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Process Simulation and Optimization in Sustainable Logistics and Manufacturing
by Pawel Pawlewski Allen GreenwoodThe aim of this book is to present qualitative aspects of logistics operations and supply chain management which help to implement the sustainable policy principles in the companies and public sector's institutions. Authors in individual chapters address the issues related to reverse network configuration, forward and reverse supply chain integration, CO2 reduction in transportation, improvement of the production operations and management of the recovery activities. Some best practices from different countries and industries are presented. This book will be valuable to both academics and practitioners wishing to deepen their knowledge in the field of logistics operations and management with regard to sustainability issues.
Process Simulation and Parametric Modeling for Strategic Project Management
by Dennis Anderson Peter J. MoralesProcess Simulation and Parametric Modeling for Strategic Project Management will offer CIOs, CTOs and Software Development Managers, IT Graduate Students an introduction to a set of technologies that will help them understand how to better plan software development projects, manage risk and have better insight into the complexities of the software development process. A novel methodology will be introduced that allows a software development manager to better plan and access risks in the early planning of a project. By providing a better model for early software development estimation and software development, managers will be better equipped to make more effective project portfolio investment choices. Moreover, the methodology will allow the software development manager to continually simulate scenarios throughout the lifecycle of the project and determine plausible alternatives before the risk becomes a reality.
Process of Going Public in the United States
by Gregory S. MillerSummarizes the process of going public: the steps for SEC approval, the role of the SEC, and the roles of major players such as underwriters and printers.
Process of Strategy Definition and Implementation
by Clayton M. Christensen Jeremy B. DannStrategy definition is not a short, discrete process. Rather, outside influences (market, political, technological, etc.) and the company's own resource allocation process continually reshape an organization's strategy.
Process!: How Discipline and Consistency Will Set You and Your Business Free (The EOS Mastery Series)
by Mike Paton Lisa GonzálezThis deep-dive into the revolutionary EOS method to strengthen a company&’s process component will help leaders at all companies—from early stage startups to established corporations—run better businesses and live better lives. Part of the TRACTION Library, Process! proves that a high-level, 20/80 approach to getting your core processes &“followed by all&” will help you: Get consistently exceptional results Improve and innovate as necessary Free yourself to live your ideal life If you own, run, or lead in a fast-moving business, you&’re likely driven by passion and a desire to be free. Many leaders mistakenly believe instilling rigor and discipline for process throughout your organizations will inhibit freedom. They couldn&’t be more wrong. It&’s when you&’re stuck in the day-to-day, putting out fires and cleaning up messes, that passion turns to frustration. Freedom seems somewhere between elusive and impossible. The secret to getting unstuck is process. This inspiring, informative field guide will prove it&’s possible to establish rigor and discipline for process while also increasing creativity, flexibility, and innovation. Process! will help you identify a handful of core processes that make your business uniquely valuable. You&’ll learn how to document and simplify the major steps in those processes so they can be done the right and best way, every time. Finally, you&’ll execute a simple, step-by-step plan that is helping more than 10,000 entrepreneurs around the world consistently get the results they want.
Process-Based Software Project Management
by F. Alan GoodmanNot connecting software project management (SPM) to actual, real-world development processes can lead to a complete divorcing of SPM to software engineering that can undermine any successful software project. By explaining how a layered process architectural model improves operational efficiency, Process-Based Software Project Management out
Process-Centric Architecture for Enterprise Software Systems
by Parameswaran SeshanThe increasing adoption of Business Process Management (BPM) has inspired pioneering software architects and developers to effectively leverage BPM-based software and process-centric architecture (PCA) to create software systems that enable essential business processes. Reflecting this emerging trend and evolving field, Process-Centric Architecture for Enterprise Software Systems provides a complete and accessible introduction explaining this architecture. The text presents, in detail, the analysis and design principles used in process-centric architecture. Illustrative examples demonstrate how to architect and design enterprise systems based on the business processes central to your organization. It covers the architectural aspects of business process management, the evolution of IT systems in enterprises, the importance of a business process focus, the role of workflows, business rules, enterprise application integration, and business process modeling languages such as WS-BPEL and BPML. It also investigates: Fundamental concepts of process-centric architecture style The PCA approach to architecting enterprise IT systems Business process driven applications and integration Two case studies that illustrate how to architect and design enterprise applications based on PCA SOA in the context of process-centric architecture Standards, technologies, and infrastructure behind PCA Explaining how to architect enterprise systems using a BPMS technology platform, J2EE components, and Web services, this forward-looking book will empower you to create systems centered on business processes and make today's enterprise processes successful and agile.
