Anshuman Shrivastava has over 12 years of experience in supply chain management, business development, sales and marketing. He is currently the Unit Head Commercial at Vedanta Group, where he previously held roles such as Commercial Controller of Procurement, Regional Manager of Marketing, and Head of Logistics and Strategic Planning. In his roles, he has successfully led various initiatives to improve financial performance, increase market share, reduce costs, and drive transformation.
The document outlines several areas for improvement for an organization including lead time, pricing, relationships, quality, and general management. It recommends implementing agile manufacturing to reduce flaws, improving standard assembly methods, increasing efficiency through bulk orders, and instituting 5S concepts to increase organization, cleanliness, standardization, and discipline. It also suggests reducing rework percentages and improving cut to ship times, as well as enhancing value chain and supply chain management.
This document discusses optimizing mobility for sales forces through geo-optimization. It describes how sales visits are a process with four phases: organization, planning, operations, and monitoring. Geo-optimization incorporates geography into each phase to improve customer satisfaction, business efficiency, and broader economic, environmental and social objectives. Key is integrating geography into the core system and optimizing schedules based on time, customers, and geography simultaneously. Geo-optimization solutions can analyze territories, measure performance, and optimize sectorization and organization.
Cost minimization aims to deliver goods and services to the required quality level in the most cost-effective way. This can be achieved through two approaches: eliminating waste and duplication through lean production and simplifying processes, and pruning unprofitable products, accounts, and overheads. Potential issues include insufficient capacity to handle demand increases and interdepartmental conflicts if cost reductions are not properly communicated.
This document discusses evaluating channel member performance. It covers the importance of evaluating channel members, factors that determine evaluation frequency such as degree of manufacturer control and member importance. It also discusses developing criteria for performance audits, including sales performance, inventory levels, selling capabilities, attitudes, and competition. General criteria include expectations and objectives, while specific criteria are related to project goals. Determining proper criteria requires understanding auditing standards and the audited organization.
This document provides an overview of an English social educational project on total quality management in education conducted from April to August 2018. It includes 11 lessons on topics like quality philosophy, ISO 9000 standards, the history of quality, contributions to TQM, principles of TQM, the evolution of total quality, just-in-time manufacturing, quality tools and techniques, and more. The project was conducted by student Esperanza Alejandrina Mora Ortiz under the guidance of teacher Dr. Miguel Ponce Medina at the Faculty of Linguistics focusing on the application of English to the subject.
Anshuman Shrivastava has over 12 years of experience in supply chain management, business development, sales and marketing. He is currently the Unit Head Commercial at Vedanta Group, where he previously held roles such as Commercial Controller of Procurement, Regional Manager of Marketing, and Head of Logistics and Strategic Planning. In his roles, he has successfully led various initiatives to improve financial performance, increase market share, reduce costs, and drive transformation.
The document outlines several areas for improvement for an organization including lead time, pricing, relationships, quality, and general management. It recommends implementing agile manufacturing to reduce flaws, improving standard assembly methods, increasing efficiency through bulk orders, and instituting 5S concepts to increase organization, cleanliness, standardization, and discipline. It also suggests reducing rework percentages and improving cut to ship times, as well as enhancing value chain and supply chain management.
This document discusses optimizing mobility for sales forces through geo-optimization. It describes how sales visits are a process with four phases: organization, planning, operations, and monitoring. Geo-optimization incorporates geography into each phase to improve customer satisfaction, business efficiency, and broader economic, environmental and social objectives. Key is integrating geography into the core system and optimizing schedules based on time, customers, and geography simultaneously. Geo-optimization solutions can analyze territories, measure performance, and optimize sectorization and organization.
Cost minimization aims to deliver goods and services to the required quality level in the most cost-effective way. This can be achieved through two approaches: eliminating waste and duplication through lean production and simplifying processes, and pruning unprofitable products, accounts, and overheads. Potential issues include insufficient capacity to handle demand increases and interdepartmental conflicts if cost reductions are not properly communicated.
This document discusses evaluating channel member performance. It covers the importance of evaluating channel members, factors that determine evaluation frequency such as degree of manufacturer control and member importance. It also discusses developing criteria for performance audits, including sales performance, inventory levels, selling capabilities, attitudes, and competition. General criteria include expectations and objectives, while specific criteria are related to project goals. Determining proper criteria requires understanding auditing standards and the audited organization.
This document provides an overview of an English social educational project on total quality management in education conducted from April to August 2018. It includes 11 lessons on topics like quality philosophy, ISO 9000 standards, the history of quality, contributions to TQM, principles of TQM, the evolution of total quality, just-in-time manufacturing, quality tools and techniques, and more. The project was conducted by student Esperanza Alejandrina Mora Ortiz under the guidance of teacher Dr. Miguel Ponce Medina at the Faculty of Linguistics focusing on the application of English to the subject.
This writing sample describes a situation where the author took on a leadership role managing change in a large franchise organization with six locations and 100 employees. The change was improving the failing operations of the retail salon business. Challenges included having no prior industry experience and new managers reporting to an interim boss. The author's strategies included open communication, expressing goals of improved customer satisfaction, accountability, and positive work environment. The author also committed to being available 24/7 and responding timely. The outcome was exceeding expectations - the business turned a profit in three months, employees took pride in their work, product sales increased, and new procedures were implemented. The author started an employee newsletter and scheduled long overdue training. Within five months, a
Lhp update adds (alpha) to jd breakdown listPattie Salas
This document lists over 150 job responsibilities across various roles. It touches on areas like compliance, data analysis, product development, sales, training, facilities management, and more. Many responsibilities involve ensuring compliance with regulations, developing policies and procedures, analyzing data, managing projects and staff, and coordinating across departments.
Product Manager 101: What Does A Product Manager Actually Do?Chris Cummings
This is an expanded and updated version of the original Product Manager 101. The purpose is to explain the role of the product manager and product management to new and prospective PMs as well as those who will interact with PMs.
1) The document discusses the opportunity for technology to improve organizational efficiency and transition economies into a "smart and clean world."
2) It argues that aggregate efficiency has stalled at around 22% for 30 years due to limitations of the Second Industrial Revolution, but that digitizing transport, energy, and communication through technologies like blockchain can help manage resources and increase efficiency.
3) Technologies like precision agriculture, cloud computing, robotics, and autonomous vehicles may allow for "dematerialization" and do more with fewer physical resources through effects like reduced waste and need for transportation/logistics infrastructure.
Steven DiPalma has over 18 years of experience in program management, supply chain management, and operations management at Raytheon. He currently serves as the Subcontract Program Manager for the Zumwalt Program and Air & Missile Defense Radar Program at Raytheon, where he is responsible for managing major subcontracts totaling over $180M. Prior to this role, he held several leadership positions at Raytheon in operations management, program management, supply chain management, and customer service. He has a Master of Business Administration from Suffolk University and a Bachelor of Arts in Business from Saint Anselm College.
Steven DiPalma has over 18 years of experience in program management, supply chain management, and operations management at Raytheon. He currently serves as the Subcontract Program Manager for the Zumwalt Program and Air & Missile Defense Radar Program at Raytheon, where he is responsible for managing major subcontracts totaling over $180M. Prior to this role, he held several leadership positions at Raytheon in operations management, program management, supply chain management, and customer service. He has a Master of Business Administration from Suffolk University and a Bachelor of Arts in Business from Saint Anselm College.
