This document discusses MC Construction, a custom home builder, and its use of a balanced scorecard to evaluate performance. It analyzes MC's financial, customer, internal processes, and learning/growth perspectives. It identifies a need to improve manager training due to inexperienced supervisors. Three options are presented: status quo, employee grooming, or manager training. Based on costs, the recommendation is to train new managers and offer career development training for interested employees.
Would you fly on a plane with a pilot who had never flown before? Would you trust critical business systems and processes to teams managing them for the first time? Just as pilots spend months training on flight simulators before taking control of the real thing, simulating critical business systems and processes can greatly reduce risk before “go-live.” ScottMadden has leveraged decades of experience conducting business simulations for our clients to create a business simulation service offering to effectively train new teams and managers. With our know-how, tools, best practices, and thousands of example scenarios, we can reduce the risk, overall cost, and increase stakeholder satisfaction of your new business system or process rollout. To learn more, please visit www.scottmadden.com.
How to Build a Business Case for Formalization of Learning AnalyticsHuman Capital Media
This presentation will offer practical advice on how learning leaders should build a business case to formalize learning analytics into the L&D organization and budget. The session will cover critical tools and techniques to establish relevancy for learning measurement and positively create a culture supportive of L&D measurement.
Learning objectives:
Discuss examples of L&D metrics’ value to the organization.
Review techniques (KPIs, pilot/beta tests, financial analysis) to create a business case.
Provide an overview of the attributes necessary to create and sustain L&D analytics.
Dell provides a rewarding culture for employees that values meritocracy, direct relationships, and empowerment. Key aspects of the culture include competitive compensation and benefits, opportunities for professional development, and an emphasis on performance, mentoring, and continuous learning and growth. Dell has a global presence with regional offices worldwide and is committed to environmental sustainability through initiatives like carbon neutrality and free recycling.
Dick Finnegan is an expert in employee retention who has authored books and articles on the topic. This document discusses the importance of calculating the costs of employee turnover and provides tools and strategies for doing so. It recommends that the finance department lead cost analysis to bring credibility. Examples are given of calculating costs by job groups and leveraging cost data to improve retention. The last sections introduce a Certified Employee Retention Professional program.
Giovani Enterprises is a management consulting firm that aims to enhance clients' value chains and competitive positions through process improvement strategies. It guarantees at least 3x returns on clients' project investments through annual savings. Giovani has over 10 years of experience delivering bottom-line savings across various industries. It uses strategies like Six Sigma, Lean, and business process reengineering to rapidly improve efficiency and cut costs for clients.
The departmental leadership programme is designed to equip participants with the knowhow and strategic tools to enable them to effectively drive departmental performance. This includes examining a balanced approach to leading and directing automotive retail operations in a way which accommodates the three dimensional requirement of achieving optimum market penetration, providing exceptional levels of service and generating superior returns for the business.
The document discusses best practices for maximizing employee retention through total rewards programs during an acquisition. It presents a case study where a North American technology company acquired a Chinese company with 60 highly educated employees. To retain these valuable employees, the acquiring company designed a total rewards program that:
1) Aligned the Chinese company's hierarchical career structure and rewards with the acquiring company's flat structure and performance-based philosophy.
2) Introduced annual and long-term incentive programs to further align with the acquiring company's strategy and culture of pay-for-performance.
3) Communicated the new total rewards program and individual offers to employees through presentations that emphasized joining a successful global company with opportunities for growth.
The document discusses constructing a compensation system with a pay structure. It describes factors like corporate culture and the external environment that affect pay structures. It outlines steps to build a market-competitive pay structure, including job evaluation, salary surveys, grouping jobs into pay grades, pricing grades based on a wage curve, and formulating a rate structure. The goal is to establish internal pay equity while maintaining external competitiveness.
Would you fly on a plane with a pilot who had never flown before? Would you trust critical business systems and processes to teams managing them for the first time? Just as pilots spend months training on flight simulators before taking control of the real thing, simulating critical business systems and processes can greatly reduce risk before “go-live.” ScottMadden has leveraged decades of experience conducting business simulations for our clients to create a business simulation service offering to effectively train new teams and managers. With our know-how, tools, best practices, and thousands of example scenarios, we can reduce the risk, overall cost, and increase stakeholder satisfaction of your new business system or process rollout. To learn more, please visit www.scottmadden.com.
How to Build a Business Case for Formalization of Learning AnalyticsHuman Capital Media
This presentation will offer practical advice on how learning leaders should build a business case to formalize learning analytics into the L&D organization and budget. The session will cover critical tools and techniques to establish relevancy for learning measurement and positively create a culture supportive of L&D measurement.
Learning objectives:
Discuss examples of L&D metrics’ value to the organization.
Review techniques (KPIs, pilot/beta tests, financial analysis) to create a business case.
Provide an overview of the attributes necessary to create and sustain L&D analytics.
Dell provides a rewarding culture for employees that values meritocracy, direct relationships, and empowerment. Key aspects of the culture include competitive compensation and benefits, opportunities for professional development, and an emphasis on performance, mentoring, and continuous learning and growth. Dell has a global presence with regional offices worldwide and is committed to environmental sustainability through initiatives like carbon neutrality and free recycling.
Dick Finnegan is an expert in employee retention who has authored books and articles on the topic. This document discusses the importance of calculating the costs of employee turnover and provides tools and strategies for doing so. It recommends that the finance department lead cost analysis to bring credibility. Examples are given of calculating costs by job groups and leveraging cost data to improve retention. The last sections introduce a Certified Employee Retention Professional program.
Giovani Enterprises is a management consulting firm that aims to enhance clients' value chains and competitive positions through process improvement strategies. It guarantees at least 3x returns on clients' project investments through annual savings. Giovani has over 10 years of experience delivering bottom-line savings across various industries. It uses strategies like Six Sigma, Lean, and business process reengineering to rapidly improve efficiency and cut costs for clients.
