked about various applications, including peer-to-peer transactions, smart contracts, and more. The development and implementation of these features will be essential.
4. Regulatory Environment: The regulatory environment for cryptocurrencies is evolving globally. How Pi navigates and complies with regulations in various jurisdictions will significantly impact its future.
5. Technology Development: The Pi network must continue to develop and improve its technology, security, and scalability to compete with established cryptocurrencies.
6. Community Engagement: The Pi community plays a critical role in its future. Engaged users can help build trust and grow the network.
7. Monetization and Sustainability: The Pi team's monetization strategy, such as fees, partnerships, or other revenue sources, will affect its long-term sustainability.
It's essential to approach Pi or any new cryptocurrency with caution and conduct due diligence. Cryptocurrency investments involve risks, and potential rewards can be uncertain. The success and future of Pi will depend on the collective efforts of its team, community, and the broader cryptocurrency market dynamics. It's advisable to stay updated on Pi's development and follow any updates from the official Pi Network website or announcements from the team.
Poonawalla Fincorp and IndusInd Bank Introduce New Co-Branded Credit Cardnickysharmasucks
The unveiling of the IndusInd Bank Poonawalla Fincorp eLITE RuPay Platinum Credit Card marks a notable milestone in the Indian financial landscape, showcasing a successful partnership between two leading institutions, Poonawalla Fincorp and IndusInd Bank. This co-branded credit card not only offers users a plethora of benefits but also reflects a commitment to innovation and adaptation. With a focus on providing value-driven and customer-centric solutions, this launch represents more than just a new product—it signifies a step towards redefining the banking experience for millions. Promising convenience, rewards, and a touch of luxury in everyday financial transactions, this collaboration aims to cater to the evolving needs of customers and set new standards in the industry.
1. Looking beyond Price for Cost Reduction
Webinar
David Millington, M.Sc.QSM, NPDP, CL6σBB, SPP℠, SPSM3®, CM®
Director of Education
2. Scope of Webinar?
You Learn:
Learn how to unmask Non-Value-Added Waste in your Supply Chain
Learn how to quantify the impact of Process Waste to expose Cost
Reduction Opportunities
Learn to leverage Cost Reduction Mechanisms to reduce the Total
Cost of Ownership realize savings far beyond the price you pay for your
raw materials and inputs
Learn the benefit of Collaborating and Partnering with Key Supply
Chain Stakeholders to realize impactful Cost Reduction
3. Rules of Collaboration for Supply Chain Cost Reduction
Be Respectful to the perspective of your colleagues
Practice Effective Listening without interrupting, be approachable, be empathetic
Ask Questions with the honest intent to understand the Interest and Position of
your Colleagues, Stakeholders, Supplies and Customers
Commit to Collaboration and Continuous Improvement, never stop learning from
and improving Business and Supply Chain Dynamics
(Source) SPSM 4 Leadership for Supply Chain Success Course
6. Potentials for Cost Reduction
Suppliers
Inputs
Process
Outputs
Customers……The Muffin
7. Examine your Ordering Process!
Suppliers Inputs, Tools, Triggers X's
Step
Process X's-(high level)
Responsible
for Step
# of
minutes
Customers
Inventory staff, production staff
MRP systems, inventory count sheets,
re-order points, par levels, kanbans
1 Determining a Need
Michael, Cindy,
Jason 18
Whole sale accounts, Inventory
staff, production staff
BOM file, requisition sheets, kanban
cards, inventory management system,
purchase orders, email system, internet
connection
2 Communicating the need Cindy 10
Whole sale accounts, Inventory
staff, production staff
Prioritizing matrix, rush order system,
purchase order 3 Reviewing the need Michael 15
Procurement staff, vendors
Vendor categorization and selection
matrix, vendor scorecard, email system,
Goggle, internet connection 4 Finding potential suppliers Michael 65
Procurement staff, vendors
RFP, RFQ, Negotiation matrix.
