The document discusses an innovative real-time production management system called Talika PMS. It begins with an introduction and overview of the system, explaining that it is a fully scalable and distributed system that uses a scheduling engine to automatically schedule tasks in real-time. It then discusses why conventional scheduling systems often fail in real-world situations, such as not being dynamic or not having feedback mechanisms. The rest of the document provides more details on how Talika PMS works, including how it allots tasks, gets feedback, and continuously reschedules to maximize efficiency.
An Innovative Real Time Production Management System supportetalika
Ā
Scheduling is indeed a major issue in all manufacturing and project execution facilities world over. It is also
recognized that if scheduling is efficient and automated huge benefits could result as existing resource usage can
be maximized allowing dramatic increase in number of orders processed at the same time substantially reducing
cost of production while ensuring reliability in delivery on the committed date. No wonder scheduling is a hot
research topic and the market is flooded with scheduling systems of sorts. Still a truly efficient and automatic
scheduling system remains an elusive dream.
This white paper lists the six important reasons why a scheduling system fails in real-life situations. It then
describes how a new scheduling system called Talika PMS satisfies all the six critical requirements in detail with real
data supporting the claims from its first major installation.
This document describes the what-if analysis capabilities of the Talika PMS scheduling system. It allows shop floor managers to understand how changes like adding or removing work centers, jobs, or holidays would impact completion times for all existing orders. The simulator performs extensive what-if analysis independently of the scheduling engine. It displays simulation results concisely, showing the positive and negative impacts on job completion times. Managers can simulate changes like adding or dropping jobs, changing job priorities, duplicating or removing work centers, and modifying holidays or work center efficiencies. This allows informed decision making without disrupting real shop operations.
The document describes a complete production management system called Talika PMS that was created by Thomson Press (India) Limited to solve their scheduling problems. It can schedule and reschedule jobs in real-time as conditions change, maximize resource usage, and provide full visibility into future schedules. It integrates all areas of the manufacturing process and is said to increase throughput, reduce costs, allow quick delivery commitments while ensuring on-time delivery. Jobs are broken down into activities and the same representation is used for scheduling, costing, and managing order execution through the shop floor.
Effective Maintenance Planning and Scheduling is a requirement not an option if one wants to optimize the effectiveness and efficiency of their maintenance workforce. Yes, identifying the right work is key however without effective maintenance planning and scheduling work execution will not be as effective and efficient.
Maintenance Wrench time is directly impacted by the effectiveness of maintenance planning and scheduling (Wrench time is the amount of time a maintenance person has their "hands on tools". World Class ranges from 55-65%)
Maintaining operational efficiency in an expanding business is a challenge for many companies today. It is not immediately obvious that the inefficiencies are hurting the business. However, small mistakes that lead to time and money lost become more frequent as the business hires more employees and takes on more work. Use this methodology to work through those sticking points that are holding your operations back.
Does it annoy you that in spite of regularly performing Preventive Maintenance (PM) on your equipment it continues to breakdown? Some may call this insanity ā Continuing to do the same thing over and over, expecting a different result. So what do you do? Maybe take a close look at your current PM Program.
There are known best practices which will not only enhance your PM program but also increase equipment reliability. Remember most work comes from PM and PdM and then it must be planned correctly, scheduled with production, executed to schedule and to specifications. If this occurs you will be seeing the results. "less breakdowns"
Check out this article and post your comments please.
This document outlines the top 10 reasons why maintenance planning is often ineffective. It discusses issues such as a lack of understanding around what effective maintenance planning looks like, not tracking key metrics like staff wrench time, a lack of defined processes for planning and scheduling, insufficient training of maintenance planners, and not establishing the right key performance indicators to measure maintenance planning effectiveness. The document emphasizes that achieving optimal reliability and costs requires adopting defined, proactive maintenance planning processes followed by committed leadership and all departments.
Preventive maintenance programs that rely solely on time-based tasks are often ineffective and result in high equipment failure rates. Research shows over 80% of failures are not related to age or use. To improve reliability, the author migrated to a proactive approach focusing on asset health monitoring to determine maintenance needs. This approach identifies specific failure modes and uses predictive technologies to catch issues early. The result is significantly reduced failures and improved reliability, availability, and cost savings. Sharing successes from pilot programs encourages management support to roll out the approach for all critical assets.
An Innovative Real Time Production Management System supportetalika
Ā
Scheduling is indeed a major issue in all manufacturing and project execution facilities world over. It is also
recognized that if scheduling is efficient and automated huge benefits could result as existing resource usage can
be maximized allowing dramatic increase in number of orders processed at the same time substantially reducing
cost of production while ensuring reliability in delivery on the committed date. No wonder scheduling is a hot
research topic and the market is flooded with scheduling systems of sorts. Still a truly efficient and automatic
scheduling system remains an elusive dream.
This white paper lists the six important reasons why a scheduling system fails in real-life situations. It then
describes how a new scheduling system called Talika PMS satisfies all the six critical requirements in detail with real
data supporting the claims from its first major installation.
This document describes the what-if analysis capabilities of the Talika PMS scheduling system. It allows shop floor managers to understand how changes like adding or removing work centers, jobs, or holidays would impact completion times for all existing orders. The simulator performs extensive what-if analysis independently of the scheduling engine. It displays simulation results concisely, showing the positive and negative impacts on job completion times. Managers can simulate changes like adding or dropping jobs, changing job priorities, duplicating or removing work centers, and modifying holidays or work center efficiencies. This allows informed decision making without disrupting real shop operations.
