The document reports on a review of complaints handling procedures across a company's short tail claims department. It finds that while external reporting is usually efficient, internal reporting is less so due to a lack of writing guidelines and training. It provides recommendations to consolidate complaints procedures into one system module, standardize letters, address issues with automated flagging and compliance training tracking, and provide additional training to address staff confusion over complaints processes. Chopping extraneous words and changing structures can make internal documents 40% more efficient while maintaining essential information and meaning.
An automated time and attendance solution can help organizations control costs, minimize compliance risk, and improve productivity. However, to gain approval, one must first build a formal business case. This guide outlines how to conduct discovery to understand current processes and pain points. It recommends interviewing representatives from all affected areas and reviewing documentation, processes, data, and metrics. Discovery identifies critical issues an automated solution could address to help justify the project.
The document provides an overview of ITIL (Information Technology Infrastructure Library) version 3. It discusses key concepts in IT service management such as service, service level agreements, and configuration management. It also describes the five stages of the ITIL service lifecycle: service strategy, service design, service transition, service operation, and continual service improvement.
The document provides an overview of ITIL (Information Technology Infrastructure Library) version 3. It discusses what ITIL is, the key enhancements in version 3 compared to previous versions, and some of the main concepts and components of the ITIL service lifecycle framework including service strategy, design, transition, operation, and continual service improvement.
CloudPay - Building a Business Case for Global PayrollCloudPay
When considering any enterprise technology switch, C-suite executives often find it difficult to see beyond the upfront costs of change management and implementation to the long-term benefits of a new solution... and nowhere is that more true than in payroll. This CloudPaper on ‘Building a Business Case for a Global Payroll Solution’ discusses how Payroll, HR, and IT teams can secure buy-in for new payroll solution by:
1. Outlining the true costs of their existing system;
2. Detailing their requirements of a more modern solution; and
3. Exposing the benefits and value of a move to the cloud.
To download the full report visit: https://www.cloudpay.net/resources/topic/cloudpaper
PECB Webinar: Designing and Implementing an OHSAS Service DeskPECB
Modern organizations need to put in place processes that allow all staff to log Health and Safety Requests and Incidents within the organization. This allows organizations optimize how they handle Health and Safety issues.
In this webinar you will learn:
1. How to identify and item OHSAS Events and Incidents
2. How to develop Events and Incident Process Flow Charts
3. Understanding Service Desks
4. Understanding the place of technology in setting up the Service Desk
5. Report form examples
Presenter:
Orlando is an Enterprise Architect and Programme Director with over 15 years’ experience in the field of Business Consulting, Risk Management and Information Technology Delivery. He has an excellent technical background and helps organizations achieve and sustain their ISO certifications. He is a certified Lead Implementer and Auditor for OHSAS 18001, ISO 20000, 27001 and 22301.
He is the Chief Trainer at Training Heights and the Managing Partner for A4S.
This document is a curriculum vitae for Vaibhav Sawant that summarizes his career experience and qualifications. It highlights over 8 years of experience in service delivery and continuous service improvement, including his current role as a Major Incident Manager at Tata Consultancy Services. It also lists his ITIL and Lean Six Sigma certifications as well as a Bachelor's degree in Computer Science.
When outsourcing your operations or functions, SLA Mechanism form the most important part of the Outsourcing Contract. This presentation covers 11 basic ideas which you can use as a customer to define a more effective Service Level Agreement (SLA) mechanism in the contract.
The presenter, Manoj Shrivastava is an expert in Outsourcing and has experience in designing SLA and managing the Outsourcing Engagement with the partner (supplier) in few of the largest Outsourcing Contract in the world. Manoj is currently working in Reliance ADA Group as Vice President - Group IT. Previously, Manoj Shrivastava has worked in Bharti Airtel Limited and this presentation was made in the Annual SLA Conference, Mumbai, India on September 30, 2008
The document provides information about SOAIS, a company that offers payroll outsourcing and finance & accounting services. It details SOAIS's experience, team structure, delivery methodology, client list, benefits of outsourcing to SOAIS, and features of their payroll software including hosting options and integration capabilities.
An automated time and attendance solution can help organizations control costs, minimize compliance risk, and improve productivity. However, to gain approval, one must first build a formal business case. This guide outlines how to conduct discovery to understand current processes and pain points. It recommends interviewing representatives from all affected areas and reviewing documentation, processes, data, and metrics. Discovery identifies critical issues an automated solution could address to help justify the project.
The document provides an overview of ITIL (Information Technology Infrastructure Library) version 3. It discusses key concepts in IT service management such as service, service level agreements, and configuration management. It also describes the five stages of the ITIL service lifecycle: service strategy, service design, service transition, service operation, and continual service improvement.
The document provides an overview of ITIL (Information Technology Infrastructure Library) version 3. It discusses what ITIL is, the key enhancements in version 3 compared to previous versions, and some of the main concepts and components of the ITIL service lifecycle framework including service strategy, design, transition, operation, and continual service improvement.
