This document provides an overview of a training module on Key Performance Indicators (KPIs). The module aims to teach employees how to define, measure, and cascade KPIs throughout various levels of an organization to help achieve business goals. The course outline covers defining good KPIs, examples of common KPIs, and how to create and manage an effective KPI system through a continuous improvement cycle.
Three Ways to Transition From “Fire Fighting” Mode to Boost GainsSafetyChain Software
Learn what's needed to stop “fighting fires” on the plant floor and acquire the capabilities to grow and sustain your hourly, daily, monthly, and yearly gains. Part 2 of a 3 part series.
This document discusses key performance indicators (KPIs) for delivery management and how to use KPIs to satisfy different stakeholders. It begins by defining KPIs and differentiating between delivery managers and project managers. It then presents a pyramid structure for KPIs with different metrics for measuring team, roadmap, customer, and efficiency levels. Potential examples are provided for each level. The document notes that KPIs should balance the goals of different roles like sales, delivery, and account managers. It concludes with tips like standardizing metrics, finding the true business pain points, assuming missing metrics, and visualizing data rather than just presenting figures.
The document outlines a process for developing key performance indicators (KPIs) to measure the success of design and construction projects at an organization. It discusses establishing a taskforce to identify existing KPIs and develop new ones. The taskforce will categorize KPIs, review them, pilot selected KPIs on projects, and officially deploy the final set of KPIs over multiple phases from January to December. The goal is to establish performance management measures for projects.
This document discusses goals, key performance indicators (KPIs), and how to establish an effective KPI system. It recommends setting clear and measurable goals aligned with company vision. KPIs should measure progress towards goals and guide process improvement. An effective KPI system cascades goals and KPIs down through the organization, establishes ownership and accountability, and regularly reviews performance and makes adjustments.
The document outlines the steps for developing key performance indicators (KPIs) to measure business performance. It involves reviewing current measures, identifying gaps, deciding on new KPIs, establishing a KPI scorecard, and mapping a path forward. Example KPIs suggested are sales per employee, on-time delivery, quality measures, working capital, safety metrics like lost-time incidents, and customer satisfaction. The KPIs would then be plotted on a dashboard and monitored over time.
Three Ways to Transition From “Fire Fighting” Mode to Boost GainsSafetyChain Software
Learn what's needed to stop “fighting fires” on the plant floor and acquire the capabilities to grow and sustain your hourly, daily, monthly, and yearly gains. Part 2 of a 3 part series.
This document discusses key performance indicators (KPIs) for delivery management and how to use KPIs to satisfy different stakeholders. It begins by defining KPIs and differentiating between delivery managers and project managers. It then presents a pyramid structure for KPIs with different metrics for measuring team, roadmap, customer, and efficiency levels. Potential examples are provided for each level. The document notes that KPIs should balance the goals of different roles like sales, delivery, and account managers. It concludes with tips like standardizing metrics, finding the true business pain points, assuming missing metrics, and visualizing data rather than just presenting figures.
The document outlines a process for developing key performance indicators (KPIs) to measure the success of design and construction projects at an organization. It discusses establishing a taskforce to identify existing KPIs and develop new ones. The taskforce will categorize KPIs, review them, pilot selected KPIs on projects, and officially deploy the final set of KPIs over multiple phases from January to December. The goal is to establish performance management measures for projects.
This document discusses goals, key performance indicators (KPIs), and how to establish an effective KPI system. It recommends setting clear and measurable goals aligned with company vision. KPIs should measure progress towards goals and guide process improvement. An effective KPI system cascades goals and KPIs down through the organization, establishes ownership and accountability, and regularly reviews performance and makes adjustments.
The document outlines the steps for developing key performance indicators (KPIs) to measure business performance. It involves reviewing current measures, identifying gaps, deciding on new KPIs, establishing a KPI scorecard, and mapping a path forward. Example KPIs suggested are sales per employee, on-time delivery, quality measures, working capital, safety metrics like lost-time incidents, and customer satisfaction. The KPIs would then be plotted on a dashboard and monitored over time.
EEM Operations high level slide 2018_v1.pptxBoris Berovic
This document describes the Employee Experience Management process at GT Infrastructure and Operations. The process aims to identify ways to measure, improve, and enhance the quality, efficiency, and effectiveness of services, technologies, and processes for employees. It does this through understanding moments of truth, escalations, metrics analysis throughout the service lifecycle, and implementing improvement initiatives. The document outlines the various components of the Employee Experience Management process including employee interaction management, service analysis, service improvement, surveys, and reporting.
