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BCM 345 Presentation

Transcript: Construction Schedule General Requirements April - June Preplanning Order material Soil reports etc Earthwork June - July Foundation excavation Concrete July - December Foundation Footings Foundation walls Slab Erect Steel Frame December Columns Roof Masonry January - February Block walls Brick veneer Doors, windows, and insulation February - March Simulatenous Finishes March - May Drywall Flooring Mechanical/Electrical May - June Simultaneous Exterior July Landscaping Paving Completion August Punchlist Testing •Construction Schedule •Site Plans •Sequence of Construction •Potential problems and solutions •Quality control/ Safety issues •Crews/Equipment Needed •Material Storage Site Plans (cont.) Excessive rain Uncover unmarked utilities Concrete does not meet specified strength Improper fit of steel frame Rain before skylights are installed Delayed delivery of steel trees or sky lights Concrete floor not level to specifications Safety Issues Quality Control Slab Logistics Erosion Control Site Plans (cont.) Conclusion. Matt Hayes, Alex Van Allen, Hillary Kaub, and Clark Cord Site Plans (cont.) Potential Problems Crews and Equipment Structural Framing Problems Proposed solutions Building Envelope Site Plans Storage and Materials Site Construction (Div. 2) Earthwork, utility services Concrete (Div. 3) Concrete forms/rebar, cast-in-place concrete Masonry (Div. 4) Mix veneer mortar, clean brick Metals (Div. 5) Structural steel framing, interior walls Thermal & Moisture Protection (Div. 7) Interior/exterior insulation, spray waterproofing, roofing membrane Doors & Windows (Div. 8) Doors, hardware, windows, trim Quality Control Ensure finished concrete floor is flat to specifications Check sound insulation of acoustical wall systems Have a check-in sheet for all subcontractors to sign to monitor workers on site Monitor task completions and update schedule to make sure project completion date is acheived Installing skylights Installing steel trees Provide fall protection for mezzanine level Have a sign-in sheet for all visitors Put up fencing to keep university students away from hazardous construction Make sure everyone is wearing their personal protection equipment Lay gravel Fix any damaged utilities and research for additional unmarked utilities Could lay an extra layer for added strength Use a cutting torch to fit bolts Cover up skylights Continue work in other areas, condense schedule or utilize overtime if needed Continue to polish Outline Clemson Lee Hall Expansion III Clemson University Sequence of Construction (by CSI division) Interiors Finishes (Div. 9) Drywall, paint, install tile, acoustical insulation Specialties (Div. 10) Fire alarms, fire extinguishers Equipment (Div. 11) Visual display boards, audio/video equipment Conveying Systems (Div. 12) Erect masonry scaffold Mechanical (Div. 15) HVAC, connect water main, plumbing fixtures Electrical (Div. 16) Wall/ceiling wiring, data receptacles, panelboard Foundation Site Plan Safety Issues Start: April 23, 2012 Finish: August 6, 2013 Solutions Any questions?

