Podcasts about just in time jit

For this episode of the Foojay Podcast, we invited the author of three recent posts published on Foojay. And he brought a colleague to get even more expert knowledge in this podcast! We talk about Quarkus, how it is "cloud-native", how it compares to other frameworks, the advantages for developers and managers, etc. We also discussed nano businesses and how they can serve as a model for paying creators of digital content, thanks to x402 and ERC-8004. Michal Maléřhttps://foojay.io/today/author/michal-maler/https://www.linkedin.com/in/michal-maléř-69344692/https://www.mickeymaler.com/Holly Cumminshttps://www.linkedin.com/in/holly-k-cummins/https://hollycummins.com/https://noti.st/holly-cumminsLinksQuarkus: A Runtime and Framework for Cloud-Native JavaOptimizing Java for the Cloud-Native Era with QuarkusNot a Lucid Web3 Dream Anymore: x402, ERC-8004, A2A, and The Next Wave of AI CommerceJ-Spring 2023: Five Tricks for Java - Holly Cummins: The code we write has a climate impact. But how big is that impact? How do we measure it? How do we reduce it? Is the cloud helping?JavaFX In Action #10 with Clément de Tastes about QuarkusFX, combining the strengths of Quarkus and JavaFXComparing a REST H2 Spring versus Quarkus application on Raspberry PiOpen Source CollectiveCommonhaus FoundationA fun trick for getting discovered by LLMs and AI toolsContent00:00 Introduction of topic and guests01:04 Why contribute to Foojay as an author01:33 What is Quarkus?02:56 Quarkus compared with other frameworks05:08 Quarkus a replacement for JVM?06:40 Build time optimization versus Ahead Of Time (AOT) versus Just In Time (JIT)12:53 Other important facts about Quarkus18:13 Impact on Cloud financial and ecological cost21:31 Vert.x reactive toolkit compared to Virtual Threads24:14 New features in Quarkus26:02 Is Quarkus more modern compared to other frameworks?27:13 What are chain transactions31:10 How can a (web) author earn from his content?35:54 How this can impact open-source development38:34 Will these open standards get adopted?39:47 How opensource can be funded (Commonhaus)43:00 How content creators could be funded and publish their content in the future46:01 MCP as content distribution (with Quarkus)?46:49 Conclusion

Privileged Identity Management (PIM) is one of the most critical security features within Azure Active Directory; designed to control, govern, and secure privileged access across cloud environments. In this episode, we break down what PIM is, why organizations rely on it, and how it helps minimize risks associated with elevated permissions.You'll learn how PIM enables Just-In-Time (JIT) access, approval-based role activation, access reviews, and continuous monitoring to prevent misuse of admin privileges. We'll also explore how PIM supports compliance, reduces insider threats, and strengthens overall cloud security posture.What You'll Discover in This Episode:What Privileged Identity Management (PIM) is and why it's essentialHow JIT access and time-bound role activation reduce attack surfaceApproval workflows, access reviews, and audit logs for stronger governanceHow PIM protects sensitive Azure AD and Microsoft 365 rolesReal-world use cases for admins, Azure resources, and global rolesHow InfosecTrain's AZ-104 + AZ-500 combo training helps learners master PIM and Azure security

In this podcast, we delve into the journey of Just-In-Time (JIT) in the automotive industry, exploring its rise, implementation challenges, and the emerging need for a more adaptable pull-based system. We discuss how traditional JIT practices are struggling with demand fluctuations, supply chain inefficiencies, and inventory imbalances. Tune in to understand how a new, more innovative approach—focused on flexibility, buffers, and real-time responsiveness—could transform supply chains, reduce costs, and create more seamless production flows across the industry.

Ryan joins Suzie and Mark for our monthly industry update. This time around, it's also a quarterly update and we look at results and trends thus far in 2024. Ryan tells us about the Bicycle Leadership Conference (BLC) he recently attended and where his travels will take him in the coming months on behalf of all at Workstand.BLC300 bicycle industry leaders in attendance Pragmatic about inventory and optimistic outlook Inventory situation, talking heads too critical of bike suppliersStrong consumer sales paired with dealer Just In Time (JIT) orders means wholesale velocity is picking upElectric bike maturing, growth in transportationData presentationOutstanding service award - Ryan accepts an award on behalf of Workstand! Yay us.Q1Ecommerce growth +10% across our platform, February strongest at approximately 22% YoYOrder volume off, with Average Order Volume up double digitsBike discounts driving sales, especially from Specialized (big traffic increase)Overall traffic is up every month in Q1Top performers still driving, typical dealer -3% for the quarterGoogle Search IndexGeneral consumer interest in bikes steady with last yearSpecifically “bike shop” is a bit softer YTDThat has been the general trend, but learn more as the season develops when “bike shop” volume increasesAll search volume has been spiking dramatically on March weekendIt's important to win search, must have products online as consumers shift away from channel-specific searchElectric bike search volume outperforming general termsMore travel for Ryan and teamOur team at Sea Otter meeting with suppliers - look for Matt Lolli and Chris Gardner from our Supplier TeamSpeaking at NBDA retailer summit in MayCollision Technology Summit in JuneQuestions this week:Q: When will the Workstand POS be able to replace Lightspeed?That's not our goal but ...For many retailers it can today, even if some of the features are lean we are enhancing them rapidlyPerfect fit for our initial target market, merchants with a more outdated POSQ: Do I have to pay for Google Ads to show up in local search results?No. Your product pages and location pages in particular are optimized for organic and if you maintain your website properly then the content you create should perform well.Be sure to email your questions to podcast@workstand.com. We read all emails sent and we look forward to hearing from you.If you're a Workstand client with questions about your subscription, email support@workstand.com or call 303-527-0676 x 1. If you are not currently a Workstand client with questions about how our programs work, email info@workstand.com.Find Us on LinkedInRyan Atkinson, President + Co-OwnerSuzie Livingston, Marketing + CommunicationsMark Still, Business DevelopmentWe also publish Around the Workstand on our YouTube channel if you'd like to watch while you listen. Here is our Around the Workstand playlist.If you have any questions about the topics discussed in this episode of Around the Workstand or if you have ideas for new topics we can cover, schedule a time to meet with Mark Still here or email mark.s@works...

