The document discusses overcoming obstacles in business transformation. It addresses understanding the transformational journey, engaging stakeholders from the board room to front line employees, and translating strategic intent into effective processes and compelling customer experiences. The presentation provides guidance on assessing business process maturity, focusing on outcomes rather than functional structures, and designing a target operating model driven by strategy and customer experience. It emphasizes that executives have an ongoing role in initiatives through visible leadership, reviewing progress, and overcoming political obstacles.
Six Sigma is a strategy for achieving world-class performance through process improvement by reducing variability. It aims for 3.4 defects per million opportunities. Many companies have achieved significant annual savings through Six Sigma by reducing costs, errors, rework and improving quality, productivity and profits. Case studies show companies achieving billions in savings through deploying Six Sigma across their organizations.
1. The agenda includes a Walmart case study, an exercise on using Porter's 5 forces framework, a discussion of short-term objectives, and executive compensation.
2. Porter's 5 forces framework will be used to analyze industry forces for the University of Phoenix case study. Groups will analyze the forces and select a spokesperson.
3. Characteristics of good short-term objectives include being specific, achievable, and measurable. Deficient objectives lack measurability while good objectives tie objectives to measurable outcomes.
Are Your Training Partners Living Up to Their Promises?Kelly Condron
According to Training Magazine’s
2006 Industry Report, 27% of small
and 71% of large companies
outsource some or all of their
custom content development. To
establish and maintain successful
partnerships, you should select the
right outsourcing partner,
continually assess established
partners, identify measures up-front
in the contract, and make a
commitment for mutual success.
The document outlines the key topics in Chapter 2 of the Operations Management textbook. It includes an outline of the chapter sections on global company profiles, developing missions and strategies, achieving competitive advantage, operations strategy options, and strategic operations management decisions. It also lists learning objectives and provides examples of global strategies and suppliers for Boeing. The document provides an overview of the concepts and content covered in the chapter.
This document discusses analyzing a firm's external environment including opportunities and threats. It covers the general environment, industry environment, and competitive environment. The industry environment influences competitive actions and includes factors like new entrants, supplier and buyer power, substitutes, and rivalry among competitors. Analyzing competitors allows predicting their actions. The industrial organization model suggests above average returns are determined by industry characteristics outside a firm like the attractiveness of the industry and implementing an appropriate strategy for that industry.
This document summarizes the services of a management consultancy firm called PBO PLUS.COM. They provide end-to-end process based organization design solutions to help companies improve processes, enhance customer value, and reduce waste. Their services include process centric organization design, business process reengineering, and niche process interventions. They have over 400 years of combined experience and have completed over 100 engagements globally across various industries.
The document outlines a chapter on managing quality from an operations management textbook. It includes sections on defining quality, the implications of quality, international quality standards like ISO 9000 and ISO14000. Total quality management concepts are discussed including continuous improvement, Six Sigma, and tools of TQM. The role of inspections in quality control is also addressed. The learning objectives are provided which cover defining quality, explaining quality strategies and tools.
This document discusses strategic performance management and outlines three levels of performance (implementation, improvement, and innovation) that provide business benefits. It provides examples of how these levels impact organizational processes, marketing, technology, and other areas. It also discusses how the three levels relate to organizational, group, and individual needs. Finally, it discusses evaluating training efforts based on reaction, learning, behavior, and results.
Six Sigma is a strategy for achieving world-class performance through process improvement by reducing variability. It aims for 3.4 defects per million opportunities. Many companies have achieved significant annual savings through Six Sigma by reducing costs, errors, rework and improving quality, productivity and profits. Case studies show companies achieving billions in savings through deploying Six Sigma across their organizations.
1. The agenda includes a Walmart case study, an exercise on using Porter's 5 forces framework, a discussion of short-term objectives, and executive compensation.
2. Porter's 5 forces framework will be used to analyze industry forces for the University of Phoenix case study. Groups will analyze the forces and select a spokesperson.
3. Characteristics of good short-term objectives include being specific, achievable, and measurable. Deficient objectives lack measurability while good objectives tie objectives to measurable outcomes.
Are Your Training Partners Living Up to Their Promises?Kelly Condron
According to Training Magazine’s
2006 Industry Report, 27% of small
and 71% of large companies
outsource some or all of their
custom content development. To
establish and maintain successful
partnerships, you should select the
right outsourcing partner,
continually assess established
partners, identify measures up-front
in the contract, and make a
commitment for mutual success.
