...BUSINESS PROCESS CHANGE PLAN GB560 Designing, Improving and Implementing Processes Session # 1205D Bobby Young-Mentgen Kaplan University July 31, 2012 UNIT 1 ASSIGNMENT (With Diagram Response Should Run 2-3 Pages in Length) Q#1 Provide the name of the organization (this must be a real organization and you may use the organization where you currently work; describe the organization’s size and summarize the primary mission of the organization. Don’t simply copy from the organization’s mission statement. CenterPointe is a non-profit health care industry providing treatment, rehabilitation, recovery support and housing for people overcoming addiction or co-occurring mental illness and addiction. The organization, consisting of 5 facilities in Lincoln, Nebraska, serves low-income and indigent men, women and teens based on their beliefs that everyone deserves access to quality treatment and because the community is only healthy as the most vulnerable among us. Over the years CenterPointe has continued to add programs and services to meet the many needs of their consumers. These programs and services include: Residential Treatment, Outpatient Treatment, Youth Services, Community Support & Housing, Adult Day Rehabilitation, PIER, Veteran Services, and Open Studio/Writers’ Workshop. CenterPointe employees 102 individuals throughout their facilities, along with 9 contractual professionals and numerous community volunteers (CenterPointe, Inc., 2012. About us). Q#2 From...
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...BUSINESS PROCESS CHANGE PLAN GB560 Designing, Improving and Implementing Processes Session # 01 Teresa Rose Kaplan University January 26, 2014 Abstract The purpose of this paper is to discuss change process that needs to take place for the Gundersen Health System to become energy independent by the year 2014. Most healthcare organizations do not include the upper management in the process of business. This paper will discuss how to do a change of process to reach the goal of being energy independent, it will show how the change will be a Six Sigma Process. It will look at Capability Maturity Model (CMM). It will touch on Porter’s three – phase process. A current diagram and a change process diagram. The paper will also touch on goals to be placed into affect. It will state the tasks and measurements for the goal. Introduction to Gundersen Health System Gundersen Health Systems was first named Gundersen Lutheran Hospital and was founded in 1902 by the primary Doctor, Adolf Gundersen. It was renamed Gundersen Clinic and Lutheran Hospital, and in 1995 it was name Gundersen Lutheran Inc. It is now known as Gundersen Healthcare Systems. The system is made up of 24 Medical Clinics, 4 Worksite Clinics, 2 Express Care Clinics, 4 Podiatry Clinics, 8 Behavioral Health Clinics, 12 Eye Clinics/Institutes, 2 Sport Medicine Clinics, 4 Reproductive Clinics. It has 3 Affiliated Hospitals,...
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... An assignment will not be accepted for assessment if the declaration appearing above has not been duly completed by the author. Content Section 1 Report Purpose………………………………………………………………………………………3 Organisation………………………………………………………………………………………….3 Business Process Change…………………………………………………………………………3 Capability Maturing Model………………..………………………………………………………..4 Company Strategy…………………………………………………………………………………..4 Section 2 Process Flow Chart…………………………………………………………………………………5 Section 3 Identify one specific activity to be performed within the process change……………6 Measuring human performance and metrics for task completion…………………….7 Balanced Scorecard……………………………………………………………………….8 Fishbone Diagram…………………………………………………………………………9 Perceived value the fishbone diagram………………………………………………….9 Section 4 KPI’s………………………………………………………………………………………..10 Six Sigma, Balanced Scorecard and ISO 9000/9001…………………………………12 Recommend measurement methodology - BSC………………………………………13 Section 5 Flowchart...
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...and current performance is the final step in the six sigma DMAIC approach for process improvement. Answer • Question 2 2 out of 2 points Six Sigma is better applied on manufacturing than service operations. Answer • Question 3 2 out of 2 points Which of the following is FALSE about Quality Function Deployment (QFD)? Answer • Question 4 0 out of 2 points With respect to strategy maps and balanced scorecards, which of the following is FALSE? Answer • Question 5 0 out of 2 points Which of the following is NOT an original component of reengineering? Answer • Question 6 0 out of 2 points Which of the following characteristics makes it EASIER to measure the quality of a service, relative to that of a product or facilitating good? Answer • Question 7 0 out of 2 points Defects per million opportunities (DPMO) and Process Sigma are the most important tools for the Measure Phase of Six Sigma. Answer • Question 8 0 out of 2 points The following are shortcomings associated with analyzing problems “one factor at a time” (also known as OFAT and 1FAT) EXCEPT: Answer • Question 9 0 out of 2 points One aspect that differentiates Six Sigma from other earlier process improvement programs including total quality management and reengineering is that with Six Sigma: Answer • Question 10 2 out of...