The departmental leadership programme is designed to equip participants with the knowhow and strategic tools to enable them to effectively drive departmental performance. This includes examining a balanced approach to leading and directing automotive retail operations in a way which accommodates the three dimensional requirement of achieving optimum market penetration, providing exceptional levels of service and generating superior returns for the business.
The document discusses best practices for maximizing employee retention through total rewards programs during an acquisition. It presents a case study where a North American technology company acquired a Chinese company with 60 highly educated employees. To retain these valuable employees, the acquiring company designed a total rewards program that:
1) Aligned the Chinese company's hierarchical career structure and rewards with the acquiring company's flat structure and performance-based philosophy.
2) Introduced annual and long-term incentive programs to further align with the acquiring company's strategy and culture of pay-for-performance.
3) Communicated the new total rewards program and individual offers to employees through presentations that emphasized joining a successful global company with opportunities for growth.
The document discusses constructing a compensation system with a pay structure. It describes factors like corporate culture and the external environment that affect pay structures. It outlines steps to build a market-competitive pay structure, including job evaluation, salary surveys, grouping jobs into pay grades, pricing grades based on a wage curve, and formulating a rate structure. The goal is to establish internal pay equity while maintaining external competitiveness.
VCS Assist Payment By Results Workshop - slideslvscsteve
Here are some suggestions for turning around the failing PBR contract:
1. Conduct a thorough review of all cases to accurately RAG rate customers based on barriers and likelihood of achieving an outcome. Reallocate caseloads based on advisor skills and specialisms.
2. Develop a realistic flightpath forecast taking into account conversion rates, barriers and local opportunities. Set clear monthly targets for advisors and the organisation.
3. Review staff skills and performance. Provide additional training where needed. Set individual action plans and targets for underperforming advisors. Consider redeploying or making redundancies if necessary.
4. Designate an employer engagement specialist to map local opportunities and proactively engage with employers. Ensure job
Chapter 03 Job Analysis, Employee Involvement, and Flexible Work SchedulesRayman Soe
This document discusses job analysis and design. It begins by outlining the objectives of studying job analysis, which include discussing the relationship between job requirements and HRM functions like recruitment, selection, and performance appraisal. It then defines key terms like job, position, and job family. The document goes on to explain methods of performing job analysis like interviews, questionnaires, and observation. It also discusses developing job descriptions, specifications, and designing jobs. Finally, it covers topics like job characteristics, employee empowerment, and industrial engineering considerations in job analysis and design.
The document discusses key concepts in management accounting such as direct and indirect costs, product versus period costs, cost behavior analysis of variable, fixed, and mixed costs, and how managerial accounting differs from financial accounting in focusing on future decisions rather than past financial reporting. It also covers management accounting tools like just-in-time production, total quality management, process reengineering, and the theory of constraints.
The document discusses various job evaluation methods including ranking, classification, point method, and factor comparison. It provides details on the procedures, advantages, and disadvantages of each method. The point method is described as the most structured approach where jobs are evaluated based on compensable factors and assigned point values. The document provides an example of applying the point method to evaluate the positions of Engineering Manager and Assistant Engineer.
If your company needs to submit a Project Management Proposal PowerPoint Presentation Slides look no further. Our researchers have analyzed thousands of proposals on this topic for effectiveness and conversion. Just download our template, add your company data and submit to your client for a positive response. http://bit.ly/2TBVk5r
Business Impact: The Long-Term Value of Metrics That Matter Medha Pratap
The document discusses the long-term value of using the Metrics That Matter (MTM) learning measurement system. It presents evidence from multiple long-term clients that have used MTM for 5+ years, finding their learning metrics improved an average of 3-5% and up to 14.9% over time. As organizations continuously measure, improve courses, and close performance gaps, learning outcomes increase. The conclusion is that continuous measurement leads to improved learning and business performance over the long-term.
This document discusses recruiting in labor markets and staffing organizations. It covers strategic approaches to recruiting, internal and external recruiting sources, using the internet for recruiting, and diversity considerations. The key points are:
- Recruiting aims to generate qualified job applicants while labor markets are the external supply pools companies draw from.
- Strategic recruiting requires understanding the business, industry, and labor market as well as promoting the company brand.
- Internal recruiting sources include job postings, promotions, transfers, and referrals while external sources include agencies, schools, unions, media, and competitors.
- The internet expanded recruiting through job boards, career sites, company websites, and e-recruiting methods. Diversity must be
Human Resource Management: Reward and compensationReefear Ajang
This document discusses reward and compensation in human resource management. It defines reward as strategies and policies that fairly reward employees according to their value. Reward systems include pay structure, performance management, and total remuneration. The main objective of rewards is to attract, maintain, and retain high performing employees. Compensation includes salary, benefits, incentives, and allowances and aims to attract, retain, and motivate staff as well as drive changes and support the company's reputation. Effective compensation systems tie pay to employee performance and contributions.
This document discusses different bases for employee pay, including traditional approaches like seniority and longevity pay as well as modern approaches like merit pay. Seniority pay ties wage increases to tenure rather than performance, while longevity pay provides higher wages after many years at the same company. Merit pay directly links compensation to measurable job performance criteria. An effective merit pay system requires clear expectations, objective performance evaluations, and ensuring pay increases are tied to achievement.
This document provides guidance for teachers on how to react to parents or caregivers who display a sense of entitlement. It recommends that teachers engage the parents in dialogue to build understanding and partnership. The dialogue should involve: [1] Listening to understand the parents' perspectives; [2] Explaining roles, policies, and procedures to provide clarity; and [3] Cultivating trust and respect to reach consensus. The goal is to address issues while fostering cooperation and collective responsibility for students' education.
Vskills certification for Payroll Professional assesses the candidate as per the company’s need for developing and managing payroll system for organizations. The certification tests the candidates on various areas in determining rates of pay, compensation management, job analysis, reward management, international compensation strategy, competency and knowledge-based pay, The Gratuity and Bonus Act.
The document summarizes the performance measurement and appraisal processes of Coca-Cola Company. It discusses how Coca-Cola establishes performance parameters, evaluates employee performance qualitatively and quantitatively, and uses a Key Result Area approach. It outlines the stages of Coca-Cola's performance measurement including assessing results, setting goals, reviewing performance, and recognizing top performers. Dimensions like business results and competencies are assessed. The steps in Coca-Cola's annual performance appraisal process are also summarized.
