ERP is an enterprise-wide software system that integrates various business functions and departments within a company. It helps manage important parts of a business like product planning, purchasing, inventory, order tracking, finances, and human resources. ERP evolved from earlier systems like MRP and MRP II to provide a more centralized and integrated solution. Implementing ERP requires significant planning, resources, and changes to business processes but can improve efficiency, reduce costs, and enhance customer service.
Requirements-driven quality solutions from IBM Rational can help organizations:
1) Collaborate to define requirements early in development to reduce risk and avoid costly mistakes.
2) Automate workflows to accelerate time to market and improve efficiency by reducing manual tasks.
3) Continuously measure and improve processes using data and metrics for objective decision making.
This document discusses best practices for load and performance testing Oracle applications using the Rational Performance Tester extension for Oracle. It provides an overview of Rational Performance Tester and its architecture. It also discusses Oracle applications and modules supported for testing, Oracle application architecture, supported Oracle versions, and how to install and use the Oracle extension for performance testing with sample data and demonstrations.
This document summarizes a presentation on managing requirements across the software development lifecycle. It discusses why specified requirements may not appear in the final product, including poorly defined requirements and failure to track changing requirements. It also covers managing requirements throughout inception, elaboration, construction and transition, and provides tips for stopping requirements from disappearing such as documenting, organizing, and tracing requirements. The presentation agenda includes discussing root causes, requirements across the lifecycle, techniques and a conclusion.
This document provides an overview and agenda for the IBM Rational Software Conference 2009. The conference will focus on enterprise modernization solutions to help organizations reduce application maintenance costs, increase agility, and improve quality. It will also cover IT business transformation solutions to better align IT with business goals and strategies. Additionally, the conference aims to provide insights into solutions for developing complex embedded systems. The document outlines key challenges organizations face with applications, people, and teams that the IBM Rational solutions address.
Passing internal and external audits with reporting and dashboards nov 2011Scott Althouse
Development intelligence provides insights from software development data that help management make better decisions. Without these insights, teams have less visibility into project status and risks, cannot measure and improve processes, and may deliver lower quality software with higher costs that affect company profits. Development intelligence turns data into usable information that supports decision making.
This document discusses transformation design patterns for model-driven development. It introduces model-driven development and model transformations. It then describes several common transformation design patterns: Reference Filter, One to Many, Filling the Gaps, Ask the User, Copy a Reference, and Chain. For each pattern, it provides a problem example, solution strategy, and consequences of the pattern. The patterns provide approaches for relating input and output models in model transformations.
This document summarizes a presentation on overcoming contradictions through improved governance, risk management and compliance. It discusses how effective use of information can help organizations move from a cost center to a business value driver. It also covers how establishing an information agenda and flexible architecture can optimize business performance. Finally, it addresses the need for a control framework with system definition, best practices, interpretation and operations to properly implement performance measurement.
Optimising and prioritising your SDLC using business intelligenceKurt Solarte
This document discusses optimizing and prioritizing a software development lifecycle (SDLC) using business intelligence. It covers the importance of metrics for managing the SDLC, types of metrics that can be collected at different stages, and how Rational tools can be used to capture and report on metrics and indicators of SDLC health. The presentation aims to help understand how measured process improvement can drive business innovation and reduce costs.
Requirements-driven quality solutions from IBM Rational can help organizations:
1) Collaborate to define requirements early in development to reduce risk and avoid costly mistakes.
2) Automate workflows to accelerate time to market and improve efficiency by reducing manual tasks.
3) Continuously measure and improve processes using data and metrics for objective decision making.
This document discusses best practices for load and performance testing Oracle applications using the Rational Performance Tester extension for Oracle. It provides an overview of Rational Performance Tester and its architecture. It also discusses Oracle applications and modules supported for testing, Oracle application architecture, supported Oracle versions, and how to install and use the Oracle extension for performance testing with sample data and demonstrations.
This document summarizes a presentation on managing requirements across the software development lifecycle. It discusses why specified requirements may not appear in the final product, including poorly defined requirements and failure to track changing requirements. It also covers managing requirements throughout inception, elaboration, construction and transition, and provides tips for stopping requirements from disappearing such as documenting, organizing, and tracing requirements. The presentation agenda includes discussing root causes, requirements across the lifecycle, techniques and a conclusion.
This document provides an overview and agenda for the IBM Rational Software Conference 2009. The conference will focus on enterprise modernization solutions to help organizations reduce application maintenance costs, increase agility, and improve quality. It will also cover IT business transformation solutions to better align IT with business goals and strategies. Additionally, the conference aims to provide insights into solutions for developing complex embedded systems. The document outlines key challenges organizations face with applications, people, and teams that the IBM Rational solutions address.
Passing internal and external audits with reporting and dashboards nov 2011Scott Althouse
Development intelligence provides insights from software development data that help management make better decisions. Without these insights, teams have less visibility into project status and risks, cannot measure and improve processes, and may deliver lower quality software with higher costs that affect company profits. Development intelligence turns data into usable information that supports decision making.
