Malcolm Baldrige National Quality Award Named after the late secretary of commerce, a strong proponent of enhancing quality as a means of reducing the trade deficit. The award promotes, recognizes, and publicizes quality strategies and achievements. 1. 2. 3. 4. Category 1 ─ Leadership Category 2 ─ Strategic Planning Category 3 ─ Customer and Market Focus Category 4 ─ Measurement, Analysis, and Knowledge Management 5. Category 5 ─ Human Resource Focus 6. Category 6 ─ Process Management © 2007 Pearson Education 7. Category 7 ─ Business Results 120 points 85 points 85 points 90 points 85 points 85 points 450 points
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IUC’s scope will focus on two functions (Finance and IT) Adherence to process definitions within the Hackett taxonomy is key to comparability; processes are defined end to end Selling and General Administrative Scope Finance Finance Human Human Resources Resources Sales* Sales* Executive Executive and and Corporate Corporate Services Services**  Total  Sales  General Cash Cash Disbursements Disbursements Total Rewards Rewards Administration Administration Sales Execution Execution General Administration Administration Management Management    Revenue Cycle Payroll Services Sales Operations   Travel and  Revenue Cycle Payroll Services Sales Operations Travel and Transportation Transportation Services Services  Planning  Real Accounting Accounting and and External External Reporting Reporting  Data Data Mgmt., Mgmt., Reporting Reporting & & Compliance Compliance Planning and and Strategy Strategy Real Estate Estate & & Facilities Facilities Management Management  Staffing  Function  Government Tax Tax Management Management Staffing Services Services Function Management Management Government Affairs Affairs  Labor  Legal Treasury Treasury Management Management Labor Relations Relations Legal  Workforce  Quality Compliance Compliance Management Management Workforce Development Development Services Services Service* Quality Management Management Service*  Organisational  Planning Risk  Order  Planning & & Performance Performance Management Management Organisational Effectiveness Effectiveness Risk and and Security Security Management Management Order and and Contract Contract Management Management (OTC) (OTC)  Total  Corporate Fiscal Communications  Service Fiscal Analysis Analysis Total Rewards Rewards Planning Planning Execution Corporate Communications Service Execution  Strategic  Planning Function  Service Function Management Management Strategic Workforce Workforce Planning Planning Planning and and Strategy Strategy Service Operations Operations  Function  Executive Office  Planning Function Management Management and Strategy Executive Office Planning and Strategy  Function Function Management Management Information Technology          Information Technology            Infrastructure Infrastructure Management Management End End User User Support Support Infrastructure Infrastructure Development Development Application Application Maintenance Maintenance Application Application Development Development & & Implement. Implement. Quality Quality Assurance Assurance Risk Risk Management Management IT IT Business Business Planning Planning Enterprise Enterprise Architecture Architecture Planning Planning Emerging Emerging Technologies Technologies Function Function Management Management Procurement Procurement            Supply Supply Data Data Management Management Requisition Requisition and and PO PO Processing Processing Supplier Scheduling Supplier Scheduling Receipt Receipt Processing Processing Compliance Compliance Management Management Customer Customer Management Management Sourcing Sourcing Execution Execution Supplier Supplier Management Management and and Development Development Sourcing Sourcing & & Supply Supply Base Base Strategy Strategy Function Function Strategy Strategy and and Performance Performance Management Management Function Function Management Management Marketing* Marketing*      Marketing Marketing Communication Communication Brand Brand and and Product Product Management Management Planning and Planning and Strategy Strategy Market Market Research Research and and Analytics Analytics Function Management Function Management Capture FTEs and Costs as defined regardless of where they are organizationally located