The document provides recommendations for FastCat's compensation system, including a job evaluation plan. It recommends evaluating jobs based on 8 factors such as education, experience, skills, and responsibilities. The factors would assign points to determine each job's value. It also recommends benchmarking jobs against common positions at other companies to set market-based pay. Finally, it suggests FastCat pay above market rates to attract top talent and differentiate itself from competitors.
Mohamed Badie Youssef's 2009 performance appraisal rates him as meeting expectations overall. He is technically strong in directional drilling but received some client complaints, though the operational manager finds these complaints unexplained and Mohamed was technically justified. The reviewing manager agrees with the rating. Mohamed is encouraged to consolidate on client communication skills in 2010 to earn a higher rating. His development plan focuses on improving communication, especially on technical matters with clients.
This document outlines the results of a two-day offsite strategic planning process for the Training and Development Solutions unit of the Chabot-Las Positas Community College District. It includes their vision, mission, guiding principles, identity, key customers, critical success factors, and a one page strategic framework. The framework identifies goals around expanding their client base, growing specific market sectors, partnering across the district, and implementing the plan.
Outsourcing is when one company contracts with another company to perform services that might otherwise be done in-house. While outsourcing can reduce costs, it can also result in loss of control, security issues, and cultural misunderstandings. Dell opened call centers in India to cut costs but faced challenges with language barriers, cultural differences, high employee turnover, and lack of training, which led to decreased customer satisfaction over time. Proper planning, extensive training, and management oversight are needed to ensure outsourcing arrangements are successful.
Creating HR Strategy For Your Organization Organizational Design Models And T...SlideTeam
The document provides guidance on creating an HR strategy for an organization by outlining key elements of organizational design including departmentalization, number of employees, chain of command, roles and responsibilities, and recommends defining these elements through organizational structure, levels and span of control, and team charters. It includes examples and templates for each element to help structure the organization.
- Cracker Box is a large restaurant chain that experiences high store manager turnover. They implemented a 9-month training program for new store managers that includes a Performance Management Program.
- The program teaches managers how to set goals, provide feedback, measure progress, and ensure goals are met. Participants develop action plans to improve 3 operational measures at their stores.
- Participants complete action plans during the program to outline how they will apply the skills learned to improve their identified measures. They estimate the financial impact and provide follow-up data on results.
Effectiveness in compensation can be defined by attracting premier talent (offer compelling value proposition), driving sustained success (reward results) and instilling a culture of confidence (build a competitive advantage). Learn the "habit" of pay planning that will drive that result.
Pay for perfomance (Pros&Cons) presentationEvelyne Otto
Pay for performance (PFP) uses incentive pay to encourage employees to meet production goals. PFP can increase productivity when goals are clear, rewards are desired, and it focuses on whole-company success rather than individual performance. However, PFP may decrease intrinsic motivation, quality, and teamwork if it pits employees against each other. For PFP to be effective, expectations must be communicated clearly and regularly evaluated, and both financial and non-financial rewards should be used to motivate employees.
This document discusses cross development with VxWorks. It covers the cross platform environment including the host-target relationship and tools connections. It also describes breakpoints and debug mode, memory and image types, and the startup process. The target server and agent facilitate communication between the host and target. Debug mode can stop individual tasks or the entire system. Build settings like optimization impact debugging. Bootable and downloadable images differ in what they contain for the target.
QNX is a real-time operating system developed by QNX Software Systems. It is based on the Neutrino microkernel. QNX is used in industrial, network, telecommunications, medical, and automotive devices where predictable and reliable performance is critical. Some key applications of QNX include power grids, emergency response systems, vehicle infotainment systems, traffic control, and industrial automation.
VCS Assist Payment By Results Workshop - slideslvscsteve
Here are some suggestions for turning around the failing PBR contract:
1. Conduct a thorough review of all cases to accurately RAG rate customers based on barriers and likelihood of achieving an outcome. Reallocate caseloads based on advisor skills and specialisms.
2. Develop a realistic flightpath forecast taking into account conversion rates, barriers and local opportunities. Set clear monthly targets for advisors and the organisation.
3. Review staff skills and performance. Provide additional training where needed. Set individual action plans and targets for underperforming advisors. Consider redeploying or making redundancies if necessary.
4. Designate an employer engagement specialist to map local opportunities and proactively engage with employers. Ensure job
Chapter 03 Job Analysis, Employee Involvement, and Flexible Work SchedulesRayman Soe
This document discusses job analysis and design. It begins by outlining the objectives of studying job analysis, which include discussing the relationship between job requirements and HRM functions like recruitment, selection, and performance appraisal. It then defines key terms like job, position, and job family. The document goes on to explain methods of performing job analysis like interviews, questionnaires, and observation. It also discusses developing job descriptions, specifications, and designing jobs. Finally, it covers topics like job characteristics, employee empowerment, and industrial engineering considerations in job analysis and design.
The document discusses key concepts in management accounting such as direct and indirect costs, product versus period costs, cost behavior analysis of variable, fixed, and mixed costs, and how managerial accounting differs from financial accounting in focusing on future decisions rather than past financial reporting. It also covers management accounting tools like just-in-time production, total quality management, process reengineering, and the theory of constraints.
The document discusses various job evaluation methods including ranking, classification, point method, and factor comparison. It provides details on the procedures, advantages, and disadvantages of each method. The point method is described as the most structured approach where jobs are evaluated based on compensable factors and assigned point values. The document provides an example of applying the point method to evaluate the positions of Engineering Manager and Assistant Engineer.
