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At Avisena Specialist Hospital, everything we do begins with a focus on delivering premium quality healthcare with personalised experience.

It is all about you. We believe that all our customers are unique. We treat you with special care and compassion amidst the cosy and exclusive ambiance to eliminate the anxiety of a hospital stay. We provide environment as close as possible to the comfort of your home.

We strive to understand your individual needs to ensure our medical and surgical expertise serve you the best medical care. We are constantly embracing the evolving medical technology to be able to nurture your health in ordinary healing with extraordinary ways.

At AVISENA, you are treated based on our core values, aligned with 'AVISENA Way'. Our corporate culture, founded on our enduring belief that Customer Centricity, People Engagement and Kaizen or Continuous Improvement will always be our way of life at AVISENA.

We are committed to serve you the best with trust, respect and integrity in a conducive working environment. Your satisfaction is our priority.

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At Avisena Specialist Hospital, everything we do begins with a focus on delivering premium quality healthcare with personalised experience. It is all about you. We believe that all our customers are unique. We treat you with special care and compassion amidst the cosy and exclusive ambiance to eliminate the anxiety of a hospital stay.

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write 3 criteria from the video that you perceived as QUALITY

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write 3 criteria from the video that you perceived as QUALITY

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Interact with your audience using real-time voting. No installations or downloads required - and it's free!

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Scan to access my padlet

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A brief intro about yourself and expectations from this course

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what did you learn most from today's lecture?

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what did you learn most from today's lecture?

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Siti Maisarah Ahmad Hashim

Semester 9
Berasal dari Sungai Jawi, Pulau Pinang.
Suri Rumah buat sementara waktu sehingga kesihatan anak lebih stabil.

Expectation.
Lebih mengetahui apa itu pengurusan yg berkualiti buat organisasi dan cara untuk menguruskan organisasi yg berkualiti.

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Wan Hazirah Wan Ahmad
Semester 7

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Semester 11
Bekerja di Kolej Komuniti Sungai Petani

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Siti Khadijah Binti Hashim
Semester 9
Berasal dari Jitra Kedah
Bekerja Di Mahsuri Medical center

Expectation : Nak dapat A+

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Name : Muhammad Akmal bin Mohd Soffie.
Semester 7
Live in Gurun, Kedah.
Work in Jabil Circuit Sdn Bhd as Line Leader.
Expectation for this course is A+

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Saya Wan Hazirah Wan Ahmad
Berasal dari Pendang
Seorang surirumah dan menolong suami yg bekerja sendiri.

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Falsafah Joseph M Juran
Falsafah Juran terkandung di dalam Trilogi Juran yang mengenalpasti 3 aspek yang perlu diarahkan kepada pencapaian kualiti dalam sesebuah organisasi:

• Perancangan kewangan menjadi perancangan kualiti;

• Pengawalan kewangan menjadi kawalan kualiti;

• Pembaikan kewangan menjadi pembaikan kualiti.

Manakala beliau merupakan tokoh yang hebat atas sumbangan yang telah dibuat kepada masyarakat dan beliau amat dikagumi dalam masyarakat sekarang terutamanya dalam pengurusan kualiti.
• “Voice of customer” suara hak pengguna
• “internal customer”
• “cost quality”
• “ juran 10 steps quality improvement”

https://youtu.be/gH4ZH09WaM0

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Deming's 14 Points Philosophy of Total Quality Management Concept

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William Edward Deming merupakan seorang tokoh kualiti yang banyak berjasa kepada pertumbuhan ekonomi Jepun. Beliau telah menyediakan falsafah dan sistem untuk mengaplikasikan teknik-teknik statistikal dalam meningkatkan kualiti dan produktiviti dalam pengurusan di Jepun selepas Perang Dunia Kedua
3 Prinsip Pengurusan Kualiti Menyeluruh

1. Ketekunan Mencapai Matlamat

2.Pembaikan berterusan

3.Pengetahuan yang Mendalam.

