Entrepreneurship Wiki » Business Management http://www.entrepreneurshipwiki.com Thu, 29 Jul 2010 22:09:43 +0000 en hourly 1 http://wordpress.org/?v=abc Change Management – Strategies For Managing Change – A Practitioners Masterclass http://www.entrepreneurshipwiki.com/change-management-strategies-for-managing-change-a-practitioners-masterclass-2747.html http://www.entrepreneurshipwiki.com/change-management-strategies-for-managing-change-a-practitioners-masterclass-2747.html#comments Tue, 25 May 2010 08:48:27 +0000 http://www.entrepreneurshipwiki.com/change-management-strategies-for-managing-change-a-practitioners-masterclass-2747.html “One key reason why implementation fails is that practicing executives, managers and supervisors do not have… a good understanding of the multiple factors that must be addressed, often simultaneously, to make implementation work.” [Fevzi Okumus]

Change management is a messy business fraught with complexity and many things that can, and usually do, go wrong. This is reflected in the 70% failure rate of all change initiatives.

Underlying the many things that can and do go wrong, are a number of related factors:

# The over-emphasis on process rather than people

# The failure to take full account of the impact of change on those people who are most impacted by it

# The lack of process to directly address the human aspects of change

# A lack of clarity and lack of communication

# The lack of a language and contextual framework to articulate and manage the necessary processes of change

# Failure to address the energy and emotions associated with change

# Failure to understand the difference between “new capabilities” and “realised benefits” [and why it matters]

# Failure to understand and apply the “business as usual” test to establish whether it is “incremental change” or a “step change” [and failing to understand why this matters]

To navigate these pitfalls and achieve a successful change initiative requires attention to 3 key domains, namely:

(1) Leadership that directly addresses the transitions and emotional dimension of those impacted by the change, and provides inspirational motivation.

(2) A change model and methodology that covers “the multiple factors that must be addressed”

(3) Action management that shows and assists people with the specifics of exactly what is required of them.

Here is a brief Practitioners’ Masterclass highlighting key themes within these 3 domains.

Leadership

Change initiatives need to be led and managed. The major failure of leadership in most change initiatives is that there isn’t any!

What is required is leadership that recognises the importance of the emotional dimension, and specifically that understands the 2 levels of change impact:

(1) Organisational change – new processes, procedures and structures

(2) Personal transition – emotional and psychological

Most change initiatives employ methods that ignore the emotional dimension of the personal transition. Ignoring the transition is a major cause of change resistance and change failure. Leading your people through this transition is as important as managing the organisational change

Leadership that is capable of addressing these factors requires high levels of emotional intelligence – which is frequently not evident in senior executives.

So, for any business leaders reading this I will say this: “Your level of emotional awareness – and the extent to which you embrace and harness the emotional dimension of your organisation – is directly linked to change success and ongoing organisational performance.”

Culture

Culture can be defined simply as how people behave within a group context.

Organisational culture is the single biggest determinant of how an individual will behave within an organisational environment. Culture will over-ride education, intelligence and common sense

So, you cannot make a successful step change [and realise the benefits] without changing your organisational culture

To change the culture you need:

(1) To identify it and understand it

(2) A framework and language to communicate it

(3) Tools and processes to change it

Change models and methods

“A good understanding of the multiple factors that must be addressed” is arrived at with a change model and methodology that bridges the gap between the high level “big-picture” strategic vision and a successful implementation at the front-line. There are a number of change models that are popular and frequently used, notably John Kotter’s “8 Step Change Model” and the Prosci “ADKAR Change Model”. These, and other models, have great merit and provide a structured focus to the management of a change initiative.

The difficulty with these and most established change models is that, quite understandably, they tend to cover one major aspect or dimension of the totality of what is involved. That does not invalidate any specific model and supporting methodology, but it does leave gaps.

The main specific criticism that can be made of most of these models is that they are tactical and project focused; they are not strategic and they are not sufficiently holistic and broad in scope to fully address the human factors that are the commonest causes of failure.

There is currently not a change model that sits between the leadership dimension and the strategic review process, and the lower level of project and task-level management and implementation.

Programme level implementation

For this reason, I have adapted some of the core concepts and processes of programme management added a preliminary cultural analysis combined with a pre-programme review and planning process utilising my EEMAP process©, and I offer these to you in the form of a simple, programme-based model, designed to fill the strategy-project gap.

In summary, my programme-based model is designed:

# To facilitate the key thought processes that are necessary for a successful change initiative

# To support the leadership processes outlined by Kotter, Bridges Transition Model and to provide a framework and context for the project / task level ADKAR model

It has 5 main objectives:

(1) To bridge the gap between vision and implementation

(2) To ensure that the “cultural analysis” and “pre-programme review and planning process” do take place

(3) Clarity about how and why things will be different after the change

(4) To identify, assess and mitigate the impacts of the change on all those who will be affected by it

(5) Ensure that the envisaged organisational benefits are realised

Task level implementation

A common mistake that many managers make is to assume that because they have told people what they want to happen then it will happen. It won’t!

Although people will hear what you say when you outline your vision and strategy, and will probably agree with you, at the individual level, most of them are not able to translate it into productive purposeful action.

People are very different in the ways they process information, interpret life, and in the ways they are motivated. This is not because they are stupid, and does not necessarily mean that they are resistant to your vision and strategy, but it does often mean that the jump from vision and strategy to practical implementation is too big for them to make – without support.

This means that managing change, at the task level, requires hands-on detailed management [micro management on occasions] in the specifics of what to do and how to do it. This is especially necessary during the early stages.

As change leader, it really is your responsibility not to make assumptions, and to “grind out” and communicate those actionable steps.

So often, this just doesn’t happen. Leaders don’t lead and managers don’t manage. It is assumed that: “they’ve been told what to do and they’ll go away and do it”. Wrong! It is assumed that there isn’t time and it isn’t necessary to take the time to translate the ideas communicate those actionable steps. Wrong again!

It is up to you to define and communicate those actionable steps, and to manage your people through the process of implementing and integrating those steps as the new modus operandi.

For more on this see here to understand successful strategies for managing change

Equip yourself to avoid the 70% failure rate of all change initiatives with the Practitioners’ Masterclass – Leading your people through change, putting it all together and managing the whole messy business.

Stephen Warrilow, based in Bristol, works with companies across the UK providing specialist support to directors delivery significant change initiatives. Stephen has 25 years cross sector experience with 100+ companies in mid range corporate, larger SME and corporate environments.

Read online: Change Management – Strategies For Managing Change – A Practitioners Masterclass

]]> “One key reason why implementation fails is that practicing executives, managers and supervisors do not have… a good understanding of the multiple factors that must be addressed, often simultaneously, to make implementation work.” [Fevzi Okumus]

Change management is a messy business fraught with complexity and many things that can, and usually do, go wrong. This is reflected in the 70% failure rate of all change initiatives.

Underlying the many things that can and do go wrong, are a number of related factors:

# The over-emphasis on process rather than people

# The failure to take full account of the impact of change on those people who are most impacted by it

# The lack of process to directly address the human aspects of change

# A lack of clarity and lack of communication

# The lack of a language and contextual framework to articulate and manage the necessary processes of change

# Failure to address the energy and emotions associated with change

# Failure to understand the difference between “new capabilities” and “realised benefits” [and why it matters]

# Failure to understand and apply the “business as usual” test to establish whether it is “incremental change” or a “step change” [and failing to understand why this matters]

To navigate these pitfalls and achieve a successful change initiative requires attention to 3 key domains, namely:

(1) Leadership that directly addresses the transitions and emotional dimension of those impacted by the change, and provides inspirational motivation.

(2) A change model and methodology that covers “the multiple factors that must be addressed”

(3) Action management that shows and assists people with the specifics of exactly what is required of them.

Here is a brief Practitioners’ Masterclass highlighting key themes within these 3 domains.

Leadership

Change initiatives need to be led and managed. The major failure of leadership in most change initiatives is that there isn’t any!

What is required is leadership that recognises the importance of the emotional dimension, and specifically that understands the 2 levels of change impact:

(1) Organisational change – new processes, procedures and structures

(2) Personal transition – emotional and psychological

Most change initiatives employ methods that ignore the emotional dimension of the personal transition. Ignoring the transition is a major cause of change resistance and change failure. Leading your people through this transition is as important as managing the organisational change

Leadership that is capable of addressing these factors requires high levels of emotional intelligence – which is frequently not evident in senior executives.

So, for any business leaders reading this I will say this: “Your level of emotional awareness – and the extent to which you embrace and harness the emotional dimension of your organisation – is directly linked to change success and ongoing organisational performance.”

