Download editable road map power point slides and road map powerpoint templates SlideTeam.net
The document provides instructions for editing images in PowerPoint presentations. It explains how to ungroup objects, change colors, and edit shapes. Images can be downloaded from the provided website and edited to capture audiences' attention and bring presentations to life. All images are 100% editable and customizable to fit users' needs.
Mẫu slide powerpoint đẹp cho thuyết trình-Download miễn phíPowerPoint Đẹp
Mẫu slide powerpoint đẹp làm bài thuyết trình, giáo án, luận văn, đồ án. Mẫu slide miễn phí, phù hợp với PowerPoint 2013, 2010, 2007, 2003.
Tính năng sản phẩm:
- Gồm có 6 slides đẹp mắt.
- Hình ảnh sắc nét, độc đáo.
- Biểu đồ chuyên nghiệp, ấn tượng.
Mẫu slide PowerPoint hoàn toàn miễn phí. Bạn có thể download ngay bây giờ!
Tuyển tập: PowerPoint Đẹp
Nếu Bạn có bất cứ thắc mắc gì về thiết kế PowerPoint, đừng ngần ngại!
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The document describes a circular flowchart template with 4 stages. It includes text boxes that can be edited in PowerPoint. The flowchart icons can be customized by ungrouping objects, changing their color, size, and orientation. The template is designed to bring presentations to life and capture audiences' attention.
This document advertises that 50 fully-editable PowerPoint templates are available for free by visiting a website and liking them on Facebook. It includes examples of common business diagrams like the Boston Consulting Group matrix, SWOT analysis, decision matrix, fishbone diagram, and component list.
The document discusses various aspects of project management. It begins by outlining the different stages of a project including planning and scheduling, data collection, status updates, and ensuring successful completion. It then defines what a project is, its key characteristics, and how project management applies knowledge and techniques to meet stakeholder needs and expectations. The document also discusses why companies and individuals use project management and what goes into a project management plan. It provides overviews of the project management process, process groups, knowledge areas, and integration management.
Production planning & control - descriptive type question module -wise for upcoming Mumbai university exam - Mechanical Engineering - Learn with GeekAlign
Download editable road map power point slides and road map powerpoint templates SlideTeam.net
The document provides instructions for editing images in PowerPoint presentations. It explains how to ungroup objects, change colors, and edit shapes. Images can be downloaded from the provided website and edited to capture audiences' attention and bring presentations to life. All images are 100% editable and customizable to fit users' needs.
Mẫu slide powerpoint đẹp cho thuyết trình-Download miễn phíPowerPoint Đẹp
Mẫu slide powerpoint đẹp làm bài thuyết trình, giáo án, luận văn, đồ án. Mẫu slide miễn phí, phù hợp với PowerPoint 2013, 2010, 2007, 2003.
Tính năng sản phẩm:
- Gồm có 6 slides đẹp mắt.
- Hình ảnh sắc nét, độc đáo.
- Biểu đồ chuyên nghiệp, ấn tượng.
Mẫu slide PowerPoint hoàn toàn miễn phí. Bạn có thể download ngay bây giờ!
Tuyển tập: PowerPoint Đẹp
Nếu Bạn có bất cứ thắc mắc gì về thiết kế PowerPoint, đừng ngần ngại!
Hãy nhấc máy gọi cho chúng tôi để được tư vấn một cách tốt nhất!
Hotline: 0919 50 3399
Website: www.PowerPointDep.net
Email: PowerPointDep@gmail.com
Kết nối với chúng tôi:
http://inbound.vn/Dich-Vu-Thiet-Ke-PowerPoint-Dep/
https://www.facebook.com/PowerPointDepVN
http://PowerPointDep.wordpress.com/
http://www.youtube.com/user/PowerPointDep/videos
http://slideshare.net/PowerPointDep
http://PowerPointDep.blogspot.com/
http://www.linkedin.com/in/PowerPointDep
https://twitter.com/PowerPointDep
The document describes a circular flowchart template with 4 stages. It includes text boxes that can be edited in PowerPoint. The flowchart icons can be customized by ungrouping objects, changing their color, size, and orientation. The template is designed to bring presentations to life and capture audiences' attention.
This document advertises that 50 fully-editable PowerPoint templates are available for free by visiting a website and liking them on Facebook. It includes examples of common business diagrams like the Boston Consulting Group matrix, SWOT analysis, decision matrix, fishbone diagram, and component list.
The document discusses various aspects of project management. It begins by outlining the different stages of a project including planning and scheduling, data collection, status updates, and ensuring successful completion. It then defines what a project is, its key characteristics, and how project management applies knowledge and techniques to meet stakeholder needs and expectations. The document also discusses why companies and individuals use project management and what goes into a project management plan. It provides overviews of the project management process, process groups, knowledge areas, and integration management.