The document outlines the key topics in Chapter 2 of the Operations Management textbook. It includes an outline of the chapter sections on global company profiles, developing missions and strategies, achieving competitive advantage, operations strategy options, and strategic operations management decisions. It also lists learning objectives and provides examples of global strategies and suppliers for Boeing. The document provides an overview of the concepts and content covered in the chapter.
This document discusses analyzing a firm's external environment including opportunities and threats. It covers the general environment, industry environment, and competitive environment. The industry environment influences competitive actions and includes factors like new entrants, supplier and buyer power, substitutes, and rivalry among competitors. Analyzing competitors allows predicting their actions. The industrial organization model suggests above average returns are determined by industry characteristics outside a firm like the attractiveness of the industry and implementing an appropriate strategy for that industry.
This document summarizes the services of a management consultancy firm called PBO PLUS.COM. They provide end-to-end process based organization design solutions to help companies improve processes, enhance customer value, and reduce waste. Their services include process centric organization design, business process reengineering, and niche process interventions. They have over 400 years of combined experience and have completed over 100 engagements globally across various industries.
The document outlines a chapter on managing quality from an operations management textbook. It includes sections on defining quality, the implications of quality, international quality standards like ISO 9000 and ISO14000. Total quality management concepts are discussed including continuous improvement, Six Sigma, and tools of TQM. The role of inspections in quality control is also addressed. The learning objectives are provided which cover defining quality, explaining quality strategies and tools.
This document discusses strategic performance management and outlines three levels of performance (implementation, improvement, and innovation) that provide business benefits. It provides examples of how these levels impact organizational processes, marketing, technology, and other areas. It also discusses how the three levels relate to organizational, group, and individual needs. Finally, it discusses evaluating training efforts based on reaction, learning, behavior, and results.
This document discusses strategic performance management and outlines three levels of performance (implementation, improvement, and innovation) that provide business benefits. It provides examples of how these levels impact organizational processes, marketing, technology, and other areas. It also discusses how the three levels relate to organizational, group, and individual needs. Finally, it discusses evaluating training efforts based on reaction, learning, behavior, and results.
The document discusses a survey conducted by PA Consulting to identify the key drivers of effective project portfolio delivery. The survey examined two dimensions: practice maturity, which measures the quality of an organization's practices; and delivery effectiveness, which measures outcomes like meeting budgets, timelines and stakeholder satisfaction. The survey found that becoming more mature in practices like governance, portfolio management and project management generally improves effectiveness. However, organizational complexity and culture also influence effectiveness, and not all practices have an equal impact on outcomes.
The document outlines a chapter about the design of goods and services. It discusses key topics like product strategy options, product life cycles, product development, and defining products. The learning objectives are to understand concepts such as the product life cycle, product development systems, time-based competition, and how products and services are defined. It also provides examples of companies that implement different product strategies.
This document outlines the key topics and tools covered in a module on operations management decision-making. It includes an introduction to decision trees, decision tables, and the three types of decision-making environments: uncertainty, risk, and certainty. Formulas for expected monetary value, maximum, minimum and equally likely choices under uncertainty are provided. The document concludes with learning objectives and examples of using decision trees to evaluate sequential and ethical decisions.
RPO Market Undergoes Explosive Growth –Opportunities and Challenges AheadEverest Group
Everest Group research analysts will identify emerging trends, highlight challenges, illustrate the current service provider landscape, and identify some possible differentiation themes for providers.
This document discusses the cost of poor quality (COPQ) in the automobile industry. It begins by defining COPQ as all the costs that would disappear if the manufacturing process was perfect, including appraisal, prevention, and failure costs. The industry average COPQ is about 20% of sales. The document then examines various quality cost models like the P-A-F model and activity-based costing approaches. It also discusses Taguchi's quality loss function and Six Sigma frameworks. Overall, the key points made are that reducing COPQ through continuous improvement tools like Six Sigma can significantly increase profits for automobile companies.
Planned presentation for the S&OP Chicago IE Event for Consumer ProductsLora Cecere
This document discusses supply chain insights and the role of supply chains in building market-driven differentiation. It begins by introducing Lora Cecere and Charles Chase as authors of a book on this topic to be published in August 2012. Several questions are then posed about defining goals, decision making, and metrics for supply chain management. The document discusses the importance of sales and operations planning (S&OP) processes and balancing demand shaping with supply orchestration. It also examines the need for supply chain agility and how technology can help provide planning visibility and optimize networks to better match demand with supply.
