Customer satisfaction improves not because goods are more reliable and have fewer defects but because the entire process that the customer experiences from start to finish, from the sales office all the way through delivery and post-sale servicing and technical support, is improved.
The document discusses the history and evolution of outsourcing in various industries from the 1980s to present day. It covers the reasons companies outsource functions like production, purchasing, logistics, and services to reduce costs and risks. The document also outlines advantages and disadvantages of outsourcing as well as best practices for effective outsourcing.
This document discusses the differences between offshoring, nearshoring, and outsourcing. Offshoring involves having team members in different geographic zones, nearshoring involves having team members in different locations within the same zone, and outsourcing involves contracting with an external third party provider. Both offshoring and outsourcing managers require skills in cultural awareness, communications, workload management, compliance, and vendor management. The document advises managers to develop competencies in these areas in order to effectively manage distributed teams across locations and organizations.
Operational Excellence & Cost Reduction Sept09Ramesh Victor
The document discusses operational excellence and cost reduction through Lean and Lean Six Sigma methodologies. It outlines how these methodologies can help companies increase throughput, reduce excess inventory and operating expenses. Specific tools and strategies are mentioned, including value stream mapping, standard work, visual management systems, and kaizen. Case studies are shared of companies that saved millions or billions using these approaches. Consulting services are offered to assess opportunities, identify waste, and provide training and project support.
Managing risks and opportunities in strategic fm outsourcing 3amfacilities
The document discusses managing risks in strategic facilities management outsourcing. It begins with introductions of the presenter and their qualifications and experience in facilities management. It then outlines the objectives of discussing FM outsourcing as a trend, highlighting risks at various stages of the outsourcing process, and recommending measures to manage risks. The presentation covers background on FM outsourcing, common risks, the FM outsourcing process and management stages, risks at each stage, and managing outsourcing risks overall.
This document discusses operations management strategies in a global environment. It begins by outlining learning objectives related to defining mission/strategy and identifying strategic approaches. It then provides examples of multinational corporations and their foreign operations. Several global strategies are discussed, including standardization, localization, and examples of companies using each approach. Factors influencing globalization decisions are also summarized.
EY Real Estate & Facilities Management Outsourcing Poin of View 2016Henrik Jarleskog
EXECUTIVE SUMMARY
Historically, the approach to drive REFM outsourcing has been quite consistent across
industries and organizations. “The classic approach” with competitive sourcing,
transactional business models and transactional contracts has been the most widespread.
However, if you look at the most common pitfalls, there are many inherent flaws in this
approach. It is our experience that yesterday’s best practices will not equal tomorrow’s next
great innovations within value-enabling REFM.
At EY, we believe that the classic way to conduct REFM business is still useful when a
company wants to buy commoditized services at the lowest cost. However, if your objective
is to create strategic results and generate value beyond savings and transformation, the
classic approach falls short.
Your choice of business model is fundamental to achieving your strategic objectives.
Similarly, your choice of sourcing business model strategy is integral to orchestrating the
system that will enable you to achieve strategic objectives. Last but not least, the rules
you choose to follow in the relationship with your business partners are crucial for joint
success.
In this report, we have combined EY’s insights as a leading provider of REFM advisory
services with viewpoints from workplace executives and opinion leaders in outsourcing. We
aim to describe current challenges in the REFM market, the most evident future trends and - last but not least – how to respond to the upcoming changes. In other words, our theme is just as logical as it is exiting.
Best regards,
Henrik Järleskog
Dave Reiber is a business solutions architect with experience leading predictive maintenance programs at General Motors. He has held several leadership positions relating to asset management software Maximo. Reiber introduces perficient, an IT and experience design firm, and discusses his background in predictive maintenance and reliability. He then provides an overview of General Motors, including its global operations, brands, and sustainability efforts.
The document discusses the history and evolution of outsourcing in various industries from the 1980s to present day. It covers the reasons companies outsource functions like production, purchasing, logistics, and services to reduce costs and risks. The document also outlines advantages and disadvantages of outsourcing as well as best practices for effective outsourcing.
This document discusses the differences between offshoring, nearshoring, and outsourcing. Offshoring involves having team members in different geographic zones, nearshoring involves having team members in different locations within the same zone, and outsourcing involves contracting with an external third party provider. Both offshoring and outsourcing managers require skills in cultural awareness, communications, workload management, compliance, and vendor management. The document advises managers to develop competencies in these areas in order to effectively manage distributed teams across locations and organizations.
Operational Excellence & Cost Reduction Sept09Ramesh Victor
The document discusses operational excellence and cost reduction through Lean and Lean Six Sigma methodologies. It outlines how these methodologies can help companies increase throughput, reduce excess inventory and operating expenses. Specific tools and strategies are mentioned, including value stream mapping, standard work, visual management systems, and kaizen. Case studies are shared of companies that saved millions or billions using these approaches. Consulting services are offered to assess opportunities, identify waste, and provide training and project support.
Managing risks and opportunities in strategic fm outsourcing 3amfacilities
The document discusses managing risks in strategic facilities management outsourcing. It begins with introductions of the presenter and their qualifications and experience in facilities management. It then outlines the objectives of discussing FM outsourcing as a trend, highlighting risks at various stages of the outsourcing process, and recommending measures to manage risks. The presentation covers background on FM outsourcing, common risks, the FM outsourcing process and management stages, risks at each stage, and managing outsourcing risks overall.
This document discusses operations management strategies in a global environment. It begins by outlining learning objectives related to defining mission/strategy and identifying strategic approaches. It then provides examples of multinational corporations and their foreign operations. Several global strategies are discussed, including standardization, localization, and examples of companies using each approach. Factors influencing globalization decisions are also summarized.
EY Real Estate & Facilities Management Outsourcing Poin of View 2016Henrik Jarleskog
EXECUTIVE SUMMARY
Historically, the approach to drive REFM outsourcing has been quite consistent across
industries and organizations. “The classic approach” with competitive sourcing,
transactional business models and transactional contracts has been the most widespread.
