Background Background International Accounting The.docx
•Download as DOCX, PDF•
0 likes•2 views
Background Background: International Accounting The situation: Back office operations supporting the global operations were all in HQ in the United States. While some countries had financial staff, the majority of business financial services were supplied from this HQ group. Problems: Processing expense and budgetary costs for this unit were skyrocketing (over 20% a year). The operation is very people intensive and is seen as highly inefficient (by management, the workers in the unit are frustrated too, and the “internal customers” are clearly not satisfied with the quality and timeliness of the work). One measure of the problem is that the regions and local countries vociferously complained about the charge backs from the unit. Better services could be gotten locally, for less cost. Internal interviews and a questionnaire uncovered backlogs in work, especially in answering customer inquiries. Audits showed proof problems, and records did not match. There was high turnover and poor training of newer staff. Errors were increasing, and adding a quality and compliance staff did not seem to help at all. Actions: When the problem was first raised, the internal OD team conducted a series of interviews with management and customers. They suggested that the employees take a survey to assess motivation and identify problems from their view. The survey used was a Job Diagnostic, derived from the work of Hackman and Oldham on job enrichment. It measured the five classic elements: task significance, variety, and identity (along with autonomy and feedback). The survey was mailed to the employees' homes so they would not feel threatened, but no announcements at work were made. The return rate was so poor, several meetings were held (by management without a consultant) to explain why they were sent and what they were hoping to do. Given all the problems and concerns raised at these meetings, the internal consulting team was asked to hold team building sessions. They did, and the same issues were raised—everything seemed to be back at square one (which, essentially, it was). This time, however, the questionnaire was explained and time at work was given to fill it out. With 100% participation, the internal staff was able to see that restructuring the work would improve and address most of the “complaints” raised by management and the workers. Background Workflow was mapped and it was discovered that many of the problems arose from a “functional” structure: each specialty function doing work and feeding it into a coding and routing group. Questions came into the coding and messaging group (part of routing) who could only check on the numbers and had no expertise to understand the real issues. They would call the supervisors of the functional units who would then involve the compliance and quality people to investigate, frequently taking weeks to get back to the ...
Report
Share
Report
Share
Recommended
Background International AccountingThe situationBack office op.docx
Background: International Accounting
The situation:
Back office operations supporting the global operations were all in HQ in the United States. While some countries had financial staff, the majority of business financial services were supplied from this HQ group.
Problems:
Processing expense and budgetary costs for this unit were skyrocketing (over 20% a year).
The operation is very people intensive and is seen as highly inefficient (by management, the workers in the unit are frustrated too, and the “internal customers” are clearly not satisfied with the quality and timeliness of the work).
One measure of the problem is that the regions and local countries vociferously complained about the charge backs from the unit. Better services could be gotten locally, for less cost.
Internal interviews and a questionnaire uncovered backlogs in work, especially in answering customer inquiries. Audits showed proof problems, and records did not match. There was high turnover and poor training of newer staff. Errors were increasing, and adding a quality and compliance staff did not seem to help at all.
Actions:
When the problem was first raised, the internal OD team conducted a series of interviews with management and customers. They suggested that the employees take a survey to assess motivation and identify problems from their view. The survey used was a Job Diagnostic, derived from the work of Hackman and Oldham on job enrichment. It measured the five classic elements: task significance, variety, and identity (along with autonomy and feedback).
The survey was mailed to the employees' homes so they would not feel threatened, but no announcements at work were made. The return rate was so poor, several meetings were held (by management without a consultant) to explain why they were sent and what they were hoping to do. Given all the problems and concerns raised at these meetings, the internal consulting team was asked to hold team building sessions. They did, and the same issues were raised—everything seemed to be back at square one (which, essentially, it was). This time, however, the questionnaire was explained and time at work was given to fill it out. With 100% participation, the internal staff was able to see that restructuring the work would improve and address most of the “complaints” raised by management and the workers.
Background
Workflow was mapped and it was discovered that many of the problems arose from a “functional” structure: each specialty function doing work and feeding it into a coding and routing group. Questions came into the coding and messaging group (part of routing) who could only check on the numbers and had no expertise to understand the real issues. They would call the supervisors of the functional units who would then involve the compliance and quality people to investigate, frequently taking weeks to get back to the message center with a definitive answer (usually the problem was already resolved, but the customers hated gett.
As an External Top Premier Essays.docx
The internal consulting team at the company conducted several change initiatives to address problems with the back office operations, including high costs, inefficiencies, and customer dissatisfaction. They restructured workflows based on geographic markets instead of functions, implemented job enrichment, and began performance measurement. However, personnel issues and low cooperation remained problems. As external consultants, we would commend the analysis and redesign work done, but note that not all factors for change were fully addressed, such as resistance to change. We would recommend focusing future efforts on change management strategies to better handle resistance and create conditions for effective change.
Read the background of work redesign below done by the internal .docx
Read the
background
of work redesign below done by the internal consulting team. As external consultants, you want to tell them what they did well and what concerns you have about their process and recommended actions.
Include the following information:
Create one list to specify the analysis and work redesign strategies used.
Create a second list identifying the factors for change that were successfully addressed.
Create a third list identifying any factors that deserve more attention. For at least one of these factors, identify how you might have used a different change management practice to handle it.
Remember that no matter how many individual items are raised, feedback should be focused on the top 2 or 3 actions to change. Pay particular attention to issues related to handling resistance because they pertain to creating conditions for effective change. What they did well could be a longer list and does not need to be limited.
Background
Background: International Accounting
The situation:
Back office operations supporting the global operations were all in HQ in the United States. While some countries had financial staff, the majority of business financial services were supplied from this HQ group.
Problems:
Processing expense and budgetary costs for this unit were skyrocketing (over 20% a year).
The operation is very people intensive and is seen as highly inefficient (by management, the workers in the unit are frustrated too, and the “internal customers” are clearly not satisfied with the quality and timeliness of the work).
One measure of the problem is that the regions and local countries vociferously complained about the charge backs from the unit. Better services could be gotten locally, for less cost.
Internal interviews and a questionnaire uncovered backlogs in work, especially in answering customer inquiries. Audits showed proof problems, and records did not match. There was high turnover and poor training of newer staff. Errors were increasing, and adding a quality and compliance staff did not seem to help at all.
Actions:
When the problem was first raised, the internal OD team conducted a series of interviews with management and customers. They suggested that the employees take a survey to assess motivation and identify problems from their view. The survey used was a Job Diagnostic, derived from the work of Hackman and Oldham on job enrichment. It measured the five classic elements: task significance, variety, and identity (along with autonomy and feedback).
The survey was mailed to the employees' homes so they would not feel threatened, but no announcements at work were made. The return rate was so poor, several meetings were held (by management without a consultant) to explain why they were sent and what they were hoping to do. Given all the problems and concerns raised at these meetings, the internal consulting team was asked to hold team building sessions. They did, and the same issues were raised—everything seemed to be .
Salvaging a call center
A call center for a financial institution invested $500,000 in new tracking software but saw no improvement in performance. Using Six Sigma methodology, a team analyzed the problem and found staff were improperly coding many calls as "unknown." They created standard procedures, established mentoring between high and low performers, and improved documentation. This reduced handling times and "unknown" calls while saving over $700,000, recouping the software cost. Key lessons included validating measurement systems and celebrating early wins.
Using lean six sigma to improve call center operations
The call center was facing declining performance and the risk of losing its major client. A Lean Six Sigma expert analyzed the processes and discovered that representatives were judged primarily on how available they were to take calls, limiting time for research. This led to unresolved inquiries that increased call volume. The expert split the team into call-taking and research groups, implemented daily metrics, and set up a system to track outstanding research issues. These changes improved first-call resolution from 50% to 90% and five-day resolution from 62% to 98%, securing renewal of the client's contract.
Accounts receivable (worth more than cash collected)
This document discusses common issues that lead to aging accounts receivable and cash flow constraints. It analyzes accounts receivable data to identify customer payment problems stemming from internal business processes rather than the customers themselves. Common problems include unresolved customer service issues, outdated financial controls, billing errors, misapplied payments between departments, and lack of coordination between sales, operations, and accounting on accounts receivable management. By addressing these internal inefficiencies and improving cross-departmental relationships, companies can accelerate cash flow without resorting to financial engineering approaches.
ARTICLE #2Applied InsightTools, techniques, and framewoeks for.docx
ARTICLE #2
Applied Insight
Tools, techniques, and framewoeks for managers
Putting leadership development at the heart of a major operations-improvement effort paid big dividends for a global industrial company.
Few companies can avoid big, periodic changes in the guts of their business. Whatever the cause- market maturation, a tough macro-economic environment, creeping costs, competitive struggles, or just a desire to improve -- the potential responses are familiar: restructure supply chains; rethink relationships among sales, marketing, and other functions; boost the efficiency of manufacturing or service operations (or sometimes close them). Such changes start at the top and demand a relentless focus on nitty-gritty business details from leaders up and down the line.
Too often, however, senior executives overlook the "softer" skills their leaders will need to disseminate changes throughout the organization and make them stick. These skills include the ability to keep managers and workers inspired when they feel overwhelmed, to promote collaboration across organizational boundaries, or to help managers embrace change programs through dialogue, not dictation.
One global industrial company tackled these challenges by placing leadership development at the center of a major operational-improvement program that involved deploying a new production system across 200 plants around the world. While the need for operational change was clear -- the performance of the company's factories was inconsistent and in many cases far below that of competitors in terms of efficiency, productivity, and cost -- so too were the organizational obstacles. Drives for improvement, for example, carried a stigma of incompetence; current performance was considered "good enough"; conflict tended to be passive-aggressive or was avoided entirely; and shop floor employees felt that they were treated as cogs and that their supervisors were enforcers. The effect of all this on employees was disengagement, a lack of trust in senior management, and a pervasive fear of making mistakes -- a worry reinforced by the company's strong culture of safety and of risk aversion.
These challenges were impossible to ignore, and that was probably a blessing in disguise: the senior team had to look beyond technical improvements and focus on helping the company's leaders to master the personal behavioral changes needed to support the operational ones. To that end, the company mounted an intense, immersive, and individualized leadership program.1
The results are still unfolding, but after three years the company estimates that the improvement program has already boosted annual pretax operating income by about $1.5 billion a year. Furthermore, executives see the new leadership behavior as crucial to that ongoing success. Indeed, the senior executive who launched the program believes that without the inclusion of leadership development, it would have made only half the impact it actually did. She a ...
An effective Customer Service in Turkey
The document outlines the restructuring of a customer service department in Turkey to better serve global customers. The department originally only served local customers with small support staff, but as production moved to Turkey, global support was needed. A new manager conducted audits, identified issues like uneven workloads and lack of structure, created a strategic plan with KPIs and job descriptions, and implemented a restructure over 3 months. This included training, performance reviews, process standardization, and improved internal and external collaboration. The results were improved service levels, on-time delivery, fewer complaints, and reduced customer contacts.
Recommended
Background International AccountingThe situationBack office op.docx
Background: International Accounting
The situation:
Back office operations supporting the global operations were all in HQ in the United States. While some countries had financial staff, the majority of business financial services were supplied from this HQ group.
Problems:
Processing expense and budgetary costs for this unit were skyrocketing (over 20% a year).
The operation is very people intensive and is seen as highly inefficient (by management, the workers in the unit are frustrated too, and the “internal customers” are clearly not satisfied with the quality and timeliness of the work).