The document describes a complete production management system called Talika PMS that was created by Thomson Press (India) Limited to solve their scheduling problems. It can schedule and reschedule jobs in real-time as conditions change, maximize resource usage, and provide full visibility into future schedules. It integrates all areas of the manufacturing process and is said to increase throughput, reduce costs, allow quick delivery commitments while ensuring on-time delivery. Jobs are broken down into activities and the same representation is used for scheduling, costing, and managing order execution through the shop floor.
Effective Maintenance Planning and Scheduling is a requirement not an option if one wants to optimize the effectiveness and efficiency of their maintenance workforce. Yes, identifying the right work is key however without effective maintenance planning and scheduling work execution will not be as effective and efficient.
Maintenance Wrench time is directly impacted by the effectiveness of maintenance planning and scheduling (Wrench time is the amount of time a maintenance person has their "hands on tools". World Class ranges from 55-65%)
Maintaining operational efficiency in an expanding business is a challenge for many companies today. It is not immediately obvious that the inefficiencies are hurting the business. However, small mistakes that lead to time and money lost become more frequent as the business hires more employees and takes on more work. Use this methodology to work through those sticking points that are holding your operations back.
Does it annoy you that in spite of regularly performing Preventive Maintenance (PM) on your equipment it continues to breakdown? Some may call this insanity ā Continuing to do the same thing over and over, expecting a different result. So what do you do? Maybe take a close look at your current PM Program.
There are known best practices which will not only enhance your PM program but also increase equipment reliability. Remember most work comes from PM and PdM and then it must be planned correctly, scheduled with production, executed to schedule and to specifications. If this occurs you will be seeing the results. "less breakdowns"
Check out this article and post your comments please.
This document outlines the top 10 reasons why maintenance planning is often ineffective. It discusses issues such as a lack of understanding around what effective maintenance planning looks like, not tracking key metrics like staff wrench time, a lack of defined processes for planning and scheduling, insufficient training of maintenance planners, and not establishing the right key performance indicators to measure maintenance planning effectiveness. The document emphasizes that achieving optimal reliability and costs requires adopting defined, proactive maintenance planning processes followed by committed leadership and all departments.
Preventive maintenance programs that rely solely on time-based tasks are often ineffective and result in high equipment failure rates. Research shows over 80% of failures are not related to age or use. To improve reliability, the author migrated to a proactive approach focusing on asset health monitoring to determine maintenance needs. This approach identifies specific failure modes and uses predictive technologies to catch issues early. The result is significantly reduced failures and improved reliability, availability, and cost savings. Sharing successes from pilot programs encourages management support to roll out the approach for all critical assets.
āMy maintenance staff is highly trained and do not like using procedures.ā If the statement is valid, and the cost of asset failure is not important to our operation, then your staff must have an unlimited and infallible memory ā congratulations!
Did you know that the most complex equipment ever built was a nuclear submarine and that the first nuclear submarines experienced failures due to lack of effective procedures, thus ending in catastrophic failure?
If safety is number one in your organization, then repeatable, effective work procedures should be as well.
The 5 Levels of Effective Maintenance Scheduling
Submitted by James Kovacevic; MMP, CMRP
Scheduling ensures the right maintenance is executed at the right time. But many organizations fail to schedule work that improves plant performance. Instead, the work is scheduled to last minute and is often
not the most important work, but the work of the person yelling the loudest.
In order to effectively schedule maintenance work, there needs to be a systematic approach which not only takes into account the needs of the maintenance department but that of the business. This fully
integrated schedule ensures the planned downtime is reduced while maximizing the amount of work which can be completed.
The 5 levels of scheduling enable the full integration of operations and maintenance schedules. Scheduling starts at the 52-week level and cascades into the 16-week, 4-week, 1-week and finally the daily scheduling. The scheduling process depends heavily upon a rigorous prioritization process. The prioritization criteria must be fully aligned with the business risks and agreed upon by the leadership team.
The benefits to the business of proper scheduling are many and include, reduced planned downtime, reduced overtime and reduced unplanned downtime.
The book provides a primer on the Theory of Constraints and how it can be applied to project scheduling and management. It shows how using concepts like identifying the critical chain of tasks, adding buffers, and focusing on bottlenecks can help projects stay on time and on budget compared to traditional PERT and Gantt techniques. It also discusses how to effectively manage vendors to protect against delays on the critical path.
This document discusses capacity planning and data center architecture. Capacity planning deals with accurately predicting future resource needs, which is challenging due to many unknown variables. Data center architecture focuses on preventing downtime, which can be costly. The document recommends following best practices for data center design, such as redundancy, and using capacity planning to guide resource predictions, though capacity planning cannot account for all uncertainties.
If your projects involve other companies doing most of the work, then this presentation can open the door to faster, better and less expensive projects. You don't have to spend more to get your project sooner. Critical Chain Project Management (CCPM) has worked wonders in many industries..but has not had much impact in sectors such as construction. We think we know why. Take a look ad let us know what you think www.profitableprojects.org
Critical Chain Project Management (CCPM) is an approach to project management that focuses on managing resource constraints. It differs from traditional critical path methods by accounting for implicit resource dependencies and inserting buffers to protect milestone dates from uncertainty. CCPM principles include eliminating safety times from tasks, focusing on meeting milestone dates over individual task dates, and prioritizing the throughput of constrained resources over local optimizations. Project buffers and feeding buffers are added to the schedule to absorb uncertainty while still meeting deadlines.