This document discusses transformation design patterns for model-driven development. It introduces model-driven development and model transformations. It then describes several common transformation design patterns: Reference Filter, One to Many, Filling the Gaps, Ask the User, Copy a Reference, and Chain. For each pattern, it provides a problem example, solution strategy, and consequences of the pattern. The patterns provide approaches for relating input and output models in model transformations.
This document summarizes a presentation on overcoming contradictions through improved governance, risk management and compliance. It discusses how effective use of information can help organizations move from a cost center to a business value driver. It also covers how establishing an information agenda and flexible architecture can optimize business performance. Finally, it addresses the need for a control framework with system definition, best practices, interpretation and operations to properly implement performance measurement.
Optimising and prioritising your SDLC using business intelligenceKurt Solarte
This document discusses optimizing and prioritizing a software development lifecycle (SDLC) using business intelligence. It covers the importance of metrics for managing the SDLC, types of metrics that can be collected at different stages, and how Rational tools can be used to capture and report on metrics and indicators of SDLC health. The presentation aims to help understand how measured process improvement can drive business innovation and reduce costs.
Jacqueline Samples seeks a role as a PeopleSoft functional/technical consultant. She has over 13 years of experience implementing, upgrading, and providing production support for various PeopleSoft modules. Her experience includes full life cycle implementations, upgrades, production support, and leading EPM budgeting projects. She is proficient in various PeopleSoft modules and technical tools.
The document discusses challenges in software delivery and the need for measurement to improve processes and outcomes. It introduces the IBM Rational Insight solution, which provides integrated lifecycle intelligence through automated collection and analysis of metrics. Rational Insight helps measure performance against business objectives, monitor projects and processes, and facilitate continual improvement through dashboards and reporting.
Innovation and Change At the Speed of Your BusinessExecutive SummitVilla d´EsteIoRobot
This document outlines an executive summit agenda focused on innovation and change at the speed of business. It discusses powerful trends like globalization, new technologies, and increased transparency that are forcing businesses to transform from "built to last" to "built to adapt" models. The SAP platform is presented as enabling this transformation through business network optimization, integrated business processes, analytics, and other benefits. Case studies are used to demonstrate how the SAP platform can create value through improved processes in areas like procurement, order-to-cash, and IT.
The document discusses how companies can embrace change and drive innovation through software. It outlines a 4-phase framework for continuous process improvement using IBM Rational tools. Phase 1 involves establishing business objectives. Phase 2 prioritizes practices and defines an improvement roadmap. Phase 3 accelerates adoption with tools to improve requirements management, architecture, and development alignment. Phase 4 reports on results to identify further improvements. The framework aims to help companies optimize resources, deliver smarter products, and improve profits through incremental capability advances.
The document outlines chapter 1 of an operations management textbook. It includes:
1) An introduction to operations management and the distinction between goods and services.
2) A description of the key functions of operations management including production, organizing production processes, and increasing productivity.
3) An overview of what operations managers do, including basic management functions like planning, organizing, staffing, leading, and controlling.
Opportunities in challenging_times-steve_robinsonIBM
The document summarizes a presentation given at an IBM Rational Software conference in 2009 during challenging economic times. It discusses how customers are focusing on efficiency, stability, and innovation. It also outlines opportunities for IBM Rational in helping customers lower costs through maturity, reuse, and automation while enabling innovation through services, smarter products, and software-enabled capabilities. Cross-sell opportunities within IBM Rational's large customer base are highlighted to pursue new revenue.
This document discusses process performance models and provides a case study. It summarizes:
1) A process performance case study based on 450 project feasibility checks that discusses organizational background, ROI, quality audits, and call/incident center performance.
2) The main steps identified for high maturity process improvement, including building an action plan and services roadmap using CMMI-SVC to manage transformation.
3) A case study on a managed process for innovation that strategizes, captures, formulates, evaluates, defines, selects, and delivers ideas through a multi-step review and approval process.
The document outlines the key topics in Chapter 7 of an operations management textbook, which discusses process strategy. It covers four main process strategies - process focus, repetitive focus, product focus, and mass customization focus. For each strategy, it describes the characteristics including facilities organization, product flows, employee skills required, and comparisons of the strategies. It also discusses tools for process analysis and design, as well as new production technologies. The overall chapter aims to help students understand different process strategies and how to design effective production processes.
Swamy Senthil of Swasen Inc gave a presentation on enterprise applications and recent integration trends. The presentation covered Swasen's expertise in deploying PLM/EA solutions, the evolution of enterprise applications to integrate functions like design, manufacturing, and distribution, and recent trends toward service-oriented architectures and interfaces to allow real-time sharing of business information across systems. The goals were to understand different enterprise application modules, trends in interfacing applications, and facilitate continued learning.
SAP CVN Supply Network Planning - Supply Planning Engine SelectionPlan4Demand
This document summarizes a presentation on supply chain planning given by Plan4Demand Solutions. The presentation covered challenges with supply planning, tools for optimization, and questions. It discussed Plan4Demand's consulting services in supply chain planning areas like demand forecasting and inventory optimization. The presentation also covered supply planning engine selection, change management, and challenges with aligning supply network planning results to master data.
