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Did Sagent Technology Pull the Old 'Pump and Dump'?
Sagent Technology has been hit with a class action complaint for violation of the Securities Exchange Act of 1934. According to the complaint, company officers misrepresented Sagent’s 1999 and 2000 sales prospects to give them time to sell over $8 million of their own stock. The officers sold their stock at prices as high as $27.875, but after the true revenue projections were revealed, the stock dropped as low as $7-7/32. Interestingly, both the Vice President of Sales and the Chief Financial Officer resigned after they received their millions of dollars in proceeds.
Did Sagent Technology Pull the Old Pump and Dump ? Did Sagent Technology Pull the Old Pump and Dump ? M. Reed - November 7, 2000 Read Comments M. Reed - November 7, 2000 Event Summary Sagent Technology, a provider of what they refer to as Real-time e-Business Intelligence Solutions , has been hit with a class action complaint for violation of the Securities Exchange Act of 1934. According to allegations in the complaint, company officers misrepresented Sagent s 1999 and 2000 sales prospects to give
Pull vs Push: a Discussion of Lean, JIT, Flow, and Traditional MRP Part 1: Tutorial
Flow manufacturing leverages techniques to help manufacturers create any product on any given day, in any given quantity including the "quantity of one" (i.e., through the so-called mixed-model production), while keeping inventories to a minimum and shortening cycle times in order to quickly fill customer orders.
synonymously for the specific JIT scheduling system developed and used by the Toyota Corporation in Japan. It is a pull system where workstations signal with a card or something similar when parts are to be withdrawn from feeding operations or suppliers.) For more detail on JIT and lean manufacturing and on their impact on ERP, see Trends Affecting Manufacturers and ERP . However, flow manufacturing leverages some additional techniques helping manufacturers create any product on any given day and
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Documents related to
Pull vs Push: a Discussion of Lean, JIT, Flow, and Traditional MRP Part Two: Challenges and User Re
While lean/flow leverages practices to stay ahead of actual demand, traditional approaches better coordinate secondary, back-office systems like accounting and HR. Moreover, flow should be a company-wide strategy that impacts more than manufacturing.
also caters to both JIT that is used for build-to-order or final assembly manufacturing, and to lean manufacturing, which is suitable for build-to-demand pull for finished and component items. Namely, most companies will still use MRP to ascertain longer-term dependent demand (i.e., based on forecasts), but replenishment will be based on independent demand (i.e., actual customer orders), with closely managed inventory buffers. Customer demand cannot be predicted months ahead, since nothing is that
Integrated Lean Giving ERP the Flexibility to Push and Pull
Current manufacturing practices have been made cumbersome by the imposition of data recording activities required by manufacturing systems through the release, issuing, and expediting of the infamous work order. An integrated lean system utilizes full containers to signal the completion of product and backflushes the component material within the ERP system. Additionally, the integrated lean system (pull) can work simultaneously and in harmony with your MRP planning (push) to schedule your shop floor bottlenecks so that the bottleneck becomes the heartbeat (pull) for the remainder of the plant. Although originally scheduled, the bottleneck may use the integrated lean backflush routines as well! This white paper defines the integrated lean environment.
Integrated Lean Giving ERP the Flexibility to Push and Pull Integrated Lean Giving ERP the Flexibility to Push and Pull Source: TTW Incorporated Document Type: White Paper Description: Current manufacturing practices have been made cumbersome by the imposition of data recording activities required by manufacturing systems through the release, issuing, and expediting of the infamous work order. An integrated lean system utilizes full containers to signal the completion of product and backflushes the
Moving Beyond Lean Manufacturing to a Lean Supply Chain
Most lean manufacturing deployments target production operations, but can also be extended to other supply chain processes. To realize the multiplicative benefits of real time information and reduced inventory, companies must assess their production environment and supply chain activities.