BCM presentation

Transcript: Toyota "Toyota will lead the way to the future of mobility, enriching lives around the world with the safest and most responsible way of moving people. Through our comitment to quality, constant innovation and respect for the planet, we aim to exceed expectations and be rewarded with a smile." Honda Ford Motor Company Started over 10 years ago with “Th!nk” First to introduce the SUV Hybrid! Types of Green Cars offered by Ford Hybrids, All-Electric and Plug-in hybrids Ford Escape Hybrid Honda Civic Natural Gas Team Excellence Over View of Topics Company Philosophy Worldwide company Ford changes EV market. (2000, February). Electric vehicle online today; electronic engineering times: 1/14. Retrieved from Gale databases: general businessfile ASAP Ford Motor Company. (2012). Technology: electric vehicles. Retrieved from The Honda Insight is priced at $18,500 Saves a consumer $3,000 over a five year period. Better Mileage Example Opinion Hybrids Self-charging Plug-in Hybrids and All-Electric Charging Stations 120-volt 240-volt Alternative offer by Ford Solar panel roof top system The Basics Toyota's continual development and improvement Honda's prove of an affordable Green car Ford's innovation of a new green electric car Anderson, J. (2011). Green cars make cents. Kiplinger’s Personal Finance, 65(9) Honda Motor Company. (2012). Retried from Edmund. (2012). Retried from Liker, J. K. (2010). the way back for TOYOTA. Industrial Engineer: IE, 42(5), 28-33 Toyota Company Website (2012). History of Toyota. Retrieved from Toyota Company Website (2012). Toyota Global Vision. Retrieved from Toyota Company Website (2012). Toyota Vision and Philosophy. Retrieved from Global Mission Green Price Tags Maddiee- History of Toyota & Trends Leading the way in Electric Vehicles Models Christina- Products & Services Offered by Ford Big Steps! High-Voltage Battery Electric Motor Gasoline Engine Regenerative Braking System Plug-in Hybrids Non-fuel efficient cars Financial Information Summing things up Trending Green fuel- efficient car Financial Information *Hybrid Presented by: Caitlin Dodson, Christina Milburn and Maddiee Ferrer Company Report for Green Cars Sources! Company merge in the late 1980’s "Since it's foundation, Toyota has been using its Guiding Principles to produce reliable vehicles and sustainable development of society by employing innovative and high quality products and services." Toyota Camry Hybrid And then..... Electric Motor High-Voltage Lithium-ion Battery Regenerative Breaking System Gasoline Engine Electric Motor Charge on the go Regenerative Braking System All-Electric Hybrids Uh Ohs! Charging your Electric Vehicle Every six weeks, 10 fill-ups per year. 10 * $50= $500 Better than $900! Caitlin- Financial Benefits of Honda Began with the birth of its founder Sakichi Toyoa “We've had our insight for 10 months now and have been completely satisfied with the car. We normally achieve 43-46 mpg CITY ! At 75 on an interstate it drops to 40 MPG but I usually get 50-53 on a 55 mph highway.” “Love the fuel economy” I would not buy a green car on average you need to fill up every three weeks. (18 times a year) gas prices are around $3.64. A consumer could pay $50 in one fill up. 18 * $50= $900

BCM Internship Presentation

Transcript: To My BCM Team: Thank you all for granting me such a phenomenal opportunity. I have learned beyond what can only be taught in a classroom setting. Nutrition Minor Public Health Major University of Houston Baylor College of Medicine Fairwell Presentation Ahjani Harris EDUCATION EDUCATION Eating your way to good health If you pay enough attention -- to be truly aware of your actions and your being in a space -- you can choose healthier food options and healthier behaviors by first picking up on patterns disrupting or hindering progress Application and clinical manefestations of this expressed in group Consciousness, support and patterns This can be mirrored in life in general! Relationships, breaking and forming habits Conscious Control Consistence across disciplines At the beginning of my public health education, my biggest question was exactly how to work across multiple disciplines to benefit one patient. Without knowing what all I'd do and learn here, I applied at Baylor College of Medicine Coporate Internship Program, and recieved my answer! We are all on the same team! Appropriate communication Behind the scenes with Kate, Amy, and Roberta Constant brainstorming Formal and informal program evaluation The importance of obtained data and the analysis of the results Schedule-synching Energy-feeding Communication & Planning LANGUAGES LANGUAGES AUDIENCE EMOTION PERCEPTION WORK EXPERIENCE WORK EXPERIENCE SUPPORT GROUP Topics PROGRAM EVALUATION Reaching target audience Data vs. funding EXCEL PROGRAMMING Excel Reprogramming for Amy E3 JOURNAL E3 DiaBEATes Program Journal INTERESTS INTERESTS ALL THINGS HEALTH READING COOKING ACHIEVEMENTS ACHIEVEMENTS QUIETEST INTERN AWARD 2018 Baylor College of Medicine SKILLS SKILLS NETWORK TEAMWORK EVALUATION INVOLVEMENT POSITIVITY EFFECTIVENESS


