supply chain managemment
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Lean supply chain management is a team-based approach focused on eliminating non-value added activities or "waste" from the customer's viewpoint. It has traditionally been applied to manufacturing but more recently to supply chain and logistics management. The book explores Lean tools and implementation opportunities in detail, offering a Lean implementation methodology and real-world examples. There are many areas in the supply chain where waste can occur, such as planning, sourcing, manufacturing, delivery, and returns, and lean principles can help identify and address these problem areas to improve competitiveness through cost leadership, differentiation, and quick response.
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Leagile supply chain transformation & strategies
Today’s business environment is more volatile than ever, organisations have to conduct business within ever increasing uncertainty of the market place, we have experienced how the coronavirus has affected the entire supply chain.
A lean and agile supply chain organization is vital to thrive in uncertainty and enable a demand driven, responsive and cost effective operation.
I hope you will find useful this attached introduction white paper that I developed few years ago for Transformation purposes and to provide a basic understanding between the models and differences of a #lean, #agile and #leagile #supplychain #strategy
Logistics management (2)
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
1 QSO 690 Final Project Guidelines and Rubric Ove
1
QSO 690 Final Project Guidelines and Rubric
Overview
The final project for this course is the creation of a business development plan. In this program, you have learned that every company or organization has an
operations function, whether it is in the manufacture of goods or the delivery of services. Ultimately, the purpose of operations management is to identify ways
to promote company values that strengthen organizational performance through cost-savings opportunities, customer service improvements, increased
manufacturing efficiency and supply-chain logistics, continued competitiveness within the industry, and long-term sustainability efforts.
This project will demonstrate your ability to assess your selected organization’s or company’s operational processes, and to make meaningful recommendations
that balance business sustainability with quality-driven, lean operations for competing in the global marketplace. You will identify opportunities for improving
business operations and strengthening organizational performance. These opportunities could be related to internal capabilities development, divestiture,
outsourcing, or a combination of the three. In addition, you will examine risk mitigation and the long-range viability of the selected organization or company.
The project is divided into three milestones, which will be submitted at various points throughout the course to scaffold learning and ensure quality final
submissions. These milestones will be submitted in Modules Three, Five, and Seven. The final project will be submitted in Module Nine. Remember that you
final submission will include a conclusion that summarizes the milestone work into a closing section.
In this assignment, you will demonstrate your mastery of the following course outcomes:
Assess internal organizational capabilities and limitations for determining business development and cost-savings opportunities
Recommend business best practices that consistently meet customer cost, quality, and satisfaction expectations through utilization of global
benchmarks
Determine opportunities for reducing inventory and infrastructure costs while supporting current business operations
Evaluate current business operations for opportunities to utilize technology for reducing costs, increasing production, and delivering consistently
superior products or services
Assess business sustainability with respect to profits, people, and the planet to mitigate risk and ensure corporate viability
2
Prompt
Select a company or organization that meets the following criteria:
Must be from the manufacturing, service, IT, or healthcare industries (other industries could be used with instructor approval)
Must be large enough to have multiple product/service lines to consider
Must be in a market that is highly competitive where production costs are always a key concern
Must have potential for and a vision of global expa ...
Chapter 18. Lean and Agile Supply Chain & LogisticsIt is the goa.docx
Chapter 18. Lean and Agile Supply Chain & Logistics
It is the goal of every business to be both profitable and efficient. Over the past 25 years or so, one method has emerged as a way to focus on customer needs to improve processes and profitability; it is known as “Lean” which will be discussed in this chapter, and can be applied throughout the supply chain & logistics function.
Lean and Waste
By definition, Lean is a team-based form of continuous improvement to identify and eliminate waste through a focus on exactly what the customer wants. Lean supplies the customer with exactly what they want when they want it, through continuous improvement. Lean is driven by the “pull” of the customer’s order.
This is in contrast to Just-In-Time (JIT) which is a philosophy of continuous and forced problem solving that supports lean production. JIT is one of the many tools of Lean. When implementing as a comprehensive strategy, JIT and Lean sustain competitive advantage and result in greater returns for an organization.
In order to successfully execute a Lean strategy, the supply chain needs to also be very agile; meaning that it must be designed to be flexible and fast when dealing with “unique” products with unpredictable demand.
