Every business should measure performances against goals, substantiate its existence, and justify paychecks on solid arguments and data that customers can understand. This presentation focuses on the value KPI may show of a business. Suggestions are given about developing KPIs that can be understood by customers.
VENDOR EVALUATION - RESOURCE MANAGEMENTVismay Shah
This is the PowerPoint presentation for the Vendor Evaluation Topic in the subject of Resource Management. Resource Management is taught as a subject in various fields of engineering and management. I & my group mates have prepared this ppt as a part of our course curriculum in M.tech Construction Engineering & Management.
VENDOR EVALUATION - RESOURCE MANAGEMENTVismay Shah
This is the PowerPoint presentation for the Vendor Evaluation Topic in the subject of Resource Management. Resource Management is taught as a subject in various fields of engineering and management. I & my group mates have prepared this ppt as a part of our course curriculum in M.tech Construction Engineering & Management.
Quality and Cost Management: Methods and Resultstimwrodgers
Summary of methods and results for reducing cost, driving quality upstream, optimizing systems, managing suppliers, accelerating time to market, and improving performance
Present a comprehensive report on your supplier’s delivery performance with our Vendor Evaluation PowerPoint Presentation Slides. With the help of these vendor management systems, PPT slides you can maintain your business and get hold of suppliers. Highlight the important features such as the capacity to deliver the order, consistency, commitment to quality, coordination with the supply chain, cost efficiency, compatibility between buyer and supplier, etc. using our supplier evaluation PowerPoint presentation. This vendor rating presentation deck is here to help you to report the performance of the supplier on the basis of product quality and its services. Most importantly, let the audience be aware of the vendor management process. Describe the various aspects like quality assurance, organizational structure, processes, performance and economic growth with the help of our supplier performance management PowerPoint complete deck. Use professional designs, charts, graphs, and sheets to prepare your report in minutes. Therefore, download this ready to use presentation slides and rank the performance of a supplier.
Exposing Your Hidden Costs of PerformanceJuran Global
An ongoing challenge today for most organizations is to do more with less. Many companies are spending more time with their customers, while customers are demanding competitive pricing on products and services. As the planned profit margin erodes, the question management is posing to their staff is, "How do we maintain our margins and still meet the customers’ demands?" Basically, how do we leave less dollars on the table? The answer is Cost of Poor Quality (COPQ) analysis, which can be used to identify and reduce operational wastes while maintaining margins.
Dr. Joseph DeFeo, Chairman and CEO of Juran Global, shares:
* Typical misconceptions about quality.
* How COPQ affects the bottom line.
* How to identify the "tip of the iceberg."
* The costs hidden in the bottom of the iceberg.
* How to estimate costs using total resources and unit costs.
Quality and Cost Management: Methods and Resultstimwrodgers
Summary of methods and results for reducing cost, driving quality upstream, optimizing systems, managing suppliers, accelerating time to market, and improving performance
Present a comprehensive report on your supplier’s delivery performance with our Vendor Evaluation PowerPoint Presentation Slides. With the help of these vendor management systems, PPT slides you can maintain your business and get hold of suppliers. Highlight the important features such as the capacity to deliver the order, consistency, commitment to quality, coordination with the supply chain, cost efficiency, compatibility between buyer and supplier, etc. using our supplier evaluation PowerPoint presentation. This vendor rating presentation deck is here to help you to report the performance of the supplier on the basis of product quality and its services. Most importantly, let the audience be aware of the vendor management process. Describe the various aspects like quality assurance, organizational structure, processes, performance and economic growth with the help of our supplier performance management PowerPoint complete deck. Use professional designs, charts, graphs, and sheets to prepare your report in minutes. Therefore, download this ready to use presentation slides and rank the performance of a supplier.
Exposing Your Hidden Costs of PerformanceJuran Global
An ongoing challenge today for most organizations is to do more with less. Many companies are spending more time with their customers, while customers are demanding competitive pricing on products and services. As the planned profit margin erodes, the question management is posing to their staff is, "How do we maintain our margins and still meet the customers’ demands?" Basically, how do we leave less dollars on the table? The answer is Cost of Poor Quality (COPQ) analysis, which can be used to identify and reduce operational wastes while maintaining margins.