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Kaoru Ishikawa Dia dikenali sebagai guru berkualiti di peringkat antarabangsa. Antara sumbangan utamanya adalah penciptaan model kesan, yang menumpukan pada mengenal pasti masalah yang perlu dihadapi oleh syarikat.

Sumbangan utama

Di dalam syarikat penyelidik penting seperti William Edwards Deming dan Joseph M. Juran, Ishikawa mengembangkan konsep penting yang berlaku untuk kajian organisasi dan hubungan mereka dengan pasaran Jepun sejak tahun 80-an.

Model kesan-sebab

Dia adalah pencipta model sebab-sebab, yang bermula dari mengenal pasti masalah yang dihadapi oleh sesetengah syarikat.

Sebaik sahaja dikenalpasti dan dengan bantuan sekumpulan ahli organisasi, punca-punca dan kesan-kesan mungkin dikenal pasti, berdasarkan skim yang dikenali sebagai tulang ikan, dengan bentuk graf yang dicadangkan.

Untuk mengikuti model sebab-sebab, penting untuk membangunkan satu jenis bengkel dengan ahli-ahli seluruh organisasi.

Sesetengah kategori bertekad untuk menjalankan kajian ini dan melalui sarana brainstorming, mereka menulis tentang skema dalam bentuk tulang ikan..

Ahli-ahli organisasi mengenal pasti sebab-sebab sehingga mereka dapat mencari sumber masalah dalam setiap kes. Oleh sebab itu dinyatakan bahawa ia adalah model mengapa. Pemimpin mesti sentiasa bertanya kepada para hadirin mengapa sebabnya.

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Muhamad saifullah bin lat.
Semester 7
Menetap di jitra kedah
Bekerja sebagai pegawai polis di kulim kedah
Berkahwin dan mempunyai dua orang anak
Expectations
Saya berharap dapat mencapai markah penuh dan suba seboleh mungkin.

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Kaoru Ishikawa

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1. Your group are the top management of a newly established budget hotel in Langkawi. Discuss your roles as top management to ensure the quality of your business.

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Identify special traits of a good leader in the following article

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PETALING JAYA: Woman power is fast gaining prominence in the media, advertising and marketing industry worldwide. The Malaysian ad and marketing industry is also witnessing such a trend amid rapid disruptions from various fronts.

More women are joining the ad and media space which was once regarded as a male dominant industry.

Woman power came to the force recently when a Malaysian advertising agency leader made the country proud when Datin Seri Sharifah Menyalara Hussein was conferred with the prestigious regional Women Leading Change Awards (WLCA).

The CEO and founder of M&C Saatchi Malaysia became the first and only Malaysian woman ever to win such an accolade.

The award, which was organised annually by Campaign Asia magazine, aims to champion female change makers, leaders, achievers and rising stars in the media, advertising and marketing industry.

It also recognises those who have shown outstanding leadership and fostered groundbreaking innovation. The awards are open to regional entries from all over Asia-Pacific, and attract a high calibre of entries, as testified to by a diverse international field of finalists in 2019.

In the awards ceremony held in Singapore on June 4, it was revealed that Sharifah had won the Business Leader of the Year Award. In addition, she was also a finalist in two other categories - CEO of the Year and Vision Leader of the Year. No other Malaysian woman was a finalist at the WLCA 2019.

She told StarBiz that the win was a testament to the growing number of female entrepreneurs and female corporate leaders making a lasting mark in all spheres of Malaysian life.

She said the award was as much a recognition of the agency's teamwork as it was a personal milestone.

"It is immensely humbling to be the first-ever Malaysian honoured at the WLCA. I see this as a recognition not for myself, but for the growing voice that women, and Malaysian women in particular, have earned in shaping the destiny of the organisations that we work for."

"We have always endeavoured to make M&C Saatchi Malaysia a beacon of diversity, where gender is always secondary to talent. In fact, six of the nine key senior management positions in the company are held by women.

"I sincerely thank all the 120 staff of our agency who made 2018 a banner year for us. They truly worked as a team to lift the agency to greater heights. To me, they too are indirectly the "Business Leaders" that this award honours," Sharifah added.

