CASE STUDY Title: Pepsi-Cola Manufacturing International Ltd. Azwan Shah bin Aminuddin 1. Identify and discuss the business process redesign principles that have been applied by the BR project team. In business process redesign‚ the organization need to be have a guidance or principles to make sure that their redesign process is on the right track. In Pepsi –Cola Manufacturing International Ltd (PCMIL)‚ there are based on several principles to ensure they are on the
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1. Introduction This report focuses on the case studies of the Levi Jeans workers and the California Auto Club reengineering customer service. It looks at operations management as a source for gaining a competitive advantage and overcoming potential problems experienced within and organisation or workplace. The questions to be reviewed are as follows: Jeans Therapy - Levi’s factory worker are assigned to teams‚ and morale takes a hit: 1. What went wrong with Levi’s move to teams in their plants
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improvements would primarily be defined in terms of quality‚ cycle-time and cost efficiency. The Bain definition‚ on the other hand‚ takes a wider perspective and includes the aspect of strategic competitive advantage in an explicit way. 1 Reengineering principles • Top management sponsorship. Senior management is obliged to provide an inspirational vision of the ultimate goal to be achieved. This includes the slaughter of ”sacred cows”‚ allowing the
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Chapter 6 ANSWERS TO DISCUSSION QUESTIONS 1. The Internet is a driving force behind developments in telecommunications‚ networks‚ and other information technologies. Do you agree or disagree? Why? By all industry accounts‚ this statement is very accurate. In order to remain competitive in domestic and global markets‚ businesses have become very dependent on telecommunications technology in order to compete. This trend will increase even more so as we proceed through the 21century. Businesses
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Business Process Reengineering dr Jerzy Surma Kolegium Nauk o Przedsiębiorstwie Szkoła Główna Handlowa w Warszawie e-mail: jerzy.surma@gmai.com MBA 731: Business Systems Analysis and Design Minder Chen‚ Ph.D. School of Management George Mason University (O) 703-993-1788 (F) 703-993-1809 E-Mail: mchen@gmu.edu Web Site: http://gunston.doit.gmu.edu/ecommerce/MIS731/ Process BPR Introduction‚ Examples‚ & Principles Introduction to BPR – Problems – BPR Definition – Process Definition‚ Dimensions
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help organizations fundamentally rethink how they do their work in order to dramatically improve customer service‚ cut operational costs‚ and become world-class competitors. In the mid-1990s‚ as many as 60% of the Fortune companies claimed to either have initiated reengineering efforts‚ or to have plans to do so. BPR seeks to help companies radically restructure their organizations by focusing on the ground-up design of their business processes. According to Davenport (1990) a business process is a set of logically related
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Providian Trust is a company which is rich in tradition‚ experience‚ and a high level of customer service‚ but was void of technology‚ information management‚ and therefore also void of an IT competitive advantage. Providian Trust was in major need of reengineering and simply implementing a new software system (Access Plus) was not going to give the company a competitive advantage. The company was going to need a dramatic redesign of business processes and intense “reprogramming” of most of the employees
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should produce exact number of every part. Waste of Motion If the workers are not trained in their job properly there will be lot of motion but no work. Product Defects The defective parts or supplies cause loss of money. BUSINESS PROCESS REENGINEERING (BPR) BPR is undertaken essentially to result in a quantum jump in performance of processes. BPR is “the fundamental rethinking and radical redesign of business processes to achieve dramatic improvement in critical‚ contemporary measures of performance
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Highstone Electronics Inc. Importance of effective operations management in achieving organizational objectives Operations management forms the heart of the organization as it controls the system of operations. According to Lowson (2002) operations management is concerned with the design‚ operation and improvement of the internal and external systems‚ resources and technologies that create and deliver the firms primary product and service combinations. The activities included within operations
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follower‚ instead of leader. In writing about a related quality improvement technique‚ Business Process Reengineering (BPR)‚ Hammer and Champy (1993) add that: The problem with benchmarking is it can restrict the Reengineering team’s thinking to the framework of what is already being done in its company’s own industry. By aspiring only to be as good as the best in its industry‚ the (Reengineering) team sets a cap on its own ambitions. Used this way‚ benchmarking is just a tool for catching up‚ not
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