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In this session, I share how we made three very important mental leaps to make the transition to Agile and Lean ”stick” including concrete examples of what we have done at Ericsson 3G. Leap #1: From Methods & Tools to Principles & Mindset Tools and methods can work in some contexts and not in others. If you have your own principles and mindset, then you can adapt or create your own methods and tools that fit your context. When realizing this, we made a mental leap from a focus on methods and tools to a focus on principles and mindset. Leap #2: From Resource Efficiency to Flow Efficiency With a need reduce both costs and time-to-market we were looking for alternatives to “resource efficiency” focus (keeping people and equipment fully utilized at all times). We realized that our ability to innovate around state-of-the art algorithms for optimizing packet data flow in mobile radio networks is also applicable for our product development processes. We made a mental leap from “resource efficiency” to “flow efficiency”, i e a focus on keeping work items moving through the process without waiting times, delivering value as quickly as possible Leap #3: From Scattered Experiences to Continuous Innovation We were solving problems as they occurred using task forces in fire-fighting mode, lacking corporate memory and a common direction. By creating a shared direction and a common purpose around the need to improve, we made the leap from scattered experiences to a culture of continuous innovation. Ericsson is the driving force behind the Networked Society - a world leader in communications technology and services. Our long-term relationships with every major telecom operator in the world allow people, business and society to fulfill their potential and create a more sustainable future. With approximately 115,000 professionals and customers in 180 countries, we combine global scale with technology and services leadership. We support networks that connect more than 2.5 billion subscribers. Forty percent of the world's mobile traffic is carried over Ericsson networks. Net sales in 2014 were EUR 23.4 billion.
The Mental Leaps @ericsson 3G - Innovative Ways of Working Together
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This paper presents technical communication of automation industry which describes the technical issues of automation control system in operation development, improving management level and high efficiency process in water treatment system. Today’s water treatment plants are applied for water conservancy projects, emerged by the technology of automation control system is to ensure safe, continues, high quality water supply to municipal and for multi-purpose usage. Along with automation technology, computer technology, network communication development, advanced water treatment monitoring system is realized in Nantong pengyoa water purification plant. The Nantong pengyoa water purification plant has an important beneficial industry relationship to People’s Republic of China improving living status and environment condition mainly expounds the water supply, to build well-off society, comparatively improving the labor production growth & level of implementation of targets as well as high water quality requirements. In this paper, it develops the task and tells the technical solutions of water treatment plant which has been centralized in fully automated operation in some developed industries since many years. And also append short description of its current practices such as networking, and real-time monitoring control, composition & structure, process flow and automatic process control which are performed in water treatment plants to achieve high efficiency in quality of productivity.
Technical communication of automation control system in water treatment plant
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In this session, I share how we made three very important mental leaps to make the transition to Agile and Lean ”stick” including concrete examples of what we have done at Ericsson 3G. Leap #1: From Methods & Tools to Principles & Mindset Tools and methods can work in some contexts and not in others. If you have your own principles and mindset, then you can adapt or create your own methods and tools that fit your context. When realizing this, we made a mental leap from a focus on methods and tools to a focus on principles and mindset. Leap #2: From Resource Efficiency to Flow Efficiency With a need reduce both costs and time-to-market we were looking for alternatives to “resource efficiency” focus (keeping people and equipment fully utilized at all times). We realized that our ability to innovate around state-of-the art algorithms for optimizing packet data flow in mobile radio networks is also applicable for our product development processes. We made a mental leap from “resource efficiency” to “flow efficiency”, i e a focus on keeping work items moving through the process without waiting times, delivering value as quickly as possible Leap #3: From Scattered Experiences to Continuous Innovation We were solving problems as they occurred using task forces in fire-fighting mode, lacking corporate memory and a common direction. By creating a shared direction and a common purpose around the need to improve, we made the leap from scattered experiences to a culture of continuous innovation. Ericsson is the driving force behind the Networked Society - a world leader in communications technology and services. Our long-term relationships with every major telecom operator in the world allow people, business and society to fulfill their potential and create a more sustainable future. With approximately 115,000 professionals and customers in 180 countries, we combine global scale with technology and services leadership. We support networks that connect more than 2.5 billion subscribers. Forty percent of the world's mobile traffic is carried over Ericsson networks. Net sales in 2014 were EUR 23.4 billion.
The Mental Leaps @ericsson 3G - Innovative Ways of Working Together
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