CloudPay - Building a Business Case for Global PayrollCloudPay
When considering any enterprise technology switch, C-suite executives often find it difficult to see beyond the upfront costs of change management and implementation to the long-term benefits of a new solution... and nowhere is that more true than in payroll. This CloudPaper on ‘Building a Business Case for a Global Payroll Solution’ discusses how Payroll, HR, and IT teams can secure buy-in for new payroll solution by:
1. Outlining the true costs of their existing system;
2. Detailing their requirements of a more modern solution; and
3. Exposing the benefits and value of a move to the cloud.
To download the full report visit: https://www.cloudpay.net/resources/topic/cloudpaper
PECB Webinar: Designing and Implementing an OHSAS Service DeskPECB
Modern organizations need to put in place processes that allow all staff to log Health and Safety Requests and Incidents within the organization. This allows organizations optimize how they handle Health and Safety issues.
In this webinar you will learn:
1. How to identify and item OHSAS Events and Incidents
2. How to develop Events and Incident Process Flow Charts
3. Understanding Service Desks
4. Understanding the place of technology in setting up the Service Desk
5. Report form examples
Presenter:
Orlando is an Enterprise Architect and Programme Director with over 15 years’ experience in the field of Business Consulting, Risk Management and Information Technology Delivery. He has an excellent technical background and helps organizations achieve and sustain their ISO certifications. He is a certified Lead Implementer and Auditor for OHSAS 18001, ISO 20000, 27001 and 22301.
He is the Chief Trainer at Training Heights and the Managing Partner for A4S.
This document is a curriculum vitae for Vaibhav Sawant that summarizes his career experience and qualifications. It highlights over 8 years of experience in service delivery and continuous service improvement, including his current role as a Major Incident Manager at Tata Consultancy Services. It also lists his ITIL and Lean Six Sigma certifications as well as a Bachelor's degree in Computer Science.
When outsourcing your operations or functions, SLA Mechanism form the most important part of the Outsourcing Contract. This presentation covers 11 basic ideas which you can use as a customer to define a more effective Service Level Agreement (SLA) mechanism in the contract.
The presenter, Manoj Shrivastava is an expert in Outsourcing and has experience in designing SLA and managing the Outsourcing Engagement with the partner (supplier) in few of the largest Outsourcing Contract in the world. Manoj is currently working in Reliance ADA Group as Vice President - Group IT. Previously, Manoj Shrivastava has worked in Bharti Airtel Limited and this presentation was made in the Annual SLA Conference, Mumbai, India on September 30, 2008
The document provides information about SOAIS, a company that offers payroll outsourcing and finance & accounting services. It details SOAIS's experience, team structure, delivery methodology, client list, benefits of outsourcing to SOAIS, and features of their payroll software including hosting options and integration capabilities.
The document outlines a vision and plan to develop an airport in the Midlands region of Ireland as an economic catalyst. It discusses how the airport could create jobs and attract businesses by establishing clusters in industries like aviation, logistics, pharmaceuticals, manufacturing, education and energy. Traffic projections estimate the airport could reach over 2 million passengers annually by 2020, generating thousands of jobs and hundreds of millions in economic output for the region. The development is presented as a viable and sustainable solution to meet Ireland's growing air travel demand and relieve capacity constraints at Dublin Airport.
Passing internal and external audits with reporting and dashboards nov 2011Scott Althouse
Development intelligence provides insights from software development data that help management make better decisions. Without these insights, teams have less visibility into project status and risks, cannot measure and improve processes, and may deliver lower quality software with higher costs that affect company profits. Development intelligence turns data into usable information that supports decision making.
This document discusses the challenges of managing complexity in software and systems development. It proposes two approaches to address this complexity: 1) variant management through strategic reuse, defining entry points and reuse strategies; and 2) product line engineering, shifting from asset reuse to sharing across a product line lifecycle. IBM's solutions involve its Rational tools integrated with BigLever's product line engineering framework to support requirements, modeling, quality management, and an overall lifecycle approach. The combination aims to improve productivity, quality, and time to market through feature-based development and automated production.
Passing internal and external audits with reporting and dashboards nov 2011Scott Althouse
The document discusses reporting in software and systems delivery. It covers why development intelligence matters, different reporting domains and technologies, and provides a demo. Development intelligence applies business intelligence techniques to development data to provide insights for decisions. Reporting domains include documentation, which uses source data to generate documents, and development intelligence, which uses a data warehouse to analyze interrelated data and provide dashboards and reports. Technologies like Rational Insight and Rational Publishing Engine are tailored for specific reporting needs.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against developing mental illness and improve symptoms for those who already suffer from conditions like anxiety and depression.
The document provides an overview of information security audits from an expert's perspective. It discusses how to prepare for an audit, what to expect during each phase, how to communicate with auditors, and tips for passing the audit, including having proper documentation, controls, policies, and management support. The goal is for the audit to be a learning experience and opportunity to improve the security program rather than a failure.
The document discusses designing teams and processes to adapt to changing needs. It recommends structuring teams so members can work within their competencies and across projects fluidly with clear roles and expectations. The design process should support the team and their work, and be flexible enough to change with team, organization, and project needs. An effective team culture builds an environment where members feel free to be themselves, voice opinions, and feel supported.
