Arthur Vandebosch presents the implementation experience with Quick Response Manufacturing at Harol. QRM methodology and techniques are especially suited for high mix / low volume production. Learn why a Belgian company excels and inspires at a world class level.
The document describes the implementation of POLCA (Paired-cell Overlapping Loops of Cards with Authorization) at Olsen Engineering International. Key points include:
Olsen Engineering implemented POLCA to reduce lead times, inventory, and improve customer service. They started with hardened pin production and saw an 82% WIP reduction. POLCA provided visual management benefits and uncovered hidden problems. Cultural change towards continuous improvement also resulted. Support activities like quality improvement, setup reduction, and cross-training were required before POLCA implementation. Costs were around $80,000 but benefits included significant cycle time and WIP reductions. Lessons learned included choosing appropriate part families and not overanalyzing during initial implementation.
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 applying Lean and Quality Risk Management (QRM) thinking to significantly reduce production lead times. It provides examples of companies that reduced lead times by 50-90% through these approaches. The document advocates organizing for speed by focusing on time rather than efficiency, using cross-trained cell-based teams with ownership of entire processes. It also discusses using variability as a strategic advantage rather than a burden, and making time the primary performance indicator and decision driver. The goal is to deliver customer orders faster than competitors can even make a quote.
How to Reduce Changeover Time and Increase ThroughputOH!Manufacturing
Whether choosing iPhones, detergent bottles, industrial motors, or even bread, customers these days want more options than ever before. Marketing and product development departments recognize this and are pushing for more variety and more customization.
This document provides an overview of lean manufacturing principles and tools. It defines lean as eliminating waste ("muda") and focusing on value-added activities. The key components of lean thinking are specified as perfection, value, value streams, flow, and pull. Toyota Production System pillars of just-in-time ("JIT") and autonomation ("jidoka") are discussed. Common lean tools like 5S, kaizen, value stream mapping, standard work, SMED, and poka-yoke are summarized along with their benefits. The evolution of lean thinking from Henry Ford to Toyota is also outlined.
Know about Just-In-Time and Lean manufacturing system. Find benefits and difference between JIT and Lean Manufacturing by Nilesh Arora, a founder of AddValue Consulting Inc.
Sirris manufacturing day 2013 Vola - Peder Nygaard & Allan Voldby Hoegfeldt Sirris
This document outlines VOLA's Lean journey and implementation of Quick Response Manufacturing (QRM). It discusses VOLA's history, analysis that identified high factory lead times and a rigid system. The solution involved establishing QRM cells and Fast Track Manufacturing Systems (FTMS) to handle different order types. Results included significantly reduced work in process, lead times, and improved delivery service. Challenges included adopting a new way of thinking and lack of reference companies. The future aims to expand QRM cells and use the concept as a selling parameter.
The document describes the implementation of POLCA (Paired-cell Overlapping Loops of Cards with Authorization) at Olsen Engineering International. Key points include:
Olsen Engineering implemented POLCA to reduce lead times, inventory, and improve customer service. They started with hardened pin production and saw an 82% WIP reduction. POLCA provided visual management benefits and uncovered hidden problems. Cultural change towards continuous improvement also resulted. Support activities like quality improvement, setup reduction, and cross-training were required before POLCA implementation. Costs were around $80,000 but benefits included significant cycle time and WIP reductions. Lessons learned included choosing appropriate part families and not overanalyzing during initial implementation.
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 applying Lean and Quality Risk Management (QRM) thinking to significantly reduce production lead times. It provides examples of companies that reduced lead times by 50-90% through these approaches. The document advocates organizing for speed by focusing on time rather than efficiency, using cross-trained cell-based teams with ownership of entire processes. It also discusses using variability as a strategic advantage rather than a burden, and making time the primary performance indicator and decision driver. The goal is to deliver customer orders faster than competitors can even make a quote.
How to Reduce Changeover Time and Increase ThroughputOH!Manufacturing
Whether choosing iPhones, detergent bottles, industrial motors, or even bread, customers these days want more options than ever before. Marketing and product development departments recognize this and are pushing for more variety and more customization.
This document provides an overview of lean manufacturing principles and tools. It defines lean as eliminating waste ("muda") and focusing on value-added activities. The key components of lean thinking are specified as perfection, value, value streams, flow, and pull. Toyota Production System pillars of just-in-time ("JIT") and autonomation ("jidoka") are discussed. Common lean tools like 5S, kaizen, value stream mapping, standard work, SMED, and poka-yoke are summarized along with their benefits. The evolution of lean thinking from Henry Ford to Toyota is also outlined.
Know about Just-In-Time and Lean manufacturing system. Find benefits and difference between JIT and Lean Manufacturing by Nilesh Arora, a founder of AddValue Consulting Inc.
Sirris manufacturing day 2013 Vola - Peder Nygaard & Allan Voldby Hoegfeldt Sirris
This document outlines VOLA's Lean journey and implementation of Quick Response Manufacturing (QRM). It discusses VOLA's history, analysis that identified high factory lead times and a rigid system. The solution involved establishing QRM cells and Fast Track Manufacturing Systems (FTMS) to handle different order types. Results included significantly reduced work in process, lead times, and improved delivery service. Challenges included adopting a new way of thinking and lack of reference companies. The future aims to expand QRM cells and use the concept as a selling parameter.
This document provides an overview of Just-in-Time (JIT) systems. It discusses that JIT aims to reduce waste and lead time in the supply chain by producing only what is needed when it is needed. The key principles of JIT include creating flow production, establishing takt time, and building pull through the use of kanban systems. It also discusses various JIT tools and tactics like single minute exchange of dies, visual control systems, and supplier partnerships. The objectives of JIT are outlined as producing only what is required, with no waste, at the lowest possible cost and lead time.
This summary provides an overview of key concepts from the document in 3 sentences:
The document discusses the concept of value and value streams in manufacturing. It defines value as something that provides benefit to customers at the right time and price. Various types of waste are identified such as overproduction, inventory, transportation, and motion, which do not add value from the customer perspective. Standard work and time observation studies are presented as lean tools to identify non-value added activities and improve process flow.
The document discusses a spike in demand for Schneider Electrical's new STAR UPS model that will require increasing production capacity by 700% within one month. The current plant produces 15,000 units per month across two shifts but will need to produce 37,000 units, primarily of the STAR model, to meet demand. This presents challenges in increasing production capacity given budget constraints. Recommendations include adding a third production shift, procuring additional testing machines to remove bottlenecks, optimizing processes, managing suppliers and vendors to ensure material flow, and implementing structural changes like changing to a cellular layout.
The document discusses the basic elements of lean manufacturing, including just-in-time production, waste reduction, pull systems using kanbans, cellular layouts, quick changeovers, and total productive maintenance. It describes how implementing techniques such as visual controls, standardized work, and supplier partnerships can help reduce inventory levels, improve quality, and lower costs. Finally, it notes that while lean principles originally developed in manufacturing can also be applied to service industries, lean is an ongoing process that may be implemented differently depending on the organization.
The document discusses Just-In-Time (JIT) and Lean manufacturing philosophies. It defines JIT as eliminating waste and continuously improving productivity by having only required inventory, improving quality, reducing lead times, and revising operations at minimum cost. Lean manufacturing similarly aims to minimize all resources used. The document outlines key elements of JIT/Lean manufacturing like minimizing inventory, parallel processing, quality management, and Kanban pull systems.
