This document discusses a course on innovating business processes. It covers various topics:
- Definitions of innovation and different types of innovation like sustaining and disruptive innovation. Mid-level managers play a key role in innovation.
- Capabilities required for innovation including resources, processes, values which evolve over time. Tactics like using heavyweight teams must fit an organization's needs.
- Process innovation versus improvement and degrees of change. Managing a portfolio of business process innovation projects.
- Building innovation capabilities within an organization through leadership, structures, and employee engagement. Relating innovation and improvement models.
Leading Innovation: Insights From the Real World AchieveGlobal
This research was conducted with leaders from organizations with a proven track record of innovation success. The report sheds light on the critical issues surrounding innovation and the implications for organizations.
The document summarizes an experiment conducted by a company to implement agile practices between its business operations, marketing, and development teams. A single "value team" was created with two tracks - a discovery team comprising business operations, marketing, and SEM/SEO members, and a delivery team of developers. The discovery team used agile processes like daily standups, retrospectives, and backlog grooming. They mapped business goals, options, and actions on a kanban board. Successes included improved collaboration and knowledge sharing, but challenges included slow perceived progress and difficulties with self-organization and too many tools.
This document discusses the relationship between Six Sigma and innovation. It notes that while Six Sigma focuses on efficiency, process improvement, and minimizing risk, innovation focuses on developing new ideas, taking risks, and operating outside the box. The document advocates that both are needed for business success but can compete against each other. It provides examples of how some companies have struggled by focusing too much on one over the other. The document concludes that the ideal is to integrate Six Sigma and innovation so that process excellence drives sustainable growth and new opportunities.
Business agility is now widely seen as an important collection of principles, values and practices that together help organisations and the people within them to thrive in a VUCA world. In this interactive workshop from the Association of Business Mentors 2018 London Conference, Geof introduces and explores the key elements of business agility thinking and how to apply it in the way you coach, mentor and advise your clients.
This document outlines an approach to improving organizational innovation called Organizational Design for Innovation (ODI). ODI applies principles of creative problem solving to assess an organization's current innovation capabilities, design improvements, and mobilize changes. The three phases of ODI - Assess, Design, and Mobilize - correspond to the three phases of the creative problem solving framework. ODI involves analyzing innovation processes and culture, identifying gaps through stakeholder interviews, researching best practices, and developing new roles, structures, and transition plans to close gaps and achieve innovation goals.
Slides of the 'deep' talk presented @ Agile O'Day 2017 #agileoday on the topic of "Business Agility" - Business agility is the "ability of a business system to rapidly respond to change by adapting its initial stable configuration”
This presentation provides an exective overview of how to plan and implement lean improvements in manufacturing. It identifies and discusses the seven elements considered critical to lean implementation success.
Leading Innovation: Insights From the Real World AchieveGlobal
This research was conducted with leaders from organizations with a proven track record of innovation success. The report sheds light on the critical issues surrounding innovation and the implications for organizations.
The document summarizes an experiment conducted by a company to implement agile practices between its business operations, marketing, and development teams. A single "value team" was created with two tracks - a discovery team comprising business operations, marketing, and SEM/SEO members, and a delivery team of developers. The discovery team used agile processes like daily standups, retrospectives, and backlog grooming. They mapped business goals, options, and actions on a kanban board. Successes included improved collaboration and knowledge sharing, but challenges included slow perceived progress and difficulties with self-organization and too many tools.
This document discusses the relationship between Six Sigma and innovation. It notes that while Six Sigma focuses on efficiency, process improvement, and minimizing risk, innovation focuses on developing new ideas, taking risks, and operating outside the box. The document advocates that both are needed for business success but can compete against each other. It provides examples of how some companies have struggled by focusing too much on one over the other. The document concludes that the ideal is to integrate Six Sigma and innovation so that process excellence drives sustainable growth and new opportunities.
Business agility is now widely seen as an important collection of principles, values and practices that together help organisations and the people within them to thrive in a VUCA world. In this interactive workshop from the Association of Business Mentors 2018 London Conference, Geof introduces and explores the key elements of business agility thinking and how to apply it in the way you coach, mentor and advise your clients.