The document summarizes features presented at the IBM Rational Software Conference 2009. It describes enhancements to Rational Team Concert (RTC) that provide improved agile planning, global enterprise readiness, collaborative application lifecycle management (ALM), ecosystem support, and integration with existing environments. Key capabilities include scaling to thousands of users and millions of files, customizable dashboards and reports, risk assessment in planning, and expanded traceability across tools.
Here is a process to minimize material handling costs for arranging 6 departments in a factory layout:
1. Map the material flow between each department pair and estimate the volume of material (Xij) and cost per load (Cij) moved between each pair.
2. Calculate the total material handling cost (MHC) for each possible layout arrangement by summing the costs between each department pair:
MHC = ΣΣ XijCij
3. Try arranging the departments in different layouts that vary the distances between department pairs to minimize the total MHC. For example, arrange departments with the highest material flow closest together.
4. Compare the total MHC for each layout arrangement and select the one with the lowest cost
The document discusses SAP BOM redlining, which allows users to propose changes to bills of materials (BOMs) within SAP. It provides an overview of BOM redlining capabilities in SAP PLM 7.02, including visual indicators of changes, integration with change management processes, status networks, and applying approved changes with a single click. The document also offers guidance on setting up and implementing BOM redlining in a new or existing SAP PLM system.
The document discusses the formation of a Flexible Vinyl Alliance (FVA) to better advocate for the flexible vinyl industry. It notes that while existing trade associations advocate for specific vinyl products, there is no overarching group to coordinate advocacy efforts across the entire industry. The FVA would establish connections between trade groups, producers, and downstream customers. It would be launched in January 2010 and would work to communicate information, coordinate messaging, and respond to legislative issues threatening flexible vinyl products.
Maximizing the Return on Investment (ROI) from eLearningAims Digital
Due to Budgetary constraints ROI has become an important part of eLearning industry. Does your eLearning solution gives you Maximum return on Investment? what are the facts? How you measure it? Check out
This document provides tips for organizations to maximize their return on investment from implementing an ERP system. It recommends establishing the right implementation teams, reviewing business goals, understanding what the software can do, defining processes to improve, considering implementation options, training end users, defining key performance indicators to measure, communicating expectations, measuring ROI after implementation, and continually improving and measuring. Doing these things helps ensure the ERP implementation meets objectives efficiently and that the system's performance is tracked over time.
International Recycling Conference pptGordon Jones
This document summarizes Star Plastics' history and process for recycling electronics waste plastics. It discusses how Star Plastics was established in 1998 as a subsidiary of SDR Plastics to process post-industrial and post-consumer plastic materials. It then outlines Star Plastics' process for recycling electronics waste plastics which involves de-manufacturing electronics, separating plastics, enhancing purity, compounding, pelletizing and packaging recycled plastics. The document identifies several keys to recycling electronics waste plastics including plastic content, contamination issues, regulations that must be met, and factors that affect cost. It concludes by noting Star Plastics' accomplishments in providing certified post-consumer content plastics and closing
Maximizing Your Return on Employee Investment (ROEI)Net at Work
This webinar discussed maximizing return on employee investment (ROEI) through engagement and retention. Engaged employees are more productive, innovative, and loyal. However, good employees often leave due to poor management, lack of career growth, low pay, and insufficient training or recognition. Implementing effective communication, work environment, engagement, recognition, training, and compensation strategies can boost retention. A human resource management system can help by providing information to support workforce decisions and automating processes to enhance the employee experience.
Enterprise Management with Microsoft TechnologiesAmit Gatenyo
This document discusses enterprise management with Microsoft technologies. It summarizes Configuration Manager for automated provisioning and server consolidation through virtualization. It also discusses using Operations Manager for proactive monitoring across platforms to ensure optimal system uptime and performance. Finally, it outlines using Data Protection Manager to provide high availability and business continuity through data replication and recovery capabilities in virtual environments.
Jacqueline Samples seeks a role as a PeopleSoft functional/technical consultant. She has over 13 years of experience implementing, upgrading, and providing production support for various PeopleSoft modules. Her experience includes full life cycle implementations, upgrades, production support, and leading EPM budgeting projects. She is proficient in various PeopleSoft modules and technical tools.
The document discusses challenges in software delivery and the need for measurement to improve processes and outcomes. It introduces the IBM Rational Insight solution, which provides integrated lifecycle intelligence through automated collection and analysis of metrics. Rational Insight helps measure performance against business objectives, monitor projects and processes, and facilitate continual improvement through dashboards and reporting.
Innovation and Change At the Speed of Your BusinessExecutive SummitVilla d´EsteIoRobot
This document outlines an executive summit agenda focused on innovation and change at the speed of business. It discusses powerful trends like globalization, new technologies, and increased transparency that are forcing businesses to transform from "built to last" to "built to adapt" models. The SAP platform is presented as enabling this transformation through business network optimization, integrated business processes, analytics, and other benefits. Case studies are used to demonstrate how the SAP platform can create value through improved processes in areas like procurement, order-to-cash, and IT.