One measure of the problem is that the regions and local countries vociferously complained about the charge backs from the unit. Better services could be gotten locally, for less cost.
Internal interviews and a questionnaire uncovered backlogs in work, especially in answering customer inquiries. Audits showed proof problems, and records did not match. There was high turnover and poor training of newer staff. Errors were increasing, and adding a quality and compliance staff did not seem to help at all.
Actions:
When the problem was first raised, the internal OD team conducted a series of interviews with management and customers. They suggested that the employees take a survey to assess motivation and identify problems from their view. The survey used was a Job Diagnostic, derived from the work of Hackman and Oldham on job enrichment. It measured the five classic elements: task significance, variety, and identity (along with autonomy and feedback).
The survey was mailed to the employees' homes so they would not feel threatened, but no announcements at work were made. The return rate was so poor, several meetings were held (by management without a consultant) to explain why they were sent and what they were hoping to do. Given all the problems and concerns raised at these meetings, the internal consulting team was asked to hold team building sessions. They did, and the same issues were raised—everything seemed to be back at square one (which, essentially, it was). This time, however, the questionnaire was explained and time at work was given to fill it out. With 100% participation, the internal staff was able to see that restructuring the work would improve and address most of the “complaints” raised by management and the workers.
Background
Workflow was mapped and it was discovered that many of the problems arose from a “functional” structure: each specialty function doing work and feeding it into a coding and routing group. Questions came into the coding and messaging group (part of routing) who could only check on the numbers and had no expertise to understand the real issues. They would call the supervisors of the functional units who would then involve the compliance and quality people to investigate, frequently taking weeks to get back to the message center with a definitive answer (usually the problem was already resolved, but the customers hated gett.
As an External Top Premier Essays.docx
The internal consulting team at the company conducted several change initiatives to address problems with the back office operations, including high costs, inefficiencies, and customer dissatisfaction. They restructured workflows based on geographic markets instead of functions, implemented job enrichment, and began performance measurement. However, personnel issues and low cooperation remained problems. As external consultants, we would commend the analysis and redesign work done, but note that not all factors for change were fully addressed, such as resistance to change. We would recommend focusing future efforts on change management strategies to better handle resistance and create conditions for effective change.
Read the background of work redesign below done by the internal .docx
Read the
background
of work redesign below done by the internal consulting team. As external consultants, you want to tell them what they did well and what concerns you have about their process and recommended actions.
Include the following information:
Create one list to specify the analysis and work redesign strategies used.
Create a second list identifying the factors for change that were successfully addressed.
Create a third list identifying any factors that deserve more attention. For at least one of these factors, identify how you might have used a different change management practice to handle it.
Remember that no matter how many individual items are raised, feedback should be focused on the top 2 or 3 actions to change. Pay particular attention to issues related to handling resistance because they pertain to creating conditions for effective change. What they did well could be a longer list and does not need to be limited.
Background
Background: International Accounting
The situation:
Back office operations supporting the global operations were all in HQ in the United States. While some countries had financial staff, the majority of business financial services were supplied from this HQ group.
Problems:
Processing expense and budgetary costs for this unit were skyrocketing (over 20% a year).
The operation is very people intensive and is seen as highly inefficient (by management, the workers in the unit are frustrated too, and the “internal customers” are clearly not satisfied with the quality and timeliness of the work).
One measure of the problem is that the regions and local countries vociferously complained about the charge backs from the unit. Better services could be gotten locally, for less cost.
Internal interviews and a questionnaire uncovered backlogs in work, especially in answering customer inquiries. Audits showed proof problems, and records did not match. There was high turnover and poor training of newer staff. Errors were increasing, and adding a quality and compliance staff did not seem to help at all.
Actions:
When the problem was first raised, the internal OD team conducted a series of interviews with management and customers. They suggested that the employees take a survey to assess motivation and identify problems from their view. The survey used was a Job Diagnostic, derived from the work of Hackman and Oldham on job enrichment. It measured the five classic elements: task significance, variety, and identity (along with autonomy and feedback).
The survey was mailed to the employees' homes so they would not feel threatened, but no announcements at work were made. The return rate was so poor, several meetings were held (by management without a consultant) to explain why they were sent and what they were hoping to do. Given all the problems and concerns raised at these meetings, the internal consulting team was asked to hold team building sessions. They did, and the same issues were raised—everything seemed to be .
Salvaging a call center
A call center for a financial institution invested $500,000 in new tracking software but saw no improvement in performance. Using Six Sigma methodology, a team analyzed the problem and found staff were improperly coding many calls as "unknown." They created standard procedures, established mentoring between high and low performers, and improved documentation. This reduced handling times and "unknown" calls while saving over $700,000, recouping the software cost. Key lessons included validating measurement systems and celebrating early wins.
Using lean six sigma to improve call center operations
The call center was facing declining performance and the risk of losing its major client. A Lean Six Sigma expert analyzed the processes and discovered that representatives were judged primarily on how available they were to take calls, limiting time for research. This led to unresolved inquiries that increased call volume. The expert split the team into call-taking and research groups, implemented daily metrics, and set up a system to track outstanding research issues. These changes improved first-call resolution from 50% to 90% and five-day resolution from 62% to 98%, securing renewal of the client's contract.
Accounts receivable (worth more than cash collected)
This document discusses common issues that lead to aging accounts receivable and cash flow constraints. It analyzes accounts receivable data to identify customer payment problems stemming from internal business processes rather than the customers themselves. Common problems include unresolved customer service issues, outdated financial controls, billing errors, misapplied payments between departments, and lack of coordination between sales, operations, and accounting on accounts receivable management. By addressing these internal inefficiencies and improving cross-departmental relationships, companies can accelerate cash flow without resorting to financial engineering approaches.
ARTICLE #2Applied InsightTools, techniques, and framewoeks for.docx
ARTICLE #2
Applied Insight
Tools, techniques, and framewoeks for managers
Putting leadership development at the heart of a major operations-improvement effort paid big dividends for a global industrial company.
Few companies can avoid big, periodic changes in the guts of their business. Whatever the cause- market maturation, a tough macro-economic environment, creeping costs, competitive struggles, or just a desire to improve -- the potential responses are familiar: restructure supply chains; rethink relationships among sales, marketing, and other functions; boost the efficiency of manufacturing or service operations (or sometimes close them). Such changes start at the top and demand a relentless focus on nitty-gritty business details from leaders up and down the line.
Too often, however, senior executives overlook the "softer" skills their leaders will need to disseminate changes throughout the organization and make them stick. These skills include the ability to keep managers and workers inspired when they feel overwhelmed, to promote collaboration across organizational boundaries, or to help managers embrace change programs through dialogue, not dictation.
One global industrial company tackled these challenges by placing leadership development at the center of a major operational-improvement program that involved deploying a new production system across 200 plants around the world. While the need for operational change was clear -- the performance of the company's factories was inconsistent and in many cases far below that of competitors in terms of efficiency, productivity, and cost -- so too were the organizational obstacles. Drives for improvement, for example, carried a stigma of incompetence; current performance was considered "good enough"; conflict tended to be passive-aggressive or was avoided entirely; and shop floor employees felt that they were treated as cogs and that their supervisors were enforcers. The effect of all this on employees was disengagement, a lack of trust in senior management, and a pervasive fear of making mistakes -- a worry reinforced by the company's strong culture of safety and of risk aversion.
These challenges were impossible to ignore, and that was probably a blessing in disguise: the senior team had to look beyond technical improvements and focus on helping the company's leaders to master the personal behavioral changes needed to support the operational ones. To that end, the company mounted an intense, immersive, and individualized leadership program.1
The results are still unfolding, but after three years the company estimates that the improvement program has already boosted annual pretax operating income by about $1.5 billion a year. Furthermore, executives see the new leadership behavior as crucial to that ongoing success. Indeed, the senior executive who launched the program believes that without the inclusion of leadership development, it would have made only half the impact it actually did. She a ...
An effective Customer Service in Turkey
The document outlines the restructuring of a customer service department in Turkey to better serve global customers. The department originally only served local customers with small support staff, but as production moved to Turkey, global support was needed. A new manager conducted audits, identified issues like uneven workloads and lack of structure, created a strategic plan with KPIs and job descriptions, and implemented a restructure over 3 months. This included training, performance reviews, process standardization, and improved internal and external collaboration. The results were improved service levels, on-time delivery, fewer complaints, and reduced customer contacts.
LearningObjectivesAfter studying Chapter 12, you will be .docx
LearningObjectives
After studying Chapter 12, you will be able to:
Explain relationships among the costs of quality categories.
Understand the concepts of target costing and kaizen costing.
Distinguish between value-added and nonvalue-added activities.
Describe various types of non�inancial performance measures.
Identify non�inancial performance measures for multinational companies.
Comprehend the elements of a balanced scorecard.
Describe benchmarking techniques to improve productivity and quality.
12 Costs of Quality and Other Cost ManagementIssues
jacoblund/iStock/Thinkstock
Explain strategies to enhance productivity such as downsizing and business process
reengineering.
TQMandtheNeedtoMeasureQualityCosts
Pete Moss, considered the ace troubleshooter for DeKalb Fertilizer Company, was sent to its Georgia regional
of�ice by “Big Dan” DeLion, president of DeKalb, about 15 months ago. What he found was “big trouble.” The
region was losing about $400,000 per month—mostly from waste, low productivity, and customer warranty
claims. Revenues were declining, and too many customers were unhappy. This was Spring 2018, long after
Total Quality Management (TQM) was a cliché and a norm in most �irms. Yes, DeKalb had a TQM program that
“Big Dan” had announced in late 2019. Signs had been posted about quality being “No. 1.” A consulting �irm
had conducted seminars for workers, statistical control charts were maintained, and managers had
increased inspections. Faster response to warranty claims had been implemented through a costly system to
guarantee a 24-hour response to any customer problem.
Yet, productivity declined, scrap was up, and warranty costs soared. Workers saw the TQM program as a
management project. Managers blamed much of the problem on the lack of union cooperation and of
employee concern. No speci�ic quality goals were set. Everyone lacked a sense of urgency. Pete’s arrival
brought a sudden change: meetings with line workers quickly pointed to key production problems, warranty
claims were grouped to identify failure causes, landscape designers and on-site supervisors were brought
together to analyze failures, and certain changes were made “overnight.” A goal of cutting scrap by 50% in
three months was set.
At every step, the same question came up: “What’s this costing us?” Pete, knowing that this question was key
at other plants, sought out Rose Bush, the plant cost accountant. Rose was in the middle of an ABC study and
had begun to de�ine new activity centers and cost drivers. While not an easy task, Rose was able to modify
her system rather quickly to identify quality costs: which, where, and how much. Pete and Rose became allies,
promoting each other’s views to managers and employees alike. Within two months, Rose gave Pete a 2019
costs of quality analysis. These costs totaled a surprising 15% of revenues. Of this, little was spent on
prevention, about 30% was spent on appraisal, nearly 45% went to �ixing internal fai ...
Customer Satisfaction Research Report Sample
Customer Satisfaction Research has two primary purposes:
1) Measure and track your effectiveness in managing customer satisfaction.
2) Provide insights for improving customer satifaction.
No creditforsolvingproblemsneverhappened
This document summarizes the challenges organizations face in implementing process improvement programs. It presents a causal loop diagram that shows how:
1) Efforts to improve process capability (working smarter) are undermined as organizations rely on increasing worker effort (working harder) to close performance gaps.
2) Increasing pressure to meet performance targets leads workers to spend less time on improvement activities and more time on direct work.
