...timizing an organization's supply base and improving the overall value proposition. What it is Focused on the Total Cost of Ownership (TCO) incorporating customer needs, organizational goals, and market conditions Getting the best product/service at the best value G tti th b t d t/ i t th b t l Driven by a rigorous and collaborative approach Addresses all levers for savings Decisions based on fact based analysis and market Decisions based on fact based analysis and market intelligence A continuous process What it is NOT Focused ONLY on cost Getting the cheapest product/service G tti th h t d t/ i Ad‐hoc activities involving only purchasing Focused on “beating up suppliers” Decisions based on opinion, unjustified preference, Decisions based on opinion unjustified preference or complacency A one‐time project or decision Page 1 Scope of Strategic Sourcing? The scope of strategic sourcing extends beyond supplier price negotiation and takes into account the total cost of ownership Amount paid to suppliers Purchase Price Demand Drivers Specifications ocu e e t Procurement Practices Internal Processes Inventory Inventory Practices Total acquisition cost Internal Policies & Procedures Operational Operational Practices Page 2 Advantages of Strategic Sourcing? Create C t partnerships with suppliers Best practice sharing Cost savings Access to new suppliers Strategic Sourcing Increase quality Improve operational efficiency...
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...OPERATIONS MANAGEMENT 1.1 Outline the steps involved in Benchmarking. Introduction Benchmarking is the process of measuring an organisation’s internal processes then identifying, understanding and adapting outstanding practices from other organisations considered to be best – in – class. The essence of benchmarking is the process of borrowing ideas and adapting them to gain competitive advantage. It is a tool for continuous improvement, for e.g the Ministry of Civil Service and Administrative reform initiatives and maintains links with other organisations at national and international levels, so as to keep track of latest development in public management practices. BENCHMARKING CONCEPT Benchmarking is a way to go backstage and watch another company’s performance from the wings where all stage tricks and realignments are visible. This can be illustrated as follows: What is our performance level? How do we do it? What are others performance levels? How did they get there? Creative Adaptation Adapted from the Benchmarking Concept : Institute of Industrial Engineers (Page 208), 1995. Breakthrough Performance Benchmarking involves setting standards for business operations based on the best practice that can be found. For example, a business targeting rapid and significant growth may choose comparisons with an established market leader. The term “benchmarking” emerged when the idea took ground in US during 1980s when Xerox, Ford...
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...DIRECTORATE STRATEGY TO CHANGE CULTURE SCHOOL PARTNERSHIPS FOUNDATION LEARNING TIER ADDITIONAL LEARNING SUPPORT Contents Page College Vision, Mission and Values 3 Existing Cultures 4 Overarching College Priorities 4 Bringing about culture change 5 The 5 step journey 6 Roles & Responsibilities 8 Communication & embedding the values 9 Benchmarking 9 Training & Development needs 9 Significant barriers and overcoming them 10 Priorities 11 College Vision, Mission and Values The Strategic Vision For The Merged College Is: “An inspirational organisation that delivers excellence” Mission Statement: “To provide high-quality education and training that is inclusive, and which matches and supports the needs of our diverse learners and the local and regional economy” Corporate Values: ▪ Place learners at the heart of everything we do ▪ Promote a progressive, inspirational and dynamic approach to teaching and learning which responds to learners ▪ Create an environment and ethos which encourages learning and skills development ▪ Promote and provide opportunities for successful participation in education for people from all backgrounds and abilities ▪ Strive for excellence in all aspects of college business ▪ Encourage staff to embrace challenging professional standards and raise...
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...Classification and Privacy: A foundation for compliance Brian Markham, CISA University of Maryland at College Park Office of Information Technology Goals for today: Give you a solid understanding of both Data Classification and Data Privacy with respect to compliance; Link data classification and privacy to ongoing compliance issues; Discuss various best practices, methodologies, and approaches that you can take with you; Do my best to answer any questions you may have on audit related issues regarding these topics. So...who am I? IT Compliance Specialist @ the Office of Information Technology at UMCP Responsible for audit and compliance initiatives within OIT Formerly employed by KPMG LLP and Grant Thornton LLP as an IS Auditor Have worked with many federal, state, and local governments as well as public companies, hospitals, and not-for-profits. Why do we want to be in compliance? No one likes audit findings; Reduces organizational risk; Processes based on best practice and widely adopted standards are more effective than ad-hoc processes; Systems and data are more secure as a result of good internal control practices. What is Data Privacy? Data Privacy - the relationship between technology and the legal right to, or public expectation of privacy in the collection and sharing of data. The U.S. has trailed the E.U. and other countries in data privacy regulations and legislation; Passed Legislation: HIPAA, Gramm-Leach-Bliley, COPPA; Proposed Legislation: Data Accountability...
