Case study on InnoVelocity's BPM implementation with JSR Micro, Inc. - a leading materials manufacturer. Delivered in conjunction with Nathaniel Palmer and featured on BPM.com
Six Sigma, BPM, Digitalization - Different paths to the same destination?innovelocity
Discussion of the 5 Good Business Practices that all successful process improvement efforts share. This presentation was the most attended solution provider session at the 2015 Gartner BPM Summit in Maryland, USA.
The document describes BearingPoint's LAB Optimizer accelerator which helps laboratories connect lean processes with digital technologies. It provides an end-to-end approach along the laboratory value chain from planning and sample management to test data processing and certificate creation. This allows laboratories to unlock their potential and achieve cost efficiency, compliance and transparency. The approach involves aligning business processes with digital tools like automation, master data systems and digital workflows. This provides an efficient modern laboratory environment.
We have developed an integrated solution - Lean-ERP, which leverages the virtues of both lean manufacturing and enterprise resource planning (ERP) so manufacturing enterprises can achieve sustainable bottom line improvements.
The low-interest period is forcing most insurers to control and monitor their financial investments. In contrast to a risk focused
approach seen in recent years, yield controlling and monitoring will have top priority. In order to reach this goal, many
insurers are modernizing and enhancing their data warehouses. BearingPoint is offering a predefined investment data warehouse comprising the most required KPIs, reports and the underlying data model.
This proven award winning Treasury solution allows you to align, centralize and optimize your payment and collection processes across your entire group.
The document discusses key performance indicators (KPIs) for sales order processing positions. It provides information on developing KPIs, including defining objectives and key result areas, identifying tasks, and determining how to measure results. The document recommends that KPIs be clearly linked to strategy and empower employees. It lists types of KPIs and provides links to materials on sales KPIs, performance appraisal forms, review methods and phrases.
Revenue Recognition is based on the new IFRS-Standard:
IFRS 15 sets out the requirements for recognizing revenue
that apply to all contracts with customers (except for
contracts that are within the scope of the Standards on
leases, insurance contracts and financial instruments).
IFRS 15 is effective from 1 January 2017 but earlier
application is permitted.
BearingPoint has developed a comprehensive approach to deal with large workspace outfit projects, managed as real “transformation” projects involving major changes around work modes, workspaces and IT/digital equipment.
Six Sigma, BPM, Digitalization - Different paths to the same destination?innovelocity
Discussion of the 5 Good Business Practices that all successful process improvement efforts share. This presentation was the most attended solution provider session at the 2015 Gartner BPM Summit in Maryland, USA.
The document describes BearingPoint's LAB Optimizer accelerator which helps laboratories connect lean processes with digital technologies. It provides an end-to-end approach along the laboratory value chain from planning and sample management to test data processing and certificate creation. This allows laboratories to unlock their potential and achieve cost efficiency, compliance and transparency. The approach involves aligning business processes with digital tools like automation, master data systems and digital workflows. This provides an efficient modern laboratory environment.
We have developed an integrated solution - Lean-ERP, which leverages the virtues of both lean manufacturing and enterprise resource planning (ERP) so manufacturing enterprises can achieve sustainable bottom line improvements.
The low-interest period is forcing most insurers to control and monitor their financial investments. In contrast to a risk focused
approach seen in recent years, yield controlling and monitoring will have top priority. In order to reach this goal, many
insurers are modernizing and enhancing their data warehouses. BearingPoint is offering a predefined investment data warehouse comprising the most required KPIs, reports and the underlying data model.
This proven award winning Treasury solution allows you to align, centralize and optimize your payment and collection processes across your entire group.
The document discusses key performance indicators (KPIs) for sales order processing positions. It provides information on developing KPIs, including defining objectives and key result areas, identifying tasks, and determining how to measure results. The document recommends that KPIs be clearly linked to strategy and empower employees. It lists types of KPIs and provides links to materials on sales KPIs, performance appraisal forms, review methods and phrases.
Revenue Recognition is based on the new IFRS-Standard:
IFRS 15 sets out the requirements for recognizing revenue
that apply to all contracts with customers (except for
contracts that are within the scope of the Standards on
leases, insurance contracts and financial instruments).
IFRS 15 is effective from 1 January 2017 but earlier
application is permitted.
BearingPoint has developed a comprehensive approach to deal with large workspace outfit projects, managed as real “transformation” projects involving major changes around work modes, workspaces and IT/digital equipment.
