Home
 > search for

Featured Documents related to » l part 12



ad
Get Free ERP Systems Comparisons Now

Find the best ERP software solution for your business!

Use the software selection tool employed by IT professionals in thousands of selection projects per year. FREE software comparisons based on your organization's unique needsquickly and easily!
Register to access your free comparison reports and more!

Country:

 Security code
Already have a TEC account? Sign in here.

Documents related to » l 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.

L PART 12: let s look at the last part of the definition: by flowing the product at the demand of the customer. This is where we need to look at the five basic principles of lean: Specify Value Identify the Value Stream Flow Customer Pull Pursue Perfection Specifying value is the most critical point of all the principles. If you re asking yourself, But, which value? you re asking the right question. The same lean process, identifying wastes and other aspects we have yet to cover, applies to all the different value
7/14/2009 11:53:00 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

L PART 12: 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 storage capabilities. Examples include Oracle s 9i database, Microsoft s SQLServer 2000, and IBM s DB2 and
11/2/2001

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.

L PART 12: 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 difficult and
5/31/2000

2007 December » The TEC Blog


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

2007 December » The TEC Blog


L PART 12: TEC, Technology Evaluation, Technology Evaluation Centers, Technology Evaluation Centers Inc., blog, analyst, enterprise software, decision support.
03-12-2007

Scala Shows Far More Than A Bit Of A Backbone Part 1
Scala seems to be telling any competitor that two can play the game in the global enterprise market. Employing offense as the best defense, the company is determined to attack the satellite divisions of its bigger competitors, particularly those of SAP.

L PART 12: versions, one for each language. This concludes Part One of a three-part note covering recent initiatives by Scala. Part Two will evaluate the Market Impact. Part Three will discuss the Challenges faced by Scala and make User Recommendations.
8/6/2002

Implementing Plex Online: Pilot Part Methodology and Just-in-Time Training
Are you looking to implement an enterprise resource planning (ERP) system, but are afraid of time and IT resources needed—not mention the loss of employees during the training and implementation? Plex Online can help. Discover how Plex Online’s four-phase training process—piloting, testing, systems enhancements, and go-live—drives 98% customer satisfaction in Plex Online implementations—32% higher than the industry average.

L PART 12: Implementing Plex Online: Pilot Part Methodology and Just-in-Time Training Implementing Plex Online: Pilot Part Methodology and Just-in-Time Training Source: Plex Systems Document Type: White Paper Description: Are you looking to implement an enterprise resource planning (ERP) system, but are afraid of time and IT resources needed—not mention the loss of employees during the training and implementation? Plex Online can help. Discover how Plex Online’s four-phase training process—piloting, testing,
4/4/2011 11:11:00 AM

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

L PART 12: Cookie-cutter Solutions Won t Cut It with the Mid-Market Part One: Historical Relationships Cookie-cutter Solutions Won t Cut It with the Mid-Market Part One: Historical Relationships P.J. Jakovljevic - April 19, 2004 Read Comments Historical Relationships The fact that the lower-end of the enterprise applications market (also referred to as SMB—small-to-medium businesses or SME—small-to-medium enterprises) is the next frontier and a promised land for all enterprise vendors—small (tier n), medium
4/19/2004

PeopleSoft Building Muscles To Overcome The Rough Patch Part 2: Market Impact
With a large investment in architecture made early, PeopleSoft has so far resisted the downturn in the market and has gained ground by making its core applications a compelling choice. However, the company has tempted the fate with touting that its product architecture would make it bulletproof to the weak economy, making the market reward it at that stage for being the poster child of a success in the tough environment. One should not be surprised with the market’s harsh knee-jerk reprisal once the pure-Internet magic was dented with the latest tamed results.

L PART 12: Software Company Comprehensive Product Life Cycle Management Financial Results This is Part Two of a four-part report on recent PeopleSoft announcements. Parts One detailed the announcements. This part and Part Three will discuss the Market Impact of these announcements and Part Four will make User Recommendations. Market Impact PeopleSoft might have become the victim of its own success, since the year 2001 was an exceptional year of its financial performance, including record total revenue, record
6/20/2002

Syspro Hatches Encore IMPACT On SME Manufacturers. Part 2: Market Impact
While Syspro’s recent product release does not necessarily represent a major ground breaking, its broad and well-attuned offering for small enterprises should certainly give other incumbent players a run for their money.

L PART 12: 2: Market Impact P.J. Jakovljevic - November 8, 2001 Read Comments Syspro Syspro Hatches Encore IMPACT On SME Manufacturers Part 2: Market Impact P.J. Jakovljevic - November 8, 2001 Event Summary  On September 7, the Syspro Group , a privately held Worldwide provider of enterprise software for small to medium enterprises (SMEs), with its US headquarters in Costa Mesa, CA (www.sysprousa.com ), was named a recipient of the START Magazine Vision Technology & Business Award for 2001 in the Manufacturing
11/8/2001

EAM Versus CMMS: What s Right for Your Company? Part One
As companies continue to look for more areas from which to squeeze out revenues and reduce expenses, enterprise asset management (EAM) and computerized maintenance management systems (CMMS) software continue to receive good press as the systems providing an answer--and with justification. But what software makes the most sense for your company and from which providers--EAM/CMMS best-of-breed incumbents or enterprise resource planning (ERP)

L PART 12: and exception reporting Whole life asset care Maintenance administration Predictive maintenance analysis Maintenance alternatives analysis Physical asset risk management Reliability-centered maintenance Root cause analysis Financial cost/life analysis Technical document change management Strategic usage analysis Strategic planning for asset management This concludes Part One of a four-part note. Part Two will address integration concerns. Parts Three and Four will present an analysis of two major
3/15/2004


Recent Searches
A B C D E F G H I J K L M N O P Q R S T U V W X Y Z Others