Lean Ofis is an operational excellence solutions provider that helps clients improve productivity and flexibility in manufacturing. They offer three main services: 1) Lean transformations through implementing lean tools and creating strategic improvement plans. 2) Manufacturing system design including work stations, material handling systems, and visual management tools. 3) Lean innovative engineering such as designing poka-yoke machines, montage machines, and test machines. The goal is to help clients achieve operational excellence through lean practices and customized manufacturing solutions.
This document discusses process performance models and provides a case study. It summarizes:
1) A process performance case study based on 450 project feasibility checks that discusses organizational background, ROI, quality audits, and call/incident center performance.
2) The main steps identified for high maturity process improvement, including building an action plan and services roadmap using CMMI-SVC to manage transformation.
3) A case study on a managed process for innovation that strategizes, captures, formulates, evaluates, defines, selects, and delivers ideas through a multi-step review and approval process.
This document summarizes an automated user provisioning solution implemented with SAP NetWeaver BPM for a large Indian conglomerate with over 15,000 employees. The as-is user provisioning process was paper-based and inefficient. The new BPM orchestrated process automates user creation, access provisioning, license management and provides self-service capabilities. Key benefits include improved security, compliance, efficiency and user experience. Future improvements include further system integrations and analytics-based optimizations.
Eliminate latency between engineering and manufacturing to drive lean holistically. Drive engineer intent to the shop floor with 3D images. Speed is a competitive advantage
Seeing what matters using the right vision to manage transition - Alan ShallowayAGILEMinds
The document discusses improving productivity, quality, and speed of delivery through lean principles. It outlines challenges such as defining business value and quick turnaround from development teams. It then presents ways to improve time to market through frequent minimum viable releases that deliver business value. This includes using metrics to measure success and visualizing workflow to improve predictability and eliminate delays through limiting work in progress and managing flow.
Developing A Performance Culture Executive 10 11 10samicorp
SAMI is a management consulting firm that helps clients improve operations through developing a Performance Culture. They create strategic plans to measure behaviors and implement practices that increase production and reduce losses. SAMI has helped clients like Shell and Exxon increase output and reduce costs by hundreds of millions. Their proprietary methods are unique and have led to a 10:1 return on investment for clients who implement SAMI's performance solutions.
Six Sigma and Lean Manufacturing are continuous improvement methods used to improve business processes and drive profitability. Lean focuses on eliminating waste and engages all organizational levels, while Six Sigma aims to eliminate defects through statistical process analysis. Both originated in the 1950s, with Lean developed by Toyota and Six Sigma focusing on reducing variation. Key aspects of Lean include identifying the seven wastes, pull systems, flow, and just-in-time production.
Are good SharePoint solutions only a myth?Adis Jugo
This document discusses different approaches to architecting SharePoint solutions. It describes enterprise SharePoint solutions, SharePoint sandbox solutions, and solutions that use SharePoint data without being deployed to SharePoint. It covers considerations for each like security, performance, and deployment approach. It also provides examples of architecture patterns and best practices for designing flexible and maintainable SharePoint solutions.
ERP is an enterprise-wide software system that integrates various business functions and departments within a company. It helps manage important parts of a business like product planning, purchasing, inventory, order tracking, finances, and human resources. ERP evolved from earlier systems like MRP and MRP II to provide a more centralized and integrated solution. Implementing ERP requires significant planning, resources, and changes to business processes but can improve efficiency, reduce costs, and enhance customer service.
This document discusses process performance models and provides a case study. It summarizes:
1) A process performance case study based on 450 project feasibility checks that discusses organizational background, ROI, quality audits, and call/incident center performance.
2) The main steps identified for high maturity process improvement, including building an action plan and services roadmap using CMMI-SVC to manage transformation.
3) A case study on a managed process for innovation that strategizes, captures, formulates, evaluates, defines, selects, and delivers ideas through a multi-step review and approval process.
This document summarizes an automated user provisioning solution implemented with SAP NetWeaver BPM for a large Indian conglomerate with over 15,000 employees. The as-is user provisioning process was paper-based and inefficient. The new BPM orchestrated process automates user creation, access provisioning, license management and provides self-service capabilities. Key benefits include improved security, compliance, efficiency and user experience. Future improvements include further system integrations and analytics-based optimizations.
Eliminate latency between engineering and manufacturing to drive lean holistically. Drive engineer intent to the shop floor with 3D images. Speed is a competitive advantage
Seeing what matters using the right vision to manage transition - Alan ShallowayAGILEMinds
The document discusses improving productivity, quality, and speed of delivery through lean principles. It outlines challenges such as defining business value and quick turnaround from development teams. It then presents ways to improve time to market through frequent minimum viable releases that deliver business value. This includes using metrics to measure success and visualizing workflow to improve predictability and eliminate delays through limiting work in progress and managing flow.
Developing A Performance Culture Executive 10 11 10samicorp
SAMI is a management consulting firm that helps clients improve operations through developing a Performance Culture. They create strategic plans to measure behaviors and implement practices that increase production and reduce losses. SAMI has helped clients like Shell and Exxon increase output and reduce costs by hundreds of millions. Their proprietary methods are unique and have led to a 10:1 return on investment for clients who implement SAMI's performance solutions.
