Copyright 1984-1998 FileMaker, Inc. HBAM2016AUG95HPro 3.0 ff @ Big$F .B DFHJLNrAs @nACE i r!B"D# o$z%A&C'E( u)*B+D,B-B.A0/A2A31Q5A6A7A8 A9B: A; A<A= A>A?AA@ ACBBDAECFAGAHAIAJAKBLAMCNPOAQARASAUTAVAXWAZYA[C\@^]@`_AbaAc Ad4|HBAM3016AUG95@>   !"#$%&'()*+,-.12345678:;<=> @P`p ‚! ‚" ‚# ‚$ ‚%‚&‚'‚(‚)‚*‚1‚2‚3‚4‚5‚6‚7‚8‚9‚:‚A‚B‚C ‚D!‚E"‚F#‚G$‚H%‚I&‚J'‚Q(‚R)‚S*‚T+‚U,‚V-‚W.‚Z1‚a2‚b3‚c4‚d5‚e6‚f7‚g8‚i:‚j;‚q<‚r=‚s>    !"#$%&'()*,.12345608@ +-7:;<=P>Pp ‚' ‚( ‚2‚4‚5‚A‚C‚D‚E‚F‚H !‚J"#‚S‚T$‚W%&‚X'‚Y(‚b)*‚c+‚d,‚i-‚j.‚t1‚u23456‚v78‚w:‚x;<=‚z>A    $alisACD664BD6MSQSTORE6rFMP3FMP3Tracking databases 6659CD664:DATAFILES:Home and away:Tracking databases:MSQSTORE afpm9YuEng ML P2EtherTalk Huw's8600CD664ahrAzHH(FG(HH(d'`zA'dD: Zf:s^.4{E8/19/02CONNECTGRECORD HELP TEXT LAYOUT LINKTOTITLEPICTURE RECORD ID SORT_ORDERSUBHEADTEXTTEXT2         DX AConnectB A ? A Record IDB GL63 AgRecordB G ALayoutB G A Help TextB GA linktotitleB GAsubheadB GATextB GApictureApictureture $%AAFPTH9RPTHFalialisNAME MSPCFPTHA9CD664:DATAFILES:Home and away:Tracking databases:MS_PARTS9FaliACD664BD6MS_PARTS672FMP3FMP3Tracking databases 6659CD664:DATAFILES:Home and away:Tracking databases:MS_PARTS afpm9YuEng ML P2EtherTalk Huw's8600CD664ahrMSPCA6NAMEA MS_PARTS RPTHAMS_PARTSalis B GA sort_orderB GAtext2B GI11@@BA#5 tracking table@@A6 Spare layout@@@A#3_2col_masterpic @@?A#1_2column_nopic @@,A #2col_Pic @@#A #4_2col_2Pic   A#5 tracking tableB!  !  ,.YesNo/,  , : am pm"   #  ,.YesNo/,  , : am pm$   %  ,.YesNo/,  , : am pm&   A6 Spare layoutBq!V W X Y Z AUUU ,,A ;AA; ::;< :<<:  !A7FMRLFMRLAAFMRLFMRLA AtFMRLFMRLA/AxFMRLFMRLA0AHomeB Back RecordECATALOGFCASES'  CEA9tFPTHERPTHalisNAME MSPCFPTHAEHuw's 8600:CD: working files:CD_large screen format-tracking:HELP.FP3EMSPCA 2NAMEA HELP.FP3 RPTHAHELP.FP3alisA Huw's 8600\BD 2HELP.FP3 ;72FMP3FMP3CD_large screen format-tracking  2kjEHuw's 8600:CD: working files:CD_large screen format-tracking:HELP.FP3 afpm9YuEng ML P2EtherTalk Huw's8600 Huw's 8600ahr. Huw's 860008\ 2 B ;  #alisACD664BD6HOME672FMP3FMP3Tracking databases 6655CD664:DATAFILES:Home and away:Tracking databases:HOME afpm9YuEng ML P2EtherTalk Huw's8600CD664ahr +'  ,.YesNo/,  , : am pm(   * + , - . A&7 ,&7 &7,O_(! R_"eu(#hu$(%&('$  #$AAFPTH9RPTHFalialisNAME MSPCFPTHA9CD664:DATAFILES:Home and away:Tracking databases:MSQSTORE9FaliACD664BD6MSQSTORE6rFMP3FMP3Tracking databases 6659CD664:DATAFILES:Home and away:Tracking databases:MSQSTORE afpm9YuEng ML P2EtherTalk Huw's8600CD664ahrMSPCA6NAMEA MSQSTORE RPTHAMSQSTOREalis,@AYesiCancelAre you sure you want to close this session?B'W( ) = "2" W2Q-A GoToLayoutE ZQ.A GoToRelatedEJ -CQ2AGo To Help FileE ! , 7EQ3AStart upE! #Q7A Arrive HereE'` -Z Q8A show messageEW@@AOK@vCancelClick on buttons, arrows, icons or blue text and objects.Q:A GoHomeMapMenuE y@Q;AGoHomeTextMenuE x@QA?AA@ ACBDAECFAGAHAIAJAKBMALCPAQARASAUTAVAXWAZYA[C\@^]@`_AbAc Adeeeeeeeec Adee  "#AA FPTH5RPTHFalialisNAMEMSPCFPTHA5CD664:DATAFILES:Home and away:Tracking databases:HOME5FaliACD664BD6HOME672FMP3FMP3Tracking databases 6655CD664:DATAFILES:Home and away:Tracking databases:HOME afpm9YuEng ML P2EtherTalk Huw's8600CD664ahrMSPCA6NAMEAHOMERPTHAHOMEalis#  !alisACD664BD6FORMDATA6첍FMP3FMP3Tracking databases 6659CD664:DATAFILES:Home and away:Tracking databases:FORMDATA afpm9YuEng ML P2EtherTalk Huw's8600CD664ahrsE Pro 3.0 - 4.0F!ii9<M1;,./: am pmYyTtNnFfNALL OTABSP^SundayMondayTuesday WednesdayThursdayFridaySaturdayJanuaryFebruaryMarchAprilMayJuneJulyAugust SeptemberOctoberNovemberDecemberQ1Q2Q3Q4 1st Quarter 2nd Quarter 3rd Quarter 4th Quarter,  , X5[3MYdVeQdR,-  *alisACD664BD6QUESTION672FMP3FMP3Tracking databases 6659CD664:DATAFILES:Home and away:Tracking databases:QUESTION afpm9YuEng ML P2EtherTalk Huw's8600CD664ahr B(1 :11:UUU ,*,A ;A+CA; ::T <T,T< - !"AAFPTH9RPTHFalialisNAME MSPCFPTHA9CD664:DATAFILES:Home and away:Tracking databases:FORMHEAD9FaliACD664BD6FORMHEAD672FMP3FMP3Tracking databases 6659CD664:DATAFILES:Home and away:Tracking databases:FORMHEAD afpm9YuEng ML P2EtherTalk Huw's8600CD664ahrMSPCA6NAMEA FORMHEAD RPTHAFORMHEADalis.#   alisACD664BD6CHARTING6FMP3FMP3Tracking databases 6659CD664:DATAFILES:Home and away:Tracking databases:CHARTING afpm9YuEng ML P2EtherTalk Huw's8600CD664ahr0F1H1L1P4Q2Types of Benchmarking and Benchmarking DefinitionsATypes of Benchmarking Internal - This is a comparison among similar operations within one's own organisation. Competitive - This is a comparison to the best of direct competitors Functional - This is a comparison of methods to companies with similar processes in the same function outside one's industry. Generic process - This is a comparison of work processes to others who have innovative, exemplar work processes @A       q  |    8  G T1A#3_2col_masterpicB!h  ,.YesNo/,  , : am pmi  ,.YesNo/,  , : am pmj  ,.YesNo/,  , : am pmk  ,.YesNo/,  , : am pml m m m m m m  7n 3  ,.YesNo/,  , : am pmo  ,.YesNo/,  , : am pmp q  ,.YesNo/,  , : am pmr  ,.YesNo/,  , : am pmx y z { |    CUUU ,x,A ;AyA; ::T <DTzT< { ;  ;| ;lr A+ j*kW*l+m%+6o +'p 885 8B558tv h2wi+hv .+hv n+hv. q2r @l linktotitlem Sort_orderpLayoutxClosey Text Menuz Back to List{Previous|Next B<AL  !"#$%L      A#1_2column_nopicB!h  ,.YesNo/,  , : am pm" A#1_2column_nopicB!@h  ,.YesNo/,  , : am pm!  i  ,.YesNo/,  , : am pmk  ,.YesNo/,  , : am pml  ,.YesNo/,  , : am pmm n o 3  ,.YesNo/,  , : am pmp  ,.YesNo/,  , : am pmq "  r  ,.YesNo/,  , : am pm{ | ~   A* k*$l*mh*n* p *q2 8228AS hhhUUUUUUUUU!  BY2~ i%@ .%@o%@.Y2 rUUU ,{,A ;CA|A; ::T <T~T<   !AAFPTH9RPTHFalialisNAME MSPCFPTHA9CD664:DATAFILES:Home and away:Tracking databases:FORMDATA9FaliACD664BD6FORMDATA6첍FMP3FMP3Tracking databases 6659CD664:DATAFILES:Home and away:Tracking databases:FORMDATA afpm9YuEng ML P2EtherTalk Huw's8600CD664ahrMSPCA6NAMEA FORMDATA RPTHAFORMDATAalis%  r  ,.YesNo/,  , : am pms  ,.YesNo/,  , : am pmu  ,.YesNo/,  , : am pmv  ,.YesNo/,  , : am pmw x y 3  ,.YesNo/,  , : am pm$&  z  ,.YesNo/,  , : am pm{ |  ,.YesNo/,  , : am pm}  ,.YesNo/,  , : am pm       %  A +4 u*v*w+ xW+hz 6+Y{8 8888qx rB0w s+fx .+fx y+fx.#|0 }UUU ,,  ABA1%FPTHIMSPCNAME RPTH FPTHAIHuw's 8600:CD: working files:CD_large screen format-tracking:Charttop.ifmIMSPCA 2NAMEA Charttop.ifm RPTHA Charttop.ifm CA1"FPTHHMSPCNAME RPTH FPTHAHHuw's 8600:CD: working files:CD_large screen format-tracking:CATALOG.ifmHMSPCA 2NAMEA CATALOG.ifm RPTHA CATALOG.ifm IHuw's 8600:CD: working files:CD_large screen format-tracking:CHARTTOP.fp3 afpm9YuEng ML P2EtherTalk Huw's8600 Huw's 8600ahr. Huw's 8600tktl8̬p\ B2 7) w linktotitlex Sort_order{LayoutClose Text Menu Back to ListPreviousNext B;AF  !"F        A #4_2col_2PicB!r  ,.YesNo/,  , : am pms  ,.YesNo/,  , : am pm: am pm(*  u  ,.YesNo/,  , : am pmv  ,.YesNo/,  , : am pmw x y 3  ,.YesNo/,  , : am pmz  ,.YesNo/,  , : am pm{ |  ,.YesNo/,  , : am pm)+    ,.YesNo/,  , : am pm     A) u~)vS)w)x*,z *{8 8888lt rrr+f?.+JJd |NJd  *  B1t s+ht .+ht y+ht.-t |v1 UUU ,,CA ;AA; ::T <TT< ;.  alisACD664BD6CATASUB672FMP3FMP3Tracking databases 6658CD664:DATAFILES:Home and away:Tracking databases:CATASUB afpm9YuEng ML P2EtherTalk Huw's8600CD664ahr *+AAFPTH6RPTHFalialisNAMEMSPCFPTHA6CD664:DATAFILES:Home and away:Tracking databases:SPARE6FaliACD664BD6SPARE672FMP3FMP3Tracking databases 6656CD664:DATAFILES:Home and away:Tracking databases:SPARE afpm9YuEng ML P2EtherTalk Huw's8600CD664ahrMSPCA6NAMEASPARERPTHASPAREalis,  AA+ FPTH9RPTHFalialisNAME MSPCFPTHA9CD664:DATAFILES:Home and away:Tracking databases:CHARTING9FaliACD664BD6CHARTING6FMP3FMP3Tracking databases 6659CD664:DATAFILES:Home and away:Tracking databases:CHARTING afpm9YuEng ML P2EtherTalk Huw's8600CD664ahrMSPCA6NAMEA CHARTING RPTHACHARTINGalis02HF1H3L1P6QRunning a Brainstorming SessionAProvide a time limit for the session. Generally 30 minutes is sufficient. Identify one or more recorders. The recorders job is to write all ideas down (where everyone can see them, such as on a flipchart or overhead transparency) as they are voiced. Choose either: - a freewheeling format (share ideas all at once, list all ideas as they are shouted out) or - a round robin format (everyone takes a turn offering an idea, anyone can pass on a turn, continue until there are no more ideas, aB,ll ideas are listed as they are offered). @A ,[ӥ YwYy Y \T1F1H4L1P6Q)Establish the ground rules and next steps/ABenchmarking Definitions There are several generic definitions of benchmarking that provide varying insight. Xerox definition - The continuous process of measuring our products, services, and practices against our toughest competitors or those companies known as leaders. Quality definition - A standard process used to evaluate success in meeting customer requirements. Dictionary definition - A standard against which something can be measured. A survey mark of previously determiBned position used as a reference point. Generic definition - A basis of establishing rational performance goals through the search for industry best practices that will lead to superior performance. @A    o     ,      * 35F1H5L1P42Q#Have you considered the following? AHere is a checklist of potential methods and media for communicating information: Audio Audio cassettes Internal broadcast External (radio) broadcast Away Days Books and other printed material Computer-based presentation Computer-based training / Computer aided learning / Interactive video Computer games Computer networks, e.g.: Email The World Wide Web Conferences, seminars and workshops Demonstration Events, event days Face-to-face Games Group discussion One-to-oBne One-to-many T1AL Film Overhead slides 35mm slides Flipchart Memoranda Meetings Multimedia Newsletters (targeted, or to an internal audience) Newspapers, journals, magazines and other `public' outlets Notice boards Photographs Posters Reports Telephone Television (broadcast) Video Video Conferencing Virtual Reality Whiteboard. L F1H6L3P7/3AGround Rules 1. Don't edit what is said and remember not to criticise ideas. 2. Go for quantity of ideas at this point; narrow down the list later. 3. Encourage wild or exaggerated ideas (creativity is the key). 4. Build on the ideas of others (e.g. one member might say something that "sparks" another member's idea. End the session when - everyone has had a chance to participate, no more ideas are being offered, you have made a "last call" for ideas, you have thanked all the participaBnts. @A*   *A ,[ӥB\2p\40 \9\40T221ANext Steps Prioritise your ideas to help you decide where to start. Sort large amounts of information according to common themes (use e.g. affinity diagrams - post-its, one idea on each, all generated by individuals in response to a goal statement, within a limited time frame, sorted into groupings). Remember brainstormed ideas may be based on opinion and data may need to be gathered to support or prove ideas. @A*   *N;  alisACD664BD6CATALOG672FMP3FMP3Tracking databases 6658CD664:DATAFILES:Home and away:Tracking databases:CATALOG afpm9YuEng ML P2EtherTalk Huw's8600CD664ahr16QThen a SWOT analysis is carried out to determine whether the company has the strengths necessary to deal with the specific forces in the external environment.AKThis analysis enables managers to identify: 1. external threats and opportunities, and 2. distinct competencies that can ward off the threats and compensate for weaknesses. The picture identified by the SWOT analysis helps to suggest which type of strategy, or strategic thrust the firm should use to gain competitive advantage.K@A,,[ӥbc cAcrobatT1F1H7L3P7QRFour principles that serve as guidelines to achieving capability-based competition57AStalk, Evans and Schulman (1992) have identified four principles that serve as guidelines to achieving capability-based competition: 1. Corporate strategy does not depend on products or markets but on business processes. 