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"The Goal: A Process of Ongoing Improvement", 2005.
A discussion of the book, "The Goal: A Process of Ongoing Improvement," by Eliyahu M. Goldratt and Jeff Cox.
1,745 words (approx. 7.0 pages), 1 source, MLA, $ 56.95
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Abstract
This paper summarizes and critically reviews the book. It explains how "The Goal" is written as a novel about a fictitious manufacturing plant and a fictitious manager named Alex Rogo, who has three months to turn his struggling, money-losing plant around or face plant closure. It explains that the book is a business-orientated guide book on a very wide range of business topics.
From the Paper
"The book is well written and very easy to read, even though it covers some quite complicated and complex principles. By using examples from the plant and from Alex's personal life, the authors make their points effectively, by showing how Alex implements them and makes them work. The book has a happy ending, but Alex has to work for it, and as the reader follows him through the process, it makes it more real, and helps the reader understand it more fully. This is an interesting approach to a business text, but it works. Most business and inspirational books are rather dry reading, but following Alex through his fictional adventures is more appealing and more realistic. More business books should follow this example, and create fictional worlds for the reader that they can then apply to their own particular circumstances. If there was anything to criticize about this book, it is the personal details of some of the employees. A manager should know these things, but they sometimes bog the book down."
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Process Improvement, 2004.
A discussion of process improvement using business process-modeling methods.
1,870 words (approx. 7.5 pages), 4 sources, MLA, $ 59.95
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Abstract
This paper looks at how, in today?s competitive environment, organizations need to assess and evaluate the efficiency and effectiveness of business processes across the organization. It examines how, because of this, simulation for modeling has become a significant strategy for various industries, including manufacturing, communications, logistics, and health care. It explores how modeling enhances a company?s ability to know its business, improve performance, and increase its ability to remain competitive, and how the fundamental modeling tools, techniques, and approaches can be the catalyst for creating a world-class organization.
From the Paper
"There are many other examples of the benefits of using discrete event simulation modeling as evidenced by Hlupic and Robinson. One example is when Robinson helped develop a high-level simulation model for an automotive company?s manufacturing operation. There were three plants in close proximity of each other, each handing a different assembly responsibility. The company wanted a simulation model to help determine their facility needs, plant workflow and scheduling patterns. They needed to implement changes to meet increasing customer demand and they had to be sure that the improvements would enable them to handle product diversification to meet customer demands."
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Process Improvement Assessment, 2006.
A discussion regarding the total quality management program being used by Advanced Radiology.
1,350 words (approx. 5.4 pages), 2 sources, $ 53.95
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Abstract
This document discusses a description of a process improvement activity utilizing an as-is and a to-be flow chart. The principles of Six Sigma are relied upon to supply the theoretical and practical devices necessary to improve the process. Additionally, an estimation of the overall effectiveness of the improved process is offered while a discussion of the quality simulation is included to close the document.
From the Paper
"Advanced Radiology is implementing a Total Quality Management (TQM) program with the specific intent of improving its internal operating processes. Quality research stipulates that executive leadership must champion the need for change which is spearheaded through the TQM program and Advanced Radiology is no exception (Avery & Zabel, 1996). The TQM implementation project follows the standard DMAIC (define, measure, analyze, improve, control) format in both structure and content and will result in a more efficient process that can be modeled for other business process reengineering (BPR) initiatives planned in the future. TQM Implementation In order to ensure project success Advanced Radiology ownership and management have committed funds, discussed later in this document, as well as the other necessary resources to ensure TQM program success."
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Improving Business Processing, 2002.
An examination of how to improve business production and how this benefits industry.
2,084 words (approx. 8.3 pages), 1 source, MLA, $ 65.95
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Abstract
This paper looks at Business Process Improvement. It is described as a process aiming to shift the focus from the quality of goods to productivity, cost reduction and increased customer satisfaction. The writer bases the paper on James Harrington?s work ?Business Process Improvement: The Breakthrough Strategy for Total Quality, Productivity, and Competitiveness?. The paper analyzes three main areas. Organizing for process improvement, understanding the process characteristics and streamlining.
From the Paper
"Regardless of the industry, all companies can benefit from removing barriers that interrupt the flow of work and streamlining processes to reduce waste and lower costs. The best way to do this is through business process improvement (BPI), which is critical in cutting costs and improving competitive strategy. According to Harrington, one of the most important aspects of implementing BPI is managerial support . When initiating BPI into a business, it is important that the mangers understand exactly what BPI is and how it will benefit the company. Harrington suggests forming an executive improvement team (EIT) to oversee the BPI process."