The document discusses providing a cloud-based SAP solution for investment accounting and reporting for mid-to-small size insurance companies. It proposes a standardized template-based SAP CML/CFM solution in the cloud that would address the needs of these companies by allowing them to leverage SAP solutions without major upfront investment. The solution would cover common financial instruments and accounting requirements while providing benefits such as efficient implementation, flexibility and regulatory compliance.
Improving Lean Manufacturing Through a KPI Analysis SystemSteven Muñoz
This Presentation guides how to Conduct an MES Project for Production Performance Analysis Using the Standard ISA-95. I was Presented at WBF European Conference 2008
Working closely with the client, we deliver a rigorous and effective integrated GRC (Governance, Risk and Compliance) solution – one that is not only right for the client, but also available for them.
Unless vendor and customer do not work conjointly with each
For implementing an ERP system successfully, the vendor and the customers are jointly involved. The vendor ensures that the ERP system implemented has all the fixes for the business
complexities that the customer faces, whereas the customer co-operates and supports the technical changes brought into the business process. Want to know what are the responsibilities that both of them carry, then check out the presentation or click to know more https://www.batchmaster.co.in/services/erp-implementation.aspx
Huge deviations between actual and planned transport costs? Need for transport cost allocation down to product level? Unclear contribution margins of your customers? More than ten CO2 data requests from your customers per month? Annual requests from rating agencies to supply CO2 data? Carbon reduction goals include logistics? If those challenges are relevant for you, LogCOST can help you!
Tool for individual and industry insurance Effcient solution to combine individualization and standardization for the quotation and policy process. Universal is a web-based solution for insurance companies to create standardized processes, business rules and modular products. It supports the insurance underwriter in managing the whole contract lifecycle in only one application, and ensures the traceability of all individually created products and product generations. It is compatible with other quotation and policy systems, and decreases the complexity of the IT infrastructure.
As the IT footprint expands in the organization, CIOs budgets keep growing, some having multi-billion annual budgets in the case of large organizations.
CXOs require CIOs to provide cost transparency, control, as well as cost optimization and efficiency. We offer a unique combination of consulting service and an application to enhance your visibility on IT costs and ease communication.
Active Manager is a manager-led business transformation methodology that creates a sustainable step change in operational performance. It typically delivers performance improvements between 10% and 20%.
Oil and Gas companies are facing energy transition with a significant increase in energy demand, but also a shift towards a lower carbon fuel mix. In addition, digitalization is disrupting manifested business models. A new way of business steering and planning is required to cope with these challenges in order to shape a successful strategy for the future.
BearingPoint's operational excellence approach in CPG Manufacturing primarily aims to reduce costs in production and to support clients in their transformation journey. Our operational excellence approach contributes to the creation of a culture of continuous improvements in factories.
Procurement is a complex process that entails significant commercial and regulatory risk, however, Contract Management Solutions can significantly mitigate these risks, reduce costs, and increase compliance.
Know how Contract Management Solutions can enhance Procurement and what Future of Procurement looks like here: https://aavenir.com/future-of-procurement-aligning-with-enterprise-it-strategy/
Bista Solutions has a number of years of expertise in analyzing the requirements of organizations and developing applications to meet their business needs. We are also “Gold Partners” of ProcessMaker with a number of successful BPM implementations under our belt. We work with you to critically analyze the business processes you have in place and find ways of making them more efficient.
We also study the software systems which are in use and recommend a solution based on your existing infrastructure.We assure you with the best of our services with support and successful implementation of your business process across systems, including human resource, finance, Purchase, Administration and other customized process implementation.
This presentation describes the state of Accounts Payable and uncovers the paradigm shift underway. With greater integration with the procure-to-pay (P2P) process, expect a more connected, automated, and transparent operation. Find out how the Tradeshift platform is designed for the new world of P2P.
The best idea is useless if it is not identified within the organization. CLU is an idea management platform supporting the innovation management process and fostering innovation as an important component of the corporate culture.
We are neutral IT Advisors for the full M&A life-cycle – for strategic buyers/sellers and for Private Equities. Within our industrialized IT Due Diligence or IT Assessments, we minimize risks and identify cost reduction potentials as well as growth opportunities – based on the investment thesis. Our proven track record and our unique partnership with West Monroe Partners, a leading IT M&A advisor in the US, underlines our capabilities.
CPQ - Configure, Price and Quoting ExcellenceBearingPoint
Realizing all potentials of the CPQ Excellence will lead to
reduced process complexity with direct impact on time,
cost and risk. Main key performance indicators will be
both higher win rates of your offers, as well as lower
quotation throughput times. CPQ Excellence takes
advantage of potentials in a systematic configuration,
pricing, and quotation process in a complex
business environment.