Transcript: Business Continuity Management When a disaster happens in an area, all attention is ”logically” drawn to rescuing the "people". But little care is given to the affected organizations (companies, institutes, etc) which form the daily life of people. The maturity model for BCM Summary In the 9/11 terrorism attack, 550 of 930 offices (businesses) in the Twin Towers closed in the next 18 months and many of that was because of Figure : Sparing Strategy not having any other “spare“ site through which they can continue their businesses. Role of Businesses in Crisis Management Crisis Management Cycle BCM When a disaster happensin an area, regardless of the size of the region, everybody is concerned about the people there and number of casualties. This is admirable as saving lives is at the highest value in any society. But: what is the next step to bring the area to normal situation? Having checked several disasters all around the world, it can be said that a normal situation is the situation in which ”businesses” are back to normal situation and “people” can stand on their feet BCM as a strategic influence To answer this question, many have created different theoretical programs or models with 3, 4 or 5 phases. To judge on them we need to know ”what is the normal situation”? Does it mean preparing some camps for the people? Or building modern houses for them? Or else? Another example of “stock“ strategy is one the Arabic countries in Persian Gulf. The oil ministry has stored crude oil of 3 production days. It means, if for any reason the oil well stop (e.g. due to fire), this country can deliver another 3 days and has 3 days to manage the incident and bring it back to normal status. BCM as a strategic influence BCM Maturity Model BCM Maturity Model “Stocking“ Strategy “Stocking“ Strategy BCM “Stocking“ Strategy “Networking“ Strategy Without BCM There are a number of interrelated activities that work together to prevent and manage a significant business disruption event. These include: Business Continuity Management (encompassing IT disaster recovery); Risk Management; Emergency Response Management; Incident Management. Role of Businesses in Crisis Management The relationship between risk, emergency response, incident and business continuity management in managing a business disruption. Sparing“ Strategy Resilience: ability to return to the original shape References : Our maturity model distinguishes two different dimensions along which an organization matures. The maturity of BCM within a given organization is determined by both the process quality and the considered scope. We talk about… BCM as a strategic influence "Sparing" Strategy BCM BCM as a strategic influence With BCM Role of Businesses in Crisis Management BCM BCM Maturity Model BCM Maturity Model Survey Role of Businesses in Crisis Management 2010 EMEA business continuity benchmark report, In the United Kingdom, Marsh Ltd is authorized and regulated by the Financial Services Authority for insurance mediation activities only BUSINESS CONTINUITY MANAGEMENT, A Maturity Model – By Naomi Smit, Master's Thesis by Naomi Smit (271550), November 1st 2005 A framework for business continuity management, Forbes Gibb, Steven Buchanan Business Continuity Management System, NISCERT, Tehran, Iran Business Continuity Management, Building resilience in public sector entities, Better Practice Guide June 2009 One of the biggest “car manufacturing "companies in the world has a buffer “stock“ at the end of its production line. This stock contains the 10 days production, i.e. this stock guarantees that if for any reason the production line disrupts, the company can continue its normal delivery level for 10 days. By : Saeed Fallah BCM as a strategic influence "Sparing“ Strategy “Networking“ Strategy Having a spare site and equipments can be a very effective way to resume the business right after any crisis. e.g. After the London Subway terrorist attack, the neighborhood was under police control and shops there did not open for up to 2 weeks. Therefore for several cases, the shop owners went bankrupt and shop wasclosed (though other people replaced them). Role of Businesses in Crisis Management Business Continuity Management The Maturity Model This strategy needs a number of semi-network and whenever anyone of network members is in trouble, the others will provide his customer a minimum level of service/product. oven explosion in a catering centre in Tehran at 10:00 AM, (Iran Oil Co). They were a member of a network ; they helped him with 20% of lunch volume. So the lunch arrived on time to the customer sites, although was of less volume, variety and quality (Min SLA). The integration of these activities is a success factor for building entity resilience. These activities provide the tactical, strategic and operational response to a business disruption. Figure depicts the relationship between these key concepts.