As noted in the WLCA entry, the Business Leader of the Year Award was a strong testament to M&C Saatchi's outstanding performance in the 12-month period (2018) on which the award was based.

The agency added 13 new clients in 2018, and also recorded a 100% client retention rate during that year. Perhaps most impressive in the annual client satisfaction survey, 100% of M&C Saatchi Malaysia's clients say they would recommend M&C Saatchi to their peers.

In addition, the agency won recognition in the recent A&M Agency of the Year 2019 awards, in which M&C Saatchi Malaysia won the Gold Award for Brand Consultancy of the Year, plus two Silver Awards for Digital Agency of the Year and Social Media Agency of the Year. It also bagged a Bronze Award for Creative Agency of the Year.

Moving forward, the agency intends to focus on talent diversity and strengthen its core, by hiring the best people.

"We'll consolidate our resources rather than expand, and make sure each person is able to multitask and is experienced in 360 degree marketing. They can't work in silos anymore.

"We have a firm commitment to investing in our people - in their job satisfaction, happiness and personal development - and I think we have created an attractive and sought-after industry culture and helped maintain the agency's industry-beating employee retention rates," she stressed.

Sharifah noted there was no exact formula for success except to stay absolutely focused on what the agency does and to continuously evolve to stay relevant and differentiated.

M&C Saatchi has a strong belief in its product which is creativity and in building a home for creative entrepreneurs, she said.

The agency, she added, has stayed true to this belief all these years and the key reason for the success is because it never deviated or got distracted even when times were tough.

Commenting on the challenges, Sharifah foresees that the ad and media market would be tough in the near term and agencies would have to brave the rough ride ahead.

Anticipating an economic slowdown and spending cuts by the government and government-linked companies (GLCs), she said this would have a huge impact on the industry.

Sharifah added: "Bigger agencies also need to face up to increased competition with the rise of small players amid clients looking for cheaper alternative.

"With digital taking a big chunk of the advertising dollar, this would mean squeezed margins and less budgets for big productions etc. Towards this end, we are looking for collaboration with companies in data, tech and media and social media."

In terms of the agency's core strengths, she described it as a cycle, adding that clients would sooner or later realise that they need skilled talents, and have to engage versatile agencies.

Against the backdrop of rising competition, she said branding becomes ever more crucial and strategic positioning is important as well as data and analytics.

Sharifah said: "You really can't get all this expertise from small shops. We will continue to sharpen these skills as well as innovating continuously. We also want to look for new revenue source that will add to our offering e.g. Watermelon production and The Source research which was launched this year.

"We also engage clients in novel ways. We've pioneered original ways of deepening interaction and understanding with clients. For example, regular Knowledge Reboot sessions are a joint Client-Agency training format - usually held by renowned and award-winning specialists in various communications disciplines," she noted.

Through these sessions, Sharifah said the agency was able to host the most innovative and influential marketing leaders, and inspire its teams and clients equally.

Watermelon Productions is a new in-house arm of M&C Saatchi that serves as an all-round audio-visual hub, staffed with diverse talents - film directors, editors, content creators, vloggers and producers, able to populate clients' social media feeds with impactful content or to produce anthemic brand films with equal ease.

"It's not just immense versatility, quicker turnarounds and competitive rates that make Watermelon special - it's the fact that we consciously set it up as a platform for young, digitally-attuned and eager young talents to shine and build a name for themselves," she said.

The Source focuses on international expertise under a Malaysian roof. Looking through the lens of 2018 but with a view to five to 10 years down the road, the agency foresaw the acute shortage of truly world-class, future-calibrated research capabilities in the Malaysian market.

"We then reached out to the M&C Saatchi Group based in London, working with them to set up The Source, a "one-stop" qualitative/quantitative research agency delivering customer insights with industry-best tools," Sharifah added.