This document outlines a presentation on outsourcing as a supply chain strategy. It includes an introduction to outsourcing, types of activities that can be outsourced, and strategies for evaluating outsourcing options. Key methodologies discussed include using factor rating to evaluate country and provider risks, and using break-even analysis to determine cost-effectiveness of outsourcing. Advantages, disadvantages, and ethical issues related to outsourcing are also covered.
This document provides an introduction to DROMEDA, a consulting firm that offers a variety of operations improvement services to food industry clients. DROMEDA's approach is practical, systematic, detailed, and focused on ensuring early return on investment and cost savings for clients. The document outlines DROMEDA's service offerings and methodology, which involves conducting audits and analyses, identifying issues, developing solutions, implementing plans, and reviewing results. It also provides background on the founder's qualifications and experience in operations leadership and process improvement.
Aeronautic manufacturing industry is facing huge challenge : production ramp up, new launch, etc
Increase use of suppliers has complexified programs management and
For The Executive With Plant Productivity Problems FinalMark J Cundiff
The document discusses outsourcing maintenance to improve plant productivity and reduce costs. It notes that maintenance is an unavoidable expense that companies can influence to boost productivity. However, most companies do not know where their biggest productivity losses are or how their maintenance performance compares to industry leaders. Outsourcing maintenance to ABB through their Full Service program aims to fix maintenance issues, improve reliability and performance, reduce energy costs, and change maintenance culture for long-term benefits. ABB claims their process and global expertise can help plants achieve productivity and cost goals.
Current analysis cem survey - feb 2012 - finaljmarcheck
The document discusses the key findings of a survey of 76 operators on their customer experience management strategies and priorities. The survey found that operators see reducing churn as the primary objective of CEM solutions. However, operators still view CEM largely as a means to resolve customer care issues rather than a tool for monetization. Constructing a comprehensive CEM solution was not the top priority for operators, who ranked reducing costs and optimizing systems higher. The survey results suggest that CEM vendors need to better promote CEM's role in revenue generation and differentiation from competitors.
This document outlines the topics that will be covered in Chapter 11 on supply chain management. The chapter will discuss Darden Restaurants' global supply chains, strategies like many suppliers vs few suppliers vs vertical integration, ethics, e-procurement, vendor selection, logistics, and measuring performance. It provides learning objectives and introduces concepts like issues and opportunities in integrated supply chains, and the strategic importance of supply chain management.
The document provides information about siloing in business and defines it as non-communication between departments, incompatible goal setting, inter-company snobbery, or outright hostility within an organization. It notes that siloing refers to the sealed-off nature of silos rather than their utility for storing grain, and at its most extreme can lead to destructive competition among groups within a company while enabling the abuse of agricultural metaphors. An example of siloing given is "There’s so much siloing among our divisions, we’ll need to hire bodyguards for the company picnic."
The document summarizes a new book from the Reputation Institute about building alignment within organizations. It discusses alignment as balancing company interests with stakeholder demands. Getting employees aligned around strategy requires four phases - knowing the strategy, revealing support and resistance, creating an action plan, and tracking progress. A tool called the RepTrak Alignment Monitor is used to measure alignment and identify which employee groups are aligned and which need more focus. Key performance indicators are also introduced to track alignment goals over time.
This document discusses supply chain insights and the role of supply chains in building market-driven differentiation. It provides definitions for integrated business planning and sales and operations planning. The document examines questions around goals, decision making, and metrics for supply chain processes. It also discusses the need for balance between demand and supply strategies.
IBM Cognos - Hälsokontroll på ekonomiavdelningen med mål att bli värdeskapareIBM Sverige
Som en en spinoff från IBM's CFO survey 2010, ger vi dig möjligheten att staka ut vägen hur du skall bli bättre än dina konkurrenter. Denna presentation hölls på IBM Cognos Performance 2010 av Jonas Berg, Sr Managing Consultant, Business Analytics & Optimization, IBM
This document outlines a PowerPoint presentation on linear programming. It discusses requirements for linear programming problems such as having an objective function and constraints. It provides examples of formulating linear programming problems, including using the Shader Electronics example to determine the product mix that maximizes profit. Graphical solution methods like the iso-profit line method and corner-point method are described. The document also covers sensitivity analysis and how changes to constraints can impact the optimal solution. Solving minimization problems, and applying linear programming to production mix, diet, and labor scheduling examples are also outlined.
June 9-11, 2009 – Conference: Lean Government Exchange (Des Moines, Iowa) Session: "How To Scope a Lean Event"
Presented by Brent Jameson, Managing Director of Technology and Strategic Alliances of Guidon
A dynamic, best process improvement conference focused on implementing Lean in government.
