Lean manufacturing Overview[edit] The difference between these two approaches is not the goal itself, but rather the prime approach to achieving it. The implementation of smooth flow exposes quality problems that already existed, and thus waste reduction naturally happens as a consequence. Both lean and TPS can be seen as a loosely connected set of potentially competing principles whose goal is cost reduction by the elimination of waste.[5] These principles include: Pull processing, Perfect first-time quality, Waste minimization, Continuous improvement, Flexibility, Building and maintaining a long term relationship with suppliers, Autonomation, Load leveling and Production flow and Visual control. Origins[edit] Lean implementation is therefore focused on getting the right things to the right place at the right time in the right quantity to achieve perfect work flow, while minimizing waste and being flexible and able to change. Lean aims to make the work simple enough to understand, do and manage.
Business process reengineering Business Process Reengineering Cycle Business process re-engineering is a business management strategy, originally pioneered in the early 1990s, focusing on the analysis and design of workflows and business processes within an organization. BPR aimed to help organizations fundamentally rethink how they do their work in order to dramatically improve customer service, cut operational costs, and become world-class competitors.[1] In the mid-1990s, as many as 60% of the Fortune 500 companies claimed to either have initiated reengineering efforts, or to have plans to do so.[2] BPR seeks to help companies radically restructure their organizations by focusing on the ground-up design of their business processes. Business process re-engineering is also known as business process redesign, business transformation, or business process change management. Overview[edit] Reengineering guidance and relationship of Mission and Work Processes to Information Technology. History[edit]
Six Sigma The common Six Sigma symbol Six Sigma is a set of techniques and tools for process improvement. It was developed by Motorola in 1986.[1][2] Jack Welch made it central to his business strategy at General Electric in 1995.[3] Today, it is used in many industrial sectors.[4] Six Sigma seeks to improve the quality of process outputs by identifying and removing the causes of defects (errors) and minimizing variability in manufacturing and business processes. It uses a set of quality management methods, mainly empirical, statistical methods, and creates a special infrastructure of people within the organization ("Champions", "Black Belts", "Green Belts", "Yellow Belts", etc.) who are experts in these methods. Each Six Sigma project carried out within an organization follows a defined sequence of steps and has quantified value targets, for example: reduce process cycle time, reduce pollution, reduce costs, increase customer satisfaction, and increase profits. Doctrine[edit] Methodologies[edit]
Work in process Work in process,[1][2][3][4] work in progress,[5][6][7] (WIP) goods in process,[8] or in-process inventory are a company's partially finished goods waiting for completion and eventual sale or the value of these items.[9] These items are either just being fabricated or waiting for further processing in a queue or a buffer storage. The term is used in production and supply chain management. Optimal production management aims to minimize work in process. Work in process requires storage space, represents bound capital not available for investment and carries an inherent risk of earlier expiration of shelf life of the products. Barcode and RFID identification can be used to identify work items in process flow. Sometimes, outside of a production and construction context "Work in process" is used erroneously where the status "Work in Progress" would be correctly used to describe more broadly work that is not yet a final product. WIP in construction projects[edit] See also[edit] References[edit]
SER Deze website maakt gebruik van cookies. Wij gebruiken cookies onder andere om het gebruik van de website te analyseren en het gebruiksgemak te verbeteren. Wat betekent dit? Wat zijn cookies?Websites maken gebruik van cookies. Een cookie is een klein tekstbestandje, dat bij bezoek aan de website wordt geplaatst op de harde schijf van uw computer. Wij gebruiken cookies om uw instellingen en voorkeuren te onthouden. Scientific management Frederick Taylor (1856-1915), lead developer of scientific management Scientific management, also called Taylorism,[1] was a theory of management that analyzed and synthesized workflows. Its main objective was improving economic efficiency, especially labor productivity. It was one of the earliest attempts to apply science to the engineering of processes and to management. History[edit] Its development began with Frederick Winslow Taylor in the 1880s and 1890s within the manufacturing industries. Although scientific management as a distinct theory or school of thought was obsolete by the 1930s, most of its themes are still important parts of industrial engineering and management today. Scientific management's application was contingent on a high level of managerial control over employee work practices. The field comprised the work of Taylor; his disciples (such as Henry Gantt); other engineers and managers (such as Benjamin S. Larger theme of economic efficiency[edit] Soldiering[edit]