Production planning & control - descriptive type question module -wise for upcoming Mumbai university exam - Mechanical Engineering - Learn with GeekAlign
final no-2 U too brutus persentation[1].pptxssusera46859
The document discusses product design and process selection. It describes new product development which involves problem assessment, design specification, idea generation, screening ideas, and business analysis. The key steps of product design are concept design, detailed design, prototype production and testing, manufacturing, and commercialization. Process selection determines the type of production process. Process development involves process research, pilot development, capacity consideration, commercial plant transfer, and enhanced capacity optimization.
Analytics in Action: Project Analytics: Visibility that Aids Risk ManagementHannah Flynn
Product Managers face changes that put delivery at risk. Just as you use data from the customer to inform your solutions, transparency during the building of those solutions is critical for making better risk mitigation decisions. Whether your solution has fixed scope, fixed scheduling, fixed resources or fixed level of quality, the earlier you can know when these are at risk (and how) the better. The more clear the picture, the better you can understand the impacts of changes, and the more effectively you can deliver the solution the customer needs, when they need it, at a reasonable cost.
This session will focus on the use of a One-Dimensional Product Backlog from a risk management point of view. We will show how this tool can be used to monitor and evaluate how your solution is getting built, and a clear view of any cascading impacts risks have as they surface.
Project Analytics: Visibility that Aids Risk ManagementAggregage
Product Managers face changes that put delivery at risk. Just as you use data from the customer to inform your solutions, transparency during the building of those solutions is critical for making better risk mitigation decisions. Whether your solution has fixed scope, fixed scheduling, fixed resources or fixed level of quality, the earlier you can know when these are at risk (and how) the better. The more clear the picture, the better you can understand the impacts of changes, and the more effectively you can deliver the solution the customer needs, when they need it, at a reasonable cost. This session will focus on the use of a One-Dimensional Product Backlog from a risk management point of view. We will show how this tool can be used to monitor and evaluate how your solution is getting built, and a clear view of any cascading impacts risks have as they surface.
Improving or maintaining energy efficiency can be quite a challenge. Basically there are two ways to handle this topic: upgrading of installations or new builds. New build projects are extensive and complicated. So if you are looking for advice or help please let us know. Ask Evert Poss Service & Maintenance Manager of Bronswerk.
A step-by-step checklist for how to manage your agile sprint. This presentation will point you to the right direction and mentions all the keywords you need to know when approaching the agile methodology.
Kyiv Project Management Day 2016 Іванна Заєць: Основи ПМа (PM’s Essentials)
Сайт конференції: http://pmday.org/
Спільнота в мережі Linkedin: http://bit.ly/PMDayLin
Спільнота в мережі facebook: http://bit.ly/PMDayKyivFB
Twitter конференції: https://twitter.com/LvivPMDay
From Project to Product: Don't You Dare Mess With PlanningCprime
If you work in tech, you probably have a love/hate relationship with project planning. We dislike it because to get it right, we need to accurately predict the future, a largely impossible task. On the other hand, we like it because it gives business leaders the "predictability" they long for in order to make sound decisions that drive business growth.
Some in the agile community have resisted the need for planning, while others have simply encouraged planning in shorter cycles. As the shift from project thinking to product thinking becomes mainstream, we need to reconsider the impact on planning.
Take a deep dive into planning and discusses how this changes for the better as we shift from project to product. We explore:
- The difference between project plans and product horizons
- Turning the Iron Triangle over: Time, Budget, Scope is still a "pick two"
- How to estimate in ranges
- Ways to create roadmaps and product horizons at the portfolio, product family, and product levels
- The reasons to steer the conversation from "When will you be done?" to "What are we investing in next?"
The document provides an overview of the Agile-Scrum project development methodology. Some key points include:
- Scrum uses short development cycles called sprints to deliver working software frequently in an iterative manner.
- Self-organizing cross-functional teams work to deliver business value through working software at the end of each sprint.
- Daily stand-up meetings are held for teams to synchronize their work. Sprint planning and reviews ensure alignment with stakeholders.
- Key Scrum roles include the Product Owner who prioritizes backlog items, the Scrum Master who facilitates the process, and the Development Team.
- Sprints use a product backlog, sprint backlog and burn-down charts to track
Capital Power has implemented Unifier as our Project Control's tool for $500,000 to $2 billion construction projects. What is different about our implementation is that we use Unifier to collect quantity of work (e.g. km of roads) and the hours of labour involved. This information is very important in understanding productivity on a project and in estimating future projects. We are using Unifier on our first project, Genesee 4/5 a gas turbine plant with a construction budget of $1.5 billion. We also leverage the power of Oracle integration across EBS, P6 and Unifier to eliminate rekeying and avoidance of potential errors. Direct input by contractors of progress information also saves time.
Referenced: www.p6academy.com
Source: http://coll15.mapyourshow.com
The document provides details about Tayo Rolls Ltd, including its production planning process. It discusses [1] the company's various departments involved in production planning, [2] factors that affect machine shop production planning such as product mix and cycle times, and [3] the objectives and key elements of an effective production planning and control system.
Freelancer Magento Experts model allows you to hire designers on full-time, part-time or hourly basis. This model can save you at least 30% of cost against any fixed price quotes calculated even at $15/hr.
