A new world is emerging and in it, our old and reliable management and administration rules are just not cutting it anymore. Agility is now the condition of survival: we need to be able to deliver the right product, at the right time, at the right price and with the exigency of maximizing profit. The golden industry period which ran from 1945 to 1975 reffered to as “les Trente Glorieuses” by Jean Fourastier has implanted a constant truth to industry managers: quest for full occupation of resources, mass production, organizations splitting up with an obsession of local performances, producing, purchasing and delivering according to economic batch size… All those methods that were pretty good when we were assured that every part produced will be sold in a short delay, are fully obsolete now that we have to produce only what has been sold. Aware of this issue, companies are now moving toward approaches like TOC, Lean or Six Sigma with the hope to find a solution. This movement may seem promising, yet we unfortunately note many blunders and misinterpretations regarding the management of these approaches, the deployment of their attached tools, the setting up of their goals and the measurement of their benefits. The root cause to this situation can be attributed to the incredible persistence of well-established beliefs known as local optima's and in most cases Lean, Six Sigma and even TOC are used with the goal to improve them. New management rules are to be imagined. From a systemic approach and pattern of industrial company, we suggest a unique KPI named Global Interactional Performance that includes operating expenses, raw value added, lead-time and customers satisfaction. We then recommend an ongoing improvement loop, focused on this KPI and based on TOC, Lean Management and Six Sigma tools. This movement embraces the five value-added processes of the company: sell, design, purchase, produce, deliver. If one and only one of these processes is down no more value added is generated by the company. These five processes are simply described by their four main characteristics: actual lead-time, nominal capacity, quality level and involved operating expenses. To facilitate the comprehension of this pattern, a process is compared to a simple tube in which length represents lead-time, volume represents capacity, leaks represents quality level and thickness represents operating expenses. Then we try to identify the existing causes and effects links between these four characteristics and our global KPI. Proceeding in this manner we can quickly and easily highlight the true limitation of the company. Bottlenecks may reside in any of the five value-added processes. In this way, a quality bottleneck will be eliminated by using Six Sigma, a speed bottleneck with Lean and at last a capacity bottleneck with TOC. The continuous and sustainable improvement loop of GIP is launched : more, better, faster with the same people and respectful of our ecosystem!
We specialize in mold making and injection molding, 2-shot mold is our expertise, our main products are medical parts, multimeter, satellite phone and phone case, we've been in this field for more than 15 years, we can offer customer from ID to delivery one stop solution, the services that we can offer are listed as below:
1. Product design;
2. Mold design and mold making;
3. Injection Molding;
4. Finishing & post processing;
5. Assembling;
6. Package design, packaging and packing.
Usine nouvelle 26 05-2016 - Seb usine de l'année 2016 !José Gramdi
L'usine Seb de Pont-Evêque remporte le Trophée de l’usine de l’année 2016 décerné par «L’Usine Nouvelle» en combinant TOC, Lean et Six Sigma à partir d'une approche PIG dans son programme d'excellence OPS
Usine nouvelle 14-01-2016 - Le cas AcomeJosé Gramdi
Le spécialiste du câblage utilise la méthode PIG pour fédérer tous ses services autour d’un objectif unique : améliorer le résultat global de l’entreprise.
Par FrédérIc ParIsot - L'Usine Nouvelle
Parmi les nombreuses et intéressantes conférences dispensées dans le cadre du salon Industrie Paris 2014 qui s’est déroulé du 31 mars au 4 avril 2014 à Paris Nord Villepinte, la présentation de José Gramdi, enseignant-chercheur à l’Université de technologie de Troyes (UTT), a particulièrement passionné l’auditoire. Et pour cause : M. Gramdi va à l’encontre de la pensée dominante dans le monde de l’entreprise et l’industrie qui place la réduction des coûts de revient au rang de Graal absolu. Or, selon le conférencier, ce modèle issu des Trentes Glorieures ne fonctionne plus. Pire, il nous envoie tout droit dans le mur. Il existe pourtant d’autres alternatives à la délocalisation...