2. Key strategic processes are needed to consistently provide superior value to the customer. 3. Investment is made in capability, not functions or SBUs. 4. The CEO must champion the capability-based strategy. @Aj,[ӥ(_m_s 0jT2F1H8L3P7Q1Capability-based strategies and Core competencies68ACapability-based strategies - sometimes referred to as the resource-based view of the firm, are determined by: (a) those internal resources and capabilities that provide the platform for the firm's strategy and (b) those resources and capabilities that are the primary source of profit for the firm. A key management function is to identify what resource gaps need to be filled in order to maintain a competitive edge where these capabilities are required. Several levels can be establishedB in defining the firm's overall strategy platform (see figure). At the bottom of the pyramid are the basic resources a firm has compiled over time. They can be categorised as technical factors, competitive factors, managerial factors, and financial factors.@A*    *Ap,[ӥ0^@^ ^WdT379WACore competencies - can be defined as the unique combination of the resources and experiences of a particular firm. It takes time to build these core competencies and they are difficult to imitate. Critical to sustaining these core competencies are their: 1. Durability - their life span is longer than individual product or technology life-cycles, as are the life spans of resources used to generate them, including people. 2. Intransparency - it is difficult for competitors to imitate thBgese competencies quickly. 3. Immobility - these capabilities and resources are difficult to transfer. U@A*    *Aj,[ӥ4b@c@ eY@j F1H9L3P8QStage I and Stage II companies8 A~Stage I Stage I companies consider their manufacturing organisation to be internally neutral, in that its role is simply to "make the stuff", without any surprises. Such companies believe that their product designs are so unusual or their marketing organisation so powerful that if the product can simply be delivered to customers, as advertised, the company will be successful. ~@A*  *T1AStage II Stage II companies look outward and ask their manufacturing organisation to be externally neutral, that is, able to meet the standards imposed by their major competitors. Such companies tend to adhere to industry practice and industry standards. They buy their parts, materials and production equipment from the same suppliers that their competitors use, follow similar approaches to quality and inventory control, establish similar relationships with their workforce, and regard t<F AStage IV Stage IV companies regard their manufacturing organisation as externally supportive, that is, playing a key role in helping the whole company achieve an edge over its competitors. Such companies are not content simply to copy their competitors, or even to be the "toughest kid on the block" in their own neighbourhood. They seek to be as good as anybody in the world at the things they have chosen to be good at - that is, world-class.@A*   * F1H11L3P16QUsing a criteria rating form4, AAFPTH8RPTHFalialisNAMEMSPCFPTHA8CD664:DATAFILES:Home and away:Tracking databases:CATASUB8FaliACD664BD6CATASUB672FMP3FMP3Tracking databases 6658CD664:DATAFILES:Home and away:Tracking databases:CATASUB afpm9YuEng ML P2EtherTalk Huw's8600CD664ahrMSPCA6NAMEACATASUBRPTHACATASUBalis:= A1 . Start the session and list the alternatives available 2. Brainstorm decision criteria You will be judging your alternatives against what you feel are the most important qualities each one should have. These qualities are called decision criteria. Brainstorming may be a useful way for a group to agree appropriate criteria. 3. Determine the relative importance of each criterion. Rank the criteria and assign a relative importance (weight) to each. The total of the assigned weights should Bequal 100. 4. Establish a rating scale; rate the alternatives. A suitable rating scale might be, for instance: 1= low, 10=high. each alternative should be weighed against each criterion, using the same scale for each.T1<> A5. Calculate the final score. Multiply the weight for each alternative by the score and write this in brackets. Add up the numbers in brackets for each alternative and write the sums in the appropriate total boxes. Add any summary comments in the appropriate summary box. 6. Select the best alternative. Select the alternative with the highest score. this alternative may not be the one ultimately chosen - if the group disagrees with the choice, they should review the weighting of the criterBDia and make the necessary changes. if necessary, repeat the process.2 F1H12L1P17Q)Finding information - surveys, interviews=? AThere are various ways in which a company might go about finding this information. Asking the Sales and Marketing team may produce accurate information in some companies, but in others may result in inaccurate and biased opinion based on fantasy rather than reality. More accurate information may be obtained by appropriate use of the following: Telephone Survey Questionnaires Telephone interviews Face-to-face interviews Mail Survey Questionnaires Purchase-Point Survey QuestionnairBpes Field Service Interviews or Questionnaires Customer Complaints Data from Interviews and Questionnaires ^@A[,[ӥ@][0[ [PݶcT1>A ASurvey tools There are many things to be considered when designing a survey tool, among which the following are particularly important: 1. It is important that interviews or surveys are constructed carefully, attention being paid to both the comprehensiveness of the questions and their usefulness - there is no point in asking a question if no action can result from its answer! 2. It is important not to alienate your customer - filling in questionnaires and being interviewed both take valByuable time. What is in it for them? 3. It is important to target the right individuals - if your customer is a company rather than an individual, who's answers are you actually going to get? 4. Resource will need to be set aside both to prepare and run surveys or interviews, and also to collate and interpret the results. 5. Who will act on the results? What will they do? g@A*   *AC  F1H13L1P17QOther Data SourcesAData Sources (external) Local Authorities Chambers of Commerce Industry Trends Megatrends Market Analysis in journals and newspapers - The Economist Management Today (Britain's Best Factories) Financial Times / Price Waterhouse Databases etc. National Database (Confederation of British Industry) Reedbase - CD ROM databases of UK (200,000 companies), Europe (420,000), Asia-Pacific (360,000). For further information contact: Reed InformatioBen Services, Windsor Court, Grinstead House, East Grinstead, West Sussex, RH19 1XA. Tel +44(0)1342 335671, Fax +44(0)1342 335652. The Strategic Planning Society, 17 Portland Place, London W1N 3AF (Tel: 0171 636 7737. Fax: 0171 3231692) - a membership society (academic and industry, 4,500 members) that runs workshops and produces a journal and newsletter. S@?@ ~ Aj,[ӥ@\\ UjaN  alisACD664BD6CASES672FMP3FMP3Tracking databases 6656CD664:DATAFILES:Home and away:Tracking databases:CASES afpm9YuEng ML P2EtherTalk Huw's8600CD664ahr@D  Az   w     % zAj&@\ P\ \ jT2AxData Sources (internal) e.g., MRP, MRP II, Purchasing, Inventory Control, Financial, Sales & Marketing computer systems.x@A*   *F1H14L1P21QThe 14 points listedA1. Create constancy of purpose toward improvement of product and service, with the aim to become competitive and to stay in business, and to provide jobs. 2. Adopt the new philosophy. We are in a new economic age. Western management must awaken to the challenge, must learn their responsibilities, and take on leadership for change. 3. Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first placeCEB. 4. End the practice of awarding business on the basis of price tag. Instead, minimise total cost. Move towards a single supplier for any one item, on a long-term relationship of loyalty and trust. 5. Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs. 6. Institute training on the job. 7. Institute leadership. The aim of supervision should be to help people and machines and gadgets to do a betterC job. Supervision of management is in need of an overhaul, as well as supervision of production workers. 8. Drive out fear, so that everyone may work effectively for the company. @AH,[ӥ@R UMAXSharY} Y0Yy0HT1DFA9. Break down barriers between departments. People in research, design, sales, and production must work as a team, to foresee problems of production and in use that may be encountered with the product or service. 10. Eliminate slogans, exhortations, and targets for the workforce asking for zero defects and new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyoBnd the power of the work force. 11. a. Eliminate work standards (quotas) on the factory floor. Substitute leadership. b. Eliminate management by objective. Eliminate management by numbers, numerical goals. Substitute leadership. 12. a. Remove barriers that rob the hourly paid worker of his right to pride in workmanship. The responsibility of supervisors must be changed from sheer numbers to quality. b. Remove barriers that rob people in management and engineering of their right to pridEG1C)e in workmanship. This means, inter alia, abolishment of the annual or merit rating and management by objective. 13. Institute a vigorous program of education and self-improvement. 