LEM Products implements efficient manufacturing and management practices to provide identification and safety products with flexibility and certainty to customers. These practices include just-in-time production, kanban systems, lean operations, and Six Sigma quality control methods. This allows LEM to meet customer demands with low minimum orders, quick response times, customization capabilities, and consistent high quality products, eliminating waste for both customers and LEM in the supply chain.
From Customer Orders Through Fulfillment: Challenges and Opportunities in Man...Capgemini
A recent survey of nearly 600 supply chain executives in Manufacturing, High-Tech and Retail reveals:
• How well companies are meeting the order fulfillment challenge
• Where they need to improve their game
• The differences among these sectors
The research further reveals that order fulfillment processes are, in fact, becoming more intricate and that inventory management and delivery performance is slipping. The consequences are steep. Customer satisfaction and retention are put at risk and businesses are forced to allocate additional spending on resources and labor to address the situation. This, coupled with the rising price of raw materials and mounting transportation costs, are seen as a growing threat to the bottom line of businesses everywhere.
Learn what you can do to get your supply chain ready for the future.
P&G was a large manufacturer supplying grocery retailers and wholesalers. It recognized the need to improve efficiency in the grocery supply chain by eliminating non value-added processes. P&G worked with retailers to implement a Continuous Replenishment Program using EDI to share daily sales and inventory data, allowing P&G to replenish warehouses and reduce costs for all parties through lower inventory levels and fewer stockouts. P&G later sold this system to IBM to standardize it across the industry and reduce its own operating costs.
This document provides an outline on supply chain management (SCM), customer relationship management (CRM), and enterprise resource planning (ERP). It defines key concepts such as the bullwhip effect in SCM and discusses how vendor managed inventory can help mitigate it. The importance of CRM for customer retention is explained. ERP is introduced as a system for integrating business transactions and providing access to information across an organization. An example illustration demonstrates how an ERP system can coordinate different business functions in real-time.
Supply Chain Inventory And Logistics PowerPoint Presentation Slides SlideTeam
Presenting this set of slides with name - Supply Chain Inventory And Logistics Powerpoint Presentation Slides. This presentation comprises a total of seventynine slides. Each slide focuses on one of the aspects of Supply Chain Inventory And Logistics Powerpoint Presentation Slides with content extensively researched by our business research team. Our team of PPT designers used the best of professional PowerPoint templates, images, icons and layouts. Also included are impressive, editable data visualization tools like charts, graphs and tables. When you download this presentation by clicking the Download button, you get the presentation in both standard and widescreen format. All slides are fully customizable. Change the colors, font, size, add and remove things as per your need and present before your audience.
Epicor for Fabricated Metals is a global enterprise resource planning software solution designed for organizations that manufacture and distribute fabricated metal products to a variety of industries including; industrial machinery, automotive, aerospace and defense, electronics and electrical, medical device, energy, and more. Epicor is uniquely positioned to manage the requirements of these industries supporting simple-to-complex build plans, make-to-order, make-to-stock, or mixed-mode environments with a single, comprehensive solution.
The chapter discusses integrating and managing supply chains. It covers:
1) Internal and external integration across functions, partners, and digitally. The goal is providing maximum customer value at low cost.
2) Efficient consumer response extends collaboration across the supply chain to meet consumer demand through category management, replenishment, and enabling technologies.
3) Collaborative planning, forecasting and replenishment extends collaboration to strategic and operational levels through joint business plans and exception resolution.
The document discusses lean supply chains and some of the key considerations for organizations. It defines lean as doing more with less and supply chain as connecting suppliers, manufacturers, delivery services and customers. Implementing lean principles within a supply chain allows organizations to more efficiently respond to customer needs. However, a lack of cooperation among participating companies can result in a supply chain that is not truly lean. The document outlines some important aspects of lean supply chains such as customer value, demand volatility management, system thinking, and using metrics from a systems perspective.
From Customer Orders Through Fulfillment: Challenges and Opportunities in Man...Capgemini
A recent survey of nearly 600 supply chain executives in Manufacturing, High-Tech and Retail reveals:
• How well companies are meeting the order fulfillment challenge
• Where they need to improve their game
• The differences among these sectors
The research further reveals that order fulfillment processes are, in fact, becoming more intricate and that inventory management and delivery performance is slipping. The consequences are steep. Customer satisfaction and retention are put at risk and businesses are forced to allocate additional spending on resources and labor to address the situation. This, coupled with the rising price of raw materials and mounting transportation costs, are seen as a growing threat to the bottom line of businesses everywhere.
Learn what you can do to get your supply chain ready for the future.
P&G was a large manufacturer supplying grocery retailers and wholesalers. It recognized the need to improve efficiency in the grocery supply chain by eliminating non value-added processes. P&G worked with retailers to implement a Continuous Replenishment Program using EDI to share daily sales and inventory data, allowing P&G to replenish warehouses and reduce costs for all parties through lower inventory levels and fewer stockouts. P&G later sold this system to IBM to standardize it across the industry and reduce its own operating costs.
This document provides an outline on supply chain management (SCM), customer relationship management (CRM), and enterprise resource planning (ERP). It defines key concepts such as the bullwhip effect in SCM and discusses how vendor managed inventory can help mitigate it. The importance of CRM for customer retention is explained. ERP is introduced as a system for integrating business transactions and providing access to information across an organization. An example illustration demonstrates how an ERP system can coordinate different business functions in real-time.
Supply Chain Inventory And Logistics PowerPoint Presentation Slides SlideTeam
Presenting this set of slides with name - Supply Chain Inventory And Logistics Powerpoint Presentation Slides. This presentation comprises a total of seventynine slides. Each slide focuses on one of the aspects of Supply Chain Inventory And Logistics Powerpoint Presentation Slides with content extensively researched by our business research team. Our team of PPT designers used the best of professional PowerPoint templates, images, icons and layouts. Also included are impressive, editable data visualization tools like charts, graphs and tables. When you download this presentation by clicking the Download button, you get the presentation in both standard and widescreen format. All slides are fully customizable. Change the colors, font, size, add and remove things as per your need and present before your audience.
Epicor for Fabricated Metals is a global enterprise resource planning software solution designed for organizations that manufacture and distribute fabricated metal products to a variety of industries including; industrial machinery, automotive, aerospace and defense, electronics and electrical, medical device, energy, and more. Epicor is uniquely positioned to manage the requirements of these industries supporting simple-to-complex build plans, make-to-order, make-to-stock, or mixed-mode environments with a single, comprehensive solution.
The chapter discusses integrating and managing supply chains. It covers:
1) Internal and external integration across functions, partners, and digitally. The goal is providing maximum customer value at low cost.
2) Efficient consumer response extends collaboration across the supply chain to meet consumer demand through category management, replenishment, and enabling technologies.
