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Stakeholder analysis identifies and prioritizes stakeholders before the project begins. It organizes stakeholders into groups according to how much they participate in the project, what their interest level is and how much influence they have. (Whether Sponsor/Product owner/Compliance/Information Security /Operations/Marketing etc.)
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Many companies have perceived CRM that accompanied by numerous
uncoordinated initiatives as a technological solution for problems in
individual areas. However, CRM should be considered as a strategy when
a company decides to implement it due to its humanitarian, technological
and process-related effects (Mendoza et al., 2007, p. 913). CRM is
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A CRM business strategy includes the internet with the marketing,
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information technology departments to achieve the company’s purpose and
maximize the profitability of customer interactions (Chen and Popovich,
2003, p. 673).
After Corona Virus Disease-2019/Covid-19 (Coronavirus) first
appeared in Wuhan, China towards the end of 2019, its effects began to
be felt clearly all over the world. If the Coronavirus crisis is not managed
properly in business-to-business (B2B) and business-to-consumer
(B2C) sectors, it can have serious negative consequences. In this crisis,
companies can typically face significant losses in their sales performance,
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In today's work environment, staying organized and productive can be a daunting challenge. With multiple tasks, projects, and tools to juggle, it's easy to feel overwhelmed and lose focus. Fortunately, liftOS offers a comprehensive solution to streamline your workflow and boost your productivity. This innovative platform brings together all your essential tools, files, and tasks into a single, centralized workspace, allowing you to work smarter and more efficiently.
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The Ready-Made Garments (RMG) industry in Bangladesh is a cornerstone of the economy, but increasing costs and stagnant productivity pose significant challenges to profitability. This study explores the implementation of Lean Management in the Sampling Section of RMG factories to enhance productivity. Drawing from a comprehensive literature review, theoretical framework, and action research methodology, the study identifies key areas for improvement and proposes solutions.
Through the DMAIC approach (Define, Measure, Analyze, Improve, Control), the research identifies low productivity as the primary problem in the Sampling Section, with a PPH (Productivity per head) of only 4.0. Using Lean Management techniques such as 5S, Standardized work, PDCA/Kaizen, KANBAN, and Quick Changeover, the study addresses issues such as pre and post Quick Changeover (QCO) time, improper line balancing, and sudden plan changes.
The research employs regression analysis to test hypotheses, revealing a significant correlation between reducing QCO time and increasing productivity. With a regression equation of Y = -0.000501X + 6.72 and an R-squared value of 0.98, the study demonstrates a strong relationship between the independent variables (QCO downtime and improper line balancing downtime) and the dependent variable (productivity per head).
The findings suggest that by implementing Lean Management practices and addressing key productivity inhibitors, RMG factories can achieve substantial improvements in efficiency and profitability. The study provides valuable insights for practitioners, policymakers, and researchers seeking to enhance productivity in the RMG industry and similar manufacturing sectors.
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- 1. 1 STAKEHOLDER ANALYSIS PROCESS IDENTIFY STAKEHOLDERS DISPLAY RELATIONS EVALUATE & ANALYZE DECIDE FUTURE MEASURES • Who are the main participants for the project in question • Who is interested in this project or who is affected by it • Internal vs external stakeholders • Which processes or parts of processes are connected? • How are the stakeholders related to the process • Degree of involvement and scope of influence • Compare expectations and interests of stakeholders • Expectations of the project • Investment details • Stakeholder prefrencs • Risks, threats, opportunities • Implementation strategy • Analytical insights and possible consequences • Measures & communications
- 2. 2 TYPES OF STAKEHOLDERS • Execs and leaders • Managers • Employees • Support staff INTERNAL Usually members of the organization. • Shareholders • Distributors • Vendors • Financiers • Retailers • Customers PRIMARY/CONNECTED Those who have an economic or contractual relationship with the organization. SECONDARY/EXTERNAL Those who are not directly connected to the organization but are still interested in or could be impacted by the organization’s activities. • Governments • Advocacy groups • Media organizations • Local communities • Semi Govt. • Domain specific
- 3. 3 STAKEHOLDER ANALYSIS MATRIX L O W H I G H L O W H I G H Engage in interest areas increase level of interest, satisfy them with the project SATISFY | MEET THEIR NEEDS Focused effort, involved at all decision making. Engage with regular communication and consultation. MANAGE | KEY PLAYERS Only need to inform if have time. Aim to move into the right-hand box MONITOR | LEAST IMPORTANT Make use of interest through involvement in low risk areas. Potential supporter of project. INFORM | SHOW CONSIDERATION I N T E R E S T I N F L U E N C E / P O W E R
- 4. 4 Hiring Budget Brand Investments Loans Compliance Pricing Sales Governance Revenue Image Management Employees Suppliers Customer Shareholders Banks Public Politics Stakeholder Areas of Influence STAKEHOLDER INTEREST MATRIX