In this week's episode of Raw Data, Rob takes the mic solo to dive into a riveting topic, sparked by Zach from our LinkedIn Steering Committee. The question at hand is a pivotal one in the rapidly evolving realms of analytics and AI: How essential is deep industry or domain knowledge in this tech-forward era? As we race through technological advancements, is there a shift in focus from the deep-rooted sector-specific expertise to a broader emphasis on adaptability and mastering new tech tools on the fly? Rob delves into this debate, weighing the traditional value of domain expertise against the rising tide of tech fluency and the concept of Just-In-Time (JIT) training. He suggests we may be on the cusp of a significant transformation in professional expectations, where the agility to learn and implement new technologies swiftly could eclipse the longstanding reliance on industry-specific knowledge. Further, Rob illuminates how platforms like Power BI are leveling the playing field, allowing professionals to transcend their industry silos and innovate in ways previously unimaginable. It's a discussion that not only broadens our understanding of the current tech landscape but also challenges our perceptions of what it means to be an expert in today's fast-paced world. But this is just the beginning. Dive into the full discussion in this week's episode, and then join us over at the Raw Data by P3 Adaptive LinkedIn Steering Committee to share your own insights. Are you experiencing this shift towards tech adaptability over industry knowledge in your career? Let's continue the conversation, pooling our experiences and insights as we face these exciting changes together. And if you enjoyed this episode, be sure to subscribe for new content delivered weekly! Also in this episode: I drink your milkshake – There Will Be Blood Environmental Engineering Meets the Data Gene w/ MS MVP Alice Drummond Timely Supply Chains and Double Data Genes, w/ Jon Perl