If your company needs to submit a Project Management Proposal PowerPoint Presentation Slides look no further. Our researchers have analyzed thousands of proposals on this topic for effectiveness and conversion. Just download our template, add your company data and submit to your client for a positive response. http://bit.ly/2TBVk5r
Business Impact: The Long-Term Value of Metrics That Matter Medha Pratap
The document discusses the long-term value of using the Metrics That Matter (MTM) learning measurement system. It presents evidence from multiple long-term clients that have used MTM for 5+ years, finding their learning metrics improved an average of 3-5% and up to 14.9% over time. As organizations continuously measure, improve courses, and close performance gaps, learning outcomes increase. The conclusion is that continuous measurement leads to improved learning and business performance over the long-term.
This document discusses recruiting in labor markets and staffing organizations. It covers strategic approaches to recruiting, internal and external recruiting sources, using the internet for recruiting, and diversity considerations. The key points are:
- Recruiting aims to generate qualified job applicants while labor markets are the external supply pools companies draw from.
- Strategic recruiting requires understanding the business, industry, and labor market as well as promoting the company brand.
- Internal recruiting sources include job postings, promotions, transfers, and referrals while external sources include agencies, schools, unions, media, and competitors.
- The internet expanded recruiting through job boards, career sites, company websites, and e-recruiting methods. Diversity must be
Human Resource Management: Reward and compensationReefear Ajang
This document discusses reward and compensation in human resource management. It defines reward as strategies and policies that fairly reward employees according to their value. Reward systems include pay structure, performance management, and total remuneration. The main objective of rewards is to attract, maintain, and retain high performing employees. Compensation includes salary, benefits, incentives, and allowances and aims to attract, retain, and motivate staff as well as drive changes and support the company's reputation. Effective compensation systems tie pay to employee performance and contributions.
This document discusses different bases for employee pay, including traditional approaches like seniority and longevity pay as well as modern approaches like merit pay. Seniority pay ties wage increases to tenure rather than performance, while longevity pay provides higher wages after many years at the same company. Merit pay directly links compensation to measurable job performance criteria. An effective merit pay system requires clear expectations, objective performance evaluations, and ensuring pay increases are tied to achievement.
This document provides guidance for teachers on how to react to parents or caregivers who display a sense of entitlement. It recommends that teachers engage the parents in dialogue to build understanding and partnership. The dialogue should involve: [1] Listening to understand the parents' perspectives; [2] Explaining roles, policies, and procedures to provide clarity; and [3] Cultivating trust and respect to reach consensus. The goal is to address issues while fostering cooperation and collective responsibility for students' education.
Vskills certification for Payroll Professional assesses the candidate as per the company’s need for developing and managing payroll system for organizations. The certification tests the candidates on various areas in determining rates of pay, compensation management, job analysis, reward management, international compensation strategy, competency and knowledge-based pay, The Gratuity and Bonus Act.
The document summarizes the performance measurement and appraisal processes of Coca-Cola Company. It discusses how Coca-Cola establishes performance parameters, evaluates employee performance qualitatively and quantitatively, and uses a Key Result Area approach. It outlines the stages of Coca-Cola's performance measurement including assessing results, setting goals, reviewing performance, and recognizing top performers. Dimensions like business results and competencies are assessed. The steps in Coca-Cola's annual performance appraisal process are also summarized.
The document provides recommendations for FastCat's compensation system, including a job evaluation plan. It recommends evaluating jobs based on 8 factors such as education, experience, skills, and responsibilities. The factors would assign points to determine each job's value. It also recommends benchmarking jobs against common positions at other companies to set market-based pay. Finally, it suggests FastCat pay above market rates to attract top talent and differentiate itself from competitors.
Mohamed Badie Youssef's 2009 performance appraisal rates him as meeting expectations overall. He is technically strong in directional drilling but received some client complaints, though the operational manager finds these complaints unexplained and Mohamed was technically justified. The reviewing manager agrees with the rating. Mohamed is encouraged to consolidate on client communication skills in 2010 to earn a higher rating. His development plan focuses on improving communication, especially on technical matters with clients.
This document outlines the results of a two-day offsite strategic planning process for the Training and Development Solutions unit of the Chabot-Las Positas Community College District. It includes their vision, mission, guiding principles, identity, key customers, critical success factors, and a one page strategic framework. The framework identifies goals around expanding their client base, growing specific market sectors, partnering across the district, and implementing the plan.
Outsourcing is when one company contracts with another company to perform services that might otherwise be done in-house. While outsourcing can reduce costs, it can also result in loss of control, security issues, and cultural misunderstandings. Dell opened call centers in India to cut costs but faced challenges with language barriers, cultural differences, high employee turnover, and lack of training, which led to decreased customer satisfaction over time. Proper planning, extensive training, and management oversight are needed to ensure outsourcing arrangements are successful.
Creating HR Strategy For Your Organization Organizational Design Models And T...SlideTeam
The document provides guidance on creating an HR strategy for an organization by outlining key elements of organizational design including departmentalization, number of employees, chain of command, roles and responsibilities, and recommends defining these elements through organizational structure, levels and span of control, and team charters. It includes examples and templates for each element to help structure the organization.
- Cracker Box is a large restaurant chain that experiences high store manager turnover. They implemented a 9-month training program for new store managers that includes a Performance Management Program.
- The program teaches managers how to set goals, provide feedback, measure progress, and ensure goals are met. Participants develop action plans to improve 3 operational measures at their stores.
- Participants complete action plans during the program to outline how they will apply the skills learned to improve their identified measures. They estimate the financial impact and provide follow-up data on results.
Effectiveness in compensation can be defined by attracting premier talent (offer compelling value proposition), driving sustained success (reward results) and instilling a culture of confidence (build a competitive advantage). Learn the "habit" of pay planning that will drive that result.
Pay for perfomance (Pros&Cons) presentationEvelyne Otto
Pay for performance (PFP) uses incentive pay to encourage employees to meet production goals. PFP can increase productivity when goals are clear, rewards are desired, and it focuses on whole-company success rather than individual performance. However, PFP may decrease intrinsic motivation, quality, and teamwork if it pits employees against each other. For PFP to be effective, expectations must be communicated clearly and regularly evaluated, and both financial and non-financial rewards should be used to motivate employees.