Kept up by Potential IT Disasters? Your Guide to Disaster Recovery as a Servi...VAST
Ā
There are many kinds of disaster that can shut down your information technology (IT) operations:
ā¢ natural disasters, like a hurricane
ā¢ power outages
ā¢ a hardware crash that corrupts data
ā¢ employees who accidentally or deliberately delete or modify data
ā¢ malware that tampers with, erases, or encrypts data so you canāt access it
ā¢ network outages due to problems at your telecom provider
Disasters happen, sometimes bringing down a single application, sometimes bringing down your entire data center. No matter how careful you are or how good your IT team is, eventually some event will shut down your applications when you really need them up and running. The Disaster Recovery Preparedness Council survey in 2014 found that 36 percent of businesses lost at least one critical application, virtual machine, or data file for a period of several hours, with 25 percent saying theyād lost a large part of their data center for a period of hours or days.
The costs of preparing for disaster can be highāat one extreme, companies maintain a secondary, standby data center with all the same equipment as at their primary siteābut the consequences of not planning for disaster recovery (DR) can be even higher. The costs of downtime in 2016 ranged from a minimum of $926 per minute to a maximum of $17,244 per minute, with an average cost of close to $9,000 per minute of outage.
Those costs can completely cripple a business; Gartner found that only 6 percent of companies remain in business two years after losing data.
Creating an effective disaster recovery plan is a key step to ensuring business survival.
The document discusses using Critical Chain Project Management (CCPM) to reduce lead times in a multi-project environment through buffer management and enforcing global priorities. It covers the technical aspects of CCPM including fever charts, single priority systems, buffering and pipelining. The benefits of CCPM are listed as shorter lead times, optimal resource utilization, focused management attention, and synchronized efforts through self-organization around global priorities. The different types of buffers - project, feeding, resource and protective capacity - are defined and explained in detail along with how they are used.
This presentation was given by Gary Palmer on Wednesday 2nd April 2014. Airbus in Bristol very kindly hosted the event which was well attended by almost 80 of the local APM membership and project management community.
An introductory-level presentation to critical chain project management (CCPM), primarily aimed at those new to the subject.
Critical chain project management (CCPM) is fast emerging as a major step change in project management, dramatically improving project speed and predictability. Although currently relatively little-known in the UK, it has become well-established and highly successful in America, India and Japan, and is predicted to become a dominant methodology within the next few years.
CCPM changes many typical project management practices and behaviours, and by these changes removes the in-built inefficiencies in ātraditionalā project management, enabling projects to run faster and with more effective protection against uncertainty, whilst providing much improved visibility of progress and monitoring both at the single project and multi-project (programme and portfolio) levels.
This presentation introduces the main principles of CCPM and compares and contrasts them with current project management practices, with an overview of CCPMās history and development, use of the methods in programme and portfolio situations, current adoption in industry, and implementation considerations.
Critical Chain Project Management & Theory of ConstraintsAbhay Kumar
Ā
Critical Chain Project Management (CCPM) uses aggressive task estimates and buffers to eliminate wasted time from practices like multitasking, student syndrome, and Parkinson's law. It identifies the critical path and adds a project buffer at the end to protect the deadline. CCPM is based on the Theory of Constraints (TOC), which involves identifying, exploiting, subordinating, and elevating constraints. CCPM and TOC are applied in both waterfall and agile projects by aggressively estimating tasks, avoiding multitasking on the critical path, monitoring buffer consumption, and using TOC to resolve impediments.
Find ways to prevent Disaster from knocking on your company door! Make sure your plan is in place as we anticipate a weekend storm - sales@telehouse.com
10 Things to Consider in a Company MoveThe TNS Group
Ā
Prioritizing these 10 components of IT relocationĀ will help to ensure a smooth move and efficientĀ integration into your new space.Ā Contact us todayĀ for more information on howĀ we canĀ partner to ensure a successful move.
The 5 Levels of Effective Maintenance Scheduling
Submitted by James Kovacevic; MMP, CMRP
Scheduling ensures the right maintenance is executed at the right time. But many organizations fail to schedule work that improves plant performance. Instead, the work is scheduled to last minute and is often
not the most important work, but the work of the person yelling the loudest.
In order to effectively schedule maintenance work, there needs to be a systematic approach which not only takes into account the needs of the maintenance department but that of the business. This fully
integrated schedule ensures the planned downtime is reduced while maximizing the amount of work which can be completed.
The 5 levels of scheduling enable the full integration of operations and maintenance schedules. Scheduling starts at the 52-week level and cascades into the 16-week, 4-week, 1-week and finally the daily scheduling. The scheduling process depends heavily upon a rigorous prioritization process. The prioritization criteria must be fully aligned with the business risks and agreed upon by the leadership team.
The benefits to the business of proper scheduling are many and include, reduced planned downtime, reduced overtime, and reduced unplanned downtime.
Critical Chain Project Management (CCPM) addresses problems with traditional scheduling methods by focusing on completing the critical chain of tasks rather than individual tasks. It moves scheduling safety from task levels to the project level and prevents multitasking by requiring resources to focus on one task until its completion. CCPM identifies the critical chain of dependent tasks and establishes buffers to protect the project schedule from uncertainties.