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...A CONCEPTUAL VALUE CHAIN MODEL FOR ORIGIN ENERGY 13 Table of Contents EXECUTIVE SUMMARY _____________________________________________________________ c 1 Introduction __________________________________________________________________ 1 2 Background __________________________________________________________________ 2 2.1 Background of Origin Energy ___________________________________________________ 2 3 Literature Review________________________________________________________________ 3 3.1 Supply Chain Management _____________________________________________________ 3 3.2 Quality Improvement Models and Gap Analysis ____________________________________ 4 3.3 Lean and Six Sigma Technology ________________________________________________ 5 4 Discussion & Analysis ____________________________________________________________ 6 4.1 Supply Chain of Origin Energy _________________________________________________ 6 4.2 SWOT Analysis for Origin Energy _______________________________________________ 7 4.3 Supply Chain Operations Reference (SCOR) Model _________________________________ 9 4.4 Conceptual Improvement Model for Supply Chain Management ______________________ 12 4.4.1 Introduction ____________________________________________________________ 12 4.2.2 Assumptions: ___________________________________________________________ 13 4.3.3 Supply Chain Conceptual Improvement Model (SCCIM) _________________________ 13 4.2.4 Key Benefits of the model _________________________________________________...
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...BUSINESS PROCESS CHANGE PLAN GB560 Designing, Improving and Implementing Processes Session # (1202D) Jenna Marerra Kaplan University March 8, 2012 UNIT 1 ASSIGNMENT (With Diagram Response Should Run 2-3 Pages in Length) Q#1 Provide the name of the organization (this must be a real organization and you may use the organization where you currently work; describe the organization’s size and summarize the primary mission of the organization. Don’t simply copy from the organization’s mission statement. I chose to use WalMart for this assignment; WalMart’s primary mission is to bring consumers high quality goods at a low, discounted price. Sam Walton’s original vision was to accomplish this; although WalMart has grown substantially since its initial founding, this mission has not changed. WalMart employs just over 2 million people worldwide and has 8,970 locations. Q#2 From your research of the organization, identify a single Business Process Change that the organization will need to contemplate and undertake in the coming year. These changes can result from new technologies, economic issues, or changes in the marketplace. WalMart has successfully navigated the marketplace over the years, from green initiatives to economic slowdowns. A Business Process Change it currently faces is its employee relations. WalMart has taken a lot of heat recently for its labor relations, with issues running the gambut from wage violations (some employees...
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...Assignment for Course: | ACT5060 | Submitted to: | | Submitted by: | | | | | | Date of Submission: 2014 Title of Assignment: Semester Project: Balanced Scorecard CERTIFICATION OF AUTHORSHIP: I certify that I am the author of this paper and that any assistance I received in its preparation is fully acknowledged and disclosed in the paper. I have also cited any sources from which I used data, ideas or words, either quoted directly or paraphrased. I also certify that this paper was prepared by me specifically for this course. Student's Signature ***************************************************************** Instructor's Grade on Assignment: Instructor's Comments: Ford Motor Company Balanced Scorecard and Strategy Map Contents Executive Summary: 3 Background: 4 Financial Strategy: 7 Customer Strategy: 8 Internal Processes Strategy: 9 Learning and Growth Strategy: 10 Conclusion: 11 References 12 Ford Motor Company Balanced Scorecard and Strategy Map Executive Summary: Ford Motor Company was incorporated June 16, 1903 by Mr. Henry Ford with only $28,000 in capital. Ford Motor Company drew quick success and gained a clear advantage over future competitors with the ability to produce an affordable, efficient and reliable automobile for everyone (scope). In pursuit of efficiency and lowering costs, Ford in 1913 introduced the moving assembly line into his plants, a revolutionary idea that would change the automobile...