Plains Consulting LLC Intro and Capabilities R3jim heptinstall
Plains Consulting LLC provides operational and manufacturing excellence consulting services to help clients continuously improve processes and eliminate waste. They use proven tools and methods like Lean, Total Productive Maintenance, 5S, SMED, and TPM to facilitate sustainable changes through team-based workshops and coaching. With over 25 years of experience in continuous improvement, Plains Consulting can help clients implement operational excellence practices to improve productivity, quality, costs and safety.
Business process modelling and e tom telecomKate Koltunova
This document discusses process mapping and modeling for a mobile telecom operator. It recommends taking an evolutionary approach to process modeling using basic tools like MS Visio initially. It emphasizes starting with core processes that influence strategic objectives and working with process owners. The document recommends using the eTOM framework to identify processes and map them to the company's organizational structure. It also discusses establishing a process management framework, potential risks, and characteristics of process ownership.
Total Productive Maintenance: Everything You Need to Know About TPMCryotosCMMSSoftware
Introducing "Total Productive Maintenance: Everything You Need to Know About TPM" - a comprehensive guide that unveils the secrets to maximizing productivity and efficiency in your organization. Unlock the power of TPM and gain invaluable insights into the principles, methodologies, and best practices that drive successful maintenance strategies. With this concise yet comprehensive document, you'll delve into the core concepts of TPM, exploring preventive and predictive maintenance techniques, autonomous maintenance, and much more. Benefit from real-life case studies and practical examples that illustrate the transformative impact TPM can have on your business, regardless of industry or scale.
Management information systems (MIS) provide information to help organizations manage efficiently and effectively. MIS involve people, technology, and information. They analyze operational activities and support decision making. Common types of MIS include management information systems, decision support systems, executive information systems, and more specialized systems. Material requirements planning (MRP) is a tool used in manufacturing to determine material needs. It involves exploding bills of materials, netting requirements, and offsetting lead times. Total quality management (TQM) is a comprehensive management approach focusing on customer satisfaction through continuous improvement involving all employees. Six Sigma uses statistical methods to improve processes and reduce defects. It follows the DMAIC methodology for improving processes and DMADV for new designs. Supply
The document discusses CMMI (Capability Maturity Model Integration), an internationally recognized standard for process improvement in software development. It provides an overview of CMMI and how it helps organizations improve processes, ensure quality, increase customer satisfaction and realize cost savings. Specific examples are given of organizations that achieved returns on investment from 5:1 to 13:1 after implementing CMMI. The relationship between CMMI and other frameworks like COBIT, ITIL and ISO 27001 is also summarized.
Total Quality Management (TQM) is a management approach that aims to integrate all organizational functions to focus on meeting customer needs. TQM views an organization as a collection of processes that must continuously improve by incorporating worker knowledge and experiences. The goal of TQM is to do things right the first time every time through management and employee commitment, meeting customer requirements, and continuous improvement efforts.
Ahmed Hamza Ahmed has over 29 years of experience in the power mechanical engineering and automotive industries. He has held several senior management roles, including General Manager of QTRAC and Equipment Division Director of Egyptian International Motors. He has a proven track record of developing business strategies, achieving sales targets, and opening new markets. Ahmed has extensive experience managing teams, developing dealer networks, and negotiating partnerships with international brands.
Bilal Tabbara is seeking a career in a challenging environment where he can leverage his experience in customer operations, sales, pricing, and aviation fueling. He has over 15 years of experience in roles at Shell, including as a team lead for customer operations and mainline customer services. His objective is to provide exceptional customer experience and drive best practice implementation to achieve world-class performance.
operation management and operation strategyRohit Kumar
Operational management refers to the administration of business practices to create the highest level of efficiency possible within an organization. It involves planning, organizing, and overseeing manufacturing processes, supply chain functions, and other business operations. The key aspects of operational management include:
- Planning - Determining the most effective and efficient ways to use resources to produce goods and services. This includes processes like capacity planning, production planning, etc.
- Organizing - Establishing an organizational structure and assigning responsibilities to ensure smooth workflow and operations.
- Leading - Guiding employees and work teams to achieve operational goals through effective leadership and communication.
- Controlling - Monitoring operations and making corrections to address issues like quality control, inventory management, and
Executive Summary
This How-To Guide will explain the components of a Marketing Resource Management (MRM) system, provide an action plan for deployment, and conclude with a plan for implementation.
Marketing Resource Management (MRM) systems control the administrative processes that support customer-facing marketing programs. This distinguishes MRM from marketing execution systems that store customer databases and deliver marketing messages through email, Web ads, and other channels. MRM may be sold independently or as a component of comprehensive marketing management systems which also provides execution.
MRM functions fall into two primary clusters. The first involves functions related to company-level marketing management, including program planning, scheduling, budgeting, and cost reporting. The other cluster relates to program management, including task lists, purchasing media and materials, and content creation, approvals, storage, and distribution. Some MRM systems specialize in a few of these functions. Others specialize in additional functions such as customizing content for local offices or dealers or in marketing reporting and analysis. Systems may also be tailored to specific industries or companies of a certain size.
Companies buy MRM systems when their marketing programs become too complicated to run in a less systematic fashion. This, along with the systems’ high cost, originally meant that MRM was used almost exclusively by large marketing organizations with hundreds of marketers in multiple offices. More recently, the growth of digital marketing has meant that even small marketing organizations need to manage many different programs and content versions across multiple channels, and to introduce new versions more quickly. This expanded complexity has rarely been accompanied by a corresponding expansion of staff, adding to the pressure for more efficient operations. At the same time, costs have decreased as MRM capabilities were added to integrated marketing suites and as stand-alone MRM products became available as vendor-hosted services (Software as a Service, or SaaS). The result has been increased use of MRM systems among companies of all sizes.
Read this 7-page guide to learn about:
The components of a Marketing Resource Management (MRM) system
An action plan to deploy an MRM system
How to implement an MRM system
Demand Metric's How-To Guides are designed to provide practical, on-the-job training and education and provide context for using our premium tools & templates. If there is a topic that you would like to see covered, please contact us at info@demandmetric.com (link sends e-mail) to make a content request.
Business & Software Factories (BSF), the future of corporate ITinfosistema
The Portfolio Management and the need to introduce technological innovation along with the need to keep up and running all the legacy systems, represents today a huge challenge for IT departments and information systems in all organizations. The diversity of manufacturers, platforms, technologies and skills to maintain them is another huge challenge for CIOs in organizations, which have increasingly reduced budgets, thus forcing a cut in structural or strategic investments and to seek other solutions that will enhance the processes performance in organizations (Forrester, 2014; Pereira, 2014).
This writing sample describes a situation where the author took on a leadership role managing change in a large franchise organization with six locations and 100 employees. The change was improving the failing operations of the retail salon business. Challenges included having no prior industry experience and new managers reporting to an interim boss. The author's strategies included open communication, expressing goals of improved customer satisfaction, accountability, and positive work environment. The author also committed to being available 24/7 and responding timely. The outcome was exceeding expectations - the business turned a profit in three months, employees took pride in their work, product sales increased, and new procedures were implemented. The author started an employee newsletter and scheduled long overdue training. Within five months, a
Lhp update adds (alpha) to jd breakdown listPattie Salas
This document lists over 150 job responsibilities across various roles. It touches on areas like compliance, data analysis, product development, sales, training, facilities management, and more. Many responsibilities involve ensuring compliance with regulations, developing policies and procedures, analyzing data, managing projects and staff, and coordinating across departments.
