The document provides information about Baxter Healthcare Corporation's Shared Services division in Albuquerque. It summarizes Baxter's strengths as the market leader in its industry with a large global presence. However, it notes weaknesses in internal communication and rapid expansion. An internal customer survey found dissatisfaction with service quality and responsiveness. Three alternatives are identified to address these issues: clustering shared services regionally, improving processes with communication, and an integrated strategy with change management. The recommendation is to pursue the integrated strategy option to achieve synergies through a business process reengineering effort led by a change agent. Careful implementation is emphasized to ensure cultural fit.
ITIL Practical Guide - Continual Service Improvement (CSI)Axios Systems
To view this complimentary webcast in full, visit: http://forms.axiossystems.com/LP=272
This video provides a run through of the lifecycle stage, which manages the day-to-day operation of IT services for the identification and reporting of interruptions in the delivery of services and handling of service requests at agreed levels.
Susan Middleditch, Deputy Director-General, System Support Services, Queensla...Digital Queensland
On 12 June 2013, Susan Middleditch provided an update on the recently announced Queensland Health transformation program that will lead corporate services into the future across the Hospital and Health Services while delivering on recommendations from the from the Government's Blueprint for better healthcare in Queensland and the recent Commission of Audit.
Connect with us:
www.facebook.com/DigitalEconomyQld
https://twitter.com/DigEconQld
Information Technology Infrastructure Library Service Management based on ITIL v3 Official Introduction. Contains Service Strategy, Service Design, Service Transition, Service Operation and Continual Service Improvement.
Drawing on its specialized expertise in vendor management, in this case study WGroup assessed the client’s existing vendor management and sourcing practices, built the business case for a VMO, and designed and deployed a new VMO that was fully embraced by IT and business leadership.
ITIL Practical Guide - Continual Service Improvement (CSI)Axios Systems
To view this complimentary webcast in full, visit: http://forms.axiossystems.com/LP=272
This video provides a run through of the lifecycle stage, which manages the day-to-day operation of IT services for the identification and reporting of interruptions in the delivery of services and handling of service requests at agreed levels.
Susan Middleditch, Deputy Director-General, System Support Services, Queensla...Digital Queensland
On 12 June 2013, Susan Middleditch provided an update on the recently announced Queensland Health transformation program that will lead corporate services into the future across the Hospital and Health Services while delivering on recommendations from the from the Government's Blueprint for better healthcare in Queensland and the recent Commission of Audit.
Connect with us:
www.facebook.com/DigitalEconomyQld
https://twitter.com/DigEconQld
Information Technology Infrastructure Library Service Management based on ITIL v3 Official Introduction. Contains Service Strategy, Service Design, Service Transition, Service Operation and Continual Service Improvement.
Drawing on its specialized expertise in vendor management, in this case study WGroup assessed the client’s existing vendor management and sourcing practices, built the business case for a VMO, and designed and deployed a new VMO that was fully embraced by IT and business leadership.
Regulatory Affairs Outsourcing Considerations and ModelsPaul Kuiken
I present a number of issues which are being considered by all organisations in the healthcare, pharmaceutical, biotechnology, and clinical sectors. I presented this to an audience at an outsourcing summit and have tailored this to a more general audience.
I am happy to receive your comments and provide your insights to whether you agree or not with my points or to hear from you regarding your experiences of outsourcing in whatever sector you are interested in.
Optimizing Operations by Aligning Resources with Strategic Objectives Using O...OnePlan Solutions
Operations departments are at the heart of organizational efficiency and effectiveness, constantly assessing performance against strategic objectives and key results. With OnePlan, operations leaders can gain the insights and tools needed to align resources optimally and drive essential outcomes. This webinar will delve into how OnePlan facilitates real-time visibility into performance metrics and resource allocation, enabling operations teams to remain agile and effective. Join us to explore actionable strategies for enhancing your operational efficiency and achieving your key results.
