OBJECTIVE To understand the foundation of business processes, the groundwork of business process reengineering and the role IT in business process reengineering. ROAD MAP I. Business Process a. Definition b. Business Process Improvement II. Business Process Reengineering c. What? d. Why e. When? f. Who? g. How? h. Advantages and Benefits of BPR i. Critiques about BPR III. The Role of IT j. Relationship between
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customer—whether or not those needs have been articulated. Garvin (1988) identified eight dimensions of quality: 1. Performance: measurable primary characteristics of a product or service 2. Features: added characteristics that enhance the appeal of a product or service 3. Conformance: meeting specifications or industry standards 4. Reliability: consistency of performance over time 5. Durability: useful life of a product or service 6. Serviceability: resolution of problems and
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John Deere and Complex Parts, Inc. 1 On Friday, November 22, 2006 Blake Roberts, Hayley Marie, Stan Eakins, and John Pearson, one of John Deere’s supplier evaluation teams, were discussing the performance of Complex Parts. They had provided questionable service to John Deere’s Moline unit over the past year, and they were wondering if this merited giving Complex Products’ business to a different supplier. They needed to recommend a course of action to their project manager next week. Company
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programs Incentive payments for hourly employees may be determined by the number of units produced, by the achievement of specific performance goals, or by productivity improvements in the organization as a whole. In the majority of incentive plans, incentive payments serve to supplement the employee's basic wage. Piecework One of the oldest incentive plans is based on piecework. Under straight piecework, employees receive a certain rate for each unit produced. Their compensation is determined
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related to a positive change. The desired results against this change is the reduction in manufacturing time, betterment of quality, increasing efficiency of manufacturing and also reduction in personnel cost. This part will include complete process plan that is going to be followed in order to achieve desired and mentioned results. Lean Six Sigma as Proposed Methodology Lean Six Sigma Methodology is a very effective way to have a significant reduction in the lead time in manufacturing units in
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industrial benchmarking of Key Performance Indicators (KPI) and passenger survey results further fortify the above issue. The good thing is that Putnam airport authorities have access to objective numerical data on performance, benchmarked against industry averages, so in other words it means what can be measured can be improved as we can gather the insight on where we stand and where we want to reach. In the capacity of director of operations, operational efficiency improvement and raising the customer
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Putting the Balanced Scorecard to Work Managers recognize the impact that measures have no performance but they think that measurement is an essential part of strategy. Effective management however is an integral part of management process. New strategies and process are being introduces to improve performance without examining whether old measures of performance are relevant or whether new one is necessary. The balanced scorecard combines an effective measurement system that help a company’s strategic
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Profession Map Bands and transitions Professional areas Professional area definitions 1 Insights, strategy and solutions 2 Leading HR 3 Organisation design 4 Organisation development 5 Resourcing and talent planning 6 Learning and development 7 Performance and reward 8 Employee engagement 9 Employee relations 10 Service delivery and information Behaviours The Profession Map behaviours Curious Decisive thinker Skilled influencer Personally credible Collaborative Driven to deliver Courage to challenge
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support from top-level management as people are intimidated and threatened if they do not deliver results. The organizations behavioural strategy needs to transform from a bureaucratic to a learning organisation where employees operate in high performance teams and where good communication and free flow of information flourish (Pieter Steyn & Erik Schmikl, Pg 112 – Pg 113). The organisation does not address any sort of training, employee development, relationships with customers and other factors
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TERM PAPER REPORT PROCESS IMPROVEMENT Process improvement refers to making a process more effective, efficient, or transparent. It is a continuous process. Process improvement helps an organization to view process value through the eyes of the customer. It helps to define, manage, and measure a process in order to regularly evaluate it using data-driven information. It reduces unnecessary business costs. The primary goal is to identify
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