So, not surprisingly, that’s where the idea of having a “hybrid” strategy comes into play. A hybrid supply chain strategy is a combination of lean and agile concepts, where a manufacturer operates with flexible capacity that can meet surges in demand along with a postponement strategy, where products are partially assembled to a forecast and then completed to the actual order when and even where it arrives.
In the end, your supply chain strategy (and capabilities) must support your organization's overall strategy and typically, in today’s world, that means being lean and agile.
This chapter will describe the methodology and some of the tools used to enable a Lean and agile supply chain & logistics function.
History of Lean (Figure 18.1)
Figure 18.1. History of Lean
Early concepts like
labor specialization (Smith) where an individual was responsible for a single repeatable activity, and
standardized parts (Whitney) helped to improve efficiency and quality.
At the turn of the 20
th century, the era of scientific management arrived where concepts such as
time and motion studies (Taylor) and
Gantt charts (Gantt) allowed management to measure, analyze and manage activities much more precisely.
During the early 1900’s the era of mass production had arrived. Concepts like the assembly line, economies of scale (producing large quantities of the same item to spread fixed costs) and statistical sampling were utilized. Today this is referred to as a “push” process, which is the opposite of “demand pull” (by the customer) used in a Lean philosophy.
Lean, originally applied to the manufacturing industry, was developed by the Japanese automotive industry, lar.
Lean Inventory Management: Using Lean Initiatives to Manage Inventory
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/lean-inventory-management-using-lean-initiatives-to-manage-inventory/
More firms are implementing lean inventory management techniques to reduce costs, improve flexibility and have more time to focus on their customers. Lean supply chain and inventory management enable Small Medium Businesses (SMB) to improve efficiency and increase profits.
As firms look to reduce waste, increase turns and be more flexible with their inventory, management professionals have attempted to identify how lean techniques can be adopted to build flexible and collaborative inventory.
Current references like APICS (American Production Inventory Control Society) shows that nearly 30 percent of companies are adopting lean principles in their inventory management.
What is Lean Inventory Management?
“Lean” refers to a systematic approach to enhancing value in a company’s inventory by identifying and eliminating waste of materials, effort and time through continuous improvement in pursuit of perfection.
Lean management movement is credited to Henry Ford, who in the 1920s applied the concept of “continuous flow” in the assembly-line process. Over the years, the concept has been modified and applied to nearly all industries.
Lean inventory management techniques are built upon five principles:
• Value : Define the value that your company will get from lean inventory management.
• Flow: Understand how inventory flows in your warehouse and apply Lean principle: 5S to clear any obstacles that do not add up.
• Pull (Lean principle: Kanban) : Move inventory only when requested by customer.
Supply Chain Management Assignment on ITC- Diversification
This is report on supply chain management of ITC- Diversification.
this is beneficial for the BBA/b.om /mba students.
this includes following topics -
Supply chain
Supply chain management
Key benefits of supply chain management
Goals of supply chain management
Process of supply chain management
Types of process floe of supply chain
Introduction of company
Supply chain of Cigarettes
Supply chain of Agarbattis
Supply chain of e-Choupal
Supply chain of hotel
Supply chain of paper
Conclusion
Bibliography
The global supply chain of the future smarter and integrated
The flow of goods – from plant to store – are channel in a
SMARTER and INTEGRATED SUPPLY CHAIN
Supply Chain Strategy Toolkit, Playbook and Templates
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants specialized in Supply Chain Management, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Supply Chain Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to improve your skills and the supply chain capability of your organization. Build success stories such as Walmart, Amazon and Zara who all gain a competitive advantage through supply chain improvements.
This Powerpoint presentation is only a small preview of our Toolkit.
You can download the entire Toolkit in Powerpoint and Excel at www.domontconsulting.com
CHAPTER 3Assessing the Internal Environment of the FirmCopyr
CHAPTER 3
Assessing the Internal Environment of the Firm
Copyright Anatoli Styf/Shutterstock
1
Learning Objectives
After reading this chapter, you should have a good understanding of:
3-1 The primary and support activities of a firm’s value chain.
3-2 How value-chain analysis can help managers create value by investigating relationships among activities within the firm and between the firm and its customers and suppliers.
