...NEW NEW FEATURES & CAPABILITIES • Cost-effectively leverages and enhances hybrid networks to meet business demands • Delivers support for application-level visibility and reporting • Introduces industry-first optimizations for Microsoft and NetApp applications • Offers Steelhead CX 255 for branch offices — high-speed performance with enterprise-class WAN optimization ACCELERATION EVERYWHERE WITH ENHANCED IT CONTROL AND VISIBILITY With the increased reliability of internet connections and adoption of cloud-based services, businesses want to balance, optimize, and accelerate applications across hybrid private, public, and Internet links to realize cost savings without sacrificing performance. With the Riverbed® Optimization System (RiOS®) 8.5 for the Riverbed® Steelhead® product family, a groundbreaking new path selection technology enables businesses with complex hybrid networks across branch offices to maximize the performance of business-critical and consumer applications while retaining IT control and reducing complexity and costs. In addition, RiOS 8.5: • Delivers support for the Riverbed Cascade® Profiler appliance, providing organizations with visibility and insights on network usage to enable IT to better monitor and deliver high performance for applications. • Offers new industry-first optimizations for Microsoft® and NetApp® applications critical to providing a reliable performance experience to ensure collaboration, productivity, and communication. • Introduces...
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...1 OBJECTIVES.............................................................................................................Page 3 1.2 INTRODUCTION......................................................................................................Page 4 1.3 EQUIPMENTS USED............................................................................................... Page 4 CHAPTER TWO 2.0 METHODS AND PROCEDURES............................................................................Page 5 2.1 PRESENT NETWORK OVERVIEW........................................................................Page 5 2.2 MAIN OFFICE NETWORK......................................................................................Page 7 2.3 SUBNET OFFICE NETWORK.................................................................................Page 7 2.4 BUSY NETWORK SCENARIO...............................................................................Page 7 CHAPTHER THREE 3.0 PROPOSED NETWORK SCENARIO......................................................................Page 9 3.1 TECHNICAL ANALYSIS.........................................................................................Page 9 3.2 DISCUSSIONS.........................................................................................................Page 13 3.3 ESTIMATED COST.................................................................................................Page 13...
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...Learning Objectives Network Design and Management ITT550 Chapter 2: Business & User Requirements 2 List the most important business requirements to gather. Explain the difference information providers and decision makers. Describe some of the business costs of a network failure. List three methods of gathering user requirements. Describe ways to derive technical requirements from non-technical user comments. [Credit to Shapina and Pricislla for their materials.] Requirements from the Business Perspective 3 4 Business Requirements These include: Key Players Major Milestones Funding Levels Types of Business Activity Estimated growth Reliability and Availability Security Web site and Internet connectivity Remote Access Must understand the nature of the business that will use it. If you design a network for your company it is easier for you to match network requirements with business strategy. If not, you need to conduct interview with management and key personnel. 1 Business Requirements: Key Players 5 Business Requirements: Major Milestones 6 Know who to ask. Identify key players & key groups from organization chart. 2 types of key players: Information sources – explain business strategies, long-term plans, business requirements. Decision makers – approve overall network design or establish funding levels. Normally information sources & decision makers are from the same person. However, it can be from different person. Key factor - Timing....
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...Relay Congestion Control CIS532004016-201003: Network Architecture and Analysis TABLE OF CONTENTS Chapter 1- Introduction …………………………………………………………. 3 Chapter 2- Background …………………………………………………………. 4 Chapter 3- Review and Findings ………………………………………………. 11 Chapter 4- Conclusion …………………………………………………………. 12 References ……………………………………………………………………... 13 Frame Relay Congestion Control This document is a study of the principles of congestion control within the frame relay protocol. From examining existing congestion management efforts to up and coming possible solutions there are a multiplicity of efforts intent on solving network congestion issues. These efforts include work by independent research groups as well standards groups like the Internet Engineering Task Force (IETF) and IEEE (802.1Qau - Congestion Notification). Congestion is defined as the condition in which demand exceeds available network resources (i.e., bandwidth or buffer space) for a sustained period of time. Congestion control deals with the resource allocation and traffic management mechanisms that avoid or recover from conditions causing congestive situations. (McDysan, Spohn (1999). The methods for congestion control in frame relay involve congestion management and avoidance. Congestion management attempts to make sure the network never experiences congestion. One method of management attempts to avoid congestion entirely. This involves network designers allocating proper resource allocation...