Agency clients in Kuala Lumpur would now be able to tap into a resource that is of genuinely world-class quality, helmed by Dan Harrow, who has experience across 16 markets. Yet again, sharpening the uniqueness of M&C Saatchi Malaysia's overall offering, and positioning the agency to be a client magnet well into the future.

Having grown M&C Saatchi Malaysia from a tiny start-up with seven people into a 120-strong organisation within just 10 years, Sharifah was able to reflect upon the traits required of a successful female leader.

On leadership, she said she does not think there is a specific leadership style that can be called "female". Some of these principles are just about being a good leader, mentor and friend, she added.

"To lead well, you need to set expectations that are both clear and well understood. To mentor well, always be encouraging and motivating. Keep your people on their toes, yet nurture their strengths.

"And finally, to be a good friend to your staff, partners and even clients, just apply the universal values that we should bring to every relationship in our lives - respect, compassion and caring," she explained.

Sharifah said it is by applying these timeless human values to our daily and working lives that leaders - both female and male - can continue to grow their organisations, and to empower their people.

Commenting on her victory, global advertising legend Lord Maurice Saatchi, the co-founder of both Saatchi & Saatchi and subsequently M&C Saatchi, added: "How do you get an amazing track record like Sharifah in business, politics and public service? By leading change.

"She did it by expressing Saatchi values and then making them come true. She proves that nothing is impossible, that an individual acting alone, or almost single-handed, can make what seems highly improbable in fact happen. Sharifah is not just the heroine of M&C Saatchi's proud history. She is the role model for its future generation."

She hopes the win would provide inspiration for the next generation of Malaysian women.

"The very name - Women Leading Change Awards - is a great reminder that female leaders are indeed driving change across the whole of Asia-Pacific. I look forward to seeing more winners from Malaysia in years to come." Sharifah concluded.

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Sharifah wins business leader of the year award

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PETALING JAYA: Woman power is fast gaining prominence in the media, advertising and marketing industry worldwide. The Malaysian ad and marketing industry is also witnessing such a trend amid rapid disruptions from various fronts. More women are joining the ad and media space which was once regarded as a male dominant industry.

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Official whatsapp group at your organization
1. what are the good things?
2. how far it is effective to communicate interest about quality?

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what are the quality tools used in your organization?

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starts on 5/12/2019- 6/12/2019
links will be announced soon

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Briefly introduce yourself. Explain what is quality to you?

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summarize the key points that you have learnt about quality leadership

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What are the characteristics of a quality leader? For many, leadership comes down to each of us identifying and searching for the characteristics that are most appealing to us. For instance, I spent a career with a company that was mostly Juran-centered but also had a significant Deming slant. At the core, the two approaches aren't entirely opposite. Here we'll focus on the Deming approach.

The basic tenets of Deming's system of profound knowledge involve appreciation for a system, knowledge of process variation, theory of knowledge, and psychology.

All things are part of a system. The parts are interrelated, and all systems have an aim. Without an aim, there can be no meaningful system. Because of the interrelationship of the parts, communication and cooperation among the parts are paramount.

Quality leaders serve as the connectors of the parts of the system. They are the individuals that communicate the need for each part to work with all the others. When the parts are brought together in a systematic way, they are supported by data and repeatable over time.

If there is no understanding of the relationship of the parts, the organization will build bureaucracy and silos to protect the individual parts and ignore the system aim.

It is important, as Deming clearly recognized, to collect data and understand variation to assess the capabilities of the system. Certainly, all systems have variation, but it's the role of the quality leader to ensure that the organization makes decisions based on facts and data.

When the system is better understood, the organization looks at the processes as interrelated parts that exhibit variation. There becomes an appreciation that all work is a process and the outputs are improved through attention to the process and an understanding of special and common causes of variation.

The quality leader appreciates the need to have stable processes in order to maximize customer satisfaction and ultimately to 'win' in the marketplace. Unfortunately, there is a tendency to work at the systems level, rather than gain knowledge of the processes involved. This action can cause business failures.

