Determining how many resources and how much of their time to devote to business process management (BPM) implementation can be a challenge.

Andrew Downard, director of supply chain at Newell Rubbermaid, explains why the organization chose to use its own internal employees to adapt and implement sales and operations planning (S&OP) rather than hiring ...

Andrew Downard, director of supply chain at Newell Rubbermaid, discusses the community of practice (CoP) the organization formed to support sales and operations planning (S&OP).

Diana Mark, supply chain manager at Newell Rubbermaid, explains the structure of the core, steering, and extended teams assembled to design and implement sales and operations planning (S&OP) processes across the ...

This article outlines the roles that should be included on a benchmarking team, the responsibilities associated with each role, and the skills each team member should possess.

Forming a team that possesses the necessary skills and personalities required to move benchmarking projects forward and make sense of findings is essential to the success of benchmarking efforts.

This article describes the nine roles Mayo Clinic strives to include in all of its innovation teams.

This article describes what organizations should look for in potential project leaders and how this talent can be developed, based on research from the Institute for Healthcare Improvement (IHI).

This article explains how to deploy resources, particularly personnel, to improvement projects.

To speed the product design process, Michelin has combined several design steps into structured design events.