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Total Quality Model, 2007.
A description of continuous quality improvement (CQI) methodology and how it is useful in a process improvement plan for Performance Food Group (PFG).
1,114 words (approx. 4.5 pages), 5 sources, MLA, $ 38.95
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Abstract
This paper discusses numerous total quality (TQ) models and methodologies and how they exist to support the creation and implementation of quality management process improvement plans. The paper focuses on the continuous quality improvement (CQI) methodology and explains how the methodology is useful in a process improvement plan for Performance Food Group (PFG).
Table of Contents:
Abstract
Total Quality Model and Methodologies
PFG Process Improvement Needs
CQI Origins, Features and Benefits
CQI Incorporation in PFG Strategic Plan
Conclusion
From the Paper
"Quality is a significant and a powerful force in a competitive business environment. Organizations understand that enhancing operational processes to improve quality in products and services positions the organization at an advantage over the competition. Such value-added benefits of quality contribute to the desire of organizations to implement Total Quality Management (TQM) concepts into organizational standard business practices. Numerous Total Quality (TQ) models and methodologies exist to support the creation and implementation of quality management process improvement plans. This paper centers on the Continuous Quality Improvement (CQI) methodology and explains how the methodology is useful in a process improvement plan for Performance Food Group (PFG)."
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Operations Improvement Plan, 2005.
Presents an operations improvement plan for a human resources selection process.
3,450 words (approx. 13.8 pages), 7 sources, APA, $ 119.95
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Abstract
This paper, including an abstract, presents an operations improvement plan for a human resources (HR) department's recruitment and selection process. The paper makes recommendations regarding the workflow process, the reengineering of the HR system, and incorporating corporate goals into HR's modus operandi.
From the Paper
"This paper describes the problems that the Human Resources HR department has encountered in using its current system for recruiting new employees. Through an operations improvement data analysis the causes of those problems ..."
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Business Process Reengineering, 1999.
An analysis of what is a radical restructuring of a business process to dramatically improve the service level, reduce the total process time, activity cost, inventory cost, and waiting time of a process or of an entire organization.
1,296 words (approx. 5.2 pages), 7 sources, $ 43.95
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From the Paper
"BPR is essentially a radical restructuring of a business process to dramatically improve the service level, reduce the total process time, activity cost, inventory cost, and waiting time of a process or of an entire organization. One of the major components of BPR is to eliminate all non-value-added activities in the business process. Some of the activities, according to Kevin Tumays? article, include: ?combining duplicate activities, eliminating multiple reviews and approvals, the reduction of batch sizes, outsourcing inefficient activities, eliminating movement of work, and organizing multi-functional teams?.
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The Continuous Improvement Model, 2004.
This paper discusses the continuous improvement process, a project management improvement tool used to design training programs, and its application to schools.
2,095 words (approx. 8.4 pages), 11 sources, MLA, $ 65.95
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Abstract
This paper explains that a continuous improvement process relies on the collection of accurate data about how people are performing a task, which is used to design training programs that better prepare people for the work expected of them. The author points out that school systems have been some of the first venues to embrace continuous improvement systems because there is a natural fit between the educational system and an overall organizational or management approach that emphasizes the importance of continuous learning. The paper relates that schools have integrated a continuous improvement model into their overall project management frameworks to improve the situation of both teachers and students. Charts.
From the Paper
"The best fit between worker and organization can often be achieved through a multi-level process. At the first stage of this process the organization uses certain criteria (which may include formal measures such as whether an individual holds a specific degree or more informal measures such as whether a person is detail-oriented) to screen out as well as to select certain individuals. This helps to ensure that those who enter a training program (or who begin to work at an organization) have the right basic tools with which to do the job)."
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Performance Improvement, 2002.
A paper which discusses the meaning of performance improvement, different methods and first steps in improving a business.
2,850 words (approx. 11.4 pages), 9 sources, APA, $ 84.95
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Abstract
The paper shows that the current competitive business environment has resulted in a number of performance improvement methods becoming popular. The paper analyzes some of these methods and shows similar characteristics. Two of these characteristics are an increasing focus on the customer and an emphasis on building relationships. These two characteristics are recognized as key success factors for an organization. The paper discusses these two success factors and shows that an organization must change internally to focus on these two success factors. It explores how these changes create an underlying culture that supports a focus on the customer and on building relationships. This underlying culture can then be built upon to adapt to changing times and to continue improving business performance.
