This document summarizes Republic Industries' journey to improve their on-time delivery performance through implementing Theory of Constraints concepts. After initial improvements stabilized their system, Republic still only achieved 69% on-time delivery. They tried modifying their scheduling approach but it did not significantly improve results. With help from AGI, Republic implemented a new generation buffer management system called MANAGE Capability. This system helped Republic identify the critical elements of a large, complex job and focus their efforts, allowing them to successfully deliver the job on time.
Taking the right approach in project and programme management is often half the battle. Wise choices early on can set you on a course to success. However, an inappropriate choice can leave you wasting valuable time. In this white paper we use a recent project to explore the pros and cons of using agile and waterfall methodologies, and highlight the advantages that can be had from adopting an agile development approach, but supported within an overall PRINCE2 framework.
This 1 day, hands-on, workshop will introduce the processes and workflows necessary to manage a Business Intelligence team in a flexible, iterative and agile manner. Through standard agile management methods (Scrum, Kanban and Test-Driven Development), this workshop will provide you with the tools to manage your workflow, BI development, demand management, and customer engagement.
The goal of this workshop is to expose you to different ways of working and give you potential tactics and techniques to improve your BI project delivery.
This case study reflects on the Large-Scale Scrum journey of an Austrian insurance company. Its environment was pretty stalled and not used to change quickly or being a learning organization. Hence, it faced challenges and incidents typical for adopting the agile mindset in such an environment.
The journey towards LeSS passed four phases:
1.) Pre-Agile 2.) Single-Team Scrum 3.) Pre-LeSS (slightly scaling) 4.) LeSS In this case study the focus is on phase 4 – the LeSS adoption itself. The first three phases will be described only briefly to understand the motivation, and the reason for choosing LeSS as a framework.
This document outlines the Protorative methodology for ERP implementations. It begins with background on typical ERP projects and their high failure rates. It then discusses the drawbacks of traditional methods like ASAP that do not allow going back to earlier phases. The Theory of Constraints is introduced as focusing on identifying and exploiting constraints. The Protorative methodology is presented as a prototype + iterative approach that gathers requirements through hands-on prototyping with users. Key assumptions and scheduling are provided, with advantages noted as faster timelines, less testing needs, and better user adoption.
IT Project Portfolio Planning Using ExcelJerry Bishop
To provide a simple and transparent paper-based method for setting up an IT project portfolio using Excel.
Excel Workbook for this presentation also in my Slideshare uploads.
The document discusses project management and stakeholders in ERP implementation projects. It defines key terms like project, project management, and stakeholders. It identifies important internal and external stakeholders for ERP projects, like the board of management, business unit heads, IT heads, consultants, and software partners. It describes the roles and expectations of these stakeholders. It also discusses the importance of a project team and identifies the different levels in a project management team from executive to managerial to associate levels.
How To Build A Credible Performance Measurement Baselineguest9da059
IPM 2009 Conference briefing. The Performance Measurement Baseline is the project controls vehicle that connects Cost, Schedule, and Technical Performance in a single database.
This document summarizes an ERP post-implementation review conducted over six months. The review assessed the ERP project's success level, identified gaps and lessons learned, and made recommendations. Key findings included mostly positive feedback, some deviations from planned timelines and budgets, and over 70 identified issues across various business processes. Recommendations to address gaps included 26 business cases and 33 quick win actions. A workshop was later held with department heads to present results and discuss feedback from the three-year ERP project.
Taking the right approach in project and programme management is often half the battle. Wise choices early on can set you on a course to success. However, an inappropriate choice can leave you wasting valuable time. In this white paper we use a recent project to explore the pros and cons of using agile and waterfall methodologies, and highlight the advantages that can be had from adopting an agile development approach, but supported within an overall PRINCE2 framework.
This 1 day, hands-on, workshop will introduce the processes and workflows necessary to manage a Business Intelligence team in a flexible, iterative and agile manner. Through standard agile management methods (Scrum, Kanban and Test-Driven Development), this workshop will provide you with the tools to manage your workflow, BI development, demand management, and customer engagement.
The goal of this workshop is to expose you to different ways of working and give you potential tactics and techniques to improve your BI project delivery.
This case study reflects on the Large-Scale Scrum journey of an Austrian insurance company. Its environment was pretty stalled and not used to change quickly or being a learning organization. Hence, it faced challenges and incidents typical for adopting the agile mindset in such an environment.
The journey towards LeSS passed four phases:
1.) Pre-Agile 2.) Single-Team Scrum 3.) Pre-LeSS (slightly scaling) 4.) LeSS In this case study the focus is on phase 4 – the LeSS adoption itself. The first three phases will be described only briefly to understand the motivation, and the reason for choosing LeSS as a framework.