Lean manufacturing is a system originally developed by Toyota that aims to eliminate waste from the manufacturing process. It works by removing excess labor, materials, inventory, and other inefficiencies. Benefits include improved customer service, quality, productivity, innovation, reduced lead times and stock levels, and lower costs. Implementing lean requires analyzing processes, redesigning lines for efficiency, and changing company culture to sustain improvements.
The document discusses several key principles of lean manufacturing including continuous flow, one-piece flow, takt time, heijunka, workplace organization, visual control, flexibility, maintainability, simple construction, and creating value for the customer. The overall goal of lean manufacturing is to eliminate waste from the production system through processes like continuous improvement and just-in-time production techniques.
Lean manufacturing is a production method that aims to eliminate waste and improve efficiency. It identifies value from the customer's perspective and removes activities that do not create value. The core principles are to continuously improve processes by removing inefficiencies, creating smooth product flow, and producing only to meet demand. Toyota pioneered this approach through its Toyota Production System of stopping production when issues arise and making only what is needed. Key tools to implement lean include value stream mapping, kanban boards, and 5S for organizing the workplace. The overall goal is to maximize value for the customer while minimizing waste and costs.
Presentation of Pedro Castro Henriques, CEO of Strongstep about the possibility of using both CMMI and Kanban.
- Organization
- Context
- Critical success factors
- Problems / Issues
- Solutions (improvements made)
- Lessons learned
This document outlines a plan to reduce SMT changeover time at Bose from 30 minutes to 18 minutes (a 40% reduction). It involves a 12-step process to define the problem, analyze root causes, identify countermeasures, implement solutions, and monitor results. Key countermeasures selected include training on a "F1 mindset", moving tasks like material scanning and setup preparation offline, and ensuring gantry tables are ready ahead of changeovers. Initial results showed the new changeover time of 18 minutes was achieved. Ongoing monitoring and standardization across lines is planned.
LEAN Management:
It is a customer focused waste elimination method that makes the process and there by organization lean (eliminating Fat)
In a Lean company, employees always look to improve their skills and improve the processes. Products and Services are driven in right amounts, to right location, at the right time and in the right condition.
Lean Thinking
The Goal of Lean Thinking is the creation of a continuous stream which delivers customer value with the least waste of resources within the shortest possible time.
The Building blocks of Lean Management are 5s, 8 Wastes, Visual Management and Standardized work
On the past 26th and 27th of March'15, Strongstep was present at Capability Counts Conference in London, where in the voice of our CEO, Pedro Castro Henriques and our esteemed colleague Alexandrina Lemos, the only Portuguese speakers at the event, presented a new vision on the mapping between CMMI and Kanban.
The document summarizes the Toyota Way, which is built upon two pillars - "Continuous Improvement" and "Respect for People". Management's role is to motivate large numbers of people to work together toward common goals by defining the goals, sharing a path to achieve them, and removing obstacles. Toyota designed quality into every step of their production process with few labor hours through a system involving standardized work, stopping production to fix problems, visual controls, and respect for employees. The success of the Toyota Way comes from balancing an organizational culture that values continuous improvement by people with a technical system focused on efficient "flow".
This document provides a case study of Hexaware partnering with a large beer distributor and retailer in Ontario, Canada to upgrade their PeopleSoft HRMS system from version 8.9 to 9.1. The client needed to upgrade their system to support growth and automate HR and payroll processes. Hexaware used their SPEED methodology to divide the project into phases to minimize risk. They helped consolidate HR, payroll and benefits onto a unified platform, implemented PeopleSoft 9.1, and delivered improvements like increased productivity and faster decision-making.
Lean manufacturing is a process that focuses on minimizing waste and maximizing productivity. It utilizes various tools such as 5S, andon systems, bottleneck analysis, continuous flow, gemba walks, heijunka leveling, and just-in-time production to improve efficiency and quality. Some key aspects of lean include identifying and eliminating muda (waste), using tools like value stream mapping and standard work, and implementing a culture of continuous improvement through kaizen events and PDCA cycles. The overall goal is to optimize operations and align production with customer demand.
The objective of the project was to improve return on investment and capacity of existing SMT equipment worth 10 million euros by reducing cycle times. A cross-functional team used techniques like resource optimization and setup changes to increase capacity by 23% and save over 2 million euros in costs and 200 square meters of floor space. The learning from small adjustments being able to make a big impact is being applied to optimize new product lines.
More Information:
https://flevy.com/browse/business-document/lean-manufacturing-160
BENEFITS OF DOCUMENT
Learn how to eliminate waste to save time and make more money.
Learn how to apply simple Lean methods and tools in the workplace to improve productivity and quality.
DOCUMENT DESCRIPTION
Lean is a management philosophy based on the Toyota Production System (TPS). With Lean Manufacturing, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, with Lean, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation, managers and employees will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Understand the key concepts and principles of Lean
2. Acquire knowledge on the common Lean methods and tools and their applications to eliminate waste and create more value for customers
3. Identify ways to develop "Kaizen eyes" to look for improvement opportunities
4. Describe the various Lean roles
5. Define the critical success factors for sustaining a Lean culture
CONTENTS
1. Introduction to Lean Thinking
- The case for Lean Manufacturing
- Where did Lean originate?
- Toyota's philosophy
- Lean adoption in various environments
- Impact of Lean principles in industry
- Lean applications in manufacturing, process and service industries
- What is Lean?
- What Lean is not
- Traditional thinking versus Lean thinking
- Traditional culture vs. Lean culture
- Lean management framework
- Lean and six sigma
- Benefits of Lean manufacturing
Got a question about this presentation? Email us at support@flevy.com.
Generic Lean Overview For Future Employer Of Alan S DesrocherAlan Desrocher
The document provides an overview of lean manufacturing concepts, including:
- Distinguishing between mass and lean manufacturing approaches.
- Key concepts of lean manufacturing including eliminating waste, just-in-time production, continuous flow, and visual management techniques.
- The goals of a lean transformation are to reduce costs, improve quality, and shorten lead times through process improvements and engaging employees.
- A lean culture emphasizes problem solving over blame, standardized work, respect for people, and continuous improvement.
This document provides an overview of Lean fundamentals and tools. It discusses the history and evolution of manufacturing, the key principles of Lean thinking around value, value streams, flow, pull and perfection. It then describes the basic Lean tools for identifying and eliminating waste, including takt time, time observation, bar charts, spaghetti diagrams, standard work, visual management and pull systems. The goal of these tools is to optimize workflow, reduce waste and enable continuous improvement through establishing standard processes and engaging employees.
Risk management is a central part of any organization's strategic management. It helps understand potential upside and downside factors that can affect the organization. The key aspects of risk management include risk identification, analysis, evaluation, and assessment to understand probability of success, failure, and uncertainty. It then focuses on risk reduction, control, and acceptance. The overall goal is to increase probability of success while reducing probability of failure and uncertainty of achieving objectives.
