This document discusses the latest trends in manufacturing simulation. It outlines important themes in continuous improvement, personnel and leadership, sustainability, emerging markets, and investment climate. It also discusses trends seen in projects, including interest in serious games for training. Additionally, it examines the lifecycle of production assets and models from design through operation and replacement. It notes challenges in keeping models alive over the long term.
2009 11-04 mm (carson, california - csu-dh) bpm introductionMike Marin
“Business Process Management – An Introduction”. Introductory presentation given by Mike Marin to Computer Science students at California State University Dominguez Hills in 2009.
2009 11-04 mm (carson, california - csu-dh) bpm introductionMike Marin
“Business Process Management – An Introduction”. Introductory presentation given by Mike Marin to Computer Science students at California State University Dominguez Hills in 2009.
BPM Model Preserving Strategy vs. Model Transforming StrategyKeith Swenson
This presentation was given at the 2009 Process.gov conference in Washinton DC on June 19, and covers the concept of how different BPM products differ based on how they handle the process models.
BPM Model Preserving Strategy vs. Model Transforming StrategyKeith Swenson
This presentation was given at the 2009 Process.gov conference in Washinton DC on June 19, and covers the concept of how different BPM products differ based on how they handle the process models.
Presentation for Lean Kanban BeNeLux 2011
Some organizations work in a simple, stable business environment with simple, stable and consistent business goals. Other organizations have to deal with a complex, fast changing business environment where business goals may be contingent or even contradictory. In this workshop we explore how our current models for improvement are well equipped for simple and stable business environments but fail to cope with the complexities of today’s fast changing business. We discuss how we need to move beyond the current single- and multi-model improvement theory towards a thorough understanding of complex business challenges and situational improvement based on lean adaptive principles.
We discuss the case of a software product company that is faced with complex – and possibly contradictory – business challenges. A previous improvement initiative based on CMMI and Scrum did measurably improve the process of the development group but – as seems to be so often the case - failed to go beyond a local one-shot point improvement:
1) it did not sufficiently involve upstream and downstream stakeholders such as product management and support (and ultimately the customers and users);
2) it did not sufficiently differentiate between different kinds of developments leading to one-size-fits-all processes that actually fit no development very well;
3) it did not provide the insight to take on complex business challenges.
In order to tackle the above issues we decided to work on three fronts at the same time:
1. End-to-end flow (lean): Use Kanban to create flow in the end-to-end value stream starting from initial ideas up until actual implementation. The end-to-end-flow takes into account both value discovery (understanding the value) and value delivery (delivering the value).
2. Tailored project management (adaptive): Use a sense-making framework (based on Cynefin) to differentiate between developments where the value is clear enough to go almost directly into value delivery (linear flow), and developments where the value uncertainty mandates iteration between value discovery and value delivery (iterative flow).
3. Organizational maturity (management): Create a continuous improvement culture that works both bottom-up and top-down. Use Kanban to create a continuous improvement and high-maturity culture from the bottom-up. Use CMMI appraisals as a yardstick to measure organizational progress top-down in order to avoid that local improvements get stuck locally. And most of all, use tailored project management to simultaneously manage bottom-up and top-down improvements to match complex business goals.
Enterprise Integration of Disruptive TechnologiesDataWorks Summit
This talk will detail the HSBC Big Data journey to date walking through the genesis of the Big Data initiative which was triggered by continual challenges in delivering data driven products. The global scale, diversity and legacy of an organization like HSBC presents challenges for Hadoop adoption not typically faced by younger companies. Big Data technologies are by their very nature disruptive to the established Enterprise IT environment. Hadoop and the peripheral toolsets in the big data ecosystem do not fit comfortably into an Enterprise Data Centre, IT Operational processes and can even prove disruptive to current organization structures. Alasdair will focus on the steps that HSBC has taken to mitigate concerns about Hadoop and raise awareness of the game changing benefits a successful adoption of the technology will bring. HSBC have taken an innovative approach to proving out the value of the technology engaging developers with a brakes off opportunity to use the platform and by placing Hadoop in a competitive scenario with traditional technologies. The Hadoop journey in HSBC was initiated in Scotland, blessed in London and proved out in China.
Splunk was instrumental in helping ADP, the world’s largest provider of business outsourcing solutions (ie paychecks, benefits, etc.) orchestrate their mobile strategy. ADP was launching a mobile version of its payroll management solution with the goal of providing “a single app for all important HR, benefits and payroll information” available at employee’s fingertips 24x7x365.
