Lean software management case study: Timberline Inc.

This paper is believed to be the first documented account of a full adoption of lean by a software company. Lean techniques were devised by Toyota and other manufacturers over the last 50 years. The techniques are termed lean because they require less resource to produce more product and exceptional quality. Lean ideas have also been successful in service industries and product development. Applying lean to software has been advocated for over 10 years. Timberline, Inc started their lean initiative in Spring 2001 and this paper records their journey, results and lessons learned up to Fall 2003. This case study demonstrates that lean thinking can work successfully for software developers. It also indicates that the extensive lean literature is a valuable source of new ideas for software engineering.

Compendio di gesti del magnanimo et gloriosissimo Signore Sforza, inc[ipiente] dal tempo de la sua natiuità fine a la morte sua, compiliato in vulgare per Antonio Placentino nel anne MCCCCLVIII in Milano sotto lo Illustrissimo Signore Francesco Sforza Duca Duca quarto. (In fine: " Bartholomeus Gambagnola Cremonensis scripsit mandato Mag[nifi]ci domini Marchisini stanghe ducalis secretarii Die uigesimo septembris MCCCCLXXXX primo ". Membran. Con finissime miniature a f. 1 e 5. Il f. 4 è occupato da una mirabile miniatura rappresentante un guerriero a cavallo; sotto, leggesi: " Sfortia Atendolus italicorum ducum clarissimus ". Il suo ritratto è miniato anche a f. 5: nel margine inferiore della prima pagina è quello di Francesco Sforza. Nel corpo del testo molte lettere iniziali sono miniate).

Visconti. Saisi par Louis XII dans la bibliothèque des ducs de Milan à Pavie . N° 1466 du catalogue de 1544 et cote "Des vulgaires italiens pulpito 1°" de la Librairie royale de Blois ; — n° 2826 du catalogue de la Bibliothèque du roi à Paris à la fin du XVIe s.

Letter - Mayor Armour L.McCrae to The Ninety-Nines, Inc.,

A letter written by Mayor of Welland, Armour L. McCrae, to The Ninety-Nines (International Organization of Women Pilots), recommending Mrs. Dorothy Rungeling for the Amelia Earhart Scholarship. The letter reads: "Dear Madam: I am taking this opportunity of writing to you to support the name of Mrs. D. Rungeling for the Amelia Earhart Scholarship. Mrs. Rungeling has brought considerable fame to our city through her activities in the air and has placed second and fifth in recent All Womens Air Races. Perhaps, however, her most outstanding feats have been performed through her support of flying through the medium of our Flying Club. Towards this end, she regularly contributes through her column in the newspaper and was rewarded last year by receiving a National Trophy for her efforts. It would not be out of the way to say that Mrs. Rungeling has meant the difference between our City giving up this Airport or continuing. Her splendid personal triumph and her daily advocacy of flying has made our people flying conscious and we feel that we owe her a debt of gratitude for this fine work. Trusting this communication is in order, I am Yours very truly, Armour L. McCrae, Mayor.

Community and the Recognition of the Other: A Levinasian Examination of The City, Inc. 1987-1992

This case study examines how The City, Inc.’s work within North and South Minneapolis, Minnesota neighborhoods from 1987 and 1992 was framed within a compilation of articles drawn from prominent Twin Cities’ daily newspapers. Positioned within a conceptual framework based on the ethical philosophy of Emmanuel Levinas, this study explores how the idea of community, as constructed and reinforced through organizational initiatives and local print media, impacts the everyday relationships of those within and between communities. Framed within a discourse analysis, Levinasian ethics considers what aspects of community discourse restrict and oppress the relation with the other. The study concludes by suggesting how the identified aspects of conditional belonging, finding the trace, and building community can be valuable in offering an alternative to assessment-style research by considering the relationship and responsibility of the one for the other.

