ERP The Dynamics Of Supply Chain And Process Management 2nd Har/cdr Edition Avraham Shtub, Reuven Karni - Solutions

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Have I further expanded the purpose? The purpose of (response to#2) is to . . . ?
Have I expanded the purposes of addressing this problem? The purpose of (response to #1) is to . . . ?
What am I trying to accomplish?
Choose one of these goal statements as the goal to use in addressing the problem posed in the scenario. Describe your rationale for selecting this statement.
Choose two types of goal statements from the above list (e.g., a andb, a andd, c and e). Your goals for the scenario below should be stated using the two types of statements you selected; each type has two, so your goal should be stated four ways. List the pros and cons of each type of goal
Review the different types of goal statements:a. Positive or negativeb. General or specificc. Clear or uncleard. Simple or multiplee. Implicit or explicit
State the problem in the scenario.
Read the following scenario.
Now, think about those experiences from the perspective of the systems model you chose in #2. Describe any additional understanding of the experience that you may have when viewing it from a systems perspective, then write your responses in a table similar to the one below.
Review your responses to the Chapter 1 Exercise. Look at both your excellent quality experience and your poor quality experience, paying particular attention to how you described the manager’s role or influence.
Choose one that you can best relate to at this time.
Review the four systems models presented in this chapter:• OSD Model• Three Core Process Model• Socioecological Model• BNQP Healthcare Criteria for Performance Excellence Model
Explain how these system characteristics are expressed in the case.
Review the system characteristics that contribute to dynamic complexity:• Change• Trade-offs• History dependency• Tight coupling• Nonlinearity
Read the case.
On the basis of your observations above, describe why it is important for healthcare managers to understand quality.
Think of an experience where you received or observed excellent quality.This experience may have been as a customer, as a patient, as a provider, or as an employee. Describe the factors that made this an excellent experience and how you felt as a result of this experience. Include a
Next time you experience a' moment of truth' notice how well it goes and think about why that is the case in terms of the issues raised in section 16.4.2.
Select any service with which you are familiar, how important are each of the SERVQUAL dimensions to you in that service, and what gaps did you notice, last time you experienced it?
Try to remember a negative service experience from your past; what made it had? Frame your answer in terms of the SERVQUAL. dimensions.
Try to remember a positive service experience from your past; what made it good? Frame your answer in terms of the SERVQUAL dimensions.
Taking any organization of which you have a reasonable knowledge and consider how you might go about setting up a process improvement initiative. How about turning it into a learning organization?
Whatis the relationship between learning and continuous improvement?
If you have ever been involved in a process improvement or change activity, consider how successful it was and try to understand the reasons for the success/failure. If you have never been directly involved use a case study from the literature for the same purpose.
Consider an organization you know well. Imagine you discover unethical practices taking place within it. What would it take to make you act as a whistle-blower? And what might dissuade you?
If your company believes that it should not take contracts from organizations allied to the military, what should it do if taking an MOD contract were the only way to avoid redundancies and the associated effects on the workforce?
What ethical stance do you consider appropriate for an organization? Is this different than for an individual? Does it depend upon the type of organization?
What is your personal experience of performance appraisal and/or performance related pay? Consider the arguments made in this chapter, which best fit your experience? Ask others for their experiences and see if you can build up a picture.
Consider any organization you are aware of from work, study or the media. How do they manage people? Do people in those organizations feel important?
For the same organization, describe their approach to resource management.
Consider an organization with which you are familiar (perhaps your University, or a company which you have worked for) and describe their approach to partnerships.
Why do you think the idea of competitive tendering is so popular?
Conduct a process planning exercise for a fast food outlet. What are the key outcomes, and what needs to be controlled to ensure they happen?
Can you think of an example where one process in dependent upon another in your experience? What happens if the process dependency is not considered by those managing the process?
What are the management implications of an out of control process?
What are the management implications of an incapable process?
Why is it important that a process is in control before process capability is calculated?
How effectively are these deployed throughout the organization?
Consider an organization which you know well. What are the Vision, Mission and Values of that organization?