For years, the British Cycling team was known for their spectacular failure, not winning a single Tour de France for over a century. Then came Dave Brailsford in 2003, who introduced the concept of "marginal gains." Brailsford believed that by improving every area related to cycling by just 1%, the cumulative gains would lead to significant overall improvement. He focused on a broad range of elements, from the nutrition of the riders to the type of pillow that suited each rider for the best night's sleep. The result? British Cycling saw a remarkable transformation, winning eight gold medals at the 2008 Olympics and nine gold medals at the 2012 Olympics. In 2012, the British Cycling team won the Tour de France, and they dominated the sport for the next decade, proving the power of marginal gains. This concept has since been applied to various fields. From personal development to business strategies, the 1% factor has proven to be a game-changer. It's not about making radical changes or massive improvements; it's about making small, consistent, and constant gains that ultimately lead to monumental results. The Power of Marginal Gains The theory of marginal gains dates back to the 1960s, when Peter Drucker, a renowned management consultant, introduced the concept of continuous improvement. This led to continuous improvement over time to achieve significant overall improvement. By focusing on small improvements in every aspect of a process or system, the cumulative impact will eventually lead to substantial gains. In the world of consulting, the power of marginal gains has been widely accepted, with organizations across various industries putting it into practice through programs like Six Sigma. Six Sigma, for instance, is a set of techniques and tools designed for process improvement, aiming to reduce defects to 3.4 per one million opportunities. It employs a data-focused approach to identify, analyze, and eliminate defects, thus optimizing business processes and enhancing performance. This is a prime example of implementing the 1% factor, resulting in substantial improvement through small, consistent gains. Applying the 1% Factor in Personal Development The 1% factor is not just limited to businesses and organizations; individuals can also apply it in their personal lives for self-improvement. By focusing on making slight improvements in various areas of life, an individual can achieve significant progress over time. For example, in pursuing physical fitness, instead of setting lofty goals and making drastic changes that may lead to burnout, one can focus on small daily improvements. This could be as simple as committing to a 1% increase in the steps taken per day or incorporating one additional healthy meal into their diet each week. These small improvements, when consistent, will ultimately lead to significant physical fitness improvement. In terms of personal finances, instead of saving a large sum at once, individuals can focus on making small adjustments in their spending habits and increasing savings by 1% every month. Over time, these marginal gains will add up and considerably impact an individual's financial well-being. Marginal Gains and Innovation When applied to the realm of innovation, the concept of marginal gains emphasizes the remarkable impact that incremental improvements can have. Rather than seeking radical, ground-breaking innovations, it promotes the idea of constant, iterative improvements to existing systems, processes, or products. Each small enhancement may seem trivial when viewed in isolation. However, the cumulative effect of these marginal gains can lead to substantial advancements over time. Consider the case of software development, where continuous iteration and frequent updates are common practice. Each update might only bring minor fixes or feature improvements but significantly enhance the overall user experience and software functionality. The same principle is in manufacturing, where marginal improvements in production processes can lead to higher efficiency, better product quality, and increased profitability. Many innovators look down on incremental innovation. However, these seemingly small improvements can lead to monumental breakthroughs. The power of marginal gains challenges the belief that innovation must be disruptive and revolutionary. Marginal Gains To How You Innovate Many organizations struggle to start or grow their abilities to innovate. By applying the concept of marginal gains to how you innovate, you can break down the process into smaller, achievable steps. This approach eliminates the pressure of seeking a radical launch improvement in its ability to innovate and enables organizations to continuously improve their innovative goals. One way to implement the 1% factor in innovation is through regular idea-generation sessions on improving an organization's innovation ability. Treat your innovation process just like any other process inside your organization. You'll eventually create an efficient and effective innovation engine by continuously developing and refining the process. How To Implement Marginal Gains with Innovation To successfully implement the concept of marginal gains as part of an innovation program, you can follow these detailed steps: Identify Opportunities for Improvement To identify opportunities for improvement, it's crucial to perform a comprehensive analysis of your existing innovation process. Begin by breaking down your processes into individual elements and examining each. Look for inefficiencies or aspects that could be enhanced, however minor they seem. Utilize tools such as flowcharts or process maps to visualize your operations, making pinpointing improvement areas easier. Remember, the goal is not to seek out massive, sweeping changes but to identify small, incremental improvements that, when compiled, can lead to significant gains. Set Clear Objectives When setting objectives, ensure they are specific, measurable, achievable, relevant, and time-bound (SMART). For instance, if you aim to improve your innovation pipeline, your objective is 'to increase the number of ideas by 1% over the next month.' This objective is specific (improving the number of ideas), measurable (by 1%), achievable (through various improvements like better ideation processes or improved idea management capture systems), relevant (improves the innovation funnel), and time-bound (to be achieved in the next month). Be sure to communicate these objectives clearly to your team so everyone understands their role in the collective pursuit of these marginal gains. Also, establish a system for tracking progress towards these objectives. This might involve regular check-ins or project management tools to monitor tasks and deadlines. Develop an Action Plan Once your objectives are set, creating an action plan providing a step-by-step roadmap for achieving these goals is time. This plan should clearly outline the steps needed, assigning responsibilities to individuals or teams for each task. Define Tasks: Break down each objective into smaller, manageable tasks. Each task should be straightforward and simple, enabling team members to understand what is expected of them. Assign Responsibilities: Each task should have a designated person or team responsible for innovating a marginal gain. This ensures accountability and ownership of the tasks. Set Deadlines: Every task should have a clear timeframe for completion. This will create a sense of urgency and keep the team on track. Be realistic while setting these deadlines, keeping in mind the complexity and scope of the tasks. Identify Resources: Determine what resources will be needed to complete each task, whether it's manpower, technology, equipment, or financial resources. Monitor and Adjust: Finally, establish a system for tracking progress on these tasks. Regularly review the plan's implementation, adjusting tasks or timelines as needed based on the progress made. This will ensure the plan remains flexible and adaptable to any changes or challenges. Remember, the aim here is to make small, consistent improvements. Don't be disheartened if progress seems slow initially. With time and consistent effort, these small changes will accumulate, leading to significant advancements. Implementing marginal gains as part of your innovation program can improve efficiency, increase profitability, and, ultimately, a more successful business. Gather Data Data collection is vital to implementing marginal gains in an innovation program. It provides an evidence-based approach to determining where incremental improvements can be made and offers insights into the effectiveness of those changes. Baseline Data: Before implementing any changes, gathering baseline data is crucial. This data will provide a snapshot of your current innovation efforts, against which you can compare future performance. This could include measures like an innovation pipeline or the funding of innovation experiments – depending on the areas identified for improvement. Data Collection Methods: Use various methods to gather a rich, multifaceted understanding of your innovation operations. This could include surveys, interviews, observations, or review of existing documentation. Utilize digital tools and analytics software to automate and streamline the data collection process. Post-Implementation Data: After implementing the changes, continue collecting data. This will allow you to track progress, measure the improvements' impact, and assess whether objectives are being met. Data Analysis: Analyze the data collected pre and post-implementation to identify trends, measure the effect of your incremental changes, and guide further improvements. It's important to