Advice on HDD hard drive camcorders?
I want to buy a camcorder.I want to pay around £ 200 - £ 300 I will ...... Hard Drives High Definition Good battery life etc. ..... Do not know where to start looking is a site that shows a comparison chart or something? also is it really easy to get video into the PC from these recorders? Any help would be great
To answer the last question first - yes it is very easy to transfer stuff from your camera to your computer. Simply connect the USB and it pops up on your computer. The best thing to do would be to have a look at a couple of shop sites - The PC World, Currys, etc as things are often cheaper there.
Some Great Offers On Camcorder Comparison Chart from Amazon
Benchmarking
Benchmarking Overview:
In 1912 came Henry Ford of The Ford Motor Company men cut meat during a tour of a Chicago slaughterhouse. The carcasses were hanging on hooks mounted on a monorail. After each man performed his job, he will push your body to the next station. Less than six months later, the world's first assembly line began producing magneto in the Ford Highland Park Plant. In other words, the idea that revolutionized modern manufacturing and automotive history was imported from another industry.
• Benchmarking is simple as a concept, but much more involved as a process. The ultimate payoff is that you can get the best of what you do and continuously improve this superiority.
• Benchmarking is a means to identify best practices and apply this knowledge to continuously improve our products, services and systems so that we increase our ability to provide total satisfaction.
• Today, our results are not the same world class standard as a benchmark company. Delta is the competitive difference
• Benchmarking and improving our business as a result means an increase in business performance and competitive advantage.
Key Point: Do Not Just Copies may develop and adjust, and then Advance
Define Performance Objectives:
What does it mean to define performance?
A performance goal is an inventory of your projects output power level that will satisfy the project Critical-To-Quality CTQ (s). It is the planned reduction in error, you plan to achieve to your process or product. Typically this is stated in error per million opportunities (DPMO) reduction and a corresponding target Z-value. The Lean Six Sigma Measure phase, you have set the current process performance. In the Analyze phase you will say what the final results of Lean Six Sigma project will be by statistically defining the objectives of the project. Also, a estimates of the financial services Analyze.
Why is it important to define performance?
It is important to identify your goals measurable improvement to define the level of improvement you want to achieve and provide a focused target against which you can direct your efforts.
If I benchmark the performance standards based on:
• Shutdown of the distance to competition
• exceeded the expected competitive performance
• Similar results in odd enterprises
• Collection of best practices from multiple sources to be the best in class
• To be as good or better than a substitute product / service
If I did not benchmark the performance objectives based on:
• For a process with a 3 Sigma Quality level or less, decreased percentage of defects at 10x and more than 3 Sigma Quality levels decrease% defects by 2x
• If your process is in statistical control (Run Chart or Control Chart), the next improved performance targets are from a capacity investments in facilities, equipment, digitization, etc.
• Corporate mandate
• Compliance / Legal
• Voice of Customer (VOC) data
The key to the best results:
• Be creative and think outside the box
• Consider all organizations, not just corporations
• Review all sectors such as private, public and nonprofit
• Review domestic and international organizations
Benchmarking is a process to constantly searching for the best methods, practices, and processes, and either adopt or adapt their good features and implementing them to become the best of the best.
Key Points: Benchmarking is a continuous process of measuring products, services and practices against the toughest competitors and / or companies, known as leaders
Example: In 1980 Remington Rifle Company, a division of giant DuPont Corporation, had a technical problem it was facing. Market Research showed that customers wanted peel of balls to be shiny. Plant Managers pay little or no attention to this CTQ know Remington had made the quality guns for a very long time. In the vicinity of the plant in Arkansas was a Maybelline cosmetics plant which produces shiny lipstick cartridges about the same size and shape of rifle grenades. Remington realized that the company may have useful information to give and did a site visit. And so the problem was solved.
Benchmarking is:
• A continuous process
• A process of investigation that provides valuable information
• A process to learn from others, a pragmatic quest for ideas
• A time consuming, labor-intensive process requiring discipline
• a useful tool that provides useful information to improve virtually any business process
Benchmarking is not:
• A one-time event
• A process of exploration, which provides simple answers
• Reproduction, imitation
• Quick and easy
• A buzzword, a fad
How Benchmarking used?
• Compare the implementation of an existing process against other companies, best-in-class practice.
• Determine how these companies achieve their performance.
• improving internal performance.
• A performance target is determined using of Zbench, short-sighted, benchmarking, or defect reduction goals.
• Benchmarking is a process to identify best practices, measuring our own practices for them, best practices and adapt the best practices for our own processes.
• Revenue and cost implications are also due for performance analysis.
Process Benchmarking: Look at a similar process in the industry. How are they doing? Can we do the same?
