SiemensCSPABrochure
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This document discusses a corporate sustainability performance assessment tool developed by Siemens to help organizations evaluate and improve their sustainability programs. The tool is based on years of research tracking how corporate attitudes toward sustainability have evolved from seeing it as a costly requirement to recognizing its business benefits. It analyzes an organization's sustainability structures, attitudes, and activities to determine their stage of sustainability achievement and identify actions to advance to higher stages. Taking Siemens' online survey allows an organization to learn about their performance and get expert advice on improving their sustainability program.
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According to Naidu el at, (2006) there are various directions that companies can adopt in terms of strategic quality management but the following two are more specific. These include; adopting the direction of threshold capabilities which are required for the requirements of the completion in a market. In order to achieve competitive advantage, there is need to develop strategic capabilities which the competitors cannot obtain. This can be achieved through the resources that the company has and which are unique.
Strategic planning
This is another strategic direction that the company can adopt this so as to focus and prioritize the efforts and the implementation of a plan. The company can use this direction to anticipate and predict changes and the position the company to act. The company has to quality which is a top priority for all in the company.
Six Sigma
Evolution
This is a methodology started by Motorola in 1986. It was developed to minimize defects in business process by improving it. It is widely as an organizational strategy ...
2013 opex ivan broodryk_measuring kpi right
OPEXCON 2013, Measuring Right: Case Study: KPI's & Performance metrics to sustain change. Operational Excellence. KPIs and Performance metrics to sustain change. Choosing the right KPIs and Metrics for your transformation. Tracking your performance and adjusting accordingly to sustain change.
The need for a balanced measurement system
This document discusses the need for a balanced measurement system when evaluating workforce programs. It argues that solely using outcome measures like employment rates is insufficient and that measures focused on operations and processes are also needed. The document recommends using a balanced scorecard approach that considers multiple perspectives: customer, financial, internal processes, and learning/growth. This allows an organization to understand what activities and processes drive outcomes. It provides an example of how to develop objectives and measures for a customer-focused initiative around improving youth employment retention rates.
M43 how to build a winning ig, ecm or rim strategy - keith atteck
Keith Atteck presented on developing an effective information governance strategy at the ARMA Canada Conference in 2016. He emphasized that strategy connects the present to the future. Atteck has over 20 years of experience in information governance, records management, and project management. He discussed how to articulate a clear IG strategy by connecting to stakeholders' needs, demonstrating value, and linking initiatives to organizational objectives. Atteck also stressed the importance of change management, defining metrics and success measures, and establishing controls to manage and verify success of the strategy.
PDSA Cycle
The document discusses the Deming Cycle, also known as the PDSA (Plan-Do-Study-Act) cycle, which is a four stage model for continuous improvement. It involves planning a change, implementing it, observing the results, and acting on what is learned. The stages are outlined in detail. Strategic thinking is then defined as focusing on unique opportunities to create value through creative dialogue. Key competencies of strategic thinking are discussed, along with the characteristics of effective strategies. Finally, strategic analysis is defined as the process of conducting research to formulate strategy, using various analytical methods.
The Alignment Health Check™ Value Proposition (V.2)
The document discusses the importance of alignment within organizations to overcome challenges like lagging productivity and lackluster performance. It introduces the Alignment Health Check, which provides an assessment of how well processes, systems, people and external factors are integrated and aligned. The assessment identifies misalignments that can cause performance gaps and offers recommendations to improve strategic and operational alignment. Regular alignment assessments are recommended to sustain growth, profitability and reduce risks in complex business environments.
Enterprise performance-management
The document provides an overview of enterprise performance management (EPM) methodology in 6 steps: 1) Develop an enterprise strategy, 2) Objectively map the organization, 3) Identify improvement opportunities and key performance indicators (KPIs), 4) Develop an objective and relevant scorecard, 5) Implement outcome-based change management, and 6) Measure the results and continue to refine. EPM focuses on improving organizational performance through strategic planning, objective analysis of processes and costs, identifying opportunities for enhancement, tracking progress with scorecards, managing changes, and assessing outcomes. The goal is to empower leadership to make fact-based decisions to optimize performance.
Actionable Insights through Innovative Talent Assessment – How Big Data is Ch...
What is Big Data? And How Do We Use It in Recruitment?
