Supply alignment objectives - participants - agendaEdward T. Poloway
Want to strengthen your Integrated Business Planning process? Use a meaningful Supply Alignment Meeting to ensure your supply chain can fulfill your demand. Try this agenda to identify capabilities, capacity, and constraints and their effect on cost. The Four "C"s.
Pfizer led various process optimization and redesign initiatives to improve efficiency and customer satisfaction. This included redesigning the country and site selection process, which increased customer satisfaction by over 200% while decreasing cycle times. Pfizer also implemented a clinical trial contracting and budgeting process to focus on customer satisfaction, agile workflows, and waste reduction. Continuous improvement efforts in business technology and finance operations achieved $21 million in cost savings in 2009. Pfizer created deployment strategies for a global travel and expense system and established a European financial shared services contact center supporting multiple languages across 19 European markets.
Pfizer led various process optimization and redesign initiatives to improve efficiency and customer satisfaction. This included redesigning the country and site selection process, which increased customer satisfaction by over 200% while decreasing cycle times. Pfizer also implemented a clinical trial contracting and budgeting process to focus on customer satisfaction, agile workflows, and waste reduction. Continuous improvement efforts in business technology and finance operations achieved $21 million in cost savings in 2009. Pfizer created deployment strategies for a global travel and expenses system and established a European financial shared services contact center supporting multiple languages across 19 European markets.
This document outlines key planning responsibilities and performance indicators for operations planning. The planning responsibilities include developing a collaborative forecast, master production schedule, replenishment plans, material plans, and performing capacity planning and launching new products. Key performance indicators to measure include forecast accuracy, variance to production plan, order fill rate, on-time delivery, inventory turns, transportation cost, and capacity utilization.
This document outlines the process for analyzing and designing a logistics system. It involves defining the problem through feasibility analysis and project planning, collecting and analyzing relevant data, developing recommendations based on that analysis, and implementing the recommended solution. The key steps are assessing the current system, setting objectives and constraints, analyzing alternatives, identifying the best options based on costs and benefits, developing an implementation plan, and executing that plan while monitoring results. The overall goal is to understand problems with the existing system and design and implement optimized solutions.
Plan For Supply Chain Organization Growth - Bill KohnenBill Kohnen
A high level plan for Start ups and new companies to develop a Supply Chain team from start until 200M USD Revenue in 5 Phases. Parts can be used for bigger organizations in transition. Based on cross industry experience and input and discussion with Silicin Valley Start ups.
A two page overview of the IIBA BABOKv3 showing Knowledge Areas + Tasks + Elements + Input/Output Create/Read/Update/Delete activities + Techniques + Underlying Competencies.
Helpful for general overview and assistance preparing for CBAP + CCBA exams.
The document discusses the importance of monitoring and reviewing hazard mitigation plans. It outlines procedures for evaluating the effectiveness of the planning process and actions, determining why actions did or did not work, and revising the plan based on changes in risks, capabilities, and priorities. The revision process involves revisiting the risk and capability assessments, analyzing findings to determine if revisions are needed, and incorporating updated information into a revised plan for stakeholder review and adoption.
Supply alignment objectives - participants - agendaEdward T. Poloway
Want to strengthen your Integrated Business Planning process? Use a meaningful Supply Alignment Meeting to ensure your supply chain can fulfill your demand. Try this agenda to identify capabilities, capacity, and constraints and their effect on cost. The Four "C"s.
Pfizer led various process optimization and redesign initiatives to improve efficiency and customer satisfaction. This included redesigning the country and site selection process, which increased customer satisfaction by over 200% while decreasing cycle times. Pfizer also implemented a clinical trial contracting and budgeting process to focus on customer satisfaction, agile workflows, and waste reduction. Continuous improvement efforts in business technology and finance operations achieved $21 million in cost savings in 2009. Pfizer created deployment strategies for a global travel and expense system and established a European financial shared services contact center supporting multiple languages across 19 European markets.
Pfizer led various process optimization and redesign initiatives to improve efficiency and customer satisfaction. This included redesigning the country and site selection process, which increased customer satisfaction by over 200% while decreasing cycle times. Pfizer also implemented a clinical trial contracting and budgeting process to focus on customer satisfaction, agile workflows, and waste reduction. Continuous improvement efforts in business technology and finance operations achieved $21 million in cost savings in 2009. Pfizer created deployment strategies for a global travel and expenses system and established a European financial shared services contact center supporting multiple languages across 19 European markets.
