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Tracking Risk Along the Supply Chain

ATMI is a provider of technologies for the semiconductor, life science, and flat panel display industries.

Type: Articles and White Papers  Topics: Purchasing, Supply Chain Management, Procurement, Sourcing, Supplier Certification, Supplier Relationship Management, Supplier Partnerships  Processes: 4.0 Deliver Products and Services, 4.2 Procure materials and services, 4.2.2 Select suppliers and develop/maintain contracts, 4.2.3 Order materials and services, 4.2.4 Appraise and develop suppliers  Industry: Semiconductors 
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Involve the Procurement Function Early in the New Product Development Process

Today’s procurement function can be so much more than just the buying arm of the enterprise, focused only on getting the lowest cost.

Type: Best Practices and Business Drivers  Topics: Purchasing, Supply Chain Management, Procurement, Sourcing, Supplier Certification, Supplier Relationship Management, Supplier Partnerships  Processes: 2.0 Develop and Manage Products and Services, 4.0 Deliver Products and Services, 2.2 Develop products and services, 2.2.1 Design, build, and evaluate products and services, 4.2 Procure materials and services, 4.2.1 Develop sourcing strategies, 4.2.2 Select suppliers and develop/maintain contracts  Industry: Pharmaceutical, Semiconductors 
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Embed Knowledge Capture and Transfer into the PD Process

To ensure that knowledge transfer activities become part of product development, organizations must incorporate these activities into the product development process.

Type: Best Practices and Business Drivers  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: Computers, Semiconductors 
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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 
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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 
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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 
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Supplier Category Management: Driving Value Through the Procurement Organization - ATMI Case Study

Today’s sourcing and procurement function has the ability to be so much more than just the buying arm of the enterprise, focused only on getting the lowest cost.

Type: Case Studies  Topics: Purchasing, Supply Chain Management, Procurement, Sourcing, Supplier Certification, Supplier Relationship Management, Supplier Partnerships  Processes: 4.0 Deliver Products and Services, 4.2 Procure materials and services, 4.2.1 Develop sourcing strategies, 4.2.2 Select suppliers and develop/maintain contracts, 4.2.3 Order materials and services, 4.2.4 Appraise and develop suppliers  Industry: Semiconductors 
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Improving the Flow of Knowledge in Product Development - Intel 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: Computers, Semiconductors 
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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) 
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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 
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