...Reengineering the corporation I once took a class at San Diego State University called Accounting 325: Intermediate Management and Tax Accounting. In this class I learned heaps of concepts that I will use the rest of my life. Also in this class was a really smart professor. He provided the opportunity for extra credit if one read and completed a book report on a book called Reengineering the Corporation: A Manifesto for Business Revolution. This book was written my Michael Hammer and James Champy. Inside the book are concepts such as re-designing a company’s processes, utilizing teams, and the enabling role of technology. Basically this book is a guide on how to run a successful and highly profitable business/corporation. This book report will briefly review such concepts and will highlight some of my favorite parts. The book starts off with its central thesis, “that corporations must undertake nothing less than a radical reinvention of how they do their work” (Acknowledgments). This outlines what the book is aiming to steer you at. Successful businesses must be able to “adapt quickly to changing market demands, lean enough to beat any competitor’s price, innovative enough to keep its products and services technologically fresh, and dedicated enough to deliver maximum quality and customer service” (p.9). This is a powerful statement. As powerful as it might be, it doesn’t automatically get you anywhere. To follow those rules above is a lot easier said than done. Also, it...
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...Running head: JIT2 (RISK MANAGEMENT): TASK 1A 1 JIT2 (Risk Management): Task 1A It has been stated that, "Denial is a common tactic that substitutes deliberate ignorance for thoughtful planning," Charles Tremper (n.d.) who authored various risk management books. We have been hired, as a consultant in our first task is to create and present to management of business contingency plan combined with risk management to our new client. There has been some concern from both the IT department and legal departments about personal identifiable information sensitive information, client records, and other sensitive information regarding the ethical use and protection of this information. Our goal is to have client confidence along with some sense of job satisfaction; therefore, our boss has informed us that we get to choose our very first client. Our selection can be the place we actually work, any local business, or even a Fortune 500 company. One requirement is that our client must operate globally throughout its business. We will exclude any proprietary information, confidential information, or anything that can be considered sensitive. No names of real people involved with the business, any suppliers, or anything else that could be identifiable will be used. Instead we will only use made-up or fictional names for this task. No actual financial data will be used but rather be addressed using vague or generic terms when appropriate. Due to concerns in the global marketplace...
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...REENGINEERING WORK Many companies in U.S still don’t use the concept of reengineering accurately. This happens because they somehow lack in terms of analyzing their current business strategy and implement the new Information Technology which doesn’t support the current situation and they end up with failures. Many of the companies started before the advent of computers and their systems, processes and organizational structures are very different from today’s era. Even form the past decade or so consumer demands for the goods and services has also grown on much higher scale. So for the companies to enhance their performance they should reengineer their business processes and to get a competitive advantage they must closely look at their processes that are existing. Reengineering refers to rethinking and redesigning i.e. finding new and innovative ways of making business processes to accomplish improvements in the areas of cost, speed, quality and Service. The top companies that are considered in this case are Ford and Mutual benefit Life. Both these companies have reengineered their process and have achieved competitive advantage by doing so. Ford analyzed their processes at every department to optimize their costs and resources with improving on quality and service. They found that they need to look into accounts payable department to improvise its productivity and optimize the cost and resources. In their existing system employees spent most of their time in mismatches and...
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...GOT MILK? IT’S GOOD FOR YOU UNLESS IT’S CONTAMINATED CASE STUDY/RESEARCH. Question 1: Explain why the supply chain can dramatically impact a company's base performance ANS: Supply chain management involves the management of information flows between and among stages in a supply chain to maximize total supply chain effectiveness and profitability. The dozens of steps are required to achieve and carry out each of the above components. SCM software can enable an organization to generate efficiencies within these steps by automating and improving the information flows throughout and among the different supply chain components. If one member of the supply chain makes a reckless decision it can impact the entire supply chain. This is what happened with the china milk contamination and all of the players upstream and downstream in the supply chain from end consumer to the dairy farmers were impacted by one participants reckless decision. Question 2: list all the products that could possibly be affected by a problem in the U.S. Milk supply chain ANS: Products that could possibly be affected by a problem in the U.S. Milk supply chain are: -Milk -Cheese -Butter -Yogurt -Cottage cheese -Boxed Cereals -Cereal Bars -Sandwich Breads -Vegetarian Meat Products -If there were disruptions in the U.S. Milk supply the price of meat could also fall if dairy farmers were forced to slaughter the cattle for meat instead of milking them. Question 3: How can CRM help communicate...