This document discusses key performance indicators (KPIs) and continuous improvement. It provides information on developing KPIs, including defining objectives, identifying key result areas and tasks, and determining methods to measure results. The document outlines common mistakes in creating KPIs, such as having too many KPIs not linked to key result areas. It also describes different types of KPIs, such as process, input, output, leading, lagging, outcome, qualitative and quantitative KPIs. Resources on KPIs and performance appraisal forms are provided.
Order to Cash. Cash is King. Prime elements, points that block successful ETE flow. KPI's/metics and how to guage where your company really ranks: a Business leader, Average, or Laggard.
The document discusses trends and challenges facing the industrial distribution industry, including more demanding customers, increased competition, supply chain complexity, industry consolidation, and pressure from online retailers. It also outlines challenges around demand forecasting, pricing, margins, efficiency, real-time information sharing, customer satisfaction, an aging workforce, and labor intensity. The document then provides an overview of how an order to cash process works, both informally using manual methods and formally using a best-of-breed system, highlighting the importance of margin realization through automation.
AESSiS is an engineering consultancy that specializes in product lifecycle management (PLM) implementation and process improvement to help manufacturing businesses achieve better performance. PLM is a strategic approach to managing product information throughout the lifecycle from concept to end of life. It aims to provide a single source of truth, configuration management, reduced waste, and increased innovation. PLM tools help manage parts, relationships between parts, documents, changes to parts, and the lifecycle of a part from new to obsolete. Aras is an open source PLM platform that provides an enterprise solution with no upfront costs and uses existing IT infrastructure and skills.
The document discusses the Six Sigma DMAIC methodology and provides an example of its application. It describes DMAIC as a structured problem-solving approach that involves defining a problem, measuring key metrics, analyzing the root causes, improving processes through solutions testing, and controlling the new processes. An example is given of using DMAIC to reduce order processing times at an e-commerce company by identifying bottlenecks, automating workflows, and standardizing improvements. Benefits of DMAIC include continuous improvement, data-driven decision making, customer satisfaction, quality enhancement, and cost reduction.
The document discusses providing a cloud-based SAP solution for investment accounting and reporting for mid-to-small size insurance companies. It proposes a standardized template-based SAP CML/CFM solution in the cloud that would address the needs of these companies by allowing them to leverage SAP solutions without major upfront investment. The solution would cover common financial instruments and accounting requirements while providing benefits such as efficient implementation, flexibility and regulatory compliance.
Improving Lean Manufacturing Through a KPI Analysis SystemSteven Muñoz
This Presentation guides how to Conduct an MES Project for Production Performance Analysis Using the Standard ISA-95. I was Presented at WBF European Conference 2008
Working closely with the client, we deliver a rigorous and effective integrated GRC (Governance, Risk and Compliance) solution – one that is not only right for the client, but also available for them.
Unless vendor and customer do not work conjointly with each
For implementing an ERP system successfully, the vendor and the customers are jointly involved. The vendor ensures that the ERP system implemented has all the fixes for the business
complexities that the customer faces, whereas the customer co-operates and supports the technical changes brought into the business process. Want to know what are the responsibilities that both of them carry, then check out the presentation or click to know more https://www.batchmaster.co.in/services/erp-implementation.aspx
Huge deviations between actual and planned transport costs? Need for transport cost allocation down to product level? Unclear contribution margins of your customers? More than ten CO2 data requests from your customers per month? Annual requests from rating agencies to supply CO2 data? Carbon reduction goals include logistics? If those challenges are relevant for you, LogCOST can help you!
Tool for individual and industry insurance Effcient solution to combine individualization and standardization for the quotation and policy process. Universal is a web-based solution for insurance companies to create standardized processes, business rules and modular products. It supports the insurance underwriter in managing the whole contract lifecycle in only one application, and ensures the traceability of all individually created products and product generations. It is compatible with other quotation and policy systems, and decreases the complexity of the IT infrastructure.
As the IT footprint expands in the organization, CIOs budgets keep growing, some having multi-billion annual budgets in the case of large organizations.
CXOs require CIOs to provide cost transparency, control, as well as cost optimization and efficiency. We offer a unique combination of consulting service and an application to enhance your visibility on IT costs and ease communication.
Active Manager is a manager-led business transformation methodology that creates a sustainable step change in operational performance. It typically delivers performance improvements between 10% and 20%.
Oil and Gas companies are facing energy transition with a significant increase in energy demand, but also a shift towards a lower carbon fuel mix. In addition, digitalization is disrupting manifested business models. A new way of business steering and planning is required to cope with these challenges in order to shape a successful strategy for the future.