The document discusses the challenges with traditional annual performance evaluations, including conflicts, disconnect from corporate strategy, and subjective judgments. It then describes how KPISOFT's automated performance management tool addressed these issues by cascading organizational KPIs to employee scorecards, enabling proactive reviews, and conducting holistic and objective evaluations. The outcomes included aligning employee goals with strategy, improved employee morale and motivation, and increased enterprise performance.
The document discusses the challenges with traditional annual performance evaluations, including conflicts, disconnect from corporate strategy, and subjective judgments. It then describes how KPISOFT's automated performance management tool addressed these issues by cascading organizational KPIs to employee scorecards, enabling proactive reviews, and conducting holistic and objective evaluations. The outcomes included aligning employee goals with strategy, improved employee morale and motivation, and increased enterprise performance.
The document discusses plans for an operational excellence initiative at a steel plant in South India. The goals are to become the best and most competitive steel plant through optimal resource utilization, improved productivity, quality and cost reduction. Key changes proposed include improving availability and reducing waste, implementing proper planning and standardized processes, developing employee skills, and fostering a culture of teamwork, accountability and proactive problem-solving. Success will be measured by various performance metrics. Risks of failure include lack of trust, resistance to change, poor teamwork and leadership, inadequate resources, and poor communication.
The document outlines a process for developing key performance indicators (KPIs) to measure the success of design and construction projects at the SCA. It discusses establishing a task force to identify existing KPIs and develop new ones. A proposed framework includes identifying KPI sources, categories, and mapping KPIs to the project lifecycle. A timeline is proposed to explore KPIs in Phase 1, execute in Phase 2 by approving KPIs and identifying tools to track them, validate KPIs in Phase 3 through pilot projects, and deploy KPIs organization-wide in Phase 4. The document seeks input on the roadmap and discusses next steps to confirm the process and establish the project team.
Large Scale Agile Transformation in Government: Field reportCGI Québec Formation
Give you hints, tips and tricks based on our experience on a large Scale Agile transformation
Discuss pitfalls and lessons learned
Try to give you a “push” to move forward
The document provides an overview of lean sigma methodologies for operational excellence. It discusses the objectives of enhancing awareness of lean sigma's DMAIC methodologies and fostering a culture of continuous improvement. The agenda outlines the DMAIC roadmap approach of define, measure, analyze, improve and control phases. It also discusses key aspects of each phase like identifying opportunities, establishing baselines, understanding root causes, and developing control systems.
Faheem Ahmed Shariff is a quality analyst and process analyst with nearly 6 years of experience implementing six sigma at various industries. He has extensive experience analyzing metrics, conducting root cause analysis, and implementing best practices. He is skilled at statistical analysis and using tools like control charts, Pareto analysis, and fishbone diagrams to identify issues, improve processes, and reduce defects. He is also experienced in process automation, documentation, auditing, and driving continuous improvement initiatives.
BBK and Performance Improvement LLC - Introduction to the New BBKBBK
Performance Improvement, LLC (PI) is a wholly-owned subsidiary of BBK that was created to provide manufacturing operations expertise. PI helps clients improve quality, delivery, and cost through a process of assessment, planning, improvement execution, and sustaining changes. PI has extensive expertise in areas like lean manufacturing, supply chain management, quality systems, and interim management. Case studies demonstrate PI's ability to quickly implement solutions like process improvements, quality initiatives, and cost reduction efforts to achieve significant results for clients.
Andrea Houghton is seeking a role as an integral member of a dynamic organization. She has over 10 years of experience in banking, including roles in implementation and improvement analysis, team leadership, sales support, and customer service. Her experience spans reporting, process automation, risk mitigation, and relationship building. She holds qualifications in Six Sigma, Microsoft Office, and first aid.
Over the past decade, business analysis has found itself increasingly challenged by the widespread adoption of agile methodologies. We’re asked to produce requirements faster and often to take on the role of the “product owner” without the authority we need or an understanding of how the role is supposed to work.
BAs need to move from a focus on developing software requirements to focusing on value realization and process improvement. Fortunately, there’s a set of techniques for doing just that, and ones which are not only compatible with agile methods, but which were the _basis_ for many of them–Lean process improvement.
We’ll show you how to solve the “product owner” problem and develop a vision for your agile projects that delivers real business value, and how to combine ongoing process improvement with software development.