3) Collaborative planning, forecasting and replenishment extends collaboration to strategic and operational levels through joint business plans and exception resolution.
The document discusses lean supply chains and some of the key considerations for organizations. It defines lean as doing more with less and supply chain as connecting suppliers, manufacturers, delivery services and customers. Implementing lean principles within a supply chain allows organizations to more efficiently respond to customer needs. However, a lack of cooperation among participating companies can result in a supply chain that is not truly lean. The document outlines some important aspects of lean supply chains such as customer value, demand volatility management, system thinking, and using metrics from a systems perspective.
This document provides an overview of supply chain management (SCM). It defines SCM as coordinating and integrating all activities from sourcing to consumption to deliver enhanced customer value through synchronized management of physical goods and information flow. The importance of SCM is described as enabling companies to get products to customers faster than competitors to gain a competitive advantage. An example is given of how analyzing and improving processes throughout the supply chain can reduce order to delivery cycle times.
Creating competitive advantages through supply chain finalKurnia Rosyada
This document provides a case study on Samsung Electronics and how their supply chain management practices have helped create competitive advantages and resilience. It discusses trends in supply chain management like resilience, value chain networks, and demand-driven excellence. It also analyzes Samsung's practices like extended supplier partnerships, customer collaboration, and how these have contributed to strategic positioning, product innovation, and differentiation. The document concludes Samsung has implemented best practices that view supply chain management holistically and have created competitiveness and market resilience.
IJERD (www.ijerd.com) International Journal of Engineering Research and Devel...IJERD Editor
This document discusses the key steps for implementing a Vendor Managed Inventory (VMI) system between a manufacturer and customer. The four main steps are: 1) Set clear objectives for the VMI program focused on business and supply chain goals. 2) Select the supplier that is most experienced with VMI and can design an effective model. 3) Choose the correct VMI model to implement based on material and supply chain characteristics. Common models include third-party logistics and consignment. 4) Implement the program with a well-defined project plan, internal resource commitment, testing, and process to ensure correct operation. Effective VMI implementations require selecting the right supplier, model, and implementation approach tailored to each situation.
Customer value and supply chain managementLayman Gud
The document discusses key aspects of customer value and supply chain management. It defines customer value as how customers perceive a company's offerings and explains it can be measured based on factors like conformance to requirements, product selection, price, brand, value-added services, and relationships. The document also outlines how supply chain management aims to efficiently integrate suppliers, manufacturers, warehouses to minimize costs and satisfy customer needs. It emphasizes the importance of customer value in driving supply chain changes and determining the appropriate supply chain type for a company.
This document provides information on supply chain management through three key points:
1) It defines supply, supply chain, and supply chain management, explaining they involve the flow of products and services from suppliers to customers.
2) It illustrates the basic functions of a supply chain, including the primary flows of products, information, and cash between suppliers, producers, and customers.
3) It emphasizes supply chain management coordinates supply chain activities between organizations with the goal of creating value and synchronizing supply and demand globally.
The document provides a stakeholder analysis for a business game called The Fresh Connection. It analyzes the internal and external impacts of decisions made by roles in sales, supply chain management, operations, and purchasing. For each role, key decisions are outlined along with how they affect other internal departments and external stakeholders such as suppliers and customers. The goal is to understand how the decisions of each role can impact performance. The document also includes examples of analyses from rounds of the game.
Recent developments in supply chain management (SCM) are driven by advances in information technology. SCM involves coordinating the design, procurement, and flow of goods, services, information and finances from raw materials to consumers. New technologies have created complex administrative and organizational challenges but also opportunities for competitive advantage. The document discusses key SCM concepts like electronic data interchange, quick response, just-in-time, and radio-frequency identification. It also outlines the strategic, tactical, and operational levels of SCM decisions regarding location, production, inventory, and transportation.
This document provides an overview of supply chain concepts and examples. It discusses key topics such as:
- The cycle and push/pull views of analyzing supply chain processes
- Examples of different supply chains like Dell, L.L. Bean, and grocery retailers
- The three main decision phases in supply chain management: strategy, planning, and operations
- How effective supply chain management can maximize overall profitability across all stages.
The document provides an overview of supply chains and supply chain management. It defines a supply chain as the network of activities involved in delivering a finished product to a customer, including sourcing, production, and distribution. Supply chain management coordinates this network to promote information sharing and efficient movement of goods from suppliers to manufacturers to distributors. The document then describes key components of supply chains, including suppliers, internal functions, and distributors. It also discusses issues like the bullwhip effect, the role of information technology, and trends in supply chain management.
The document discusses supply chain management (SCM) and related concepts. It defines SCM and integrated SCM, noting that three key items - materials, products, and information - flow between supply chain participants. SCM aims to efficiently integrate suppliers, factories, warehouses, and stores to deliver the right products to the right locations at the right time while minimizing costs.
Tim Quillen has over 20 years of experience in supply chain management. He has worked for companies like Johnson Outdoors, TS3 Technology, KTEC/Suntron Corporation, and Sanmina Corporation. His responsibilities have included purchasing, planning, inventory control, supplier quality management, and establishing strategic supplier relationships. He has a proven track record of reducing costs, improving inventory accuracy, and setting up efficient supply chains.
http://essaysreasy.com .That's a sample paper - essay / paper on the topic "Supply chain management exam" created by our writers!
Disclaimer: The paper above have been completed for actual clients. We have acclaimed personal permission from the customers to post it.
This document provides an overview of supply chain design and operations presented by Anqi Guo. It discusses where the presenter obtained their background from, including education and past clients. The content covers introductions to operations research and its applications in supply chain design. Case studies are presented on revitalizing a manufacturing company, designing a bike rental system, and improving a pharmacy supply chain for distributing antiviral drugs. Brief details are given on Amazon's use of algorithms to predict and stock popular products before customer orders.
8 key benefits of effective supply chain managementkunzitegroup
Data-driven supply chain management provides end-to-end visibility across procurement, manufacturing, and delivery to optimize operations. Effective SCM offers numerous benefits, including better collaboration through shared data, improved quality control by monitoring supplier performance, and higher efficiency by enabling backup plans for delays. Additional benefits are keeping up with demand by reducing the bullwhip effect, optimizing shipping costs, reducing overhead through leaner inventory and identifying unnecessary spending, improving risk mitigation with backup plans, and enhancing cash flow by working with reliable suppliers and eliminating waste.
This document discusses supply chain management systems and strategies. It covers:
1. What a supply chain is and how it links suppliers, manufacturers, retailers, and customers.
2. How supply chain management systems help manage relations with suppliers through constant information exchange.
3. Strategies like just-in-time to balance distribution and synchronize product flow with the aim of getting the right amount of products in the least amount of time at the lowest cost.
4. Walmart's supply chain strategy of strategic sourcing, cross-docking, and using technology to accurately forecast demand and track inventory.