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Case studies from a Global Investment Bank and an International Technology Company
Running head BUSIENSS POLICY DEVLEOPMENT AND IMPLEMENTATION 1B.docx
Running head: BUSIENSS POLICY DEVLEOPMENT AND IMPLEMENTATION 1
BUSIENSS POLICY DEVLEOPMENT AND IMPLEMENTATION 2
Business Policy Development and Implementation
Student’s Name
Institutional Affiliation
Business Policy Development and Implementation
Introduction
In a constantly changing organizational and business environment, companies are increasingly facing stiff competition. As such, they are compelled by the need to improve their performance and do things in the most desired ways in order to meet the needs of consumers (Gomes & Romão, 2013). In light of these patterns, organizations can no longer be dependent upon the traditional analytical tools. Instead, they have seen the need to use models and frameworks such as the balanced scorecard to examine the degree to which companies work to attain their mission and vision. In addition, strategic decision-making must also be done through observance of the constantly changing trends and patterns that may affect the status of an organization. In this report, I provide ways in which our team members made logical decisions and how we utilized the balanced scorecard framework.
Decision Logic and What Supported the Decisions
The decisions that we embraced in the Capsim project was driven by the desire to generate a competitive advantage over other rivals. Therefore, we saw the need to take a closer look at the use of decision-making strategies within our business and operational environment. The main decisions that we made were associated with issues such as product development, research and development, innovation, marketing, as well as human resources and finance. There are various factors that made it possible for the team to make strategic decisions. First, having ready access to information, ranging from the details of the potential markets for the organization’s products and services, as well as estimates of next year’s labor requirements, is important. The more accurate and complete the information is, the more effective the strategic decisions we made. For instance, we relied on technological tools such as information systems to provide the team with accurate information about business intelligence issues (Spetzler, Winter & Meyer, 2016). Decision-making on production and product development functions heavily relied on technological tools such as spreadsheets and databases to calculate the efficacy of different machines, and to introduce new products in the production process. In order to support marketing decisions, we utilized Big Data technologies and analytics to determine the effects of different pricing strategies and to keep the records of consumer profiles. These tools were also utilized to plan the launching of new products and services. Human resources decisions were made with the purpose of planning for the next round and determining the pay awards. Planning decisions also sought to determine employee records and rewards. Finance decisions were also made to draw up p ...
Change-Management-Workshop-Presentation.pptx
The document provides information on change enablement and management. It discusses defining success metrics and managing expectations for a change project. The document outlines a change strategy framework including planning, discovery, and building phases. It also covers topics like measuring success, setting expectations at 30, 90, 180 and 365 days, and addressing the four fundamental needs for change (knowledge, motivation, structure and skills). Overall the document offers guidance on implementing an effective change management process.
Project Quality Management Plan Checklist PowerPoint Presentation Slides
When you are looking for a project quality management plan checklist Powerpoint presentation then don't settle for the second best. Leave it up to the graphic designers of SlideTeam. We have crafted a complete pre designed slide presentation to portray various concepts of project quality management. Using this quality management plan PPT example you can not only share insights about timeline of project management, but can also cast spotlight on the quality control checklist. Going further, Powerpoint presentation slides used in this PowerPoint deck helps to depict critical analysis of current status as well as also talks about future plans. Apart from this, with help of this PPT sample file you can also define the set of activities planned initially to accomplish quality in the project being executed. To make it more simple we have included creative slide templates like evolution of quality management, 8 principles of quality management, benefits of customer focus, process approach, continual improvement and many more like these. So, what are you waiting for? Just click to download our readymade project quality plan PPT model.Jockey for advantage with our Project Quality Management Plan Checklist Powerpoint Presentation Slides. Implement your ideas before anyone else.
Samsung communication plan
This communication plan outlines Samsung's strategy to address issues that led to the Galaxy Note 7 battery defects. The plan proposes using technology like phones, social media, emails and web conferences to launch a communication campaign with four phases: preapproval, developing need for change, midstream change, and confirming change. Customer satisfaction surveys will be used to test the effectiveness of management's response and gauge organizational change. Feedback will be gathered through continuous monitoring, responding to customer needs, implementing customer-focused changes, and management review. The plan explains how Samsung will address negative responses by apologizing, offering compensation and informing customers of changes. Overall, the communication plan aims to improve communications, overcome resistance to change, create commitment to changes, and incentiv
Committed to the path of sustainability Excellence with EFQM
The document discusses the EFQM Excellence Model, which is a framework used by over 30,000 organizations worldwide to guide organizational performance and improvement. The model includes eight fundamental concepts, nine criteria with sub-criteria to assess enablers and results, and a "RADAR logic" cycle of planning, implementing, evaluating and improving. It provides a holistic assessment of an organization's strategy, processes, leadership, people management, partnerships and results. The goal of the model is to help organizations define, assess, and improve excellence by learning from others and establishing best practices.