An immersive workshop at General Assembly, SF. I typically teach this workshop at General Assembly, San Francisco. To see a list of my upcoming classes, visit https://generalassemb.ly/instructors/seth-familian/4813
I also teach this workshop as a private lunch-and-learn or half-day immersive session for corporate clients. To learn more about pricing and availability, please contact me at http://familian1.com
How to Become a Thought Leader in Your NicheLeslie Samuel
Are bloggers thought leaders? Here are some tips on how you can become one. Provide great value, put awesome content out there on a regular basis, and help others.
This document summarizes Malcolm Sanders' submission for Lean Practitioner accreditation. It details his experience implementing Lean tools at Waltham Cross and Linford sites, including performance meetings, continuous improvement, 5S, process mapping, and encouraging staff involvement. It then describes a project to streamline the R&A management information process at Linford, which involved process mapping, identifying duplication and non-value-added steps, and implementing a revised process that reduced the time spent on the task by 30 minutes per day.
Find out the best way to assess the effectiveness of a global best practice complaints and inquiry management process - from one of the top global experts on the subject!
Building Effective Denial Management DashboardsCitiusTech
In this whitepaper, we try to create dashboards from the lens of “Coding and Compliance Managers” – the real users who rely upon these dashboards regularly to help financially sustain a facility.
The document discusses how organizations can simplify their compliance programs through implementing consolidated objectives. Consolidated objectives involve mapping common requirements across different regulatory frameworks. This allows organizations to design controls that satisfy multiple frameworks, cutting down on duplicative work. The benefits of consolidated objectives include better risk visibility, increased agility to change, and stronger justification of compliance budgets. The document recommends looking for compliance tools that make it easy to identify overlapping content between frameworks and allow for reusability of testing.
1) The document analyzes the vendor tracking system (VTS) process at an unnamed telecommunications company in India.
2) The analysis found time lags at several steps of the VTS process when invoices were being transferred between departments.
3) The main reasons for these time lags included a lack of prioritization, confusion, improper database management, and employees forgetting or omitting transactions.
This document provides information about obtaining fully solved assignments. It instructs students to send their semester and specialization name to the provided email address or call the given phone number. It then lists the program names, subject code and name, semester, credit hours, and marks for an internal audit and control assignment. The assignment includes 6 questions and instructs students to answer all questions and write approximately 400 words for 10 mark questions. It provides sample answers for 3 of the questions regarding secretarial vs cost audits, characteristics of internal check systems, and quality control policies of audit firms.
- Sridevi Rayamuthu is seeking a position that allows her to learn, contribute, and help others grow professionally.
- She has over 12 years of experience in compliance, account opening procedures, and operational risk management for companies like TCS, IGSL, ABN Aces, and Wipro BPO.
- Her experience includes knowledge of regulatory compliance, KYC procedures, customer due diligence, and quality assurance. She has also led teams and transitioned processes internationally.
Case Study on Driving Procure to Pay (Purchase to Pay) Quick WinsChazey Partners
The Procure-to-Pat (Purchase to Pay or P2P) process offers great opportunities for improvement, especially in companies that are decentralized, still paper-based, and lacking standardization. This case study illustrates how a global financial services company significantly improved vendor satisfaction as a result of a focused re-evaluation of the end-to-end process.
Analysis of AIS of any Public Limited Corporation (UBL)waQas ilYas
The document provides information about United Bank Limited (UBL), including:
1) UBL is one of the largest banks in Pakistan with over 1,400 domestic branches and 19 overseas branches.
2) The document describes some of UBL's accounting information systems like Omni accounts which allow customers to conduct banking via SMS.
3) It provides details on how to open a UBL Omni account, conduct transactions via SMS/mobile top-ups, and make withdrawals at agents or branches.
This document discusses the importance of developing a standardized stores manual for an organization. It outlines key benefits such as reducing training time for new employees, ensuring business continuity, and standardizing processes. The document recommends including information in the manual such as standard operating procedures, policies and objectives, an organizational chart, responsibilities and authorities, and procedures for activities like receiving goods, issuing materials, and inventory management. It also provides steps for developing the manual such as studying the organization, collecting existing documents, discussing processes with staff, and preparing draft content and flowcharts. The stores manual aims to clearly define procedures and responsibilities to guide staff and activities in the stores department.
AAA transformed their business process for handling service requests by implementing a service catalog. This provided a structured, automated workflow for requests and ensured tasks were handled correctly. It reduced request handling times from 11 days to same day and improved productivity by around 21%. AAA saw additional benefits like improved relationships between departments and increased employee satisfaction. They plan future improvements like setting service level agreements and increasing automation.
The document outlines a vision and plan to develop an airport in the Midlands region of Ireland as an economic catalyst. It discusses how the airport could create jobs and attract businesses by establishing clusters in industries like aviation, logistics, pharmaceuticals, manufacturing, education and energy. Traffic projections estimate the airport could reach over 2 million passengers annually by 2020, generating thousands of jobs and hundreds of millions in economic output for the region. The development is presented as a viable and sustainable solution to meet Ireland's growing air travel demand and relieve capacity constraints at Dublin Airport.
Passing internal and external audits with reporting and dashboards nov 2011Scott Althouse
Development intelligence provides insights from software development data that help management make better decisions. Without these insights, teams have less visibility into project status and risks, cannot measure and improve processes, and may deliver lower quality software with higher costs that affect company profits. Development intelligence turns data into usable information that supports decision making.