The document discusses how companies can embrace change and drive innovation through software. It outlines a 4-phase framework for continuous process improvement using IBM Rational tools. Phase 1 involves establishing business objectives. Phase 2 prioritizes practices and defines an improvement roadmap. Phase 3 accelerates adoption with tools to improve requirements management, architecture, and development alignment. Phase 4 reports on results to identify further improvements. The framework aims to help companies optimize resources, deliver smarter products, and improve profits through incremental capability advances.
The document outlines chapter 1 of an operations management textbook. It includes:
1) An introduction to operations management and the distinction between goods and services.
2) A description of the key functions of operations management including production, organizing production processes, and increasing productivity.
3) An overview of what operations managers do, including basic management functions like planning, organizing, staffing, leading, and controlling.
Opportunities in challenging_times-steve_robinsonIBM
The document summarizes a presentation given at an IBM Rational Software conference in 2009 during challenging economic times. It discusses how customers are focusing on efficiency, stability, and innovation. It also outlines opportunities for IBM Rational in helping customers lower costs through maturity, reuse, and automation while enabling innovation through services, smarter products, and software-enabled capabilities. Cross-sell opportunities within IBM Rational's large customer base are highlighted to pursue new revenue.
This document discusses process performance models and provides a case study. It summarizes:
1) A process performance case study based on 450 project feasibility checks that discusses organizational background, ROI, quality audits, and call/incident center performance.
2) The main steps identified for high maturity process improvement, including building an action plan and services roadmap using CMMI-SVC to manage transformation.
3) A case study on a managed process for innovation that strategizes, captures, formulates, evaluates, defines, selects, and delivers ideas through a multi-step review and approval process.
The document outlines the key topics in Chapter 7 of an operations management textbook, which discusses process strategy. It covers four main process strategies - process focus, repetitive focus, product focus, and mass customization focus. For each strategy, it describes the characteristics including facilities organization, product flows, employee skills required, and comparisons of the strategies. It also discusses tools for process analysis and design, as well as new production technologies. The overall chapter aims to help students understand different process strategies and how to design effective production processes.
Swamy Senthil of Swasen Inc gave a presentation on enterprise applications and recent integration trends. The presentation covered Swasen's expertise in deploying PLM/EA solutions, the evolution of enterprise applications to integrate functions like design, manufacturing, and distribution, and recent trends toward service-oriented architectures and interfaces to allow real-time sharing of business information across systems. The goals were to understand different enterprise application modules, trends in interfacing applications, and facilitate continued learning.
SAP CVN Supply Network Planning - Supply Planning Engine SelectionPlan4Demand
This document summarizes a presentation on supply chain planning given by Plan4Demand Solutions. The presentation covered challenges with supply planning, tools for optimization, and questions. It discussed Plan4Demand's consulting services in supply chain planning areas like demand forecasting and inventory optimization. The presentation also covered supply planning engine selection, change management, and challenges with aligning supply network planning results to master data.
The document summarizes features presented at the IBM Rational Software Conference 2009. It describes enhancements to Rational Team Concert (RTC) that provide improved agile planning, global enterprise readiness, collaborative application lifecycle management (ALM), ecosystem support, and integration with existing environments. Key capabilities include scaling to thousands of users and millions of files, customizable dashboards and reports, risk assessment in planning, and expanded traceability across tools.
Here is a process to minimize material handling costs for arranging 6 departments in a factory layout:
1. Map the material flow between each department pair and estimate the volume of material (Xij) and cost per load (Cij) moved between each pair.
2. Calculate the total material handling cost (MHC) for each possible layout arrangement by summing the costs between each department pair:
MHC = ΣΣ XijCij
3. Try arranging the departments in different layouts that vary the distances between department pairs to minimize the total MHC. For example, arrange departments with the highest material flow closest together.
4. Compare the total MHC for each layout arrangement and select the one with the lowest cost
The document discusses SAP BOM redlining, which allows users to propose changes to bills of materials (BOMs) within SAP. It provides an overview of BOM redlining capabilities in SAP PLM 7.02, including visual indicators of changes, integration with change management processes, status networks, and applying approved changes with a single click. The document also offers guidance on setting up and implementing BOM redlining in a new or existing SAP PLM system.
The document discusses the formation of a Flexible Vinyl Alliance (FVA) to better advocate for the flexible vinyl industry. It notes that while existing trade associations advocate for specific vinyl products, there is no overarching group to coordinate advocacy efforts across the entire industry. The FVA would establish connections between trade groups, producers, and downstream customers. It would be launched in January 2010 and would work to communicate information, coordinate messaging, and respond to legislative issues threatening flexible vinyl products.
Maximizing the Return on Investment (ROI) from eLearningAims Digital
Due to Budgetary constraints ROI has become an important part of eLearning industry. Does your eLearning solution gives you Maximum return on Investment? what are the facts? How you measure it? Check out
This document provides tips for organizations to maximize their return on investment from implementing an ERP system. It recommends establishing the right implementation teams, reviewing business goals, understanding what the software can do, defining processes to improve, considering implementation options, training end users, defining key performance indicators to measure, communicating expectations, measuring ROI after implementation, and continually improving and measuring. Doing these things helps ensure the ERP implementation meets objectives efficiently and that the system's performance is tracked over time.