This document provides 16 ways to save time and money on preventive maintenance programs. It suggests that many PM programs are larger than needed and consume too many resources while still resulting in unexpected equipment failures. It recommends first considering predictive maintenance technologies before adding more PMs. Other tips include removing unnecessary PMs, questioning if PMs actually help productivity, getting data from PMs that can be trended over time, and ensuring PMs are completed within 10% of their scheduled due date. The goal of PM should be to detect small problems to plan repairs, not just prevent failures.
Mistakes during production processes can result in costly shutdowns, repairs, and inefficiencies. PITSolutions has developed software to reduce mistakes by providing all employees with instant access to procedures and training materials from any device. This allows employees to make more informed decisions and ensures all parties are aware of their roles and responsibilities during production. The software also provides management tools like automatic timestamps to monitor compliance and efficiency. Customers report the software has increased communication, reduced training costs, and helped prevent incidents and shutdowns.
Critical Chain Project Management (CCPM) is a methodology that improves project management through 3 key principles: 1) Buffer time is placed on the longest project path to protect the due date. 2) Projects are released based on constraint availability to reduce multitasking. 3) Execution priorities are driven by relative buffer consumption to focus on projects needing attention. CCPM has been successfully implemented by many companies resulting in reduced time to market, higher on-time delivery, more projects completed, and improved resource planning.
This document discusses HTML structural elements and semantics. It defines elements like <header>, <nav>, <article>, <section>, and <aside> that help provide meaning and structure to a document. It also covers HTML forms, using the <form> element to contain user-submittable forms, and common page layouts with elements like <header>, <nav>, <main>, <aside>, and <footer>.
āMy maintenance staff is highly trained and do not like using procedures.ā If the statement is valid, and the cost of asset failure is not important to our operation, then your staff must have an unlimited and infallible memory ā congratulations!
Did you know that the most complex equipment ever built was a nuclear submarine and that the first nuclear submarines experienced failures due to lack of effective procedures, thus ending in catastrophic failure?
If safety is number one in your organization, then repeatable, effective work procedures should be as well.
The 5 Levels of Effective Maintenance Scheduling
Submitted by James Kovacevic; MMP, CMRP
Scheduling ensures the right maintenance is executed at the right time. But many organizations fail to schedule work that improves plant performance. Instead, the work is scheduled to last minute and is often
not the most important work, but the work of the person yelling the loudest.
In order to effectively schedule maintenance work, there needs to be a systematic approach which not only takes into account the needs of the maintenance department but that of the business. This fully
integrated schedule ensures the planned downtime is reduced while maximizing the amount of work which can be completed.
The 5 levels of scheduling enable the full integration of operations and maintenance schedules. Scheduling starts at the 52-week level and cascades into the 16-week, 4-week, 1-week and finally the daily scheduling. The scheduling process depends heavily upon a rigorous prioritization process. The prioritization criteria must be fully aligned with the business risks and agreed upon by the leadership team.
The benefits to the business of proper scheduling are many and include, reduced planned downtime, reduced overtime and reduced unplanned downtime.
The book provides a primer on the Theory of Constraints and how it can be applied to project scheduling and management. It shows how using concepts like identifying the critical chain of tasks, adding buffers, and focusing on bottlenecks can help projects stay on time and on budget compared to traditional PERT and Gantt techniques. It also discusses how to effectively manage vendors to protect against delays on the critical path.
This document discusses capacity planning and data center architecture. Capacity planning deals with accurately predicting future resource needs, which is challenging due to many unknown variables. Data center architecture focuses on preventing downtime, which can be costly. The document recommends following best practices for data center design, such as redundancy, and using capacity planning to guide resource predictions, though capacity planning cannot account for all uncertainties.
If your projects involve other companies doing most of the work, then this presentation can open the door to faster, better and less expensive projects. You don't have to spend more to get your project sooner. Critical Chain Project Management (CCPM) has worked wonders in many industries..but has not had much impact in sectors such as construction. We think we know why. Take a look ad let us know what you think www.profitableprojects.org
Critical Chain Project Management (CCPM) is an approach to project management that focuses on managing resource constraints. It differs from traditional critical path methods by accounting for implicit resource dependencies and inserting buffers to protect milestone dates from uncertainty. CCPM principles include eliminating safety times from tasks, focusing on meeting milestone dates over individual task dates, and prioritizing the throughput of constrained resources over local optimizations. Project buffers and feeding buffers are added to the schedule to absorb uncertainty while still meeting deadlines.
Kept up by Potential IT Disasters? Your Guide to Disaster Recovery as a Servi...VAST
Ā
There are many kinds of disaster that can shut down your information technology (IT) operations:
ā¢ natural disasters, like a hurricane
ā¢ power outages
ā¢ a hardware crash that corrupts data
ā¢ employees who accidentally or deliberately delete or modify data
ā¢ malware that tampers with, erases, or encrypts data so you canāt access it
ā¢ network outages due to problems at your telecom provider
Disasters happen, sometimes bringing down a single application, sometimes bringing down your entire data center. No matter how careful you are or how good your IT team is, eventually some event will shut down your applications when you really need them up and running. The Disaster Recovery Preparedness Council survey in 2014 found that 36 percent of businesses lost at least one critical application, virtual machine, or data file for a period of several hours, with 25 percent saying theyād lost a large part of their data center for a period of hours or days.