We specialize in mold making and injection molding, 2-shot mold is our expertise, our main products are medical parts, multimeter, satellite phone and phone case, we've been in this field for more than 15 years, we can offer customer from ID to delivery one stop solution, the services that we can offer are listed as below:
1. Product design;
2. Mold design and mold making;
3. Injection Molding;
4. Finishing & post processing;
5. Assembling;
6. Package design, packaging and packing.
Usine nouvelle 26 05-2016 - Seb usine de l'année 2016 !José Gramdi
L'usine Seb de Pont-Evêque remporte le Trophée de l’usine de l’année 2016 décerné par «L’Usine Nouvelle» en combinant TOC, Lean et Six Sigma à partir d'une approche PIG dans son programme d'excellence OPS
Usine nouvelle 14-01-2016 - Le cas AcomeJosé Gramdi
Le spécialiste du câblage utilise la méthode PIG pour fédérer tous ses services autour d’un objectif unique : améliorer le résultat global de l’entreprise.
Par FrédérIc ParIsot - L'Usine Nouvelle
Parmi les nombreuses et intéressantes conférences dispensées dans le cadre du salon Industrie Paris 2014 qui s’est déroulé du 31 mars au 4 avril 2014 à Paris Nord Villepinte, la présentation de José Gramdi, enseignant-chercheur à l’Université de technologie de Troyes (UTT), a particulièrement passionné l’auditoire. Et pour cause : M. Gramdi va à l’encontre de la pensée dominante dans le monde de l’entreprise et l’industrie qui place la réduction des coûts de revient au rang de Graal absolu. Or, selon le conférencier, ce modèle issu des Trentes Glorieures ne fonctionne plus. Pire, il nous envoie tout droit dans le mur. Il existe pourtant d’autres alternatives à la délocalisation...
Test Design Essentials for Great Test Automation - HansSauce Labs
Whether you work on a traditional or a modern Agile/DevOps project, many test automation practitioners find that automated tests can be cumbersome and costly to manage and maintain. An often overlooked factor is the lack of test design. Most organizations are unaware the critical role that test design can play in making automation scalable and maintainable.
In this joint webinar, Hans Buwalda, CTO of LogiGear and Titus Fortner of Sauce Labs discuss how one can use best practices to create well-organized tests that are easy to read and can be automated in an efficient and maintainable way.
SLP1 Example Excellent Ford, Inc.NOTE This is an example of id.docxbudabrooks46239
SLP1 Example: Excellent Ford, Inc.
NOTE: This is an example of identifying and discussing the issues of Productivity and Process Improvement. Your paper may or may not take on the same form or format depending on the business you choose and the nature of the issues you identify. I have generated this business from my experience. You will see that I used four references. You should use at least three references (more is better) and citations to back-up your discussion about productivity and process improvement, as well as any information about the nature of your company that you may have obtained from the literature.
Introduction & Company Background
This discussion is about a fictitious Ford dealership, Excellent Ford, Inc. Excellent Ford, Inc. sells new Ford cars and trucks as well as quality used cars. The dealership has these departments: New Vehicle Sales, Used Vehicle Sales, Parts & Service, Body Shop, and the Accounting and Back Office. The dealership has generally done well over the many years it has been in business, serving the community of 50,000 and surrounding area of farmers and small businesses.
The business is managed day to day by the General Manager. As in any other business, productivity at Excellent Ford is measured by the ratio of output/input, as defined in many references such as Wikipedia (n.d.-a) and Kumar (2008). Productivity has generally not been an issue except during tough economic times, such as Excellent Ford has been experiencing the last several years and up to now. Each department has its own productivity issues since they are staffed and structured differently and each has its own goals.
The New Vehicle Sales department is managed by the New Sales Manager. There are several ways that productivity is measured. Keeping in mind the general form of Productivity, Output/input, productivity measures for new car sales are:
Total number of new cars sold/cost of new cars sold
Profit from sales of new cars/cost of new cars sold
Profit from sales of new cars/Number of new cars sold
Profit from sales of new cars/number of prospects on the lot
The Service department is managed by the Service Manager. And there are several ways to measure productivity.