be patient and persistent during this stage, as the benefits of marginal gains often take time to materialize. Feedback Loops: Establish feedback loops to share insights from the data with your team. This encourages continuous improvement and keeps everyone engaged in the process. Remember, the goal is not to seek out massive, sweeping changes but rather small, incremental improvements that, when compiled, can lead to significant gains. Consistent data collection and analysis will be the compass that guides you toward that goal. Monitor and Review Outcomes Monitoring and reviewing outcomes is a crucial step in the innovation program. This step ensures that the innovation objectives are met and guides future decision-making. Progress Tracking: Use your established system to track progress towards the set objectives continuously. This can involve project management tools or performance dashboards that provide real-time insights into the status of tasks and overall progress. Outcome Evaluation: Compare the outcomes with the objectives set at the beginning of the program. Evaluate whether the 1% improvements have led to the desired outcomes, such as an improved innovation pipeline, increased idea quality, or more innovation experiments. Data-Driven Review: Use the data collected during the post-implementation phase to conduct a comprehensive review of the program. Analyze trends and patterns to understand the impact of the marginal improvements and identify areas for further enhancement. Feedback Collection: Collect feedback from team members and other stakeholders involved in the program. This can shed light on any challenges encountered, provide insights into the program's effectiveness, and suggest ways to improve future iterations. Adjust and Refine: Based on the review, make necessary modifications to the innovation program. This could mean adjusting objectives, redefining tasks, or even reshaping the entire approach if required. Refining your strategy based on tangible evidence and feedback ensures continuous improvement and long-term success. Remember, monitoring and reviewing is not a one-time process but a continuous cycle that drives the innovation program. This iterative process of fine-tuning and improvement embodies the philosophy of marginal gains. The Importance of Consistency The key to achieving monumental results with the 1% factor is consistency. Making small daily gains may seem insignificant, but over time, they add up and lead to significant progress. One must be patient and persistent in pursuing marginal gains, knowing that each small improvement contributes towards a larger goal. In addition, consistency is essential in maintaining these improvements. It's not enough to make small gains quickly and revert to old habits. The 1% factor should become a way of life, continuously seeking ways to improve and grow. Example Impacts from Marginal Gains Marginal gains have been applied to various fields and have yielded significant results. One example is the implementation of lean principles in manufacturing. Companies have reduced waste, increased productivity, and improved quality by identifying and making small improvements to various areas, such as inventory management, production processes, and workflow. Toyota In the 1950s, Toyota introduced the Toyoda Production System (TPS), a pioneering application of lean principles and marginal gains that transformed the automobile industry. At the heart of TPS was the kaizen philosophy, which emphasizes continuous, incremental improvement. Every aspect of the production process was meticulously scrutinized for potential improvement, even if the benefit seemed minuscule. One significant innovation was introducing the "Just-In-Time" (JIT) production system. This system, focusing on producing only what was needed, when it was needed, and in the quantity needed, resulted in significant reductions in waste, streamlined production, and improved efficiency. Each small adjustment may have appeared insignificant in isolation, but when combined, they resulted in substantial overall gains in productivity and quality. Furthermore, Toyota empowered its employees to participate in the marginal improvement process. Workers were encouraged to pause the production line if they identified a problem or a potential efficiency improvement. This approach increased operational efficiency and fostered a culture of continuous improvement, underscoring the belief that everyone, at every level of the organization, could contribute to the marginal gains philosophy. Through these seemingly minor modifications, Toyota significantly shortened production times, decreased costs, and improved quality, setting a new standard in automobile manufacturing. Their commitment to the philosophy of marginal gains is a testament to the power of small, continual improvements and is a significant factor behind their rise to global prominence. Advertising Industry Consider the digital marketing landscape, where data-driven decisions and iterative improvements have revolutionized campaign success. By leveraging the power of analytics, advertisers can break down their strategies into several components and apply the marginal gains philosophy to each, thereby incrementally improving overall performance. For instance, let's take the aspect of ad targeting. Marketers can observe a noticeable improvement in engagement rates by making small adjustments, such as honing in on a more specific demographic or adjusting the time of day when the ad is displayed. Similarly, tiny modifications to the ad copy, like changing the call-to-action or tweaking the headline, can significantly increase click-through rates. Programmatic advertising, another burgeoning field, employs marginal gains to optimize ad buying in real-time. This approach allows marketers to make small improvements based on real-time data, leading to a more cost-effective allocation of ad budgets. These seemingly minor enhancements, when implemented together, can result in an exponential increase in overall campaign success, illustrating the power of the marginal gains. This constant experimentation and optimization method, driven by marginal gains, can determine a campaign's success or failure. Warnings About Marginal Gains While the concept of marginal gains has been celebrated in many sectors for its potential to bring about significant overall improvements, it's not without its critics. Here are some common criticisms against the philosophy of marginal gains. 1. Lack of Focus on Major Improvements: Critics argue that focusing on small, incremental changes often diverts attention from larger, more impactful improvements. By focusing on minutiae, organizations might miss out on making significant leaps in innovation and, instead, find themselves stuck in a cycle of small, often insignificant changes. 2. Time and Resource Intensive: Identifying and implementing marginal gains can be time and resource-intensive. It requires careful scrutiny of all processes and thorough data collection and analysis. These efforts might not always deliver proportional returns, making it an inefficient strategy in some critics' eyes. 3. Overemphasis on Optimization: Critics also point out that a hyper-focus on marginal gains can lead to an overemphasis on optimization at the expense of creativity and risk-taking. This could stifle innovation and limit the potential for major breakthroughs. 4. Dependency on Perfect Conditions: The strategy of marginal gains can be highly dependent on the perfect alignment of conditions, which may not always be possible, particularly in volatile and unpredictable business environments. Critics argue that this philosophy works best in controlled environments, like manufacturing or sports, with stable, repeatable processes. 5. Unpredictable Results: Finally, critics highlight that the seemingly minor changes made in pursuit of marginal gains can sometimes have unpredictable, unintended consequences that could negatively impact other parts of a system or process. In conclusion, while marginal gains can undoubtedly provide incremental improvement and drive continual progress, balancing this approach with a broader vision that encourages significant innovation, allows for risk-taking, and accommodates larger system-level improvements is critical. In conclusion, the philosophy of marginal gains can significantly contribute to innovation, highlighting the compounding power of seemingly insignificant ideas. However, it's crucial to acknowledge the pitfalls of marginal gains. Critics warn of the risk of losing sight of larger, transformative improvements, the potential stifling of creativity and risk-taking, and the unpredictable consequences of minor changes. They argue that this philosophy could become a resource-intensive endeavor that doesn't always yield proportional returns, especially outside controlled environments. Balancing the philosophy of marginal gains with an overarching vision for innovation is the key. Organizations should strive for a blend of marginal improvements and significant leaps in innovation. This requires fostering an environment that rewards small enhancements and bold, creative ideas, ensuring neither is undervalued. If employed judiciously, the philosophy of marginal gains is valuable in the innovation toolkit, driving constant refinement and progress. However, it should not be the sole strategy but coexist with other approaches championing significant, transformative change. In this light, the philosophy of marginal gains provides a valuable insight: innovation isn't always about spectacular breakthroughs but often about the relentless pursuit of better, regardless of how small the improvement might be.  

