...KEY ACTIVITIES: 6.1. What key activities do our value propositions require? In order to create value propositions for their clients IBM has a process of strategic key activities in which they carry out to ensure they meet both customer and organizational requirements. These key activities are: * To understand- the client’s business and needs and confirm the reason for why the client wants to act. IBM does this through client value approach planning, cross band opportunity planning and identifying any complexities. * Explore- options and approach in order to develop the clients perception of IBM’s value proposition. IBM does this through conducting value driven proposals, standard solution approaches, and client management. * Develop- and agree to client solutions in order to confirm that the clients delivery expectations are being met. IBM does this through using a standard solution design process, end to end delivery ownership, aligned quality checkpoints, end to end risk management and client value deal management. * Implement- Client solution to confirm that the delivery expectations have been met. IBM does this using existing delivery methodologies, delivery issues- single point contact, delivery insight reviews, teams, and delivery rewards and recognition. * Confirm- client value and experience to confirm the use as intended by the client, this is done by using ‘client value assessments’ such as transaction and relationship surveys as well...
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...1. What are the 4 “R’s” in supply chain management? Describe. The 4 “R’s” in supply chain management is Responsiveness, Reliability, Resilience and Relationships. Responsiveness: This is the need for your company to be flexible and nimble. To be able to change as necessary to met customer needs. This implies the company is listening to the customers. Reliability: This is the ability to focus on the reliability of the logistics process. The company has to be sure they are able to reduce inefficiencies wherever possible to increase reliability. Companies are able to use tools such as six sigma to help control processes. Resilience: The Company must have the ability to be resilient to unexpected happenings. The resilient supply chain is able to cope with uncertainties in the business environment. Relationships: The buyer and supplier relationship must be based upon partnership. Both parties should be looking for ways to partner and ensure a win for both parties. 2. List and describe the 4 most pressing issues in supply chain management currently. The most pressing challenges in supply chain management currently are the new rules of competition, globalization of industry, downward pressure on price and customers taking control. - New rules of competition: Organizations are competing more on their core processes rather than spending on ads and pushing their brands. By being more cost efficient in their processes than their competitors, the organization will...
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...Creek Corporation Saddle Creek is a 3rd Party Logistics Services Company Service offering includes warehousing, transportation, and packaging/value adding services G-3 Enterprises Manufacturing, transportation, warehousing (beverage packaging components & logistics services) Network of 8 Regional Distribution Centers (RDC’s) – 4PL Operating over 8 million sq. ft. Rail deployment – Truck fulfillment 20+ facilities in 6 states Six 3PL operators 1,200 associates plus flex staff Variety of business systems – EDI Organizational structure and processes Relationship of Saddle Creek and G-3 Enterprises Saddle Creek began working with G-3 in 1997 Operate (3) RDC’s – DFW, ATL, FLA Warehouse, transportation & value-added 15MM cases annually throughput Metrics Program (KPIs) developed in 1999 Goals of this session What makes KPIs/Metrics Programs effective from Customer and Provider perspective? Case Study – Understanding the G-3 Metrics from both perspectives Determining if your KPIs are focused and standardized Distinguishing Metrics & KPIs G-3 Supply Chain Metrics Perfect Order Product Availability Inventory DOS Product Quality G-3 RDC KPIs Order Accuracy Inbound Timing Inventory Accuracy SCC Operation Metrics Damage/Hold Metrics/KPIs from the 3PL perspective What is an effective Metrics Program for the 3PL Operation? Relevant / Measurable / Focused / Timely Consistent across long time period Consistent...
