Studi Kasus: Reengineering Proses Bisnis General Motors Corporation Studi kasus: Business Process Reengineering General Motors Corporation General Motors Corporation “General Motors is one of three leading automotive manufacturing companies in the United States. "General Motors merupakan salah satu dari tiga perusahaan manufaktur otomotif terkemuka di Amerika Serikat. Based in Michigan in 1903 by Henry ford and grew to reach revenue of $150 billion and more than 370‚000 employees by 1996
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RESTRUCTURING “Re-engineering is new‚ and it has to be done.” Peter F. Drucker INTRODUCTION The increasing competition‚ rapid advances in technology‚ more demanding shareholders‚ more challenging work forces and rising complexity of the business conditions have increased the burden on managers to deliver superior performance and value for their shareholders. In this modern “winners take all” economy‚ companies have to take a timely responsive action to save their organisations. This brings
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Pulp and Paper’s Toccoa mill problems and issues that are available to mill’s manager Curtis Shelton. Part 1 In considering the overall process on the pulp and bleached products industry it is always good to start with the main performance objectives and measures. One of the first important issues is the process design and layout. How the process architecture looks like and how well it is designed to fulfill all the required operations would be the most important questions to be asked. As
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manufacturing. Ranbaxy is focused on increasing the momentum in the generics business in its key markets through organic and inorganic growth routes. Ranbaxy also views its R&D capabilities as a vital component of its business strategy that will provide a sustainable‚ long-term competitive advantage. There are various departments in Ranbaxy like Accounting and Finance‚ Human Resources‚ Information Technology‚ Sales and Marketing‚ Business Development and creative services. The company has witnessed huge growth
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a method of identifying and evaluating activities that a business performs using activity based costing (ABC) to carry out a value chain analysis or a re-engineering initiative to improve strategic and operational decisions in an organization. ABM can be divided into operational and strategic. Operational ABM is about “doing thing right”‚ using ABC information to improve efficiency. Those activities which add value to remain in business can be identified and improved. Activities that don’t add
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sector since the mid 1980 ’s where it is more commonly referred to as business process reengineering or simply reengineering (Schneider‚ 2009). Architecture‚ Machinery and Privatization The architecture of reinvention has been driven by new ideas of growth by limiting or cutting the cost and force of government. Within this efficiency focus attention is not shifted towards democracy‚ but to empowerment through business. Within these practices it would seem as if in the beginning phases of
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Cost reduction is the process used by companies to reduce their costs and increase their profits. Depending on a company’s services or Product‚ the strategies can vary. Every decision in the product development process affects cost. Companies typically launch a new product without focusing too much on cost. Cost becomes more important when competition increases and price becomes a differentiator in the market. In linear programming‚ reduced cost‚ or opportunity cost‚ is the amount by which an objective
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Abstract: The case examines the reasons behind automobile major Mahindra & Mahindra’s decision to implement a Business Process Reengineering (BPR) program. The case explores in detail the implementation procedure at the company and the benefits that accrued from the BPR program. In addition‚ the case discusses the concept of BPR‚ its benefits‚ and the steps that need to be taken to ensure the success of such initiatives. Issues: » Examine the benefits that a BPR program can offer to an organization
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III STATISTICAL PROCESS CONTROL AND PROCESS CAPABILITY Meaning and significance of statistical process control (SPC) – construction of control charts for variables and attributed. Process capability – meaning‚ significance and measurement – Six sigma concepts of process capability. Reliability concepts – definitions‚ reliability in series and parallel‚ and product life characteristics curve. Total productive maintenance (TMP) – relevance to TQM‚ Terotechnology. Business process re-engineering
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where would you look for information? Where would you start? How would you know when you were done? An alternative approach would be by business process reengineering. It is the search for‚ and implementation of radical change in business processes to achieve breakthrough improvements in products and services. I would start by identifying key business process that are measurable activities designed to produce a specific output. 5. Why shouldn’t Petrie’s staff build their own unique system in-house
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