The change will ensure that everyone has the same accurate information and are on the same level of understanding. The change will also save time and make it much easier for employees to access information in a timely manner. The outcome would allow the company to gain organization, understanding, and effectiveness. The company change will allow progress that will lead to growth and will be beneficial for the company, employees, and the customers. The company would have to begin by generating a training plan for the employees to give them ability to access the system properly and effectively.
The new development had great impact on production such that it was delayed thus delaying delivery of the product by 30 percent. The management had no option but rather to outsource services for its assembly process from China. This called for comprehensive analysis of the situation leading hiring of consultancy services from Grunwald and Vogel. The intention of hiring Grunwald and Vogel was to help the company address the issue of late delivery that affected production. Based on the case study, risk factors that affected outsourcing process included ethical concern, quality and patent protection.
● Dexit has a strong experience management team that is highly knowledgeable in the area of ecommerce and electronic payment systems. ● Electronic payment is already acceptable practice by Canadian retailers and consumers. ● Product provides a fast convenience way of payment. ● Faster than using a debit/credit card. ● No direct competition in the market place.
2. The accelerated implementation of Information Technologies. That was a crucial decision made by CEMEX’s CEO Lorenzo Zambrano. The company’s IT department was targeted at creating a mechanism of information collection and making arrangements. Due to the constant flow of operational information, CEMEX management is able to keep up with all events in any of its plants and monitor their activities.
GES sales department and Customers are dissatisfied with the current processing time for loan applications by GF. Problem statement & Objective GF Loan application processing and is sub optimal with its inefficient resources utilization and is unable to commit to meet GEC’s objective of promising its customers “10 business days or less” processing time for loan approval. The objective of this case study is to analyze and recommend optimal loan approval process for GF analyzing capacity and bottlenecks in the system. Case Analysis and recommendations Current Model The above table summarizes the Average waiting time in the system (Ws*) based on the current model of processing the applications for each region. The applications processed in different regions take processing times in the system ranging from 15.29 to 37.23 days.
This effort called Technology Asset Reduction Security (TARS) was under way and all would begin the journey towards consolidation. Not only was this for security sake, but after the initial cost of spending money to consolidate a major amount of money would be saved in the end. At first the IT department heads were not impressed by getting rid of anything in the inventory, but as time went on they did start to see this as an opportunity. A strong emphasis was put on justifying every piece of technology purchased. The Chief Information Officers (CIO) was now looking at everything we purchased.
They don’t have efficient control system that can oversee from designing and planning to manufacturing along with suppliers. For example, Dreamliner was aimed to reduce the financial risks involved in a $10 billion-plus project for designing and developing a new aircraft and reduce the new product development cycle time. But with the trouble getting enough permanent titanium fasteners, Boeing has to highly dependent on a few suppliers. This will inevitably increase cost. With bad communication, various manufacturers can’t design a proper software program for test the nose
Internal Issue: There is a misalignment of IT Strategy and the whole business strategy in RCCL. RCCL’s corporate strategy is to enhance customer experience, reduce cost, and increase revenue. All these three strategies need technological support from IT department. However, Murphy’s Leapfrog Project was shelved due to financial problem. Causes Analysis: As to external issues, there are mainly three reasons causing overall industry downturn.
VSM has helped reveal this by developing a simple model where all processes in the supply chain are easily monitored and seen. It helps evaluate the net worth of each process. Thus redundant processes are eliminated and thus saving costs. The production elements are well monitored. This facilitates smooth flow in the management of the supply chain.
Problem 1: Funding Problem Identification One of the main problems of the NASA Goddard Space Flight Centre in order to achieve long term effectiveness was the issue of lack of funding and funding not to be used for knowledge management and just by project managers. Implementing knowledge management effectively is very costly and after the Columbia tragedy there was increasing pressures to cut taxpayers money towards NASA. “Taxpayers supply bout 2.5 to 3 billion dollars associated with specific mission related activities and we fund the institution through those” (Yemen, G. and Clawson, J. G. 2004, pg 8). It is hard to break the funding from mission specific and contribute some of the funding towards knowledge management activities. As Goddard was a “project-centric organisation” there was tough competition for funding.