This document discusses the challenges of managing complexity in software and systems development. It proposes two approaches to address this complexity: 1) variant management through strategic reuse, defining entry points and reuse strategies; and 2) product line engineering, shifting from asset reuse to sharing across a product line lifecycle. IBM's solutions involve its Rational tools integrated with BigLever's product line engineering framework to support requirements, modeling, quality management, and an overall lifecycle approach. The combination aims to improve productivity, quality, and time to market through feature-based development and automated production.
Passing internal and external audits with reporting and dashboards nov 2011Scott Althouse
The document discusses reporting in software and systems delivery. It covers why development intelligence matters, different reporting domains and technologies, and provides a demo. Development intelligence applies business intelligence techniques to development data to provide insights for decisions. Reporting domains include documentation, which uses source data to generate documents, and development intelligence, which uses a data warehouse to analyze interrelated data and provide dashboards and reports. Technologies like Rational Insight and Rational Publishing Engine are tailored for specific reporting needs.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against developing mental illness and improve symptoms for those who already suffer from conditions like anxiety and depression.
The document provides an overview of information security audits from an expert's perspective. It discusses how to prepare for an audit, what to expect during each phase, how to communicate with auditors, and tips for passing the audit, including having proper documentation, controls, policies, and management support. The goal is for the audit to be a learning experience and opportunity to improve the security program rather than a failure.
The document discusses designing teams and processes to adapt to changing needs. It recommends structuring teams so members can work within their competencies and across projects fluidly with clear roles and expectations. The design process should support the team and their work, and be flexible enough to change with team, organization, and project needs. An effective team culture builds an environment where members feel free to be themselves, voice opinions, and feel supported.
An immersive workshop at General Assembly, SF. I typically teach this workshop at General Assembly, San Francisco. To see a list of my upcoming classes, visit https://generalassemb.ly/instructors/seth-familian/4813
I also teach this workshop as a private lunch-and-learn or half-day immersive session for corporate clients. To learn more about pricing and availability, please contact me at http://familian1.com
How to Become a Thought Leader in Your NicheLeslie Samuel
Are bloggers thought leaders? Here are some tips on how you can become one. Provide great value, put awesome content out there on a regular basis, and help others.
This document summarizes Malcolm Sanders' submission for Lean Practitioner accreditation. It details his experience implementing Lean tools at Waltham Cross and Linford sites, including performance meetings, continuous improvement, 5S, process mapping, and encouraging staff involvement. It then describes a project to streamline the R&A management information process at Linford, which involved process mapping, identifying duplication and non-value-added steps, and implementing a revised process that reduced the time spent on the task by 30 minutes per day.
Find out the best way to assess the effectiveness of a global best practice complaints and inquiry management process - from one of the top global experts on the subject!
Building Effective Denial Management DashboardsCitiusTech
In this whitepaper, we try to create dashboards from the lens of “Coding and Compliance Managers” – the real users who rely upon these dashboards regularly to help financially sustain a facility.
The document discusses how organizations can simplify their compliance programs through implementing consolidated objectives. Consolidated objectives involve mapping common requirements across different regulatory frameworks. This allows organizations to design controls that satisfy multiple frameworks, cutting down on duplicative work. The benefits of consolidated objectives include better risk visibility, increased agility to change, and stronger justification of compliance budgets. The document recommends looking for compliance tools that make it easy to identify overlapping content between frameworks and allow for reusability of testing.
1) The document analyzes the vendor tracking system (VTS) process at an unnamed telecommunications company in India.
2) The analysis found time lags at several steps of the VTS process when invoices were being transferred between departments.
3) The main reasons for these time lags included a lack of prioritization, confusion, improper database management, and employees forgetting or omitting transactions.
This document provides information about obtaining fully solved assignments. It instructs students to send their semester and specialization name to the provided email address or call the given phone number. It then lists the program names, subject code and name, semester, credit hours, and marks for an internal audit and control assignment. The assignment includes 6 questions and instructs students to answer all questions and write approximately 400 words for 10 mark questions. It provides sample answers for 3 of the questions regarding secretarial vs cost audits, characteristics of internal check systems, and quality control policies of audit firms.
- Sridevi Rayamuthu is seeking a position that allows her to learn, contribute, and help others grow professionally.
- She has over 12 years of experience in compliance, account opening procedures, and operational risk management for companies like TCS, IGSL, ABN Aces, and Wipro BPO.
- Her experience includes knowledge of regulatory compliance, KYC procedures, customer due diligence, and quality assurance. She has also led teams and transitioned processes internationally.
Case Study on Driving Procure to Pay (Purchase to Pay) Quick WinsChazey Partners
The Procure-to-Pat (Purchase to Pay or P2P) process offers great opportunities for improvement, especially in companies that are decentralized, still paper-based, and lacking standardization. This case study illustrates how a global financial services company significantly improved vendor satisfaction as a result of a focused re-evaluation of the end-to-end process.
Analysis of AIS of any Public Limited Corporation (UBL)waQas ilYas
The document provides information about United Bank Limited (UBL), including:
1) UBL is one of the largest banks in Pakistan with over 1,400 domestic branches and 19 overseas branches.
