The Agile University

This document discusses models of aggregate planning. It describes the objectives of aggregate planning as minimizing costs and maximizing profits, customer service, and utilization of resources. It outlines the aggregate planning process and factors that must be considered from different business functions. The document then explains different strategies for aggregate planning like chase, level, and mixed strategies. It also discusses techniques used in aggregate planning like trial and error, linear programming, linear decision rules, and yield management.

MRP System Structure (Input and Output) Master Production Schedule (MPS) Bill of Material (BOM) Inventory Records File MRP Terminology MRP Explosion Process MRP Management MRP and JIT

The document discusses process design and selection. It states that process design determines the overall sequence of operations required to achieve product specifications. Key factors in process design include the product volume and quality, available equipment, degree of automation, and customer needs. Common process types include job shop, batch, assembly line, continuous flow, and project-based systems. The selection of an appropriate process affects production economics and should be done considering various factors like product variety, batch size, capital requirements, and economic analysis of alternatives.

The document discusses Material Requirements Planning (MRP) and its limitations in today's volatile supply chain environments. It introduces Demand Driven MRP (DDMRP) as a new approach with 5 components: 1) strategic inventory positioning, 2) establishing buffer profiles and levels, 3) dynamic adjustments, 4) demand driven planning, and 5) visible and collaborative execution. DDMRP aims to dampen variability, compress lead times, and better leverage working capital by positioning inventory and pulling materials based on demand rather than pushing materials through the supply chain.

Material Requirement Planning (MRP) is a software-based production planning system used to manage manufacturing processes and inventory. It involves forecasting demand, creating a master production schedule, bills of materials, and using an inventory status file to determine net material requirements. The system generates reports and orders to meet requirements while maintaining low inventory levels. Distribution Requirements Planning (DRP) applies MRP principles to distribution by linking customer demand and forecasts to inventory replenishment plans across multiple warehouse locations in the supply chain.

The document outlines a roadmap for implementing a Just-in-Time (JIT) system in 3 phases over 7 months to achieve rapid and balanced flow from planning to scheduling. It discusses reviewing product design and processes, establishing pull systems and kanban cards, reducing inventory, developing skills, improving supplier relationships, and continuously measuring performance. The goal is to streamline production with minimal waste through quality control, stable schedules, small lot sizes, and a philosophy of continuous improvement.

The document discusses several approaches to delayed product differentiation in supply chain systems including standardization, modular design, and process restructuring. Standardization involves using common components or processes to reduce complexity and increase flexibility. Modular design decomposes products into submodules that are assembled after a common process. Process restructuring involves resequencing steps so common steps are performed before product-specific ones. The document provides examples and models for evaluating these approaches.

This paper consists of basic understanding of JIT and TQM philosophies, the inter-linkages between these and challenges associated in their implementation. Paper also discusses how JIT can feeds to the accomplishment of TQM. JIT and TQM are perfectly complimentary to each other. The objective of both is to expose and correct problems at source, so as to avoid wasting resources on production of defective products. Paper illustrates how TQM and JIT can enhance value for customers and at the same time can ensure higher profits for firm.

OPT is a computer-based production planning and scheduling system that seeks to maximize throughput by balancing flow rather than capacity, minimizing or eliminating bottlenecks, and using variable lot sizes. It identifies bottlenecks and focuses on keeping them 100% utilized in order to increase throughput, with the goal of increasing profit by increasing throughput, decreasing inventory, and decreasing operating expenses. The document provides an analogy comparing OPT principles to arranging marching troops to maintain a steady flow without unnecessary spreading out.

The document discusses material requirements planning (MRP) and its use at Collins Industries, a large ambulance manufacturer. Collins requires an MRP system to manage its large inventory of 18,000 item codes and meet production needs. An effective MRP system requires accurate data on the bill of materials, inventory levels, outstanding orders and component lead times. The MRP system then calculates material needs based on the master production schedule to ensure availability of all parts.