This document outlines an approach to improving organizational innovation called Organizational Design for Innovation (ODI). ODI applies principles of creative problem solving to assess an organization's current innovation capabilities, design improvements, and mobilize changes. The three phases of ODI - Assess, Design, and Mobilize - correspond to the three phases of the creative problem solving framework. ODI involves analyzing innovation processes and culture, identifying gaps through stakeholder interviews, researching best practices, and developing new roles, structures, and transition plans to close gaps and achieve innovation goals.
Slides of the 'deep' talk presented @ Agile O'Day 2017 #agileoday on the topic of "Business Agility" - Business agility is the "ability of a business system to rapidly respond to change by adapting its initial stable configuration”
This presentation provides an exective overview of how to plan and implement lean improvements in manufacturing. It identifies and discusses the seven elements considered critical to lean implementation success.
This document discusses business agility and agile approaches. It defines business agility as the ability of a business system to rapidly respond to change. It discusses agile delivery approaches like iterative models and fast fashion. It covers creating a vision using lean startup and business model canvases. It also discusses agile organization structures like cross-functional teams and frameworks like Scrum and SAFe. Finally, it summarizes how agile leads to changes like shorter cycle times, incremental investments, and a focus on customer value.
Know about the Lean common mistakes for a cultural change, and the Toyota Way model for the Lean Transformation, see a case example and some systems explanations.
The document discusses innovation strategies of leading companies in software, internet, and other industries. It finds that these companies adopt radical approaches across the innovation value chain, such as allowing employees to spend 20% of work time on their own projects, using external ideas through open innovation, and rapid prototyping and beta testing. The document also notes that while Norwegian CEOs recognize the need to improve innovation performance, their companies face challenges across the innovation process from idea generation to implementation and measurement of impact. It concludes that organizations must master dimensions like culture, collaboration, processes, resources, and performance tracking to strengthen their innovation capabilities.
The document discusses lean transformation and the lean global network. It provides:
1) An overview of the Lean Global Network which is a network of institutes working to bring lean thinking and practices to their countries to improve organizational performance, raise living standards, and enable more fulfilling work.
2) A model for lean transformation which involves aligning an organization's purpose, processes, and people development to create value. It emphasizes clear communication of purpose, continuous process improvement, and building capabilities.
3) Questions organizations should consider around clearly defining their purpose and problem to solve, improving processes, developing employee capabilities, exhibiting the right leadership behaviors, and assessing underlying assumptions.
Enterey Overview 2012 V6 Tt August 2012 Final Blue Backgroundrjohnston2268
Enterey Life Sciences Consulting founder Mike Ferletic former Ernst & Young Consulting felt he understood what the market was asking for -- Big 5 level consulting at an affordable cost to our clients.
A Holistic Approach to Problem Solving
Sustainable Results with True ROI
Life Sciences Focused
This is a capability introduction document for Continuous Improvement and Innovation By Alan Cay Culler and Richard W. Taylor of the Results-Alliance LLC
Operational excellence through lean & six sigmaHarsh Upadhyay
Operational excellence focuses on continuous improvement through lean, six sigma and lean six sigma approaches. It aims to optimize processes by focusing on customer needs and empowering employees. Caterpillar deployed lean six sigma across 27 business units to regain industry leadership. PASCO trained employees in lean six sigma to drive a culture change and focus on high potential markets and product innovation. ScottishPower used lean six sigma to improve customer service and sales operations to increase its market share.
The document discusses facilitating innovation, leadership, and strategy through agile practices. It summarizes that companies must constantly adjust to volatility, uncertainty, complexity and ambiguity pressures from their environment. It then describes how technologies can disrupt business models and the five domains they impact. The rest of the document outlines the speaker's services which include workshops and coaching to help organizations and individuals improve performance in innovation, leadership and strategy through agile principles.
Six Sigma and Innovation, Coexist vs. Compete (iNugget Issue Jul 21 - Aug 1, ...APEX Global
An age-old topic that still attracts significant attention and debate is the comparison of six sigma and innovation.
Are these are conflicting schools of thought? Can they actually co-exist and complement each other under one roof? Here is our perspective - a quick dive into why this topic still gets process improvement folks on their toes and what best-in-class companies have done with these models.
Lean thinking is a business methodology that aims to provide a new way to think about how to organize human activities to deliver more benefits to society and value to individuals while eliminating waste.
