The Safer London Foundation was using an outdated database program that was difficult to customize and use. They implemented Salesforce CRM through Sho-net to manage their grant making, mentoring, customer relationship, and other operations more easily. Salesforce provided an intuitive interface, real productivity gains, value for money, and helped satisfy the CEO's frustrations. It is now used across the entire organization for various functions and has improved flexibility, customization, and upgrades compared to the old system.
The document discusses how a company's website represents their business online and provides strategies for optimizing a website and online marketing efforts. It covers search engine optimization, paid search advertising, analytics, social media, and deciding whether to outsource or handle internet marketing in-house. The key is having a well-designed website that generates traffic and conversions through search engine marketing techniques and data analysis.
The Safer London Foundation was using an outdated database program that was difficult to customize and use. They implemented Salesforce CRM through Sho-net to manage their grant making, mentoring, customer relationship, and other operations more easily. Salesforce provided an intuitive interface, real productivity gains, value for money, and helped satisfy the CEO's frustrations. It is now used across the entire organization for various functions and has improved flexibility, customization, and upgrades compared to the old system.
The document discusses how a company's website represents their business online and provides strategies for optimizing a website and online marketing efforts. It covers search engine optimization, paid search advertising, analytics, social media, and deciding whether to outsource or handle internet marketing in-house. The key is having a well-designed website that generates traffic and conversions through search engine marketing techniques and data analysis.
Developing a tool to help dog breeders predict genetic risks. Presentation in the Third Sector Stream at the OR Society's 2014 Conference OR56. Presented by Ian Seath & Sophie Carr.
These slides are from my presentation at the Sho-Net Systems voluntary sector workshop on Smarter Fundraising. I talked about the need to understand As Is processes and how to identify value before considering To Be processes and automation.
The document discusses measuring processes to manage them effectively. It identifies several types of measures including internal measures like processing time and cost, output measures like error rate and timeliness, and satisfaction measures like perceptions and complaints. The key points are to decide what you want to achieve first to determine what needs measuring, and that there must be recording of measurements, analysis of the records, and actions taken based on the analysis for measurement to be useful.
I've written an article (http://wp.me/pv1y4-q9) that summarises some of our Learning Points from a range of Customer and Staff Surveys. It describes 5 Survey Mistakes and how to avoid them. This is the supporting presentation.
The Public Sector (or charities) cannot “deliver benefits”. Only people who are willing and able to use the results of the Public Sector’s activities can realise benefits. Don’t dream up, and waste resources on, projects where you can’t be confident the results will be used to achieve benefits
This half-day workshop covers principles for displaying and analyzing quantitative data, including selecting appropriate chart types, determining adequate sample sizes, and explaining why averages can be misleading. Attendees will learn tips for presenting tabular data clearly, when to use tables versus graphs, how to identify trends over time using line graphs, and the 80/20 rule of Pareto analysis. The goal is to help participants make sense of numbers and improve performance measurement and decision-making.
Presentation to the OR52 Conference (Operational Research Society) on September 9th 2010.
Overview of how Six Sigma and Lean Thinking can be applied in the Criminal Justice Sector.
This is from a short "taster" workshop I designed for the 2014 OR56 Conference "Making an Impact" sessions.
So many organisations these days claim to “have done Lean”, “be Lean” or “doing Lean”, but what does that actually mean? Come along to this interactive session to:
• Find out where Lean came from and why it is relevant not just in the manufacturing sector
• Understand key Lean concepts such as Value, Waste and Flow
• Have a go at using some Lean tools and techniques (e.g. Value Stream Mapping, 7 Wastes Process Walk-through)
• See what tools and techniques are in the Lean toolkit
• Understand why Lean is really all about engaging people in improvement (and not about tools)
• Be able to spot opportunities to apply Lean Thinking, back at work
I have had several clients over the past year where they have asked me to manage their projects or programmes for them. Sometimes, if the client is relatively “immature” in their approach to project management the last thing they want or need is lots of project templates and Gantt charts. I have been using Trello as a simple tool to help me (and them).