3) This sets up a reinforcing feedback loop where working harder becomes the norm rather than an occasional response, preventing organizations from fully benefiting from process improvement efforts.
Bpr China1999
The document discusses the history and evolution of business process reengineering (BPR). It provides definitions of BPR and describes how it was popularized in the late 1980s and early 1990s. It then discusses four examples of successful BPR implementations before 1995: Ford Accounts Payable, Banca di America e di Italia, PBX sales at AT&T, and Siemens Nixdorf Service. The examples illustrate how organizations achieved dramatic improvements by redesigning core business processes and leveraging new technologies.
Mazda Bpr China1999
Experience Mazda Zoom Zoom Lifestyle and Culture by Visiting and joining the Official Mazda Community at http://www.MazdaCommunity.org for additional insight into the Zoom Zoom Lifestyle and special offers for Mazda Community Members. If you live in Arizona, check out CardinaleWay Mazda's eCommerce website at http://www.Cardinale-Way-Mazda.com
A Review Of Call Center Measurements
This document summarizes a paper that examines key performance indicators (KPIs) used to measure call center performance. It finds that call centers typically over-measure efficiency rather than customer satisfaction. Historical KPIs focused on efficiency, like average handle time, while better measures assess customer service, like first call resolution. Technology issues can negatively impact KPIs without reflecting agent performance. High staff turnover also hinders performance. The best KPIs measure customer satisfaction rather than just efficiency from a manager's perspective.
Reengineering helpdesk
The document summarizes a quality improvement process used to reengineer an information management help desk. Key steps included gathering information through observations, interviews, and analysis; defining problems around staffing, processes, and customer satisfaction; making a tentative plan to address issues; and implementing solutions such as consolidating contact methods, automating problem tracking, adding staff, and improving training. The results were faster resolution times, improved customer satisfaction, and more efficient operations.
4. case study interview efficiency question framework
The document discusses an efficiency case study interview question where a company hired consultants to diagnose why they were unable to increase production by 20% after acquiring a new plant. It explains that efficiency questions focus on internal metrics like production and addresses three primary factors that influence efficiency: people, process, and technology. It outlines initial questions consultants should ask about each factor to determine the central issue, so they can focus their analysis and crack the case.
1Grand Canyon UniversityInstructor Name MIS-652 Busines
1
Grand Canyon University
Instructor Name:
MIS-652 Business Process Analysis
December 1, 2021
Introduction
Cummins is a global engine manufacturer that also designs and manufactures turbochargers for engine applications. Cummins Turbocharger is the market leader in medium and heavy-duty car applications worldwide.
The Process and Relevant Data Comment by Seon A Levius: Since you are using “Cummins” in this section, you need to pinpoint some process problem with data issues for optimization. The optimization or improvement can be for both the process and technology.
Prototype - A Model of the Construction Process: The organization's prototyping process is ineffective and results in a lengthier lead time in comparison to client needs. According to data from the last six months, the average lead time for proto-sample building is approaching 12 days, rather than the five days requested by the customer.
Process Improvement Methods Comment by Seon A Levius: In this section you will basically explain how you will improve the process problem you identified above. This is basically the articulation of your solution (which must for this case include technology optimization). Also, how will you evaluate it.
You mentioned Six Sigma as the tool to enhance the process. But that is not what we want here. Six Sigma can be the tool you used to evaluate the proposed solution to the problem you identified.
So, in this sense, I didn’t see any articulation about how you will evaluate your improvements to ensure, they are efficient and effective.
For example, Six Sigma can be used as the process improvement method. The Define, Measure, Analyze, Improve, and Control (DMAIC) sub-methodology within Six Sigma can be helpful in defining the details of the future state process and Key Performance Indicators (KPIs) that the future state process should be able to meet.
Other methods in our reading this week that can be explored includes PDCA (Plan Do Check Act).
Six Sigma is a technique for process improvement. Six sigma methodology is being designed for process improvement and the implementation of six sigma tools in order to correctly assess the process and achieve improvement (Thomas, et al., 2017)
The following format explains the problem statement and execution of the process improvement method.
Problem Statement
Articulate your problem statement here
Problem Statement Worksheet
Original problem or focus question
The lead time for the proto sample process is longer than anticipated by the customer.
12 days rather than 5.
Stakeholders who are most affected by the problem
The Customer prototyping team and the Company program management team are the most impacted by this issue.
Type of Problem
Problems with resources and processes Comment by Seon A Levius: Technology has to be one of the problems
Suspected cause of the problem
Suspected reasons based on the cross functional team's root cause analysis are as follows.
1.Because the process is dependent ...
Improve Issue Book Management
The document describes a project to improve management of the issue book for volume direct operations in the US public sector. It aims to increase the issue book assistance rate to 80% by standardizing the process and metrics. This would reduce order turnaround times and customer dissatisfaction. Key benefits include saving employee time, improving performance tracking, and increasing customer satisfaction through faster order resolution. The project is estimated to save $65,024 in labor costs by reallocating transactional activities among staff.
Dulye & co. case study of thermo fisher scientific 2010 0602 final
A case study on how Thermo Fisher Scientific increased the effectiveness of their town hall meetings with help from Dulye & Co. More information at Dulye.com
How to be a consultant and run a successful assignment
This presentation on the consulting process takes you through the main steps in running a consulting job and thus make sure you leave behind happy client - this is from the series of posts at the 1stoutsource Business Forum
Complaints Management Part 2
Find out the best way to assess the effectiveness of a global best practice complaints and inquiry management process - from one of the top global experts on the subject!
week 1Question BDescribe a situation where you or your superviso.docx
week 1
Question B
Describe a situation where you or your supervisor needed to make a decision and based that decision on the data provided. Was the data quantitative or qualitative? Was the decision that was made different than it would have been if it were based on observation alone?
Week 1 Assignment
Week 1 Assignment
In a 2-3 page paper using APA formatting for references, answer the following questions:
1. Imagine yourself sitting in the auditorium of a larger corporation as the CEO expounds on the company’s new vision for 2020 and the way that this corporation will be making “sustainable” services and “green” products for non-industrial economies as well as for the web-enabled e-commerce societies. You are seeing the Chain of Results diagram in your mind’s eye and are beginning to look for the alignment opportunities that are emerging. Describe the Chain of Results elements and how each element provides alignment opportunities. Follow your thoughts up with documented research from outside scholarly resources. You should have at least two (2) outside resources to assist you with this response.
2. List five corporate documents that every performance practitioner wants to review regularly in order to stay in tune with their clients’ strategic directions and redirections. Describe what information you can gain from each that will assist you in aligning your work with that strategic direction. Why are these documents beneficial to the workplace? Which would you consider for your current workplace? If you are unemployed, you may use Grantham University as your company choice or us another company of your choosing.
Week 2
Question A
Your discussion for this module relates to a real-world situation where performance change is necessary. You can use a current or previous employer, popular company from the media, or create a fictional scenario. Define the performance change needed. Identify the categories of requirements that will be needed. Then for each category, define the requirements to be fulfilled.
Question B
The term Return on Investment (ROI) is often used in describing the results that will be gained by investing in a new venture. Employees are often considered an investment as they come with knowledge and gain expertise through experience and training. Thus, why is it important to consider the ROI in terms of employees and performance? Be sure to back up your response with research from a credible outside resource.
Week 2 Assignment
In a 2 page (minimum) paper following APA format, answer one the following questions:
1. You have been asked to assess the interface for company XYZ’s online job bank and resume submission function. You have limited information, however, you do know that:
o HR is overwhelmed with the number of resume submissions.
o Internal users complain that their applications disappear into never-never land and that they never hear back about whether they were considered for the position.
o A few external users call HR .
Chaplin School of Hospitality and Tourism ManagementInternship Lea.docx
Chaplin School of Hospitality and Tourism ManagementInternship Lean 6σ Process Improvement Project
Improving the Speed, Accuracy, Reliability, Cost Effectiveness and Flow of the (Y) process.
A picture of you in front of your company here.
Executive Summary
Executive Summary
Please describe your project in this box. If it does not fit in the box, it is too long, and you must shorten it. Shoot for the 5W’s and the H, but be brief. (Who, what, when, where, why, how)
Please describe your project in this box. If it does not fit in the box, it is too long, and you must shorten it. Shoot for the 5W’s and the H, but be brief. (Who, what, when, where, why, how)
Table of Contents
i
Executive Summaryi
Message from the Professoriii
Why we are using this method in the advanced internship classiii
About Lean 6σiii
Criteria for the Projectiii
Define1
1.1Project Charter and Financial Estimate1
1.2 Current State Process Map2
Measure3
2.1 Data Collection Plan3
2.2 Collection Results4
Analyze5
3.1 Voice of the Customer5
3.2 Voice of the Business5
3.3 Voice of the Employee (WIFM)5
3.4 Waste Analysis – DOWNTIME6
4.1 Addressing gaps in VOC needs7
Improve
4.2Addressing gaps VOB needs7
4.3 Addressing VOE concerns/ Alternate WIFM7
4.4Reduction of Waste8
4.5 Summary of Recommended
Solution
s8
Control9
5.1 Modification to Procedures Manuals (Or Establishment of Internal Controls)9
Lessons Learned10
Supervisor’s Critique11
Message from the Professor
Why we are using this method in the advanced internship class
Our internship students are within a semester or two of entering the workforce as managers. FIU’s Hospitality and Tourism Management School has included a structured internship as part of the curriculum for over a decade to assist students with this transition into management. A substantial part of the course has always included a project where the students were to improve the host company’s operations in a meaningful and lasting way.About Lean 6σ
This project is a scaled down Lean 6σ ( six sigma) project designed to be completed within the term of the semester. Lean 6σ is a continuous process improvement method which has grown in use in U.S. and international corporations since the 1970’s. Employed to great success at companies like Motorola, this method aims to refine a company’s existing processes through data based analysis and evidence based decision making.
U.S.-based quality professionals who complete any Six Sigma training earn on average $12,642 more than those without it. 2011 QP Salary Survey*Criteria for the Project
· The project must be based on a real need in the company, and have the support of the student’s supervisor.
· Must be able to be completed to in 10 weeks or (40 hours)
This template is the intellectual property of Jason L. Stiles, Ph.D. All rights reserved.
2
Define
A description of the current process and proposed financial benefits
1.1 Project Charter and Financial Estimate
Project Charte ...
LoCC Measurable Improvement in Your Development Process
Presentation to the League of California Cities Planning Commissioners Institute on Measurable Improvement in Your Development Process in 2009 at Anaheim, CA. The presentation looked at common methods to assess your process, review measurement tools and look at pitfalls based on the experiences in San Jose from outside consultant reviews and on going process improvement efforts.
Operations Management Processes and Supply Chains Global 11th Edition Krajews...
The document discusses several processes and examples of process analysis:
1. It provides discussion questions about various processes involving customer contact at different stages.
2. It discusses hybrid process solutions for hospitality businesses dealing with both tourism and business customers.
3. It compares the processes of eBay and McDonald's, noting how eBay accommodates customer variability while McDonald's reduces it.
4. It discusses potential process improvements in the medical industry through increased electronic file sharing.
ECQ's
The document discusses the applicant's experience leading change as the Director of Technical Services for Bearcom. They created a system engineering team to standardize how new communication systems were deployed across 18 branch locations, reducing costs and delays. This led to $10 million in additional revenue and over 35% profitability for the service department. The applicant also discusses experience leading people as VP of Technical Services at Bearcom, developing performance metrics that improved employee morale, productivity, and profitability. Finally, the applicant discusses experience as a results-driven FEMA emergency manager, where they rapidly coordinated a multi-state communication network in response to the Deepwater Horizon oil spill.
