...right price range is Coca-Cola’s supply chain priority. Buffington, a 34-year veteran with The Coca-Cola Company, has been involved in a variety of strategies for growth and operations excellence. He has led new developments in the Coca-Cola supply chain around the globe, from bottler consolidation in North America in the 1980s, to procurement and supply chain strategies in Argentina in the ’90s. In the mid-2000s, Buffington took over management responsibility for the Bottling Investment Group in Brazil, Uruguay, India, Philippines and Singapore as Coca-Cola focused on strengthening bottlers in these key markets. Since 2009, Buffington has been responsible for development and implementation of strategies to support and enhance the Coca-Cola supply chain system. LOCAL SERVICE To be able to offer that localized customer service worldwide, Coca-Cola six years ago established the world’s largest lean-Six Sigma supply chain operation to leverage best practices, processes and operational excellence programs. “It’s all about being local, being responsive, being market-driven and also being able to leverage the brand, the innovation, the technology and what we’ve learned of best practices in our global system,” Buffington explains. The key elements for Coca-Cola’s operational excellence programs are “culture and capability,” according to Buffington. “It’s very important that all of our 700,000 employees – whether they’re administrative, financial, merchandising or delivery...
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...improvement goals. Policies Faculty and students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents: • University policies: You must be logged into the student website to view this document. • Instructor policies: This document is posted in the Course Materials forum. University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be slightly different depending on the modality in which you attend class. If you have recently changed modalities, read the policies governing your current class modality. Course Materials Goetsch, D. L., & Davis, S. B. (2010). Quality management for organizational excellence: Introduction to total quality (6th ed.). Upper Saddle River, NJ: Prentice Hall. All electronic...
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...|[pic] |Course Design Guide | | |School of Business | | |MGT/449 Version 8 | | |Quality Management and Productivity | Copyright © 2010, 2009, 2005, 2004, 2003 by University of Phoenix. All rights reserved. Copyright © 2009, 2006 by University of Phoenix. All rights reserved. The Mission of University of Phoenix is to provide access to higher education opportunities that enable students to develop the knowledge and skills necessary to achieve their professional goals, improve the productivity of their organizations, and provide leadership and service to their communities. Please print a copy of this syllabus for handy reference. Whenever there is a question about what assignments are due, please remember this Course Design Guide is considered the ruling document. Technical Support: Technical Support is available 24 hours a day, 365 days a year. Call 1-877-832-4867, or use the e-mail support form. Answers to the most common issues are found in the Knowledge Base by clicking Help, found at the...
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...Improvement is the on-going effort to improve products, services and processes by making small, incremental improvements within a business. It is based on the belief that these incremental changes will add up to major improvements over time and it is as much about tactics (i.e. specific improvements) as it is about changing the culture of the organization to focus on opportunities for improvement rather than problems. At the other extreme, there is the Business Process Reengineering which advocates starting from a clean slate with a quantum leaps. Whatever techniques/methods is used it relative the pulse of an organisation. Your objectives In this chapter you will learn about the following: * Understand the 3 Es of operational excellence * Understand the importance of the 3 Es * Understand the techniques/methods to achieve the 3 Es * Understand how to acehive the 3 Es in the business context 1 What is the 3 Es Businesses have a tendency to focus on one or other of the three E’s as shown in Figure 4.1 : Figure 4.1 DEFINITIONS a. Economy – doing things as cheaply as possible, avoiding spending more than is necessary b. Efficiency – doing...
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...ABSTRACT Vibration of industrial equipment is the bad factor influencing its production capacity and job safety. If machine is vibrating more than it should, it may cause damage to any of parts inside of it as well as to the floor that it is sitting on. In manufacturing industries, they are using disperser machine for Paint Industries, Ink Industries, Pharmaceuticals and Cosmetic Industries, Adhesives and Resin Manufacturing Industries. Disperser Machine is consist of Shaft, Pulley, Belt, Bearing, Impeller, Hydraulic cell, Hydraulic Tank, Piston, Cylinder, and Power Pack for transmitting the Hydraulic Oil. This Industry having problem of shaft vibration in Disperser Machine. In present study we are try to reduce shaft vibration...