The costs of preparing for disaster can be highāat one extreme, companies maintain a secondary, standby data center with all the same equipment as at their primary siteābut the consequences of not planning for disaster recovery (DR) can be even higher. The costs of downtime in 2016 ranged from a minimum of $926 per minute to a maximum of $17,244 per minute, with an average cost of close to $9,000 per minute of outage.
Those costs can completely cripple a business; Gartner found that only 6 percent of companies remain in business two years after losing data.
Creating an effective disaster recovery plan is a key step to ensuring business survival.
The document discusses using Critical Chain Project Management (CCPM) to reduce lead times in a multi-project environment through buffer management and enforcing global priorities. It covers the technical aspects of CCPM including fever charts, single priority systems, buffering and pipelining. The benefits of CCPM are listed as shorter lead times, optimal resource utilization, focused management attention, and synchronized efforts through self-organization around global priorities. The different types of buffers - project, feeding, resource and protective capacity - are defined and explained in detail along with how they are used.
This presentation was given by Gary Palmer on Wednesday 2nd April 2014. Airbus in Bristol very kindly hosted the event which was well attended by almost 80 of the local APM membership and project management community.
An introductory-level presentation to critical chain project management (CCPM), primarily aimed at those new to the subject.
Critical chain project management (CCPM) is fast emerging as a major step change in project management, dramatically improving project speed and predictability. Although currently relatively little-known in the UK, it has become well-established and highly successful in America, India and Japan, and is predicted to become a dominant methodology within the next few years.
CCPM changes many typical project management practices and behaviours, and by these changes removes the in-built inefficiencies in ātraditionalā project management, enabling projects to run faster and with more effective protection against uncertainty, whilst providing much improved visibility of progress and monitoring both at the single project and multi-project (programme and portfolio) levels.
This presentation introduces the main principles of CCPM and compares and contrasts them with current project management practices, with an overview of CCPMās history and development, use of the methods in programme and portfolio situations, current adoption in industry, and implementation considerations.
Critical Chain Project Management & Theory of ConstraintsAbhay Kumar
Ā
Critical Chain Project Management (CCPM) uses aggressive task estimates and buffers to eliminate wasted time from practices like multitasking, student syndrome, and Parkinson's law. It identifies the critical path and adds a project buffer at the end to protect the deadline. CCPM is based on the Theory of Constraints (TOC), which involves identifying, exploiting, subordinating, and elevating constraints. CCPM and TOC are applied in both waterfall and agile projects by aggressively estimating tasks, avoiding multitasking on the critical path, monitoring buffer consumption, and using TOC to resolve impediments.
Find ways to prevent Disaster from knocking on your company door! Make sure your plan is in place as we anticipate a weekend storm - sales@telehouse.com
10 Things to Consider in a Company MoveThe TNS Group
Ā
Prioritizing these 10 components of IT relocationĀ will help to ensure a smooth move and efficientĀ integration into your new space.Ā Contact us todayĀ for more information on howĀ we canĀ partner to ensure a successful move.
The 5 Levels of Effective Maintenance Scheduling
Submitted by James Kovacevic; MMP, CMRP
Scheduling ensures the right maintenance is executed at the right time. But many organizations fail to schedule work that improves plant performance. Instead, the work is scheduled to last minute and is often
not the most important work, but the work of the person yelling the loudest.
In order to effectively schedule maintenance work, there needs to be a systematic approach which not only takes into account the needs of the maintenance department but that of the business. This fully
integrated schedule ensures the planned downtime is reduced while maximizing the amount of work which can be completed.
The 5 levels of scheduling enable the full integration of operations and maintenance schedules. Scheduling starts at the 52-week level and cascades into the 16-week, 4-week, 1-week and finally the daily scheduling. The scheduling process depends heavily upon a rigorous prioritization process. The prioritization criteria must be fully aligned with the business risks and agreed upon by the leadership team.
The benefits to the business of proper scheduling are many and include, reduced planned downtime, reduced overtime, and reduced unplanned downtime.
Critical Chain Project Management (CCPM) addresses problems with traditional scheduling methods by focusing on completing the critical chain of tasks rather than individual tasks. It moves scheduling safety from task levels to the project level and prevents multitasking by requiring resources to focus on one task until its completion. CCPM identifies the critical chain of dependent tasks and establishes buffers to protect the project schedule from uncertainties.
This document provides 16 ways to save time and money on preventive maintenance programs. It suggests that many PM programs are larger than needed and consume too many resources while still resulting in unexpected equipment failures. It recommends first considering predictive maintenance technologies before adding more PMs. Other tips include removing unnecessary PMs, questioning if PMs actually help productivity, getting data from PMs that can be trended over time, and ensuring PMs are completed within 10% of their scheduled due date. The goal of PM should be to detect small problems to plan repairs, not just prevent failures.
Mistakes during production processes can result in costly shutdowns, repairs, and inefficiencies. PITSolutions has developed software to reduce mistakes by providing all employees with instant access to procedures and training materials from any device. This allows employees to make more informed decisions and ensures all parties are aware of their roles and responsibilities during production. The software also provides management tools like automatic timestamps to monitor compliance and efficiency. Customers report the software has increased communication, reduced training costs, and helped prevent incidents and shutdowns.
Critical Chain Project Management (CCPM) is a methodology that improves project management through 3 key principles: 1) Buffer time is placed on the longest project path to protect the due date. 2) Projects are released based on constraint availability to reduce multitasking. 3) Execution priorities are driven by relative buffer consumption to focus on projects needing attention. CCPM has been successfully implemented by many companies resulting in reduced time to market, higher on-time delivery, more projects completed, and improved resource planning.