DataTotal damages due to increase in temperatureTotal cost of emis.docx
DataTotal damages due to increase in temperatureTotal cost of emissions controlTotal damages ($ trillions)Increase in temperature (°C)Total cost of control ($/ton of carbon)Emissions control (fraction)0.00000.00.531230.11.331.5750.22.4021620.33.732.52900.45.3334650.57.203.56930.69.3349800.711.734.513320.814.40517550.917.335.520.536
Sheet3
Running head: PROJECT MANAGEMENT ROAD MAP 1
PROJECT MANAGEMENT ROAD MAP 12
Project Management Road Map
Student’s name
Course name and number
Instructor’s name
Date
Part 1: Project Management Plan
A) Executive Summary
Business need
Gladwell Grocery operates ten stores. It has around four hundred and twenty employees to assist in performing the daily work activities. The firm has one main employee who performs both the human resources and operations management functions. This person visits all the stores on a weekly basis to perform various functions. The majority of the employees are part-timers thus, the chance of meeting all the employees during a visit are low. Additionally, travelling costs are high because of increased fuel prices. The manager further wastes time visiting these locations. It is also tiresome making regular visits and performing similar tasks manually. It is therefore, recommended that the firm adopts a Human Resource Information System (HRIS) to benefit from low costs, rapid decision making, and reduced paper work.
Work statement
The activities that are required for this project are:
· Assess the retail sector in which Gladweell stores falls under and identify issues
· Define the human resources functions recommended for Gladwell stores
· Select the most important function
· Choose the HRIS type that is appropriate for the selected function
· Research HRIS vendors
· Choose the best software for implementation
· Implementation phase
· Project schedule
· Going live
Project objectives
The objectives are:
· To identify the most significant human resources function for Gladwell
· To recommend on the best HRIS
· To show how Gladwell stores will implement the selected HRIS
Constraints / limitations
The constraints and limitations identified for this project:
· The costs and benefits of the HRIS are based on estimates
· Exerted effort depends on voluntary involvement by the stakeholders
Assumptions
The assumptions are:
· This project has the approval from authority
B) Scope overview
Phase 1 –Requirements
a. Find out retail sector issues:
· High labor turnover
· Adhering to regulatory laws- Wage rules and labor laws
· Heart breaks encountered by employees as a result of interacting directly with the customers
· Diversity management challenge
· Season fluctuation-Existing workers clashing with new workers added during high season.
b. Define human resources functions for Gladwell based on identified issues:
· Planning
· Compensation and benefits
· Recruitment and selection
· Performance appraisal
· Training and development
· Employee and labor relations
· Employee safe.
Employee Engagement and Change Management in Front of House
The document summarizes the efforts of a team leader to professionalize and improve the customer service of a front desk team. It describes initial issues like a lack of procedures, inconsistent grooming standards, and distrust of management's vision. The team leader took several actions: standardized procedures and training, improved people management through feedback and recognition, strengthened relationships with clients, and supported personal development through qualifications. Benefits included a more cohesive team with higher service standards and greater client satisfaction and engagement.
Analyze MVPIThe motives, values, and preferences inventory (MV.docx
Analyze MVPI
The motives, values, and preferences inventory (MVPI) is used to identify the motives and values most important to an individual. Understanding the personal values of the individuals who make up a team can be useful in understanding the team dynamics and help a manager build and sustain teamwork within the organization.
Refer to the 10 core values (listed below) evaluated on the MVPI.
Rank order the traits according to the value you assign to them, with 1 being the trait you value the most in a team member and 10 being the trait you value the least.
Explain the rationale for your ranking. Give an example of each trait drawn from your experience or observations.
MVPI Values
Recognition:
Desire for attention, approval, and praise
Power:
Desire for success, accomplishment, status, competition, and control
Hedonism:
Desire for fun, pleasure, and recreation
Altruism:
Concern about the welfare of others and contribution to a better society
Affiliation:
Desire for enjoyment of social interaction
Tradition:
Concern for established values of conduct
Security:
Desire for certainty, order, and predictability in employment and finance
Science:
quest for knowledge, research, technology, and data
Aesthetics:
need for self-expression, concern over look, feel, and design of work products
Commerce:
interest in money, profits, investment, and business opportunities
.
Analyze and interpret the following quotation The confrontation of.docx
Analyze and interpret the following quotation: “The confrontation of Western civilization with other peoples whose values were often dramatically opposed to the West’s…suggests that by the dawn of the twentieth century, the tradition and sense of centeredness that had defined indigenous cultures for hundreds, even thousands, of years was either threatened or in the process of being destroyed. Worldwide, non-Western cultures suddenly found that they were defined as outposts of new colonial empires developed by Europeans, resulting in the weakening of traditional cultural practices, political leadership, and social systems that had been in place for centuries.” (Sayre, 2013, pp. 410-411).
In the later nineteenth and early twentieth century, what would this “loss of centeredness” of culture have meant for a given cultural group? Select from among the non-Western cultural groups noted in the text (Native American, Chinese, Indian, Japanese, or African) and research the impact of Western or European cultures on that group.
What was the selected non-Western culture like prior to the late nineteenth century? How did it change as a result of European expansion? How is this change representative of what Sayre calls a “loss of centeredness?” Be sure to use specific examples and details.
Submit your findings in a 4-page essay in APA format.
.
More Related Content
Similar to Background Background International Accounting The.docx
LearningObjectivesAfter studying Chapter 12, you will be .docx
LearningObjectives
After studying Chapter 12, you will be able to:
Explain relationships among the costs of quality categories.
Understand the concepts of target costing and kaizen costing.
Distinguish between value-added and nonvalue-added activities.
Describe various types of non�inancial performance measures.
Identify non�inancial performance measures for multinational companies.
Comprehend the elements of a balanced scorecard.
Describe benchmarking techniques to improve productivity and quality.
12 Costs of Quality and Other Cost ManagementIssues
jacoblund/iStock/Thinkstock
Explain strategies to enhance productivity such as downsizing and business process
reengineering.
TQMandtheNeedtoMeasureQualityCosts
Pete Moss, considered the ace troubleshooter for DeKalb Fertilizer Company, was sent to its Georgia regional
of�ice by “Big Dan” DeLion, president of DeKalb, about 15 months ago. What he found was “big trouble.” The
region was losing about $400,000 per month—mostly from waste, low productivity, and customer warranty
claims. Revenues were declining, and too many customers were unhappy. This was Spring 2018, long after
Total Quality Management (TQM) was a cliché and a norm in most �irms. Yes, DeKalb had a TQM program that
“Big Dan” had announced in late 2019. Signs had been posted about quality being “No. 1.” A consulting �irm
had conducted seminars for workers, statistical control charts were maintained, and managers had
increased inspections. Faster response to warranty claims had been implemented through a costly system to
guarantee a 24-hour response to any customer problem.
Yet, productivity declined, scrap was up, and warranty costs soared. Workers saw the TQM program as a
management project. Managers blamed much of the problem on the lack of union cooperation and of
employee concern. No speci�ic quality goals were set. Everyone lacked a sense of urgency. Pete’s arrival
brought a sudden change: meetings with line workers quickly pointed to key production problems, warranty
claims were grouped to identify failure causes, landscape designers and on-site supervisors were brought
together to analyze failures, and certain changes were made “overnight.” A goal of cutting scrap by 50% in
three months was set.
At every step, the same question came up: “What’s this costing us?” Pete, knowing that this question was key
at other plants, sought out Rose Bush, the plant cost accountant. Rose was in the middle of an ABC study and
had begun to de�ine new activity centers and cost drivers. While not an easy task, Rose was able to modify
her system rather quickly to identify quality costs: which, where, and how much. Pete and Rose became allies,
promoting each other’s views to managers and employees alike. Within two months, Rose gave Pete a 2019
costs of quality analysis. These costs totaled a surprising 15% of revenues. Of this, little was spent on
prevention, about 30% was spent on appraisal, nearly 45% went to �ixing internal fai ...
Customer Satisfaction Research Report Sample
Customer Satisfaction Research has two primary purposes:
1) Measure and track your effectiveness in managing customer satisfaction.
2) Provide insights for improving customer satifaction.
No creditforsolvingproblemsneverhappened
This document summarizes the challenges organizations face in implementing process improvement programs. It presents a causal loop diagram that shows how:
1) Efforts to improve process capability (working smarter) are undermined as organizations rely on increasing worker effort (working harder) to close performance gaps.
2) Increasing pressure to meet performance targets leads workers to spend less time on improvement activities and more time on direct work.
3) This sets up a reinforcing feedback loop where working harder becomes the norm rather than an occasional response, preventing organizations from fully benefiting from process improvement efforts.
Bpr China1999
The document discusses the history and evolution of business process reengineering (BPR). It provides definitions of BPR and describes how it was popularized in the late 1980s and early 1990s. It then discusses four examples of successful BPR implementations before 1995: Ford Accounts Payable, Banca di America e di Italia, PBX sales at AT&T, and Siemens Nixdorf Service. The examples illustrate how organizations achieved dramatic improvements by redesigning core business processes and leveraging new technologies.
Mazda Bpr China1999
Experience Mazda Zoom Zoom Lifestyle and Culture by Visiting and joining the Official Mazda Community at http://www.MazdaCommunity.org for additional insight into the Zoom Zoom Lifestyle and special offers for Mazda Community Members. If you live in Arizona, check out CardinaleWay Mazda's eCommerce website at http://www.Cardinale-Way-Mazda.com
A Review Of Call Center Measurements
This document summarizes a paper that examines key performance indicators (KPIs) used to measure call center performance. It finds that call centers typically over-measure efficiency rather than customer satisfaction. Historical KPIs focused on efficiency, like average handle time, while better measures assess customer service, like first call resolution. Technology issues can negatively impact KPIs without reflecting agent performance. High staff turnover also hinders performance. The best KPIs measure customer satisfaction rather than just efficiency from a manager's perspective.
Reengineering helpdesk
The document summarizes a quality improvement process used to reengineer an information management help desk. Key steps included gathering information through observations, interviews, and analysis; defining problems around staffing, processes, and customer satisfaction; making a tentative plan to address issues; and implementing solutions such as consolidating contact methods, automating problem tracking, adding staff, and improving training. The results were faster resolution times, improved customer satisfaction, and more efficient operations.
4. case study interview efficiency question framework
The document discusses an efficiency case study interview question where a company hired consultants to diagnose why they were unable to increase production by 20% after acquiring a new plant. It explains that efficiency questions focus on internal metrics like production and addresses three primary factors that influence efficiency: people, process, and technology. It outlines initial questions consultants should ask about each factor to determine the central issue, so they can focus their analysis and crack the case.
1Grand Canyon UniversityInstructor Name MIS-652 Busines
1
Grand Canyon University
Instructor Name:
MIS-652 Business Process Analysis
December 1, 2021
Introduction
Cummins is a global engine manufacturer that also designs and manufactures turbochargers for engine applications. Cummins Turbocharger is the market leader in medium and heavy-duty car applications worldwide.
The Process and Relevant Data Comment by Seon A Levius: Since you are using “Cummins” in this section, you need to pinpoint some process problem with data issues for optimization. The optimization or improvement can be for both the process and technology.
Prototype - A Model of the Construction Process: The organization's prototyping process is ineffective and results in a lengthier lead time in comparison to client needs. According to data from the last six months, the average lead time for proto-sample building is approaching 12 days, rather than the five days requested by the customer.