The document outlines the key topics in Chapter 7 of an operations management textbook, which discusses process strategy. It covers four main process strategies - process focus, repetitive focus, product focus, and mass customization focus. For each strategy, it describes the characteristics including facilities organization, product flows, employee skills required, and comparisons of the strategies. It also discusses tools for process analysis and design, as well as new production technologies. The overall chapter aims to help students understand different process strategies and how to design effective production processes.
An introduction to the latest addition to the CMMI constellations of the SEI. This material reflects the model as it was in July 2011. Since the SEI can and will introduce changes to the model, this material could be dated when you access it. Treat it as a simplistic view of the true content and DO find the current status from the right source: The SEI itself.
Aviation Week Adv Mfg Metrics that Matter webcastJulie Fraser
Iyno's Julie Fraser participated in an Aviation Week Webcast sponsored by Deltek focused on linking business, engineering, and manufacturing. Fraser presents MESA International Pursuit of Performance Excellence data in the context of discrete project-based manufacturing.
This document discusses strategic performance management and outlines three levels of performance (implementation, improvement, and innovation) that provide business benefits. It provides examples of how these levels impact organizational processes, marketing, technology, and other areas. It also discusses how the three levels relate to organizational, group, and individual needs. Finally, it discusses evaluating training efforts based on reaction, learning, behavior, and results.
The document discusses a survey conducted by PA Consulting to identify the key drivers of effective project portfolio delivery. The survey examined two dimensions: practice maturity, which measures the quality of an organization's practices; and delivery effectiveness, which measures outcomes like meeting budgets, timelines and stakeholder satisfaction. The survey found that becoming more mature in practices like governance, portfolio management and project management generally improves effectiveness. However, organizational complexity and culture also influence effectiveness, and not all practices have an equal impact on outcomes.
The document outlines a chapter about the design of goods and services. It discusses key topics like product strategy options, product life cycles, product development, and defining products. The learning objectives are to understand concepts such as the product life cycle, product development systems, time-based competition, and how products and services are defined. It also provides examples of companies that implement different product strategies.
This document outlines the key topics and tools covered in a module on operations management decision-making. It includes an introduction to decision trees, decision tables, and the three types of decision-making environments: uncertainty, risk, and certainty. Formulas for expected monetary value, maximum, minimum and equally likely choices under uncertainty are provided. The document concludes with learning objectives and examples of using decision trees to evaluate sequential and ethical decisions.
RPO Market Undergoes Explosive Growth –Opportunities and Challenges AheadEverest Group
Everest Group research analysts will identify emerging trends, highlight challenges, illustrate the current service provider landscape, and identify some possible differentiation themes for providers.
This document discusses the cost of poor quality (COPQ) in the automobile industry. It begins by defining COPQ as all the costs that would disappear if the manufacturing process was perfect, including appraisal, prevention, and failure costs. The industry average COPQ is about 20% of sales. The document then examines various quality cost models like the P-A-F model and activity-based costing approaches. It also discusses Taguchi's quality loss function and Six Sigma frameworks. Overall, the key points made are that reducing COPQ through continuous improvement tools like Six Sigma can significantly increase profits for automobile companies.
Planned presentation for the S&OP Chicago IE Event for Consumer ProductsLora Cecere
This document discusses supply chain insights and the role of supply chains in building market-driven differentiation. It begins by introducing Lora Cecere and Charles Chase as authors of a book on this topic to be published in August 2012. Several questions are then posed about defining goals, decision making, and metrics for supply chain management. The document discusses the importance of sales and operations planning (S&OP) processes and balancing demand shaping with supply orchestration. It also examines the need for supply chain agility and how technology can help provide planning visibility and optimize networks to better match demand with supply.
This document outlines a presentation on outsourcing as a supply chain strategy. It includes an introduction to outsourcing, types of activities that can be outsourced, and strategies for evaluating outsourcing options. Key methodologies discussed include using factor rating to evaluate country and provider risks, and using break-even analysis to determine cost-effectiveness of outsourcing. Advantages, disadvantages, and ethical issues related to outsourcing are also covered.
This document provides an introduction to DROMEDA, a consulting firm that offers a variety of operations improvement services to food industry clients. DROMEDA's approach is practical, systematic, detailed, and focused on ensuring early return on investment and cost savings for clients. The document outlines DROMEDA's service offerings and methodology, which involves conducting audits and analyses, identifying issues, developing solutions, implementing plans, and reviewing results. It also provides background on the founder's qualifications and experience in operations leadership and process improvement.