Total Retail Sales / Repair Order
Tech time sold / Repair Order
Parts sold / Repair Order
Tech time sold / Total Tech time paid
Processes at Excellent Ford, Inc.
Excellent Ford, Inc., like all businesses, is comprised of many processes as defined in the Handbook for Basic Process Improvement (n.d.) Here are some examples:
New and Used Vehicle Processes:
ORDERING NEW VEHICLES FROM FORD
PREPING NEW VEHICLES ON ARRIVAL FOR SALE
BUYING/SELLING USED VEHICLES AT AUCTION
REPAIRING USED VEHICLES TO MEET STANDARDS AND PREP FOR SALE
SELLING AND DELIVERY OF VEHICLE
Parts and Service Processes:
ORDERING PARTS
RECEIVING AND STOCKING PARTS
TALKING TO CUSTOMER AND WRITING A REPAIR ORDER
REPAIRING A CUSTOMER VEHICLE
Productivity and Process Improvement
This discussion will review producti.
10 Steps to create a sucessfull e-commerce strategy - 10 passi per creare un ...Federico Gasparotto
Quali sono i 10 passi per creare un e-commerce di successo? Value proposition, Business planning, Channels integration, organisation transformation, Direct marketing, Commercial strategy, assortment planning, Product datatsheet, User Experience
A Complete Model of a Business Enterprise in an EtO and PLM environmentFrank Steeneken
This slide deck provides a picture of the underlying skeletal structure that holds a business enterprise in an engineer-to-order (EtO) and product lifecycle management (PLM) environment together while achieving its goals.
The Model portrays a business enterprise as a functional system for doing business, with processes that are clearly focused on a specific goal. Through the processes, the system fulfills its contribution in the environment.
The Model could provide a powerful baseline for improving business performance.
The method used to develop this model is an adaptation of an earlier technique called "Integrated Modeling Method*.
Your customers and prospects expect rewarding and relevant experiences with your brand regardless of the channel, device, or time of day. Add to that the fact that your customers are distinct individuals with unique interests and those interests are constantly changing and you have a serious need for real-time optimization. This session will highlight how the Adobe Online Marketing Suite can provide you the insight and technology you need to kick-start a real-time marketing optimization program and keep it on course once you’re underway.
Chris Duskin, Omniture
Overview on the Toyota production system principles, techniques and theories.
The presentation include:
-Lean Manufacturing Principles
-Productivity Measurement, Analysis and Improvement
-Effect & Elimination of the Manufacturing 7-Wastes
-Lean Improvement Techniques
-Lean Management for Making Improvement & Gaining Sustainability
Parmi les nombreuses et intéressantes conférences dispensées dans le cadre du salon Industrie Paris 2014 qui s’est déroulé du 31 mars au 4 avril 2014 à Paris Nord Villepinte, la présentation de José Gramdi, enseignant-chercheur à l’Université de technologie de Troyes (UTT), a particulièrement passionné l’auditoire. Et pour cause : M. Gramdi va à l’encontre de la pensée dominante dans le monde de l’entreprise et l’industrie qui place la réduction des coûts de revient au rang de Graal absolu. Or, selon le conférencier, ce modèle issu des Trentes Glorieures ne fonctionne plus. Pire, il nous envoie tout droit dans le mur. Il existe pourtant d’autres alternatives à la délocalisation...
Test Design Essentials for Great Test Automation - HansSauce Labs
Whether you work on a traditional or a modern Agile/DevOps project, many test automation practitioners find that automated tests can be cumbersome and costly to manage and maintain. An often overlooked factor is the lack of test design. Most organizations are unaware the critical role that test design can play in making automation scalable and maintainable.
In this joint webinar, Hans Buwalda, CTO of LogiGear and Titus Fortner of Sauce Labs discuss how one can use best practices to create well-organized tests that are easy to read and can be automated in an efficient and maintainable way.
SLP1 Example Excellent Ford, Inc.NOTE This is an example of id.docxbudabrooks46239
SLP1 Example: Excellent Ford, Inc.