This document discusses HTML structural elements and semantics. It defines elements like <header>, <nav>, <article>, <section>, and <aside> that help provide meaning and structure to a document. It also covers HTML forms, using the <form> element to contain user-submittable forms, and common page layouts with elements like <header>, <nav>, <main>, <aside>, and <footer>.
Community radio stations aim to serve local communities by involving community members in broadcasting programs. They allow for low-cost transmission via portable receivers. Non-profit organizations, educational institutions, and agricultural universities are eligible to apply to set up community radio stations. The application process involves obtaining a letter of intent and clearance from various ministries. Permission is granted for 5 years if terms are met, such as establishing the station within 3 months and retaining broadcasts for 3 months. Limited advertising of local events and businesses is allowed.
The document describes a production management system called Talika PMS that was created to solve scheduling problems for complex manufacturing environments. It automatically schedules tasks and resources in real-time to maximize throughput, reduce costs, and ensure on-time delivery. The system breaks down orders into individual tasks, schedules and reschedules them continuously based on real-time feedback to integrate the entire manufacturing process from order entry to delivery.
The document provides an overview of a factory management system that includes:
- Descriptions of the key components of the system including the Factory DB Manager, Job Study Wizard, Work Center Console, and Control Center Console.
- An explanation of how the system works by defining jobs as tasks, scheduling tasks in real-time to work centers, and updating progress.
- Details on how each component functions, such as using the Job Study Wizard to define and simulate jobs, the Work Center Console to assign and monitor tasks, and the Control Center Console to generate reports.
William Shakespeare was born in 1564 in Stratford-upon-Avon, England. He was a famous playwright and poet who wrote 37 plays and over 150 sonnets. Some of his most famous plays include Romeo and Juliet, Hamlet, and Macbeth. Shakespeare married Anne Hathaway in 1582 and they had three children together, though his son Hamnet died at a young age. He worked as a managing partner for the Chamberlain's Men theatre company in London and also built the Globe Theatre with his business partners. Shakespeare died in 1616 at the age of 52 in Stratford-upon-Avon.
1) The Magic of Component Task (CT) Diagram shows how tasks act upon components to produce other components through a three dimensional representation. A CT diagram follows five rules including that a task must produce an output and require a work center, and that components are only changed by tasks.
2) An example CT diagram for making tea is presented to show how water, tea leaves, and milk components are input to tasks like boiling and mixing to produce the ready tea output. The extent of the output determines requirements for all other elements.
3) Attributes can be assigned to tasks, components, and work centers to calculate durations, costs, wastage and more throughout the CT diagram based on complex formulas and lookup tables. This
This document discusses 3D printing methods and their potential impact on research laboratories. It provides:
1) A brief history of 3D printing, from its origins in the 1980s to its increasing applications in fields like engineering, medicine, and consumer goods.
2) An overview of common 3D printing methods like stereolithography, inkjet printing, and fused deposition modeling, explaining how they work and the types of materials they can use.
3) Examples of current and future uses of 3D printing in research settings, with the potential to revolutionize fields like chemistry, biotechnology, and science education.
El documento describe la Web 2.0 y cĆ³mo permite a los usuarios interactuar y colaborar generando contenido en comunidades virtuales. La Web 2.0 facilita el trabajo colaborativo entre mĆŗltiples usuarios tanto en el aula como en empresas. Las herramientas de la Web 2.0 mejoran las actividades educativas y de negocio mediante el trabajo en equipo en lĆnea.
La memoria RAM es la memoria principal de una computadora donde se almacenan temporalmente programas y datos mientras la computadora estƔ encendida. Es volƔtil, de acceso aleatorio y su capacidad puede variar entre 64 y 256 MB. Sirve para soportar el sistema operativo y procesar las instrucciones del procesador, por lo que es un componente fundamental para el funcionamiento de una computadora.
The document appears to be a quiz in Irish (Gaeilge) related to Seachtain na Gaeilge (Irish Language Week). It contains multiple choice and true/false questions across 6 rounds/levels (Babhta) on topics like colors, animals, sports, geography, literature and more. The questions are accompanied by possible answer options and the correct answers to each question in the earlier rounds. It aims to test knowledge of Irish vocabulary, grammar and culture.
A sensor is a transducer whose purpose is to sense (that is, to detect) some characteristic of its environs. It detects events or changes in quantities and provides a corresponding output, generally as an electrical or optical signal; for example, a thermocouple converts temperature to an output voltage. But a mercury-in-glass thermometer is also a sensor; it converts the measured temperature into expansion and contraction of a liquid which can be read on a calibrated glass tube.
Sensors are used in everyday objects such as touch-sensitive elevator buttons (tactile sensor) and lamps which dim or brighten by touching the base, besides innumerable applications of which most people are never aware. With advances in micromachinery and easy-to-use microcontroller platforms, the uses of sensors have expanded beyond the more traditional fields of temperature, pressure or flow measurement. Moreover, analog sensors such as potentiometers and force-sensing resistors are still widely used. Applications include manufacturing and machinery, airplanes and aerospace, cars, medicine and robotics.
A sensor's sensitivity indicates how much the sensor's output changes when the input quantity being measured changes. Some sensors can also have an impact on what they measure; for instance, a room temperature thermometer inserted into a hot cup of liquid cools the liquid while the liquid heats the thermometer. Sensors need to be designed to have a small effect on what is measured; making the sensor smaller often improves this and may introduce other advantages. Technological progress allows more and more sensors to be manufactured on a microscopic scale as microsensors using MEMS technology. In most cases, a microsensor reaches a significantly higher speed and sensitivity compared with macroscopic approaches.
