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Big Changes Can Lead to Big Results

The pharmaceuticals division of Reliance Industries had an inefficient physical distribution process that was resulting in financial losses.

Type: Articles and White Papers  Topics: Process Reengineering, Business Excellence, Process, Shipping, Supply Chain Management, Logistics, Supply Chain Planning, Distribution, Order Management, Inventory Management, Process Improvement, Warehousing, Outbound Transportation  Processes: 4.1.5.3 Determine finished goods inventory requirements at destination, 4.1 Plan for and acquire necessary resources (Supply Chain Planning), 4.1.5 Plan distribution requirements, 4.0 Deliver Products and Services, 4.1.5.8 Calculate destination dispatch plan, 4.1.1.3 Define outsourcing policies, 4.1.1 Develop production and materials strategies, 4.1.5.9 Manage dispatch plan attainment, 4.1.6.3 Establish transportation management constraints, 4.1.6 Establish distribution planning constraints, 4.1.7 Review distribution planning policies, 4.1.8.4 Identify performance trends, 4.1.8 Assess distribution planning performance, 4.4.3 Provide service to specific customers, 4.4 Deliver service to customer, 4.4.3.2 Dispatch resources, 4.4.3.3 Manage order fulfillment progress, 4.5.1.2 Design logistics network, 4.5 Manage logistics and warehousing, 4.5.1 Define logistics strategy, 4.5.3 Operate warehousing, 4.5.4 Operate outbound transportation, 4.1.5.10 Calculate destination load plans, 4.1.5.13 Manage capacity utilization  Industry: Pharmaceutical 
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Doing a Lot More... With Less (Slides)

In 1997, the State of Michigan's Office of Retirement Services was mired in delays and clunky processes.

Type: Presentations  Topics: Business Process Management (BPM), Business Excellence, Process, Process Reengineering, 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, 1.1.4 Establish strategic vision, 1.0 Develop Vision and Strategy, 1.1.4.1 Align stakeholders around strategic vision, 1.2.4 Coordinate and align functional and process strategies, 1.2 Develop business strategy, 1.2.5.2 Perform job-specific roles mapping and value-added analyses, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 1.2.5.3 Develop role activity diagrams to assess hand-off activity, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.2.5 Conduct gap analysis to understand need for change and degree needed, 12.2 Benchmark performance, 12.4.3.1 Create commitment for improvement/change, 12.4 Manage change, 12.4.3 Implement change, 12.4.3.2 Reengineer business processes and systems, 12.4.4.1 Monitor improved process performance, 12.4.4 Sustain improvement, 12.4.4.2 Capture and reuse lessons learned from change process, 12.4.4.3 Take corrective action as necessary  Industry: Government/Military 
  • Relevance: 78%
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Doing a Lot More... With Less

In 1997, the State of Michigan's Office of Retirement Services was mired in delays and clunky processes.

Type: Presentations  Topics: Business Process Management (BPM), Business Excellence, Process, Process Reengineering, 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, 1.1.4 Establish strategic vision, 1.0 Develop Vision and Strategy, 1.1.4.1 Align stakeholders around strategic vision, 1.2.4 Coordinate and align functional and process strategies, 1.2 Develop business strategy, 1.2.5.2 Perform job-specific roles mapping and value-added analyses, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 1.2.5.3 Develop role activity diagrams to assess hand-off activity, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.2.5 Conduct gap analysis to understand need for change and degree needed, 12.2 Benchmark performance, 12.4.3.1 Create commitment for improvement/change, 12.4 Manage change, 12.4.3 Implement change, 12.4.3.2 Reengineer business processes and systems, 12.4.4.1 Monitor improved process performance, 12.4.4 Sustain improvement, 12.4.4.2 Capture and reuse lessons learned from change process, 12.4.4.3 Take corrective action as necessary  Industry: Government/Military 
  • Relevance: 78%
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How to First Adopt, Then Adapt Process Frameworks and Models

To get the maximum benefit from a process framework, organizations should adopt the framework as-is before adapting it.

Type: Best Practices and Business Drivers  Topics: Business Process Management (BPM), Business Excellence, Process, Business Transformation, Process Reengineering, Change Management, Organization and Management, Process Improvement, 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, 12.4.3.2 Reengineer business processes and systems, 12.4 Manage change, 12.4.3 Implement change  Industry: Energy and Utility, Financial Services/Banking, Insurance, Petroleum/Oil/Gas, Transportation/Freight Carriers 
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Simplify Processes to Increase Employee Participation in Business Process Management

For employees to fully understand business process management (BPM) and for an organization to operate in a streamlined fashion, leaders must simplify the processes themselves as well as the connections between ...

Type: Best Practices and Business Drivers  Topics: Business Process Management (BPM), Business Excellence, Process, Process Reengineering, Process Design, Process Mapping  Processes: 1.2.5 Create organizational design (structure, governance, reporting, etc.), 1.0 Develop Vision and Strategy, 1.2 Develop business strategy, 1.2.5.2 Perform job-specific roles mapping and value-added analyses, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change  Industry: Energy and Utility, Financial Services/Banking, Government/Military, Medical Equipment 
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The Best Way to Transfer Best Practices

Taken from Knowledge Management: Lessons from the Leading Edge , Jack Grayson shares the ways, whys, and difficulties of knowledge transfer in this keynote speech.

Type: Articles and White Papers  Topics: Business Transformation, Business Excellence, Process, Knowledge Management (KM), Knowledge and Information Management, Process Reengineering  Processes: 12.3.2.5 Develop new knowledge management approaches, 12.3 Develop enterprise-wide knowledge management (KM) capability, 12.3.2 Assess knowledge management capabilities, 12.0 Manage Knowledge, Improvement, and Change 
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