Reingeniería de procesos La reingeniería de procesos es un rediseño radical y la reconcepción fundamental de los procesos de negocios para lograr mejoras dramáticas en medidas como en costos, calidad, servicio y rapidez. Está destinada a incrementar las capacidades de gestión del nivel operativo y complementarias de las apuestas estratégicas y políticas de una organización. Es un modo planificado de establecer secuencias nuevas e interacciones novedosas en los procesos administrativos, regulativos y sustantivos con la pretensión de elevar la eficiencia, la eficacia, la productividad y la efectividad de la red de producción institucional y alcanzar un balance global positivo. Se trata de una reconfiguración profunda del proceso que se trate e implica una visión integral de la organización en la cual se desarrolla. Preguntas como: ¿por qué hacemos lo que hacemos? Aspectos positivos o ventajas de la metodología[editar] Conceptos clave[editar] Herramientas de diagnóstico y evaluación de procesos[editar] Tareas
Six Sigma The common Six Sigma symbol Six Sigma is a set of techniques and tools for process improvement. It was developed by Motorola in 1986.[1][2] Jack Welch made it central to his business strategy at General Electric in 1995.[3] Today, it is used in many industrial sectors.[4] Six Sigma seeks to improve the quality of process outputs by identifying and removing the causes of defects (errors) and minimizing variability in manufacturing and business processes. It uses a set of quality management methods, mainly empirical, statistical methods, and creates a special infrastructure of people within the organization ("Champions", "Black Belts", "Green Belts", "Yellow Belts", etc.) who are experts in these methods. The term Six Sigma originated from terminology associated with manufacturing, specifically terms associated with statistical modeling of manufacturing processes. Doctrine[edit] Six Sigma doctrine asserts that: "Six Sigma" was registered June 11, 1991 as U.S. Methodologies[edit] DMAIC[edit]
PolicyPitch IJCSN Journal is an International Journal of Computer Science and Network (IJCSN) is an open source online peer reviewed computer science journal launched by D-LAR Labs (Digital Library of Academic Research) publisher that publishes Review/Research articles which contribute new theoretical results in all areas of Computer Science, Communication Network and Information Technologies. International Journal of Computer Science and Network. Founding[edit] IJCSN Journal was founded in 2011 by Digital Library of Academic Research, an Indian Digital Library. Subject Areas[edit] Publications[edit] For more, visit IJCSN Publications References[edit] External links[edit] See also[edit] IEEE Journal
Business analyst A Business Analyst (BA) is someone who analyzes an organization (real or hypothetical) and designs its processes and systems, assessing the business model and its integration with technology. The International Institute of Business Analysis (IIBA) describes the role as "a liaison among stakeholders in order to understand the structure, policies, and operations of an organization, and to recommend solutions that enable the organization to achieve its goals." In simple words and as more often, role of a Business Analyst is defined as "a bridge between the Business (Problems) and the Technology (Solutions)". Areas of business analysis[edit] There are at least four tiers of business analysis: The Business Analyst is someone who is a part of the business operation and works with Information Technology to improve the quality of the services being delivered, sometimes assisting in Integration and Testing of new solutions. Typical deliverables[edit] Prerequisites[edit] Certifications[edit]
Línea de base (investigación científica) La línea de base en el ciclo de proyectos. La línea de base o línea basal o estudio de base es la primera medición de todos los indicadores contemplados en el diseño de un proyecto de desarrollo social y, por ende, permite conocer el valor de los indicadores al momento de iniciarse las acciones planificadas, es decir, establece el 'punto de partida' del proyecto o intervención.[1] La línea de base suele tener un carácter cuantitativo y puede recurrir tanto a fuentes primarias (producidas ad-hoc) como a secundarias (por ejemplo: censos, estudios previos), pero se prefiere las fuentes primarias dado que muchas veces los proyectos de desarrollo conciernen a un escenario específico no contemplado por otros investigadores. El resultado de la línea base se expresa en un informe que describe la situación del problema identificado antes de la intervención del proyecto y la información elaborada se conoce como año base, punto de referencia o año cero.[3] La línea de base permite:[1] [2] [4]