Product Manager 101: What Does A Product Manager Actually Do?Chris Cummings
This is an expanded and updated version of the original Product Manager 101. The purpose is to explain the role of the product manager and product management to new and prospective PMs as well as those who will interact with PMs.
1) The document discusses the opportunity for technology to improve organizational efficiency and transition economies into a "smart and clean world."
2) It argues that aggregate efficiency has stalled at around 22% for 30 years due to limitations of the Second Industrial Revolution, but that digitizing transport, energy, and communication through technologies like blockchain can help manage resources and increase efficiency.
3) Technologies like precision agriculture, cloud computing, robotics, and autonomous vehicles may allow for "dematerialization" and do more with fewer physical resources through effects like reduced waste and need for transportation/logistics infrastructure.
Steven DiPalma has over 18 years of experience in program management, supply chain management, and operations management at Raytheon. He currently serves as the Subcontract Program Manager for the Zumwalt Program and Air & Missile Defense Radar Program at Raytheon, where he is responsible for managing major subcontracts totaling over $180M. Prior to this role, he held several leadership positions at Raytheon in operations management, program management, supply chain management, and customer service. He has a Master of Business Administration from Suffolk University and a Bachelor of Arts in Business from Saint Anselm College.
Steven DiPalma has over 18 years of experience in program management, supply chain management, and operations management at Raytheon. He currently serves as the Subcontract Program Manager for the Zumwalt Program and Air & Missile Defense Radar Program at Raytheon, where he is responsible for managing major subcontracts totaling over $180M. Prior to this role, he held several leadership positions at Raytheon in operations management, program management, supply chain management, and customer service. He has a Master of Business Administration from Suffolk University and a Bachelor of Arts in Business from Saint Anselm College.
Plains Consulting LLC Intro and Capabilities R3jim heptinstall
Plains Consulting LLC provides operational and manufacturing excellence consulting services to help clients continuously improve processes and eliminate waste. They use proven tools and methods like Lean, Total Productive Maintenance, 5S, SMED, and TPM to facilitate sustainable changes through team-based workshops and coaching. With over 25 years of experience in continuous improvement, Plains Consulting can help clients implement operational excellence practices to improve productivity, quality, costs and safety.
Business process modelling and e tom telecomKate Koltunova
This document discusses process mapping and modeling for a mobile telecom operator. It recommends taking an evolutionary approach to process modeling using basic tools like MS Visio initially. It emphasizes starting with core processes that influence strategic objectives and working with process owners. The document recommends using the eTOM framework to identify processes and map them to the company's organizational structure. It also discusses establishing a process management framework, potential risks, and characteristics of process ownership.
Total Productive Maintenance: Everything You Need to Know About TPMCryotosCMMSSoftware
Introducing "Total Productive Maintenance: Everything You Need to Know About TPM" - a comprehensive guide that unveils the secrets to maximizing productivity and efficiency in your organization. Unlock the power of TPM and gain invaluable insights into the principles, methodologies, and best practices that drive successful maintenance strategies. With this concise yet comprehensive document, you'll delve into the core concepts of TPM, exploring preventive and predictive maintenance techniques, autonomous maintenance, and much more. Benefit from real-life case studies and practical examples that illustrate the transformative impact TPM can have on your business, regardless of industry or scale.
Management information systems (MIS) provide information to help organizations manage efficiently and effectively. MIS involve people, technology, and information. They analyze operational activities and support decision making. Common types of MIS include management information systems, decision support systems, executive information systems, and more specialized systems. Material requirements planning (MRP) is a tool used in manufacturing to determine material needs. It involves exploding bills of materials, netting requirements, and offsetting lead times. Total quality management (TQM) is a comprehensive management approach focusing on customer satisfaction through continuous improvement involving all employees. Six Sigma uses statistical methods to improve processes and reduce defects. It follows the DMAIC methodology for improving processes and DMADV for new designs. Supply
The document discusses CMMI (Capability Maturity Model Integration), an internationally recognized standard for process improvement in software development. It provides an overview of CMMI and how it helps organizations improve processes, ensure quality, increase customer satisfaction and realize cost savings. Specific examples are given of organizations that achieved returns on investment from 5:1 to 13:1 after implementing CMMI. The relationship between CMMI and other frameworks like COBIT, ITIL and ISO 27001 is also summarized.
Total Quality Management (TQM) is a management approach that aims to integrate all organizational functions to focus on meeting customer needs. TQM views an organization as a collection of processes that must continuously improve by incorporating worker knowledge and experiences. The goal of TQM is to do things right the first time every time through management and employee commitment, meeting customer requirements, and continuous improvement efforts.
Ahmed Hamza Ahmed has over 29 years of experience in the power mechanical engineering and automotive industries. He has held several senior management roles, including General Manager of QTRAC and Equipment Division Director of Egyptian International Motors. He has a proven track record of developing business strategies, achieving sales targets, and opening new markets. Ahmed has extensive experience managing teams, developing dealer networks, and negotiating partnerships with international brands.
Bilal Tabbara is seeking a career in a challenging environment where he can leverage his experience in customer operations, sales, pricing, and aviation fueling. He has over 15 years of experience in roles at Shell, including as a team lead for customer operations and mainline customer services. His objective is to provide exceptional customer experience and drive best practice implementation to achieve world-class performance.
operation management and operation strategyRohit Kumar
Operational management refers to the administration of business practices to create the highest level of efficiency possible within an organization. It involves planning, organizing, and overseeing manufacturing processes, supply chain functions, and other business operations. The key aspects of operational management include:
- Planning - Determining the most effective and efficient ways to use resources to produce goods and services. This includes processes like capacity planning, production planning, etc.
- Organizing - Establishing an organizational structure and assigning responsibilities to ensure smooth workflow and operations.
- Leading - Guiding employees and work teams to achieve operational goals through effective leadership and communication.
- Controlling - Monitoring operations and making corrections to address issues like quality control, inventory management, and
Executive Summary
This How-To Guide will explain the components of a Marketing Resource Management (MRM) system, provide an action plan for deployment, and conclude with a plan for implementation.
Marketing Resource Management (MRM) systems control the administrative processes that support customer-facing marketing programs. This distinguishes MRM from marketing execution systems that store customer databases and deliver marketing messages through email, Web ads, and other channels. MRM may be sold independently or as a component of comprehensive marketing management systems which also provides execution.
MRM functions fall into two primary clusters. The first involves functions related to company-level marketing management, including program planning, scheduling, budgeting, and cost reporting. The other cluster relates to program management, including task lists, purchasing media and materials, and content creation, approvals, storage, and distribution. Some MRM systems specialize in a few of these functions. Others specialize in additional functions such as customizing content for local offices or dealers or in marketing reporting and analysis. Systems may also be tailored to specific industries or companies of a certain size.
Companies buy MRM systems when their marketing programs become too complicated to run in a less systematic fashion. This, along with the systems’ high cost, originally meant that MRM was used almost exclusively by large marketing organizations with hundreds of marketers in multiple offices. More recently, the growth of digital marketing has meant that even small marketing organizations need to manage many different programs and content versions across multiple channels, and to introduce new versions more quickly. This expanded complexity has rarely been accompanied by a corresponding expansion of staff, adding to the pressure for more efficient operations. At the same time, costs have decreased as MRM capabilities were added to integrated marketing suites and as stand-alone MRM products became available as vendor-hosted services (Software as a Service, or SaaS). The result has been increased use of MRM systems among companies of all sizes.