BearingPoint's operational excellence approach in CPG Manufacturing primarily aims to reduce costs in production and to support clients in their transformation journey. Our operational excellence approach contributes to the creation of a culture of continuous improvements in factories.
Procurement is a complex process that entails significant commercial and regulatory risk, however, Contract Management Solutions can significantly mitigate these risks, reduce costs, and increase compliance.
Know how Contract Management Solutions can enhance Procurement and what Future of Procurement looks like here: https://aavenir.com/future-of-procurement-aligning-with-enterprise-it-strategy/
Bista Solutions has a number of years of expertise in analyzing the requirements of organizations and developing applications to meet their business needs. We are also “Gold Partners” of ProcessMaker with a number of successful BPM implementations under our belt. We work with you to critically analyze the business processes you have in place and find ways of making them more efficient.
We also study the software systems which are in use and recommend a solution based on your existing infrastructure.We assure you with the best of our services with support and successful implementation of your business process across systems, including human resource, finance, Purchase, Administration and other customized process implementation.
This presentation describes the state of Accounts Payable and uncovers the paradigm shift underway. With greater integration with the procure-to-pay (P2P) process, expect a more connected, automated, and transparent operation. Find out how the Tradeshift platform is designed for the new world of P2P.
The best idea is useless if it is not identified within the organization. CLU is an idea management platform supporting the innovation management process and fostering innovation as an important component of the corporate culture.
We are neutral IT Advisors for the full M&A life-cycle – for strategic buyers/sellers and for Private Equities. Within our industrialized IT Due Diligence or IT Assessments, we minimize risks and identify cost reduction potentials as well as growth opportunities – based on the investment thesis. Our proven track record and our unique partnership with West Monroe Partners, a leading IT M&A advisor in the US, underlines our capabilities.
CPQ - Configure, Price and Quoting ExcellenceBearingPoint
Realizing all potentials of the CPQ Excellence will lead to
reduced process complexity with direct impact on time,
cost and risk. Main key performance indicators will be
both higher win rates of your offers, as well as lower
quotation throughput times. CPQ Excellence takes
advantage of potentials in a systematic configuration,
pricing, and quotation process in a complex
business environment.
This document discusses key performance indicators (KPIs) and continuous improvement. It provides information on developing KPIs, including defining objectives, identifying key result areas and tasks, and determining methods to measure results. The document outlines common mistakes in creating KPIs, such as having too many KPIs not linked to key result areas. It also describes different types of KPIs, such as process, input, output, leading, lagging, outcome, qualitative and quantitative KPIs. Resources on KPIs and performance appraisal forms are provided.
Order to Cash. Cash is King. Prime elements, points that block successful ETE flow. KPI's/metics and how to guage where your company really ranks: a Business leader, Average, or Laggard.
The document discusses trends and challenges facing the industrial distribution industry, including more demanding customers, increased competition, supply chain complexity, industry consolidation, and pressure from online retailers. It also outlines challenges around demand forecasting, pricing, margins, efficiency, real-time information sharing, customer satisfaction, an aging workforce, and labor intensity. The document then provides an overview of how an order to cash process works, both informally using manual methods and formally using a best-of-breed system, highlighting the importance of margin realization through automation.
AESSiS is an engineering consultancy that specializes in product lifecycle management (PLM) implementation and process improvement to help manufacturing businesses achieve better performance. PLM is a strategic approach to managing product information throughout the lifecycle from concept to end of life. It aims to provide a single source of truth, configuration management, reduced waste, and increased innovation. PLM tools help manage parts, relationships between parts, documents, changes to parts, and the lifecycle of a part from new to obsolete. Aras is an open source PLM platform that provides an enterprise solution with no upfront costs and uses existing IT infrastructure and skills.
The document discusses the Six Sigma DMAIC methodology and provides an example of its application. It describes DMAIC as a structured problem-solving approach that involves defining a problem, measuring key metrics, analyzing the root causes, improving processes through solutions testing, and controlling the new processes. An example is given of using DMAIC to reduce order processing times at an e-commerce company by identifying bottlenecks, automating workflows, and standardizing improvements. Benefits of DMAIC include continuous improvement, data-driven decision making, customer satisfaction, quality enhancement, and cost reduction.
This document provides an overview of a Six Sigma Greenbelt program and project selection process. It discusses defining a problem statement and project charter that includes the problem, objectives, metrics, and scope. It emphasizes using data and customer needs to select the right project focus, and establishing a baseline and measurable goals in the project charter. A sample business case template is also provided to document the performance gap and cost impact driving the need for the project.