Material requirement planning presentationjhanakshah
MRP is a computerized inventory control and production planning system that schedules component items as needed. It tracks inventory levels and helps improve many aspects of business operations like reducing costs and shortages, improving schedules and customer service. The key steps in MRP are identifying material requirements based on a bill of materials, product structure and master production schedule, running MRP to create production and purchasing suggestions, and firming those suggestions into orders.
This document provides an overview of Just-in-Time (JIT) systems. It discusses that JIT aims to reduce waste and lead time in the supply chain by producing only what is needed when it is needed. The key principles of JIT include creating flow production, establishing takt time, and building pull through the use of kanban systems. It also discusses various JIT tools and tactics like single minute exchange of dies, visual control systems, and supplier partnerships. The objectives of JIT are outlined as producing only what is required, with no waste, at the lowest possible cost and lead time.
This summary provides an overview of key concepts from the document in 3 sentences:
The document discusses the concept of value and value streams in manufacturing. It defines value as something that provides benefit to customers at the right time and price. Various types of waste are identified such as overproduction, inventory, transportation, and motion, which do not add value from the customer perspective. Standard work and time observation studies are presented as lean tools to identify non-value added activities and improve process flow.
The document discusses a spike in demand for Schneider Electrical's new STAR UPS model that will require increasing production capacity by 700% within one month. The current plant produces 15,000 units per month across two shifts but will need to produce 37,000 units, primarily of the STAR model, to meet demand. This presents challenges in increasing production capacity given budget constraints. Recommendations include adding a third production shift, procuring additional testing machines to remove bottlenecks, optimizing processes, managing suppliers and vendors to ensure material flow, and implementing structural changes like changing to a cellular layout.
The document discusses the basic elements of lean manufacturing, including just-in-time production, waste reduction, pull systems using kanbans, cellular layouts, quick changeovers, and total productive maintenance. It describes how implementing techniques such as visual controls, standardized work, and supplier partnerships can help reduce inventory levels, improve quality, and lower costs. Finally, it notes that while lean principles originally developed in manufacturing can also be applied to service industries, lean is an ongoing process that may be implemented differently depending on the organization.
The document discusses Just-In-Time (JIT) and Lean manufacturing philosophies. It defines JIT as eliminating waste and continuously improving productivity by having only required inventory, improving quality, reducing lead times, and revising operations at minimum cost. Lean manufacturing similarly aims to minimize all resources used. The document outlines key elements of JIT/Lean manufacturing like minimizing inventory, parallel processing, quality management, and Kanban pull systems.
Lean manufacturing is a system originally developed by Toyota that aims to eliminate waste from the manufacturing process. It works by removing excess labor, materials, inventory, and other inefficiencies. Benefits include improved customer service, quality, productivity, innovation, reduced lead times and stock levels, and lower costs. Implementing lean requires analyzing processes, redesigning lines for efficiency, and changing company culture to sustain improvements.
The document discusses several key principles of lean manufacturing including continuous flow, one-piece flow, takt time, heijunka, workplace organization, visual control, flexibility, maintainability, simple construction, and creating value for the customer. The overall goal of lean manufacturing is to eliminate waste from the production system through processes like continuous improvement and just-in-time production techniques.
Lean manufacturing is a production method that aims to eliminate waste and improve efficiency. It identifies value from the customer's perspective and removes activities that do not create value. The core principles are to continuously improve processes by removing inefficiencies, creating smooth product flow, and producing only to meet demand. Toyota pioneered this approach through its Toyota Production System of stopping production when issues arise and making only what is needed. Key tools to implement lean include value stream mapping, kanban boards, and 5S for organizing the workplace. The overall goal is to maximize value for the customer while minimizing waste and costs.
Presentation of Pedro Castro Henriques, CEO of Strongstep about the possibility of using both CMMI and Kanban.
- Organization
- Context
- Critical success factors
- Problems / Issues
- Solutions (improvements made)
- Lessons learned
This document outlines a plan to reduce SMT changeover time at Bose from 30 minutes to 18 minutes (a 40% reduction). It involves a 12-step process to define the problem, analyze root causes, identify countermeasures, implement solutions, and monitor results. Key countermeasures selected include training on a "F1 mindset", moving tasks like material scanning and setup preparation offline, and ensuring gantry tables are ready ahead of changeovers. Initial results showed the new changeover time of 18 minutes was achieved. Ongoing monitoring and standardization across lines is planned.
LEAN Management:
It is a customer focused waste elimination method that makes the process and there by organization lean (eliminating Fat)
In a Lean company, employees always look to improve their skills and improve the processes. Products and Services are driven in right amounts, to right location, at the right time and in the right condition.
Lean Thinking
The Goal of Lean Thinking is the creation of a continuous stream which delivers customer value with the least waste of resources within the shortest possible time.
The Building blocks of Lean Management are 5s, 8 Wastes, Visual Management and Standardized work
On the past 26th and 27th of March'15, Strongstep was present at Capability Counts Conference in London, where in the voice of our CEO, Pedro Castro Henriques and our esteemed colleague Alexandrina Lemos, the only Portuguese speakers at the event, presented a new vision on the mapping between CMMI and Kanban.
The document summarizes the Toyota Way, which is built upon two pillars - "Continuous Improvement" and "Respect for People". Management's role is to motivate large numbers of people to work together toward common goals by defining the goals, sharing a path to achieve them, and removing obstacles. Toyota designed quality into every step of their production process with few labor hours through a system involving standardized work, stopping production to fix problems, visual controls, and respect for employees. The success of the Toyota Way comes from balancing an organizational culture that values continuous improvement by people with a technical system focused on efficient "flow".
This document provides a case study of Hexaware partnering with a large beer distributor and retailer in Ontario, Canada to upgrade their PeopleSoft HRMS system from version 8.9 to 9.1. The client needed to upgrade their system to support growth and automate HR and payroll processes. Hexaware used their SPEED methodology to divide the project into phases to minimize risk. They helped consolidate HR, payroll and benefits onto a unified platform, implemented PeopleSoft 9.1, and delivered improvements like increased productivity and faster decision-making.
Lean manufacturing is a process that focuses on minimizing waste and maximizing productivity. It utilizes various tools such as 5S, andon systems, bottleneck analysis, continuous flow, gemba walks, heijunka leveling, and just-in-time production to improve efficiency and quality. Some key aspects of lean include identifying and eliminating muda (waste), using tools like value stream mapping and standard work, and implementing a culture of continuous improvement through kaizen events and PDCA cycles. The overall goal is to optimize operations and align production with customer demand.
The objective of the project was to improve return on investment and capacity of existing SMT equipment worth 10 million euros by reducing cycle times. A cross-functional team used techniques like resource optimization and setup changes to increase capacity by 23% and save over 2 million euros in costs and 200 square meters of floor space. The learning from small adjustments being able to make a big impact is being applied to optimize new product lines.
More Information:
https://flevy.com/browse/business-document/lean-manufacturing-160
BENEFITS OF DOCUMENT
Learn how to eliminate waste to save time and make more money.
Learn how to apply simple Lean methods and tools in the workplace to improve productivity and quality.