Read this 7-page guide to learn about:
The components of a Marketing Resource Management (MRM) system
An action plan to deploy an MRM system
How to implement an MRM system
Demand Metric's How-To Guides are designed to provide practical, on-the-job training and education and provide context for using our premium tools & templates. If there is a topic that you would like to see covered, please contact us at info@demandmetric.com (link sends e-mail) to make a content request.
Business & Software Factories (BSF), the future of corporate ITinfosistema
The Portfolio Management and the need to introduce technological innovation along with the need to keep up and running all the legacy systems, represents today a huge challenge for IT departments and information systems in all organizations. The diversity of manufacturers, platforms, technologies and skills to maintain them is another huge challenge for CIOs in organizations, which have increasingly reduced budgets, thus forcing a cut in structural or strategic investments and to seek other solutions that will enhance the processes performance in organizations (Forrester, 2014; Pereira, 2014).
Operations management involves systematically addressing issues related to transforming inputs into outputs that generate revenue. It aims to balance costs and revenues to maximize profits. Operations management designs methods to convert inputs into outputs that benefit the organization. Key functions of operations management include planning, organizing, controlling, addressing behavioral issues, and using models to solve problems. Priorities for operations management include adapting to product variety, relating operations to customers and markets, and promoting continuous learning.
The moving force behind IT decisions are variable as to what context.pdfsanjeevtandonsre
The moving force behind IT decisions are variable as to what context can it profit an
organisation or a business. Some of it are as follows-
1) Displacement of labour and capital(ex-ATM)
2)Data repositories, ERP, business intelligence and high-end analytics help decision-makers
discover operational flaws and successes which augments future strategic initiatives.
3)Maintaining the customer relationshio management(CRM) [by providing goods and services
that customers value].
4) Maintaining the supply chain management(SCM).[ex- increase productivity through the most
efficient manufacturing processes available. In the computer industry, Dell Computer has
consistently been a market leader as they have achieved efficiencies through implementing both
CRM and SCM with success.]
General Recommendations
• Develop a three-tiered set of business case methodologies that are scaled to
the size and complexity of an initiative. These methodologies should be
Web-supported. Specific tools should include:
Tier 1 (least complex/cost): Total Cost of Ownership;
Tier 2 (middle/cost): Total Cost of Ownership, Payback Period,
Benefit/Cost Ratio, Internal Rate of Return, and Return on Investment;
Tier 3 (most complex/cost): Applied Information Economics.
• The tier requirements are phased to the initiative’s life cycle, requiring that
business case metrics be completed during the planning phase and refined
as the initiative moves through the various stages of its remaining life
cycle.
• Convene a task group to develop accounting reports/tools to more easily track the
financial metrics identified by the business case methodologies.
• Develop an in-depth training program and technical assistance program for
agency program, business, IT, and legislative staff on the adopted business
case methodologies.
• Develop a training/orientation program for senior department and line/staff
managers that include essential legal, financial/budgetary, IT architectural,
and IT project management issues. This orientation should be offered (possibly required) for all
agencies contemplating an initiative involving an information technology
investment.
Solution
The moving force behind IT decisions are variable as to what context can it profit an
organisation or a business. Some of it are as follows-
1) Displacement of labour and capital(ex-ATM)
2)Data repositories, ERP, business intelligence and high-end analytics help decision-makers
discover operational flaws and successes which augments future strategic initiatives.
3)Maintaining the customer relationshio management(CRM) [by providing goods and services
that customers value].
4) Maintaining the supply chain management(SCM).[ex- increase productivity through the most
efficient manufacturing processes available. In the computer industry, Dell Computer has
consistently been a market leader as they have achieved efficiencies through implementing both
CRM and SCM with success.]
General Recommendations
• Develop a three-tiered set of business .
The Maintenance Supervisor role assists with all maintenance activities at a plant to ensure maximum operational potential. Key responsibilities include directing maintenance personnel, improving equipment reliability, developing preventative maintenance procedures, evaluating long-term facility needs, and overseeing maintenance staff. The ideal candidate has a technical degree, 1-5 years of maintenance leadership experience in manufacturing, knowledge of mechanical and electrical systems, and experience with cost systems and programming PLCs.
This document discusses Customer Relationship Management (CRM). It defines CRM and explains why it is important for managing customer relationships. It outlines different types of CRM, provides examples of how CRM has helped different companies, and discusses best practices for implementing CRM including assessing needs, defining requirements, training users, and reviewing the system. It also covers common mistakes to avoid during implementation and recommends consulting help and phased implementation for best results.
Total Quality Management (TQM) is a method for continuous improvement involving all organizational functions focusing on customer needs. It aims to increase business and reduce waste. TQM includes foundations like management commitment, meeting customer requirements, employee involvement, and continuous improvement. The goal is to prevent defects through mistake-proofing, early detection, and stopping production to correct processes.
This document outlines the major duties and responsibilities of a marketing role, including developing marketing plans, managing new product development, performing market research and analysis, developing pricing strategies, and communicating with internal and external stakeholders. The role is also responsible for supervising a business development team, supporting various departments, and staying up to date on market and technology developments.
- Over 11 years of experience in banking and finance domains including investment banking, capital markets, and reconciliations.
- Held roles such as Team Leader for GL Reconciliations and Business Analyst, managing teams and implementing processes.
- Expertise in reconciliation systems like TLM, payment systems like SWIFT, and accounting platforms like T24 and Oracle.
Skybuffer SAM4U tool for SAP license adoptionTatiana Kojar
Manage and optimize your license adoption and consumption with SAM4U, an SAP free customer software asset management tool.
SAM4U, an SAP complimentary software asset management tool for customers, delivers a detailed and well-structured overview of license inventory and usage with a user-friendly interface. We offer a hosted, cost-effective, and performance-optimized SAM4U setup in the Skybuffer Cloud environment. You retain ownership of the system and data, while we manage the ABAP 7.58 infrastructure, ensuring fixed Total Cost of Ownership (TCO) and exceptional services through the SAP Fiori interface.
Nunit vs XUnit vs MSTest Differences Between These Unit Testing Frameworks.pdfflufftailshop
When it comes to unit testing in the .NET ecosystem, developers have a wide range of options available. Among the most popular choices are NUnit, XUnit, and MSTest. These unit testing frameworks provide essential tools and features to help ensure the quality and reliability of code. However, understanding the differences between these frameworks is crucial for selecting the most suitable one for your projects.
TrustArc Webinar - 2024 Global Privacy SurveyTrustArc
How does your privacy program stack up against your peers? What challenges are privacy teams tackling and prioritizing in 2024?
In the fifth annual Global Privacy Benchmarks Survey, we asked over 1,800 global privacy professionals and business executives to share their perspectives on the current state of privacy inside and outside of their organizations. This year’s report focused on emerging areas of importance for privacy and compliance professionals, including considerations and implications of Artificial Intelligence (AI) technologies, building brand trust, and different approaches for achieving higher privacy competence scores.
See how organizational priorities and strategic approaches to data security and privacy are evolving around the globe.
This webinar will review:
- The top 10 privacy insights from the fifth annual Global Privacy Benchmarks Survey
- The top challenges for privacy leaders, practitioners, and organizations in 2024
- Key themes to consider in developing and maintaining your privacy program
Letter and Document Automation for Bonterra Impact Management (fka Social Sol...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on automated letter generation for Bonterra Impact Management using Google Workspace or Microsoft 365.