This document outlines the Protorative methodology for ERP implementations. It begins with background on typical ERP projects and their high failure rates. It then discusses the drawbacks of traditional methods like ASAP that do not allow going back to earlier phases. The Theory of Constraints is introduced as focusing on identifying and exploiting constraints. The Protorative methodology is presented as a prototype + iterative approach that gathers requirements through hands-on prototyping with users. Key assumptions and scheduling are provided, with advantages noted as faster timelines, less testing needs, and better user adoption.
IT Project Portfolio Planning Using ExcelJerry Bishop
To provide a simple and transparent paper-based method for setting up an IT project portfolio using Excel.
Excel Workbook for this presentation also in my Slideshare uploads.
The document discusses project management and stakeholders in ERP implementation projects. It defines key terms like project, project management, and stakeholders. It identifies important internal and external stakeholders for ERP projects, like the board of management, business unit heads, IT heads, consultants, and software partners. It describes the roles and expectations of these stakeholders. It also discusses the importance of a project team and identifies the different levels in a project management team from executive to managerial to associate levels.
How To Build A Credible Performance Measurement Baselineguest9da059
IPM 2009 Conference briefing. The Performance Measurement Baseline is the project controls vehicle that connects Cost, Schedule, and Technical Performance in a single database.
This document summarizes an ERP post-implementation review conducted over six months. The review assessed the ERP project's success level, identified gaps and lessons learned, and made recommendations. Key findings included mostly positive feedback, some deviations from planned timelines and budgets, and over 70 identified issues across various business processes. Recommendations to address gaps included 26 business cases and 33 quick win actions. A workshop was later held with department heads to present results and discuss feedback from the three-year ERP project.
This document summarizes a Product and Process Development Kaizen event held in Denver, Colorado in April 2008. It discusses three core principles of Kaizen: considering processes and products to surface actions for desired outcomes, systematically thinking about the whole process, and learning through a non-judgmental approach. Key aspects of conducting a Kaizen event are to flush out opportunities, visually identify waste in processes, determine business impact, and create buy-in. Tracking increasing maturity of products and services provides visibility to sponsors. The document also outlines the seven types of process waste and provides examples of how to reduce each type of waste.
This technical report discusses POLCA, a hybrid push-pull material control system designed for environments with high product variety or customization. POLCA overcomes limitations of traditional pull/Kanban systems which are not well-suited for such environments. The report provides an overview of how POLCA works using an example company. It then compares advantages of POLCA to push/MRP and pull/Kanban systems, such as preventing excess inventory buildup. The report also outlines steps to implement POLCA and discusses results from implementations at several factories which led to reduced lead times and improved on-time delivery.
This document discusses the differences between open loop and closed loop control systems and their application to project management and software development. An open loop system does not use feedback to adjust its output, while a closed loop system compares its actual output to a target and uses feedback to correct any errors. For software projects, an open loop approach does not ensure meeting a planned completion date, while a closed loop approach uses feedback from progress measurements to manage toward the target date if deviations occur.
The document discusses integration of agile and earned value management (EVM). It provides an overview of several agile frameworks and principles for agile software development. It notes that agile development provides a tool for producing working software frequently to get customer feedback, which is important for software-intensive systems of systems where requirements may change. The document is a collection of resources for applying agile principles with EVM and includes references to several papers and books on topics like agile frameworks, scaling agile, agile and EVM, estimating for software-intensive systems, and agile transformation.
Implementation Agile/SCRUM in IT organisations at management level. How to make Agile/SCRUM teams successful. Effective change management to improve your IT agility.
The document discusses management of Agile/SCRUM teams from an operational, tactical, and strategic perspective. It advocates shifting from a project-based to a process-based approach where products flow through resources like in a factory. Key points include:
- Adopting a factory mindset with SCRUM teams as workstations and collaborative work breakdown/planning and release management between business and IT.
- Changing focus from project delivery and control to performance management and reducing uncertainty of SCRUM teams as the primary work units.
- Transforming both IT and business management approaches across all levels to facilitate this paradigm shift and address change management obstacles.
- Carefully designing new processes with clear objectives rather than
Applying Agile principles, practices, and processes to the DARPA CODE program. Building the Release Plan for each program event and the deliverables for that review.
This document summarizes an article from the DITY newsletter about accelerating ITIL implementations using critical chain project management. It discusses that critical chain provides improvements over critical path by not using task-level buffers and instead applying one buffer to the overall project. It also advocates for honest task estimates, focusing resources exclusively on projects, and close collaboration between project managers and resources. The article promotes aligning projects closely with business needs and priorities.
Agile project management is systems managementGlen Alleman
The document discusses the relationship between systems engineering and agile project management. It argues that agile project management can be derived from systems engineering concepts and that systems engineering ensures that the whole product works together with external systems to meet customer needs. It also discusses how systems engineering focuses on the integrated "whole" and defines both the product and process in a continuously evolving improvement paradigm. Finally, it notes that common principles of agile project management like iterative development, emphasis on collaboration, and adaptive processes have long been principles of systems engineering.