This document outlines key planning responsibilities and performance indicators for operations planning. The planning responsibilities include developing a collaborative forecast, master production schedule, replenishment plans, material plans, and performing capacity planning and launching new products. Key performance indicators to measure include forecast accuracy, variance to production plan, order fill rate, on-time delivery, inventory turns, transportation cost, and capacity utilization.
This document outlines the process for analyzing and designing a logistics system. It involves defining the problem through feasibility analysis and project planning, collecting and analyzing relevant data, developing recommendations based on that analysis, and implementing the recommended solution. The key steps are assessing the current system, setting objectives and constraints, analyzing alternatives, identifying the best options based on costs and benefits, developing an implementation plan, and executing that plan while monitoring results. The overall goal is to understand problems with the existing system and design and implement optimized solutions.
Plan For Supply Chain Organization Growth - Bill KohnenBill Kohnen
A high level plan for Start ups and new companies to develop a Supply Chain team from start until 200M USD Revenue in 5 Phases. Parts can be used for bigger organizations in transition. Based on cross industry experience and input and discussion with Silicin Valley Start ups.
A two page overview of the IIBA BABOKv3 showing Knowledge Areas + Tasks + Elements + Input/Output Create/Read/Update/Delete activities + Techniques + Underlying Competencies.
Helpful for general overview and assistance preparing for CBAP + CCBA exams.
The document discusses the importance of monitoring and reviewing hazard mitigation plans. It outlines procedures for evaluating the effectiveness of the planning process and actions, determining why actions did or did not work, and revising the plan based on changes in risks, capabilities, and priorities. The revision process involves revisiting the risk and capability assessments, analyzing findings to determine if revisions are needed, and incorporating updated information into a revised plan for stakeholder review and adoption.
The document outlines an agenda for a consultant's first three weeks working with a company. Week 1 involves meeting with executives and employees to understand the business model, products, technology, and opportunities. Meetings in Days 2-4 cover marketing, products, technology, and staffing. Week 2 focuses on validating risks, developing plans to address issues, and establishing regular communication. Weeks 3-8 implement changes and direction set in Week 2. Weeks 9-12 aim to demonstrate success through completed changes, renewed customer traction, and improved team operation.
Ray Morrissey is the Director of Supply Chain. He oversees multi-site warehousing operations including finished goods warehouses, customer care, plant warehousing, and corrugated and film warehouses. He also manages demand planning, capacity planning, production planning, purchasing, material planning, and key performance indicators to improve productivity and profitability. His goals include improving customer order fill rates, stabilizing labor, training employees, aligning demand planning with production, and leading supply chain planning and operations enhancements.
The document discusses Product Council, which is an executive guidance committee for product management that makes financially-impacting decisions. It is comprised of representatives from key departments who provide cross-functional involvement in critical company decisions. Product Council sets common expectations on priorities and status and approves recommendations from product management. It typically meets biweekly or monthly to review release dashboards, current programs, approve new programs, make prioritization changes, and discuss occasional topics like policies or roadmaps. The meetings aim to make informed decisions efficiently with prepared materials distributed in advance.
The document describes the purpose and processes of project planning at the detail level. It involves further defining project parameters, refining scope, schedule and budget, developing additional project team members, and confirming sponsorship. Key processes include conducting a kickoff meeting, developing a detailed project plan, performing risk assessment, refining management plans, and gaining final approval to proceed with project execution.
This Quality Management and IV&V Plan outlines the testing, auditing, and verification activities for an unnamed project. It describes general information about the project, as well as plans for product testing, project auditing, and independent verification and validation. Schedules, responsibilities, and resource requirements are defined for each process to ensure integration with the overall project schedule.
The document proposes a statement of work for conducting a strategic sourcing assessment and implementation for a company. It involves three phases: [1] conducting an organizational assessment and recommending opportunities, [2] performing a spend analysis to identify savings projects, and [3] assessing policies and procedures. The engagement would provide analysis, recommendations, templates and assistance to help the company capture savings through strategic sourcing. The company can expect an experienced consultant, customized engagement, ongoing communication and feedback, and a significant return on investment.