What is Supply Chain Management System? Adeel Younas
Supply Chain Management Activities
Managing inventory–raw materials, work-in-process, and finished goods
Executing production
Transporting resources to customers
Tracking the flow of resources from suppliers, through the firm, and to customers
OGIP_Shark Tank Presentation_Mandy WheadonMandy Wheadon
This study analyzed the first season of Shark Tank to examine media representations of female entrepreneurs. It found that female entrepreneurs received less funding on average and were more likely to pitch products related to children, babies, or other women. They were also more likely to describe their business as a hobby. Additionally, backstories often showed women in kitchens unrelated to their product and they were more likely to discuss marital status than men. The study concludes these stereotypical portrayals limit how some individuals see themselves as entrepreneurs and reinforces cultural mindsets about gender and entrepreneurship.
USASBE 2015 presentation_Examining the gendered natur of the "entrepreneurial...Mandy Wheadon
Shows how research & discussion of things like “entrepreneurial personality characteristics” can negatively affect female students’ intent and motivation to act as entrepreneurs. Also gives examples of entrepreneurial language that is exclusive or otherwise problematic.
This document provides an overview of supply chain management (SCM). It defines SCM as coordinating and integrating all activities from sourcing to consumption to deliver enhanced customer value through synchronized management of physical goods and information flow. The importance of SCM is described as enabling companies to get products to customers faster than competitors to gain a competitive advantage. An example is given of how analyzing and improving processes throughout the supply chain can reduce order to delivery cycle times.
Creating competitive advantages through supply chain finalKurnia Rosyada
This document provides a case study on Samsung Electronics and how their supply chain management practices have helped create competitive advantages and resilience. It discusses trends in supply chain management like resilience, value chain networks, and demand-driven excellence. It also analyzes Samsung's practices like extended supplier partnerships, customer collaboration, and how these have contributed to strategic positioning, product innovation, and differentiation. The document concludes Samsung has implemented best practices that view supply chain management holistically and have created competitiveness and market resilience.
IJERD (www.ijerd.com) International Journal of Engineering Research and Devel...IJERD Editor
This document discusses the key steps for implementing a Vendor Managed Inventory (VMI) system between a manufacturer and customer. The four main steps are: 1) Set clear objectives for the VMI program focused on business and supply chain goals. 2) Select the supplier that is most experienced with VMI and can design an effective model. 3) Choose the correct VMI model to implement based on material and supply chain characteristics. Common models include third-party logistics and consignment. 4) Implement the program with a well-defined project plan, internal resource commitment, testing, and process to ensure correct operation. Effective VMI implementations require selecting the right supplier, model, and implementation approach tailored to each situation.
Customer value and supply chain managementLayman Gud
The document discusses key aspects of customer value and supply chain management. It defines customer value as how customers perceive a company's offerings and explains it can be measured based on factors like conformance to requirements, product selection, price, brand, value-added services, and relationships. The document also outlines how supply chain management aims to efficiently integrate suppliers, manufacturers, warehouses to minimize costs and satisfy customer needs. It emphasizes the importance of customer value in driving supply chain changes and determining the appropriate supply chain type for a company.
This document provides information on supply chain management through three key points:
1) It defines supply, supply chain, and supply chain management, explaining they involve the flow of products and services from suppliers to customers.
2) It illustrates the basic functions of a supply chain, including the primary flows of products, information, and cash between suppliers, producers, and customers.
3) It emphasizes supply chain management coordinates supply chain activities between organizations with the goal of creating value and synchronizing supply and demand globally.
The document provides a stakeholder analysis for a business game called The Fresh Connection. It analyzes the internal and external impacts of decisions made by roles in sales, supply chain management, operations, and purchasing. For each role, key decisions are outlined along with how they affect other internal departments and external stakeholders such as suppliers and customers. The goal is to understand how the decisions of each role can impact performance. The document also includes examples of analyses from rounds of the game.
Recent developments in supply chain management (SCM) are driven by advances in information technology. SCM involves coordinating the design, procurement, and flow of goods, services, information and finances from raw materials to consumers. New technologies have created complex administrative and organizational challenges but also opportunities for competitive advantage. The document discusses key SCM concepts like electronic data interchange, quick response, just-in-time, and radio-frequency identification. It also outlines the strategic, tactical, and operational levels of SCM decisions regarding location, production, inventory, and transportation.
This document provides an overview of supply chain concepts and examples. It discusses key topics such as:
- The cycle and push/pull views of analyzing supply chain processes
- Examples of different supply chains like Dell, L.L. Bean, and grocery retailers
- The three main decision phases in supply chain management: strategy, planning, and operations
- How effective supply chain management can maximize overall profitability across all stages.
The document provides an overview of supply chains and supply chain management. It defines a supply chain as the network of activities involved in delivering a finished product to a customer, including sourcing, production, and distribution. Supply chain management coordinates this network to promote information sharing and efficient movement of goods from suppliers to manufacturers to distributors. The document then describes key components of supply chains, including suppliers, internal functions, and distributors. It also discusses issues like the bullwhip effect, the role of information technology, and trends in supply chain management.
The document discusses supply chain management (SCM) and related concepts. It defines SCM and integrated SCM, noting that three key items - materials, products, and information - flow between supply chain participants. SCM aims to efficiently integrate suppliers, factories, warehouses, and stores to deliver the right products to the right locations at the right time while minimizing costs.
Tim Quillen has over 20 years of experience in supply chain management. He has worked for companies like Johnson Outdoors, TS3 Technology, KTEC/Suntron Corporation, and Sanmina Corporation. His responsibilities have included purchasing, planning, inventory control, supplier quality management, and establishing strategic supplier relationships. He has a proven track record of reducing costs, improving inventory accuracy, and setting up efficient supply chains.
http://essaysreasy.com .That's a sample paper - essay / paper on the topic "Supply chain management exam" created by our writers!
Disclaimer: The paper above have been completed for actual clients. We have acclaimed personal permission from the customers to post it.
This document provides an overview of supply chain design and operations presented by Anqi Guo. It discusses where the presenter obtained their background from, including education and past clients. The content covers introductions to operations research and its applications in supply chain design. Case studies are presented on revitalizing a manufacturing company, designing a bike rental system, and improving a pharmacy supply chain for distributing antiviral drugs. Brief details are given on Amazon's use of algorithms to predict and stock popular products before customer orders.
8 key benefits of effective supply chain managementkunzitegroup
Data-driven supply chain management provides end-to-end visibility across procurement, manufacturing, and delivery to optimize operations. Effective SCM offers numerous benefits, including better collaboration through shared data, improved quality control by monitoring supplier performance, and higher efficiency by enabling backup plans for delays. Additional benefits are keeping up with demand by reducing the bullwhip effect, optimizing shipping costs, reducing overhead through leaner inventory and identifying unnecessary spending, improving risk mitigation with backup plans, and enhancing cash flow by working with reliable suppliers and eliminating waste.
