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Documents related to » f part 24


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 24: 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

Lean Simplified: Part Two
Lean Simplified: Part Two.Templates and Other Package to Use In Your Complex System of Lean Simplified. Part one of the “Lean Simplified” series looked at manufacturing wastes, lean principles, and the benefits of lean manufacturing. Here, in Part two, you’ll be taken through the action stage of lean practices: implementing lean. Understand the “5S” program toward implementing lean and begin laying the foundation of a discipline that is necessary for effective implementation of more complicated lean tools such as kanban.

F PART 24: Lean Simplified: Part Two Lean Simplified: Part Two Source: ProcessPro Software Document Type: White Paper Description: Part one of the “Lean Simplified” series looked at manufacturing wastes, lean principles, and the benefits of lean manufacturing. Here, in Part two, you’ll be taken through the action stage of lean practices: implementing lean. Understand the “5S” program toward implementing lean and begin laying the foundation of a discipline that is necessary for effective implementation of
8/14/2009 10:47:00 AM

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

F PART 24: The Lexicon of CRM - Part 3: From R to Z The Lexicon of CRM - Part 3: From R to Z Randy Garland - November 2, 2001 Read Comments The Lexicon of CRM Part 3: From R to Z R. Garland - November 2, 2001 The Lexicon is divided into three parts, this being the second of three. This third section covers the alphabet from R to Z. For A to I, see Part One . For J to Q, see Part Two . R  RDBMS - Relational DataBase Management System . The typical, standard database, with both data models, data definitions, and data
11/2/2001

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.

F PART 24: 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 ERP Market 2001 And Beyond – Part 2: Vendor Reactions
Faced with competitive inadequacies, the major ERP vendors have been vigorously busy developing, acquiring, or bundling new functionality so that their packages go beyond the traditional realms of finance, materials planning & management, and human resources.

F PART 24: share, see Figure 1. Figure 1. This is Part Two of a five-part article. This part discusses the vendors reaction to market changes. Part One contains an overview of the ERP market and how ERP is expanding to included SCM, CRM, and e-procurement. Part Three will briefly analyze some of the major ERP vendors. Part Four will contain market predictions. Part Five will contain recommendations for the vendors and users. Part Five will contain links to the preceding parts. How Are Vendors Reacting?  On the
10/5/2001

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 24: 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
5/27/2003

I Did It the iWay » The TEC Blog
About the Bloggers     Follow TEC on Twitter    RSS   Discussing Enterprise Software and Selection --> Fast, Accurate Software Evaluations TEC helps enterprises evaluate and select software solutions that meet their exacting needs by empowering purchasers with the tools, research, and expertise to make an ideal decision. Your software selection starts here. Learn more about TEC s software selection process. --> Sep 24 Posted on 24-09-2009 --> I Did It the iWay Filed Under ( Humor ) by Gabriel Gheorg

F PART 24: CIO, data integration, EIM, information management, iWay, TEC, Technology Evaluation, Technology Evaluation Centers, Technology Evaluation Centers Inc., blog, analyst, enterprise software, decision support.
24-09-2009

The Path to ERP for Small Businesses, Part 3: Selection of ERP Software
The final part of this ERP article will explain the most important step: selecting the software that best fits the needs of your organization. The third and final part of the path to ERP for small businesses series describes the software selection stage, including the dos and don’ts during vendor product demos, how to create a shortlist, and finally selecting the vendor that provides the best product and services for your needs.

F PART 24: The Path to ERP for Small Businesses, Part 3: Selection of ERP Software The Path to ERP for Small Businesses, Part 3: Selection of ERP Software Gabriel Gheorghiu - July 13, 2010 Read Comments Parts 1 and 2 of this series described the processes of research and evaluation of enterprise resource planning (ERP) software. At the end of these two stages, you should have a pretty good idea which type of software might fit the needs of your organization and which vendors might provide this solution. Part 3 will
7/13/2010 5:17:00 PM

Are You on Track for 21 CFR Part 203 Compliance?
It’s old, it’s new, and it’s the future. Pedigree tracking regulations were originally passed into law through the Prescription Drug Marketing Act of 1987 (PDMA). After two decades of postponing enforcement, the US Food and Drug Administration (FDA) has lifted its final stay. Pharmaceutical companies are expected to be in compliance with 21 CFR Part 203 by the year 2011. Do you have what it takes for compliance?

F PART 24: Are You on Track for 21 CFR Part 203 Compliance? Are You on Track for 21 CFR Part 203 Compliance? Source: ProcessPro Software Document Type: White Paper Description: It’s old, it’s new, and it’s the future. Pedigree tracking regulations were originally passed into law through the Prescription Drug Marketing Act of 1987 (PDMA). After two decades of postponing enforcement, the US Food and Drug Administration (FDA) has lifted its final stay. Pharmaceutical companies are expected to be in compliance
8/18/2008 3:16:00 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.

F PART 24: 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

New Dimensions in EC and SCM Part 4: Using E-Procurement to Leverage Volume
A straightforward way to drive prices down and obtain increased supplier attention is to leverage total purchasing volume through Internet-based auctions. This part addresses the implications of using e-procurement to Leverage Volume, including leveraging volume through outsourcing.

F PART 24: part 4 of a five part series on e-procurement. Part 1 was The Benefits of E-Procurement Part 2 was The Efficiency Gains of E-Procurement Part 3 was  E-Procurement Can Broaden the Supplier Pool About the Author Scott A. Elliff is Founder and President of Capital Consulting & Management, Inc. (CCMI), offering high-quality analysis, practical advice, and fresh perspectives to help clients achieve bottom-line improvements in profitability, effectiveness, and market position. Mr. Elliff has sixteen years
1/4/2013 4:23:00 PM


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