Capacity planning determines if an organization has enough resources to complete its committed work by answering three questions: 1) Can it take on additional work? 2) Does it have the necessary resources to complete current work? 3) Does it need to change or adjust its resources? It compares the supply of resources against demand and checks resource utilization levels at an organizational level, while resource planning coordinates allocation of actual resources to projects and products at a project level. The capacity planning process involves calculating capacity by team/skill set, determining resource requirements for projects/products, prioritizing work, and allocating resources based on priorities.
A Proven Process & Framework to Manage Your Change ProjectDon Cook
The document outlines frameworks and guidelines for planning and managing organizational change projects. It discusses assessing whether the timing is right for a change project and ensuring key criteria are met. It presents the P.L.A.N. to be C.L.E.A.R framework for change management planning, focusing on engaging stakeholders, communicating benefits, and responding to feedback. Lists of elements to consider for each stage of the project lifecycle are provided. An I.T. solution implementation framework of R.O.A.D.T.E.S.T.E.R.S is also summarized, along with related templates and checklists to support planning and delivery.
Kowal RDAP11 Data Archives in Federal AgenciesASIS&T
Dan Kowal, NOAA/NGDC; Data Archives in Federal Agencies; RDAP11 Summit
The 2nd Research Data Access and Preservation (RDAP) Summit
An ASIS&T Summit
March 31-April 1, 2011 Denver, CO
In cooperation with the Coalition for Networked Information
http://asist.org/Conferences/RDAP11/index.html
Riordan Manufacturing is a global plastic manufacturing company founded in 1991 with 3 locations and over 500 employees. Riordan leads its industry in polymer materials and is a Six Sigma company. The document outlines a project to develop a new process design for producing Riordan's electric fans. It identifies defining the problem, measuring motor output, analyzing issues, and improving output as key steps. The project will work with Riordan's electric motor supplier to increase efficiency and production. A Gantt chart outlines the project timeline from 2014 to 2015.
The document is a resume for Terry Abner, who has over 20 years of experience in operations leadership roles in the manufacturing of pet food. Some of Abner's responsibilities have included budget management, continuous improvement initiatives, project management, and ensuring safety, quality and efficiency. Abner seeks a new operations leadership position where they can apply skills in areas like production planning, asset utilization, and supply chain management.
The document is a resume for Jason Morin summarizing his experience and qualifications in supply chain management and logistics. He has over 5 years of supervisory experience in areas such as inventory control, sourcing, procurement, planning and logistics. His most recent role is as a Senior Buyer/Planner at Fresenius Medical Care where he is responsible for procuring products from suppliers to meet customer demand.
Strategic Sourcing And Supplier Development Strategymashley
This document proposes developing strategic agreements and alliances with suppliers to minimize supply chain risks. It discusses implementing a new ERP system, qualifying suppliers globally through an updated database, and establishing a change management process. The objectives are reducing costs, increasing capacity and performance, and standardizing processes through strategic partnerships and sourcing agreements. An eight-step comprehensive sourcing solution is outlined. The supplier development strategy examines consolidating redundant suppliers through a selection policy and implementing solutions like vendor managed inventory programs.
Description about agile practices in details for agile team members, agile practitioners, leaders and scrum coaches. This will help in understanding the agile practices better.
The document outlines a three step approach to eliminating crisis project management: 1) Developing a schedule-driven program, 2) Creating a project management recovery system, and 3) Developing a scheduling recovery system. Step one involves instituting senior management buy-in for dedicated scheduling. Step two develops strategies for addressing delays from various sources. Step three provides checklists for analyzing schedules and suggesting recovery solutions when slippage occurs. The overall approach aims to minimize costs from delays through proactive scheduling, recovery planning, and applying lessons learned from past issues.
Yakima Valley Conference of Government's Prioritization ProcessRPO America
During the 2016 National Regional Transportation Conference, Larry Mattson, Yakima Valley Conference of Governments, provided an overview of the transparent process used by the region's technical advisory committee
DetailsThe final capstone project is a culmination of the wsuzannewarch
Details:
The final capstone project is a culmination of the written research-based assignments completed throughout the course. Each written assignment contributes to the final Evidenced-Based Proposal paper. This is the third written assignment.
Proposal
Describe your proposed solution (100-250 words).
Preparing an Implementation Plan
Develop an implementation plan (1,000-1,500 words). The elements that should be included in your plan are listed below:
Method of obtaining necessary approval(s) and securing support from your organization's leadership and fellow staff.
