Abstract: Companies relying on manual implementation and support for lean and world
class methodologies risk losing corporate consciousness. Avoid the pitfalls of lost information and flexibility; place value on performance gaps and create matrixes of tools and applications to prioritize issues.
PubDate: 9/23/2005
Abstract: Baltimore Technologies expects to report a sound quarter and does not expect to be plagued by the same erroneous projections that instigated two class-action lawsuits against Entrust.
Abstract: BMC Software,Inc. (Nasdaq:BMCS) gets slapped with a class action lawsuit claiming that BMC insiders made false statements about the strength of sales and integration of acquisitions, sold stock when BMC was trading at an all time high, then announced that third quarter FY00 earnings would be much worse than expected.
Abstract: In order to fully leverage its world-class manufacturing facilities, Perryman Company, a global leader in specialty titanium products, foresaw the need for a comprehensive information system that would integrate its internal processes—and one that would also support continued growth. One year after going live with its new system, Perryman has seen many important benefits, including improved visibility of costs.
Abstract: Most large organizations zealously protect their networks and host operating systems. But enterprise-class applications receive comparatively little attention, on the assumption that they are protected by defenses at the network perimeter. Yet these applications and databases are the major reason enterprises invest in IT in the first place—and the data they contain are often the enterprise’s most valuable assets.
Abstract: What does it mean to be a world-class competitor? It means being successful in your market against any competition—regardless of size or country of origin. It means matching or exceeding any competitor on quality, lead time, cost, customer service, and innovation. It means picking your battles—competing on the terms dictated by you. But how do you get there?
Abstract: Design globalization—and the access it provides to new markets, talents, and resources around the world—offers many opportunities to manufacturers today. Tapping into this growing network of suppliers and partners does bring risks and challenges. You can achieve best-in-class performance in a global design environment and achieve greater profitability. Find out the product design strategies of best-in-class manufacturers.
Abstract: To achieve operational excellence, process manufacturers must be able to control costs while meeting customer expectations. Best-in-class process companies provide visibility into manufacturing operations while using real-time interoperability between manufacturing systems and business systems. Discover how best-in-class process manufacturers accomplish this, as well as other characteristics that help them succeed.
Abstract: For companies that seek to align their workforces with business objectives and turn human capital into a competitive advantage, learning and development will be a critical enabler. Best-in-class companies are more than twice as likely as laggard companies to have a learning and development strategy that’s integrated with overall strategy. Find out how you can avoid lagging and become more like the best-in-class companies.
Abstract: Automating finance processes—such as closing the books, reporting, and other labor-intensive processes—reduces finance costs. By streamlining financial processes, you can spend more time on higher-value responsibilities and help ensure your company has a competitive advantage. Find out about the financial solutions many financial managers are implementing to automate their financial processes and financial transactions.
Abstract: When looking at extended enterprise resource planning (ERP), supply chain management (SCM), or customer relationship management (CRM) solutions, some companies get distracted by details of the technology and miss the bigger picture. Learn how to choose an operating platform capable of supporting your business needs, today and in the foreseeable future, and ensure that your suppliers will be around when you need them.
Abstract: What does Visibility’s .NET enterprise resource planning (ERP) solution have that others don’t? .NET technology. And because it contains no legacy code, it provides a system that’s accessible using a web-browser and has a user interface equal in functionality to a client-server application. In fact, any client PC with Internet Explorer 5.5 or later can operate it—without compromising the quality of the user experience.
Abstract: The key to a successful supply chain is simple: understand the needs of your customers, and deliver the product to them fast and efficiently. Improving these large-scale activities, however, can be challenging, and requires a comprehensive and systematic master plan. With a dynamic simulation model, the six key areas required to maintain an optimal balance are considered—helping to induce supply chain agility.
Abstract: The critical difference between industry leaders and laggards is a focus on the consumer experience. Search is a fundamental bridge between an enterprise and its stakeholders, and the quality of the search experience is a core driver of experiential perceptions. Delivering a powerful search experience builds a brand perceived as responsive, empathetic, and knowledgeable. Sounds good, right? So where do you start?
Abstract: What is compact, lightweight, ergonomic, and power-friendly? A microelectromechanical systems (MEMS)-based scan engine—an innovative scanning technology that provides outstanding reliability and performance. When it comes to supply chain laser scanning, the advantages MEMS scanners have over traditional lasers are unparalleled. While MEMS is not a new technology, it does provide a new option for bar code scanning.
Abstract: Interoperability and performance are key market enablers for providers of network equipment. The relationship between performance and time-to-market has been widely studied, and a strong correlation has been defined. However, the performance gap that exists between an interdependent (proprietary) design and a modular (standards-based) design has not been explored to the same extent.
Abstract: Corporations share data with a variety of remote offices, trading partners, customers, and regulatory agencies. Sensitive data is transferred to and from entities around the world billions of times a day. Security breaches are frequently in the news, with reports of compromised customer data. However, business-to-business (B2B) workflow breakdowns are more likely to occur—and are potentially just as harmful.
Abstract: Many IT organizations lack clear well-defined plans that will bring them to mature governance. By focusing on seven key process categories, an organization can determine its governance maturity. A staged approach allows companies to realize rapid time to value by introducing new tools and processes on an incremental basis. As a result, they can avoid an expensive, one-size-fits-all governance solution that may bring failure.
Abstract: There is a presumption that enterprise performance management and business intelligence initiatives must be supported by data warehouses. Conceptually, the data warehouse provides a central point where a copy of data from multiple locations is stored and optimized for reporting. In practice, however, it is possible to access powerful business intelligence, analytics, and reporting, without relying on a data warehouse.