Six Sigma and Lean Manufacturing are continuous improvement methods used to improve business processes and drive profitability. Lean focuses on eliminating waste and engages all organizational levels, while Six Sigma aims to eliminate defects through statistical process analysis. Both originated in the 1950s, with Lean developed by Toyota and Six Sigma focusing on reducing variation. Key aspects of Lean include identifying the seven wastes, pull systems, flow, and just-in-time production.
Are good SharePoint solutions only a myth?Adis Jugo
This document discusses different approaches to architecting SharePoint solutions. It describes enterprise SharePoint solutions, SharePoint sandbox solutions, and solutions that use SharePoint data without being deployed to SharePoint. It covers considerations for each like security, performance, and deployment approach. It also provides examples of architecture patterns and best practices for designing flexible and maintainable SharePoint solutions.
ERP is an enterprise-wide software system that integrates various business functions and departments within a company. It helps manage important parts of a business like product planning, purchasing, inventory, order tracking, finances, and human resources. ERP evolved from earlier systems like MRP and MRP II to provide a more centralized and integrated solution. Implementing ERP requires significant planning, resources, and changes to business processes but can improve efficiency, reduce costs, and enhance customer service.
The author of this presentation has created the virtual model of a batch manufacturing factory, using an enterprise architecture tool. Processes, applications, infrastructures, data models, etal, are stored in a repository called encyclopedia. Due to the impossibility of publishing the encyclopedia I decided to publish at least the diagrams, that constitute only one facet of the whole. This presentation is the collection of such diagrams.
The document discusses integration options for connecting Aras Innovator to other systems. It outlines Aras' integration platform capabilities and technologies like flat file, AML-lite, WSDL, EAI/ESB, and IOM API integration. Examples of packaged CAD integrations and a sample integration scenario are also provided. Users are directed to Aras resources for help with integration and development.
The document describes building an ALM roadmap using SAP's Business Process Repository (BPR). It shows how the BPR can be used to map ALM processes to scenarios, provide linked documentation, and detail applications, transactions, and configuration at the process and step levels. Various ALM adoption paths are illustrated, including for test management, change and release management, and incident/problem management.
This document provides an overview of Linkroad's corporate portfolio. It establishes that Linkroad has been in business since 2005, is headquartered in Shanghai with additional presences, and creates business advantages for enterprises through proven IT implementations. It outlines Linkroad's vision to be a leading regional provider with IT consulting expertise, as well as its mission to maximize clients' effectiveness. The document also describes Linkroad's methodology, major alliances, differences compared to others, and thanks the reader.
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.
The document discusses various topics related to product design and development, including:
- Companies focus on key products and customers buy satisfaction rather than just physical goods or services. Product design involves translating customer needs into specific requirements for production.
- Key factors for success include rapid response to changing markets/technologies, becoming market-driven, and pursuing flexibility over rigidity.
- Strategies like differentiation, low cost, and rapid response.
- The product lifecycle includes introduction, growth, maturity, and decline phases. Most costs are committed early in the design process.
- Methods like quality function deployment (QFD) can help translate customer wants/needs into technical requirements. Concurrent engineering involves cross
Agile Test Management - www.softtest.ieDavid O'Dowd
This document provides an agenda and description for a workshop on Agile Test Management. The workshop will cover transitioning the test manager role to agile, test strategy in agile contexts, estimating and planning tests in agile, and addressing test management issues like metrics and process improvement. It will use presentations, exercises and discussion and encourage participants to share challenges and experiences working with agile.
The document provides an Organization Approval Gate Methodology Artifact Alignment Matrix. It outlines key artifacts and timing considerations for 5 common project methodologies (Agile, Waterfall, COTS, DMAIC) across 5 gate stages (Concept Initiation, Planning, Execution, Post Implementation Review, Closure). For each methodology and gate combination, it lists examples of typical artifacts and provides timing notes, suggesting common timeframes but noting flexibility depending on factors unique to each organization.
The document discusses various topics related to process choice and layout decisions in manufacturing and services. It covers engineering and business perspectives on manufacturing processes, classic manufacturing process types including continuous flow, production line, batch, job shop and project approaches. It also discusses choosing between process types, the role of customization, and considerations for services. Key factors discussed include volume, variety, skills requirements, flexibility advantages, product-process matrices, and life cycle planning frameworks.
The document discusses ways to improve storage performance and efficiency. It introduces the n5 Storage System which uses Quality of Service (QoS) and Service Levels to guarantee minimum performance levels for applications even during degraded operations. It leverages solid-state drives on PCIe, dynamic data placement between performance tiers, and inline data reduction to optimize price and performance while eliminating resource contention between workloads.
Beating the Odds – A Tale of One Company’s Rapid Rise to Maturity Level 5Henry Schneider
While implementing the CMMI at Maturity Levels 2 and 3 usually contributes to some level of improved performance, successfully implementing Maturity Level 5 enables an organization to begin to truly optimize their performance. This distinction is even more noteworthy when an organization matures rapidly. A division of a large international systems integration company headquartered in Seoul, South Korea (LG CNS, LG Insurance Sector) reached this pinnacle in October 2005 having successfully reached Maturity Level 5 after achieving Maturity Level 3 just twelve months earlier. Though this speedy rise through the Maturity Levels can not be accomplished by everyone, there are certain attributes, practices, and lessons learned that can be applied to any organization seeking to manage change, improve processes, and rapidly transform performance.