Aeronautic manufacturing industry is facing huge challenge : production ramp up, new launch, etc
Increase use of suppliers has complexified programs management and
For The Executive With Plant Productivity Problems FinalMark J Cundiff
The document discusses outsourcing maintenance to improve plant productivity and reduce costs. It notes that maintenance is an unavoidable expense that companies can influence to boost productivity. However, most companies do not know where their biggest productivity losses are or how their maintenance performance compares to industry leaders. Outsourcing maintenance to ABB through their Full Service program aims to fix maintenance issues, improve reliability and performance, reduce energy costs, and change maintenance culture for long-term benefits. ABB claims their process and global expertise can help plants achieve productivity and cost goals.
Current analysis cem survey - feb 2012 - finaljmarcheck
The document discusses the key findings of a survey of 76 operators on their customer experience management strategies and priorities. The survey found that operators see reducing churn as the primary objective of CEM solutions. However, operators still view CEM largely as a means to resolve customer care issues rather than a tool for monetization. Constructing a comprehensive CEM solution was not the top priority for operators, who ranked reducing costs and optimizing systems higher. The survey results suggest that CEM vendors need to better promote CEM's role in revenue generation and differentiation from competitors.
This document outlines the topics that will be covered in Chapter 11 on supply chain management. The chapter will discuss Darden Restaurants' global supply chains, strategies like many suppliers vs few suppliers vs vertical integration, ethics, e-procurement, vendor selection, logistics, and measuring performance. It provides learning objectives and introduces concepts like issues and opportunities in integrated supply chains, and the strategic importance of supply chain management.
The document provides information about siloing in business and defines it as non-communication between departments, incompatible goal setting, inter-company snobbery, or outright hostility within an organization. It notes that siloing refers to the sealed-off nature of silos rather than their utility for storing grain, and at its most extreme can lead to destructive competition among groups within a company while enabling the abuse of agricultural metaphors. An example of siloing given is "There’s so much siloing among our divisions, we’ll need to hire bodyguards for the company picnic."
The document summarizes a new book from the Reputation Institute about building alignment within organizations. It discusses alignment as balancing company interests with stakeholder demands. Getting employees aligned around strategy requires four phases - knowing the strategy, revealing support and resistance, creating an action plan, and tracking progress. A tool called the RepTrak Alignment Monitor is used to measure alignment and identify which employee groups are aligned and which need more focus. Key performance indicators are also introduced to track alignment goals over time.
This document discusses supply chain insights and the role of supply chains in building market-driven differentiation. It provides definitions for integrated business planning and sales and operations planning. The document examines questions around goals, decision making, and metrics for supply chain processes. It also discusses the need for balance between demand and supply strategies.
IBM Cognos - Hälsokontroll på ekonomiavdelningen med mål att bli värdeskapareIBM Sverige
Som en en spinoff från IBM's CFO survey 2010, ger vi dig möjligheten att staka ut vägen hur du skall bli bättre än dina konkurrenter. Denna presentation hölls på IBM Cognos Performance 2010 av Jonas Berg, Sr Managing Consultant, Business Analytics & Optimization, IBM
This document outlines a PowerPoint presentation on linear programming. It discusses requirements for linear programming problems such as having an objective function and constraints. It provides examples of formulating linear programming problems, including using the Shader Electronics example to determine the product mix that maximizes profit. Graphical solution methods like the iso-profit line method and corner-point method are described. The document also covers sensitivity analysis and how changes to constraints can impact the optimal solution. Solving minimization problems, and applying linear programming to production mix, diet, and labor scheduling examples are also outlined.
June 9-11, 2009 – Conference: Lean Government Exchange (Des Moines, Iowa) Session: "How To Scope a Lean Event"
Presented by Brent Jameson, Managing Director of Technology and Strategic Alliances of Guidon
A dynamic, best process improvement conference focused on implementing Lean in government.
The document outlines the key topics in Chapter 7 of an operations management textbook, which discusses process strategy. It covers four main process strategies - process focus, repetitive focus, product focus, and mass customization focus. For each strategy, it describes the characteristics including facilities organization, product flows, employee skills required, and comparisons of the strategies. It also discusses tools for process analysis and design, as well as new production technologies. The overall chapter aims to help students understand different process strategies and how to design effective production processes.