* Learn how to define process improvement goals tied to the delivery of business value
* Find opportunities to eliminate waste in business processes through effective process and technology change
* Integrate ongoing process improvement with agile software development through story mapping
This document discusses quality development and ISO certification services provided by BUILDING SUCCESS THROUGH QUALITY DEVELOPMENT. It offers various ISO standards like ISO 9000, ISO 14000, ISO 27001. It outlines the ISO certification process including documentation, implementation, internal audits, and certification audits. Benefits of ISO certification are also highlighted such as improved efficiency, productivity, customer satisfaction and competitive advantage. The document provides an overview of ISO 9001:2015 requirements and roles in the ISO system. It also lists many clients that the company has assisted with ISO certification.
Performance management involves defining, monitoring, and rewarding employee performance that is aligned with organizational goals. It is an ongoing process that includes performance planning, regular feedback, development, and formal reviews. An effective performance management system considers organizational needs as well as employee development, uses measurable standards, and has manager and employee buy-in through participation.
The document discusses key performance indicators (KPIs) and provides examples and guidance around developing effective KPIs. It defines KPIs as measures that help organizations track progress towards strategic goals. The document outlines that good KPIs should be specific, measurable, achievable, relevant and time-bound. It provides examples of KPIs for different business functions like marketing, operations and human resources. The document emphasizes the importance of aligning KPIs with an organization's critical success factors and overall strategic direction.
Unfortunately I do not have a specific department. As an AI assistant, I was created by Anthropic to be helpful, harmless, and honest. I don't have personal performance metrics. Perhaps we could discuss how organizations in general can define useful KPIs rather than me proposing metrics for a department I'm not actually part of.
The document discusses performance indicators and key performance indicators (KPIs) which are used to measure and monitor the performance of organizations. It provides examples of KPIs for different business functions such as manufacturing, purchasing, sales, finance, maintenance, and human resources. Some key aspects covered include selecting KPIs based on critical success factors and customer requirements, using a balanced scorecard and performance dashboards to monitor KPIs, and characteristics of effective performance indicators.
Week 1 - Introductions Basics & Principles of Performance Management.pdfIfzalAhmad2
Performance management is a continuous process that aligns individual and team goals with organizational strategic goals. It involves performance planning, reviewing progress, and developing skills. The key aspects of performance management are that it is an ongoing process that identifies, measures, and develops individual and team performance in a way that aligns with organizational strategic goals. Performance management aims to improve performance through setting goals, providing feedback, and developing employees. It helps organizations improve efficiency, achieve strategic objectives, and increase employee motivation.
For the full video of this presentation, please visit: https://www.edge-ai-vision.com/2024/06/building-and-scaling-ai-applications-with-the-nx-ai-manager-a-presentation-from-network-optix/
Robin van Emden, Senior Director of Data Science at Network Optix, presents the “Building and Scaling AI Applications with the Nx AI Manager,” tutorial at the May 2024 Embedded Vision Summit.
In this presentation, van Emden covers the basics of scaling edge AI solutions using the Nx tool kit. He emphasizes the process of developing AI models and deploying them globally. He also showcases the conversion of AI models and the creation of effective edge AI pipelines, with a focus on pre-processing, model conversion, selecting the appropriate inference engine for the target hardware and post-processing.
van Emden shows how Nx can simplify the developer’s life and facilitate a rapid transition from concept to production-ready applications.He provides valuable insights into developing scalable and efficient edge AI solutions, with a strong focus on practical implementation.
Climate Impact of Software Testing at Nordic Testing DaysKari Kakkonen
My slides at Nordic Testing Days 6.6.2024
Climate impact / sustainability of software testing discussed on the talk. ICT and testing must carry their part of global responsibility to help with the climat warming. We can minimize the carbon footprint but we can also have a carbon handprint, a positive impact on the climate. Quality characteristics can be added with sustainability, and then measured continuously. Test environments can be used less, and in smaller scale and on demand. Test techniques can be used in optimizing or minimizing number of tests. Test automation can be used to speed up testing.
EEM Operations high level slide 2018_v1.pptxBoris Berovic
This document describes the Employee Experience Management process at GT Infrastructure and Operations. The process aims to identify ways to measure, improve, and enhance the quality, efficiency, and effectiveness of services, technologies, and processes for employees. It does this through understanding moments of truth, escalations, metrics analysis throughout the service lifecycle, and implementing improvement initiatives. The document outlines the various components of the Employee Experience Management process including employee interaction management, service analysis, service improvement, surveys, and reporting.
The document discusses the challenges with traditional annual performance evaluations, including conflicts, disconnect from corporate strategy, and subjective judgments. It then describes how KPISOFT's automated performance management tool addressed these issues by cascading organizational KPIs to employee scorecards, enabling proactive reviews, and conducting holistic and objective evaluations. The outcomes included aligning employee goals with strategy, improved employee morale and motivation, and increased enterprise performance.