Pelham Cares Inc. fonds, 1980-2015

The beginnings of Pelham Cares occurred in 1982 when the Mayor of Pelham, Eric Bergenstein, received a letter from Janet Hassall, a social worker with Niagara Regional Home Care. Hassall requested that a Social Service Committee be established in Pelham to address gaps in community services, a practice that several other communities in the Region had adopted. Such committees were commonly composed of church parishioners, so Bergenstein contacted Canon J. Nowe of the Holy Trinity Anglican Church, who expressed an interest in participating in such a committee. Bergenstein arranged a meeting in June, 1982 at the United Church Hall in Fonthill, for any interested parties to learn more about the existing Social Service Committees in the Region. The meeting was not part of a Town Council project, but rather an initiative undertaken by Mayor Bergenstein in a personal capacity. Subsequent meetings chaired by Eric Bergenstein were held throughout the remainder of that year, during which the name of Pelham Cares was decided, a steering committee established, and services to be offered were determined. These initially included “visits with the lonely, the shut-ins, at home, hospital or on an outing ; run errands for those who are “stuck”; step in, in emergencies, or regularly, to free a parent or spouse who can’t otherwise get a “break”; in emergencies, provide food, clothing, furniture, medicine and other necessities”. The first official meeting of Pelham Cares occurred in January 1983. Currently, the main services offered by Pelham Cares are a food bank; transportation services to medical appointments; and sponsorship programs to allow youth with limited financial means to participate in sports, recreational and educational activities. The organization also provides emergency food, supplies or short term accommodation due to fire or other catastrophic loss, as well as providing referrals to appropriate organizations or agencies. Pelham Cares is dependent on the funding from community partners such as service clubs, citizens, local businesses, financial institutions and churches. These services are provided by volunteers and one part-time employee. A permanent location for Pelham Cares was established in 2014 with the purchase of a property on Highway 20 East in Fonthill, after a 30 years search for a permanent facility.

Les relations verticales gerees par des contrats, etude theorique et application au contrat d'electricite entre Norsk-Hydro Canada Inc. et Hydro Quebec..

Rapport de recherche

Les stratégies d'organisation syndicale dans les multinationales du secteur des services traditionnels : le cas de Wal-Mart Canada Inc.

Ce mémoire tente d’identifier la nature du lien entre les stratégies d’organisation syndicale et le résultat des campagnes de syndicalisation. À l’aide d’une étude du cas des campagnes d’organisation menées par les Travailleurs et travailleuses unis de l’alimentation et du commerce (TUAC) chez Wal-Mart au Québec, nous avons examiné l’impact que peuvent avoir différentes variables sur le succès d’une campagne. La littérature sur le renouveau syndical nous a permis d’identifier trois types de campagnes, soit la campagne traditionnelle, la campagne intégrale et la campagne de mouvement social, et nous a amenés à postuler que le type de campagne privilégié aura un effet sur l’impact de la campagne. Nos résultats nous permettent d’arriver à trois conclusions. Premièrement, nous notons deux tactiques relevant de la campagne traditionnelle ayant eu un impact positif sur le résultat des campagnes : l’utilisation de la technique du blitz et le recrutement de poteaux solides. Deuxièmement, le degré d’opposition patronale à la syndicalisation semble avoir un impact sur le degré de succès d’une campagne. Troisièmement, l’analyse des résultats nous permet de constater l’impact significatif du cadre juridique. L’un des éléments les plus importants est l’accréditation par décompte des adhésions comparativement à l’accréditation suite à un vote.

Stratégie syndicale et fermeture d'usine en contexte de mondialisation : le cas Paccar inc., usine Kenworth de Sainte-Thérèse

Ce mémoire illustre l'évolution de la stratégie du syndicat des TCA-Québec, unité locale 728 représentant les employés de l'usine Kenworth de Sainte-Thérèse, de la fermeture de l'usine en 1996 jusqu'à sa réouverture en 1999. La littérature démontre que la mondialisation des marchés économiques oblige les syndicats à revoir leur stratégie lors de négociations collectives. Parfois, leur survie en dépend. Les résultats de notre étude de cas permettent de déterminer cinq événements clés où le syndicat local revoit sa stratégie pendant ce conflit de travail médiatisé : la négociation collective, l'échec de la négociation menant à une grève générale, la fermeture de l'usine, l'annonce de la réouverture de l'usine ainsi que sa réouverture. L'ensemble des résultats présentés en corrélation avec le modèle d’analyse de David Weil (1994) présente la planification stratégique de ces cinq événements à partir d’un processus intégré qui peut être décomposé en trois principales étapes : la formulation de la stratégie, sa mise en œuvre et son évaluation. Les faits sont colligés chronologiquement en exposant les transformations de la stratégie du syndicat local par l'identification d'indicateurs conçus à partir des facteurs externes évoqués dans le modèle de Weil (1994), à savoir l'analyse de l'environnement technologique, législatif et social, les priorités dictées par les membres, l'allocation des ressources du syndicat, ainsi que l'analyse de l'évaluation avantage coûts versus bénéfices.