Unlike the freelancing project portals, we are accountable for the results and ensure that only qualified designers work for you. The designers that you hire will be our full-time employees and they will work exclusively on your assignments for the duration of the contract. It's the easiest way to get design projects done. We guarantee it!
We are dedicated to help our clients continually grow and succeed in their online business and we incorporate this dedication into every thread of what we do. Our values aren't just something we list on our site. We believe in them. Recruit by them. Review by them. And work according to them.
Our numbers speak for themselves. With a proven track record to deliver creative, robust and most importantly, increasingly profitable eCommerce sites, our diverse group of experts are committed to customer satisfaction and project excellence.
The document outlines the process a company takes to develop software projects from initial requirements gathering through development, testing, and release. They work with clients to understand requirements, develop prototypes, thoroughly test the software, and provide ongoing support after release. The entire process is documented and transparent, with the goal of delivering high quality software that meets clients' needs on schedule and budget.
The document provides an overview of Scrum methodology and processes. It defines Scrum as an iterative and incremental agile framework based on core values like iterative development, customer involvement, and self-organizing cross-functional teams. The key aspects covered include Scrum roles like Product Owner and Scrum Master, the pre-game, game and post-game phases of a Scrum project, sprint planning and rituals, and techniques for tracking sprint progress.
MRF implemented Lean and Six Sigma techniques to improve operational efficiency at its manufacturing plants. It identified bottlenecks and defects through data analysis. The calendering process was a bottleneck due to long setup times to adjust roll temperatures. This was addressed by replacing 3-roll calendering machines with faster 4-roll machines. Defects in tire building and curing like bead misalignment and blisters were analyzed using DMAIC to determine root causes such as improper process settings. Condition-based maintenance was introduced through 3M/4M charts to standardize processes and reduce defects. Overall Lean helped optimize processes, improve productivity, quality and eliminate waste at MRF's manufacturing operations.
This document discusses key roles and concepts in agile project management. It describes stakeholders like business process stakeholders, end users, product owner representatives, project managers, IT management, scrum masters, and scrum teams. It explains how requirements are envisioned, captured, prioritized, and groomed. Sprints include planning, execution with daily standups, demonstrations, and minimal viable releases every 3 sprints. Adaptive planning means estimates may change and backlogs often grow initially before stabilizing.
This presentation provides an overview of project management. It defines a project as a temporary endeavor with a unique goal and clear start and end dates. Managing a project involves planning, executing, monitoring, and controlling it to meet objectives within constraints like scope, time and cost. Key project management processes include initiation, planning, execution, monitoring and control, and closure. The presentation discusses the skills needed for project managers, like leadership, communication, and technical expertise in their industry. It also covers common project management training, certification and job opportunities.
Scott Phipps started in the mold making industry in 1978 and now owns United Tool and Mold (UTM), which operates from three locations in South Carolina and Alabama. UTM specializes in mold repair and has experience supporting molders globally. Phipps emphasizes the importance of communication, preventative maintenance planning, understanding the entire molding process, and paying attention to details when diagnosing and solving molding issues. He also discusses the challenges of finding skilled employees with diverse experience.
Shravan Kumar Rajoriya is seeking a position that allows him to utilize his skills and advance in an organization. He has over 8 years of experience in manufacturing roles. Currently, he works as a Senior Engineer at FLSMIDTH PVT LTD in Gurgaon, where he is responsible for vendor development, process improvement, and cost analysis. Previously, he worked at Transafe Services Ltd as a Production and Service Engineer, overseeing manufacturing, quality control, and maintenance. Rajoriya has a BE in Mechanical Engineering and additional training in production management and machinery.
This document discusses metrics and key performance indicators that can be used to measure performance. It provides examples of metrics for different perspectives like financial, customer, internal processes, and learning and growth. It also discusses specific metrics for projects, teams, support functions, and customer satisfaction including Net Promoter Score (NPS). Tools like Delighted NPS software are recommended for easily tracking and analyzing customer feedback.
Implementation of Business Process Reengineering in Thermax Ltd.Pramod Patil
Implementation of Business Process Reengineering in Thermax Ltd. to achieve dramatic improvements in critical, contemporary measures of performance such as cost, quality, service and speed by the fundamental rethinking and radical redesign of business processes
Check CNIC Information | +447490809237 | CNIC Details Checkerownerdetailssim
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The document discusses product design and process selection. It describes new product development which involves problem assessment, design specification, idea generation, screening ideas, and business analysis. The key steps of product design are concept design, detailed design, prototype production and testing, manufacturing, and commercialization. Process selection determines the type of production process. Process development involves process research, pilot development, capacity consideration, commercial plant transfer, and enhanced capacity optimization.
Analytics in Action: Project Analytics: Visibility that Aids Risk ManagementHannah Flynn
Product Managers face changes that put delivery at risk. Just as you use data from the customer to inform your solutions, transparency during the building of those solutions is critical for making better risk mitigation decisions. Whether your solution has fixed scope, fixed scheduling, fixed resources or fixed level of quality, the earlier you can know when these are at risk (and how) the better. The more clear the picture, the better you can understand the impacts of changes, and the more effectively you can deliver the solution the customer needs, when they need it, at a reasonable cost.