The document discusses the challenges with traditional annual performance evaluations, including conflicts, disconnect from corporate strategy, and subjective judgments. It then describes how KPISOFT's automated performance management tool addressed these issues by cascading organizational KPIs to employee scorecards, enabling proactive reviews, and conducting holistic and objective evaluations. The outcomes included aligning employee goals with strategy, improved employee morale and motivation, and increased enterprise performance.
The document discusses plans for an operational excellence initiative at a steel plant in South India. The goals are to become the best and most competitive steel plant through optimal resource utilization, improved productivity, quality and cost reduction. Key changes proposed include improving availability and reducing waste, implementing proper planning and standardized processes, developing employee skills, and fostering a culture of teamwork, accountability and proactive problem-solving. Success will be measured by various performance metrics. Risks of failure include lack of trust, resistance to change, poor teamwork and leadership, inadequate resources, and poor communication.
The document outlines a process for developing key performance indicators (KPIs) to measure the success of design and construction projects at the SCA. It discusses establishing a task force to identify existing KPIs and develop new ones. A proposed framework includes identifying KPI sources, categories, and mapping KPIs to the project lifecycle. A timeline is proposed to explore KPIs in Phase 1, execute in Phase 2 by approving KPIs and identifying tools to track them, validate KPIs in Phase 3 through pilot projects, and deploy KPIs organization-wide in Phase 4. The document seeks input on the roadmap and discusses next steps to confirm the process and establish the project team.
Large Scale Agile Transformation in Government: Field reportCGI Québec Formation
Give you hints, tips and tricks based on our experience on a large Scale Agile transformation
Discuss pitfalls and lessons learned
Try to give you a “push” to move forward
The document provides an overview of lean sigma methodologies for operational excellence. It discusses the objectives of enhancing awareness of lean sigma's DMAIC methodologies and fostering a culture of continuous improvement. The agenda outlines the DMAIC roadmap approach of define, measure, analyze, improve and control phases. It also discusses key aspects of each phase like identifying opportunities, establishing baselines, understanding root causes, and developing control systems.
Faheem Ahmed Shariff is a quality analyst and process analyst with nearly 6 years of experience implementing six sigma at various industries. He has extensive experience analyzing metrics, conducting root cause analysis, and implementing best practices. He is skilled at statistical analysis and using tools like control charts, Pareto analysis, and fishbone diagrams to identify issues, improve processes, and reduce defects. He is also experienced in process automation, documentation, auditing, and driving continuous improvement initiatives.
BBK and Performance Improvement LLC - Introduction to the New BBKBBK
Performance Improvement, LLC (PI) is a wholly-owned subsidiary of BBK that was created to provide manufacturing operations expertise. PI helps clients improve quality, delivery, and cost through a process of assessment, planning, improvement execution, and sustaining changes. PI has extensive expertise in areas like lean manufacturing, supply chain management, quality systems, and interim management. Case studies demonstrate PI's ability to quickly implement solutions like process improvements, quality initiatives, and cost reduction efforts to achieve significant results for clients.
Andrea Houghton is seeking a role as an integral member of a dynamic organization. She has over 10 years of experience in banking, including roles in implementation and improvement analysis, team leadership, sales support, and customer service. Her experience spans reporting, process automation, risk mitigation, and relationship building. She holds qualifications in Six Sigma, Microsoft Office, and first aid.
Over the past decade, business analysis has found itself increasingly challenged by the widespread adoption of agile methodologies. We’re asked to produce requirements faster and often to take on the role of the “product owner” without the authority we need or an understanding of how the role is supposed to work.
BAs need to move from a focus on developing software requirements to focusing on value realization and process improvement. Fortunately, there’s a set of techniques for doing just that, and ones which are not only compatible with agile methods, but which were the _basis_ for many of them–Lean process improvement.
We’ll show you how to solve the “product owner” problem and develop a vision for your agile projects that delivers real business value, and how to combine ongoing process improvement with software development.
* Learn how to define process improvement goals tied to the delivery of business value
* Find opportunities to eliminate waste in business processes through effective process and technology change
* Integrate ongoing process improvement with agile software development through story mapping
This document discusses quality development and ISO certification services provided by BUILDING SUCCESS THROUGH QUALITY DEVELOPMENT. It offers various ISO standards like ISO 9000, ISO 14000, ISO 27001. It outlines the ISO certification process including documentation, implementation, internal audits, and certification audits. Benefits of ISO certification are also highlighted such as improved efficiency, productivity, customer satisfaction and competitive advantage. The document provides an overview of ISO 9001:2015 requirements and roles in the ISO system. It also lists many clients that the company has assisted with ISO certification.