International Recycling Conference pptGordon Jones
This document summarizes Star Plastics' history and process for recycling electronics waste plastics. It discusses how Star Plastics was established in 1998 as a subsidiary of SDR Plastics to process post-industrial and post-consumer plastic materials. It then outlines Star Plastics' process for recycling electronics waste plastics which involves de-manufacturing electronics, separating plastics, enhancing purity, compounding, pelletizing and packaging recycled plastics. The document identifies several keys to recycling electronics waste plastics including plastic content, contamination issues, regulations that must be met, and factors that affect cost. It concludes by noting Star Plastics' accomplishments in providing certified post-consumer content plastics and closing
Maximizing Your Return on Employee Investment (ROEI)Net at Work
This webinar discussed maximizing return on employee investment (ROEI) through engagement and retention. Engaged employees are more productive, innovative, and loyal. However, good employees often leave due to poor management, lack of career growth, low pay, and insufficient training or recognition. Implementing effective communication, work environment, engagement, recognition, training, and compensation strategies can boost retention. A human resource management system can help by providing information to support workforce decisions and automating processes to enhance the employee experience.
Enterprise Management with Microsoft TechnologiesAmit Gatenyo
This document discusses enterprise management with Microsoft technologies. It summarizes Configuration Manager for automated provisioning and server consolidation through virtualization. It also discusses using Operations Manager for proactive monitoring across platforms to ensure optimal system uptime and performance. Finally, it outlines using Data Protection Manager to provide high availability and business continuity through data replication and recovery capabilities in virtual environments.
The document discusses various applications for connecting output devices to the ports of an MCS-51 microcontroller. It describes how LEDs, 7-segment displays, LCD displays, transistors, relays, servo motors, and stepper motors can be connected to the ports and controlled through code. The ports each have a corresponding register that is used to send output signals to the devices or read input signals. Proper voltage levels and electrical connections are required to safely interface different devices with the microcontroller ports.
This document discusses ways to achieve cheap high-performance computing (HPC). It describes how graphics processing units (GPUs) can be used for general purpose computing through APIs like CUDA and OpenCL. GPUs have many parallel compute units that can speed up massively parallel problems. The document also discusses using cloud computing resources and Windows HPC Server to harness unused computing power for HPC tasks in a cost effective manner.
The microprocessor is the central processing unit of a microcomputer, fabricated on a very small chip. It acts as the brain of the computer system and has become faster, smaller, and more capable over time. A microprocessor is defined as a CPU contained in a single integrated circuit. Key characteristics of microprocessors include their instruction set, clock speed, word length, and data bus width. Microprocessors provide computers with important advantages of low cost, small size, low power consumption, and versatility.
This document summarizes a presentation by MindQuad Solutions Pvt. Ltd. about Microsoft Dynamics NAV. It introduces MindQuad as a Microsoft Dynamics and Tally ERP partner, then provides an overview of Microsoft Dynamics NAV, including its 80,000 customers worldwide, capabilities across various business functions, and customizable features. It also gives an example of how quality control can be customized in Microsoft Dynamics NAV.
This document discusses the basics of microprocessor systems and their applications. It is divided into sessions. Session 1 covers the basics of computers including components like input/output devices, storage devices, and processing devices. It also discusses memory types, memory units, and generations of computers from vacuum tubes to modern microprocessors. The document lists recommended books and provides a breakdown of marks distribution for the course. It concludes session 1 with an objective test.
This document discusses parallel programming concepts in .NET 4.0 including task parallelism, data parallelism, and coordination data structures. It provides an overview of tasks and task parallelism in .NET 4.0, explaining how to create and start tasks using lambda expressions and delegates. The document also demonstrates continuing tasks by chaining additional actions to run after a task completes.
A lecture slide on the Fetch and Execute Cycle and Machine Cycle Timing Diagrams as outlined from the book Microprocessors and MIcrocomputers by John Uffenbeck
The document discusses establishing an Enterprise Performance Management (EPM) competency center. It outlines that such a center is needed to continuously improve business processes, drive fact-based decisions, and align execution to strategy after ERP/EPM projects. The competency center would oversee areas like business process optimization, data maintenance, management reporting, and continuous user training. It proposes that the center have roles across enabling people, managing processes, and supporting technology to fulfill its goals.
To stay competitive, process manufacturers must continually strive to reduce production and supply chain costs, achieve almost perfect delivery performance, and satisfy an avalanche of customer demands and regulatory requirements. In this webinar, understand how Microsoft Dynamics AX 2012 can help companies to fuel efficiency, reduce risk across the enterprise, meet complex inventory requirements, and respond quickly to changing market conditions.
Hyperion Planning is a centralized planning platform that allows organizations to align strategic, financial, workforce and other specialized plans. It provides key capabilities like centralized management of assumptions, common calculations and allocations. The platform offers integrated reporting, analysis and Microsoft Office integration. It also allows for fast application development and deployment through shared dimensions, rules and lifecycle management tools.