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...Abstract Greyhound is an intercity bus carrier serving over 3,800 destinations across the United States, Canada, and Mexico. The company was founded in Hibbing, Minnesota in 1914, and taking the name The Greyhound Corporation in 1929, the company has been based in Dallas, Texas since 1987 (Greyhound, 2015). In 2007, Greyhound's parent company Laidlaw was purchased by British transit company FirstGroup, who agreed to take on Laidlaw's $700 million of debt. It may be assumed that Greyhound may have been committed to reducing this debt by initiating Lean management practices. For these reasons, it may be assumed that these Lean management practices may have negatively impacted the company’s ability to maintain a competitive advantage and guarantee customer satisfaction. Furthermore, it may be assumed that Greyhound’s leadership lack sufficient TQM skills. Thus resulting in low morale, low employee commitment and raising the barriers towards improving TQM (Cătălin, Bogdan, & Dimitrie, 2014). Greyhound Lines Inc.: Quality Management Initiatives Introduction Greyhound is an intercity bus carrier serving over 3,800 destinations across the United States, Canada, and Mexico. The company was founded in Hibbing, Minnesota in 1914, and taking the name The Greyhound Corporation in 1929, the company has been based in Dallas, Texas since 1987 (Greyhound, 2015). Currently, Greyhound is operated by publicly-owned British transportation corporation, First Group (LSE: FGP) that provide...
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...balanced scorecard system an organization goes through four-phases: 1. Strategic Focus – Refine and commit to the organizations’ strategy 2. Assessment –4 steps are involved in this phase a) Audit measures b) Develop new measures as needed c) Apply new measures d) Analyze and report3. Change Planning and Implementation – Implement improvement plans4. Continuous Improvement – a) Track metrics b) Continue improvement c) revisit scorecard cascade. There are several barriers to establishing an effective measurement system:1. Unclear objectives2. Unjustified trust in informal feedback systems3. Entrenched management systems4. Too many measurement systems within an organization 4. Outsourcing It simply means hiring someone from outside the company...
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...Quality Improvement Plan: Part III - Managing and Improving Quality University of Phoenix Measuring Performance Standards HCS/588 Quality Improvement Plan: Part III - Managing and Improving Quality In today’s health care environment, competition remains high and many organizations are seeking new ways to improve their quality of care, as well as remain competitive with other health care organizations in the process. Various methods exist today for organizations to integrate quality improvement strategies to help in the measurement of performance improvements. This paper will discuss:1) several methodologies, the pros and cons that exist with these methods, 2) describe information technology applications, how they may be used to improve patient falls, 3)discuss how benchmarking and milestones are involved in managing the use of quality indicators, and finally,4) describe how performance and quality measures are aligned to an organization’s mission, vision, and strategic plan, and how these measurements align with Self-Regional Hospital’s mission, vision, and strategic plan for improvement. Methods for Quality Improvement Strategies Accidental Falls have become the most commonly reported incident in hospitals today, and Self-Regional Hospital is no exception. Recently, Self-Regional researched and gathered specific fall data that included “mobility/gait, lower-extremity strength, history in fractures, visual, or auditory impairments, dizziness, dehydration, depression...
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...Advantage Q&A with HBS professor Robert S. Kaplan by Martha Lagace Companies often manage strategy in fits and starts. Though executives may formulate an excellent strategy, it easily fades from memory as the organization tackles day-to-day operations issues, doing what HBS professor Robert S. Kaplan calls "fighting fires." A new book due in August by Kaplan and David P. Norton aims to make strategy a continual process. The Execution Premium: Linking Strategy to Operations for Competitive Advantage (HBS Press) shows managers how to weave organizational principles into a more effective management system that respects the differences between strategy and operations yet integrates them in a powerful way. Kaplan and Norton introduced the Balanced Scorecard, a performance measurement system, in 1992. The Execution Premium is their fifth book as coauthors. Kaplan recently explained the ideas behind The Execution Premium and how they bridge the common divide between strategy and operations. Q: What particular issues around execution need to be better addressed in business? A: There are two key issues. First is leadership. Without strong visionary leadership, strategy will not be executed effectively. The second key issue is to recognize that strategy and operations (or tactics) are both important but different. The normal course of events is for companies to focus on day-to-day operations and short-term problem solving. Management meetings focus on fighting fires and fixing problems. Often...