Performance management involves defining, monitoring, and rewarding employee performance that is aligned with organizational goals. It is an ongoing process that includes performance planning, regular feedback, development, and formal reviews. An effective performance management system considers organizational needs as well as employee development, uses measurable standards, and has manager and employee buy-in through participation.
The document discusses key performance indicators (KPIs) and provides examples and guidance around developing effective KPIs. It defines KPIs as measures that help organizations track progress towards strategic goals. The document outlines that good KPIs should be specific, measurable, achievable, relevant and time-bound. It provides examples of KPIs for different business functions like marketing, operations and human resources. The document emphasizes the importance of aligning KPIs with an organization's critical success factors and overall strategic direction.
Unfortunately I do not have a specific department. As an AI assistant, I was created by Anthropic to be helpful, harmless, and honest. I don't have personal performance metrics. Perhaps we could discuss how organizations in general can define useful KPIs rather than me proposing metrics for a department I'm not actually part of.
The document discusses performance indicators and key performance indicators (KPIs) which are used to measure and monitor the performance of organizations. It provides examples of KPIs for different business functions such as manufacturing, purchasing, sales, finance, maintenance, and human resources. Some key aspects covered include selecting KPIs based on critical success factors and customer requirements, using a balanced scorecard and performance dashboards to monitor KPIs, and characteristics of effective performance indicators.
Week 1 - Introductions Basics & Principles of Performance Management.pdfIfzalAhmad2
Performance management is a continuous process that aligns individual and team goals with organizational strategic goals. It involves performance planning, reviewing progress, and developing skills. The key aspects of performance management are that it is an ongoing process that identifies, measures, and develops individual and team performance in a way that aligns with organizational strategic goals. Performance management aims to improve performance through setting goals, providing feedback, and developing employees. It helps organizations improve efficiency, achieve strategic objectives, and increase employee motivation.
For the full video of this presentation, please visit: https://www.edge-ai-vision.com/2024/06/building-and-scaling-ai-applications-with-the-nx-ai-manager-a-presentation-from-network-optix/
Robin van Emden, Senior Director of Data Science at Network Optix, presents the “Building and Scaling AI Applications with the Nx AI Manager,” tutorial at the May 2024 Embedded Vision Summit.
In this presentation, van Emden covers the basics of scaling edge AI solutions using the Nx tool kit. He emphasizes the process of developing AI models and deploying them globally. He also showcases the conversion of AI models and the creation of effective edge AI pipelines, with a focus on pre-processing, model conversion, selecting the appropriate inference engine for the target hardware and post-processing.
van Emden shows how Nx can simplify the developer’s life and facilitate a rapid transition from concept to production-ready applications.He provides valuable insights into developing scalable and efficient edge AI solutions, with a strong focus on practical implementation.
Climate Impact of Software Testing at Nordic Testing DaysKari Kakkonen
My slides at Nordic Testing Days 6.6.2024
Climate impact / sustainability of software testing discussed on the talk. ICT and testing must carry their part of global responsibility to help with the climat warming. We can minimize the carbon footprint but we can also have a carbon handprint, a positive impact on the climate. Quality characteristics can be added with sustainability, and then measured continuously. Test environments can be used less, and in smaller scale and on demand. Test techniques can be used in optimizing or minimizing number of tests. Test automation can be used to speed up testing.
Infrastructure Challenges in Scaling RAG with Custom AI modelsZilliz
Building Retrieval-Augmented Generation (RAG) systems with open-source and custom AI models is a complex task. This talk explores the challenges in productionizing RAG systems, including retrieval performance, response synthesis, and evaluation. We’ll discuss how to leverage open-source models like text embeddings, language models, and custom fine-tuned models to enhance RAG performance. Additionally, we’ll cover how BentoML can help orchestrate and scale these AI components efficiently, ensuring seamless deployment and management of RAG systems in the cloud.
TrustArc Webinar - 2024 Global Privacy SurveyTrustArc
How does your privacy program stack up against your peers? What challenges are privacy teams tackling and prioritizing in 2024?
In the fifth annual Global Privacy Benchmarks Survey, we asked over 1,800 global privacy professionals and business executives to share their perspectives on the current state of privacy inside and outside of their organizations. This year’s report focused on emerging areas of importance for privacy and compliance professionals, including considerations and implications of Artificial Intelligence (AI) technologies, building brand trust, and different approaches for achieving higher privacy competence scores.