The document discusses the evolution of enterprise resource planning (ERP) systems from the 1960s to present day, how ERP systems address issues related to functional conflicts within organizations by taking a process-oriented view, and the benefits ERP systems provide such as reduced costs, improved productivity, and increased customer satisfaction through tighter integration of business functions.
1) ERP is a fully integrated business management software system that combines various functions of an organization, including logistics, production, finance, accounting, and human resources.
2) ERP evolved from earlier systems like MRP and MRPII that focused mainly on production and inventory management. ERP aims to further integrate all departments and functions of a business.
3) By integrating various functions on a single database, ERP allows for improved information flow, coordinated planning, and optimized use of resources across the entire organization.
Introduction to Microsoft Dynamics NAV 2015
Newly Added features in Microsoft Dynamics NAV 2015
Microsoft Dynamics NAV 2015 Architecture
Role Tailored Microsoft Dynamics NAV 2015
Packaging of functionality in Microsoft Dynamics NAV 2015
Microsoft Dynamics NAV 2015 Starter Pack functionality
Microsoft Dynamics NAV 2015 Extended Pack functionality
Product Capabilities in Microsoft Dynamics NAV 2015
About Microsoft Dynamics NAV
Reverside Business Intelligence and Data Warehousing CapabilityRajib Gupta
This presentation provides a high-level view of Reverside's Business Intelligence and Data Warehousing capabilities and some successful project references.
This document discusses how small businesses can benefit from partnering with CyberOptic Group (CyOp) to implement open source software solutions. It outlines CyOp's services for professional implementation of applications like ERP, CRM, and other enterprise software. Partnering with CyOp allows companies to offer these services and solutions to customers, providing additional revenue streams. The document shares customer success stories and describes CyOp's engagement process, highlighting opportunities for partners.
The document outlines Oracle's general product direction but is intended for information purposes only and does not represent a commitment to deliver functionality. It should not be relied upon for purchasing decisions. Oracle has sole discretion over the development, release, and timing of product features.
THE OPEN SOURCE OPPORTUNITY: Monetizing Open Source Though Partnershipscyberopticgroup
Small businesses struggle with piecing together disparate systems from multiple vendors, costing time and money and inhibiting productivity. Open source software provides an opportunity for partners to help small businesses implement enterprise-class open source applications and gain significant revenue through professional services. The document outlines CyOp's value proposition as a partner that can implement and support open source applications both on-premises and in the cloud to address small business needs without vendor lock-in.
Best ERP Software Company in Delhi, NCRDennis Mark
Our ERP solutions simplify key business operations whilst improving operational efficiency. Our web based ERP solution in India consists of several key modules such as finance/accounting, sales/marketing, purchase, inventory and much more making it a perfect pick for businesses involved in diverse industry verticals in whole India. For more details please visit our website www.brinnam.com
Learn about the features, differences and future of Cognos IBM’s two planning products: EP and TM1. View the video recording and download this deck: http://www.senturus.com/resource-video/ibm-cognos-enterprise-planning-version-10-beyond/.
Topics include:
- EP's latest enhancements
- EP's support plan for the future
- Comparison of EP and TM1
- Trimble Navigations, a Cognos EP customer, speaks about the company’s TM1 pilot
Senturus, a business analytics consulting firm, has a resource library with hundreds of free recorded webinars, trainings, demos and unbiased product reviews. Take a look and share them with your colleagues and friends: http://www.senturus.com/resources/.
SAP Business One is an ERP software designed for small and medium businesses to help manage key business areas like accounting, finance, purchasing, inventory, and reporting. It provides visibility across a business and control over operations. Some advantages include flexibility to customize rules and various analytical features to evaluate performance and make decisions. Implementation has high upfront costs but supports development of small and large businesses. While powerful, SAP is complex to implement fully. Oracle is a database management system rather than an ERP solution, and has lower implementation costs than SAP. The conclusion is that SAP provides an enterprise solution while Oracle a data solution, and the best choice depends on requirements and budget.
Velcom ERP IT Sourcing Pvt Ltd is an independent ERP consulting and talent sourcing company with over 2000 person-months of experience implementing ERP, SCM, CRM and BI projects. It assists clients in selecting vendors and implementing ERP solutions to minimize risks and maximize success. Velcom has expertise in solutions from SAP, Oracle, Microsoft and others and helps clients achieve their goals on time and under budget.
The document discusses the key capabilities and needs of an Executive Information System (EIS), including consolidating data from multiple sources, capturing human feedback, correlating and analyzing data, providing visibility into key performance indicators (KPIs) through reporting and dashboards, and acting as a repository for performance data. It also outlines common issues with EIS solutions such as patchwork systems and rigid implementations. Additionally, it presents an ideal development approach for an EIS that allows for rapid, low-cost, and adaptable implementations without heavy reliance on IT resources. Finally, examples are provided of how the AMI approach can dramatically reduce development time and costs for sample EIS solutions in project management and auditing/compliance.