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...large medical imaging files in a timely and secure manner, they must be able to subscribe to circuits of the appropriate bandwidth at each remote office to address the local needs. Unfortunately, the remoteness of some of these locations have resulted in the limitation of network connectivity options. Therefore, the cost-effective alternative to expensive, high-bandwidth internet circuits is to use a WAN optimization solution. A WAN optimization solution consists of a network appliance at each location that focuses on increasing network performance. It accomplishes this through the use of a combination of data compression, content and object-caching, data deduplication and protocol optimization. A WAN optimization appliance works in conjunction with the available bandwidth at a location. The host site would have an appliance that would build ‘acceleration tunnels’ to each of the appliances located at the remote sites. The appliances at the remote sites would be sized based upon the number of users and the available bandwidth at that location. This solution has a number of advantages. It is a very cost-effective approach. Higher bandwidth circuits in remote areas tend to be expensive. The purchase of network appliances are normally a capital expenditure that can be amortized over the life of the product. This timeframe is normally 3 to 5 years. On the other hand, the addition of larger circuits is an operational expenditure that incurs a higher recurring cost on a monthly basis...
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...Kristin’s Cookie Company Solution This is what the process looks like. [pic] 1. The capacity of the system is based on the output of the bottleneck. The bottleneck is the oven, which can process 60min/10min = 6 dozen orders per hour. This assumes one-dozen order sizes. 2. The throughput time is the sum of the processing times for each of the steps. This equals 8+10+5+2+1=26 minutes. 3. In a four-hour shift you can produce the hourly capacity for each hour. This means that you can produce 4*6=24 dozen in the four hours. However, you have a startup time of 8 minutes and a cleanup time of 8 minutes that must be taken away from the four hours. Thus, you have 60min*4hours= 240 minutes – 16 minutes = 224 minutes (3.73 hours) of available processing time. This means that you can produce 3.73*6 = 22.4 dozen per hour. Rounding down is fine here. 4. You are working 6+2 minutes for each dozen. Over the hour, you do this 6 times so you are working 48 minutes. Your utilization would be 48/60=80%. Your roommate is working 1+2+1 = 4 minutes per dozen. So, 4*6=24 minutes per hour. Your roommate’s utilization would be 24/60=40%. 5. Assuming 6 dozen per hour you can gross 6*5=$30. The material expense is 6*(.1+.6)=$4.20. This leaves $25.80 for you and your roommate. 6. You can do this alone. This would mean that you would have to take over your roommates responsibilities of 4 minutes per dozen. Your new total time would be 12 minutes...
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...1. Why did Jonah suggest “balance the flow with demand” instead of “balance capacity with demand”? How does Jonah define "bottleneck resource"? Is bottleneck a bad thing to have? How did Alex identify the bottleneck resources in his plant? Why was he not able to compare the demand with the capacity to determine bottlenecks? Jonah suggested “balance the flow with demand” instead of “balance capacity with demand” because capacity of the plant is equal to the capacity of its bottlenecks and it would make flow through bottlenecks a little less than the market’s demand. Jonah defines “bottleneck resource” as “any resource whose capacity is equal to or less than the demand placed upon it.” Bottlenecks are neither bad nor good; they just are part of business. Alex identifies the bottleneck resources in his plant by going out on the floor to find the operation that had the most inventory piled in front of it. He was not able to compare the demand with the capacity to determine bottlenecks because it could have taken them years to get all of their information up to date in order to even begin analyzing where bottlenecks exist. 2. Understand the four linear combinations of bottlenecks and non-bottlenecks that Jonah illustrated in Chap 24&25. Use these relationships to explain Stacey's observation on the spread of bottlenecks. Stacey observes that there has been a spread of bottlenecks, or what she assumes to be an increase in the number of bottlenecks in the plant. She believes...