Interested in deploying letter generation automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
5th LF Energy Power Grid Model Meet-up SlidesDanBrown980551
5th Power Grid Model Meet-up
It is with great pleasure that we extend to you an invitation to the 5th Power Grid Model Meet-up, scheduled for 6th June 2024. This event will adopt a hybrid format, allowing participants to join us either through an online Mircosoft Teams session or in person at TU/e located at Den Dolech 2, Eindhoven, Netherlands. The meet-up will be hosted by Eindhoven University of Technology (TU/e), a research university specializing in engineering science & technology.
Power Grid Model
The global energy transition is placing new and unprecedented demands on Distribution System Operators (DSOs). Alongside upgrades to grid capacity, processes such as digitization, capacity optimization, and congestion management are becoming vital for delivering reliable services.
Power Grid Model is an open source project from Linux Foundation Energy and provides a calculation engine that is increasingly essential for DSOs. It offers a standards-based foundation enabling real-time power systems analysis, simulations of electrical power grids, and sophisticated what-if analysis. In addition, it enables in-depth studies and analysis of the electrical power grid’s behavior and performance. This comprehensive model incorporates essential factors such as power generation capacity, electrical losses, voltage levels, power flows, and system stability.
Power Grid Model is currently being applied in a wide variety of use cases, including grid planning, expansion, reliability, and congestion studies. It can also help in analyzing the impact of renewable energy integration, assessing the effects of disturbances or faults, and developing strategies for grid control and optimization.
What to expect
For the upcoming meetup we are organizing, we have an exciting lineup of activities planned:
-Insightful presentations covering two practical applications of the Power Grid Model.
-An update on the latest advancements in Power Grid -Model technology during the first and second quarters of 2024.
-An interactive brainstorming session to discuss and propose new feature requests.
-An opportunity to connect with fellow Power Grid Model enthusiasts and users.
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Lhp ildi's manager task list imo
1. 1
LHP Manager Essential Duty JD Breakdown
Able to follow directions, complete and understand instructions. (APM, WFM, CTM, PHM,
CLM, COM, CRM, CCM, DMM, EEM, FAM, HSM, LUM, MPM, MEM, MMM, PEM, PDM,
PSM, PRM, MSA, TPM, MTR, USM, PMM)
Accountable for the production schedule.
Accountable for turnaround service level agreement. (LUM)
Adheres to policies, procedures and regulations to ensure compliance and patient safety.
Allocates resources accordingly. (PHM, PEM)
Analyzes data. (DMM, HSM, MMM)
Apply appropriate global business strategies to meet departmental and regulatory
goals/requirements. (WFM)
Approves purchases of furniture and equipment through Purchasing Department and CER
process.(FAM)
Assess the various enrollment programs regularly, to determine if the programs are meeting the
intended goals. (EEM)
Assists Department Head to develop policies, procedures, strategies and goals that support
Department/Corporation direction.(MEM)
Assists Department Head with the development of the strategic planning for the
organization.(MEM)
Assists in the development of new recruitment training. (MSA)
Assists management with documentation required for accreditation agency audits as
needed.(MMM)
Attendsand participates in professional meetings, development seminars and/or committees.
(CTM, CLM, COM, CRM, CCM, DMM, HSM, LUM, MPM, MEM, RAM, PDM, PSM, PRM,
MTR, USM, PMM)
Attends a variety of meetings.(PDM, PSM, MTR)
Attends professional and/or departmental meetings. (LUM, MPM, PMM)
Brainstorms on innovative ideas.(LUM)
Builds trust/credibility with customers by demonstrating commitment to achieving mutual
goals.(EEM)
Coaches subordinates to accomplish goals. (APM, PHM, CTM, CLM, COM, CRM, CCM,
DMM, EEM, FAM, HSM, LUM, MPM, MMM, RAM, PEM, PDM, PSM, PRM, MSA, TPM, ,
MTR,USM, PMM)
Collaborates with a wide variety of functional areas such as sales, underwriting, marketing,
health services, and operations to develop and provide product definitions responsive to
customer needs and market opportunities.(PSM)
Collaborates with headquarters on special facilities related projects. (FAM)
Collaborates with Sales to develop rate action for new and existing groups that support the
customer expectation, as well as, corporate goals.(LUM)
Collaboratively works with delegated vendors to improve quality of care and outcomes.(MMM)
Communicate effectively with internal and external customers. (APM, PHM, WFM, CTM,
CLM, COM, CRM, CCM, DMM, EEM, FAM, HSM, LUM, MPM, MEM, MMM, PEM, PDM,
PSM, PRM, MSA, TPM, MTR, USM, PMM)
2. 2
Communicate necessary changes. (WFM)
Communicate performance gaps to achieve performance improvements to the overall process.
(CTM, CLM)
Communicate process improvements. (WFM)
Communicate short term and long term forecasting, lost-time, compliance, service level, and
other necessary reporting to the management team. (WFM)
Communicate to the management team. (WFM)
Communicates effectively with internal and external customers. (CCM, DMM, EEM, HSM,
LUM, MEM, MPM, MSA, MTR, PDM, PEM, PMM, PRM, PSM, TPM, USM)
Communicates resolutions. (LUM, PMM)
Compile short term and long term forecasting, lost-time, compliance, service level, and other
necessary reporting.(WFM)
Completes required monthly, quarterly reports accurately and in a timely manner. (MMM)
Conducts claims audits using technology to its fullest capability. (CTM, CLM)
Conducts coordination of coding and claim reconsiderations. (APM)
Conducts maintenance of internal and regulatory Policies and Procedures. (APM)
Conducts market research.(PSM)
Conducts marketing analysis to develop product definitions. (PSM)
Conducts oversight of all Appeal, Grievance, and Hearing functions. (APM)
Conducts post-event de-briefings to ensure a continuous process improvement effort is
undertaken.(EEM)
Conducts presentations. (LUM, PMM)
Cooperatesand interactswith supervisors, peers, other departments and all customer groups
demonstrating commitment to “service”. (PHM, APM, WFM, CTM, CLM, COM, CRM, CCM,
DMM, EEM, FAM, HSM, LUM, MPM, MEM, MMM, RAM, PEM, PDM, PSM, PRM, MSA,
TPM, MTR, USM, PMM)
Coordinates a variety of professional and/or department meetings, presentations and/or
committees. (COM, PSM, MTR, PMM)
Coordinates all aspects of contract negotiations and agreements. (COM)
Coordinates daily operations and activities for assigned area, department and staff. (CTM, CLM,
COM, PDM, PSM, TPM, MTR)
Coordinates special projects and programs as requested. (WFM)
Coordinates a variety of meetings.(PSM, MTR, PDM)
Coordinates all training programs.(MTR)
Coordinates annual Provider Seminars in conjunction with other key Plan departments. (PRM)
Coordinates as required with the Network Operations Director, and any other key
management/departments. (PRM, PSM)
Coordinates daily operations and activities for assigned area, department, and staff.(MTR, PDM,
PSMTPM)
Coordinates daily staff assignments for designated department to include hiring, firing,
disciplinary actions, evaluations and training. (RAM)
Coordinates in-house moves, adds and changes including system furniture reconfigurations,
renovations and new construction. (FAM)
Coordinates marketing, sales, operation, and financial plans for product line(s). (PSM)
Coordinates on-site and off-site storage activity. (FAM)
3. 3
Coordinates pricing requirements for non-standard benefits through the Actuarial support.(LUM)
Coordinates professional and/or departmental meetings. (LUM, PMM)
Coordinates projects, reports and meetings.(RAM)
Coordinates several projects at the same time to ensure a seamless transition from one event to
another.(EEM)
Coordinates technical product development, estimates of potential sales profits, and release to
production.(PSM)
Coordinates the reporting requirements of the state. (MPM)
Creates data retention process. (WFM)
Creates an environment conducive to providing service excellence.(EEM)
Deliver concise and effective executive level presentations and communications. (CTM, CLM)
Demonstrates a high level of attention to detail and follow through.(EEM)
Demonstrates knowledge of provider network service. (PRM, PSM)
Demonstrates knowledge of the principles of growth and development over the appropriate age
span of the unit's patients. (EEM)
Demonstrates proficient knowledge of healthcare underwriting and managed care products.