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...http://tqmgroups.blogspot.com/p/benchmarking.html “Benchmarking is simply the process of measuring the performance of one's company against the best in the same or another industry. Benchmarking is not a complex concept but it should not be taken too lightly. Benchmarking is basically learning from others. It is using the knowledge and the experience of others to improve the organization. It is analyzing the performance and noting the strengths and weaknesses of the organization and assessing what must be done to improve. REASONS FOR BENCHMARKING There are several reasons that benchmarking is becoming more commonly used in industry; • Benchmarking is a more efficient way to make improvements. Managers can eliminate trial and error process improvements. Practicing benchmarking focuses on tailoring existing processes to fit within the organization. • Benchmarking speeds up organization’s ability to make improvements. • Compare business practices with those of world class organizations • Challenge current practices and processes • Create improved goals and practices for the organization • Change the perspective of executives and managers. OBJECTIVES OF BENCHMARKING ϖ Becoming competitive ϖ Improving industry best practices ϖ Defining customer requirement ϖ Establishing effective goals and objectives ϖ Developing the measures of productivity ...
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...Best Practices for Sustaining Distance Training in the WorkplaceAndrew Gibson, Zane L. BergeUSAAbstracteLearning initiatives, powered by cutting edge technology, have the ability to offer just-in-time and just-in-case training designed to facilitate performance improvement and creativity. When compared with time-consuming traditional training methods, elearning can offer immediate results and this has led many to implement it with haste. However, while proficient human resource management and financial planning can lead to the establishment of an elearning solution, failure to take further steps necessary to affect cultural change within the organization may, in the long term, seriously jeopardize the prospect of making such a strategy sustainable. This paper explores examples of best practice in managing the factors necessary for elearning sustainability, namely: detailed planning, creation of a sound business case, involvement of champions, harnessing of technology, transitioning, a blended solution, and sustained evaluation.IntroductionBerge and Kearsley (2003) state that in many cases, “even after distance training has been successfully implemented, sustaining it remains a struggle” (p.6). This need not be the case. The impact of elearning can be immediate (David, 2006). It can offer significant cost-savings. However, the move to elearning must be more than convincing executives to fund a pilot; more than succeeding in the short term, or boasting about initial financial...
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...Benchmarking Supply Chain Management: Finding Best Practices By Bjørn Andersen, Tom Fagerhaug, and Stine Randmæl SINTEF Industrial Management, Trondheim, Norway Jürgen Schuldmaier, Profactor, Steyr, Austria ABSTRACT This paper represents a more popularized adaptation of the complete report written (Fagerhaug, Randmæl, Andersen, 1998) as documentation of the benchmarking activity in the project SMArTMAN SME. The objective of using benchmarking in the SMArTMAN SME project was to increase the knowledge about the supply chain management process and to enable the industrial partners to learn from the best practice. This was done through identification and study of other enterprises in Europe and their processes. The two key findings from the benchmarking studies are: 1. A set of flow charts that portray what we consider to be a best practice process spanning the areas of procurement and supply chain management. This process has been designed by merging the best elements from each of the benchmarking partners’ processes into one generic process. 2. Descriptions of practices observed at the benchmarking partners’ that seem to be of “best practice” level and which were not suited for inclusion in the flow charts. 1 The SMArTMAN SME Project The European machine manufacturing industry consists mainly of SMEs, since in most cases the product, a machine, is not suitable for mass production. These European Machine Manufacturing SMEs (MM-SMEs) are forced by the increasing ...