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...INTRO: AN OLD CHAMPION PROBING INTO THE FUTURE In this group assignment, we analyze Haier Group’s strategic position and outlook in China’s home appliances industry. By only focusing on the most up-to-date articles and resources available, we have come to the somewhat surprising realization that Haier Group is at the forefront of maturing into a networks platform and a solution provider to an ever-segmented market. While this transformation seemed only logical to any multinational corporation under the sea change brought about by the Information Age and the new paradigm spearheaded by Google and Amazon, Haier Group’s strategic response to what time has called upon them has been quite elusive and subtle. We will demonstrate how Haier Group, with so many success stories from its past, along with the cultural baggage it could evolve beyond, should adapt to the present and fulfill its future promise. PART I. Environmental scanning and industry analysis The STEEP analysis in this section will focus on the most relevant aspects with Haier Group in China: Chinese consumer’s recent socioeconomic development and technological development; the two aspects obviously have huge cultural and political ramification which we also include in the scanning. Toward the end of this section, we will demonstrate these aspects have presented both challenges as well as solutions. 1. Socio-economic facet While we focus our analysis on one single country, China, we have to point out that China...
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...beginning with the three most common business structures—sole proprietorship, partnership, and corporation. It then focuses on the internal operations of a corporation including accounting, finance, human resources, sales, marketing, operations/production, and management information systems. A.1 LEARNING OUTCOMES A. 1. Define the three common business forms. A. 2. List and describe the seven departments commonly found in most organizations. A. 3. Describe a transaction and its importance to the accounting department. A. 4. Identify the four primary financial statements used by most organizations. A. 5. Define the relationship between sales and marketing, along with a brief discussion of the marketing mix. A. 6. Define business process reengineering and explain how an organization can use it to transform its business. Types of Business Businesses come in all shapes and sizes and exist to sell products or perform services. Businesses make profits or incur losses. A profit occurs when businesses sell products or services for more than they cost to produce. A loss occurs when businesses...
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...1. What are the main characteristics and challenges identified by Jean Roberge? Ans: As Jean Roberge was appointed the vice president of Information Technologies Management after the merger of ABS with the acquisition of two major insurance companies i.e. General Maritime Protection of eastern region and Western General Insurance of the west region to make ABS as a major pan Canadian insurer. As the merger took place there was a lot of inefficiency in field of operation, finance, HR and marketing & sales. Jean Roberge decided to provide an integrated management system which could be used for financial, HR, operations and marketing & sales will bring out the efficiency as Roberge see a high potential in this. As of now all the three companies are operating with their own systems, own work policies so they feel the need of reengineering with the help of an integrated system. For the restricting the work system a great deal of manual work is required from all the three companies to prepare a consolidated report so that Roberge could exactly know the condition of financial & human resource of ABS. Moreover, in case of marketing & sales collecting the data and consolidating was a big challenge for them as the information of all the three companies was high and diversified. The major challenges for Jean Roberge were: a. To collect the data of all the three companies and then to design a structured plan for the project. b. To make a team of people who can work and increase the efficiency...
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...company as whole. Taiichi Ohno is considered to be the father of the just-in-time philosophy. He developed this technique during the 1970s while he was working at a Toyota manufacturing plant. Even before he was allowed to implement this new philosophy he could see the benefits of constructing a lean system. Ohno often inquired about why it was necessary to stockpile large amounts of inventory in warehouses as opposed to receiving smaller more frequent deliveries from suppliers. He understood that in order to implement just in time he would need to do more than simply institute new rules. He would have to change the very culture of the manufacturing . Plant techniques included in instituting a just in time culture into a plant are reengineering the manufacturing systems, reducing set-up, integrating quality-control, integrating preventive maintenance, leveling and balancing systems, integrating a...
