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Documents related to » e 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.

E PART 12: 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. Overproduction can point to the obvious waste: turning out more product than what is needed by the consumer. But it can also mean overproduction of other items
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.

E PART 12: aspirants). Vendors like J.D. Edwards, Lawson, and Great Plains, who bundle other vendors products as a part of their overall solution, may get some vindication for their strategy. They have been lambasted so far from purist one-stop-shop suppliers like SAP and Oracle as well as from analysts. J.D. Edwards may still struggle to justify its need for almost a double-digit number of third party software alliances. The proverbial argument has been that integration of products from different vendors is
5/31/2000

GE GXS: Part and Parcel of B2B Exchange
General Electric’s GXS provides the infrastructure for a new digital marketplace. The announcement sheds light on the possibility that GXS can leverage its traditional infrastructure business into a lead position within the new economy.

E PART 12: GE GXS: Part and Parcel of B2B Exchange GE GXS: Part and Parcel of B2B Exchange D. Geller - November 1, 2000 Read Comments D. Geller - November 1, 2000 Event Summary eeParts.com provides a trading platform for buyers and sellers of electronic components. The service provides an environment in which buyers and sellers interact anonymously. Bidders locate the components they need in a searchable inventory database and proffer bids based on the information on product specifications, availability and asking
11/1/2000

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.

E PART 12: The Lexicon of CRM - Part 2: From J to Q The Lexicon of CRM - Part 2: From J to Q Randy Garland - October 19, 2001 Read Comments The Lexicon of CRM Part 2: From J to Q R. Garland - October 19, 2001 The Lexicon is divided into three parts, this being the second of three. This second section covers the alphabet from J to Q. For A to I, see Part One . J  J2ME - Java 2 Micro Edition . A highly optimized Java runtime environment targeting a wide range of consumer products, including pagers, cellular phones,
10/19/2001

http://blog.technologyevaluation.com/blog/2010/07/15/grape-escape-2010-of-cloud-angels-fun-games-and-“in-vino-veritas”-–-part-1/%20


E 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

Software Selection: A Third Alternative Part One: The Buyer’s Perspective
There are two prevailing approaches for selecting enterprise-wide software: the functions and features approach and the business processes approach. Yet a third alternative does exist—one that takes the best aspects of these two to provide the assurances needed by the buyer and the efficiency desired by the vendor.

E PART 12: cost of ownership (TOC) expectations. This concludes part one of a two-part note. Software Selection: A Third Alternative Part Two: Seller s Perspective and the Third Alternative discusses the seller’s perspective and presents the third alternative. The number of companies that are able to substantiate or provide the rationale of the decisions to go with one product over another is slim. Unfortunately, a much higher number of companies rely solely on unsubstantiated justifications, like their “gut-fee
1/21/2008

2009 December » The TEC Blog


E PART 12: TEC, Technology Evaluation, Technology Evaluation Centers, Technology Evaluation Centers Inc., blog, analyst, enterprise software, decision support.
09-12-2009

Performance Management Myths and Reality (Part Two of Three)
Setting up a performance management system can deliver immense value to your organization. But in order to successfully execute a performance management system, and to avoid critical missteps, you need to focus on the three important core processes that must be launched and navigated—before you launch the performance improvement process.

E PART 12: Performance Management Myths and Reality (Part Two of Three) Performance Management Myths and Reality (Part Two of Three) Source: Performance Solutions Technology Document Type: White Paper Description: Setting up a performance management system can deliver immense value to your organization. But in order to successfully execute a performance management system, and to avoid critical missteps, you need to focus on the three important core processes that must be launched and navigated—before you launch
4/18/2007 6:49:00 PM

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.

E 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

Navision Enhances Its e-Vision And Looks To Expand Vertically - Part 2: Market Impact
Navision has been expanding its coverage in terms of geography, vertical industries, and product functionality. Globally, it has become one of the largest independent small-to-mid-market enterprise system providers.

E PART 12: e-Vision And Looks To Expand Vertically Part 2: Market Impact P.J. Jakovljevic - November 30, 2001 Market Impact of Navision Developments  In November 2001, Navision (CSE: NAVI), a Danish provider of enterprise business solutions for mid-sized companies, extended its business-to-business (B2B) solution, Commerce Gateway , to the Navision Axapta product line, giving Navision Axapta customers the opportunity to save time, lower costs and orchestrate business processes more effectively. With Commerce
11/30/2001

Performance Management Myths and Reality (Part Three of Three)
It has been estimated that two-thirds of all complex technology solutions, such as customer relationship management (CRM), enterprise resource planning (ERP), and performance management result in less than successful outcomes. Implementing a complex technology-enabled performance management solution is a worthwhile, but significant challenge. That’s why the implementation of technology must be a small part of a larger change effort.

E PART 12: customer relationship management (CRM), enterprise resource planning (ERP), and performance management result in less than successful outcomes. Implementing a complex technology-enabled performance management solution is a worthwhile, but significant challenge. That’s why the implementation of technology must be a small part of a larger change effort. Performance Management Myths and Reality (Part Three of Three) style= border-width:0px; />   comments powered by Disqus Related Topics:   Human
4/18/2007 6:55:00 PM


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