2) The document describes some of UBL's accounting information systems like Omni accounts which allow customers to conduct banking via SMS.
3) It provides details on how to open a UBL Omni account, conduct transactions via SMS/mobile top-ups, and make withdrawals at agents or branches.
This document discusses the importance of developing a standardized stores manual for an organization. It outlines key benefits such as reducing training time for new employees, ensuring business continuity, and standardizing processes. The document recommends including information in the manual such as standard operating procedures, policies and objectives, an organizational chart, responsibilities and authorities, and procedures for activities like receiving goods, issuing materials, and inventory management. It also provides steps for developing the manual such as studying the organization, collecting existing documents, discussing processes with staff, and preparing draft content and flowcharts. The stores manual aims to clearly define procedures and responsibilities to guide staff and activities in the stores department.
AAA transformed their business process for handling service requests by implementing a service catalog. This provided a structured, automated workflow for requests and ensured tasks were handled correctly. It reduced request handling times from 11 days to same day and improved productivity by around 21%. AAA saw additional benefits like improved relationships between departments and increased employee satisfaction. They plan future improvements like setting service level agreements and increasing automation.
The document outlines the 9 key steps to implementing a management system standard: 1) Learn about the Standard, 2) Perform a GAP Analysis, 3) Prepare a Project Plan, 4) Train your Employees, 5) Document your Management System, 6) Implement your Management System, 7) Audit your Management System, 8) Prepare for Certification, and 9) Preparing for your Certification Audit. These steps include selecting an appropriate standard, comparing current practices to standard requirements, creating documentation and training, implementing the system, conducting internal audits, and preparing for an external certification audit.
White Paper: "Keys to a Successful Call Center Transition" (31West Knowledge ...31West Global Services
The document outlines 10 essentials for a successful offshore transition: 1) thorough knowledge transfer between client and vendor, 2) providing access to relevant systems, 3) establishing a single point of contact, 4) ensuring prompt responses, 5) implementing a quality assurance system, 6) utilizing reporting structures, 7) maintaining security and compliance, 8) defining clear escalation protocols, 9) building trust between parties, and 10) exercising patience during the transition process. Adhering to these 10 factors is said to help mitigate issues that may arise and facilitate a smooth transition.
The audit cycle performance consists of planning, preliminary survey, understanding the entity, identifying key areas and objectives, determining audit criteria, collecting evidence, generating working papers, and preparing audit findings. The initial stages involve obtaining general information on the company and identifying important areas to focus on. Later stages are testing evidence, documenting results, and communicating findings to the audited entity in a clear and understandable manner.
This document provides information about getting fully solved assignments. It gives a mail ID and phone number to contact for MBA assignments in subjects like internal audit and control, accounting, finance, and management. It provides details of an assignment like the semester, subject code, credits, and marks. The document contains the assignment questions and guidelines for answering them. It asks students to answer all questions, with longer answers of around 400 words for 10-mark questions.
This document provides guidance on addressing objections and disagreements through written documentation. It recommends identifying all stakeholders and their roles at the beginning of a project to establish clear channels of communication. Objections should be expressed and discussed early to prevent issues later. The goals of the project should also be clearly defined so that any objections can be evaluated in terms of relevance to the goals. Delegating authority and building consensus during discussion can help reduce objections after decisions are made. Regular communication and identifying concerns privately can also help eliminate objections.
9 Critical Components for A Successful Client Interaction Framework Chazey Partners
It’s not that complicated! Mastering client satisfaction through a comprehensive framework is made easy through this simple roadmap. Use it to build a strong basis for your Shared Services client relationships
Running head The REA Approach1The REA Approach8The REA Approa.docxtodd521
Running head: The REA Approach 1
The REA Approach 8The REA Approach
Franklin Lee Henderson
American Intercontinental University
Author Note
[Include any grant/funding information and a complete correspondence address.]
Abstract
The Resource-Event-Agent (REA) model is a way to deal with conceptualizing the semantics of Fina Calculated models of undertakings can be utilized for both business procedure demonstrating and the genuine structure of automated data systems. The Resource-Event-Agent (REA) model, an area explicit structure for deciding the data engineering of bookkeeping and endeavor data frameworks, has fundamentally been utilized for plan purposes. In this paper we investigate the utilization of REA for business process modeling. At first, we talk about how REA natives are utilized to portray the esteem included change of assets all through the venture. Next, we break down some troublesome determination issues that identify with business procedure displaying when all is said in done and to REA designing answers for these issues. We finish up the paper with the detail of a three-layer engineering that abridges the REA way to deal with business procedure demonstrating: (I) endeavor level determination, (ii) REA-based procedure depictions, and (iii) task-level or work process specifications. The design demonstrates that work process portrayals can be identified with the detail of the venture esteem chain through the mode of REA data structures’ trades, for example, bookkeeping exchanges. The REA model is an ISO standard.