This document provides an overview of Lean Six Sigma and how it combines Lean Manufacturing and Six Sigma. Lean focuses on reducing waste and cycle times, while Six Sigma aims to reduce defects and variation. Together, Lean Six Sigma seeks to improve quality and processes by identifying and removing causes of defects and waste. It uses data-driven, statistical methods to solve problems and implement robust control plans for sustained improvements.
Sap tech ed13_asug_delivering_continuous_sap_solution_availabilityRobert Max
SAP TechEd Presentation (ITM230) Delivering Continuous SAP Solution Availability - How Novelis Corp has maintained 99.96% Solution Availability in the 12 months since our go-live on SAP
The document discusses dashboards, scorecards, and metrics used for manufacturing performance improvement. It provides an overview of Logicentrix which implements such systems, including case studies of clients where productivity and supply chain performance increased. It then describes the components and typical deployment process of their Visual Factory system, which uses andon boards and a web-based interface to track and analyze real-time production data.
This document is a process quality assurance report submitted by Anglia Ruskin University. It contains solutions to three questions related to quality assurance techniques. For question 1, it proposes a 24-month business plan to reduce reworks and costs using statistical process control methods like control charts, Pareto analysis, ISO/BS standards, Six Sigma, and total quality management. For question 2, it demonstrates how to construct a Pareto chart and analyzes a Pareto chart of claims by product component. For question 3, it constructs a Pareto chart of total claim costs by component and analyzes which components contribute most to costs.
This document provides an introduction to quality management systems (QMS), ISO 9001:2015, and IATF 16949:2016 standards. It discusses the basics of a QMS and highlights key changes between versions of the ISO 9001 and IATF 16949 standards. The document outlines the contents to be covered, including introductions to quality documentation, processes, risk analysis methods like PDCA and fishbone diagrams. It also introduces the key standards organizations IATF, IAOB, and AIAG and their purposes in developing consensus on automotive quality systems.
QMS Effectiveness: Tracking and Trending Quality Data - OMTEC 2017April Bright
What measurements are useful, and which metrics’ baseline makes sense to show the effectiveness of your quality management system? This presentation takes an ISO 13485 and 21 CFR, Part 820 approach to deciding what measurements are important, how trending makes an impact on risk-based decision-making, and why management review is just one of the ways to discuss and document your Quality Data activities.
Complete Guide To Input Output Business Process Model PowerPoint Presentatio...SlideTeam
The document provides a complete guide to input-output business process modeling. It begins with an overview of the basic input-output business process model, which transforms inputs like materials, labor, and information into outputs like goods and services through a transformation system. It then discusses topics like striving for top-down process alignment, documenting input-output processes, outlining key business functions, adopting a business process maturity model, and outlining process maps. The document also covers process improvement methodologies like Six Sigma, Lean Six Sigma, Lean processes, and Agile methodology in project management.
SAP for SCM OTIF Improvement Project-ExternalAndrew Si
This project aims to improve planning, scheduling, and on-time delivery for key accounts at Plant 123. The project will use SCOR methodology and lean tools to identify gaps in the order-to-cash process that cause delays. Specifically, it will review front-end planning/scheduling and shop floor execution to boost on-time-in-full delivery rates. Four key areas (Xs) were identified as impacting on-time delivery: 1) production order planning, 2) scheduling and implementation, 3) throughput of constrained work centers, and 4) raw material availability. The project will measure and improve these areas over multiple phases to close gaps and meet on-time delivery goals of 98% for Account A and 95%
Continual Service Improvement (CSI) focuses on improving IT services and internal processes on an ongoing basis. It combines principles from quality management, change management, and capability improvement. The objectives of CSI include making recommendations for improvements, reviewing service level agreements, and identifying activities to improve services and processes in a cost-effective manner. CSI provides benefits such as increased customer satisfaction, productivity gains, and cost reductions. Key processes for CSI include the seven-step improvement process, service measurement, and service reporting.
Business Performance Management - Process ApproachAjay Koul
The document describes Business Performance Management (BPM) as a method for improving business growth, profitability, productivity and customer retention. It provides examples of BPM processes used across various parts of the business to identify opportunities, analyze data, prioritize actions and monitor outcomes. Key BPM examples addressed sales time optimization, customer retention, product pricing approaches, operational scenario analysis, and the development of strategic ambitions and tactical actions. The overall document outlines the BPM approach and shares examples of its application to drive business performance.
