Core data management processes

The core data management processes are represented in the study lifecycle illustrated in Figs. 1 and 2. 

The data management process often begins with creation of a virtual library of all possible structures that could be generated by combining available reagents with a core structure. The number of possible structures may run into the millions or billions of compounds, thus requiring efficient structure... 

On the other hand, the wealth of data managed within the ERP core, as well as its logical and physical infrastructure and the demand for those data in many of these related processes, open the door for integrating these other functions with the ERP system. This is the situation that leads to demands for open ERP interfaces. 

The use of the computer in the design of chemical processes requires a framework for depiction and computation completely different from that of traditional CAD/CAM appHcations. Eor this reason, most practitioners use computer-aided process design to designate those approaches that are used to model the performance of individual unit operations, to compute heat and material balances, and to perform thermodynamic and transport analyses. Typical process simulators have, at their core, techniques for the management of massive arrays of data, computational engines to solve sparse matrices, and unit-operation-specific computational subroutines. 

In addition to the implementation process, evaluation of the project s success is the core of a restoration project. However, many projects do not take this final check, which is a prerequisite for adaptive management, into consideration. Bernhardt et al. [23] found that only 10% of project records (out of 37,099 projects) indicated that any form of assessment or monitoring was carried out. In most European countries, the estimated proportion of success evaluation is in the same range or even lower. Project evaluation through systematic data collection serves to verify whether the project objectives that were defined during the planning phase have been achieved [24]. Therefore, project evaluation is the process of examining the... 

To help guide the reporting process and provide assistance with data gathering, four members of senior management were named to a Sustainability Committee. Their contribution was invaluable. Working with the report s production team, the Committee provided insight to areas ranging from corporate core values to specific achievements and metrics that warranted inclusion in the report. 

The Process Data Warehouse (PDW) described in Sect. 4.1 collects, enriches, and manages the various information created during engineering design projects. The implementation of the PDW is based on interrelated ontology modules, which are built around a central Core Ontology (cf. Subsect. 4.1.5). The Document Model presented here forms part of this Core... 

As with MRP and MRPII, there is no universal set of ERP functions. However, the fundamental characteristics of current ERP systems are i) it is packaged software which integrates the majority of a business processes, ii) it uses a data warehouse that allows real time access, and iii) it processes many of the firm s transactions and integrates them with planning. A typical ERP system contains three layers the production layer which consists mainly of manufacturing, the back-office layer which includes such core functions as human resource management and accounting, and the front-office layer which com-... 

The expected time to execute home appliances development projects in man-year is longer than for modules or elements. Bigger core teams should be collocated in the same office to enable smooth inter-team communication. Some of the activities for vacuum cleaner motor development, which were managed before by external team members located in functional departments, are now managed by core team members. For example, industrial designers inside a core team communicate directly with end users, a specialist for process planning has direct contact with tool suppliers. Direct communication reduces the probability of wrong data interpretation and improves the transfer of information inside the core team. It is known that increased physical distance between employees workplaces dramatically reduce the frequency of informal communication and data transfer [2]. 

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