The REA Approach
In this paper we investigate the utilization of REA for business process modeling. At first, we talk about how REA natives are utilized to portray the esteem included change of assets all through the venture. Next, we break down some troublesome determination issues that identify with business procedure displaying when all is said in done and to REA designing answers for these issues. We finish up the paper with the detail of a three-layer engineering that abridges the REA way to deal with business procedure demonstrating: (I) endeavor level determination, (ii) REA-based procedure depictions, and (iii) task-level or work process specifications. The design demonstrates that work process portrayals can be identified with the detail of the venture esteem chain through the mode of REA data structures’ trades, for example, bookkeeping exchanges. The REA model is an ISO standard.
Tantamount deals are for the 52-week time frame finished January 25, 2019, contrasted with the 52-week duration finished January 26, 2018. For more data in regard to our monetary 2019 budgetary execution, see our yearly report on Form 10-K for financial 2019 recorded with the SEC on March 28, 2019. Certain money related measures talked about above are non-GAAP measures under the SEC's principles. See Annex A for more data about how we figure these monetary measures, why those money related measures give significant data, a.
Similar to Why should internal reporting be as efficiently written as external reporting? (20)
In 1856, John Lusby Jr. received a grant by purchase of 41 acres of land at Lugarno between Forest Road and Lime Kiln Bay, from the bottom of Chivers Hill to the creek near Ponderosa Place.
This document spans 40 pages and contains numerous newspaper articles and entries from the Government Gazette of NSW from 1886 to 1996. The articles document the history of the Matthei family's original estate in Lugarno, their acquisition of the first recorded oyster lease in Lime Kiln Bay in 1905, and subsequent granting and renewals of additional oyster leases over the decades as the family expanded their oyster farming business.
Just before Christmas in 1922, the Heinrichs of Lugarno applied to begin subdividing their 51 acre property into nine lots of about five acres each. By 24 March 1923 the lots were ready for sale at about £300 each.
John Lusby Jr. received a land grant of 41 acres in Lugarno in 1856. The land was located between Forest Road and Lime Kiln Bay. Various newspapers from 1933 to 2004 contained articles about the property and the families that lived there, including the O'Connor family from 1953 to beyond 1980. Research was conducted using sources such as Trove, land records, aerial imagery, and ancestry records to compile the document summarizing the history of the property.
You are required to submit a one page covering letter, composed of a short statement (max 300 words per question) in response to the two targeted questions.
1) The document discusses the need for companies to articulate their long-term strategy and explain how it will create value for shareholders. It emphasizes that the board should be engaged in developing and overseeing the strategy.
2) It also stresses the importance of companies explaining how major changes like tax legislation fit into their long-term plans and how they will use financial benefits to create long-term shareholder value.
3) Finally, it argues that boards should be more diverse and engaged on a continuous basis to help companies pursue their purpose and respond to stakeholder needs.
The document discusses Justin Brenan's advice on using apostrophes from 1849. It appears to be from a website called www.arosact.biz and focuses on grammar rules regarding apostrophes.
How would you modernise this 1932 Harvard business letter? Chopping and changing punctuation, paragraphing, vocabulary and font, would make the reading more efficient for a modern audience.
This 18-page document lists and describes 80 different ways that people signed off on business letters in the 1800s, and considers which forms of sign-off are still used today. The document is organized with the different sign-off options numbered on each page from 2 to 80.
Punctuation marks help improve readability and understanding. While punctuation was not standardized until the late 1800s, Aristophanes of Byzantium experimented with accent marks in 200 BC as head librarian of Alexandria's largest library. This document outlines 14 common punctuation marks used in workplace writing, including commas, periods, question marks, colons, semicolons, dashes, brackets, parentheses, apostrophes, quotation marks, and exclamation points, and provides examples of proper usage for each.
Jim was able to hold a staff meeting in January to share data on earnings, as he backs up his words with actions. The company used to be known for fabrication and gambling, but Jim was hired to identify and remove that culture. A new business leader created a name for himself and aims to raise salaries with a tactical vision through a pact with employees, while any vacancy will only occur if mediocre performance is addressed.
Inefficient language in the Paris Climate Change Agreement makes it a really difficult read and will alienate millions of readers. The main issue: not enough strong, living verbs to breathe life into the most important document the world has produced. Let's hope the progress reports are far more efficient to read and understand.
This short document appears to be about shooting down a plane but provides little context or information. It includes a question about a letter from Turkey and numbers "1" and "2" without any other details. The only other information is an email address.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
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Easily Verify Compliance and Security with Binance KYCAny kyc Account
Use our simple KYC verification guide to make sure your Binance account is safe and compliant. Discover the fundamentals, appreciate the significance of KYC, and trade on one of the biggest cryptocurrency exchanges with confidence.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
Key Components:
- Stakeholder Analysis
- Strategy Decomposition
- Adoption of Business Frameworks
- Goal Setting
- Initiatives and Action Plans
- KPIs and Performance Metrics
- Learning and Adaptation
- Alignment and Cascading of Scorecards
Benefits:
- Systematic strategy formulation and execution.
- Framework flexibility and automation.
- Enhanced alignment and strategic focus across the organization.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
How to Implement a Real Estate CRM SoftwareSalesTown
To implement a CRM for real estate, set clear goals, choose a CRM with key real estate features, and customize it to your needs. Migrate your data, train your team, and use automation to save time. Monitor performance, ensure data security, and use the CRM to enhance marketing. Regularly check its effectiveness to improve your business.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
Why should internal reporting be as efficiently written as external reporting?