The document provides an overview of a project management presentation on SAP CRM implementations and upgrades. It discusses various aspects of managing an SAP CRM project including project initiation, planning, functional and technical execution, change management, and training. It emphasizes the importance of project management techniques, tools, and lessons learned from previous SAP CRM projects.
This document discusses applying lean principles to improve service industries. It notes that customers demand excellent service while costs must be managed. Service industries face challenges like high variability, siloed employees, and rework. Lean solutions developed for manufacturing can transfer to services by standardizing processes, reducing waste and handoffs, and creating multi-functional teams. The consultant, Kinetik Solutions, offers lean assessment, design, implementation, and training services to drive operational excellence through transformation programs.
Designing for customer needs frequently leads to higher-quality goods and services in addition to innovative outcomes. This is because an effective design process uncovers hidden customer needs. This discovery, and the subsequent solving of the problems that kept customer needs hidden, will lead to innovation. In this presentation, Juran Global CEO Dr. Joseph A. DeFeo focuses on the 4 steps to drive process innovation that every organization needs to embrace.
This document provides an overview of Six Sigma and its application to software development. It discusses key Six Sigma concepts like DMAIC (Define, Measure, Analyze, Improve, Control), tools used in each phase, and how they can help improve processes and reduce defects in software development. It also covers process maturity models, different types of waste specific to software development, and how Six Sigma principles of data-driven problem solving can help organizations deliver higher quality software and improve customer satisfaction.
Have you tried to lean your IT Service Management? by Daniel BrestonInstitut Lean France
Workshop: IT going slow, reputation poor, service partners not delivering? Your budget is 30% Development and the rest keeping things running with a mix of internal and external IT teams. Your Service Desk does not add value as no one is paid to call them but you do get a lot of calls for help to fix or make a request. You are struggling to maintain compliance or introduce robust disaster continuity. Your PMO and Dev teams struggle to work with the Operations teams. Your SLAs are worthless.
Any of this sound familiar?
ITIL® or COBIT ® are the standard frameworks IT introduces but these seem to add burden and waste. What I did was lean my ITSM processes but first I leaned my IT people (within IT, partners and business stakeholders). A presentation by Daniel Breston at the Lean IT Summit 2015.
More Lean and IT on www.lean-it-summit.com
The document discusses project monitoring and control processes focused on integration and scope. It describes monitoring and controlling project work, which involves tracking progress against the project management plan. It also discusses performing integrated change control, which involves reviewing all change requests, approving changes, and updating project documents. Additionally, it covers validating and controlling the project scope, which involves formalizing acceptance of deliverables and managing changes to the scope baseline.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
Prescriptive analytics BA4206 Anna University PPTFreelance
Business analysis - Prescriptive analytics Introduction to Prescriptive analytics
Prescriptive Modeling
Non Linear Optimization
Demonstrating Business Performance Improvement
Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
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Profiles of Iconic Fashion Personalities.pdfTTop Threads
The fashion industry is dynamic and ever-changing, continuously sculpted by trailblazing visionaries who challenge norms and redefine beauty. This document delves into the profiles of some of the most iconic fashion personalities whose impact has left a lasting impression on the industry. From timeless designers to modern-day influencers, each individual has uniquely woven their thread into the rich fabric of fashion history, contributing to its ongoing evolution.
AI Transformation Playbook: Thinking AI-First for Your BusinessArijit Dutta
I dive into how businesses can stay competitive by integrating AI into their core processes. From identifying the right approach to building collaborative teams and recognizing common pitfalls, this guide has got you covered. AI transformation is a journey, and this playbook is here to help you navigate it successfully.
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
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Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...Niswey
50 million companies worldwide leverage WhatsApp as a key marketing channel. You may have considered adding it to your marketing mix, or probably already driving impressive conversions with WhatsApp.
But wait. What happens when you fully integrate your WhatsApp campaigns with HubSpot?
That's exactly what we explored in this session.