This document discusses cross development with VxWorks. It covers the cross platform environment including the host-target relationship and tools connections. It also describes breakpoints and debug mode, memory and image types, and the startup process. The target server and agent facilitate communication between the host and target. Debug mode can stop individual tasks or the entire system. Build settings like optimization impact debugging. Bootable and downloadable images differ in what they contain for the target.
QNX is a real-time operating system developed by QNX Software Systems. It is based on the Neutrino microkernel. QNX is used in industrial, network, telecommunications, medical, and automotive devices where predictable and reliable performance is critical. Some key applications of QNX include power grids, emergency response systems, vehicle infotainment systems, traffic control, and industrial automation.
The document discusses the role of National Innovation Council (NInC) and State Innovation Councils (SInCs) in building an innovation ecosystem in India. It outlines the mandate of NInC which includes formulating a roadmap for innovation and creating an environment to foster inclusive innovation. The role of SInCs is to map opportunities for innovation in states and help create local innovation ecosystems. The document also describes several innovation initiatives and programs led by NInC, including innovation clusters, challenges and competitions, the Open Government Platform, and expectations from SInCs to support these efforts and develop similar programs at the state level.
Este documento presenta un tutorial sobre Real Time Linux. Explica conceptos clave como la arquitectura de RTLinux que separa el núcleo en módulos cargables, la creación y gestión de threads mediante funciones como rt_task_create(), y la gestión del tiempo a través de relojes y funciones como rt_get_time(). También cubre temas como señales e interrupciones y la habilitación y deshabilitación de interrupciones. El objetivo es proporcionar una introducción general a las características y capacidades de Real Time Linux.
QNX Software Systems provides the QNX Neutrino real-time operating system, the QNX Momentics IDE, and support services. QNX Neutrino is a highly reliable, deterministic, and scalable microkernel RTOS that supports a variety of hardware platforms and development tools. It offers features such as fault tolerance, predictable performance, POSIX compliance, and high availability.
QNX Software Systems provides the QNX Neutrino real-time operating system. It has over 30 years of experience building reliable and innovative software for mission critical environments. The QNX OS offers deterministic performance, scalability, standards compliance, and security features like process isolation and access control lists. It is used in millions of devices worldwide in industries like medical, automotive, industrial automation, and networking.
In this video from the ISC Big Data'14 Conference, Ted Willke from Intel presents: The Analytics Frontier of the Hadoop Eco-System.
"The Hadoop MapReduce framework grew out of an effort to make it easy to express and parallelize simple computations that were routinely performed at Google. It wasn’t long before libraries, like Apache Mahout, were developed to enable matrix factorization, clustering, regression, and other more complex analyses on Hadoop. Now, many of these libraries and their workloads are migrating to Apache Spark because it supports a wider class of applications than MapReduce and is more appropriate for iterative algorithms, interactive processing, and streaming applications. What’s next beyond Spark? Where is big data analytics processing headed? How will data scientists program these systems? In this talk, we will explore the current analytics frontier, the popular debates, and discuss some potentially clever additions. We will also share the emergent data science applications and collaborative university research that inform our thinking."
Learn more:
http://www.isc-events.com/bigdata14/schedule.html
and
http://www.intel.com/content/www/us/en/software/intel-graph-solutions.html
Watch the video presentation: https://www.youtube.com/watch?v=qlfx495Ekw0
Real-Time Operating System (RTOS) Vs. General Purpose OS (GPOS)
Can Linux provide real-time guarantees?
Commercial RTOSs
RTLinux Vs. Linux: Architectural comparison
RTLinux Vs. Linux: Code perspective
Get the RTLinux setup ready
Things to Issue and Handling the hard disk
Lab #1: Detailed discussion
QNX is a hard real-time operating system developed by BlackBerry that is aimed at embedded systems. It uses a microkernel architecture and message-based inter-process communication to achieve efficiency. QNX supports platforms like x86, ARM, PowerPC and has advantages like fast and predictable performance. It has a small footprint and is used in many safety-critical systems like medical devices, traffic control systems, and power grids.
This document provides an overview of defining asset hierarchies and structures in MC University's asset management system. It discusses what assets are, the different asset types, common hierarchy structures used in different industries, setting up the relationships and fields for assets, searching and navigating the asset hierarchy, naming conventions, and how to create new assets.
VxWorks is a real-time operating system (RTOS) that is commonly used in applications that have strict timing requirements. It provides features like multitasking, scheduling, interrupt handling, intertask communication methods like shared memory, message queues, and semaphores. VxWorks uses a layered architecture with a microkernel at its core to provide functions like multiprocessing and POSIX compatibility. It is well-suited for applications in fields like avionics, medical devices, industrial automation, and more where deterministic behavior is important.
Explore the underlying principles that any organization can use to develop their own asset hierarchy. With the right asset hierarchy, an organization can endeavor to improve asset performance through such Reliability Centered Maintenance (RCM) activities as Failure Modes & Effects Analysis (FMEA), and Root Cause Analysis (RCA).
VxWorks is a real-time operating system developed by Wind River Systems that supports ARM, Intel, and other popular processor architectures. It provides a multitasking environment, virtual memory management, networking capabilities, and powerful development tools. VxWorks uses a client-server microkernel architecture and is highly configurable, allowing it to scale from small embedded systems to large networks. It prioritizes real-time deterministic performance and has found widespread use in avionics, medical devices, industrial automation, and other applications.
The document provides information about the paper making process at Ballarpur Industries Limited Unit - Shree Gopal. It details the raw materials used, flow diagram of the paper mill, pulp making process, recovery process, paper machines, effluent treatment plant, and stock preparation processes for different paper machines. Key aspects covered include types of raw materials, major unit operations from pulping to paper making, specifications of equipment used, and environmental compliance data.
QNX is a real-time operating system designed for critical embedded systems. It is a commercial Unix-like microkernel OS primarily used in industrial, medical, automotive, and telecommunications devices. Some key features of QNX include high reliability, determinism, small memory footprint, and ability to scale from single-core to multi-core processors. The latest version, QNX Neutrino RTOS, has various safety and security certifications making it suitable for applications with functional safety and security requirements.