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...Executive Summary This report analyses the current project management methodologies and the lean system and also explains the importance of the lean delivery system with the advantages and disadvantages comparing to the current methods used in the project management practice. Projects are completed by project management methodologies and lean management system. Generally Project management methodologies are the various ways in which projects are initiated, planned, and executed unto completion. For different type of industrial projects and for different types of projects, there are certain specific management methodologies that are currently in use such as the traditional methods or the critical chain method that are to be used. The Lean Project Delivery System has emerged from the theoretical and practical Investigations, the process of on-going development, reducing the forms of waste in the process to get the desired product with high customer satisfaction. Introduction Project: A project is a unique endeavour to produce the desired product within the specified time given, set of constraints-cost and quality. Project management: Project Management: Project management can be defined as the process which is disciplined to involves the skills, tools management and the required management techniques to complete a project successfully There are some current management methods for project management; one of the main methods is traditional project management method which...
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...industrially applicable tools and techniques that deliver competitive advantage. • Provide an unparalleled network of academics and industrialists that share experience, knowledge and insight in how better to design and deploy high performance complex service systems. • Develop and deliver public and member-only education programmes to raise the skill levels of organisations. Joining the Cambridge Service Alliance Industrial members The founding industrial members are BAE Systems and IBM. The Cambridge Service Alliance will bring together up to eight further companies prepared to make significant and long-term contributions to support the Alliance. Benefits of joining include: • Challenging yet practical insights into the design and delivery of high-performance complex service...
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...for its home delivery services: “30 minutes guarantee. 10% discount on delayed delivery orders”. Answer: A service guarantee is a marketing tool that service firms have increasingly been using to reduce consumer risk perceptions, signal quality, differentiate a service offering, as well as to institutionalize and professionalize their internal management of customer complaint and service recovery [Gremler, 2009]. For products, a service guarantee usually comes in the form of a warranty that allows customers to reclaim money or compensate their product during a specific time period as stated in the warranty if the product proves to be defective during this time period. However, unlike products, services are often not guaranteed because the same service cannot be returned to the customer as compensation as well as the experience of the service is intangible. Therefore, the main problem that most service firms face is how they can provide a service guarantee for their services to entitle customers a form of compensation under the circumstances of a service delivery failure. According to Bateson & Hoffman, there are three types of service guarantees. The first is an unconditional guarantee that promises complete customer satisfaction either at a minimum, a full refund or a complete-no-cost problem resolution for customers. The second type of guarantee is the specific result guarantee that applies only to specific steps or outputs in the service delivery process and is considered...
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...Name: Section 1: A lean environment [LO1] This section will help you to evidence Learning Outcome 1: Understand the concept of a lean environment. Learning objective Place in Assessment 1.1 Explain the principles of lean organisation techniques Question 1 Page 1, 2 1.2 Explain the benefits of a lean environment Question 2 Page 2 1. What are the principles of lean organisation techniques? Name and describe the 5 main principles below. [1.1] Principle 1: Specify what creates value for customers Find out what the customer wants and what counts a s value for money it then becomes easier to see the non-value activities which then can be removed. Principle 2: Identify the steps along the process chain From start to finish identify how value will be delivered to the customer, and then remove all unnecessary processes. Principle 3: Make processes flow by eliminating waste The activity or process has been identified the task in hand would be to find and remove or minimise the no-value waste. Principle 4: Respond to customer demand Find out what the customer wants so the business will produce what is needed exactly when the customer needs it. Principle 5: Strive for perfection at all times by continually improving...
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...announced. One of Gards long term suppliers, Tom Lippet, of DuPont Engineering Polymers (DEP) is coming in to negotiate a new contract. DEP’s polymer is a critical feedstock of the GARD’s manufacturing process. DEP’s supplies have always met Mike’s standards and he’s had few production problems reported from his production managers. Tom’s approach to supplying the business is different than Mike’s. Tom has and MBA with a concentration in purchasing and logistics. Prior to be announced as Mike’s predecessor, Tom worked in inventory management. While in this position Tom used the 80/20 rule to eliminate suppliers and products that were not profitable. Tom’s company is award a one year contract. After the contract signing Mike explains to Tom what Richard is looking for in delivery and options moving forward. Mike reviews with Tom that his company’s product no longer stands out from the pack and that its delivery standards are below Richards expectations. He also explains that Richard’s expectations for delivery will only increase in the coming years. The conversation Mike has had with Tom gives him time to review the competition and his company’s standards. Tom can use this as an opportunity to reevaluate how his company compares to others in the industry and determine what his competition is doing to meet the needs of their customers. Issues Addressed DEP uses six companies to provide the raw materials for its polymers. They do this because they once experienced...