DOCUMENT DESCRIPTION
Lean is a management philosophy based on the Toyota Production System (TPS). With Lean Manufacturing, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, with Lean, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation, managers and employees will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Understand the key concepts and principles of Lean
2. Acquire knowledge on the common Lean methods and tools and their applications to eliminate waste and create more value for customers
3. Identify ways to develop "Kaizen eyes" to look for improvement opportunities
4. Describe the various Lean roles
5. Define the critical success factors for sustaining a Lean culture
CONTENTS
1. Introduction to Lean Thinking
- The case for Lean Manufacturing
- Where did Lean originate?
- Toyota's philosophy
- Lean adoption in various environments
- Impact of Lean principles in industry
- Lean applications in manufacturing, process and service industries
- What is Lean?
- What Lean is not
- Traditional thinking versus Lean thinking
- Traditional culture vs. Lean culture
- Lean management framework
- Lean and six sigma
- Benefits of Lean manufacturing
Got a question about this presentation? Email us at support@flevy.com.
Generic Lean Overview For Future Employer Of Alan S DesrocherAlan Desrocher
The document provides an overview of lean manufacturing concepts, including:
- Distinguishing between mass and lean manufacturing approaches.
- Key concepts of lean manufacturing including eliminating waste, just-in-time production, continuous flow, and visual management techniques.
- The goals of a lean transformation are to reduce costs, improve quality, and shorten lead times through process improvements and engaging employees.
- A lean culture emphasizes problem solving over blame, standardized work, respect for people, and continuous improvement.
This document provides an overview of Lean fundamentals and tools. It discusses the history and evolution of manufacturing, the key principles of Lean thinking around value, value streams, flow, pull and perfection. It then describes the basic Lean tools for identifying and eliminating waste, including takt time, time observation, bar charts, spaghetti diagrams, standard work, visual management and pull systems. The goal of these tools is to optimize workflow, reduce waste and enable continuous improvement through establishing standard processes and engaging employees.
Risk management is a central part of any organization's strategic management. It helps understand potential upside and downside factors that can affect the organization. The key aspects of risk management include risk identification, analysis, evaluation, and assessment to understand probability of success, failure, and uncertainty. It then focuses on risk reduction, control, and acceptance. The overall goal is to increase probability of success while reducing probability of failure and uncertainty of achieving objectives.
Material requirement planning presentationjhanakshah
MRP is a computerized inventory control and production planning system that schedules component items as needed. It tracks inventory levels and helps improve many aspects of business operations like reducing costs and shortages, improving schedules and customer service. The key steps in MRP are identifying material requirements based on a bill of materials, product structure and master production schedule, running MRP to create production and purchasing suggestions, and firming those suggestions into orders.
Just-In-Time (JIT) Manufacturing is a methodology aimed at reducing flow times and response times. It originated from Toyota's production system and involves supplying components as needed through kanban cards. Components do not sit idle waiting for the next process. JIT has been applied in automotive assembly, computer assembly, and meal delivery systems. While often attributed to post-WWII Japan, some argue it originated in 1890s India with the Dubbawallah meal delivery system in Mumbai. JIT helps reduce waste through techniques applied from production to customers.
Role of production planning and control in operation managementRiya Sunny
Planning and Control are very important for success of an operation unit. For effective operation in a manufacturing unit, it is essential to integrate the production ...
This document discusses flexible manufacturing systems (FMS). It defines FMS as an automated set of numerically controlled machine tools and material handling systems capable of performing a wide range of manufacturing operations with quick tooling and instruction changeovers. The key components of an FMS are described as numerical control machine tools, work holding and tooling, material handling equipment, inspection equipment, and other ancillary systems. FMS provides several types of flexibility including machine, production, mix, product, routing, volume, and expansion flexibility. The document also outlines the physical and control subsystems that make up an FMS.
Quick-response manufacturing systems aim to integrate all aspects of production including design, manufacturing, planning and information systems. This is done through computer integrated manufacturing (CIM) which links computer-aided design and drafting (CADD), computer-aided manufacturing (CAM), manufacturing resource planning (MRP II), and other advanced integration technologies. MRP II comprises materials requirements planning (MRP) and related sales, billing, and purchasing systems. Production planning involves determining what to produce and scheduling production optimally using resources, while considering factors like demand, requirements, and availability.
A flexible manufacturing system (FMS) is an automated machine cell consisting of a group of processing workstations like CNC machine tools interconnected by an automated material handling and storage system and controlled by a distributed computer system. FMS allows manufacturers to produce a variety of different part styles simultaneously and adjust production mix in response to changing demand while maintaining good quality and low costs. It transfers workpieces between machining stations using automated equipment like conveyors.
A presentation on The Kaizen Pholosophy, a well known workplace management philosophy originated in Japan.
The application of this philosophy has led to the success of several companies like Toyota and Canon.
This document provides an overview of flexible manufacturing systems (FMS). It defines FMS as an automated machine cell consisting of interconnected processing workstations and automated material handling. It discusses the history and purpose of FMS in optimizing manufacturing cycle times and reducing costs. The basic components of FMS are described as workstations, automated material handling systems, and computer control systems. The document outlines different types of FMS layouts and how flexibility is achieved. It provides examples of FMS applications and discusses the advantages of FMS in improving efficiency and reducing production time, while also noting the high expenses associated with implementation.
OPT is a computer-based production planning and scheduling system that seeks to maximize throughput by balancing flow rather than capacity, minimizing or eliminating bottlenecks, and using variable lot sizes. It identifies bottlenecks and focuses on keeping them 100% utilized in order to increase throughput, with the goal of increasing profit by increasing throughput, decreasing inventory, and decreasing operating expenses. The document provides an analogy comparing OPT principles to arranging marching troops to maintain a steady flow without unnecessary spreading out.
This document provides an overview of just-in-time (JIT) manufacturing. It describes JIT as a philosophy involving minimal inventories and goods that move through the system as needed. The document outlines the history and evolution of JIT in Japan after World War II. It also discusses the seven types of waste in manufacturing that JIT aims to eliminate and lists some key principles of JIT including total quality management, pull-based production, and inventory management with the goal of zero inventory. The document concludes by discussing advantages like reduced waste and disadvantages like risk from supply disruptions of implementing JIT manufacturing.
The document discusses flexible manufacturing systems (FMS). It provides a history of FMS, describing how the concept originated in the 1960s and was first implemented by companies in the US, Germany, Russia, and Japan. It defines an FMS as an automated machine cell consisting of interconnected processing workstations and automated material handling. FMS offers benefits like reduced costs, optimized cycle times, and flexibility to handle different part styles and quick changeovers. It classifies FMS based on the number of machines and describes common components and layouts of FMS. Potential applications and advantages are also outlined, along with challenges associated with implementing FMS.
From Waterfall to Agile - from predictive to adaptive methodsBjörn Jónsson
In this introduction into Agile methods, the background and environment of Software Development is discussed. Results of the 1995 Chaos report are mentioned, as well as interests in adaptive "lightweight" methods. Agile methods are explained in general and Scrum method taken as a concrete sample.
This document provides an overview of SCRUM, an agile framework for managing software projects. It describes common software development problems like missed deadlines and falling quality that SCRUM aims to address. Key aspects of SCRUM covered include the agile manifesto, origins of SCRUM, roles like product owner and scrum master, activities like daily scrums and sprints, artifacts like product and sprint backlogs, and metrics for tracking progress. The document concludes that SCRUM is not a silver bullet but aims to manage what is manageable through transparency, inspection, and adaptation of the process.
