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Abstract: SAP has gained connectivity to virtually any source on the
plant floor and analytical functionality through its acquisition of Lighthammer's products for
plant intelligence. SAP users in the process of evaluating
plant intelligence solutions should seriously consider Lighthammer.
PubDate: 2/7/2006
Abstract: An integrated steel plant’s manufacturing processes typically encompass three distinct types of manufacturing—flow manufacturing, process manufacturing, and mill manufacturing—making such a plant a mixed-mode manufacturer. Software systems that address the diverse needs these manufacturers have cannot be emphasized more.
Abstract: Production supervisors and plant managers are constantly fighting problems within a plant because they lack visibility in the supply chain and do not have an automated exception-based management system. However, a value-adding processing layer can create transparency and link information to unify company processes.
Abstract: The metric of plant maintenance should now be in the ability of the plant to meet the strategic goals of the company beyond customarily expected cost savings, such as improved plant output, performance predictability, product quality, customer service, safety, environmental control, etc.
Abstract: To gain the competitive edge, enterprises are seeking tools to break information silos. Collaborative planning and manufacturing has given plant-level systems a whole new meaning.
Abstract: The acquisition of the formerly loyal composite applications partner Lighthammer bolsters SAP's capabilities of connectivity and visibility into manufacturing plant performance. However, it does not, at this stage, provide much added industry-specific shop-floor functionality per se.
Abstract: Enterprises that have manufacturing or plant-level intelligence systems can be guided through the forking paths of exception-based decision-making. Not only will they be better prepared for unplanned events, but they will also know how their responses will impact the company.
Abstract: The information technology (IT) environment in manufacturing is facing a dramatic change. Traditional systems must evolve to support near real time, collaborative business models. This is especially prudent at the plant-level.
Abstract: Best-in-class manufacturers are driven to improve plant floor data management by the need to enhance performance improvement program effectiveness, as well as operational performance visibility. Up to two-thirds of these manufacturers address these pressures through technology. If you want to lead the pack—instead of getting buried under it—read this white paper to find out which technologies are right for you.
Abstract: Global manufacturers want an integrated view of the shop floor. In response, manufacturing execution systems (MES) have emerged as a powerful tool for integrating plant-floor data with information provided by applications, such as enterprise resource planning (ERP) and customer relationship management (CRM). MES can connect the world, and it has an exciting future when combined with promising technologies such as business process management (BPM) and service oriented architecture (SOA).
Abstract: While enterprise applications solutions are moving closer to the plant floor, and plant-level systems are moving closer to enterprise planning application functionality, these systems will not likely converge anytime soon, because they use different technologies and have different user requirements.
Abstract: Enterprises understand the value of integration. One area that has been ignored is the plant. Plant systems and corporate systems must be complementary and leverage each other to provide their maximum value. Production intelligence provides both integration and valuable information which is not available in either type of system.
Abstract: Compliance with the market RFID mandate has unfortunately preceded the achievements of applied physics and computer science. One of the main obstacles is the lack of integration, since there is a dearth of software tools from enterprise application integration vendors to get data from RFID tags and readers into existing business systems, meaning that companies are often forced to do expensive custom integration work.
Abstract: There is a great deal of confusion over the meaning of data warehousing. Simply defined, a data warehouse is a place for data, whereas data warehousing describes the process of defining, populating, and using a data warehouse. Creating, populating, and querying a data warehouse typically carries an extremely high price tag, but the return on investment can be substantial. Over 95% of the Fortune 1000 have a data warehouse initiative underway in some form.
Abstract: TEC VP, James F. Dowling is quoted in the National Association of Purchasing Management (NAPM) magazine Purchasing Today on the meaning of “Value”. The quote was in the context of how the understanding of the meanings of words change over time.
Abstract: A project's success is determined by the diverse stakeholder expectations. If some see return on investment as their primary stake, others may focus on profitability—meaning that stakeholder communication tools are only as good as their adaptability to stakeholder dynamics.
Abstract: 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
Abstract: 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.
Abstract: C.R.M. itself is an acronym, standing for Customer Relationship Management. This is part one of three-part article to provide explanation and meaning for most of the common CRM phraseology. Here, in alphabetical order, is the Lexicon of CRM.