Presentation on "Trends and Strategies for Benchmarking and Best Practice Sharing" by Dr. Holger Kohl during the 6th International Benchmarking Conference organized by Dubai Quality Group from 6-7 March 2012 at Al Bustan Rotana Dubai
Desenvolvimentos recentes para uma produção sustentávelsenaimais
Desenvolvimentos recentes para uma produção sustentável - Recent Developments for a Sustainable Production
Palestrante: Eng. Markus Röhner - Fraunhofer Institute for Production Systems and Design Technology – FhG IPK / Alemanha
CDTire: State-of-the-Art Tire Models For Full Vehicle SimulationAltair
Tire modeling is critical for full vehicle simulations because all road excitations pass through the tires to the vehicle. The accurate representation of roads and tires and their interactions is one of the central challenges in full vehicle simulation.
CDTire is a family of sophisticated tire models capable of accurately representing the dynamic behavior of tires and the road-tire interaction.
This presentation gives an overview of tire modeling methods developed at Fraunhofer and made available through CDTire. The presentation covers three topics:
(a) Tire and road models that are commercially available today and where they can be used
(b) New developments in tire and road modeling technology
(c) Fraunhofer’s special relationship with Altair to make this technology available to you and how CDTire works with MotionSolve
Pöyry is a global consulting and engineering firm with over 8,000 experts operating in 49 countries. It provides services across various industries including chemical process, pulp and paper, oil and gas, power, renewable energy, and more. For the chemical process industry specifically, Pöyry offers technical consulting, engineering, project management, EPCM project implementation, and long-term partnerships utilizing its global network of over 1,300 chemical industry specialists.
ISO is understanding the changes in your market and delivering a product that exceeds your client’s expectations and developing brand loyalty in a fast changing world.
The document discusses the history of management system standards from military standards in the 1960s to more recent standards for quality, environment, food safety, and occupational health and safety. It notes that users requested compatibility between standards to reduce audit disruptions and costs. Key common elements were examined across standards like policies, planning, implementation, and management reviews. The conclusion is that integrating multiple standards into an integrated management system provides benefits like reduced costs and duplication as well as improved efficiency and communications.
Current Trends and Challenges in Big Data BenchmarkingeXascale Infolab
Years ago, it was common to write a for-loop and call it benchmark. Nowadays, benchmarks are complex pieces of software and specifications. In this talk, the idea of benchmark engineering, trends in the area of benchmarking research and current efforts of the SPEC Research Group and the WBDB community focusing on Big Data will be discussed. The way in which benchmarks are used has changed. Traditionally, they were mostly used for generating throughput numbers. Today, benchmarks are, e.g., used as test frameworks to evaluate different aspects of systems such as scalability or performance. Since benchmarks provide standardized workloads and meaningful metrics, they are increasingly important for research.
The benchmark community is currently focusing on new trends such as cloud computing, big data, power-consumption and large scale, highly distributed systems. For several of these trends traditional benchmarking approaches fail: how can we benchmark a highly distributed system with thousands of nodes and data sources? What does a typical Big Data workload look like and how does it scale? How can we benchmark a real world setup in a realistic way on limited resources? What does performance mean in the context of Big Data? What is the right metric?
Speaker: Kai Sachs is a member of the Lifecycle & Cloud Management group at SAP AG. He received a joint Diploma degree in business administration and computer science as well as a PhD degree from Technische Universität Darmstadt. His PhD thesis was awarded with the SPEC Distinguished Dissertation Award 2011 for outstanding contributions in the area of performance evaluation and benchmarking. His research interests include software performance engineering, capacity planning, cloud computing and benchmarking. He is co-founder of ACM/SPEC International Conference on Performance Engineering (ICPE). He has served as member of several program and organization committees and as reviewer for many conferences and journals. Among others he was the PC Chair of the SPEC Benchmark Workshop 2010, Program Chair of the Workshop on Hot Topics on Cloud Services 2013 and the Industrial PC Chair of the ICPE 2011. Kai Sachs is currently serving on the editorial board of the CSI Transactions on ICT, as vice-chair of the SPEC Research Group, as PC Co-Chair of the ACM/SPEC ICPE 2015 and as Co-Chair of the Workshop on Big Data Benchmarking 2014.
International organization for standardization Chirag Tewari
1) The International Organization for Standardization (ISO) is an independent, non-governmental international organization with 164 national standards body members that develops voluntary consensus-based international standards.
2) ISO was founded in 1947 and is headquartered in Geneva, Switzerland. It began in 1926 as the International Federation of the National Standardizing Associations.
3) ISO standards cover a wide range of industries and technologies and aim to harmonize technical specifications of products and services globally.
Desenvolvimentos recentes para uma produção sustentávelsenaimais
Desenvolvimentos recentes para uma produção sustentável - Recent Developments for a Sustainable Production
Palestrante: Eng. Markus Röhner - Fraunhofer Institute for Production Systems and Design Technology – FhG IPK / Alemanha
CDTire: State-of-the-Art Tire Models For Full Vehicle SimulationAltair
Tire modeling is critical for full vehicle simulations because all road excitations pass through the tires to the vehicle. The accurate representation of roads and tires and their interactions is one of the central challenges in full vehicle simulation.
CDTire is a family of sophisticated tire models capable of accurately representing the dynamic behavior of tires and the road-tire interaction.
This presentation gives an overview of tire modeling methods developed at Fraunhofer and made available through CDTire. The presentation covers three topics:
(a) Tire and road models that are commercially available today and where they can be used
(b) New developments in tire and road modeling technology
(c) Fraunhofer’s special relationship with Altair to make this technology available to you and how CDTire works with MotionSolve
Pöyry is a global consulting and engineering firm with over 8,000 experts operating in 49 countries. It provides services across various industries including chemical process, pulp and paper, oil and gas, power, renewable energy, and more. For the chemical process industry specifically, Pöyry offers technical consulting, engineering, project management, EPCM project implementation, and long-term partnerships utilizing its global network of over 1,300 chemical industry specialists.
