Problems Week 4 Betsy Whitfield ITT Tech Online MG518 – Operations and Process Management Professor Eloise Thomas August 24‚ 2013 * Chapter 9: Problems 2a‚ 2b‚ 5a‚ and 5b on page 346 * Chapter 10: Problems 2 and 5 on pages 381-382 * Chapter 11: Problems 2 and 3 on pages 407-408 * Chapter 12: Problems 2‚ 3a‚ 3b‚ 10a‚ 10b‚ 22a‚ and 22b on pages 440-443 Chapter 9 Problem 2 Prince Electronics‚ a manufacturer of consumer electronic goods
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Process Mapping Key items to note when process mapping: http://www.bpmenterprise.com/content/c060710a.asp - Follow Best practices and get the right people (SME) for each job. - Get the bigger picture of the entire system instead of just discrete or departmental views. Understanding interactions. But don’t (lose) losing sight of the forest for the trees. - Understanding the current processes in depth. - Prioritize key things that need to be done‚ elements in critical path‚ customer delivery
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promoting the vision of an organization: 1. Educate staff about what a vision is and why it is important. 2. Develop a process to involve all staff in creating the vision. 3. Ask for specific input from the various groups within the organization. 4. Hold a planning session or retreat to gather input and shape the vision statement. 5. The leader should share information‚ lead the process‚ and shape the vision statement. 6. Draft the vision statement. 7. Communicate and reinforce the vision to staff
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BPTrends ▪ May 2008 Creativity Management—The New Challenge for BPM Creativity Management – The New Challenge for BPM Stefan Seidel‚ Michael Rosemann Abstract Besides classical criteria such as cost and overall organizational efficiency‚ an organization’s ability to being creative and to innovate is of increasing importance in markets that are overwhelmed with commodity products and services. Business Process Management (BPM) as an approach to model‚ analyze‚ and improve business processes
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old to new current process that are below expectation in a new business. * DMAIC brings them to achieve the new strategy along * Understand to reflect the business process : Define : Definition of the process improvement goals‚ which are consistent with customer requirements and corporate strategy. Measure : Measuring of the current process and gathering of relevant data for subsequent comparison. Analyze : Determination of the causal relationships within the process. Determine what
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customers to describe their general satisfaction with a product/service Quality dimensions: 1. Customer satisfaction 2. Employee involvement 3. Continuous improvement in performance Customer Satisfaction 1. Conformance to Specifications – process performance standards; relates to consistent quality‚ on-time delivery‚ or delivery speed 2. Value – how well a service or product serves its intended purpose at price customers are willing to pay‚ relies on customer’s expectations before purchasing
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defects. It is defined as a set of practices that improve efficiency of a process. DMAIC generally is used for projects aimed at improving an existing business process. Therefore it can be safely said that when considering continuous improvement programs the DMAIC approach is more applicable to the projects focusing on incremental change than to projects focusing on radical change. A DMAIC methodology is used when a product or process is in existence at a company but it is not meeting customer specification
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BUSINESS PROCESS INTEGRATION IN MARITIME FLEET MANAGEMENT (Generic analysis of a large fleet management and recommendation) Initial assessment of the maritime sector in general In the maritime sector there are several IT companies offering a wide variety of software packages supporting business processes specific to fleet management. The aim is to ease the management decision making process and help the ship’s crew with their tasks. The most common applications include voyage planning‚ spares
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VOL. 3‚ NO. 1‚ January 2012 ISSN 2079-8407 Journal of Emerging Trends in Computing and Information Sciences ©2009-2012 CIS Journal. All rights reserved. http://www.cisjournal.org Impact of IT on Process Improvement 1 1 Lotfollah najjar‚ 2 Ziaul huq‚ 3 Seyed-mahmoud aghazadeh‚ 4 Saeedreza hafeznezami College of Information Science & Technology‚ University of Nebraska at Omaha‚ USA‚ Fax: 402-554-3284‚ 2 College of Business Administration‚ University of Nebraska at Omaha‚ USA‚ Fax:
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BUSINESS PROCESS PROCESS RE-ENGINEERING RE-ENGINEERING BP R BP R Report produced for the EC funded project INNOREGIO: dissemination of innovation and knowledge management techniques by Sotiris Zigiaris‚ MSc‚ BPR engineer BPR HELLAS SA J A N U A R Y 2 0 0 0 BUSINESS PROCESS RE-ENGINEERING - BPR 1 Contents 1. Description .................................................................................................................2 1.1 What is the Business Process Re-engineering
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