The document discusses a project management approach to source evaluation boards (SEBs) being implemented at NASA's Johnson Space Center. It aims to align SEB processes with project management principles by treating each SEB like a project, focusing on requirements, scheduling, teamwork, and control. Feedback from industry and assessments identified issues like unclear processes and schedules. The new approach establishes common vocabulary, templates, and training to bring more consistency to SEBs handled as projects.
Physical Percent Complete is a primary measure of progress to plan for all project work. For Agile projects, this is a critical success factor. Here's how
HPE Agile Manager and Project and Portfolio Management PPM overview Jeffrey Nunn
HPE Agile Manager is a cloud-based agile project management tool that provides:
- Agile project management capabilities like release management, user story and defect tracking, and team management.
- Integrations with development tools and testing tools like QC/ALM for quality management and continuous testing.
- Visibility into projects across distributed teams through a unified real-time dashboard.
Using balanced scorecard to build a project focused org2Glen Alleman
Glen Alleman presented on using the Balanced Scorecard to build a project-focused IT organization. He discussed how CH2M HILL uses Balanced Scorecard to improve project performance and connect investments to strategy. Alleman explained that their approach focuses on deploying strategy through project management by using Balanced Scorecard to measure strategic metrics, actual costs, delivered value, and resource utilization. Their goal is to improve how they deliver projects to meet strategic customer needs with fewer resources over time.
The document discusses the importance of proactive maintenance planning and scheduling. It outlines how to measure current effectiveness, set goals for planning and scheduling, prioritize work, and develop standards and guiding principles. Implementing effective planning and scheduling requires defining roles, developing work procedures, ensuring parts are available, and focusing on eliminating failures.
This document summarizes a Product and Process Development Kaizen event held in Denver, Colorado in April 2008. It discusses three core principles of Kaizen: considering processes and products to surface actions for desired outcomes, systematically thinking about the whole process, and learning through a non-judgmental approach. Key aspects of conducting a Kaizen event are to flush out opportunities, visually identify waste in processes, determine business impact, and create buy-in. Tracking increasing maturity of products and services provides visibility to sponsors. The document also outlines the seven types of process waste and provides examples of how to reduce each type of waste.
This technical report discusses POLCA, a hybrid push-pull material control system designed for environments with high product variety or customization. POLCA overcomes limitations of traditional pull/Kanban systems which are not well-suited for such environments. The report provides an overview of how POLCA works using an example company. It then compares advantages of POLCA to push/MRP and pull/Kanban systems, such as preventing excess inventory buildup. The report also outlines steps to implement POLCA and discusses results from implementations at several factories which led to reduced lead times and improved on-time delivery.
This document discusses the differences between open loop and closed loop control systems and their application to project management and software development. An open loop system does not use feedback to adjust its output, while a closed loop system compares its actual output to a target and uses feedback to correct any errors. For software projects, an open loop approach does not ensure meeting a planned completion date, while a closed loop approach uses feedback from progress measurements to manage toward the target date if deviations occur.
The document discusses integration of agile and earned value management (EVM). It provides an overview of several agile frameworks and principles for agile software development. It notes that agile development provides a tool for producing working software frequently to get customer feedback, which is important for software-intensive systems of systems where requirements may change. The document is a collection of resources for applying agile principles with EVM and includes references to several papers and books on topics like agile frameworks, scaling agile, agile and EVM, estimating for software-intensive systems, and agile transformation.
Implementation Agile/SCRUM in IT organisations at management level. How to make Agile/SCRUM teams successful. Effective change management to improve your IT agility.
The document discusses management of Agile/SCRUM teams from an operational, tactical, and strategic perspective. It advocates shifting from a project-based to a process-based approach where products flow through resources like in a factory. Key points include:
- Adopting a factory mindset with SCRUM teams as workstations and collaborative work breakdown/planning and release management between business and IT.
- Changing focus from project delivery and control to performance management and reducing uncertainty of SCRUM teams as the primary work units.
- Transforming both IT and business management approaches across all levels to facilitate this paradigm shift and address change management obstacles.
- Carefully designing new processes with clear objectives rather than
Applying Agile principles, practices, and processes to the DARPA CODE program. Building the Release Plan for each program event and the deliverables for that review.
This document summarizes an article from the DITY newsletter about accelerating ITIL implementations using critical chain project management. It discusses that critical chain provides improvements over critical path by not using task-level buffers and instead applying one buffer to the overall project. It also advocates for honest task estimates, focusing resources exclusively on projects, and close collaboration between project managers and resources. The article promotes aligning projects closely with business needs and priorities.