14. Put everybody in the company to work to accomplish the transformation. The transformation is everybody's job. @AH@ATALOG.FP3_P `DPALOG.FP3HF1H15L1P23QElectronic scheduling boardAThe simplest scheduler is the electronic scheduling board, which mimics the old fashioned card-based loading boards, but the system calculates times automatically and will warn of any attempt to load two jobs on the same machine. There is no scheduling algorithm as such involved. T1F1H16L1P23QOrder Based SchedulingFHbAIn Order Based Scheduling the tasks are scheduled on the basis of order priority. The sequence at individual resources is determined by the overall priority of the order for which the parts are destined. It is a distinct improvement on infinite capacity schedulers but its biggest drawback is that it allows gaps to appear on resources. Some schedulers allow the process to be iterated to try and reduce gaps and therefore reduce the time through the system. This iteration can be very time conBsuming.T2F1H17L1P23Q8Constraint based schedulers, Synchronised Manufacturing GIAWith the Constraint based schedulers, also known as Synchronised Manufacturing, the idea is to locate the bottleneck in the line and ensure that it is always loaded. The assumption is that non-bottlenecks can take everything thrown at them, and this allows them to be synchronised to the bottleneck through the Master Production Schedule (MPS). The MPS is generated by loading the orders onto the bottleneck and thus determining when they will be ready. This system is inclined to produce gaps B`and is also very sensitive to small changes such as a customer wanting to reschedule an order. NT3F1H18L1P23QDiscrete Event Simulation HJ-AIn Discrete Event Simulation the simulation loads all resources at a point of time. When all contentions and queues are resolved it moves on to the next set of events. Because the simulation moves from one set of events to the next, there are far fewer gaps in schedules produced this way and they are far more stable. The problems with simulations are that they are: laborious; and also difficult to incorporate into other systems such as data feedback from the shop floor. T4F1H19L1P23QAlgorithms, Genetic algorithms IKJAAlgorithms usually suffer from being highly mathematical and therefore user unfriendly, however more recently a new approach has emerged under the general title of `genetic algorithms'. These use a 'fitness' criterion. A typical example would be to minimise the total time for jobs to stay in production. The procedure starts with a schedule or family of schedules. The idea is to try and improve them using a selection mechanism akin to natural selection. 'Children' (new schedules) are bredB using characteristics (such as sequences of work) from parent schedules. If the new child shows improved fitness i.e. is faster than the parents, it replaces the worst schedule. While the approach looks promising it is still in the early stages. T5F1H20L1P24Q/Some "Categories" of Manufacturing FlexibilityJMA@Routing Flexibility Volume Flexibility Machine Flexibility Product Flexibility Program Flexibility Labour Flexibility Mix Flexibility Long-term Flexibility Design-change Flexibility Action Flexibility Short-term Flexibility Operation Flexibility State Flexibility Expansion Flexibility Process Flexibility @@AH@F |a bpV lHT2U F1H21L1P24Q(Some Definitions of Flexibility ConceptsADefinition of Flexibility Flexibility is the ability to change or react with little penalty in time, effort, cost or performance. Internal or External? Flexibility may be seen as both a set of capabilities (internal: "what can we do") and a source of competitive advantage in a particular environment (external: "what the customer sees"). For the purposes of both manufacturing improvement and the development of manufacturing strategies, it is important to distinguish the capability of beinMAPotential Flexibility or Demonstrated Flexibility? Are you using the term flexibility to describe the potential of the organisation to perform a set of hypothetical tasks? Or Are you talking about demonstrated abilities such as the provision of a broad product range? Robustness and Agility The definition of flexibility noted above includes the words "adapt" and "change". "Adapt" emphasises the ability to maintain a status quo despite a change (which may be internal or external to the firBm). "Change" emphasises the ability to instigate change rather than react to it. Discussions can get side-tracked by individuals who argue that "ability to maintain status quo" is robustness or the "ability to instigate change" is agility. Both these are flexibility issues, and most situations demand types of flexibility which allow change that may be seen as both reactive and proactive: the source of the need for change depends on one's point of view, but is a separate issue from the abilKLBg flexible from the competitive need it is intended to match or the customer related advantage derived from it. Definition of the Manufacturing System The definition of the boundary of the manufacturing system that is to provide flexibility is often a source of confusion. For this reason it is important to be clear about the system under discussion - are we talking about: the machine? the factory floor? the firm? or the firm in conjunction with its supplier network. We need to get this rC5ight to provide the most useful level for analysis. @Az      `    zT1 to instigate change" is agility. Both these are flexibility issues, and most situations demand types of flexibility which allow change that may be seen as both reactive and proactive: the source of the need for change depends on one's point of view, but is a separate issue from the abiB4 AAFPTH8RPTHFalialisNAMEMSPCFPTHA8CD664:DATAFILES:Home and away:Tracking databases:CATALOG8FaliACD664BD6CATALOG672FMP3FMP3Tracking databases 6658CD664:DATAFILES:Home and away:Tracking databases:CATALOG afpm9YuEng ML P2EtherTalk Huw's8600CD664ahrMSPCA6NAMEACATALOGRPTHACATALOGalisa  alisACD664BD6AWAY672FMP3FMP3Tracking databases 6655CD664:DATAFILES:Home and away:Tracking databases:AWAY afpm9YuEng ML P2EtherTalk Huw's8600CD664ahrQ 2RT1AManufacturing Release The formal end of the development phase is Manufacturing Release (MR) - that is, when the company commits to manufacture and sell the product. When the product is ready to be manufactured and shipped to customers, sales become a reality and manufacturing, marketing, sales costs and profits are finally more than estimates. New Metrics The map tracks - in money and months - R&D; and manufacturing investment, sales, and profit. At the same time, it provides the context Bfor new metrics: Break-Even-Time, Time-to-Market, Break-Even-After-Release, and the Return Factor. m@AR   [  g RF1H23L3P32QA Nine-point Importance ScalePRgAFor this product or service does each performance objective meet the following? Order-winning objectives: 1. provide a crucial advantage with customers - they are the main thrust of competitiveness; 2. provide an important advantage with most customers - they are always considered by customers; 3. provide a useful advantage with most customers - they are usually considered by customers; @A>  Q  j  >Ajk,[ӥYjYs Y0jT1QS2A Qualifying objectives: 4. need to be at least up to good industry standard; 5. need to be around the median industry standard; 6. need to be within close range of the rest of the industry; Less important objectives: 7. do not usually come into customers' consideration, but could become more important in the future; 8. very rarely come into customers' considerations; 9. never come into consideration by customers and are never likely to do so. @AR      RA,[ӥ,[ӥYo`Yt Y0 LYF1H24L3P32QA Nine-point Performance Scale RUAIn this market sector, or for this product group, is our achieved performance in each of the performance objectives: Better than competitors: 1. consistently considerably better than our nearest competitor; 2. consistently clearly better than our nearest competitor; 3. marginally better than our nearest competitor; The same as competitors: 4. often marginally better than most competitors; 5. about the same as most competitors; 6. often within striking distance of the main competitors;@Af  v   @  X  fA,[ӥ?Y,[ӥYjYp0 Y0 XYT2A Worse than competitors: 7. usually marginally worse than most competitors; 8. usually worse than most competitors; 9. consistently worse than most competitors?@UVF1H25L3P33QManaging the development funnelAManaging the development funnel involves three very different tasks or challenges. The first is to widen the mouth of the funnel - the organisation must expand its knowledge base and access to information in order to increase the number of new product and new process ideas. The second challenge is to narrow the funnel neck - ideas generated must be screened and resources focused on the most attractive opportunities. The goal is not just to apply limited resources to selected projects wBith the highest expected payoff, but to create a portfolio of projects that will meet the business objectives of the firm while enhancing the firm's strategic ability to carry out future projects. @Af  U  _    !  fT1ST A*    *Aj,[ӥYjYn Y0z\jTXAThe third challenge is to ensure that the selected projects deliver on the objectives anticipated when the project was approved.@A*   *F1H26L4P33Q-Two Dominant Models of the Development FunnelAThese models are broad patterns showing the kinds of choices firms have to make. Model 1 (above) is common in larger , technology intensive firms who rely primarily on their Research and Development group to generate ideas for technologies, products and processes. Encouragement is given to generate many more ideas than will be applied, and these are then screened in various ways and at various stages. Model 2 (below) is a top down model common in small, entrepreneurial start-ups, in whicBh the firm bets on a single project. In both illustrations the circles represent new products; shading indicates the extent of development, and size the scale of the project.@XZST2F1H27L1P34QElements of JIT include:AContinuous improvement - Attacking fundamental problems - anything that does not add value to the product. - Devising systems to identify problems. - Striving for simplicity - simpler systems may be easier to understand, easier to manage and less likely to go wrong. - A product oriented layout - produces less time spent moving of materials and parts. - Quality control at source - each worker is responsible for the quality of their own output. - Poka-yoke - `foolproof' tools, methods, Bjigs etc. prevent mistakes - Preventative maintenance, Total productive maintenance - ensuring machinery and equipment functions perfectly when it is required, and continually improving it. Eliminating waste. There are seven types of waste: - waste from overproduction. - waste of waiting time. - transportation waste. - processing waste. - inventory waste. - waste of motion. - waste from product defects.