ISO is understanding the changes in your market and delivering a product that exceeds your client’s expectations and developing brand loyalty in a fast changing world.
The document discusses the history of management system standards from military standards in the 1960s to more recent standards for quality, environment, food safety, and occupational health and safety. It notes that users requested compatibility between standards to reduce audit disruptions and costs. Key common elements were examined across standards like policies, planning, implementation, and management reviews. The conclusion is that integrating multiple standards into an integrated management system provides benefits like reduced costs and duplication as well as improved efficiency and communications.
Current Trends and Challenges in Big Data BenchmarkingeXascale Infolab
Years ago, it was common to write a for-loop and call it benchmark. Nowadays, benchmarks are complex pieces of software and specifications. In this talk, the idea of benchmark engineering, trends in the area of benchmarking research and current efforts of the SPEC Research Group and the WBDB community focusing on Big Data will be discussed. The way in which benchmarks are used has changed. Traditionally, they were mostly used for generating throughput numbers. Today, benchmarks are, e.g., used as test frameworks to evaluate different aspects of systems such as scalability or performance. Since benchmarks provide standardized workloads and meaningful metrics, they are increasingly important for research.
The benchmark community is currently focusing on new trends such as cloud computing, big data, power-consumption and large scale, highly distributed systems. For several of these trends traditional benchmarking approaches fail: how can we benchmark a highly distributed system with thousands of nodes and data sources? What does a typical Big Data workload look like and how does it scale? How can we benchmark a real world setup in a realistic way on limited resources? What does performance mean in the context of Big Data? What is the right metric?
Speaker: Kai Sachs is a member of the Lifecycle & Cloud Management group at SAP AG. He received a joint Diploma degree in business administration and computer science as well as a PhD degree from Technische Universität Darmstadt. His PhD thesis was awarded with the SPEC Distinguished Dissertation Award 2011 for outstanding contributions in the area of performance evaluation and benchmarking. His research interests include software performance engineering, capacity planning, cloud computing and benchmarking. He is co-founder of ACM/SPEC International Conference on Performance Engineering (ICPE). He has served as member of several program and organization committees and as reviewer for many conferences and journals. Among others he was the PC Chair of the SPEC Benchmark Workshop 2010, Program Chair of the Workshop on Hot Topics on Cloud Services 2013 and the Industrial PC Chair of the ICPE 2011. Kai Sachs is currently serving on the editorial board of the CSI Transactions on ICT, as vice-chair of the SPEC Research Group, as PC Co-Chair of the ACM/SPEC ICPE 2015 and as Co-Chair of the Workshop on Big Data Benchmarking 2014.
International organization for standardization Chirag Tewari
1) The International Organization for Standardization (ISO) is an independent, non-governmental international organization with 164 national standards body members that develops voluntary consensus-based international standards.
2) ISO was founded in 1947 and is headquartered in Geneva, Switzerland. It began in 1926 as the International Federation of the National Standardizing Associations.
3) ISO standards cover a wide range of industries and technologies and aim to harmonize technical specifications of products and services globally.
ISO 9000 and ISO 14000 standards are developed by the International Organization for Standardization to define quality management and environmental management systems. ISO 9000 provides guidance for ensuring products and services meet customer requirements through consistent quality improvement. ISO 14000 helps organizations work within a healthy environment and meet climate change challenges through standards for environmental management systems, auditing, labeling, and performance evaluation. While both standards can be adopted, ISO 9000 focuses on customer satisfaction through quality systems, while ISO 14000 serves as a tool for defining and implementing environmental business activities.
International organization for standardizationFaizan Shabbir
The ISO 9000 standards were created by the International Organization for Standardization to provide internationally accepted quality management standards. They originated from British standards developed during World War II to control quality in munitions factories. ISO 9001 was first published in 1987 and updated in 2000 and 2008. It provides guidelines for companies to document quality processes and meet customer expectations. Many large companies have become ISO 9001 certified to facilitate international trade and meet customer and government requirements.
ISO is the International Organization for Standardization that develops and publishes international standards. It is a network of national standards institutes from 163 countries. ISO has developed over 18,500 international standards covering many subjects. The development of ISO standards occurs through a six stage process involving technical committees and member body voting. Hospitals may pursue ISO 9001 certification for their quality management systems to improve processes, ensure quality care, and meet customer expectations. This can help hospitals provide affordable, timely care with clear communication and support services. NABH and NABL accreditation in India also assist hospitals in meeting quality standards.
The document discusses the concepts of ISO and quality control. It provides an introduction to ISO, which was formulated by the International Standards Organization in 1946. The current version is the ISO 9000 series, which includes ISO 9000, 9001, and 9004. ISO 9000 series standards call for integrating all quality-related activities and ensuring products meet customer requirements. While not required, ISO 9000 certification provides benefits like increased customer confidence and reduced buyer inspection needs. It also discusses total quality management principles related to ISO 9000 and their links.
The document provides an overview of benchmarking and the benchmarking process. It defines benchmarking as measuring an organization's products, services, and practices against industry leaders to find best practices. The benchmarking process involves 4 phases - plan, data collection, implementation, and tracking. The plan phase includes selecting processes to benchmark, identifying metrics, and selecting benchmarking partners. The data collection phase involves gathering internal data and from partners. The implementation phase is developing an action plan to close performance gaps. The tracking phase is monitoring implementation effectiveness and continually looking for improvements. The goal of benchmarking is ongoing process improvement by finding and adopting superior practices of top performers.
The ISO 9000 series is a set of standards developed by the International Organization for Standardization (ISO) that define and establish requirements for an effective quality assurance system for manufacturing and service industries. The standards aim to facilitate international trade, obtain competitiveness through cost-effective quality practices, and promote total quality control systems. Key benefits include increased customer satisfaction through a well-defined organizational structure and responsibilities to minimize waste, as well as the establishment of proper communication channels.
The document discusses benchmarking, which involves measuring performance against other top organizations to establish leadership. It outlines the objectives of benchmarking as understanding how it contributes to leadership, key concepts, and how to implement a strategy. Benchmarking focuses on identifying world-class practices and integrating that knowledge. The key is to systematically learn from the best companies and continuously improve.