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...requirements of an approved group assignment is the work of the group), except where work quoted or paraphrased is acknowledged in the text. I also certify that it has not been submitted for assessment in any other unit or course. . DATE: 27/09/2014 An assignment will not be accepted for assessment if the declaration appearing above has not been duly completed by the author. Content Section 1 Report Purpose………………………………………………………………………………………3 Organisation………………………………………………………………………………………….3 Business Process Change…………………………………………………………………………3 Capability Maturing Model………………..………………………………………………………..4 Company Strategy…………………………………………………………………………………..4 Section 2 Process Flow Chart…………………………………………………………………………………5 Section 3 Identify one specific activity to be performed within the process change……………6 Measuring human performance and metrics for task completion…………………….7 Balanced Scorecard……………………………………………………………………….8 Fishbone Diagram…………………………………………………………………………9 Perceived value the fishbone diagram………………………………………………….9 Section 4 KPI’s………………………………………………………………………………………..10 Six Sigma, Balanced Scorecard and ISO 9000/9001…………………………………12 Recommend measurement methodology - BSC………………………………………13 Section 5 Flowchart...
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...customers, its views on outsourcing, as well as the efficiency of its operations. However the real question is; is CF taking all possible measures to fully satisfy their customer’s requirements? Are there areas within CF’s internal controls that could be altered in order to improve and provide a better experience for their customers? If not, what are the externa factors and how could outsourcing be used to capitalize on these areas of structural weakness? In addition to establishing possible solutions an examination of Canadian Freightways practices will be analyzed to determine what steps are taken to resolve all barriers of customer fulfillment, and in addition a breakdown of a make or buy analysis will define Canadian Freightways approach to outsourcing. This report will also include an evaluation of the approaches CF takes to ensure effective and efficient operations and how these activities deliver customer value. Finally a few suggested recommendations will be produced to help improve the organization’s customer fulfillment and overall success. Canadian Freightways and Outsourcing Why must Canadian Freightways outsource and what are benefits to having work operations and product production completed “in-house” (Make or buy decisions Investopia) rather than by another company? When analyzing this question it’s appropriate to consider the make or buy analysis for a company and its potentiality for outsourcing a segment of its operations or insourcing it. Make or Buy...
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...Chapter 1 Competing with Operations DISCUSSION QUESTIONS 1. Answering this question demonstrates that processes underlie all of our jobs. What might be surprising is how many students would put their job in the category of “other,” suggesting that many jobs do not fall neatly into any one functional area. Perhaps many in the “other” category might best be called “operations” on further reflection. Customers, both internal and external, are part of each process, and the goal is to manage the processes to add the most value for them. 2. Amazon.com offers a very broad range of services and products at competitive prices. Its competitive priorities would include fast delivery time, on-time delivery, customization, variety and low-cost operations. As a business, Amazon.com is actually assembling a customized basket of goods that must be delivered in a short window of time in a dependable fashion. Low-cost operations are needed to remain competitive. To remain in business, Amazon.com needs to maintain high volumes of traffic. Operations strategy must focus on stock availability and quick, economical, and dependable delivery. 3. The hospital’s commitment to provide attention to patients arriving to the emergency unit in less than 15 minutes and never to turn away patients who need to be hospitalized implies that the facility must be designed to have extra capacity in both beds and emergency room facilities. It must plan on having extra personnel...