Description of current problem, issue, or deficit requiring a change. If you are proposing a change in current policy, process, or procedure when delivering patient care, describe first the current policy, process, or procedure as a baseline for comparison.
Detailed explanation of proposed solution (new policy, process, procedure, or education to address the problem/deficit).
Rationale for selecting proposed solution.
Evidence from your review of literature in Topic 2 to support your proposed solution and reason for change.
Description of implementation logistics. (When and how will the change be integrated into the current organizational structure, culture, and workflow? Who will be responsible for initiating the change, educating staff, and overseeing the implementation process?)
Resources required for implementation: staff; educational materials (pamphlets, handouts, posters, and PowerPoint presentations); assessment tools (questionnaires, surveys, pre- and post-tests to assess knowledge of participants at baseline and after intervention); technology (technological or software needs); funds (cost of educating staff, printing or producing educational materials, gathering and analyzing data before, during, and following implementation); and staff to initiate, oversee, and evaluate change.
Evaluation Plan
Prepare an evaluation plan (500-750 words) supported by your critical appraisal of the literature.
Discuss methods to evaluate the effectiveness of your proposed solution.
Describe what your projected outcomes will be and what variables will be assessed.
General Requirements
Prepare this assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.
This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.
...
Process Redesign or Improvement Approach OptionsChief Innovation
The attached is a file showing possible approaches to improving or redesigning a process. It is an overview and comparison of 6 different ways one could approach this or engage a consultant to do so.
The document outlines an agenda for a consultant's first three weeks working with a company. Week 1 involves meeting with executives and employees to understand the business model, products, technology, and opportunities. Meetings in Days 2-4 cover marketing, products, technology, and staffing. Week 2 focuses on validating risks, developing plans to address issues, and establishing regular communication. Weeks 3-8 implement changes and direction set in Week 2. Weeks 9-12 aim to demonstrate success through completed changes, renewed customer traction, and improved team operation.
Ray Morrissey is the Director of Supply Chain. He oversees multi-site warehousing operations including finished goods warehouses, customer care, plant warehousing, and corrugated and film warehouses. He also manages demand planning, capacity planning, production planning, purchasing, material planning, and key performance indicators to improve productivity and profitability. His goals include improving customer order fill rates, stabilizing labor, training employees, aligning demand planning with production, and leading supply chain planning and operations enhancements.
The document discusses Product Council, which is an executive guidance committee for product management that makes financially-impacting decisions. It is comprised of representatives from key departments who provide cross-functional involvement in critical company decisions. Product Council sets common expectations on priorities and status and approves recommendations from product management. It typically meets biweekly or monthly to review release dashboards, current programs, approve new programs, make prioritization changes, and discuss occasional topics like policies or roadmaps. The meetings aim to make informed decisions efficiently with prepared materials distributed in advance.
The document describes the purpose and processes of project planning at the detail level. It involves further defining project parameters, refining scope, schedule and budget, developing additional project team members, and confirming sponsorship. Key processes include conducting a kickoff meeting, developing a detailed project plan, performing risk assessment, refining management plans, and gaining final approval to proceed with project execution.
This Quality Management and IV&V Plan outlines the testing, auditing, and verification activities for an unnamed project. It describes general information about the project, as well as plans for product testing, project auditing, and independent verification and validation. Schedules, responsibilities, and resource requirements are defined for each process to ensure integration with the overall project schedule.
The document proposes a statement of work for conducting a strategic sourcing assessment and implementation for a company. It involves three phases: [1] conducting an organizational assessment and recommending opportunities, [2] performing a spend analysis to identify savings projects, and [3] assessing policies and procedures. The engagement would provide analysis, recommendations, templates and assistance to help the company capture savings through strategic sourcing. The company can expect an experienced consultant, customized engagement, ongoing communication and feedback, and a significant return on investment.
Capacity planning determines if an organization has enough resources to complete its committed work by answering three questions: 1) Can it take on additional work? 2) Does it have the necessary resources to complete current work? 3) Does it need to change or adjust its resources? It compares the supply of resources against demand and checks resource utilization levels at an organizational level, while resource planning coordinates allocation of actual resources to projects and products at a project level. The capacity planning process involves calculating capacity by team/skill set, determining resource requirements for projects/products, prioritizing work, and allocating resources based on priorities.