3-3 The resource-based view of the firm and the different types of tangible and intangible resources, as well as organizational capabilities.
3-4 The four criteria that a firm’s resources must possess to maintain a sustainable advantage and how value created can be appropriated by employees and managers.
3-5 The usefulness of financial ratio analysis, its inherent limitations, and how to make meaningful comparisons of performance across firms.
3-6 The value of the “balanced scorecard” in recognizing how the interests of a variety of stakeholders can be interrelated.
©McGraw-Hill Education.
2
The Importance of the Internal Environment
Consider. . .
Which activities must a firm effectively manage and integrate in order to attain competitive advantages in the marketplace?
Which resources and capabilities must a firm create and nurture in order to sustain a competitive advantage?
©McGraw-Hill Education.
What if two firms compete in the same industry and both have many strengths in a variety of functional areas: marketing, operations, logistics, etc.? However, one of these firms outperforms the other by a wide margin over a long period of time. How can this be? The value-creating activities that the firm manages well, and the bundles of resources and capabilities that the firm has created and nurtured over time are crucial to answering these questions.
3
Value-Chain Analysis
Value-chain analysis looks at the sequential process of value-creating activities.
Value is the amount buyers are willing to pay for what a firm provides.
How is value created within the organization?
How is value created for other organizations in the overall supply chain or distribution channel?
The value received must exceed the costs of production.
©McGraw-Hill Education.
SWOT is a good starting point, but it doesn’t give enough guidance regarding the specific action steps needed to enact strategic change. For instance, a firm may have a capability that is a strength, but that, by itself, cannot create or sustain competitive advantage. It’s too easy to become preoccupied with a single dimension or element of what is, essentially, a moving target…MORE analysis may be necessary, which is where the value chain comes in. Value-chain analysis = a strategic analysis of an organization that uses value-creating activities. Value is the amount that buyers are willing to pay for what a firm provides them and is measured by total revenue, a reflection of the price a firm’s product commands, and the quantity it can sell. A firm is profitabl ...
Developing a Sustainable Supply Chain Strategy
- Understanding Customer | Market | Business Sustainability Requirements
- Principles of developing a Supply Sustainability Strategy
- Executing a Supply Sustainability Strategy
- Monitoring and Institutionalizing a Supply Sustainability Strategy
[Whitepaper] Retail Strategy: How to Effectively Manage IT Costs
More information:https://flevy.com/browse/flevypro/retail-strategy-it-cost-management-3762
Weak consumer spending; saturated markets; increased consumers demands for service and lower prices; and intense competition has put significant strain on Retail bottom lines and growth avenues. Such low margins force the Retailers to save costs across the operations, including IT, which is vital for the success of every strategic endeavor--be it enhancing customer experience, customer loyalty, or cross-channel integration.
Reluctantly, IT budgets are also shrinking. Thus sustaining a cost-effective, efficient, and customer-centric IT function is a priority for every Retail leader.
The Retail industry faces quite a few IT challenges--e.g., hundreds of discrete locations, numerous applications, and diverse technology infrastructure and systems. The IT function needs to integrate various disjointed applications, including store-based point-of-sale, supply chain, and human resource management with their core systems. In these context, rational utilization of technology is important to achieve customer loyalty with clusters of customers across the store, online, and catalog channels.
This presentation highlights 4 efficiency and effectiveness levers that Retail CIOs can use to improve IT capabilities, drive IT efficiency, achieve cost reduction, and secure considerable differential advantage. The levers include:
1. Strategic Sourcing
2. Application & Infrastructure Simplification
3. Demand Management
4. Lean IT Organization
The slide deck also includes some slide templates for you to use in your own business presentations.
How to optimize processes in practice during consulting projects
Optimizing processes is not an easy task. It requires a structured approach to it and good understanding of helpful methods such as lean manufacturing, theory of constraints, queuing models, Overall Labor Efficiency and others. In this presentation I will show you how you can approach process optimization. I will show you not only the general approach to this subject but also we will go briefly through methods. I will also show you one example of process optimization in retail. You will have also a lot of links to additional resources that will help you learn the methods required to do process optimization during consulting project or internally in the firm on your own. There will be also a link to the course where you can learn more on that. The presentation is devoted to 3 parts
1. General framework / approach to process optimization
2. Examples of methods and tools used during process optimization
3. Cases study – process optimization in retail
Discover the innovative and creative projects that highlight my journey throu...