Often, the attention is directed to the system rather than the process because we are seeking quick solutions or someone to blame. Also, there is a tendency to collect data to support the solution, rather than find the solution directed by the data.

Effective quality leaders recognize this conflict and work to enlighten the organizational leaders. As a result, however, many quality leaders get tired of fighting the battles required to regain control of the processes and produce a stable system.

Deming's "theory of knowledge" comes from a constant focus on improvement and the use of the Plan Do Check/Study Act cycle. Quality leaders understand the need to follow the PDC/SA cycle and integrate the philosophy into the organization as a systematic approach to continuous improvement.

In Deming's last element of his system of profound knowledge, psychology is possibly the most difficult to contemplate. The quality leader understands that people are the drivers of quality and change.

To make change happen, the quality leader must believe in the value of individual contribution as a member of the system and model the behaviors necessary to build a collaborative culture.

The theory of variation is significant because individuals have different values and behaviors. It is the responsibility of all senior leaders to build the culture that will sustain the organization and ensure long-term success.

Further, all leaders must understand, as Deming stressed, that a culture of learning makes the individuals in the organization much better as individuals, but also as integral parts of the system. As a result, the organization improves and the community in which the organization resides becomes more secure. Ultimately, we are all part of a larger system.

Some organizations look externally for leaders but finding quality leaders may be as easy as looking internally. Of course, organizations want the best qualified person, but too many times they set out to find the best educated person to fill the role of quality leader. Sadly, an internal qualified person with a common-sense approach and a passion for learning is passed over. Organizations tend to build a system around the things they want, rather than the talents and competencies they really need.

Although it may be part of the minutia, the quality leader's primary role is not to make sure that parts are checked. A quality leader works within the leadership system to build a customer-focused culture that is continuously improving the systems that deliver success.

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What are the characteristics of a quality leader? For many, leadership comes down to each of us identifying and searching for the characteristics that are most appealing to us. For instance, I spent a career with a company that was mostly Juran-centered but also had a significant Deming slant.

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i. Para pengguna aplikasi ini dapat menjimatkan kos penggunaan kredit telefon bimbit ataupun telefon pintar yang mereka gunakan untuk menghantar sebanyak mungkin pesanan kepada
rakan-rakannya tanpa penolakan kredit melalui penghantaran pesanan tersebut kepada rakan-
rakannya melalui aplikasi whatsapp tersebut .

ii. Pengguna aplikasi ini juga dapat menghantar pesanan terus kepada rakan-rakannya tanpa perlu mengkhususkan penghantaran mesej tersebut kepada rakan-rakannya dengan membuat group menggunakan aplikasi whatsapps tersebut.

iii.Melalui aplikasi ini, pengguna juga boleh berkongsi gambar, lagu-lagu , dan juga video-video kepada rakan-rakan ataupun ahli keluarga .Aplikasi ini memudahkan pengguna untuk berkongsi peristiwa-peristiwa manis bersama ahli keluarga dan juga teman-teman.

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2. how far it is effective to communicate interest about quality?

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2. how far it is effective to communicate interest about quality?

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i. Kualiti komunikasi kurang memuaskan dari segi penggunaan bahasa dan perkataan.

ii.kurang memberi fokus terhadap sesuatu kerja.

iii.maklumat disalah tafsir oleh segelintir pekerja.

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Iv.You can’t communicate effectively when you’re multitasking. If you’re checking your phone, planning what you’re going to say next, or daydreaming, you’re almost certain to miss nonverbal cues in the conversation

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setuju

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The revision allowed exceptions to design and development procedures if a company does in fact NOT engage in the creation of new products, as well as introducing a few concepts:

Changes from 1994 to 2000

The text has been reworded for easier adaptation to a wider range of organizations. Some definitions have been changed.

The standard has a process-oriented structure. It includes a process model based on the Plan-Do-Check-Act cycle, which outlines the product and/or service cycle and the management control cycle.

The 20-point format was replaced. The text of the standard is now organized into four major processes:

Section 5. Management Responsibility

Section 6. Resource Management

Section 7. Product Realization

Section 8. Measurement, Analysis, and Improvement

Documentation requirements are less-prescriptive, and allow greater flexibility.

