BPM Neden? Nedir? İş Süreçlerinin İyleştirilmesiBilal Dursun
Artan rekabet koşulları içerisinde organizasyonlar hedeflerine ulaşmak hizmet/ürün verimliliğini arttırmak, var olan süreçlerini daha etkin ve optimal biçimde kullanmak için değişik sistemler arayışı içerisindedir. Günümüzde var olan sistemlerden Kurumsal Süreç Yönetim(BPM) sistemi organizasyonların hedeflerine ulaşmadaki en etkili sistem olarak öne çıkmaktadır. Organizasyonlar bu sistemi bünyelerine uygularken var olan süreçleri gözden geçirerek hatalı, performansız veya eksik süreçlerde iyileştirmeler yaparak istenen hedeflere ulaşmada , ölçülebilir performans ve maliyet düşüşlerine ulaşabilir Böylece daha yönetilebilir ve rekabetçi bir yapıya
The document discusses the Developing European Inter-Cluster Alliance for Organic Agriculture project. The project aims to improve dialogue and cooperation within the organic agriculture sector in Europe by connecting organic business clusters across Europe on a single collaboration platform. The project partners have adopted a clustering approach and will gather organic sector stakeholders from Turkey, Germany, Greece and France under the same network. The project involves conducting surveys of stakeholders to understand needs, opportunities for partnership, and support required to enhance areas like marketing, production, and innovation.
Organic farming in Germany has seen significant growth in recent years. The organic market share was 9% in 2011 and the organic consumer base has expanded from 4% of the population in the past to 40% today. To meet evolving consumer demand, organic producers are adopting new distribution models that emphasize traceability, regional sourcing, and social connections between producers and consumers. These include subscription box schemes, community-supported agriculture, pick-your-own fields, and membership-based cooperative stores. The goal is to maintain the health and trustworthiness of organic products while making them more convenient for modern lifestyles.
BPM Neden? Nedir? İş Süreçlerinin İyleştirilmesiBilal Dursun
Artan rekabet koşulları içerisinde organizasyonlar hedeflerine ulaşmak hizmet/ürün verimliliğini arttırmak, var olan süreçlerini daha etkin ve optimal biçimde kullanmak için değişik sistemler arayışı içerisindedir. Günümüzde var olan sistemlerden Kurumsal Süreç Yönetim(BPM) sistemi organizasyonların hedeflerine ulaşmadaki en etkili sistem olarak öne çıkmaktadır. Organizasyonlar bu sistemi bünyelerine uygularken var olan süreçleri gözden geçirerek hatalı, performansız veya eksik süreçlerde iyileştirmeler yaparak istenen hedeflere ulaşmada , ölçülebilir performans ve maliyet düşüşlerine ulaşabilir Böylece daha yönetilebilir ve rekabetçi bir yapıya
The document discusses the Developing European Inter-Cluster Alliance for Organic Agriculture project. The project aims to improve dialogue and cooperation within the organic agriculture sector in Europe by connecting organic business clusters across Europe on a single collaboration platform. The project partners have adopted a clustering approach and will gather organic sector stakeholders from Turkey, Germany, Greece and France under the same network. The project involves conducting surveys of stakeholders to understand needs, opportunities for partnership, and support required to enhance areas like marketing, production, and innovation.
Organic farming in Germany has seen significant growth in recent years. The organic market share was 9% in 2011 and the organic consumer base has expanded from 4% of the population in the past to 40% today. To meet evolving consumer demand, organic producers are adopting new distribution models that emphasize traceability, regional sourcing, and social connections between producers and consumers. These include subscription box schemes, community-supported agriculture, pick-your-own fields, and membership-based cooperative stores. The goal is to maintain the health and trustworthiness of organic products while making them more convenient for modern lifestyles.