Agile project management is systems managementGlen Alleman
The document discusses the relationship between systems engineering and agile project management. It argues that agile project management can be derived from systems engineering concepts and that systems engineering ensures that the whole product works together with external systems to meet customer needs. It also discusses how systems engineering focuses on the integrated "whole" and defines both the product and process in a continuously evolving improvement paradigm. Finally, it notes that common principles of agile project management like iterative development, emphasis on collaboration, and adaptive processes have long been principles of systems engineering.
The document discusses a project management approach to source evaluation boards (SEBs) being implemented at NASA's Johnson Space Center. It aims to align SEB processes with project management principles by treating each SEB like a project, focusing on requirements, scheduling, teamwork, and control. Feedback from industry and assessments identified issues like unclear processes and schedules. The new approach establishes common vocabulary, templates, and training to bring more consistency to SEBs handled as projects.
Physical Percent Complete is a primary measure of progress to plan for all project work. For Agile projects, this is a critical success factor. Here's how
HPE Agile Manager and Project and Portfolio Management PPM overview Jeffrey Nunn
HPE Agile Manager is a cloud-based agile project management tool that provides:
- Agile project management capabilities like release management, user story and defect tracking, and team management.
- Integrations with development tools and testing tools like QC/ALM for quality management and continuous testing.
- Visibility into projects across distributed teams through a unified real-time dashboard.
Using balanced scorecard to build a project focused org2Glen Alleman
Glen Alleman presented on using the Balanced Scorecard to build a project-focused IT organization. He discussed how CH2M HILL uses Balanced Scorecard to improve project performance and connect investments to strategy. Alleman explained that their approach focuses on deploying strategy through project management by using Balanced Scorecard to measure strategic metrics, actual costs, delivered value, and resource utilization. Their goal is to improve how they deliver projects to meet strategic customer needs with fewer resources over time.
The document discusses the importance of proactive maintenance planning and scheduling. It outlines how to measure current effectiveness, set goals for planning and scheduling, prioritize work, and develop standards and guiding principles. Implementing effective planning and scheduling requires defining roles, developing work procedures, ensuring parts are available, and focusing on eliminating failures.
This document discusses using gerunds and infinitives to express likes and dislikes. It notes that a gerund is a verb ending in "-ing" and lists examples. It states that gerunds should be used after verbs like "love", "like", "prefer", "don't mind", "dislike", and "hate" when expressing preferences. The infinitive form with "to" can also be used after "love", "like", "prefer", and "hate", but not after "don't mind" or "dislike".
This document contains bibliographic citations from two sources: the New Haven Independent, an online newspaper, and the Greenheart Travel blog. It lists 81 articles from the New Haven Independent published between 2011-2013 about local news, arts, and community events. It also lists 13 blog posts from Greenheart Travel between April-July 2013 about traveling, studying, and volunteering abroad experiences in Spain and India.
Travel takes people out of their comfort zones and daily obsessions, allowing them to connect with their natural environments and inner truths. It also brings people into contact with "lifestyle mates" who share similar ideas and values. Travel provides "psychic distance" from problems, enabling a fresh perspective similar to walking beside a calming river. Ultimately, though travel seems to distance people physically, it actually brings them closer to their inner core and true purpose.
- SameSky is an organization that employs women living in poverty or with HIV/AIDS in Rwanda and the US to create jewelry.
- 100% of profits go back to training and employing more artisans. It was started after the Rwanda genocide to help women.
- The organization aims to teach women skills to become self-sufficient and independent through creating jobs making jewelry.
Nutrición y Alimentación.pptx Paola Leal CompletoPaola Leal
Este documento trata sobre nutrición y alimentación. Define estos conceptos y explica que una persona puede estar alimentada pero mal nutrida si no consume los nutrientes necesarios. Luego discute sobre alimentos, nutrición y problemas relacionados a la alimentación como excesos, deficiencias y carencias. También cubre temas como proteínas, vitaminas, trastornos alimenticios y esquemas de alimentación para niños, adultos y adultos mayores.
The document outlines criteria for judging various cheap beers at an event called "Shitty Beer Night II" in October 2011. It lists categories for judging like drinkability, aroma, name, design, and whether someone would drink it sober. Beers are then ranked based on the criteria, with Southpaw scoring the highest overall and King Cobra scoring the lowest.
2º TRABAJO PRÁCTICO - GRUPOS 1 - 5: Angiología: Irrigación y drenaje venoso de las cavidades del tronco: Ramas parietales y viscerales de las cavidades torácica y abdominal
Alumnos del Conservatorio de Música de Bahía Blanca visitaron un hospital para rendir su final de cátedra, tocando música para los pacientes en sus camas y llenando de emoción a quienes los escucharon en los pasillos. Su presentación musical logró transmitir emoción a los enfermos de una forma que las palabras a veces no pueden.
Una computadora procesa datos a partir de instrucciones de un programa. Desde 1981, los equipos revolucionaron la forma en que las personas trabajan, se comunican y se entretienen. Ahora son parte integral de todas las actividades humanas y no humanas posibles, con múltiples beneficios para la sociedad.