Developing a tool to help dog breeders predict genetic risks. Presentation in the Third Sector Stream at the OR Society's 2014 Conference OR56. Presented by Ian Seath & Sophie Carr.
These slides are from my presentation at the Sho-Net Systems voluntary sector workshop on Smarter Fundraising. I talked about the need to understand As Is processes and how to identify value before considering To Be processes and automation.
The document discusses measuring processes to manage them effectively. It identifies several types of measures including internal measures like processing time and cost, output measures like error rate and timeliness, and satisfaction measures like perceptions and complaints. The key points are to decide what you want to achieve first to determine what needs measuring, and that there must be recording of measurements, analysis of the records, and actions taken based on the analysis for measurement to be useful.
I've written an article (http://wp.me/pv1y4-q9) that summarises some of our Learning Points from a range of Customer and Staff Surveys. It describes 5 Survey Mistakes and how to avoid them. This is the supporting presentation.
The Public Sector (or charities) cannot “deliver benefits”. Only people who are willing and able to use the results of the Public Sector’s activities can realise benefits. Don’t dream up, and waste resources on, projects where you can’t be confident the results will be used to achieve benefits
This half-day workshop covers principles for displaying and analyzing quantitative data, including selecting appropriate chart types, determining adequate sample sizes, and explaining why averages can be misleading. Attendees will learn tips for presenting tabular data clearly, when to use tables versus graphs, how to identify trends over time using line graphs, and the 80/20 rule of Pareto analysis. The goal is to help participants make sense of numbers and improve performance measurement and decision-making.
Presentation to the OR52 Conference (Operational Research Society) on September 9th 2010.
Overview of how Six Sigma and Lean Thinking can be applied in the Criminal Justice Sector.
This is from a short "taster" workshop I designed for the 2014 OR56 Conference "Making an Impact" sessions.
So many organisations these days claim to “have done Lean”, “be Lean” or “doing Lean”, but what does that actually mean? Come along to this interactive session to:
• Find out where Lean came from and why it is relevant not just in the manufacturing sector
• Understand key Lean concepts such as Value, Waste and Flow
• Have a go at using some Lean tools and techniques (e.g. Value Stream Mapping, 7 Wastes Process Walk-through)
• See what tools and techniques are in the Lean toolkit
• Understand why Lean is really all about engaging people in improvement (and not about tools)
• Be able to spot opportunities to apply Lean Thinking, back at work
I have had several clients over the past year where they have asked me to manage their projects or programmes for them. Sometimes, if the client is relatively “immature” in their approach to project management the last thing they want or need is lots of project templates and Gantt charts. I have been using Trello as a simple tool to help me (and them).
4. Ce sunt agentii frigorifici? Sunt compuşi chimici utilizaţi în instalaţii frigorifice sau pompe de căldură, ce suferă reversibil schimbări de fază de la gaz la lichid, transportînd astfel căldură de la un mediu la altul. Transferul de căldură se face prin vaporizare (trecerea din stare lichidă în stare gazoasă preluînd temperatura înaltă) şi cedarea acesteia prin condensare (trecerea din stare gazoasă în stare lichidă prin scăderea temperaturii, cedarea acesteia în alt mediu) la temperaturi scăzute sau ale mediului ambiant.
5. Cand? Cum? Si... unde incepe utilizarea agentilor frigorifici? Istoricul agenţilor frigorifici începe în anul 1834, când americanul Jacob Perkins brevetează o maşină frigorifică funcţionând prin comprimare mecanică de vapori, utilizând că agent frigorific oxidul de etil. Utilizarea unei asemenea maşini s-a dovedit rapid limitată de nivelul ridicat de inflamabilitate al acestui agent .