Transitioning to Scrum is not easy, and for many, distributed teams are the most difficult to manage. In trying to make Scrum work with a geographically dispersed team, increasing efficiency requires adjustments to processes and effective communication and collaboration.
This webinar will provide guidance for proper planning and managing, in order to get your distributed teams working smoothly throughout the scrum processes. Dr. Kevin Thompson, cPrime’s Agile Practice Lead, will address key issues such as:
• How to have scrum meetings for distributed teams (daily scrum, sprint planning, sprint review, retrospective)
• How to cope with time-zone differences
• How to cope with language differences
• Best practices for collaborating in a distributed team
• Best practices for tools that mitigate distributed team impact
Hexaware carried out the ERP product evaluation and selection for the client, and after multiple round of requirements study, evaluation, assessment and PoC, the client shortlisted SAP as the ERP product for implementation.
The document summarizes a case study of ERP product evaluation, selection, implementation and support for a leading solar panel manufacturer. Hexaware carried out the evaluation and selected SAP ERP ECC 6.0 to support the client's growth and expansion to new global locations. The multi-phase implementation covered key processes across logistics, manufacturing, supply chain, and financial functions. The ERP implementation provided benefits like scalability, improved procurement and finance processes, and reduced costs. The total project duration was 3 months for selection and 9 months for implementation.
The document discusses key aspects of agile project management including Scrum frameworks, roles like the Product Owner and Scrum Master, and practices like story planning, daily stand-ups, and retrospectives. It emphasizes delivering working software frequently through short iterations, continuous improvement, and collaboration between self-organizing cross-functional teams.
The document discusses the importance and benefits of adopting an agile approach like Scrum for software development, highlighting how it allows teams to adapt quickly to changing requirements, improve productivity and quality, and deliver value to customers earlier compared to traditional waterfall approaches. Some key benefits of Scrum mentioned include improved relationships with customers, flexibility, early risk reduction, and engaged self-organizing teams.
Presentation The 360°Project Manager @ PMI UK South West Event Swindon 13th ...TeamProsource
TeamProsource will present their view on the 360° project manager. A 360° project manager is neither a model fundamentalist nor an ad-hoc pragmatist. He understands how projects can fundamentally differ and knows how project management, project governance, process improvement and agile development need to be interpreted differently for each project. He has an understanding of different associated project life-cycle models and the importance of taking an end-to-end view on projects (from idea to implementation). He uses recurring patterns (tailoring guidelines) for interpreting the different available standards (CMMI®, PMBOK®, PRINCE2®, Scrum, program and portfolio management), using them in combination, and resolving seemingly conflicting model requirements. Learn to become a 360° project manager.
The document discusses how agile principles can be applied beyond software development to other domains like business operations. It provides examples of how agile has been used to transform organizations and improve processes. The talk will review agile foundations, examples of other applications of agile, and the latest adaptations of the agile framework.
The document introduces Agile software development methods. It discusses the challenges of traditional waterfall methods and outlines Agile values like frequent inspection and adaptation. It then describes the Scrum framework as an example Agile method, including roles, ceremonies, and artifacts. Finally, it provides a case study of how Scrum was successfully adopted by a department at France Telecom.
This document discusses the benefits of adopting a hybrid agile methodology for enterprise projects. It states that a single agile method will not fit all organizations, and that hybrid approaches combining methods like Scrum, XP, and Kanban are needed. Some key benefits mentioned include increased productivity, early delivery of working software, flexibility to adapt to changes, and elimination of waste. The document provides examples of how practices from Scrum, XP, and Lean can be combined to improve value delivery, feedback, speed, quality, and empower teams. It emphasizes that hybrid approaches are necessary for scaling agile across large organizations and entire value chains.
This document discusses the benefits of adopting a hybrid agile methodology for enterprise projects. It states that a single agile method will not fit all organizations and that a hybrid approach combining methods like Scrum, XP, and Kanban is needed. Some key benefits mentioned include increased productivity, early delivery of working software, flexibility to adapt to changes, and elimination of waste. The document provides examples of how practices from Scrum, XP, and Lean can be combined to improve value delivery, feedback, speed, quality, and empower teams. It emphasizes that Lean and Agile principles like reducing waste and continuous improvement are complementary.
The document provides an overview of agile software development practices compared to traditional waterfall approaches. It summarizes the author's experience transitioning from waterfall to agile development and embracing eXtreme Programming (XP) practices like test-driven development, pair programming, and continuous integration. The author then integrated XP with Scrum, the most popular agile framework. The document compares different agile methodologies and emphasizes that agile is about values and principles over prescriptive rules.
This document discusses Kanban, an Agile technique used in software development to limit work-in-progress (WIP) for optimal output. It begins by explaining the origins and principles of Kanban in manufacturing and how it has been adapted for software development. The key principles of Kanban are then summarized, including visualizing workflow, limiting WIP, and improving collaboratively. Examples of how Kanban can be implemented in software development and HR recruitment are provided. The document compares Kanban to Scrum and discusses where each approach is best suited. It concludes by outlining situations where Kanban may not be the most effective framework.
This document discusses the experience of a team at Huawei Technologies India in adopting Theory of Constraints (TOC) and Kanban practices. The team analyzed constraints through TOC to identify gaps like inefficient processes and lack of resources. They developed a future state tree to break conflicts with win-win solutions. This led them to adopt agile development using Scrum and share team members across components. Further TOC analysis identified challenges of reduced testing time and high workload bursts. The team addressed this by prioritizing work daily in one piece flow and using Kanban to control queues and delays. This improved efficiency by ensuring continuity of workflow.
This document provides a case study of Hexaware partnering with a large beer distributor and retailer in Canada to upgrade their PeopleSoft HRMS system from version 8.9 to 9.1. The client needed to upgrade their system to support growth and automate HR and payroll processes. Hexaware used their SPEED methodology to divide the project into phases to minimize risk. They helped consolidate HR, payroll and benefits onto a unified platform, implemented PeopleSoft 9.1, and delivered improvements like increased productivity and faster decision-making.
This document outlines the agenda and objectives for a DevOps transformation workshop. The workshop will cover DevOps foundations, including value stream mapping exercises. It will define DevOps and discuss how to map the current software delivery lifecycle. Key aspects like cycle time, bottlenecks, wait times and processing times will be examined. The workshop aims to help organizations identify inefficiencies and develop future state solutions to reduce cycle times and implement DevOps best practices.
Primavera _ Mike Sicilia _ Orace Primavera vision and road ahead.pdfInSync2011
This document provides an overview and roadmap for Oracle Primavera. It discusses Oracle Primavera's transformation into a complete enterprise project portfolio management platform. It highlights the benefits of an enterprise approach to project management, including economies of scale, standardization, transparency, and visibility. It also discusses how Oracle Primavera solutions support an enterprise approach through integration, consistency, and providing a global view of all projects.
This document discusses training a machine learning model for embedded inference. It covers choosing a framework (TensorFlow Lite), hardware (Raspberry Pi PICO), and model (MobileNetV2). It then discusses training the model on a custom image dataset, compressing the model using quantization and pruning techniques, and evaluating the compressed model's accuracy and size. The goal is to optimize the model for fast and efficient inference on resource-constrained embedded hardware.