(LUM, PMM)
Designs all training programs.(MTR)
Designs and changes employee services programs in order to enhance employee/organization
relationships and better serve both the employee and the organization, based on these
assessments and de-briefings. (EEM)
Determines priorities by working with the business, technology, and operations. (CTM)
Develops individuals by assessing their abilities against current/future business priorities. (CTM,
CLM)
Develops internal and regulatory policies and procedures. (APM, RAM)
Develops internal and regulatory spreadsheets and reports. (APM)
Develops policies, processes, strategies and goals that support department/corporation direction.
(PHM, APM, CTM, CLM, COM, CRM, CCM, DMM, EEM, FAM, HSM, LUM, MPM, MMM,
RAM, PEM, PDM, PSM, PRM, MSA, TPM, MTR, USM, PMM)
Develops renewal and new case presentations for customers that explain rate actions and
expected outcomes. (LUM)
Develops subordinates to accomplish goals. (APM, PHM, CTM, CLM, COM, CRM, CCM,
DMM, EEM, FAM, HSM, LUM, MPM, MMM, RAM, PEM, PSM, PRM, MSA, TPM, MTR,
USM, PMM)
Development of internal and regulatory Policies and Procedures.(RAM)
Develops (as required) the Provider Reference Guide, Provider Newsletters, annual Provider
Satisfaction Survey and any provider communications in collaboration with the Network
Operations Director, other internal staff and departments to ensure appropriate updates are made
and distributed to the provider network timely. (PRM, PSM)
Develops a prioritized list of customer and market requirements for product line(s). (PSM)
Develops a variety of analytical and statistical reports to assist with departmental forecasting.
(MEM)
4. 4
Develops all aspects of the underwriting process and guidelines to obtain profitability and
membership objectives.(USM)
Develops and maintains business relationships with organizational departments or community
entities as required.(MEM)
Develops ASO funding rate presentations.(LUM)
Develops business relationships with a variety other departments on product and service
development. (PSM)
Develops comprehensive plans to satisfy facilities needs using sound financial judgment. (FAM)
Develops marketing, sales, operation, and financial plans for product line(s).(PSM)
Develops policies, processes, strategies and goals that support Department/Corporation
direction.(CCM, DMM, EEM, FAM, HSM, LUM, MPM, MMM, RAM, PEM, PDM, PSM,
PRM, MSA, TPM, MTR, USM, PMM)
Develops processes and ensure department compliance with all regulatory entities, including
NCQA, DOI, HSD, NMMRA, HEDIS. (PRM, PSM)
Develops rate structures that offer the ability to enhance market share and maintain profitability
according to budget (direct through team responsibility). (LUM)
Develops routine reporting packages, ensuring consistency in all deliverables to our clients.
(LUM)
Develops staff .(LUM)
Develops standard operating procedures as appropriate to ensure efficiency of department
processes and compliance with developed policy and procedures. (PRM, PSM)
Develops subordinates to accomplish goals.(PSM, LUM, PRM,CCM, DMM, EEM, FAM, HSM,
MMM, MPM, MSA, MTR, PDM, PEM, RAM, TPM, USM)
Devises process improvements based on findings.(MMM)
Distributes(what?) to the management team. (WFM)
Distributes short term and long term forecasting, lost-time, compliance, service level, and other
necessary reporting to the management team. (WFM)
Distributes sales leads for respective Sales Team based on monthly sales performance. (MSA)
Emphasizes continuous quality improvement.(LUM)
Ensure compliance with pharmacy quality reviews and regulatory standards. (PHM, PEM)
Ensure data is entered accurately into applicable formats. (CRM)
Ensure objectives conform to the user requirements and line of business. (CTM)
Ensure participation in pharmacy quality reviews and regulatory standards. (PHM)
Ensure successful achievement of department objectives. (CTM, CLM)
Ensure that the files for practitioners due for credentialing/re-credentialing are available for
review by the Credentialing Committee each month. (CRM)
Ensure the production of all required regulatory reports are timely, accurate, and are produced as
needed to ensure department and Health Plan compliance with all regulatory entities. Such
reports include but are not limited to HSD reporting, Geo Access and Availability reporting,
NCQA reporting, and DOI reporting. (PRM, PSM)
Ensure timely and accurate preparation and responses (of what?). (APM)
Ensures compliance with all state, federal and other regulatory entities as required. (PRM, PSM)
Ensures compliance with city, state and federal codes and regulations. (FAM)
Ensures compliance with pharmacy quality reviews and regulatory standards.(PEM)
5. 5
Ensures compliance with State and Federal regulations through daily supervision of staff,
monitoring individual sales performance and activities.(MSA)
Ensures quality and customer satisfaction by conducting and reviewing call audits.(CCM)
Ensures testing is completed within established time. (CTM)
Escalates key testing issues. (CTM)
Evaluates all training programs.(MTR)
Evaluates rate structures that offer the ability to enhance market share and maintain profitability
according to budget. (LUM)
Implements rate structures that offer the ability to enhance market share and maintain
profitability according to budget.(LUM)
Forecasts expected outcomes. (LUM)
Gain buy-in to improvement recommendations by working with the plan’s CEO, CFO, and
COO. (CTM, CLM)
Generates statistical and analytical reports and records with departmental systems and/or
databases. (CTM, CLM, COM)
Generates a variety of reports, records and files. (PDM, PSM)
Generates data.(MMM)
Identifies areas of improvement and resource requirements.(PMM)
Identifies issues or abnormalities not in the normal course of business. (LUM)
Identifies market trends.(PSM)
Identifies quality consumer/participant care models and competencies related to case
management.(TPM)
Identifies opportunities for improvement. (CTM, CLM, WFM)
Identifies performance gaps to achieve performance improvements to the overall process. (CTM,
CLM)
Implementsapproved necessary changes. (WFM, USM)
Implements compliance regarding the Medicare Part D Program. (PHM)
Implements data retention process. (WFM)
Implements process improvements. (WFM)
Implementation of safety management procedures. (FAM)
Implements rate structures that offer the ability to enhance market share and maintain
profitability according to budget. (LUM)
Implements all aspects of the underwriting process and guidelines to obtain profitability and
membership objectives. (USM)
Implements approved changes.(MEM, USM)
Implements compliance regarding the Commercial, Medicare and Medicaid Lines of business.