This document discusses supply chain management systems and strategies. It covers:
1. What a supply chain is and how it links suppliers, manufacturers, retailers, and customers.
2. How supply chain management systems help manage relations with suppliers through constant information exchange.
3. Strategies like just-in-time to balance distribution and synchronize product flow with the aim of getting the right amount of products in the least amount of time at the lowest cost.
4. Walmart's supply chain strategy of strategic sourcing, cross-docking, and using technology to accurately forecast demand and track inventory.
What is Supply Chain Management System? Adeel Younas
Supply Chain Management Activities
Managing inventory–raw materials, work-in-process, and finished goods
Executing production
Transporting resources to customers
Tracking the flow of resources from suppliers, through the firm, and to customers
OGIP_Shark Tank Presentation_Mandy WheadonMandy Wheadon
This study analyzed the first season of Shark Tank to examine media representations of female entrepreneurs. It found that female entrepreneurs received less funding on average and were more likely to pitch products related to children, babies, or other women. They were also more likely to describe their business as a hobby. Additionally, backstories often showed women in kitchens unrelated to their product and they were more likely to discuss marital status than men. The study concludes these stereotypical portrayals limit how some individuals see themselves as entrepreneurs and reinforces cultural mindsets about gender and entrepreneurship.
USASBE 2015 presentation_Examining the gendered natur of the "entrepreneurial...Mandy Wheadon
Shows how research & discussion of things like “entrepreneurial personality characteristics” can negatively affect female students’ intent and motivation to act as entrepreneurs. Also gives examples of entrepreneurial language that is exclusive or otherwise problematic.
This document contains 11 photos credited to different photographers and suggests that the viewer may be inspired to create their own Haiku Deck presentation on SlideShare. It provides the essential information that the document shows photos from various photographers and encourages the creation of presentations without any additional context or details about the photos.
This document summarizes research into why women are less likely to identify themselves as entrepreneurs. It discusses 3 previous studies that looked at gender differences in entrepreneurship terminology and self-identification. The document then outlines the research questions and mixed methods approach used. This involved analyzing terms used to identify females on Shark Tank and comparing frequency of gendered entrepreneurship terms across databases. Key findings were that females were more often identified by terms like "womanpreneur", while males had few alternatives. Relational terms like "mompreneur" were also common for females. The research suggests language and implicit associations may influence women's perceptions of themselves as entrepreneurs.
This document discusses how research and language focusing on intrinsic "entrepreneurial personality traits" can negatively impact women's motivation and intent to pursue entrepreneurship. It provides examples of trait-focused research that presents entrepreneurial characteristics as innate and masculine. This implies entrepreneurial ability is determined by biology rather than being learnable skills. As a result, women may see entrepreneurship as incompatible with their identities and be less likely to consider it as a career. The document argues for a skills-based framework that presents entrepreneurship as accessible to anyone willing to develop the necessary capacities through training.
This document provides an overview of the Postgraduate Certificate in Sport Management program. The program aims to equip students with the tools and skills needed to excel in the sport industry sector. It focuses on providing experiential learning through projects, internships, and case studies. The program covers topics like operations management, strategic planning, marketing, finance, revenue analysis, event management, and athlete development. It is intended for ambitious individuals with experience in sport organizations looking to advance their careers in sport leadership and management.
The document describes Project Euphoria III, a volunteer trip to Hue, Vietnam in April-May 2015. A team of 3 leaders and departments will oversee the project. The team will travel to Hue to partner with Hearts for Hue and conduct activities at An Tay Orphanage such as teaching life skills, constructing a fence, cultural exchanges, and visits. The team will stay in a local guesthouse and split duties between construction, cooking, and teaching each day. Fundraising and preparation meetings will take place leading up to the 2-week overseas expedition followed by 4 days of RnR in Da Nang and Ho Chi Minh City. The estimated cost per person is 800 Singapore dollars.
This document provides an overview of existentialism and its key themes. It discusses how existentialism emphasizes individual existence, freedom and responsibility in determining one's own meaning in life. Some main concepts covered include the absurd, facticity, authenticity, angst/dread, despair, and opposition to rationalism. Existential psychotherapy is also mentioned as operating on the belief that inner conflict arises from confronting the givens of existence like death, freedom, and isolation.
This document provides an overview of factitious disorder (also known as Munchausen syndrome). It discusses the epidemiology, etiology, clinical features, diagnosis, and treatment. Key points include:
- Factitious disorder involves deliberately producing or exaggerating physical or psychological symptoms to assume the sick role. It is done to gain emotional care and attention rather than for material gain.
- It can lead to significant health issues and mortality if not addressed. Patients tend to be white, middle-aged, with a history in healthcare occupations.
- Etiology may involve childhood abuse/neglect and using illness to recreate desired parental bonds. Biological factors are still unclear.
- Clinical features depend on if physical
The reticular activating system (RAS) is a complex network of neurons located in the brainstem that regulates states of consciousness such as sleep and wakefulness. It is composed of neurotransmitter systems including cholinergic, adrenergic, serotonergic, and histaminergic neurons. The RAS maintains arousal and attention by transmitting signals from the brainstem to the thalamus and cortex. Disruptions in the RAS can result in disturbances of consciousness and sleep-wake cycles, and have been implicated in disorders such as schizophrenia, PTSD, Parkinson's disease, and Alzheimer's disease.
Hyperventilation syndrome (HVS) is characterized by excessive breathing that leads to respiratory alkalosis and associated symptoms like dizziness, tingling, and anxiety. It is often triggered by stress and panic attacks. While the exact cause is unknown, abnormal breathing patterns and a low threshold for stress responses are believed to play a role. Diagnosis is based on symptoms and blood gas analysis showing low carbon dioxide levels. Treatment focuses on breathing retraining and stress management.
Batch Manufacturers Require More Robust, Dock-to-Dock Control SystemsARC Advisory Group
Aware of the many choices in products and services, the consumer is conscious
of product price to value and demanding increased product quality,
safety, variety, and convenience. Most industries with batch manufacturing
processes are consolidating, requiring fewer plants to produce an
increased variety of products.
To survive, businesses that employ batch control processes must maximize
return on their assets while satisfying constantly changing consumer demands.
New government regulations continue to increase business costs.
Business and manufacturing process automation and integration have become
critical to business success.
While the functionality and standardization of commercial
off-the-shelf batch control systems has
increased dramatically in the last few years, they still
lack functionality needed to meet current and future
business requirements in the fine chemical, pharmaceutical,
food, and beverage industries. Standards
have been rapidly evolving and suppliers continue to
increase functionality needed to meet user business
requirements. Manufacturers in these industries can now develop an
automation strategy to meet current and future business needs using standard
products based on standards and not limited by technology.
