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Key HR Benchmarks at a Glance: Services Industry

Prepared using APQC’s Benchmarks on Demand tool , this table highlights human capital management benchmarks for organizations in the services industry.

Type: Benchmarks and Metrics  Topics: Human Capital Management  Processes: 6.0 Develop and Manage Human Capital  Industry: Service (General) 
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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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Are You Investing Enough in Employee Learning?

Now is the time to evaluate your organization’s level of investment in employee learning.

Type: Benchmarks and Metrics  Topics: Employee Training & Development, Human Capital Management  Processes: 6.3 Develop and counsel employees, 6.0 Develop and Manage Human Capital  Industry: Automotive, Consumer Products/Packaged Goods, Electronics, Energy and Utility, Financial Services/Banking, Government/Military, Petroleum/Oil/Gas, Retail/Catalog/Mail Order, Service (General), Telecommunication 
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Using Process Frameworks and Reference Models to Get Real Work Done (Best Practices Report)

The larger an organization grows, the more difficult it is to align all of its moving parts and ensure that everyone is working toward the same strategic objectives.

Type: Reports and Books  Topics: Business Process Management (BPM), Business Excellence, Process, Continuous Improvement, Lean, Quality, Measurement Frameworks, Measurement, Process Measures, Process Design, Process Management, Organization Structures, Organization and Management  Processes: 1.1.3 Perform internal analysis, 1.0 Develop Vision and Strategy, 1.1 Define the business concept and long-term vision, 1.2.4 Coordinate and align functional and process strategies, 1.2 Develop business strategy, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.1.1 Create enterprise measurement systems model  Industry: Computers, Electronics, Energy and Utility, Financial Services/Banking, Insurance, Petroleum/Oil/Gas, Printing & Publishing, Service (General), Software, Transportation/Freight Carriers 
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Using Process Frameworks and Reference Models to Get Real Work Done - Cisco Systems Case Study

An increasing number of organizations are applying process frameworks and reference models in their businesses in order to cope with growth, new markets, and complex organizational structures.

Type: Case Studies  Topics: Business Process Management (BPM), Business Excellence, Process, Continuous Improvement, Measurement Frameworks, Measurement, Process Measures, Process Design, Process Management, Organization Structures, Organization and Management  Processes: 1.1.3 Perform internal analysis, 1.0 Develop Vision and Strategy, 1.1 Define the business concept and long-term vision, 1.2.4 Coordinate and align functional and process strategies, 1.2 Develop business strategy, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.1.1 Create enterprise measurement systems model  Industry: Computers, Electronics, Service (General), Software 
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Using Process Frameworks and Reference Models to Get Real Work Done: Study Overview

The larger an organization grows, the more difficult it is to align all of its moving parts and ensure that everyone is working toward the same strategic objectives.

Type: Best Practices and Business Drivers  Topics: Business Process Management (BPM), Business Excellence, Process, Continuous Improvement, Measurement Frameworks, Measurement, Process Measures, Process Design, Process Management, Organization Structures, Organization and Management  Processes: 1.1.3 Perform internal analysis, 1.0 Develop Vision and Strategy, 1.1 Define the business concept and long-term vision, 1.2.4 Coordinate and align functional and process strategies, 1.2 Develop business strategy, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.1.1 Create enterprise measurement systems model  Industry: Computers, Electronics, Energy and Utility, Financial Services/Banking, Insurance, Petroleum/Oil/Gas, Printing & Publishing, Service (General), Software, Transportation/Freight Carriers 
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Using Process Frameworks and Reference Models to Get Real Work Done - ING Life Japan Case Study

An increasing number of organizations are applying process frameworks and reference models in their businesses in order to cope with growth, new markets, and complex organizational structures.

Type: Case Studies  Topics: Business Process Management (BPM), Business Excellence, Process, Continuous Improvement, Measurement Frameworks, Measurement, Process Measures, Process Design, Process Management, Organization Structures, Organization and Management  Processes: 1.1.3 Perform internal analysis, 1.0 Develop Vision and Strategy, 1.1 Define the business concept and long-term vision, 1.2.4 Coordinate and align functional and process strategies, 1.2 Develop business strategy, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.1.1 Create enterprise measurement systems model  Industry: Computers, Electronics, Service (General), Software 
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Using Process Frameworks and Reference Models to Get Real Work Done - Pitney Bowes Case Study

An increasing number of organizations are applying process frameworks and reference models in their businesses in order to cope with growth, new markets, and complex organizational structures.

Type: Case Studies  Topics: Business Process Management (BPM), Business Excellence, Process, Continuous Improvement, Measurement Frameworks, Measurement, Process Measures, Process Design, Process Management, Organization Structures, Organization and Management  Processes: 1.1.3 Perform internal analysis, 1.0 Develop Vision and Strategy, 1.1 Define the business concept and long-term vision, 1.2.4 Coordinate and align functional and process strategies, 1.2 Develop business strategy, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.1.1 Create enterprise measurement systems model  Industry: Electronics, Printing & Publishing, Service (General), Software 
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New Product Development: Embracing an Adaptable Process - Air Products and Chemicals Case Study

To swiftly and effectively develop new products, organizations must rely on sound processes and learn how to create process structures that will support a variety of different projects and goals.

Type: Case Studies  Topics: New Product Development, Product Development, Portfolio Management, Project Management  Processes: 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, 2.1.3.2 Develop new technologies, 2.1.3 Perform discovery research, 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, 2.0 Develop and Manage Products and Services, 2.2 Develop products and services  Industry: Chemicals, Semiconductors, Service (General) 
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Integrating Knowledge Management and Organizational Learning at Aerotek

Aerotek was among the best-practice organizations studied as part of APQC's Collaborative Benchmarking study Integrating Knowledge Management and Organizational Learning .

Type: Case Studies  Topics: Employee Training & Development, Human Capital Management, Training Programs, KM Implementation, Knowledge and Information Management, Knowledge Management (KM), Training Methods, Corporate Universities, Distance Learning  Processes: 12.3.1 Develop KM strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.3 Develop enterprise-wide knowledge management (KM) capability, 12.3.3 Identify and plan KM projects, 12.3.4 Design and launch KM projects, 6.3.5 Develop and train employees, 6.0 Develop and Manage Human Capital, 6.3 Develop and counsel employees  Industry: Service (General) 
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