What ISO Management Systems can learn from Balanced Scorecard?PECB
Balanced Scorecard is a Strategy Management System developed by Professors Kaplan and Norton. It is probably the most comprehensive system/tool in the modern world. It allows an organization balance its Strategy across 4 perspectives (Financial, Customer, Internal Process and Learning and Growth Perspectives). It further lets an organization break down each of these 4 perspectives based on 4 criteria which are Objectives, Measures, Target and Initiatives. There is a lot that ISO Implementers and Auditors need to learn from a Balanced Scorecard that will help in better delivering ISO engagements. This webinar will take a critical look at what is Balanced Scorecard and what ISO Consultants need to know to about it.
Main points covered:
• What is a Balance Scorecard?
• How Balance Scorecard allows organization to balance its Strategy across 4 perspectives (Financial, Customer, Internal Process and Learning and Growth Perspectives)
• How an organization breaks down each 4 perspective based on 4 criteria (Objectives, Measures, Target and Initiatives)
Presenter:
This webinar was presented by Orlando Olumide Odejide, who is the Chief Trainer for Training Heights Limited. Orlando is an experienced Enterprise Architect and Programme Director working on various technology solutions including SharePoint, SQL Server, Oracle, SAP, Odoo and Qlikview Technologies for clients in the Financial Services, Government and Manufacturing Sectors.
Link of the recorded session published on YouTube: https://youtu.be/XPPj9XhXl0s
Capital Investment Case Waterways Corporation is a private.docxhacksoni
Capital Investment Case
Waterways Corporation is a private company providing irrigation and drainage products
and services for residential, commercial, and public sector projects, including farms,
parks, and sports fields. It has a plant located in a small city north of Toronto that
manufactures the products it markets to retail outlets across Canada. It also maintains a
division that provides installation and warranty servicing in the Greater Toronto Area.
The mission of Waterways is to manufacture quality parts that can be used for effective
water management, be it drainage or irrigation. The company hopes to satisfy its
customers with its products, provide rapid and responsible service, and serve the
community and the employees who represent it in each community.
Waterways puts much emphasis on cash flow when it plans for capital investments. The
company chose its discount rate of 8% based on the rate of return it must pay its
owners and creditors. Using that rate, Waterways then uses different methods to
determine the best decisions for making capital outlays.
In 2020 Waterways is considering buying five new backhoes to replace the backhoes it
now has at its installation and training division. The new backhoes are faster, cost less
to run, provide for more accurate trench digging, have comfort features for the
operators, and have associated one-year maintenance agreements. The old backhoes
are working well, but they do require considerable maintenance. The operators are very
familiar with the old backhoes and would need to learn some new skills to use the new
equipment.
The following information is available to use in deciding whether to purchase the new
backhoes.
Old Backhoes New Backhoes
Purchase cost when new $90,000 $200,000
Salvage value now $42,000 None
Investment in major overhaul needed in next year $55,000 None
Salvage value in 8 years None $ 50,000
Remaining life 8 years 8 years
Net cash flow generated each year $25,250 $ 41,000
Instructions
a. Using the following methods, evaluate whether to purchase the new equipment or
overhaul the old equipment. (Hint: For the old machine, the initial investment is the cost
of the overhaul. For the new machine, subtract the salvage value of the old machine to
determine the initial cost of the investment.) Ignore income taxes in your analysis.
1. Use the net present value method for buying new or keeping the old.
2. Use the payback method for each choice. (Hint: For the old machine, evaluate the
payback of an overhaul.)
3. Compare the profitability index for each choice.
4. Compare the internal rate of return for each choice to the required 8% discount rate.
b. Are there any intangible benefits or negatives that would influence this decision?
c. What decision would you make and why?
Capital Investment CaseInstructions
quality
Quality management
principles
http://www.iso.org
This document introduces seven quality .