Moving Beyond Lean Manufacturing to a Lean Supply Chain Moving Beyond Lean Manufacturing to a Lean Supply Chain Michael Bittner - September 13, 2005 Read Comments Background Most of the buzz and activity around the adoption of lean manufacturing concepts within an enterprise has been linked to the shop floor. Production operations have been the target of most lean manufacturing deployments, but lean manufacturing principles and techniques can be extended beyond the shop floor to processes that are unique
Discrete ERP 101
Puzzled by process? Dazed by discrete? First, let’s understand who should use a discrete ERP application. <!--more-->Discrete manufacturers<!--[if !supportLists]--> assemble products from component parts. These products are made to order and can, in theory, be disassembled (ex: cars, computers, tables…). <!--[endif]-->Process manufacturers (AKA continuous manufacturers), on the other hand
overtime. (Note, however, that JIT can be applied to process manufacturing as well.) See TEC’s Discrete ERP Evaluation Center for more on the business benefits of discrete ERP applications. If you are a discrete manufacturer burdened with a process ERP solution, you will be unable to properly allocate items to specific orders. Traceability thus becomes a major headache. Furthermore, the overriding consideration for process manufacturers is quality . For discrete manufacturers, it’s quantity (with,
Epicor To Try The Divestiture Tack, Too
Plagued by depleted revenues and continued hefty losses amid a difficult market situation, Epicor is trying to pull some other beleaguered competitors' trick - the selling of non-core parts of the business.
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Driving Costs Out of the Supply Chain: Inbound Logistics
One of the most neglected areas of the manufacturing and retail supply chain is the inbound logistics segment. Following best practices and creating a collaborative allows companies to save money and streamline operations.
material. In addition, modern JIT manufacturing methods push the Procurement Manager to aim to achieve lowest inventory models - often at the expense of higher inbound transportation costs. There is an inherent conflict in balancing the Just-in-time manufacturing practices (low inventory, shipment sizes, frequency of shipments) with inbound logistics and transportation needs (low cost, visibility of goods). The manufacturing or Retail organization needs to ask itself: Is it seeking the lowest integrated t
Employee Central: The New Face of Human Capital Management (HCM)
Learn about a single platform, deployed in the cloud, that gives small to medium-size businesses greater visibility into their workforce by providing a single employee global system of record. With data supported by employee and manager self-service, human resources (HR) can pull real-time reports with accurate workforce data to make informed talent decisions. Download this business brief.
Employee Central: The New Face of Human Capital Management (HCM) Employee Central: The New Face of Human Capital Management (HCM) Source: SAP Document Type: White Paper Description: Learn about a single platform, deployed in the cloud, that gives small to medium-size businesses greater visibility into their workforce by providing a single employee global system of record. With data supported by employee and manager self-service, human resources (HR) can pull real-time reports with accurate workforce data
Tightening the Chain-Supply Chain Cost-cutting Strategies
As companies struggle to control costs, the supply chain and management of supply resources have come under scrutiny. The supply chain is one area where a company can achieve quick gains and receive a fast return on investment.
variation of the just-in-time (JIT) methodology for inventory reduction. Attribute-based demand planning is defined as the granular differentiation of product, with additional products or services added to products in order to increase value or to minimize the total inventory carried. Attribute-based demand planning can achieve several benefits: Increased selling price (and gross revenue) for specialty products arises from the specific requirements that can be added to the items for specific consumption,
glovia G2 Is Now TEC Certified for ERP for Discrete Manufacturing
I am pleased to announce that Glovia International’s G2 enterprise resource planning (ERP) solution is now TEC Certified and available for online evaluation of ERP for discrete manufacturing solutions in TEC’s ERP Evaluation Center. Glovia has more than 30 years of experience developing its solution to meet the needs of discrete manufacturers. And, based on the data evaluated by Technology
delivery times, thus enabling JIT supply capabilities within a lean working environment. A “traffic-light” style of information delivery for manufacturing, with real-time issue resolution. A “red-yellow-green” color mindset considers three major information flows that top management needs to know about to make a decision. Along with traditional cost accounting, glovia G2 allows for lean accounting with its specific techniques, such as value-stream measurements, value-stream costing, and others.
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