(PEM)
Implements departmental policies and procedures.(PEM)
Implements policies and procedures that will enhance the efficiency and compliance of program
and/or organization.(MPM)
Implements process improvements based on findings.(MMM)
Implements quality consumer/participant care models and competencies related to case
management.(TPM)
Initiates timely performance feedback.(LUM)
Initiates effective channels of communication with providers and related office staff
6. 6
Interacts with supervisors, peers, other departments and all customer groups demonstrating our
commitment to “service”. (PHM, APM, WFM, CTM, CLM, COM, CRM, CCM, DMM, EEM,
FAM, HSM, LUM, MPM, MEM, MMM, RAM, PEM, PDM, PSM, PRM, MSA, TPM,
MTR,USM, PMM)
Interfaces with leadership as needed for escalation of service impacting issues. (WFM)
Liaison with vendors. (CTM, CLM)
Listens effectively with internal and external customers. (APM, CTM, PHM, WFM, CLM,
COM, CRM, CCM, DMM, EEM, FAM, HSM, LUM, MPM, MEM, MMM, MPM, MSA, MTR,
PEM, PDM, PSM, PRM, MSA, TPM, MTR, USM, PMM)
Maintains a variety of files, reports, and records. (WFM, PDM, PSM)
Maintains internal and regulatory spreadsheets and reports. (APM)
Maintains personnel records for assigned staff. (PHM, PEM)
Maintains statistical and analytical reports and records. (CTM, CLM, PHM, COM)
Maintains statistical data in an application database in accordance with internal and regulatory
requirements. (APM)
Maintains effective channels of communication with providers and related office staff. (PRM,
PSM)
Maintains (as required) the Provider Reference Guide, Provider Newsletters, annual Provider
Satisfaction Survey and any provider communications in collaboration with the Network
Operations Director, other internal staff and departments to ensure appropriate updates are made
and distributed to the provider network timely. (PRM, PSM)
Maintains a prioritized list of customer and market requirements for product line(s). (PSM)
Maintains a variety of reports, records and files to ensure compliance. (CCM, PDM, PSM)
Maintains a variety of training material, reports, records, and files.(MTR)
Maintains business relationships with a variety other departments on product and service
development. (PSM)
Maintains internal and regulatory Policies and Procedures. (RAM)
Maintains monthly sales reports as required. (MSA)
Maintains ongoing sales training and education. (MSA)
Maintains personnel records for assigned staff.(PEM)
Maintains projects, reports and meetings.(RAM)
Maintains statistical data in an application database in accordance with internal and regulatory
requirements. (RAM)
Maintains statistical data, trending and data reporting of case to include but not limited to Mi
Via/PCO.(TPM)
Maintains statistical reports and records pertaining to operations and activities.(PEM)
Maintenance of internal and regulatory Policies and Procedures.(RAM)
Makes recommendations to meet service standards. (WFM)
Makes recommendationsregarding areas of improvement. (CCM)
Manages adherence to schedule of customer service representatives. (WFM)
Manages all aspects of contract negotiations and agreements. (COM)
Manages claims audit, testing, and special processing functions. (CTM, CLM)
Manages negotiations and agreements to ensure compliance. (COM)
Manages performance of third party vendors. (CTM, CLM)
7. 7
Manages statistical data in an application database in accordance with internal and regulatory
requirements. (APM, CCM, DMM, RAM, PRM, PMM)
Manages the daily operations and activities for assigned area. (CTM, CLM, COM, PHM, CCM,
PEM, PSM, MTR)
Manages all operational functions within budget.(LUM)
Manages all State/CMS and other regulatory compliance standards. (TPM)
Manages daily operations and activities for assigned department and staff. (TPM)
Manages daily staff assignments for designated department to include hiring, firing, disciplinary
actions, evaluations and training.(RAM)
Manages multiple projects, timelines and deliverable using_____________________.(PMM)
Manages overall clinical and non-clinical medical services related to medical utilization
management operations, case management and concurrent review activities (HSM, MMM)
Manages statistical data in an application database in accordance with internal and regulatory
requirements.(RAM)
Manages the daily operations and activities of assigned area to include but not limited to the
development of disease management, preventive care and member outreach programs to ensure
it serves the needs of customers by using clinical resources. (DMM)
Manages the daily operations of Provider Servicing to ensure strategic goals and objectives are
being achieved and remain compliant with all regulatory entities. (PRM, PSM)
Manages the daily operations, educational and personnel activities for Call Center. (CCM)
Manages the planning and evaluation of the program/project for assigned area to ensure
compliance.(MPM)
Manages the reporting requirements of the state. (MPM)
Maximize use and functionality of the IEX Software and other department software solutions
including but not limited to staff schedule maintenance. (WFM)
Meet budget (operating & capital) for assigned areas. (APM, PHM, CTM, CLM, COM, CRM,
CCM, DMM, EEM, FAM, HSM, LUM, MPM, MEM, MMM, RAM, PEM, PDM, PSM, PRM,
MSA, TPM, MTR, USM, PMM)
Meets deadlines.(LUM)
Meets deadlines for healthcare underwriting and managed care products.(PMM)
Mentors subordinates to accomplish goals. (APM, PHM, CTM, CLM, COM, CRM, CCM,
DMM, EEM, FAM, HSM, LUM, MPM, MEM, MMM, RAM, PEM, PDM, PSM, PRM, MSA,
TPM, MTR, USM, PMM)
Monitors claims audit, testing, and special processing functions. (CTM, CTM)
Monitors compliance regarding the Medicare Part D Program. (PHM)
Monitors negotiations and agreements to ensure compliance. (COM)
Monitors of contracts for maintenance and repair of facilities, furniture and equipment. (FAM)
Monitors a variety of analytical and statistical reports to assist with departmental forecasting.
(MEM)
Monitors a variety of analytics.(LUM)
Monitors capital and expense budgets. (FAM)
Monitors compliance regarding the Commercial, Medicare and Medicaid Lines of
business.(PEM)
Monitors overall clinical and non-clinical medical services related to medical utilization
management operations, case management and concurrent review activities. (HSM, MMM)
8. 8
Monitors strategic activities to ensure objectives are achieved.(PDM, PSM)
Negotiation of contracts for maintenance and repair of facilities, furniture and equipment.(FAM)
Orders purchases of furniture and equipment through Purchasing Department and CER process.
(FAM)
Oversees a variety of files and records to ensure accuracy. (WFM)
Oversees the daily operations for assigned department. (PHM, PEM)
Oversees vendors. (CTM, CLM)
Oversees all State/CMS and other regulatory compliance standards.(TPM)
Oversees daily staff assignments for designated department to include hiring, firing, disciplinary
actions, evaluations and training.(RAM)
Oversees the daily operations for assigned department.(PEM)
Oversees the daily operations of Provider Servicing to ensure strategic goals and objectives are
being achieved and remain compliant with all regulatory entities. (PRM, PSM)
Oversees the development of strategic plan activities to ensure objectives are achieved. (PDM,
PSM)
Oversees the planning and evaluation of the program/project for assigned area to ensure
compliance. (MPM)
Participates in professional meetings and/or committees. (CTM, CLM, COM, CRM, CCM)
Participates in the development and implementation of departmental policies and procedures.