FMEA and Six sigma By Ihsanullah mansoor
FMEA (Failure Mode and Effects Analysis) is a systematic process for evaluating potential problems and failures within a design, manufacturing or production process. It helps identify the effects of risks and introduce control measures to eliminate them. FMEA was first developed in the aerospace industry in the 1960s and has since been applied in various industries for risk management. It involves identifying potential failure modes in a system, assessing their severity, occurrence and detection, and determining how to reduce risk. FMEA supports continuous quality improvement efforts.
what is FMEA and six sigma By Ihsanullah mansoor
i am Ihsanullah mansoor Basically from Afghanistan and currently enrolled student of the University of Haripur,KPK Pakistan.
FME and Six sigma By Ihsanullah mansoor
A great presentation prepared while in the sixth semester of the TQM subject in the University Of Haripur,Haripur KPK Pakistan
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The Alignment Health Check™ Value Proposition (V.2)
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Running head BUSIENSS POLICY DEVLEOPMENT AND IMPLEMENTATION 1B.docx
Running head BUSIENSS POLICY DEVLEOPMENT AND IMPLEMENTATION 1B.docx
Project Quality Management Plan Checklist PowerPoint Presentation Slides
Project Quality Management Plan Checklist PowerPoint Presentation Slides
Committed to the path of sustainability Excellence with EFQM
Committed to the path of sustainability Excellence with EFQM
SiemensCSPABrochure
- 1. Corporate Sustainability Performance Assessment Leveraging the Siemens Greening of Corporate America research study to provide valuable insight into your sustainability program
- 2. Since 2006, Siemens has partnered with Dodge Data & Analytics (formerly McGraw-Hill Construction) to conduct research around “Greening of Corporate America,” which gauges the attitudes of C-Suite executives toward sustainability. Our research indicates a definitive movement away from sustainability as a required, cost driven activity and toward a realization that sustainability supports business objectives; may lead to the development of new products and services; and can, in some cases, have a positive, transformational impact on an organization. 11% 32% 40% 15% 3%4% 20% 39% 30% 7% 2% 15% 40% 34% 9% 0% 10% 20% 30% 40% 50% STAGE 1 STAGE 2 STAGE 3 STAGE 4 STAGE 5 2006 2009 2012 AS REQUIRED DOING INTERNALLY: SEEN AS A COST ENGAGING: CONSISTENT WITH PROFIT MISSION SELLING SUSTAINABILITY: PRODUCTS/SERVICES; SUSTAINABILITY REPORTING TRANSFORMATIONAL: DEFINED BY SUSTAINABILITY Cornerstone of the Research: Tracking Stages of Sustainability over Time Determining the state of an organization’s sustainability program is not a simple task. Many ratings exist around sustainability, but definitions vary widely and most rankings focus on outcomes rather than the inputs that drive continuous improvement. Because the organization and mission of sustainability vary greatly across organizations, rankings alone do not help an organization determine a “best course” in terms of how they might improve their sustainability performance.
- 3. Using research data, Siemens has developed a performance assessment tool to determine an organization’s relative position with respect to sustainability structure, attitude and activities. The tool allows us to not only define the current state, but also to identify specific actions related to structure, attitudes and activities that will improve sustainability outcomes and support improvements in overall performance. Based on the data from our Greening of Corporate America research, we have concluded that sustainability achievement is highly connected to corporate culture, attitudes and beliefs and that perception of performance does not always map directly to activities and initiatives that lead to measurable results. The three core components that have been shown to correlate with sustain- ability achievement include: Siemens Corporate Sustainability Performance Assessment provides a defined approach to determining the state of an organization’s sustainability program and a methodology to identify the actions most needed to improve program achievement. Take the brief online survey, as an individual or team, and Siemens sustainability experts will share the results and provide valuable insight to help your organization better understand your sustainability performance. STRUCTURES ATTITUDES ACTIVITIES What are the key activitiesthat you are doing todayrelated to sustainability? What structures and practices are in place to institutionalize sustainabilty across your organization to drive long-term success? What is driving sustainability within your organization, and what are the expected outcomes of sustainability practices and programs?
- 4. Siemens Industry Building Technologies Division 1000 Deerfield Parkway Buffalo Grove, IL 60089 (847) 215-1000 02/15 | Printed in USA © 2015 Siemens Industry, Inc. | All rights reserved