An introduction to the latest addition to the CMMI constellations of the SEI. This material reflects the model as it was in July 2011. Since the SEI can and will introduce changes to the model, this material could be dated when you access it. Treat it as a simplistic view of the true content and DO find the current status from the right source: The SEI itself.
Aviation Week Adv Mfg Metrics that Matter webcastJulie Fraser
Iyno's Julie Fraser participated in an Aviation Week Webcast sponsored by Deltek focused on linking business, engineering, and manufacturing. Fraser presents MESA International Pursuit of Performance Excellence data in the context of discrete project-based manufacturing.
Identifying how and where information technology can assist with improving an organisation's performance. Including statistics from IBM's latest Global CIO survey
The document outlines the services of an organizational consulting firm focused on helping clients improve performance, productivity, and organizational excellence. The firm provides assessments, strategic planning, leadership development, and process improvement consulting. The goal is to help clients transition from good to great by aligning resources, implementing continuous improvement processes, and engaging employees. Services are available to clients across various industries and stages of organizational development.
In today\'s ultra-competitive workforce, your business can\'t afford NOT to have a business mentoring program. After all, the skills of your company’s executives and employees are your most valuable assets. Corporate mentoring programs provide a means of cultivating those skills throughout your organization. This translates into talent retention (instead of turnover), happier employees and management, and a healthier bottom line. Check out our sales presentation to learn more about what a corporate mentoring program can mean to your company.
Accounts Payable: Best-in-Class Strategies for Reducing Invoice Processing Co...Nasreen Quibria
This webinar highlights findings from the Invoicing and Workflow benchmark study and unveils a core set of recommendations that follow Aberdeen's unique Best-in-Class Maturity Framework, which details the specific strategies, capabilities and technology solutions leveraged by top-performing enterprises to drive down the costs and cycle time associated with invoice-processing.
Learn about how to shape the organization structure, processess, and functions in line with the business strategy and realities of the business. HR becomes a strategic partner with the business leaders in driving bottom-line results.
Business Process Management - Enabling The Business DriversPactera_US
A challenge for many executives is finding out exactly why the business is not aligned to, or achieving the intended vision and strategies. Culture, resource limitations and broken processes are among the reasons. Business Process Management initiatives give executives a transparent and objective view into business drivers and prioritize them to ensure time and money is being spent on the most valuable efforts. This Power Point demonstrates how meaningful change is possible through objective perspectives.
Purpose of the presentation is to:
+ Present an easy-to-use method for
establishing a financial return on dollars
spent.
+ To convert intangible benefits into tangible
benefits
+ To quantify tangible benefits into financial terms
+ To build your skill in running simple, but powerful
financial calculations
Presentation on "Views on 2030" by Dr. Robin Mann during the 6th International Benchmarking Conference organized by Dubai Quality Group from 6-7 March 2012 at Al Bustan Rotana Dubai
The presentation is for anyone who want to understand what an ERP is? how to select an ERP Product? and how to implement ERP in an organization
This presentation is specially useful for senior management team members like CEO, CFO and Director Operations who make strategic decisions for the organization.
The document discusses a process consulting perspective and outlines 6 levels of process consulting from operational to strategic. It proposes a BPM investment to improve business processes and deliver quantifiable gains through tools and activities like process mapping, Lean, and Six Sigma. The scope of work would cover both operational and strategic processes across the organization.
The document discusses key performance indicators (KPIs) and provides examples of KPIs across different areas of a business. It defines KPIs and explains their purpose is to measure performance against objectives. KPIs can be input, process, output, or outcome measures and should be meaningful, measurable, quantitative or qualitative, routinely collected, comparable, and useful. The document provides examples of KPIs for areas like return/profit, productivity, employee development, quality assurance, research and development, organizational image, and legislative relations.
The document discusses performance improvement through a consultancy focusing on corporate performance scorecards, strategy maps, the four perspectives of a balanced scorecard, identifying key performance indicators, and strategy maps for corporate functions like HR, IT, finance, and marketing. It provides examples and templates for strategy maps and scorecards at the corporate and divisional levels to help organizations track performance across financial, customer, internal process, and learning & growth perspectives.
This document summarizes a presentation about creating an effective Voice of the Customer (VOC) process. The presentation covered:
1) Eight factors leading to an effective VOC process, including well-defined ownership, unified data collection, integration of multiple data sources, and clear revenue/profit implications.
2) Recent survey results showing that most companies primarily use traditional survey and complaint data, underutilize operational data, and only a third integrate data to provide a full view of the customer experience.