Dr. Joseph DeFeo, Chairman and CEO of Juran Global, shares:
* Typical misconceptions about quality.
* How COPQ affects the bottom line.
* How to identify the "tip of the iceberg."
* The costs hidden in the bottom of the iceberg.
* How to estimate costs using total resources and unit costs.
A Robust approach to analysis of Customer Satisfaction Survey feedbackSantanoo Medhi
Customer Satisfaction Survey ( CSS) is a widely used Management tool to gauge the customers’ view of products and services of a company and identify areas of strengths and weaknesses and thereby formulate strategies to address the same. CSS are done on multi-dimensional aspects of the Company consisting of various customer touch points and value proposition. Traditional Customer Satisfaction Surveys treats each of the variables with equal weight and as independent variable. However, the truth is that variables are neither equally weighted nor independent. This paper proposes a different methodology of analyzing Customer Satisfaction Survey feedback considering relative weight and interdependency of the variables. Further it proposes to show how the resulting insight can be used for creating more effective strategies for better performance in areas that really matters to customer.For the purpose of this paper, we will be focusing on B2B organizations.
Integrated Performance Management starts with a strategy
Strategy starts with a Balanced Scorecard with measures needed to assess if the performance processes and plans are actually delivering the planned performance
How to improve and map performance metrics to your organization's strategic plan. Results? Higher impact, better communications, and more business success
Preparing for disintermediation: Or what will the future look like in a global gig economy?
A presentation given at the tolk- en vertaalcongres in Breda on March 9, 2018 titled “The Language Industry 4.0: Embracing the future?”
The slide deck of the presentation given on June 16 at Localization World 34 in Barcelona.
To successfully run an MT platform and MT projects, a very specific skillset is needed. The right combination of MT and post-editing (PE) can help reduce turn-around times even in low-tech contexts while maximizing cost-effectiveness.
This presentation introduces to the strategies for an effective solution for translation buyers and vendors.
Read about the dos and don’ts when dealing with MT + PE in regard to improving productivity and increasing speed and ease of translation; the best setup for an operating environment based on the right project requirements and practices specifically devised; and the primary challenges posed by MT and PE, as preparing data, assessing quality of outputs, estimating the post-editing effort, vetting, selecting, instructing and compensating human resources.
The unredacted original version of Luigi Muzii's and Isabella Massardo's article on Europe, standards and terminology for the March 2016 issue of Multilingual.
Il Traduttore Nuovo, rivista dell'Associazione Italiana Traduzione e Interpreti
N. 1/96
Numero speciale dedicato alla Terminologia, con contributi di Christian Galinski, Donatella Pulitano, Claudia Rosa Pucci, Klaus-Dirk Schmitz, Blaise Nkwenti-Azeh, Annamaria Tagliabue, Alan K. Melby, Bruno de Bessé
Term Mining and Terminology Management in a Corporate Setting PerspectiveLuigi Muzii
The time spent looking for and not finding information cost an organization a total of $6 million a year, not including opportunity costs or the costs of reworking existing information that could not be located. Only 41% of localization-mature organizations have some terminology management policy in place, almost solely translation-oriented. Then we must show how terminology management works, demonstrate its power, through controlled languages, ontologies, search engine applications, content and knowledge management applications, and e-learning systems.
A short essay on translation quality standards, the new standards ISO 17100, translation quality assessment, sampling and translation data quality for statistical machine translation.
Diversità in rete: distanza che si trasforma in ricchezzaLuigi Muzii
Appunti per la partecipazione alla Social Media Week di Milano del 20 febbraio 2014 per il panel "Diversità in rete: distanza che si trasforma in ricchezza" organizzato dalle Girl Geek Dinners Milano.
Il testo è disponibile su http://goo.gl/AMq7nn.