However, if you look at the most common pitfalls, there are many inherent flaws in this
approach. It is our experience that yesterday’s best practices will not equal tomorrow’s next
great innovations within value-enabling REFM.
At EY, we believe that the classic way to conduct REFM business is still useful when a
company wants to buy commoditized services at the lowest cost. However, if your objective
is to create strategic results and generate value beyond savings and transformation, the
classic approach falls short.
Your choice of business model is fundamental to achieving your strategic objectives.
Similarly, your choice of sourcing business model strategy is integral to orchestrating the
system that will enable you to achieve strategic objectives. Last but not least, the rules
you choose to follow in the relationship with your business partners are crucial for joint
success.
In this report, we have combined EY’s insights as a leading provider of REFM advisory
services with viewpoints from workplace executives and opinion leaders in outsourcing. We
aim to describe current challenges in the REFM market, the most evident future trends and - last but not least – how to respond to the upcoming changes. In other words, our theme is just as logical as it is exiting.
Best regards,
Henrik Järleskog
Dave Reiber is a business solutions architect with experience leading predictive maintenance programs at General Motors. He has held several leadership positions relating to asset management software Maximo. Reiber introduces perficient, an IT and experience design firm, and discusses his background in predictive maintenance and reliability. He then provides an overview of General Motors, including its global operations, brands, and sustainability efforts.
Introduction to Operational Excellence - Pauwels Consulting Academy - Kris Va...Pauwels Consulting
On February 16, 2017, Kris Van Nieuwenhove, Pharma Services en OpEx Consultant at Pauwels Consulting, gave an interesting and amusing presentation about the basics of Operational Excellence at our office in Diegem.
In his presentation, Kris covered basic concepts and definitions of Operational Excellence, and he told us about the daily applicatoin of OpEx tools and methodologies such as Lean, 6-sigma, Value Stream Mapping and 5S.
Chapter 06 Measuring and Managing Customer RelationshipsManami
This document discusses measuring and managing customer relationships and profitability. It states that both financial and non-financial metrics are needed to properly manage customer performance. It describes how analyzing costs to serve each customer and the profits generated can help balance expectations. It also discusses various methods companies can use to increase customer profitability, such as process improvements, activity-based pricing, managing relationships, and analyzing lifetime customer value.
Increasing complexity is the biggest challenge for the supply chain. Learn more about how complexity impacts the supply chain and how to eliminate or reduce this complexity.
JPF was a US service company that decided to adopt the practices of "Lean Production" to address delays, quality issues, and inefficiency. Lean production originated from Toyota and focuses on continuous workflow, standardization, eliminating waste, and meeting customer demand. JPF appointed a team to implement Lean concepts like colocating linked processes, standardizing procedures, splitting tasks, establishing work pacing, and load balancing. These changes led to a 60% increase in productivity. Metrics were displayed and performance was regularly measured to encourage continuous improvement from a customer perspective. The case shows how Lean principles can benefit service organizations.
Operational Excellence: Getting the most out of your Lean and Six Sigma programsWilson Perumal and Company
Operational Excellence is more important now than ever. Your customers demand it! However, evidence shows that traditional approaches to achieving Operational Excellence are not delivering the expected results. In this presentation delivered at the APICS Houston Professional Development Meeting on May 15, 2015, Chris Seifert, Manager at Wilson Perumal & Company, explains why traditional approaches to Operational Excellence are failing, and provides strategies you can use to make Lean and Six Sigma relevant in today's complex world.
Complexity in all aspects of business (products, processes, organizations) has made planning and forecasting more difficult and a fundamental lack of understanding of complexity often drives behaviors intended to reduce costs, but actually increase them while decreasing service level.
In this presentation delivered at the 2014 APICS International Conference, we explore the sources of complexity facing businesses today and how complexity manifests itself in poorer performance and higher costs. In doing so we will explore Wilson Perumal & Company’s Square Root Costing methodology for more accurately allocating complexity costs across an organization through a real-life client example.
This document provides information about lean production and just-in-time (JIT) manufacturing. It includes an acknowledgement, index, and sections on what lean production is, JIT, the history and development of JIT, concepts of JIT, and characteristics of JIT. The document was produced by a group of students for their production management and material management class project on lean production and JIT, with a focus on its application to Bisleri company.
The document discusses customer relationship management (CRM) and its importance in supply chain management. It defines CRM and outlines its key components, including customer segmentation, lifetime value calculation, sales force automation tools, and call center management. The document also describes best practices for designing and implementing a successful CRM program through multi-step processes. Finally, it discusses trends in CRM, such as increasing focus on customer privacy, the rise of social media and cloud computing.
This document discusses traditional manufacturing costing systems and activity-based costing (ABC) systems. Traditional systems allocate indirect costs to products based on a volume-based metric like labor hours. ABC systems allocate costs based on a product's actual consumption of resources. ABC provides more accurate product costs and insights into profitability. It helps managers identify unprofitable products and ways to improve operations and resource utilization.
Chapter 08 Measuring and Managing Life-Cycle CostsManami
This document discusses total life cycle costing (TLCC) and related concepts. TLCC considers costs across a product's entire life cycle from research and development through manufacturing, use, and disposal. Key points covered include:
- TLCC analyzes costs across the research, manufacturing, and post-sale stages.
- Target costing sets cost goals early to design products that can be manufactured and sold at a desired price. It aims to minimize total ownership costs over a product's life.
- Environmental costing accounts for environmental impacts and regulations during production, use, and disposal.
This document outlines an agenda for a presentation on reducing complexity in supply chains. The presentation will cover sources and impacts of complexity, accounting for complexity costs, developing complexity value stream maps, utilizing portfolio optimization, and case studies. Speakers will discuss operational excellence frameworks and achieving operational discipline. The goal is to help companies wage war on complexity stretching their capabilities by both reducing unnecessary complexity and making complexity less expensive through various strategies and tools.