Culture

Culture can be defined simply as how people behave within a group context.

Organisational culture is the single biggest determinant of how an individual will behave within an organisational environment. Culture will over-ride education, intelligence and common sense

So, you cannot make a successful step change [and realise the benefits] without changing your organisational culture

To change the culture you need:

(1) To identify it and understand it

(2) A framework and language to communicate it

(3) Tools and processes to change it

Change models and methods

“A good understanding of the multiple factors that must be addressed” is arrived at with a change model and methodology that bridges the gap between the high level “big-picture” strategic vision and a successful implementation at the front-line. There are a number of change models that are popular and frequently used, notably John Kotter’s “8 Step Change Model” and the Prosci “ADKAR Change Model”. These, and other models, have great merit and provide a structured focus to the management of a change initiative.

The difficulty with these and most established change models is that, quite understandably, they tend to cover one major aspect or dimension of the totality of what is involved. That does not invalidate any specific model and supporting methodology, but it does leave gaps.

The main specific criticism that can be made of most of these models is that they are tactical and project focused; they are not strategic and they are not sufficiently holistic and broad in scope to fully address the human factors that are the commonest causes of failure.

There is currently not a change model that sits between the leadership dimension and the strategic review process, and the lower level of project and task-level management and implementation.

Programme level implementation

For this reason, I have adapted some of the core concepts and processes of programme management added a preliminary cultural analysis combined with a pre-programme review and planning process utilising my EEMAP process©, and I offer these to you in the form of a simple, programme-based model, designed to fill the strategy-project gap.

In summary, my programme-based model is designed:

# To facilitate the key thought processes that are necessary for a successful change initiative

# To support the leadership processes outlined by Kotter, Bridges Transition Model and to provide a framework and context for the project / task level ADKAR model

It has 5 main objectives:

(1) To bridge the gap between vision and implementation

(2) To ensure that the “cultural analysis” and “pre-programme review and planning process” do take place

(3) Clarity about how and why things will be different after the change

(4) To identify, assess and mitigate the impacts of the change on all those who will be affected by it

(5) Ensure that the envisaged organisational benefits are realised

Task level implementation

A common mistake that many managers make is to assume that because they have told people what they want to happen then it will happen. It won’t!

Although people will hear what you say when you outline your vision and strategy, and will probably agree with you, at the individual level, most of them are not able to translate it into productive purposeful action.

People are very different in the ways they process information, interpret life, and in the ways they are motivated. This is not because they are stupid, and does not necessarily mean that they are resistant to your vision and strategy, but it does often mean that the jump from vision and strategy to practical implementation is too big for them to make – without support.

This means that managing change, at the task level, requires hands-on detailed management [micro management on occasions] in the specifics of what to do and how to do it. This is especially necessary during the early stages.

As change leader, it really is your responsibility not to make assumptions, and to “grind out” and communicate those actionable steps.

So often, this just doesn’t happen. Leaders don’t lead and managers don’t manage. It is assumed that: “they’ve been told what to do and they’ll go away and do it”. Wrong! It is assumed that there isn’t time and it isn’t necessary to take the time to translate the ideas communicate those actionable steps. Wrong again!

It is up to you to define and communicate those actionable steps, and to manage your people through the process of implementing and integrating those steps as the new modus operandi.

For more on this see here to understand successful strategies for managing change

Equip yourself to avoid the 70% failure rate of all change initiatives with the Practitioners’ Masterclass – Leading your people through change, putting it all together and managing the whole messy business.

Stephen Warrilow, based in Bristol, works with companies across the UK providing specialist support to directors delivery significant change initiatives. Stephen has 25 years cross sector experience with 100+ companies in mid range corporate, larger SME and corporate environments.

Read online: Change Management – Strategies For Managing Change – A Practitioners Masterclass

]]> http://www.entrepreneurshipwiki.com/change-management-strategies-for-managing-change-a-practitioners-masterclass-2747.html/feed 0 Meeting Medical Billing and Coding Challenges Head On http://www.entrepreneurshipwiki.com/meeting-medical-billing-and-coding-challenges-head-on-2739.html http://www.entrepreneurshipwiki.com/meeting-medical-billing-and-coding-challenges-head-on-2739.html#comments Tue, 25 May 2010 08:26:15 +0000 http://www.entrepreneurshipwiki.com/meeting-medical-billing-and-coding-challenges-head-on-2739.html The right staffing, training and education can go a long way in meeting the demands of keeping medical insurance and billing coders at the top of their game. While there are numerous challenges, such as employee retention, industry infrastructure and occasion personal error on occasion, the majority of industry challenges come from a work environment where fewer people are required to do more work.

Medical insurance billing and coding (MIBC) requirements periodically change, and facilities are forced to adapt and train existing professionals to keep pace with demand. An increased workload on coding departments can place a strain on other parts of the department. The more time spent on coding, the less time there is to prepare and adapt to new changes. The more time that is spent on preparing for changes, the less time there is to code.

While many coding organizations consider the benefits of outsourcing, other venues struggling to stay within budgeted guidelines are less inclined to pay an outside source even if understaffed in house. Medical coding departments lose staff due to the obvious reasons, which can include downsizing, firing, voluntary termination and professionals retiring from the industry. These combined activities can leave medical billing and coding departments short of the required help.

Hiring skilled billing and coding professionals can also be a concern in rural areas. The reason being, billing and coding practices may vary from the industry standard; combining inpatient and outpatient services in ways that are challenging for most medical billing coders.

Billing System Slowdowns

As reporting requirements increase and facilities make the migration to electronic records, productivity will naturally take a hit as billing coder’s work with hybrid systems consisting of electronic and paper records. In some instances, medical billing coders must double enter coding into the clinical and billing systems. Information can be spotty, whereas some electronic record systems lack a “quick view” summary that provides billing coders with all the information needed. Information must be pulled from multiple sources, leaving an opportunity for information to be missed and errors made.

For many medical billing coders, the challenge of maintaining productivity while producing quality work is ever present. Facilities with unique processes are usually the ones with the greatest challenges, and finding certified medical billing and coding applicants to fill the gap is critical if the revenue cycle is to be properly maintained.

Solutions

Updating billing systems, staying abreast of billing and coding education and training of ongoing guidelines, for existing employees will be a key factor in minimizing workload and managing a reduced workforce.

The challenges experienced in this particular segment of the health care industry are many and ongoing. But when the decision is made to hire new medical insurance billing and coding professionals to fill the gaps left by people terminated, retiring or migrating to other companies or departments, finding and hiring well-trained and experienced individuals is an initial key to success for any business.

Colin McClean writes about the Medical Insurance Billing and Coding industry and training for Everest College and on how the benefits of obtaining a quality education or degree can jump-start a career.

Read online: Meeting Medical Billing and Coding Challenges Head On

]]> The right staffing, training and education can go a long way in meeting the demands of keeping medical insurance and billing coders at the top of their game. While there are numerous challenges, such as employee retention, industry infrastructure and occasion personal error on occasion, the majority of industry challenges come from a work environment where fewer people are required to do more work.

Medical insurance billing and coding (MIBC) requirements periodically change, and facilities are forced to adapt and train existing professionals to keep pace with demand. An increased workload on coding departments can place a strain on other parts of the department. The more time spent on coding, the less time there is to prepare and adapt to new changes. The more time that is spent on preparing for changes, the less time there is to code.

While many coding organizations consider the benefits of outsourcing, other venues struggling to stay within budgeted guidelines are less inclined to pay an outside source even if understaffed in house. Medical coding departments lose staff due to the obvious reasons, which can include downsizing, firing, voluntary termination and professionals retiring from the industry. These combined activities can leave medical billing and coding departments short of the required help.

Hiring skilled billing and coding professionals can also be a concern in rural areas. The reason being, billing and coding practices may vary from the industry standard; combining inpatient and outpatient services in ways that are challenging for most medical billing coders.

Billing System Slowdowns

As reporting requirements increase and facilities make the migration to electronic records, productivity will naturally take a hit as billing coder’s work with hybrid systems consisting of electronic and paper records. In some instances, medical billing coders must double enter coding into the clinical and billing systems. Information can be spotty, whereas some electronic record systems lack a “quick view” summary that provides billing coders with all the information needed. Information must be pulled from multiple sources, leaving an opportunity for information to be missed and errors made.

For many medical billing coders, the challenge of maintaining productivity while producing quality work is ever present. Facilities with unique processes are usually the ones with the greatest challenges, and finding certified medical billing and coding applicants to fill the gap is critical if the revenue cycle is to be properly maintained.