This document discusses supply chain challenges and leading practices for large-scale smart meter and AMI deployments by utilities. It outlines Capgemini's approach to establishing a Deployment Operations Center to oversee the end-to-end deployment process. Key areas that are addressed include supplier relationship management, integrated supply chain and logistics, cross-dock setup, hardware traceability, vendor management, and quality assurance practices. The document emphasizes the need for adapted processes and procedures to support the increased volume and demands of large deployment projects.
Safe & Smart technologies for food Safety and food chain integrity
Cow udder to customer mouth safe and healthy product , with safe and smart delivery technology
The document discusses the candidate's background and experience in engineering, IT solutions implementation, and project management. It then summarizes three case studies where the candidate's company, Masterland, provided mobile solutions to digitize business processes for a telecom operator, an insurance company, and a distribution company. The solutions enabled field data collection, analysis and real-time tracking to drive business operations and services. The document also covers disruptive trends in enterprise software around cyber security, cloud computing and IoT, and proposes a framework for defining a corporate roadmap.
1) Fairchild is a large semiconductor manufacturer that needed to standardize and streamline its global quality processes to better align with customer needs and the growing complexity of its business.
2) It implemented MetricStream's customer quality management solution to automate issue logging, investigation, reporting and close-out across its worldwide operations.
3) The solution provided improved visibility, efficiency and data-driven decision making capabilities to help Fairchild more quickly and consistently resolve customer issues.
What’s happening in Banking World?
The entire landscape is very competitive and banks today are evolving. Banks are relying more and more on technology to reach customers and deliver services in short span of time. It is becoming important for them to be consistent and deliver quality customer services using technology to reach, expand and deliver faster and better services.
Adding additional services and transactions via technology, integrating with legacy systems and delivering using new delivery methods are becoming a norm. The banking industry is embracing newer technology to grow their market share. With technology, banks today are global players and no more local.
Challenges
Challenges in the multiple industries are similar but in Banking, there are specific challenges, which makes it unique, which are
• Frequently changing market and regulatory requirements
• High data confidentiality requirements
• Complex system landscapes including legacy systems
• Newer technologies such as mobile and web services
• Enterprise banking integration – Core banking, Corporate Banking and Retail Banking
• Application performance – Internal and External
Approaches to meet the challenges
It is very important that banks and financial establishments conduct regression tests over the entire application lifecycle for every release and also maintain test suites for each release using effective version control system linked to requirements, test cases, test scenarios and realistic test data. Based on this, an effective testing approach can be taken individually or by combination of the following to achieve the desired results:
• Risk-based testing
• Automation - Legacy, Web, Mobile
• Test data management
• Compliance / Statutory testing
• Performance and Capacity engineering
• Off-shoring
The document discusses strategies used by "Complexity Masters" - companies that have successfully managed increasing supply chain complexity. It identifies forces like cost pressures that drive complexity. It also analyzes paradoxes where company priorities don't align with actions. Complexity Masters resolve these through strategies like collaborating with customers, managing products, and advanced technology. They have mastered processes within their organization and across partners.
Agile manufacturing is an approach that emphasizes flexibility, responsiveness, and adaptability to meet changing customer demands. It focuses on quickly and efficiently producing customized products while minimizing waste and lead time. The key elements of an agile manufacturing system include modular production, cross-functional teams, rapid prototyping, flexible equipment, real-time data collection, lean principles, an adaptable workforce, and a customer-centric focus. Market forces like changing customer expectations, shortened product lifecycles, and volatile demand have increased the need for agile manufacturing.
This document discusses trends in enterprise labeling from a survey of 500 supply chain professionals. The top trends are: 1) Businesses are standardizing labeling for consistency and efficiency across global supply chains; 2) Labeling needs to be integrated with business systems and allow for dynamic, data-driven changes; 3) Labeling intersects the supply chain at all levels from production to distribution; 4) Technology advances like cloud computing are influencing how labeling solutions are deployed and accessed.
This document discusses supply chain management (SCM) tools used by Wipro, an Indian IT company. It provides an introduction to SCM and describes Wipro's SCM processes. Key SCM tools used by Wipro include Oracle E-Business Suite for supply chain planning, procurement, manufacturing, and fulfillment. The document outlines benefits clients receive such as reduced costs, improved visibility and collaboration across the supply chain.
Production System optimization: Case Study of a Local Textile Companyjournal ijrtem
This document summarizes a case study of a local textile company in Botswana called Glam Collections. The company manufactures a wide range of textile products in-house and supplies the local market. Researchers used lean manufacturing tools and Muther's Systematic Layout Planning technique to analyze and optimize the company's production processes and facility layout. They created current and future state value stream maps to identify waste. They also analyzed product flows, developed departmental relationships, and proposed a new facility layout to improve material flow and productivity as the company scales up operations.
CIOReview_Manufacturing Special Edition_TCS ArticleAmit Bhowmik
(1) The chemical and process manufacturing industry is undergoing rapid transformation driven by new technologies and changing customer demands. (2) Leaders are using mobile solutions to improve plant productivity and safety as well as influence demand and deliver new product models. (3) For example, digitizing startup and shutdown procedures through a mobile guided solution reduced lost productivity equivalent to days of additional plant capacity.
The document summarizes the capabilities of Infor High Tech, a software solution tailored for electronics manufacturing services (EMS) companies. It addresses key challenges for EMS companies, including meeting customer demands profitably and efficiently, ensuring flexible design capabilities, and controlling costs. The software provides functionality for areas like quotation and bid management, customer relationship management, design and engineering, manufacturing, supply chain management, and aftermarket services to help EMS companies improve performance, make better decisions faster, and grow their business.
Sunil David Presentation on Traceability-automation expo 22.pptxMoienMuzaffarBhat
The document discusses the importance of track and trace solutions in manufacturing. It provides examples of large product recalls that resulted in significant costs for automakers. The document outlines different layers of traceability use cases and how a combination of technologies can enable end-to-end traceability. Case studies of implementation at Asian Paints and JK Tyres show benefits like quality improvement, energy optimization, productivity gains and full product traceability. The role of 5G networks in enabling smart factories with low latency applications is also covered.
E chain optimization at st. microelectronicsshwetabakshi
STMicroelectronics formed a joint venture with its major trading partner to implement an electronic collaboration project called eChO using RosettaNet standards to streamline its supply chain management. Through eChO's vendor managed inventory model and automated planning and information sharing processes, STMicroelectronics reduced inventory levels, cut planning cycle time in half, and increased responsiveness, capacity utilization, and profitability. However, implementing the new system required substantial resources initially.