Chapter 07 Measuring and Managing Process PerformanceManami
There are three main types of facility layouts: process layouts, product layouts, and group technology layouts. The goal of facility design is to streamline operations and increase profits by reducing waste. Process layouts group similar equipment together but products travel long distances. Product layouts organize equipment around specific products to reduce travel distances. Group technology layouts arrange machines into cells based on the type of work performed. Minimizing inventory levels and reducing processing times can decrease costs and improve quality and productivity.
This document discusses key factors in choosing an optimal business location. It defines optimal location as one that balances quantitative and qualitative factors for maximum profitability and success. Quantitative methods discussed for location analysis include profit estimates, investment appraisal, and break-even analysis. Qualitative factors can also influence decisions. The benefits and challenges of multisite and international locations are outlined.
The document defines key concepts in operations and production management. It discusses the types of customers and suppliers, the value chain, core and support processes, and how processes work. It also covers the differences between products and services, operation decision making, productivity improvement, global competition, and strategic decision tools like the preference matrix and decision theory.
The document summarizes a portfolio complexity diagnostic conducted by Wilson Perumal & Company to help clients optimize their product portfolios. The diagnostic examines a client's products, operations, customers and finances over 3 weeks to identify root causes of complexity. It aims to determine if complexity reduction is feasible and the potential size of benefits across areas like costs, capacity, margins and revenues. The diagnostic is meant to align the organization for a broader portfolio optimization effort that can typically realize over 25% improvement in EBITDA by eliminating unprofitable products and segments.
This document defines key terms related to managerial accounting. It provides concise definitions for over 100 accounting terms across multiple chapters, covering topics like cost behavior, budgeting, variance analysis, and activity-based costing. Some of the key terms defined include direct and indirect costs, fixed and variable costs, absorption costing, contribution margin, break-even point, and flexible budget.
Operations Management PowerPoint Presentation Slides allows the organization to measure the performance of its operations. Requirement engineering PowerPoint complete deck describe in detail about operation management process, operational goals, process timeline, competitive analysis value map, strategies for forward and backward integration, operation strategy, productivity table, forecasting table, system and design, product and service design, capacity planning for product, facility layout, location planning and analysis, quality management system, quality control timeline, supply chain management, inventory management and scheduling, inventory turnover KPIs, lean manufacturing to name a few. Explain goals of competitive criteria goals like cost, quality, speed, flexibility, reliability, etc with this visually stunning project production management PPT slides. Showcase the steps of capacity strategy planning. Design of work system, process, technology, people and infrastructure management can be well explained with this business process mapping PowerPoint templates. Furthermore, using this business operation presentation design, you can brief your audience about aggregate production planning, effective lean techniques, inventory scheduling, project management, roles and responsibilities matrix, work breakdown structure, etc.
Outsourcing and offshoring: implementation and risk reduction, by Anthony Mit...Anthony Mitchell
Learn about risk reduction and implementation in going offshore. Covers taxes, telecommunications, NDAs, workplace and cultural issues in India, Pakistan, and the Philippines.
Bba501 & production and operations managementsmumbahelp
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
help.mbaassignments@gmail.com
or
call us at : 08263069601
This document provides a report on the resources needed to operate a warehouse for importing and distributing liquor. It identifies that a sufficient property and warehouse space will be needed to accommodate unloading bulk containers, empty pallet storage, and a bonded storage area. The report also considers requirements for transport fleet, warehouse equipment, licenses, insurance, security, risk management, and the potential for outsourcing some operations. It provides tables outlining the proposed property layout, warehouse layout, risk assessment plan, and risk matrix. The conclusion is that a joint venture between two companies could provide synergistic benefits to establish this third-party logistics operation.
Introduction to Operational Excellence - Pauwels Consulting Academy - Kris Va...Pauwels Consulting
On February 16, 2017, Kris Van Nieuwenhove, Pharma Services en OpEx Consultant at Pauwels Consulting, gave an interesting and amusing presentation about the basics of Operational Excellence at our office in Diegem.
In his presentation, Kris covered basic concepts and definitions of Operational Excellence, and he told us about the daily applicatoin of OpEx tools and methodologies such as Lean, 6-sigma, Value Stream Mapping and 5S.
Chapter 06 Measuring and Managing Customer RelationshipsManami
This document discusses measuring and managing customer relationships and profitability. It states that both financial and non-financial metrics are needed to properly manage customer performance. It describes how analyzing costs to serve each customer and the profits generated can help balance expectations. It also discusses various methods companies can use to increase customer profitability, such as process improvements, activity-based pricing, managing relationships, and analyzing lifetime customer value.
Increasing complexity is the biggest challenge for the supply chain. Learn more about how complexity impacts the supply chain and how to eliminate or reduce this complexity.
JPF was a US service company that decided to adopt the practices of "Lean Production" to address delays, quality issues, and inefficiency. Lean production originated from Toyota and focuses on continuous workflow, standardization, eliminating waste, and meeting customer demand. JPF appointed a team to implement Lean concepts like colocating linked processes, standardizing procedures, splitting tasks, establishing work pacing, and load balancing. These changes led to a 60% increase in productivity. Metrics were displayed and performance was regularly measured to encourage continuous improvement from a customer perspective. The case shows how Lean principles can benefit service organizations.
Operational Excellence: Getting the most out of your Lean and Six Sigma programsWilson Perumal and Company
Operational Excellence is more important now than ever. Your customers demand it! However, evidence shows that traditional approaches to achieving Operational Excellence are not delivering the expected results. In this presentation delivered at the APICS Houston Professional Development Meeting on May 15, 2015, Chris Seifert, Manager at Wilson Perumal & Company, explains why traditional approaches to Operational Excellence are failing, and provides strategies you can use to make Lean and Six Sigma relevant in today's complex world.
Complexity in all aspects of business (products, processes, organizations) has made planning and forecasting more difficult and a fundamental lack of understanding of complexity often drives behaviors intended to reduce costs, but actually increase them while decreasing service level.