1. Page 1 of 7
be as efficiently written as
Traditionally, an organisation’s external reporting is written by a communications or public
relations team. Think of publications like annual reports, media releases, advertising and
newsletters. And these documents are usually efficient to read. There are two reasons for
these documents being efficient to read.
1. They are mostly created by experienced specialists.
2. The writers work to a writing style guide.
But internal reporting like email, memos, reports and proposals, is not usually put together
by experienced writers, and many organisations do not have a writing style guide. Gone are
the days of legendary typing pools, when you’d simply send your document to be expertly
produced in line with the organisation’s format, tone and appropriate content. What a
luxury that would have been!
Now, everyone is expected to produce professional looking documents only relying on the
computer’s spell checker and grammar checker. But where do you learn the why and how to
adjust content and language? Those needs are certainly not in school programs nor in most
tertiary degrees. So, writers usually look at what was written by others in the organisation
and blindly follow precedent. The why and how to efficient workplace writing should be
taught during an employee’s induction period and regularly monitored. And, working with
your organisation’s writing style guide, there are compelling reasons to do so.
Why should
Internal
REPORTing
EXTERNAL REPORTing?
2. Page 2 of 7
1. Writers will be able to talk the same editing language to adjust documents,
especially when working in teams.
2. Writers will spend less time changing text and that will make them more
confident and competent.
3. Managers will spend less time checking team members’ writing and allow
them to get on with managing.
4. The organisation will also save time and money, since an efficient writer
spends less time creating documents and the person who checks the document
spends less time because there are fewer changes needed.
5. An efficiently written document circulated within an organisation will be
understood quickly. And this means actions and decisions will occur faster.
Now, here’s a typical internal report. Why do you
think it is an inefficient read?
3. Page 3 of 7
Overview
Currently the Complaints Handling Procedures across Short Tail Claims has received some
focus of late given the amount of recent change to both system and process. This review is
aimed at providing a level of assurance to the business that we are meeting our obligations
and to highlight where there may be opportunities for improvement where the level of
assurance is not adequate. Outlined below are the key findings and recommendations.
Claims & Assessing Process (CAP) documentation – Complaint handling procedures are well
documented in CAP with the majority of content being accurate and up to date. It was
identified that information on complaints handling procedures was stored under different
work procedure modules in CAP making it difficult and cumbersome to locate process
documentation. Some content was out of date, inaccurate and in some cases unclear.
Certain topics made reference to our obligations under due process and articulated which
sections these work procedures related to but this was inconsistent.
Some minor improvements are recommended, these are:
o Consolidate all information relating to complaints handling procedures into
one module and stored under the `Work Support’ procedures module in CAP.
o Define which sections of due process that each of the documented
complaints handling process applies to.
o Update out of date and inaccurate content.
Standardised letters with detailed complaints handling procedures – Complaints handling
procedures documented on the claim denial and financial hardship standard letters does
not meet the requirements of the code. It is recommended that the standard letters for
denials and financial hardship be adjusted accordingly and appropriate communication be
made to the network on these changes.
It was also identified that the Level 1 decision letter recently introduced as part of the
OP185 ASDX requirements is not adequate for when a decision is made in favour of our
insured. It is proposed that a new standard letter be drafted that would be more
appropriate to use in these situations.
Customer Exercise Database (CED) – Automated email notifications used to assist with
managing our complaints within the required time frames had failed. It was only identified
as part of this review that this functionality was not working as intended and had failed for
approximately 3 – 4 weeks. Immediate action was taken to ensure this was resolved and
communication of this finding was made to the Risk and Compliance Manager as well as the
Managers in STA.
Automated system flags for complaints that require a mandatory letter to be sent for
certain complaints do not appear to be working as per system requirements. Complaints
that are in relation to the value of a claim are not automatically flagged. After consultation
with the CED System Administrator in Customer Relations it was
identified that this is a relatively simple fix to the database. It is recommended a review be
completed on the complaint types to be automatically flagged in CED.
4. Page 4 of 7
Compliance certification records – There are currently no checks in place to review the
certification records. It is up to individual managers to check the Complete records for their
employees to make sure all compliance training has been completed at ‘On Boarding’. A
review of the certification records indicated 65 employees in SAA do not have up to date
training records in Complete.
Overall there appears to be a lack of understanding on the complaints handling process with
confusion surrounding when a written reply is required to disputes, timeframe
requirements and the process to follow at certain stages of a complaint. Recent online
training may not have been adequate for such a large change and it’s evident that staff are
finding it difficult to retain information or to locate the appropriate information for support.
Given this is consistent across the network it is recommended that a facilitated information
session be rolled out across all of SAA’s on the end to end process for managing complaints
together with a comprehensive user guide that has all of the guidelines on complaint
handling procedures.
Here’s the same report content, yet
40% more efficient to read because it
has 40% fewer words!
5. Page 5 of 7
Overview
The Complaints Handling Procedures for Short Tail Claims has been in focus due to the
recent change to system and process. This review assures the business that we are meeting
our obligations. It also points to possibly improving assurance with these findings and
recommendations.