The document provides tips for creating effective presentations and videos. It recommends beginning with a script, identifying the central idea, highlighting key points, removing unnecessary words, and considering relevant images. The tips are part of a seven-step process for crafting presentations and videos that engage audiences and drive understanding.
The Arduino Uno Board is an open resource microcontroller board based on the ATmega328 chip. This Board has 14 digital I/O pins, 6 analog input pins, onboard 16 MHz ceramic resonator, Port for USB connection, Onboard DC power jack, An ICSP header and a microcontroller reset button. Robomart is the biggest selling store in india buy arduino board, buy arduino online, arduino india, arduino uno price, arduino uno india, arduino uno price in india, arduino board price in india at best prices. https://www.robomart.com/arduino-uno-online-india
Este documento describe la anatomía de las arterias y venas del miembro anterior del caballo. Resume las principales arterias como la axilar, humeral, mediana y digitales, así como sus ramificaciones y distribución. También describe el drenaje venoso superficial a través de la vena cefálica y el sistema venoso profundo, incluida la vena mediana. El documento proporciona detalles sobre la irrigación arterial y el drenaje venoso de la mano, el antebrazo y el brazo del caballo.
The document summarizes theories of orthodontic tooth movement including the pressure-tension theory and bone-bending theory. It discusses how application of orthodontic forces leads to remodeling changes in the periodontal ligament and alveolar bone through pressure and tension sites. Key signaling molecules that mediate the biological response to orthodontic forces are also summarized, including prostaglandins, cytokines, and growth factors that regulate bone resorption and formation during tooth movement.
This document summarizes Republic Industries' journey to improve their operations using Theory of Constraints principles. It describes how they initially struggled with late jobs and increasing costs. After analyzing their system, they identified obstacles like inefficient scheduling and local performance measures encouraging unproductive behaviors. With AGI's help, they designed a strategic solution focusing on market demand pull and buffer management. However, early activation steps did not fully address issues. After recognizing this, they improved communications and information flow to fully activate the solution. This stabilized operations and improved performance.
Lean Scheduling and Theory of ConstraintsGraphicast
Graphicast is a contract manufacturer located in New Hampshire that implemented VISUAL scheduling software in 1999. While VISUAL provided operational and financial reporting, the scheduling capabilities did not fully reflect the nature of their business. They adopted Lean Scheduling based on the Theory of Constraints in 2008, which identified their constrained resources. This reduced lead times from 16 to 4 weeks, eliminated overtime costs, increased capacity without adding resources, and allowed them to better handle rush orders. The Lean Scheduling provided real-time visibility and analysis to efficiently manage operations through the economic downturn.
1HW#1 DW Case StudyCase Studies of Data Warehousing Failu.docxherminaprocter
1
HW#1: DW Case Study
Case Studies of Data Warehousing Failures
Four studies of data warehousing failures are presented. They were written based on interviews with people who were associated with the projects. The extent of the failure varies with the organization, but in all cases, the project was at least a disappointment.
Read the cases and prepare a report that provides a substantive discussion on each of the following:
What’s the scope of what can be considered a data warehousing failure?What do you find most interesting in the failure stories?Do they provide any insights about how a failure might be avoided?
Your discussion should be at least 2 pages in length with 1.5” spacing & 1” margins.
Case Study 1: Auto Guys
Auto Guys initiated a data warehousing project four years ago but it never achieved full usage. After initial support for the project eroded, management revisited their motives for the warehouse and decided to restart the project with a few changes. One reason for the restructuring, according to the project manager, was the complexity of the model initially employed by Auto Guys.
At first, the planner for the data warehouse wanted to use a dimensional model for tabular information. But political pressure forced the system’s early use. Consequently, mainframe data was largely replicated and these tables did not work well with the managed query environment tools that were acquired. The number of tables and joins, and subsequent catalog growth, prevented Auto Guys from using data as it was intended in a concise and coherent business format.
The project manager also indicated that the larger the data warehouse, the greater the need for high-level management support – something Auto Guys lacked on their first attempt at setting up the warehouse. Another problem mentioned by the project manager was that the technology Auto Guys chose for the project was relatively new at the time, so it was not accepted and did not garner the confidence that a project using proven technology would have received. This is a risk inherent in any “cutting edge” technology adoption. The initial abandonment of the project was undoubtedly hastened by both corporate discomfort with this new technology and the lack of top management support.
A short time after dropping the project, top management felt pressure to reestablish it. Because Auto Guys initially planned an enterprise-wide warehouse, they had considerable computer capacity. It was put to use on a much smaller project that focused exclusively on a single subject area. Other subject areas were due to be added once the initial subject area project was completed. Auto Guys expects to grow the warehouse to two terebytes within a year or two and eventually expand to their projected enterprise-wide data warehouse. The biggest difference between pre- and post-resurrection will be that the project will evolve incrementally.