Solutions

Updating billing systems, staying abreast of billing and coding education and training of ongoing guidelines, for existing employees will be a key factor in minimizing workload and managing a reduced workforce.

The challenges experienced in this particular segment of the health care industry are many and ongoing. But when the decision is made to hire new medical insurance billing and coding professionals to fill the gaps left by people terminated, retiring or migrating to other companies or departments, finding and hiring well-trained and experienced individuals is an initial key to success for any business.

Colin McClean writes about the Medical Insurance Billing and Coding industry and training for Everest College and on how the benefits of obtaining a quality education or degree can jump-start a career.

Read online: Meeting Medical Billing and Coding Challenges Head On

]]> http://www.entrepreneurshipwiki.com/meeting-medical-billing-and-coding-challenges-head-on-2739.html/feed 0 Computer transport, it transport, it moving http://www.entrepreneurshipwiki.com/computer-transport-it-transport-it-moving-2710.html http://www.entrepreneurshipwiki.com/computer-transport-it-transport-it-moving-2710.html#comments Sat, 15 May 2010 17:52:48 +0000 http://www.entrepreneurshipwiki.com/computer-transport-it-transport-it-moving-2710.html  

 If you have not been trained effectively, and do not have the experience to offer computer transport services, then you should admit this to yourself, and learn from an experienced computer transport company, before venturing out on your own. Computer transport is a lucrative field, but you have to be good.

 Poor workmanship, or damage of equipment will bring legal charges on you, and hinder future business. It will be too late to cry that you had a lack of experience at that time. People that are interested in a career in IT transport, should respect and care about the value of computers, and other sorts of valuable machinery. If you begin an IT transport business in a large city, you could believably earn $100,000/ year or more, if you join your local Chamber of Commerce, and work a couple of gratis jobs in order to gain some good references.

 

Working in IT transport, is something that you will grow to enjoy. Each day will be different from the last, you will often have the chance to work with several different companies within a month’s time. If you have additional skills in computer repair and IT, your IT moving jobs can lead to additional jobs in the IT field as a freelancer. Any good work you do will open doors for you. So make sure that you always put forth a professional appearance to reduce the chances of making a bad impression on potential employees. Never settle for good enough, and routinely teach your IT moving clients new things about how to care for their computers. You will be considered the IT moving expert that everyone should come to.

Computer transport,it transport,it moving

Read online: Computer transport, it transport, it moving

]]>  

 If you have not been trained effectively, and do not have the experience to offer computer transport services, then you should admit this to yourself, and learn from an experienced computer transport company, before venturing out on your own. Computer transport is a lucrative field, but you have to be good.

 Poor workmanship, or damage of equipment will bring legal charges on you, and hinder future business. It will be too late to cry that you had a lack of experience at that time. People that are interested in a career in IT transport, should respect and care about the value of computers, and other sorts of valuable machinery. If you begin an IT transport business in a large city, you could believably earn $100,000/ year or more, if you join your local Chamber of Commerce, and work a couple of gratis jobs in order to gain some good references.

 

Working in IT transport, is something that you will grow to enjoy. Each day will be different from the last, you will often have the chance to work with several different companies within a month’s time. If you have additional skills in computer repair and IT, your IT moving jobs can lead to additional jobs in the IT field as a freelancer. Any good work you do will open doors for you. So make sure that you always put forth a professional appearance to reduce the chances of making a bad impression on potential employees. Never settle for good enough, and routinely teach your IT moving clients new things about how to care for their computers. You will be considered the IT moving expert that everyone should come to.

Computer transport,it transport,it moving

Read online: Computer transport, it transport, it moving

]]> http://www.entrepreneurshipwiki.com/computer-transport-it-transport-it-moving-2710.html/feed 0 Flange type duct joint assembly and seal arrangement therefor http://www.entrepreneurshipwiki.com/flange-type-duct-joint-assembly-and-seal-arrangement-therefor-2696.html http://www.entrepreneurshipwiki.com/flange-type-duct-joint-assembly-and-seal-arrangement-therefor-2696.html#comments Fri, 14 May 2010 08:35:51 +0000 http://www.entrepreneurshipwiki.com/flange-type-duct-joint-assembly-and-seal-arrangement-therefor-2696.html A joint assembly for connecting the ends of a pair of generally rectangular sheet metal duct sections includes a pair of frame members secured to each other and connected to the respective duct end sections. The frame members each include four flange portions. Each flange portion has an upstanding channel shaped leg portion and an angularly extending duct receiving leg portion.

A corner piece connects adjacent flange portions and extends into the channel portions of the upstanding leg portions to form the generally rectangular frame. The end portions of the ducts are inserted into longitudinal openings of the duct receiving leg portions. A flowing type gasket material is positioned in a longitudinal pocket of each flange. The end of each duct wall partially displaces the gasket material so that the gasket material extrudes outwardly around the duct wall and between the ends of the flange portion and the corner piece.

The surface of the corner piece flange portion is displaced from the front vertical wall of the upstanding channel shaped leg portion so that the edge of the duct extends beyond the flange portion and penetrates an outside gasket member positioned on the upstanding channel shaped leg portion and the corner piece. This provides an effective seal to prevent air within the duct from flowing around the end of the duct and between the outer surface of the duct and the surface of the flange portion of the corner piece.
Claims
I claim:

1. A corner piece for connecting a pair of duct connecting flange members comprising,a corner section with a pair of legs extending angularly therefrom,said corner section and said legs having a common front planar surface portion and a common rear planar surface portion,said legs arranged to extend into said duct connecting flange members to form a generally rectangular duct frame for connection to a duct end portion,said corner section having an offset corner portion displaced rearwardly from said common front planar surface portion, and said corner section offset corner portion and said corner section front planar surface being operable to permit a corner edge portion of the duct end portion positioned between the end portions of adjacent duct connecting flange members toproject beyond said offset corner portion into abutting relation with an external gasket means and said corner section front planar surface in abutting relation with said gasket to seal the corner edge portion of the duct.

2. A corner piece for connecting a pair of duct connecting flange members as set forth in claim 1 in which,said offset corner portion has a generally L-shaped configuration with opposite end portions, and said offset corner portion arranged to be spaced above a duct connecting flange duct receiving portion bottom wall.

3. A corner piece for connecting a pair of duct connecting flange members as set forth in claim 1 in which,said offset corner portion has a generally L-shaped configuration defined by a front surface and a rear surface forming an edge portion therebetween, and said offset corner portion edge portion positioned rearwardly of said common front planar surface portion.

4. A corner piece for connecting a pair of duct connecting flange members comprising,a corner section with a pair of legs extending angularly therefrom,said corner section and said legs having a common front planar surface portion and a common rear planar surface portion,said corner section having a corner portion,a flange portion extending from said corner section corner portion, said flange portion having an end portion displaced rearwardly from said common front planar surface portion, and said corner section front planar surface and said flange portion end portion being operable to permit a corner edge portion of a duct end portion positioned between the end portions of adjacent duct connecting flange members to project beyondsaid flange end portion into abutting relation with an external gasket means and said corner section front planar surface in abutting relation with said gasket means to seal the corner edge portion of the duct.

5. A corner piece for connecting a pair of duct connecting flange members as set forth in claim 4 in which,said flange portion has a generally L-shaped configuration with opposite end portions, and said flange portion end portion arranged to be spaced above a duct connecting flange receiving portion bottom wall.

6. A corner piece for connecting a pair of duct connecting flange members comprising,a corner section having a front surface,a pair of legs extending angularly from said corner section,said corner section having a corner portion with a flange portion having an L-shaped edge portion,said flange portion having a front sealing surface arranged to abut an external gasket means to seal the corner portion of the duct, and said flange portion L-shaped edge portion being offset at an angle less than 90° from said corner section front surface so that said L-shaped edge extends rearwardly in a direction from said corner section front surface to said cornersection rear surface.

7. A corner piece for connecting a pair of duct connecting flange members as set forth in claim 6 in which,said flange portion offset L-shaped edge extends along a curved path rearwardly from said corner section front surface.

8. A corner piece for connecting a pair of duct connecting flange members as set forth in claim 6 in which,said pair of legs each has a front surface and a rear surface,said corner section front surface and said legs front surfaces having portions positioned in a common plane to form a common front planar surface, and said corner section rear surface and said legs rear surfaces having portions positioned in a common plane to form a common rear planar surface.

9. A corner piece for connecting a pair of duct connecting flange members as set forth in claim 8 in which,said flange portion offset L-shaped edge is displaced rearwardly from said common front planar surface.

hongfengflange.com is the leading manufactory and exporter of steel flange in Zhejiang Province of China.We are specialized in manufacturing and exporting Forged Steel flange and Pipe Fittings.Welcome to contact and visit for business.