In this presentation delivered at the 2014 APICS International Conference, we explore the sources of complexity facing businesses today and how complexity manifests itself in poorer performance and higher costs. In doing so we will explore Wilson Perumal & Company’s Square Root Costing methodology for more accurately allocating complexity costs across an organization through a real-life client example.
This document provides information about lean production and just-in-time (JIT) manufacturing. It includes an acknowledgement, index, and sections on what lean production is, JIT, the history and development of JIT, concepts of JIT, and characteristics of JIT. The document was produced by a group of students for their production management and material management class project on lean production and JIT, with a focus on its application to Bisleri company.
The document discusses customer relationship management (CRM) and its importance in supply chain management. It defines CRM and outlines its key components, including customer segmentation, lifetime value calculation, sales force automation tools, and call center management. The document also describes best practices for designing and implementing a successful CRM program through multi-step processes. Finally, it discusses trends in CRM, such as increasing focus on customer privacy, the rise of social media and cloud computing.
This document discusses traditional manufacturing costing systems and activity-based costing (ABC) systems. Traditional systems allocate indirect costs to products based on a volume-based metric like labor hours. ABC systems allocate costs based on a product's actual consumption of resources. ABC provides more accurate product costs and insights into profitability. It helps managers identify unprofitable products and ways to improve operations and resource utilization.
Chapter 08 Measuring and Managing Life-Cycle CostsManami
This document discusses total life cycle costing (TLCC) and related concepts. TLCC considers costs across a product's entire life cycle from research and development through manufacturing, use, and disposal. Key points covered include:
- TLCC analyzes costs across the research, manufacturing, and post-sale stages.
- Target costing sets cost goals early to design products that can be manufactured and sold at a desired price. It aims to minimize total ownership costs over a product's life.
- Environmental costing accounts for environmental impacts and regulations during production, use, and disposal.
This document outlines an agenda for a presentation on reducing complexity in supply chains. The presentation will cover sources and impacts of complexity, accounting for complexity costs, developing complexity value stream maps, utilizing portfolio optimization, and case studies. Speakers will discuss operational excellence frameworks and achieving operational discipline. The goal is to help companies wage war on complexity stretching their capabilities by both reducing unnecessary complexity and making complexity less expensive through various strategies and tools.
Chapter 07 Measuring and Managing Process PerformanceManami
There are three main types of facility layouts: process layouts, product layouts, and group technology layouts. The goal of facility design is to streamline operations and increase profits by reducing waste. Process layouts group similar equipment together but products travel long distances. Product layouts organize equipment around specific products to reduce travel distances. Group technology layouts arrange machines into cells based on the type of work performed. Minimizing inventory levels and reducing processing times can decrease costs and improve quality and productivity.
This document discusses key factors in choosing an optimal business location. It defines optimal location as one that balances quantitative and qualitative factors for maximum profitability and success. Quantitative methods discussed for location analysis include profit estimates, investment appraisal, and break-even analysis. Qualitative factors can also influence decisions. The benefits and challenges of multisite and international locations are outlined.
The document defines key concepts in operations and production management. It discusses the types of customers and suppliers, the value chain, core and support processes, and how processes work. It also covers the differences between products and services, operation decision making, productivity improvement, global competition, and strategic decision tools like the preference matrix and decision theory.
The document summarizes a portfolio complexity diagnostic conducted by Wilson Perumal & Company to help clients optimize their product portfolios. The diagnostic examines a client's products, operations, customers and finances over 3 weeks to identify root causes of complexity. It aims to determine if complexity reduction is feasible and the potential size of benefits across areas like costs, capacity, margins and revenues. The diagnostic is meant to align the organization for a broader portfolio optimization effort that can typically realize over 25% improvement in EBITDA by eliminating unprofitable products and segments.
This document defines key terms related to managerial accounting. It provides concise definitions for over 100 accounting terms across multiple chapters, covering topics like cost behavior, budgeting, variance analysis, and activity-based costing. Some of the key terms defined include direct and indirect costs, fixed and variable costs, absorption costing, contribution margin, break-even point, and flexible budget.
Operations Management PowerPoint Presentation Slides allows the organization to measure the performance of its operations. Requirement engineering PowerPoint complete deck describe in detail about operation management process, operational goals, process timeline, competitive analysis value map, strategies for forward and backward integration, operation strategy, productivity table, forecasting table, system and design, product and service design, capacity planning for product, facility layout, location planning and analysis, quality management system, quality control timeline, supply chain management, inventory management and scheduling, inventory turnover KPIs, lean manufacturing to name a few. Explain goals of competitive criteria goals like cost, quality, speed, flexibility, reliability, etc with this visually stunning project production management PPT slides. Showcase the steps of capacity strategy planning. Design of work system, process, technology, people and infrastructure management can be well explained with this business process mapping PowerPoint templates. Furthermore, using this business operation presentation design, you can brief your audience about aggregate production planning, effective lean techniques, inventory scheduling, project management, roles and responsibilities matrix, work breakdown structure, etc.
Outsourcing and offshoring: implementation and risk reduction, by Anthony Mit...Anthony Mitchell
Learn about risk reduction and implementation in going offshore. Covers taxes, telecommunications, NDAs, workplace and cultural issues in India, Pakistan, and the Philippines.
Bba501 & production and operations managementsmumbahelp
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
help.mbaassignments@gmail.com
or
call us at : 08263069601
This document provides a report on the resources needed to operate a warehouse for importing and distributing liquor. It identifies that a sufficient property and warehouse space will be needed to accommodate unloading bulk containers, empty pallet storage, and a bonded storage area. The report also considers requirements for transport fleet, warehouse equipment, licenses, insurance, security, risk management, and the potential for outsourcing some operations. It provides tables outlining the proposed property layout, warehouse layout, risk assessment plan, and risk matrix. The conclusion is that a joint venture between two companies could provide synergistic benefits to establish this third-party logistics operation.