Lean manufacturing Overview[edit] The difference between these two approaches is not the goal itself, but rather the prime approach to achieving it. The implementation of smooth flow exposes quality problems that already existed, and thus waste reduction naturally happens as a consequence. The advantage claimed for this approach is that it naturally takes a system-wide perspective, whereas a waste focus sometimes wrongly assumes this perspective. Both lean and TPS can be seen as a loosely connected set of potentially competing principles whose goal is cost reduction by the elimination of waste.[5] These principles include: Pull processing, Perfect first-time quality, Waste minimization, Continuous improvement, Flexibility, Building and maintaining a long term relationship with suppliers, Autonomation, Load leveling and Production flow and Visual control. Origins[edit] Lean aims to make the work simple enough to understand, do and manage. A brief history of waste reduction thinking[edit] 20th century[edit]
Knowledge policy Policies are the paradigms of government and all bureaucracies. Policies provide a context of rules and methods to guide how large organizations meet their responsibilities. Organizational knowledge policies describe the institutional aspects of knowledge creation, management, and use within the context of an organization’s mandate or business model. Social knowledge policies balance between progress in the knowledge economy to promote global competitiveness with social values, such as equity, unity, and the well-being of citizens. Knowledge policies[edit] From a technological perspective, Thomas Jefferson (1816) noted that laws and institutions must keep pace with progress of the human mind. From a rate of change point of view, McGee and Prusak (1993) note that when an organization changes its culture, information policies are among the last thing to change. A number of authors have indicated that it will be very difficult to monitor and regulate cyberspace. See also[edit]
20 Reasons Managers Fail A manager is someone who accomplishes work through others. It isn’t easy. All people. regardless of their background, education, experience, or biases, are different and accomplishing work through them presents it’s own set of challenges. Success in management is usually the result of making a strong connection with those we’re tasked to manage – and I don’t like using the word “manage” since you manage processes but lead people – a connection that causes the employee to behave in a way that helps move the team forward to achieving the desired results. For more on becoming a results based leader, try reading 10 Steps to Becoming a Results Based Leader. So what traits or actions cause a manager to fail? A good manager stands up and takes responsibility for his area (store, territory, or department). Having a manager who will stand up and take responsibility emboldens the employees who work for him to do the same. Action application: Take responsibility. Remember, the buck stops with you.
Colaboratorio Colaboratorio designa un centro de investigación distribuido. Al explotar las tecnologías de la información y la comunicación, el colaboratorio permite a los investigadores trabajar juntos en un mismo proyecto, aunque se hallen muy lejos unos de otros. El concepto de colaboratorio fue acuñado por Koichirō Matsuura, Director General de la Unesco ,[1] al presentar el Informe mundial: Hacia las sociedades del conocimiento de este organismo. .[2] Colaboratorio surge de la combinación de las palabras colaboración y laboratorio. Es un ‘centro sin paredes’, un punto de encuentro abierto a académicos, investigadores, estudiantes y público en general interesado en la conformación de espacios de aprendizaje en red, flexibles y participativos. El colaboratorio ha facilitado la aceleración de investigaciones que, si se hubieran efectuado por separado, habrían hecho perder un tiempo precioso a la comunidad científica y ocasionado duplicaciones estériles de tareas. Bibliografía[editar]
Work in process Work in process,[1][2][3][4] work in progress,[5][6][7] (WIP) goods in process,[8] or in-process inventory are a company's partially finished goods waiting for completion and eventual sale or the value of these items.[9] These items are either just being fabricated or waiting for further processing in a queue or a buffer storage. The term is used in production and supply chain management. Optimal production management aims to minimize work in process. Barcode and RFID identification can be used to identify work items in process flow. Sometimes, outside of a production and construction context "Work in process" is used erroneously where the status "Work in Progress" would be correctly used to describe more broadly work that is not yet a final product. WIP in construction projects[edit] Work-In-Process in construction accounting identifies the value of construction projects which are currently being worked on by the construction firm. See also[edit] Lean manufacturing References[edit]