Dynamics of organizational learning and continuous improvement in six sigma implementation Taina Savolainen Department of Business and Economics, University of Joensuu, Joensuu, Finland, and Arto Haikonen Genworth Financial, Helsinki, Finland Abstract Purpose – The purpose of this paper is to examine the dynamics of organizational learning and continuous improvement (CI) in the context six sigma implementation in business organizations operating in multicultural environments. Design/methodology/approach
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Major problems Experienced in the Trophy Project 4 2.1. Synopsis of the Trophy project case study problems 4 3. List of Problems 4 3.1. Operational 4 3.2. Behavioural 5 3.3. Structural 5 4. Leadership at Top Management and functional management levels of the Organisation 7 4.1. Initiation Structures 8 4.2. Dysfunctional roles of Functional Manager 8 4.3. Lack of Senior Management Support 8 4.4. Reactionary Management style 10 4.5. Implementation strategy 10 4.6. Lack of Customer Relationship
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Case Study—Memorial Health System CPOE Implementation Mischa Ponzio HCS/483 Bill Kesserwani 10/13/13 The typical IT implementation process starts with the review all current workflows and processes that are in place currently .The role that this step takes is to insure that system installation is done properly Looking at current system configuration and see how integrating CEOP program into the current process. Deciding on a vendor in which offers the CEOP software that is compatible to your organizations
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Challenges Project Management in Bangladesh : Positive Factors: 1. Growing economy, scope for fresh and new projects, need for infrastructural facilities. 2. Availability of resources. 3. Abundance of manpower. 4. Urge for development. 5. Adaptability of manpower vis-à-vis technologies. Negative Factors: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22 23. 24. 25. 26. 27. 28. 29. Poor & very inadequate technical bases. Inadequacy of research & trained manpower. Serious
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ARTICLE IN PRESS Int. J. Production Economics 87 (2004) 251–266 Enterprise information systems project implementation: A case study of ERP in Rolls-Royce Yahaya Yusufa,*, A. Gunasekaranb, Mark S. Abthorpec a Business School, University of Hull, Hull HU6 7RX, UK Department of Management, University of Massachusetts, 285 Old Westport Road, North Dartmouth, MA 02747-2300, USA c Department of Mechanical and Manufacturing Engineering, Nottingham Trent University, Burton Street, Nottingham NG1
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ARTICLE IN PRESS Int. J. Production Economics 87 (2004) 251–266 Enterprise information systems project implementation: A case study of ERP in Rolls-Royce Yahaya Yusufa,*, A. Gunasekaranb, Mark S. Abthorpec a Business School, University of Hull, Hull HU6 7RX, UK Department of Management, University of Massachusetts, 285 Old Westport Road, North Dartmouth, MA 02747-2300, USA c Department of Mechanical and Manufacturing Engineering, Nottingham Trent University, Burton Street, Nottingham NG1
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Cover Page Course Project Part II Military Retirement Ceremony Keller Graduate School of Management PROJ 595 – Project Risk Management Phillip Thatcher October 24, 2014 Edward Yerington TABLE OF CONTENTS Project Risks for Planning a Military Retirement Ceremony Course Project Part I ………………………………………………………………………………………….3,4,5,6,7,8,9 Introduction……………………………………………………………………………………………………………………………10 Decision Tree Analysis……………………………………………………………………………………………………………11 Discussion
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Outlook Group: The Failed ERP Success Story By: Bandar Alogbi Kevin Ronk Farrukh Rehman Outline Outlook Group Background Prism Background Previous System Failure Success Comparative Analysis Results Outlook Group Background Over 30 years of experience in the packaging industry Based in Neenah, WI Annual Revenue:$50-$100 million Employees: 250-499 A leader in packaging solutions including: Labels Folding cartons Flexible packaging Shrink
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During the implementation of the Orion Shield project many ethical and legal issues arose. These ethical and legal issues included violations of contractual requirements which were triggered by the involved parties. These issues were further compounded by the failure of senior management to closely supervise to the project manager during the duration of the project. Unfortunately the SEC does not require the production of legal and truthful documentation. Ethical Issues Maintaining and observing
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and dealing with changes is a key project management function for any industry. There might be enormous variance in efforts, cost, schedule, quality of deliverables if changes are not handled effectively. Many projects are delayed and many other are closed (terminated) because project managers were not able to manage changes. Introduction Change management and dealing of with scope or requirements change is an importance function of project managers. However clear the requirements
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