Rural land rights in Israel are constrained by central planning policies that restrict farmers' access to and use of land. Approximately 90% of land is state-owned and allocated to communal villages in standardized "farm units" that are often too small to provide adequate income. While farmers nominally lease farm units, they have no legal ownership and face many restrictions on land transfers or use. In reality, informal land markets have developed despite the formal central planning system, as farmers must find ways to access more land for their economic survival.
Netafim is an irrigation company committed to helping the world grow more with less through sustainable practices. It aims to reduce water depletion and contamination, save soil and energy through efficient irrigation technologies. Socially, Netafim initiates educational projects to promote sustainable water use and help farmers. Corporately, it adheres to ethical business conduct, treats employees well and operates with integrity.
This document summarizes a project that aims to improve dialogue, cooperation, and information sharing within the organic agriculture sector in Europe. The project will gather organic business clusters across Europe on a single collaboration platform. It has identified 9 types of stakeholders in the organic value chain and prepared profiles for each. The platform will facilitate technological cooperation, share best practices, and connect members to pursue future collaborations.
ISO 9001:20015 bilgilendirme ve farkındalık eğitimi.
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Müşteri Memnuniyeti
ISO 9001 Gelişimi
PUKÖ Döngüsü
Sürekli İyileştirme
ISO ‘nun faydaları
KYS için gerekli dokümanlar
ISO 9001 Standart Maddeleri
Artan rekabet koşulları içerisinde organizasyonlar hedeflerine ulaşmak hizmet/ürün verimliliğini arttırmak, var olan süreçlerini daha etkin ve optimal biçimde kullanmak için değişik sistemler arayışı içerisindedir. Günümüzde var olan sistemlerden Kurumsal Süreç Yönetim(BPM) sistemi organizasyonların hedeflerine ulaşmadaki en etkili sistem olarak öne çıkmaktadır. Organizasyonlar bu sistemi bünyelerine uygularken var olan süreçleri gözden geçirerek hatalı, performansız veya eksik süreçlerde iyileştirmeler yaparak istenen hedeflere ulaşmada , ölçülebilir performans ve maliyet düşüşlerine ulaşabilir Böylece daha yönetilebilir ve rekabetçi
Yönetim Sistemleri Belgelendirmesi ( ISO 9001, ISO 14001, ISO 27001, ISO 22000, ISO 45001, FSSC 22000, ISO 10002, ISO 50001, ISO 31000, ISO 22301, ISO 20000, BS 10012, ISO 27031, ISO 55001, ISO 18295)
Giderek artan küreselleşme ve rekabet, kuruluşların dünden daha iyi halde olmalarını zorunluluk haline getirmektedir. Kuruluş pazarlamadan satışa, üretimden stok yönetimine, yeni ürün geliştirmeden müşteri şikayetlerine cevap vermeye, ambalajlamadan sevkıyata kadar daha iyi iş süreçlerine sahip olmadıkça, mevcut süreçlerini geliştirmedikçe rekabet şansını yitirmektedir. Zira muhtemelen rakipleri de iş süreçlerini iyileştirmeye çalışıyor.
İş süreçlerinin belirlenmesi, aralarındaki ilişkinin ve sıranın tanımlanması, katma değer yaratmalarına göre önem derecelerine ayrılması, ölçülmesi, analiz edilmesi ve geliştirilmesi süreç yönetiminin genel kapsamını oluşturmaktır.
Tedarik zinciri yönetim etkinliğinin artırılmasında kullanılan performans ölçüleri, performans ölçümü neden önemlidir, tedarik zinciri performansı, tedarik zinciri performans ölçüm sistemleri, tedarik zinciri performans ölçüm kriterleri, tedarik zinciri performans ölçüm fonksiyonları, tedarik zinciri performansını ölçmede kullanılan modern yöntemler, kurumsal karne (balanced scorecard), lojistik puan tablosu, faaliyet tabanlı maliyetleme (ABC yöntemi), ekonomik katma değer, SCOR modeli.
