Business process reengineering is the most popular business
concept of the 1990’s. Celebrated in best-selling books (in the U.S.,
Japan, Brazil, and many countries in Europe), articles in every major
business publication, conferences, and even several videotapes,
reengineering has penetrated into every continent except Antarctica.
Thousands of companies and public sector organizations have
initiated reengineering initiatives. Internal and external consultants
on the topic have proliferated dramatically. Many universities have
created courses on the topic for business school students....
A PLC or programmable controller is a computer based solid state device that controls industrial equipment and processes.
Initially designed to perform the logic functions executed by relays, drum switches and mechanical timer/counters, it has
been extended to analog control as well.
A typical PLC system consists of a processor and an input/output system all mounted in a rack like system. The PLC system
is a cost effective solution for applications with a high ratio of digital to analog points in a system.
Commissioning Improvement Initiatives
At this point we have assembled all of the tools we will need to implement a continuous project management process improvement program. Our next task is to put all of this together into a coherent program that moves our project management culture from its current maturity level to a desired end state. That end state may encompass all 39 project management processes, all nine knowledge areas, or only a selected number of processes or knowledge areas.
Tools to Investigate Improvement Opportunities.
We have discussed the assessment, plotting, and analysis of both PD and PP maturity level data. We know how to target those knowledge areas that should be further investigated for improvement opportunities. We have suggested a few approaches for ranking improvement opportunities. In this chapter we look under the hood at a knowledge area or individual process within a knowledge area to analyze the PD or PP performance to define potential areas for improvement initiatives.
Case Study: B. Stoveburden Trucking Company
Improvement initiatives may be little more than educated guesses at the ideas and activities that have the potential of improving the maturity level of a process or knowledge area. Remember, they may have come as a result of a brainstorming session. Even though they are the task force’s educated guesses, they are expected to result in some level of improvement. That expectation may even be stated quantitatively.
There are many factors accounting for losses after rice harvest and occurs as
as early as pre-harvest period and the next stage from harvesting to storage. the
the appearance of cracks in the rice-harvest period reduces the yield.
Grain can be damaged or lost quantity and quality due to inappropriate
practice in the sun time, harvest, harvest, dam / mechanical drying, loading / unloading,
transport, milling and processing storage conditions.
Milling process is an important stage because it produces the final product (white rice).
Post production lines of rice.
As the Army has implemented initiatives to improve its basic logistics processes, it has found that these processes are hampered by a financial management system that is slow and inaccurate and that creates errors and delays. This report documents analys
The collection of data milling damage in the two provinces for more than three mills
each province (Kien Giang and Tien Giang) were made in 2007-2008. Undertaking
the recovery of rice will not only depend on the initial quality of rice (existing cracks or
major cereals), but also on the effectiveness of the milling operation. So, in this work, the fact
milling loss of data is collected in two provinces of Tien Giang and Kien Giang. There exist three
system of rice plants in both provinces:
Assess an individual's preparation for Initiative Leadership roles, document the technical mastery of those currently in Initiative Leadership, provide benchmark data to eliminate gaps in our ability to meet current or future business needs.
Conversation between two people is usually of MIXED-INITIATIVE, with CONTROL over the conversation being transferred from one person to another. We apply a set of rules for the transfer of control to 4 sets of dialogues consisting of a total of 1862 turns. The application of the control rules lets us derive domain-independent discourse structures. The derived structures indicate that initiative plays a role in the structuring of discourse.
Cellobiohydrolases (exocellulases) hydrolyze cellulose processively, i.e. by
sequential cleaving of soluble sugars from one end of a cellulose strand.
Their activity generally shows an initial burst, followed by a pronounced
slowdown, even when substrate is abundant and product accumulation is
In this paper, we argue for the need to distinguish between task and dialogue initiatives, and present a model for tracking shifts in both types of initiatives in dialogue interactions. Our model predicts the initiative holders in the next dialogue turn based on the current initiative holders and the effect that observed cues have on changing them.
We introduce an annotation scheme for temporal expressions, and describe a method for resolving temporal expressions in print and broadcast news. The system, which is based on both hand-crafted and machine-learnt rules, achieves an 83.2% accuracy (Fmeasure) against hand-annotated data. Some initial steps towards tagging event chronologies are also described.
This work is the first systematic investigation of initiative in human-human tutorial dialogue. We studied initiative management in two dialogue strategies: didactic tutoring and Socratic tutoring. We hypothesized that didactic tutoring would be mostly tutor-initiative while Socratic tutoring would be mixedinitiative, and that more student initiative would lead to more learning (i.e., task success for the tutor).
In this paper, we address the problem of reducing the unpredictability of userinitiated dialogue contributions in humancomputer interaction without explicitly restricting the user’s interactive possibilities. We demonstrate that it is possible to identify conditions under which particular classes of user-initiated contributions will occur and discuss consequences for dialogue system design.
This chapter introduces Object-Oriented Systems Analysis and Design with the Unified Modeling Language, Version 2.0. First, the chapter introduces the basic characteristics of object-oriented systems. Second, it introduces UML 2.0. Third, the chapter overviews Object-Oriented Systems Analysis and Design and describes the Unified Process. Finally, based on the Unified Process and the UML 2.0, the chapter provides a minimalist approach to Object-Oriented Systems Analysis and Design with UML 2.0.
What happens when we turn on our workstation and try to boot into Linux? The BIOS checks the system. The Boot loader finds the kernel image, loads it into memory, and starts it. The kernel initializes devices and their drivers. The kernel mounts...
Auditing is a formal process for examining key issues with a view to establishing
accountabilities and securing an improved position. The pressures on all types of organizations mean that there has never been a greater need for effective
auditing. The requirement to perform, behave well and account properly for
corporate resources has meant that things cannot simply be left to chance.
What happens when we turn on our workstation and try to boot into Linux? The BIOS checks the system. The Boot loader finds the kernel image, loads it into memory, and starts it. The kernel initializes devices and their drivers. The kernel mounts the root filesystem. The kernel starts the init program. init gets the rest of the processes started The last process that init starts will allow you to login.