...both foreign native speakers and Thai teachers present in the school, a divide in beliefs, values, policies, traditions and processes is present. The two ‘sides’ maybe well undertake tasks in a different way, however there is one belief that is clearly paramount throughout the school. The most important belief is the service and relationship provided to the customer (customer being the student and their parents) is everyone’s number one priority. Whether you are a native English or Thai teacher the attitude fed down from the top is the strong value and belief that the student’s education is most important. Processes are the series of links that define the function. Within every organisation functions have to be performed. Business process is the skeleton of a certain business activity. It involves the description of...
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...with business process management Nicola Capuano, Matteo Gaeta, Pierluigi Ritrovato and Saverio Salerno Abstract Purpose – The purpose of this paper is to propose an innovative approach for providing an answer to the emerging trends on how to integrate e-learning efficiently in the business value chain in medium and large enterprises. Design/methodology/approach – The proposed approach defines methodologies and technologies for integrating technology-enhanced learning with knowledge and human resources management based on a synergistic use of knowledge models, methods, technologies and approaches covering different steps of the knowledge life-cycle. Findings – The proposed approach makes explicit and supports, from the methodological, technological and organizational points of view, mutual dependencies between the enterprise’s organizational learning and the business processes, considering also their integration in order to allow the optimization of employees’ learning plans with respect to business processes and taking into account competencies, skills, performances and knowledge available inside the organization. Nicola Capuano, Matteo Gaeta, Pierluigi Ritrovato and Saverio Salerno are all ` based at the Universita di Salerno, Fisciano, Italy. Practical implications – This mutual dependency, bridging individual and organizational learning, enables an improvement loop to become a key aspect for successful business process improvement (BPI) and business process reengineering...
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... Lillie Nephew Service Process Management The workplace that I work at is a federal grant program, with about three hundred employees. The problem that we are experiencing is lack of communication with the employees from the administration department that the whole program is suffering and causing a decrease in production. Today companies are trying to make the most of every dollar to increase their competitive edge. Even a small decrease in overhead costs or increase in productivity can make big difference. Because our grant is allocated and ear mark based on our annual performance, there has to be a proposal management organization plan in place. If the Operations Consulting Process and the five Ps of production are not applied (Chase. 2008. p. 379 - 383), there is no doubt that going into fiscal 2014, the market will be different. Sequestration and continuing resolutions will take their toll on the federal budget, resulting in less procurement. The net result is that competition for the remaining government dollars will be stiller as companies’ battle for market share. Because we want the company to succeed, someone needs to step up and take the lead. Since organizations are ultimately shaped by human behavior, effective task management depends upon organizing workers into the most economically and strategically beneficial model. Relationships among...
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...BUSINESS PROCESS MANAGEMENT PROJECT FRAMEWORK FAKULTAS EKONOMI DAN BISNIS JURUSAN MANAJEMEN UNIVERSITAS AIRLANGGA Nama : Dicky Tanamas Liemertha NIM : 041411231204 Kelas : J No Presensi : PEMBAHASAN Latar Belakang Nama ” Surabaya ” muncul di awal era Majapahit. Lokasi itu diyakini berasal namanya dari kata Sura atau Suro ( hiu ) dan Baya atau Boyo ( buaya ) , dua makhluk yang dalam mitos lokal , berperang satu sama lain untuk mendapatkan gelar ” yang terkuat dan hewan paling kuat ” di daerah sesuai dengan ramalan Jayabaya . Sumber bersejarah lainnya menjelaskan bahwa simbol Sura ( hiu ) dan Baya ( buaya ) sebenarnya untuk discribe acara heroik terjadi di Ujung Galuh ( nama masa lalu Surabaya ) , yang merupakan pertempuran antara pasukan yang dipimpin oleh raden widjaja dan tentara pasukan Tartar pada 31 Mei 1293 . Tanggal yang kemudian diperingati sebagai hari jadi kota. Sejak awal abad 20 , surabaya telah dikenal sebagai pelabuhan tersibuk dan kota terbesar di wilayah koloni Ducth Hindia . Surabaya telah tumbuh menjadi salah satu kota pelabuhan perdagangan penting di Asia , sama dengan Kalkuta , Rangoon , Singapura , Bangkok , Hongkong dan Shanghai . Produksi kelimpahan terbaik kota di antara 133 kota masa depan Asia oleh Majalah Financial Times . gula dan tembakau dari Brantas Lembah yang membentang dari Jombang , Kediri , dan Madiun telah menyebabkan lahirnya lembaga ekonomi modern, seperti bank , asuransi , dan perusahaan ekspor – impor . Tingginya...