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...“Analyzing the Compliance practice of With respect to Worldwide Responsible Accredited Production (WRAP)” A Study On Clifton Textile & Apparels Ltd, Baizid Bostami, Chittagong. (THIS INTERNSHIP REPORT IS SUBMITTED FOR THE PARTIAL FULFILLMENT OF THE DEGREE OF BACHELOR OF BUSINESS ADMINISTRATION WITH A MAJOR IN HRM) Prepared By: Abdullah Al Mamun Matric No: R101195 Program : MBA Semester : Autumn 2011 Internship Duration: 1st September, 2011 to 1st December, 2011 Submission Date: 11th June, 2011 Department of Business Administration Faculty of Business Studies International Islamic University Chittagong “Analyzing the Compliance practice of With respect to Worldwide Responsible Accredited Production (WRAP)” A Study On Clifton Textile & Apparels Ltd, Baizid Bostami, Chittagong. (THIS INTERNSHIP REPORT IS SUBMITTED FOR THE PARTIAL FULFILLMENT OF THE DEGREE OF BACHELOR OF BUSINESS ADMINISTRATION WITH A MAJOR IN HRM) Prepared By: Abdullah Al Mamun Matric No: R101195 Program : MBA Semester : Autumn 2011 Supervised By: Mr. Abdullah Ahsan Mamun Lecturer, DBA, IIUC Internship Duration: 1st September, 2011 to 1st December, 2011 Submission Date: 11th June, 2011 ____________________ Signature of Supervisor Department of Business Administration ...
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...Benchmarking: A permanent Process for Excellence Benchmarking is a process in which organizations evaluate various aspects of their processes in relation to best practices, usually within their own sector. It is also a process of identifying other organizations that are best at some facet of our operations and then modeling our organization after them (Operations Management, 9/e, Jay Heizer & Barry Render). It selects a demonstrated standard of performance that represents the very best performance for a process or activity. Benchmarking is `the continuous process of measuring products, services and practices against the toughest competitors or those companies recognized as industry leaders, (that is) ... the search for industry best practices that will lead to superior performance (Camp, 1989, 10). According to these definitions benchmarking helps organizations increase their performance. They compare and measure their policies, practices, philosophies, and performance measures against those of high-performing organizations. Benchmarking could be a onetime event but rather a continuous process in which organizations continually seek to challenge their practices. It is a continuous, systematic process of measuring products, services and practices against organizations regarded to be superior with the aim of rectifying any performance ``gaps’’ because of the existence of strong dynamics in the current business world. The aim of benchmarking is to identify competitive...
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...bandaging. Abstract Part of the role of the mentor is to “facilitate the selection of appropriate learning strategies to integrate learning from practice and academic experiences” (NMC SLAiP Standards 2008). Assessing and carrying out leg ulcer dressings is a vital part of working as a community nurse and this report describes how I as a mentor facilitated a student to assist with this activity and identifies some of the range of facilitative strategies to support learning in practice. It describes carrying out an activity, from preparation, implementation and evaluation of the activity, assisting my student to to evaluate her own learning, identify further learning needs and planning and management of how these learning needs can be met. Overall this report demonstrates how supervising a student in a learning situation, setting learning objectives and giving feedback are all part of the role of the mentorship. Background and introduction to the activity Student S is a year two semester two student nurse currently on her second week of a nine week community placement. At this stage she should be using evidence based practice and focusing on the service user. Student S has identified that wound care, rationale behind different dressings and types of bandaging is an area where she needs to gain more knowledge. Further practice in the practical aspects of using aseptic non touch technique and physically applying bandages was also identified as a learning need. Prior to going...
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...antifungal cremes cleansers and moisturizers. For 42 years, all Coloplast operations were contained within Denmark, however 97% of its revenue was generated by exporting its products beyond its national borders. In 1999 the company changed its philosophy and began to investigate off shoring its production facilities. In 2001 the first Coloplast production facility opened its doors outside of Denmark. The expansion took place in Tatabanya Hungary. This location was chosen because of cheaper labour and land rates, as well as a more favourable tax rate. The city is located in the Western region of the country which provided better infrastructure. Coloplast had no blueprint to navigate through the expansion process, and had to learn and develop best practises by trial and error. By 2004 the management team in Tatabanya had advanced the production system to the point where it was outperforming the longer established Danish facilities. In 2005 Coloplast revealed an aggressive plan of Strategy 2008. In this plan the company states it will strive to achieve a profit margin of 18% while maintaining 10% organic growth. A key pillar of this plan is the continued relocation of volume production to Hungary and further expansion to China. Coloplast is at crossroads, it needs to decide if it has learned enough from its first international expansion that it can duplicate and improve its success in new locations, or if it should delay new locations and focus on fine tuning its operations...