See how organizational priorities and strategic approaches to data security and privacy are evolving around the globe.
This webinar will review:
- The top 10 privacy insights from the fifth annual Global Privacy Benchmarks Survey
- The top challenges for privacy leaders, practitioners, and organizations in 2024
- Key themes to consider in developing and maintaining your privacy program
Let's Integrate MuleSoft RPA, COMPOSER, APM with AWS IDP along with Slackshyamraj55
Discover the seamless integration of RPA (Robotic Process Automation), COMPOSER, and APM with AWS IDP enhanced with Slack notifications. Explore how these technologies converge to streamline workflows, optimize performance, and ensure secure access, all while leveraging the power of AWS IDP and real-time communication via Slack notifications.
Maruthi Prithivirajan, Head of ASEAN & IN Solution Architecture, Neo4j
Get an inside look at the latest Neo4j innovations that enable relationship-driven intelligence at scale. Learn more about the newest cloud integrations and product enhancements that make Neo4j an essential choice for developers building apps with interconnected data and generative AI.
“An Outlook of the Ongoing and Future Relationship between Blockchain Technologies and Process-aware Information Systems.” Invited talk at the joint workshop on Blockchain for Information Systems (BC4IS) and Blockchain for Trusted Data Sharing (B4TDS), co-located with with the 36th International Conference on Advanced Information Systems Engineering (CAiSE), 3 June 2024, Limassol, Cyprus.
Removing Uninteresting Bytes in Software FuzzingAftab Hussain
Imagine a world where software fuzzing, the process of mutating bytes in test seeds to uncover hidden and erroneous program behaviors, becomes faster and more effective. A lot depends on the initial seeds, which can significantly dictate the trajectory of a fuzzing campaign, particularly in terms of how long it takes to uncover interesting behaviour in your code. We introduce DIAR, a technique designed to speedup fuzzing campaigns by pinpointing and eliminating those uninteresting bytes in the seeds. Picture this: instead of wasting valuable resources on meaningless mutations in large, bloated seeds, DIAR removes the unnecessary bytes, streamlining the entire process.
In this work, we equipped AFL, a popular fuzzer, with DIAR and examined two critical Linux libraries -- Libxml's xmllint, a tool for parsing xml documents, and Binutil's readelf, an essential debugging and security analysis command-line tool used to display detailed information about ELF (Executable and Linkable Format). Our preliminary results show that AFL+DIAR does not only discover new paths more quickly but also achieves higher coverage overall. This work thus showcases how starting with lean and optimized seeds can lead to faster, more comprehensive fuzzing campaigns -- and DIAR helps you find such seeds.
- These are slides of the talk given at IEEE International Conference on Software Testing Verification and Validation Workshop, ICSTW 2022.
GraphRAG for Life Science to increase LLM accuracyTomaz Bratanic
GraphRAG for life science domain, where you retriever information from biomedical knowledge graphs using LLMs to increase the accuracy and performance of generated answers
Unlocking Productivity: Leveraging the Potential of Copilot in Microsoft 365, a presentation by Christoforos Vlachos, Senior Solutions Manager – Modern Workplace, Uni Systems
Best 20 SEO Techniques To Improve Website Visibility In SERPPixlogix Infotech
Boost your website's visibility with proven SEO techniques! Our latest blog dives into essential strategies to enhance your online presence, increase traffic, and rank higher on search engines. From keyword optimization to quality content creation, learn how to make your site stand out in the crowded digital landscape. Discover actionable tips and expert insights to elevate your SEO game.
Full-RAG: A modern architecture for hyper-personalizationZilliz
Mike Del Balso, CEO & Co-Founder at Tecton, presents "Full RAG," a novel approach to AI recommendation systems, aiming to push beyond the limitations of traditional models through a deep integration of contextual insights and real-time data, leveraging the Retrieval-Augmented Generation architecture. This talk will outline Full RAG's potential to significantly enhance personalization, address engineering challenges such as data management and model training, and introduce data enrichment with reranking as a key solution. Attendees will gain crucial insights into the importance of hyperpersonalization in AI, the capabilities of Full RAG for advanced personalization, and strategies for managing complex data integrations for deploying cutting-edge AI solutions.