In this episode at Supply Chain Partners TV & Podcast, we are joined by Genevieve Malcolm, the Director – Operations of AcademyGlobal and Faculty Member Myrene San Gil. Dr Sharyn Grant, Founder of Supply Chain Partners, Gen and Myrene discuss Supply Chain Disruption. Is Just-In-Time still the right approach for organisations? ABOUT ACADEMYGLOBAL:AcademyGlobal (AG) is a leading provider of corporate and government training in Procurement and Contract Management, Leadership and Management, Risk Management, Sales and Marketing, Project Management, Finance, Negotiation and Restructuring and Turnaround. AG has conducted training in over 20 countries across 5 continents. Their mission is to build capability by designing and delivering engaging and rewarding learning experiences that build confidence, expertise and knowledge. AcademyGlobal is a valued member of Supply Chain Partners:https://www.supplychainpartners.co/new-south-wales/sydney/members/academyglobal-pty-ltd IN THIS EPISODE:In this episode, we learn about AcademyGlobal and Genevieve describes the extensive experience of their Faculty members and covers courses offered by AcademyGlobal to help industry professionals. Myrene shares her extensive experience working at Toyota and explains why Toyota's supply chain is so efficient. We discuss the challenges that Toyota faced during Myrene's employment and how Toyota overcame them. Myrene shares five key insights regarding Toyota's approach to Quality Excellence and Total Quality Management. Myrene explains Toyota's role in the Just-In-Time (JIT) system, and its influence on other organisations and answers the question regarding whether JIT is still the right approach for organisations. Key highlights:1:09 minutes: An overview of AcademyGlobal.2:42 minutes: A background of the Faculty at AcademyGlobal.3:55 minutes: Myrene San Gil's firsthand experience working at Toyota.6:10 minutes: Why is Toyota's supply chain is so efficient?9:11 minutes: Challenges that Toyota has faced and how they overcame them.11:09 minutes: How Total Quality Management has impacted other industries and organisations, and five key insights.14:33 minutes: Toyota's role in the Just-In-Time (JIT) system and how it has influenced other organisations' supply and logistics strategies.18:33 minutes: Is JIT still the right approach for an organisation?19:03 minutes: Courses offered by AcademyGlobal to help industry professionals. Watch or listen now for the whole story. Learn how AcademyGlobal can equip you or your team with the knowledge and skills necessary to manage supply chain disruption and achieve your professional and business goals more confidently, through their broad range of training programs delivered by facilitators who are experts in their field, with proven academic and corporate experience. For more information, contact AcademyGlobal:WEBSITE: https://www.academyglobal.com/CALL: 1300 950 251EMAIL: admin@academyglobal.com ___________________Supply Chain Partners is your global B2B marketplace and professional community to accelerate your business and supply chain goals. https://www.supplychainpartners.coShowcase and explore innovative business and supply chain solutions, network with industry experts and professionals, and build lasting relationships. Share and advance your business and supply chain knowledge through professional development events, training, resources, and Supply Chain Partners TV & Podcast. https://www.supplychainpartners.co/join