A Proven Process & Framework to Manage Your Change ProjectDon Cook
The document outlines frameworks and guidelines for planning and managing organizational change projects. It discusses assessing whether the timing is right for a change project and ensuring key criteria are met. It presents the P.L.A.N. to be C.L.E.A.R framework for change management planning, focusing on engaging stakeholders, communicating benefits, and responding to feedback. Lists of elements to consider for each stage of the project lifecycle are provided. An I.T. solution implementation framework of R.O.A.D.T.E.S.T.E.R.S is also summarized, along with related templates and checklists to support planning and delivery.
Kowal RDAP11 Data Archives in Federal AgenciesASIS&T
Dan Kowal, NOAA/NGDC; Data Archives in Federal Agencies; RDAP11 Summit
The 2nd Research Data Access and Preservation (RDAP) Summit
An ASIS&T Summit
March 31-April 1, 2011 Denver, CO
In cooperation with the Coalition for Networked Information
http://asist.org/Conferences/RDAP11/index.html
Riordan Manufacturing is a global plastic manufacturing company founded in 1991 with 3 locations and over 500 employees. Riordan leads its industry in polymer materials and is a Six Sigma company. The document outlines a project to develop a new process design for producing Riordan's electric fans. It identifies defining the problem, measuring motor output, analyzing issues, and improving output as key steps. The project will work with Riordan's electric motor supplier to increase efficiency and production. A Gantt chart outlines the project timeline from 2014 to 2015.
The document is a resume for Terry Abner, who has over 20 years of experience in operations leadership roles in the manufacturing of pet food. Some of Abner's responsibilities have included budget management, continuous improvement initiatives, project management, and ensuring safety, quality and efficiency. Abner seeks a new operations leadership position where they can apply skills in areas like production planning, asset utilization, and supply chain management.
The document is a resume for Jason Morin summarizing his experience and qualifications in supply chain management and logistics. He has over 5 years of supervisory experience in areas such as inventory control, sourcing, procurement, planning and logistics. His most recent role is as a Senior Buyer/Planner at Fresenius Medical Care where he is responsible for procuring products from suppliers to meet customer demand.
Strategic Sourcing And Supplier Development Strategymashley
This document proposes developing strategic agreements and alliances with suppliers to minimize supply chain risks. It discusses implementing a new ERP system, qualifying suppliers globally through an updated database, and establishing a change management process. The objectives are reducing costs, increasing capacity and performance, and standardizing processes through strategic partnerships and sourcing agreements. An eight-step comprehensive sourcing solution is outlined. The supplier development strategy examines consolidating redundant suppliers through a selection policy and implementing solutions like vendor managed inventory programs.
Description about agile practices in details for agile team members, agile practitioners, leaders and scrum coaches. This will help in understanding the agile practices better.
The document outlines a three step approach to eliminating crisis project management: 1) Developing a schedule-driven program, 2) Creating a project management recovery system, and 3) Developing a scheduling recovery system. Step one involves instituting senior management buy-in for dedicated scheduling. Step two develops strategies for addressing delays from various sources. Step three provides checklists for analyzing schedules and suggesting recovery solutions when slippage occurs. The overall approach aims to minimize costs from delays through proactive scheduling, recovery planning, and applying lessons learned from past issues.
Yakima Valley Conference of Government's Prioritization ProcessRPO America
During the 2016 National Regional Transportation Conference, Larry Mattson, Yakima Valley Conference of Governments, provided an overview of the transparent process used by the region's technical advisory committee
DetailsThe final capstone project is a culmination of the wsuzannewarch
Details:
The final capstone project is a culmination of the written research-based assignments completed throughout the course. Each written assignment contributes to the final Evidenced-Based Proposal paper. This is the third written assignment.
Proposal
Describe your proposed solution (100-250 words).
Preparing an Implementation Plan
Develop an implementation plan (1,000-1,500 words). The elements that should be included in your plan are listed below:
Method of obtaining necessary approval(s) and securing support from your organization's leadership and fellow staff.
Description of current problem, issue, or deficit requiring a change. If you are proposing a change in current policy, process, or procedure when delivering patient care, describe first the current policy, process, or procedure as a baseline for comparison.
Detailed explanation of proposed solution (new policy, process, procedure, or education to address the problem/deficit).
Rationale for selecting proposed solution.
Evidence from your review of literature in Topic 2 to support your proposed solution and reason for change.