Process-Driven Applications with BPMN
by Volker StiehlHow can we optimize differentiating business processes and exploit their full potential? Here Volker Stiehl provides answers, utilizing the various options that the BPMN (Business Process Model and Notation) standard offers for planning, implementing and monitoring processes. The book presents an approach for implementing an architecture for applications that strives to find a balance between development and maintenance costs, sustainability, scalability and fault tolerance; that meets flexibility requirements without becoming inordinately complex itself; and that keeps the end application as abstract as possible from the system landscape in which it operates. Based on the semantic enhancements found in version 2. 0 of the BPMN standard, which have made it possible to execute process models, his approach exploits BPMN to create and run complete application architectures. In this context, BPMN is not just used to model the business processes of the application, as the "B" in BPMN might suggest; but also to model and execute the integration processes between the systems. Throughout the book, the software package SAP Process Orchestration is used to illustrate the implementation of the proposed architecture, yet all recommendations are intentionally kept generic so that they can be implemented on any other comparable platform as well. Software architects, IT managers, software developers and project managers, as well as students of information and business technology will find the book a valuable resource. The proposed application architecture offers them a detailed blueprint, the principles of which they can use to plan and implement process-driven distributed applications.
Process-Mining: Geschäftsprozesse: smart, schnell und einfach (essentials)
by Ralf Peters Markus NaurothDie Autoren geben einen praxisorientierten Einstieg in Process-Mining mit unternehmensbezogenen Anwendungsfällen und einer Marktübersicht der Software, die hilft, Geschäftsprozesse schnell, smart und einfach zu gestalten. Auf Basis von Log-Daten der Geschäftsvorgänge erstellt Process-Mining automatisch Modelle der Ist-Abläufe, kann diese mit Soll-Abläufen vergleichen und helfen, Geschäftsprozesse zu optimieren. Weitere Anwendungen von Process-Mining sind u.a. Governance, Risk und Compliance Management, IT-Migration und -Implementierung sowie Entwicklung digitaler Geschäftsmodelle. Process-Mining ist gerade auch für kleinere und mittelgroße Unternehmen von großer Bedeutung für die Wettbewerbsfähigkeit.Die Autoren Ralf Peters ist selbstständiger Unternehmensberater und Interimsmanager. Er unterstützt Unternehmen in Transformationsphasen, bei Post-Merger-Integrationen, IT-Implementierungen sowie dem Einsatz von Process-Mining. Prof. Dr. Markus Nauroth lehrt Wirtschaftsinformatik an der Hochschule Mainz und verantwortet u.a. als Studiengangleiter den Bachelor-Studiengang Angewandte Informatik. Zuvor war er als Unternehmensberater in London und New York tätig.
Process-Oriented Dynamic Capabilities
by Ralf PlattfautThis book introduces a process-oriented dynamic capability framework to study both, service innovation and Business Process Management (BPM). Results from applications in several case studies and surveys are reported. They reflect, e. g. , capability development and maturity models. Based on these findings, a method to support service innovation is introduced. This method can help organizations in developing new service business models in a more effective and efficient way. In today's networked service society, service innovation becomes increasingly important. Reasons for this development can be found in the transformation of economies and in the growing importance of product-service systems. The concept of service innovation is related to Business Process Management (BPM) and shares several important traits. They both are process-oriented dynamic capabilities to adapt (service) processes to changing environments.
Processes and Production Methods (PPMs) in WTO Law
by Christiane R. ConradDespite a decades-long debate, starting with the 'Tuna-Dolphin' disputes of the 1990s, questions on the status of national regulatory measures linked to processes and production methods in WTO law have yet remained unsolved. Likewise, labelling requirements relating to unincorporated aspects of a product's life cycle remain strongly contested. These ongoing disputes at the WTO as well as global social and environmental challenges related to economic activities show how topical and important the search for adequate answers still is. Processes and Production Methods (PPMs) in WTO Law identifies and comprehensively analyses the key legal problems concerning such measures, setting them in the context of the current debate and its economic and regulatory background. Christiane R. Conrad develops a new approach to this debate which draws on the objectives and established economic rationales of the WTO Agreements.