Process Improvement Methods Comment by Seon A Levius: In this section you will basically explain how you will improve the process problem you identified above. This is basically the articulation of your solution (which must for this case include technology optimization). Also, how will you evaluate it.
You mentioned Six Sigma as the tool to enhance the process. But that is not what we want here. Six Sigma can be the tool you used to evaluate the proposed solution to the problem you identified.
So, in this sense, I didn’t see any articulation about how you will evaluate your improvements to ensure, they are efficient and effective.
For example, Six Sigma can be used as the process improvement method. The Define, Measure, Analyze, Improve, and Control (DMAIC) sub-methodology within Six Sigma can be helpful in defining the details of the future state process and Key Performance Indicators (KPIs) that the future state process should be able to meet.
Other methods in our reading this week that can be explored includes PDCA (Plan Do Check Act).
Six Sigma is a technique for process improvement. Six sigma methodology is being designed for process improvement and the implementation of six sigma tools in order to correctly assess the process and achieve improvement (Thomas, et al., 2017)
The following format explains the problem statement and execution of the process improvement method.
Problem Statement
Articulate your problem statement here
Problem Statement Worksheet
Original problem or focus question
The lead time for the proto sample process is longer than anticipated by the customer.
12 days rather than 5.
Stakeholders who are most affected by the problem
The Customer prototyping team and the Company program management team are the most impacted by this issue.
Type of Problem
Problems with resources and processes Comment by Seon A Levius: Technology has to be one of the problems
Suspected cause of the problem
Suspected reasons based on the cross functional team's root cause analysis are as follows.
1.Because the process is dependent ...
Improve Issue Book Management
The document describes a project to improve management of the issue book for volume direct operations in the US public sector. It aims to increase the issue book assistance rate to 80% by standardizing the process and metrics. This would reduce order turnaround times and customer dissatisfaction. Key benefits include saving employee time, improving performance tracking, and increasing customer satisfaction through faster order resolution. The project is estimated to save $65,024 in labor costs by reallocating transactional activities among staff.
Dulye & co. case study of thermo fisher scientific 2010 0602 final
A case study on how Thermo Fisher Scientific increased the effectiveness of their town hall meetings with help from Dulye & Co. More information at Dulye.com
How to be a consultant and run a successful assignment
This presentation on the consulting process takes you through the main steps in running a consulting job and thus make sure you leave behind happy client - this is from the series of posts at the 1stoutsource Business Forum
Complaints Management Part 2
Find out the best way to assess the effectiveness of a global best practice complaints and inquiry management process - from one of the top global experts on the subject!
week 1Question BDescribe a situation where you or your superviso.docx
week 1
Question B
Describe a situation where you or your supervisor needed to make a decision and based that decision on the data provided. Was the data quantitative or qualitative? Was the decision that was made different than it would have been if it were based on observation alone?
Week 1 Assignment
Week 1 Assignment
In a 2-3 page paper using APA formatting for references, answer the following questions:
1. Imagine yourself sitting in the auditorium of a larger corporation as the CEO expounds on the company’s new vision for 2020 and the way that this corporation will be making “sustainable” services and “green” products for non-industrial economies as well as for the web-enabled e-commerce societies. You are seeing the Chain of Results diagram in your mind’s eye and are beginning to look for the alignment opportunities that are emerging. Describe the Chain of Results elements and how each element provides alignment opportunities. Follow your thoughts up with documented research from outside scholarly resources. You should have at least two (2) outside resources to assist you with this response.
2. List five corporate documents that every performance practitioner wants to review regularly in order to stay in tune with their clients’ strategic directions and redirections. Describe what information you can gain from each that will assist you in aligning your work with that strategic direction. Why are these documents beneficial to the workplace? Which would you consider for your current workplace? If you are unemployed, you may use Grantham University as your company choice or us another company of your choosing.
Week 2
Question A
Your discussion for this module relates to a real-world situation where performance change is necessary. You can use a current or previous employer, popular company from the media, or create a fictional scenario. Define the performance change needed. Identify the categories of requirements that will be needed. Then for each category, define the requirements to be fulfilled.
Question B
The term Return on Investment (ROI) is often used in describing the results that will be gained by investing in a new venture. Employees are often considered an investment as they come with knowledge and gain expertise through experience and training. Thus, why is it important to consider the ROI in terms of employees and performance? Be sure to back up your response with research from a credible outside resource.
Week 2 Assignment
In a 2 page (minimum) paper following APA format, answer one the following questions:
1. You have been asked to assess the interface for company XYZ’s online job bank and resume submission function. You have limited information, however, you do know that:
o HR is overwhelmed with the number of resume submissions.
o Internal users complain that their applications disappear into never-never land and that they never hear back about whether they were considered for the position.
o A few external users call HR .
Chaplin School of Hospitality and Tourism ManagementInternship Lea.docx
Chaplin School of Hospitality and Tourism ManagementInternship Lean 6σ Process Improvement Project
Improving the Speed, Accuracy, Reliability, Cost Effectiveness and Flow of the (Y) process.
A picture of you in front of your company here.
Executive Summary
Executive Summary
Please describe your project in this box. If it does not fit in the box, it is too long, and you must shorten it. Shoot for the 5W’s and the H, but be brief. (Who, what, when, where, why, how)
Please describe your project in this box. If it does not fit in the box, it is too long, and you must shorten it. Shoot for the 5W’s and the H, but be brief. (Who, what, when, where, why, how)
Table of Contents
i
Executive Summaryi
Message from the Professoriii
Why we are using this method in the advanced internship classiii
About Lean 6σiii
Criteria for the Projectiii
Define1
1.1Project Charter and Financial Estimate1
1.2 Current State Process Map2
Measure3
2.1 Data Collection Plan3
2.2 Collection Results4
Analyze5
3.1 Voice of the Customer5
3.2 Voice of the Business5
3.3 Voice of the Employee (WIFM)5
3.4 Waste Analysis – DOWNTIME6
4.1 Addressing gaps in VOC needs7
Improve
4.2Addressing gaps VOB needs7
4.3 Addressing VOE concerns/ Alternate WIFM7
4.4Reduction of Waste8
4.5 Summary of Recommended
Solution
s8
Control9
5.1 Modification to Procedures Manuals (Or Establishment of Internal Controls)9
Lessons Learned10
Supervisor’s Critique11
Message from the Professor
Why we are using this method in the advanced internship class
Our internship students are within a semester or two of entering the workforce as managers. FIU’s Hospitality and Tourism Management School has included a structured internship as part of the curriculum for over a decade to assist students with this transition into management. A substantial part of the course has always included a project where the students were to improve the host company’s operations in a meaningful and lasting way.About Lean 6σ
This project is a scaled down Lean 6σ ( six sigma) project designed to be completed within the term of the semester. Lean 6σ is a continuous process improvement method which has grown in use in U.S. and international corporations since the 1970’s. Employed to great success at companies like Motorola, this method aims to refine a company’s existing processes through data based analysis and evidence based decision making.
U.S.-based quality professionals who complete any Six Sigma training earn on average $12,642 more than those without it. 2011 QP Salary Survey*Criteria for the Project
· The project must be based on a real need in the company, and have the support of the student’s supervisor.
· Must be able to be completed to in 10 weeks or (40 hours)
This template is the intellectual property of Jason L. Stiles, Ph.D. All rights reserved.
2
Define
A description of the current process and proposed financial benefits
1.1 Project Charter and Financial Estimate
Project Charte ...
LoCC Measurable Improvement in Your Development Process
Presentation to the League of California Cities Planning Commissioners Institute on Measurable Improvement in Your Development Process in 2009 at Anaheim, CA. The presentation looked at common methods to assess your process, review measurement tools and look at pitfalls based on the experiences in San Jose from outside consultant reviews and on going process improvement efforts.
Operations Management Processes and Supply Chains Global 11th Edition Krajews...
The document discusses several processes and examples of process analysis:
1. It provides discussion questions about various processes involving customer contact at different stages.
2. It discusses hybrid process solutions for hospitality businesses dealing with both tourism and business customers.
3. It compares the processes of eBay and McDonald's, noting how eBay accommodates customer variability while McDonald's reduces it.
4. It discusses potential process improvements in the medical industry through increased electronic file sharing.
ECQ's
The document discusses the applicant's experience leading change as the Director of Technical Services for Bearcom. They created a system engineering team to standardize how new communication systems were deployed across 18 branch locations, reducing costs and delays. This led to $10 million in additional revenue and over 35% profitability for the service department. The applicant also discusses experience leading people as VP of Technical Services at Bearcom, developing performance metrics that improved employee morale, productivity, and profitability. Finally, the applicant discusses experience as a results-driven FEMA emergency manager, where they rapidly coordinated a multi-state communication network in response to the Deepwater Horizon oil spill.
DataTotal damages due to increase in temperatureTotal cost of emis.docx
DataTotal damages due to increase in temperatureTotal cost of emissions controlTotal damages ($ trillions)Increase in temperature (°C)Total cost of control ($/ton of carbon)Emissions control (fraction)0.00000.00.531230.11.331.5750.22.4021620.33.732.52900.45.3334650.57.203.56930.69.3349800.711.734.513320.814.40517550.917.335.520.536
Sheet3
Running head: PROJECT MANAGEMENT ROAD MAP 1
PROJECT MANAGEMENT ROAD MAP 12
Project Management Road Map
Student’s name
Course name and number
Instructor’s name
Date
Part 1: Project Management Plan
A) Executive Summary
Business need
Gladwell Grocery operates ten stores. It has around four hundred and twenty employees to assist in performing the daily work activities. The firm has one main employee who performs both the human resources and operations management functions. This person visits all the stores on a weekly basis to perform various functions. The majority of the employees are part-timers thus, the chance of meeting all the employees during a visit are low. Additionally, travelling costs are high because of increased fuel prices. The manager further wastes time visiting these locations. It is also tiresome making regular visits and performing similar tasks manually. It is therefore, recommended that the firm adopts a Human Resource Information System (HRIS) to benefit from low costs, rapid decision making, and reduced paper work.
Work statement
The activities that are required for this project are:
· Assess the retail sector in which Gladweell stores falls under and identify issues
· Define the human resources functions recommended for Gladwell stores
· Select the most important function
· Choose the HRIS type that is appropriate for the selected function
· Research HRIS vendors
· Choose the best software for implementation
· Implementation phase
· Project schedule
· Going live
Project objectives
The objectives are:
· To identify the most significant human resources function for Gladwell
· To recommend on the best HRIS
· To show how Gladwell stores will implement the selected HRIS
Constraints / limitations
The constraints and limitations identified for this project:
· The costs and benefits of the HRIS are based on estimates
· Exerted effort depends on voluntary involvement by the stakeholders
Assumptions
The assumptions are:
· This project has the approval from authority
B) Scope overview
Phase 1 –Requirements
a. Find out retail sector issues:
· High labor turnover
· Adhering to regulatory laws- Wage rules and labor laws
· Heart breaks encountered by employees as a result of interacting directly with the customers
· Diversity management challenge
· Season fluctuation-Existing workers clashing with new workers added during high season.
b. Define human resources functions for Gladwell based on identified issues:
· Planning
· Compensation and benefits
· Recruitment and selection
· Performance appraisal
· Training and development
· Employee and labor relations
· Employee safe.