These standards are guidelines on how to document the processes in specific industries. The goal is consistency and a set of complete, easy to follow instructions. ISO 9000 is a set of five guideline standards that define the requirements for an effective quality management system.
Este documento define el benchmarking como una forma de determinar el desempeño de una empresa en comparación con otras. Explica que existen tres tipos principales de benchmarking: competitivo, funcional e interno. Además, detalla las cinco etapas clave para realizar un benchmarking exitoso y concluye resaltando la importancia de esta herramienta para mejorar el desempeño de un negocio y ser más competitivo en el mercado global.
The document discusses ISO 9000 standards. It notes that ISO is the International Organization for Standardization, which has over 11,000 standards across 97 categories. ISO 9000 provides a framework for quality management and can benefit many industries. The key aspects of ISO 9000 include establishing quality management systems, documenting procedures, conducting internal and external audits, and continually improving processes to increase customer satisfaction.
Benchmarking is measuring one's performance against others to identify areas for improvement. There are different types including process, strategic, internal, and competitive benchmarking. The document discusses benchmarking concepts, types, and provides an example benchmarking process. It concludes that while benchmarking requires caution, it can help organizations learn from others and identify ways to enhance performance.
ISO 9000 Quality Management System - A Presentation by Akshay AnandAkshay Anand
The document summarizes key aspects of the ISO9000 quality management standard. It describes the purpose and requirements of ISO9000, including establishing quality management systems to meet customer and regulatory needs. It provides an overview of the history and growth of ISO9000 certification globally. It also outlines the structure, requirements and certification process for ISO9000.
The document discusses benchmarking, which is defined as measuring an organization's internal processes and identifying best practices from other top performing organizations. It describes benchmarking as a way to continuously improve performance and gain a competitive advantage. The presentation outlines the different types and levels of benchmarking, as well as the benchmarking process which typically involves planning, analysis, integration, action and maturity phases. It emphasizes that benchmarking requires management support and is an ongoing effort that can help organizations learn from others and enhance their own performance.
Implementing an ISO 9001:2008 quality management system provides several benefits to companies. Over 350,000 companies worldwide have become registered and report improved consistency, higher customer satisfaction, improved productivity and cost reductions. Studies show 85% of registered firms see external benefits like greater customer demand and higher perceived quality, while 95% see internal benefits such as increased efficiency and employee awareness. Achieving ISO 9001 registration is a multi-phase process involving training, documentation, auditing, and management reviews.
http://qualitymanagementsystem.com/what-is-iso/a-simple-guide-to-understanding-iso-standards/
ISO standards are really a Quality Management System with very specific rules on documentation and record-keeping. ISO is not a replacement for Total Quality Management. In fact, they can co-exist quite peacefully, since ISO is focused on consistency and record-keeping, while TQM is focused on employee involvement and product improvement. Both claim to be customer satisfaction and continuous-improvement oriented, but Total Quality Management is really the better forum for this. In fact, it is the goal of the TQM process.
ISO requires that the same things be done the same way all the time, and it is hard to squeeze customer satisfaction out of that process.
The document discusses upcoming changes to the ISO 9001 standard for quality management systems. ISO 9001 is being revised in 2015 to include a new common structure across management system standards. Major changes include new requirements for determining organizational context, stakeholder needs and expectations, adopting a process approach, and using a risk-based approach rather than preventative action. The draft version will be released in April 2014 with the official revised standard expected in September 2015. Organizations should educate themselves on the changes, identify gaps in their current system, and plan implementation of new requirements.
ISO 9000 is a family of standards related to quality management systems and procedures. It helps organizations ensure they meet customer and stakeholder needs while complying with legal requirements. The standards are based on eight quality management principles including customer focus, leadership, and continual improvement. ISO 9000 deals with quality management fundamentals, while ISO 9001 provides requirements for quality assurance in design and manufacturing. Implementing an ISO-certified quality management system helps organizations improve quality, meet regulations, and increase market credibility.
ISO 9001-2015 Revision Training PresentationDQS Inc.
ISO 9001 is a great tool that is used for managing an organization and implementing continuous improvement. More than one million organizations worldwide are certified to ISO 9001 in order to help ensure that good quality products and services are provided to customers.
Get an in-depth overview of the upcoming changes to ISO 9001:2015, including:
- Revision timing and roll out
- Details on structure change
- In-depth review of changes including risk assessment
- Transitioning from ISO 9001:2008 to ISO 9001:2015 timing and requirements
- and more.
This document provides an overview of benchmarking. It defines benchmarking as comparing business processes and performance metrics to industry best practices to identify areas for improvement. The key points covered include:
- Benchmarking has advantages like process and product improvement, time/cost reduction, and informing competitive strategy. Potential disadvantages include practices not suiting an organization and reluctance to share information.
- There are four main types of benchmarking based on what is compared: product, performance, process, and strategic. Types also include internal/external and comparisons to generic, international, best-in-class, and best-of-the-best organizations.
- The benchmarking process involves planning, analysis, integration, action, and
ISO 9000 and ISO 14000 standards are developed by the International Organization for Standardization to define quality management and environmental management systems. ISO 9000 provides guidance for ensuring products and services meet customer requirements through consistent quality improvement. ISO 14000 helps organizations work within a healthy environment and meet climate change challenges through standards for environmental management systems, auditing, labeling, and performance evaluation. While both standards can be adopted, ISO 9000 focuses on customer satisfaction through quality systems, while ISO 14000 serves as a tool for defining and implementing environmental business activities.
International organization for standardizationFaizan Shabbir
The ISO 9000 standards were created by the International Organization for Standardization to provide internationally accepted quality management standards. They originated from British standards developed during World War II to control quality in munitions factories. ISO 9001 was first published in 1987 and updated in 2000 and 2008. It provides guidelines for companies to document quality processes and meet customer expectations. Many large companies have become ISO 9001 certified to facilitate international trade and meet customer and government requirements.
