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Documents related to » f 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.

F PART 12: Lean Simplified: Part 1 Lean Simplified: Part 1 Source: ProcessPro Software Document Type: White Paper Description: 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
7/14/2009 11:53:00 AM

2007 December » The TEC Blog


F PART 12: TEC, Technology Evaluation, Technology Evaluation Centers, Technology Evaluation Centers Inc., blog, analyst, enterprise software, decision support.
31-12-2007

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.

F 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

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.

F PART 12: AG, the leading provider of enterprise software applications, announced a strategic alliance 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
5/31/2000

How to Start and Finish a No-fail Project, Part 1: Fighting Internal Resistance
According to a major IT research firm, less than 20 percent of IT projects are completed on time and on budget. Project management (PM) experts agree that internal resistance is one of the factors that can ruin a project. What does it take to get your people to say “yea” instead of “nay”? Find out other common causes of project failure, and how to encourage your team members to embrace change and communicate better.

F PART 12: How to Start and Finish a No-fail Project, Part 1: Fighting Internal Resistance How to Start and Finish a No-fail Project, Part 1: Fighting Internal Resistance Source: Logic Software Document Type: White Paper Description: According to a major IT research firm, less than 20 percent of IT projects are completed on time and on budget. Project management (PM) experts agree that internal resistance is one of the factors that can ruin a project. What does it take to get your people to say “yea” instead of
3/26/2008 3:33:00 PM

Selecting PLM Software Solutions Part 5 - User Recommendations
This tutorial points out the significance of buyers researching PLM technology vendors before determining the short list and vendors researching the viability of the opportunity before committing time and money to a sales effort. Since a 'one-size-fits-all' product is still not quite a viable possibility, almost every product can win provided certain set of requirements. The Catch 22 for both buyers and vendors/VARs is to pinpoint the right opportunity in this ongoing 'dating game'.

F PART 12: concludes the fifth and final part of a five-part tutorial on how to effectively streamline the PLM selection process. For more information on using the PLM Knowledge Base please visit the PLM Evaluation Center for a free trial. For questions on the PLM RFI, please contact the TEC PLM Specialist, Jim Brown , at jim.brown@tech-clarity.com . About the Authors Jim Brown has over 15 years of experience in management consulting and application software focused on the manufacturing industries. Jim is a recogniz
5/27/2003

Appointment Scheduling - Achieving the Positive Ripple Effect Part 3: An Illustration
Reducing wait time to just 17 hours per week would reflect a gain of approximately 32,160 miles per year by each trailer.

F PART 12: Achieving the Positive Ripple Effect Part 3: An Illustration Appointment Scheduling - Achieving the Positive Ripple Effect Part 3: An Illustration Rachel Nemecek - July 1, 2002 Read Comments Appointment Scheduling Achieving the Positive Ripple Effect Part 3: An Illustration Featured Author - Rachel Nemecek - July 1, 2002 Carrier Illustration The example shown below of a national truckload carrier illustrates perfectly benefits described in Part Two. Particularly noteworthy is the additional capacity made
7/1/2002

Cookie-cutter Solutions Won t Cut It with the Mid-Market Part One: Historical Relationships
Small enterprises, like their bigger brethren, need some differentiation means in the market, and that will not be achieved by implementing a cut-and-dried business solution in a

F PART 12: the long run (see Fast-path Implementations - Are They Good or Bad? ). This concludes Part One of a two-part tutorial. Part Two will discuss challenges and the lower-end businesses.
4/19/2004

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.

F PART 12: Performance Management Myths and Reality (Part Three of Three) Performance Management Myths and Reality (Part Three of Three) Source: Performance Solutions Technology Document Type: White Paper Description: 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
4/18/2007 6:55:00 PM

Is ROI King In Evaluating IT Investments? Part 1. Should We Make the Investment?
IT managers should recognize that cash flow measurements are being increasingly used to evaluate IT investments, even though initial estimates of cash flows from IT projects are often hard to determine because underlying business assumptions can change. IT veterans all know that reconciling IT investments to the bottom line has been problematic.

F PART 12: involves three common problems. First, a critical part of cash flow analysis relates to how long the equipment or software will be useful. It is hard to estimate the useful life of information technology investments. We all have had the experience of having IT equipment or software become obsolete much earlier than expected. Conversely, sometimes software is used much longer than expected. Second, it is difficult to isolate the financial impact related to a change in technology. For example, a major
7/23/2002

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.

F PART 12: SCP products steep fall from their early grace. This is Part One of a two-part tutorial. Part Two will address the manufacturers perspective. Collaboration Complicates the Picture The demand for near real time supply chain collaboration will, in turn, place an increasing emphasis on any company s ability to immediately commit itself to promising orders delivery dates on a global basis and to consistently meet those commitments ever after. This available-to-promise (ATP)/capable-to-promise (CTP)
6/16/2004


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