The document discusses Pattyn Group's data collection and analysis solutions for product quality control and equipment performance optimization. It describes Pattyn 360, which includes on-premise and cloud-based options for collecting machine data, storing it locally or in the cloud, and providing data export, dashboards, and analysis. The solutions help customers control production processes, improve product quality, and maximize equipment availability through remote support, predictive maintenance, and using historical data for continuous improvement. Pattyn aims to provide the right information at the right time to customers through an online portal and is running pilot projects to develop their solutions and business model further.
2021 01-27 - webinar - Corrosie van 3D geprinte onderdelenSirris
Gebruikt u als bedrijf 3D-geprinte onderdelen of wilt u deze gebruiken? Dit webinar informeert u over de specifieke problematiek van corrosie die bij 3D-geprinte onderdelen kan optreden en licht de mogelijkheden tot deelname aan een onderzoeksproject hierrond toe.
2021/0/15 - Solarwinds supply chain attack: why we should take it sereouslySirris
In this webinar we explain why the SolarWinds attack is different from all known scenarios and how to protect your company or manufacturing site from it. Act fast, be aware!
The document provides an overview of the additive manufacturing (AM) process for metal parts. It discusses selecting an AM technology and material, designing the part, setting up the job configuration, running the print, and performing quality checks. Key steps include choosing SLM, LMD, or WAAM based on the application; selecting a metal powder or wire material; optimizing the part design for the chosen technology; setting laser power and scan speed parameters to achieve the desired density and properties; and conducting inspections before and after any post-processing such as heat treatment.
Challenges and solutions for improved durability of materials - Opin summary ...Sirris
The document provides an agenda for a meeting on challenges and solutions for improved durability of materials. The agenda includes talks on adhesively bonded joints for the maritime industry, corrosion monitoring, coatings for steel structures and heat exchangers, and corrosion of reinforced concrete. It also describes the OPIN project which is a 3-year, 2.6 million Euro collaboration between 7 partners across Europe to encourage cross-sectoral and cross-regional collaboration for offshore renewable energy SMEs through activities like workshops, technology assessments, and collaborative innovation groups.
Challenges and solutions for improved durability of materials - Hybrid joints...Sirris
This webinar discussed challenges and solutions for improving the durability of adhesive bonds in maritime transport. Adhesively bonded composite-metal joints can reduce ship weight and fuel consumption while increasing stability, but their use is limited due to lack of knowledge about long-term performance in harsh marine environments. The QUALIFY project aims to enable certification of hybrid joints for primary ship structures through testing, simulations, inspection techniques, and guidelines to predict joint performance over 25 years and allow for widespread use in shipbuilding by 2025.
Challenges and solutions for improved durability of materials - Corrosion mon...Sirris
Corrosion monitoring is important for the offshore renewable energy (ORE) sector due to the technical and economic consequences of corrosion. Current corrosion monitoring methods include corrosion coupons, ER probes, and environmental sensors for oxygen, pH, and temperature. However, these methods have limitations like needing retrieval, providing only historic data, and requiring frequent recalibration. New sensor technologies are needed for improved pitting monitoring, mudline corrosion inspection, and microbially influenced corrosion monitoring. Effective monitoring strategies combine direct corrosion monitoring with environmental data and inspections to reduce uncertainty and support corrosion risk-based inspection planning.
Challenges and solutions for improved durability of materials - Concrete in m...Sirris
The document discusses challenges and solutions for improving the durability of materials, specifically reinforced concrete in marine environments. It covers monitoring and modeling of reinforced concrete durability, costs of maintenance in complex marine environments, technologies like structural health monitoring (SHM) that can optimize maintenance, and challenges like fatigue, chloride ingress, and spatial variability that require further progress. The document provides examples of applications of SHM to grouted joints in offshore wind turbines and monitoring of stresses and chlorides in concrete structures.
Challenges and solutions for improved durability of materials - Coatings done...Sirris
This webinar discussed challenges and solutions for improving durability of materials for shell & tube heat exchanger coatings. It provided an overview of Donelli Alexo and Säkaphen coating companies and their facilities. It then reviewed the ISO 12944 standard for selecting coating systems based on identifying the corrosivity category of the operating environment and desired durability timeframe. Specific coating system examples were given for carbon steel in different corrosivity categories. The webinar also discussed fouling issues in heat exchangers and how coatings can help reduce fouling and its negative impacts on performance. Real-world case studies demonstrated significant fouling reduction from coatings. The webinar closed by considering topics for future discussion
Futureproof by sirris- product of the futureSirris
1) The document discusses how value can be created through smart products using sensors, connectivity, and digital services.
2) It outlines common smart product design areas like business models, mechatronics, and digital services that can enable new competitive advantages.
3) The author argues that companies should apply validated inspiration from proven smart product scenarios, build expertise in proof of concepts, and scale up knowledge through an ecosystem network to successfully create value with smart products.
Slotevent 'Verbinden van ongelijksoortige materialen' - Overzicht van recente innovatis in verbinden van ongelijksoortige materialen en van minder gekende las- en/of soldeertechnieken
As AI technology is pushing into IT I was wondering myself, as an “infrastructure container kubernetes guy”, how get this fancy AI technology get managed from an infrastructure operational view? Is it possible to apply our lovely cloud native principals as well? What benefit’s both technologies could bring to each other?
Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.
Keywords: AI, Containeres, Kubernetes, Cloud Native
Event Link: https://meine.doag.org/events/cloudland/2024/agenda/#agendaId.4211
"NATO Hackathon Winner: AI-Powered Drug Search", Taras KlobaFwdays
This is a session that details how PostgreSQL's features and Azure AI Services can be effectively used to significantly enhance the search functionality in any application.
In this session, we'll share insights on how we used PostgreSQL to facilitate precise searches across multiple fields in our mobile application. The techniques include using LIKE and ILIKE operators and integrating a trigram-based search to handle potential misspellings, thereby increasing the search accuracy.
We'll also discuss how the azure_ai extension on PostgreSQL databases in Azure and Azure AI Services were utilized to create vectors from user input, a feature beneficial when users wish to find specific items based on text prompts. While our application's case study involves a drug search, the techniques and principles shared in this session can be adapted to improve search functionality in a wide range of applications. Join us to learn how PostgreSQL and Azure AI can be harnessed to enhance your application's search capability.
"Scaling RAG Applications to serve millions of users", Kevin GoedeckeFwdays
How we managed to grow and scale a RAG application from zero to thousands of users in 7 months. Lessons from technical challenges around managing high load for LLMs, RAGs and Vector databases.
GlobalLogic Java Community Webinar #18 “How to Improve Web Application Perfor...GlobalLogic Ukraine
Під час доповіді відповімо на питання, навіщо потрібно підвищувати продуктивність аплікації і які є найефективніші способи для цього. А також поговоримо про те, що таке кеш, які його види бувають та, основне — як знайти performance bottleneck?
Відео та деталі заходу: https://bit.ly/45tILxj
In the realm of cybersecurity, offensive security practices act as a critical shield. By simulating real-world attacks in a controlled environment, these techniques expose vulnerabilities before malicious actors can exploit them. This proactive approach allows manufacturers to identify and fix weaknesses, significantly enhancing system security.