HCL Notes and Domino License Cost Reduction in the World of DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-and-domino-license-cost-reduction-in-the-world-of-dlau/
The introduction of DLAU and the CCB & CCX licensing model caused quite a stir in the HCL community. As a Notes and Domino customer, you may have faced challenges with unexpected user counts and license costs. You probably have questions on how this new licensing approach works and how to benefit from it. Most importantly, you likely have budget constraints and want to save money where possible. Don’t worry, we can help with all of this!
We’ll show you how to fix common misconfigurations that cause higher-than-expected user counts, and how to identify accounts which you can deactivate to save money. There are also frequent patterns that can cause unnecessary cost, like using a person document instead of a mail-in for shared mailboxes. We’ll provide examples and solutions for those as well. And naturally we’ll explain the new licensing model.
Join HCL Ambassador Marc Thomas in this webinar with a special guest appearance from Franz Walder. It will give you the tools and know-how to stay on top of what is going on with Domino licensing. You will be able lower your cost through an optimized configuration and keep it low going forward.
These topics will be covered
- Reducing license cost by finding and fixing misconfigurations and superfluous accounts
- How do CCB and CCX licenses really work?
- Understanding the DLAU tool and how to best utilize it
- Tips for common problem areas, like team mailboxes, functional/test users, etc
- Practical examples and best practices to implement right away
Building Production Ready Search Pipelines with Spark and MilvusZilliz
Spark is the widely used ETL tool for processing, indexing and ingesting data to serving stack for search. Milvus is the production-ready open-source vector database. In this talk we will show how to use Spark to process unstructured data to extract vector representations, and push the vectors to Milvus vector database for search serving.
Goodbye Windows 11: Make Way for Nitrux Linux 3.5.0!SOFTTECHHUB
As the digital landscape continually evolves, operating systems play a critical role in shaping user experiences and productivity. The launch of Nitrux Linux 3.5.0 marks a significant milestone, offering a robust alternative to traditional systems such as Windows 11. This article delves into the essence of Nitrux Linux 3.5.0, exploring its unique features, advantages, and how it stands as a compelling choice for both casual users and tech enthusiasts.
2. Target Audience : Site Management to Team Leaders
Purpose of Module :To ensure employees have the skills to
quantify impact, and provide timely direction for an individuals
contribution ( at all levels) towards achieving overall business goals
Aims & Objectives :
• How to define & measure our given business goals
• Why have KPI’s
• How clarity of objectives improves motivation and
delivers performance
• Standardised approaches to KPI’s
• How to translate and cascade KPI’s at all levels
• Explain links to Performance Management
Aims & Objectives
3. Course Outline
•INTRODUCTION
•WHAT ARE KEY PERFORMANCE INDICATORS?
•CHARACTERSITICS OF A GOOD KPI
•EXAMPLES OF KPI’S
•THE KPI CASCADE PROCESS
•HOW TO CREATE AND MANAGE KPI’S
•SUMMARY
3
Key Performance Indicators
4. • Name
• Department
• Length of service
• Knowledge of
Key Performance Indicators
Introductions
6. •TO COMMUNICATE STATUS - ACTUAL v TARGET
• PLANT LEVEL
• BUSINESS LEVEL
• WORK STATION LEVEL
•TO DRIVE IMPROVEMENT BY FACT NOT GUESSWORK
•TO HELP PRIORITISE IMPROVEMENT ACTIVITY
• A CONTINUAL HEALTH CHECK FOR THE BUSINESS
•TO CONNECT THE CUSTOMER TO THE PROCESS
WHAT ARE KPI’s FOR?
Key Performance Indicators
7. ESSENTIAL
• IMPORTANT TO THE VIEWER
• VITAL - AFFECTS THE BUSINESS
• CUSTOMER FOCUSED
• DRIVES IMPROVEMENT
Key Performance Indicators
8. USEFUL
• CURRENT - UP TO DATE
• EASY TO UNDERSTAND
• IMPORTANT AND RELEVANT
• VIEWER CAN CONTRIBUTE
• HAS A STAKE
• CAN HAVE AN EFFECT (good and bad)
Key Performance Indicators
9. • URGENCY / OWNERSHIP
• RESPONSIBILITIES DEFINED
• DYNAMIC IMPROVEMENT PLAN
• AUDIT PROCESS - ACTUAL V’s PLAN
• CLEAR OBJECTIVES
IMMEDIATE
Key Performance Indicators
10. • GROUP OF METRICS
• NOT EVERYTHING WE MEASURE IS A KPI !
• STATISTICS
•THESE CAN HELP DEFINE KPI’s
• WORK MEASUREMENT
• A TOOL FOR BLAME
• WALL PAPER
WHAT ARE KPI’s NOT?