Jude Horrill is a consultant who helps organizations adopt an agile mindset and way of working. Agility is needed to manage constant change, reduce risks, and engage new generations of employees and customers. Traditional command-and-control leadership is no longer effective in today's networked world. An agile mindset focuses on collaboration, adaptability, facilitating change, and viewing the organization as part of a wider ecosystem. Agile leadership fosters experimentation, continuous learning, and a culture of respect, transparency and trust. Implementing agile practices is less important than developing an agile mindset across the organization.
This document provides an overview of an agenda for a conference panel on agile frameworks. It lists several popular agile frameworks like Scrum, SAFe, Lean, Kanban, and others. For each framework, it provides a brief description of its characteristics and when it may be a good choice. It also discusses different agile houses or tribes that use variations of these frameworks. Finally, it introduces the panelists who will discuss customer and business drivers of agile adoption.
This document proposes a model for structuring innovation within companies. It summarizes research on how companies approach innovation and highlights some key insights. The model suggests that companies structure innovation around the phases of identification, development and commercialization, as the skill sets needed for each differ. It also recommends separating radical and incremental innovation efforts, as the sources and risks involved are very different. Establishing spin off or isolated groups may help identify disruptive innovations that challenge a company's existing competencies.
The document discusses the importance of innovation for organizational change and success, noting that innovation happens through creative collaboration, idea generation tools, and an idea management system to evaluate ideas, with management playing a key role in establishing an innovative culture and powering the corporate innovation machine.
How to Introduce Operational Excellence in your Organisation?Tina Arora
This presentation will help you present to the management the need and benefits of introducing Operational Excellence as a department in your Organisation.
It can be modified to suit the advocacy in any industry - be it Financial services, BPO, LPO, KPO, Domestic call centres, Manufacturing, Consumer Goods, Retail, etc.
What is the best Agile Adoption or Agile Transformation organization and team structure and the talent needed to successfully implement Agile across the company? Is there a best approach?
The GE WorkOut process is a method used to streamline processes, eliminate non-value added work, quickly identify and meet new business initiatives, and build an empowered workforce. It involves cross-functional teams analyzing problems and developing recommendations to meet goals set by leadership. The process has key elements of bottom-up idea generation by those closest to the work, followed by top-down approval and implementation of solutions within 90 days. When implemented successfully, it can help organizations become more efficient and responsive to changing market conditions.
Agile Organization can be summarized in 3 sentences:
The document discusses an agile organization and describes it as having an added value orientation, being a solution provider rather than standalone service provider, and relying on open innovation, agile architecture, craftsmanship, and agile management to continuously provide high quality solutions with short processing times.
The document provides an introduction to agile project management. It discusses why agile project management is needed due to increased consumer expectations and work pressures. It then defines what agile project management is, covering the history and key principles of agile methodology. The rest of the document outlines an agenda for managing agile projects, discussing practices like using organic self-organizing teams, establishing a guiding vision, implementing simple rules, and providing open information.
Managing Director Dr. Giordano Koch shows how to run successfull innovation labs and how to integrate them into a longterm innovation strategy for businesses.
Presentation provided at the Enterprise Connect WIIN workshop series titled Business Model Innovation > New Value. Questions regarding this presentation should be directed to Marcus Tarrant, Managing Director, Mission HQ at marcus.tarrant(AT)missionhq.com.au
This document discusses business agility and agile approaches. It defines business agility as the ability of a business system to rapidly respond to change. It discusses agile delivery approaches like iterative models and fast fashion. It covers creating a vision using lean startup and business model canvases. It also discusses agile organization structures like cross-functional teams and frameworks like Scrum and SAFe. Finally, it summarizes how agile leads to changes like shorter cycle times, incremental investments, and a focus on customer value.
Know about the Lean common mistakes for a cultural change, and the Toyota Way model for the Lean Transformation, see a case example and some systems explanations.
The document discusses innovation strategies of leading companies in software, internet, and other industries. It finds that these companies adopt radical approaches across the innovation value chain, such as allowing employees to spend 20% of work time on their own projects, using external ideas through open innovation, and rapid prototyping and beta testing. The document also notes that while Norwegian CEOs recognize the need to improve innovation performance, their companies face challenges across the innovation process from idea generation to implementation and measurement of impact. It concludes that organizations must master dimensions like culture, collaboration, processes, resources, and performance tracking to strengthen their innovation capabilities.