Read online: Flange type duct joint assembly and seal arrangement therefor

]]> A joint assembly for connecting the ends of a pair of generally rectangular sheet metal duct sections includes a pair of frame members secured to each other and connected to the respective duct end sections. The frame members each include four flange portions. Each flange portion has an upstanding channel shaped leg portion and an angularly extending duct receiving leg portion.

A corner piece connects adjacent flange portions and extends into the channel portions of the upstanding leg portions to form the generally rectangular frame. The end portions of the ducts are inserted into longitudinal openings of the duct receiving leg portions. A flowing type gasket material is positioned in a longitudinal pocket of each flange. The end of each duct wall partially displaces the gasket material so that the gasket material extrudes outwardly around the duct wall and between the ends of the flange portion and the corner piece.

The surface of the corner piece flange portion is displaced from the front vertical wall of the upstanding channel shaped leg portion so that the edge of the duct extends beyond the flange portion and penetrates an outside gasket member positioned on the upstanding channel shaped leg portion and the corner piece. This provides an effective seal to prevent air within the duct from flowing around the end of the duct and between the outer surface of the duct and the surface of the flange portion of the corner piece.
Claims
I claim:

1. A corner piece for connecting a pair of duct connecting flange members comprising,a corner section with a pair of legs extending angularly therefrom,said corner section and said legs having a common front planar surface portion and a common rear planar surface portion,said legs arranged to extend into said duct connecting flange members to form a generally rectangular duct frame for connection to a duct end portion,said corner section having an offset corner portion displaced rearwardly from said common front planar surface portion, and said corner section offset corner portion and said corner section front planar surface being operable to permit a corner edge portion of the duct end portion positioned between the end portions of adjacent duct connecting flange members toproject beyond said offset corner portion into abutting relation with an external gasket means and said corner section front planar surface in abutting relation with said gasket to seal the corner edge portion of the duct.

2. A corner piece for connecting a pair of duct connecting flange members as set forth in claim 1 in which,said offset corner portion has a generally L-shaped configuration with opposite end portions, and said offset corner portion arranged to be spaced above a duct connecting flange duct receiving portion bottom wall.

3. A corner piece for connecting a pair of duct connecting flange members as set forth in claim 1 in which,said offset corner portion has a generally L-shaped configuration defined by a front surface and a rear surface forming an edge portion therebetween, and said offset corner portion edge portion positioned rearwardly of said common front planar surface portion.

4. A corner piece for connecting a pair of duct connecting flange members comprising,a corner section with a pair of legs extending angularly therefrom,said corner section and said legs having a common front planar surface portion and a common rear planar surface portion,said corner section having a corner portion,a flange portion extending from said corner section corner portion, said flange portion having an end portion displaced rearwardly from said common front planar surface portion, and said corner section front planar surface and said flange portion end portion being operable to permit a corner edge portion of a duct end portion positioned between the end portions of adjacent duct connecting flange members to project beyondsaid flange end portion into abutting relation with an external gasket means and said corner section front planar surface in abutting relation with said gasket means to seal the corner edge portion of the duct.

5. A corner piece for connecting a pair of duct connecting flange members as set forth in claim 4 in which,said flange portion has a generally L-shaped configuration with opposite end portions, and said flange portion end portion arranged to be spaced above a duct connecting flange receiving portion bottom wall.

6. A corner piece for connecting a pair of duct connecting flange members comprising,a corner section having a front surface,a pair of legs extending angularly from said corner section,said corner section having a corner portion with a flange portion having an L-shaped edge portion,said flange portion having a front sealing surface arranged to abut an external gasket means to seal the corner portion of the duct, and said flange portion L-shaped edge portion being offset at an angle less than 90° from said corner section front surface so that said L-shaped edge extends rearwardly in a direction from said corner section front surface to said cornersection rear surface.

7. A corner piece for connecting a pair of duct connecting flange members as set forth in claim 6 in which,said flange portion offset L-shaped edge extends along a curved path rearwardly from said corner section front surface.

8. A corner piece for connecting a pair of duct connecting flange members as set forth in claim 6 in which,said pair of legs each has a front surface and a rear surface,said corner section front surface and said legs front surfaces having portions positioned in a common plane to form a common front planar surface, and said corner section rear surface and said legs rear surfaces having portions positioned in a common plane to form a common rear planar surface.

9. A corner piece for connecting a pair of duct connecting flange members as set forth in claim 8 in which,said flange portion offset L-shaped edge is displaced rearwardly from said common front planar surface.

hongfengflange.com is the leading manufactory and exporter of steel flange in Zhejiang Province of China.We are specialized in manufacturing and exporting Forged Steel flange and Pipe Fittings.Welcome to contact and visit for business.

Read online: Flange type duct joint assembly and seal arrangement therefor

]]> http://www.entrepreneurshipwiki.com/flange-type-duct-joint-assembly-and-seal-arrangement-therefor-2696.html/feed 0 Why Age Matters For Maintenance Management http://www.entrepreneurshipwiki.com/why-age-matters-for-maintenance-management-2685.html http://www.entrepreneurshipwiki.com/why-age-matters-for-maintenance-management-2685.html#comments Thu, 13 May 2010 08:57:08 +0000 http://www.entrepreneurshipwiki.com/why-age-matters-for-maintenance-management-2685.html The aging maintenance management workforce may soon leave critical portions of our nations infrastructure without knowledgeable caretakers. This article discusses how to address the the potential loss of know-how across various industries. It would be great if there was one tool that would be the best solution for all industries, complexities as well as all types of facilities. Unfortunately that tool does not yet exist.

Everyday we see story after story of the impact of our distressed economy. News media has a had a field day reporting record unemployment rates, various government fiscal crisis as well as record foreclosures. Fortunately, we are not in a total meltdown as not all industries types or professions have been effected equally. Take for example engineering and facility or plant maintenance professionals. Many of these highly skilled workers have been keeping our industrial infrastructure up and running for decades. In fact the average age of professional maintenance team members is well over 50 with many set to retire with a few years. This can present asset intensive organizations with serious sustainability problems should the know-how accumulated by leave with them upon retirement.

Separating The Issues

There are two real issues of an aging workforce in the maintenance management arena. The first issue is whether there are enough skilled workers that can be found to replace retirees. The answer is an yes. Unemployment is very high, labor can found both domestically and internationally and almost anyone can be trained with the proper programs. The key making sure the knowledge base is intact to train new staff. Reports from the US Bureau of Labor Statistics indicating that there will be up to 14 million unfilled skilled positions open by 2010 are debatable. Realistically, the challenge is and always will be to find trainable staff. There are enough people, and the workforce will make adjustments. In the grand scheme of time any temporary disturbance in the labor force will eventually be offset long before buildings and infrastructures crumble. As a result this is more of logistical and timing issue rather which can be avoided by good planning.

What does warrant concern is what will happen to the decades of practical experience that maintenance teams, engineers and companies have amassed. The impact of the potential knowledge loss will vary depending on the industry, facility age, prior facility maintenance practices as well as the level of sophistication or use of technology. In industries where the technology has remained almost stagnant the equipment knowledge and maintenance workarounds experiences that crews have developed over time may be lost. In other industries where newer maintenance techniques such as vibration analysis, laser sensing devices or other advanced inspection tools are being used the loss of know-how is likely to be less. Similarly, new facilities containing new equipment should initially be less maintenance intensive giving new hires more time to develop. In contrast, older buildings or equipment probably require more seasoned professionals making it imperative that there knowledge be captured.

What Can Be Done

Good facility managers, human resource professionals and executives should be able to identify their individual situation in a heartbeat. For facilities where a substantial loss of know-how is less important, the alternatives include proper recruitment and training. However, this is also the ideal time for these types of facilities to begin the creation of a knowledge database in order to avoid a repeat of the age impact at a later point in time. For facilities where the loss of know-how will increase maintenance response time as well as subsequent MRO expenses, management must act quickly and decisively to capture the knowledge of older workers and develop training methods or tools that can expedite the knowledge transfer.

Tools For Knowledge Transfer

It would be great if there was one tool that would be the best solution for all industries, complexities as well as all types of facilities. Unfortunately, that tool does not yet exist. The determination of the best tool to use such as an EAM, IWMS, ERP, CAFM and so on is dependent on too many variables to cover in this article. However, we can explain how an Enterprise Asset Management (EAM) system works to address the preceding problems. For this discussion

Enterprise asset management (EAM) differs from Asset Management because it treats the asset from a company (enterprise) perspective. It refers to the management of assets to the benefit of the organization as a whole and not limited to a specific area such as a department, location or division. It includes the entire process from initial planning, designed use, installation, training, operations, maintenance and eventual retirement/replacement.