Description of implementation logistics. (When and how will the change be integrated into the current organizational structure, culture, and workflow? Who will be responsible for initiating the change, educating staff, and overseeing the implementation process?)
Resources required for implementation: staff; educational materials (pamphlets, handouts, posters, and PowerPoint presentations); assessment tools (questionnaires, surveys, pre- and post-tests to assess knowledge of participants at baseline and after intervention); technology (technological or software needs); funds (cost of educating staff, printing or producing educational materials, gathering and analyzing data before, during, and following implementation); and staff to initiate, oversee, and evaluate change.
Evaluation Plan
Prepare an evaluation plan (500-750 words) supported by your critical appraisal of the literature.
Discuss methods to evaluate the effectiveness of your proposed solution.
Describe what your projected outcomes will be and what variables will be assessed.
General Requirements
Prepare this assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.
This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.
...
Process Redesign or Improvement Approach OptionsChief Innovation
The attached is a file showing possible approaches to improving or redesigning a process. It is an overview and comparison of 6 different ways one could approach this or engage a consultant to do so.
Similar to Supply Alignment Objectives - Process Overview (20)
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
A team is a group of individuals, all working together for a common purpose. This Ppt derives a detail information on team building process and ats type with effective example by Tuckmans Model. it also describes about team issues and effective team work. Unclear Roles and Responsibilities of teams as well as individuals.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
1. 1. Objective
Review and alignment to current month supply plan, focus on significant change from previous alignment
Identify and discussion resolution for constraints associated with current plan
After publishing review plans, identify changes and/or risks
2. Participants (Each functional area requires representation)
Supply, Material, Replenishment, Capacity, and Inventory Planning
Manufacturing
Procurement
Transportation and Warehousing
Customer Service
3. Agenda
Demand - Significant changes from previous month
0-3 Weeks Frozen - Review as required
4-12 Weeks Firmed - Detailed Review
13+ Weeks Strategic Look - Review as required
Supply Plan Issues and Constraints (Including capacity planning)
Material Plan Issues and/or constraints
Replenishment Plan Issues and/or constraints
Inventory Plan Issues and/or constraints (Warehousing, Transportation)
Other items as needed
Supply Alignment Meetings - Objectives, Participants, Agenda
Supply Alignment
2. 1. Objective
Discuss follow up items from supply alignment meeting
Review performance verses key performance indicators
Discuss opportunities for improvement, asign resources to solve for opportuntities
2. Participants (Each functional area or plant requires representation)
Supply, Material, Replenishment Planning
Manufacturing
Procurement
Transportation and Warehousing
Co-Pack Management
Customer Service
Nestle Planning Group
3. Agenda (Flexible)
Domestic, Canada, and Export Sales performance
Forecast Accuracy
Service - Domestic, Canada, and Export Fill Rate
Inventory on Hand - Performance vs. Current Strategy
Attainment to Plan Performance
STO performance (Unplanned vs planned, short lead)
Other items as needed
Supply Alignment Follow Up and Performance Management
Supply Alignment
3. Supply Alignment Supply Performance
Inventory on hand by location Current month and YTD Sales performance
Inventory strategy (Pre-build/buffer) performance Forecast Accuracy data
40 week prod plan Service Fill Rate data
Sched changes with 3 week frozen period Inventory on hand by location
Significant changes within 12 week period Absolute Variance to Plan performance
Significant changes within 13-40 week period Unplanned and Short Lead STO data
Capacity/utilization/idle time analysis
Packaging material requirements
Raw material requirements
Information Requirements
Supply Alignment Follow Up and Performance Management
Editor's Notes
Want to strengthen your Integrated Business Planning process? Use a meaningful Supply Alignment Meeting to ensure your supply chain can fulfill your demand. Try this agenda to identify capabilities, capacity, and constraints and their effect on cost. The Four "C"s.
Want to strengthen your Integrated Business Planning process? Use a meaningful Supply Alignment Meeting to ensure your supply chain can fulfill your demand. Try this agenda to identify capabilities, capacity, and constraints and their effect on cost. The Four "C"s.
Want to strengthen your Integrated Business Planning process? Use a meaningful Supply Alignment Meeting to ensure your supply chain can fulfill your demand. Try this agenda to identify capabilities, capacity, and constraints and their effect on cost. The Four "C"s.