ISO is the International Organization for Standardization that develops and publishes international standards. It is a network of national standards institutes from 163 countries. ISO has developed over 18,500 international standards covering many subjects. The development of ISO standards occurs through a six stage process involving technical committees and member body voting. Hospitals may pursue ISO 9001 certification for their quality management systems to improve processes, ensure quality care, and meet customer expectations. This can help hospitals provide affordable, timely care with clear communication and support services. NABH and NABL accreditation in India also assist hospitals in meeting quality standards.
The document discusses the concepts of ISO and quality control. It provides an introduction to ISO, which was formulated by the International Standards Organization in 1946. The current version is the ISO 9000 series, which includes ISO 9000, 9001, and 9004. ISO 9000 series standards call for integrating all quality-related activities and ensuring products meet customer requirements. While not required, ISO 9000 certification provides benefits like increased customer confidence and reduced buyer inspection needs. It also discusses total quality management principles related to ISO 9000 and their links.
The document provides an overview of benchmarking and the benchmarking process. It defines benchmarking as measuring an organization's products, services, and practices against industry leaders to find best practices. The benchmarking process involves 4 phases - plan, data collection, implementation, and tracking. The plan phase includes selecting processes to benchmark, identifying metrics, and selecting benchmarking partners. The data collection phase involves gathering internal data and from partners. The implementation phase is developing an action plan to close performance gaps. The tracking phase is monitoring implementation effectiveness and continually looking for improvements. The goal of benchmarking is ongoing process improvement by finding and adopting superior practices of top performers.
The ISO 9000 series is a set of standards developed by the International Organization for Standardization (ISO) that define and establish requirements for an effective quality assurance system for manufacturing and service industries. The standards aim to facilitate international trade, obtain competitiveness through cost-effective quality practices, and promote total quality control systems. Key benefits include increased customer satisfaction through a well-defined organizational structure and responsibilities to minimize waste, as well as the establishment of proper communication channels.
The document discusses benchmarking, which involves measuring performance against other top organizations to establish leadership. It outlines the objectives of benchmarking as understanding how it contributes to leadership, key concepts, and how to implement a strategy. Benchmarking focuses on identifying world-class practices and integrating that knowledge. The key is to systematically learn from the best companies and continuously improve.
These standards are guidelines on how to document the processes in specific industries. The goal is consistency and a set of complete, easy to follow instructions. ISO 9000 is a set of five guideline standards that define the requirements for an effective quality management system.
Este documento define el benchmarking como una forma de determinar el desempeño de una empresa en comparación con otras. Explica que existen tres tipos principales de benchmarking: competitivo, funcional e interno. Además, detalla las cinco etapas clave para realizar un benchmarking exitoso y concluye resaltando la importancia de esta herramienta para mejorar el desempeño de un negocio y ser más competitivo en el mercado global.
The document discusses ISO 9000 standards. It notes that ISO is the International Organization for Standardization, which has over 11,000 standards across 97 categories. ISO 9000 provides a framework for quality management and can benefit many industries. The key aspects of ISO 9000 include establishing quality management systems, documenting procedures, conducting internal and external audits, and continually improving processes to increase customer satisfaction.
Benchmarking is measuring one's performance against others to identify areas for improvement. There are different types including process, strategic, internal, and competitive benchmarking. The document discusses benchmarking concepts, types, and provides an example benchmarking process. It concludes that while benchmarking requires caution, it can help organizations learn from others and identify ways to enhance performance.
ISO 9000 Quality Management System - A Presentation by Akshay AnandAkshay Anand
The document summarizes key aspects of the ISO9000 quality management standard. It describes the purpose and requirements of ISO9000, including establishing quality management systems to meet customer and regulatory needs. It provides an overview of the history and growth of ISO9000 certification globally. It also outlines the structure, requirements and certification process for ISO9000.
The document discusses benchmarking, which is defined as measuring an organization's internal processes and identifying best practices from other top performing organizations. It describes benchmarking as a way to continuously improve performance and gain a competitive advantage. The presentation outlines the different types and levels of benchmarking, as well as the benchmarking process which typically involves planning, analysis, integration, action and maturity phases. It emphasizes that benchmarking requires management support and is an ongoing effort that can help organizations learn from others and enhance their own performance.
Implementing an ISO 9001:2008 quality management system provides several benefits to companies. Over 350,000 companies worldwide have become registered and report improved consistency, higher customer satisfaction, improved productivity and cost reductions. Studies show 85% of registered firms see external benefits like greater customer demand and higher perceived quality, while 95% see internal benefits such as increased efficiency and employee awareness. Achieving ISO 9001 registration is a multi-phase process involving training, documentation, auditing, and management reviews.
http://qualitymanagementsystem.com/what-is-iso/a-simple-guide-to-understanding-iso-standards/
ISO standards are really a Quality Management System with very specific rules on documentation and record-keeping. ISO is not a replacement for Total Quality Management. In fact, they can co-exist quite peacefully, since ISO is focused on consistency and record-keeping, while TQM is focused on employee involvement and product improvement. Both claim to be customer satisfaction and continuous-improvement oriented, but Total Quality Management is really the better forum for this. In fact, it is the goal of the TQM process.
ISO requires that the same things be done the same way all the time, and it is hard to squeeze customer satisfaction out of that process.
The document discusses upcoming changes to the ISO 9001 standard for quality management systems. ISO 9001 is being revised in 2015 to include a new common structure across management system standards. Major changes include new requirements for determining organizational context, stakeholder needs and expectations, adopting a process approach, and using a risk-based approach rather than preventative action. The draft version will be released in April 2014 with the official revised standard expected in September 2015. Organizations should educate themselves on the changes, identify gaps in their current system, and plan implementation of new requirements.
ISO 9000 is a family of standards related to quality management systems and procedures. It helps organizations ensure they meet customer and stakeholder needs while complying with legal requirements. The standards are based on eight quality management principles including customer focus, leadership, and continual improvement. ISO 9000 deals with quality management fundamentals, while ISO 9001 provides requirements for quality assurance in design and manufacturing. Implementing an ISO-certified quality management system helps organizations improve quality, meet regulations, and increase market credibility.