Properly implementing an EAM brings one other very significant benefit. By tracking the history of each asset from beginning to end, the system collects an enormous amount of maintenance data including but not limited to the original work order request, why work needed to be done, what work was done, who did it, the costs, the parts/inventory needed and the results. Best of Breed EAM solutions make this even easier by integrating mobile hand held devices for near real time data exchange. The result is a very manageable source of data that can be used for training new recruits or increasing operator maintenance skills. Getting The Buy-In The key to a successful implementation is achieving buy-in at all levels.

  • To begin the process Executive management must be sold. Win your case by the numbers. When cash flow is tight non-revenue producing actions are few and far between. Work with your vendor to ascertain a measurable ROI.
  • For Plant and Facility managers the EAM will decrease reactive repairs (lowering emergency overtime labor costs) and minimize downtime as a result of better inspections and preventive maintenance organization
  • For Maintenance teams this means showing them how the system will organize the work flow process giving them more time for proactive maintenance issues as well as greater flexibility in handling reactive/emergency repairs.
  • For Human Resources this means making sure they understand the FTE equivalent of a senior experienced engineer is greater than one. Also make mention that training costs will be lower and employee satisfaction higher.
  • For Bean Counters buy-in can be achieved by utilizing the capital budget analysis piece of the EAM. Good historical data collection enables capital planners to more accurately project the expected retirement or replacement date of an asset. If overtime is an issue then they will love how an EAM can lower labor costs by streamlining the work flow process.

Using The Core Functions Of An EAM

The core features of an EAM include the automation of many maintenance management functions such as inspections, preventive maintenance and work orders. The goal of these features is to provide facilities maintenance the organizational tools necessary to decrease reactive firefighting and increase proactive maintenance functions. The effect is to reduce labor cost, minimize equipment downtime and lengthen the useful life cycle of assets.

Stuart Smith writes about Enterprise Asset Management and Computerized Maintenance Management Software Solutions for Mintek Mobile Data Solutions. Mintek’s Transcendent EAM/CMMS is a leading solution for facilities asset management.

Read online: Why Age Matters For Maintenance Management

]]> The aging maintenance management workforce may soon leave critical portions of our nations infrastructure without knowledgeable caretakers. This article discusses how to address the the potential loss of know-how across various industries. It would be great if there was one tool that would be the best solution for all industries, complexities as well as all types of facilities. Unfortunately that tool does not yet exist.

Everyday we see story after story of the impact of our distressed economy. News media has a had a field day reporting record unemployment rates, various government fiscal crisis as well as record foreclosures. Fortunately, we are not in a total meltdown as not all industries types or professions have been effected equally. Take for example engineering and facility or plant maintenance professionals. Many of these highly skilled workers have been keeping our industrial infrastructure up and running for decades. In fact the average age of professional maintenance team members is well over 50 with many set to retire with a few years. This can present asset intensive organizations with serious sustainability problems should the know-how accumulated by leave with them upon retirement.

Separating The Issues

There are two real issues of an aging workforce in the maintenance management arena. The first issue is whether there are enough skilled workers that can be found to replace retirees. The answer is an yes. Unemployment is very high, labor can found both domestically and internationally and almost anyone can be trained with the proper programs. The key making sure the knowledge base is intact to train new staff. Reports from the US Bureau of Labor Statistics indicating that there will be up to 14 million unfilled skilled positions open by 2010 are debatable. Realistically, the challenge is and always will be to find trainable staff. There are enough people, and the workforce will make adjustments. In the grand scheme of time any temporary disturbance in the labor force will eventually be offset long before buildings and infrastructures crumble. As a result this is more of logistical and timing issue rather which can be avoided by good planning.

What does warrant concern is what will happen to the decades of practical experience that maintenance teams, engineers and companies have amassed. The impact of the potential knowledge loss will vary depending on the industry, facility age, prior facility maintenance practices as well as the level of sophistication or use of technology. In industries where the technology has remained almost stagnant the equipment knowledge and maintenance workarounds experiences that crews have developed over time may be lost. In other industries where newer maintenance techniques such as vibration analysis, laser sensing devices or other advanced inspection tools are being used the loss of know-how is likely to be less. Similarly, new facilities containing new equipment should initially be less maintenance intensive giving new hires more time to develop. In contrast, older buildings or equipment probably require more seasoned professionals making it imperative that there knowledge be captured.

What Can Be Done

Good facility managers, human resource professionals and executives should be able to identify their individual situation in a heartbeat. For facilities where a substantial loss of know-how is less important, the alternatives include proper recruitment and training. However, this is also the ideal time for these types of facilities to begin the creation of a knowledge database in order to avoid a repeat of the age impact at a later point in time. For facilities where the loss of know-how will increase maintenance response time as well as subsequent MRO expenses, management must act quickly and decisively to capture the knowledge of older workers and develop training methods or tools that can expedite the knowledge transfer.

Tools For Knowledge Transfer

It would be great if there was one tool that would be the best solution for all industries, complexities as well as all types of facilities. Unfortunately, that tool does not yet exist. The determination of the best tool to use such as an EAM, IWMS, ERP, CAFM and so on is dependent on too many variables to cover in this article. However, we can explain how an Enterprise Asset Management (EAM) system works to address the preceding problems. For this discussion

Enterprise asset management (EAM) differs from Asset Management because it treats the asset from a company (enterprise) perspective. It refers to the management of assets to the benefit of the organization as a whole and not limited to a specific area such as a department, location or division. It includes the entire process from initial planning, designed use, installation, training, operations, maintenance and eventual retirement/replacement.

Properly implementing an EAM brings one other very significant benefit. By tracking the history of each asset from beginning to end, the system collects an enormous amount of maintenance data including but not limited to the original work order request, why work needed to be done, what work was done, who did it, the costs, the parts/inventory needed and the results. Best of Breed EAM solutions make this even easier by integrating mobile hand held devices for near real time data exchange. The result is a very manageable source of data that can be used for training new recruits or increasing operator maintenance skills. Getting The Buy-In The key to a successful implementation is achieving buy-in at all levels.

  • To begin the process Executive management must be sold. Win your case by the numbers. When cash flow is tight non-revenue producing actions are few and far between. Work with your vendor to ascertain a measurable ROI.
  • For Plant and Facility managers the EAM will decrease reactive repairs (lowering emergency overtime labor costs) and minimize downtime as a result of better inspections and preventive maintenance organization
  • For Maintenance teams this means showing them how the system will organize the work flow process giving them more time for proactive maintenance issues as well as greater flexibility in handling reactive/emergency repairs.
  • For Human Resources this means making sure they understand the FTE equivalent of a senior experienced engineer is greater than one. Also make mention that training costs will be lower and employee satisfaction higher.
  • For Bean Counters buy-in can be achieved by utilizing the capital budget analysis piece of the EAM. Good historical data collection enables capital planners to more accurately project the expected retirement or replacement date of an asset. If overtime is an issue then they will love how an EAM can lower labor costs by streamlining the work flow process.

Using The Core Functions Of An EAM

The core features of an EAM include the automation of many maintenance management functions such as inspections, preventive maintenance and work orders. The goal of these features is to provide facilities maintenance the organizational tools necessary to decrease reactive firefighting and increase proactive maintenance functions. The effect is to reduce labor cost, minimize equipment downtime and lengthen the useful life cycle of assets.

Stuart Smith writes about Enterprise Asset Management and Computerized Maintenance Management Software Solutions for Mintek Mobile Data Solutions. Mintek’s Transcendent EAM/CMMS is a leading solution for facilities asset management.

Read online: Why Age Matters For Maintenance Management

]]> http://www.entrepreneurshipwiki.com/why-age-matters-for-maintenance-management-2685.html/feed 0 Changing Business – Consumerism and the Changing Economy – Where We Are http://www.entrepreneurshipwiki.com/changing-business-consumerism-and-the-changing-economy-where-we-are-2680.html http://www.entrepreneurshipwiki.com/changing-business-consumerism-and-the-changing-economy-where-we-are-2680.html#comments Thu, 13 May 2010 08:55:52 +0000 http://www.entrepreneurshipwiki.com/changing-business-consumerism-and-the-changing-economy-where-we-are-2680.html How quickly times can change. It was like a consumer party until the middle of 2008. That all changed in the fall. By the beginning of 2010, the US was still climbing out of the shipwreck with no rescue in sight. A result of the crash was a collapse in home building. While home building is a good economic indicator, there were many other dynamics at play with this period of American economic history. There was a financial panic, reversal of wealth and an extreme credit contraction.