The document discusses materials requirements planning (MRP), which coordinates the flow of components and inputs through the production process. MRP was developed after World War II to improve upon quarterly ordering systems as demand became more based on forecasts rather than confirmed orders. It takes production forecasts and breaks them down into weekly schedules using a bill of materials to determine dependent demand for components. MRP provides schedules and priorities to help manage inventory levels and avoid stockouts. It requires accurate data on master production schedules, bills of materials, inventory levels, and order status.

The document discusses the tension modern universities face in balancing student consumer demands with their commitment to intellectual transformation. It explores how the view of higher education as a private investment focusing on employability clashes with ideas of universities providing public good. While metrics like the National Student Survey emphasize student satisfaction, universities aim to cultivate critical thinking through challenges. The document advocates for pedagogical reforms, use of technology, and leadership emphasizing shared strategic purpose to bridge these perspectives.

Engage in a discussion about how leading institutions are applying social technologies to attract new students, engage and retain their existing student population, and inspire and re-connect with alumni.

This document provides an overview of a presentation for new learning center directors on forging successful learning centers. It discusses critical considerations like programs and services, use of technology, assessment and evaluation, professional development, and budgeting. Participants will gain knowledge on evidence-based best practices and utilize a work plan to develop actions and timelines for center improvements. The document includes discussion questions to involve participants.

Across the education ecosystem, the basic tenets of teaching and learning are being challenged by business and technology drivers -- compelling institutions in the higher education field to adopt a new playbook in order to remain relevant.

The social phenomenon is impacting every facet of Higher Education. From the onslaught of new ways students are communicating, sharing, collaborating, and learning via social media to the innovative digital and social breakthroughs that stand to reinvent the way knowledge is transferred in a Higher Education setting, change is coming to this sector. And it will be disruptive. Learn first-hand what these big changes mean today and how to prepare for their effects tomorrow. Join Jive Software, 7Summits, Penn Foster, and Milwaukee School of Engineering as they share best best practices and discuss how institutions can apply social technologies to attract new students, engage and retain their existing student population, and inspire and re-connect with alumni for measurable business benefits. During this presentation, you will learn: - How social technologies can drive value throughout the student experience (prospects, students, alumni) - How to engage and influence high school students and their parents - Suggested strategies for implementing social technologies within your institution - Lessons learned from two leading institutions, Milwaukee School of Engineering and Penn Foster

The Global Citizenship Program (GCP) at Webster University underwent revision beginning in 2009 and was approved by the Faculty Assembly in 2011. The GCP aims to provide students with the competencies required for responsible global citizenship in the 21st century by integrating knowledge and skills development. Research indicates the GCP aligns with employer needs, student needs, and national best practices. It emphasizes skills like critical thinking, communication, and intercultural competence that lead to career success. The next steps are to ensure all GCP courses are of high quality and effectively integrate knowledge and skills.

Future of Digital Education is already here. Blended learning with plethora of technology choices is the way to go.

Universities face increasing challenges from changing student expectations, financial pressures, and disruptive technologies. Students now demand more flexible, personalized, and technology-enabled educational experiences. Increased competition comes from private providers adopting new models. To succeed, universities must focus on recruiting, engaging, and satisfying diverse students through tailored programming and services available anytime on any device. Leveraging student data and technology, universities can better understand student needs and intervene to improve retention, outcomes, and employability. This will help universities develop sustainable models and compete in today's shifting landscape of higher education.

Student recruitment, student experience, rankings and employability are all so important, but how can you do this and still support the local community and economy? Do you look to wealthy international students or recruit from your local talent pool? Do you diversify into new types of teaching? The intelligent use of ‘big data’ and embracing modern marketing techniques can hold the key to identifying the right students for your university, and giving them more personalised support. Making use of this data/information can not only increase retention rates but can nurture talent, push up attainment and improve the student experience.

Many institutions see technology as a strategy to increase revenues and decrease campus-bases classrooms and resources. However, as emerging technologies shift the course from teaching-centered to learning-centered, historically effective strategies may no longer provide the same return on investment. This session examines how we can maximize the return on value of technology to increase learner engagement, add instructional options, and improve faculty efficacy.