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Documents related to » d part 12


Lean Simplified: Part 1
Take advantage of expertise about lean manufacturing. With all the discussion, books, Web sites, and other materials on the topic of lean manufacturing, it’s hard to know which resources are credible—much less understand the mounds of information. The first part of this series breaks down the definition of lean manufacturing into easy-to-digest concepts and shares the real-life example of a supplier of remanufactured solvents that is working toward the goal of lean. Get tips on how to determine what you need in your production operation and why.

D PART 12: the following easy-to-remember acronym: D = Defects and Rework O = Overproduction W = Waiting (Idle Time) N = Non-Value Added Procedures T = Transportation I = Inventory M = Motion E = Employees Under Utilized Defects and rework is probably one of the most easily identifiable wastes because it s tangible; it s something people can see or feel. For example, defects and rework cause companies to spend time correcting mistakes in paperwork or fixing physical problems with machines, just to name a couple.
7/14/2009 11:53:00 AM

SAP Gives in to CRM (Part Time) Matrimony
On May 2, SAP AG, the leading provider of enterprise software applications, announced a strategic alliance with Nortel Networks to develop and integrate industry-specific CRM solutions.

D PART 12: with Nortel Networks to develop and integrate industry-specific customer interaction solutions that could extend the scope of collaborative customer relationship management (CRM). As part of the agreement, SAP has embedded within mySAP.com customer interaction applications from Nortel Networks Clarify eBusiness Applications unit to provide extended customer-service functionality and new levels of information access and use to businesses. SAP and Nortel Networks will further extend their alliance by
5/31/2000

The Lexicon of CRM - Part 2: From J to Q
C.R.M. itself is an acronym, standing for Customer Relationship Management. This is part two of a three-part article to provide explanation and meaning for most of the common CRM phraseology. Here, in alphabetical order, we continue the Lexicon of CRM.

D PART 12: natively. ODS - Operational Data Store . Part of the data warehouse; fed with scores, behaviors, and clusters in near real-time, to be able to react live to customer actions on the web site. The idea is to better serve the customer by reacting to his actions in real time. OEM - Original Equipment Manufacturer . The term is typically used to identify the company that actually creates the hardware or writes the software that customers ultimately buy. They may use channel partners or Value-Added Resellers
10/19/2001

The Lexicon of CRM - Part 3: From R to Z
CRM. C.R.M. itself is an acronym, standing for Customer Relationship Management. This is part three of a three-part article to provide explanation and meaning for most of the common CRM phraseology. Here, in alphabetical order, we continue the Lexicon of CRM

D PART 12: explain what kind of data is being passed (see the example provided in Part 2, under the definition for Metadata). It is being heralded as the EDI of the Internet, and the future of inter-database, inter-application, and inter-company communications. ZLE - Zero Latency Enterprise . The latest, new-fangled term to come from the consulting world. It represents the Enterprise that is so technologically enabled that information is instantly accessible to anyone who needs it (or has need of it) at any time.
11/2/2001

Bridging the Reality Gap Between Planning and Execution Part One: The Problem
At sites where both planning and execution modules are stand-alone implementations, neither deliver enough benefit because there are almost always manual connections and processes between these two crucial supply chain management (SCM) areas. Yet, planning and execution in the supply chain are slowly but surely converging because no plan is useful if it cannot be executed.

D PART 12: Bridging the Reality Gap Between Planning and Execution Part One: The Problem Bridging the Reality Gap Between Planning and Execution Part One: The Problem P.J. Jakovljevic - June 16, 2004 Read Comments The Problem Despite the fact that many manufacturers have invested in enterprise resource planning (ERP) systems and supply chain management (SCM) systems, most continue to use inopportune batch reports and pesky spreadsheets to manage their operation s performance. These have proven to be inefficient and
6/16/2004

Traffic Audits Make Strange Bedfellows: Part II - The Audit Process
With traffic being the lifeblood of an e-commerce site the Marketing crew knows that the traffic numbers are going to be audited. And they look to the CIO to make sure that the numbers will pass muster. If there’s a problem with the numbers, the CIO may be blamed. So it’s important to understand what auditors want to see, and to make sure that your collection and reporting procedures are appropriate. The greatest danger is having to restate numbers that you’ve already provided to advertisers.