The sensitivity is then defined as the ratio between output signal and measured property. For example, if a sensor measures temperature and has a voltage output, the sensitivity is a constant with the unit [V/K]; this sensor is linear because the ratio is constant at all points of measurement. For an analog sensor signal to be processed, or used in digital equipment, it needs to be converted to a digital signal, using an analog-to-digital converter.
William shakespeare done by tarnim mahmoodtarnim1123
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William Shakespeare was born in 1564 in Stratford-upon-Avon, England. He was a famous playwright and poet who wrote 37 plays and over 150 sonnets. Some of his most famous plays include Romeo and Juliet, Hamlet, and Macbeth. He worked as a managing partner for the Chamberlain's Men theatre company in London and built the Globe Theatre with his business partners. Shakespeare died in 1616 at the age of 52 in Stratford-upon-Avon.
Hackers are people who exploit weaknesses in computer systems and networks. They can be motivated by profit, protest, or challenge. Hackers are classified as white hats, black hats, or grey hats based on their motivations and actions. White hat hackers test security systems for non-malicious purposes. Black hat hackers violate security to cause harm or for personal gain. Grey hat hackers combine characteristics of both. To prevent hacking, users should change passwords monthly, install firewalls and antivirus software, and use antispyware programs.
This document provides an overview of an innovative real-time production management system called Talika PMS. The system aims to address key issues with conventional scheduling systems, including their inability to dynamically reschedule in response to real-time events, lack of feedback mechanisms, and impractical assumptions about static order loads and scheduling across shifts. Talika PMS utilizes a distributed architecture with a real-time scheduling engine that communicates with different types of shop floor consoles. The scheduling engine works continuously to maximize resource utilization and minimize job cycle times by automatically rescheduling tasks each minute based on operator feedback. The document outlines how the system works from job definition and scheduling to real-time task allotment and completion tracking.
The International Journal of Engineering & Science is aimed at providing a platform for researchers, engineers, scientists, or educators to publish their original research results, to exchange new ideas, to disseminate information in innovative designs, engineering experiences and technological skills. It is also the Journal's objective to promote engineering and technology education. All papers submitted to the Journal will be blind peer-reviewed. Only original articles will be published.
Refinery turnarounds require careful planning and coordination to minimize downtime and costs. However, planning is complex due to varying data sources, workforce scheduling challenges, and difficulties adapting plans during execution. Current IT systems are inadequate as they provide only static plans. IFS introduces an integrated solution with IFS Operational Planning Board and IFS Applications to bridge planning and execution. This provides dynamic replanning capabilities, aids workforce coordination, and increases turnaround efficiency through a single integrated view of the process.
Refinery turnarounds require careful planning and coordination to minimize downtime and costs. However, planning is complex due to varying data sources, workforce scheduling challenges, and difficulties adapting plans during execution. Current IT systems are inadequate as they provide only static plans. IFS introduces an integrated solution with IFS Operational Planning Board and IFS Applications to bridge planning and execution. This provides dynamic replanning capabilities, aids workforce coordination, and increases turnaround efficiency through a single point of truth.
Refinery turnarounds require careful planning and coordination to minimize downtime and costs. However, planning is complex due to varying data sources, workforce scheduling challenges, and difficulties adapting plans during execution. Current IT systems are inadequate as they provide only static plans. IFS introduces an integrated solution with IFS Operational Planning Board and IFS Applications to bridge planning and execution. This provides dynamic replanning capabilities, aids workforce coordination, and increases turnaround efficiency through a single integrated view of the process.
This document outlines 10 common time wasters for construction companies and provides suggestions on how to address them through technology solutions. The time wasters include estimators doing manual takeoffs, lack of job cost visibility, challenges with field time reporting, manual handling of compliance documents, filling out forms like AIA by hand, struggles with government payroll reporting, managing complex union payroll, chasing down invoice approvals, manual entry of customer payments, and dealing with paper-based work orders. The document recommends construction-specific software and mobile technologies to automate processes, streamline compliance, integrate estimating and job cost tracking, enable electronic forms and approvals, automate payroll reporting, and facilitate paperless operations. Addressing these inefficiencies through technology can
This document discusses maintenance management policies and implementing maintenance schedules to improve productivity. It proposes a model for a maintenance policy that includes establishing maintenance schedules, determining job priorities, and coordinating work. The model emphasizes balancing preventative and breakdown maintenance based on equipment usage and costs. Implementing formal scheduling, priority systems, and coordinating unexpected work can improve maintenance efficiency and reduce costs.
This document provides a summary of recent literature related to scheduling problems, with a focus on problems involving multiple parallel machines or devices. It discusses surveys and articles on scheduling problems in various contexts like industry, cloud/edge computing, and mobile networks. The document aims to give a comprehensive overview of the different approaches and algorithms used to address scheduling problems in emerging fields driven by technological progress, such as modern factories, mobile networks, cloud computing, and fog/edge computing. It observes that heuristics and approximate algorithms are increasingly important for scheduling problems due to the complexity introduced by uncertainties.