What are the key aspects of the Hoshin Kanri approach which set it aside from traditional approaches?
How important is integrity to a leader in your opinion? Can you give examples to support your views?
What is your personal leadership style? What benefits and problems does it generate for you and the organization?
Consider any leader you are aware of from study or the media. Do they conform to the myths set out in the text, or do they transcend that?
Taking your example from question I put yourself in the place of the supplier; how might you access customer requirements such as the ones you noted?
Categorise your requirements revealed through the value you perceive into 'Basic Quality, 'Spoken Performance' and 'Excitement Quality' features.
Consider a favourite product or service of yours. What is it you value, and what matters most? Can you develop clear requirements from this?
How would an organization get the best out of an ISO 9000 Standard application?
Think about Deming's 14 points. How effectively does ISO 9000 address them? Are there any which are not adequately addressed? Do the same for the EFQM model.
Select one of the EFQM Model enablers and consider the impact that excellence in that enabler might have on each of the results categories. Remember to think about the mechanism by which the impact will happen.
Consider a decision made by an organization you know reasonably well (perhaps your University or employer) and apply SoPK thinking to it? How might this have improved the outcome?
How does SoPK link to the 14 points?
Consider the 2007 financial crash. How might a consideration of the issues from an SOPK perspective help to avoid a recurrence?
What arguments would you use to persuade the organization in question 2 to adopt Quality Management?
Consider an organization with which you are familiar (perhaps your University, or a company which you have worked for) and describe evidence of Traditional Approaches' being pursued.
What is the relationship between the concept of 'waste' and 'Cost of (poor) Quality'? What would be the relative strengths and weaknesses in driving change by using the CoQ approach?
What would be the implications for the focus of Quality management approaches for the two organizations? Which aspects would be consistent, and which would vary?
Answer question 1 for a 'commodity' manufacturer producing cheap clothing. How do the drivers differ?
Customer value is a key theme of the definitions of 'Quality' in this chapter. What would you believe to be the key drivers of customer value for a lifestyle brand such as Apple?
9. Business process improvement is often referred to as business process“optimization”. Local optimization implies that an individual process is brought to the level of “best practice”; whilst global optimization implies that the end-to-end chain functions at its best, even though some of
8. Cochran (Sect. 13.9) states emphatically that “once competency needs have been determined for the full range of personnel performing work affecting quality, the organization must compare individuals to the competency needs for their functions and identify where gaps exist. Training and other
7. The five maturity levels (Table 13.8) in our process performer maturity model – “unaware”, “aware”, “systematic”, “refined”, “innovative” – are based on the LESAT model (see Sect. 13.8). Other published business process maturity models provide other names for these
6. One of the measures of process performance is flexibility (Sect. 13.3 (b) (4)). However, one of the aims of process maturity is standardization (Table 13.8: dimension: process execution; level: systematic). Each has different objectives. often contradictory. (a) What are the aims of process
5. One of the measures of process performance is time (Sect. 13.3 (b) (1)), comprising service time, queue time (no resources available) and wait time(lack of synchronization with other processes). If we study the first three suggested improvements to the telesales process (Table 13.4) we have:•
4. We have termed one of our change foci “Informatics” (Sect. 13.3 (a)), covering data, information and knowledge. The number of definitions of the terms “data”, “information” and “knowledge” is almost as large as the number of authors contributing to the field (Allweyer 1998). In
3. In Sect. 13.8 two examples have been given of a redesigned neighborhood within the telesales process flowchart and process activity table (PAT). (a) Carry out an independent redesign of the relevant process neighborhood for each of the improvements detailed in Tables 13.4, 13.5 and 13.6. (b) Is
2. In Sect. 13.13 we have illustrated a four-level design focus maturation analysis for the telesales process within the framework of a Wholesale enterprise. (a) Select a process from the "Hotel Front Desk" reference model (Table 3.2) and perform a two-level analysis: (1) process within main
1. In Sect. 13.13 we have illustrated a four-level design focus maturation analysis for the telesales process within the framework of a Wholesale enter- prise, starting from the process being redesigned: "Outbound order acquisition". (a) Carry out a four-level design focus maturation analysis for
4. We have identified three action-oriented analyses (Sect. 12.3.4 (d)): (a) Determine to which management area the action belongs (plan/execute/ control). This influences factors such as the action time window, the vocabulary of the procedure or specification, and the category of worker addressed.
