Deriving Use Case Diagrams from Business Process Models Remco M. Dijkman University of Twente‚ Faculty of Computer Science P.O. Box 217‚ 7500 AE Enschede The Netherlands dijkman@cs.utwente.nl Stef M.M. Joosten Ordina Finance Utopics‚ and Open University of the Netherlands P.O. Box 2960‚ 6401 DL Heerlen The Netherlands joosten@anaxagoras.com Abstract In this paper we introduce a technique to simplify requirements capture. The technique can be used to derive functional requirements‚ specified in
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Process Improvement Plan Time is always moving forward making it difficult to execute daily processes slowly. Travelling is a daily process that takes much time and resources. Time spent on travelling can be known as waste time as the main goal is to transport from point A to point B without analyzing or performing actions on other tasks. Multitasking is not advisable meaning a high focus should be on the road and other road users plus it is illegal. The process if done as quickly
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Performance Technology: Principles‚ Practices‚ and Potential (2006)‚ it is evident that there are similarities and differences between PI (performance improvement and ID (instructional design). I dare say the parallelisms far exceed the variances. In the flowchart above you see the side by side comparison of the two. Allow me to share my thoughts concerning the differences and likenesses. The differences between the PI and ID for the most part are their length. PI is more comprehensive as Pershing (2006)
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Juran and Deming W. Edwards Deming and Joseph M. Juran pursued their efforts and devoted their lives to helping organizations improve the quality of their products and services. Their impact is now worldwide and their accomplishments eminent. Deming and Juran’s amazing lives paralleled each other in many ways. As youths‚ both experienced hard times. However‚ they both overcame their humble beginnings‚ graduated from college‚ and embarked on their careers. Both Juran and Deming started
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Running Header: Process Improvement Plan Process Improvement Plan Introduction In today’s society‚ every American have a daily process to complete‚ whether the process involves; cleaning‚ working‚ attending school‚ or just preparing a meal for the family. They are individuals who may think‚ these processes are easy‚ but if the process requires a significant amount of time‚ this will cause a problem for an individual. A bottleneck is a term used
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CAC ASSIGNMENT Milan Dave A-14 Submitted to: Prof. Parag Soni KAIZEN COSTING: DEFINITION: * Kaizen Costing is the process of continuously reducing the costs that occur after a product design has been completed and is now in production. * Here‚ the costs can be reduced by working with the suppliers to reduce the costs in their processes; by implementing less costly re-designs of the product‚ or by reducing waste costs i.e. the costs behind the wastage of time‚ raw material and the
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Even thought Kaizen costing have many advantages‚ the company will face several problems. The pit falls when apply Kaizen costing is resistance to change. Some companies need to bring about an immense change in their mindset and ways of functioning. This is sometimes very difficult which will create initial problem that lead to bad performance to the company itself. In addition‚ the company must have open style communication in order to make sure management style practice by the worker. This is because
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Process Improvement Plan OPS 571 05/06/2013 Process Improvement Plan In week one‚ the goal was to find time to work out with a full-time job and school. By looking at the bottle necks in my flow chart‚ one was able to find time to work out so one can lose weight. Every week‚ one would set up a schedule and put time to work out in that schedule. Each week‚ one tried to make time more efficient so that one was able to work‚ go to school‚ have extract time for activates‚ and have time to work
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Consulting approaches to process improvement Bain & Co. Kai A. Simon Viktoria Institute Author’s Note: This is a part of an early draft of my doctoral dissertation that was shortened considerably for the final version. Nevertheless‚ it might be a useful collection of insight for organizations that face a need for redesigning their business processes and wish to learn more about the basic concept and how some major consulting firms approach it methodologically. The series consists of 7 parts
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Explaining the TQM process at Sundaram Clayton‚ Venu Srinivasan‚ managing director‚ (and also chairman and managing director of sister company‚ TVS Motor - another Deming recipient - ) says‚ "It is a company-wide effort at continuous quality improvement of all processes‚ products and services through total employee involvement‚ that results in increasing customer satisfaction and loyalty‚ and improved business results." Interestingly‚ the TVS group adapted to the TQM concepts and assimilated them
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