6. Imbunatatiri În 1876 Carl von Linde, datorită utilizării amoniacului că agent frigorific, permite o adevărată dezvoltare a instalaţiilor frigorifice prin comprimare mecanică de vapori. În 1880, introducerea unui nou agent frigorific, anhidridă carbonica, reprezintă începutul utilizării instalaţiilor frigorifice pentru îmbarcarea la bordul navelor a produselor alimentare.
7. În 1920, prin utilizarea anhidridei sulfuroase şi a clorurii de metil, apar primele maşini frigorifice de uz casnic sau comercial. Începând din 1930, apar primele hidrocarburi fluorurate şi clorurate (CFC). Datorită caracteristicilor foarte interesante din punct de vedere termodinamic şi datorită mării lor stabilităţi atât termice cât şi chimice, utilizarea acestora va aduce o ameliorare considerabilă atât a fiabilităţii cât şi a siguranţei în funcţionare a instalaţiilor frigorifice cu compresie mecanică. Aşa se explică de ce în comparaţie cu amoniacul şi clorura de metil, aceste substanţe poartă denumirea de agenţi frigorifici de siguranţă.
8. În numeroase ţări, pe lângă denumirea de freoni, agenţii frigorifici pot fi întâlniţi şi sub diverse denumiri comerciale, care pentru acelaşi produs diferă de la ţara la ţara şi de la un producător la altul. R12 de exemplu, este numit Forane 12 (denumirea comercială a Uzinei Kuhlmann din Frântă), Flugene 12 (denumirea comercială a firmei Pechine Saint-Gobain din Frântă), sau Genetron 12 (denumirea comercială a societăţii Allied Chemical din S.U.A.). În unele publicaţii ştiinţifice, chiar şi denumirea de freoni, pentru desemnarea agenţilor frigorifici, este considerată comercială.
9. Proprietăţile termodinamice dorite la un agent frigorific sunt: punct de fierbere sub temperatură ţintă, presiune de vaporizare cît mai apropiată de presiunea atmosferică, presiunea de condensare cît mai redusă pentru a realiza consumuri energetice mici, căldura preluată prin vaporizare trebuie să fie cît mai mare pentru a asigura debite masice reduse, căldura specifică în stare lichidă să fie cît mai mică pentru a nu apare pierderi mari prin procesul de laminare adiabată. Alte proprietăţi ce trebuie să le prezinte un agent frigorific sunt: să nu fie coroziv, să nu fie poluant, să nu prezinte pericol de inflamabilitate, explozie şi toxicitate, să aibă o coontribuţie nulă la încălzirea globală. Proprietati
10. Compoziţie chimică Din punct de vedere al compoziţiei chimice, freonii, care sunt hidrocarburi fluorurate, pot fi împărţiţi în trei mari categorii: · CFC (clorofluorocarburi), freonii clasici, care conţin Cl foarte instabil în moleculă; · HCFC (hidroclorofluorocarburi), freoni denumiţi de tranziţie, care conţin în moleculă şi hidrogen, datorită căruia Cl este mult mai stabil şi nu se descompune atât de uşor sub acţiunea radiaţiilor ultraviolete; · HFC (hidrofluorocarburi), consideraţi freoni de substituţie definitivă, care nu conţin de loc în moleculă atomi de Cl.
11. Pe lângă cele trei categorii de agenţi frigorifici menţionate, există şi agenţi frigorifici naturali, între care amoniacul (NH3), simbolizat şi prin R717, este cel mai important şi cel mai utilizat, datorită proprietăţilor sale termodinamice care îl fac cel mai performant agent frigorific din punct de vedere al transferului termic. În ultimul timp începe să fie tot mai utilizat că agent frigorific, propanul simbolizat prin R290, care reprezintă un înlocuitor excelent pentru R22, având o compatibilitate perfectă cu uleiurile utilzate în compresoarele pentru R20 şi asigurând o eficientă frigorifică superioară faţă de R22. Propanul este utilizat şi în numele tipuri de pompe de căldură. Singură problemă legată de utilizarea propanului că agent frigorific, este reprezentată de inflamabilitatea ridicată a acestuia.