World Class Manufacturing Asset Utilizationlksnyder
Woodard & Curran proposes a 3-phase program to help their beverage client improve manufacturing asset utilization and efficiency. Phase 1 involves measuring equipment performance data. Phase 2 is to analyze the data to identify improvement opportunities. Phase 3 implements solutions such as equipment upgrades, training, and process changes. The goal is to benchmark performance and work towards world-class OEE metrics through a collaborative change management approach.
Geneo Software provides a software application to help companies implement operational excellence. The application enables companies to rapidly build flexible standards, manage complexity in process flows, and track competencies and training records. It provides benefits such as absolute version control, visibility for leaders, and is 70-2000% more efficient than current methods. The application allows companies to authorize and control documents, build standards, track skills and training, and receive alerts.
SunGET Precision is a precision metal manufacturer in southern China that specializes in design, manufacturing, and delivery of custom precision parts. They own various metalworking machines that allow them to produce a variety of parts for industries like automotive, electronics, medical, and more. SunGET aims to provide high quality parts, be responsive to customer needs, and ensure on-time delivery through their experienced engineering team and manufacturing flexibility.
SunGET Precision Co.,Limited is the precision metal manufacturer in south of china,We own stamping machines,hydraulic press machines,auto-turning machines,CNC-turning machines,milling machines,precision wire cutting machines etc.We can fashion components for a range of finished goods cars,motorcycles,electronics,lawn and garden accessories,furniture,firearms and more.Finally,we offer 20 new items yearly,with OEM/ODM customizations available on requets.
Alloy by IBM and SAP is a product that allows users to access SAP reports and workflows directly from IBM Lotus Notes. It provides out-of-the-box functionality for common workflows like expense approval, time off requests, and purchase orders. Customers can see contextual SAP data and approve or reject steps without leaving Notes. The integration framework offers rapid deployment and minimal training. New features have improved usability, performance, and support for additional SAP scenarios.
The document discusses the evolution from business process management (BPM) to business process innovation. It describes how BPM focuses on performance and compliance through standardized and industrialized processes. This enables organizations to transform core processes into commodities while freeing up resources for process-driven innovation. The document advocates treating processes as services and using BPM techniques to create value and manage risks at the front-end of processes.
Leveraging process models across the asset lifecycle t fiske arcARC Advisory Group
1. The document discusses leveraging process models across the asset lifecycle from design through operations.
2. Process models are used for design simulation, startup validation and operator training, and operations activities like process analysis, monitoring, and optimization.
3. However, models developed during different phases are often not consistent or leveraged across the lifecycle due to being created by different groups or for different purposes.
4. Integrating process models throughout the asset lifecycle could provide significant benefits for activities like design, startup, and real-time optimization.
The author of this presentation has created the virtual model of a batch manufacturing factory, using an enterprise architecture tool. Processes, applications, infrastructures, data models, etal, are stored in a repository called encyclopedia. Due to the impossibility of publishing the encyclopedia I decided to publish at least the diagrams, that constitute only one facet of the whole. This presentation is the collection of such diagrams.
The document discusses integration options for connecting Aras Innovator to other systems. It outlines Aras' integration platform capabilities and technologies like flat file, AML-lite, WSDL, EAI/ESB, and IOM API integration. Examples of packaged CAD integrations and a sample integration scenario are also provided. Users are directed to Aras resources for help with integration and development.
The document describes building an ALM roadmap using SAP's Business Process Repository (BPR). It shows how the BPR can be used to map ALM processes to scenarios, provide linked documentation, and detail applications, transactions, and configuration at the process and step levels. Various ALM adoption paths are illustrated, including for test management, change and release management, and incident/problem management.
This document provides an overview of Linkroad's corporate portfolio. It establishes that Linkroad has been in business since 2005, is headquartered in Shanghai with additional presences, and creates business advantages for enterprises through proven IT implementations. It outlines Linkroad's vision to be a leading regional provider with IT consulting expertise, as well as its mission to maximize clients' effectiveness. The document also describes Linkroad's methodology, major alliances, differences compared to others, and thanks the reader.
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.
The document discusses various topics related to product design and development, including:
- Companies focus on key products and customers buy satisfaction rather than just physical goods or services. Product design involves translating customer needs into specific requirements for production.
- Key factors for success include rapid response to changing markets/technologies, becoming market-driven, and pursuing flexibility over rigidity.
- Strategies like differentiation, low cost, and rapid response.
- The product lifecycle includes introduction, growth, maturity, and decline phases. Most costs are committed early in the design process.
- Methods like quality function deployment (QFD) can help translate customer wants/needs into technical requirements. Concurrent engineering involves cross
Agile Test Management - www.softtest.ieDavid O'Dowd
This document provides an agenda and description for a workshop on Agile Test Management. The workshop will cover transitioning the test manager role to agile, test strategy in agile contexts, estimating and planning tests in agile, and addressing test management issues like metrics and process improvement. It will use presentations, exercises and discussion and encourage participants to share challenges and experiences working with agile.