The document provides an overview of ERP systems and their relevance for manufacturing industries. It discusses Velcom, an ERP consulting company, and the services they provide. The key benefits of ERP systems for manufacturers include streamlining processes, improving visibility and decision making, enhancing customer satisfaction, and reducing costs. Common challenges include limited customization and high switching costs once established. The document outlines the project phases and critical success factors for successful ERP implementation.
Group C6 consists of 6 students: Anand P, Irshad Anwar, Mohamed Anas, Prabhu P, Ram Kumar V, and Shyam Prasath B.
SAP is a German multinational software corporation that makes enterprise software to manage business operations and customer relations. It is the largest business software company in the world. To foster innovation, SAP adopted new strategies like establishing co-CEOs, acquiring companies, developing products faster, and simplifying processes using Lean principles. These changes helped SAP adapt to new technologies and business models to remain competitive.
This document summarizes a presentation on adopting an agile approach to requirements for complex systems and distributed teams. It discusses using a product backlog, user stories, use cases and scenarios to understand desired outcomes. It also covers exploring solutions through visualization, prototyping, and reviews. The presentation emphasizes using the right level of detail for requirements and a blend of techniques including backlogs, models, prototypes and specifications.
Microsoft Dynamics NAV iBuild™ seamlessly integrates all departments of a company to enhance productivity and maximize efficiency while maintaining a familiar and user friendly environment.
Microsoft Dynamics NAV iBuild™ centralize your critical estimating, sales, project management, workforce management, and financial information to help you better control budgets, schedules, operations, customer relationships, and the profitability… it is also easy to customize, learn, and implement. It includes a fully customizable reporting module.
This document provides an overview of a proposal from Blue-Crow to provide a diagnostic management information system (MIS) reporting solution for Nuffield Diagnostics. It outlines Blue-Crow's background and experience, the proposed scope and timeline of the project, pricing details, and next steps. The key aspects of the proposal include a phased delivery approach over 6 months, capturing business requirements, designing and implementing the reporting solution using Business Objects tools, and training end users. Risks around dependencies on other systems and availability of data are also acknowledged.
2. What is ERP?
ERP is a multi-module application software that
helps a company manage the important parts
of its business.
2
David O Campbell, Jr
Business Transformation Solutions
3. The Evolution of ERP ERP
Enterprise 1
Resource 9
Planning 9
0
s
MRP II
Manufacturing 1
Resource 9
Planning 8
0
s
MRP
1
Material 9 Integrated
Requirements
Planning 7 Closed Loop
0 Closed Loop Planning
s Planning
Linear Planning
3
David O Campbell, Jr
Business Transformation Solutions
4. What does ERP do?
ERP helps businesses with:
• Product Planning • Providing Customer
• Parts Purchasing Service
• Managing Inventories • Tracking Orders
• Interacting with • Company Finances
Suppliers • Human Resource
Management
4
David O Campbell, Jr
Business Transformation Solutions
5. How does ERP work?
• ERP centralizes all of the Enterprise information
• It eases the exchange of data among corporate
divisions
• Unites all major business practices
• Runs on multiple platforms – AS/400, Unix, client/
server networks
• PC’s are connected to more powerful computers
that feed them data
• Each module works separately performing specific
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6. ERP Module Examples
1. Order Entry modules converts a customer’s
purchasing requirement into terms that allows ERP to
track it through the sales order fulfillment process.
2. Master Schedule modules provides visibility of future
load, inventory investment, production, and delivery
commitments. ERP (via MRP) checks the
3. BOM module for each part's specific characteristics
necessary for planning, scheduling, and purchasing.
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7. ERP Module Examples (cont’d)
4. Inventory-management module captures
information needed to provide analysis of inventory
as it pertains to turnover ratios, accuracy, excess
and obsolescence and transaction activity for
inventory investment.
5. Shop floor module uses production work orders,
manages the input of the workload to the shop floor.
This application includes the flexibility to change a
production work order's start date, due date, bill of
material, routing, and quantity.
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8. ERP by Example (cont’d)
6. Cost Accounting module provides the cost
calculations and summary information for accurate
manufacturing and accounting management for
product costs.
5. Purchasing module provides control of
requisitioning, purchase order issuance, and
receipts tracking. Purchase Order’s manages
critical purchasing information necessary to make
important management decisions.
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9. What’s the big deal?
• Cuts production and inventory costs
• Improves customer service
• Plans and forecasts product demand
• Improves cost allocation
• Measures and accounts for product waste
• Ensures the required materials are available
when needed
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10. Investment Justification
• Plants become more efficient
• Increased delivery/performance
• Reduced lead times
• Increased inventory accuracy
• Reduced work-in-process inventory
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11. Business Risks
• High initial investment ($100M for large
companies is common)
• Uncertainties (software)
• Employees are given much greater
responsibilities
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12. Long-term/Short-term Cost Factors
• Implementation costs
• Consultant and internal costs
• Maintenance costs
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13. ERP’s Impact on Industry
• Lowers total costs in complete supply chain
• Shortens throughput times
• Reduces stock to a minimum
• Enlarges product assortment
• Improves overall product quality
• Increases reliability of delivery dates
• Improves customer service
• Coordinates demand, supply and production
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14. Where do you get ERP?