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ISO 9001 Standard: What is it? Who needs Certification and Why?

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The revision allowed exceptions to design and development procedures if a company does in fact NOT engage in the creation of new products, as well as introducing a few concepts: The text has been reworded for easier adaptation to a wider range of organizations. Some definitions have been changed.

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I t's the radical reconsideration of a business process to achieve dramatic improvement in cost, quality, service and speed performance. Business process reengineering is the analysis and redesign of company processes. Check out some business process reengineering examples below.

You should observe some points when implementing business process reengineering, such as:

A change of focus from management to the customer

Managers must give power to their team's

Focus on results

It's not positive to score points, but to lead and teach

Simple and optimized processes are better than complicated and intricate processes

If a process continually doesn't work, it's time to come up with a new one, looking to the future.

Always identify goals and purposes

Keep the company mission in mind

Only by following these recommendations will business process reengineering work as expected.

Now that you understand what Business Process Reengineering is, let's look at some examples and case studies.

Also see: What is process reengineering methodology?

Business process reengineering examples: BPR that works

There's nothing better than tried and true BPR examples to really understand the subject. With this in mind, we've separated some business process reengineering examples that have been successful.

Business process reengineering examples : Fast food company

An example of business process reengineering that we can cite is that of a fast food company.

Completely redesigning the delivery of products can give you unexpected results. In this type of restaurant, the process goes like all others, the customer orders, the order goes to the kitchen, which prepares the meal and then delivers to the consumer.

Business process analysts realized that it would be more advantageous if the meal portions were previously prepared in a separate center, and delivered to the restaurants daily.

When the customer orders, staff place everything together and deliver it. This is a complete change in the process, resulting in greater control, fewer accidents, greater employee satisfaction, and increased ability to focus on customer needs, all without losing quality.

CURIOSITY: The next time you go to a hamburger fastfood restaurant, note that your cup is always placed in the center of the tray, reducing the risk of it falling over.

To relax before you check out the next Business Process Reengineering case study, watch this fun video:

Business process reengineering examples : company selling commemorative cards

In a company that offers products such as Christmas, anniversary, commemorative cards, etc., renewing the stock and changing the design of the cards is constantly fundamental.

On average, it takes three months for new items to reach the shelves. Across market research, it's possible to realize that there would ideally be new products every month.

At first glance, it's easy to say that the delay was at the production stage. When analyzing and mapping the process, it's verified that the creation stage was the most time consuming.

Oftentimes the creative team receives the concept and several employees begin to perform the same task (duplicate actions), or an idea takes days to get off the paper. With this information, we can redesign the process completely, defining a cross-functional team from concept and creation, with incredible results in speed, costs and effectiveness.
This is an example of business process reengineering that shows the importance of studying the process and then modifying it.
Process reengineering is about finding new solutions to old processes, check out this video because, often, we're unable to see obvious process change solutions:

Business process reengineering examples : Creation, application and proofreading

One of the most distressing tasks for teachers and students, whether in universities or schools, is test creation, their use by students and subsequent marking.

One of the great problems teachers face is the student's writing, which is often unintelligible, brought on by the students' weariness to write by hand.

The solution? The application of evidence through electronic forms in notebooks where students can type, as well as having access to other tools that assist in their answers, such as spreadsheets.

To prevent students from querying improperly, these devices don't have a wi-fi or internet enabled connection. They're simple (and low-cost) devices in which the students upload the tests via pen-drive and then the teacher collects them. The teacher then connects the data to a system that helps them correct the tests (without needing to interpret the writing), share comments with students, access performance statistics, and access a database of questions that helps to develop the tests.