Given his experience with the warehouse, the project manager made the follo.
How processes masquerading as projects are hurting your business v4Jonathan Sapir
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.
Case Studies of Data Warehousing FailuresFour studies of data .docxdewhirstichabod
Case Studies of Data Warehousing Failures
Four studies of data warehousing failures are presented. They were written based on interviews with people who were associated with the projects. The extent of the failure varies with the organization, but in all cases, the project was at least a disappointment.
Read the cases and prepare a report that provides a substantive discussion on each of the following:
1. What’s the scope of what can be considered a data warehousing failure?
2. What do you find most interesting in the failure stories?
3. Do they provide any insights about how a failure might be avoided?
Your discussion should be at least 2 pages in length with 1.5” spacing & 1” margins.
Case Study 1: Auto Guys
Auto Guys initiated a data warehousing project four years ago but it never achieved full usage. After initial support for the project eroded, management revisited their motives for the warehouse and decided to restart the project with a few changes. One reason for the restructuring, according to the project manager, was the complexity of the model initially employed by Auto Guys.
At first, the planner for the data warehouse wanted to use a dimensional model for tabular information. But political pressure forced the system’s early use. Consequently, mainframe data was largely replicated and these tables did not work well with the managed query environment tools that were acquired. The number of tables and joins, and subsequent catalog growth, prevented Auto Guys from using data as it was intended in a concise and coherent business format.
The project manager also indicated that the larger the data warehouse, the greater the need for high-level management support – something Auto Guys lacked on their first attempt at setting up the warehouse. Another problem mentioned by the project manager was that the technology Auto Guys chose for the project was relatively new at the time, so it was not accepted and did not garner the confidence that a project using proven technology would have received. This is a risk inherent in any “cutting edge” technology adoption. The initial abandonment of the project was undoubtedly hastened by both corporate discomfort with this new technology and the lack of top management support.
A short time after dropping the project, top management felt pressure to reestablish it. Because Auto Guys initially planned an enterprise-wide warehouse, they had considerable computer capacity. It was put to use on a much smaller project that focused exclusively on a single subject area. Other subject areas were due to be added once the initial subject area project was completed. Auto Guys expects to grow the warehouse to two terebytes within a year or two and eventually expand to their projected enterprise-wide data warehouse. The biggest difference between pre- and post-resurrection will be that the project will evolve incrementally.
Given his experience with the warehouse, the project manager made the following summary .
The document discusses the importance of integrating various types of data for effective asset management and decision making. It outlines 11 categories of data that are essential to integrate, including equipment location, materials specifications, documentation, safety data, work center data, personnel data, logistical data, procurement data, financial data, fault diagnosis data, and asset risk data. Without integrating these different data sources, planning, scheduling, cost allocation would not be possible. The document also discusses challenges with integrating data across different departments with their own systems and priorities. It provides recommendations for overcoming barriers to full data integration.
You know that Digital HR is the best option for your business, but you may have concerns about how to transition smoothly from a legacy IT infrastructure to the Cloud.
In this presentation we provide you with the tools and knowledge you need to Fast Track your Digital HR journey from roadmap to a live HR Cloud - quickly, efficiently and importantly, on budget.
This presentation walks you through our Rapid Deployment Solution, and NGA's HR extensions to SuccessFactors that improve your users' experiences by optimizing the core HR platform beyond its standard functionality.
You will see that it's possible to compress a typical implementation timeline by up to eight weeks by using best practice methodologies; methodologies that take you from design, through build, testing and launch.
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 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.
This document introduces the Yet Another Performance Profiling Method (YAPP Method) for holistically tuning Oracle database performance. It begins by defining key terms like response time, scalability, and the 80/20 rule. It then explains that most performance issues originate from application design/implementation rather than the database itself. The document advocates focusing tuning efforts on the application level using a simplified approach focused on the areas of highest impact.
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.
IRJET- Project Management, Planning and its Prospectus in the Context of Proj...IRJET Journal
This document discusses project planning and management. It begins by defining a project as a temporary endeavor undertaken to create a unique product or service. Project planning and management are key to successfully completing any project. Planning involves developing appropriate reports and documents to have a clear and complete project. Management involves applying skills, tools, and techniques to project activities to meet requirements. Planning without management is useless - both are needed to develop a successful project. The document then discusses factors that can lead to project success or failure, and the importance of planning activities and adhering to schedules in project management.
This document summarizes the implementation of a Project Portfolio Management (PPM) tool at Sellafield, one of the largest construction sites in the UK. It discusses the need for a PPM tool to better manage their large portfolio of complex projects. A selection process evaluated several tools before choosing one. Challenges included resistance to change and ensuring user needs were met. The new tool provides improved reporting, analytics, scheduling and portfolio management capabilities over the prior system.