Scheduling involves arranging workloads and allocating resources like machinery, employees, and materials. There are two main types of scheduling: operations scheduling, which assigns jobs and employees to time periods, and flow-shop scheduling for high-volume systems, where identical products flow through standardized processes. For low-volume job shops, scheduling is more complex due to custom orders and uncertain job requirements. Key considerations for both include sequencing jobs effectively and balancing workloads across workstations.
This document describes the development of a strategic approach for making accurate decisions during unplanned telecom service outages. It discusses a case study where an upgrade to a core billing system led to an unexpected outage impacting recharge services. Key learnings included the need for cross-functional information sharing and predefined delay thresholds to speed decision making. The developed approach establishes standard procedures to minimize revenue loss and ensure the best decision is made quickly during any telecom service outage.
This document discusses developing a strategic approach for making accurate decisions after unplanned service outages in telecom operations. It notes that while standard operating procedures exist, outages can still occur. The author formed a team to define an effective action plan for outages. Through a case study and analysis of activity phases where issues could arise, the team identified key factors like impact on revenue, technical insights, and costs. The goal is to establish a common reference approach to help stakeholders make the best decision with the least cost to business when unexpected outages disrupt planned activities in telecom networks.
Five common sense time management mistakes in project accounting ā and tips t...williamsjohnseoexperts
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The document discusses five common mistakes made in project accounting and time management. [1] It argues that tracking time is important for measuring productivity and costs. [2] It says that any system will not work and an easy-to-use system is needed for accurate tracking. [3] It notes the importance of tracking all time and expenses, even those not directly related to projects. [4] It emphasizes making systems simple to use but still robust. [5] Finally, it stresses the importance of consistently reviewing and acting on the tracked data.
Production planning and control (PPC) involves organizing and planning the manufacturing process. It includes planning routing, scheduling, dispatching, inspection, and coordination of materials, machines, tools, and operating times. The goal is to organize supply and movement of materials, labor, and machines to achieve desired manufacturing results in terms of quality, quantity, time, and place. PPC benefits small businesses by optimizing capacity utilization, controlling inventory, reducing production time, and ensuring quality. Key steps in PPC include production planning, routing, scheduling, loading, dispatching, follow up, inspection, and corrective measures. Effective PPC contributes to time, quality, and cost parameters of entrepreneurial success.
How processes masquerading as projects are hurting your business v4Jonathan Sapir
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When you use a project management system to manage processes, you eliminate all the benefits that can be derived from an appropriate process management tool - and vice versa. The solution is a unified platform that provides both project and process functionality.
This document discusses key elements of scheduling:
1. It outlines the objectives of scheduling such as maximizing throughput, being predictable, minimizing overhead, balancing resource use, and enforcing priorities.
2. It describes the main elements of scheduling including processors (workers), tasks (units of work), precedence relations (order tasks must be completed), and processing times (amount of time to complete each task).
3. It provides examples of processors, tasks, precedence relations between tasks, and how processing times are estimated for scheduling production.
Planners and schedulers play an important role in optimizing asset utilization and uptime through effective maintenance work planning and scheduling. The document discusses several best practices for planning and scheduling including developing job planning steps, work plans, standard maintenance procedures, ensuring accurate bills of materials, implementing 5S practices, and kitting of planned parts to improve maintenance productivity and asset reliability. Effective planning and scheduling can increase effective maintenance time from an average of 2.5 hours per day to over 45-55% of the work day.
BP Logix Whitepaper: Adding the Dimension of Time to BPMBP Logix
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Time is a critical element of the planning, oversight, and improvement of business processes. However BPM solutions have traditionally focused on other aspects of the BPM challenge, such as quality and governance.
How mining leaders can take charge to improve safety, productivity and reduce...Hendrik Lourens
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Variation in mining is ā and will always be ā more pronounced than in other industries such as automotive and
manufacturing. Because of physical constraints in mining, the actions of any mining department can affect the
work of all others. This creates interdependence, coordination and trust problems, which multiply the negative
impact of variation on throughput.
It is possible to quickly (within 3-5 months) improve output, productivity and safety when we adjust our
thinking and actions to harness and better manage variation. We have seen clients dramatically improve their
productivity (typically more than 20 per cent but substantially bigger increases have been observed) and
become safer work environments by using software and holistic management practices. These make work
visible and change the focus to be forward-looking instead of analysing the past. Execution and planning
become properly integrated and much more effective.
While these practices are innovative from a technical aspect, they succeed because they provide frontline
leaders and workers the opportunity to build a community of trust and coordinate along with a unity of
purpose.
Successful workers and frontline leaders who experience mastery, autonomy and purpose become highly
engaged and deliver even better results. It is easy to lead well in such an environment. Employees, managers
and executives experience lowered levels of stress and find joy in their work environment again. This is what
has been missing in mining for many years.
Executives, after implementing the actions described often comment along the following lines āā¦I am happy
with the improved financial performance in such a short time, but I am even happier with the kind of
organisation we have become. I see teamwork and increased motivation everywhere.ā
A Survey on Heuristic Based Techniques in Cloud ComputingIRJET Journal
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This document discusses heuristic techniques for scheduling tasks in cloud computing. It begins with an introduction to cloud computing and cloud scheduling. Two common heuristic scheduling techniques are then described: Min-Min scheduling and Max-Min scheduling. Min-Min scheduling assigns the task with the minimum completion time first. Max-Min scheduling assigns the task with the maximum completion time first. The document then reviews several related studies on task scheduling techniques in cloud computing, including studies comparing Min-Min and Max-Min.