| 1. |
What's Wrong With Application Software? Business Changes, Software Must Change with the Business. (4 Pages)
by Olin Thompson
May 31, 2004
Abstract : Business changes constantly in small ways and large. It is rare to find an application product that can change once it is implemented. This gap is a reality leading to dissatisfaction and the application being a drag on the business. This gap, the lack of the ability to change, costs the business dearly. Software needs to be the agent of change, not the enemy of change.
Type: Article
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| 2. |
What's Wrong With Application Software? Business Changes, Software Must Change With The Business. (7 Pages)
by Olin Thompson
Mar 16, 2003
Abstract : Business changes constantly, in small ways and large. It is rare to find an application product that can change once it is implemented. This gap is a reality leading to dissatisfaction and the application being a drag on the business. This gap, the lack of the ability to change, costs the business dearly. Software needs to be the agent of change, not the enemy of change.
Type: Article
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| 3. |
Production Intelligence--Improving Production by Filling a Traditional Gap (3 Pages)
by Olin Thompson
Jan 15, 2005
Abstract : Enterprises understand the value of integration. One area that has been ignored is the plant. Plant systems and corporate systems must be complementary and leverage each other to provide their maximum value. Production intelligence provides both integration and valuable information which is not available in either type of system.
Type: Article
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| 4. |
Production Intelligence--Improving Production by Filling a Traditional Gap (4 Pages)
by Olin Thompson
May 29, 2004
Abstract : Enterprises understand the value of integration. One area that has been ignored is the plant. Plant systems and corporate systems must be complementary and leverage each other to provide their maximum value. Production intelligence provides both integration and valuable information which is not available in either type of system.
Type: Article
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| 5. |
Bridging the Reality Gap Between Planning and Execution Part Two: The Manufacturers' Perspective (5 Pages)
by P.J. Jakovljevic
Jun 17, 2004
Abstract : Manufacturers today need to react quickly in order to remain efficient and competitive, given that the biggest problem they face is that change is the only constant in manufacturing. For those who are lucky, only minor changes will happen between the 'as planned' and 'as executed' worlds.
Type: Article
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| 6. |
SAP APO: Will it Fill the Gap? (7 Pages)
by Steve McVey
Sep 1, 1999
Abstract : Announced over two years ago, SAP's Advanced Planner and Optimizer (APO) is geared toward the supply chain management market, where it will compete head-to-head with established best-of-breed vendors like i2 and Manugistics. With a massive 190 pilot implementations underway around the globe, a picture of SAP's new supply chain suite is beginning to emerge.
Type: Article
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| 7. |
Enterprise Resource Planning: Bridging the Gap between Product Vision and Execution (4 Pages)
by P.J. Jakovljevic
Oct 13, 2005
Abstract : Why has Infor been successful at tacitly nurturing and growing acquired companies when many more noisy competitors have not?
Type: Article
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| 8. |
Reliability Driven Maintenance--Closing the CMMS 'Value Gap'? Part One: Trends and Definition (4 Pages)
by P.J. Jakovljevic and Olin Thompson
Jan 17, 2005
Abstract : The metric of plant maintenance should now be in the ability of the plant to meet the strategic goals of the company beyond customarily expected cost savings, such as improved plant output, performance predictability, product quality, customer service, safety, environmental control, etc.
Type: Article
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| 9. |
Bridging the Reality Gap Between Planning and Execution Part One: The Problem (3 Pages)
by P.J. Jakovljevic
Jun 16, 2004
Abstract : At sites where both planning and execution modules are stand-alone implementations, neither deliver enough benefit because there are almost always manual connections and processes between these two crucial supply chain management (SCM) areas. Yet, planning and execution in the supply chain are slowly but surely converging because no plan is useful if it cannot be executed.
Type: Article
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