There was a state of risk aversion and credit contraction that caused the deterioration of non residential construction. The savings ratio was out of step with the over the top consumption of the past decades.

Attempts were made by the government to insert itself into the solution. Unfortunately, initial attempts showed short term gains only. We had the cash for clunkers program and the home buyers tax credit. Both showed promise right away but indications were that the benefits were short term and could not be repeated any time soon. Further attempts looked promising but were stealing demand from the future.

History does repeat itself so we can rest assured we will climb back out of this abyss. It is fairly easy to make comparisons to periods of history where we saw significant drops in consumer confidence and expendable income. After all, the great period of innovation that resulted in the industrial revolution was followed by the roaring twenties and later the great depression.

If you would like to learn more about Paul’s books and publications, please visit his publications site at http://dg-one.com or his planning business site at http://devetterplanninggroup.com.

Read online: Changing Business – Consumerism and the Changing Economy – Where We Are

]]> How quickly times can change. It was like a consumer party until the middle of 2008. That all changed in the fall. By the beginning of 2010, the US was still climbing out of the shipwreck with no rescue in sight. A result of the crash was a collapse in home building. While home building is a good economic indicator, there were many other dynamics at play with this period of American economic history. There was a financial panic, reversal of wealth and an extreme credit contraction.

There was a state of risk aversion and credit contraction that caused the deterioration of non residential construction. The savings ratio was out of step with the over the top consumption of the past decades.

Attempts were made by the government to insert itself into the solution. Unfortunately, initial attempts showed short term gains only. We had the cash for clunkers program and the home buyers tax credit. Both showed promise right away but indications were that the benefits were short term and could not be repeated any time soon. Further attempts looked promising but were stealing demand from the future.

History does repeat itself so we can rest assured we will climb back out of this abyss. It is fairly easy to make comparisons to periods of history where we saw significant drops in consumer confidence and expendable income. After all, the great period of innovation that resulted in the industrial revolution was followed by the roaring twenties and later the great depression.

If you would like to learn more about Paul’s books and publications, please visit his publications site at http://dg-one.com or his planning business site at http://devetterplanninggroup.com.

Read online: Changing Business – Consumerism and the Changing Economy – Where We Are

]]> http://www.entrepreneurshipwiki.com/changing-business-consumerism-and-the-changing-economy-where-we-are-2680.html/feed 0 EMR Integration – "Ice Cream, Anyone?" http://www.entrepreneurshipwiki.com/emr-integration-ice-cream-anyone-2676.html http://www.entrepreneurshipwiki.com/emr-integration-ice-cream-anyone-2676.html#comments Thu, 13 May 2010 08:54:52 +0000 http://www.entrepreneurshipwiki.com/emr-integration-ice-cream-anyone-2676.html Do you stand in front of a Baskin Robbins ice cream case trying to figure out which flavor of ice cream to choose? Are there so many flavors that it takes more time to choose your flavor then to eat it? Where am I going with this ice cream questioning, you ask, when you were hoping to hear about EMR integration? Well with all of the different Electronic Medical Records systems available on the market today – over 100 of them and counting – it is apparent that there are as many flavors of EMR systems and EMR integration points as there are flavors of Baskin Robbins ice cream. Additionally, there are as many standards to connect applications, HL7, HL7 Clinical Document Architecture, Continuity of Care Record, EHR-Lab Interoperability, and Connectivity Specification, to name a few, as there are toppings. And finally there are various different ways to serve up integration ice cream – firm, like in a cone, or flexible, like in a paper cup. So like picking an ice cream from the Baskin Robbins case, how does one know the right flavor of integration to choose when dealing with disparate healthcare systems?

the EMR system and your other applications, such as billing or prescribing, are already built and being used elsewhere, then you are a long way down the path to choosing the right integration flavor.

So go ahead and pick your integration ice cream. Just be warned that if you don’t choose carefully you may choose a flavor that you don’t like and it may end up leaving a bad taste in your mouth.


 

At UFC, we believe that the process of choosing how to integrate healthcare applications is a little like choosing your flavor of ice cream and its presentation. It is highly dependent on your mood. Do you want a softer, more flexible interface presentation that provides conversion of one product’s interface to another? Or do you wish to have a more solid, less flexible presentation? We would argue that you need one scoop of both; a softer scoop of integration that allows for interoperability of data between disparate healthcare systems and a solid scoop that allows for compatibility and security with a published interface standard such as HL7. We think that the key is for the interface to be built such that is it compatible with a standard and provides data security but still interoperable with other products that meet the same standard. In other words we need to build connectivity between systems such that the doctor or users do not need to do anything special in order for the systems to talk to one another. Less is more in this case.

Ultimately, here is where the rubber meets the road; or rather the ice cream meets the cone. As a healthcare practice, you will need to have a method of building interoperability between systems that provides you some flexibility but still meets integration standards and security. With all of the confusion out there around interoperability (good grief – the healthcare industry can’t even agree on acronym usage much less interoperability standards), we suggest that you choose an EMR system/provider that is knowledgeable in integration work and has protocols that are used consistently. Better yet, if the connections between

To learn more about the innovative, template-free EMR system that we offer that provides robust integration with other systems please visit our website at www.ufcinc.com or contact us at sales@ufcinc.com.

CEO of UFC, Inc.

Andy Eberhard – aeberhard@ufcinc.com

www.ufcinc.com

Read online: EMR Integration – "Ice Cream, Anyone?"

]]> Do you stand in front of a Baskin Robbins ice cream case trying to figure out which flavor of ice cream to choose? Are there so many flavors that it takes more time to choose your flavor then to eat it? Where am I going with this ice cream questioning, you ask, when you were hoping to hear about EMR integration? Well with all of the different Electronic Medical Records systems available on the market today – over 100 of them and counting – it is apparent that there are as many flavors of EMR systems and EMR integration points as there are flavors of Baskin Robbins ice cream. Additionally, there are as many standards to connect applications, HL7, HL7 Clinical Document Architecture, Continuity of Care Record, EHR-Lab Interoperability, and Connectivity Specification, to name a few, as there are toppings. And finally there are various different ways to serve up integration ice cream – firm, like in a cone, or flexible, like in a paper cup. So like picking an ice cream from the Baskin Robbins case, how does one know the right flavor of integration to choose when dealing with disparate healthcare systems?

the EMR system and your other applications, such as billing or prescribing, are already built and being used elsewhere, then you are a long way down the path to choosing the right integration flavor.

So go ahead and pick your integration ice cream. Just be warned that if you don’t choose carefully you may choose a flavor that you don’t like and it may end up leaving a bad taste in your mouth.


 

At UFC, we believe that the process of choosing how to integrate healthcare applications is a little like choosing your flavor of ice cream and its presentation. It is highly dependent on your mood. Do you want a softer, more flexible interface presentation that provides conversion of one product’s interface to another? Or do you wish to have a more solid, less flexible presentation? We would argue that you need one scoop of both; a softer scoop of integration that allows for interoperability of data between disparate healthcare systems and a solid scoop that allows for compatibility and security with a published interface standard such as HL7. We think that the key is for the interface to be built such that is it compatible with a standard and provides data security but still interoperable with other products that meet the same standard. In other words we need to build connectivity between systems such that the doctor or users do not need to do anything special in order for the systems to talk to one another. Less is more in this case.

Ultimately, here is where the rubber meets the road; or rather the ice cream meets the cone. As a healthcare practice, you will need to have a method of building interoperability between systems that provides you some flexibility but still meets integration standards and security. With all of the confusion out there around interoperability (good grief – the healthcare industry can’t even agree on acronym usage much less interoperability standards), we suggest that you choose an EMR system/provider that is knowledgeable in integration work and has protocols that are used consistently. Better yet, if the connections between

To learn more about the innovative, template-free EMR system that we offer that provides robust integration with other systems please visit our website at www.ufcinc.com or contact us at sales@ufcinc.com.

CEO of UFC, Inc.

Andy Eberhard – aeberhard@ufcinc.com

www.ufcinc.com

Read online: EMR Integration – "Ice Cream, Anyone?"