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...Balanced Scorecard The BSC is a planning & management system which can be widely applied to organizations and companies regardless of size or type of business. The technique, extensively used in business and industry, government, and non-profit organizations worldwide, provides a method of aligning business activities to the vision & strategy of the organization, integrating internal & external communications, & keeping a watch on organization performance against strategic goals. It was developed by Robert Kaplan and David Norton of Harvard University in 1990. The line of the balanced scorecard runs deep, and include the revolutionary and path breaking work of General Electric on performance measurement coverage in the late 1950’s and the work of French engineers in the early part of the 20th century in France. Due to the fact that balanced scorecard term is a generic, it is interpreted differently by different people, and in practice, there are wide variations in both understanding and implementation. To some, the balanced scorecard is just a simple control panel indicating performance measures, while to others it is a inclusive planning and management system encompassing the whole organization and planned to focus efforts on business strategy and more significantly on performance and results. The balanced scorecard has steadily developed from its early use as a simple performance measurement framework for non-financial performance measures to a full strategic planning and...
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...Quality Management at Sears Holding Corporation Felicia J Town Keller Graduate School of Management Managing Quality GM588 Professor Taylor October 10, 2011 Quality Management at Sears Holding Corporation Richard Sears, a Minneapolis railway station agent, sold lumber and coal to the local residents to make extra money. One day he received an unwanted shipment of watches from a neighboring jeweler and the light bulb in his head lit up, he was ready to start his own watch company. In 1886 Richard W. Sears began Sears Watch Company with the watches that he purchased for resale. In 1887 he teamed up with a watchmaker Alvah C. Roebuck, a young Indiana native to later form the firm Sears, Roebuck and Co. in 1893. In 1896 the first general catalog was created. By 1945, Sears had opened a retail store on the west side of Chicago and sales exceeded $1 billion. Sears continued to expand and offer a variety of services. It was until the early 1990s that Sears noticed a significant blow to its sales. 1992 was the start of the retail giant’s culture shift from senior management down to the hourly sales associates (Sears, 2011). A deliveryman, clerk, bookkeeper and teacher- these were all the hats worn by Sebastian S. Kresge. His ambition to succeed and his penny-pinching attitude led him to become a successful businessman. Through five and dime stores to Kmart stores, he became a millionaire. In 1966 sales topped the $1 billion mark. Kresge once said, "I think I was successful...
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...Strategic Plan Paper Strategic Plan Paper Riordan Manufacturing recognizes the fact that they are an industry leader in plastic injection molding and supplier of plastic medical devices. Riordan also recognizes that they are not progressing in the industry as they would like. Recognizing the need to create better value products which will increase sales is the first step in this plan for sustainability. Riordan needs to obtain new customers. In order to do this, they must predict customer needs, become familiar with global changes, create better relationships, and secure sustainability. Gaining a competitive edge by utilizing newer technology will help reduce costs. After a closer look at the structure of Riordan, it is believed that several shortfalls exist between the relationship of goals and reality. Riordan is urged to consider the following strategic plan which outlines structure, plan goals, implementation, and evaluation. Riordan Manufacturing is a state-of-the-art plastic industrial company that specializes in plastic injection molding and innovative designs of plastic products and packaging. Because of their progressive thinking and innovative products, Riordan’s has now established a reputation as one of the world’s leading plastic manufacturers as this global enterprise now employs over 500 employees worldwide (University of Phoenix, 2012). In 2000, Riordan’s manufacturing undertook major expansion efforts and because of those efforts, you can now find Riordan’s...
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...Abstract: This paper hypothesises that, whilst Six Sigma as a change and improvement strategy is delivering significant business benefit to practitioner organisations, it has not been successfully adapted to deliver similar benefits across supply chains. It demonstrates by reference to the literature that most published applications of Six Sigma in supply chains are related to the application of traditional internal Six Sigma methodologies to the internal processes of a supplier to the “Six Sigma Organisation”. In this paper, the issues particular to an application of Six Sigma in a broader supply chain context are discussed, with reference to specific supply chain issues. It is concluded that Six Sigma does have something novel to offer organisations over and above the contribution of existing approaches to supply chain improvement, and a conceptual model is proposed that is consistent with the literature and has potential to support such an introduction. Although rooted in the supply chain realm, SCOR adherents see a role for the methodology as the gatekeeper – identifying the projects most likely to render ROI using SCOR, Lean or Six Sigma. There is already a natural link between Lean and Six Sigma at the program and project execution level. The model integrates the Balanced Scorecard, SCOR model (Supply Chain Reference model) and Six Sigma DMAIC (define, measure, analyse and improve) methodology in a two-level framework. This is a strategic-level cycle, developing focused...
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