The document discusses lean transformation and the lean global network. It provides:
1) An overview of the Lean Global Network which is a network of institutes working to bring lean thinking and practices to their countries to improve organizational performance, raise living standards, and enable more fulfilling work.
2) A model for lean transformation which involves aligning an organization's purpose, processes, and people development to create value. It emphasizes clear communication of purpose, continuous process improvement, and building capabilities.
3) Questions organizations should consider around clearly defining their purpose and problem to solve, improving processes, developing employee capabilities, exhibiting the right leadership behaviors, and assessing underlying assumptions.
Enterey Overview 2012 V6 Tt August 2012 Final Blue Backgroundrjohnston2268
Enterey Life Sciences Consulting founder Mike Ferletic former Ernst & Young Consulting felt he understood what the market was asking for -- Big 5 level consulting at an affordable cost to our clients.
A Holistic Approach to Problem Solving
Sustainable Results with True ROI
Life Sciences Focused
This is a capability introduction document for Continuous Improvement and Innovation By Alan Cay Culler and Richard W. Taylor of the Results-Alliance LLC
Operational excellence through lean & six sigmaHarsh Upadhyay
Operational excellence focuses on continuous improvement through lean, six sigma and lean six sigma approaches. It aims to optimize processes by focusing on customer needs and empowering employees. Caterpillar deployed lean six sigma across 27 business units to regain industry leadership. PASCO trained employees in lean six sigma to drive a culture change and focus on high potential markets and product innovation. ScottishPower used lean six sigma to improve customer service and sales operations to increase its market share.
The document discusses facilitating innovation, leadership, and strategy through agile practices. It summarizes that companies must constantly adjust to volatility, uncertainty, complexity and ambiguity pressures from their environment. It then describes how technologies can disrupt business models and the five domains they impact. The rest of the document outlines the speaker's services which include workshops and coaching to help organizations and individuals improve performance in innovation, leadership and strategy through agile principles.
Six Sigma and Innovation, Coexist vs. Compete (iNugget Issue Jul 21 - Aug 1, ...APEX Global
An age-old topic that still attracts significant attention and debate is the comparison of six sigma and innovation.
Are these are conflicting schools of thought? Can they actually co-exist and complement each other under one roof? Here is our perspective - a quick dive into why this topic still gets process improvement folks on their toes and what best-in-class companies have done with these models.
Lean thinking is a business methodology that aims to provide a new way to think about how to organize human activities to deliver more benefits to society and value to individuals while eliminating waste.
Jude Horrill is a consultant who helps organizations adopt an agile mindset and way of working. Agility is needed to manage constant change, reduce risks, and engage new generations of employees and customers. Traditional command-and-control leadership is no longer effective in today's networked world. An agile mindset focuses on collaboration, adaptability, facilitating change, and viewing the organization as part of a wider ecosystem. Agile leadership fosters experimentation, continuous learning, and a culture of respect, transparency and trust. Implementing agile practices is less important than developing an agile mindset across the organization.
This document provides an overview of an agenda for a conference panel on agile frameworks. It lists several popular agile frameworks like Scrum, SAFe, Lean, Kanban, and others. For each framework, it provides a brief description of its characteristics and when it may be a good choice. It also discusses different agile houses or tribes that use variations of these frameworks. Finally, it introduces the panelists who will discuss customer and business drivers of agile adoption.
This document proposes a model for structuring innovation within companies. It summarizes research on how companies approach innovation and highlights some key insights. The model suggests that companies structure innovation around the phases of identification, development and commercialization, as the skill sets needed for each differ. It also recommends separating radical and incremental innovation efforts, as the sources and risks involved are very different. Establishing spin off or isolated groups may help identify disruptive innovations that challenge a company's existing competencies.
The document discusses the importance of innovation for organizational change and success, noting that innovation happens through creative collaboration, idea generation tools, and an idea management system to evaluate ideas, with management playing a key role in establishing an innovative culture and powering the corporate innovation machine.
How to Introduce Operational Excellence in your Organisation?Tina Arora
This presentation will help you present to the management the need and benefits of introducing Operational Excellence as a department in your Organisation.