Employee Engagement and Change Management in Front of House
The document summarizes the efforts of a team leader to professionalize and improve the customer service of a front desk team. It describes initial issues like a lack of procedures, inconsistent grooming standards, and distrust of management's vision. The team leader took several actions: standardized procedures and training, improved people management through feedback and recognition, strengthened relationships with clients, and supported personal development through qualifications. Benefits included a more cohesive team with higher service standards and greater client satisfaction and engagement.
Similar to Background Background International Accounting The.docx (20)
LearningObjectivesAfter studying Chapter 12, you will be .docx
LearningObjectivesAfter studying Chapter 12, you will be .docx
4. case study interview efficiency question framework
4. case study interview efficiency question framework
1Grand Canyon UniversityInstructor Name MIS-652 Busines
1Grand Canyon UniversityInstructor Name MIS-652 Busines
Dulye & co. case study of thermo fisher scientific 2010 0602 final
Dulye & co. case study of thermo fisher scientific 2010 0602 final
How to be a consultant and run a successful assignment
How to be a consultant and run a successful assignment
week 1Question BDescribe a situation where you or your superviso.docx
week 1Question BDescribe a situation where you or your superviso.docx
Chaplin School of Hospitality and Tourism ManagementInternship Lea.docx
Chaplin School of Hospitality and Tourism ManagementInternship Lea.docx
LoCC Measurable Improvement in Your Development Process
LoCC Measurable Improvement in Your Development Process
Operations Management Processes and Supply Chains Global 11th Edition Krajews...
Operations Management Processes and Supply Chains Global 11th Edition Krajews...
DataTotal damages due to increase in temperatureTotal cost of emis.docx
DataTotal damages due to increase in temperatureTotal cost of emis.docx
Employee Engagement and Change Management in Front of House
Employee Engagement and Change Management in Front of House
More from ikirkton
Analyze MVPIThe motives, values, and preferences inventory (MV.docx
Analyze MVPI
The motives, values, and preferences inventory (MVPI) is used to identify the motives and values most important to an individual. Understanding the personal values of the individuals who make up a team can be useful in understanding the team dynamics and help a manager build and sustain teamwork within the organization.
Refer to the 10 core values (listed below) evaluated on the MVPI.
Rank order the traits according to the value you assign to them, with 1 being the trait you value the most in a team member and 10 being the trait you value the least.
Explain the rationale for your ranking. Give an example of each trait drawn from your experience or observations.
MVPI Values
Recognition:
Desire for attention, approval, and praise
Power:
Desire for success, accomplishment, status, competition, and control
Hedonism:
Desire for fun, pleasure, and recreation
Altruism:
Concern about the welfare of others and contribution to a better society
Affiliation:
Desire for enjoyment of social interaction
Tradition:
Concern for established values of conduct
Security:
Desire for certainty, order, and predictability in employment and finance
Science:
quest for knowledge, research, technology, and data
Aesthetics:
need for self-expression, concern over look, feel, and design of work products
Commerce:
interest in money, profits, investment, and business opportunities
.
Analyze and interpret the following quotation The confrontation of.docx
Analyze and interpret the following quotation: “The confrontation of Western civilization with other peoples whose values were often dramatically opposed to the West’s…suggests that by the dawn of the twentieth century, the tradition and sense of centeredness that had defined indigenous cultures for hundreds, even thousands, of years was either threatened or in the process of being destroyed. Worldwide, non-Western cultures suddenly found that they were defined as outposts of new colonial empires developed by Europeans, resulting in the weakening of traditional cultural practices, political leadership, and social systems that had been in place for centuries.” (Sayre, 2013, pp. 410-411).
In the later nineteenth and early twentieth century, what would this “loss of centeredness” of culture have meant for a given cultural group? Select from among the non-Western cultural groups noted in the text (Native American, Chinese, Indian, Japanese, or African) and research the impact of Western or European cultures on that group.
What was the selected non-Western culture like prior to the late nineteenth century? How did it change as a result of European expansion? How is this change representative of what Sayre calls a “loss of centeredness?” Be sure to use specific examples and details.
Submit your findings in a 4-page essay in APA format.
.
Analyze and prepare a critique of the following situationMary h.docx
Analyze and prepare a critique of the following situation:
Mary has worked for Bob for two years. About 6 months ago, Bob asked Mary out to dinner. They had a good time together and agreed that they had some real interests in common outside of work. The pair dated for two months. Mary initially liked Bob, but he was beginning to get annoying. He called her all the time, was very pushy about her seeing him, and wanted to control all aspects of her life; both at work and at home. Mary decided to call it off. When she told Bob that she did not want to see him personally anymore, he went crazy on her. He told her she would be sorry and that he would see to it that she regretted it. Bob began to make life miserable for Mary at work. She suddenly started to get poor performance evaluations after two years of exemplary reviews. Even the managers above Bob were beginning to make comments about her poor attitude. Mary decided it was time to act. She was worried she would be fired, all because Bob wanted her to continue to date him. She loved her job and knew she did quality work. She made an appointment with the HR manager.
Using the Civil Rights Acts of 1964 and 1991, discuss the type of sexual harassment Mary thinks she is experiencing. What are the obligations of the HR manager once Mary reports this? Discuss the likelihood that Bob would be found guilty of sexually harassing Mary. If the HR manager investigates and finds Mary is telling the truth, what should s/he do to handle the situation so that the company is not found complicit by the EEOC if further complaint is made? If found in Mary's favor, what options does the HR manager have to remedy the situation?
.
Analyze the anthropological film Jero A Balinese Trance Seance made.docx
The document provides guidance for analyzing the anthropological film "Jero: A Balinese Trance Seance" by discussing key concepts to explore such as cultural relativism and visual imperialism. Students are instructed to choose two or three concepts from readings and lectures to analyze how the film presents culture and ethnicity. They should consider the filmmakers' approach and construction of the presented culture, who Jero is and her significance, what was learned, and any ethical implications. Students are asked to evaluate if the filmmakers employed cultural relativism or privileged their own culture. They should also discuss how anthropology's shift may have impacted the filmmakers' approach and if it could have been more effective.
analyze and synthesize the financial reports of an organization of t.docx
The document outlines a project requiring students to analyze the financial reports of a chosen organization, synthesize their findings in a PowerPoint presentation with detailed notes, and provide exhibits of the analyzed financial reports. The PowerPoint must include an organization overview, analysis of financial statements, cash flow, stock performance, cost of capital or required return on investment, book and common stock value, and discuss appropriate organizational development options from a management risk and return perspective.
Analyze financial statements using financial ratios.• .docx
Analyze financial statements using financial ratios.
•
Analyze and evaluate cash flows over time.
•
Use technology and information resources to research issues in financial management.
•
Write clearly and concisely about financial management using proper writing mechanics.
This project requires that you conduct a financial analysis of two, comparable organizations. You
may select any organizations that produce publicly available financial statements employing IFRS
or U.S. GAAP (both companies must follow the same GAAP). Let your professor know which two
companies you plan to study before the end of Week 2, as your selection must be approved. The
professor reserves the right to limit the number of students comparing the same two
organizations.
Assignment:
1. Carefully review the annual reports for both organizations. Comment on what approach
each company has taken in reporting to its shareholders.
(This requirement is purposely
broad to give you the freedom to talk about anything that comes under the broad title of
“reporting to shareholders”).
2. Prepare a ratio analysis for both companies including a trend analysis for three years.
Comment on the significance of the ratios for each company (do they indicate that things
are all right, do they suggest that problems exist, or is it likely that problems will occur in
the future?). Comment specifically on the similarities and differences among the ratios
calculated for both companies and comparison to any benchmark.
3.
Prepare an analysis of the cash flow statements for both companies.
4. List and discuss the importance of the two most significant accounting policies adopted
by the two organizations (you should select the same two policies for both organizations).
Explain the options selected by both companies and comment on any differences that
you see. Explain what other policies the organizations could have selected and state why
you think they selected one policy over another.
5. Provide the URL’s for each company’s Annual Report.
Your assignment should adhere to these guidelines:
•
Write in a logical, well-organized conventional business style. Use Times New Roman
font size 12 or similar, double space, and leave ample white space per page.
•
All references must follow JWMI style guide and works must be cited appropriately.
Check with your professor for any additional instructions on citations.
•
On the first page or in a header, include the title of the assignment, the student’s name,
the professor’s name, the course title, and the date. Reference pages are not included in
the assignment page length.
•
Faculty members have discretion to penalize for assignments that do not follow these
guidelines. Check with your individual professor if you feel the assignment r
much longer or shorter treatment than recommended.
The two companies are: Walm.
Analyze and prepare a critique of the following situationMary has.docx
Analyze and prepare a critique of the following situation:
Mary has worked for Bob for two years. About 6 months ago, Bob asked Mary out to dinner. They had a good time together and agreed that they had some real interests in common outside of work. The pair dated for two months. Mary initially liked Bob, but he was beginning to get annoying. He called her all the time, was very pushy about her seeing him, and wanted to control all aspects of her life; both at work and at home. Mary decided to call it off. When she told Bob that she did not want to see him personally anymore, he went crazy on her. He told her she would be sorry and that he would see to it that she regretted it. Bob began to make life miserable for Mary at work. She suddenly started to get poor performance evaluations after two years of exemplary reviews. Even the managers above Bob were beginning to make comments about her poor attitude. Mary decided it was time to act. She was worried she would be fired, all because Bob wanted her to continue to date him. She loved her job and knew she did quality work. She made an appointment with the HR manager.
Using the Civil Rights Acts of 1964 and 1991, discuss the type of sexual harassment Mary thinks she is experiencing. What are the obligations of the HR manager once Mary reports this? Discuss the likelihood that Bob would be found guilty of sexually harassing Mary. If the HR manager investigates and finds Mary is telling the truth, what should s/he do to handle the situation so that the company is not found complicit by the EEOC if further complaint is made? If found in Mary's favor, what options does the HR manager have to remedy the situation?
Site references in APA format
.
Analyze Alternative Exchange Rate RegimesThere are several argum.docx
Analyze Alternative Exchange Rate Regimes
There are several arguments for and against the alternative exchange rate regimes. Prepare a 2- to 4-page paper presenting both sides of the argument. In your paper:
List and explain the advantages of the flexible exchange rate regime.
Criticize the flexible exchange rate regime from the viewpoint of the proponents of the fixed exchange rate regime.
Refute the above criticism from the viewpoint of the proponents of the flexible exchange rate regime.
Discuss the impact the increased volatility in interest and foreign exchange rates has on global institutions.
Assignment 3 Grading Criteria
Maximum Points
Listed and explained the advantages of the flexible exchange rate regime.
24
Criticized the flexible exchange rate regime from the viewpoint of the proponents of the fixed exchange rate regime.
24
Refuted the above criticism from the viewpoint of the proponents of the flexible exchange rate regime.
20
Discussed the impact the increased volatility in interest and foreign exchange rates has on global institutions.
20
Wrote in a clear, concise, and organized manner; demonstrated ethical scholarship in accurate representation and attribution of sources; displayed accurate spelling, grammar, and punctuation.
12
Total:
100
.
Analyze and evaluate the different leadership theories and behavior .docx
Analyze and evaluate the different leadership theories and behavior approaches, including the Tuckman four stages of group development model.
Evaluate the importance of the internal environmental factors that include the cultural, language, political, and technological differences.
Apply the necessary steps to overcome the identified challenges with the different sources of power that must be taken into account.
Deliverable Length:
4-5 Body Pages
.
