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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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Case Studies on Communities of Practice

This collection contains APQC’s in-depth case studies on communities of practice at best-practice organizations.

Type: Product Collection  Topics: KM Strategy, Knowledge and Information Management, Knowledge Management (KM), KM Implementation, KM Culture, KM Change Management  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, 12.3.5 Manage the KM project life cycle  Industry: Accounting, Architecture and Design, Automotive, Chemicals, Construction, Consulting/Consultants, Electronics, Engineering, Financial Services/Banking, Government/Military, Metals, Mining, Non-Profit, Petroleum/Oil/Gas, Professional Services/Business Services 
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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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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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Three Areas Where Process Frameworks Make a Big Impact

Most process frameworks are implemented for use in content management, benchmarking, and/or process design.

Type: Articles and White Papers  Topics: Benchmarking, Business Excellence, Business Process Management (BPM), Process, Business Transformation, Content management, Knowledge and Information Management, Information Management, Process Design, Organization Structures, Organization and Management  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, 12.4.3 Implement change, 12.4 Manage change, 12.4.3.2 Reengineer business processes and systems  Industry: Computers, Energy and Utility, Financial Services/Banking, Insurance, Metals, Petroleum/Oil/Gas, Software 
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One Is Not Enough: Alcoa's Best Practice Transfer Program

This presentation looks at the evolution of best practice transfer within Alcoa World Alumina and why continued investments in this field are paying such larger dividends.

Type: Presentations  Topics: KM Implementation, Knowledge and Information Management, Knowledge Management (KM)  Processes: 12.3.3 Identify and plan KM projects, 12.0 Manage Knowledge, Improvement, and Change, 12.3 Develop enterprise-wide knowledge management (KM) capability, 12.3.4 Design and launch KM projects  Industry: Metals, Mining 
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Positioning Communities of Practice for Success (Best Practices Report)

More and more organizations are starting to embrace communities of practice as entities that allow employees worldwide to interact, ask questions, share resources, and work collaboratively toward solutions.

Type: Reports and Books  Topics: KM Strategy, Knowledge and Information Management, Knowledge Management (KM), KM Implementation, KM Culture  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, 12.3.5 Manage the KM project life cycle  Industry: Accounting, Consulting/Consultants, Metals, Mining, Petroleum/Oil/Gas, Professional Services/Business Services 
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Use a Range of Indicators to Assess Community Health and Impact

APQC’s 2010 study on communities, Positioning Communities of Practice for Success , identified seven critical success factors that support effective community programs.

Type: Best Practices and Business Drivers  Topics: KM Measures, Knowledge and Information Management, Knowledge Management (KM)  Processes: 12.3.5.1 Assess alignment with business goals, 12.3 Develop enterprise-wide knowledge management (KM) capability, 12.3.5 Manage the KM project life cycle, 12.3.5.2 Evaluate impact of KM (strategy and projects) on measures and outcomes, 12.3.5.4 Realign and refresh KM strategy and approaches  Industry: Accounting, Consulting/Consultants, Metals, Mining, Petroleum/Oil/Gas, Professional Services/Business Services 
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