Key Performance Indicators
11. • DYNAMIC
• WELL MANAGED - ROTATE VITAL FEW
• OWNED AND OPERATED BY LOCAL TEAM
• SIMPLE
• EASY TO UPDATE - MANUAL
• VISUAL
• LOCATED WHERE EASY TO SEE
• CHANGES JUMP OUT AT VIEWER
• ENGAGING
• RELEVANT - CREATES TALKING POINT
• STANDARD FORMAT
• EASY FOR OUTSIDER TO UNDERSTAND
• FEEDBACK RECORDED AND ACTED UPON
CHARACTERISTICS OF GOOD KPI
Key Performance Indicators
13. Defects Per Assembly
0
100
200
300
400
500
600 Jul
Sept
Nov
Jan
Mar
May
Jul
Sep
Nov
Machining Sub Assy Assembly
Test 2001 Target
Target Improvement
Actual Performance
Plotted Against Target
Legend Easy
To understand
Visual Indicator
of
Performance Trend
Examples
Unambiguous Title
14. RED
• Outside of target with no improvement
or deteriorating trend.
AMBER
• Inside of target but with deteriorating trend.
• Outside of target but with improving trend.
GREEN
• Inside of target with improving or level trend.
RAG Colour Coding
Examples
21. &
Step 1 - Team Leaders manage the Key Drivers of performance
• Are we fully manned to complete the workpackages?
• Is overtime under control?
• Are we hitting targets (Minutes
to complete Operations)?
Step 2 - Manager holds daily
Team Leader review by
work package
• Actions timely and focused
• Support given when needed
Stage 1 Jig Board
Minutes to
complete Op 1
Minutes to
complete Op 2
Step 3 - Assembly Managers review Weekly Performance
withManagers.
• Cost accountability introduced. Focus on shift by shift performance.
Performance Management Cascade
22. &
Step 4 - Head of Business reviews Weekly Performance
• Good informed
debate
resulting from
upward cascade
of Team Leaders’
performance
• Countermeasure
plans if targets
not being met
Step 5 – Senior Management Team reviews
Monthly performance
• Senior level escalation plans.
Performance Management Cascade
23. &
Step 6 - Site Cost Performance consolidated. Manufacturing Director reviews Factory Manager Performance.
• Forecasts of cost performance compiled to ensure corrective actions taken to achieve “Budget”.
• Risks & Opportunities monitoring and control.
Performance Management Cascade
25. Identify
Customers
and Suppliers
Form
Improvement
Teams
Create
Improvement
Plan
Train Users
Monitor Progress
To Plan And Take
Corrective Action
Form Team
Determine
Performance
Drivers1
Identify owners
and users
Score & Prioritise
KEY
Performance
Indicators
Define Local
Performance
Indicators
Develop Format
And Review
Process
Collect Data
PLAN
Continuous
Improvement
Cycle
DO
CHECK
ACT
How to Create and Manage KPI’s
31. Identify
Customers
and Suppliers
Create
Improvement
Plan
Train Users
Form Team
Determine
Performance
Drivers
Identify Owners
and Users
Score & Prioritise
KEY
Performance
Indicators
Define Local
Performance
Indicators
Develop Format
And Review
Process
Collect Data
How to Create and Manage KPI’s
32. Create
Improvement
Plan
Train Users
Form Team
Determine
Performance
Drivers
Identify Owners
and users
Score & Prioritise
KEY
Performance
Indicators
Define Local
Performance
Indicators
Develop Format
And Review
Process
Collect Data
Form
Improvement
Teams
Identify
Customers
and Suppliers
Monitor Progress
To Plan And Take
Corrective Action
How to Create and Manage KPI’s
33. KPI - examples Target
Quality
Defects
(Defects per unit)
Errors
(errors per unit)
Delivery
Schedule adherence
(Hours delta to plan)
Cycle Time
(Hours per Unit)
Cost
Manning
(man hours per set)
(Cost per unit)
People
Skill Level
Training Hours
0 delta (nil Hours behind or ahead of plan)
To be agreed
1 Defects per unit
2 errors per unit
270 hours per unit
£5,000 per unit
Key performance indicators need to be simple and focused
75% people trained to Practitioner Level
40 hrs per man per year
Typical KPI’s
34. •Direct relationship to business plan
•Communicates progress against plan
•Drives continuous improvement
•Visual - provokes a response
•Effective - simple and easy to understand
•Ownership - relates to everyone
•Up to date - dynamic management
SUMMARY
KPI’s