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- Key HR Benchmarks at a Glance: Services Industry
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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)- Relevance: 84%
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- Sample Cost of Quality Calculations
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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: 83%
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- Are You Investing Enough in Employee Learning?
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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- Relevance: 73%
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- Using Process Frameworks and Reference Models to Get Real Work Done (Best Practices Report)
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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- Relevance: 65%
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- Using Process Frameworks and Reference Models to Get Real Work Done - Cisco Systems Case Study
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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- Relevance: 65%
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- Using Process Frameworks and Reference Models to Get Real Work Done: Study Overview
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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- Relevance: 65%
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- Using Process Frameworks and Reference Models to Get Real Work Done - ING Life Japan Case Study
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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- Relevance: 65%
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- Using Process Frameworks and Reference Models to Get Real Work Done - Pitney Bowes Case Study
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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- Relevance: 65%
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- New Product Development: Embracing an Adaptable Process - Air Products and Chemicals Case Study
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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)- Relevance: 65%
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- Integrating Knowledge Management and Organizational Learning at Aerotek
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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)- Relevance: 62%
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