ISO 9001-2015 Revision Training PresentationDQS Inc.
ISO 9001 is a great tool that is used for managing an organization and implementing continuous improvement. More than one million organizations worldwide are certified to ISO 9001 in order to help ensure that good quality products and services are provided to customers.
Get an in-depth overview of the upcoming changes to ISO 9001:2015, including:
- Revision timing and roll out
- Details on structure change
- In-depth review of changes including risk assessment
- Transitioning from ISO 9001:2008 to ISO 9001:2015 timing and requirements
- and more.
This document provides an overview of benchmarking. It defines benchmarking as comparing business processes and performance metrics to industry best practices to identify areas for improvement. The key points covered include:
- Benchmarking has advantages like process and product improvement, time/cost reduction, and informing competitive strategy. Potential disadvantages include practices not suiting an organization and reluctance to share information.
- There are four main types of benchmarking based on what is compared: product, performance, process, and strategic. Types also include internal/external and comparisons to generic, international, best-in-class, and best-of-the-best organizations.
- The benchmarking process involves planning, analysis, integration, action, and
Idea of the Year Competition 2012 - Idea of the Year Winner & Financial Categ...Dubai Quality Group
'Idea of the Year Competition 2012 - Idea of the Year Winner & Financial Category Winner- Mohammed bin Rashid Housing Establishment' at the Ideas.Arabia 7th International Conference 2012
'Suggestion Schemes can Improve quality and service to external and internal ...Dubai Quality Group
Presentation on 'Suggestion Schemes can Improve quality and service to external and internal customers' by Maj. Abdulla Hassan Matar Al Khayat presented at the Ideas.Arabia 7th International Conference 2012
Presentation on "Benchmarking - the UAE Style" by Zillay Ahmed during the 6th International Benchmarking Conference organized by Dubai Quality Group from 6-7 March 2012 at Al Bustan Rotana Dubai
Presentation on "Customer Service Excellence" by Terry Pilcher during the 6th International Benchmarking Conference organized by Dubai Quality Group from 6-7 March 2012 at Al Bustan Rotana Dubai
"Global Benchmarking .. A graphical pesrpective" by Sunil BahriDubai Quality Group
The document summarizes a presentation on global benchmarking. It discusses benchmarking definitions and methodology. It then provides graphical views of how various countries benchmark on global issues like competitiveness, ease of doing business, CO2 emissions, credit ratings, internet users, regulatory quality, rule of law, voice and accountability, and control of corruption. Charts show country rankings and scores. Global fraud prevention is also addressed, with information on affected sectors and prevention methods. The presentation aims to provide a graphical perspective on global benchmarking issues.
Presentaion on Megatrends for the Future by Oilver Riebartsch during the 6th International Benchmarking Conference organized by Dubai Quality Group from 6-7 March 2012 at Al Bustan Rotana Dubai
Presentation on "Asia Benchmark" by Khashayar Ataie during the 6th International Benchmarking Conference organized by Dubai Quality Group from 6-7 March 2012 at Al Bustan Rotana Dubai
Presentation on "Views on 2030" by Dr. Robin Mann during the 6th International Benchmarking Conference organized by Dubai Quality Group from 6-7 March 2012 at Al Bustan Rotana Dubai
Presentation on "Views on 2030" by Dr. Holger Kohl during the 6th International Benchmarking Conference organized by Dubai Quality Group from 6-7 March 2012 at Al Bustan Rotana Dubai
"Overview on the Future of Benchmarking 2030 Project" by Bruce SearlesDubai Quality Group
Presentation on "Overview on the Future of Benchmarking 2030 Project" by Bruce Searles during the 6th International Benchmarking Conference organized by Dubai Quality Group from 6-7 March 2012 at Al Bustan Rotana Dubai
"Findings on the future by GBN research" by Bruce SearlesDubai Quality Group
Presentation on "Findings on the future by GBN research" by Bruce Searles during the 6th International Benchmarking Conference organized by Dubai Quality Group from 6-7 March 2012 at Al Bustan Rotana Dubai
This presentation was provided by Racquel Jemison, Ph.D., Christina MacLaughlin, Ph.D., and Paulomi Majumder. Ph.D., all of the American Chemical Society, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
Gender and Mental Health - Counselling and Family Therapy Applications and In...PsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
How Barcodes Can Be Leveraged Within Odoo 17Celine George
In this presentation, we will explore how barcodes can be leveraged within Odoo 17 to streamline our manufacturing processes. We will cover the configuration steps, how to utilize barcodes in different manufacturing scenarios, and the overall benefits of implementing this technology.
Elevate Your Nonprofit's Online Presence_ A Guide to Effective SEO Strategies...TechSoup
Whether you're new to SEO or looking to refine your existing strategies, this webinar will provide you with actionable insights and practical tips to elevate your nonprofit's online presence.
THE SACRIFICE HOW PRO-PALESTINE PROTESTS STUDENTS ARE SACRIFICING TO CHANGE T...indexPub
The recent surge in pro-Palestine student activism has prompted significant responses from universities, ranging from negotiations and divestment commitments to increased transparency about investments in companies supporting the war on Gaza. This activism has led to the cessation of student encampments but also highlighted the substantial sacrifices made by students, including academic disruptions and personal risks. The primary drivers of these protests are poor university administration, lack of transparency, and inadequate communication between officials and students. This study examines the profound emotional, psychological, and professional impacts on students engaged in pro-Palestine protests, focusing on Generation Z's (Gen-Z) activism dynamics. This paper explores the significant sacrifices made by these students and even the professors supporting the pro-Palestine movement, with a focus on recent global movements. Through an in-depth analysis of printed and electronic media, the study examines the impacts of these sacrifices on the academic and personal lives of those involved. The paper highlights examples from various universities, demonstrating student activism's long-term and short-term effects, including disciplinary actions, social backlash, and career implications. The researchers also explore the broader implications of student sacrifices. The findings reveal that these sacrifices are driven by a profound commitment to justice and human rights, and are influenced by the increasing availability of information, peer interactions, and personal convictions. The study also discusses the broader implications of this activism, comparing it to historical precedents and assessing its potential to influence policy and public opinion. The emotional and psychological toll on student activists is significant, but their sense of purpose and community support mitigates some of these challenges. However, the researchers call for acknowledging the broader Impact of these sacrifices on the future global movement of FreePalestine.
Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.pptHenry Hollis
The History of NZ 1870-1900.
Making of a Nation.
From the NZ Wars to Liberals,
Richard Seddon, George Grey,
Social Laboratory, New Zealand,
Confiscations, Kotahitanga, Kingitanga, Parliament, Suffrage, Repudiation, Economic Change, Agriculture, Gold Mining, Timber, Flax, Sheep, Dairying,
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
"Trends and Strategies for Benchmarking and Best Practice Sharing" by Dr. Holger Kohl
1. 6th International Benchmarking Conference
Trends and Strategies for Benchmarking
and Best Practice Sharing
Dubai, 06th March 2012
Dr.-Ing. Holger Kohl
Deputy Director Corporate Management
Head of Department Business Excellence Methods
Fraunhofer IPK
Berlin - Germany
Fraunhofer IPK, Berlin
2. Agenda
1 The Fraunhofer Gesellschaft
2 Benchmarking Introduction
3 Framework Benchmarking
4 Diagnostic Benchmarking for SMEs
5 Benchmarking of Intellectual Capital
Fraunhofer IPK, Berlin
3. The Fraunhofer-Gesellschaft
The Fraunhofer-Gesellschaft undertakes applied
research of direct utility to private and public
enterprise and of wide benefit to society.
Our Customers:
Industry
Service sector
Public administration
Fraunhofer IPK, Berlin
4. The Fraunhofer-Gesellschaft
in Germany Itzehoe Rostock
Lübeck
Bremerhaven
Bremen
Hannover Berlin
Potsdam
60 Institutes Braunschweig
Magdeburg
Teltow
Cottbus
Oberhausen Halle
Dortmund Schkopau Leipzig
Duisburg
Schmallenberg Dresden
St. Augustin Jena
Aachen
Euskirchen Chemnitz
Wachtberg Ilmenau
Darmstadt
Würzburg
Erlangen
St. Ingbert
Kaiserslautern Fürth Nürnberg
Saarbrücken Karlsruhe
Pfinztal
Ettlingen
Stuttgart
Freising
Freiburg München
Holzen Holzkirchen
Efringen-
Kirchen
Fraunhofer IPK, Berlin
6. The Profile of the Fraunhofer-Gesellschaft
60 Institutes 7 Groups:
18.500 Employees • Information and Communication Technology
ca. 1,9 billion Euro • Life Sciences
Budget • Microelectronics
• Light & Surfaces
• Production
• Materials and Components - MATERIALS
• Defense and Security
Fraunhofer IPK, Berlin
7. Itzehoe Rostock
Lübeck
Fraunhofer IPK in Berlin
Bremerhaven
Oldenburg Bremen
Hannover Berlin
Potsdam
Teltow
Braunschweig
Magdeburg
Cottbus
Oberhausen Paderborn Halle
Dortmund Schkopau Leipzig
Duisburg Kassel
Schmallenberg Dresden
St. Augustin Erfurt Jena Freiberg
Aachen Euskirchen Gießen Chemnitz
Wachtberg Ilmenau
Corporate Management Darmstadt
Würzburg Bayreuth
Erlangen
Management of Intellectual Capital St. Ingbert
Bronnbach
Kaiserslautern Fürth Nürnberg
Management of Innovation Systems Saarbrücken Karlsruhe
Pfinztal
Benchmarking Ettlingen
Stuttgart Straubing
Balanced Scorecard Freiburg Augsburg
Freising
Garching
Corporate Planning and Logistics Holzen
Oberpfaffenhofen
München
Prien
Knowledge Management Efringen-
Kirchen
Holzkirchen
Process Management
Sustainability Management
Fraunhofer IPK, Berlin
9. Fraunhofer USA Centers
Headquarters: Plymouth, Michigan
Sustainable Energy Systems (CSE) Boston,
MA
Manufacturing Innovation (CMI) East Lansing, MI
Plymouth, MI
Newark, DE
Coatings and Laser Applications (CCL)
Laser Technology (CLT) College Park,
MD
Molecular Biotechnology (CMB)
Experimental Software Engineering (CESE)
Digital Media Technologies
Fraunhofer IPK, Berlin
10. Fraunhofer USA partners with
leading Academic Institutions
Center for Coatings and Laser Applications Michigan State University,
East Lansing, MI
Center for Experimental Software Engineering University of Maryland,
College Park, MD
Center for Laser Technology University of Michigan,
Ann Arbor, MI
Center for Manufacturing Innovation Boston University,
Boston, MA
Center for Molecular Biotechnology University of Delaware,
Newark, DE
Center for Sustainable Energy Systems Massachusetts Institute of
Technology (MIT), Cambridge, MA
Fraunhofer IPK, Berlin
11. Representative Office Middle East
Since April 2007 in Dubai
Tasks:
Building up business relations and
cooperations in the Middle East
Strategic priority regions:
The United Arab Emirates and Egypt
Fields of technology:
Energy, construction and logistics
Fraunhofer IPK, Berlin
12. Selected References in MENA Countries
Country Project Name Customer
Development of the Dubai medium–term economic plan for Department of
Economic
the period 2011-2015 Development Dubai
(DED)
Strategic Planning for the Dubai Institute of Technology Dubai Institute of
Technology (DIT) /
(DIT) and Development of its Business Plan Dubai TechnoPark
(TP)
Implementation Plans and Concepts for the Dubai Institute Dubai Institute of
Technology (DIT) /
of Technology (DIT) Dubai TechnoPark
(TP)
Masdar is partnering with Fraunhofer, to build a facade test MASDAR City, Abu
Dhabi
centre within Masdar City, the low-carbon, low-energy city
based in Abu Dhabi
Evaluation and International Benchmarking of the Arabic Ministry of Higher
Education and
Republic of Egypt’s Innovation System Scientific Research
(MHESR)
Development of the long-term Innovation Plan for the Arabic Ministry of Higher
Education and
Republic of Egypt Scientific Research
(MHESR)
Fraunhofer IPK, Berlin
13. Dubai Institute of Technology (DIT)
Planning and Implementation of self-
financing research eco-system in Dubai
(> 100 Research Institutes)
In the first phase of establishment
(2009-2015) , DIT will cover an area of
ca. 1 sqkm²
For the second phase (2015+) an
overall area of > 5 sqkm² is planned
Overall Investment > 2 billion €
Return on Investments < 10 years
Fraunhofer IPK, Berlin
15. Development of the Dubai Institute of
Technology (DIT)
DIT was founded in 2008 to support Dubai in becoming a leading place in the world
for R&D activities. Fraunhofer IPK supported DIT in creating an Ecosystem that
supports Science, Technology & Innovation to lead the region towards a value-based
sustainable knowledge economy.