This document provides an overview of the structure and job descriptions for an organization called AIESEC Romania for the 2014-2015 period. It outlines the roles for a Member Committee President and various Vice President roles related to programs like the Global Internship Program. Responsibilities for the VP roles include developing strategies to grow programs, ensuring quality, tracking performance, and supporting local committees. The overall structure aims to facilitate the implementation of global strategies through local committees.
The document discusses the functions and types of operating systems. It defines an operating system as the most important program that runs on a computer and performs basic tasks like recognizing input/output and managing files. The major functions of an operating system are providing an interface for users, managing system resources like memory and CPU time, running applications, and handling security and access rights. The document outlines different types of operating systems including real-time, single-user/multi-tasking, multi-user, distributed, and embedded operating systems. Examples of specific operating systems are also provided.
The operating system is system software that monitors, controls, and maintains the overall functions of the computer. It performs key functions such as process management, resource management, file management, communication management, security management, and memory management. Process management involves starting and stopping processes from boot up to shutdown. Resource management installs drivers and coordinates peripherals. File management handles file naming, organization, location, and attributes. Communication management facilitates interaction between users, applications, and hardware both internally and between networked computers. Security management provides virus protection, passwords, firewalls, and access controls.
This document discusses real-time operating systems (RTOS). It defines RTOS as operating systems that are able to respond to inputs immediately within a specified time delay. It compares RTOS to general operating systems and discusses the types, characteristics, functions, and applications of RTOS. Examples of RTOS like VxWorks are provided. The key functions of an RTOS include task management, scheduling, resource allocation, and interrupt handling. RTOS are widely used in applications that require deterministic responses like avionics, medical devices, industrial automation, and more.
Talking to the C-Suite: Building a Business Case for Employee Development and...BizLibrary
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MC Construction Business Structure & Improvement, November 2010
1. Business Structure &
Recommendation for Improvement
Catherine J. Tedrick
November 23, 2010
GB519-02: Measurement and Decision Making
Professor Crystal Gifford
Kaplan University
2. About MC Construction
MC Construction Consultants, Inc.
develops, designs and builds custom
homes in Western Washington.
The company’s primary market niche
is building high-quality, custom built
homes in exclusive communities for
high-end homebuyers.
3. Customer Service
MC’s greatest strength is personally
taking each homeowner through
every phase of their project.
They customize a design to fit their
customer’s lifestyle and budget while:
Coordinating with their financial
institution to handle financing.
Professionally managing the project.
Offering a complete warranty and
priority service plan.
4. Balanced Scorecard Evaluation
MC’s Balanced Scorecard reflects a
healthy company that is financially
sound and customer-driven.
The following perspectives were
examined:
Financial
Customer
Internal Business
Learning and Growth
5. MC Perspectives
Financial
Internal monthly and published
consolidated quarterly reports
are created.
Customer
Customer satisfaction is a huge
factor since MC’s business is
largely driven by referral.
6. MC Perspectives (continued)
Internal Business
The company developed an internal
business process for addressing
factors that have the greatest
impact on customer satisfaction.
Learning and Growth
Employees hired for specific
positions are required to have
certain experience and education.
7. Critical Success Factors and
Company Performance
Financial
Working together with customers and
subcontractors is vital in creating a smooth
building process.
They stand behind their work, offering a
complete warranty and priority service plan
on every project.
Customer
MC’s professional staff are experts in the
important areas of design, estimating and
customer service.
Communication is vital during the
construction of a custom home.
8. Critical Success Factors and
Company Performance (continued)
Internal Business
MC has a successful process for tracking
account codes for each project.
The Project Manager develops the
budget and all costs then enters all
budget codes into the system to be
monitored and updated by the
accountant as work progresses.
Learning and Growth
Being a relatively small, family owned
and operated business, little resources
have been put into learning and growth.
9. Projected Earnings
MC offers complete homebuilder
services for projects priced between
$350,000 - $500,000.
On average, the company has
10-12 projects going at once.
The annual amount of work
completed by the company is nearly
$5 million.
10. Significant Costs
A 12 percent gross profit margin is built
into the budget but fluctuates based on
how closely supplies and labor cost are
in line with the initial budget.
For a typical home built by MC that sold
for $425,000, about $106,250 went for
construction labor.
If, hypothetically, wage levels rose by a
third, that would add around $2,500 to
the cost of the typical house.
11. Nonfinancial Measures
The following nonfinancial measures
evaluate the company’s level of
productivity and its relation to profitability:
Quality
Production staff maintains a focus on
quality in design, selection of
suppliers/contractors, supervision of
work and warranty care.
Environmental
MC has very good systems in place to
deliver products and services.
12. Nonfinancial Measures
Productivity/Efficiency/Timeliness
Critical to the construction industry, this
requires management of variables as
well as customer expectations
Marketing Effectiveness
Marketing strategies include reliance on
word of mouth fostered by maintaining
relations with prior customers through
extended warranty care and through the
typical mediums.
13. Significant Issues
Though MC has an effective and efficient
budgeting, tracking and accounting
system, putting effort into growing
employees and improving internal business
processes must be addressed.
The company needs to invest in knowledge
and job growth of key staff that are
promoted into management positions, but
have very little managerial experience.
14. Significant Issues
MC discovered through the Balanced
Scorecard that their Internal Business
environment is directly tied to learning and
growth of managers and supervisors.
There is a disconnect between doing the job and
understanding processes necessary to be
productive, efficient and cost effective.
Managers must understand how the company
processes billings, works with clients, markets
the product, and achieves its mission.
15. Decision Alternatives
MC Construction has three options for
addressing the issue of inexperienced
and untrained supervisors:
1. Status Quo
2. Grooming
3. Manager Training
16. Decision 1: Status Quo
The company can continue to handle
this situation by addressing each incident
separately as they arise.
Advantage
o Though the estimated cost per year to the
company for site supervisors and managers
errors due to lack of training is $6,000, this
option could be more cost effective when
compared to the other two options.