This document provides a summary of key considerations for implementing SuccessFactors Employee Central. It recommends assigning a dedicated systems administrator, optimizing the job information section, identifying integration points early, limiting the number of workflows, creating minimal permission roles, and limiting the migration of historical legacy data. The overall implementation process for a cloud-based HR solution like Employee Central requires hands-on work across several stages and a technical administrator is critical to a successful project.
This document discusses scheduling shared scans of large data files across multiple simultaneous requests. It introduces the problem of scheduling jobs to maximize overall processing rates while minimizing individual job wait times. The authors present two examples showing that conventional scheduling techniques like shortest job first do not work well when jobs can benefit from shared scans. They propose a new family of scheduling policies that consider future job arrivals and sharing opportunities to improve performance.
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
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 project aimed to reduce setup time for flexographic printing machines at GM Nameplate. Setup times averaged over 68 minutes. Operators spent much time retrieving tools stored offsite. The team implemented 5S to improve organization, identified planning as a root cause for multiple retrieval trips, and created a pull scheduling system with standardized bins to prioritize jobs. These changes reduced setup time and increased annual production capacity.
presented by Ried Duncan, Director of Compensation at Safety-Kleen Systems, at the TrueConnection 2008 Sales Performance Management Conference, hosted by Callidus Software
1. VELOCITY—a powerful business approach combining speed with direction—consists of three pillars: Theory
of Constraints, the system architecture; Theory of Constraints Lean Six Sigma (TOCLSS), the focused improvement
process; and SDAIS (Strategy-Design-Activate-Improve-Sustain), the deployment framework.
Background
Although they had made significant
improvements, Republic still had a dark secret
they only whispered about—their on‐time
delivery percentage for make‐to‐order jobs. Prior
to their experience with AGI – Goldratt Institute,
they didnʹt even distinguish their work between
make‐to‐order and make‐to‐stock. On‐time
performance wasnʹt measured, since they only
made delivery promises when absolutely
required, and unfortunately, they had a mediocre
record of keeping them.
However, following their strategic analysis and
after activating a constraint‐based design of their
new operations management process, Republic
was more reliable and able to produce at a much
faster rate. Overall, they were turning their
products 22 days (36%) faster with little capital
investment. Their new design prioritized work
based on the number of days an item had been
waiting at a workstation, because their analysis
had revealed that many items were in queue up
to 30 days to become the next job, only to get
pushed back by a ʺhigherʺ priority. Therefore, to
reduce the queue time for work‐in‐process (WIP),
and consequently reduce the total volume of
WIP, they had established a scheduling priority
rule based exclusively on the number of days in
queue. They also used a drum buffer‐rope
decision process to gate the release of new work
to avoid adding more WIP than the system
constraints could handle. Activating this design
stabilized the system sufficiently to achieve
significant improvement (see Republic Industries
International: Part II—Understanding Throughput).
Even so, to be honest, their delivery performance
was still poor with only 69% of their jobs being
completed on time or early.
VELOCITY and Focused System
Improvement
Integral to the VELOCITY approach are cycles of
Focused System Improvement as organizations
continue to monitor performance and seek
ongoing positive impact on their strategic results.
Because their system design was sufficient to
stabilize their systemʹs performance, Republic
recognized they had to focus even more on work
scheduling. They still had problems determining
realistic delivery times for their clients. When
specific delivery dates were required to exploit
new opportunities, production scheduling was
nearly impossible to manage as they had little
control over when a job would be worked next.
Republicʹs Director of Supply Chain Management
Republic Industries International
Part III—Improving Delivery Performance
Established in 1911, Republic Industries International repairs and produces large metal compo‐
nents supporting customers in the industrial and mining sectors. They also provide engineering
services to develop unique solutions to meet customers’ needs. Based in Louisville, Kentucky,
Republic operates as a make‐to‐order and make‐to‐stock company with about 100 employees.
2. www.goldratt.com
Page 2 of 4
was spending a great deal of time manually
updating queue lists as he attempted to manage
scheduling priorities.
Under pressure to resolve this issue, Republicʹs
scheduling committee modified their design to
use scheduled due dates as the determining
factor to manage job priorities. That approach
seemed reasonable—they believed all they
needed to do was advance a jobʹs due date to
move it up in priority on the daily work lists.
Activating this design change did relieve some
stress in scheduling; however, while the sequence
of completed jobsʹ may have changed, the overall
on‐time results did not. The same number of jobs
still ran late. Why didnʹt they achieve the
expected improvement?
Understanding the problem
In retrospect, the problems with using scheduled
due dates became pretty clear. Within their
system, the make‐to‐order jobs had unique work
flows. Some of them required lengthy external or
internal processes. Therefore, the greater amount
of work to be done resulted in longer lead times.