See this infographic that summarizes the steps of Business Process Reengineering in a schematic way:

Source: Synconics

Business process reengineering examples : Creative Quartets

The process of creation in advertising agencies is divided, in brief, into 6 stages:

1. The customer service team interviews the customer and passes the information to the planning team

2. The planning team makes the necessary studies. Then develops strategy and delivers the request for the creation of pieces for the creative pair (editor and designer)

3. After developing the requested pieces the creative pair alongside the planning and customer service teams carry out a presentation meeting. Eventual adjustments are then made to the campaign

4. Customer service presents the campaign to the customer, often in conjunction with the creative pairing and planning team. Then receives customer feedback

5. The process resumes, if the client requests adjustments or disapproves of the campaign

You should've noticed that these processes have four agents: the creative pair, a customer service professional, and a planning agent.

Conflicts between creation, planning and customer service are very common. Customer service complain of deadlines and not understanding the scope as much as the others. Creatives and planning, defend their points of view and claim that they're doing the correct work and that customer service must convince clients of this.

To end this conflict in , an agency has developed creative quartets in which the 4 professionals work in their area of expertise, but divide a table and everyone are jointly abreast of all steps from the process, from the initial briefing to receiving customer feedback.

With this closeness, it became easier for each one to understand the difficulties of the others, generating a synergy that made this process much more productive and agile, becoming an example of successful process reengineering.

Know more: Definition of process management

Check out this schematic chart with important information on Business Process Reengineering:

Source : Business process reengineering

Business process reengineering examples : Cereal products

The process of transforming food into cereal products begins on the farm with the harvest. This is followed by primary processing, packing and transportation to the processing plants (depending on the grain).

This large company analyzed its process and discovered a serious logistical problem. It lost almost 20% of the grains harvested during transportation from farms to the factories, located near the biggest consumption centers, due to the precariousness of the roads.

After a study, this Business Process Reengineering case came to the conclusion that it would be more profitable to move the factories nearer to the farms. Afterwards, they transport final products to large centers with much fewer losses.

The old factory sheds were transformed into distribution centers, helping to reduce the impact of the initial investment, they already had docks and other ready-made logistics infrastructure.

Know more: Watch this video with more in-depth details on what is Business Process Reengineering, take advantage of it now:

Business process reengineering examples : Non-integrated system
It might also be that your company has a disconnected system. This forces each team member or customer to go through several departments and people to solve a problem.
People lose information, they constantly repeat data, which frustrates everyone. You can solve this by a general change in the company's system. Integrate systems with effective software that makes all information clear and available.

These are just a few business process reengineering examples, and how BPR can help companies with problems. Business Process Reengineering case studies, like these, are key to being inspired and provoking thoughts of innovative solutions for your business.

It's important to remember that you shouldn't make changes before mapping and modeling processes. For this, HEFLO is the best tool in the market, which allows you to understand exactly what your company needs.

Now that you've read about Business Process Reengineering examples, also check out examples of how to reduce costs in your company and get onto it now!

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Business Process Reengineering Examples - Understand and Learn from them

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I t's the radical reconsideration of a business process to achieve dramatic improvement in cost, quality, service and speed performance. Business process reengineering is the analysis and redesign of company processes. Check out some business process reengineering examples below.

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ISO 9001 IN A NUTSHELL | How it Works and How it Can Work For You

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This group activity contributes 10 marks. Discuss, execute and present your findings. Duration: max 1 hour

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This group activity contributes 10 marks. Discuss, execute and present your findings. Duration: max 1 hour

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if the ISO auditor comes to your organization TODAY, what should you expect and prepare?

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if the ISO auditor comes to your organization TODAY, what should you expect and prepare?

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1. What did you learn from this exercise?
2. which group has performed well in the flight test? why?

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Group A - first aeroplane

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Group A - second aeroplane ( after innovation )

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Group A - standard aeroplane video (1)

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Group AirForce 1
Selepas reka bentuk di buat penambahbaikan.

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Group A - standard aeroplane video ( 2)

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GROUP A

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Students: Join a round of Quizlet Live here. Enter your game code to play on a computer, tablet, or phone. Good luck!

