Faced with a performance gap the two most obvious responses are to work harder or work smarter. There are trade offs associated with each, some obvious, some not so obvious.

Derived from Nobody Ever Gets Credit for Fixing Problems that Never Happened: Creating and Sustaining Process Improvement by Repenning and Sterman.

Perspective Management Performance Production Capability

Production Manufacturing MRP Stock

Production Manufacturing MRP Stock

Controle da Produção e do Estoque

SCM Production STOCK & FLOW SUPPLY CHAIN MANAGEMENT

Feeding product to a packing Machine.The product is stored in a rotating bin and feed to the screw using a Plough

Manufacturing Production

​Cílem modelu je zachytit stav vytíženosti bezpečnostních analytiků v závislosti na možných událostech, jenž mohou nastat v oddělení kybernetické bezpečnosti. Model zachycuje události nastalé v řádu hodin, během chodu oddělení.

V tomto zjednodušeném model analytici zpracovávají příchozí 

bezpečnostní incidenty. Ve zbylém čase se věnují vývoji nových 

bezpečnostních opatření. Míra příchodu bezpečnostních incidentů 

závisí na úrovni zastarání organizace, respektive vybavení a 

připravenosti čelit novým kybernetickým hrozbám. Zastarávání

závisí na několika faktorech. V první ředě je ovlivněno přívalem nově

odhalených, či vzniklých zranitelností. Dále je ovlivněnou mírou

vytíženosti pracovníků, kteří ve zbylém čase zranitelnosti odstraňují 

vývojem nových bezpečnostních opatření. Vznik nových zranitelností

je pak ovlivněn faktorem zastarání a počtem hackerů útočících na 

organizaci. V závislosti na míře zastarání, jsou pak hackeři postupně 

odhalováni a chytáni.

Diagram kauzálních smyček: https://insightmaker.com/article/179088/Security-Operation-Center-CLD

Production

Production

MRP determines production requirements based on forecasted demand for this week and next week along with the previous weeks stock levels and a safety stock

Production Manufacturing MRP Stock

This is a new company. Designed to produce wooden trays of ash wood that are lightweight and designed to serve a variety of foods. They are very decorative and elegant as well as environmentally friendly. The capacity of the CNC machine is expected to be 120 small and 70 large trays per week. And there is currently one employee in each department. The estimated productiworking days.

Wood Production

Feeding product to a packing Machine.The product is stored in a rotating bin and feed to the screw using a Plough

Manufacturing Production

Production

A production push model of a series hook up of machines in a discrete production environment

Production

Stock levels based on random sales and a set reorder point

Production Stock

NL: productie

Production

Manufacturing Production

​Cílem modelu je pomocí diagramu kauzálních smyček zachytit vztah mezi počtem
bezpečnostních analytiků, mírou odhalených kybernetických útoků a zastarání
bezpečnostních mechanismů podniku.

V tomto zjednodušeném modelu analytici za pomoci dostupných

prostředků odhalují bezpečnostní hrozby a současně pracují na vývoji

nových detekčních mechanismů. Tím je zmenšena míra zastarání,

která dále ovlivňuje vznik nových hrozeb a míru odhalených útoků.

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Production

modelēšanas kursam

Marketing Sales Production

A production push model of a series hook up of machines in a discrete production environment

Production

It is a Balanced Loop Model of Production. Production is driven by the gap between  Target Inventory and Inventory as well as orders.

Inventory Stocks Production

Faced with a performance gap the two most obvious responses are to work harder or work smarter. There are trade offs associated with each, some obvious, some not so obvious.

Derived from Nobody Ever Gets Credit for Fixing Problems that Never Happened: Creating and Sustaining Process Improvement by Repenning and Sterman.

An element of The Perspectives Project at Credit Never Happened at SystemsWiki.org

Perspective Management Performance Production Capability

Production Coconut

Agriculture Production Nutrition Diet

Faced with a performance gap the two most obvious responses are to work harder or work smarter. There are trade offs associated with each, some obvious, some not so obvious.

Derived from Nobody Ever Gets Credit for Fixing Problems that Never Happened: Creating and Sustaining Process Improvement by Repenning and Sterman.

An element of The Perspectives Project at Credit Never Happened at SystemsWiki.org

Perspective Management Performance Production Capability

Faced with a performance gap the two most obvious responses are to work harder or work smarter. There are trade offs associated with each, some obvious, some not so obvious.

Derived from Nobody Ever Gets Credit for Fixing Problems that Never Happened: Creating and Sustaining Process Improvement by Repenning and Sterman.

Perspective Management Performance Production Capability