...L O G I L I T Y V O YA G E R S O L U T I O N S An Executive White Paper Four Pillars of Demand Planning Excellence Achieving higher supply chain performance with more powerful, accurate demand planning L O G I L I T Y V O YA G E R S O L U T I O N S An Executive Whitepaper Table of Contents Pillar #1: Go Beyond Simple Forecasting .....3 Pillar #2: Beat the “Devil in the Details” Using a Demand Aggregation Hierarchy........5 Pillar #3: Take Planner Productivity to the Next Level ............................................7 Pillar #4: Make Collaboration a Core Demand Planning Competency ......................8 Four Pillars of Demand Planning Excellence Achieving higher supply chain performance with more powerful, accurate demand planning Executive Overview Estimating future demand is one of the most valuable, but difficult challenges in supply chain optimization. Any discussion of this subject will invariably note that forecasts are always wrong, but absolutely essential to planning business effectively. Demand forecasting provides the crucial forward-looking picture that shapes how a company will deploy its supply chain to take maximum advantage of customer opportunity. “Demand planning” is the effort to increase forecast accuracy and customer service levels through better perceiving, predicting, and shaping the full range of factors that determine how well your product portfolio satisfies market needs. No other aspect of supply chain optimization has greater...
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...Introduction | 3 | Concepts | 6 | Conceptual Discussion | 10 | Implementation of CG & CSR in corporate | 18 | CSR/CG framework | 21 | Bibliography | 30 | I. INTRODUCTION: CSR is concerned with the impacts that the activities of an organization have on the social, environmental and economic environment in which it operates. CG is concerned with the manner in which the senior management or Board of Directors direct, manage and control the organization and relate to shareholders. The concepts cannot be mutually exclusive but merge together, each offering a different yet complementary perspective on the activities of an organization, to form a robust strategic business management tool. The aim of the CSR and CG management system is to define, understand and improve the balance between entrepreneurship and ethical practice. Organizations must demonstrate this core organizational competence, not only to investors but also to other stakeholders, to comply with requirements of the escalating CSR and CG agendas. In other words, directors and managers of organizations must run their businesses profitably yet also be accountable for the impact of the actions of their organizations. Therefore, the key challenge for organizations is to find sustainable solutions that...
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...patient visits to the outpatient facility, it is imperative that while acting in my duty of being the new chief executive officer (CEO) of this hospital, that I teach the employees about CQI. CQI is an acronym for continuous quality improvement, relating to affecting positive change. There are various theories that may be applied to CQI, but there is one pioneer whose theories truly trail blazed a path for others following the study of quality improvement. The pioneer I am referring to is W. Edwards Deming who proposed the Theory of Profound Knowledge. W. Edwards Deming was born in 1900 and was raised on the frontier of Wyoming by his indigent family. He was educated in engineering and physics and also became well versed in statistics. Using his knowledge of statistics, he began to integrate general psychology theories and found new ways to promote positive changes in the workplace. He created his Theory of Profound Knowledge by combining multiple principles of statistical thinking and psychology ("About Dr," n.d.). The Theory of Profound knowledge rests on its four pillars: Systems thinking, Process variation, Theory of knowledge, and Psychology. Deming ties all four of these “schools of thought” together in order to create an incredibly efficient and measurable system to be used by managers in order to improve quality and workmanship in the workplace. “Systems thinking” is an idea that is based on the general principle that it is best to have everything structured, and...
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... Răzvan Botea 361067 Bogdan Larion 361068 Rotterdam 2012 Executive Summary This HR plan analyzes GDF Suez. It starts with a brief description of each of the pilllars of HR management. Next, we identified the main problem of GDF Suez, which is related to the performance and evaluation pillar. The main reason for that lies in the fact that the tool GDF Suez is using nowadays to analyze the performance of the employees does not have the desired results. The report also contains a SWOT analysis of the company, which consists of a short description of the internal strengths and weaknesses the company possesses but also a short description of the external opportunities and threats. Then the report frames GDF Suez’s problem with the HR theory, and points some of the possible methods that can cope with the problem. The report ends with the recommendations to the company. The main points of the recomendations are that the SMART model should be used to indentify which the parameters that should be evaluated are and that the evaluation should be done by more than one manager to reduce possible bias. The report concludes with the remark that the HR pillars should be connected to each other and should support the strategy of GDF Suez. Table of contents Chapter 1: Introduction 4 Chapter 2: Problem definition 5 Chapter 3: SWOT Analysis 6 Chapter...