5 Conducting bidding and/or negotiation Michael 60
Procurement staff, vendors
Supplier scorecard and selection matrix
6 Selecting a supplier Michael 45
Procurement staff, vendors
Contract management template, risk
management matrix, purchase orders,
email system 7 Formalizing the commitment Michael 45
Procurement staff, vendors
Contract management template,
document storage system, follow-up
checklist, email system, internet
connection 8 Following up Michael 15
Procurement Staff, Account
payable staff
Accounts payable platform, receiving
technology, MRP, email system 9 Closing out the transaction Janice 8
Output - Receipt of raw materials to produce
bread to be consumed by the public. Minutes 281
END Hours 4.7
SIPOC for Purchasing Department at XYZ Bakery
1. Manufacturing process
2. Warehouse operations
process 3. Wholesale
accounts 4. Public
8. Root Cause Analysis
`
ProcessMeasurement
MachinesPeople
No Standard Best Practices
Spaghetti Flows
Lengthy Changeover
Limited ROI Understanding
Lack of Preventative Maintenance
Reactive Maintenance
No Pre-Op Checks on EquipmentRoperto Multitasking
ForSeveral years the Soup Production Process
has delivered product about 40%on time or 55%
below the expectation of its Internal Customer,
the Fill Process.In additional the communication
level from the Soup Production Process to the Fill
Process, has been only about 50% effective, or
50%below the expected level. The negative
FiscalImpact has been about $850,000,
Including several hours per day perperson in
unplanned man hours and downtime.
ProblemStatementLimited Process Benchmarking
Platform not designed for urgency
Limited Process Data and Study
Scheduling without Time Elements
High Failure Rate
Unbalanced Metrics
Environment
PoorWork Station Planning
Lack of Training
Spaghetti Flows
Non Scaling of Recipes
Over processing
Lack of Standardization
Machine abuse
Lack of accountability
PoorMachine design Orics
Humidity in Printers
Limited Visual Controls
Limited Cross Training
limited Line Balancing Between cells
Fearof Change
Limited Error Proofing
MAJOR CAUSE: Lackof Training for
LaborUtilization and Accountability
Lack of accountability
Materials
Lack of accountability Lack of Supplier Accountability
PoorQuality Produce
Missing Out of Stock
Lack of Procurement Accountability/ Planning
Lack of Early Warning of Out of Stock
Where to Look for Cost Reduction?
Systems Thinking
10. Recommended 6 Big Losses Traditional 6 Big Losses #1 Mins Impact #2 Mins Impact Mins Impact Grand Total %
Availability Unplanned Stops Failure Rate (%) 7% 2.1 $20,676 1% 0.1 $2,814 1.1 $50,520 $74,010 2%
Planned stops Setup, CO and Adjustments (Mins.) 12 12 $209,664 12 12 $853,770 12 $853,770 $1,917,204 20%
Performance Small Stops Idling and Minor Stops (Mins.) 31.8 31.8 $500,049 39.3 39.3 $2,516,488 34.3 $2,196,324 $5,212,860 59%
Slow Cycles Reduced Speed (%) 35.7% 3.57 $56,138 4% 0.32 $20,490 0.32 $20,490 $97,119 2%
Quality Production Rejects Process Defects (%) 0.0% 0 $0.00 0.0% 0 $0.00 0 $0.0 $0 0%
Startup Rejects Reduced Yield (%) 1.25% 0.5 $7,862 1.4% 0.3 $19,210 0.3 $19,210 $46,282 1%
50 $794,389 52 $3,412,772 48 $3,140,314 $7,347,475
Run Time Run Time 10 Annual Run Time 8 Annual 12 Annual Grand Total
OEE Dashboard (1hour)
Machine #1 OEE Machine #2 OEE Machine #3 OEE
6 Big Losses in Business
11. New Changeover Process Pilot Test
• New Changeover Test results reveal that we were able to reduce CO
Time from 27.22 minutes to 8 minutes
We are targeting 6 minutes as the new standard
Old
Process
New
Process Reduction
QPM
Orics
Cost
per unit
# of Cos per
week(regular)
# of
operational
weeks per
year
Current
Uptime % Project ed Savings
27.22 8 19.22 28 $1.80 20 52 17% $171,264
Mins Mins Mins
12. Root Cause Analysis Total Targeted Net Savings $198,649
Problem
Statement
Processes Why 1 ? Fill Process is not capable Why 2 ? Because waste is rampant
Why 3 ? Lots of Transportation, Waiting, Motion, Over-processing exist
Why 4 ? Because the Process is designed that way
Why 5 ? Proper Process Design is not part of our culture Root Cause