This session will focus on the use of a One-Dimensional Product Backlog from a risk management point of view. We will show how this tool can be used to monitor and evaluate how your solution is getting built, and a clear view of any cascading impacts risks have as they surface.
Project Analytics: Visibility that Aids Risk ManagementAggregage
Product Managers face changes that put delivery at risk. Just as you use data from the customer to inform your solutions, transparency during the building of those solutions is critical for making better risk mitigation decisions. Whether your solution has fixed scope, fixed scheduling, fixed resources or fixed level of quality, the earlier you can know when these are at risk (and how) the better. The more clear the picture, the better you can understand the impacts of changes, and the more effectively you can deliver the solution the customer needs, when they need it, at a reasonable cost. This session will focus on the use of a One-Dimensional Product Backlog from a risk management point of view. We will show how this tool can be used to monitor and evaluate how your solution is getting built, and a clear view of any cascading impacts risks have as they surface.
Improving or maintaining energy efficiency can be quite a challenge. Basically there are two ways to handle this topic: upgrading of installations or new builds. New build projects are extensive and complicated. So if you are looking for advice or help please let us know. Ask Evert Poss Service & Maintenance Manager of Bronswerk.
A step-by-step checklist for how to manage your agile sprint. This presentation will point you to the right direction and mentions all the keywords you need to know when approaching the agile methodology.
Kyiv Project Management Day 2016 Іванна Заєць: Основи ПМа (PM’s Essentials)
Сайт конференції: http://pmday.org/
Спільнота в мережі Linkedin: http://bit.ly/PMDayLin
Спільнота в мережі facebook: http://bit.ly/PMDayKyivFB
Twitter конференції: https://twitter.com/LvivPMDay
From Project to Product: Don't You Dare Mess With PlanningCprime
If you work in tech, you probably have a love/hate relationship with project planning. We dislike it because to get it right, we need to accurately predict the future, a largely impossible task. On the other hand, we like it because it gives business leaders the "predictability" they long for in order to make sound decisions that drive business growth.
Some in the agile community have resisted the need for planning, while others have simply encouraged planning in shorter cycles. As the shift from project thinking to product thinking becomes mainstream, we need to reconsider the impact on planning.
Take a deep dive into planning and discusses how this changes for the better as we shift from project to product. We explore:
- The difference between project plans and product horizons
- Turning the Iron Triangle over: Time, Budget, Scope is still a "pick two"
- How to estimate in ranges
- Ways to create roadmaps and product horizons at the portfolio, product family, and product levels
- The reasons to steer the conversation from "When will you be done?" to "What are we investing in next?"
The document provides an overview of the Agile-Scrum project development methodology. Some key points include:
- Scrum uses short development cycles called sprints to deliver working software frequently in an iterative manner.
- Self-organizing cross-functional teams work to deliver business value through working software at the end of each sprint.
- Daily stand-up meetings are held for teams to synchronize their work. Sprint planning and reviews ensure alignment with stakeholders.
- Key Scrum roles include the Product Owner who prioritizes backlog items, the Scrum Master who facilitates the process, and the Development Team.
- Sprints use a product backlog, sprint backlog and burn-down charts to track
Capital Power has implemented Unifier as our Project Control's tool for $500,000 to $2 billion construction projects. What is different about our implementation is that we use Unifier to collect quantity of work (e.g. km of roads) and the hours of labour involved. This information is very important in understanding productivity on a project and in estimating future projects. We are using Unifier on our first project, Genesee 4/5 a gas turbine plant with a construction budget of $1.5 billion. We also leverage the power of Oracle integration across EBS, P6 and Unifier to eliminate rekeying and avoidance of potential errors. Direct input by contractors of progress information also saves time.
Referenced: www.p6academy.com
Source: http://coll15.mapyourshow.com
The document provides details about Tayo Rolls Ltd, including its production planning process. It discusses [1] the company's various departments involved in production planning, [2] factors that affect machine shop production planning such as product mix and cycle times, and [3] the objectives and key elements of an effective production planning and control system.
Freelancer Magento Experts model allows you to hire designers on full-time, part-time or hourly basis. This model can save you at least 30% of cost against any fixed price quotes calculated even at $15/hr.
Unlike the freelancing project portals, we are accountable for the results and ensure that only qualified designers work for you. The designers that you hire will be our full-time employees and they will work exclusively on your assignments for the duration of the contract. It's the easiest way to get design projects done. We guarantee it!
We are dedicated to help our clients continually grow and succeed in their online business and we incorporate this dedication into every thread of what we do. Our values aren't just something we list on our site. We believe in them. Recruit by them. Review by them. And work according to them.
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The document outlines the process a company takes to develop software projects from initial requirements gathering through development, testing, and release. They work with clients to understand requirements, develop prototypes, thoroughly test the software, and provide ongoing support after release. The entire process is documented and transparent, with the goal of delivering high quality software that meets clients' needs on schedule and budget.
