new level of growth and profitability and operational excellence. Therefore‚ this matrix will enable the ERP implementation committee in general and Internal Audit and ICT divisions in particular to continuously assess whether the implementation process complies with the COBIT. 1.1 Theoretic methodological steps for ERP procurement: Diagnostics phase: a. Preparing the business case b. Determining the credibility of the need to change to ERP‚ with specific reasons‚ goals‚ scope and desired
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BPR implementation process: an analysis of key success and failure factors Majed Al-Mashari and Mohamed Zairi BPR implementation process 87 Bradford University Management Centre‚ Bradford‚ UK Keywords BPR‚ Implementation‚ Process management‚ Success Abstract This paper provides a holistic view of the Business Process Re-engineering (BPR) implementation process. It reviews the literature relating to the hard and soft factors that cause success and failure for BPR implementation‚ classifies these
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CHANGE MANAGEMENT GoodYear Company: Analysis of change process Introduction In the framework of this project‚ we decided to use a Goodyear company‚ because we met during a lecture a manager of this company. This group provides rubber-based products‚ is present in several countries and generates a sales turnover of nearly 22 billion US$ in 2011. However‚ an audit has made it clear to the company that a serious communication problem between every entities blocked group efficiency (delays
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Enhanced Telecom Operations Map® (eTOM) The Business Process Framework For The Information and Communications Services Industry GB921 Version 3.6 (Public Evaluation) TeleManagement Forum 2003 November 2003 eTOM Business Process Framework Page iii Executive Summary The Enhanced Telecom Operations Map® is an ongoing TM Forum initiative to deliver a business process model or framework for use by service providers and others within the telecommunications industry. The TM Forum Enhanced
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Quality management is a process in business that requires participation from everyone‚ from senior management to those on the shop floor. Quality management can only be effective if everyone participates and contributes ideas for the overall improvement of a business. Without active participation by everyone‚ you are not getting everything you could get from the process. You need to involve everyone; you need to ensure that you listen to everyone’s ideas. After all‚ often it is not just management who
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making extends beyond the boundary of the company). The planning process will take account of engineering changes and exhaust types of revision change and if multiple distributor inventories are being managed‚ the MRP / DRP process will try to balance their inventories based on a series of parameters specified by the user. The implementation of the MRP plan can be done by an automatic reschedule for the work in process jobs and repetitive processes and an automatic creation of purchasing
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BUSINESS PROCESS OUTSOURCING COMPANY (NIGERIA NATIONAL PETROLEUM CORPORATION). NNPC TABLE OF CONTENT 1.0 INTRODUCTION 1.1 MAIN PRODUCT AND SERVICE 1.2 THE MAIN CUSTOMER OF NNPC 1.3 ODER QUALIFER OF NNPC 1.4 ORDER WINNER OF NNPC 1.0 OPERATIONAL PROCESS 2.4 INPUT RESOURCES 2.5 TRANSFORMING ACTIVITIES 2.6 OUTPUT PRODUCT AND SERVICES 2.0 LITERATURE REVIEW 3.7 BENEFITS OF TOTAL QUALITY MANAGEMENT
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customer relationships (Henning‚ et al. 2003). With Operational CRM systems one can improve the efficiency of CRM business processes and comprise solutions for sales force automation‚ marketing automation‚ and call center/customer interaction center management (Bose&Sugumaran‚2003). The goal of operational CRM should be to integrate people‚ processes and technology using the customer’s perspective and expectations as the key driver (Teo‚ T.‚ Devadoss‚ P.‚ & Pan‚ S. 2006). The enterprise framework
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ABSTRACT This paper will discuss manufacturing management which will focus on how manufacturing process management (MPM) can improve entire production process. In the early 1900s‚ it was allocated manufacturing expenses on the basis of direct labor cost. The manufacturing process was not automated. There were hardly any variations in the products made. In those days‚ when manufacturers increased the amount of direct labor‚ there was likely to be a related increase in such things as the number
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remain profitable. Riordan Manufacturing must apply Total Quality Management (TQM) to their organizational processes to eliminate waste‚ reduce costs‚ increase productivity‚ and focus on customer satisfaction. This paper identifies an improvement plan by outlining the steps of Riordan Manufacturing’s developed quality management process and required actions. The quality team defines variation in relationship to the selected process and explains how decreasing variation is integral to TQM. The team
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