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
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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/
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Leagile supply chain transformation & strategies
Today’s business environment is more volatile than ever, organisations have to conduct business within ever increasing uncertainty of the market place, we have experienced how the coronavirus has affected the entire supply chain.
A lean and agile supply chain organization is vital to thrive in uncertainty and enable a demand driven, responsive and cost effective operation.
I hope you will find useful this attached introduction white paper that I developed few years ago for Transformation purposes and to provide a basic understanding between the models and differences of a #lean, #agile and #leagile #supplychain #strategy
Logistics management (2)
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
1 QSO 690 Final Project Guidelines and Rubric Ove
1
QSO 690 Final Project Guidelines and Rubric
Overview
The final project for this course is the creation of a business development plan. In this program, you have learned that every company or organization has an
operations function, whether it is in the manufacture of goods or the delivery of services. Ultimately, the purpose of operations management is to identify ways
to promote company values that strengthen organizational performance through cost-savings opportunities, customer service improvements, increased
manufacturing efficiency and supply-chain logistics, continued competitiveness within the industry, and long-term sustainability efforts.
This project will demonstrate your ability to assess your selected organization’s or company’s operational processes, and to make meaningful recommendations
that balance business sustainability with quality-driven, lean operations for competing in the global marketplace. You will identify opportunities for improving
business operations and strengthening organizational performance. These opportunities could be related to internal capabilities development, divestiture,
outsourcing, or a combination of the three. In addition, you will examine risk mitigation and the long-range viability of the selected organization or company.
The project is divided into three milestones, which will be submitted at various points throughout the course to scaffold learning and ensure quality final
submissions. These milestones will be submitted in Modules Three, Five, and Seven. The final project will be submitted in Module Nine. Remember that you
final submission will include a conclusion that summarizes the milestone work into a closing section.
In this assignment, you will demonstrate your mastery of the following course outcomes:
Assess internal organizational capabilities and limitations for determining business development and cost-savings opportunities
Recommend business best practices that consistently meet customer cost, quality, and satisfaction expectations through utilization of global
benchmarks
Determine opportunities for reducing inventory and infrastructure costs while supporting current business operations
Evaluate current business operations for opportunities to utilize technology for reducing costs, increasing production, and delivering consistently
superior products or services
Assess business sustainability with respect to profits, people, and the planet to mitigate risk and ensure corporate viability
2
Prompt
Select a company or organization that meets the following criteria:
Must be from the manufacturing, service, IT, or healthcare industries (other industries could be used with instructor approval)
Must be large enough to have multiple product/service lines to consider
Must be in a market that is highly competitive where production costs are always a key concern
Must have potential for and a vision of global expa ...
Chapter 18. Lean and Agile Supply Chain & LogisticsIt is the goa.docx
Chapter 18. Lean and Agile Supply Chain & Logistics
It is the goal of every business to be both profitable and efficient. Over the past 25 years or so, one method has emerged as a way to focus on customer needs to improve processes and profitability; it is known as “Lean” which will be discussed in this chapter, and can be applied throughout the supply chain & logistics function.
Lean and Waste
By definition, Lean is a team-based form of continuous improvement to identify and eliminate waste through a focus on exactly what the customer wants. Lean supplies the customer with exactly what they want when they want it, through continuous improvement. Lean is driven by the “pull” of the customer’s order.
This is in contrast to Just-In-Time (JIT) which is a philosophy of continuous and forced problem solving that supports lean production. JIT is one of the many tools of Lean. When implementing as a comprehensive strategy, JIT and Lean sustain competitive advantage and result in greater returns for an organization.
In order to successfully execute a Lean strategy, the supply chain needs to also be very agile; meaning that it must be designed to be flexible and fast when dealing with “unique” products with unpredictable demand.
So, not surprisingly, that’s where the idea of having a “hybrid” strategy comes into play. A hybrid supply chain strategy is a combination of lean and agile concepts, where a manufacturer operates with flexible capacity that can meet surges in demand along with a postponement strategy, where products are partially assembled to a forecast and then completed to the actual order when and even where it arrives.