3) Why most VOC processes lack impact - they do not estimate revenue effects, focus on root causes, or determine if actions had impact. An effective process addresses these issues.
Presentation given at the BPM Executive Day, Bogota, Colombia, December 4, 2012. The presentation outlines the different dimensions of BPM activities an organization should consider when organizing their BPM efforts.
The document discusses measuring the costs of requirements to improve project success rates. It recommends taking a balanced approach to measurement that aligns with organizational goals. Key measures include requirements defects, changes requiring rework, customer satisfaction, and cycle times. Tracking measures over time can help increase process maturity from initial to optimized levels. Consistency, benchmarks, and a SMART approach to measurement are emphasized.
This document provides information about Riskpro, an organization that offers risk management consulting services in India. It discusses Riskpro's mission to provide integrated risk management solutions to mid-large sized companies. It highlights Riskpro's value propositions such as delivering quality services at affordable rates. The document then outlines several critical issues and risks facing the BPO industry, such as data confidentiality, regulatory compliance, and infrastructure risks. It provides possible solutions to address each risk. Finally, it lists the various risk management advisory services offered by Riskpro, including Basel II/III advisory, information security services, and operational risk consulting.
This document discusses process management beyond certification. It explains that process management involves clearly identifying and documenting all steps in a process to manage business workflows efficiently and effectively. While certification provides guidelines and benchmarks, it can restrict companies to just compliance instead of continuous improvement. The document advocates balancing both effectiveness and efficiency in process management for sustainable business success. It presents various models and factors like management commitment, knowledge, and metrics that are critical for effective and efficient process implementation and verification.
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.
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Final ank Satta Matka Dpbos Final ank Satta Matta Matka 143 Kalyan Matka Guessing Final Matka Final ank Today Matka 420 Satta Batta Satta 143 Kalyan Chart Main Bazar Chart vip Matka Guessing Dpboss 143 Guessing Kalyan night
High-Quality IPTV Monthly Subscription for $15advik4387
Experience high-quality entertainment with our IPTV monthly subscription for just $15. Access a vast array of live TV channels, movies, and on-demand shows with crystal-clear streaming. Our reliable service ensures smooth, uninterrupted viewing at an unbeatable price. Perfect for those seeking premium content without breaking the bank. Start streaming today!
https://rb.gy/f409dk
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART INDIA MATKA KALYAN SATTA MATKA 420 INDIAN MATKA SATTA KING MATKA FIX JODI FIX FIX FIX SATTA NAMBAR MATKA INDIA SATTA BATTA
During the budget session of 2024-25, the finance minister, Nirmala Sitharaman, introduced the “solar Rooftop scheme,” also known as “PM Surya Ghar Muft Bijli Yojana.” It is a subsidy offered to those who wish to put up solar panels in their homes using domestic power systems. Additionally, adopting photovoltaic technology at home allows you to lower your monthly electricity expenses. Today in this blog we will talk all about what is the PM Surya Ghar Muft Bijli Yojana. How does it work? Who is eligible for this yojana and all the other things related to this scheme?
Satta matka fixx jodi panna all market dpboss matka guessing fixx panna jodi kalyan and all market game liss cover now 420 matka office mumbai maharashtra india fixx jodi panna
Call me 9040963354
WhatsApp 9040963354
The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
Efficient PHP Development Solutions for Dynamic Web ApplicationsHarwinder Singh
Unlock the full potential of your web projects with our expert PHP development solutions. From robust backend systems to dynamic front-end interfaces, we deliver scalable, secure, and high-performance applications tailored to your needs. Trust our skilled team to transform your ideas into reality with custom PHP programming, ensuring seamless functionality and a superior user experience.
Enhancing Adoption of AI in Agri-food: IntroductionCor Verdouw
Introduction to the Panel on: Pathways and Challenges: AI-Driven Technology in Agri-Food, AI4Food, University of Guelph
“Enhancing Adoption of AI in Agri-food: a Path Forward”, 18 June 2024
The report *State of D2C in India: A Logistics Update* talks about the evolving dynamics of the d2C landscape with a particular focus on how brands navigate the complexities of logistics. Third Party Logistics enablers emerge indispensable partners in facilitating the growth journey of D2C brands, offering cost-effective solutions tailored to their specific needs. As D2C brands continue to expand, they encounter heightened operational complexities with logistics standing out as a significant challenge. Logistics not only represents a substantial cost component for the brands but also directly influences the customer experience. Establishing efficient logistics operations while keeping costs low is therefore a crucial objective for brands. The report highlights how 3PLs are meeting the rising demands of D2C brands, supporting their expansion both online and offline, and paving the way for sustainable, scalable growth in this fast-paced market.