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1.5 Spectra: Spectrum channel Vin H channel 2.5 Spectra: V channel Spectra: channel H 4.0 Spectra: channelHVchannel 6.0 Spectra: channel V H 20 channel H 10 10 50 50 50 50 50 50 100 100 100 10 100 100 100 150 150 150 150 150 10 50 50 50 5 100 0 100 V 150 0 150 -5 150 10 5 5 100 0 0 -5 0 150 -5 -10 200 200 200 200 200 200 -10 200 -10 200 200 -10 -15 250 250 250 300 300 300 350 350 350 -10 250 250 250 -15 300 -20 300 300 350 350 350 -20 -15 250 250 250 -20 300 300 -25 300 -25 350 -30 350 350 -30 400 -35 400 -35 400 450 450 -20 -20 -25 -30 -30 400 400 400 450 450 450 -30 400 400 400 450 450 -40 -35 -40 120 20 20 60 4080 6010080 120 100 spectrum in V channel 040429 exp1, cut2, rad#74=180o 180o 40 120 20 450 -40 40 80 40 100 60 80 120 100 Spectrum in H channel Spectra: channel V 040429 exp1, cut3, az#28=180o 50 6020 120 20 40 80 60100 80120100 Spectra: V channel Spectra: channel H 040429, exp1, cut4, rad#342=180o 20 50 50 100 40 50 10 100 100100 20 60 120 20 40 2060 40 80 60 100 80 120 100 Spectra:H channel channel V 040429 exp1, cut5, az#296=180o 120 -40 20 40 60 80 Spectra: channel H V 100 120 50 10 50 50 5 H 150 150150 150 0 0 100100 100 100 100 0 -5 150 150 -5 150 50 5 5 100 chan 10 10 50 50 -40 450 0 Range gates, (1gate = 1km/4) 00 0.5 150150 -5 150 -10 200 -10 200 200200 200 200 -10 200 200 200200 -15 250 -10 250 250250 300 300300 300 -20 -15 250 250 250 250250 -20 -20 300 300 300 -15 250 -20 -25300300 -25 300 -25 350 350350 350 350 350 350 -30350350 -30 -35 400400 -35 -40 -40 350 -30 400 -30 400 400400 450 450450 20 40 60 80 100 040429 exp1 cut1 rad#120=180o 120 20 20 4040 60 60 80 100 100 120 120 040429 exp1, cut2, rad#74=180o 450 -40 400 400 -35 400 450 -40 450 450 20 40 20 60 40 80 60 80100100120120 040429 exp1, cut3, az#28=180o 450450 20 2040 40 60 60 8080 100 100 120 040429, exp1, cut4, rad#342=180o 400 450 20 20 4040 60 60 80 100 100 120 120 040429 exp1, cut5, az#296=180o 20 40 60
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26 Fed. Agencies o Task Force Chair  U.S. Department of Housing and Urban Development - Shaun Donovan, Secretary o Task Force Members                          U.S. Department of the Treasury – Jacob Lew, Secretary U.S. Department of the Interior – Sally Jewell, Secretary U.S. Department of Agriculture – Tom Vilsack, Secretary U.S. Department of Commerce – Penny Pritzker, Secretary U.S. Department of Labor – Thomas Perez, Secretary U.S. Department of Health and Human Services – Kathleen Sebelius, Secretary U.S. Department of Transportation – Anthony Foxx, Secretary U.S. Department of Energy – Ernest Moniz, Secretary U.S. Department of Education – Arne Duncan, Secretary U.S. Department of Veterans Affairs – Eric Shinseki, Secretary U.S. Department of Homeland Security – Janet Napolitano, Secretary U.S. Environmental Protection Agency – Regina McCarthy, Administrator Small Business Administration – Karen Mills, Administrator U.S. Army Corps of Engineers – Jo-Ellen Darcy, Assistant Secretary of the Army (Civil Works) White House Office of Management and Budget – Sylvia Burwell, Director White House National Security Staff – Lisa Monaco, Assistant to the President for Homeland Security and Counterterrorism White House Domestic Policy Counci - Cecilia Muñoz, Director National Economic Council – Gene Sperling, Director White House Council on Environmental Quality – Nancy Sutley, Chair White House Office of Science and Technology Policy - John Holdren, Director White House Council of Economic Advisors – Jason Furman, Chair White House Office of Public Engagement and Intergovernmental Affairs – Valerie Jarrett, Senior Advisor to the President White House Office of Cabinet Affairs – Danielle Gray, Assistant to the President and Cabinet Secretary 32
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Using the Theory: The Stubborn U.S. Trade Deficit • U.S. trade deficit is often in the news – Extent to which a country’s imports exceed its exports • Trade deficit = imports – exports – When exports exceed imports, a nation has a trade surplus • Trade surplus = exports – imports • United States has had large trade deficits with the rest of world since early 1980s – Why? • Before we analyze causes of trade deficit, need to do a little math – U.S. trade deficit = U.S. net financial inflow • Tells us how trade deficit is financed • Trade deficit can arise because of forces that cause a financial inflow • How do forces that create a financial inflow also cause a trade deficit? 3