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It's important to think about a prospective company's corporate culture when you're considering a career change or looking to get to the next level in your career. Finding meaningful work is about being in an industry, job-role and company that compliments your values, lifestyle and strengths. I've heard it said that a company's corporate culture is the personality of a company, but it's not. Corporate culture is like one's character. Personality is what's on the surface. We can gauge someone's personality type somewhat quickly, and often, it's based on judgment. Character, on the other hand, are those deep-seated traits that show up under challenging or difficult circumstances. Character is based on our beliefs and values which then leads to behaviors. Think of character as the "why" behind our actions. Figuring out a company's character is the best way to determine their corporate culture. If you're familiar with my work, you know that I appreciate labor market information because it helps us make well-informed decisions saving our time and energy.

Comparably, a workplace culture and compensation monitoring site recently released their findings on this year's best companies for corporate culture. The winners were selected based on a series of over fifty structured and comprehensive workplace questions that dug deep beyond personality. The questions were related to the critical themes of corporate culture like compensation, perks & benefits, leadership, professional development and work-life balance.
Top 10 large companies (more than 500 employees)

1. Costco (Issaquah, WA)

2. Google (Mountain View, CA)

3. T-Mobile (Bellevue, WA)

4. Hubspot (Cambridge, MA)

5. Aflac (Columbus, GA)

6. Insight Global (Atlanta, GA)

7. Intuit (Mountain View, CA)

8. Salesforce (San Francisco, CA)

9. Blizzard Entertainment (Irvine, CA)

10. Starbucks (Seattle, WA)

The following is what employees say at the top three companies:
Costco - "I love the fact that while I'm at work, I don't feel like I'm working. Most of my colleagues are having fun doing what they do every day, which makes for an extremely happy work atmosphere."

Google - "Employees are encouraged to be productive without overexerting themselves. We're encouraged to take our vacation."

TMobile - "People are happy and upbeat. We live out our culture every day. Magenta isn't just a color it's a verb and a big part of what makes us different."
Top 10 small/mid-size companies (less than 500 employees)

1. Highspot (Seattle, WA)

2. Drift (Boston, MA)

3. SendGrid (Denver, CO)

4. TripActions (Palo Alto, CA)

5. Phenom People (Ambler, PA)

6. Pipedrive (New York, NY)

7. People.ai (San Francisco, CA)

8. CultureIQ (New York, NY)

9. Sitetracker (Palo Alto, CA)

10. Greenhouse Software, Inc. (New York, NY)

The following is what employees are saying at the top three small/mid-size companies:
Highspot - "We have a very open and collaborative company culture. Every Friday, we have a full company meeting where everyone is updated on the latest and greatest things happening at Highspot - from Marketing to DevOps. Anyone can ask questions and provide input that will genuinely be heard. "

Drift - "At Drift, there's autonomy with a willingness to help from all. Everyone is trusted to do their job, no micromanaging. But at the same time, if you need help, anyone is willing to drop everything and help."

SendGrid - "When you see the entire office take a moment to eat lunch together, it really shows the positivity of the culture and the enjoyment we have hanging out with each other."
How to take these findings a step further if you're a company looking to improve your corporate culture?

Diversify your corporate communication strategies and appeal to all learning styles by using different ways to communicate with your teams such as podcasts, coaches and gamification.

Develop your leaders. They are a vital part of your business's foundation, and if they don't live your company's behaviors and values from a place of authenticity, no one else will either.

Put employee wellness first. Burnt out employees are costly on all fronts.

How to take these findings a step further if you're someone looking to develop in your career or make a career change?

Spend time thinking about and crafting your interview questions so you can ask wise questions about a company's culture.

Talk to people that work at your company of interest. While reading data is great, conversations allow us to cement learning and explore further.

Ensure you understand your work-life harmony temperament and the type of corporate culture that it would best compliment.

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The Best Companies For Corporate Culture In 2018

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It's important to think about a prospective company's corporate culture when you're considering a career change or looking to get to the next level in your career. Finding meaningful work is about being in an industry, job-role and company that compliments your values, lifestyle and strengths.