Example: A billing and invoicing process. Citibank is having more customers. They are a robust process for billing and invoicing, adopting their process is called process benchmarking
Pilotage: Implementation of solutions / improvement plans small scale to find if there are any negative consequences
Cost-benefit analysis: if there is investment in implementing a solution, return investment is designed to assess the benefits received and in which duration
Key Points: Benchmarking is a process used to identify, establish and achieve standards of excellence based standards on the actual market situation. It is a process that must be used to control on a continuous basis.
How to Identify the process Benchmark
• Select a process and define the defect and opportunities
• Measure current process capability and establish goals
• Understand the detailed process that must be improved
Select Organization for Benchmark
• Outline industries / functions that perform your process
• Formulate list of world class artists
• Contact the organization and network through to the central contact
Prepare for visit
• Research the organization and the land itself in their processes
• Develop a detailed questionnaire to obtain the desired information
• Setup logistics and send preliminary documents to the organization
Visit the organization
• Feel comfortable with and trust your homework
• Promotion the right atmosphere to maximize results
• Received thank the organization and ensure follow-up if needed
Question & Develop an action plan
• Review team observations and prepare reports for the visit
• Compile list of best practices and match for the improvement needs
• Structural action items, identify owners and move into Improve phase
Retain and Communicate
• Report out to business management and Lean Six Sigma leaders
• Post-performance and / or visit report on local server/6s noticeboard
• Provide information on your company Intranet Benchmarking project database
Key Points: Benchmarking draw on integration of competitive information, practices and results in decision making and communications functions at all levels in the company.
A good starting point is to ask customers, suppliers and distributors, whom the rates do the best job. Moreover, major consulting firms have built voluminous archives of best practices.
Directories, annual reports, brochures and press releases are good sources of historical information, but they are often not good enough if one company wants to compete against a newly introduced product or service.
1st Go to small businesses in your industry and related industries. True innovation often comes from small, inconspicuous undertakings.
2nd Follow the pattern of applications. Not all programs leading to products or services. Still, pattern planes indicates a company direction. Pattern application information can be found in various online and CD-ROM databases.
3rd Track job changes and other activities of industry experts. Search answer to such questions as: Who has the competitors employed? Has the new tenant written assignments or made presentations at conferences? What is the value their expertise to the competitor? If the company is this expertise, it will affect your firm's competitive position?
4th Be aware of licensing agreements. These provide useful information on where, how and when a company may sell a new product or service.
5th Monitor the formation of business contracts and alliances.
6th Find out about new business methods to save your competitors money. What does it mean if a competing insurance company bought thousands of laptops and notebooks printers? Very likely that its claims adjusters will soon write estimates and generate on the spot, saving time and overhead.
7th Track price changes. For example, when luxury goods become cheap enough for mass market, replacing some of the more expensive equipment, such as when home video cameras camcorders ousted in late 1980.
8th Be aware of social changes and changes in consumer tastes and preferences that could change the business climate. Consumers are fickle. During the past 15 years has given way to jogging aerobics, and now was the preferred leisure activity. By anticipating changing fashions, some shoe companies were able to introduce new types of athletic shoes.
Key Point: By exposing organizations and people to new ideas and approaches, benchmarking experience often spores extraordinary insight and innovation.
Ethical Conduct:
Because discussions between benchmarking partners may pose a competitive sensitive data that might rise questions about possible restrictions on trade or other inappropriate business conduct, the Strategic Planning Institute Council on Benchmarking and International Benchmarking Clearinghouse invite all individuals and organizations involved in benchmarking to abide by a code of conduct grounded in ethical business conduct.
The code is based on the following principles and guidelines:
• In benchmarking with competitors, special playing up front, as we do not want to talk about the things that will give either a competitive advantage but rather we will see where we either can mutually improve or gain benefit. Do not discuss costs with competitors if costs are an element of price competition.
• Do not ask competitors for sensitive data or cause the benchmarking partner to feel that sensitive information must be provided to keep the process going. Be ready to provide the same level of information you request. Not share confidential information without prior approval from relevant authorities of both parties.
• Use an ethical third party to collect and blind competitive data, with input from lawyers for the direct competitor comparisons.
• Consult with an attorney if any information gathering procedure is in doubt (eg, before contacting a direct competitor).
• Treat information obtained from a benchmarking partner as internal, privileged information. Any externally need to have partners permission.
Points Key: The hard part of benchmarking is not whether or how you do it, but rather access to information on other companies practices and costs
About the Author
Steven Bonacorsi is a Senior Master Black Belt instructor and coach. Steven Bonacorsi has trained hundreds of Master Black Belts, Black Belts, Green Belts, and Project Sponsors and Executive Leaders in Lean Six Sigma DMAIC and Design for Lean Six Sigma process improvement methodologies.
Steven Bonacorsi
President
sbonacorsi@comcast.net
http://www.sixsigmalive.net
603-401-7047
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