In the end, your supply chain strategy (and capabilities) must support your organization's overall strategy and typically, in today’s world, that means being lean and agile.
This chapter will describe the methodology and some of the tools used to enable a Lean and agile supply chain & logistics function.
History of Lean (Figure 18.1)
Figure 18.1. History of Lean
Early concepts like
labor specialization (Smith) where an individual was responsible for a single repeatable activity, and
standardized parts (Whitney) helped to improve efficiency and quality.
At the turn of the 20
th century, the era of scientific management arrived where concepts such as
time and motion studies (Taylor) and
Gantt charts (Gantt) allowed management to measure, analyze and manage activities much more precisely.
During the early 1900’s the era of mass production had arrived. Concepts like the assembly line, economies of scale (producing large quantities of the same item to spread fixed costs) and statistical sampling were utilized. Today this is referred to as a “push” process, which is the opposite of “demand pull” (by the customer) used in a Lean philosophy.
Lean, originally applied to the manufacturing industry, was developed by the Japanese automotive industry, lar.
Lean Inventory Management: Using Lean Initiatives to Manage Inventory
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/lean-inventory-management-using-lean-initiatives-to-manage-inventory/
More firms are implementing lean inventory management techniques to reduce costs, improve flexibility and have more time to focus on their customers. Lean supply chain and inventory management enable Small Medium Businesses (SMB) to improve efficiency and increase profits.
As firms look to reduce waste, increase turns and be more flexible with their inventory, management professionals have attempted to identify how lean techniques can be adopted to build flexible and collaborative inventory.
Current references like APICS (American Production Inventory Control Society) shows that nearly 30 percent of companies are adopting lean principles in their inventory management.
What is Lean Inventory Management?
“Lean” refers to a systematic approach to enhancing value in a company’s inventory by identifying and eliminating waste of materials, effort and time through continuous improvement in pursuit of perfection.
Lean management movement is credited to Henry Ford, who in the 1920s applied the concept of “continuous flow” in the assembly-line process. Over the years, the concept has been modified and applied to nearly all industries.
Lean inventory management techniques are built upon five principles:
• Value : Define the value that your company will get from lean inventory management.
• Flow: Understand how inventory flows in your warehouse and apply Lean principle: 5S to clear any obstacles that do not add up.
• Pull (Lean principle: Kanban) : Move inventory only when requested by customer.
Supply Chain Management Assignment on ITC- Diversification
This is report on supply chain management of ITC- Diversification.
this is beneficial for the BBA/b.om /mba students.
this includes following topics -
Supply chain
Supply chain management
Key benefits of supply chain management
Goals of supply chain management
Process of supply chain management
Types of process floe of supply chain
Introduction of company
Supply chain of Cigarettes
Supply chain of Agarbattis
Supply chain of e-Choupal
Supply chain of hotel
Supply chain of paper
Conclusion
Bibliography
The global supply chain of the future smarter and integrated
The flow of goods – from plant to store – are channel in a
SMARTER and INTEGRATED SUPPLY CHAIN
Supply Chain Strategy Toolkit, Playbook and Templates
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants specialized in Supply Chain Management, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Supply Chain Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to improve your skills and the supply chain capability of your organization. Build success stories such as Walmart, Amazon and Zara who all gain a competitive advantage through supply chain improvements.
This Powerpoint presentation is only a small preview of our Toolkit.
You can download the entire Toolkit in Powerpoint and Excel at www.domontconsulting.com
CHAPTER 3Assessing the Internal Environment of the FirmCopyr
CHAPTER 3
Assessing the Internal Environment of the Firm
Copyright Anatoli Styf/Shutterstock
1
Learning Objectives
After reading this chapter, you should have a good understanding of:
3-1 The primary and support activities of a firm’s value chain.
3-2 How value-chain analysis can help managers create value by investigating relationships among activities within the firm and between the firm and its customers and suppliers.
3-3 The resource-based view of the firm and the different types of tangible and intangible resources, as well as organizational capabilities.
3-4 The four criteria that a firm’s resources must possess to maintain a sustainable advantage and how value created can be appropriated by employees and managers.