@VW zAf  R  Y      fZ[T1AGood housekeeping - workplace cleanliness and organisation. - Set-up time reduction - increases flexibility and allows smaller batches. Ideal batch size is 1item. - Multi-process handling - a multi-skilled workforce has greater productivity, flexibility and job satisfaction. - Levelled / mixed production - to smooth the flow of products through the factory. - Kanbans - simple tools to `pull' products and components through the process. - Jidoka (Autonomation) - providing machines withB the autonomous capability to use judgement, so workers can do more useful things than standing watching them work. - Andon (trouble lights) - to signal problems to initiate corrective action. @A*    *Aj,[ӥ330^^ ^.r|jF1H28L1P34QJIT - Background and History WY "AR        RA,[ӥ33,[ӥ33Y! Y! Y&Y!YY\AJIT is a Japanese management philosophy which has been applied in practice since the early 1970s in many Japanese manufacturing organisations. It was first developed and perfected within the Toyota manufacturing plants by Taiichi Ohno as a means of meeting consumer demands with minimum delays . Taiichi Ohno is frequently referred to as the father of JIT. Toyota was able to meet the increasing challenges for survival through an approach that focused on people, plants and systems. Toyota rBealised that JIT would only be successful if every individual within the organisation was involved and committed to it; if the plant and processes were arranged for maximum output and efficiency; and if quality and production programs were scheduled to meet demands exactly. JIT manufacturing has the capacity, when properly adapted to the organisation, to strengthen the organisation's competitiveness in the marketplace substantially by reducing wastes and improving product quality and ef[^Cficiency of production. T2AThere are strong cultural aspects associated with the emergence of JIT in Japan. The Japanese work ethic involves the following concepts. - Workers are highly motivated to seek constant improvement upon that which already exists. Although high standards are currently being met, there exist even higher standards to achieve. - Companies focus on group effort which involves the combining of talents and sharing knowledge, problem-solving skills, ideas and the achievement of a common goal. -B Work itself takes precedence over leisure. It is not unusual for a Japanese employee to work 14-hour days. - Employees tend to remain with one company throughout the course of their career span. This allows the opportunity for them to hone their skills and abilities at a constant rate while offering numerous benefits to the company. These benefits manifest themselves in employee loyalty, low turnover costs and fulfilment of company goals. ^`F1H29L3P35Q#Using Kanbans on a production line AEach process (area, cell) on the production line has two Kanban `post-boxes', one for withdrawal and one for production-ordering Kanbans. At regular intervals a worker takes withdrawal Kanbans that have accumulated in his process post-box, and any empty pallets, to the location where finished parts (components, assemblies) from the preceding process are stored. Each full pallet has attached to it one or more production- ordering Kanbans which he removes and puts in the appropriate post-bBox belonging to the process that produced the parts. The worker now attaches a withdrawal Kanban to the pallet and takes it back to his own process area. When this new pallet begins to be used, its withdrawal Kanban is put back into the withdrawal post-box. At each process on the line, production-ordering Kanbans are periodically removed from their post-box and used to define what parts and quantities to produce next.\] @A,[ӥ@@DI^@^݀ ^DropletInd`bT1F1H30L3P35Q#When and How Kanbans are effective AKanbans help simplify planning and to fine-tune production to meet changing customer demand of up to + or - 10%. The system requires planned monthly and weekly production schedules. Kanbans simplify day to day flexibility, and changes to the production schedule need only to be given to the final assembly process and will then automatically work their way back up the line. Kanban systems can be tightened by removing cards or by reducing the number of parts on a pallet. The effect will beB] to speed the flow through the process and hence reduce lead times. However it also makes the system more vulnerable to breakdowns and other causes of dislocation. By identifying the areas within the line that are causing disruption, efforts can be made to improve them. Thus the overall efficiency of the line is raised by tackling the key points. K@]_ d@AH@ ^_P _HOB AAFPTH6RPTHFalialisNAMEMSPCFPTHA6CD664:DATAFILES:Home and away:Tracking databases:CASES6FaliACD664BD6CASES672FMP3FMP3Tracking databases 6656CD664:DATAFILES:Home and away:Tracking databases:CASES afpm9YuEng ML P2EtherTalk Huw's8600CD664ahrMSPCA6NAMEACASESRPTHACASESalis_c AH@ ^p_P _HT2A1Other types of Kanban also used are: - Supplier Kanbans - to withdraw goods from external suppliers, and two types of - Signal Kanban, which are inserted near the bottom of a stack of items. These automatically initiate production of batch produced items when the stock reaches a pre-set re-order level.1@A*  %  *Aj%,[ӥ@f0f f0oefler TexjF1H31L3P35QSingle card Kanban systems bdAIn a single-card Kanban system, parts are produced and bought according to a daily schedule, and deliveries to the user are controlled by a `conveyancing' (withdrawal) Kanban. In effect, the single-card system is a push system for production coupled with a pull system for delivery to the point of use. Single-card Kanban controls deliveries very tightly, so that the using work centre never has more than a container or two of parts and the stock point serving the work centre is eliminated. SBHingle-card systems work well in companies in which it is relatively easy to associate the required quantity and timing of component parts with the schedule of end products. These are usually companies with a relatively small range of end products, or products which are not subject to rapid, unexpected changes in demand levels.6T3 F1H32L1P37Q(Feedback, Resource scheduling, Batchingce A1. Feedback MRP II includes feedback from the shop floor on how the work has progressed, to all levels of the schedule so that the next run can be updated on a regular basis. For this reason it is sometimes called 'Closed Loop MRP'. 2. Resource Scheduling There is a scheduling capability within the heart of the system that concentrates on the resources, i.e. the plant and equipment required to convert the raw materials into finished goods. For this reason the initials `MRP' now mean MBanufacturing Resources Planning. The advantages of this development are that detailed plans can be put to the shop floor and can be reported on by operation, which offers much tighter control over the plant. Moreover loading by resource means that capacity is taken into account. The difficulty is that capacity is only considered after the MRP schedule has been prepared. It may turn out that insufficient time was allowed within the MRP schedule for the individual operations to be completed.C dhj @AR      RT1A3. Batching Rules Batching rules can be incorporated, indeed they have to be if resource scheduling is to take place. Most software packages offer a variety of batching rules. Three of the more important are 'Lot for Lot', 'EBQ' and 'Part Period Cover'. 'Lot for Lot' means batches that match the orders. Therefore if a company is planning to make 10 of Product A followed by 20 of Product B, then the batches throughout the process will match this requirement. If both A and B require two ofAEB' BDB@nAC@ i r!B"D"D"D"D"D"DD"r!BlD"!BlD""lD"lD"lD"BlD""Dlll u)*B+D,B-B.A0/A2A31Q5A6A7A8 A9B: A; A<A= A>A?AA@ ACBBDAECFAGAHAIAJAKBLAMCNPOAQARASAUTAVAXWAZYA[C\@^]@`_AbaAc AdeiL !Aj@k"Bl#Am$AoCnBpBqAsr'AtAvuw(Ax)AyA{zA}|*B~A+AA,BB-A.BA1A2A4AA5A6AA7AA:AA;AA<AA=B>AC4FM*IS *EKW, XACEGIKMOQSUWY[]_acegikmoqsuwy{}ACEGIKMOQBDFBDejF B a certain sub assembly then that will be made in quantities of 20 of A and 40 of B. It is the batching implicitly followed in basic MRP. 'EBQ' stands for Economic Batch Quantity . The batch size is calculated by a formula that minimises the cost through balancing the set up cost against the cost of stock. 'Part Period Cover' means making batches whose size cover a fixed period of demand. A policy of making a weeks requirement in one batch is an example. @A        y    $  8  Aj@ 29 _8P_J`  29 36 37 j!F1H33L1P37QSoftware extension programmesg  Bhhk!A4. Software extension programmes A number of other software programmes are included in the MRP II suite. Some of these are further designed to help the scheduling procedure. The most important is Rough Cut Capacity Planning (RCCP), an initial attempt to match the order load to the capacity available, by calculating (using a number of simplifying assumptions) the load per resource. Overloads are identified and orders can be moved to achieve a balance. This has been described as "knocking Bthe mountains (the overloads) into the valleys (periods of underload)". Other additions are designed to extend the application of the MRP II package. For example it may include an option for entering and invoicing sales orders (Sales Order Processing). Another common extension is into stock recording and a third into cost accounting. A full MRP II implementation can therefore act as an integrated database for the company. @A*  !  *T2jl!AData accuracy This last development means that the company must put great emphasis on data accuracy. Errors in recording in one part of the system will result in problems for all the users. The suppliers of such systems encourage users to aim for accuracy of between 95% and 98%. @A*    *"F1H34L1P39QExploding, Netting , OffsettingAExploding Explosion uses the Bill of Materials (BOM). This lists how many, of what components, are needed for each item (part, sub assembly, final assembly, finished product) of manufacture. Thus a car requires five wheels including the spare. BOM's are characterised by the number of levels involved, following the structure of assemblies and sub assemblies. The first level is represented by the MPS and is 'exploded' down to final assembly. Thus a given number of finished products is explokm"B$ded to see how many items are required at the final assembly stage. Netting The next step is 'netting', in which any stock on hand is subtracted from the gross requirement determined through explosion, giving the quantity of each item needed to manufacture the required finished products. @AR  4  ; RT1AOffsetting The final step is 'offsetting'. This determines when manufacturing should start so that the finished items are available when required. To do so a 'lead time' has to be assumed for the operation. This is the anticipated time for manufacturing. The whole process is repeated for the next level in the BOM and so on until the bottom is reached. These will give the requirements and timings to outside suppliers. @A*  *#F1H35L1P39QThree Major Assumptionslo#AThere are three major assumptions made when constructing an MRP schedule: The first, and possibly the most important, is that there is sufficient capacity available. For this reason it is sometimes called to infinite capacity scheduling. The second is that the lead times are known, or can be estimated, in advance. The third is that the date the order is required can be used as the starting date from