This presentation delves into the development of a system designed to mimic Galileo's Open Service signal using software-defined radio (SDR) technology. We'll begin with a foundational overview of both Global Navigation Satellite Systems (GNSS) and the intricacies of digital signal processing.
The presentation culminates in a live demonstration. We'll showcase the manipulation of Galileo's Open Service pilot signal, simulating an attack on various software and hardware systems. This practical demonstration serves to highlight the potential consequences of unaddressed vulnerabilities, emphasizing the importance of offensive security practices in safeguarding critical infrastructure.
This talk will cover ScyllaDB Architecture from the cluster-level view and zoom in on data distribution and internal node architecture. In the process, we will learn the secret sauce used to get ScyllaDB's high availability and superior performance. We will also touch on the upcoming changes to ScyllaDB architecture, moving to strongly consistent metadata and tablets.
Essentials of Automations: Exploring Attributes & Automation ParametersSafe Software
Building automations in FME Flow can save time, money, and help businesses scale by eliminating data silos and providing data to stakeholders in real-time. One essential component to orchestrating complex automations is the use of attributes & automation parameters (both formerly known as “keys”). In fact, it’s unlikely you’ll ever build an Automation without using these components, but what exactly are they?
Attributes & automation parameters enable the automation author to pass data values from one automation component to the next. During this webinar, our FME Flow Specialists will cover leveraging the three types of these output attributes & parameters in FME Flow: Event, Custom, and Automation. As a bonus, they’ll also be making use of the Split-Merge Block functionality.
You’ll leave this webinar with a better understanding of how to maximize the potential of automations by making use of attributes & automation parameters, with the ultimate goal of setting your enterprise integration workflows up on autopilot.
ScyllaDB is making a major architecture shift. We’re moving from vNode replication to tablets – fragments of tables that are distributed independently, enabling dynamic data distribution and extreme elasticity. In this keynote, ScyllaDB co-founder and CTO Avi Kivity explains the reason for this shift, provides a look at the implementation and roadmap, and shares how this shift benefits ScyllaDB users.
"Frontline Battles with DDoS: Best practices and Lessons Learned", Igor IvaniukFwdays
At this talk we will discuss DDoS protection tools and best practices, discuss network architectures and what AWS has to offer. Also, we will look into one of the largest DDoS attacks on Ukrainian infrastructure that happened in February 2022. We'll see, what techniques helped to keep the web resources available for Ukrainians and how AWS improved DDoS protection for all customers based on Ukraine experience
Must Know Postgres Extension for DBA and Developer during MigrationMydbops
Mydbops Opensource Database Meetup 16
Topic: Must-Know PostgreSQL Extensions for Developers and DBAs During Migration
Speaker: Deepak Mahto, Founder of DataCloudGaze Consulting
Date & Time: 8th June | 10 AM - 1 PM IST
Venue: Bangalore International Centre, Bangalore
Abstract: Discover how PostgreSQL extensions can be your secret weapon! This talk explores how key extensions enhance database capabilities and streamline the migration process for users moving from other relational databases like Oracle.
Key Takeaways:
* Learn about crucial extensions like oracle_fdw, pgtt, and pg_audit that ease migration complexities.
* Gain valuable strategies for implementing these extensions in PostgreSQL to achieve license freedom.
* Discover how these key extensions can empower both developers and DBAs during the migration process.
* Don't miss this chance to gain practical knowledge from an industry expert and stay updated on the latest open-source database trends.
Mydbops Managed Services specializes in taking the pain out of database management while optimizing performance. Since 2015, we have been providing top-notch support and assistance for the top three open-source databases: MySQL, MongoDB, and PostgreSQL.
Our team offers a wide range of services, including assistance, support, consulting, 24/7 operations, and expertise in all relevant technologies. We help organizations improve their database's performance, scalability, efficiency, and availability.
Contact us: info@mydbops.com
Visit: https://www.mydbops.com/
Follow us on LinkedIn: https://in.linkedin.com/company/mydbops
For more details and updates, please follow up the below links.
Meetup Page : https://www.meetup.com/mydbops-databa...
Twitter: https://twitter.com/mydbopsofficial
Blogs: https://www.mydbops.com/blog/
Facebook(Meta): https://www.facebook.com/mydbops/
Getting the Most Out of ScyllaDB Monitoring: ShareChat's TipsScyllaDB
ScyllaDB monitoring provides a lot of useful information. But sometimes it’s not easy to find the root of the problem if something is wrong or even estimate the remaining capacity by the load on the cluster. This talk shares our team's practical tips on: 1) How to find the root of the problem by metrics if ScyllaDB is slow 2) How to interpret the load and plan capacity for the future 3) Compaction strategies and how to choose the right one 4) Important metrics which aren’t available in the default monitoring setup.
AppSec PNW: Android and iOS Application Security with MobSFAjin Abraham
Mobile Security Framework - MobSF is a free and open source automated mobile application security testing environment designed to help security engineers, researchers, developers, and penetration testers to identify security vulnerabilities, malicious behaviours and privacy concerns in mobile applications using static and dynamic analysis. It supports all the popular mobile application binaries and source code formats built for Android and iOS devices. In addition to automated security assessment, it also offers an interactive testing environment to build and execute scenario based test/fuzz cases against the application.
This talk covers:
Using MobSF for static analysis of mobile applications.
Interactive dynamic security assessment of Android and iOS applications.
Solving Mobile app CTF challenges.
Reverse engineering and runtime analysis of Mobile malware.
How to shift left and integrate MobSF/mobsfscan SAST and DAST in your build pipeline.
The Microsoft 365 Migration Tutorial For Beginner.pptxoperationspcvita
This presentation will help you understand the power of Microsoft 365. However, we have mentioned every productivity app included in Office 365. Additionally, we have suggested the migration situation related to Office 365 and how we can help you.
You can also read: https://www.systoolsgroup.com/updates/office-365-tenant-to-tenant-migration-step-by-step-complete-guide/
In our second session, we shall learn all about the main features and fundamentals of UiPath Studio that enable us to use the building blocks for any automation project.
📕 Detailed agenda:
Variables and Datatypes
Workflow Layouts
Arguments
Control Flows and Loops
Conditional Statements
💻 Extra training through UiPath Academy:
Variables, Constants, and Arguments in Studio
Control Flow in Studio
LF Energy Webinar: Carbon Data Specifications: Mechanisms to Improve Data Acc...DanBrown980551
This LF Energy webinar took place June 20, 2024. It featured:
-Alex Thornton, LF Energy
-Hallie Cramer, Google
-Daniel Roesler, UtilityAPI
-Henry Richardson, WattTime
In response to the urgency and scale required to effectively address climate change, open source solutions offer significant potential for driving innovation and progress. Currently, there is a growing demand for standardization and interoperability in energy data and modeling. Open source standards and specifications within the energy sector can also alleviate challenges associated with data fragmentation, transparency, and accessibility. At the same time, it is crucial to consider privacy and security concerns throughout the development of open source platforms.