(PHM, PEM)
Participates in a variety of meetings.(PSM, MTR, PDM)
Participates in a variety of professional meetings and/or committees.(MEM, USM)
Participates in departmental and/or professional meetings. (CCM, PRM)
Participates in developing policies and procedures that will enhance the efficiency and
compliance of program and/or organization. (MPM)
Participates in development and implementation of plan to provide state-of-the-art services
enrollment process.(EEM)
Participates in key sales situations for the product.(PSM)
Participates in meetings and professional development seminars. (DMM, HSM)
Participates in new initiatives.(LUM)
Participates in pharmacy quality reviews and regulatory standards. (PEM)
Participates in professional and/or departmental meetings. (LUM, MPM, RAM, PMM)
Participates in the development and implementation of departmental policies and
procedures.(PEM)
Participates in the development of the strategic planning for the organization.
Participates in the strategic planning process for meeting growth and profitability goals. (LUM)
Performs duties as assigned by Director, Pharmacy Services. (PEM)
Performs other duties as assigned or requested. (LUM)
Performs other functions as necessary. (LUM)
Plans the development of strategic plan activities to ensure objectives are achieved. (PDM, PSM)
Prepares a variety of files and records to ensure accuracy. (WFM)
Prepares concise and effective executive level presentations and communications. (CTM, CLM)
Prepares written responses to members, providers, attorneys, and regulatory bodies. (APM)
Prepares a variety of training material, reports, records, and files. (MTR)
9. 9
Prepares capital and expense budgets.(FAM)
Prepares product development objectives and schedules for all phases of product development
and introduction to market using a defined product lifecycle management model.(PSM)
Presents at professional/departmental meetings. (CRM, PRM)
Presents in departmental meetings. (PRM)
Presents to internal and external customers.(LUM)
Produces a variety of reports, records and files to ensure compliance. (CCM)
Produces competitive analysis materials comparing product with its key competitors.(PSM)
Produces comprehensive sales reporting and analysis structures to include metrics which
measures leads and sales effectiveness. (MSA)
Produces monthly sales reports as required. (MSA)
Produces statistical reports.(DMM, HSM, PEM)
Provide compliance and productivity data. (WFM)
Provide expert advice and guidance regarding the interpretation of contracts and agreements.
(COM)
Provide feedback to stakeholders. (CTM)
Provide input to shape Acceptance Testing Management processes in-line with industry best
practices. (CTM)
Provide real time, daily, short-term, and long-term staffing forecasts using IEX Total View
Schedule Software. (WFM)
Provide statistical reports and records pertaining to operations and activities. (PHM)
Provide the tools and training to bridge gaps. (CTM, CLM)
Provides appropriate support both internally and externally as required. (RAM)
Provides direct consumer/participant care management services. (TPM)
Provides feedbackregarding areas of improvement.(CCM)
Provides financial and technical justification for product selection and definition. (PSM)
Provides statistical reports and records pertaining to operations and activities. (PEM)
Provides technical expertise to other departments in support of product development as well as
ongoing product sales and support. (PSM)
Provides training to other departments in support of product development as well as ongoing
product sales and support. (PSM)
Recommends areas of improvement. (DMM, HSM)
Recommends changes to policies and procedures when necessary
Recruits staff.(LUM)
Trains staff.(LUM)
Regularly assess the various enrollment programs to determine if the programs are meeting the
intended goals. (EEM)
Reports on data. (MMM)
Resolve areas of concern and customer complaints/problems. (CRM, CCM, DMM)
Resolve outstanding issues prior to committee review. (CRM)
Resolves customer complaints. (CCM, DDM, HSM)
Resolves customer problems (LUM, PMM)
Resolves issues or abnormalities not in the normal course of business.(LUM)
Responds to areas of concern. (CRM)
Responds to customer complaints. (CCM, DMM, HSM)
10. 10
Responsibility includes quick and courteous interaction with Plan providers.(PRM, PSM)
Responsibility includes quick and courteous response with Plan providers. (PRM, PSM)
Responsible for all decision making and problem resolution needed to carry out all enrollment
events and programs.(EEM)
Responsible for conducting Grand Rounds with supporting report on a bi-weekly basis (MMM)
Responsible for developing (direct through team) rate structures that offer the ability to enhance
market share and maintain profitability according to budget.(LUM)
Responsible for employee Ergonomics assessments and evaluation.(FAM)
Responsible for managing day to day operations and UW Staff.(USM)
Responsible for managing the daily operations for assigned area/department.(PDM, PEM, PSM,
MTR)
Responsible for operational and administrative management of the Medicaid program for
assigned area.(MPM)
Responsible for product development regarding the strategic, operational, fiscal and objectives of
the department. (PDM, PSM)
Responsible for product direction regarding the strategic, operational, fiscal and objectives of the
department. (PDM, PSM)
Responsible for resolving facilities-related issues including electrical, mechanical, security,
janitorial and parking. (FAM)
Responsible for supporting the Health Plan and Network Operations by providing consistent and
accurate resolution to providers’ inquiries. (PRM, PSM)
Responsible for the production schedule.
Responsible for turnaround service level agreement.(LUM)
Review audits and report findings to practitioners. (CRM)
Review coding and claim reconsiderations. (APM)
Review negotiations and agreements to ensure compliance. (COM)
Reviews and approves invoices pertaining to general office expenses. (FAM)
Reviews drawings, specifications and estimates. (FAM)
Reviews routine reporting packages, ensuring consistency in all deliverables to our
clients.(LUM)
Schedules releases by working with the business, technology, and operations. (CTM)
Schedules assigned sales team company sponsored seminars and sales activities. (MSA)
Schedules ongoing sales training and education. (MSA)
Seeks customer feedback to align business strategy with priority customer needs. (EEM)
Serve as departmental liaison. (CTM, CLM, APM, PHM, WFM, COM, CRM, CCM, DMM,
HSM, MPM, RAM, PDM, PSM, MTR)
Serves as liaison ________________________.(MPM)
Shares knowledge. (CTM, CLM, APM, PHM, WFM, COM, CRM, CCM, DMM, EEM, FAM,
HSM, LUM, MEM, MMM, PEM,PDM, PSM, PRM, MSA, MPM, USM, TPM, MTR, PMM)
Supervises all aspects of contract negotiations and agreements. (COM)
Supervises daily operations and activities for assigned area. (CTM, CLM, COM, PDM, PSM,
MTR)
Supervises all training programs.(MTR)
11. 11
Supervises personnel for security, mail distribution, shipping/receiving, supplies,
messenger/courier, reception, conference room, kitchen services. (FAM)
Supervises priorities and workloads for assigned professionals within the department to ensure
timely and accurate deliverables.(MEM)
Supervises the daily operations within assigned area.(PDM, PSM, MTR)
Supports the acquisition of stop loss fees.(LUM)
Takes ownership of assignments, special projects, pilot programs. (PHM, APM, CTM, WFM,
CLM, COM, CRM, CCM, DMM, EEM, FAM, HSM, LUM, MPM, MEM, MMM, RAM,PEM,
PDM, PSM, PRM, MSA, TPM, MTR, USM, PMM)
Tracks a variety of files and records to ensure accuracy. (WFM)
Tracks market trends. (PSM)
Tracks processes and ensures department compliance with all regulatory entities, including
NCQA, DOI, HSD, NMMRA, HEDIS. (PRM, PSM)
Troubleshoots issues or abnormalities not in the normal course of business. (LUM)
Understands Lovelace Health Plan business requirements.(FAM)
Understands the benefit plans and associated rating methodologies .(LUM)
Works in collaboration with Contract and Provider services on issues to improve processes.
(CRM)
Works with other health plan leaders to streamline processes. (CRM)
Works with various team members to develop communication plans and materials. (PMM)