Extending business performance within the organisation - The role of FinanceMehdi J. Alaoui
Finance dpt and particularly the CFO has a key role to play in the business performance implementation:
- Performance Management needs a frame: Process Management
- Momentum must be led by top management: Lead by example
- All the company need to be aligned: Integrated performance management systems rely on a comprehensive,
- Involvement and commitment of People is a key success factor
- Integrated set of Key Performance Indicators (KPIs) that manage performance throughout and across all levels of an organization
- Continuous improvement by increasing understanding of the core issues driving the performance
- Company must be leaner to be stronger and faster
Similar to Sm baxter case study - Strategic Marketing (20)
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
1. Nishantha De Silva 2010/MBA/WE/MKT/09
R Shyamali Dias 2010/MBA/WE/MKT/15
A.W.B. Karalliyadda 2010/MBA/WE/MKT/12
N.N.I De Silva 2010/MBA/WE/MKT/14
Group Members
Baxter Healthcare
Corporation
Shared Services
2. Situation Audit
• Leading manufacturer and distributor of
healthcare products – Market Leader
• One of the Fortune 100 companies in the
world
• 62,000 employees
• 33 countries
• $ 8.1 billion revenue – 1990
• Operating income of $ 4.5% from sales
• 1985 – A Related Diversification strategy -
Merger with American hospital supply corp.
3. Shared Services in Albuquerque
• The Mission statement of Shared Service
division is “ To be the Leader in quality
service at the lower cost”
• The Objective is “ To Continuously improve
both service levels and cost efficiency by
eliminating manual processes”
• Quality Leadership Process (QLP)
4. Strengths and Weaknesses
Strengths
• Financially strong
• Market leader in the industry
• Product range
• Market coverage
Weaknesses
• No proper internal communication
• Rapid expansions without proper planning
• More product oriented than market oriented
6. Customer
Assessment
Albuquerque
Assessment
Over all Satisfaction 2.96 3.61
Customer Billing 2.78 4
Credit and Collections 3.06 3.64
Hospital Supply Accounts Payable 3.11 4
Hospital Supply Audit Control 2.33 3.2
Cash Applications 3.36 4.36
Overall Satisfactions of Albuquerque Vs Satisfactions with
Specific functions
7. External analysis based on
assumptions
• Technology
• Government
• Economics
• Culture
• Demographics
Opportunities
• Opportunity to expand to international market
• Related diversification
8. Problem/Discussion Statement
Symptoms
• Internal customer complained about poor
service quality and poor internal
communication
• Issues in speed, responsiveness, accessibility
and timeliness
• Internal customers felt that there is a lack of
control
9. Problem
• Weak Strategic Planning
• Strategy mismatch with the Organizational culture
• No Change management
• Quick transmission to automatic systems from
manual (assumed) system.
• QLP was focused on cost reduction, did not concern
employee satisfaction
10. Alternatives Identifications
1. Shared service with Cluster approach
Identify the regions and main servicing offices which
can be clustered and have sub shared service center
for each cluster.
They can occupy themselves in the identified regions /
states whiles using the same shared services concept to
the cluster level as well, keeping line with their mission
and objectives. This will eliminate or reduce the
complaints in relation to communication and control
11. 2. Process Improvement with proactive
communications program - to create awareness and
motivation among internal customers
Continue Shared services with value additions
• Establish a Central monitoring unit to verify daily
operations & their cost & efficiency
• Research & development on existing systems &
procedures on continuous basis & implement
amendments where necessary
• Hold regular staff training sessions on shared
services
• Carry out QLP audits by external people
12. 3. Integrated strategy - Streamline Centralization focusing on
Synergy concept to achieve Customer value with proper Change
management and Internet Strategy (Cloud computing option)
• Streamline the centralization with the objective of identifying
synergy opportunities
• Appointing a change management agent or team for
Albuquerque as well as other main organizations, with focus on
customer.
• Internet strategy - linked into one network (Albuquerque
network) via interface each organization can have access to their
portfolio.
• By Cloud computing and/or alliance or joint venture with a IT service
provider.
• Target market - give the internal clients the lost control of knowing what is
happening and informing their clients on time and can build client
relationship by extending this facility to external clients for online enquiry
system etc.,
13. These are considered as alternatives
because :
• Relevant – changes to existing strategy hence cost is the minimum.