]]> http://www.entrepreneurshipwiki.com/emr-integration-ice-cream-anyone-2676.html/feed 0 Advertising Business Opportunity :5 Benefits of Online Advertising http://www.entrepreneurshipwiki.com/advertising-business-opportunity-5-benefits-of-online-advertising-2658.html http://www.entrepreneurshipwiki.com/advertising-business-opportunity-5-benefits-of-online-advertising-2658.html#comments Wed, 12 May 2010 06:59:55 +0000 http://www.entrepreneurshipwiki.com/advertising-business-opportunity-5-benefits-of-online-advertising-2658.html Advertising businesshas changed into a terribly lucrative way of marketing goods and services of the company. Online advertising is one methodology of advertising that utilises the Net to supply the selling message that may attract patrons. Web is the main medium that can be employed as an element of web advertising to draw in patrons and spread the name of the company. There are a few examples of website advertising like e-mail selling, banner advertisements or contextual advertisements on assorted search sites. The advantages of advertising business web promoting are : one. Ad beneficial for sellers and consumers. This is jointly advantageous. Sellers use advertising to plug products online by providing a clarification of the important points of products both in price, usability, and advantages of these products.
Customers who come to the site, they know about the diverse products from these ads and can select according to their wishes. Two. Before the web, advertising is restricted to papers, TV and the like. Together with the development of the Net, we can use a spread of methods to publicize our companies either thru e-mail or posting thru numerous internet sites. Thru advertising online permits you to expand the business worldwide, not restricted to place and time. 3. Web is increasing in popularity in accordance with the quantity of folks who use these systems and tools.
Publicize your business with the web ; you’ll be in a position to reach specific target market thru this online facility. This is regularly known as S.E.O Optimize system where you use express keywords for categorical markets. There’s also the term Pay per click or pay-per-click where you have to pay for keywords that you are advertising on the web. Five. Online advertisements can reach each person in the entire world in a small-time period. Some tools or software is provided either free or paid ; where you can select which most closely fit your business. About a good web site can be optimized in one or two months and with time running it’s going to be augmenting visitors and consumers so we get a ROI. Six. Inexpensive net advertising as a source of advertising would cost so much while placing an advertisement in the paper or TV will be dearer than internet promoting for  business planning
The best thing about the Advertising Business Internet Marketing is it provides numerous benefits that usually give positive feedbacks. The benefits of online advertising marketing  is include the following;

• Offers a World Wide Audience – not only can an online advertising introduce the product locally, it can also introduce the product all through out the world. Because the internet covers the whole world. The audience becomes unlimited. It not only introduces the product locally but it also brings it to almost everyone who has online access. This not only increases the popularity of the specific product, but it also helps boost sales and generate more income. This also helps target specific audience through the help of SEOs from multibillion sites.

• Fast and Effective – advertising online can reach anyone and everyone in a small period of time. Compared to televisions and editorials, can reach people even in remote places as long as they have online access.

• Online Advertising is Cheap – the difference between online advertising and television advertising in terms of the amount that one has to pay is great. Television advertising is most expensive while online advertising won’t even cost half the amount needed to pay for a TV commercial.

• It offers a variety of approach – there are many ways and approach to choose from in online advertising. Before the internet was an born, Televisions and newspapers rule the world of advertising. Although they both are effective in promoting the product. Their targets are too much localized compared to online advertising. Advertising online allows you any business to expand globally making it more efficient especially in raising product popularity.

• Provides a mutual benefit between Sellers and Buyers – this is actually a mutual benefit between the consumer and the seller. Online advertising acts is a bulletin for people who visit the site, the sellers provide the necessary information to the advertisers promoting their product which include the price, quality and usability of the product. Potential costumers can then choose what product to buy.

Advertising Business Internet Marketing most uses the World Wide Web as primary medium in product promotion. Because the popularity of the internet it has already reached areas that are normally remote, the effectiveness of online advertising in product promotion and campaign is without a doubt very effective and efficient. The potential to produce income is also greatly enhance due to a great scale of audience. Online marketing  can not only make any online business easier and more convenient, but it can also increase profit almost right away.

MOGOLEMBASSYTURK

Read online: Advertising Business Opportunity :5 Benefits of Online Advertising

]]> Advertising businesshas changed into a terribly lucrative way of marketing goods and services of the company. Online advertising is one methodology of advertising that utilises the Net to supply the selling message that may attract patrons. Web is the main medium that can be employed as an element of web advertising to draw in patrons and spread the name of the company. There are a few examples of website advertising like e-mail selling, banner advertisements or contextual advertisements on assorted search sites. The advantages of advertising business web promoting are : one. Ad beneficial for sellers and consumers. This is jointly advantageous. Sellers use advertising to plug products online by providing a clarification of the important points of products both in price, usability, and advantages of these products.
Customers who come to the site, they know about the diverse products from these ads and can select according to their wishes. Two. Before the web, advertising is restricted to papers, TV and the like. Together with the development of the Net, we can use a spread of methods to publicize our companies either thru e-mail or posting thru numerous internet sites. Thru advertising online permits you to expand the business worldwide, not restricted to place and time. 3. Web is increasing in popularity in accordance with the quantity of folks who use these systems and tools.
Publicize your business with the web ; you’ll be in a position to reach specific target market thru this online facility. This is regularly known as S.E.O Optimize system where you use express keywords for categorical markets. There’s also the term Pay per click or pay-per-click where you have to pay for keywords that you are advertising on the web. Five. Online advertisements can reach each person in the entire world in a small-time period. Some tools or software is provided either free or paid ; where you can select which most closely fit your business. About a good web site can be optimized in one or two months and with time running it’s going to be augmenting visitors and consumers so we get a ROI. Six. Inexpensive net advertising as a source of advertising would cost so much while placing an advertisement in the paper or TV will be dearer than internet promoting for  business planning
The best thing about the Advertising Business Internet Marketing is it provides numerous benefits that usually give positive feedbacks. The benefits of online advertising marketing  is include the following;

• Offers a World Wide Audience – not only can an online advertising introduce the product locally, it can also introduce the product all through out the world. Because the internet covers the whole world. The audience becomes unlimited. It not only introduces the product locally but it also brings it to almost everyone who has online access. This not only increases the popularity of the specific product, but it also helps boost sales and generate more income. This also helps target specific audience through the help of SEOs from multibillion sites.

• Fast and Effective – advertising online can reach anyone and everyone in a small period of time. Compared to televisions and editorials, can reach people even in remote places as long as they have online access.

• Online Advertising is Cheap – the difference between online advertising and television advertising in terms of the amount that one has to pay is great. Television advertising is most expensive while online advertising won’t even cost half the amount needed to pay for a TV commercial.

• It offers a variety of approach – there are many ways and approach to choose from in online advertising. Before the internet was an born, Televisions and newspapers rule the world of advertising. Although they both are effective in promoting the product. Their targets are too much localized compared to online advertising. Advertising online allows you any business to expand globally making it more efficient especially in raising product popularity.

• Provides a mutual benefit between Sellers and Buyers – this is actually a mutual benefit between the consumer and the seller. Online advertising acts is a bulletin for people who visit the site, the sellers provide the necessary information to the advertisers promoting their product which include the price, quality and usability of the product. Potential costumers can then choose what product to buy.

Advertising Business Internet Marketing most uses the World Wide Web as primary medium in product promotion. Because the popularity of the internet it has already reached areas that are normally remote, the effectiveness of online advertising in product promotion and campaign is without a doubt very effective and efficient. The potential to produce income is also greatly enhance due to a great scale of audience. Online marketing  can not only make any online business easier and more convenient, but it can also increase profit almost right away.

MOGOLEMBASSYTURK

Read online: Advertising Business Opportunity :5 Benefits of Online Advertising

]]> http://www.entrepreneurshipwiki.com/advertising-business-opportunity-5-benefits-of-online-advertising-2658.html/feed 0 How to Be Happy in Your Business http://www.entrepreneurshipwiki.com/how-to-be-happy-in-your-business-2644.html http://www.entrepreneurshipwiki.com/how-to-be-happy-in-your-business-2644.html#comments Tue, 11 May 2010 21:54:46 +0000 http://www.entrepreneurshipwiki.com/how-to-be-happy-in-your-business-2644.html In business management you have moments of sheer exhilaration and moments of gloom. Normally, the moments of gloom are caused by customers. I am certain there are some customers that give you a sinking feeling when they approach. This article shows how to make your business life not only happier, but also more profitable.

When you are in business it doesn’t take long to realise that 20 percent of your customers provide around about 80 percent of your profit. The difficulty lies with the other 80 percent of your customers that only provide 20 percent of your profit. What can you do with them?

The figures in the first paragraph are very approximate. However, they do give you the opportunity to carry out the following exercise. Rate your customers as A, B or C. Your A customers are your best. They pay on time, they don’t quibble, nitpick and are perfectly reasonable. Best of all, they are not high maintenance. In other words, they don’t waste your time asking frivolous questions or demanding services that they haven’t paid for.