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...There are inductions, contract of employment and there is a policy, which is send to everybody that they suppose to read.” (Head of Risk Policy, Governance and Reporting) The internal policy is available on the intranet, the internal webpage, and is very feasible. (Head of Risk Policy, Governance and Reporting) Moreover, there is a dedicated phone line, employees can call, as well as multiple ways of raising the concern internally. It can be reported directly to the non-executive director. (Head of Group Internal Audit; Head of Risk Policy, Governance and Reporting) The organization regularly review and update the whistleblowing policy. Once it is updated, it is communicated to all the employees about the recent changes. (Head of HR Business Partnering) The non-executive director is responsible for the whistleblowing process and it provides the independence in the oversight. (Head of Group Internal Audit; Head of Risk Policy, Governance and...
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... receive care, and work. In 1953 Donald E. Sharp donated $500,000 and the first hospital was built and opened in 1955. Today Sharp Healthcare is the largest regional integrated health system in San Diego County with a more than a quarter share of the health care market. Discussed in the following will be the internal and external factors that define Sharp. In the 1980s Sharp’s strategy was to embark on a mission to develop a vertically integrated health care network of facilities and providers. Today Sharp operates four acute-care hospitals, three specialty hospitals, three affiliated medical groups, a health plan, four long-term care facilities, a liability insurance company, and two philanthropic foundations. Sharp is licensed to operate 1,870 beds, provides care to approximately 785,000 individuals annually including 350,000 HMO enrollees (Sharp, 2007). Internal Factors September of 2001 Sharp HealthCare launched “The Sharp Experience” an initiative to enhance performance improvement. The initiative was designed to transform the health care experience. Everything at Sharp from performance evaluations, meeting agendas, and strategic planning is aligned with the six pillars of excellence. The six pillars of excellence are Quality, Service, People, Finance, Growth, and Community. The pillars of excellence is designed to reconnect the hearts, minds, and attitudes of more than 14,000 team members, 2,000 volunteers, and more than 2,600 affiliated physicians. To work with a purpose...
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...MODULE 3 Organisational Quality and Performance Management (M3) CASE STUDY BBC Broadcasting & Presentation CASE: BBC BROADCASTING & PRESENTATION EXECUTIVE SUMMARY 4 QUESTION 1 – DISCUSS THE ISSUES OF MEASUREMENT IN AN ORGANISATION SUCH AS THIS ONE, AND EVALUATE THE APPROACH TAKEN TO MEASUREMENT ‘RECOMMENDED’ BY THE BBC. 6 • MISSION STATEMENT 6 • MEASURABLE OBJECTIVES 7 • CRITICAL SUCCESS FACTORS & KEY PERFORMANCE INDICATORS 7 QUESTION 2 – HOW SHOULD THE SENIOR TEAM IN BBC BROADCASTING & PRESENTATION DEVELOP THEIR THINKING TO SUSTAIN THE MOMENTUM OF TOTAL QUALITY/BUSINESS EXCELLENCE? 8 Conclusion: 13 Bibliography 14 EXECUTIVE SUMMARY The document provided is based on the case study of “BBC Broadcasting & Presentation” and the associated questions pertaining to the paper and reflects an in-depth study of the organisation and integrated application related to “Organisational Quality and Performance Management (M3)” and would include comments or suggestions for / or within the context of the description of the case. It is summarised as follows: Broadcasting & Presentation is the department responsible for the promotion and on-air branding for all the BBC’s channels, which includes commercial channels and public service. Currently there are almost 600 staff employed and 25% of the department’s income derives from new business – launching of new commercial and public service channels. As a result a need arose to understand how the department...
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...Business and Sustainability Write an essay on the following topic: Based on your personal definition of sustainability, how committed are organisations to sustainability practices? What changes in corporate strategy and policy are necessary in the journey to sustainable business? Illustrate your answer with examples. Introduction Conducting business in the global economy, enterprises are under more communities’ scrutiny on their operations (Dey & Sircar, 2012). Moreover, sustainability is considered as the focal point of enterprises in creating shareholder value, performing management practices (Epstein, 2008), instrumental to survival in an increased competitive environment (Eweje, 2011), and achieving competitive advantages (Galbreath, 2011). As a result, this issue draws much attention from a broad base of stakeholders, comprising of customers, communities, employees, governments, and shareholders (Hess & Warren, 2008; Eweje, 2011). However, how to employ sustainability has remained a challenge for business leaders (Epstein & Buhovac, 2010). Accordingly, sustainability is commonly executed “more coincidentally than with a clear strategy” (Baumgartner & Ebner, 2010, p. 77). To obtain a deeper understanding of the topic, this essay begins with exploring the definition of sustainability. Followed by which is the investigation of how committed organisations are. Thereafter, the way to incorporate sustainability in companies is examined. Finally...