The document provides an Organization Approval Gate Methodology Artifact Alignment Matrix. It outlines key artifacts and timing considerations for 5 common project methodologies (Agile, Waterfall, COTS, DMAIC) across 5 gate stages (Concept Initiation, Planning, Execution, Post Implementation Review, Closure). For each methodology and gate combination, it lists examples of typical artifacts and provides timing notes, suggesting common timeframes but noting flexibility depending on factors unique to each organization.
The document discusses various topics related to process choice and layout decisions in manufacturing and services. It covers engineering and business perspectives on manufacturing processes, classic manufacturing process types including continuous flow, production line, batch, job shop and project approaches. It also discusses choosing between process types, the role of customization, and considerations for services. Key factors discussed include volume, variety, skills requirements, flexibility advantages, product-process matrices, and life cycle planning frameworks.
The document discusses ways to improve storage performance and efficiency. It introduces the n5 Storage System which uses Quality of Service (QoS) and Service Levels to guarantee minimum performance levels for applications even during degraded operations. It leverages solid-state drives on PCIe, dynamic data placement between performance tiers, and inline data reduction to optimize price and performance while eliminating resource contention between workloads.
Beating the Odds – A Tale of One Company’s Rapid Rise to Maturity Level 5Henry Schneider
While implementing the CMMI at Maturity Levels 2 and 3 usually contributes to some level of improved performance, successfully implementing Maturity Level 5 enables an organization to begin to truly optimize their performance. This distinction is even more noteworthy when an organization matures rapidly. A division of a large international systems integration company headquartered in Seoul, South Korea (LG CNS, LG Insurance Sector) reached this pinnacle in October 2005 having successfully reached Maturity Level 5 after achieving Maturity Level 3 just twelve months earlier. Though this speedy rise through the Maturity Levels can not be accomplished by everyone, there are certain attributes, practices, and lessons learned that can be applied to any organization seeking to manage change, improve processes, and rapidly transform performance.
World Class Manufacturing Asset Utilizationlksnyder
Woodard & Curran proposes a 3-phase program to help their beverage client improve manufacturing asset utilization and efficiency. Phase 1 involves measuring equipment performance data. Phase 2 is to analyze the data to identify improvement opportunities. Phase 3 implements solutions such as equipment upgrades, training, and process changes. The goal is to benchmark performance and work towards world-class OEE metrics through a collaborative change management approach.
Geneo Software provides a software application to help companies implement operational excellence. The application enables companies to rapidly build flexible standards, manage complexity in process flows, and track competencies and training records. It provides benefits such as absolute version control, visibility for leaders, and is 70-2000% more efficient than current methods. The application allows companies to authorize and control documents, build standards, track skills and training, and receive alerts.
SunGET Precision is a precision metal manufacturer in southern China that specializes in design, manufacturing, and delivery of custom precision parts. They own various metalworking machines that allow them to produce a variety of parts for industries like automotive, electronics, medical, and more. SunGET aims to provide high quality parts, be responsive to customer needs, and ensure on-time delivery through their experienced engineering team and manufacturing flexibility.
SunGET Precision Co.,Limited is the precision metal manufacturer in south of china,We own stamping machines,hydraulic press machines,auto-turning machines,CNC-turning machines,milling machines,precision wire cutting machines etc.We can fashion components for a range of finished goods cars,motorcycles,electronics,lawn and garden accessories,furniture,firearms and more.Finally,we offer 20 new items yearly,with OEM/ODM customizations available on requets.
Alloy by IBM and SAP is a product that allows users to access SAP reports and workflows directly from IBM Lotus Notes. It provides out-of-the-box functionality for common workflows like expense approval, time off requests, and purchase orders. Customers can see contextual SAP data and approve or reject steps without leaving Notes. The integration framework offers rapid deployment and minimal training. New features have improved usability, performance, and support for additional SAP scenarios.
The document discusses the evolution from business process management (BPM) to business process innovation. It describes how BPM focuses on performance and compliance through standardized and industrialized processes. This enables organizations to transform core processes into commodities while freeing up resources for process-driven innovation. The document advocates treating processes as services and using BPM techniques to create value and manage risks at the front-end of processes.
Leveraging process models across the asset lifecycle t fiske arcARC Advisory Group
1. The document discusses leveraging process models across the asset lifecycle from design through operations.
2. Process models are used for design simulation, startup validation and operator training, and operations activities like process analysis, monitoring, and optimization.
3. However, models developed during different phases are often not consistent or leveraged across the lifecycle due to being created by different groups or for different purposes.
4. Integrating process models throughout the asset lifecycle could provide significant benefits for activities like design, startup, and real-time optimization.
Yalın Yönetim Merkezi'nin Yalın Yönetim-Yalın Üretim Eğitim KataloğuGökhan Çelikliay
Yalın Yönetim Merkezi olarak 2013 yılından bu yana Yalın Yönetim-Yalın Üretim Eğitimleri, Şirketlerin Komple Yalın Dönüşümü ve Konu Bazlı Yalın Tekniklerin Uygulanması konularında hizmet vermekteyiz.