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...Business Process Management Methodology 1 Introduction From Wikipedia, we copy: «A business process is a set of linked activities that create value by transforming an input into a more valuable output. Both input and output can be artifacts and/or information and the transformation can be performed by human actors, machines, or both. There are three types of business processes: 1. Management processes - the processes that govern the operation. Typical management processes include "Corporate Governance" and "Strategic Management". 2. Operational processes - these processes create the primary value stream, they are part of the core business. Typical operational processes are Purchasing, Manufacturing, Marketing, and Sales. 3. Supporting processes - these support the core processes. Examples include Accounting, Recruitment, IT-support. A business process can be decomposed into several sub-processes, which have their own attributes, but also contribute to achieving the goal of the super-process. The analysis of business processes typically includes the mapping of processes and sub-processes down to activity level. Activities are parts of the business process that do not include any decision making and thus are not worth decomposing (although decomposition would be possible), such as "Answer the phone", "produce an invoice".» A business process is a systematic approach of the enterprise, where its activities are examined as revenue generating and value adding transformations of...
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...enterprise and it include all the employees and systems that exist within enterprise. Therefore every company has to manage their business processes. At this situation “Business Process Management (BPM)” theories comes in to action. "BPM is a management practice that provides for governance of a business's process environment toward the goal of improving agility and operational performance. BPM is a structured approach employing methods, policies, metrics, management practices and software tools to manage and continuously optimize an organization's activities and processes." – David McCoy, Gartner Research Report In this report I explain about how BPM benefits to enterprise using real world examples. I research about following enterprises/organizations which implement BPM. Midwestern hospital Case Study. Let’s take Midwestern Hospital case study. It’s one of the largest and Popular Cancer Hospitals in United States. In order to gain more and more success the Hospital decided to hand shake with new business process management rules. They discuss mainly two new projects. The first one use top down approach and the second one use BPM as its new transferring tool. First approach was not success and 2nd approach - Process driven approach was successful. When implementing 2nd approach management made a questionnaire for its...
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...Faculty of Business and Law MPM 701 –Business Process Management Trimester 3， 2010 Group Assignment Tim’s Dynometers Pty Ltd Jing Jing Wu 25% 212383709 Xu bi 25% 212382669 Lantian Zhang 25% 900392452 Yang Zhou 25% 212338171 UNIT: MPM701 LECTURER: Mike Bengough DUE DATE: 11/01/2013 WORD COUNT: 1936 Table of Contents 1. BPM and Strategy……………………………………….……….…..………. 3 2. Problem Analysis.........……………………………….……….………………5 3. Proposed Solution ……..…………………..…………………………………..8 4. Solution Considerations.................................................................….……......11 5. Recommendations.………...........................................................…..……..….13 Reference List………...…………………………………………………….……14 List of Figures and Tables Figure 1: Gap model…………………...................................................................5 Figure 2: ‘As Is’ process diagram………………..................................................6 Figure 3: Project Scoping Diagram........................................................................7 Figure 4: ‘To-Be’ Processes Flow Diagram...........................................................9 Executive Summary The assignment aims to investigate the causes for the business process problem in Tim’s Dynometers Pty Ltd, with recommendations...
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...Surrey, Guildford, UK Jon M. Kleinberg Cornell University, Ithaca, NY, USA Alfred Kobsa University of California, Irvine, CA, USA Friedemann Mattern ETH Zurich, Switzerland John C. Mitchell Stanford University, CA, USA Moni Naor Weizmann Institute of Science, Rehovot, Israel Oscar Nierstrasz University of Bern, Switzerland C. Pandu Rangan Indian Institute of Technology, Madras, India Bernhard Steffen TU Dortmund University, Germany Madhu Sudan Microsoft Research, Cambridge, MA, USA Demetri Terzopoulos University of California, Los Angeles, CA, USA Doug Tygar University of California, Berkeley, CA, USA Gerhard Weikum Max Planck Institute for Informatics, Saarbruecken, Germany Richard Hull Jan Mendling Stefan Tai (Eds.) Business Process Management 8th International Conference, BPM 2010 Hoboken, NJ, USA, September 13-16, 2010 Proceedings 13 Volume Editors Richard Hull IBM Research, Thomas J. Watson Research Center 19 Skyline Drive, Hawthorne, NY 10532, USA E-mail: hull@us.ibm.com Jan Mendling Humboldt-Universität zu Berlin, Institut für Wirtschaftsinformatik Unter den Linden 6, 10099 Berlin, Germany E-mail: contact@mendling.com Stefan Tai Karlsruhe Institute of Technology (KIT) Englerstraße 11, Gebäude 11.40, 76131 Karlsruhe, Germany E-mail: stefan.tai@kit.edu Library of Congress Control Number: 2010933361 CR Subject Classification (1998): D.2, F.3, D.3, D.1, D.2.4, F.2 LNCS Sublibrary: SL 3 – Information Systems and Application, incl. Internet/Web and HCI ISSN ISBN-10...
