...For the exclusive use of M. Wilcox, 2016. Harvard Business School 9-996-005 September 8, 1995 Order Management Reengineering at Heatway Allan Firestone, president of Heatway Corporation’s Industrial Products Division, sighed in frustration. Bob Hemphill, a vice president charged with designing and implementing a new process for selling and delivering Heatway products, had just left Firestone’s office in corporate headquarters, closing his door with more than the needed amount of force. They had finished an important meeting on implementation of the new process, called Proposal to Payment (PTP). PTP was a sweeping, radical change involving not only a new process, but also a new organizational structure, a new IT architecture, and even a new philosophy of business. Hemphill left the meeting upset because he had requested $35 million for the 1995 implementation of PTP. He felt that this amount was necessary if Heatway was to meet its objective of full implementation of PTP by 1997. Firestone, however, had told Hemphill that he had only $15 million to spend on PTP in 1995. Firestone wondered how he could get the money for PTP without sacrificing his profit objectives for the year. Could Corporate pay for the rest? Could some of the other international divisions that had expressed interest contribute? Though there was widespread support for the initiative, all the way up to Ralph Salada, Heatway’s chairman, Firestone doubted that the funds could easily be found. Firestone himself...
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...Questions: Read the case: “Siemens Rolm Communications, Inc.: IntegratedLogistics Core Process Redesign (ILCPR)” Stoddard, Donna B andJarvenpaa, Sirkka. HBSP Product Number 195214-PDF-ENG. Evaluate Siemens ROLM using Hammer’s PEMM framework.1. Write one paragraph for each detailed enabler (13 enterpriseenablers and 13 process enablers). State whether the case providesinformation on it. If so, how do you evaluate Siemens ROLM’smaturity for that enabler. Provide case evidence for your evaluation.Also, state if the case provides no information to evaluate an enabler.2. In your opinion, what are the top 3 to 5 enablers where PWC islacking? Write one paragraph for each of these enablers. State whyyou believe these are among the most important ones. Also statewhat changes you recommend that PWC make for each of theseenablers.Answers:I. Question #1A. Process EnablersProcess enablers determine how mature a process is and also its ability todeliver high performance over time. They consist of 5 main process enablers,which divide into 13 more specific enablers.Design-The design must be well specified. It will include three specific areas ofmeasurability: purpose, context, and documentation. The design must also havethe correct match between the organization’s information management systemsand the process’ needs.-Purpose: The process must be redesigned from end to end to optimizeperformance. On the road to performance optimization companies are faced withfinding the proper fit with their...
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...Questions: Read the case: “Siemens Rolm Communications, Inc.: Integrated Logistics Core Process Redesign (ILCPR)” Stoddard, Donna B and Jarvenpaa, Sirkka. HBSP Product Number 195214-PDF-ENG. Evaluate Siemens ROLM using Hammer’s PEMM framework. 1. Write one paragraph for each detailed enabler (13 enterprise enablers and 13 process enablers). State whether the case provides information on it. If so, how do you evaluate Siemens ROLM’s maturity for that enabler. Provide case evidence for your evaluation. Also, state if the case provides no information to evaluate an enabler. 2. In your opinion, what are the top 3 to 5 enablers where PWC is lacking? Write one paragraph for each of these enablers. State why you believe these are among the most important ones. Also state what changes you recommend that PWC make for each of these enablers. Answers: I. Question #1 A. Process Enablers Process enablers determine how mature a process is and also its ability to deliver high performance over time. They consist of 5 main process enablers, which divide into 13 more specific enablers. Design-The design must be well specified. It will include three specific areas of measurability: purpose, context, and documentation. The design must also have the correct match between the organization’s information management systems and the process’ needs. -Purpose: The process must be redesigned from end to end to optimize performance. On the road to performance optimization companies are...
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...Manoj Khandelwal Contact No: 9910766557 E Mail: khanmanoj@gmail.com ------------------------------------------------- Regional Sales Manager with 14yrs of Expertise in Channel Management * Regional Sales Management * Channel & Market Strategy * PEMM (Planning, Execution, Managing & Monitoring) ------------------------------------------------- Strong Ability to drive end to end roles of Sales & Marketing /Business Development/Channel Sales Management. Growth oriented approach to contribute in IT Hardware/Consumer Durable/Telecom/FMCG /Automobile Industries. Profile Snapshot:- * A Result oriented professional with Nearly 14 Years of Experience in Sales & Marketing, Channel Sales Management, Business Development, Market Development, and Administration, Inventory Management. * Well organized with track record that demonstrates self Motivation, to lead & Manage Sales Team to drive Sales, Creativity and Initiative to achieve Organization Short & Long term Goals. * Dynamic go getter with outstanding success in Building & Maintaining relationship with Internal & External Decision Makers to Meet Corporate goals. * Experienced in exceeding targeted sales goals, developing profitable & productive business relationship and building Strong & Extensive Channel base. Capable to handle multi product portfolio and accomplish multi-fold growth in revenue &...
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...PEMM’s Framework Analysis: Siemens ROLM Communication Inc. Abstract: This paper develops a theoretical framework for understanding the processes of Siemens ROLM Communication in developing their organization. In the late 1990s, ROLM suffered a significant loss which later resulted in a great change and redesign in the entire organization. In order to increase profitability and market value, ROLM merged with Siemens. Under Siemens management, ROLM took major steps to reshape and reengineer the structure of the entire organization. We will now evaluate the processes according to Hammer’s PEMM framework. The evaluation includes five process enablers and four enterprise capabilities. Evaluation of the enterprise capabilities: Leadership: leadership can be defined as the ability of company management to implement and support the idea of processes. In an organization, managers or officers realize the value of planning and how to use logical systems and structures to obtain results at work. It is under their leadership that a company seek to reduce complexity and increase predictability in their work environment. Geng (1995),chief operating officer, described that it was under their leadership role that the company followed a systematic and repeatable process. Analysis: By using the enterprise maturity model, the awareness of Siemens ROLM communication is E3 which described that the company developed a vision of reengineering the processes. “First, ROLM senior management sought...
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...Guide to Admissions 2016-2017 CONTENTS S.No. Particulars Page No. 1. General Information 1 – 34 2. Faculty of Agricultural Sciences 35 3. Faculty of Arts 38 4. Faculty of Commerce 47 5. Faculty of Engineering & Technology 50 6. Faculty of Law 60 7. Faculty of Life Sciences 61 8. Faculty of Management Studies & Research 66 9. Faculty of Medicine 68 10. Faculty of Science 71 11. Faculty of Social Sciences 77 12. Faculty of Theology 88 13. Faculty of Unani Medicine 90 14. Centre of Professional Courses 92 15. Interdisciplinary Biotechnology Unit 94 16. Faculty of International Studies 95 17. Senior Secondary Schools 97 18. K.A. Nizami Centre for Quranic Studies 100 19. Community College 101 20. Part Time Courses 104 21. Bridge Course, Centre for Promotion of Educational and Cultural Advancement of Muslims of India 118 S.No. Particulars 22. Appendix – I 23. Page No. Appendix – II(A) 24. 25. 26. (Summary of Courses of study (with their Application Form Details & Test Fee) (Undertaking for Non-upgradation of the course / branch/main subject/ stream/ specialization already allotted) 120 128 Appendix – II(B) (Undertaking for submission of required original documents at the time of completion of admission formalities) 129 Appendix – II(C) ...
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