Some of the sources of ERP software are:
• SAP • J.D.Edwards
• ERPLX • Microsoft
• ERP/LN • IBM
• Oracle • Many smaller
• People-Soft companies
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15. How is ERP implemented?
Who is responsible?
When can it be done?
Where are we now?
Where are we going?
Where do we start?
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16. Who’s responsible for implementation?
Implementation Team Leaders/Members
•Project leader (IS Department)
•Module/Phase leaders (subject area experts)
•Individual team members
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17. When can implementation be done?
• Establishing a Project Plan
– Designs the implementation process.
– Resources are identified.
– Implementation team is selected and task
allocated.
– Special arrangement for contingencies.
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18. Where are we now? (pre-ERP)
Software Hardware Personnel
–MRP/MRPII –Mainframe
–Other –Client server
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19. Where are we going? (post-ERP)
Expected Benefits
–Improved process flow
–Reduced Inventories
–Better data and analysis
–Better customer information
–Improved margins
–Others
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20. What is really needed?
• Module Selection/Priority
• Full or Partial Implementation?
– Must have
– Want
– Do not need
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21. Where do we start?
• Pre evaluation Screening
• Evaluation Package
• Project Planning
• GAP analysis
• Reengineering
• Team training
• Testing
• Post implementation
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22. Pre-selection Process
Package Evaluation
Project Planning
Gap Analysis Reengineering Configuration
Implementation Team
Testing End- user Training
Training
Going Live
Post – implementation
Phase
ERP implementation Life Cycle 22
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23. Pre evaluation screening
• Decision for perfect package
• Number of ERP vendors
• Screening eliminates the packages that are not at
all suitable for the company’s business processes.
• Selection is done on best few package available.
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24. Package Evaluation
• Package is selected on the basis of different
parameter.
• Test and certify the package and also check the
coordination with different department
• Selected package will determine the success or
failure of the project.
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25. Cont.
• Package must be user friendly
• Regular up gradation should available.
• Cost
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26. Project planning
• Designs the implementation process.
• Resources are identified.
• Implementation team is selected and task allocated.
• Special arrangement for contingencies.
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27. Gap analysis
• Most crucial phase.
• Process through which company can create a
model of where they are standing now and where
they want to go.
• Model help the company to cover the functional gap
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28. Reengineering
• Implementation is going to involve a
significant change in number of employees
and their job responsibilities.
• Process become more automated and
efficient.
• New procedures are established as need.
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29. Team Training
• Takes place along with the process of
implementation.
• Company team members are trained to become
the trainer’s.
• Employee become self sufficient to maintain
system the consultant have left.
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30. Testing/Prototyping
• This phase is performed to find the weak links so
that it can be rectified before its implementation.
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31. ERP Implementation Factors (cont’d)
• System Links
– Resource Linking
– Customer Satisfaction
• Limitations
– Policies and Procedures
– Pay Back Period
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32. Management Requirements
• Commitment
• Global Readiness
• Project Plan
• Clear Milestones
• Training
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33. What’s the catch?
• High cost of implementation
• Difficult to measure return
• “Betting the company”
• Political & sociological impact
• Over dependence on vendors or consultants
• Success is highly dependent on commitment
from upper management
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34. Measuring ERP’s Performance
• Decrease data entry
• Decrease IS overhead - one system vs. many
• Centralize information for decisions
• Decrease WIP inventory
• Decrease delivery cycle
• Increase profit margin
• Increase customer satisfaction and loyalty
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35. Measuring ERP’s Performance
• Average transaction time
• Interface complexity - “number of screens”
• Availability (uptime)
• Performance metrics - “on time delivery”
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36. How does ERP affect the customer?
• Reduces errors in ordering, billing, shipping
• Decreases lead time
• Increases quality
• Includes the customer in the process -
“Extranets”
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37. The Big IF for ERP
IF you have...
• ERP solvable process efficiency problems
• Commitment of Upper Management
• Commitment of Middle Management
• Solid Strategy & Thorough Design
• Financial, Technological & Human Resources
…then ERP may pay off big for your organization.
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38. About Presenter
Dave is the founder of Business Transformation Solutions and has more than 35 years of
practical experience in manufacturing, supply chain (23 yrs) and ERP consulting (12 yrs).
He has worked in Ecuador, Venezuela, American Samoa, Canada, as well as in the United
States in a variety of industries: Aerospace & Defense, Food & Beverage, Pharmaceutical,
Consumer Packaging Products, Welding Consumables Products, Wire/Cable (Consumer
& industrial), and Rail-Related Products in high-volume, make to order, and job-shop
environments.
As an industry expert he has spoken on Business Process Improvement, Change
Management, Business Process Redesign, and Operations Revitalization and has published
articles on these topics.
During his career in manufacturing and supply chain he has worked closely with many
educational intuitions. In 1994 he participated in a case study conducted by the
Massachusetts Institute of Technology (MIT) called Lean Aircraft Initiative.
Dave received his B.S. in Business Management from the New York State University at
Old Westbury. As an active member of the NYC-LI Chapter of APICS since 1978. He
has served on the Board of Directors in multiple positions and two terms as its president.
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