NOTE: This is an example of identifying and discussing the issues of Productivity and Process Improvement. Your paper may or may not take on the same form or format depending on the business you choose and the nature of the issues you identify. I have generated this business from my experience. You will see that I used four references. You should use at least three references (more is better) and citations to back-up your discussion about productivity and process improvement, as well as any information about the nature of your company that you may have obtained from the literature.
Introduction & Company Background
This discussion is about a fictitious Ford dealership, Excellent Ford, Inc. Excellent Ford, Inc. sells new Ford cars and trucks as well as quality used cars. The dealership has these departments: New Vehicle Sales, Used Vehicle Sales, Parts & Service, Body Shop, and the Accounting and Back Office. The dealership has generally done well over the many years it has been in business, serving the community of 50,000 and surrounding area of farmers and small businesses.
The business is managed day to day by the General Manager. As in any other business, productivity at Excellent Ford is measured by the ratio of output/input, as defined in many references such as Wikipedia (n.d.-a) and Kumar (2008). Productivity has generally not been an issue except during tough economic times, such as Excellent Ford has been experiencing the last several years and up to now. Each department has its own productivity issues since they are staffed and structured differently and each has its own goals.
The New Vehicle Sales department is managed by the New Sales Manager. There are several ways that productivity is measured. Keeping in mind the general form of Productivity, Output/input, productivity measures for new car sales are:
Total number of new cars sold/cost of new cars sold
Profit from sales of new cars/cost of new cars sold
Profit from sales of new cars/Number of new cars sold
Profit from sales of new cars/number of prospects on the lot
The Service department is managed by the Service Manager. And there are several ways to measure productivity.
Total Retail Sales / Repair Order
Tech time sold / Repair Order
Parts sold / Repair Order
Tech time sold / Total Tech time paid
Processes at Excellent Ford, Inc.
Excellent Ford, Inc., like all businesses, is comprised of many processes as defined in the Handbook for Basic Process Improvement (n.d.) Here are some examples:
New and Used Vehicle Processes:
ORDERING NEW VEHICLES FROM FORD
PREPING NEW VEHICLES ON ARRIVAL FOR SALE
BUYING/SELLING USED VEHICLES AT AUCTION
REPAIRING USED VEHICLES TO MEET STANDARDS AND PREP FOR SALE
SELLING AND DELIVERY OF VEHICLE
Parts and Service Processes:
ORDERING PARTS
RECEIVING AND STOCKING PARTS
TALKING TO CUSTOMER AND WRITING A REPAIR ORDER
REPAIRING A CUSTOMER VEHICLE
Productivity and Process Improvement
This discussion will review producti.
10 Steps to create a sucessfull e-commerce strategy - 10 passi per creare un ...Federico Gasparotto
Quali sono i 10 passi per creare un e-commerce di successo? Value proposition, Business planning, Channels integration, organisation transformation, Direct marketing, Commercial strategy, assortment planning, Product datatsheet, User Experience
A Complete Model of a Business Enterprise in an EtO and PLM environmentFrank Steeneken
This slide deck provides a picture of the underlying skeletal structure that holds a business enterprise in an engineer-to-order (EtO) and product lifecycle management (PLM) environment together while achieving its goals.
The Model portrays a business enterprise as a functional system for doing business, with processes that are clearly focused on a specific goal. Through the processes, the system fulfills its contribution in the environment.
The Model could provide a powerful baseline for improving business performance.
The method used to develop this model is an adaptation of an earlier technique called "Integrated Modeling Method*.
Your customers and prospects expect rewarding and relevant experiences with your brand regardless of the channel, device, or time of day. Add to that the fact that your customers are distinct individuals with unique interests and those interests are constantly changing and you have a serious need for real-time optimization. This session will highlight how the Adobe Online Marketing Suite can provide you the insight and technology you need to kick-start a real-time marketing optimization program and keep it on course once you’re underway.
Chris Duskin, Omniture
Overview on the Toyota production system principles, techniques and theories.