Yalın Yönetim-Yalın Üretim tekniklerini devreye almak isteyen işletmelere 13 yıllık eğitim ve uygulama tecrübesi ile yol gösteriyor, başarılarının artmasına katkıda bulunuyoruz.
Değişim örgütlerin en temel sorunlarından birisidir. Günümüzde her şey hızla değiştiği için bu değişime ayak uydurmak isteyen örgütler bu değişimi en kısa sürede ve en az maliyetle gerçekleştirme arzusundadırlar. Her değişim az ya da çok örgütsel problemlerle ya da güçlüklerle karşılaşır. Ancak sürekli kendisini yenileyen ve çevresindeki değişime uyum sağlayabilen örgütler için değişim süreci nispeten daha sancısız geçmektedir. Değişim sürecinde asıl sorun yaşayan örgütler, değişimi ve yenilenmeyi sürekli erteleyen ya da sürekli değişmeye güç yetiremeyenlerdir. Çünkü bu tür örgütlerde çalışanların kişisel gelişimleri ihmal edilir ve örgütün çıkarları ön planda tutulur. Kısa dönemde karlı ve doğru gibi gözüken böyle bir yaklaşım, uzun vadede örgütün çökmesine sebep olabilir. Değişimin uzun süre ertelenmesiyle örgütün çevresiyle olan uyumu arasındaki açı sürekli açılır. Sonunda değişmek zorunda kalan örgütün çalışanları, uzun süre yaşadıkları alışkanlıkları ve davranışlarını değiştirmek istemezler ve değişime direnirler. Değişim ne kadar radikal olursa çalışanların değişime karşı direnci o denli yüksek olur. Değişmeye alışmamış ve kendisini değişime hazırlamamış olan çalışanların tepkileri ciddi boyutlara ulaşabilir.
The document discusses how an Automated Project Office (APO) system called ITBuzz can help a company gain visibility into projects, collect data on key performance metrics, and provide dashboards and reports to help managers identify issues early and ensure best practices are followed. ITBuzz integrates data from different domains like portfolio management, service delivery, and issue tracking to give managers a centralized view of project performance and health. Demonstrations of the ITBuzz system show how it can generate dashboards and reports on topics like resource loads, budgets, stage gates, and scorecards to help managers make more informed decisions.
The document provides an agenda and overview for an Oracle EPM 11.1.1 Release Update Workshop. The agenda covers introductions, presentations on the 11.1.1 release highlights and roadmap, and deep dives on various Oracle EPM and BI products. Key highlights of the 11.1.1 release include a new EPM Workspace, enhancements to Smart View, Calculation Manager, and lifecycle management tools, as well as new features for various Oracle EPM applications. The roadmap discusses integrating Oracle EPM and BI products further and delivering a unified EPM system.
Simplifying Work Order Management in the Utility Market Capgemini
The document discusses a project between Stedin Meetbedrijf, a Dutch utility company responsible for gas and electricity meters, and Oracle to simplify work order management. Stedin was rolling out smart meters to 2 million customers by 2013 and needed to improve processes to handle the increased volume and types of work orders. The project implemented Oracle BPM to help structure work order processes, provide insights into process performance, and allow processes to be monitored and optimized on an ongoing basis. This provided benefits like better control over work, more efficient operations, and improved customer satisfaction for Stedin.
This document provides an overview of IT operations management solutions from ORSYP, including execution and monitoring products. It discusses Dollar Universe and UniJob for automated workload management across servers and databases. Sysload and Streamcore are presented as solutions for infrastructure performance monitoring, reporting, and optimization of network usage. ORSYP is a global company with over 1600 customers, 26 years of experience, and offices worldwide that provides flexible, scalable solutions to help customers manage their IT operations.
SIMANDO is a global management and technology consulting firm focused on decision support systems and operational excellence. They partner with clients in all industrial sectors to address challenges and develop complete solutions that enable achieving objectives and significant performance improvements. SIMANDO's customized approach combines innovative technology, systems thinking, and passion for operational excellence to ensure solutions provide sustainable competitive advantage through optimized operations and responsiveness.
This document discusses Axcend, an organization that serves as a valued partner for automation OEMs. Some key points:
- Axcend has over 15 years of experience partnering with 6 of the top 10 global automation OEMs, with over 400 man-years spent on product development.
- They help OEMs with manufacturing execution systems, control applications development, PLC/SCADA development, and other areas across the manufacturing value chain.
- Axcend offers flexible business models to meet partners' needs, including onsite, offshore, and shared development centers to improve costs and speed to market.
The document provides an overview of the company Aufait Today. Some key points:
- Aufait Today is an IT solutions provider based in Calicut, Kerala, India with over 40 employees. It has expertise in domains like CRM, BPM, and portals.
- The company uses a business process management approach and Intalio BPMS software to help customers implement flexible and agile solutions. This allows customers to adapt quickly to changes.
- BPM involves modeling business processes, deploying solutions using a process engine, and continuously optimizing processes using analytics and process improvement methods. Aufait helps customers with all aspects of BPM.