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...7 1. THE MAIN ACTIVITIES 7 2. APPROPRIATE PERFORMANCE MANAGEMENT TOOLS 7 IV. MANAGING PERFORMANCE TO IMPROVE DECISION-MAKING 9 1. BUSINESS LEVEL STRATEGY OF SEAPRODEX 9 2. STRATEGY FOMULATION 9 3. PERFORMANCE OBJECTIVIES OF SEAPRODEX 10 4. BALANCED SCORECARD IMPLEMENTATION OF SEAPRODEX 10 5. TOOLS TO INFORM DECISION MARKING THROUGH PERFORMANCE 11 V. CONCLUSION AND RECOMENDATION 11 1. REVIEW AND RESULT FINDING 11 2. RECOMMENDATION FOR AREA IMPROVEMENT 12 VI. APPENDICES 15 INVESTIGATION RESULT SUMMARY 23 SEAPRODEX BACKGROUND 23 Performance Management at strategic level 24 Performance Objective 25 VII. REFERENCES 27 I. INTRODUCTION It is realized that the most of manufacturing company is to get competitive advantage in the industry, or to get high quality in products and services. To get these competitive edges and maintain the position in the market, company needs to have an excellent operation management system or strategic performance management within the organization, as supported by Fryer et al. (2009). It is no doubt about the benefits and advantage of the strategic performance management system because De Waal (2007, p. 19) offers his perception of strategic performance management (SPM): All activities and operations of an organization are processed, based on its vision, objectives and these can be measurable through performance measurement tools or the organization criteria for performance and fix any hazards and problems...
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...company in 1947 the dramatic change in the company’s industry dynamics could only have been predicted considering the fact that it was always reinventing itself. Now, after three decades in the IT industry, backed with unmatched technical expertise and insights, it has maintained the highest levels of compliance and quality that go with the changing times and technologies. Our knowledge investments are backed by years of R&D and have led to the creation of labs and ‘Centers of Excellence’ that have produced innovative solutions. Wipro’s Quality Policy & Quality Management System As the world’s first SEI CMM Level 5 company, Wipro endeavors to deliver reliability and perfection to customers by maintaining high standards in service offerings and products, as well as internal processes and people management. It believes that business success and market leadership comes through innovation and a culture of excellence driven by our total quality management system and its business excellence model, the Wipro Way. The Quality Management System (QMS), called Veloci-Q, is a consolidation of experiences and best practices that are also aligned to...
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...HE, President Mwai Kibaki, presides over the official ground breaking of Konza Technology City. January 2013 2 0 1 7 1 2 Hon. Samuel L.Poghisio, EGH, MP Minister for Information and Communications Minister’s Statement Access to information is crucial to economic growth. Information and communications technology offer a powerful tool that, if deployed equitably, can ensure citizens are empowered and Government can deliver services more effectively. Information is vital for the efficient delivery of public and private sector product and services that are responsive to the needs of citizens and businesses as well as capacity creation. For a variety of reasons (economic and policy), developing countries like Kenya are less equipped to take advantage of the potential in ICT to stimulate growth, and are likely to fall behind advanced economies. The Kenya ICT Master Plan is therefore not designed in isolation, given that there is evidence from developed countries that investment in ICT facilitates economic growth by increasing productivity. As the Kenya Government ensures an enabling ICT environment and regulatory framework, this plan aims at stimulating the setup of ICT-related businesses to enhance employment creation. At the heart of this document is a strategic intent to develop a robust ICT sector that will enhance economic growth through creation of businesses and hence employment. In the execution of this plan, Kenya will become a leading ICT hub...