The presentation include:
-Lean Manufacturing Principles
-Productivity Measurement, Analysis and Improvement
-Effect & Elimination of the Manufacturing 7-Wastes
-Lean Improvement Techniques
-Lean Management for Making Improvement & Gaining Sustainability
Parmi les nombreuses et intéressantes conférences dispensées dans le cadre du salon Industrie Paris 2014 qui s’est déroulé du 31 mars au 4 avril 2014 à Paris Nord Villepinte, la présentation de José Gramdi, enseignant-chercheur à l’Université de technologie de Troyes (UTT), a particulièrement passionné l’auditoire. Et pour cause : M. Gramdi va à l’encontre de la pensée dominante dans le monde de l’entreprise et l’industrie qui place la réduction des coûts de revient au rang de Graal absolu. Or, selon le conférencier, ce modèle issu des Trentes Glorieures ne fonctionne plus. Pire, il nous envoie tout droit dans le mur. Il existe pourtant d’autres alternatives à la délocalisation...
Nous faisons ici sortir les outils de l'amélioration continue de l'atelier pour généraliser leur application à l'ensemble des processus de l'entreprise en visant l'amélioration d'un seul indicateur global, la PIG. Cet indicateur, issu de 8 années de recherche universitaire et de mises en oeuvre industrielles, synthétise la performance économique de l'entreprise (compte d'exploitation) et son agilité (vitesse et qualité de la génération de Valeur Ajoutée).
La Voie de la Relocalisation IndustrielleJosé Gramdi
Dans cette présentation je démontre dans un premier temps la tragique erreur des mécanismes décisionnels "make or buy" basés uniquement sur le coût de revient unitaire des produits, erreur en très grande partie responsable de la désindustrialisation de notre pays. Je souligne ensuite par un exemple chiffré, les limites des calculs de rentabilité traditionnels et la non-pertinence des décisions auxquelles ils conduisent. Je propose enfin un certain nombre de pistes pour aborder ce problème décisionnel différemment, notamment par une approche systémique et dynamique de l'entreprise industrielle, un indicateur unique de sa Performance Interactionnelle Globale basé sur la Valeur Ajoutée générée, et une méthodologie structurée pour mesurer, améliorer et piloter cette performance dans un mouvement vertueux pour l'entreprise et l'ensemble de ses parties prenantes (actionnaires, salariés, clients, fournisseurs, environnement, société). Cette méthodologie est très précisément détaillée dans mon récent ouvrage La Boucle Vertueuse de l'Excellence paru en octobre 2013 aux éditions Lexitis
Cette nouvelle, écrite comme un feuilleton, a été imaginée afin d’illustrer les propos avancés dans le livre "La Boucle Vertueuse de l'Excellence". Chaque épisode est présenté, un peu comme une gravure, en vis-à-vis du passage conceptuel du livre.
Le lecteur pourra commencer par lire intégralement cette nouvelle, qui est autoporteuse, s’il souhaite rapidement découvrir l’esprit de l’approche proposée, avant d’en approfondir les mécanismes détaillés dans le livre.