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...O’Leary’s successor. He is ready to make some changes which will bring up some questions in DEPs eyes in the business game. “In Binish’s terms, product merely becomes a ‘qualifying criterion.’ If everyone’s product is comparable, especially in something such as polymer feedstock, how do you distinguish yourself? Binish claims companies will need to demonstrate something called ‘order winning criteria’ to get our business in the future.” For DEP to keep the GARD business, they will need to improve its logistical performance to meet rising expectations from the customers. Body Certain stages are adding value in the DEP/GARD supply chain which shows what is needed to have economic value which “builds on economy of scale in operations as a source of efficiency.” When things are done as well as can be it shows what you can get at high quality at a low price. The market value is “about presenting an attractive assortment of products at the right time and place to realize effectiveness.” The positive side of this is ensuring there is an assortment of products and...
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...Proceedings: Pacific Northwest Software Quality Conference, 2006 The Challenge of Productivity Measurement David N. Card Q-Labs, Inc dca@q-labs.com Biography- David N. Card is a fellow of Q-Labs, a subsidiary of Det Norske Veritas. Previous employers include the Software Productivity Consortium, Computer Sciences Corporation, Lockheed Martin, and Litton Bionetics. He spent one year as a Resident Affiliate at the Software Engineering Institute and seven years as a member of the NASA Software Engineering Laboratory research team. Mr. Card is the author of Measuring Software Design Quality (Prentice Hall, 1990), co-author of Practical Software Measurement (Addison Wesley, 2002), and co-editor ISO/IEC Standard 15939: Software Measurement Process (International Organization for Standardization, 2002). Mr. Card also serves as Editor-in-Chief of the Journal of Systems and Software. He is a Senior Member of the American Society for Quality. Abstract - In an era of tight budgets and increased outsourcing, getting a good measure of an organization’s productivity is a persistent management concern. Unfortunately, experience shows that no single productivity measure applies in all situations for all purposes. Instead, organizations must craft productivity measures appropriate to their processes and information needs. This article discusses the key considerations for defining an effective productivity measure. It also explores the relationship between quality and productivity. It...
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...challenging process. Businesses need good customer feedback to shape their offerings and services. Having a clear view of a customer’s experience with a company is essential, and conducting a survey is an excellent way to gather essential feedback. The exponential growth of businesses asking for survey input has saturated the market. Customers are routinely asked to respond to survey questions on everything from retail experiences, funeral home offerings, and cell phone plans. As a result, it can be challenging to encourage customers to respond to a survey, and harder still to wade through the false or negative responses to gather legitimate feedback. When designing a survey, it is essential that the survey be worded clearly and directly. It needs to have specific questions that target exactly what the company needs to know: what the customer liked about their experience, what they disliked, and what they would like to see changed. By asking about likes/dislikes/needs, companies target the three ‘B’s of customer experience: beliefs, belonging, and behaviors. In other words, a good survey asks about the customer’s preconceived or confirmed beliefs about a company, what demographic group they belong to, and what behaviors the customers exhibit based on the way they respond to the survey questions. While these general question categories will result in an insightful customer feedback survey, it is useful to look at a specific survey recently received via email to evaluate what factors...
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...(1113) value: 0.00 value: 1.00 value: 2.00 value: 3.00 value: 4.00 Score/Level Articulation of Response (clarity, organization, mechanics) The candidate provides unsatisfactory articulation of response. The candidate provides weak articulation of response. The candidate provides limited articulation of response. The candidate provides adequate articulation of response. The candidate provides substantial articulation of response. A1. Benefits The candidate does not present the positive results expected from a well-prepared and well-delivered performance appraisal. The candidate presents, with no detail, the positive results expected from a well-prepared and well-delivered performance appraisal. The candidate presents, with limited detail, the positive results expected from a well-prepared and well-delivered performance appraisal. The candidate presents, with adequate detail, the positive results expected from a well-prepared and well-delivered performance appraisal. The candidate presents, with substantial detail, the positive results expected from a well-prepared and well-delivered performance appraisal. A2. Preappraisal Activities The candidate does not provide an appropriate recommendation of preappraisal activities that ensure the performance appraisal process is beneficial to the employee and the company. The candidate provides an appropriate recommendation, with no support, of preappraisal activities that ensure the performance appraisal process is beneficial...
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