Res earch Area M ajor Top ics
W ater Desalination .
W W ater W ater T reatm ent
Integrated W ater M anagem ent
Research Institutes
M edic al Technol ogi es
Universities
H H ealth B iotechnology
Health Management
Renewable S ourc es of Energy
E E nergy S ustainable Fossil Fuels
E nergy Efficiency M anagem ent
P roduction T echnol ogy
E E ngineering S ustainable Manufacturing
E ngineeri ng Managem ent
Intell igent T ransport S ystem s
L Logistics/Mobility G lobal Logistics
Logistic Managem ent
Fraunhofer IPK, Berlin
16. Agenda
1 The Fraunhofer Gesellschaft
2 Benchmarking Introduction
3 Framework Benchmarking
4 Diagnostic Benchmarking for SMEs
5 Benchmarking of Intellectual Capital
Fraunhofer IPK, Berlin
17. Common Definition of Benchmarking
Benchmarking is a systematic and – frequently – continuous process
for measuring own performance against Best Practice
in order to identify improvement potential.
Potential for
=
improvement
Benchmark
Performance
Participant 1 P2 P3 P4
“Best Practice”
Fraunhofer IPK, Berlin
18. Management Trends and Practices 2009
Source: Bain & Company: Management Tools and Trends 2009
Fraunhofer IPK, Berlin
19. Historic milestones in Benchmarking
Early application First usage in Current BM
of the main idea other spheres Development
early 20th century 1950 - 1970 1979 - 1999
Xerox
Henry Ford Ohno Toyota
(BM as a mgmt
(assembly line) (JIT)
concept)
Fraunhofer IPK, Berlin
20. Historic milestones in Benchmarking
Early application First usage in Current BM
of the main idea other spheres Development
early 20th century 1950 - 1970 1979 - 1999
Xerox
Henry Ford Ohno Toyota
(BM as a mgmt
(assembly line) (JIT)
concept)
Fraunhofer IPK, Berlin
21. Agenda
1 The Fraunhofer Gesellschaft
2 Benchmarking Introduction
3 Framework Benchmarking
4 Diagnostic Benchmarking for SMEs
5 Benchmarking of Intellectual Capital
Fraunhofer IPK, Berlin
22. Prices of selected Working Material and
Land within the GCC (2010 average prices)
Fraunhofer IPK, Berlin
23. Prices of selected Working Material within
the GCC (2010 average prices)
Fraunhofer IPK, Berlin
28. Agenda
1 The Fraunhofer Gesellschaft
2 Benchmarking Introduction
3 Framework Benchmarking
4 Diagnostic Benchmarking for SMEs
5 Benchmarking of Intellectual Capital
Fraunhofer IPK, Berlin
29. Productivity Crisis at SMEs
Main Productivity-Problems in Germany
74% management failure
- 45% deficient planning and control
- 17% deficient surveillance and leadership
- 12% deficient communication
as well as
- deficient qualification
- IT problems
- deficient working moral
The Added Value at German SMEs could annually
be improved by € 200 billion
Source: Czipin & Proudfoot Consulting GmbH
Fraunhofer IPK, Berlin
30. The BenchmarkIndex
Benchmarking for SMEs
Criteria for using the
Analysis of the overall enterprise
BenchmarkIndex
max. 100 Mio. €
annual turnover
max. 500 employees Finance- Customer- Process- Innovation-
perspective perspective perspective perspective
all branches are
possible
Benchmarking-Criteria:
Validation of Data
annual turnover
number of employees
worldwide largest SME-Benchmarking-Database
location (> 100.000 SMEs)
standard industrial
classification code
(SIC-Code) Report and Plan for To do´s
Fraunhofer IPK, Berlin
31. The balanced scorecard used in the
BenchmarkIndex
Financials
Business….
Current performance ?
Customers Vision & goals ? Processes
Strategy ?
Plans ?
Learning &
Growth
Fraunhofer IPK, Berlin
32. Is the company innovative ?
Financials
Customers
Innovation
Processes
Fraunhofer IPK, Berlin
33. BenchmarkIndex
Distribution Worldwide 2011
Germany
UK Netherlands Czech
Lithuania Republic
Ireland
Poland
USA Slovak Republic
South-Korea
> 80.000 Austria
Financial Data
China - Beijing
> 25.000 Portugal
Benchmarking-Data
Spain Malaysia
Italy Singapore
BiH
South-Africa
Greece
Australia
Fraunhofer IPK, Berlin
34. Agenda
1 The Fraunhofer Gesellschaft
2 Benchmarking Introduction
3 Framework Benchmarking
4 Diagnostic Benchmarking for SMEs
5 Benchmarking of Intellectual Capital
Fraunhofer IPK, Berlin
35. Why Measuring Intellectual Capital (IC)?
Would you have invested?
The organizational value
consists of tangible and
intangible assets, which are
mostly undocumented in
traditional accounting
systems
Investors (Rating according
to Basel II) demand plausible
evidence of corporate values.
Companies in knowledge-
intensive fields have
difficulties in proving their
value to investors.