Transcript: Cartiana: Research Leader Margie: Autodesk Leader, Notes-taker Brianna: Time-keeper, Organizer, Drawings Leader Cost $ Benefit: Flexible Problem: Magnet can not be too strong or it will mess with the technology. When you get bored of your case, you switch it out manually. The input is energy it takes to switch out the case, output is a different colored case. Snap-in Exchangeable Panel By: Brianna, Margie, and Cartiana Citation Problem: pieces get lost This case has a magnetic strip and comes with magnets that you can add or remove easily. #4 Solution This design consists of a velcro strip on the back of the phone case and a package of different shapes with velcro on the back so that they could stick to the case. Decision Matrix #1 Solution Muiltple Cases Mission Statement: This case has grooves in the back that allow different colored panels to snap into place so that they are interchangable. The input is snaping in the panels, the output is a customized case. Benefit: Magnets = Easy to replace #2 Solution BCM Company Our team's mission is to work together to develope an innovation through extensive research and collaboration utilizing the skills and strengths of each of our members. This case changes color using an App and has one auxilary on-the-go charging unit. The input is a picture of a item and the output is a color change to match main color in the picture. Color Changing Case Benefit: Modern Design Brief #3 Solution Client: Samsung and Apple Company End User and Target Consumers: Teenagers to Early Adults(13-30) Designer: Brianna, Cartiana, and Margie Problem Statement: Thousands of teenagers and young adults spend too much money on buying multiple phone cases. In 2012, the total amount of money spent phone accessories was $20 billion and of that 36% was spent on phone cases, which means that over 55 million dollars was spent on phone cases that year. Design Statement: We are designing a product that can change its color and design based on what you're wearing, so you can always match. Constraints: thin, cost no more than $35, translucent, durable, plastic. #5 Solution Magnetic Case Benefit: sleek appearance Case: $ 35.00 App: Free Patterns: 1.99 each Custom Patterns: 5.99 each Basic Colors: Free Velcro Applicaes Problem: Hassle Problem: Little pieces = easily lost Problem:Cost? You take a picture on an app called The Chameleon, it matches the color, sends it to the chip, and then the case automatically changes into that color. If you want the app to be able to recognize patterns, you have to pay an extra $1.99 for each pattern, and if you want to make your own design with the colors your wearing, you have to pay $5.99. What it Looks Like The Chameleon Phone Case Problem: Cost A= Color Changing Case Best Worst B= Multiply Case 1 2 3 4 C=Snap-in Panel Case D=Magnetic Case E=Velcro Application Case Cost Accessibility Durability Compatibility Total A 3 1 2 1 7 B 4 4 1 2 11 C 3 4 3 2 12 D 4 4 1 4 13 E 1 4 2 2 9 Problem: velcro gets messed up How It Works Problem: Grooves get messed up and it is no longer functional


Transcript: Risk Profile & BMC To assure business resiliency and ability towards any disruptive events by implementing Business Continuity Management (BCM) GROUP 14 Risk Profiles & BMC Root Cause Absence of written and formal documents related with Business Continuity Management Programme Issue No formal documented policy and guidelines to be referred during disruptive events - past experience shows everything was done on ad-hoc basis Risk Cyber Risk Failure to achieve SSM vision Strategic Risk Non- compliance towards policy, regulation and relevant law Conflict in decision making in the event of crisis and disaster Governance and Compliance Risk Delay in recovery of critical business function upon disaster Operational Risk Loss of revenue Additional high cost to acquire additional equipment during recovery phase if it is not provisioned in the contract with the vendor or service provider Financial Risk Data loss and damage/disruption of SSM's system infrastructure System Risk Cyber Attack (Hacking, Intrusion, Viruses and Data Breach) Proposed Solution 1 Appointment of dedicated person representing their division / process in developing SSM's BCP's (Jawatankuasa Kerja BCP, IT - DRP Committee) QUICK WIN Conduct workshop for all Committee Members 2 Development of recovery strategies and comprehensive BCP involving all divisions/process owner in SSM 3 Periodically reporting progress of BCP development by all division/process owner to Management Level - Risk Management Committee (ML-RMC) 4 Continuous awareness program/training on the BCM to all level of staff 5 Conduct various type of emergency simulation and continuous testing of BCP, not only fire drill and IT Disaster Recovery exercise 6

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