The document provides an overview of Scrum methodology and processes. It defines Scrum as an iterative and incremental agile framework based on core values like iterative development, customer involvement, and self-organizing cross-functional teams. The key aspects covered include Scrum roles like Product Owner and Scrum Master, the pre-game, game and post-game phases of a Scrum project, sprint planning and rituals, and techniques for tracking sprint progress.
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This document discusses key roles and concepts in agile project management. It describes stakeholders like business process stakeholders, end users, product owner representatives, project managers, IT management, scrum masters, and scrum teams. It explains how requirements are envisioned, captured, prioritized, and groomed. Sprints include planning, execution with daily standups, demonstrations, and minimal viable releases every 3 sprints. Adaptive planning means estimates may change and backlogs often grow initially before stabilizing.
This presentation provides an overview of project management. It defines a project as a temporary endeavor with a unique goal and clear start and end dates. Managing a project involves planning, executing, monitoring, and controlling it to meet objectives within constraints like scope, time and cost. Key project management processes include initiation, planning, execution, monitoring and control, and closure. The presentation discusses the skills needed for project managers, like leadership, communication, and technical expertise in their industry. It also covers common project management training, certification and job opportunities.
Scott Phipps started in the mold making industry in 1978 and now owns United Tool and Mold (UTM), which operates from three locations in South Carolina and Alabama. UTM specializes in mold repair and has experience supporting molders globally. Phipps emphasizes the importance of communication, preventative maintenance planning, understanding the entire molding process, and paying attention to details when diagnosing and solving molding issues. He also discusses the challenges of finding skilled employees with diverse experience.
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This document discusses metrics and key performance indicators that can be used to measure performance. It provides examples of metrics for different perspectives like financial, customer, internal processes, and learning and growth. It also discusses specific metrics for projects, teams, support functions, and customer satisfaction including Net Promoter Score (NPS). Tools like Delighted NPS software are recommended for easily tracking and analyzing customer feedback.
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Check CNIC Information | +447490809237 | CNIC Details Checkerownerdetailssim
Whatsapp Number For Paid Service:
+447490809237
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How To Check SIM Owner Name And CNIC Of Any Mobile Number
Thanks to the Pakistan Telecommunication Authority’s (PTA) online verification facilities, obtaining SIM owner information has become much easier. Here’s how to find the CNIC and SIM owner details by number:
Compose an SMS to 667: Open a new message on your SIM card and write “MNP”.
Send the SMS: Send this message to the shortcode 667.
Receive Information: Wait for a reply. A message containing the name of the SIM owner associated with the specific SIM number will be sent to you.
Additionally, you can visit or call your network service provider’s local customer care center to confirm the SIM registration status and owner’s name. This simplified procedure eliminates the need for extensive documentation and offers a convenient way to obtain necessary SIM details in Pakistan.
Check SIM Owner Details With Name Online
In Pakistan, there are various Android apps and software solutions available to check the SIM owner’s name by mobile number online. However, it is important to note that most of these apps have not been approved by the Pakistan Telecommunication Authority (PTA), and their use is not recommended. If you choose to use these apps, proceed with caution. Remember, the current law only permits the registration of five SIMs under one identity.
Always verify the validity of any software or tool you decide to use, as unauthorized access to SIM owner credentials may have legal consequences.
Check Jazz SIM Owner Name Details 2024
To check Jazz SIM owner name and details online, follow these steps:
Open the Messaging App: On your mobile phone, open the messaging app.
Create a New Message: Type “667” in the recipient field.
Write the Message: Type “MNP” in the message body.
Send the Message: Send the message using your Jazz SIM.
Wait for a Response: You will receive a message containing the SIM owner’s name and CNIC number associated with the Jazz SIM you are using.
Terms:
Codes can change at any time. Check the Jazz website if the code above has an error.
For further information, call the Jazz helpline.
You can check the Jazz SIM owner, registered address, and location by calling the helpline.
Check Ufone Sim Owner Name Details 2024.
If you want to Check Ufone SIM Owner Name & Ufone SIM Owner Details online check it by the following steps:
Open the messaging app on your mobile phone.
Create a new message.
In the recipient field, type “667”.
In the message body, type “MNP”.
Send the message through your Ufone SIM.
Wait for a response. You will receive a message containing the SIM owner’s name and CNIC number associated with the Ufone SIM which is in your use.
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Find Sim owner details easily with our Live Tracker. You will get accurate and instant sim information with number. Whether, you are looking for Nadra Sim Ownership details or location we are here to serve you.
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How to Verify the Number of SIM Cards Registered under your CNIC?
If you want to check how many SIM cards are registered under your name, you can do it easily. Just go to your mobile network provider’s website or app. Look for the feature called “SIM Ownership CNIC Tracker.” Then, type in your CNIC number correctly. After you submit it, the system will show you a list of all the SIM cards registered under your name. It will tell you which ones are active (in use) and which ones are inactive (not in use). Check this list carefully to see if there are any SIM cards you don’t need anymore. If you find any inactive ones, you can remove them to make room for new ones. This is helpful if you’re trying to add a new SIM card but all the slots are full. If you have any questions or problems with the registered SIM cards, you can contact your mobile network provider’s customer support for help.. By doing this, you can manage your SIM cards better and make sure you’re using your slots efficiently.