Legal regulations commit
organisations to legitimate
their intangible assets. Microsoft Corporation 1978
(Austrian UOG, IAS 38, DRS
12 and 5)
Fraunhofer IPK, Berlin
36. What is an Intellectual Capital Statement?
Definition Intellectual Capital Statement (ICS):
An Intellectual Capital Statement is an instrument for
the focused description and development of the
D Intellectual Capital in an organisation.
It shows the interdependencies between the
organisational aims, the business processes, the
Intellectual Capital (IC) and the business success and
describes these elements by means of indicators.
Intellectual capital (IC) is defined as “existing
knowledge of an organisation that contributes to future
success” and is subdivided into three categories:
Human Capital (HC), e.g. qualification, leadership, motivation
Structural Capital (SC), e.g. innovation, knowledge transfer
Relational Capital (RC), e.g. relations to customers, partners
Fraunhofer IPK, Berlin
37. The InCaS Framework: ICS Structural Model
Business environment
(Possibilities & risks)
Organization
Intellectual capital
Initial Human Structural Relational Other External
situation capital capital capital resources impact
Business-
Measures Business
Vision Strategy Business processes success
knowledge
Knowledge processes
Fraunhofer IPK, Berlin
38. Standard IC Factors
Human Capital
Professional Competence
Social Competence
Employee Motivation
Leadership Ability
Structural Capital
Internal Co-operation and Knowledge Transfer
Management Instruments
IT and Explicit Knowledge
Product Innovation
Process Optimisation and Innovation
Corporate Culture
Relational Capital
Customer Relationships
Supplier Relationships
Public Relationships
Investor Relationships
Patente
Relationships to Co-operation Partners
Fraunhofer IPK, Berlin
39. Main Results of the German ICS Pilot Project
www.akwissensbilanz.org Efficient method to start IC Management in
SMEs.
Intellectual Capital Statements (ICS) were
implemented in 50 SMEs from different
regions and sectors.
Guideline for ICS implementation in
German and English language published,
more than 100.000 copies distributed.
Software “Wissensbilanz-Toolbox”
available since July 2006, more than 50.000
copies distributed.
Financial Times and Commerzbank
Award 2005 for one of the first 14 Pilot-
SME
30 Roadshows for entrepreneurs with more
than 1.000 participants.
More than 500 users and trainers trained
Fraunhofer IPK, Berlin
40. Fields of Use and Benefits of ICS
Diagnosis:
ICS as an instrument for analysing strengths
and weaknesses of strategic IC factors.
Decision Support :
ICS as an instrument for prioritising fields of
improvement with highest impact.
Optimisation & Innovation:
ICS as an instrument for implementing
actions for organisational development.
Internal Communication:
ICS as an instrument for enhancing
transparency and employees’ involvement.
Monitoring & Risk Management:
ICS as an instrument for controlling strategic
risks and measuring success of actions.
Reporting:
ICS as an instrument for communicating
corporate value to stakeholders.
Fraunhofer IPK, Berlin
41. Intellectual Capital Benchmarking
Finding Best in Class Performers
IC Management Portfolio (Sector Service, N=27)
Structural Capital
13%
develope stabilise Structural Capital
SC-1 Internal co-operation and knowledge
transfer
SC-2 Management instruments
SC-4B SC-3 Information technology and explicit
(Best in Class) knowledge
SC-4 Product innovation
SC-4A SC-5 Process optimisation and innovation
Relative Influence
SC-6 Corporate culture
SC-1A
SC-1SC-2 SC-4
7% SC-4
SC-4 Ø Sector Services
SC-6
SC-5
SC-4A
SC-4A Company A
SC-3
SC-6A SC-4B Company B (Best in
SC-4B (Best in Class)
Class)
SC-3A
SC-5A
analyse no need for action
0%
18% 56% 93%
Average Assessment
Fraunhofer IPK, Berlin
42. Impact of ICS on Financial Analysts’
Assessment of Future Earnings Potential
Case A Case B
100%
Negative Negative Neutral Neutral
90%
80%
70%
60%
50%
40%
30% Neutral
20%
10%
Positive Neutral Positive Positive
0%
Without intellectual capital With intellectual capital Without intellectual capital With intellectual capital
report report report report
Fraunhofer IPK, Berlin
43. Summary of Results in
IC Benchmarking Report
Structural Capital - View
Your assessment compared to your peer group based on standard IC Factors (N=42)
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
70,00
Internal co-operation and
Internal co-operation
knowledge transfer
and knowdege transfer
(SC-1)
Management Instruments
Management
instruments
(SC-2)
86,67
Information technology and
Information technology
innovation
and innovation
(SC-3)
23,33
Product innovation
Product innovation
(SC-4)
Process optimisation and 90,00
innovation
Process optimisation
and innovation
(SC-5)
82,50
Corporate culture
(SC-6)
Corporate culture
Chart SC-1 SC-2 SC-3 SC-4 SC-5 SC-6
Your Assessment 70,0 N.v. 86,6 23,3 90,0 82,5
Your Rank 10/37 N.v. 4/27 25/25 Fraunhofer IPK, Berlin
1/31 6/31
Upper result 86,67 90,00 91,67 92,50 90,00 95,00
Upper Quartile limit 70,00 70,75 84,17 76,67 73,33 70,00
44. Thanks for Attention
Dr.-Ing. Holger Kohl
Deputy Director Corporate Management
Head of Department Business Excellence
Benchmarking
Guideline for Best Practice
Methods
Comparisons Fraunhofer IPK
Eds.: Mertins, Kai; Kohl, Holger Pascalstraße 8-9
Mit Beiträgen namhafter
Experten! 10587 Berlin, Germany
Wissensbilanzen holger.kohl@ipk.fraunhofer.de
Intellektuelles Kapital erfolgreich
nutzen +49(0)30 / 390 06 168
und entwickeln
+49(0)30 / 393 25 03
Hrsg.: Mertins, Alwert, Heisig
Beiträge von über 20 namhaften http://www.benchmarking.fhg.de
Experten!
http://www.um.ipk.fhg.de
Fraunhofer IPK, Berlin