2014Q1-0127_USAW_CONF_Weitz_When Outsourcing Stops Making SenseCytel
The document discusses when outsourcing stops making sense based on a case study of EMD Serono outsourcing biostatistics and programming work to Cytel. While outsourcing can provide cost savings and access to specialized skills, outsourcing for cost alone is risky. The case study shows how EMD Serono and Cytel worked together to thoughtfully plan and adaptively implement the outsourcing arrangement to ensure quality delivery and flexibility. Through close monitoring and adjustments, the outsourcing achieved cost savings without compromising quality or flexibility.
The document discusses when outsourcing stops making sense based on a case study of EMD Serono outsourcing biostatistics and programming work to Cytel. While outsourcing can provide cost savings and access to specialized skills, outsourcing for cost alone is risky. The case study shows how EMD Serono and Cytel worked together to thoughtfully plan and adaptively implement the outsourcing arrangement to ensure quality delivery and flexibility. This allowed EMD Serono to gain cost savings without compromising standards.
This document discusses outsourcing and its benefits, effectiveness, and future. It provides an overview of outsourcing in HAL and focuses on improving efficiency and effectiveness. Some key points:
1. Outsourcing can reduce costs, improve quality, and allow companies to focus on core competencies. Both direct benefits like cost reductions and indirect benefits like stimulating process analysis are discussed.
2. HAL outsources manufacturing, assemblies, tooling, and logistics. The paper examines how to improve the efficiency of lead times and the effectiveness of quality and costs.
3. Suggestions to improve efficiency include providing digital resources to vendors, establishing a logistics department, enabling online payments, and implementing e
4 step for Practical Business Strategy and Improvement Guidancemuhammad ikhsan
This document provides guidance on practical business improvement through 4 steps: 1) Understanding business objectives of delivering the right product/service to customers at the right quality, cost and time. 2) Conducting a SIPOC analysis to optimize information, material and money flows according to standards and benchmarks. 3) Analyzing resources in terms of attitude/skill, value-added activities and data to prioritize improvement areas. 4) Implementing changes and measuring financial impacts on profitability, cash and working capital through cost reduction, revenue increases or process enhancements.
This document provides guidance on standards, procedures and restrictions for disposing of non-leased information technology equipment at Topaz. It defines key terms like non-leased and disposal. It outlines responsibilities of the IT department to back up data, wipe hardware, and select approved recycling agents. Acceptable disposal methods include selling to staff, scrap dealers, donations, and recycling. The IT supervisor must ensure disposals follow these guidelines and rules to be done appropriately and responsibly with company resource planning.
Jack neift trucking company prepared slides.faizanahamd
Jack Neift Trucking Company was facing financial difficulties due to issues like deadheading (empty return trips) and lack of communication between management, drivers, and field staff. This led to inefficient routing and increased costs. The presentation recommends installing an integrated GPS and ERP system to track vehicles, share shipping information in real-time, and better manage finances and human resources. The proposed solution aims to eliminate deadheading, reduce costs, and improve customer relations.
The document provides a summary of an individual's experience in procurement, supply chain management, and stores roles over 11+ years. It highlights roles and responsibilities including global and domestic procurement, vendor management, inventory control, and stores functions. Key achievements and deliverables are noted from roles at Flextronics Technologies and Panickker Switchgear, including cost savings initiatives, development of local sourcing, and performance metrics improvements. The professional is seeking a middle level assignment to further apply their skills and experience.
The document describes the implementation of Lean tools and techniques in the Material Supply Chain area of an aircraft engineering company. Specifically, it details how 5S and activity sampling were used to improve processes in the stores department and engineering hangar. 5S was applied to better organize the stores area, resulting in improved flow and higher stock accuracy. Activity sampling identified unnecessary waiting times for engineers collecting tools, which informed changes to the layout and process that reduced walking times by 50% and recovered over 1,000 hours per year for production. Overall, the Lean projects increased customer satisfaction and the organization's on-time performance.
The document discusses the importance of integrating various types of data for effective asset management and decision making. It outlines 11 categories of data that are essential to integrate, including equipment location, materials specifications, documentation, safety data, work center data, personnel data, logistical data, procurement data, financial data, fault diagnosis data, and asset risk data. Without integrating these different data sources, planning, scheduling, cost allocation would not be possible. The document also discusses challenges with integrating data across different departments with their own systems and priorities. It provides recommendations for overcoming barriers to full data integration.
This document outlines an 8-discipline methodology for systematically solving problems and documenting corrective actions. It involves assembling a team to: 1) build teamwork, 2) understand the problem, 3) take interim actions, 4) analyze root causes, 5) implement permanent corrective actions, 6) implement the actions, 7) take preventative actions, and 8) submit a report and congratulate the team. The roles of champion, team leader, facilitator and members are defined. Methods for root cause analysis such as why-why analysis, fishbone diagrams and experiments are provided. Steps are outlined for verifying the effectiveness of corrective actions and preventing future nonconformances.
Dennis Belardo has over 18 years of experience in various roles such as Business Analyst, Business Planner, Customer Service Representative, and Production Supervisor. He currently works as a Business Analyst for Maxim Philippines, where he is responsible for vendor managed inventory, meeting key metrics, and system enhancements. He aims to resolve issues efficiently and ensure smooth operations.
The document discusses three topics:
1. Human Resource Management - How HR analytics can help resolve challenges in HR by making it more data-driven.
2. Water Management - New digital technologies can monitor water usage and help optimize water resource management.
3. Manufacturing Industry - Advanced analytics in manufacturing can help with predictive maintenance, quality testing, supply chain optimization, and product optimization to reduce costs and improve processes.
This presentation was presented at HR 2007 in Los Vegas. It shows the top 10 reasons behind Intervoice\'s success with its global SAP HCM implementation.
SOLVED SMU MBA ASSIGNMENTS AVAILABLE....Naveen Kumar
Remaining Answers are available in Paid Assignments……..
Contact us for complete assignments…..
NAVEEN KUMAR: 09958511016 /09971164259
E-MAIL: naveenk31@yahoo.co.in / smuassignments2014@gmail.com
Website: www.smustudy.com
ALL OF OUR ASSIGNMENTS ARE IN WORD FORMAT AND AS PER NEW GUIDELINES OF SMU………
Capgemini ses - smart grid operational services - selecting the right mobil...Gord Reynolds
The document provides guidance on selecting the right mobile solution in 3 stages:
1) Creating a business requirement plan by defining needs, objectives, and requirements.