It can be modified to suit the advocacy in any industry - be it Financial services, BPO, LPO, KPO, Domestic call centres, Manufacturing, Consumer Goods, Retail, etc.
What is the best Agile Adoption or Agile Transformation organization and team structure and the talent needed to successfully implement Agile across the company? Is there a best approach?
The GE WorkOut process is a method used to streamline processes, eliminate non-value added work, quickly identify and meet new business initiatives, and build an empowered workforce. It involves cross-functional teams analyzing problems and developing recommendations to meet goals set by leadership. The process has key elements of bottom-up idea generation by those closest to the work, followed by top-down approval and implementation of solutions within 90 days. When implemented successfully, it can help organizations become more efficient and responsive to changing market conditions.
Agile Organization can be summarized in 3 sentences:
The document discusses an agile organization and describes it as having an added value orientation, being a solution provider rather than standalone service provider, and relying on open innovation, agile architecture, craftsmanship, and agile management to continuously provide high quality solutions with short processing times.
The document provides an introduction to agile project management. It discusses why agile project management is needed due to increased consumer expectations and work pressures. It then defines what agile project management is, covering the history and key principles of agile methodology. The rest of the document outlines an agenda for managing agile projects, discussing practices like using organic self-organizing teams, establishing a guiding vision, implementing simple rules, and providing open information.
Managing Director Dr. Giordano Koch shows how to run successfull innovation labs and how to integrate them into a longterm innovation strategy for businesses.
Presentation provided at the Enterprise Connect WIIN workshop series titled Business Model Innovation > New Value. Questions regarding this presentation should be directed to Marcus Tarrant, Managing Director, Mission HQ at marcus.tarrant(AT)missionhq.com.au
The document discusses challenges and opportunities for successful innovation through the use of information systems and technology, providing examples of how organizations have maximized their innovation investments, expertise, and data through various initiatives. It also examines factors that contribute to successful innovation, such as clear sponsorship, diversity, engagement, and alignment of IT and business strategies. The document advocates using a portfolio approach to assess opportunities and prioritize initiatives to improve realization of benefits from innovation investments.
Slides from the CEDIM Innovation Series presentation. Includes a new business model framework, the business model as strategy cube and a design thinking oriented approach to business model innovation. @cedim
Slides seminar innovation manager - final - daDirk Ameel
The document discusses the roles of innovation managers at both the board and operational levels of an organization. At the board level, an innovation manager champions organizational innovation, evaluates innovative capabilities, and ensures resources are allocated to support innovation. At the operational level, an innovation manager facilitates innovation processes within business units, leads teams to participate in innovation, and ensures innovative projects are successfully planned and implemented. The innovation manager interfaces with various existing positions to encourage collaboration around innovation initiatives.
Business model innovation 2 day workshop facilitation slidesDr. Marc Sniukas
This document discusses business model innovation. It begins with an agenda that includes defining business model innovation and outlining the process of business model innovation. The document then discusses why business model innovation is important for benefits like profit and growth. It also provides tools for describing one's current business model, including the business model canvas. The canvas is used to visualize the key components of a business model in a simple format. Finally, the document engages participants in describing their own business models using the canvas as a guide.
This a simplified presentation to Implement Change,utilizing the Prosci-ADKAR Methodology and some of my personal modifications. I think this first part will help many to understand the Prosci-ADKAR methodology, along with an easier overview of change itself
Kaizen refers to the Japanese philosophy of continuous improvement through small, incremental changes involving all employees. The concept originated in post-World War II Japan and has since spread globally, focusing on continuously improving processes and functions through employee engagement and eliminating waste. The standard elements of a Kaizen include documenting the current process, identifying areas of waste, planning improvements, implementing changes, verifying results, and making successful changes the new standard to drive ongoing improvement.
The document discusses innovation and its management. It outlines that innovation matters for economic growth and business success. It defines innovation as the process of translating ideas into goods and services with value. The document presents innovation as a multi-stage process involving searching for opportunities, selecting ideas, implementing solutions, and capturing value. It also explores different aspects of innovation such as the degree of novelty, platform innovation, and the innovation life cycle.
The Foundations of Business Agility - Shane Hastie - AgileNZ 2017AgileNZ Conference
In the 21st century, organisations need to put the customer in the centre of our focus, shed outdated ways of thinking, embrace an Agile mindset, incorporate new ways of working and leverage the pace of change for competitive advantage.