When Thomas Friedman declared “The World is Flat” back in 2005, he was not a Flat Earther … that whole business came a bit later … no, he was referring to the rising power of global communications and supply chains. Fast forward to 2022 and it feels like free instantaneous communication is pretty much perfected, but cost-effective international supply chains are pretty much toast. At this point, it feels like Just In Time (JIT) delivery is backfiring. So what can we do to minimize the impacts of supply shortages and rising prices? Kaylyn and Ramsey trade theories about where this is all going, and tips on how to make the most of it. Music from Uppbeat (free for Creators!): https://uppbeat.io/t/soundroll/tropicana License code: 3EABE0MBPKFZDSGS

One lesser-mentioned reason for the sustained and worsening supply chain disruption is that manufacturing has entered the “transfer portal” between JIT and 3D printing. In other words, an old technology is being usurped by a new technology. The pandemic hastened the process and the question centered on in this episode is how the baton pass will occur as the race track is quaking. WAREHOUSE to JIT to 3D PRINTING. In the 1990s, manufacturing experienced an evolution from warehouse manufacturing (or creating excess product and to ship as needed), to Just In Time (JIT) manufacturing - which meant products would skip the warehouse and go directly from the manufacturer to the store / business / consumer. JIT was clunky at first, but as computers improved, RFID to quickly track and improve asset management, and sophisticated transportation logistics, the JIT system was proven, and improving, by the early 2000s. 3D-PRINTED HOUSES GO MAINSTREAM. (Yahoo News' Joann Muller, Monday, October 25, 2021) Doc shares a story about 3D-printed cement houses. Instead of conventional materials like steel, aluminum and lumber, 3D-printed structures are built by a robot squeezing a cement mixture out of a nozzle, layer upon layer, like a soft swirl ice cream cone. It's the same additive manufacturing process used to make everything from dental implants to airplane parts — just on a much, much larger scale. Texas-based ICON has delivered two dozen 3D-printed homes in the US and Mexico and has raised $207 million to expand. The homes are printed on-site. While something as disruptive as 3D printed houses seems far-fetched, Doc noted that from 1908 to 1940, you could choose from over 400 styles of homes to purchase through Sears, Roebuck and Co. mail-order catalog. HOW 3D-PRINTED FOOD COULD CHANGE THE WAY WE COOK AND EAT. General Electric's GE Additive Manufacturing branch released a report in 2020 describing 3D-printing of food as entering mainstream testing. “At one gourmet restaurant in the United Kingdom, everyone is eating 3D-printed food because that is all that is served. The enterprising entrepreneurs at London's Food Ink decided to push additive manufacturing to its logical extreme. Everything is 3D printed, including the utensils, plates, tables and chairs. At Miramar, a gourmet restaurant in Spain, food printers take on more mundane tasks, freeing chefs to better focus on their creative cuisine.” BENEFITS OF 3D PRINTING (Statsys.com) (1) Advance time-to-market turnaround; (2) Save on tooling costs with on-demand 3D printing; (3) Reduce waste with additive manufacturing; (4) Save weight with complex part designs; (5) Eliminate shipping of finished products, along with packaging. ISSUES WITH 3D PRINTING (1) Need for raw materials - you won't be able to harvest from your backyard; (2) Intellectual property enforcement - while some open source and public domain, it's most likely 3D printers will have a subscription service like Amazon; (3) Unclear as to how 3D printed items will be recycled; (4) What is liability if you 3D print something that fails - like a part for your car; (5) Ransomware and hackability. What prevents 3D food printers from being corrupted? FOLLOW DR. PERRODIN: Twitter @SafetyPhD and subscribe to The Safety Doc YouTube channel & Apple Podcasts. SAFETY DOC WEBSITE & BLOG: www.safetyphd.com. The Safety Doc Podcast is hosted & produced by David Perrodin, PhD. ENDORSEMENTS. Opinions are those of the host & guests. The show seeks to bring forward productive discourse on topics relevant to personal or community safety. This is episode 156 of The Safety Doc Podcast published on 10-26-2021. Purchase Dr. Perrodin's Book: School of Errors – Rethinking School Safety in America. www.schooloferrors.com.

Scrum Institute, Kanban Framework Episode #3 has been proudly brought to you by International Scrum Institute, https://www.scrum-institute.org You can also listen Scrum Institute’s Podcast from Apple, Spotify, Castbox and Google Play. Listen to Scrum Institute Podcast on AppleListen to Scrum Institute Podcast on Google PlayListen to Scrum Institute Podcast on SpotifyListen to Scrum Institute Podcast on Listen NotesListen to Scrum Institute Podcast on Castbox What Are The Origins Of Kanban? The three systems which historically build the origins of the Kanban framework have one significant common aspect. When it comes to production planning, they all have chosen “pull” modus operandi over “push”. What is “push” modus operandi in production planning? With “push” modus operandi, the supply center keeps on producing and delivering parts regardless of the moment the demand center consumes them. What is “pull” modus operandi in production planning? With “pull” modus operandi, the supply center produces and delivers parts based on requests coming from the demand center. A crucial element of the success with a pushbased production scheduling is the competence of the demand-forecast. So that the supply center produces and delivers parts without causing under- or over-inventory in the demand center. Kanban, on the contrary, establishes a method where the pull comes from the demand center, and products or components are Just-In-Time (JIT) manufactured based on demand. Production, delivery, resupply, and replenishment are all determined based on actual client needs. Although it’s a challenge, done correctly, this approach optimizes the use of resources needed both in supply and demand centers, whereas it makes inventory management almost obsolete. Now let’s discuss the origins of the Kanban framework, the three processes which constructed its foundation Kanban Two-Bin System For Shelf-Stocking “2-bin system” stems from the most basic visual stock replenishment signaling system, an empty box. Factories in the United Kingdom initially set up this process to produce Spitfires throughout the Second World War. Toyota analyzed processes in supermarkets during the 1940s to identify diverse shelfstocking strategies for their own factory floor In a supermarket, consumers typically buy what they require at the needed time with the desired quantities. Furthermore, a supermarket builds its stocks for what it anticipates to sell in a given timeframe. Clients usually only buy what they require since the future supply is ensured. This observation led Toyota to see a process as a client of several preceding processes and to see the other preceding processes as a kind of store. Kanban utilizes the rate of demand to control the rate of production, passing requirements from the consumer up through the series of production and delivery process. In 1953, Toyota applied this mechanism in their main plant factory. Kanban aligns stock levels with real intake. A signal informs a supplier process to produce and provide a brand-new shipment when the consumer process takes in the material. This signal is leveraged during the entire replenishment cycle to bring clarity to both the supplier and customer. Kanban Three-Bin System For Supply Chain Management A “3-bin system” links various departments or various parts of work processes. Sometimes, it even links business to its outside suppliers. A typical 3-bin system should work like this: The factory places one bin where items are manufactured. The shop places another bin where parts and materials are held. And the supplier places one more bin. When the factory has no more parts of a specific type, it sends its empty bin to the shop to be refilled. The shop fills the bin and then dispatches its own freshly emptied bin to the supplier. The supplier then sends a full bin to the store. The bins function as the signal to indicate that downstream processes need more of some parts. They also offer permission to move parts from one place to another. In Kanban, absolutely nothing moves without a demand signal from a demand center. The majority of 3-bin systems also keep Kanban cards (or some other information sheet) in the bins specifying what the bin includes and in what quantity. When one of these bins is leaving its original center to be refilled by another party, cards help process participants to view the role of these bins. Toyota’s Six Rules For Kanban Toyota team has created six significant rules (Toyota's Six Rules for Kanban) which guide Kanban practitioners from the past to today. Each consumer process dispatches demands (bins and Kanban cards) to its supplier processes after it consumes its materials.Each supplier process manufactures and delivers in association with the amount and sequence of incoming demands.Items are neither manufactured nor delivered without a pending demand.The request (Kanban card) related to an item (bin) is always connected to it.Supplier processes must adhere to the highest standards of quality assurance to guarantee that the delivered products are defect-free.Limiting the number of pending demands makes a process more delicate and reveals potential inefficiencies to be addressed.