De RechtenSite.nl Samenvattingen uittreksels arrestenlijsten oefeningen en hulp bij rechtenstudie Zoek een advocaat of advocatenkantoor nodig in de stad: Zie onze pagina met een overzicht van alle Nederlandse advocatenkantoren. Organization An organization (or organisation) is a social entity, such as an institution or an association, that has a collective goal and is linked to an external environment. The word is derived from the Greek word organon, itself derived from the better-known word ergon which means "organ" . Types of organization[edit] There are a variety of legal types of organizations, including corporations, governments, non-governmental organizations, international organizations, armed forces, charities, not-for-profit corporations, partnerships, cooperatives, universities, and various types of political organizations. Organizational structures[edit] The study of organizations includes a focus on optimizing organizational structure. Committees or juries[edit] These consist of a group of peers who decide as a group, perhaps by voting. Committees are often the most reliable way to make decisions. Ecologies[edit] Matrix organization[edit] Pyramids or hierarchical organization[edit] Organization theories[edit]
Strategische transformatie á la Mars Inc. Weblog Martijn Mademakers Geplaatst op 03-04-2014 door Martijn Rademakers 1514 x gelezen Beoordeling (2 stemmen): Managementdenker Peter Senge merkte ooit op: 'Through learning we re-create ourselves'. Toen Paul Michaels als eerste niet-familielid aan het roer van de ruim 100 jaar oude multinational Mars Inc. kwam te staan, trof hij een bedrijf met ernstige verschijnselen van achterstallig onderhoud. De gevolgen daarvan waren ernstig. De interne status-quo leidde tot versnippering en het herhalen van successen uit het verleden. Wat Michaels deed was op het eerste gezicht tegen-intuïtief: hij zette een strategische transformatie bij Mars.inc in gang, maar niet in ‘big bang’ stijl die velen bij een Amerikaanse multinational zouden verwachten. De ‘start slow, finish fast’ aanpak van Michaels bleek goed te werken. Peter Senge heeft de managementliteratuur in de jaren ’90 verrijkt met een mooi concept dat sindsdien veel in praktijk is gebracht: ‘de lerende organisatie’. Gerelateerde Artikelen
Systems analysis Systems analysis is the study of sets of interacting entities, including computer systems analysis. This field is closely related to requirements analysis or operations research. It is also "an explicit formal inquiry carried out to help someone (referred to as the decision maker) identify a better course of action and make a better decision than he might otherwise have made."[1] Overview[edit] The terms analysis and synthesis come from Greek where they mean respectively "to take apart" and "to put together". Information technology[edit] The development of a computer-based information system includes a systems analysis phase which produces or enhances the data model which itself is a precursor to creating or enhancing a database (see Christopher J. Another view outlines a phased approach to the process. Scope DefinitionProblem analysisRequirements analysisLogical designDecision analysis Practitioners[edit] See also[edit] References[edit] External links[edit]
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Strategy Strategy (Greek "στρατηγία"—stratēgia, "art of troop leader; office of general, command, generalship"[1]) is a high level plan to achieve one or more goals under conditions of uncertainty. Strategy is important because the resources available to achieve these goals are usually limited. Henry Mintzberg from McGill University defined strategy as "a pattern in a stream of decisions" to contrast with a view of strategy as planning,[2] while Max McKeown (2011) argues that "strategy is about shaping the future" and is the human attempt to get to "desirable ends with available means". Dr. Management theory[edit] Alfred Chandler wrote in 1962 that: "Strategy is the determination of the basic long-term goals of an enterprise, and the adoption of courses of action and the allocation of resources necessary for carrying out these goals Henry Mintzberg described five definitions of strategy in 1998: Military theory[edit] Strategies in game theory[edit] See also[edit] References[edit] Further reading[edit]
Albert Einstein: "Not everything that can be counted...