Your B customers are your most prolific. There are more of them in this category than anywhere else. They are not always on time with their payments, they are reasonable most of the time, they sometimes have difficulty in accepting things they don’t like, but overall they are not too bad. You actually don’t mind dealing with these people because you can probably relate to them quite easily.

Your C customers are ones that you would rather not have. They are a pain in the butt but you cannot afford to sack them. When you have identified them, you will notice that they have similar characteristics. Everything is too expensive, nothing is good enough, they treat you like a low paid worker, they are late with information and payment. They are the typical high maintenance customer.

These are the sort of customer that is never satisfied, no matter what you do. They complain and whinge about everything. It’s these people that make being in business miserable. When you have had to deal with these sorts of customers all day long you question your sanity about being in business.

The secret of being a happy businessperson is to constantly identify your C customers and replace them with A customers. So set up a classification of all your customers and start working on getting rid of the C customers and recruiting A customers. One of the ways of getting rid of your C customers is to let them know that you are no longer operating in their area or you are not going to be supplying their particular goods or services. However, you are quite prepared to recommend them to go and build a relationship with your competition.

Peter L Mitchell is a business consultant who has helped many diverse businesses to increase their profits. He has a wealth of practical experience which he is willing to share freely. Download your free booklet showing 45 practical ways to increase your business profits. It is full of ideas, tips, tactics and strategies for you to apply in your business. Click here http://www.45ways.com.

Read online: How to Be Happy in Your Business

]]> In business management you have moments of sheer exhilaration and moments of gloom. Normally, the moments of gloom are caused by customers. I am certain there are some customers that give you a sinking feeling when they approach. This article shows how to make your business life not only happier, but also more profitable.

When you are in business it doesn’t take long to realise that 20 percent of your customers provide around about 80 percent of your profit. The difficulty lies with the other 80 percent of your customers that only provide 20 percent of your profit. What can you do with them?

The figures in the first paragraph are very approximate. However, they do give you the opportunity to carry out the following exercise. Rate your customers as A, B or C. Your A customers are your best. They pay on time, they don’t quibble, nitpick and are perfectly reasonable. Best of all, they are not high maintenance. In other words, they don’t waste your time asking frivolous questions or demanding services that they haven’t paid for.

Your B customers are your most prolific. There are more of them in this category than anywhere else. They are not always on time with their payments, they are reasonable most of the time, they sometimes have difficulty in accepting things they don’t like, but overall they are not too bad. You actually don’t mind dealing with these people because you can probably relate to them quite easily.

Your C customers are ones that you would rather not have. They are a pain in the butt but you cannot afford to sack them. When you have identified them, you will notice that they have similar characteristics. Everything is too expensive, nothing is good enough, they treat you like a low paid worker, they are late with information and payment. They are the typical high maintenance customer.

These are the sort of customer that is never satisfied, no matter what you do. They complain and whinge about everything. It’s these people that make being in business miserable. When you have had to deal with these sorts of customers all day long you question your sanity about being in business.

The secret of being a happy businessperson is to constantly identify your C customers and replace them with A customers. So set up a classification of all your customers and start working on getting rid of the C customers and recruiting A customers. One of the ways of getting rid of your C customers is to let them know that you are no longer operating in their area or you are not going to be supplying their particular goods or services. However, you are quite prepared to recommend them to go and build a relationship with your competition.

Peter L Mitchell is a business consultant who has helped many diverse businesses to increase their profits. He has a wealth of practical experience which he is willing to share freely. Download your free booklet showing 45 practical ways to increase your business profits. It is full of ideas, tips, tactics and strategies for you to apply in your business. Click here http://www.45ways.com.

Read online: How to Be Happy in Your Business

]]> http://www.entrepreneurshipwiki.com/how-to-be-happy-in-your-business-2644.html/feed 0 Expertise to introduce flange http://www.entrepreneurshipwiki.com/expertise-to-introduce-flange-2639.html http://www.entrepreneurshipwiki.com/expertise-to-introduce-flange-2639.html#comments Tue, 11 May 2010 21:51:40 +0000 http://www.entrepreneurshipwiki.com/expertise-to-introduce-flange-2639.html Billet of metal (excluding plate) the imposition of external force to produce plastic deformation, changes in size, shape and improve the performance, for the manufacture of machine parts, flange, workpieces, tools or methods of forming the rough.

The type and characteristics of forging

When the temperature is over 300-400 ℃ (steel blue brittle region), to 700-800 ℃, the deformation resistance will be reduced dramatically, the deformation can also be significantly improved. In accordance with the temperature in different regions of the forging, forgings for the quality and the different forging process can be divided into cold forging, warm forging, hot forging three molding temperature region. This temperature region was divided into no hard and fast boundaries, generally speaking, in the recrystallization temperature region is called forging hot forging, non-heating of the forging at room temperature is called cold forging.

Forging at low temperatures, the forging of a very small size changes. The following forging at 700 ℃, the formation of small oxide and surface decarburization phenomenon no. Therefore, as long as the deformation can be in the range of forming, cold forging easy access to good dimensional accuracy and surface finish. As long as the temperature control of cooling and lubrication, 700 ℃ temperature and forging the following can also get very good accuracy. Hot forging, as a result of deformation energy and deformation resistance are very small, complex shapes can be forged large forgings. To obtain high dimensional accuracy of forgings, 900-1000 ℃ temperature in hot forging process with the region. In addition, attention should be paid to improving the working environment of hot forging. Forging die life (forging 2-5 1000,

10000 Warm Forging 1-2, 2-5 cold forging 10,000) and other temperature domain is relatively short compared to the forging, but it’s freedom, and low cost.

Blank in the cold forging to produce deformation and work hardening, so that forging die under high load, therefore, need to use high-intensity use of the forging die and bonded to prevent wear and lubricating film rigid approach.

In addition, to prevent the billet crack, intermediate annealing necessary to ensure that the needs of the deformation capacity. In order to maintain good lubrication can be carried out on the blank phosphate processing. The use of bar and wire rod for continuous processing, the current cross-section also can not be dealt with lubrication, lubrication is studying methods of use of the possibility of phosphide.

hongfengflange.com is the leading manufactory and exporter of steel flange in Zhejiang Province of China.We are specialized in manufacturing and exporting Forged Steel flange and Pipe Fittings.Welcome to contact and visit for business.

Read online: Expertise to introduce flange

Entrepreneurship Wiki

]]> Billet of metal (excluding plate) the imposition of external force to produce plastic deformation, changes in size, shape and improve the performance, for the manufacture of machine parts, flange, workpieces, tools or methods of forming the rough.

The type and characteristics of forging

When the temperature is over 300-400 ℃ (steel blue brittle region), to 700-800 ℃, the deformation resistance will be reduced dramatically, the deformation can also be significantly improved. In accordance with the temperature in different regions of the forging, forgings for the quality and the different forging process can be divided into cold forging, warm forging, hot forging three molding temperature region. This temperature region was divided into no hard and fast boundaries, generally speaking, in the recrystallization temperature region is called forging hot forging, non-heating of the forging at room temperature is called cold forging.

Forging at low temperatures, the forging of a very small size changes. The following forging at 700 ℃, the formation of small oxide and surface decarburization phenomenon no. Therefore, as long as the deformation can be in the range of forming, cold forging easy access to good dimensional accuracy and surface finish. As long as the temperature control of cooling and lubrication, 700 ℃ temperature and forging the following can also get very good accuracy. Hot forging, as a result of deformation energy and deformation resistance are very small, complex shapes can be forged large forgings. To obtain high dimensional accuracy of forgings, 900-1000 ℃ temperature in hot forging process with the region. In addition, attention should be paid to improving the working environment of hot forging. Forging die life (forging 2-5 1000,

10000 Warm Forging 1-2, 2-5 cold forging 10,000) and other temperature domain is relatively short compared to the forging, but it’s freedom, and low cost.

Blank in the cold forging to produce deformation and work hardening, so that forging die under high load, therefore, need to use high-intensity use of the forging die and bonded to prevent wear and lubricating film rigid approach.

In addition, to prevent the billet crack, intermediate annealing necessary to ensure that the needs of the deformation capacity. In order to maintain good lubrication can be carried out on the blank phosphate processing. The use of bar and wire rod for continuous processing, the current cross-section also can not be dealt with lubrication, lubrication is studying methods of use of the possibility of phosphide.

hongfengflange.com is the leading manufactory and exporter of steel flange in Zhejiang Province of China.We are specialized in manufacturing and exporting Forged Steel flange and Pipe Fittings.Welcome to contact and visit for business.

Read online: Expertise to introduce flange

Entrepreneurship Wiki

]]> http://www.entrepreneurshipwiki.com/expertise-to-introduce-flange-2639.html/feed 0