Table of Contents
Concepts of Performance Improving - The Best Value Approach
The Value Network Approach
Servqual - The Product-Service Mix Approach
The Balanced Scorecard
Organizational Analysis and Improvement - Key Success Factors
Employee Motivation
Building Relationships
From the Paper
"However, before these changes can be made, the organization itself needs to change. Systems that involve customer focus cannot be successful until the employees and the organization as a whole are motivated towards the customer focus. The same applies to the focus on building relationships. Therefore, a change in the focus of the organization is required. The culture needs to change from one that is self-centered to one that puts the customer first and strives to be collaborative, not competitive. This involves considering how to motivate employees towards the changes and also how to create an environment where relationships can be built."
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Performance Improvement, 2006.
A detailed discussion on performance improvement within a company.
1,665 words (approx. 6.7 pages), 3 sources, MLA, $ 54.95
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Abstract
This paper defines performance improvement within an organization using the "system's thinking" approach. This approach aims to improve performance amongst employees and hence the company. It discusses its implementation, benefits, obstacles and how to rate the system. The paper also offers graphic representation to qualify points made.
Table of Contents:
Details of what a Performance Improvement Project Is
Rate Organization's Performance in this Area
The Obstacles to Improving Performance in this Area that Currently Exist
The Benefits that an Organization would Result from this Performance Improvement Project
The Metrics that will be Used to Measure this Project and How those Metrics Align with the Mission and Goals
The impact of this Performance Improvement Project
Strategies and Approaches could be Used to "Sell" the Project to Management
References
From the Paper
"The main obstacles exist in the area of employee education and training. Since most employees are not clear on the subject of systems thinking, they do not understand how it can be used for performance improvement. This is acting as a major problem in implementing this approach completely. For this reason, the staff almost appears incapable of thinking as part of the whole. Another major problem was that firm had failed to notice this learning problem and since it had not yet been identified, nothing serious had actually been done. In the book, The Fifth Discipline, the author, Senge, had explained some reasons why a firm's employees may fail to think interdependently."
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The "STEP" Improvement Plan, 2007.
This paper discusses the "STEP" improvement plan, which is designed to improve the teaching and learning environment at all grade levels.
1,330 words (approx. 5.3 pages), 2 sources, APA, $ 44.95
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Abstract
This paper explains that the main goal of the "STEP" improvement plan, which is an acronym for "Students and Teachers Educationally Prepared", is to provide teachers with the professional development and proper tools to educate students with technology, updated materials and content that are geared to promoting cultural diversity in an interactive learning environment. The author provides a detailed example of how the "STEP" works would be used by a teacher for a month of teaching math or science. The paper stresses that many U.S. students are not able complete math and science at their current grade level because of the lack of quality materials and curriculum; therefore, it is essential to provide the students with the "STEP" improvement plan, which contains lessons and materials that will increase their chances of passing standardized tests.
Table of Contents:
Introduction
Statement of Need
Plan Description
From the Paper
"After presenting a specific test related topic to the class, the teacher will assist the students with completing research on the computer and network with international pen pals to complete the assignment. All student work will be closely monitored by the teacher through use of the internet. The student's activities, research and communications will be tracked and graded by the teacher. Students will submit all assignments through the website."
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School Program Improvement Plan Analysis, 2006.
An analysis of the aims and implementation strategies for a school program improvement plan, focusing on Minnesota School District # 279.
1,052 words (approx. 4.2 pages), 3 sources, APA, $ 36.95
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Abstract
This paper analyzes the program improvement plan guide of Minnesota School District # 279. It presents the general aims of a school improvement plan and the areas in which the program aims to support the schools. The paper then looks at how a program could be implemented into a school. Finally, the paper focuses on Minnesota School District # 279 and how the program could be implemented there.
Table of Contents:
School Program Improvement Plan
How is it Undertaken?
The Program Improvement Plan Process Guide of District 279
From the Paper
"The process of improving a school program is a continuous one, it evolves as needs arise. Therefore, implementation and conceptualization is not easy. It needs to be constantly assessed and tested if the program still works according to the demand of the time. The plan to improve the school program is undertaken by a committee or team through the following key steps: a.) Select a reform model, by first assessing the needs of the school so you can decide on which models to adopt, building a knowledge base, becoming familiar with school reform models, determining evidence of effectiveness, making informed selection, and finalizing arrangements with model developer. b.) Design a comprehensive program by reallocating resources and developing action plan. c.) Implement the program by providing leadership, fostering positive relations between administrative staff and the community, looking for early successes, managing the plan, securing external support, checking for possible abrupt improvements. d.) Use evaluation for continuous school improvement by setting standards, promoting a climate for data-driven accountability, monitoring implementation, planning changes, evaluating outcomes, using multiple measures, informing stake holders and creating a user friendly data storage system."