This document discusses how Visual Studio Team System can maximize ROI and drive IT governance through an integrated Application Lifecycle Management (ALM) solution. It provides concise summaries of key points, including how VSTS improves collaboration, ensures quality, integrates work frequently, and enables real-time decision making. IT governance is also discussed at a high level, focusing on compliance, metrics/reporting, and aligning IT with business needs. Examples are given of organizations seeing improvements in areas like productivity, quality, and cost reductions through an ALM approach.
This document outlines Oracle's product direction for driving management excellence through its EPM&BI solutions. It discusses Oracle's framework for achieving management excellence, which includes rationalizing management systems, integrating systems with operational systems, and sharing insights across the extended enterprise. The document also summarizes Oracle's capabilities for complete, open, and integrated performance management and business intelligence.
This document outlines Oracle's product direction for driving management excellence through its EPM&BI solutions. It discusses Oracle's framework for achieving management excellence, which includes rationalizing management systems, integrating systems with operational systems, and sharing insights across the extended enterprise. The document also summarizes Oracle's complete, open, and integrated capabilities for performance management and business intelligence.
OpenSpan - A Better Way to Work, A Better Way to ManageFrank Wagman
1. OpenSpan creates a plug-in architecture to monitor, automate, and improve processes across different applications. It captures desktop activity to identify areas for process improvement.
2. The OpenSpan desktop provides a 360 degree view of customer information and launches tools to help agents. It also tracks agent performance and productivity in real-time.
3. OpenSpan captures all relevant user desktop activity and sends event data to a SQL database. This data can then be analyzed to drive guidance, identify compliance issues, and automate tasks to influence agent behavior across calls.
The document summarizes an ISM for Design & Delivery panel discussion with experts from IBM Rational and Tivoli. The panelists were Don O’Toole, Harish Grama, Dave Lindquist, Neeraj Chandra, and Wing To. They discussed how integrating service design, delivery, and management across the lifecycle can enable service innovation through improved visibility, control, and automation. Rational and Tivoli products were highlighted as delivering integrations that bridge gaps in service delivery and enable innovation. Process, people, and technology integration were said to lead to real business service improvements through early problem detection, reduced costs, and performance optimization.
SIMANDO is a global management and technology consulting firm focused on decision support systems and operational excellence. They partner with clients in all industrial sectors to address challenges and develop complete solutions that enable achieving objectives and significant performance improvements. SIMANDO's customized approach combines innovative technology, systems thinking, and passion for operational excellence to ensure their solutions provide sustainable competitive advantage through optimized operations and responsiveness to changing business environments.
Group C6 consists of 6 students: Anand P, Irshad Anwar, Mohamed Anas, Prabhu P, Ram Kumar V, and Shyam Prasath B.
SAP is a German multinational software corporation that makes enterprise software to manage business operations and customer relations. It is the largest business software company in the world. To foster innovation, SAP adopted new strategies like establishing co-CEOs, acquiring companies, developing products faster, and simplifying processes using Lean principles. These changes helped SAP adapt to new technologies and business models to remain competitive.
Creating A High Performance Operational Environment To Realise Measurable Per...jadriaansen
The document discusses creating a high performance operational environment through operational performance management. It emphasizes that operational performance management, as part of supply chain management, is key to strategic success by ensuring execution aligns with strategy. It also stresses bringing self-service analytics capabilities to business users to help them address changing information needs faster than traditional IT approaches allow. The document provides strategic and practical takeaways on implementing a closed-loop performance management framework using an operational business intelligence solution to improve supply chain visibility and performance.
This document summarizes a webinar presented by Bristlecone about their application management services. It discusses Bristlecone's delivery models including dedicated, shared, and "pay as you use" support. It highlights benefits like freeing up clients' IT staff and proactive monitoring. The document also provides an overview of Bristlecone's services, SLA framework, drivers for business change, and success stories from clients like Unilever and ABB who achieved cost reductions and 24/7 support.
The document provides an overview of Oracle BPM Suite 11g. It discusses how BPM can increase efficiency, visibility and agility for organizations. The Oracle BPM Suite 11g offers a unified process foundation, user-centric design features, and social BPM capabilities. It also highlights customer success stories where organizations leveraged Oracle BPM Suite 11g to reduce costs, improve processes and increase competitive differentiation.
An Assessment Model Study for Lean and Agile (Leagile) Index by Using Fuzzy AHPDr. Lutfi Apiliogullari
This document describes a study that develops an assessment model to evaluate companies on their level of implementing lean and agile principles and strategies. The study uses fuzzy analytic hierarchy process (fuzzy AHP) and decision making trial and evaluation laboratory (DEMATEL) methods to determine the important lean and agile criteria and their relationships. Lean and agile criteria are identified from literature and expert opinions. Fuzzy AHP is used to assign weights to the criteria. The model is applied to a company to calculate their initial lean/agile index. Improvements are then made and the index is recalculated to test the model. The goal is to help companies assess their situation regarding lean and agile implementation and identify areas for improvement.