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...DIAGNOSES presents analyses of the management case by academicians and practitioners Infosys Technologies Ltd.: Growing Share of a Customer’s Business James A Narus and D V R Seshadri Case Analysis I Janaki Anant Principal Solution Architect i-flex solutions Ltd e-mail: janaki.anant@iflexsolutions.com his case has multiple dimensions of analysis to it. While there is certainly an immediate short-term issue of winning the Ariba® e-procurement project of the existing client, Prairie Four Square (PFS), and gaining an increased share of the customer’s business that the Infosys team is trying to address, there is also an overall long-term strategic issue that needs to be addressed as well – that of the pricing mechanism based on value that needs to be deployed for long-term sustainability and growth of the relationship. This case offers an insight into the various dimensions of moving up the value chain and increasing the economic value of a customer relationship, identifying the differentiation strategy, communicating the positioning effectively, and the impact of local competition in the global scenario. The case also effectively illustrates the general growth path followed by most Indian software services companies, the issues they face in this progression, the changing scenarios in the global competitive arena, and the relentless pressure to lower costs in a diminishing labour cost arbitrage advantage scenario. T The April-June, 32(2), 2007 issue of Vikalpa had published...
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...2 CHAPTER 2.1 2.2 2.3 Decision Making and Business Processes Why Do I Need To Know This LEARNING OUTCOMES Explain the difference between transactional data and analytical information, and between OLTP and OLAP. Define TPS, DSS, and EIS, and explain how organizations use these types of information systems to make decisions. Understand what AI is and the four types of artificial intelligence systems used by organizations today. Describe how AI differs from TPS, DSS, and EIS. Describe the importance of business process improvement, business process reengineering, business process modelling, and business process management to an organization and how information systems can help in these areas. This chapter describes various types of business information systems found across the enterprise used to run basic business processes and used to facilitate sound and proper decision making. Using information systems to improve decision making and re-engineer business processes can significantly help organizations become more efficient and effective. ? 2.4 2.5 As a business student, you can gain valuable insight into an organization by understanding the types of information systems that exist in and across enterprises. When you understand how to use these systems to improve business processes and decision making, you can vastly improve organizational performance. After reading this chapter, you should have gained an appreciation of the various kinds of information systems employed...
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...Published in Inconcept issue 34, January 2005 http://www.inconcept.com/JCM/january2005/index.html Choosing Approach to Business Process Modeling - Practical Perspective Ilia Bider Want to know more about business processes? Visit http://processplatsen.ibissoft.se/en/node/29 Research Report, IbisSoft (www.ibissoft.se), 2002, Revision 2003, 2007 Abstract: One of the essential parts of a business process modeling project is choosing an approach to modeling and/or modeling notation/tool. The selection of a “right for the task” approach can substantially increase chances for success. To ensure the “right” choice, the following three sets of factors should be considered: (a) properties of modeling objects, i.e. business processes, (b) characteristics of the modeling environment, (c) intended use of the model. The paper is devoted to the analysis of these factors. It presents a simplified classification of the approaches to business process modeling. It lists the most essential properties of various business processes, it classifies modeling environments, and it discusses some practical tasks where the business process model can be used. Based on the analysis, practical recommendations on what approach to choose are given. Keywords: business process, modeling tool, modeling notation, tools analysis Foreword Business process description is a map that helps us to navigate through our business activities. In particular, it helps us to understand: • • • • where we are right now,...