Disadvantage
o Poor leadership and costly mistakes continue
to happen.
o Preventable discipline issues; cost overruns
and incorrect paperwork; and employee
turnover continue to happen.
17. Decision 2: Grooming
Develop program that gives all employees a
basic foundation for the goals and mission of
the business; what each department does;
and how each effects the other.
Advantage
o More cohesive workforce that feels
connected to the company on all levels.
o Better prepared for job growth and larger
pool for management to promote from.
Disadvantage
o Estimated total cost to the company would
be $15,945.60:
– $7,700 for all 22 employees to attend a two-day
training at $350 per employee.
– Time loss cost of $8,245.60 based on an average
salary of $187.40 per day.
18. Decision 2: Grooming (continued)
Offer an additional advanced project
management and supervisory skills training for
employees showing leadership potential.
o The estimated total cost to the company for
this option would be $5,311.
– Estimated total cost of$2,500 for five employees to
attend an additional three day training at $500 per
employee.
– Time loss cost of $2,811 based on the same salary
average.
19. Decision 3: Manager Training
Provide training to managers by one
of these methods:
1) Train all managers – new and longtime; or
2) Just train new managers as they promote in.
Advantage
More professional, knowledgeable managerial
staff with a better understanding of their
important role in the organization.
Disadvantage
The cost to provide management training is a
significant factor in the decision.
o Estimated cost for five-day management training
for all seven managers is $7,000.
o Estimated time loss cost based on an average
salary of $229.17 for five days is $8,020.95.
20. Payoff Table
State of Nature
Strong Weak
Decision Alternative
Owner Support, s1 Owner Support, s1
Do nothing – status quo, d1 6 16
Groom employees for advancement, d2 15 5
Train newly promoted managers, d3 8 3
Expected Value (Cost to Company)
With an initial subjective probability of .8 that support for the option will be strong
P(s1) and a corresponding probability of .2 that support will be weak P(s2), the payoff
values were used to compute the expected value (cost to company) of the three
decision alternatives:
EV(d1) = .8(6) + .2(15) = $7.8 EV(d2) = .8(15) + .2(5) = $13 EV(d3) = .8(8) +.2(3) = $7
22. Recommendations
Propose changes in two perspectives:
Internal Business Process perspective
Cost of the project’s direct impact on the level of
operating efficiency and reduce unnecessary
administrative and labor costs.
Learning and Growth perspective
Invest in knowledge and job growth of key staff
who are promoted into management
positions, but have very little managerial
experience.
23. Recommendations
Train all new managers as they promote.
Give new manager tools and knowledge to be
successful.
Lower employee turnover.
Offer career development training
for all employees interested in job growth
within the company.
Have a holistic view of the company.
Better prepared for positions that open
in the future.
24. Resources
Balanced Scorecard Institute. What is the Balanced Scorecard? Retrieved from
www.balancedscorecard.org/BSCResources/AbouttheBalancedScorecard
/tabid/55/Default.aspx
Kaplan, R., Norton, D. Value Based Management. Retrieved from
www.valuebasedmanagement.net/methods_balancedscorecard.html
Jackson, S., Sawyers, R., Sweeney, D., Anderson, David. Managerial Accounting
and Statistics. Chapter 2: Performance Evaluation Using the Balanced
Scorecard, pp44-46
MC Construction Consultants, Steve Yester, Chief Financial Officer; Leanne
Yester, Financial Controller, MC Construction
Consultants, Inc., www.mcconstruction.com
Editor's Notes
Today I am going to present an evaluation of MC Construction Consultants, Inc. business structure and recommendations for improvement.
They have expertise in design, permitting and land development and have won multiple awards for the design and construction of energy efficient Built Green® custom homes.MC designs and builds homes that reflect their customers’ personal lifestyle and suits their individual needs and preferences.
Over 25 years of unique designing, building and craftsmanship has earned MC Construction an outstanding reputation as the premier custom home builder in the South Puget Sound area. Their custom homes are functional, durable and visually pleasing. Efficient floor plans offer creative solutions to maximize space, usage, and storage in trademark MC style.
The Financial Perspective measures the success of the company to turn a profit, provide a return on investment to investors, and the company’s overall goals and objectives relating to its customers and suppliers, internal processes, and employees.The Customer Perspective measures customer satisfaction and increasing market share and penetrating new markets.The Learning and Growth Perspective measures the intangible drivers of future success such as the employees, the organization and information. The Internal Business Perspective measures the internal goals of the company, outlining the strategies, processes, and programs necessary to meet customer objectives.
Financial - Accurate budgeting and monthly job cost reports are critical because financial reports are after the fact and do not help in day to day decision making.Customer - They have an employee whose primary job is to keep contact with customers through all stages of construction, provide reassurance, and aid in their finish choice decisions.
Internal - These factors include timeliness, attentive to the homebuyer’s needs, and quality construction and materials. The marketing department works closely with the design department to identify and promote new projects and services provided. The sales team is experienced in maintaining market leadership.Learning & Growth - Ongoing training and job growth has not been a major focus.
MC has built and maintains their reputation by continually striving for excellence in materials, methods and service. The company’s staff holds decades of experience and expertise, and dedicate themselves to providing outstanding customer service at every point of contact. Financial – The company stands behind their work, offering a complete warranty and priority service plan on every project.Customer – Staff strive to ensure that their customers enjoy the custom home building process as well as their completed home. Internal Business - This unique construction process allows flexibility to accommodate changes during the building of the custom home. Learning & Growth - This will be addressed further in recommendations below.
MC has built and maintains their reputation by continually striving for excellence in materials, methods and service. The company’s staff holds decades of experience and expertise, and dedicate themselves to providing outstanding customer service at every point of contact. Financial – The company stands behind their work, offering a complete warranty and priority service plan on every project.Customer – Staff strive to ensure that their customers enjoy the custom home building process as well as their completed home. Communication is vital during the construction of a custom home. Internal Business - This unique construction process allows flexibility to accommodate changes during the building of the custom home. Learning & Growth - This will be addressed further in recommendations below.
MC is well known in the custom homes market in Western Washington and has a steady stream of clientele.