In this podcast, Daniel Bryant sat down with Greg Law, CTO at Undo. Topics discussed included: the challenges with debugging modern software systems, the need for “hyper-observability” and the benefit of being able to record and replay exact application execution; and the challenges with implementing the capture of nondeterministic system data in Undo’s LiveRecorder product for JVM-based languages that are Just-In-Time (JIT) compiled. Why listen to this podcast: - Understanding modern software systems can be very challenging, especially when the system is not doing what is expected. When debugging an issue, being able to observe a system and look at logging output is valuable, but it doesn’t always provide all of the information a developer needs. Instead we may need “hyper observability”; the ability to “zoom into” bugs and replay an exact execution. - Being able to record all nondeterministic stimuli to an application -- such as user input, network traffic, interprocess signals, and threading operations -- allows for the replay of an exact execution of an application for debugging purposes. Execution can be paused, rewound, and replayed, and additional logging data can be added ad hoc. - Undo’s LiveRecorder allows for the capture of this nondeterministic data, and this can be exported and shared among development teams. The UndoDB debugger, which is based on the GNU Project Debugger, supports the loading of this data and the execution and debugging in forwards and reverse execution of the application. There is also support for other debuggers, such as that included within IntelliJ IDEA. - Advanced techniques like multi-process correlation reveal the order in which processes and threads alter data structures in shared memory, and thread fuzzing randomizes thread execution to reveal race conditions and other multi-threading defects. - The challenges of using this type of technology when debugging (micro)service-based application lies within the user experience i.e. how should the multiple process debugging experience be presented to a developer? Live Recorder currently supports C/C++, Go, Rust, Ada applications on Linux x86 and x86_64, with Java support available in alpha. Supporting the capture and replay of data associated with JVM language execution, which contain extra abstractions and are often Just-In-Time (JIT) compiled, presented extra challenges. More on this: Quick scan our curated show notes on InfoQ https://bit.ly/37XLUa0 You can also subscribe to the InfoQ newsletter to receive weekly updates on the hottest topics from professional software development. bit.ly/24x3IVq Subscribe: www.youtube.com/infoq Like InfoQ on Facebook: bit.ly/2jmlyG8 Follow on Twitter: twitter.com/InfoQ Follow on LinkedIn: www.linkedin.com/company/infoq Check the landing page on InfoQ: https://bit.ly/37XLUa0

In the last episode of 2018, Chris and Jason are joined by Noah Gibbs. Noah explains the Just In Time (JIT) compiler recently released in Ruby 2.6. If you have any questions about the JIT (or even some Ruby internals), this is your episode.

Corey Sanders, Director of Program Management on the Microsoft Azure Compute team shares some of the coolest demos from his recent Microsoft Ignite talk to help manage your infrastructure in an easier way. In this episode he covers Azure security center enhancements, tracking suspicious processes with AI and Just-In-Time (JIT) access.Post any questions, topic ideas or general conversation here in the comments OR online on via Twitter with #AzureTwC.Create a Free Account (Azure)Follow @CoreySandersWA on Twitter Follow @RicksterCDN on Twitter

Corey Sanders, Director of Program Management on the Microsoft Azure Compute team shares some of the coolest demos from his recent Microsoft Ignite talk to help manage your infrastructure in an easier way. In this episode he covers Azure security center enhancements, tracking suspicious processes with AI and Just-In-Time (JIT) access.Post any questions, topic ideas or general conversation here in the comments OR online on via Twitter with #AzureTwC.Create a Free Account (Azure)Follow @CoreySandersWA on Twitter Follow @RicksterCDN on Twitter

http://leanblog.org/audio65 The Wall St Journal loves writing about how "Just In Time" (JIT) is a risky inventory strategy. See my past posts about how the WSJ is so often wrong on this.The WSJ seem to only understand Lean as JIT, as opposed to seeing Lean as a broader methodology and management system. JIT is just one component of the Toyota Production System (built-in quality being the other). See Toyota's website for info straight from the source. Whenever there is a highly unusual event, like the Japanese earthquake and tsunami, the WSJ will say "see, just in time doesn't work." Well, keeping a lot of inventory stored in a warehouse isn't a good strategy if an earthquake or tornado hits the warehouse. The Stanley Cup Was Late! Even though I'm a Detroit Red Wings fan,I can say congrats to the Chicago Blackhawks for winning the Stanley Cup Finals in the NHL. Chicago was ahead in the series meaning they were in a position to put the series away last Monday night, playing at home. --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app Support this podcast: https://anchor.fm/lean-blog-audio/support

