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Payroll Management: Cost, Solution, and Risk

Most sizeable companies have long ago outsourced the job of creating, printing, and distributing paychecks.

Type: Articles and White Papers  Topics: Payroll, Finance and Accounting  Processes: 7.0 Manage Information Technology, 8.5 Process payroll, 8.0 Manage Financial Resources, 6.4.4 Administer Payroll, 6.0 Develop and Manage Human Capital, 6.4 Reward and retain employees  Industry: Machinery, Machinery Equipment, Metals, Rubber & Plastics, Steel, Stone/Glass/Clay/Concrete, Textile, Warehousing 
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Technology Enables Payroll Top Performance

Prepared from APQC’s Open Standards Benchmarking payroll processing survey , this article gathers the key performance indicators (KPI), measuring cost effectiveness and cycle time, for completing the process of ...

Type: Articles and White Papers  Topics: Payroll, Finance and Accounting  Processes: 7.0 Manage Information Technology, 8.5 Process payroll, 8.0 Manage Financial Resources, 6.4.4 Administer Payroll, 6.0 Develop and Manage Human Capital, 6.4 Reward and retain employees  Industry: Machinery, Machinery Equipment, Metals, Mining, Rubber & Plastics, Steel, Stone/Glass/Clay/Concrete, Textile, Warehousing 
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Measuring Process Framework Implementation Progress: The Five-Step Framework Implementation Journey

When implementing process frameworks to boost business performance, organizations should know their current capabilities and the next level of maturity they can strive for.

Type: Best Practices and Business Drivers  Topics: Business Process Management (BPM), Business Excellence, Process, Business Transformation, Continuous Improvement, Maturity Assessment, Measurement, Measurement Frameworks, Measurement, Process Improvement, Process Management, Project Management, Organization and Management, Organization Structures  Processes: 1.1.3.5 Identify enterprise core competencies, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 1.0 Develop Vision and Strategy, 1.2 Develop business strategy, 12.1.1 Create enterprise measurement systems model, 12.0 Manage Knowledge, Improvement, and Change, 12.1 Create and manage organizational performance strategy, 12.2 Benchmark performance, 12.4.3.4 Monitor change, 12.4 Manage change, 12.4.3 Implement change  Industry: Energy and Utility, Metals, Mining, Petroleum/Oil/Gas, Steel 
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Choose Appropriate Tools to Support Process Frameworks

Selecting the best technology and other tools to support the implementation and maintenance of a process framework is critical.

Type: Best Practices and Business Drivers  Topics: Business Process Management (BPM), Business Excellence, Process, Content management, Knowledge and Information Management, Information Management, Document Management, Change Management, Organization and Management, Information Systems, Information Technology, Process Management, Project Management, Product Development, Organization Structures  Processes: 1.2.5.8 Migrate to new organization, 1.2 Develop business strategy, 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, 12.4.2 Design the change, 12.4 Manage change, 12.4.3.2 Reengineer business processes and systems, 12.4.3 Implement change, 7.5.4 Create IT services and solutions, 7.0 Manage Information Technology, 7.5 Develop and maintain information technology solutions, 7.6.2.1 Plan change deployment, 7.6 Deploy information technology solutions, 7.6.2 Plan and implement changes  Industry: Energy and Utility, Engineering, Financial Services/Banking, Insurance, Metals, Mining, Petroleum/Oil/Gas, Printing & Publishing, Professional Services/Business Services, Steel, Transportation/Freight Carriers 
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Centralize the Governance of Process Frameworks

Organizations typically adopt process frameworks or other external models to ensure that the entire enterprise (or a specific business unit) operates according to a single standard.

Type: Best Practices and Business Drivers  Topics: Business Process Management (BPM), Business Excellence, Process, Continuous Improvement, Change Management, Organization and Management, Process Design, Process Management, Organization Structures  Processes: 1.2.5 Create organizational design (structure, governance, reporting, etc.), 1.0 Develop Vision and Strategy, 1.2 Develop business strategy, 1.3 Manage strategic initiatives, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change  Industry: Steel, Transportation/Freight Carriers 
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Frameworks Improve Performance When Adopted at Any Level of the Organization

Many organizations adopt frameworks as part of an enterprise-wide restructuring effort. But adopting a framework at any level of an organization, in any particular department, can yield substantial gains.

Type: Best Practices and Business Drivers  Topics: Business Process Management (BPM), Business Excellence, Process, Process Design, Process Improvement, Project Management, Organization and Management, Organization Structures  Processes: 1.2.5 Create organizational design (structure, governance, reporting, etc.), 1.0 Develop Vision and Strategy, 1.2 Develop business strategy, 1.3 Manage strategic initiatives, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.4.3 Implement change, 12.4 Manage change  Industry: Energy and Utility, Financial Services/Banking, Insurance, Metals, Petroleum/Oil/Gas, Printing & Publishing, Professional Services/Business Services, Steel, Transportation/Freight Carriers 
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Leveraging Knowledge Across the Value Chain - Tata Steel

The Tata Iron and Steel Company was among the best-practice organizations studied as part of APQC’s Collaborative Benchmarking study Leveraging Knowledge Across the Value Chain .

Type: Case Studies  Topics: Knowledge Management (KM), Knowledge and Information Management, KM Strategy  Processes: 12.3 Develop enterprise-wide knowledge management (KM) capability, 12.0 Manage Knowledge, Improvement, and Change, 12.3.1 Develop KM strategy, 12.3.3 Identify and plan KM projects, 12.3.4 Design and launch KM projects, 12.3.5 Manage the KM project life cycle  Industry: Steel 
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The Expanding Presence of Knowledge Management - Vucko Presentation

Turbocharging Business Improvement at BHP Billiton was presented at APQC's 10th annual KM conference by John Vucko, global practice leader for knowledge sharing, BHP Billiton With the help of its operating ...

Type: Presentations  Topics: KM Strategy, Knowledge and Information Management, Knowledge Management (KM), KM Implementation  Processes: 12.3.1 Develop KM strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.3 Develop enterprise-wide knowledge management (KM) capability  Industry: Mining, Petroleum/Oil/Gas, Steel 
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