Analytical essay report about polio 1ِ- An introductory paragraph .docx
Analytical essay report about polio
1ِ- An introductory paragraph
2 - A background paragraph that includes factual and historical information about polio
3 - three body paragraph that explain the epidemic and illustrate its significance
4- A concluding paragraph
5- An end of text reference page with reference for all source referred to as you wrote your report
.
Analysis Essay 1DUE Feb 23, 2014 1155 PMGrade DetailsGrade.docx
Analysis Essay 1
DUE: Feb 23, 2014 11:55 PM
Grade Details
Grade
N/A
Gradebook Comments
None
Assignment Details
Open Date
Feb 3, 2014 12:05 AM
Graded?
Yes
Points Possible
100.0
Resubmissions Allowed?
No
Attachments checked for originality?
Yes
.
AnalogíasComplete the analogies. Follow the model.Modelomuer.docx
Este documento presenta dos analogías incompletas que deben completarse siguiendo el modelo dado. También presenta una conversación incompleta que debe completarse haciendo los cambios necesarios, omitiendo las palabras "cambiar" y "edad".
ANA Buenos días, señor González. ¿Cómo (1) (2) SR. GONZÁLEZ .docx
Ana se encuentra con el Sr. González y le presenta a Antonio. El Sr. González le da la bienvenida a Antonio y le pregunta de dónde es, a lo que Antonio responde que viene de México. Ana y Antonio se despiden del Sr. González.
Analyze symbolism in Jane Eyre from a Feminist point of view. Exa.docx
Analyze symbolism in Jane Eyre from a Feminist point of view.
Examples:
patriarchy
oppressed women
silence from women
4 pages paper
MLA format
Please include original source citations (Jane Eyre book)
Include in text citations from 3 specific secondary sources (sources attached)
.
An important part of research is finding sources that can be trusted.docx
An important part of research is finding sources that can be trusted.
(1) Comment on why you think it is important to scrutinize your sources to find out if they are credible or not? This can apply to our personal life as well as our academic and business life?
Can you think of an example, in every day life, where it was very important for you to trust your source? Or if not, what are some general areas of life
where you think it is especially important to trust information?
.
An investment has an installed cost of $673,658. The cash flows ov.docx
An investment has an installed cost of $673,658. The cash flows over the four-year life of the investment are projected to be $228,701, $281,182, $219,209, and $190,376.
Requirement 1:
If the discount rate is zero, what is the NPV?
(
Do not round intermediate calculations.
)
NPV
$
(c)
The company is somewhat unsure about the assumption of a growth rate of 5.1 percent its cash flows. At what constant growth rate would the company just break even if it still required a return of 12 percent on its investment?
(
Do not round intermediate calculations.
Enter your answer as a percentage r
ounded to 2 decimal
places (e.g., 32.16).)
Minimum growth rate
[removed] %
9 years ago
11.11.2013
20
Report Issue
Answer
(
2
)
archmage
4.9
(
311
)
5.0
(
58
)
Chat
Purchase the answer to view it
finance_npv_-_excel.xlsx
finance_npv.docx
9 years ago
plagiarism check
Purchase $20
SHIR15
4.0
(
20
)
1.0
(
2
)
Chat
Purchase the answer to view it
finance_hw_1..xls
9 years ago
plagiarism check
Purchase $20
Bids
(
0
)
other Questions
(
10
)
For Unicew
Assignment 2: LASA 1—Business Case and Proposal for Project Selection
You work for Centervale Apparel, a large clothing manufacturing firm....
Topic sentance in chapter 9 of Harry Houdini bio
which is greater 66 2/3 of 480 or80%of400
(x-9)(x+9)=0
15x^2y^2+57xy^2-90y^2
final exam (for ASMA only)
The what assimilated dissolved food
what are opposite numbers?
adv algebra financial application
For TinselWriter only
NOT RATED
An investment has an installed cost of $673,658. The cash flows over the four-year life of the investment are projected to be $228,701, $281,182, $219,209, and $190,376.
Requirement 1:
If …
8 years ago
Applied Sciences
Architecture and Design
Biology
Business & Finance
Chemistry
Computer Science
Geography
Geology
Education
Engineering
English
Environmental science
Spanish
Government
History
Human Resource Management
Information Systems
Law
Literature
Mathematics
Nursing
Physics
Political Science
Psychology
Reading
Science
Social Science
Liberty University
New Hampshire University
Strayer University
University Of Phoenix
Walden University
Home
Homework Answers
Blog
Archive
Tags
Reviews
Contact
Copyright © 2022
SweetStudy.com
window.__REDUX__STATE__ = '%7B%22appMeta%22%3A%7B%22serverRendered%22%3Atrue%7D%2C%22apiRequests%22%3A%7B%22pendingRequestCount%22%3A0%2C%22succeededRequestCount%22%3A4%2C%22failedRequestCount%22%3A0%2C%22requestCounters%22%3A%7B%22GET_FIELDS_PENDING%22%3A0%2C%22GET_ENTITY_PENDING%22%3A0%2C%22GET_FIELDS_SUCCESS%22%3A1%2C%22GET_ENTITY_SUCCESS%22%3A1%2C%22GET_SIMILAR_QUESTIONS_PENDING%22%3A0%2C%22GET_OTHER_QUESTIONS_PENDING%22%3A0%2C%22GET_OTHER_QUESTIONS_SUCCESS%22%3A1%2C%22GET_SIMILAR_QUESTIONS_SUCCESS%22%3A1%7D%7D%2C%22currentUserMeta%22%3A%7B%22id%22%3A0%2C%22isGuest%22%3Atrue%2C%22isReceivingEmails%22%3Anull%2C%22email%22%3A%22%22%2C%22authMethod%22%3Anull%2C%22approvalTicket%22%3Anull%2C%22fees%22%3Anull%2C%22disputesAmount%22%3Anull%2C%22earningsStats%22%3A%7.
An incomplete Punnett square There are three possible phenotypes fo.docx
An incomplete Punnett square: There are three possible phenotypes for wing color in the species of Moon moth. Some of these moths have a red wings, others have yellow wings and some have orange wings. What type of inheritance is illustrated by the species of moth? What are the genotypes that coincide with the three phenotypes given? In a cross between two orange winged moths that produced 100 offspring how many of the offspring will be a yellow? ALSO DRAW OUT PUNNETT SQUARE!!
.
An expanded version of the accounting equation could be A + .docx
An expanded version of the accounting equation could be:
A + Rev = L + OE - Exp
A - L = Paid-in Capital - Rev - Exp
A = L + Paid-in Capital + Beginning Retained Earnings + Rev - Exp
A = L + Paid-in Capital - Rev + Exp
In the seller's records, the sale of merchandise on account would:
Increase assets and increase expenses.
Increase assets and decrease liabilities.
Increase assets and increase paid-in capital.
Increase assets and decrease revenues.
In the buyer's records, the purchase of merchandise on account would:
Increase assets and increase expenses.
Increase assets and increase liabilities.
Increase liabilities and increase paid-in capital.
Have no effect on total assets.
A debit entry will:
Decrease an asset account.
Increase a liability account.
Increase paid-in capital.
Increase an expense account.
A credit entry will:
Increase an asset account.
Increase a liability account.
Decrease paid-in capital.
Increase an expense account.
A credit entry to an account will:
Always decrease the account balance.
Always increase the account balance.
Increase the balance of a revenue account.
Increase the balance of an expense account.
A debit entry to an account will:
Always decrease the account balance.
Always increase the account balance.
Increase the balance of a revenue account.
Increase the balance of an expense account.
Sage, Inc. has 20 employees who each earn $100 per day and are paid every Friday. The end of the accounting period is on a Wednesday. How much wages should the firm accrue at the end of the period?
$2,000.
$1,000.
$0.
$6,000.
Which of the following is not one of the 5 questions of transaction analysis?
What's going on?
Which accounts are affected?
Is this an accrual?
Does the balance sheet balance?
Does my analysis make sense?
The effect of an adjustment is:
To correct an entry that was not in balance.
To increase the accuracy of the financial statements.
To record transactions not previously recorded.
To close the books.
A journal entry recording an accrual:
Results in a better matching of revenues and expenses.
Will involve a debit or credit to cash.
Will affect balance sheet accounts only.
Will most likely include a debit to a liability account
Wisdom Co. has a note payable to its bank. An adjustment is likely to be required on Wisdom's books at the end of every month that the loan is outstanding to record the:
Amount of interest paid during the month.
Amount of total interest to be paid when the note is paid off.
Amount of principal payable at the maturity date of the note.
Accrued interest expense for the month.
The accounting concept/principle being applied when an adjustment is made is usually:
matching revenue and expense.
consistency.
original cost.
materia.
An Evolving IndustryHow are the Internet and other technologies cu.docx
An Evolving Industry
How are the Internet and other technologies currently affecting the ways in which movies are produced, distributed, and exhibited? Are the changes having an impact on the quality or depth of the films? Provide specific examples as you explain your point of view.
Your initial post should be at least 150 words in length. Support your claims with examples from required material(s) and/or other scholarly resources, and properly cite any references
.
An essay addressing the definition or resemblance concerning categor.docx
An essay addressing the definition or resemblance concerning categorical placement or criteria-match reasoning. The Term is Inner Peace. This is going to be a rough draft only. APA format
3-5 pages;
3-5 scholarly sources. I would like to address inner peace as the state of living in harmoney with the enviroment, restrained from war and living peacefully. I woud like to tie into figures like Mandela and Ghandi as examples of people that have attained it.
.
More from ikirkton (20)
Analyze MVPIThe motives, values, and preferences inventory (MV.docx
Analyze MVPIThe motives, values, and preferences inventory (MV.docx
Analyze and interpret the following quotation The confrontation of.docx
Analyze and interpret the following quotation The confrontation of.docx
Analyze and prepare a critique of the following situationMary h.docx
Analyze and prepare a critique of the following situationMary h.docx
Analyze the anthropological film Jero A Balinese Trance Seance made.docx
Analyze the anthropological film Jero A Balinese Trance Seance made.docx
analyze and synthesize the financial reports of an organization of t.docx
analyze and synthesize the financial reports of an organization of t.docx
Analyze financial statements using financial ratios.• .docx
Analyze financial statements using financial ratios.• .docx
Analyze and prepare a critique of the following situationMary has.docx
Analyze and prepare a critique of the following situationMary has.docx
Analyze Alternative Exchange Rate RegimesThere are several argum.docx
Analyze Alternative Exchange Rate RegimesThere are several argum.docx
Analyze and evaluate the different leadership theories and behavior .docx
Analyze and evaluate the different leadership theories and behavior .docx
Analytical essay report about polio 1ِ- An introductory paragraph .docx
Analytical essay report about polio 1ِ- An introductory paragraph .docx
Analysis Essay 1DUE Feb 23, 2014 1155 PMGrade DetailsGrade.docx
Analysis Essay 1DUE Feb 23, 2014 1155 PMGrade DetailsGrade.docx
AnalogíasComplete the analogies. Follow the model.Modelomuer.docx
AnalogíasComplete the analogies. Follow the model.Modelomuer.docx
ANA Buenos días, señor González. ¿Cómo (1) (2) SR. GONZÁLEZ .docx
ANA Buenos días, señor González. ¿Cómo (1) (2) SR. GONZÁLEZ .docx
Analyze symbolism in Jane Eyre from a Feminist point of view. Exa.docx
Analyze symbolism in Jane Eyre from a Feminist point of view. Exa.docx
An important part of research is finding sources that can be trusted.docx
An important part of research is finding sources that can be trusted.docx
An investment has an installed cost of $673,658. The cash flows ov.docx
An investment has an installed cost of $673,658. The cash flows ov.docx
An incomplete Punnett square There are three possible phenotypes fo.docx
An incomplete Punnett square There are three possible phenotypes fo.docx
An expanded version of the accounting equation could be A + .docx
An expanded version of the accounting equation could be A + .docx
An Evolving IndustryHow are the Internet and other technologies cu.docx
An Evolving IndustryHow are the Internet and other technologies cu.docx
An essay addressing the definition or resemblance concerning categor.docx
An essay addressing the definition or resemblance concerning categor.docx
Recently uploaded
How to Download & Install Module From the Odoo App Store in Odoo 17
Custom modules offer the flexibility to extend Odoo's capabilities, address unique requirements, and optimize workflows to align seamlessly with your organization's processes. By leveraging custom modules, businesses can unlock greater efficiency, productivity, and innovation, empowering them to stay competitive in today's dynamic market landscape. In this tutorial, we'll guide you step by step on how to easily download and install modules from the Odoo App Store.