Live from Paradise Perks, Jon and Vic use the lean coffee format to discuss the following topics: Agile Games and Gamification Scrum as a gamification platform techniques used by people like Bryan Beecham (@BillyGarnet) at Iceberg Ideas Agile in Japan referenced The New New Product Development Game by Takeuchi and Nonaka, 1986 Training, Taboos and Readiness Jon's favorite book: Training from the Back of the Room by Sharon L Bowman Recursion: Use it or Lose it Jim McCarthy (Software for your Head, the Booted, etc.) Jon brought up the movie Ed Wood starring Johnny Depp, but I thought he said "Elwood" and completely missed the reference - lol Big Plan Up Front (BPUF) vs Just In Time (JIT) plans vs No plans does no plan = no estimates? Please reach out to Jon (@waterScrumBan) and Vic (@AgileCoffee) on Twitter -  and use the hashtags #askAgileCoffee or #tellAgileCoffee to interact with us on an upcoming episode. Here are some upcoming Agile/Lean events in California and across the USA: Scrum Day San Diego - June 13 Interact with local executives, ask why they went with Scrum and Agile and hear the benefits they received from this new way of working. Agile2014 - Orlando, FL -- July 31 - Aug 1 AgileAlliance's annual conference will reinforce our understanding of proven methods and will illuminate some of the exciting new innovations that represent the future of Agile. Agile Open Southern California 2014 - Irvine, CA -- Sept 11-12 Join experienced Agile practitioners and newcomers alike for two days to discuss, examine and otherwise brainstorm the most timely and relevant topics in Agile development today.

Enregistre le 21 janvier 2011 Michaël CHAIZE Blog: http://www.riagora.com Twitter: http://www.twitter.com/mchaize   François Le Droff Blog : http://www.droff.com et http://blogs.adobe.com/francoisledroff/ Twitter : http://twitter.com/francoisledroff Disclosure ClickToFlash http://clicktoflash.com/ Flex Le SDK http://opensource.adobe.com/wiki/display/flexsdk/Flex+SDK Les langages, CSS, MXML http://fr.wikipedia.org/wiki/MXML et ActionScript3 http://fr.wikipedia.org/wiki/ActionScript   Et Flex une fois compilé ça tourne dans FlashPlayer : http://www.adobe.com/support/flashplayer/downloads.html AIR : http://get.adobe.com/fr/air/?promoid=BUIGQ Pour débuter TourDeFlex : http://www.adobe.com/devnet/flex/tourdeflex.html http://www.adobe.com/devnet/flex.html Le blog de Christophe: http://coenraets.org/blog/   Flex et son écosystème open source Les frameworks Flex cités : FlexPMD (le PMD pour Flex) : http://sourceforge.net/adobe/flexpmd/home/ Parleys (le framework « à la mode », IOC et meta framework) : http://www.spicefactory.org/parsley/download.php Cairngorm3 (un monde de bonne pratique et de librairies réutilisables faites par Adobe Consulting) : http://sourceforge.net/adobe/cairngorm/ FlexUnit (le JUnit pour Flex) : http://flexunit.org/ Et les projets de Open@Adobe http://sourceforge.net/adobe Et de nombreux projets sur les forges du web: chez Spring-Source, SonaType, ou GoogleCode Tamarin (Virtual machine and Just In Time (JIT) compiler implementation of ECMAScript and ActionScript) : http://opensource.adobe.com/wiki/display/site/Projects#Projects-Tamarin   Les formats ouverts AMF: http://opensource.adobe.com/wiki/download/attachments/1114283/amf3_spec_05_05_08.pdf RTMP: http://www.adobe.com/devnet/rtmp.html FLV: http://www.adobe.com/devnet/f4v.html SWF : http://www.adobe.com/devnet/swf.html   Les applications citées http://www.volkswagen.co.uk/ iPlayer de BBC : http://www.bbc.co.uk/iplayer/radio Times Reader: http://timesreader.nytimes.com/timesreader/ Parleys: http://parleys.com/ TweetDeck: http://www.tweetdeck.com/ Le projet de François: http://www.adobe.com/cfusion/showcase/index.cfm?event=casestudydetail&casestudyid=1097918&loc=en_us   Flex et les back-ends BlazeDS: http://opensource.adobe.com/wiki/display/blazeds/BlazeDS LCDS: http://www.adobe.com/products/livecycle/dataservices/ Spring-Flex: http://www.springsource.org/spring-flex Zend AMF: http://framework.zend.com/download/amf weborb: http://www.themidnightcoders.com/blog/   Flex et l’usine Logicielle Maven flex-mojos : http://flexmojos.sonatype.org/ FlexPMD (le PMD pour Flex) : http://sourceforge.net/adobe/flexpmd/home/ FlexUnit (le JUnit pour Flex) : http://flexunit.org/ Sonar : http://docs.codehaus.org/display/SONAR/Sonar+Flex+Plugin   Les Outils de développement Flex Adobe FlashBuilder (plugin Eclipse): http://www.adobe.com/products/flashbuilder/ FlashCatalyst (pour les workflow dev – designer): http://www.adobe.com/products/flashcatalyst/   Le Futur L’Open Screen Project: http://www.openscreenproject.org/ Flex 4.5, Flex Hero: http://opensource.adobe.com/wiki/display/flexsdk/Download+Flex+Hero Collaboration temps réel, services sur le cloud: LCCS: http://www.adobe.com/devnet/flashplatform/services/collaboration.html La concurrence Silverlight http://www.silverlight.net/ GraniteDS http://www.graniteds.org JSF http://en.wikipedia.org/wiki/JavaServer_Faces RichFaces http://jboss.org/richfaces Wicket http://wicket.apache.org/ GWT http://code.google.com/webtoolkit/ jQuery http://jquery.com/ JavaFX http://javafx.com/ Nous contacter Contactez-nous via twitter http://twitter.com/lescastcodeurs sur le groupe Google http://groups.google.com/group/lescastcodeurs ou sur le site web http://lescastcodeurs.com/ Flattr-ez nous sur http://lescastcodeurs.com/