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...Changes in BPM[edit] Roughly speaking, the idea of business process is as traditional as concepts of tasks, department, production, and outputs..[citation needed] The management and improvement approach as of 2010, with formal definitions and technical modeling, has been around since the early 1990s (see business process modeling). Note that the IT community often uses the term "business process" as synonymous with the management of middleware processes; or as synonymous with integrating application software tasks. This viewpoint may be overly restrictive - a limitation to keep in mind when reading software engineering papers that refer to "business processes" or to "business process modeling". Although BPM initially focused on the automation of business processes with the use of information technology, it has since been extended[by whom?] to integrate human-driven processes in which human interaction takes place in series or parallel with the use of technology. For example (in workflow systems), when individual steps in the business process require deploying human intuition or judgment, these steps are assigned to appropriate members within the organization. More advanced forms such as "human interaction management"[6][7] are in the complex interaction between human workers in performing a workgroup task. In this case, many people and systems interact in structured, ad hoc, and sometimes completely dynamic ways to complete one to many transactions. BPM can be used to understand...
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...EXECUTIVE SUMMARY This preliminary report has been compiled by MAK Consultants to tackle the key areas of concern found within Dynatrix Pty Ltd and proposes potential solutions to the organisation. The key areas of review for this assessment include: • Strategic and Tactical Planning • Business Process flow and procedures This document summarizes the methodologies employed to complete the review and presents our findings and recommendations. Throughout this document we utilize terms such as will, should consider, and shall, for example, with respect to our recommendations to Dynatrix. We believe each recommendation should be evaluated and implemented after consideration of approach, cost effectiveness and the inclusion of new information in the decision. Firstly, Dynatrix has no clear defined Strategies and continues to use manual processes and systems to manage and operate. The management techniques, business processes and systems are ill prepared to excel in today’s global market. Dynatrix must accept the changes required in its current situation whilst fostering the concept of continuous improvement. Key to future success will be the requirement for all personnel to work toward a common goal that strategically aligns the organisation. The primary facets that support the notion of continuous improvement include: • Fostering an environment that will embrace the need for change by equipping staff and the firm with adequate resources; • Introducing a unified...
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...MPM701 BUSINESS PROCESS MANAGEMENT WRITTEN ASSIGNMENT TRIMESTER 2, 2011 Name:Tinajit Kaur Kalwant Singh Student No: 211663781 Contribution: 33.3% Name: Howe Soo Ling Melissa Student No: 211658753 Contribution: 33.3% Name: Hui Li Student No: 211171354 Contribution: 33.3% Executive Summary The key to have a competitive advantage in an organization is to constantly improve its business processes. BPM enables effective and efficient process developments by creating an agile organization that can react quickly to customer demands, streamline business processes, enhance integrity and timeliness in production, respond accordingly to changes in business operations and policies and improve risk management capabilities through process consistency. In this context, Ben’s most urgent problem is the paper based manual methods to get things done and not having any streamlined and computer based business processes in the organization. In order to help Omnicron establish a high-efficient working process, Enterprise Resource Planning is introduced which is expected to impose positive influence on Sale, Production, Procurement, Inventory, Finance and Accounting. By implementing ERP, a number of previous crossed workflows can be integrated reasonably. At the same time all information used to be processed or saved on paper begins to be stored and shared in a central information data accessed by various relative departments, thus save time and cut cost for Omnicron...