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What Sim information does SimOwnerDetails.online provide for SIM card numbers?
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3. ABOUT
3CrossPointsGroup.com Connect with us:
Sean is a proactive leader who has been in the green industry for
over 30 years, most as either a business owner or in Senior
Management roles at some of the largest companies in
the industry, including the only Fortune 500 company in the Green
Industry.
Cross Points Consulting Group is a Green Industry consulting firm
focused on helping businesses solve the complex challenges and
decisions facing their company today. With over 30 years of
leadership experience in the Green Industry, the consultants at
Cross Points Consulting Group are prepared to help our clients to
maintain and achieve successful businesses with financially and
operationally sound practices. We offer advice and support for
every process and structure within your company – from short-
term solutions to long-term goals.
4. PRODUCTION PROCESS
GETTING STARTED
Review Process Flow
Put it in writing
Get all team members onboard
Identify problem areas early
Assign Responsibilities
Be clear and concise
Rely on your team members
Clarify Objectives
Quality Work, Happy Customers & Profitable!
Set Expectations
Everyone needs to knows the process
Work Together
4CrossPointsGroup.com Connect with us:
5. CLARIFY OBJECTIVES
1. Produce Quality Work
2. Make Clients Happy
3. Meet Production Budgets & Profit Goals
DO NOT SACRIFICE ONE
GOAL FOR THE OTHER
TWO, AND DO THEM
EFFICIENTLY THROUGHOUT
YOUR ORGANIZATION.
5CrossPointsGroup.com Connect with us:
6. PROCESS REVOLVES AROUND THE
PRIMARY OBJECTIVES
Sales Gives
Complete
Info to
‘Production’
‘Production’ Starts
to
Prepare Project
For Field Staff
Field Staff
Completes
Project, Meets
3 Primary
Objectives
After Care Insures
Project Survives
Acclimation Period
& Converts to
Maintenance
Customer
Maintenance
Continues
Long Term Care,
Increase Customer
Satisfaction
Adds More Sales
1. Quality Work
2. Happy
Customer
3. On Budget &
Profitable
6CrossPointsGroup.com Connect with us:
7. 6 STAGES OF THE PRODUCTION
PROCESS
1. Pre Sales (Before Signed
Contract)
2. Sold (Signed Contract)
3. Pre-Con & Final Selections
4. Pre-Production
5. Field Production
6. After Care, Maintenance,
Warranty, Service
7CrossPointsGroup.com Connect with us:
8. STAGE 1. PRE-SALES
Owned by: Sales
• Follow defined sales
process
• Start to set expectations
for how the ‘Production
Process’ will work
• Be specific on how a project is bid & sold -
Mobilizations, change orders, OT, exclusions,
allowances, etc
8CrossPointsGroup.com Connect with us:
9. STAGE 2. SOLD (Signed Contract)
Owned by: Sales
• After contract is signed, before being
sent to Pre-Con
• Site details updated: grades, plants,
geometry/layout, Permit requirements,
sub contractor proposals, work out
allowances, irrigation & lighting plans,
etc
• Final material selections made &
approved by customer
• Custom items will take longer: tagged
plants, granite counter tops, grills, non-
standard stone, specialized subs, etc
Make sure the customer
understands when they
need to make all of their
pending product or design
decisions. If they aren’t
made aware of the delays
that will occur without their
final decisions, they will end
up being upset with time
delays.
The starting (and finishing)
timeframe of a project
depends on knowing
availability of all materials
and sub-contractors!
9CrossPointsGroup.com Connect with us:
10. STAGE 3. PRE-CON
Owned by: Sales
• Turn in initial Job Pack (Single Copies) w/ Pre Con forms
• Job Pack reviewed by production team leader
• Pre-Con meeting will be scheduled with project
sales/design/production members within 1 week of turning in Job
Pack. Project details review and site questions addressed
• Details, final plans & specs updated after Pre-Con meeting (Job Pack
back to Sales) if needed
• Materials updated, all RFQ’s & production reports come from
updates made in the ‘system’
• All plan copies & details generated and inserted back into final Job
Pack along with any required updates
• Updated/Revised Job Pack turned back into production leader
10CrossPointsGroup.com Connect with us:
11. STAGE 4. PRE PRODUCTION
Owned by: Production Leader
• DIRECT COSTS START HERE!
(Plant Buyer, Subs, Pre-Purchases)
• Customer contacted by production leader
• Schedule controlled by production leader, if all design
work completed and finalized.
• RFQ’s sent out (generated from ‘system’)
• Sub contractor & special order agreements/PO’s sent
out, signed up. Authorized company purchasers only!
11CrossPointsGroup.com Connect with us:
12. STAGE 4. PRE PRODUCTION
• Final job production reports created
from the ‘system’
• Project ‘Ghant Chart’ created
• Project is entered into production
schedule BASED ON PROJECT
DETAILS! Not just a name on a
piece of paper!