“The National Association of Home Builders pegs labor's share of the cost of a new home at 20 to 25 percent.” (JD Power’s 2006) The company personnel counts 200 employees.A significant expense for any construction company is their employees, contractors, and subcontractors. Or would shave half a percentage point off the builder's 12 percent average profit margin.
MC excels in design, selection and management of subs/suppliers, and has a good reputation for standing behind their product if issues or concerns arise.Quality - High rating in quality is a requisite to maintaining a reputation as a custom home builder. Customer satisfaction has significant direct relation to profitability as dissatisfaction requires additional uncompensated work or affects reputation. Environmental - Marketing to customers and working with vendors and contractors relies on reputation, track record and quantity as one of the largest volume and longest standing custom builders in the Pacific Northwest.
PET - Managed through realistic scheduling and communication of effect of decision on timing. MC consistently meets project schedules. (i.e. Things take longer than would be desired. Marketing - Community presence and word of mouth as established, high-profile builder is the most successful and important source of new and return customers.Other mediums - participation in professional associations, vehicle and jobsite signage; distinguished community presence; and advertising including signage print and occasional radio supplements recognition.
As with many companies, “laypersons” work their way up the ladder and eventually end up in a managerial or supervisory role. These higher level employees have the know-how for construction and working with vendors, but in most cases do not have the skills and abilities to manage people. From the Learning and Growth perspective, the company must invest in knowledge and job growth of key staff that are promoted into management positions, but have very little managerial experience. This causes issues for both the employees they supervise and the company executives. Without proper managerial training on such things as supervisory, hiring and firing, sexual harassment, discrimination, etc., these site supervisors are a lawsuit just waiting to happen.
According to Managerial Accounting and Statistics, there are three significant success factors: 1) efficient and effective use of employees; 2) increasing information systems capabilities; and 3) improving quality. MC focused on the first factor when measuring their success. They looked at employee satisfaction, turnover rate, and employee empowerment.To measure the success of internal business processes, MC looked at internal administrative costs due to mistakes entering cost codes, processing job site paperwork, and handling personnel forms. Understanding not only the external building process – working with suppliers and contractors – but also how the company processes billings, works with clients, markets the product, and achieves its mission are all critical to the success of these employees.
The company owner and the CFO will make the final decision as to which approach will be most beneficial and cost effective based on the decision models below.
They have been in business for over 20 years and have continued to grow and increase profits in spite of these occasional setbacks.AdvantageThe estimated cost per year to the company for site supervisors and managers errors due to lack of training is $6,000. This includes materials, staff time, and associated fees or fines.However, this option could be more cost effective when compared to the other two options which range between $3,400 - $15,945 to implement (this includes training and time loss costs).DisadvantageThe problem with not making any changes is that the poor leadership and costly mistakes will continue to happen. HR continues dealing with preventable discipline issues; budget and accounting continues dealing with cost overruns and incorrect paperwork; employees continue dealing with inappropriate and inexperienced supervisors. All this can lead to high employee turnover; and dissatisfied customers whose homes do not meet the timeline due to the site supervisors’ errors.
The positive effect to the company with the first part of the option is a more cohesive workforce that feels connected to the company on all levels. And, with the addition of part two, there will be well-trained supervisors, less mistakes made and complaints filed, as well as reduced employee turnover. The downside is the cost to provide trainings and time lost while employees are going through the training(s).
A second part of the program could be extended to those employees who show potential for promotion that covers project management and supervisory skills. The estimated cost would be $2,500 for five employees to attend an additional three day training at $500 per employee. Based on the same salary average, the additional time loss cost would be approximately $2,811. The estimated total cost to the company for this option would be $5,311.Or, the owner could choose to just provide part two to a few employees who show growth potential.
AdvantageAgain, the obvious positive effect to the company is more professional, knowledgeable managerial staff. They will have a better understanding of their important role in the organization. DisadvantageThe cost to provide management training is a significant factor in the decision. The estimated cost for a five-day management training course for all seven supervisors/managers would cost $7,000 ($1,000 per employee for the training). In addition, the estimated time loss cost based on an average salary of $229.17 for five days would be $8,020.95.If the owner chose the second part of this option and only trained the new managers as they promote in, there would be a significantly lower cost, but this would not completely solve the problem of the more long-term supervisor’s lack of knowledge and continuous errors. Of the seven managers/supervisors that are currently employed, three have just been promoted into their positions within the past nine months. Based on just providing the training for these employees, the estimated cost (using the same salary average) would be $3,437.55.As with option two there is the expectation that if supervisor behavior improves than employee turnover will go down – this is a significant cost savings. HR and the finance division will also benefit from better trained managers.
Given the three decision alternatives and the two states of nature, strong owner support or weak owner support, we see that choosing d3 – grooming employees for advancement - has the greatest expected value for the company because it has the lowest cost associated with implementation.
The decision tree has four nodes numbered 1-4, that represent the decisions and chance events. Squares are used to depict decision nodes and circles are used to depict chance nodes. The branches leaving the decision node correspond to the decision alternatives.The branches leaving each chance node correspond to the states of nature.The payoffs are shown at the end of the states-of-nature branch.In this case we are looking at the costs incurred for each decision and see that d3 Training Managers has the greatest payoff because it is the most cost-effective way to handle the situation.
MC Construction Consultants, Inc. excels in retaining the high-end, custom home market in their region, due primarily to their reputation for excellent customer relations. The company has developed an effective and efficient budgeting, tracking and accounting system. However, the two areas needing improved strategies to propel the company to the next level are internal processes and employee learning and growth.
There is a cause and effect relationship between more knowledgeable employees about processes and that of internal performance. And, in reverse, improved internal processes will help employees be able to better understand and follow them.The best choice for MC is to invest in their employees as a whole, with additional training offered to those who choose to be on the management track. The costs are relatively low, with the biggest concern being the time spent away from the office.
Special thanks to MC Construction Consultants CFO Steve Yester and Financial Controller Leanne Yester for providing me the information needed to evaluate and make recommendations for their company.