Claims and Assessing Process (CAP)
CAP is mostly accurate and up to date on complaint handling procedures, yet information
was stored under different work procedure modules, making it difficult to find details. Some
content was out of date, inaccurate and in some cases unclear. Certain topics referred to
our obligations under due process, showing which sections matched procedures, but this
was inconsistent. We recommend:
o all complaints handling procedures be in one module under `Work Support’
procedures in CAP
o defining which sections of due process, documented complaints handling
applies to
o updating out of date and inaccurate content.
Standardised letters with detailed complaints handling procedures
Complaints handling procedures on the claim denial and financial hardship standard letters
do not meet the code’s needs. We recommend adjusting the standard letters for denials
and financial hardship and informing the network. Also, the Level 1 decision letter (part of
OP185 ASDX requirements) is not adequate for deciding in favour of our insured. We
recommend a new standard letter.
Customer Exercise Database (CED)
Automated email notifications for managing complaints on time failed for 3-4 weeks. We
resolved this and told the Risk and Compliance Manager and STA Managers.
Automated system flags for complaints needing a mandatory letter are not working well.
Complaints on the value of a claim are not automatically flagged. After consulting the
Customer Relations CED System Administrator, it was a simple database fix, but we
recommend reviewing the complaint types for CED automatic flagging.
Compliance certification records
There are no checks to review certification and managers have to check Complete for their
employees, ensuring all compliance training is done at ‘On Boarding’. Reviewing certification
records found 65 SAA people without current Complete training records. Staff are confused
about when a written reply is needed for disputes, timeframes and the stages of a
complaint. Recent online training may not have been adequate and it’s clear that staff are
finding it difficult to save information or find support details. This is consistent across the
network and we recommend information sessions for all SAAs on managing complaints, and
a user guide on complaint handling.
6. Page 6 of 7
We applied the skills an AROSA one day workshop teaches–how to recognise and apply
what we call Chop and Change checking. It’s a superior and easy way to take charge of your
own workplace writing. And here’s what we did.
Overview
Currently the Complaints Handling Procedures across Short Tail Claims has received some
focus of late given the amount of recent change to both system and process. This review is
aimed at providing a level of assurance to the business that we are meeting our obligations
and to highlight where there may be opportunities for improvement where the level of
assurance is not adequate. Outlined below are the key findings and recommendations.
Claims & Assessing Process (CAP) documentation – Complaint handling procedures are well
documented in CAP with the majority of content being accurate and up to date. It was
identified that information on complaints handling procedures was stored under different
work procedure modules in CAP making it difficult and cumbersome to locate process
documentation. Some content was out of date, inaccurate and in some cases unclear.
Certain topics made reference to our obligations under due process and articulated which
sections these work procedures related to but this was inconsistent.
Some minor improvements are recommended, these are:
o Consolidate all information relating to complaints handling procedures into
one module and stored under the `Work Support’ procedures module in CAP.
o Define which sections of due process that each of the documented
complaints handling process applies to.
o Update out of date and inaccurate content.
Standardised letters with detailed complaints handling procedures – Complaints handling
procedures documented on the claim denial and financial hardship standard letters does
not meet the requirements of the code. It is recommended that the standard letters for
denials and financial hardship be adjusted accordingly and appropriate communication be
made to the network on these changes.
It was also identified that the Level 1 decision letter recently introduced as part of the
OP185 ASDX requirements is not adequate for when a decision is made in favour of our
insured. It is proposed that a new standard letter be drafted that would be more
appropriate to use in these situations.
CHOP CHANGE
How did you do that?
7. Page 7 of 7
Customer Exercise Database (CED) – Automated email notifications used to assist with
managing our complaints within the required time frames had failed. It was only identified
as part of this review that this functionality was not working as intended and had failed for
approximately 3 – 4 weeks. Immediate action was taken to ensure this was resolved and
communication of this finding was made to the Risk and Compliance Manager as well as the
Managers in STA.
Automated system flags for complaints that require a mandatory letter to be sent for
certain complaints do not appear to be working as per system requirements. Complaints
that are in relation to the value of a claim are not automatically flagged. After consultation
with the CED System Administrator in Customer Relations it was
identified that this is a relatively simple fix to the database. It is recommended a review be
completed on the complaint types to be automatically flagged in CED.
Compliance certification records – There are currently no checks in place to review the
certification records. It is up to individual managers to check the Complete records for their
employees to make sure all compliance training has been completed at ‘On Boarding’. A
review of the certification records indicated 65 employees in SAA do not have up to date
training records in Complete.
Overall there appears to be a lack of understanding on the complaints handling process with
confusion surrounding when a written reply is required to disputes, timeframe
requirements and the process to follow at certain stages of a complaint. Recent online
training may not have been adequate for such a large change and it’s evident that staff are
finding it difficult to retain information or to locate the appropriate information for support.
Given this is consistent across the network it is recommended that a facilitated information
session be rolled out across all of SAA’s on the end to end process for managing complaints
together with a comprehensive user guide that has all of the guidelines on complaint
handling procedures.
Contact AROSA today to discuss how
we can make your workplace writing
more efficient: www.arosact.biz