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The Business of Home Improvement, 2004.
A comparative analysis of the home improvement and construction companies, Home Depot and Lowe?s.
1,596 words (approx. 6.4 pages), 6 sources, MLA, $ 52.95
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Abstract
This paper examines how Home Depot is the leading retail marketer of home improvement products, furnishings, and equipment related to the home improvement industry. It looks at how it has become a ubiquitous brand name, virtually synonymous with the home improvement industry. It also explores Lowe?s, its dominant competitor, and shows how, although quite similar in their target audiences and in the products they purvey, Home Depot and Lowe?s are characterized by different marketing structures and have developed rather different goals, boundaries, and activity systems in terms of sales per store and desired customer base.
Outline
Introduction: Home Depot vs. Lowe?s History
Background on Lowe? s
Background on Home Depot
Comparison Between the Two Home Retailers Image
Goals-Boundaries-Activity Systems (GBAS Model)
Conclusion and Recommendations
From the Paper
"The company serves more than ?seven million do-it-yourself and commercial business customers each week through 875 stores in 45 states.? Lowe's advertises its relative smallness and intimacy as a purveyor, and also its community service, such as its contributions to ?civic groups with public safety projects? through which it shares ?important home safety and fire prevention information with neighborhoods across the country.? Also, it states in its company mission ?Lowe's is committed to understanding and reflecting our communities' diverse cultures in our staffing, business partnerships and the products we sell. We are committed to making diversity and inclusion a natural part of the way we do business.? (?About Lowe?s, 2004)"
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Continuous Improvement Model, 2002.
An examination of schools as sites of continuous improvement models.
2,097 words (approx. 8.4 pages), 11 sources, MLA, $ 65.95
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Abstract
This paper examines how misunderstandings and misconceptions about potential job vacancies can, in large measure, be prevented by using some of the tools from project management improvement that focus on providing iterative changes and corrections. It looks at how such a continuous improvement process relies on the collection of accurate data about how people are performing a task, which are then used to design training programs that better prepare people for the work expected of them. In particular, it focuses on education and shows how schools that have been the most successful in implementing continuous improvement models into the overall management of personnel have been those that have been most willing to allow a high degree of democracy in their workings.
From the Paper
"At each of these stages ? from initial interview to later promotions ? information can be gathered about what each individual does well and where his or her weaknesses are and so where he or she needs additional help and training. There is an inherently good fit between a continuous improvement process and a project management perspective because a continuous improvement process provides the kind of detailed, accurate step-by-step data that is essential to implement any project management methodology. However, simply because there is such an inherently (or potentially) good fit between the two does not mean that the potential that continuous improvement processes have to inform a project management perspective is necessarily always carried out in the world of the real workplace."
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The Home Improvement Retail Industry, 2004.
This paper analyzes the home improvement retail industry, with specific focus on two organizations: Home Depot and Lowe's.
3,635 words (approx. 14.5 pages), 9 sources, MLA, $ 101.95
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Abstract
This paper explains that the home improvement retail industry, which today is a booming success, began with large wholesalers selling building supplies to the American public in the early 1900s. By the 1920s, the store sizes decreased and became the first "mom and pop" style hardware stores, which are now being replace by warehouse-style "big boxes" that have taken over the industry today. The author points out that the major companies of this industry, Home Depot and Lowe's, build and operate "big box" stores, which can sell products at lower prices because of their heavy customer volume. The paper states that, once a company like Home Depot and Lowe's establishes a base, the difference in their success is customer service and building customer loyalty.
Table of Contents
Introduction
Home Improvement Retail: A Brief History
Economic Features
Porter's Five Competitive Forces
Driving Forces
Competitive Position of Major Companies
Competitor Analysis
Key Success Factors
Industry Outlook
From the Paper
"The most basic economic feature is the industry's market size and growth rate. According to the National Retail Hardware Association's (NRHA) annual industry report, the industry produced $208 billion in sales revenues for the year 2003. This is nearly double from 1993's total sales revenue of $110.2 billion. Home improvement retail accounts for over 30% of the entire specialty retail industry of which home improvement retail is a sub-industry. In addition to a large market size, the home improvement industry has seen a yearly industry average growth rate from 1997 to 2003 of 6.7%. Further, the industry is projected to grow at a rate of 5.2% per year until at least 2008."
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