3-5 The usefulness of financial ratio analysis, its inherent limitations, and how to make meaningful comparisons of performance across firms.
3-6 The value of the “balanced scorecard” in recognizing how the interests of a variety of stakeholders can be interrelated.
©McGraw-Hill Education.
2
The Importance of the Internal Environment
Consider. . .
Which activities must a firm effectively manage and integrate in order to attain competitive advantages in the marketplace?
Which resources and capabilities must a firm create and nurture in order to sustain a competitive advantage?
©McGraw-Hill Education.
What if two firms compete in the same industry and both have many strengths in a variety of functional areas: marketing, operations, logistics, etc.? However, one of these firms outperforms the other by a wide margin over a long period of time. How can this be? The value-creating activities that the firm manages well, and the bundles of resources and capabilities that the firm has created and nurtured over time are crucial to answering these questions.
3
Value-Chain Analysis
Value-chain analysis looks at the sequential process of value-creating activities.
Value is the amount buyers are willing to pay for what a firm provides.
How is value created within the organization?
How is value created for other organizations in the overall supply chain or distribution channel?
The value received must exceed the costs of production.
©McGraw-Hill Education.
SWOT is a good starting point, but it doesn’t give enough guidance regarding the specific action steps needed to enact strategic change. For instance, a firm may have a capability that is a strength, but that, by itself, cannot create or sustain competitive advantage. It’s too easy to become preoccupied with a single dimension or element of what is, essentially, a moving target…MORE analysis may be necessary, which is where the value chain comes in. Value-chain analysis = a strategic analysis of an organization that uses value-creating activities. Value is the amount that buyers are willing to pay for what a firm provides them and is measured by total revenue, a reflection of the price a firm’s product commands, and the quantity it can sell. A firm is profitabl ...
Developing a Sustainable Supply Chain Strategy
- Understanding Customer | Market | Business Sustainability Requirements
- Principles of developing a Supply Sustainability Strategy
- Executing a Supply Sustainability Strategy
- Monitoring and Institutionalizing a Supply Sustainability Strategy
[Whitepaper] Retail Strategy: How to Effectively Manage IT Costs
More information:https://flevy.com/browse/flevypro/retail-strategy-it-cost-management-3762
Weak consumer spending; saturated markets; increased consumers demands for service and lower prices; and intense competition has put significant strain on Retail bottom lines and growth avenues. Such low margins force the Retailers to save costs across the operations, including IT, which is vital for the success of every strategic endeavor--be it enhancing customer experience, customer loyalty, or cross-channel integration.
Reluctantly, IT budgets are also shrinking. Thus sustaining a cost-effective, efficient, and customer-centric IT function is a priority for every Retail leader.
The Retail industry faces quite a few IT challenges--e.g., hundreds of discrete locations, numerous applications, and diverse technology infrastructure and systems. The IT function needs to integrate various disjointed applications, including store-based point-of-sale, supply chain, and human resource management with their core systems. In these context, rational utilization of technology is important to achieve customer loyalty with clusters of customers across the store, online, and catalog channels.
This presentation highlights 4 efficiency and effectiveness levers that Retail CIOs can use to improve IT capabilities, drive IT efficiency, achieve cost reduction, and secure considerable differential advantage. The levers include:
1. Strategic Sourcing
2. Application & Infrastructure Simplification
3. Demand Management
4. Lean IT Organization
The slide deck also includes some slide templates for you to use in your own business presentations.
How to optimize processes in practice during consulting projects
Optimizing processes is not an easy task. It requires a structured approach to it and good understanding of helpful methods such as lean manufacturing, theory of constraints, queuing models, Overall Labor Efficiency and others. In this presentation I will show you how you can approach process optimization. I will show you not only the general approach to this subject but also we will go briefly through methods. I will also show you one example of process optimization in retail. You will have also a lot of links to additional resources that will help you learn the methods required to do process optimization during consulting project or internally in the firm on your own. There will be also a link to the course where you can learn more on that. The presentation is devoted to 3 parts
1. General framework / approach to process optimization
2. Examples of methods and tools used during process optimization
3. Cases study – process optimization in retail
Similar to supply chain managemment (20)
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CHAPTER 3Assessing the Internal Environment of the FirmCopyr
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