The document discusses cost reduction strategies in the manufacturing industry. It identifies six main areas to focus on: marketing, new product introduction, strategic sourcing, manufacturing management, logistics network, and plan design source make deliver phases/functions. For each area, it provides actions that can be taken such as concurrent engineering, just-in-time purchasing, focusing on eliminating waste, and using lean tools like kaizen to increase productivity and quality. The overall strategies presented are aimed at reducing costs through greater efficiency, optimization of operations and processes, and strengthening supply chain relationships.
This document outlines strategies for cost reduction and an Industry 4.0 roadmap. It discusses operational excellence through techniques like Lean, Agile, and Six Sigma to improve productivity, quality, and efficiency. It also covers strategic sourcing best practices like selecting suppliers analytically rather than heuristically and adopting just-in-time purchasing. The document outlines production strategies for different product types and a hybrid model. It discusses operational efficiency methods including total productive maintenance (TPM), total quality management (TQM), standards, and skills development. Finally, it proposes a multi-phase roadmap to Industry 4.0 through standards, integration, advanced technologies, and change management.
The OpEx | Check-Up is an analysis platform developed through doctoral research that evaluates 6 factors and 21 sub-factors related to lean and agile manufacturing principles. It analyzes a company's current performance through 140 questions. The platform provides general evaluation, factor analysis, sub-factor analysis, and detailed analysis of specific areas like work place organization, JIT production, operational availability, product development, supply chain management, and management & organization.
The document outlines 7 principles for becoming a world class manufacturer: (1) each customer has different expectations, (2) forecasts are always wrong, (3) one size does not fit all, (4) supply chains compete rather than individual firms, and (5) communication is the lifeblood of organizations. It emphasizes that customers have varying expectations and that forecasts are unreliable, so manufacturers should adopt flexible strategies tailored to each customer rather than one-size-fits-all approaches.
The document discusses lean transformation and success. It outlines the goals of companies as revenue, profit, and cash flow. It then discusses lean concepts like Heijunka, Jidoka, TPM, flow, poka-yoke and various other lean tools. It shows how implementing these lean concepts through a pull system and standardization can increase profit from 3% to 10% by reducing costs like direct material costs, supply chain costs, and transformation costs. Finally, it discusses the business philosophy of continuous improvement through challenging oneself, genchi gembutsu, kaizen and teamwork to meet customer expectations.
1. Operational Excellence
Solution Provider
www.leanofis.com
Work for your excellence
info@.leanofis.com
2. Lean Ofis : Operational Productivty in Manufacturing
Work for your excellence
What we do for your excellence ?
Operational Excellence ( OpEx)
Lean Transformation Manufacturing System Design Lean Innovative Engineering
Lean Operations Management system Flexible manufacturing system design & Design and develop smart solutions for
implementation. implementation with tubular system. montage, poka & yoke and testing
process needs.
Operations Management System Design Production Cell Design Production Machinery Design
• Assessment of the plant • Work stations • Montage process machines
• Current State / Future state VSM • Supermarkets • Montage poka & yoke machines
• Strategic Road Map for improvement • Special Trolleys and flow racks • Test process machines
• Implement latest lean tools • Warehouse Storage systems
• Change the culture • Visual Inform. & Commu.Boards • Hot melt machines and applications
• Develop Lean Leader • Andon Systems
Productivity Flexibility Capability
3. Lean Ofis : Operational Productivty in Manufacturing
Work for your excellence
Road map for operational excellence….
Lean Transformation
PERF. LEAN
Assesment 5S KAIZEN PULL QAN TPM
MNGMTİ ORG
VISUAL
VSM FLOW JIDOKA QRS P&L
MNGMT
Road Map STANDARD HEIJUNKA POKA & YOKE
SMED PDCA
Manufacturing System Design
Special Visual Inf.
Work Stations Supermarkets Andon Systems
Trolleys Boards
Lean Innovative Engineering
Montage Poka & Yoke Test
Machines Machines Machines
Operational Excellence & Culture Transformation
4. Lean Ofis : Operational Productivty in Manufacturing
Work for your excellence
1- Lean Transformation
Lean Ofis implement latest lean tools into your value stream by doing workshop
applications in GENBA together with know-how transfer in the area of Lean
Operations Management.
Operational processs assessment with 17 category
processs
Current State Analysis ( Value Stream Mapping)
Future State Analysis
Kaizen Game plan ( Improvement Road Map)
Map)
Implementation of Lean Tools for operational Excellence
Work Place Organizations ( Standard , 5S, Visual Management)
Establish continual flow ( Pull system, Kanban, SMED, Supermarket)
Kanban,
Implement Quality Assurance Network ( Jidoka, Poka & Yoke)
Jidoka,
Implement TPM and quick response system for operational
availability
Benc
Bench marking for operations management
5. Lean Ofis : Operational Productivty in Manufacturing
Work for your excellence
1- Lean Transformation
Lean Ofis perform detailed assessment analysis to understand the operational
excellence maturity and create strategic improvement plan for development.
( Hoshin Plan)
6. Lean Ofis : Operational Productivty in Manufacturing
Work for your excellence
1- Lean Transformation
Lean Ofis perform detailed assessment analysis to understand the operational excellence
maturity and create strategic improvement plan for development. ( Hoshin Plan)
7. Lean Ofis : Operational Productivty in Manufacturing
Work for your excellence
1- Lean Transformation
Lean Ofis Implement latest lean tools into value stram by doing analyze and application together
with the Plant Team in order to establish operational standards in all area of the chain.