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...1 Executive Summary 3 2 Discuss the issues of measurement in an organisation such as this one, and evaluate the approach taken to measurement “recommended” by the BBC. Key Success Factors Identify and Measure the organisation {SWOT&PEST) Key Performance Indicators Balance Scorecard Appraisal & Review of Business Policy Measurement 4 4 5 6 7 9 3 How should the senior team in BBC Broadcasting & Presentation develop their thinking to sustain the momentum of total quality/business excellence? Pillars and Dimensions of Total Quality Management Customer Focus Continuous Improvement Employee Investment and Empowerment Systems Thinking Plan-Do-Check-Act Cycle Leadership Customer Focus through Customer Relationship Management (CRM) European Forum for Quality Management (EFQM) Balance Scorecard Programme Management Process (BSPM) Establishment and set up of Programme Office Strategic Analysis Strategic Development Strategic Implementation Strategic Implementation: Measure and Appraise 10 11 11 12 14 14 15 16 16 17 19 19 21 22 22 23 4 Conclusion 24 5 Bibliography 25 Executive Summary BBC Broadcasting & Presentation began their quality journey when their mission statement was emerged out of a lengthy process. They develop objectives that connected to their mission. To deliver their mission they had critical success factors and key performance indicators than linked to the critical...
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...CONTENTS 1 Executive Summary On the surface it would appear that British Telecom has addressed each area of TQM in their effort to implement a QMS system. They have had good financial results. Their people/staff satisfaction is high. Their customer satisfaction index high and are termed “loyal”. What really happened was that they had not implemented TQM correctly. In their attempt to focus on the customer they had neglected their staff. During Project Sovereign BT lost 130 000 staff members. This may have been because the strategy and vision was not shared with all the staff. The outcome was however that they probably lost many good people. The main component that was missing from their TQM implementation was Systems Thinking. They did not implement a system that allowed issues which required improvement to become new projects. Thus even though they claimed they were continuously improving, there were very few new initiatives. Prepared by: Deon du Plessis Page 2 of 19 Created on 04/04/15 Individual Examination: British Telecom Individual Examination: British Telecom The solution will be to become a true BSPM learning organisation. This will involve some more changes to the structure where the continuous improvement projects will be programme managed across the value chain. 2 Question1: What role has the Quality Management system and the ISO 9001 standard played in BT’s total quality journey? If one looks at the ideal QMS system as portrayed...
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...Insight Report The Global Competitiveness Report 2014–2015 Klaus Schwab, World Economic Forum Insight Report The Global Competitiveness Report 2014–2015 Full Data Edition Professor Klaus Schwab World Economic Forum Editor Professor Xavier Sala-i-Martín Columbia University Chief Advisor of The Global Competitiveness and Benchmarking Network © 2014 World Economic Forum World Economic Forum Geneva The Global Competitiveness Report 2014–2015: Full Data Edition is published by the World Economic Forum within the framework of The Global Competitiveness and Benchmarking Network. Copyright © 2014 by the World Economic Forum Professor Klaus Schwab Executive Chairman All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, or otherwise without the prior permission of the World Economic Forum. Professor Xavier Sala-i-Martín Chief Advisor of The Global Competitiveness and Benchmarking Network Espen Barth Eide Managing Director and Member of the Managing Board ISBN-13: 978-92-95044-98-2 ISBN-10: 92-95044-98-3 Jennifer Blanke Chief Economist This book is printed on paper suitable for recycling and made from fully managed and sustained forest sources. THE GLOBAL COMPETITIVENESS AND BENCHMARKING NETWORK Margareta Drzeniek Hanouz, Head of the Global Competitiveness and Benchmarking Network and Lead ...