2) Defining technical requirements by considering applications, devices, connectivity, and costs.
3) Selecting the best solution by evaluating options against requirements and costs. It emphasizes assessing total cost of ownership and seeking expertise from solution providers when defining technical needs.
Bridging the gap rob de munnik - dutch tax officeNesma
Rob de Munnik will provide an overview of how the Dutch Tax Office uses function points (FP) internally and in supplier contracts. The Dutch Tax Office's Team IT Control uses FP to measure productivity, maintainability, and bridge gaps without insight into data. Examples will be provided of how FP is used to negotiate outsourcing contracts and transform time and materials engagements into continuous output-based contracts. Limitations of using FP will also be discussed using Dutch Tax Office examples.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...ABHILASH DUTTA
This presentation provides a thorough examination of Over-the-Top (OTT) platforms, focusing on their development and substantial influence on the entertainment industry, with a particular emphasis on the Indian market.We begin with an introduction to OTT platforms, defining them as streaming services that deliver content directly over the internet, bypassing traditional broadcast channels. These platforms offer a variety of content, including movies, TV shows, and original productions, allowing users to access content on-demand across multiple devices.The historical context covers the early days of streaming, starting with Netflix's inception in 1997 as a DVD rental service and its transition to streaming in 2007. The presentation also highlights India's television journey, from the launch of Doordarshan in 1959 to the introduction of Direct-to-Home (DTH) satellite television in 2000, which expanded viewing choices and set the stage for the rise of OTT platforms like Big Flix, Ditto TV, Sony LIV, Hotstar, and Netflix. The business models of OTT platforms are explored in detail. Subscription Video on Demand (SVOD) models, exemplified by Netflix and Amazon Prime Video, offer unlimited content access for a monthly fee. Transactional Video on Demand (TVOD) models, like iTunes and Sky Box Office, allow users to pay for individual pieces of content. Advertising-Based Video on Demand (AVOD) models, such as YouTube and Facebook Watch, provide free content supported by advertisements. Hybrid models combine elements of SVOD and AVOD, offering flexibility to cater to diverse audience preferences.
Content acquisition strategies are also discussed, highlighting the dual approach of purchasing broadcasting rights for existing films and TV shows and investing in original content production. This section underscores the importance of a robust content library in attracting and retaining subscribers.The presentation addresses the challenges faced by OTT platforms, including the unpredictability of content acquisition and audience preferences. It emphasizes the difficulty of balancing content investment with returns in a competitive market, the high costs associated with marketing, and the need for continuous innovation and adaptation to stay relevant.
The impact of OTT platforms on the Bollywood film industry is significant. The competition for viewers has led to a decrease in cinema ticket sales, affecting the revenue of Bollywood films that traditionally rely on theatrical releases. Additionally, OTT platforms now pay less for film rights due to the uncertain success of films in cinemas.
Looking ahead, the future of OTT in India appears promising. The market is expected to grow by 20% annually, reaching a value of ₹1200 billion by the end of the decade. The increasing availability of affordable smartphones and internet access will drive this growth, making OTT platforms a primary source of entertainment for many viewers.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
1. LEAN 3PL VALUATION
(USING LEAN SIX SIGMA& BUSINESSANALYTICS TOOLS)
RF SCANNER SOLUTION
ASIF RAZA
SENIOR LEVEL BUSINESS ANALYST & LEAN SIX SIGMA MASTER BLACK BELT
GLS6SOLUTIONS, AN IPS3LLC COMPANY
WWW.GLS6SOLUTIONS.COM
2. Six Sigma Lean T.O.C SMED
A3 Report 8D Analysis MSA
Customer satisfaction improves not
because goods are more reliable and
have fewer defects but because
the entire process that the customer
experiences from start to finish, from
the sales office all the way through
delivery and post-sale servicing and
technical support, is improved.
Know your data, know
your techniques, and
know your problems…
then tackle them!
Functional Business
Analysis
3. Customer satisfaction improves not because goods are more reliable and have fewer
defects but because the entire process that the customer experiences from start to finish,
from the sales office all the way through delivery and post-sale servicing and technical
support, is improved.
Over 1200 projects and over $9million later…
4. Hard Savings
1. Permanently remove labor, wages, benefits, etc.
2. Sell a building, or end lease/rent real estate.
3. Eliminate direct material costs or reduce to lower cost level.
4. Running product to the lower end of a specification to save on material.
5. Reduction in insurance premiums
6. Reduce indirect materials cost or eliminate the use.
7. Reduced inventory levels of product or material, or reduce cost of carrying the same level, often at the WACC.
8. Overtime reduction.
9. Eliminated sorting by instituting Lean Six Sigma to prevent defects.
10.Utility or natural resource reduction or elimination.
11.Scrap dollars reduced or eliminated.
12.Taking advantage of a payment term discount when the savings exceeds your company's weighted average cost of capital
(WACC) or also known as the hurdle rate.( impacts cash flow and working capital so this should be negotiated with
approval of Finance)
SOFT Savings
1. Improving 5S score of an area.
2. Reduce RPN on PFMEA for particular failure mode Improved customer/employee satisfaction.
3. Reduced insurance plan due to reduced hazards, exposure, or frequency.
4. Shift work task of employees but overall hours worked are not reduced.
5. Improve service level (unless it can be documented that it directly related to new sales or profit).
6. Improved ergonomics or environmental, health, and safety conformance (may be hard savings if it directly avoids a fine that
has been accrued for).
7. Reduced walking distance of an operator unless direct savings can be tied to this.
8. Alleviated floor space or machinery but it is not sold or used to produce new income.
9. Avoiding the purchase of additional planned equipment or material.
10.Future manpower need reductions.
11.Improves morale of workforce or customers.
12.Reduce projected warranty costs.