Presentazione del webinar su vendor e project management volto alla revisione delle best practice in fatto di selezione, valutazione, analisi prestazionale e sviluppo delle risorse e in fatto di gestione progetti, con particolare attenzione alla definizione e distinzione dei ruoli e dei profili di vendor manager e di project manager nell’industria della traduzione, specialmente per quanto riguarda le fasi di analisi preventiva, programmazione e monitoraggio e i relativi strumenti.
The Building Blocks of QuestDB, a Time Series Databasejavier ramirez
Talk Delivered at Valencia Codes Meetup 2024-06.
Traditionally, databases have treated timestamps just as another data type. However, when performing real-time analytics, timestamps should be first class citizens and we need rich time semantics to get the most out of our data. We also need to deal with ever growing datasets while keeping performant, which is as fun as it sounds.
It is no wonder time-series databases are now more popular than ever before. Join me in this session to learn about the internal architecture and building blocks of QuestDB, an open source time-series database designed for speed. We will also review a history of some of the changes we have gone over the past two years to deal with late and unordered data, non-blocking writes, read-replicas, or faster batch ingestion.
Techniques to optimize the pagerank algorithm usually fall in two categories. One is to try reducing the work per iteration, and the other is to try reducing the number of iterations. These goals are often at odds with one another. Skipping computation on vertices which have already converged has the potential to save iteration time. Skipping in-identical vertices, with the same in-links, helps reduce duplicate computations and thus could help reduce iteration time. Road networks often have chains which can be short-circuited before pagerank computation to improve performance. Final ranks of chain nodes can be easily calculated. This could reduce both the iteration time, and the number of iterations. If a graph has no dangling nodes, pagerank of each strongly connected component can be computed in topological order. This could help reduce the iteration time, no. of iterations, and also enable multi-iteration concurrency in pagerank computation. The combination of all of the above methods is the STICD algorithm. [sticd] For dynamic graphs, unchanged components whose ranks are unaffected can be skipped altogether.
06-04-2024 - NYC Tech Week - Discussion on Vector Databases, Unstructured Data and AI
Round table discussion of vector databases, unstructured data, ai, big data, real-time, robots and Milvus.
A lively discussion with NJ Gen AI Meetup Lead, Prasad and Procure.FYI's Co-Found
Learn SQL from basic queries to Advance queriesmanishkhaire30
Dive into the world of data analysis with our comprehensive guide on mastering SQL! This presentation offers a practical approach to learning SQL, focusing on real-world applications and hands-on practice. Whether you're a beginner or looking to sharpen your skills, this guide provides the tools you need to extract, analyze, and interpret data effectively.
Key Highlights:
Foundations of SQL: Understand the basics of SQL, including data retrieval, filtering, and aggregation.
Advanced Queries: Learn to craft complex queries to uncover deep insights from your data.
Data Trends and Patterns: Discover how to identify and interpret trends and patterns in your datasets.
Practical Examples: Follow step-by-step examples to apply SQL techniques in real-world scenarios.
Actionable Insights: Gain the skills to derive actionable insights that drive informed decision-making.
Join us on this journey to enhance your data analysis capabilities and unlock the full potential of SQL. Perfect for data enthusiasts, analysts, and anyone eager to harness the power of data!