The document provides information about the population and economy of Scandinavian countries, with a focus on Iceland's geothermal energy cluster initiative. It began in 2006 when experts Porter and Ketels identified geothermal energy as a key cluster for Iceland. Between 2009-2012, efforts were made to map, analyze, and mobilize the cluster through joint projects. In 2013, the Iceland Geothermal Cluster organization was formally established to develop and execute a strategy to increase innovation, collaboration, and commercialization within the cluster. The goal is to leverage Iceland's expertise in geothermal energy to export services, knowledge and products globally.
This document provides information about a cluster management excellence training program taking place in Izmir, Turkey. It outlines the target participants, priorities of the training, application process, methodology using case-based learning, training schedule and curriculum across 4 weeks of sessions, a 7 month field project, mentoring program, certification, and faculty members delivering the training. The training will have 30 participants and focus on developing skills in areas like cluster strategy, project management, policy evaluation, and change management. Sessions will involve in-depth discussion of real-world cases and situations.
The document outlines the timeline of EU support for cluster excellence from 2005-2014. It discusses the formation of groups like the High-Level Advisory Group on Clusters and the European Cluster Policy Group between 2005-2011. It then introduces the European Cluster Excellence Programme which will provide €1 million each in 2014 and 2017 to strengthen management capabilities of European cluster organizations and improve their services to SMEs through co-funding. The overall goal is to boost cluster excellence in Europe.
This document discusses Poland's cluster policy from 2014-2020. It notes that while over 200 clusters exist in Poland, many only exist on paper due to organizational, institutional, economic, and mental barriers. Benchmarking analysis identified around 55 best practice clusters. The main challenge is transforming quantity into quality through a strategic cluster policy. The policy aims to strengthen innovation and competitiveness through intensified cooperation within key clusters. It will support networking, matchmaking, and cooperation through a balanced top-down and bottom-up approach. Funds will be allocated to priority areas including infrastructure, research and development, education, and digital development. Examples of successful clusters highlighted are LifeScience Kraków, Aviation Valley, and the National Cluster of Innov
The document discusses cluster development in Iceland. It describes the history of cluster initiatives in Iceland including industry-led clusters in fisheries, geothermal energy, and ICT. The new Icelandic government has issued a policy statement supporting cluster development and the ministry will work with industry to implement related actions. Iceland currently has nine clusters that have received a bronze-level cluster label based on criteria related to structure, governance, and achievements. The document discusses challenges for public policy in preparing an effective cluster policy and vision for Iceland's cluster development through 2020.
This document discusses cluster networking and provides an example of the Polish National Cluster of Innovative Enterprises (OKIP). It describes cluster networking as involving bridge building, knowledge dissemination, cooperation through thematic networks, experience sharing, business partnerships, competence development, partnership projects, and contact sharing. It presents OKIP's system for measuring the results of networking activities in terms of the resources invested, activities conducted, knowledge built, innovations created, and economic effects achieved. Finally, it outlines how cluster networking can lead to gains in competences and ideas, product and service development, market trends identification, and prestige as well as micro and macro economic growth and a better future through cooperation.
This document discusses European cluster policy and excellence from 2005-2014. It notes that while Europe has many clusters and cluster organizations, they have not significantly improved competitiveness. The goal became developing world-class excellent clusters. The timeline shows the formation of advisory groups and organizations to help clusters. The document also discusses how cluster support has changed with globalization, and the need for businesses to incorporate new technologies and services to redefine strategies for the future.
3. EFQM Mükemmellik Modeli Süreçler Liderlik Temel Performans Sonuçları İşbirlikleri ve Kaynaklar GİRDİLER SONUÇLAR YENİLİKÇİLİK VE ÖĞRENME Politika ve Strateji Çalışanlar Toplumla İlgili Sonuçlar Müşterilerle İlgili Sonuçlar Çalışanlarla İlgili Sonuçlar İşbirlikleri ve Kaynaklar