Processing Vehicles Used in Violent Crimes for Forensic Evidence
by Christopher D. DuncanWhile there are numerous books on crime scene investigation and the processing of crime scenes, few focus on the processing of vehicles. Whether the crime took place in the car or the car was used to transport the suspect or victim—and, as such, is a secondary scene—investigating vehicles presents several unique challenges. Processing Vehicles Used in Violent Crimes for Forensic Evidence fills this void providing the technical instruction sorely needed in this area of crime scene investigation. The book is geared not only to investigators who process vehicles involved in general crimes but also with a specific focus on violent crimes. Coverage includes details as to how investigators should document the vehicle in a logical and methodical manner that is easily understood and replicated for various scenes. By identifying the unique challenges caused by working in the tight quarters of a vehicle—especially in photographing the vehicle, the evidence within it, and how to best find, collect, document, and preserve the evidence—the author provides a unique reference for investigators. Special attention is paid to documenting shooting incidents, the proper detailing and documentation of bullet trajectories, bloodstain documentation, and processing vehicles for other biological, impression, and physical evidence. Key Features Presents crime scene collection and preservation techniques and methodology specific to vehicle-related considerations Outlines the unique challenges, and step-by-step procedural requirements, necessary to conduct a vehicle or vehicle-related scene investigation Addresses types of various evidence for vehicles—including fingerprint, blood, DNA, bullet and casing, and fire debris—which are common primary or secondary crime scenes While the book is geared toward crime scene investigators and forensic technicians who process vehicles used in crimes, it will be an invaluable resource for criminal justice and forensic science students, attorneys, death investigators, fire investigators, accident scene investigators, and scene reconstructionists.
Procrastinate on Purpose
by Rory VadenFrom the New York Times bestselling author of Take the Stairs--a bold new way to get things done. New York Times bestselling author and sales-performance trainer Rory Vaden brings his high-energy approach and can-do spirit to the most nagging problem in our professional lives: stalled productivity. Millions are overworked, organizationally challenged, or have a motivation issue that's holding them back. Vaden presents a simple yet powerful paradigm that will set readers free to do their best work--on time and without stress and anxiety.
Procter & Gamble
by Jay W. Lorsch Kathleen DuranteOn July 12, 2012, Bill Ackman's Pershing Square Capital Management announced publicly that it had purchased about $2 billion of Procter and Gamble (P&G) stock. Shares in the company closed up 3.75% the day the disclosure was made public. Ackman told the New York Times that Pershing would be a major P&G shareholder. ""We think it's an underrated stock,"" he said. ""We think there is a lot of great opportunity there."" During the next several months there was little or no public discussion of the matter although people familiar with the situation reported that Ackman held conversations with P&G directors individually. Then, on April 24, 2013, P&G announced that its 3rd quarter earnings had risen 6%. However its 4th quarter forecast fell short of Wall Street's expectations. Shares fell 5% based on this outlook. P&G results were lagging its peers by 4% in 2012 and 2% in the first quarter of 2013. Then, abruptly in late May, CEO Robert A. McDonald, who was 59, resigned. The board selected A.J. Lafley, (65) who had been McDonald's predecessor to return to lead the company. There was speculation about how long Lafley would stay and in what direction he would take the company. On June 6th, P&G announced that Lafley had appointed four senior executives to lead the company's major businesses, reporting directly to him.
Procter & Gamble
by Jay W. Lorsch Kathleen DuranteOn July 12, 2012, Bill Ackman's Pershing Square Capital Management announced publicly that it had purchased about $2 billion of Procter and Gamble (P&G) stock. Shares in the company closed up 3.75% the day the disclosure was made public. Ackman told the New York Times that Pershing would be a major P&G shareholder. ""We think it's an underrated stock,"" he said. ""We think there is a lot of great opportunity there."" During the next several months there was little or no public discussion of the matter although people familiar with the situation reported that Ackman held conversations with P&G directors individually. Then, on April 24, 2013, P&G announced that its 3rd quarter earnings had risen 6%. However its 4th quarter forecast fell short of Wall Street's expectations. Shares fell 5% based on this outlook. P&G results were lagging its peers by 4% in 2012 and 2% in the first quarter of 2013. Then, abruptly in late May, CEO Robert A. McDonald, who was 59, resigned. The board selected A.J. Lafley, (65) who had been McDonald's predecessor to return to lead the company. There was speculation about how long Lafley would stay and in what direction he would take the company. On June 6th, P&G announced that Lafley had appointed four senior executives to lead the company's major businesses, reporting directly to him.
Procter & Gamble (B): Turning to Success
by Rosabeth Moss Kanter Matthew BirdSupplements with the (A) Case.
Procter & Gamble 2000 (A): The SpinBrush and Innovation at P&G
by William A. Sahlman R. Matthew WillisDescribes a set of decisions confronting some managers in the oral care division of Procter & Gamble. They must decide whether to buy a company that has developed an inexpensive, battery-operated toothbrush. The company's product has done well in one market, but determining an appropriate value and structure is challenging.