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...O&G Request for Information O&G E&P Purchase-to-Pay Process Management Tool This Document contains O&G confidential and proprietary information and must not be shared with any third parties without O&G written consent. Acceptance and use of this Document constitutes agreement to this condition. TABLE OF CONTENTS 1. INTRODUCTION 1.1 INTRODUCTION 1.2 OVERVIEW 1.3 OBJECTIVES 1.4 TIMELINE 1.5 EVALUATION CRITERIA 1.6 GENERAL INSTRUCTIONS 1.7 CONTACT INFORMATION 2. SCOPE & RESPONSE 2.1 SCOPE 2.2 RESPONSE 3. DRAFT AGREEMENT 4. COMPANY INFORMATION 4.1 QUESTION: COMPANY NAME 4.2 QUESTION: YEAR FOUNDED 4.3 QUESTION: PUBLIC / PRIVATE 4.4 QUESTION: NUMBER OF EMPLOYEES 4.5 QUESTION: ORIGIN, EVOLUTION AND GROWTH (BRIEF DESCRIPTION) 4.6 QUESTION: FINANCIAL PERFORMANCE RESULTS LAST 2 FISCAL YEARS (PROFIT & TURNOVER) 4.7 QUESTION: WEBSITE URL 4.8 QUESTION: CONTACT INFORMATION (NAME, POSITION, E-MAIL, PHONE NUMBER) 4.9 QUESTION: OFFICE LOCATIONS AND STAFFING LEVELS 4.10 QUESTION: DESCRIBE YOUR SUPPORT HOURS 4.11 QUESTION: DESCRIBE THE COMPANY VISION AND STRATEGY 5. FUNCTIONAL AND BUSINESS REQUIREMENTS 5.1 OVERVIEW 5.2 VISIBILITY AND REPORTING 5.3 WORKFLOW AND COLLABORATIVE BUSINESS PROCESS AUTOMATION 5.4 WORKFLOW AND COLLABORATIVE BUSINESS PROCESS AUTOMATION 6. BUSINESS REQUIREMENTS 6.1 BUSINESS PROCESS OPTIMIZATION 6.2 SOFTWARE FLEXIBILITY AND NEUTRALITY 6.3 SOLUTION/SERVICES...
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...Proposal – Establishing Sole Source Management Process in company N 1. Introduction The purpose of this proposal is to suggest the SCM manager in our company ( company N) to establish a formal business process in sole source vendor management immediately. Sole source is a non-competitive purchase or procurement process accomplished after soliciting and negotiating with only one source, so-called sole source, thus limiting Full and Open Competition (FOC). The current situation in our company is there is about 20 sole source vendors listed in the company Approved Manufacturers’ List (AML). It is mandatory for all our four EPC companies to use the sole source vendor without open bids for those specific products. However, a significant issue we are facing now is that our company doesn’t have a process in place to manage the sole source vendors. One of the two critical problems is proper documentation justifying why each sole source vendor is selected is not in place. The other major issue is that there is no agreement established with these sole source vendors (covering pricing, maintenance, etc). According to EPC schedules, they need to start to award Purchase Orders. But when it comes to sole sourced products, they are not clear on how to proceed. One urgent example is now it is the time for unit 20 Fluor to purchase gasket but they have no idea if they should start negotiating the pricing and other terms on behalf of our company or they should wait until our company...
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...which is the parent of the KPI. They work in various units in the Secretariat KPIs, such as the Planning and Legal, Licensing Administration, Communication Section, and General Section. The rest as much as 64 non-civil servant status, including officials, amounting to 9 commissioners, assistant/experts and some executives. The commissioners recruited through the political process by Commission I the House of Representatives periodically 3 years and administratively appointed by the President. As for the executives is a non-civil servants are recruited directly by the KPI to assist or perform the duties of KPI. For example in IT, monitoring, and other technical tasks. Comparison of HR were civil servants and non-civil servants, can be seen in the following figure. Figure 2 Comparison of civil servants and non-civil servants Source: General Bureau KPI 2011 C. POTENTIAL AND PROBLEMS From the above description of the scope of duties, responsibilities and authority and also the condition of human resources, then there are a few notes into the potential and also problems for KPI management organization in the context of a knowledge-based such as: KPI duties, obligations and authority are strategic in the field of broadcasting considering it serves to accommodate the aspirations and interests of the community in broadcasting. Moreover, the current broadcasting output are felt at large effect on the point of views and behavior of society; KPI human resources...
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...processes are critical to success of companies. This Business Process Management (BPM) simulation game gives us a better understanding of how the effective BPM impacts the whole business operation system. Also, this game demonstrates how we should do to improve the business process to make it more interconnected, intelligent and sustainable. From this game, we can see how BPM allows me to alter critical business process that affect not only the profit and customer satisfaction but also the environmental factors. In this game, firstly, we are given a HEAT map. The HEAT map is a component-based model of the company. It presents three types of management activity performed: Direct activities, Control activities and Execute activities. Also it shows us many groups of related business activities. It is a graphical representation of data where the concentrations of questionable factors are represented by corresponding colors in the model. This model provides us the useful information to analyze the current operation of AFTER, and helps us find out which area we should focus on to improve the process management. Then, we are required to create “As-Is” process maps. In order to pick a model that best fit the company, we have to know what’s the need of the company, what’s the problem the company is facing now and then decide how to solve these problems by improve the “As-Is” process. There are four tasks in the process, which are “collect caller information”, “sent email sat survey”...
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