#DataAnalysis #SQL #LearningSQL #DataInsights #DataScience #Analytics
4. Why measure?
To know something unknown
To learn what and how to measure
To reduce uncertainty and the risk of wasting
money
5. Risk In God we trust. All others must bring data.
6. Processes
Performance
The capacity to achieve goals expressed through
preset known standards (how the system works)
Outcomes
The end result of the tasks executed
7. Performances
vs. outcomes
Businesses focus on performances
Performances can be measured
Customers are interested in outcomes
Outcome goals cannot be controlled
8. Performances
vs. outcomes
Performance goal Outcome goal
Run the 100m race in 10” Win first place in the contest
Tackle your opponent out Win the rebound
Sprint after ball comes into play Get to the ball first and control it
9. Continual
improvement
Measuring process performances against
organizational goals help identify
opportunities for streamlining work, improving
efficiency and reducing waste
10. Information
asymmetry
Imbalance of power in transactions
Buyers and sellers have different information
Buyers cannot assess the value of the product/service
through examination before sale is made
11. Signaling
Vendor conveys some information about itself
to buyer
Positively correlated with capabilities
Measures are signals
12. First steps
Set the decision(s) to support
Detail the thing to measure
Assess impact of measures on decision(s)
Define the reasons for uncertainty
Determine the value added by measurement
15. What to
measure
Area Primary measure Related measure
Sales Price Cost of service
Operations Cost of service Customer satisfaction
Procurement Vendor rating Quality
Human resources Resource development Vendor rating
Quality Quality index Vendor rating
Production Productivity Vendor capacity
16. Expected
measurements
Feature Area Variable
Price Production Cost of service
Timing Production
Shipping capacity
Project management
Quality of service Production
Investments
Analytics
Customer service
Production
Customer service
Quality of service
Maintenance costs
Flexibility
Vendors
Production
Peaks of demand
Planning ability
Creditworthiness
Finance
Production
Sales
Cash flow
Reputation Staff
Resource development
Human capital
17. Baselines,
thresholds and
benchmarks
Baseline
The starting point for comparison
Threshold
The value for something to come into effect
Acceptance Quality Levels
Maximal percentage of non-conforming items to be considered
as a satisfying process mean
Benchmark
A performance standard
Industry average
25. Capacity
Utilization
Ratio (CUR)
The output produced in a given time-frame
Actual output
Productive capacity
x 100
The extent to which an organization uses its installed
productive capacity
The difference to 100% indicates room to improvement
without incurring costs of increasing capacity
A low value highlights serious process inefficiencies
E.g.The number of hours of work assigned to a
resource or group of resources as a percentage of their
availability for a given period.
26. Delivery In-Full,
On-Time
(DIFOT) rate
Ability of a business to fulfil orders and meet
customer expectations
A measure of the effectiveness and efficiency of
processes and supply chain
Number of deliveries IFOT
Total number of deliveries
x 100
27. First PassYield
(FPY)
The percentage of items that are moving
through a process without any problems over a
specified period of time
Number of units coming out
Number of units going in
x 100
A measure of process efficiency
28. Order
Fulfillment
CycleTime
(OFCT)
The average time taken to source, make and
deliver a product or service from order to
customer receipt
The total “time waiting” experienced
A measure of an organization’s delivery capacity in an
end to end process
29. Rework level
A percentage of items inspected requiring
rework
A measure of an organization’s operational efficiency
at delivering the specification that the customer wants
without further correction, alteration or revision
Number of items from a production run
Service period requiring rework
x 100
30. Complaints
Complaints rate
The number of complaints received from customers
divided by the total number of items delivered over
the same period of time
Complaints resolution rate
The number of complaints solved divided by the total
number of complaints received from customers
Complaints resolution cycle time
The total number of hours required to successfully
resolve a customer complaint, from the time the
complaint is submitted until when the complaint is
resolved and closed divided by the total number of
hours worked
31. Quantitative
v. qualitative
indicators
Quantitative indicators used for outcomes
Computed with mechanical methods
Expected to give the same results
Seen as objective
Easier to understand and manipulate
Approximations are always inevitable
Qualitative indicators are used for judgements
Depicting experience-based perceptions
Seen as subjective and unreliable
Identify constraints
32. Error-based
metrics
Application of Six Sigma to soccer
A goalkeeper in a level-6 team playing 50 games in a
season and facing 50 shots per game would concede
one goal every 147 years
33. Create your
own KPIs
1. Identify the strategic goal(s) for each
indicator
2. State the question(s) that the indicator is
meant to answer
3. Specify how each indicator will be used and
shall not be used
4. Identify and describe which data should be
collected and used, and how
5. Specify the assessment criteria (qualitative or
quantitative) and the associated scale
6. Identify baseline, benchmark, and thresholds
for each indicator