Why 1 ? Upstream Process is slow Why 2 ? One person is burdened with most of the Technical Work
Why 3 ? No one else can do the bulk of the Technical Work
Why 4 ? They are not trained to do the Technical Work
Why 5 ? No Training based on Process Needs has been done Root Cause
Why 1 ? Orics Changeover Process is slow Why 2 ? The process was not desinged for speed, accuracy, and safety
Why 3 ? We did not know how to design the CO Process for speed
Why 4 ? We were not trained in Process Design
Why 5 ? Proper Process Design is not part of our culture Root Cause
Machines (equipment) Why 1 ? Orics break down too often Why 2 ? Because breakdowns can not be prevented
Why 3 ? We are unable to anticipate breakdowns
Why 4 ? We do not have a method to predict failure
Why 5 ? Predictive Maintenance is not part of our Operational Strategy Root Cause
Why 1 ? All Machines not effectively utilized Why 2 ? Because Changeover is time consuming
Why 3 ? Too much waste in process
Why 4 ? The CO process was not designed for rapid CO
Why 5 ? Proper Process Design is not part of our culture Root Cause
Layout Why 1 ? The layout compromises uptime Why 2 ? Because a great amount of transportation, motion, and congestion exist
Why 3 ? Things are at a distance from the point of use
Why 4 ? The Filling Cells were designed that way
Why 5 ? Proper Process Design is not part of our culture Root Cause
For several years, the uptime on the Filling Machines has been about 60%, or 38% below where it is suppose to be. The negative
annual fiscal impact is around $429,891, including several hours per day per person in unplanned man hours and downtime.
Net Savings $161,384
Net Savings $40,000
Net Savings $4,862
Critical we must schedule Training
13. Spaghetti Analysis for “As is” Changeover Process
Orics Fill and Seal Machine
Cup
Storage
Grease
Packed
Goods
Empty
Racks
Stacking
Table
Hopper
Cup
Dispenser
Control
Panel
Label
Printer
Packed
Goods
Label
Printer
Refuse
Basket
Squeegee,
Shovel
Hand
Sink
Garbage
Can
Barrel
Cart
Barrel
Cart
14. Study Process for Waste
Current State Avg.Labor Rate
# Step
Inventory
Motion
Over
processing
Waiting
Inputs
Distance
Traveled
Action
Internal /
External
StepTotals
%ofTotal
Target
Labor
Cost
1 Open valve to clear line with water 0.05 Kettle 0 ? Internal 0.4 1.3% $0.11
2 Clear collector bin 0.34 Shovel 60 ? External 1.4 5.2% $0.43
3 Wash and sanitize hopper 0.07
Water
hose,
sanitizer 8 Reduce Internal 2.1 7.8% $0.64
4 Release barrels from control panel 0.2
Control
panel 28 Reduce Internal 0.5 1.8% $0.15
5 Remove barrels 0.05 Hands 2 Reduce Internal 0.3 1.1% $0.09
6 Wash barrels 0.07 0.38 Hose 4 Eliminate External 0.9 3.3% $0.27
7 Grease barrels 0.1
Grade
grease,
grease 60 Eliminate External 1.0 3.7% $0.30
8 Calibrate barrels from control panel 0.12
Control
panel 28 Reduce Internal 0.3 1.2% $0.10
9 Reassemble barrels 0.05 Nothing 2 Reduce Internal 1.6 6.0% $0.49
10 Wash hands, change gloves 0.2
Gloves.
Soap,
paper 40 Reduce Internal 2.2 8.1% $0.66
11 Send water and sanitizer at 180 degrees through line Kettle 0 Reduce Internal 5.0 18.4% $0.00
12 Wash the filler heads and tray 0.05 Hose 8 Reduce Internal 3.1 11.2% $0.92
13 Clean floor 0.13 Hose 20 Reduce External 6.3 23.0% $1.88
14 Restock cups 0.08 Cups 80 Reduce External 2.2 8% $0.65
Subtotals 0 1.51 0 0.38 340 $6.67
M inutes M inutes M inutes M inutes Feet
Grand Total
External elements can be performed w hile the process is running. Internal elements can only be performed w hile the process is stopped
Time Elements
Changeover Process for Orics
27.22
$1822-May
At time of CO event
Minutes
NVA- Waste
15. TPM Program Pilot Results after 3 weeks of deployment
85% Reduction
in Time lost to
Failure of our Fillers
18. Soup Server Performance vs Takt Time Requirements, XYZ Cafe
The Store or Team Average is not meeting the Takt Requirement
Line Build ups are the consequence
Jack needs to make biggest improvement
Takt Time Opportunities for Cost Reduction
Bottlenecks
19. Business Process Control Analysis
• The Target area is the Green Zone.