We take a look at everything that you need to know in order to deploy effective WhatsApp marketing strategies, and integrate it with your buyer journey in HubSpot. From technical requirements to innovative campaign strategies, to advanced campaign reporting - we discuss all that and more, to leverage WhatsApp for maximum impact. Check out more details about the event here https://events.hubspot.com/events/details/hubspot-new-delhi-presents-unlocking-whatsapp-marketing-with-hubspot-integrating-messaging-into-your-marketing-strategy/
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2. 2
The JSR Micro Story
Discuss how a growing organization leveraged BPM to scale its
operations effectively and efficiently:
Company, situation and strategic objectives
Key results
Key components of the BPM program
Three example processes
Summary of best practices
3. JSR Micro, Inc. Background
3
Established in 1990
Subsidiary of JSR Corporation
Facilities in US, Europe and Japan
Largest Photoresist supplier to
semiconductor manufacturers
Recently added Energy & Life Sciences
requiring rapid growth
4. 4
Removing Obstacles to Growth
1. New Product Lines
2. New Customers
3. New Employees
4. New Business
Processes
Situation Objective
Maintain product & service quality
Keep admin overhead under control
Speed up adoption of new and
changed business processes
Continue to satisfy stringent customer,
legal and financial audit requirements
5. 5
Goals for the BPM Program
For Key Business Processes:
Ensure consistent, structured process execution
Ensure complete, accurate audit documentation
Improve throughput time: eliminate processing delays
Minimize overhead: reduce manual effort, rework
6. 6
Result: Improve Throughput Time
0 2 4 6 8 10
Automate or Remove Steps
Accuracy of Data Capture ( < rework)
No steps missed (< rework)
Visibility & Reminders (< delay)
Primary causes of process TPT reduction
45%throughput time improvement
8. 8
Result: Audit & Structure
“I haven’t yet been asked a question by an
auditor that I couldn’t answer by
immediately pulling up the data in Intalio.”
- VP Global Quality
0audit issues
9. Pulling the program together
9
2. Iterative Execution
Framework
3. Process Focus and
Process Ownership
4. Flexible
Technology
Controlled, linear workflow
Compliance Focused
Dynamic case management
Collaboration Focused
JSR Strategic Objectives
1. Clear, Actionable Program Goals
10. Scope of the program: all aspects of operations
10
Research &
Development
Purchasing &
Logistics (3)
Purchase
Requisition,
SKU Request,
Material Transfer
Planning & Trade Compliance
Manufacturing, Engineering & QC (3)
MSDS Request, Specification Change,
Process Change
Organization Support (4)
IT Request, Near Miss Report, Maintenance Request, Visitor Registration
Sales, Customer Service & Quality Assurance (5)
Issue Management, Price Quote, Customer Compensation, Engineering Support, Sample Request
Customers
Finished
Product
Product
Reqts.
Delivered
Product,
Returns
3a
5a
1a
2a
Product
Reqts.
8a
Suppliers
6b
Vendors3rdPartyMfg
9b
6a
9a
10a
7a
Demand Forecast
2b
3b
4.a
4b
5b
13. 13
Issue Management: Opportunity
1. Ensure all quality, environmental and safety issues are handled quickly, consistently
and compliantly.
2. Provide issue handling history
to support a wide variety of
audits.
3. Provide “one click” status and
process improvement reporting
capabilities.
15. Stage due date and total
closure target date is
calculated using rules table (#
days from submission)
Issue Management: Business Rules
15
16. BAM reports pull data in real time, and are
highly customizable – allowing filter and drill-
throughs into more detailed data.
Reports can be exported to PowerPoint, Word
or Excel at the click of a button
Issue Management: Real-time visibility
16
18. Specification Change: Opportunity
18
Ensure that changes to material specifications:
Go through appropriate cross-functional reviews
Are reviewed and approved by the customer
Have all proper implementation steps completed
Have complete audit history and traceability in the event of
future changes or quality issues
Are processed quickly and without delays
22. Engineering Support Request
22
Situation:
Ad-Hoc process where Sales team requests support from the
Engineering team (e.g. obtaining detailed data)
Excel Based – hard for Sales to access remotely, inconsistent
tracking and status reporting for Engineering.
Opportunity:
Make it easier for Sales to request support from the engineering team
Allow Engineering to respond more quickly and assign the work
Allow business “Process Owner” to quickly adapt reporting and data
collection “on-the-fly”
26. 26
Effort Time
Requirement gathering 2 hours
Development & QA 3 hours
User testing 5 hours
TOTAL time to finished application 10 hours
Engineering Support: rapid development
27. 27
Lessons learned & best practices
Guided by Strategic Goals
Strong Partnership with Process Owners
Process modeling and simplification before
automation
Re-usable templates & best practices
Continuously monitoring results and improving
27
Editor's Notes
Semiconductor materials – chemicals for lithography as well as consumables like pads for chemical mechanical polish, photoresist for LCDs
Energy – lithium ion capacitors – energy recovery in wind power, UPS etc …. Life sciences – chemicals for synthesizing drugs, special polymers and magnetic beads for medical devices
Audit - Regulatory – ISO 9000, 14000, OSHA 18000. Financial – signature levels; incredibly important for a publically traded company
When JSR brought me in to help with their program, they already had a very clear idea about what they wanted to achieve,
#1 - This focus and the resulting metrics are crucial in what we choose to do and how we do it. What processes will we automate? Which steps can we remove? Will this feature ultimately help help JSR grow it’s business? ------ This is paramount, but there were other key elements we feel have been crucial to our success., ---
#2 - an iterative project framework rather than a mega project. Enables us to deliver key processes with the most leverage, establish a baseline of metrics, monitor and improve.