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...when accessing the network remotely? 3. What risks, threats, and vulnerabilities are introduced by implementing a Remote Access Server? 4. What is a recommended best practice when implementing a Remote Access Policy server user authentication service? 5. What is a Remediation LAN? 6. Explain the concept of a Remediation Server and traffic separation as it relates to remote access. 7. What is a VPN? Distinguish between VPN server, VPN client, VPN router, and SSL VPNS. 8. What is the difference between a tunnel-mode VPN and a split-tunneling VPN? 9. According to the Remote Access Policy STIG are personally owned devices considered acceptable to perform privileged (administrative) tasks on a DoD network? 10. When connected to a public network or shared public Internet access point, what are some precautions that remote users should take to ensure confidentiality of communications? 11. What are the three types of remote access users as defined by the DoD in the Secure Remote Computing STIG v2r5? 12. What are the additional elements required of a network architecture if the enclave is to support remote access through the public Internet? 13. Name three security best practices for mobile workers as defined in the Secure Remote Computing STIG. 14. True or False. A Thin Client is a pc or laptop without a hard drive or storage space. ...
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...Simulation MBA Capstone Tasks: Best Practices If you are in the MBA Capstone course, you can see the light at the end of the tunnel. These best practices are designed to help make the stretch of your educational journey as smooth as possible. A mindset of excellence Your MBA Capstone tasks should reflect your highest quality work; your current state of excellence. The standards are high for the capstone tasks. Doing just enough to get by or good enough will result in re-work and re-submissions. The best practice is to strive for excellence. Read for understanding Read the course of study, task instructions, and task rubrics. Seek clarification on any points that might be subject to multiple interpretations. Do not assume; know. The best practice is to be prepared by reading for understanding. Capsim Simulation The designation of MBA indicates the ability to lead and manage both vertically and horizontally across an organization. It is the ability to maximize organizational success by understanding the organization as a system of integrated and interdependent parts. Successful completion of assessments in your MBA courses signals that you know the theories and competencies; the simulation is an opportunity to demonstrate and apply your skills. The best practices are listed below. 1. Read the Team Member Guide; understand your role and the roles of other team members. 2. Complete the Capsim pre-work. 3. Understand the simulation is challenging, time intensive...
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...------------------------------------------------- Performance based services CON 280 CON 280 Defining Performance Based Services The Federal Acquisition Regulation defines performance-based acquisition as “the means an acquisition structured around the results to be achieved as opposed to the manner by which the work is to be performed.” (FAR 2.1) Specifically performance-based services involve strategies, approaches and various techniques that assist with defining a service requirement based on performance objectives. There are specific characteristics that must exist in order for a requirement to be considered a performance-based acquisition and each characteristic influences and shapes the others. One of the most important characteristics necessary for a performance-based service acquisition is the performance work statement. The performance work statement, commonly known to acquisition professionals as the PWS is defined as the following: a statement of work for performance-based acquisitions that describes the required results in clear, specific and objective terms with measurable outcomes.” The performance work statement is the backbone of a performance-based service contract because it is responsible for specifying the definitive expectations of work that is necessary for the successful performance of a contract. As a contracting officer I am just as accountable as my customers to ensure that the performance work statement describes...
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...Best Practice Manual for Supervisors MGT/210 8/18/2011 Lisa Newman The purpose of a best practice manual for supervisors is to provide a reference guideline for new supervisors. As a reference, this manual could serve as a training aid for supervisors and a management resource for performance evaluations of employees. The manual contains an overview of the best practices to use for the following supervisory responsibilities: • Demonstrating communication skills. • Determining effective orientation and training methods. • Improving productivity for teams. • Conducting performance appraisals. • Resolving Conflicts. • Improving employee relations The approaches described in this manual will assist supervisors in providing the best and most effective solutions to any problems the employees or supervisors might face. This guideline will ensure that supervisors are aware of the objectives and standards to follow to help improve employee’s production. Demonstrating communication skills is one of the most important skills a supervisor can have. Supervisors should be able to direct, motivate, and persuade their colleagues in order to maintain an acceptable working relationship that will encourage positive results. A large part of all three of these skills is the ability to listen and absorb the ideas of others (Rue & Byars, 2004). Active listening skills help supervisors absorb their employees concerns. The key to being an active listener is...
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