Leveraging Generative AI to Drive Nonprofit Innovation
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
How to Predict Vendor Bill Product in Odoo 17
This slide will guide us through the process of predicting vendor bill products based on previous purchases from the vendor in Odoo 17.
A Free 200-Page eBook ~ Brain and Mind Exercise.pptx
(A Free eBook comprising 3 Sets of Presentation of a selection of Puzzles, Brain Teasers and Thinking Problems to exercise both the mind and the Right and Left Brain. To help keep the mind and brain fit and healthy. Good for both the young and old alike.
Answers are given for all the puzzles and problems.)
With Metta,
Bro. Oh Teik Bin 🙏🤓🤔🥰
THE SACRIFICE HOW PRO-PALESTINE PROTESTS STUDENTS ARE SACRIFICING TO CHANGE T...
The recent surge in pro-Palestine student activism has prompted significant responses from universities, ranging from negotiations and divestment commitments to increased transparency about investments in companies supporting the war on Gaza. This activism has led to the cessation of student encampments but also highlighted the substantial sacrifices made by students, including academic disruptions and personal risks. The primary drivers of these protests are poor university administration, lack of transparency, and inadequate communication between officials and students. This study examines the profound emotional, psychological, and professional impacts on students engaged in pro-Palestine protests, focusing on Generation Z's (Gen-Z) activism dynamics. This paper explores the significant sacrifices made by these students and even the professors supporting the pro-Palestine movement, with a focus on recent global movements. Through an in-depth analysis of printed and electronic media, the study examines the impacts of these sacrifices on the academic and personal lives of those involved. The paper highlights examples from various universities, demonstrating student activism's long-term and short-term effects, including disciplinary actions, social backlash, and career implications. The researchers also explore the broader implications of student sacrifices. The findings reveal that these sacrifices are driven by a profound commitment to justice and human rights, and are influenced by the increasing availability of information, peer interactions, and personal convictions. The study also discusses the broader implications of this activism, comparing it to historical precedents and assessing its potential to influence policy and public opinion. The emotional and psychological toll on student activists is significant, but their sense of purpose and community support mitigates some of these challenges. However, the researchers call for acknowledging the broader Impact of these sacrifices on the future global movement of FreePalestine.
Geography as a Discipline Chapter 1 __ Class 11 Geography NCERT _ Class Notes...
Geography as discipline
Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) Curriculum
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐄𝐏𝐏 𝐂𝐮𝐫𝐫𝐢𝐜𝐮𝐥𝐮𝐦 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐡𝐢𝐥𝐢𝐩𝐩𝐢𝐧𝐞𝐬:
- Understand the goals and objectives of the Edukasyong Pantahanan at Pangkabuhayan (EPP) curriculum, recognizing its importance in fostering practical life skills and values among students. Students will also be able to identify the key components and subjects covered, such as agriculture, home economics, industrial arts, and information and communication technology.
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐍𝐚𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐒𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫:
-Define entrepreneurship, distinguishing it from general business activities by emphasizing its focus on innovation, risk-taking, and value creation. Students will describe the characteristics and traits of successful entrepreneurs, including their roles and responsibilities, and discuss the broader economic and social impacts of entrepreneurial activities on both local and global scales.
CHUYÊN ĐỀ ÔN TẬP VÀ PHÁT TRIỂN CÂU HỎI TRONG ĐỀ MINH HỌA THI TỐT NGHIỆP THPT ...
CHUYÊN ĐỀ ÔN TẬP VÀ PHÁT TRIỂN CÂU HỎI TRONG ĐỀ MINH HỌA THI TỐT NGHIỆP THPT ...Nguyen Thanh Tu Collection
https://app.box.com/s/qspvswamcohjtbvbbhjad04lg65waylfLevel 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.ppt
The History of NZ 1870-1900.
Making of a Nation.
From the NZ Wars to Liberals,
Richard Seddon, George Grey,
Social Laboratory, New Zealand,
Confiscations, Kotahitanga, Kingitanga, Parliament, Suffrage, Repudiation, Economic Change, Agriculture, Gold Mining, Timber, Flax, Sheep, Dairying,
Temple of Asclepius in Thrace. Excavation results
The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
Accounting for Restricted Grants When and How To Record Properly
In this webinar, member learned how to stay in compliance with generally accepted accounting principles (GAAP) for restricted grants.
skeleton System.pdf (skeleton system wow)
🔥🔥🔥🔥🔥🔥🔥🔥🔥
إضغ بين إيديكم من أقوى الملازم التي صممتها
ملزمة تشريح الجهاز الهيكلي (نظري 3)
💀💀💀💀💀💀💀💀💀💀
تتميز هذهِ الملزمة بعِدة مُميزات :
1- مُترجمة ترجمة تُناسب جميع المستويات
2- تحتوي على 78 رسم توضيحي لكل كلمة موجودة بالملزمة (لكل كلمة !!!!)
#فهم_ماكو_درخ
3- دقة الكتابة والصور عالية جداً جداً جداً
4- هُنالك بعض المعلومات تم توضيحها بشكل تفصيلي جداً (تُعتبر لدى الطالب أو الطالبة بإنها معلومات مُبهمة ومع ذلك تم توضيح هذهِ المعلومات المُبهمة بشكل تفصيلي جداً
5- الملزمة تشرح نفسها ب نفسها بس تكلك تعال اقراني
6- تحتوي الملزمة في اول سلايد على خارطة تتضمن جميع تفرُعات معلومات الجهاز الهيكلي المذكورة في هذهِ الملزمة
واخيراً هذهِ الملزمة حلالٌ عليكم وإتمنى منكم إن تدعولي بالخير والصحة والعافية فقط
كل التوفيق زملائي وزميلاتي ، زميلكم محمد الذهبي 💊💊
🔥🔥🔥🔥🔥🔥🔥🔥🔥
Recently uploaded (20)
Juneteenth Freedom Day 2024 David Douglas School District
Juneteenth Freedom Day 2024 David Douglas School District
How to Download & Install Module From the Odoo App Store in Odoo 17
How to Download & Install Module From the Odoo App Store in Odoo 17
Leveraging Generative AI to Drive Nonprofit Innovation
Leveraging Generative AI to Drive Nonprofit Innovation
spot a liar (Haiqa 146).pptx Technical writhing and presentation skills
spot a liar (Haiqa 146).pptx Technical writhing and presentation skills
A Free 200-Page eBook ~ Brain and Mind Exercise.pptx
A Free 200-Page eBook ~ Brain and Mind Exercise.pptx
THE SACRIFICE HOW PRO-PALESTINE PROTESTS STUDENTS ARE SACRIFICING TO CHANGE T...
THE SACRIFICE HOW PRO-PALESTINE PROTESTS STUDENTS ARE SACRIFICING TO CHANGE T...
Geography as a Discipline Chapter 1 __ Class 11 Geography NCERT _ Class Notes...
Geography as a Discipline Chapter 1 __ Class 11 Geography NCERT _ Class Notes...
REASIGNACION 2024 UGEL CHUPACA 2024 UGEL CHUPACA.pdf
REASIGNACION 2024 UGEL CHUPACA 2024 UGEL CHUPACA.pdf
Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) Curriculum
Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) Curriculum
SWOT analysis in the project Keeping the Memory @live.pptx
SWOT analysis in the project Keeping the Memory @live.pptx
CHUYÊN ĐỀ ÔN TẬP VÀ PHÁT TRIỂN CÂU HỎI TRONG ĐỀ MINH HỌA THI TỐT NGHIỆP THPT ...
CHUYÊN ĐỀ ÔN TẬP VÀ PHÁT TRIỂN CÂU HỎI TRONG ĐỀ MINH HỌA THI TỐT NGHIỆP THPT ...
Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.ppt
Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.ppt
Accounting for Restricted Grants When and How To Record Properly
Accounting for Restricted Grants When and How To Record Properly
Background Background International Accounting The.docx
- 1. Background Background: International Accounting The situation: Back office operations supporting the global operations were all in HQ in the United States. While some countries had financial staff, the majority of business financial services were supplied from this HQ group. Problems: Processing expense and budgetary costs for this unit were skyrocketing (over 20% a year). The operation is very people intensive and is seen as highly inefficient (by management, the workers in the unit are frustrated too, and the “internal customers” are clearly not
- 2. satisfied with the quality and timeliness of the work). One measure of the problem is that the regions and local countries vociferously complained about the charge backs from the unit. Better services could be gotten locally, for less cost. Internal interviews and a questionnaire uncovered backlogs in work, especially in answering customer inquiries. Audits showed proof problems, and records did not match. There was high turnover and poor training of newer staff. Errors were increasing, and adding a quality and compliance staff did not seem to help at all. Actions: When the problem was first raised, the internal OD team conducted a series of interviews with management and customers. They suggested that the employees take a survey to assess motivation and identify problems from their view. The survey used was a Job
- 3. Diagnostic, derived from the work of Hackman and Oldham on job enrichment. It measured the five classic elements: task significance, variety, and identity (along with autonomy and feedback). The survey was mailed to the employees' homes so they would not feel threatened, but no announcements at work were made. The return rate was so poor, several meetings were held (by management without a consultant) to explain why they were sent and what they were hoping to do. Given all the problems and concerns raised at these meetings, the internal consulting team was asked to hold team building sessions. They did, and the same issues were raised—everything seemed to be back at square one (which, essentially, it was). This time, however, the questionnaire was explained and time at work was given to fill it out. With 100% participation, the internal staff was able to see that restructuring the work would improve and address most of the “complaints” raised by management
- 4. and the workers. Background Workflow was mapped and it was discovered that many of the problems arose from a “functional” structure: each specialty function doing work and feeding it into a coding and routing group. Questions came into the coding and messaging group (part of routing) who could only check on the numbers and had no expertise to understand the real issues. They would call the supervisors of the functional units who would then involve the compliance and quality people to investigate, frequently taking weeks to get back to the message center with a definitive answer (usually the problem was already resolved, but the customers hated getting the explanation weeks after the resolution occurred). The operations were restructured around market/geographic groups. The specific jobs were realigned to comply with the tenets of Job Enrichment
- 5. with a complete customer focus rather than a functional expertise bent. This worked well, but improvements were still needed. Measurement was instituted to help focus on service quality and improving productivity. This worked very well, but personnel problems were still rampant and cooperation was low. Staff levels were decreased, but expenses were not! The head of finance has asked you, as an external consultant, to evaluate all that was done and recommend how to proceed. He is ready to fire everyone and distribute the functions to the new region offices just to get rid of his headaches.