3. Three types of gap analysis have been defined (Sect. 3.2 (o)): Type I –analysis of the differences between a reference model and specific enterprise requirements; Type II – analysis of the differences between enterprise requirements and vendor model offering; and Type III – analysis of the
2. Certain processes are “interface processes” (Sect. 12.2 (e)): they are concerned with the handing over and receipt of information and goods between links or partners in the supply chain. These processes can be identified and subsequently analyzed at the flowchart level to ensure both
1. The conventional Pareto analysis requires raw data (in our case the process suite) to be categorized as the analysis is carried out on categorized, not on raw data. We have used the action verb directly as being sufficiently powerful to “categorize” or characterize a process action. (For a
10. “Learning is a never-ending process.” Discuss the implications for individuals and organizations.
9. Discuss the role of computers in individual and organizational learning.
8. What is the difference between individual learning and team learning in a class learning how to use e-mail?
7. Explain the role of simulation in team building. Discuss two examples.
6. Develop a training program for a new individual hired as a waiter in a restaurant. Is there a need for team building and team learning in this case?
5. Explain the difference between a group of individuals and a team. Give an example of each and discuss the transition process between the two.
4. Compare the teaching methodology in elementary schools and the methodology used in universities. Discuss the applicability of each to the training of new employees in your organization.
3. Explain the difference between on the job training and other forms of training;discuss the pros and cons of each form.
2. Explain the effect of repetition on quality. Is this a learning effect?
1. Discuss two mechanisms for individual learning.
10. Develop the ten most important steps in implementing ERP in an organization.
9. Use the problem solving methodology discussed in this chapter to solve the problem of finding the best way to teach operations in a business school setting. Explain each step in the process and the results of your analysis.
8. What are the relationships between input/output analysis and CRP?
7. Explain what kind of control is needed in:• The purchasing function in a manufacturing enterprise• The production function in a manufacturing enterprise• The marketing function in a manufacturing enterprise• The distribution function in a manufacturing enterprise
6. What kind of monitoring and control system is used in a supermarket to support the decision on the number of open checkouts?
5. Suggest a policy and a control system for an emergency call center (e.g., 911 in the USA).
4. Explain the decisionmaking process that should be applied in a business school when a new student is considered.
3. Suggest a goal and performance measures for the emergency room in a hospital and develop a set of managerial policies based on the goal and performance measures.
2. Suggest one or more goals and performance measures, and develop a set of managerial policies based on the goals and performance measures, for:• The call center of a mobile phone provider• The emergency room in a hospital• A fast food establishment• The purchasing function in a
1. Explain the difference between policies and actions.
10. Are throughput and capacity for the above contexts definable? Do these definitions have any common characteristics? If so, what are they? If not, why?
9. How would you define and measure the throughput and capacity of the following:???? a bakery????? a restaurant????? a fast food eatery????? an airliner????? a call center????? a parking lot????? a highway????? an elevator????? a print shop?
8. Suggest a methodology for rough cut capacity planning in a hospital.
7. Under what conditions do the estimates produced by rough cut capacity planning equal those produced by the Capacity Requirement Planning logic?
6. Explain the difference between a regenerative MRP system and a net change MRP system.
5. How does an increase in the MPS gross requirements affect the available-topromise quantity?
4. How does an increase in quantity in the MPS gross requirements affect the MRP output? Use the gross-to-net and time-phasing logic in your explanation.
3. Explain the difference between the MRP concept and the ERP concept.
2. Discuss the differences between the EOQ model and the MRP logic. Under what conditions, in your opinion, does the EOQ model outperform the MRP logic?

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ERP The Dynamics Of Supply Chain And Process Management 2nd Har/cdr Edition Avraham Shtub, Reuven Karni - Solutions

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