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...Jessica Atkinson Business Process Reengineering Proposal Lean Process Improvement in Insurance Claims I am proposing that the company utilize lean process improvement to improve not only our customer’s claim experience, but also reduce errors and risks to the company as well. Currently, the claims department consists of team of adjusters that go through an auditing process, in order to decide if the company is going to pay out on the claim. Using lean process improvement, I hope to reduce claims that are incorrectly paid out or denied. The first step that I would initiate, would be talking with both employees and managers that work on claims. I would gather information on the entire claim process from beginning to end. This would help see the day to day operations of the claims process and to gather small details that can sometimes be overlooked. In general, this step helps to familiarize with the flow of the claims operations within that department. Secondly, I would begin to do an analysis of the types of claims that are worked on and begin to organize these into categories. These categories would rate the types of claims from simple to complex. Additionally, this will help to gauge the payout range of claims. This step is very important in determining what kind of claims can be put into an automated system without going through a team of adjusters and other extensive steps. Lastly, I will consult the high achieving performers in the company. These people can give...
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...C.W., Emmett, D., & Sikula, A., Sr. (2001). Employee relations ethics and the changing nature of the American workforce. Ethics & Behavior, 11 (1), 23-38. This Article is brought to you for free and open access by the Management, Marketing and MIS at Marshall Digital Scholar. It has been accepted for inclusion in Management Faculty Research by an authorized administrator of Marshall Digital Scholar. For more information, please contact zhangj@marshall.edu. clash between entrepreneurship and stewardship or capitalism and spiritualism remains. The war between economics a~d ethics continues, using newer concepts as surrogates for past phrases (Rice, 1994). However, whether explained by global competition, continuous improvement, reengineering, telecommunications, virtual employees, pay-for-performance, management by objectives, management by results, Total Quality Management, or value added situations, bottom-line thinking and self interest prevail (Crittenden, 1994). This research and writing seeks to refocus attention on the collective service or ethics dimension. Ten topics comprising "the changing nature of the American workforce" are summarized, and each component is analyzed in terms of its negative ethical impact on employees and employee relations. Employee relations ethics is...
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...programme of Gujarat Technological University (GTU) will be conducted on a semester basis with four semesters spread over two academic years. The duration of each semester will be around 15 weeks. In each semester there will be seven courses/subjects. In the first year all the 14 courses are compulsory. In the second year there will be three types of courses, namely, compulsory, electives and sectorial specialisation. The MBA programme will have four electives, namely, Marketing, Finance, Human Resource and Information Systems. A student can choose any one of the four electives. There will be five sectorial specialization areas, namely, Retail, Pharmaceutical and Healthcare, Rural and Cooperatives, Public Systems and Policy, and Banking and Insurance. A candidate has to opt for one of the sectorial areas. In each semester of the second year there will be three compulsory courses, three electives and one sectorial course, thus making a total of six compulsory courses, six elective courses and two sectorial courses in the second year. Once a student opts for a particular elective and sectorial course in semester III, he/she will continue the same in semester IV. The institution conducting the programme can either offer all the electives and sectorial options or the minimum requirement of two for each. The institution is free to drop an elective or sectorial option in case...
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...The Development of a Measure of Business Process Orientation and its Link to the Interdepartmental Dynamics Construct of Market Orientation by Dr. Kevin McCormack President DRK Research and Consulting LLC Kmccormack@drkresearch.org tel.205-733-2096 fax 205-733-2094 2232 Baneberry Dr. Birmingham, AL 35244 March, 1999 ABSTRACT Interdepartmental and cross functional interaction are proposed to be critical to business success in today’s environment. Interdepartmental dynamics, a component of the Kohli and Jaworski market orientation framework, has been shown to influence market orientation and business performance. Several concepts have developed recently relating to and possibly further defining these components of market orientation. These are concepts of the business process orientation of an organization and the impact on interdepartmental and cross functional interaction. This study develops the construct of business process orientation (BPO) as it relates to interdepartmental dynamics. It also develops and validates the measures for BPO and tests the proposed relationship of BPO to interdepartmental dynamics. Copyright( - Property of Dr. Kevin McCormack. Do not copy without permission TABLE OF CONTENTS EXECUTIVE SUMMARY ………………………………………………………. 3 I. INTRODUCTION AND PURPOSE……………………………………… 4 II LITERATURE REVIEW (edited)………………………………………… 7 III RESEARCH DESIGN ……………………………………………………. 10 IV...
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