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...approach to crisis. Total quality Shift in vision from reactive little q (reactive post production inspection ) to big Q. – Total Quality approach with no external department but integrated with all responsible for their own quality. Late 80’s-`987 Malcolm Baldrige Award. TQM wasn’t an integrated function at that point. Emergence of quality management - in service industries, government, health care and education. Evolution of quality to the broader concept of performance excellence Growth and adoption of Six Sigma Current and future challenge: continue to apply the principles of quality and performance excellence. Quality is a “race without a finish line”. It is ongoing and continuous. Contemporary Influences on Quality. Globalization Social Responsibility New Dimensions of quality Aging population Heath care Environmental concerns 21st Century Technology Definition Change in Cycle – Flow Charge of Quality Marketing (User based definition)….….Design (value based)…Manufacturing based…..Distribution……Customer (Could be Transcedent and Product Based) Establish Definition – Meeting or Exceeding Customer Expectations. Other definitions can apply...
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...customized in-house training programs exclusively designed for a group of employees. Customized courses can be provided either at our training facilities or on-site at clients’ location. Our training programs are lively, interactive, and include role-playing and demonstrations of real-life workplace issues and solutions. bdjobstraining.com Page |2 bdjobstraining.com Page |3 TRAINING TRACKS Marketing/ Sales Track • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 1111 Selling Techniques for Excellence 13 Lessons to turn every Company into Fantastic Brands Advance Selling Techniques Art of Pharmaceutical Sales Brand Management–Walking the Talk Branding for Bangladeshi Business Constructive & Modern Leadership Approach in Selling through Team Building Corporate Sales Management for Excellence Creating New Prospects and Managing Sales Pipeline Creative & Successful Selling Techniques for Excellence Customer Relationship Management (CRM) Digital / On-line Marketing - New Era of Brand Management Effective Print Advertising: 13 Tips to Create Powerful Advertising Effective Selling Techniques Essential Territory Management &...
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...provides a means by which quality can be measured or assessed as a basis for practical business decisions. ANS: F PTS: 1 DIF: Difficulty: Moderate NAT: BUSPROG: Analytic TOP: A-head: Defining Quality KEY: Bloom's: Comprehension 3. According to the product perspective of quality, larger number of product attributes are equivalent to higher quality. ANS: T PTS: 1 DIF: Difficulty: Easy NAT: BUSPROG: Analytic TOP: A-head: Defining Quality KEY: Bloom's: Knowledge 4. The user perspective of quality judges a product based on how well the product performs its intended function. ANS: T PTS: 1 DIF: Difficulty: Easy NAT: BUSPROG: Analytic TOP: A-head: Defining Quality KEY: Bloom's: Knowledge 5. According to the manufacturing perspective of quality, quality is based on the relationship of product benefits to price ANS: F PTS: 1 DIF: Difficulty: Moderate NAT: BUSPROG: Analytic TOP: A-head: Defining Quality KEY: Bloom's: Comprehension 6. Inspection was the primary means of quality control during the first half of the twentieth century. ANS: T PTS: 1 DIF: Difficulty: Easy NAT: BUSPROG: Analytic TOP: A-head: History of Quality Management KEY: Bloom's: Knowledge 7. During the 1940s and 1950s, after the world war II, the quality of products was the most important priority of top managers as it was recognized as the key to worldwide success. ANS: F PTS: 1 DIF: Difficulty: Moderate NAT: BUSPROG: Analytic TOP: A-head: History of Quality...
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...Introduction to Quality Chapter 1 The History and Importance of Quality In a broad sense, quality assurance refers to any planned and systematic activity directed toward providing consumers with products (goods and services) of appropriate quality belong with the confidence that products meet consumers’ requirements. Quality assurance has been an important aspect of production operations throughout history. * The Age of Craftsmanship During the middle ages in Europe, skilled craftsperson, adequately trained by craft guilds, served as both as manufacturer and inspector. Quality assurance was informal; every effort was made to ensure that quality was built into the final product by the people who produce it. These themes which were lost with the advent of industrial revolution are important foundations of modern quality assurance efforts. * The Early Twentieth Century In the early 1900s, the work of Frederick W. Taylor, led to new philosophy of production. Taylor’s philosophy was to separate the planning function from the execution function. Managers and engineers were given the task of planning, supervisor and workers took on the task of execution. Inspection was the primary mean of quality control during the first half of the twentieth century. * Post- World War II After the war, during the late 1940s and early 1950s, Quality was not a priority of top managers. Top management showed little interest in quality improvement on the prevention of defects...