which to develop the schedule. T2$F1H36L1P43Q*Plan, Ploy, Pattern, Position, Perspectiveo$Centions that existed previously were realised, and emergent strategies where patterns developed in the absence of intentions, or despite them.j@AR @G RT1APloy As plan, a strategy can be a ploy too, really just a specific manoeuvre intended to outwit an opponent or competitor. Position Strategy is a position - specifically a means of locating an organisation in an "environment". By this definition strategy becomes the mediating force, or "match", between organisation and environment, that is, between the internal and the external context. Perspective Strategy is a perspective - its content consisting not just of a chosen position, but of ions. Strategy is consistency in behaviour, whether or not intended. The definitions of strategy as plan and pattern can be quite independent of one another: plans may go unrealised, while patterns may appear without preconception. Plans mn$APlan Strategy is a plan - some sort of consciously intended course of action, a guideline (or set of guidelines) to deal with a situation. By this definition strategies have two essential characteristics: they are made in advance of the actions to which they apply, and they are developed consciously and purposefully. Pattern If strategies can be intended (whether as general plans or specific ploys), they can also be realised. In other words, defining strategy as plan is not sufficient; weB also need a definition that encompasses the resulting behaviour: Strategy is a pattern - specifically, a pattern in a stream of actions. Strategy is consistency in behaviour, whether or not intended. The definitions of strategy as plan and pattern can be quite independent of one another: plans may go unrealised, while patterns may appear without preconception. Plans are intended strategy, whereas patterns are realised strategy; from this we can distinguish deliberate strategies, where intq0%F1H37L1P46Q(Entry barriers, Supplier and Buyer PowerAEntry Barriers Economies of scale Proprietary product differences Brand identity Switching costs Capital requirements Access to distribution Absolute cost advantages Proprietary learning curve Access to necessary inputs Proprietary low-cost product design Government policy Expected retaliation Determinants of Supplier Power Differentiation of inputs Switching costs of suppliers and firms in the industry Presence of substitute inputs Supplier concentration duct differences Brand identity Switching costs Capital requirements Access to distribution Absolute cost advantages Proprietary learning curve Access to necessary inputs Proprietary low-cost product design Government policy Expected retaliation Determinants of Supplier Power Differentiation of inputs Switching costs of suppliers and firms in the industry Presence of substitute inputs Supplier concentration ps%B Importance of volume to supplier Cost relative to total purchases in the industry Impact of inputs on cost or differentiation Threat of forward integration relative to threat of backward integration by firms in the industry @AR    @  _  RA,[ӥ?_,[ӥ[[ \E[T1ADeterminants of Buyer Power Bargaining Leverage Buyer concentration versus firm concentration Buyer volume Buyer switching costs relative to firm switching costs Buyer information Ability to backward integrate Substitute products Pull-through Price Sensitivity Price / total purchases Product differences Brand identity Impact on quality / performance Buyers profits Decision makers' incentives @st\%&F1H38L1P46Q!Rivalry and substitution threats ARivalry Determinants Industry growth Fixed (or storage) costs/value added Intermittent over capacity Product differences Brand identity Switching costs Concentration and balance Informational over complexity Diversity of competitors Corporate stakes Exit barriers Determinants of Substitution Threats Relative price performance of substitutes Switching costs Buyer propensity to substitute @AR      D  RA,[ӥE,[ӥePe e"peeT2'F1H39L1P47Q'Cost Leadership, Differentiation, Focusqr %A*    *A,[ӥef ph 8rv'A1. Cost Leadership In cost leadership, a firm sets out to become the low cost producer in its industry. The sources of cost advantage are varied and depend on the structure of the industry. They may include the pursuit of economies of scale, proprietary technology, preferential access to raw materials and other factors. A low cost producer must find and exploit all sources of cost advantage. if a firm can achieve and sustain overall cost leadership, then it will be an above average performBer in its industry, provided it can command prices at or near the industry average. 2. Differentiation In a differentiation strategy a firm seeks to be unique in its industry along some dimensions that are widely valued by buyers. It selects one or more attributes that many buyers in an industry perceive as important, and uniquely positions itself to meet those needs. It is rewarded for its uniqueness with a premium price.@vw'T1A3. Focus The generic strategy of focus rests on the choice of a narrow competitive scope within an industry. The focuser selects a segment or group of segments in the industry and tailors its strategy to serving them to the exclusion of others. The focus strategy has two variants. (a) In cost focus a firm seeks a cost advantage in its target segment, while in (b) differentiation focus a firm seeks differentiation in its target segment. Both variants of the focus strategy rest on differencBes between a focuser's target segment and other segments in the industry. The target segments must either have buyers with unusual needs or else the production and delivery system that best serves the target segment must differ from that of other industry segments. Cost focus exploits differences in cost behaviour in some segments, while differentiation focus exploits the special needs of buyers in certain segments.@A*   *tu f'AR    C  V  Rux'(F1H40L1P48Q*Primary and secondary (support) activitiesAPrimary activities are: 1. Inbound Logistics - involve relationships with suppliers and include all the activities required to receive, store, and disseminate inputs. 2. Operations - are all the activities required to transform inputs into outputs (products and services). 3. Outbound Logistics - include all the activities required to collect, store, and distribute the output. 4. Marketing and Sales - activities inform buyers about products and services, induce buyers to purchase them, Band facilitate their purchase. 5. Service - includes all the activities required to keep the product or service working effectively for the buyer after it is sold and delivered. @A*    *Aj,[ӥ33[[P \EjT1wy(ASecondary (support) activities are: 1. Procurement - is the acquisition of inputs, or resources, for the firm. 2. Human Resource management - consists of all activities involved in recruiting, hiring, training, developing, compensating and (if necessary) dismissing or laying off personnel. 3. Technological Development - pertains to the equipment, hardware, software, procedures and technical knowledge brought to bear in the firm's transformation of inputs into outputs. 4. InfrastructureB - serves the company's needs and ties its various parts together, it consists of functions or departments such as accounting, legal, finance, planning, public affairs, government relations, quality assurance and general management. @A*  $  *Aj%,[ӥ33a0a a Hj)F1H41L1P51Q/Performance, Features, Reliability, Conformancex{)A1. Performance Performance refers to a product's primary operating characteristics. For an automobile, performance would include traits like acceleration, handling, cruising speed, and comfort. Because this dimension of quality involves measurable attributes, brands can usually be ranked objectively on individual aspects of performance. Overall performance rankings, however, are more difficult to develop, especially when they involve benefits that not every customer needs. 2. Features FeBatures are usually the secondary aspects of performance, the "bells and whistles" of products and services, those characteristics that supplement their basic functioning. The line separating primary performance characteristics from secondary features is often difficult to draw. What is crucial is that features involve objective and measurable attributes; objective individual needs, not prejudices, affect their translation into quality differences. @{})T1A3. Reliability This dimension reflects the probability of a product malfunctioning or failing within a specified time period. Among the most common measures of reliability are the mean time to first failure, the mean time between failures, and the failure rate per unit time. Because these measures require a product to be in use for a specified period, they are more relevant to durable goods than to products or services that are consumed instantly. 4. Conformance Conformance is the degree Bto which a product's design and operating characteristics meet established standards. The two most common measures of failure in conformance are defect rates in the factory and, once a product is in the hands of the customer, the incidence of service calls. These measures neglect other deviations from standard, like misspelled labels or shoddy construction, that do not lead to service or repair. ~@yz f)AR        R  alisACD664BD6SPARE6β72FMP3FMP3Home and away 2 6653CD664:DATAFILES:Home and away:Home and away 2:SPARE afpm9YuEng ML P2EtherTalk Huw's8600CD664ahrz~ )AR        R*F1H42L1P51Q9Durability, Serviceability, Aesthetics, Perceived qualityA5. Durability A measure of product life, durability has both economic and technical dimensions. Technically, durability can be defined as the amount of use one gets from a product before it deteriorates. Alternatively, it may be defined as the amount of use one gets from a product before it breaks down and replacement is preferable to continued repair. 6. Serviceability Serviceability is the speed, courtesy, competence, and ease of repair. Consumers are concerned not only about a product }Z*Bbreaking down but also about the time before service is restored, the timeliness with which service appointments are kept, the nature of dealings with service personnel, and the frequency with which service calls or repairs fail to correct outstanding problems. In those cases where problems are not immediately resolved and complaints are filed, a company's complaints handling procedures are also likely to affect customers' ultimate evaluation of product and service quality.@AR   d  u  RT2~*A7. Aesthetics Aesthetics is a subjective dimension of quality. How a product looks, feels, sounds, tastes, or smells is a matter of personal judgement and a reflection of individual preference. On this dimension of quality it may be difficult to please everyone. 