A Top 10 Key to Success for Architects, delivered by author Pete Eeles, IBM, hosted on the "Good Design is Good Business" group on developerWorks: https://www.ibm.com/developerworks/mydeveloperworks/blogs/669242b1-dd91-4d63-a08f-231314c793bb/entry/top_10_success_secrets_for_software_architects_good_design_is_good_business_series?lang=en
As a publishing technology pioneer and SVP, Global Production and Manufacturing at one of America’s largest educational publishers, Ken Brooks presents lessons for the publishing industry at large based on his experiences implementing successful, large-scale XML production processes.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
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Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
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Latest trends in manufacturing simulation
1. Latest trends in manufacturing
(simulation)
Rienk Bijlsma
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November 8, 2011 Latest trends in manufacturing simulation 1
2. Contents
• Important themes
• Project findings
• Production assets lifecycle
• Lifecycle of models
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November 8, 2011 Latest trends in manufacturing simulation 2
3. Important themes
• Continuous improvement
• Personnel & leadership
• Sustainability
• Emerging markets
• Investment climate
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November 8, 2011 Latest trends in manufacturing simulation 3
4. Continuous improvement
• Lean manufacturing
• Operational excellence
• Six sigma
• Value stream mapping
• TPM (Total productive maintenance)
• TQM (Total quality management)
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5. Personnel and leadership
• Leadership skills
• Change management
• Training personnel
• Flexibility of personnel
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6. Sustainability
• How to eliminate waste
• Cradle to cradle
• Carbon footprint reduction
• Reduce energy consumption
• Using raw materials as efficient as possible
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7. Emerging markets
• Strategic choice of production locations
• Roll of the supply chain
• Local legislation
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8. Investment climate
• How can we cut cost and maintain quality
• How can we increase production volume with
our existing assets
• How to respond to changing market conditions
• Product innovation
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9. What do we see in our projects
• Interest in serious games for training
– HSE, management, operators
• Limited interest in supply chain/market model
• Easy user interfaces to models
• Drive away from local installations
• Planning/scheduling, business analytics
• Emerging applications
– Wind farms, Biofuels, Lean six sigma
• New model KPI’s
– Emissions, energy/utility consumption,
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10. Production assets lifecycle
Greenfield:
- simulation modeling-
- emulation-
-vertical startup-
Replace Design
Improve Build
Maintain Operate
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11. Production assets lifecycle
Replace Design
Improve Build
Brownfield:
Maintain Operate - scheduling/planning -
-serious gaming –
-Safety culture -
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November 8, 2011 Added value of simulation in the design of terminals 11
12. Production assets lifecycle
Replace Design
Brownfield terminal:
-simulation modeling-
-lean six sigma-
Improve Build
Maintain Operate
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November 8, 2011 Added value of simulation in the design of terminals 12
13. Added value of modeling
2 or 3 cranes?
Enough packaging lines?
Replace Design
What if we change our
paintshop configuration? Lower CAPEX
Should we add more ....?
Improve Build
Higher efficiency
12.45 pm – MB SLK white– Line1
14.30 pm – MB S500 Black– Line1
-------------------------------
(How) Can we handle this
new order?
Maintain Operate
Better service
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14. Lifecycle of models
Model building
Model death
Model testing
Model running
Project complete Model experimenting
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15. Why do models die?
• Model build to support onetime investment decision
– New (air)port, new petrochemical complex, new terminal ...
• Original model builder not available
– Left company, other project, career move, retirement ...
• Modeled system changes
– Data no longer correct, process changes ...
• Time for model resurrection too long
– Model results expected in hours/days not weeks/months
• System no longer running
– IT support, installation, model versions, software versions ...
• Decision maker cannot run experiments
– No user interface, no training, no documentation no support
...
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16. How to keep models alive?
• Design model to support operational and tactical decisions
– Airport: new runway, new flight schedule, new gate allocation...
• User interface for decision makers
– Ease of use, scenario creation, results, analysis
• System available on internet or intranet
– No installation, available anywhere, no version problems ...
• Support from professional organization
– User support & training, model updates, IT integration ...
• Document & demonstrate the delivered value!
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17. Models on the internet
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18. Thanks for your attention…
Visit our website: www.systemsnavigator.com
Systems Navigator B.V.
Delftechpark 38
2628 XH Delft
The Netherlands
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