• Large bulk orders will be set up by
the job Foreman
• Final field Job Pack is assembled,
given to assigned foreman
• First job stages drafted by the
production leader
Smooth running jobs are
created from having a well
defined Pre-Production
process in place!
12CrossPointsGroup.com Connect with us:
13. STAGE 5. FIELD PRODUCTION
Owned by: Crew Foreman
• This determines company P&L, steps
1-4 support this stage!!!!!
• Landscape admin generates ‘Hourly
Job Report’ daily & emails
• Weekly Production Planners and
Change Order Forms completed daily
by Foreman
• Foreman co-manages subs when
working on their site, production
leader manages subs at other times
• Foreman follows production process
SOP from OP’s Manual
• Foreman co-ordinate ship dates of
plants with Plant Buyer
• Foreman handles normal stock items
• Foreman communicates with customer
daily while on site
• Foreman communicates w/ sales for
layout walk thru’s, plant placement
site visits, design changes or CO work
requests
• Foreman Initiates Punch List walk
thru’s w/ customer & sales, completes
the final Punch List form and has it
signed by customer
• Foreman initiates after care hand off
w/ service
• Foreman completes the job completion
form, updates as built plans
13CrossPointsGroup.com Connect with us:
14. STAGE 6. AFTER CARE
Owned by: Service Manager (or other)
• Process starts before full construction crews pull off site. Foreman and SM inspect site &
walk thru details. SM meets customer, introduces themselves as contact for all service
work or questions on project when it is completed (not sales).
• Service will tweak irrigation, adjust lights, monitor plant health in first 30 days after job
completion – ‘Basic’ After Care
• Production Leader will manage subs after in-house crews finish internal work and foreman
pulls on to next project.
• Construction crews will finish all of project, service crews will complete original contract
work only on small items, special orders still on backorder, last minute add on work, or
when a construction crew size becomes inefficient for remaining work.
• A 30 day and seasonal maintenance proposal will be presented to customer before job
completion by a Maintenance Sales rep or the Service Manager.
• Service Manager or Maintenance Sales rep will propose future enhancement sales if
project is under a maint. contract, large design projects will be pushed back to D/B Sales.
• SM will complete a ‘spring’ & 1-year site inspection for replacement work.
14CrossPointsGroup.com Connect with us:
15. PRODUCTION MODEL – Wide Gap
Sub 1
Pre Work Sub 2
Demo Work Bed Prep
Grading Sub 3 Lights
Trenching Ret Walls Irr Sod Trees Sod
Footers Inspection Pavers Sub 4 Irr Plants Mulch Walk Thru Clean up
Sleeving Mainline Plants Front Edging Plants back
Sub 4 Back Fill
Front Walls
Start of Project
End of projects always have
fewer work options and are
least efficient part of a
project.
15CrossPointsGroup.com Connect with us:
16. PRODUCTION MODEL – Wide Gap
• All product & material decisions
completed before starting. More efficient
for company resources, less sales time
needed on-site, doesn’t gum up
schedule.
• Project can be ‘completed’ once it is
started. Work is progressed toward the
final project completion, not intermediate
or stop-gap deadlines.
• Shorter overall time on site. Pull onto
job, complete all work, pull off.
Customers are happier with shorter work
durations vs fast starts and slow finishes.
• More project options are available when
work starts. Higher efficiency early on
will compensate for less efficient time at
the end of a project.
There are already enough risks for
project delays in exterior
construction work (rain, seasonal
material, short supplies, etc). Keep
projects at high efficiency early on
to have the ability to plan around
these natural factors.
16CrossPointsGroup.com Connect with us:
17. PRODUCTION MODEL –
Forced Linear
Gradi
ng Sub 3
Foo
ters
Inspec
tion
Pave
rs
Pre Work
Sub
2
DECIS
ION
Trenc
hing
Ret
Walls
Irr
So
d
DECIS
ION
Slee
ving
Main
line
Plants
Front
DECIS
ION
Tre
es Sod
DECIS
ION
Demo
Work
Bed
Prep
PULL
OFF
Lig
hts
PULL
OFF
Sub
4
Back
Fill
Front
Walls
PULL
OFF
Su
b 4
Irr
Plant
s
PULL
OFF
Edg
ing
Plants
back
Mu
lch
Walk
Thru
Clea
n up
Start of a Project
End of projects always have
fewer work options and are
least efficient part of a
project.
17CrossPointsGroup.com Connect with us:
18. PRODUCTION MODEL- Forced
Linear
• Project started without all product, material or design decisions
made. Site also not ready to finish project when it is started.
• Narrow window of work options, difficult to gain high efficiency
potential on projects. Weather delays last longer without having
some wet-weather work available to complete.
• Prone to: pull offs, redo’s, crew stops, longer project duration, crew
changes, over hours, low margins, more sales time required during
production process.
• Customers will also lose confidence in your company and start to
suffer ‘project fatigue’. They will become harder to please and
second guess the work. Projects become most difficult to collect
payment on.