The purpose of implementing centralization concept is achieved (cost
saving, operational excellence, innovation and quality)
• Feasible – The company has the assets and capabilities as the staff
recruited are trained and knowledgeable and the operation is headed by
a CEO with experience and expertise hence good leadership is
available.
• Sustainable – Sustainable in the long-run. This would further gain
synergy concept and increase of customer satisfaction, thereby,
increasing sales and growth in the long run.
14. • The competitor strategies reasonably assumed to have focus on superior
customer service competing against Baxter as the market leader hence they
are looking at improving this aspect.
• Baxter can be the leader in this as well in line with their mission statement in
leadership in innovation and by this gain competitive advantage over the
others.
• Baxter history states that they used to service their clients and sales and
distribution levels, at headquarters and at regional offices, which built the
customer relationship with each company. This can be achieved and further
improved by the internet strategy.
• In the long-run the business strategies proposed would create customer value,
competitive advantage, innovation, superior customer services to internal and
external customers and by this increase sales, growth and profitability.
However, a proper feasibility study is proposed to see the implementation
effectiveness and fit/match with Organizational culture, assets and competencies.
15. Critical issues
• Merger - Cultural differences and approach between different
organizations
• System Perfectness – Expert system needed enhancements -
Reduced Confidence on new systems & procedures
• Mission / Objectives – of Baxter and Albuquerque are - not
aligned
• Fit between strategy and Organizational elements not
considered
• Same level of performance indicators to Internal and External
customers but their requirements differ
• Recruiting Skilled / knowledgeable staff
16. • No tool to measure customer expectation and
satisfaction – internal and external customers
• No mechanism for Complaint handling
• No ServQual framework to measure promised
against actuals and to identify gaps
• Strategy (shared services concept) mismatch with
the Culture
• Change management
17. Analysis
• Shared service with Cluster approach
• Process Improvement with proactive communications
program
• Integrated strategy
18. Strategy 1 –Synergy Concept with Internet Strategy (Cloud)
1) Cost High Low
2) Increase customer satisfaction High Low
3) Profit making ability High Low
Strategy 2 –Process Improvement
1) Cost High Low
2) Increase customer satisfaction High Low
3) Profit making ability
Strategy 3 – Central Monitoring unit
1) Cost High Low
2) Increase customer satisfaction High Low
3) Profit making ability High Low
Alternative 2 – Process improvements
Alternative 1 – Cluster Approach
Alternative 3– Synergy with Change
Management
19. Recommendations
• Define process boundaries
• Define common standards
• Define process policies
• Design core processes and procedures
• Ongoing communication with internal
customers and external customers
• Develop a collective culture
20. • The recommended strategic option is to do a BPR to the current
centralized operation and to the each specific unit with the objective of
achieving synergy . Therefore, in this regards ;
• What specific actions should be taken – The centralized team makes all
the strategic decisions and has a strong functional capabilities to
implement them. This will be done in form-wide perspective. And it can
make sure that synergy opportunities are detected and exploited.
• Main reason why this course of action will work – To succeed the central
team needs to have credible knowledge of the products and the markets,
the necessary resources, and the authority and stature to get things done.
This will work best when the scope if narrow and is under a
knowledgeable CEO who has a well earned respect throughout the
organization.
21. Implementation :
• Who should do it – A Change Agent is recommended to handle this change
management along with a business analyst to do the BPR. The top
management support is mandatory. Furthermore, the employees of all units (as
much as possible – identified key operational and influential employees)
should be actively involved n this process.
• What should be done – The centralized should play the role of a service
provider, consultant or facilitator to the internal clients,
• When should it be done – The strategy should be carefully planned and should
be feasible.
• Where should it be done – overall organization
• However, whatever the management style or strategy used it need to match
with the organizational heritage and culture otherwise it will be rejected.
• Tentative budget – keeping a adequate budget is important in order to
achieve success in this process.