To simplify their scheduling, they had assigned
all the make‐to‐stock jobs a standardized lead
time sufficient to cover the expected work
required. So items with due dates further in the
future (based on longer lead times) might
initially sit for weeks, while items with earlier
due dates received priority. To work around the
disparity in lead times, on occasion, the
schedulers would use fake due dates to re‐
prioritize a job, resulting in tremendous
confusion about whether a job was actually late
or just ʺfakeʺ late. Essentially, the due dates in
their information system became more and more
fictional, and despite their scheduling emphasis,
they lacked credibility and meaning.
Moreover, both this design and the previous
design had a common flaw—Republic never
seemed to know a job was in jeopardy of being
overdue until it was too late. They were using the
classic buffer management approach—Green,
Yellow, Red—to monitor a jobʹs progress
compared to its associated ʺtime‐to‐reliably
replenishʺ (TRR). However, as jobs neared
completion, their reports frequently showed their
status as `yellowʹ (needs review) or `redʹ (needs
intervention). With so many jobs needing
attention, the buffers failed to motivate the
proper actions. Supervisors were already too
busy responding to the daily crises of whichever
jobs, for whatever reasons, were the urgent fires
to be dealt with that day. By that point, they
could do little to achieve an on‐time delivery.
Instead, they focused their expediting efforts to
make items ʺless late.ʺ
Frequently their sales staff called asking when a
job would be finished, despite the job having a
specified due date. Research often found some of
those jobs stuck in queues despite their specific
efforts to reduce queue times! These failures to
deliver on time jeopardized all the gains of their
earlier improvements, especially if Republic
became known as an unreliable vendor. The need
was clear. Their next system improvement had to
focus on work priorities and scheduling to
reliably deliver on time.
Buffer Management and Scheduling
To improve performance in TOC‐based system
designs, managers use buffer management to
prioritize work, to know when to expedite, to
identify where capacity is insufficient, and to
adjust buffer sizes. Until this point, Republic had
only really used quantity buffers to protect some
inventory levels. When they described their latest
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Page 3 of 4
problems, AGI proposed an evaluation of their
new generation (GEN2) buffer management
approach in their MANAGE Capability of the
SUPPLY CHAIN Suite®
. Although Republic
found the advanced concepts behind the ap‐
proach somewhat difficult to understand, they
found the logic of the approach to be very
compelling.
Republic translated their data to the format
required by AGIʹs software. Their Supply Chain
Management Director logged in to the MANAGE
Capability for the first time. For all its conceptual
complexity, he was initially underwhelmed that,
with just a few screens, it would be possible to
manage all of their operations. ʺYeah right,ʺ he
thought skeptically. He believed:
Republicʹs work is difficult to manage
because our constraint changes when we
have a significant change in our workload.
One large job can shift the constraint,
making all the previous scheduling work
obsolete. In addition, we work a variety of
scheduling shifts—eight in total. To
complicate things further, we typically do
not run out of machines, but rather
employees who can run specific machines.
We have a flexible work force and daily
tactical decisions determine where each
person works during a shift. Some
machines are ʺunmannedʺ for days waiting
for the first available skilled operator to
finish previous jobs. These factors,
combined with the variability of the jobs
themselves, contribute to our poor on‐time
performance.
Very shortly after activation, the new MANAGE
Capability was put to the test. With the economic
downturn, reduced demand forced Republic to
proactively seek more work. They succeeded in
being awarded a significant new job that was
atypical because it contained 70 more
components than other jobs in its throughput
range. And it had a must‐hit due date. The
director loaded their system with all the
necessary data. When he reviewed the
information provided by the MANAGE
Capability, in a job of more than 80 sub‐jobs, he
was amazed to see clearly that just two identical
sub‐jobs were key to the overall success. Previ‐
ously, he would never have been able to
determine the critical elements of a job this size.
To take all these sub‐jobs across the factors
discussed above was simply impractical. In the
past, Republic would have picked the most labor‐
intense sub‐job as their focus for monitoring. In
addition, because they didnʹt have a system
perspective, they would have started work as
early as they could on as many sub‐jobs as
possible. Their thinking was the earlier each sub‐
job was completed, the earlier they could proceed
to final assembly. Had they continued to use
their old logic, they would have had some parts
in WIP for an additional month and reduced the
current throughput of their constraint. In
addition, the new MANAGE Capability helped
him determine the best sequence for all these sub
jobs by providing detailed resource information.
By managing the critical sub‐jobs and the
production sequence, they completed this large
job on time using their resources in the most
effective way possible with little stress on other
operations.
Meanwhile, the Supply Chain Management
Director continued to upload all the other work
in their plant and rescheduled those jobs based
on the new system. The changes were significant
and fast. In the first week, they saw problems
that could be corrected before the job was late,
and they were able to successfully manage how
long a job would take by adjusting its associated
time buffer. For the first time, they controlled