8. Perceived Quality Consumers do not always have complete information about a product's or service's attributes; indirect measures may be their only basis for comparing brands. A product's durability for example can seldom be obsBerved directly; it must usually be inferred from various tangible and intangible aspects of the product. In such circumstances, images, advertising, and brand names - inferences about quality rather than the reality itself - can be critical.@AR       R+F1H43L3P52QDescription of exampleR+AIn the example, six attributes have been singled out for analysis: speed, quiet operation, crisp and accurate sound, cost, size, and reliability. The team now establishes weightings that represent the relative importance of each attribute from the customers' perspective. The complete set of weightings adds up to 100%. The second step is to establish the critical design parameters that drive system performance (in measurable terms and directly linked to customer attributes). In the exampleBH these are: number of teeth, lubricant, tooth thickness, and manufacturing precision. The third step is to fill in the body of the central matrix. Each cell represents a potential link between a design parameter and a customer attribute. This "relationship matrix" indicates both the direction and strength of the relationship.6T1+AThe fourth step focuses on customer perceptions of the company's existing product as compared to its competitors. This may give insight into market problems and opportunities. The fifth and last piece of analysis is the interaction or relationship between design parameters. In the cells of the "roof" matrix is indicated the strength and direction of the interrelationships among design parameters.,F1H44L1P53QDimensions of Q, T, C, FADimensions of quality: Performance - the primary operating characteristics. Features - optional extras (the "bells" and "whistles"). Reliability - likelihood of breakdown. Conformance - conformance to specification. Technical durability - length of time before the product becomes obsolete. Serviceability - ease of service Aesthetics - look, smell, feel, taste. Perceived quality - reputation. Value for money. Dimensions of time: Manufacturing lead time. Due date perform{,BSance. Rate of product introduction. Delivery lead time. Frequency of delivery. A@AR        RA,[ӥ33,[ӥ33a,a/@ ^aT1ADimensions of price and cost: Manufacturing cost. Value added. Selling price. Running cost - cost of keeping the product running. Service cost - cost of servicing the product. Profit. Dimensions of flexibility Material quality - ability to cope with incoming materials of varying quality. Output quality - ability to satisfy demand for products of varying quality. New product - ability to cope with the introduction of new products. Modification - ability to modify existij,Bng products. Deliverability - ability to change delivery schedules. Volume - ability to accept varying demand volumes. Product mix - ability to cope with changes in the product mix. Resource mix - ability to cope with changes in the resource mix. @AR      RA,[ӥ33,[ӥ33fg% gRps#ICN#f-F1H45L3P58QDecision Explorer - software-ADecision Explorer , originally known as COPE cognitive mapping software was created specifically for use with SODA. Decision Explorer is used to map individual cognitive maps of the problem space and then to combine those individual maps into a group map that can highlight both areas of consensus and areas of disagreement. It is PC/Windows based, can use colour, is easy to use and highly flexible.T1.F1H46L1P59Q&SS Methodology Axioms and PerspectivesASS Methodology is based on the following axioms: 1. Problems do not exist independent of human beings, they are constructs of the concerned mind, defined by individual world view; therefore look not at the problem but at the situation. 2. Interrelationship of problems = 'mess' (multiple problem situation). 3. Worldview - different (and equally valid) interpretations of the world by each individual. 4. (Corollary of 1) Solutions are also intellectual constructs and no 'problem' exis|O AAFPTH5RPTHFalialisNAMEMSPCFPTHA5CD664:DATAFILES:Home and away:Tracking databases:AWAY5FaliACD664BD6AWAY672FMP3FMP3Tracking databases 6655CD664:DATAFILES:Home and away:Tracking databases:AWAY afpm9YuEng ML P2EtherTalk Huw's8600CD664ahrMSPCA6NAMEAAWAYRPTHAAWAYalis  alisACD664BD6CATALOG6Ʋ72FMP3FMP3Home and away 2 6655CD664:DATAFILES:Home and away:Home and away 2:CATALOG afpm9YuEng ML P2EtherTalk Huw's8600CD664ahr.Bts in isolation. 5. Improvements in situations are most likely through sharing of perceptions, persuasion and debate. Analysts should be interactive/therapeutic rather than expert. 6. Analysts cannot be divorced from the problem. @A* 1 *AH,[ӥ33 ^^@ ^PHT1ACATWOE - the perspectives that must be considered Soft systems uses the mnemonic "CATWOE" to list the perspectives of a situation that must to be considered: Customers Actors Transformation process Worldview Owner Environmental constraints. Transformation is judged by the 3 Es Efficacy (does the means work?) Efficiency (Amount of output over resources used) Effectiveness (Meeting the longer term aim?) @A* 3 *^1A4. Calculate the initial weights associated with the opportunities and threats. 5. Develop subjective probabilities for each alternative. 6. Calculate the overall importance weight for the opportunities and threats. 7. Measure the Decision-Maker's risk-aversion constant for the opportunities and threats (using certainty equivalence rather than gain or loss equivalence) 8. Calculate the risk adjusted strategic value for each alternative. @AH,[ӥ@ _P _ H2F1H50L1P64Q1. Group formation2AKey individuals from across company functions are formed into small (6 - 8 person) groups. Each group should consist of individuals who get on well with one another (minimise conflict). Each group should differ in its particular knowledge and problem perspectives (maximise differences). Each group should have a different orientation, perspective or policy option from which to tackle the issue. T13F1H51L1P64Q#2. Assumption surfacing and rating.REach group meets separately and begins to identify the assumptions inherent in the issue (from their viewpoint). A way in may be to identify as many stakeholders as possible. List all the assumptions generated. T24F1H52L1P64Q!3. Within group dialectic debate.4AFirstly, each group now eliminates irrelevant assumptions by asking themselves "If the opposite of this assumptions is true, does it have any significant bearing on the issue?" If the answer is "No", then the assumption is not very relevant to the problem. Any assumption accepted as a strategic premise must meet two criteria: (a). It should have a significant bearing on the outcome of the strategy chosen and implemented. (Importance) (b). It should be as "self evident" and "certain toB be true" as possible. (Certainty) The assumptions are now ranked for importance by the group and entered in an Importance / Certainty matrix. If a more precise scaling is required here, the Analytical Hierarchy Process (AHP) is used to carry out pairwise comparison (each individual group member) and to calculate normalised weightings from the combined data. The individual data should also be open for discussion at this stage. T3| AAKFPTH3RPTHFalialisNAMEMSPCFPTHA3CD664:DATAFILES:Home and away:Home and away 2:SPARE3FaliACD664BD6SPARE6β72FMP3FMP3Home and away 2 6653CD664:DATAFILES:Home and away:Home and away 2:SPARE afpm9YuEng ML P2EtherTalk Huw's8600CD664ahrMSPCA6NAMEASPARERPTHASPAREalis45AThe groups are brought together and a spokesperson for each group presents their importance / certainty graph and pivotal assumptions. Only clarifying questions are permitted at this stage. When all the groups have presented, all the assumptions are combined on one slide and thrown open for evaluation, debate and discussion. Agreed assumptions are extracted as premises from which to proceed, while contentious assumptions are debated further and may be modified to achieve agreement. T46F1H54L1P64Q5. Final synthesis.6AAll participants are asked to propose assumptions to resolve outstanding controversies. If no agreement is reached on an assumption it becomes an issue requiring further investigation. Each issue and key assumption is subjected to further analysis to adduce the data and warrants (what beliefs the assumption is based on) that underlie its claim. Where data is inadequate, business intelligence and management information systems activities are undertaken to acquire the specific data necessBary to resolve the strategic issue. A planning book is produced that contains - (a) A prioritised list of the most critical issues management faces as revealed by SAST. (b) An assessment of the current state of knowledge with respect to the solution of these issues. (c) A list of current and planned information-producing activities designed to improve the state of knowledge relevant to the critical issues. T5 7AH,[ӥ33rf phHT18F1H56L2P65QEssential FrameworkA^There are three key elements of analysis which are used in structuring problems and working towards decisions: The Decision Area The Comparison Area The Uncertainty Area - divides into three broad categories: Uncertainties to do with the working environment Uncertainties to do with guiding values Uncertainties to do with related choices ^@Ao,[ӥXJL YY ` YP S T2AVThere are four modes of strategic choice: Shaping Designing Comparing Choosing V@Aj*,[ӥa b b j:F1H58L3P66QCarrying out a SWOT analysis  alisACD664BD6SPARE6²72FMP3FMP3 Home and away65#CD664:DATAFILES:Home and away:SPARE afpm9YuEng ML P2EtherTalk Huw's8600CD664ahr AAFPTH5RPTHFalialisNAMEMSPCFPTHA5CD664:DATAFILES:Home and away:Home and away 2:CATALOG5FaliACD664BD6CATALOG6Ʋ72FMP3FMP3Home and away 2 6655CD664:DATAFILES:Home and away:Home and away 2:CATALOG afpm9YuEng ML P2EtherTalk Huw's8600CD664ahrMSPCA6NAMEACATALOGRPTHACATALOGalis7A1. Focuses on decisions to be made in a particular planning situation, whatever their timescale and whatever their substance. 2. Highlights the subtle judgements involved in agreeing how to handle the uncertainties which surround the decision to be addressed - whether these be technical, political or procedural. 3. The approach is an incremental one, rather than one which looks towards an end product of a comprehensive strategy at some future point in time. This principle is expressed thBrough a framework known as a `commitment package'. In this, an explicit balance is agreed between decisions to made now and those to be left open until specified time horizons in the future. 4. The approach is interactive, in the sense that it is designed not for use by experts in a backroom setting, but as a framework for communication and collaboration between people with different backgrounds and skills.