Optimizing the Manufacturing Chain Efficiency, Quality, and Innovation.pdfCIOWomenMagazine
In this article, we will delve into the manufacturing chain, exploring its key components, the need for optimization, and how businesses can enhance efficiency, quality, and innovation within this crucial process.
Armanino's High Tech Solution for Microsoft Dynamics 365 ERPArmanino LLP
An ERP solution to address the top challenges of high tech & semiconductor manufacturers. Learn more at: armaninollp.com/industries/fabless-semiconductor
High tech and semiconductor companies struggle with a wide range of operational, financial and regulatory issues. The following 15 areas demonstrate how Armanino’s Microsoft Dynamics ERP Solution for High Tech Industries enables manufacturers to overcome these challenges.
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7 - Yield Planning
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9 - Sampling & Evaluation Units
10 - Supplier Performance Monitoring
11 - Export Compliance/ Regulatory Controls
12 - Supply Chain Integration and Real-Time WIP Visibility
13 - Integration with PLM Systems & MES
14 - Complex Lot, Serial Traceability and Inheritance
15 - Binning and Substitutions
Armanino is a Gold Certified Microsoft Dynamics ERP and CRM Partner with a reputation for developing innovative solutions for electronics, semiconductor and fabless semiconductor manufacturers. Let us bring industry knowledge, Microsoft Dynamics expertise and business strategy to your next project. At Armanino, we deliver the tools you need to focus on your customers and grow.
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Dealing with chaos - 4 steps to manufacturing success, white paper, ERPGodlan, Inc
White Paper - Dealing with chaos - 4 steps to manufacturing success
About Godlan Inc.
For over 20 years, Godlan has worked with Manufacturers and Distributors of all shapes and sizes. Our team of consultative professionals boast many certifications including MBA, CPA, CPIM, as well as having an average of 10 years of manufacturing and operations management per individual.
Over the years single Godlan has implemented hundreds of manufacturing execution systems and performed countless data conversions. We have gained a deep knowledge base of best practices by working with customers worldwide. Godlan consultants know the industry, understand the challenges, and have first-hand experience with solving organizational problems.
This experience combines with a commitment to success by providing solutions that are tailored to the company's individual needs. Godlan is proud of the relationships it has with its customers and understands that maintaining those relationships is as important as providing effective, real-world business solutions.
Specialties
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Manufacturing Performance Consulting, Discrete Manufacturing Software, Manufacturing ERP, Accounting Software, Furniture, Aerospace & Defense, Automotive, Chemical, Equipment, Food & Beverage, Medical Device, High Tech & Electronics, Industrial, Fabricated Metals, Made to Order, Discrete
www.Godlan.com
586-464-4400
Profactor is an Austrian manufacturing company that focuses on innovation in production processes. They develop tailored solutions to help customers achieve technological advantages through research and development. Their multidisciplinary teams help both large corporations and small to mid-sized companies increase flexibility, productivity, quality and cost efficiency. Profactor's innovations provide benefits such as improved process stability, precision, quality control and production flexibility.
2. Achieving Certainty and Flexibility | 2
IndustriesthroughouttheUnitedStatesandtheworldfaceanincreasinglychallengingmarketplaceinwhichtoprovide
superiorquality,innovation,andsustainability.Businessrelationshipsthatfosterthesevaluesareessentialtotransform
today’schallengesintoadvantages.Inmeetingthespecializedidentificationandsafetyneedsofitscustomers,LEM
Products,Inc.recognizesthatitisresponsibleforprovidingsolutionsnotonlytoend-usersperformingessentialfunctions
thatrequireidentification,butalsotobusinesspartnerssharingthesupplychainfortheseproducts.Thiswhitepaperaims
toillustratesomeofthewaysinwhichLEMmeetsbothofthesedemands,withparticularemphasisontheutilitiesand
constructionindustries.Byimplementingefficientpracticesandprocessesthatensurequality,innovation,and
sustainability,LEMdeliversbothasuperiorproductandacompetitiveadvantage.
Background
Founded in 1967, LEM Products, Inc. has steadily grown from a national source for
electrical identification products to a global provider of custom and stock identification
and safety products with an ever-expanding range of applications. Today, the Company
serves a variety of industries, including Utilities, Electrical, Telecommunication,
Petrochemical, Construction, OEM, HVAC, Facility Maintenance, Food Processing,
Transportation, Marine, and Aerospace. Across these industries and many others, LEM’s
products are relied upon to simultaneously convey crucial information, fulfill regulatory
and commercial standards, and withstand extraordinary conditions. By their nature,
products that provide clarity, compliance, and durability must be available
on short notice, with immediate customer response;
in limitless customizable configurations;
with options for both repeatability and refinement; and
without forcing unnecessary inventory on the customer.
LEM recognizes that the technical requirements for a product are accompanied by the
practical needs of a customer, and is uniquely positioned to meet both categories of
demand. The Company’s leadership and staff are comprised of industry experts in the
design, engineering, and fabrication of materials for diverse applications, both
established and emerging. An average tenure of over ten years among the LEM staff
contributes depth to the existing breadth of knowledge at every level of the business.
Manufacturing and management processes adhere to best practices, including just-in-
time production and the Six Sigma system. This combination of personnel and
operations expertise gives LEM the ability to efficiently respond to the needs of
customers in real time through fast turn production and low minimum order
requirements. Moreover, the Company excels at providing updated design and
engineering information to its distribution alliance partners, ensuring consistent
compliance and performance in the field. The majority of LEM’s existing customer base
has relied on the Company to provide products and solutions for fifteen years or more.
At the core of relationships such as these is LEM’s commitment to passing the benefits
of efficient management and manufacturing on to its partners.
3. Achieving Certainty and Flexibility | 3
Supply chain challenges
Users of identification and safety products, particularly in industries such as utilities and
construction, where product needs tend to be extremely diverse and highly specific, are
often handicapped by manufacturers with inflexible minimum order requirements,
which forces excess inventory upon the customer and creates tension and waste.
Studies of supply chain management have shown that production-inventory
relationships between manufacturers and customers are dictated by three factors:
Customer demand;
Effectiveness of the production process and the subsequent
transportation of goods; and
The inventory replenishment policy, by which customer demand is
mapped into orders placed with the manufacturer.1
Unnecessary minimum order requirements are often a reflection of inefficiencies in the
channels of communication and production at the manufacturing level.
Because identification and safety products must consistently convey information while
maintaining compliance with regulatory and commercial standards, customers need
both repeatability and adaptability from a single manufacturer. Product variation and
product noncompliance create uncertainty in the field with consequences for users and
businesses.
The ability to customize identification products is crucial in industries such as utilities
and construction, where tags, labels, and signs are utilized in proprietary settings or to
convey job-specific information. As with forced inventory, repeatability, and adaptability
challenges, the responsiveness of the manufacturers’ process is integral to providing
customization solutions.