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...Case Report: National Cranberry Cooperative Fill in your name in the header. Please read the Assignment Collaboration Guidelines in Course Syllabus: Collaboration between groups is not allowed; however, if you hear something from some other group, please give a reference. Below, write your answers to Questions 1-4 (on BB/Cases). Your analysis should be based on the assumptions listed in the Syllabus. If you need to make additional assumptions to answer a question, clearly state them, logically defend them, and then proceed to answer the question accordingly. The idea is to answer the questions concisely. Double spacing is preferred, 1.5-line spacing is the minimum (consider the reader’s eye strain). 1. Analyze the current process. Using the process flow map (available on CTools) of the current process at Receiving Plant No.1, mark the capacity and utilization of each of the resources. Show the flows of wet and dry berries separately. First we receive 18,000 barrels over a 12 hour period which leads to a 1,500 bbl/ Hr, Then 75% of 1,500 total berries per hour equal 1,125 bbl/Hr and the remaining 25% or 375 bbl/Hr are dry berries. While our Dumper is holding a capacity of 3,000 bbl/Hr and utilizing only the 1,500 bbl/Hr we are receiving. Those berries would then split up in the dry and wet storage bins. Dry bins have a capacity of 4,000 bbl/Hr which is 16 bins holding 250 bbl/Hr each. Whereas the wet bins kept a storage capacity of 3,200 with 8 bins holding 250 bbl/Hr...
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...The Goal is a very compelling novel. Novel, HUH!! Who ever heard of a novel about a production plant? Well, Eli has made the production managers have quite an epiphany. In one book he might have changed the whole world of cost accounting. Eli approached the production world with a common sense view. Using just one goal, making money, he referenced every activity to it. Eli said, "I view science as nothing more than an understanding of the way the world is and why it is that way." You see, Eli is a physicist, and in being one, has to understand why things work the way they do. His common sense approach is illustrated beautifully in this novel. He has looked at cost accounting from the outside and has developed a whole new system because of it. Everyone from accountants to production managers to CEO’s should read this book. Because of its fundamentals, it should be part of the curriculum of every accounting program. This novel has and continues to help the industry to make strides toward continuous improvement. Chapter One The first chapter gets the reader acquainted with Mr. Alex Rogo and his apparent problems with his production plant. This is shown through a confrontation between Mr. Rogo and his boss Mr. Peach, the Division Vice President. The dispute is over an overdue order #41427. Through their conversation it’s learned that Mr. Peach will not settle for anything less than the order being shipped today, and since the plant is neither productive nor profitable, Alex has...
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...Jennifer Purifoy April 30, 2001 Executive Summary for The Goal: A Process of Ongoing Improvement by Eliyahu M. Goldratt The heart of this story is based around the life of Alex Rogo, Plant Manager for Uniware a division of Unico. After a very upset customer approaches Alex’s boss, Bill Peach, he is given an ultimatum to turn the plant around in three months. Due to the limited amount of time available, there are not many outside tools available such as consultants, surveys, etc. With very few hopes, Alex foresees the inevitable until he remembers his conversation with Jonah, a physicist Alex knew from a previous job. The Goal: It is not until Alex’s job is in jeopardy that he decides to devour into his conversation with Jonah. During the conversation, Jonah asks him several questions to analyze his company’s situation. The conversation leads ultimately to the question, "What is the goal of any business?" After rethinking his conversation, Alex realizes that the goal of any business is to make money. Furthermore, if the goal is to make money any action toward this goal is consider productive and any action not moving towards the goal is nonproductive. Alex unsure of such a simple answer decides to contact Jonah to continue the search for more answers. Measurements: Once Alex contacts Jonah they define the following measurements to define the success of any plant’s production: 1. Throughout = rate that the system is used to generate money through sales. This measurement would...
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...system’s output, but reduces idle time at non-bottlenecks. Later, Alex cuts its batch size into half again in order to accomplish sale goals that Bill suggested. This again improves the plant’s overall operation. When we try to work towards our goal, working busy is not the answer most of the time. We need to work smart so that we can actually produce something that keep pace towards the goal. If Alex did not adjust its flow rate to its bottleneck and kept activating non-bottleneck resources, he would have had to invest more on its bottleneck and other resources to deal with its work-in-process inventory. Also, even though he could have dealt with its work-in-process inventory with increased expense, he still would have had to deal with high level of finished goods inventory. This can be applied not only to the operation process in the plant, but also to everything people does. It is always efficient to find the smart way by questioning current method or state to move towards the goal. ...