La Performance Interactionnelle GlobaleJosé Gramdi
Ces dix dernières années ont vu le contexte économique, technologique, sociétal, environnemental se métamorphoser : exigences croissantes des clients et actionnaires, mondialisations de la concurrence et des échanges, diminution du cycle de vie des produits, incertitude croissante des marchés, raréfaction des ressources naturelles, explosion des technologies de l'information... Dans cette mouvance, l'agilité est plus que jamais une condition de survie : il faut être capable de fournir le produit désiré, au bon moment et au juste prix et cela en maximisant le profit. Les "trente glorieuses" ont laissé un héritage tenace : recherche du plein emploi des ressources, production de masse, cloisonnement des organisations, traitement par lots économiques... Cette approche qui a eu ses heures de gloires lorsque tout ce qui était produit était vendu, ne donne plus de résultats satisfaisants à présent qu'il convient de produire uniquement ce qui est vendu. Un cruel constat s'impose : nos systèmes de production n'ont jamais été aussi technologiquement et informatiquement avancés, nous croulons pourtant toujours sous les retards, les stocks, les ventes ratées et... les données. Conscients de ce travers, les chefs d'entreprise s'orientent actuellement de façon massive vers des démarches d'amélioration continue. Ce mouvement peut sembler prometteur, nous assistons pourtant à un grand nombre de contresens et de maladresses concernant le management de ces démarches, le déploiement des outils attenants, la définition des objectifs visés et la mesure des performances obtenues. De nouvelles règles de gestion et de management, de nouveaux indicateurs holistiques restent donc à imaginer et à expérimenter. A partir d'une approche systémique de l'entreprise et de ses cinq macro-processus à valeur ajoutée, nous proposons une expression de la Performance Interactionnelle Globale (PIG) intégrant les charges globales d’exploitation de la structure, les dépenses directement proportionnelles liées aux produits vendus, leur prix de vente, leur temps de passage dans l’entreprise et le niveau de satisfaction des clients livrés. En découle une démarche d'amélioration continue focalisée sur l’indicateur PIG ainsi confectionné, permettant très rapidement de localiser les pistes d'amélioration prioritaires, d'évaluer leur réel impact sur le résultat brut d’exploitation de l’entreprise et de mobiliser tous les acteurs autour d'une vision et d'un projet dont la finalité n'est pas, contrairement à l'approche dominante, de réduire les coûts et par conséquent la masse salariale. Elle peut ainsi se résumer en un mot d’ordre simple et mobilisateur : "Plus, mieux, plus vite, avec les mêmes !" Depuis 2008, cette approche est mise en œuvre aussi bien dans des très grands groupes que dans des PME avec à chaque fois des éclairages et des résultats surprenants.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
3. CopyrightJoséGRAMDI-Tousdroitsréservés–jose.gramdi@interaxys.fr
www.interaxys.fr
A
B
C
D
The consequence is that most often, although our very good local KPI's, the
global performance is not reached : we have shortages or over-stocks, very long
lead-times, bad quality service and our products keep travelling all over the
world…
MARKETING
COMMUNICATION
PROMOTION
QUOTATION
SALES
DESIGN
PURCHASE
PRODUCTION
RECEPTION
QUALITY
DELIVERY
BILLING
7. CopyrightJoséGRAMDI-Tousdroitsréservés–jose.gramdi@interaxys.fr
www.interaxys.fr
€ OOE €
OER = OVA / OOE
Expenses that occur even when no transformation process is activated are
aggregated into Overall Operating Expenses (OOE) : labour, sales, admin,
R&D... It is now possible to express the Overall Efficiency Rate (OER) of our
system defined as the ratio between generated OVA and consumed OOE during
the concerned period
€ TVE € € DSR €
Supplier
Customer
SOE
PIE
€ OVA = DSR - TVE €
EBITDA = OVA - OOE
13. CopyrightJoséGRAMDI-Tousdroitsréservés–jose.gramdi@interaxys.fr
www.interaxys.fr
COMPANY
SYSTEM
If we now express speed and quality by s and q coefficients ranged between 0
and 1, it becomes possible to propose a unique master KPI that we will call
Overall Interactional Performance™ and that we can consider as the goal of
the company :
OIP = s x q x OVA / OOE
And this KPI combines the four main characteristics of our tube!
Supplier
Customer
SOE
PIE
€ OOE €
€ TVE € € DSR €
€ OVA = DSR - TVE €
14. CopyrightJoséGRAMDI-Tousdroitsréservés–jose.gramdi@interaxys.fr
www.interaxys.fr
DESIGNSELL
PURCHASE
PRODUCE
DELIVER
Let's now look at this tube more in details. Any company can be seen as the
combination of five processes that are directly involved in OVA generation.
These five processes transform input elements (IE) into output elements (OE)
and can be compared again to tubes with the same four characteristics than the
company. We are now in a fractal model…
Supplier
Customer
SOE
PIE
€ OOE €
€ TVE € € DSR €
€ OVA = DSR - TVE €