Even with the capabilities for low minimum order requirements, repeatability,
adaptability, and customization, a manufacturer must be able to provide the products
on short notice to ensure compliance in the field. Efficiency at the production,
transportation, and support stages each contribute to the overall level of
responsiveness at the manufacturer level.
Solutions in manufacturing and management
Given the number of challenges faced by users of identification and safety products in
industries such as utilities and construction, solutions must originate at the planning and
production level, where manufacturing and management strategies have the ability to
heighten efficiency throughout the supply chain. In addition to quality and price point
benefits, maximizing efficiency eliminates the waste associated with forced inventory,
inconsistent and nonconforming products, and slow production and support response
1
René Caldentey, Lawrence M. Stein. 2003. Analysis of a Decentralized Production-Inventory System.
Manufacturing and Service Operations Management 5 (1) 1-17.
4. Achieving Certainty and Flexibility | 4
times. LEM implements an integrated framework of best practices in manufacturing,
such as just-in-time (JIT) production and kanban systems, as well as management,
including lean operations and Six Sigma.
JIT production is itself an integrated set of activities designed to achieve high-volume
production using minimal inventories. A central element in JIT production involves the
timing of resources so that each stage of production receives the necessary materials
“just in time,” eliminating
waiting time between
stages and identifying
defects early in the
production process, saving
downstream products and
allowing greater
responsiveness to variable
demand throughout the
manufacturing process.
Kanban systems are used in conjunction with JIT production to ensure that work in
progress does not accumulate between stages but moves directly to the production unit
where it is next needed. These systems are based on the flow of information regarding
demand at each level of production, reinforcing the JIT production system’s focus on
communication and planning. The flow of information in kanban systems is
characterized by the use of kanban cards, which are withdrawn at each stage to
represent the amount of demand at that stage. Withdrawal cards are in turn replaced
by production cards when the demand is met. At LEM, kanban has been implemented in
the production of wire and cable marker books and other products with multiple stages
of assembly.
In addition to JIT production and kanban systems, LEM also adheres to best practices in
the management sphere in order to ensure quality and efficiency. These include lean
operations, also called lean production or lean management, and the Six Sigma system.
Often implemented as an extension of JIT production, the lean paradigm seeks to make
production directly responsive to demand, thereby reducing waste throughout the
supply chain. LEM’s use of lean production relies on effective vendor and customer
communication to shape accurate demand forecasts. Together with the manufacturing
discipline resulting from JIT production and kanban systems, lean operations maintain
low minimum order requirements together with high responsiveness and customization
capabilities.
Figure1 | KeyelementsofJITproduction
Product&processplanning,focusedonvariancereduction
Setuptimereduction
Smalllotsizes
Qualitymanagement
Communicationlinkswithsuppliers&customers
Balancebetweenproductionstability&responsiveness
Redefinedinventoryprocedurestoeliminateinter-process
waste
5. Achieving Certainty and Flexibility | 5
LEM also embraces Six Sigma, a statistics-driven program to
improve quality and efficiency. Much like JIT production, Six Sigma
is based on minimizing variability in the manufacturing process.
However, Six Sigma’s methodology seeks to measure the
process’s ability to turn out products that are free of defects.
Eliminating defects in every aspect of production allows LEM to maximize both quality
and efficiency. This is achieved by monitoring and managing each stage of production
where defects may have a statistically significant effect – from product design to quality
control.
Each of these methods and philosophies requires the development of specific
techniques for implementation. At LEM, staff cross-training programs and enterprise-
resource-planning (ERP) software ensure adherence to these practices at every stage of
management and manufacturing. Cross-training among staff members reinforces the JIT
production paradigm, ensuring each member is familiar with product planning and can
contribute to different tasks as needed. This allows for both flexibility and predictability,
as the manufacturing process can better respond to customer demand.
LEM’s ERP program orchestrates ordering, production,
and delivery of products. More than a tracking system,
the ERP software uses a visual engineering application
to maintain consistent products throughout multiple
runs, as well as to modify products to adapt to changing customer needs or regulatory
requirements. This enables the entire supply chain to minimize inventory and maximize
efficiency in accordance with JIT production, the kanban system, and lean operations. It
also provides the Company’s management with essential metrics such as inventory,
product demand, and lead-times, which are used in Six Sigma statistical analyses of
overall quality and efficiency and to coordinate inventory and manufacturing resources.
Ultimately, LEM’s integration of manufacturing and management processes and
methods allows the Company to provide quality, efficiency, and communication
solutions to its customers. JIT and lean production reduce waste and minimize inventory
forced on to the customer. Similarly, reduced inter-process inventory and the ERP
system’s visual engineering program result in simultaneous repeatability and
adaptability. Customization is also achieved most effectively in a supply chain such as
LEM’s, in which an efficient production process is the foundation for modification.2
Finally, at the core of these solutions is LEM’s dedication to enhancing and updating the
flow of information between the Company and its customers. Forging relationships with
distribution alliance partners and OEM users alike, LEM can respond to the demands of
customers in diverse industries while extracting, defining, and cultivating standards at
the operational level.
2
Haim Mendelson, Ali K. Parlaktürk. 2008. Competitive Customization. Manufacturing and Service Operations
Management 10 (3) 377-390.
Ifitcan’tbemeasured,
itcan’tbecontrolled
6. Achieving Certainty and Flexibility | 6
Putting Best Practices to Work at LEM
Any number of products illustrate the Company’s success in executing the various
methods of maximizing quality, efficiency, and communication. Custom product lines
are particularly demonstrative of LEM’s capabilities at every stage of planning and
production.
Sequence Cards
LEM was approached by an integrated distribution partner to design and
produce a unique line of labels for a customer in the telecommunication utility
industry. This product was to be used to mark terminals within electrical panels.
LEM’s solution was a set of 2 x 5 inch cards, each with 20 die-cut vinyl labels
featuring sequential numbers. The cards are covered with a pre-mask, which is a
clear low-tack adhesive laminate designed to allow the labels to be lifted off the
cards in strips and held until applied to the panels.
Having successfully designed an innovative new product for the customer, LEM
next had to develop a cost-effective way to print, sort, collate, and inventory the
product, which ranges from one card (sequenced from 1-100) to 54 cards
(sequenced 1-100, 101-200, up to 5301-5400). Directly utilizing JIT production
and kanban to reduce wasted time and material in manufacturing, LEM
Figure2 | LEM’sCustomer-DistributorRelationships
Customer
Distribution
Partner
The customer is 1) aligned with a distribution partner and 2)
selects LEM for its identification and safety product needs. LEM
3) forms a relationship with and provides the customer’s desired
products to the distribution partner; who 4) in turn provides them
to the customer. Throughout the cycle, LEM maintains its
relationship with both the customer to understand operational
needs, and the distribution partner, to meet the demands of the
entire alliance.
