Search results
- Program Management Offices in Best-Practice Product Development Organizations
-
This finding from APQC’s Best Practice Report New Product Development: Embracing an Adaptable Process examines how best-practice organizations identify a clear process owner for NPD to provide consistency, ...
Type: Best Practices and Business Drivers Topics: Business Excellence, Process Management, Process, Project Management, Product Development, Supply Chain Management Processes: 2.0 Develop and Manage Products and Services, 12.1.2 Measure process productivity, 12.0 Manage Knowledge, Improvement, and Change, 12.1 Create and manage organizational performance strategy, 2.1.2.2 Identify potential new products and services, 2.1 Manage product and service portfolio, 2.1.2 Define product/service development requirements, 2.1.5.1 Introduce new products/services, 2.1.5 Manage product and service life cycle, 2.2.1 Design, build, and evaluate products and services, 2.2 Develop products and services Industry: Chemicals, Electronics, Medical Equipment, Telecommunication- Relevance: 79%
- Member Price: FREE
- Nonmember Price: Download FREE
-
APQC's 2011 Process Conference Presentations and Slides (Collection)
-
APQC's 2011 Process Conference featured a variety of process management experts, who shared practical insights about how they do everything from process design and framework implementation to hosting Kaizen events ...
Type: Product Collection Topics: Business Process Management (BPM), Business Excellence, Process, Process Improvement, Process Management Processes: 1.1.3.1 Analyze organizational characteristics, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.2.4 Coordinate and align functional and process strategies, 1.0 Develop Vision and Strategy, 1.2 Develop business strategy, 1.2.5.1 Evaluate breadth and depth of organizational structure, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.4.3.2 Reengineer business processes and systems, 12.4 Manage change, 12.4.3 Implement change Industry: Aerospace, Computers, Consulting/Consultants, Durable Goods, Electronics, Energy and Utility, Engineering, Government/Military, Healthcare, Instrumentation, Machinery, Machinery Equipment, Medical Equipment, Pharmaceutical, Professional Services/Business Services, Semiconductors, Telecommunication, Textile- Relevance: 72%
- Member Price: FREE
- Nonmember Price: Download FREE
- The Intel Quality Award
-
The Intel Quality Award (IQA) is awarded to groups within Intel that innovate, pursue continuous improvement, and uphold the organization's core values.
Type: Case Studies Topics: Local/State/National Quality Awards, Business Excellence, Quality, Quality Assessment, Recognition and Rewards Programs, Human Capital Management, Rewards and Recognition Programs Processes: 12.2.1 Conduct performance assessments, 12.0 Manage Knowledge, Improvement, and Change, 12.2 Benchmark performance, 6.4.1.6 Reward and motivate employees, 6.4 Reward and retain employees, 6.4.1 Develop and manage reward, recognition, and motivation programs Industry: Computers, Electronics, Semiconductors, Telecommunication- Relevance: 70%
- Member Price: FREE
- How Intel Rewards Continuous Improvement and Connects Employees to Best Practices
-
Intel is the world’s largest semiconductor chip maker, designing and manufacturing a range of computing and communications products.
Type: Case Studies Topics: Benchmarking, Business Excellence, Continuous Improvement, Process, Local/State/National Quality Awards, Quality, Quality Assessment, Recognition and Rewards Programs, Human Capital Management, Rewards and Recognition Programs, Portals and Collaboration, Knowledge and Information Management, Information Technology Processes: 1.1.3.1 Analyze organizational characteristics, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.1.3.2 Create baselines for current processes, 12.2.1 Conduct performance assessments, 12.0 Manage Knowledge, Improvement, and Change, 12.2 Benchmark performance, 12.2.2 Develop benchmarking capabilities, 12.2.3.3 Measure performance against benchmarks, 12.2.3 Conduct process benchmarking, 12.2.4 Conduct competitive benchmarking, 12.3.4.3 Identify specific IT requirements, 12.3 Develop enterprise-wide knowledge management (KM) capability, 12.3.4 Design and launch KM projects, 6.4.1.6 Reward and motivate employees, 6.4 Reward and retain employees, 6.4.1 Develop and manage reward, recognition, and motivation programs Industry: Computers, Electronics, Semiconductors, Telecommunication- Relevance: 70%
- Member Price: FREE
- Improving the Flow of Knowledge in Product Development - Rockwell Collins Case Study
-
In an economy powered by knowledge, better use of knowledge can lead to shorter time to market and less risky and more vibrant new products.
Type: Case Studies Topics: New Product Development, Product Development, Project Management, Supply Chain Management Processes: 2.0 Develop and Manage Products and Services, 2.1 Manage product and service portfolio, 2.2 Develop products and services Industry: Electronics- Relevance: 69%
- Member Price: FREE
- Nonmember Price: $50.00
- Add to Cart
- Sample Cost of Quality Calculations
-
Calculating the cost of quality is a tricky task. This article offers example calculations and perspectives from other organizations attempting to quantify the value of quality within their businesses.