• Values in the Red Zone are Defects and must be Eliminated
• Values in the Yellow Zone must be Monitored and Corrected
Analyze the Causes Waste
20. Soup Serve Process Measurement, Analysis, and $$$, Time Wasted, XYZ Café
Quantify Process Wastes
21. Conduct Cost Benefit Analysis and ROI
Net Savings $1,110,810 $49,070 $1,159,880 $1,110,810
Cost Benefit Analysis Invested Reduced Gained
Net Savings Benefit = Inefficiency Reduction - Improvement Cost
(days)to deploy
Time
Improvement
Cost
Inefficiency
Reduction
Net Savings
BenefitIssues Potential Root Causes Solution CTQ Impact
Machines Fail to work and
stop the line
No Preventative nor Predictive
Maintenance Methodology.
Abuse of Machines
TPM Program is in place starting on
Monday 7/24/2015. The goal is to leverage
TPM to improve our OEE Scorecard.
High 1 $100 $65,000 $64,900
Machines - Bent Kettle Agitator
1. Loading unthawed ingredients
such as ground beef into kettle.
The agitator bladed becomes
bent. 2. Ingredients not
replenished in time to be thawed
before use
Fixing Bent Kettle Agitators. Starting with
Kettle 102..Assuming 10% of Kettles have
impacted residue on kettle walls, and
spend 11 extra minutes to scrub clean
High 14 $15,000 $43,876 $28,876
Process - Soup Changeover
take long time to be execute
1. Not Following Best Practices
2. Spaghetti 3.Platform not
designed for urgency
Reduce Changeover Time impact by
deploying a External Source Continuous
feed of 190 degree water to clean Kettles
High TBD $5,000 $398,073 $393,073
22. $49,070 $1,159,880 $1,110,810
Invested Reduced Gained
Net Savings Benefit = Inefficiency Reduction - Improvement Cost (days)to deploy
Time
Improvement
Cost
Inefficiency
Reduction
Net Savings
BenefitIssues Potential Root Causes Solution CTQ Impact
Machines - Settings Switch on
Kettles not working properly.
On 7/6/2017 Kettle # 203
Agitator does not respond to
"Medium Setting". On 201 the
medium setting is very slow
. 1. Lack of Preventative
Maintenance 2. Reactive
Maintenance
Fixing Kettle Agitator Speed Controls on
#201 and 203
High 14 $1,000 $0 -$1,000
People - Upstream process is
not as quick as it could be
No Training based on process
needs has been done
Reducing Multitasking on Roberto. Hiring
and training an Assistant for him. Cross
High 30 $3,000 $0 -$3,000
People - Only 12.7% Labor
Utilization Ratio
Lack of Training for Labor
Utilization and Accountability
Create, Equip, and Train Two Tactical
Teams to Execute Changeovers in Parallel
from Lane to Lane. Improve the Labor
Utilization Ratio. Train and Direct for Line
Balancing
Critical 10 $2,000 $645,701 $643,701
Layout - High Spaghetti Flows
1. Poor Workstation Planning, 2.
Lack of Training, 3. Leadership
Re-Designing our current Layout to
increase safety and speed in operations.
Medium 30 $1,500 $4,500 $3,000
Measurement - Lost Product
Yields, Lost Production Time
1. Lack of effective measurement
2. Non Scaling of Recipes
Scaling of recipes methodology High 30 $1,000 $0 -$1,000
Measurement - Loss of Time
(sometimes up to 10 minutes
per day) due to QC having to
Check the Temperature on fill
Machine #1
1. Poor Design of the Orics
Machine 2. Poor Requirements
Planning
Deploy a Thermometer on Orics High 1 $470 $2,730 $2,260
Other Fees High $20,000 -$20,000
Totals 130 $49,070 $1,159,880 $1,110,810
(days)to deploy
Time
Improvement
Cost
Inefficiency
Reduction
Net Savings
Benefit
ROI = $24 : $1
Editor's Notes
The Procurement Function is primarily responsible for Suppliers and Inputs
The Procurement Function is primarily responsible for Suppliers and Inputs