5. Study Conducted by Supply Chain Engineers and Business Analyst, in Conjunction with Northern Illinois University,
Purdue, Dept., of Business Analytics and Advance Lean Tools, & APICS. Nov: 2011 Thru March 2013.
Hard Logistics
Solutions
Economics &
Financials
Technology
& Integration
Soft Future Value Add Service
Delivery
6 Main Evaluation Criteria For Selecting 3PL
55% complain about 3PLs IT systems as the information is not available and visible when required.
46% of shippers complain about unrealized service level in terms of timeliness (Lansonne and Raza,
2012) where timeliness is defined as “the ability to keep promises regarding timeframes”.
As 3PL’s customers increasingly rely on external partners located worldwide, the number of locations
and actors involved is growing calling for 3PLs to manage them through control towers, (Ty, Raza,
2013) “a central repository for all event data”.
3PLs face the challenge of handling increasingly complex information flows and making them visible
to shippers.
Logistics (Raza, Capenni, 2012) providers have seen their internal
processes increased in complexity while the quality problems that 3PL’s customers
face today, are still numerous.
6. Operations Data
% Total Customers each plant =
common suppliers each plant (Cost of doing biz, meet demand, turn around time, DOE,
etc.)
# Suppliers paying transportation (prepaid)
# truck load carriers
#LTL===
Total Outside warehouse space
Total space used for FG=
Total space used for raw Mat'l storage
Average cubic meters per trailer=
Financial Data
Sales
COGS
Raw Mat’l spend
Avg. Finished goods Inv.
Avg. raw Mat'l inventory.
Logistics Cost Component
Ordering
Supplier mgmt.
Transportation spend
(inbound + Outbound)
Outside warehousing
Yard control
Receiving mgmt.
Inv. Carrying cost
Admin Ohd
Cost of capitol
Damages (total)
Insurance
Plant shuttles
Forklifts systems
Obsolescence
Shrinkage
Space
Taxes
Salaried workers + Hourly Workers + Temporary (seasonal) workers=
Work Load Analysis, Performance Analysis.
Cost of shipment/shipment load $405/1440 = $.28/ib
Variances will come from freight class, carriers, pick up & delivery points.
VoC, Quality, Cycle time, Takt Time, 5S, 5m+e,VSM.
7. Damage= Creases, Tightly
Wrapped or Loosely, loose
pieces. Note: Trend
Analysis including which
supplier, route, products,
anomaly/commonality.
L+Girth=L+{2W+2H}
Bursting + Edge Crush Test, all about
Packaging.
http://www.fedex.com/ca_english/shippingg
uide/preparepackage/packagingbrochure.pd
Order Transmission sets the
course for the day. Clear
communication with the client,
and call center, orders sitting in
the system creates failures
and all sorts of costs.
Order Entry
• Min, max, average time for order handling
• Percentage of orders handled within target time
• Perfect Order Rate
• Back Order Rate
Order Documentation Accuracy
• Percentage of order documents with errors
8. Any process along a value stream that sets the pace for the entire
stream. (The pacemaker process should not be confused with a
bottleneck process, which necessarily constrains downstream
processes due to a lack of capacity.)
The pacemaker process usually is near the customer end of the
value stream, often the final assembly cell.
The Pacemaker
9. Some key concerns are reflected below:
1. Transportation costs – skyrocketing oil prices affect
all modes. Unless some of these costs are hedged,
they can fluctuate wildly from quarter to quarter
2. Security threats – this can include anything from
Japan’s earthquake and tsunami to Somali pirates.
Even closer to home, Mexico’s drug cartels can
disrupt supply chains
3. Inventory policy changes – anything from
companies being acquired to loss of client business
or ownership changes
4. Infrastructure concerns – congested sea ports, air
freight delays, etc. all affect the 3PL industry at one
time or another. Tracking is critical in this issue.
“You will not find it difficult
to prove that battles,
campaigns, and even
wars have been won or
lost primarily because of
logistics.” - General
Dwight D. Eisenhower
Learning points from Military Logistics
10. MOST (mission, objective, strategy,
tactics)
Mission: A very big and dynamic word. CEO has a mission for his/her company. It is the ‘what’ and
the ‘how’ follows it.
Objective: Many smaller objectives/goals make a mission, it is the ‘what’. Goals/Objectives are
met only when the activities arrive to the desired results, hence the mission is completed.
Strategy: is the ‘how’ that follows the ‘what’. That’s what we do, develop strategies to
enhance business efficiencies.
Tactics: smaller, carefully planned moves to achieve strategy, it is the ‘what’ and not the ‘how’.
The military achieves its logistics efficiency through process and process, that have been defined in the
world of lean six sigma. From 2.4Sigma in 1990s to 4.4Sigma in 2011, savings of over $32billion.
Are your employees all trained in their areas of work?
Are they all aware of their objectives/goals?
Do they feel ownership of their mission success or failure?
Have you given them the resources and training to accomplish their mission?
Does your team struggle with UPC labels, packing instructions or shipping locations.
How about them Supervisors, Managers and them HR personnel? (Communication and not posters)
11. Organizational Objectives
Organizational Performance
Measures and Targets
Organizational Improvement
Actions
WHY DO WE EXIST?
WHERE ARE WE GOING TOGETHER?
WHAT RESULTS DO WE WANT?
HOW DO WE WANT TO ACHIEVE THE RESULTS?
HOW CAN WE MEASURE THE RESULTS?
Organizational Critical
Success Factors
WHICH FACTORS MAKE US UNIQUE?
Organizational Mission
WHICH VALUES ARE MEANINGFUL?
Organizational Core Values
Organizational Vision
12. March 2012-
March 2013
Further investigation of the slack and surplus
variables for W1 and W8 indicates that both
warehouses were penalized by the DEA model.
W1 was penalized for the high cost of technology and low throughput volume,
W8 was penalized for the high cost of technology and excess labor hours.
From the standpoint of efficiency, it seems reasonable that a firm should be penalized for
investing in technology but failing to reap the benefits.