• Project is nearly impossible to schedule out (until the end) and
ends up being ‘fire drill’ managed (purchasing, subs, company
resources). Typical of a rushed start with no prep time.
• Reasons?? Customer panic or indifference, “Starting Phobia”, holes
in schedule (usually from other disorganized projects), delayed site
timing from a GC or builder, mid-project deadlines so other project
trades can complete their work.
96% of unhappy
customers don’t
complain!
18CrossPointsGroup.com Connect with us:
19. CHANGE ORDERS- What is a ‘CO’?
Change Order – Basic
– 6 red daylily for 6 yellow, or 8ft pine instead of 10ft
– Still additional costs to make swaps or change vendors, 1 or 2 per job,
happens during work flow
Change ‘Out’ – Scope Revision
– Change in design & construction details, change out of a portion (or all) of
an order (plants, subs etc)
– Design or spec is not complete, project is not complete!
– Significant cost increase, have incurred costs already for original items Redo
of something already installed will have more delivery costs, affects crew
work flow, affects other projects!
– Many small change orders add up to a ‘Change Out’
– Very difficult to control, prone to errors & mistakes
Add On
– ‘Adds to’ original material order, scope increase
– Good Sell! Add to original orders, may not incur additional soft costs if
added in early.
19CrossPointsGroup.com Connect with us:
20. CHANGE ORDERS - Process
DESIGN/SALES REPS
• All increases in scope of work
need to signed off on by customer
• ‘No Charge’ CO’s need to be
signed off by Sr Management
• Designs or specs need updating &
then sent ‘To Production’
• Any updated material lists need
to be turned into production
• Production sheets and RFQ’s
updated by OP’s, then distributed
to Crew Supervisors
FIELD STAFF
• If a design change is required,
sales is contacted
• Field change order requests from
customer need to be signed off in
field by customer, turned into
sales for invoicing
• Larger scope increases that need
pricing help should have info sent
to sales/estimator to price out.
• No additional work to be
completed until CO’s are
approved.
20CrossPointsGroup.com Connect with us:
21. SET EXPECTATIONS -Internal
• Step 5 is most critical- everything else in steps 1-4 supports efficient, high
quality field production
• Turn in a final job pack with all details worked out. It also reduces the
amount of additional Sales rep’s time in the field
• Sales needs to be on budget through the year to have a consistent supply
of work that can be managed efficiently.
• Set proper external expectations up front, explain the benefits.
• Sell individual projects to be profitable
• Sell collectively as a team so project production is efficient and profitable
• Do Not drop piles of ‘Rush’ jobs into Production. Quality suffers.
• Profitable Design/Build and landscape installation work is run from a strong
pipeline. Always need options ‘B’ & ‘C’ if ‘A’ falls through. Gives you strength
in future sales and eliminates ‘fire drill’ time in everyone’s schedule
• The Company is stronger in the market working as a team.
21CrossPointsGroup.com Connect with us:
22. SET EXPECTATIONS-External
• Quality work comes from working off set plans and having sufficient prep time to pull
together project details (before starting). Crew size is set to control quality, do not throw
extra guys around on projects to speed things up.
• Pricing is based on being able to complete the project once it starts, or to the estimated #
of mobilizations. On new construction sites, prefer all other exterior work from other trades
to be completed before landscape work starts: gutters, painting, stucco, masonry, roofing,
electric, carpentry, etc. We need all of the site to start.
• Call out and limit mobilizations, especially on builder projects. Bid properly! This is costly
and if made aware upfront we won’t run into issues and can collect CO’s. Landscapers tend
to get run over without setting site expectations on a project.
• Changes made during construction are going to be more costly, directly and indirectly;
redo/scrap work already done, time already spent on sourcing original material, time
multiplier, pull offs & re-mobilizations, more set up costs (heaters, tarping, weather control,
etc) STARTS IN STAGE 4!!
• Work to complete projects to a target date, but cannot guarantee this (weather, materials,
waiting on builders, quality control). Work to achieve the final project completion in the
most efficient methods possible. OT (evening & weekends) and other costs incurred for
meeting external timeframes are billable (tarping, heaters, hauling, working in bad weather
conditions, etc).
22CrossPointsGroup.com Connect with us:
23. NEED MORE HELP?
23
CONTACT US REGARDING MORE INFORMATION
ON SETTING UP A DETAILED PRODUCTION
PROCESS FOR YOUR COMPANY INCLUDING:
•Mapping your Production Work Flows
•Schedule Boards
•Production Forms
•Job Pack Templates
•Technology & System Integrations
•Production Management Training
Office: 800/820-2590
Email: Info@CrossPointsGroup.com
Web: www.CrossPointsGroup.com
Skype: Sean.CrossPoints
Just give us a call, connect with us on Social or visit our web site at www.CrossPointsGroup.com to learn
more about our company and see the other services we provide including: Data Analytics, Strategic
Planning & Growth Management, Profitability Analysis, Estimating & Budgeting Systems, Social Media &
Blogging Service, Technology Integrations, Sales/CRM Training, and Marketing Systems.
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