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...maximizes shareholder value by achieving the fastest rate of improvement in customer satisfaction, cost, quality, process speed, and invested capital. [Lean Six Sigma Institute] http://www.army.mil/aeioo/rc/terms.htm Army rallies troops behind Lean Six Sigma program (Author: RP news wires – February 11, 2006) The Army’s growing Lean Six Sigma program has its roots in a corporate method of eliminating wasted time, money and material. Lean Six Sigma integrates two independently developed improvement tools: Lean and Six Sigma. Lean is an outgrowth of the Toyota production system, and focuses on increasing efficiency and reducing cycle time by the elimination of waste. Six Sigma was developed by Motorola beginning in the 1970s as an approach to improving quality and effectiveness through statistical control. Its roots go back more than 150 years to a Prussian mathematician who introduced the concept of the normal curve. Together, Lean and Six Sigma are powerful tools in transforming organizations, Army Materiel Command officials said. They said Lean Six Sigma enables a culture of innovation that continuously listens to customers, questions the status quo, and improves results through fact-based decisions…. http://www.sixsigmainstitute.com/news/leansixsigma/2006/02/army-rallies-troops-behind-lean-six.html Books * *NOTE: The books listed below are but a sample of materials available on this subject. A call number will be included if located at the Armor...
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...Chapter 9 Achieving Operational Excellence and Customer Intimacy: Enterprise Applications Video Cases Video Case 1a: What Is Workday: Enterprise Software as a Service (Saas) Video Case 1b: Workday: Mobile Solutions for iPad Video Case 2: Evolution Homecare Manages Patients with Microsoft CRM (2011) Video Case 3: Sinosteel Strengthens Business Management with ERP Applications (2008) Instructional Video 1: Zara’s: Wearing Today’s Fashions with Supply Chain Management 6.1 Copyright © 2014 Pearson Education publishing as Prentice Hall Management Information Systems, Global Edition Chapter 9: Achieving Operational Excellence and Customer Intimacy: Enterprise Applications LEARNING OBJECTIVES • Describe how businesses use enterprise systems to achieve operational excellence. • Explain how supply chain management systems coordinate planning, production, and logistics with suppliers. • Describe how customers relationship management systems help firms achieve customer intimacy. • Explain the challenges posed by enterprise applications. • Describe the new technologies used by enterprise applications. 9.2 Copyright © 2014 Pearson Education Management Information Systems, Global Edition Chapter 9: Achieving Operational Excellence and Customer Intimacy: Enterprise Applications Enterprise Systems • Enterprise Systems – Enterprise resource planning (ERP) systems – Suite of integrated software modules and a common central database – Collects ...
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...Table of Contents 2 Executive Summary 4 3 Situation analysis 5 3.1 Company overview 5 3.2 Evaluation of Process Management approach at D2D 6 3.3 Evaluation of Just in Time (JIT) techique 10 3.4 Benchmarking 11 3.5 SWOT Analysis 12 4. RECOMMENDATIONS 13 Creating a value system: 14 Development of a Strategy Map 15 Reviewing the Organisational Strategy 15 Organisational Performance 16 5. Conclusion 18 6. Bibliography 19 EXECUTIVE SUMMARY The author conducted a situation analysis for D2D through analysing the approach to process management followed by D2D as well as the quality improvement techniques used by D2D. The analysis revealed the following: * Process Management at D2D- The approach followed by the company is very effective as every process is controlled and measured. This is applicable to all areas within D2D. However, the author is of the opinion that D2D should avoid implementing to many control systems to avoid their employees losing focus. It was also not clear what D2D’s market strategy; if any entails. * Just in Time (JIT) technique – The author found that certain elements such as Lead time reduction; flexible workforce and the required supplier quality assurance and implement a zero defects quality programme were being implemented at D2D. The author is however of the opinion that this is sufficient and that there is no need for D2D to implement additional elements of JIT. * Benchmarking – The assessment showed that D2D is very...
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