This webinar will delve into the motivations behind establishing LF Energy’s Carbon Data Specification Consortium. It will provide an overview of the draft specifications and the ongoing progress made by the respective working groups.
Three primary specifications will be discussed:
-Discovery and client registration, emphasizing transparent processes and secure and private access
-Customer data, centering around customer tariffs, bills, energy usage, and full consumption disclosure
-Power systems data, focusing on grid data, inclusive of transmission and distribution networks, generation, intergrid power flows, and market settlement data
What is an RPA CoE? Session 1 – CoE VisionDianaGray10
In the first session, we will review the organization's vision and how this has an impact on the COE Structure.
Topics covered:
• The role of a steering committee
• How do the organization’s priorities determine CoE Structure?
Speaker:
Chris Bolin, Senior Intelligent Automation Architect Anika Systems
Discover the Unseen: Tailored Recommendation of Unwatched ContentScyllaDB
The session shares how JioCinema approaches ""watch discounting."" This capability ensures that if a user watched a certain amount of a show/movie, the platform no longer recommends that particular content to the user. Flawless operation of this feature promotes the discover of new content, improving the overall user experience.
JioCinema is an Indian over-the-top media streaming service owned by Viacom18.
Discover the Unseen: Tailored Recommendation of Unwatched Content
Sirris manufacturingday2011 qrm-harol
1. Kristof Souwens Process Manager, PMP
Arthur Vandebosch Operations Manager
Founding Father QRM
2. Overview
1 The Company (History)
2 Problem Statement
3 What is QRM ?
4 QRM at Harol
5 How ERP supports QRM
6 First Results & Future Perspectives
Kristof Souwens, PMP
3. The Company (History)
Started in 1946 (wooden shutters)
One of the Leading European producers of sunscreens, shutters and
sectional doors
320 employees
Annual turnover = 44 million Euros
Kristof Souwens, PMP 1 The Company (History)
4. The Company (History)
Till 1993: MS DOS
1993: AS 400 - MRP
• PUSH-system
• No MRP for make-to-stock
• WIP level = extremely high → Delivery Reliability ↘ → Lead Time = 5 wks
2000: AS 400 – LEAN (KANBAN) => Pull System
• No MRP for make-to-stock
• Production order produced by due date
• Bottleneck planned with unlimited capacity
• WIP buffer management through PULL-system
• Delivery Reliability ↗ → Lead Time = 5 d
2010: Microsoft AX Dynamics => Push & Pull
• Production order by print date
• MRP for make-to-stock (through ERP implementation)
• Bottleneck planned with limited capacity
• WIP buffer management through CONWIP/KANBAN/POLCA) – MTO & MTS
• Delivery Reliability ↗ → Lead Time = 2 d
Kristof Souwens, PMP 1 The Company (History)
5. Problem Statement
3 DIMENSIONAL VARIABILITY
STRATEGIC DIMENSION
• Seasonality (Highly variable demand)
• Product variety
• Raw material cost (Aluminum)
TACTICAL DIMENSION
• Capacity planning (huge swings in capacity utilization)
• “Cross-functional” production process (painting & textile cell)
• Variety in shifts between different cells
OPERATIONAL DIMENSION
• Changeover times (color changes)
• Special orders (rework, repair, …)
• Unbalanced production lines ( partly Engineer-to-Order)
Kristof Souwens, PMP 2 Problem Statement
7. QRM : The key to gaining your Competitive Advantage
Choice of
Strategy QRM: Your
Competitive
Edge
Exploit
Lean/sigma
Eliminate Tools
Lean
Type of
Dysfunctional Strategic Variability
Source: 2010, It’s About Time - The Competitive Advantage of Quick Response Manufacturing, Rajan Suri – p 5
Kristof Souwens, PMP 3 What is QRM ?
9. Organizational Structure
The Response Time Spiral for make-to-order products
Master Schedule:
Planning organization
decides to use longer
Long Lead Need to plan way
Times ahead
lead times
Regular Jobs Inaccuracy
Delayed of Planning
Loss of focus
for regular jobs
@ Past
performance
problems
“Hot” Jobs, Safety Time
Expediting Inserted
Jobs started long before
Unacceptabel High WIP and they are due, also some
parts made but not used
lead times, Inventory till much later
planning orders
Source: 2010, It’s About Time - The Competitive Advantage of Quick Response Manufacturing, Rajan Suri – p 40
Kristof Souwens, PMP 3 What is QRM ?
10. Organizational Structure
Roots of the Spiral: Cost-Based Management
Minimize Break into simple Low Skills, Functional
Cost (specialized) steps Low Wages Departments
Ensure Minimize Resources,
Managers:
Backlog, Maximize Efficiency,
Minimize Cost
Batching Maximize Utilization
Long Feedback Loops, Poor Quality, Long
Backtracking, Lead Times and
Expediting OOPS! High Cost
Can’t be controlled: must be killed!
Focus on reducing the consumption of time throughout the system
Source: 2010, It’s About Time - The Competitive Advantage of Quick Response Manufacturing, Rajan Suri – p 46
Kristof Souwens, PMP 3 What is QRM ?
11. KANBAN vs POLCA
KANBAN
KANBAN board
M1 M2
KANBAN card
POLCA (Paired Overlapping Loops with Cards of Authorization)
B1
C1
C1
B1 B1 B1
A1 C1 C1 C2
B1
A1
B1 B1
C2
C2
Kristof Souwens, PMP 3 What is QRM ?
12. Implementation QRM Strategy
DO’s:
INSIDE-OUT approach
Step-by-step
Focusing on the things that
already work (direct results)
Continuously improving &
optimizing the implemented
system
Expanding gained knowledge
DONT’s:
Not starting from Time-Based Competition Strategy (nor MCT)
Trying to get stakeholders buy-in by preaching (only theory)
Big BANG
Kristof Souwens, PMP 4 QRM at Harol
19. How ERP supports QRM – Past State
Order entry Logistics
MTO MTS Independent (duplicated)
authorizations
Unsystematic MTS
MRP planning
Unlimited Capacity
Planning
Planning
Preperation Cell Painting Cell No synchronization
between production cells
No possibility to level out
Execution
Assembly Cell order intake
No mixed model
Textile Cell
scheduling
Kristof Souwens, PMP 5 How ERP supports QRM
20. How ERP supports QRM – Current & Future State
Order entry Logistics
MTO MTS
1 authorization point
Planning
ERP Systematic MTS planning
Capacity (Skill) Planning Limited capacity planning
MRP
Employee flexibility ↑
High synchronization
between cells
Preperation Cell Painting Cell Leveling out order intake
Execution
Automated mixed model
Assembly Cell scheduling
Textile Cell
Kristof Souwens, PMP 5 How ERP supports QRM
21. First Results
QRM
Implementation
Kristof Souwens, PMP 6 First Results & Future Perspectives
22. Rajan Suri’s visit at Harol
Kristof Souwens, PMP 6 First Results & Future Perspectives
25. More info on Quick Response Manufacturing
It’s About Time: The Competitive Advantage Quick Response Manufacturing: A
of Quick Response Manufacturing, by R. Companywide Approach to Reducing Lead
Suri, CRC Press, 2010. Times, by R. Suri, Productivity Press, 1998.
Kristof Souwens, PMP 1 What is QRM ?