| 1. |
Pull vs Push: a Discussion of Lean, JIT, Flow, and Traditional MRP Part Two: Challenges and User Recommendations (4 Pages)
by P.J. Jakovljevic
Jan 15, 2004
Abstract : 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.
Type: Article
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| 2. |
Pull vs Push: a Discussion of Lean, JIT, Flow, and Traditional MRP Part 1: Tutorial (3 Pages)
by P.J. Jakovljevic
Jan 14, 2004
Abstract : 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.
Type: Article
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| 3. |
E-Cash Rollout Replaces Amex (3 Pages)
by L. Taylor
Jun 27, 2000
Abstract : Last week, adult sites were informed that Amex would no longer serve their clientele in processing online transactions. However, in the information technology sector, when one technology obstacle gets in the way, smart entrepreneurs get creative.
Type: Article
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| 4. |
Is ROI King In Evaluating IT Investments? Part 1. Should We Make the Investment? (4 Pages)
by William Friend and Olin Thompson
Jul 23, 2002
Abstract : IT managers should recognize that cash flow measurements are being increasingly used to evaluate IT investments, even though initial estimates of cash flows from IT projects are often hard to determine because underlying business assumptions can change. IT veterans all know that reconciling IT investments to the bottom line has been problematic.
Type: Article
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| 5. |
Critical Business Functions: Misunderstood, Underutilized, and Undervalued Part One: Credit and A/R Management (4 Pages)
by Charles Chewning Jr. and Abe WalkingBear Sanchez
Feb 2, 2005
Abstract : The credit and collection function is the most misunderstood, underutilized, and undervalued area of business. When allied with the sales function, controlled A/R can generate a significant cash inflow playing a huge role in the prospect-to-cash cycle.
Type: Article
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| 6. |
Managing Global Trade Flows (4 Pages)
by P.J. Jakovljevic
Jun 16, 2005
Abstract : In global trade, the flow of information must support the tracking and management of the goods to enable the secure and compliant entry and exit to and from countries for the correct funds to flow to eligible business and trading partners.
Type: Article
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| 7. |
Is ROI King In Evaluating IT Investments? Part 2. Measuring the Impact of IT Investments (3 Pages)
by William Friend and Olin Thompson
Jul 24, 2002
Abstract : If the underlying business assumptions change, the cash flow projections may be critically flawed but the KPIﾒs can still be relatively reliable indicators of the impact of an IT project. In the long run, IT project KPIs may be the best indicators for IT managers to use in evaluating the results of their IT investments.
Type: Article
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| 8. |
Inventory Reduction: Effectively Turning Excess Into Cash (5 Pages)
by R. Michael Donovan
May 16, 2002
Abstract : In virtually all manufacturing companies, there is a direct correlation between inventory levels and overall business performance. In fact, CEO's and CFO's believe that their companies consistently carry 25 to 40 percent or more inventory than is needed.
Type: Article
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| 9. |
iVita Mines Assets for Bottom Line Health (3 Pages)
by D. Geller
May 18, 2000
Abstract : iVita proposes to improve corporate knowledge of the value (and location) of all assets. This will enable companies to manage assets like cash. The first question iVita asks is, ﾓWhatﾒs an asset?ﾔ
Type: Article
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