About Shane Hastie:
Shane joined ICAgile in 2017 as the Director of Agile Learning Programs. He oversees the strategic direction and expansion of ICAgile’s learning programmes, including maintaining and extending ICAgile’s learning objectives, providing thought leadership and collaborating with industry experts, and supporting the larger ICAgile community which includes more than 90 member organisations and over 60,000 ICAgile certification holders.
Over the last 30+ years, Shane has been a practitioner and leader of developers, testers, trainers, project managers and business analysts, helping teams to deliver results that align with overall business objectives. Before joining ICAgile, he spent 15 years as a professional trainer, coach and consultant specialising in Agile practices, business analysis, project management, requirements, testing and methodologies for SoftEd in Australia, New Zealand and around the world.
He has worked with large and small organisations, from individual teams to large transformations all around the world. He draws on over 30 years of practical experience across all levels of Information Technology and software intensive product development.
Shane is a former director of the Agile Alliance and is the founding Chair of Agile Alliance New Zealand. He leads the Culture and Methods editorial team for InfoQ.com.
Rendanheyi is Haier's unique decentralized organizational structure comprised of over 200 entrepreneurial micro-enterprise teams. This structure allows Haier to sense customer needs, rapidly develop and seize new opportunities. Haier has transformed its organization multiple times under the visionary leadership of Zhang Ruimin to continually build dynamic capabilities and remain agile and innovative. Some American companies with organizational structures similar to Rendanheyi that also focus on developing dynamic capabilities include Alphabet, 3M, W.L. Gore, and Berkeley Research Group.
This document discusses how human resource development (HRD) can serve as a business partner. It outlines the major success factors for HRD as the "Evergreen Project" identified - having a clear strategy, flawless execution, a performance-oriented culture, and a flexible organization structure. It also discusses having talent retention, leadership, and innovation as secondary factors. Examples are provided from companies like PayPal, Pfizer, and Carsem on how they implemented these factors through practices like lean manufacturing, culture change initiatives, and restructuring. The document concludes by acknowledging researchers who studied these success factors.
Organisations continue to search for the magic snake oil that will bring their innovation programs to life. But there is no magic. Its about building a portfolio of experiments and abolishing the "big-bang" approach that looks for the one thing to transform the business.
Journey to Change Excellence.
Change excellence is concerned with both “management of change” and “change management”, which are two sides of the same coin.
The former focuses on running the necessary change operations infrastructure to direct, manage and deliver all aspects of change.
The latter focuses on changing the current state (how things are done today) to the desired future state (new processes, systems, transformations, organisation structures, job roles, etc).
Both topics are complex in their own right and are intertwined to make a cohesive whole. Operational excellence has to be concerned with both if effective excellence is to be achieved.
Both together create a cohesive whole to allow the business the best chance to implement change.
Change Excellence is said to be a philosophy of:
“doing things right, in the right way, in the right order, at the right time, consistently”
The document summarizes the consulting services of Empowered Performance, which helps companies implement continuous improvement strategies through a hands-on "Practical Lean" methodology. Their approach involves thoroughly assessing clients' operations, developing and executing tailored transformation plans, and training clients to sustain improvements. Typical results for clients include doubled profits, reduced costs and defects, and improved productivity, cash flow, and customer delivery.
This document discusses business process re-engineering (BPR). BPR is defined as fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in critical areas like cost, quality, and speed. It involves reinventing processes rather than automating existing ones. The goals of BPR include improving customer friendliness, effectiveness, and efficiency. BPR follows four steps: understanding the current process, inventing a new process, automation, and change management. It results in changes to work units, jobs, roles, and organizational structure. Critical success factors include top management commitment and a clear transformation vision, while failure can result from trying to fix rather than change processes.
Introduction- e - waste – definition - sources of e-waste– hazardous substances in e-waste - effects of e-waste on environment and human health- need for e-waste management– e-waste handling rules - waste minimization techniques for managing e-waste – recycling of e-waste - disposal treatment methods of e- waste – mechanism of extraction of precious metal from leaching solution-global Scenario of E-waste – E-waste in India- case studies.