@^:AThe first part of any SWOT analysis is to collect a set of key facts about the organisation and its environment. This will include facts about the organisation's: markets competition financial resources facilities employees inventories marketing and distribution system R&D management environmental setting (e.g. Technological, political, social, and economic trends) history and reputation.@A*  *Aj,[ӥ@^f@^i ͭ XjT1  alisACD664BD6QUESTION672FMP3FMP3 Home and away65&CD664:DATAFILES:Home and away:QUESTION afpm9YuEng ML P2EtherTalk Huw's8600CD664ahr;AIn the early 1960s, the Japanese shifted their strategy, using capital investment to boost work-force productivity. They inaugurated the era of scale-based strategies, achieving high productivity and low costs by building the largest and most capital-intensive facilities that were technologically feasible. In the mid 1960s top Japanese companies turned to the focused factory as a new source of competitive advantage. In the late 1960s leading Japanese manufacturers moved towards the flexiBble factory as a new source of competitive advantage. Two developments drove this move. First, as they expanded and penetrated more markets, the narrow product lines of their focused factories began to pinch, limiting their ability to grow. Second, with growth limited, the economics of the focused factory strategy presented them with an unattractive choice: either reduce variety further or accept the higher costs of broader product lines.T1y;AThe Toyota flexible factory system The Toyota system was, according to its inventor, Taiichi Ohno "born of the need to make many types of automobile in small quantities with the same manufacturing process". With its emphasis on just-in-time production, total quality control, employee decision making on the factory floor, and close supplier relations, the Toyota system gave the many Japanese manufacturers who adopted it in the mid-1970s a distinct competitive advantage. They were enabled Bto produce a greater variety of products and introduce new products much more rapidly. They managed structural changes that enabled their operations to execute their processes much faster. As a consequence, time became their new source of competitive advantage.@A*  "  *F1H62L4P69QThe Sand Cone Model>AThe Sand Cone model suggests that although in the short term it is possible to trade off capabilities one against the other, there is actually a hierarchy amongst the four capabilities. To build cumulative and lasting manufacturing capability, management attention and resources should go first towards enhancing quality, then - while the efforts to enhance quality are further expanded - attention should be paid to improve also the dependability of the production system, then - and again wBhile efforts on the previous two are further enhanced - production flexibility (or reaction speed) should also be improved, and finally, while all these efforts are further enlarged, direct attention can be paid to cost efficiency. Most of the traditional management approaches for improving manufacturing performance are built on the trade-off theory. Ferdows and de Meyer suggest the trade-off theory does not apply in all cases. Rather, certain approaches change the trade-off relationship A>CUinto a cumulative one - i.e., one capability is built upon another, not in its place.1S  T1AApplying this model requires a long term approach, tolerance and patience. It requires believing that costs will eventually come down. The conventional illustration is shown above, however a representation that more accurately reflects the model, which implies that each lower layer must be extended in order to support any increase in any higher layer, is shown below.@L2exibility (or reaction speed) should also be improved, and finally, while all these efforts are further enlarged, direct attention can be paid to cost efficiency. Most of the traditional management approaches for improving manufacturing performance are built on the trade-off theory. Ferdows and de Meyer suggest the trade-off theory does not apply in all cases. Rather, certain approaches change the trade-off relationship :AThe second part of a SWOT analysis is to evaluate data to determine whether they constitute strengths, weaknesses, opportunities or threats for the organisation. This may be done independently by the individuals in a group, results being compared afterwards. It is important to note that any given fact may give rise to more than one evaluation, and so one should ask: " How may this fact be considered as an opportunity as well as a threat?"; "How may this apparent strength turn out to beB a weakness?" "How does this weakness really represent a strength?" The answers to these and similar questions may give managers new insights into choosing appropriate strategies.@A*  *Ar,[ӥ4^f@^j0 ͭ ;F1H59L3P67QJapan in the 1960s and Toyotar4AThe resulting data is now plotted on a graph or 2 x 2 matrix whose scales are (relatively important / unimportant) & (relatively certain / uncertain). Assumptions that are both important and certain become the pivotal or "bedrock" assumptions for the policy. Assumptions that are important but uncertain may require research. assumptions in the other two quadrants may well be dropped. Using the graph as an aid, each group should debate "which are the pivotal assumptions?" and come up witB.h a prioritised list of pivotal assumptions. 5F1H53L1P64Q$4. Between groups dialectic debate. 6AWhen the policy decision must be made, the results of the information producing activities are collected and related to the issues for which they were undertaken. A final debate is held and a judgement is made on the best set of assumptions from which to proceed. Finally, an appropriate policy is chosen, based on the new information and the synthesis that emerged. SAST was developed in the US by Richard Mason, Ian Mitroff, and Jim Emshoff.7F1H55L3P65QThe Strategic Choice Approachg!$%@pBqAsr'AtAvuw(Ax)AyA{zA}*B~A+AA,BB-A.BA1A2A4AA5A6AA7AA8:AA;AA<AA=B>AC @@,@X@BDFBDDDDDDDDDDDDSUWY[]_acegikmoqsuwy{}ACEGIKMOQBDFBDBDFBDBDnp`$Ban ingrained way of perceiving the world. Strategy in this respect is to the organisation what personality is to the individual. What is of key importance is that strategy is a perspective shared by members of an organisation, through their intentions and / or by their actions. In effect, when we talk of strategy in this context, we are entering the realm of the collective mind - individuals united by common thinking and / or behaviour.@Az |  zR FHI J K NOPQRS    !"#$%&'()*+,-.12345678:;<=> PsCloseAll GoToRelated GoToLayoutGo To Help FileGo to Previous Record_layout Go to Next Record_layout Start up Arrive Here show message GoHomeMapMenuGoHomeTextMenuGoToList,.-2378 : ; << : ; <<8 : ; << : ; << : ;<<6#2 1 3 7 8 :;<<<<ARemember where you've beenED@ L@L@L@  G  LPCity to change.@AR 3  % RF1H22L3P30Q>Investigation, Development, Manufacturing Release, New metricsAInvestigation The purpose of Investigation is to determine the desired product features, the product's cost and price, the feasibility of the proposed technologies, and the plan for product development and introduction. At this point all numbers are estimates. Investigation is usually the responsibility of a small team and requires a relatively modest investment. At the end of Investigation, the company commits to develop a product with specific features using agreed-upon technologies. DeBvelopment The development phase is usually the primary domain of R&D; in consultation with manufacturing; its purpose is to determine how to produce the product at the desired price. @AR     ).A4d ^@^` ^and video1F1H49L1P63QThe eight steps are:A1. Generate strategic alternatives. (Brainstorming etc.) Alternatives are the set of potential means by which the stated objectives may be obtained. There must be at least two mutually exclusive alternatives in the set to permit a choice to be made. 2. Identify the relevant (those which can be exploited by the strategic alternatives) opportunities and threats and group them into internal, task and general sets of environmental factors. 3. Define environmental weights (using AHP) @AH,[ӥ@ _ _ HT1rained way of perceiving the world. Strategy in this respect is to the organisation what personality is to the individlAGo to Previous Record_layoutED@]ZF @A+ W() = 1 W?QAGo to Next Record_layoutED@]ZF @A,W() = W() W WQ,ACloseAllE  .W@D@gF" <" 3"  " ) " B " = " 5 " 1 " ?" >" :" ;" 4>" :?" >" :+  D  ;  ; ;w linktotitlex Sort_order{LayoutClose Text Menu Back to ListPreviousNext B;AF  !"F         ::T <TT< &(  CA ;AA; ::T <TT< D  ;  ; ;}UUU ,,9:I Bqechnicians and managers as interchangeable parts - hiring both, as needed, from other companies in the industry. _@A*   * F1H10L3P8Q Stage III and Stage IV companiesAStage III Stage III companies have a manufacturing organisation that is internally supportive of other parts of the company, with a co-ordinated set of manufacturing structural and infrastructural decisions tailored to their specific competitive strategy. @A*   *T2 +,AAFPTH5RPTHFalialisNAMEMSPCFPTHA5CD664:DATAFILES:Home and away:Tracking databases:HELP5FaliACD664BD6HELP672FMP3FMP3Tracking databases 6655CD664:DATAFILES:Home and away:Tracking databases:HELP afpm9YuEng ML P2EtherTalk Huw's8600CD664ahrMSPCA6NAMEAHELPRPTHAHELPalisc AAw/FPTH#RPTHFalialisNAMEMSPCFPTHA#CD664:DATAFILES:Home and away:SPARE#FaliACD664BD6SPARE6²72FMP3FMP3 Home and away65#CD664:DATAFILES:Home and away:SPARE afpm9YuEng ML P2EtherTalk Huw's8600CD664ahrMSPCA6NAMEASPARERPTHASPAREalis  alisACD664BD6PM_SUBS672FMP3FMP3 Home and away65%CD664:DATAFILES:Home and away:PM_SUBS afpm9YuEng ML P2EtherTalk Huw's8600CD664ahrGX  ,.YesNo/,  , : am pm@ HelveticaGenevaTimesChicagoArial@k@VJ .yP  PICTCTA@PICT 8A 8 y%PostScript Hack by Mike Brors 12/7/90 /DisableNextSetRGBColor { userdict begin /setrgbcolor { pop pop pop userdict begin /setrgbcolor systemdict /setrgbcolor get def end } def end } bind def /bcarray where { pop bcarray 2 { /da 4 ps div def df setfont gsave cs wi 1 index 0 ne{exch da add exch}if grestore setcharwidth cs 0 0 smc da 0 smc da da smc 0 da smc c gray { gl} {1 setgray}ifelse da 2. div dup movetvet  )alisACD664BD6POSTITS6ﲿ5FMP3FMP3Tracking databases 6658CD664:DATAFILES:Home and away:Tracking databases:POSTITS afpm9YuEng ML P2EtherTalk Huw's8600CD664ahrn AA~0FPTH&RPTHFalialisNAME MSPCFPTHA&CD664:DATAFILES:Home and away:QUESTION&FaliACD664BD6QUESTION672FMP3FMP3 Home and away65&CD664:DATAFILES:Home and away:QUESTION afpm9YuEng ML P2EtherTalk Huw's8600CD664ahrMSPCA6NAMEA QUESTION RPTHAQUESTIONalis )*AA#FPTH9RPTHFalialisNAME MSPCFPTHA9CD664:DATAFILES:Home and away:Tracking databases:QUESTION9FaliACD664BD6QUESTION672FMP3FMP3Tracking databases 6659CD664:DATAFILES:Home and away:Tracking databases:QUESTION afpm9YuEng ML P2EtherTalk Huw's8600CD664ahrMSPCA6NAMEA QUESTION RPTHAQUESTIONalis'% =>A1FPTH.MSPCNAME RPTH FPTHA.CD664:DATAFILES:Revised databases:MSQSTORE.ifm.MSPCA7NAMEA MSQSTORE.ifm RPTHA MSQSTORE.ifm ?A1FPTH*MSPCNAME RPTHFPTHA*CD664:DATAFILES:Revised