Type: Benchmarks and Metrics Topics: Quality Control, Business Excellence, Quality, Measurement, Measurement, Quality Assessment, Quality Measurement Processes: 1.1.3.2 Create baselines for current processes, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.1.3.3 Analyze systems and technology, 1.3.4 Establish high-level measures, 1.0 Develop Vision and Strategy, 1.3 Manage strategic initiatives, 12.1.1.1 Establish performance measures, 12.1 Create and manage organizational performance strategy, 12.1.1 Create enterprise measurement systems model, 12.1.1.2 Establish performance monitoring frequency, 12.1.1.3 Set performance targets, 12.2.1 Conduct performance assessments, 12.0 Manage Knowledge, Improvement, and Change, 12.2 Benchmark performance, 4.1.9 Develop quality standards and procedures, 4.0 Deliver Products and Services, 4.1 Plan for and acquire necessary resources (Supply Chain Planning), 4.2.4.4 Monitor quality of product delivered, 4.2 Procure materials and services, 4.2.4 Appraise and develop suppliers, 4.4.4 Ensure quality of service, 4.4 Deliver service to customer Industry: Aerospace, Computers, Construction, Electronics, Machinery, Machinery Equipment, Mining, Non-Profit, Research Organization, Semiconductors, Service (General)- Relevance: 69%
- Member Price: FREE
- Use Measures to Promote a Culture of Quality
-
Measures can be motivators. This article describes how organizations can implement measures as part of an effort to develop a culture of quality within the enterprise.
Type: Best Practices and Business Drivers Topics: Quality Control, Business Excellence, Quality, Change Management, Organization and Management, Measurement, Measurement, Quality Assessment, Quality Measurement, Culture Processes: 1.1.3.2 Create baselines for current processes, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.1.3.3 Analyze systems and technology, 12.1.1.1 Establish performance measures, 12.1 Create and manage organizational performance strategy, 12.1.1 Create enterprise measurement systems model, 12.1.1.2 Establish performance monitoring frequency, 12.1.1.3 Set performance targets, 12.2.1 Conduct performance assessments, 12.0 Manage Knowledge, Improvement, and Change, 12.2 Benchmark performance Industry: Computers, Construction, Electronics, Machinery, Machinery Equipment, Mining, Non-Profit, Research Organization, Semiconductors- Relevance: 69%
- Member Price: FREE
- Focus Quality Measures on Value-Added Activities and Core Strategic Objectives
-
Organizations can measure everything under the sun, but if those measures aren't focused on value-added activities and strategic objectives, the organization may not get the return on investment it desires.
Type: Best Practices and Business Drivers Topics: Quality Control, Business Excellence, Quality, Strategic Planning, Organization and Management, Measurement, Measurement, Quality Assessment, Quality Measurement Processes: 1.1.3.2 Create baselines for current processes, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.1.3.3 Analyze systems and technology, 1.1.4.1 Align stakeholders around strategic vision, 1.1.4 Establish strategic vision, 1.2.4 Coordinate and align functional and process strategies, 1.0 Develop Vision and Strategy, 1.2 Develop business strategy, 1.3.4 Establish high-level measures, 1.3 Manage strategic initiatives, 12.1.1.1 Establish performance measures, 12.1 Create and manage organizational performance strategy, 12.1.1 Create enterprise measurement systems model, 12.1.1.2 Establish performance monitoring frequency, 12.1.1.3 Set performance targets, 12.2.1 Conduct performance assessments, 12.0 Manage Knowledge, Improvement, and Change, 12.2 Benchmark performance, 12.4.2.6 Establish metrics, 12.4 Manage change, 12.4.2 Design the change, 12.4.3.4 Monitor change, 12.4.3 Implement change, 12.4.4.1 Monitor improved process performance, 12.4.4 Sustain improvement Industry: Computers, Construction, Electronics, Machinery, Machinery Equipment, Mining, Non-Profit, Research Organization, Semiconductors- Relevance: 69%
- Member Price: FREE
- Report Quality Measures at Least Quarterly and Other Keys to Effective Reporting
-
Organizations need to report quality measures at least quarterly to executives and even more often to management and other roles within the business.
Type: Best Practices and Business Drivers Topics: Quality Control, Business Excellence, Quality, Measurement, Measurement, Quality Assessment, Quality Measurement Processes: 1.1.3.2 Create baselines for current processes, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.1.3.3 Analyze systems and technology, 12.1.1.1 Establish performance measures, 12.1 Create and manage organizational performance strategy, 12.1.1 Create enterprise measurement systems model, 12.1.1.2 Establish performance monitoring frequency, 12.1.1.3 Set performance targets, 12.2.1 Conduct performance assessments, 12.0 Manage Knowledge, Improvement, and Change, 12.2 Benchmark performance Industry: Computers, Construction, Electronics, Machinery, Machinery Equipment, Mining, Non-Profit, Research Organization, Semiconductors- Relevance: 69%
- Member Price: FREE
- Allow Business Units to Establish Customized Targets for Enterprise Quality Measures
-
Although enterprise quality measurement programs are best managed from the top of an organization, business units should be given some autonomy to choose their own measurement targets and other details about how each ...
Type: Best Practices and Business Drivers Topics: Quality Control, Business Excellence, Quality, Measurement, Measurement, Quality Assessment, Quality Measurement Processes: 1.1.3.2 Create baselines for current processes, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.1.3.3 Analyze systems and technology, 12.1.1.1 Establish performance measures, 12.1 Create and manage organizational performance strategy, 12.1.1 Create enterprise measurement systems model, 12.1.1.2 Establish performance monitoring frequency, 12.1.1.3 Set performance targets, 12.2.1 Conduct performance assessments, 12.0 Manage Knowledge, Improvement, and Change, 12.2 Benchmark performance, 12.4.2.6 Establish metrics, 12.4 Manage change, 12.4.2 Design the change Industry: Computers, Construction, Electronics, Machinery, Machinery Equipment, Mining, Non-Profit, Research Organization, Semiconductors- Relevance: 69%
- Member Price: FREE