D PART 12: Traffic Audits Make Strange Bedfellows: Part II - The Audit Process Traffic Audits Make Strange Bedfellows: Part II - The Audit Process D. Geller - September 14, 2000 Read Comments This is Part II of a two part article. Part I : The Why s and What s of Auditing Part II : The Audit Process What s in an audit? The audit is a process for verification of the numbers that you report to your advertisers. Audits can be performed in a number of different ways. Server-based audits examine data that is available at
9/14/2000

The ERP Market 2001 And Beyond – Part 5: Recommendations
Winning ERP products will demonstrate deep industry functionality and tight integration with best-of-bread ‘bolt-on’ products in a particular vertical. Users should focus on the handful of business objectives they need to achieve and the ways to measure their success.

D PART 12: The ERP Market 2001 And Beyond – Part 5: Recommendations The ERP Market 2001 And Beyond – Part 5: Recommendations P.J. Jakovljevic - October 15, 2001 Read Comments The ERP Market 2001 And Beyond Part 5: Recommendations P.J. Jakovljevic - October 15, 2001 Executive Summary  Enterprise resource planning (ERP) integrated software solutions have become synonymous with competitiveness, particularly throughout the 1990 s. ERP systems replace islands of information with a single, packaged software
10/15/2001

Selecting PLM Software Solutions Vendors Part 3 - A Timesaving Solution
In PLM, there is no single vendor that can meet all of the requirements, and the market is still immature, so almost every product can be the right solution provided a certain set of requirements. The Catch 22 for both buyers and vendors is to pinpoint the right opportunity in this ongoing 'dating game'.

D PART 12: Selecting PLM Software Solutions Vendors Part 3 - A Timesaving Solution Selecting PLM Software Solutions Vendors Part 3 - A Timesaving Solution Jim Brown and P.J. Jakovljevic - May 24, 2003 Read Comments Executive Summary Past experience shows us that the vast majority of enterprise technology evaluations run over time and budget, and once selected, the majority of the implementations fail to meet functional, return on investment (ROI) and total cost of ownership (TCO) expectations. Many companies have
5/24/2003

The ERP Market 2001 And Beyond – Part 3: Rating The Vendors
We generally believe that, in the long run, market winners will be those vendors with an established large customer base and with huge financial and human resources that would make them more responsive to any future challenges such as sudden market trends and/or technology paradigm shifts.

D PART 12: The ERP Market 2001 And Beyond – Part 3: Rating The Vendors The ERP Market 2001 And Beyond – Part 3: Rating The Vendors P.J. Jakovljevic - October 9, 2001 Read Comments The ERP Market 2001 And Beyond Part 3: Rating The Vendors P.J. Jakovljevic - October 9, 2001 Executive Summary  Enterprise resource planning (ERP) integrated software solutions have become synonymous with competitiveness, particularly throughout the 1990 s. ERP systems replace islands of information with a single, packaged software
10/9/2001

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D PART 12: Access forbidden! You don t have permission to access the requested object. It is either read-protected or not readable by the server. If you think this is a server error, please contact the webmaster . Error 403 blog.technologyevaluation.com 10/11/13 19:17:17 Apache/2.2.11 (Win32) DAV/2 mod_ssl/2.2.11 OpenSSL/0.9.8i PHP/5.2.9 4 b 49 If you think this is a server error, please contact the webmaster . 14 Error 23 403 2b blog.technologyevaluation.com a 1b 10/11/13 19:17:17 6a Apache/2.2.11 (Win32) DAV/2

Performance Management Myths and Reality (Part One of Three)
Performance management systems have become an important tool in building an organizational culture of choice, and can deliver tremendous results. However, it’s not very common to have a comprehensive “road map” when embarking on a performance management system implementation—which can lead to serious mistakes in dealing with the people, process, and technology of performance management.

D PART 12: Performance Management Myths and Reality (Part One of Three) Performance Management Myths and Reality (Part One of Three) Source: Performance Solutions Technology Document Type: White Paper Description: Performance management systems have become an important tool in building an organizational culture of choice, and can deliver tremendous results. However, it’s not very common to have a comprehensive “road map” when embarking on a performance management system implementation—which can lead to
4/18/2007 5:44:00 PM


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