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...Advanced Strategy Case Ingersoll Rand Victoria Antsiferova, Student ID: 20117747 MBA 555 Business strategy Laura Williamson March 20, 2016 Table of Contents: Introduction………………………………………………...………………..…………………..3 Ingersoll Rand company overview..………………………...………………………….………3 Case study…………………...…….…………………………………………………………….4 Strategic analysis of I.R……...……………………………………………………...................9 References…………………………………………………………………………………..…10 Introduction The purpose of this Case Study Analysis is to implement the knowledge that was gained during the course MBA 555 Business strategy. In the first part of the analysis will be described the history of the company, its products, the key success factors and the changes that were made within the organization. Besides, in the second part will be disclosed the strategy and the impact it had at the company’s appearance at the market. At the end of the work will be written the conclusion to sum up the core ideas of the analysis and will be given the list of references. Ingersoll Rand company overview To start with, Ingersoll Rand Inc. represents itself as a branch industrial organization which headquarters are located in Dublin, Ireland. The general American administrative staff is in Charlotte, North Carolina. The European headquarters of the company were located in the Belgian cities : Zaventem and Saint-Stephens. The history "Ingersoll-Rand" has begun in 1871 when the "Ingersoll Rock Drill Company" was established...
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...effected by whatever decision is made? Jason Tybell---has a right to be treated fairly, evaluated by the firm and counseled by his mentor n an honest and open manner. He should serve respectfully. William Jackson---as Jason’s mentor, he should treat him fairly, and advise him how he should act to operate to perform properly. Jason’s senior--- should evaluate the performance prudently. The clients---have a right to expect high quality performance from auditors. Company---should prepare reliable evaluation system and give honest evaluations to every employee. 4. Identify the relevant accounting ethics standards - feel free to about how “due care,” “honesty,” “integrity,” “objectivity and independence” all come into play. Due care in carrying out professional responsibilities with concern for the best interests for whom the services performed—exercising care and caution in giving advice and service. Objectivity―not influenced by someone’s feelings or opinions; considering only fact, the compliments and the evaluation. 5. Identify the operational issues Is the performance evaluation system is reliable to judge employees’...
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...A Proposal for the Standardization of Corporate Responsibility In Response to the Presidential Commission from the desk of the President - Barak Obama CR 503 – Business and Society I. Presidential Commission President Obama, heading a special commission, has requested a draft for a National Code of Corporate Responsibility. Once completed, the Code will be widely disseminated as a national blueprint for proper business conduct. It is, therefore, imperative that the new code contain the necessary business, social and ethical policies that will lift the American corporate community out of its disreputable position and accelerate its return to global superiority -- as both economically productive and socially/morally unassailable. There are two aspects to the Corporate Responsibility Code which the President wants addressed. First, what conduct or practice rules, principles or policies should be in place for corporations, and how they function as business entities, interacting with other institutions and with individual members of the public? Secondly, what conduct or practice rules, principles or policies should be in place for individual business managers, and how they function and relate to their subordinates, their stockholders, and members of the public? Your assignment is to draft the two parts of this Code. Congress will only approve the new Corporate Responsibility Code that is proposed if it addresses key issues for both corporate conduct...
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...Table of Contents Executive Summary 2 1 The Major Problems in the Case 3 1.1 Problem Analysis 3 1.2 Lack of Organisational Strategy 3 1.3 Poor Leadership 4 1.4 Lack of Learning 5 1.5 Lack of Systems 6 1.6 Poor Communication 6 2 Leadership at the Top and Functional Management Levels of the Organisation 7 3 Reichart’s Leadership and Managerial Abilities 10 3.1 There is no blame 11 3.2 A Shift of Mind 11 4 Recommendations Regarding Transformation and Change to Ensure Effective and Efficient Functioning of the Organisation 12 4.1 Managing Organisational Change 13 4.2 Apply Leadership 14 4.3 Design Effective Organisational Structure 16 4.4 Managing Resistance to Change 17 Bibliography 20 Executive Summary While analysing the case study of the Trophy Project the findings will show the major problems identified and to determine the root cause of the problems. The findings will show how the lack of leadership has resulted in poor or no organisational strategy. Through analysing the lack of behavioural, structural and operational strategy we see the effect it has on the overall organisation and its inadequacies’. It will show the importance of these strategies together with effective leadership and how executing the strategic goals in an integrative manner can lead transformational change, continuous improvement and the building of a learning organisation. The group identified the major problems within the Trophy case as the...
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