Procter & Gamble Brazil (A): 2 1/2 Turnarounds
by Rosabeth Moss Kanter Matthew BirdJuliana Azevedo Schahin, a local marketing director for Procter & Gamble in Sao Paulo, had worked closely with Tarek Fahahat, a regional executive based in Caracas, to solve the growth and profitability problems of P&G Brazil. They did so through the creation of lower-cost versions of two premium products which reached BOP (bottom of the pyramid) consumers--an approach not considered then as a company strategy. The case follows Azevedo and Farahat through their steps in helping to conceive the change, sell it to senior management, and implement it. The true test comes when the subsidiary wants to extend the model to its third and largest category, laundry care, which had also struggled. But Azevedo did not oversee that business in Brazil, and Farahat worked in another category in Caracas. Her country colleagues go to her to learn more about the success of the first two products. Now the question is whether this is a one-time wonder or an innovation that should be diffused to other products and geographies.
Procter & Gamble Brazil (A): 2 1/2 Turnarounds
by Rosabeth Moss Kanter Matthew BirdJuliana Azevedo Schahin, a local marketing director for Procter & Gamble in Sao Paulo, had worked closely with Tarek Fahahat, a regional executive based in Caracas, to solve the growth and profitability problems of P&G Brazil. They did so through the creation of lower-cost versions of two premium products which reached BOP (bottom of the pyramid) consumers--an approach not considered then as a company strategy. The case follows Azevedo and Farahat through their steps in helping to conceive the change, sell it to senior management, and implement it. The true test comes when the subsidiary wants to extend the model to its third and largest category, laundry care, which had also struggled. But Azevedo did not oversee that business in Brazil, and Farahat worked in another category in Caracas. Her country colleagues go to her to learn more about the success of the first two products. Now the question is whether this is a one-time wonder or an innovation that should be diffused to other products and geographies.
Procter & Gamble Co. (A)
by John A. Quelch Alice M. CourtAn associate advertising manager at Procter & Gamble is considering several options to strengthen the company's position in the light duty liquid detergent market. One option is to introduce a fourth Procter & Gamble brand in the category. Provides substantial information on the Procter & Gamble brand management organization.
Procter & Gamble Europe: Vizir Launch
by Christopher A. BartlettDescribes P&G's expansion in Europe, including the development of a strong country subsidiary management, responsive to local market differences. The launch of a new product presents strategic and organizational challenges as P&G considers making this their first Eurobrand, and managing it in a coordinated Europewide fashion.
Procter & Gamble Italy: The Pringles Launch (A)
by Roy D. ShapiroProcter & Gamble's (P&G) Pringles potato chips have been a very successful brand. This case reviews the development and first launch in the United States, then in markets around the world. Italy is one of the last countries where Pringles will be launched. Should P&G Italy employ the successful launch strategy used throughout Europe or devise its own?
Procter & Gamble Japan (A)
by Michael Y. Yoshino Paul H. StonehamTen years after entering Japan, P&G had accumulated over $250 million in operating losses on declining annual sales of $120 million by 1983. The decision facing the president of P&G International: exit, retrench or rebuild the operation? Ironically, the initial entry was a success story with P&G Japan achieving an operating breakeven in their fifth year and market leadership in a number of categories. However, in the late 1970's market share and profit in all categories declined disastrously. Management changes failed to reverse the trends until an objective examination of the entry strategy, approach to the Japanese consumer, competition, technology and internal organization were made. By 1983, accelerating losses forced P&G to decide whether to exit or stay.
Procter & Gamble in the 21st Century (A): Becoming Truly Global
by Rosabeth Moss Kanter Matthew BirdSince the 1980's, Procter & Gamble had leveraged its purpose, values, and principles (PVP) to create a global company. When P&G faced difficult times in 2000, the new CEO, A.G. Lafley, leveraged the PVP to drive P&G's turnaround, integrate global operations, and guide decision-making in all facets of the business. But the Gillette acquisition posed a new challenge.
Procter & Gamble in the 21st Century (B): Welcoming Gillette
by Rosabeth Moss Kanter Matthew BirdA.G. Lafley and P&G leaders decided to approach the Gillette integration differently from previous mergers. Using P&G's purpose, values, and principles (PVP) it treated the acquisition as a merger which sought to take the "best of both" from each company. In the integration's first phase, prior to the change of control, the strategy achieved successes while creating some unexpected challenges. How should the integration leaders address these challenges moving forward?