VARIABLE FREQUENCY DRIVE. VFDs are widely used in industrial applications for...PIMR BHOPAL
Variable frequency drive .A Variable Frequency Drive (VFD) is an electronic device used to control the speed and torque of an electric motor by varying the frequency and voltage of its power supply. VFDs are widely used in industrial applications for motor control, providing significant energy savings and precise motor operation.
Embedded machine learning-based road conditions and driving behavior monitoringIJECEIAES
Car accident rates have increased in recent years, resulting in losses in human lives, properties, and other financial costs. An embedded machine learning-based system is developed to address this critical issue. The system can monitor road conditions, detect driving patterns, and identify aggressive driving behaviors. The system is based on neural networks trained on a comprehensive dataset of driving events, driving styles, and road conditions. The system effectively detects potential risks and helps mitigate the frequency and impact of accidents. The primary goal is to ensure the safety of drivers and vehicles. Collecting data involved gathering information on three key road events: normal street and normal drive, speed bumps, circular yellow speed bumps, and three aggressive driving actions: sudden start, sudden stop, and sudden entry. The gathered data is processed and analyzed using a machine learning system designed for limited power and memory devices. The developed system resulted in 91.9% accuracy, 93.6% precision, and 92% recall. The achieved inference time on an Arduino Nano 33 BLE Sense with a 32-bit CPU running at 64 MHz is 34 ms and requires 2.6 kB peak RAM and 139.9 kB program flash memory, making it suitable for resource-constrained embedded systems.
Prediction of Electrical Energy Efficiency Using Information on Consumer's Ac...PriyankaKilaniya
Energy efficiency has been important since the latter part of the last century. The main object of this survey is to determine the energy efficiency knowledge among consumers. Two separate districts in Bangladesh are selected to conduct the survey on households and showrooms about the energy and seller also. The survey uses the data to find some regression equations from which it is easy to predict energy efficiency knowledge. The data is analyzed and calculated based on five important criteria. The initial target was to find some factors that help predict a person's energy efficiency knowledge. From the survey, it is found that the energy efficiency awareness among the people of our country is very low. Relationships between household energy use behaviors are estimated using a unique dataset of about 40 households and 20 showrooms in Bangladesh's Chapainawabganj and Bagerhat districts. Knowledge of energy consumption and energy efficiency technology options is found to be associated with household use of energy conservation practices. Household characteristics also influence household energy use behavior. Younger household cohorts are more likely to adopt energy-efficient technologies and energy conservation practices and place primary importance on energy saving for environmental reasons. Education also influences attitudes toward energy conservation in Bangladesh. Low-education households indicate they primarily save electricity for the environment while high-education households indicate they are motivated by environmental concerns.
Digital Twins Computer Networking Paper Presentation.pptxaryanpankaj78
A Digital Twin in computer networking is a virtual representation of a physical network, used to simulate, analyze, and optimize network performance and reliability. It leverages real-time data to enhance network management, predict issues, and improve decision-making processes.
Use PyCharm for remote debugging of WSL on a Windo cf5c162d672e4e58b4dde5d797...shadow0702a
This document serves as a comprehensive step-by-step guide on how to effectively use PyCharm for remote debugging of the Windows Subsystem for Linux (WSL) on a local Windows machine. It meticulously outlines several critical steps in the process, starting with the crucial task of enabling permissions, followed by the installation and configuration of WSL.
The guide then proceeds to explain how to set up the SSH service within the WSL environment, an integral part of the process. Alongside this, it also provides detailed instructions on how to modify the inbound rules of the Windows firewall to facilitate the process, ensuring that there are no connectivity issues that could potentially hinder the debugging process.
The document further emphasizes on the importance of checking the connection between the Windows and WSL environments, providing instructions on how to ensure that the connection is optimal and ready for remote debugging.
It also offers an in-depth guide on how to configure the WSL interpreter and files within the PyCharm environment. This is essential for ensuring that the debugging process is set up correctly and that the program can be run effectively within the WSL terminal.
Additionally, the document provides guidance on how to set up breakpoints for debugging, a fundamental aspect of the debugging process which allows the developer to stop the execution of their code at certain points and inspect their program at those stages.
Finally, the document concludes by providing a link to a reference blog. This blog offers additional information and guidance on configuring the remote Python interpreter in PyCharm, providing the reader with a well-rounded understanding of the process.