7. Achieving Certainty and Flexibility | 7
designed a bin system to inventory completed individual cards. This allows the
finishing team to draw the necessary cards, which are in turn organized into a
custom sorting box where up to 54 cards can be stacked while maintaining
separation of each number series. This
unique system, combined with the
strength of the distribution alliance
relationship, allows each stage of
planning and production to respond
effectively to changes in demand,
even for custom products.
Self-Laminating Barcode Tags
A firm in the manufacturing and construction industry specializing in pipe
fabrication contacted LEM for a product that would allow barcoded
identification to be applied to their inventory. In addition to customization,
these tags required the durability to withstand years of outdoor storage in
industrial settings. The resulting self-laminating tags were designed with
grommets in each corner for adjustable application along and
around bundles of piping, and in an array of stock and custom
colors for differentiation and organization of job lots in the
field. Though created for use with barcode data, the design
accommodates information of any kind, including pre-printed
and handwritten messages.
This design, originally created to address the specific needs of
a single customer, has developed into one of LEM’s most
popular standard product offerings.
LTC Maintenance and Deficiency Tags
One of the largest utilities in the United States, providing electric, water, and
sewer services, turned to LEM for a recordable, traceable method of
documentation for work within nuclear facilities and other generating plants. To
create a single product to simultaneously provide information at the site of
maintenance and allow that information to be recorded and transmitted within
the appropriate channels of communication, LEM applied its expertise in
laminated tag production to develop a modified version, the LTC line of
maintenance and deficiency tags. In addition to a weatherproof vinyl base and
self-laminating polyester cover, LTC tags feature removable paper inserts and
carbon paper. Information is filled out on the paper, which is removed for
recording or reporting purposes, while the vinyl base retains and protects the
duplicated information at the work site.
8. Achieving Certainty and Flexibility | 8
LEM’s deficiency tags, in particular the LTC line, have been recognized by the
leading authority on industrial maintenance planning and scheduling, Richard
“Doc” Palmer’s Maintenance Planning and Scheduling Handbook. Now in its
second edition, the book provides strategies and techniques developed by
Palmer over the course of three decades’ experience in maintenance planning
and scheduling, primarily in the electric utility industry. Palmer references LEM
deficiency tags throughout his book to demonstrate their usefulness in the
maintenance planning process. In particular, he finds that the LTC tags allow
greater efficiency in the identification and coordination of maintenance
functions.3
Fittingly, customers can look to LEM to deliver increased efficiency
not only through
products like deficiency
and maintenance tags,
but also through the very
business relationship that
provides such items.
As illustrated by products like sequence cards, barcode tags, and the full range of
maintenance and deficiency tags, LEM is unmatched in its ability to respond to
individualized identification and safety requirements. In addition to providing efficient
solutions through specific products, the Company strives to maintain a fundamental
awareness of the industry frameworks within which its customers are operating. Though
LEM provides products to a wide array of industries, the Company recognizes that
utilities and construction tend to be unique in terms of the regulatory and commercial
standards that drive their needs for identification and safety products.
Despite regulatory and economic challenges, the utilities and construction industries
feature the highest rates of reinvestment of any sector and are poised for consistent
growth even amid uncertainty surrounding costs, demand, and competition. Expanding
transmission and distribution is at the core of the utilities industry, where residential,
commercial, and industrial consumption levels continue to rise. In the construction
industry, spending has grown most significantly in heavy construction, where
identification and hazard products play an important role in both compliance and end-
user safety.4
As these industries and others move forward and look for new ways to
promote growth and certainty in an uncertain environment, LEM is moving forward with
them, creating and developing relationships that are responsive to the fundamental
need for quality and efficiency throughout the business cycle.
3
Doc Palmer. 2005. Maintenance Planning and Scheduling Handbook. McGraw-Hill, 360.
4
Federal Energy Regulatory Commission, 2010 State of the Markets, 21 April 2011.
9. Achieving Certainty and Flexibility | 9
Data: Value Line (Public Companies), January 2011.
Leadership
LEM’s ability to effectuate manufacturing and management best practices is a product
of a culture of quality, innovation, and sustainability fostered by the Company’s
leadership. By identifying, embracing, and implementing the standards and processes
needed to enhance quality and efficiency, LEM’s executives work to ensure the
Company exceeds the expectations of its customers and partners in every facet of the
business relationship.
As CEO of LEM for over twenty years, Maureen O’Connor has guided the Company
through changing economic conditions, growing global competition, and the evolving
methods and technologies of the identification product industry and the many
industries it serves. Maureen provided the impetus for LEM’s emphasis on maximizing
quality and efficiency in 1994 when she became a certified facilitator for the Total
Quality Management (TQM) system of W. Edwards Deming, which was a precursor to
today’s model of lean manufacturing. By instituting the continuous improvement
programs of TQM, Maureen established the foundation to later adopt JIT production,
lean manufacturing, kanban, and Six Sigma.
Maureen’s leadership of LEM has been recognized throughout her tenure by the
National Manufacturing Summit, the National Association of Women Business Owners,
the Women’s Business Enterprise Council of Pennsylvania, Delaware, and New Jersey,
and the Women’s Business Enterprise National Council. In addition to specific
recognition of Maureen and LEM, the Company has been reviewed and certified by the
Women’s Business Enterprise National Council (WBENC) and qualifies for both first- and
second-tier diversity spend initiatives. Maureen’s leadership extends beyond LEM to
other institutions in industry and the community, including positions with the
MidAtlantic Employers’ Association (MEA), the Family Business Alliance at Temple
University Fox School of Business, the Comprehensive Learning Center, and the Union
League of Philadelphia.
Industry NumberofFirms ExpectedGrowthinEarnings
Electrical Utility (East) 25 7.09%
Electrical Utility (Central) 23 5.65%
Electrical Utility (West) 14 6.89%
Construction 17 0.16%
Natural Gas Utility 27 3.41%
Water Utility 12 6.80%
Figure3 | GrowthinUtilitiesandConstruction
10. Achieving Certainty and Flexibility | 10
Conclusion
Faced with the challenges of the modern global economy, industries such as
construction and utilities increasingly look to their own business relationships in order
to identify those partners with the ability to work together toward quality, innovation,
and sustainability. By maximizing the quality and efficiency of manufacturing and
management, LEM Products Inc. has consistently provided its customers and
distribution alliance partners with not only the highest quality identification and safety
products, but also the certainty and flexibility that are essential to achieving these goals.
LEM’s internal best practices allow it to deliver products with as few limitations as
possible, whether in terms of minimum order requirements or customization options.
LEM continually strives to achieve success not only within its own operations, but for its
end-users and business partners as well. This combination of cultivating effective
methods and robust business relationships has allowed LEM to emerge as a trusted,
solution-driven source of identification and safety products across industries and
throughout the world.