Employees Productivity and Focus broke down in mid afternoon and mid evening, while call
centers dropped calls spiked in those times.
Further investigation showed that warehouses that performed lean operation worked at 74%
efficiency while the ones that had three shifts performed at or below 52%.
14. Alignment takes time, patience, strategies and unique
tools that have dimensions and are cognitive.
Core Job
Dimensions
Critical Psychological
States
Personal & Work
Outcomes
Skill
Variety
Task Identify
Task
Significance
Experienced
Meaningfulness of
the Work
Autonomy
Feedback
Experienced
Responsibility for
Outcomes of the
work
Knowledge of the actual
results of the work activities
Low Absenteeism at work
Employee Growth Need & Strength
Mps= (sv+ti+ts)/(3)*(a*f)
mps Fail X<45
mps non contributor 45 - 55
mps passing 55 - 65
mps Contributor 65-75
mps Exceptional X>75
Motivating Potential Score
High Internal
Work Motivation
High Quality Work
Performance
High satisfaction with
work
Employee Analysis
15. Four factors affect an employee’s level of
performance:
skill — talent and proficiency
technique — efficiency and effectiveness of
methods
activity — time spent staying on task
rate — level of effort expended
What about them employees, Huh?
Employee(VALUE) = Productivity + Promote ability + Transfer ability + Retain ability
Absenteeism is a cost to the company. Turnover is very costly. Cost includes
termination-vacancy-replacement & Learning Curve Productivity Loss=6
months nonexempt person’s pay and benefits=1 year of a professional
manager pay and benefits.
Human Capitol
Pay & Benefits
Contingents Pay
Cost of Absenteeism
Cost of Turnover
This is what I call Human Capitol
Valuation…next Seminar.
I need the
money..$$
$..yeah…
uh
uh…must
work
overtime
Performance Analysis:
1. Task done by an employee with desired statistical
results, which can easily be calculated to project the
future results based on current performance.
2. UPH, Units per Hour.
16. How do you arrive at Productivity Measure in your plant?
Take into account multiple variables rather than a single measure of
UPH. Though the variables were similar in definition from
operation to operation, the pickers earned varying time credits
for each.
I know three common variables that can be effectively used to
measure productivity:
1. Number of units picked
2. Active locations visited
3. Shipping cartons filled.
We set rigorous schedule to ensure that all DC workers took part in a
one-on-one coaching and feedback session.
The result: The picking operations improved productivity more than
60%.
Improving Employee Work Output
To improve you 3PL picking, try “with/to/from” analysis:
1. With what are you picking: forklift, guided vehicle, on-foot worker?
2. To what are you placing the picked item: carton, pallet, tote?
3. From what are you picking: pallet, bin, carousel, static rack, flow rack?
17. The following areas components of measurement error needs to be
studied and quantified before establishing capability of a process
making decisions from the data.
1. ACCURACY / BIAS
2. RESOLUTION / DISCRIMINATION
3. LINEARITY
4. STABILITY
5. REPEATABILITY & REPRODUCIBILITY (Gage R&R)
Accuracy / Bias
The difference from the true value and the value from the
measurement system. Accuracy represents the closeness to a defined
target. For best accuracy of the data:
1) Accept all data as it is collected. Assigning special cause and
scrutinizing the data can come later.
2) Record the data at the time it occurs.
3) Avoid rounding off the data, record it as it is.
4) On the data collection plan, record as many details around the data
such as the exact source, machine, operator, conditions, collector’s
name, material, gage, and time. Record legibly and carefully.
The data should be screened for misplaced decimal points, duplicate
data entries by mistake or improper recording procedure, missing date
points if frequency is important, and other obvious non-representative
data.
18. Lets Talk Efficiency…
Cycle Time
Lean Takt Time & NVA
“Cycle time” is the total manual work
involved in a process, or part of a
process.
Lead time is the time it takes to process the order from Status
Order Processing to Status Arrived at Customer Location.
Cycle time starts when the work order is Status WIP to status
RTS. Lead time is what customer sees. Cycle time is
essential part of in-house Process Improvements.
Available Minutes for Production / Required Units of Production = Takt Time
Let’s assume a single 8 hour shift on a 5 day work week. There is a 1/2 hour unpaid lunch break in the middle of the day, so the
workers are actually in the plant “at work” for 8 1/2 hours. (this is typical in the USA, if you are in another country, it might be
different for you)
So we start with 8 hours:
8 hours x 60 minutes = 480 total minutes
But there is a 10 minute start-up process in the morning, two 10 minute breaks during the day, and 15 minutes shut-down and
clean up at the end of the shift for a total of 45 minutes. This time is not production time, so it is subtracted from “available
minutes”:
480 – 45 = 435
A very common mistake at this point would be to subtract the 30 minute lunch break. Subtracting it again would count it twice.
So Takt time, use 435 minutes as the baseline. If leveled customer demand was 50 units / day, then the Takt time would be:
435 available minutes / 50 required units of production = 8.7 minutes (or 522 seconds)
Note that you can just as easily do this for a week, rather than a day.
435 minutes x 5 days = 2175 total available minutes
2175 available minutes / 250 required units of production still equals 8.7 minutes (or 522 seconds)
Lead Time
19. RFScanner…
GLS6Solutions.com
Most times, workers have to sign on to a new session if their barcode
scanning gun failed, which took time and would loose most
performance based information, also could mean doing some things
over. But with the new Advanced Terminal Session Management
(ATSM) capability which is Windows-based management application.
You can swap the user's previous session to a new device. What's
more, the replacement device can be the same type, a different type,
or even a legacy device, which can now be used as a spare.
We support Secure Shell (SSH) emulation, which
enables users to completely eliminate intranet from
their emulation environment. There is a high level
of security implications and complying with the
Sarbanes-Oxley Act that allows us to configure the
guns live session environment.
Broken Screen
Damaged Casing
Keyboard not working
Communications
Issues
Log in Issues
Lack of RF Scanners
Scanners not charged
ETC