Discover the Beauty and Functionality of The Expert Remodeling Serviceobriengroupinc04
Unlock your kitchen's true potential with expert remodeling services from O'Brien Group Inc. Transform your space into a functional, modern, and luxurious haven with their experienced professionals. From layout reconfiguration to high-end upgrades, they deliver stunning results tailored to your style and needs. Visit obriengroupinc.com to elevate your kitchen's beauty and functionality today.
16. Business strategy and customer experience drives
the Target Operating Model
Strategy Operating Model
WHAT we do
WHERE to play
HOW it’s done
HOW to win
WHO does what
Capabilities Enablers
Accountability
Products People
Governance
Customers Process
Metrics
Markets Technology
Culture
Page 16
18. The company now focuses on business
transformation
Building the Transformation Plan
What are we How can
trying to Where are we What should What should
today? we get Implement the Plan
achieve? we look like? we do? there?
Project Capability Capability/ Analysis Design
Scope Process Priority Design
& Priority
Policy Design
Policy Design
Customer
Project Product
Systems Business Plan
Kickoff Business Case
Metrics Build
Technology Technology
Architecture
Strategy/ Business Risk
Resources Plan Resources Roll-out
Goals Metrics
Governance
Location Structure
Clarify Vision,
Current State Future State Business Design &
Strategy & Roadmap
Assessment Design Case Implementation
Objectives
Stakeholder Engagement / Change Management
Page 18
Image Source: iStockPhotoSPEAKER: DerekThis age of the customer power requires a top to bottom transformation. That’s not limited to new servers, or killer applications or even highly efficient processes … For many organizations … it means a change to the way the organization thinks about itself. It means getting at the heart of the brand and working that throughout your business.
Most companiesYou think you are running vibvrant org …. Something goes wrong and you put a bandaid on it. Band aids don’t work on plants … the pressure of blood flow
Our research shows that while the initial focus is on efficiency and cost containment (waste elimination), the longer term opportunity is to use BPM to deliver better and more consistent customer outcomes (value innovation). Eureka Moment – If I improve my customer experience, taking out what the customer doesn’t want … then that will gives me cost reduction. But then I discover that by focusing more on the customer experience, I learn new things that the customer wants, that I wouldn’t have discovered anywhere else. It allows me to innovate that experience and deliver more value, distinguishing my offering from that of the competitors. And hey presto, I realize that the balanced approach is what works. The theme behind it is the learning process – competitive advantage comes from focusing on the needs of the customer. Therefore – the ability to design and deliver compelling customer experience becomes a key objective.
Source: North American Technographics® Customer Experience Online Survey, Q4 2010 (US)
If a $10B company, makes a 10% improvement in their customer experience index … the net result is the additional revenue from Referrals, repeat business and cross selling additional products
Derek – 1 minuteSource: “Built To Love” - Peter Boatwright and Jonathan Cagan, Professors at Carnegie Mellon UniversityA couple of Professors at Carnegie Mellon selected 40 firms that provide high emotion experiences … and looked at how they performed - over a 10 year period, they outperformed the S&P by more than 10 times. And if you subtracted Google and Apple – it’s still 8 times. That’s powerful evidence for why this sort of transformation is necessary (and an important part of the business case).
Image source:istockphoto
Point is that if we took away the small organizations from the higher maturity levels (less than 1000 employees), then this top line becomes 100%
It’s all about the customer and the services you provide to them. Even if you make products, think of it as a service from the customers point of view. At the other end, capabilities are about the things that the business just cannot escape from. Capabilities represent something that the business entity does — describing an outcome — that creates value for other participants. A business capability usually abstracts and encapsulates the people, processes, technology, and information required to create that value. Capability is an encapsulation of purpose. Processes then become how capabilities are packaged to deliver services. TOMs can inform organizational design efforts, process architectures and related governance policies, and the definition of customer engagement strategies to support service offerings; they can also influence financial planning and project phasing. The challenge is to communicate the TOM in a meaningful form that business leaders can understand and use to support their decision-making.
Examples - Medco 2.0, Business Transformation Practices, What is the brand vision all about?Does the current customer experience reinforce the brand?What are organizational skills need to change to deliver the desired experience?How will you envision that experience? How will this service reinforce the corporate brand?What sort of behaviors do employees need to exhibit?What is it about the new experience that customers will really love?How will you deliver that experience every time?How will you measure that delivery?