LEAN
Pull Stop @
Production Abnormality
Single Piece Six
JIT Kaizen Jidoka
Flow JIT Sigma Jidoka
Autonomation
Takt Time
Production
Heijunka
Heijunka
Level Loading Sequencing
Value Stream Map, 5S , Supermarkets , SMED
Foundation
(VSM, 5 S, Standard, Supermarket, SMED)
8. Lean Ofis : Operational Productivty in Manufacturing
Work for your excellence
2- Manufacturing System Design with tubular system
Lean Ofis design and implement special and flexible smart solutions for the
production cell. Tubular system (special pipe and connection items) provide flexibility
for future engineering changes and capacity adjustments.
Material Handling Systems for material flow and space optimization
Supermarkets
Flow rack trolleys
Warehouse storage
Process flow configuration system
Single Work stations
Special tooling's equipped work stations
U shape Assembly lines
Visual management and communication systems for information flow
Special design panels and boards included necessary form
9. Lean Ofis : Operational Productivty in Manufacturing
Work for your excellence
2- Manufacturing System Design with tubular system
3
mm
30
1 2
5 6
4
10. Lean Ofis : Operational Productivty in Manufacturing
Work for your excellence
2- Manufacturing System Design with tubular system ( samples)
Visual Management Clasical WS Flow Racks
Tailor Made WS Communication Area Supermarket
11. Lean Ofis : Operational Productivty in Manufacturing
Work for your excellence
3- Lean Innovative Engineering
Lean Ofis design and implement special smart solutions for your machinery needs
such as poka&yoke machines, montage machines and test machines.
Production Cell Machinery design
Montage Poka & Yoke machines
Test Machines
Special needs equipments
needs
Plant configurations
Factory lay-out solutions
lay-
12. Lean Ofis : Operational Productivty in Manufacturing
Work for your excellence
3- Lean Innovative Engineering ( Process Flow)
DESIGN FMEA VERIFY LAUNCH
Technology Phsical Verification /
Concept Production
Selection Design Qualification
Design Intent
Customer needs
Product requirement
13. Lean Ofis : Operational Productivty in Manufacturing
Work for your excellence
3- Lean Innovative Engineering ( Sample Poka & Yoke Machines)
14. Lean Ofis : Operational Productivty in Manufacturing
Work for your excellence
Lean Ofis
The productivity has never become so important like today.
“More and more with less and less” is the main topic of all companies nowadays. How could that
be achieved? Our answer, as Lean Office, would be “Operational Excellence”.
Increasing competition and recent economical crises in the world make productivity and
efficiency in all business operations a major and critical issue for companies today. To be a good
example not only in its field, but also in general in the business world,
Operational processes and procedures must be designed thoroughly,
Development program for the employees must be followed,
Performance based and Lean management system must be applied,
Lean office has been founded as a “change management and application” consulting company in
Lean Ofis August 2008, Istanbul, Turkey. A consultant who is appreciated in business world, who; Pushes the
LAG Danışmanlık ltd. customer towards making progress and motivates them Assumes a leadership role on behalf of the
Beyaz köşk sokak, No:15 / 1 business owner Decreasing dependency of himself in time
34840 Küçükyalı - İstanbul
As a principle in lean office rather than giving advice which is common in general consultancy
practice, we implement the lean concept each and every processes in the operations.
Tel 0 216 366 34 42
Fax: 0 216 366 34 62 Our mission is; to be a solution partner of our client in its operational excellence journey with
info@leanofis.com implementations in the field together with your people, while our Lean Ofis consultants transfer
www.leanofis.com their know-how and expertise, they also teach how to gain know-why culture when you are at
work.
Therefore, aiming customer intimacy and operational excellence in its consultancy services, Lean
office is positioned itself much closer to you and your people while striving for the best all the time
15. Lean Ofis : Operational Productivty in Manufacturing
Work for your excellence
Lütfi Apilioğulları
Lütfi Apilioğulları, MBA
Lean Ofis
Funder / Principle Consultant
Operations Management / Lean Six Sigma
Tel 0 216 366 34 42
Fax: 0 216 366 34 62
Mobile 0 532 253 43 36
lutfi.apiliogullari@leanofis.com
www.leanofis.com
Apiliogullari has built a successful career based on his enriched experience gained in automotive, telecommunication and electronics industries
both in national and international companies. He worked in various positions in these industries as an engineering manager, manufacturing
manager, operations director, Lean manufacturing coordinator and Plant Manager.
He worked together with Sensei's in the lean transformation and factory operations management a long time and has hands-on "Lean Six Sigma"
experience in more than 350 kaizen applications in Turkey and abroad.
As an expert in the areas of Toyota methodology in plant management, advanced level Lean & Six Sigma applications and change management,
Apiliogullari wrote a book "Lean Transformation / Code of Productivity" which will be published by Sistem Publications on February 2010.
He has Bachelors degree in Electrical Engineering, Dokuz Eylul University, Izmir and Master of Business Administration degree (MBA) from the
same university. Apiliogullari is married with one children.