#3 –a process focus. What do we mean by this? A) we start with a big picture of all of JSRs business processes and how they interact together – this helped us determine gaps, scope, and where they should integrate. B) every process has a single business owner who understands it end-to-end, is empowered to make decisions on design and improvement and is held accountable for its performance. And c), we always focus on understanding, modeling and simplifying our processes before we automate them.
Lastly there is #4 the technology aspect… Intalio BPMS first and allowed rapid development of controlled process applications focused on compliance and rapid adaptation. Create just launched this year for the more ad-hoc and collaborative processes.
Let’s talk a little bit about some of these processes and where they are deployed.
Here is the big picture we mentioned earlier – showing where all the processes fit and how they interact. As you can see, the scope of the program touches all aspects of our operations. There are 15 key processes at the moment, owned by some core functions you can see on the slide – but the processes enable collaboration and integration between them all.
Many different types of issues that have to be tracked and resolved, oversight under different rules - ISO 9000, ISO 14000 (env), OSHA 18000 (safety) as well as supplier – complaints, internal audits, etc
Tracked on a variety of excels inconsistently – hard to keep on top of it to make sure issues get resolved, very hard to generate indicators to improve.
Basic common input form to define the issue and provide attachments. Links to basic DM server. There are different issue sources and types – e.g. customer complaint, customer audit, internal audit, and so on. If the EH&S group needs to be involved, it can also be designated as EH&S impacting. There are definition buttons that can be clicked to help the submitter determine this as well as the priority.
The request must flow through the key stages outlined here in this sequence – if there is a customer impact, it must be contained first, then a root cause analysis must be done, resolution put in place and verified, and so on. The Intalio process guides the request through these stages in the correct order
Depending on the source, type and priority, a business rule is used to calculate a target date for different stages to be completed. These targets are refined as the process is improved, they narrow.
Many automated indicators, just a sampling here because the data is confidential. Can break out complaints by product type, by manufacturing line, by customer, by type, to do a pareto analysis and see where the most problems are. Can also do trends to see how this is changing over time. Detailed log in BAM where you can drill into the details and see the approval history.
What is a specification change? Alters the specification for the material – allowed tolerances, composition etc of a product. There is also a similar process for altering the manufacturing process itself. Customer might make a request or there might be an internal source for the change. Opportunity…
The results have been very positive, having dropped from just under 60 days to 22 days on average- thanks to automation, visibility and process analysis.
Issuance by the QC team; storage on file, distribution to customers and manufacturing team.
Technically – a relatively simple process.
Input basic information to categorize your request for processing. Depending on categories and request type, different approvals and processing steps are needed later. Attachment for your specification.
Internal changes are tracked as they are made and depends on the spec category and type. The datestamping on each of these steps is used to identify bottlenecks or issues and work on them to get the throughput time down.
Just launched this year
iPhone/iPad requests in the field vs. Laptop, VPN and Excel.
Automated notification and workload reporting vs. weekly meetings and email scramble.
Easy for sales to input status in the field without signing in via vpn, check status of request in the field using mobile device
Engineering can respond and manage the work through a simple status process and call up a diagram to show in context where the request is
Business process owner or sales can edit reports and forms on the fly as needs change – ability to add or change a field very quickly as needs change.
Strategic Goals – we didn’t implement BPM just to make things run faster – after all, you could be going very quickly in the wrong direction. The strategic goals we discussed earlier were guidelines in every phase of the program: from selecting what to do, to making requirement and design decisions, prioritizing test cases, and so on.
Process owners – a strong partnership with business managers - responsible for the whole process end-to-end, accountable for its performance, accountable for process and system design. Helped us to ensure the processes and systems we were designing were optimized across functional lines to deliver the business results. Having one ultimate decision maker for the business greatly simplified the design, and that owner can also drive improvement.
Templates – developed and tested solid technical approach to many different scenarios (different types of approvals, request processing, system integration) and use those as building blocks when doing requirements and design. Consistency, speed from our end, but also the customer appreciates not having to start from a blank slate when designing processes.
Continuously Improving – continuous improvement is a core part of JSRs culture as well as the BPM program - that there is periodic review of process performance (business process, as well as technical) . The toolset allows changes to be made very quickly.