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...Bottlenecks in a Process A bottleneck limits the capacity of the process and the data should help indicate it as a bottleneck (Chase, Jacobs, & Aquilano, 2006). The daily process identified in Week One, was the Collection and Invoices of paid and unpaid invoices within a hospital billing department. Through the monitoring of the process for two weeks, a bottleneck was identified. This paper will focus on the bottleneck process and how the Goldratt’s theory of constraints may be applied to alleviate process bottlenecks. Process Bottleneck The ability to identify the bottleneck is important in the analysis to increase capacity as well as to determine the process capacity. Based on the analysis of the flowchart and metric system, the main bottleneck detected was 120 days invoices remained within the facility with no further updates. Since inpatient admissions originate through the emergency room, patients often times provide incorrect contact information or incoherent at time of admission. Once the task of contacting patients was completed, the next task is easier. Patients with accurate contact information, their cases were settled within 60 days, resulting in revenue for the hospital. Goldratt’s Theory The underlying premise of theory of constraints is that organizations can be measured and controlled by variations on three measures: throughput, operational expense, and inventory (Wikipedia). The Goldratt’s Theory uses a process to eliminate the constraints though five steps...
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...Team 3 National Cranberry Cooperative Analysis and recommendations 1. 2. The resource with least capacity determines the maximum long-term achievable throughput rate. Because wet and dry berries follow different routes at RP#1 there will be a maximum achievable throughput for each. The capacity of the dryers is the bottleneck for the wet berries. The maximum throughput for wet berries is 600 bbls/hr. For dry berries the separation process is the bottleneck. The maximum throughput for dry berries is 1200 bbls/hr. The percentage of wet berries to dry berries would affect the throughput rate. Given the current proportion of berries received the capacity of the dryers would be the maximum throughput of the system. The dryers are the system bottleneck. And as the trend of water harvesting continues, this situation worsens. All the process/resources at RP#1 contribute to the throughput but the limitation is the bottleneck. 3. The trucks wait because the processing capacity is less than the system input. And the temporary holding bins are inadequate to buffer the berries coming in and the plants processing capacity. But by using the Theory of Constraints to identify the system bottle necks we are able to discover the root cause of the waits. The large back log of berries is caused by several factors The plant is not currently equipped to handle the supply of wet berries. This problem has likely been increasing over the years as more cranberries are being...
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...Introduction To apply the Theories of Constraints, we will need to express the goal and other measurements then outlining the five-step processes that will identify the bottleneck resources to dictate our throughput and inventory. Operational Measurements Our organizations’ operation will be expressed in three measurements; the goal, throughput, inventory and operational expenses. These measurements will help to keep our resources balanced and help increase the throughput while reducing the inventory and operational expenses at the same time. For the organization, the goal would be to obtain at least $15 million in funding sources within the next two fiscal years. We would pay special attention to the requirements of the competitive awards and would not attempt to complete proposals for awards that we are not currently eligible for. The throughput will be the number of grant proposals that are submitted. Our inventory is measured in open and eligible grants that we have not been completed or submitted. And the operational costs would include personnel costs, fundraising expenses and other resources that are used to complete the proposal process. The Five-Steps of the Theories of Constraints Step 1: Identify the organizational bottleneck(s). After reviewing the budgeted funding pipeline for the year, we only received 35% of the funding we expected between January and July. We found that there were grant proposals that we were eligible for that we did not compete for and...
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...What are the differences in how bottleneck and non-bottleneck work centers are scheduled under TOC? Why are these differences desirable? The theory of constraints scheduling involves the preparation of an exact schedule of jobs for bottleneck work centers, and sequencing the non-bottleneck work centers by a priority-sequencing rule. Any resource whose capacity is equal to or less than the required demand is referred to as a bottleneck. As a consequence the basic principle of TOC systems is that only those work centers that are bottlenecks are of critical concern in scheduling. This is because the bottleneck work centers limit all of the production output of a plant. Further output past the constraint of the bottleneck can be attainable only by improved utilization of the bottleneck facilities, using approaches such as reduced downtime, improved productivity, and reduced changeover times. The objective of TOC scheduling is to maximize throughput. Because the bottleneck resources limit throughput all the efforts are focused on maximizing capacity utilization in these work centers. Therefore, TOC scheduling systems focus on the identification of bottleneck work centers, and the scheduling of these work centers. 2. Why should buffers be located in front of bottleneck work centers under TOC scheduling? How should the size of the buffers be determined? The buffers are located in front of bottleneck work stations because they are a safety net of product stored just in case the...
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