databases:AWAY.ifm*MSPCA7NAMEA AWAY.ifm RPTHAAWAY.ifm@A1FPTHAMSPCNAME RPTHFPTHAAHuw's 8600:CD bits and pieces:CD:DATAFILES:Databases Now:Home.ifmAMSPCAkNAMEA Home.ifm RPTHAHome.ifmAA14FPTHDMSPCNAME RPTH FPTHADHuw's 8600:CD bits and pieces:CD:DATAFILES:Databases Now:CATALOG.ifmDMSPCAkNAMEA CATALOG.ifm RPTHA CATALOG.ifm  (alisACD664BD6PM_SUBS672FMP3FMP3Tracking databases 6658CD664:DATAFILES:Home and away:Tracking databases:PM_SUBS afpm9YuEng ML P2EtherTalk Huw's8600CD664ahr  alisACD664BD6PM_PARTS672FMP3FMP3 Home and away65&CD664:DATAFILES:Home and away:PM_PARTS afpm9YuEng ML P2EtherTalk Huw's8600CD664ahr 4 ;alisACD664BD7HELP.FP3772FMP3FMP3Revised databases75*CD664:DATAFILES:Revised databases:HELP.FP3 afpm9YuEng ML P2EtherTalk Huw's8600CD664ahr?A'BC                           .alisACD664BD6SESSIONS77FMP3FMP3tracking databases 2 665;CD664:DATAFILES:Home and away:tracking databases 2:SESSIONS afpm9YuEng ML P2EtherTalk Huw's8600CD664ahr ./AAFPTH:RPTHFalialisNAMEMSPCFPTHA:CD664:DATAFILES:Home and away:tracking databases 2:CATALOG:FaliACD664BD6CATALOG772FMP3FMP3tracking databases 2 665:CD664:DATAFILES:Home and away:tracking databases 2:CATALOG afpm9YuEng ML P2EtherTalk Huw's8600CD664ahrMSPCA6NAMEACATALOGRPTHACATALOGalis  -alisACD664BD6AWAY772FMP3FMP3tracking databases 2 6657CD664:DATAFILES:Home and away:tracking databases 2:AWAY afpm9YuEng ML P2EtherTalk Huw's8600CD664ahr -.AAFPTH;RPTHFalialisNAME MSPCFPTHA;CD664:DATAFILES:Home and away:tracking databases 2:SESSIONS;FaliACD664BD6SESSIONS77FMP3FMP3tracking databases 2 665;CD664:DATAFILES:Home and away:tracking databases 2:SESSIONS afpm9YuEng ML P2EtherTalk Huw's8600CD664ahrMSPCA6NAMEA SESSIONS RPTHASESSIONSalis  ,alisACD664BD6HELP672FMP3FMP3Tracking databases 6655CD664:DATAFILES:Home and away:Tracking databases:HELP afpm9YuEng ML P2EtherTalk Huw's8600CD664ahr ,-AAFPTH7RPTHFalialisNAMEMSPCFPTHA7CD664:DATAFILES:Home and away:tracking databases 2:AWAY7FaliACD664BD6AWAY772FMP3FMP3tracking databases 2 6657CD664:DATAFILES:Home and away:tracking databases 2:AWAY afpm9YuEng ML P2EtherTalk Huw's8600CD664ahrMSPCA6NAMEAAWAYRPTHAAWAYalis qBT <TT<  ;  ; ;VCloseW Text MenuX Back to ListYPreviousZNext BA& &L4243523233424134244152433245224324323 533123524232454245414432344343534343434 3432533432433243322343 443324324352424243(24225434334344332432423325qE3342323  D ;  ;. ;r Close"Layout$ linktotitle& sort_order( Record ID*Close+ Text Menu, Back to List-Previous.Next BAB  B  +CA; ::T <T,T< -A.yPICTA y%PostScript Hack by Mike Brors 12/7/90 /DisableNextSetRGBColor { userdict begin /setrgbcolor { pop pop pop userdict begin /setrgbcolor systemdict /setrgbcolor get def end } def end } bind def /bcarray where { pop bcarray 2 { /da 4 ps div def df setfont gsave cs wi 1 index 0 ne{exch da add exch}if grestore setcharwidth cs 0 0 smc da 0 smc da da smc 0 da smc c gray { gl} {1 setgray}ifelse da 2. div dup movet Bo show }bind put } if % % Used to snap to device pixels, 1/4th of the pixel in. /stp { % x y pl x y % Snap To Pixel, pixel (auto stroke adjust) transform 0.25 sub round 0.25 add exch 0.25 sub round 0.25 add exch itransform } bind def /snapmoveto { % x y m - % moveto, auto stroke adjust stp moveto } bind def /snaplineto { % x y l - % lineto, auto stroke adjust stp lineto } bind def  ##  Ci## "#?4#####!IS# i#"HRpHR4?DYHuHR# "#?#####!lS# i#"kRpkR?oYkukR *  Q#@ X D QGW#@ X Q!#@ X QH=XN#@ X QnQ~b#@ X QRb#@ XQR9bJ#@X##  ((#E"("("$("6("H("Z("l("~("("("(##  hh#"h"h"$h"6h"Hh"Zh"lh"~h"h"h"h Q$#@ FX QYb #@ X Q3%</#@ X Qr{#@ X Qf&o0#@ X Q #@ X  m>" "<####### # m> Gq0;;000;"# "<####### # m>#";p0;;000;#"0   0",Times .* Model 2# 8n  AA|FPTH&RPTHFalialisNAME MSPCFPTHA&CD664:DATAFILES:Home and away:FORMHEAD&FaliACD664BD6FORMHEAD672FMP3FMP3 Home and away65&CD664:DATAFILES:Home and away:FORMHEAD afpm9YuEng ML P2EtherTalk Huw's8600CD664ahrMSPCA6NAMEA FORMHEAD RPTHAFORMHEADalis Bo show }bind put } if % % Used to snap to device pixels, 1/4th of the pixel in. /stp { % x y pl x y % Snap To Pixel, pixel (auto stroke adjust) transform 0.25 sub round 0.25 add exch 0.25 sub round 0.25 add exch itransform } bind def /snapmoveto { % x y m - % moveto, auto stroke adjust stp moveto } bind def /snaplineto { % x y l - % lineto, auto stroke adjust stp lineto } bind def   ## C ~## "#ZD#!E##O ### ~#"PPpPPDZDOPPP# "#Z#!z##O### ~#"mPpmPyZynPmP  # " ### BDFHJLNPR BDFHJLNPR BDFHJLB alisAalisAalisAFaliA alisA  alisA alisA alisA alisAalisAalisAalisAalisAalisAalisA|alisAOaalisABNalisA4;alisA,. alisA#!alisA"alisA#alisA  $alisA%alisA&alisA'alisA(alisA)alisA*alisA-+alisA,alisA-alisA.alisAsAC D##### #"jQp:j ~Q~ | xusr!n+m7kAkJjOjQ Q #@ XQ^"n3#@X Q\GlX#@ X Q(#@ X Q5 >#@ X Q8E)A3#@ X QO0X:#@ X Qgp #@ X Q[d#@ X Qv#@ X QEINS#@ X QKDTN#@ X QlWua# F@ X QzEO#@ X QRX[b#@ X QD$M.#@ X QQoZy#@ X Qcl#@ X QW`#@ X Qen#@ X QU^#@G X Qkt#@ XQT@]J#@X QFO#@ X Qh.q8#@ X Q#@ X Qw%/#@ X Q$.#@ X  (FHJL HQ #@ X Q#@ X Q #@ X##  <<#"<"<")<";<"M<"_<"q<"<"<"<"<I##  aa#"a"a")a";a"Ma"_a"qa"a"a"a"a##  #""")";"M"_" Jq""""# "N ######## #"aQp6M aQM N QTUX!]7]A_J`OaQQm@vJ#@X  9" "7####### # 9 q+66+++6"K# "7####### # 9#"6p+66+++6#"+  K" "I####### # K q=HH===H"# "I####### # L K#"Hp=HH===H#"=  s9" "7####### # s9 q+66+++6"# "7####### # s9#"6p+66++M+6#"+ Mm  1 @   5"%,Times .* Screen 1 #   ;#)Screen 2#  W :#*)Screen 3#  q1 0#ր)Model 1#N # APPICT"A" y%PostScript Hack by Mike Brors 12/7/90 /DisableNextSetRGBColor { userdict begin /setrgbcolor { pop pop pop userdict begin /setrgbcolor systemdict /setrgbcolor get def end } def end } bind def /bcarray where { pop bcarray 2 { /da 4 ps div def df setfont gsave cs wi 1 index 0 ne{exch da add exch}if grestore setcharwidth cs 0 0 smc da 0 smc da da smc 0 da smc c gray { gl} {1 setgray}ifelse da 2. div dup movet APICT$ZA$Z ``` HH1<2@   )&PZQ  Bo show }bind put } if % % Used to snap to device pixels, 1/4th of the pixel in. /stp { % x y pl x y % Snap To Pixel, pixel (auto stroke adjust) transform 0.25 sub round 0.25 add exch 0.25 sub round 0.25 add exch itransform } bind def /snapmoveto { % x y m - % moveto, auto stroke adjust stp moveto } bind def /snaplineto { % x y l - % lineto, auto stroke adjust stp lineto } bind def   # CQ# X  # "###### q  "# "###### #"p  #"   " "  D###### q   "# "###### #"p   #"   r" ", ######## r q#++$##+"E# ", ######## r#"+p#++$##+#"#  Mi" "######## Mi q"# "########  F Mi#"p#"0 < M" "4######## M q+33+,,3"# "4######## M#"3p+33+,G,3#", ? g" "7######## g q.66.//6"# "7######## g#"6p.66.//6#"/  NM"  H "######## NM q"# "######## NM#"p#"( * Yw" "1######## Yw Iq)00*))0"# "1######## Yw#"0p)00*))0#" ) F p]" "######## p] q"#  J"######## p]#"p#" E: Z" " ######## Z q"# " ######## Z#K"p#"#  Z(" " ######## Z( q  "# " ######## Z(#" p  #  L"  ` gx " "######## gx q"# "######## gx #"p#" :, F" "M######## F q"# "######## F#"p#"  +" "######## + q  N"# "######## +#"p#"  ~#" "######## ~# q"# "###O##### ~##"p#" ~ >" "######## > q    "# "######## >#"p  P    #"   4"0,Times .* Problems#   3#) Decisions# h Q% X<" / X   %"<$)Shape# 6 QQ~ <" ! X  p '"!( Design#  Q~g" $ X  q /"( Compare# i Q%gX" - X   '"<) ; RChoose#  O 6# " ######## O 6 q  "# " ######## O 6#" p  #" I " 1 9#S681  #8" AVJPICTFAF ``` HH1l2@       BPLR\MC                    143  D3,>86 $E$ (,,,24  F41 Nb  jG   j  u  H 4V9TI6T :X(> Bd,  JFd0Jh8NKp8Rt<Vr  LVrczMz  N{ yOXxYp  PV.pTtTQtTpTp  RTtTtTSpTp    $Z AkPICT|A|> >y%PostScript Hack by Mike Brors 12/7/90 /DisableNextSetRGBColor { userdict begin /setrgbcolor { pop pop pop userdict begin /setrgbcolor systemdict /setrgbcolor get def end } def end } bind def /bcarray where { pop bcarray 2 { /da 4 ps div def df setfont gsave cs wi 1 index 0 ne{exch da add exch}if grestore setcharwidth cs 0 0 smc da 0 smc da da smc 0 da smc c gray { gl} {1 setgray}ifelse da 2. div dup movet  B"$& ("*$ $/  . / 2 C6 ; 8(,,0HBJD  DLFPJ TN XR \V E`Z d^ hb L" X&  F$&s* *'j(("{, .G&d,*h.,       H      I   {"MR    J E  G O  K|      % L            *.--/, M+    F @E? 1l34&9/7Q5i=<:>ҁ@4A"C%BLOI^^ց`b'tEvفw/z z |m|~ |ԁ ~0~~ ;2KӁr86#,-+Ӂ0ҁ/X(i&")#*'.%!+ $A9^FPTH"RPTHalisNAMEMSPCFPTHA"Macintosh HD:Desktop Folder:test 1"MSPCA)NAMEAtest 1RPTHAtest 1alis Bo show }bind put } if % % Used to snap to device pixels, 1/4th of the pixel in. /stp { % x y pl x y % Snap To Pixel, pixel (auto stroke adjust) transform 0.25 sub round 0.25 add exch 0.25 sub round 0.25 add exch itransform } bind def /snapmoveto { % x y m - % moveto, auto stroke adjust stp moveto } bind def /snaplineto { % x y l - % lineto, auto stroke adjust stp lineto } bind def  > # C1;# 8#fff"9ٙٙٙ19#"8əQ1 L1  $L1 * 4LQ *LQ*4LL1  L1 $L1 *4LL1 1 11!)1/7 1 )|; A9^FPTH"RPTHalisNAMEMSPCFPTHA"Macintosh HD:Desktop Folder:test 1"MSPCA)NAMEAtest 1RPTHAtest 1alisA Macintosh HDXBD)test 1UQrFMP3FMP3Desktop Folder)"Macintosh HD:Desktop Folder:test 1 afpm9Yu*Jonathan Stars' Computer Macintosh HDJonathan Stars. Macintosh HD @u^8X)UQA9`FPTH"RPTHalisNAMEMSPCFPTHA"Macintosh HD:Desktop Folder:test 1"MSPCA)NAMEAtest 1RPTHAtest 1alis  alisA Macintosh HDXBD)test 1UQrFMP3FMP3Desktop Folder)"Macintosh HD:Desktop Folder:test 1 afpm9Yu*Jonathan Stars' Computer Macintosh HDJonathan Stars. Macintosh HD* @u_X)UQ A9OI'FPTH"RPTHalisNAMEMSPCFPTHA"Macintosh HD:Desktop Folder:test 1"MSPCA)NAMEAtest 1RPTHAtest 1alisA Macintosh HDXBD)test 1UQrFMP3FMP3Desktop Folder)"Macintosh HD:Desktop Folder:test 1 afpm9Yu*Jonathan Stars' Computer Macintosh HDJonathan StarsA9LFPTH RPTHalisNAMEMSPCFPTHA Macintosh HD:Desktop Folder:Home MSPCA)NAMEAHomeRPTHAHomealis  alisA Macintosh HDXBD)test 1UQrFMP3FMP3Desktop Folder)"Macintosh HD:Desktop Folder:test 1 afpm9Yu*Jonathan Stars' Computer Macintosh HDJonathan Stars. Macintosh HDu]X)UQ A9b'FPTH5RPTHalisNAMEMSPCFPTHA5Macintosh HD:Desktop Folder:FMP Advisor Articles:Home5MSPCANAMEAHomeRPTHAHomealisA Macintosh HDXBDHome rFMP3FMP3FMP Advisor Articles)5Macintosh HD:Desktop Folder:FMP Advisor Articles:Home afpm9Yu*Jonathan Stars' Computer Macintosh HDJonathan StarsAAvFPTH#RPTHFalialisNAMEMSPCFPTHA#CD664:DATAFILES:Home and away:CASES#Fali  alisA Macintosh HDXBD)Home rFMP3FMP3Desktop Folder) Macintosh HD:Desktop Folder:Home afpm9Yu*Jonathan Stars' Computer Macintosh HDJonathan Stars k  AAzFPTH%RPTHFalialisNAMEMSPCFPTHA%CD664:DATAFILES:Home and away:CATALOG%FaliACD664BD6CATALOG672FMP3FMP3 Home and away65%CD664:DATAFILES:Home and away:CATALOG afpm9YuEng ML P2EtherTalk Huw's8600CD664ahrMSPCA6NAMEACATALOGRPTHACATALOGalis  FaliACD664BD6CASES672FMP3FMP3 Home and away65#CD664:DATAFILES:Home and away:CASES afpm9YuEng ML P2EtherTalk Huw's8600CD664ahrMSPCA6NAMEACASESRPTHACASESalisACD664BD6CASES672FMP3FMP3 Home and away65#CD664:DATAFILES:Home and away:CASES afpm9YuEng ML P2EtherTalk Huw's8600CD664ahr k  AAzFPTH%RPTHFalialisNAMEMSPCFPTHA%CD664:DATAFILES:Home and away:CATASUB%FaliACD664BD6CATASUB672FMP3FMP3 Home and away65%CD664:DATAFILES:Home and away:CATASUB afpm9YuEng ML P2EtherTalk Huw's8600CD664ahrMSPCA6NAMEACATASUBRPTHACATASUBalis   alisACD664BD6CATALOG672FMP3FMP3 Home and away65%CD664:DATAFILES:Home and away:CATALOG afpm9YuEng ML P2EtherTalk Huw's8600CD664ahr