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Azimuth 27.5o27.5o o oo o o o 28 28 28.5 28.5 28.528.5 29o 29o 29o 29o o o 29.5o 29.5o29.529.5 o o o o o o 30.5 30.5 30o 30 30 30.530 31o 31o 31o 31.5o31.5o31 20 5 2020 2020 20 20 20 20 20 20 20 20 20 20 20 20 2020202020 20 20 20 20 20 20 40 10 4040 4040 40 40 40 40 40 40 40 40 40 40 40 40 4040404040 40 40 40 40 40 40 60 15 6060 6060 60 60 60 60 60 60 60 60 60 60 60 60 6060606060 60 60 60 60 60 60 80 20 8080 8080 80 80 80 80 80 80 80 80 80 80 80 80 8080808080 80 80 80 80 80 80 00 25 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100100 100 100 100 100 100 100 100 100 100 100 20 30 120 120 120 120 120 120 120 120 120 120 120 120 120 120 120 120120 120 120 120 120 120 120 120 120 120 120 40 35 140 140 140 140 140 140 140 140 140 140 140 140 140 140 140 140 140140 140 140 140 140 140 140 140 140 140 Range, km 10 10 20 20 30 30 1010 10 2010 20 20 3010 20 3030 10 20 30 20 30 10 3010 20 10 20 30 10 20 30 20 30103010 20 2010 30 20 20 10 30 20 20 10 30 20 10 30 10 20 30-3520 3010300 10 201010 20 30 10 20 30 10 20 30 20 30 30 3010 10 20 30 3010 10 20 35 Velocity Tornado
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Information Framework Domain Addenda Number Deliverable GB922-1 Usage Usage Business Entities GB922-1A GB922-1BI SID Agreement SID Business Interaction GB922-1BT GB922-1J SID Business Entity Base Types SID Project GB922-1L SID Location Description Uses the Usage abstract business entity to describe any resource-, service- or product-based usage that the external system can read, update and process. Provides the informational characteristics that are unique to an Agreement Describes the relationship that business entities have with business interactions and how the business entities party role, resource role, and customer account, are involved in business interactions Covers base types that have been found to be useful during the documentation of the SID business models Provides a generic model, based on current industry best practice that can be used to link parts of the SID model together Provides a high level framework for the location (which is a complexe model with a number of subtleties), explains broad concepts and gives illustrative examples. Defines the information about companies and people. Describes the SID Service and Resource Performance Aggregate Business Entities (ABEs) GB922-1P SID Party GB922-1Perform Performance Business Entities GB922-1POL SID Policy Covers the business definition of the Policy model GB922-1R SID Root Business Entities Defines a set of common business entities that collectively serve as the foundation of the SID business view. GB922-1T SID Time Related Entities Covers the non base type entities that are time related GB922-2 SID Customer Provides the definitions of the customer business entities GB922-3 SID Product Provides detailed specification of products (ProductSpecifications), the way they are offered into the market (ProductOfferings) and in which they are maintained and perform while in use (Products) GB922-4SO SID Service Overview Provides the definition of services, differentiate between “customer facing” and “resource services GB922-4S-QoS SID Quality of Service Covers the business definition of QoS entities GB922-5LR SID Logical Resource Presents the LogicalResource Framework with an extensible set of classes and relationships that enable new lower-level LogicalResource concepts to be plugged into it GB922-5PR Information Framework Presents the management of network entities to better illustrate a complete worked example Physical Resources and to explain some of the more subtle parts of the model GB922-6 Information Framework Describes the Aggregate Business Entities (ABEs) that comprise the Market/Sales domain of the Market / Sales SID model GB922-7 SID Security Initial development of Enterprise domain Security ABEs including, Security Entity and associated Security Vulnerability, Security Event, Security Threat, Security Incident. GB922-7RA Information Framework: Describes the Revenue Assurance area of the SID with controls, violations, key performance Enterprise Domain indicators, objectives, and rules. And includes revenue assurance actions/responses Revenue Assurance Business Entities GB922-8 SID Supplier/Partner Initial development of Supplier/Partner domain, focused on Supplier/Partner and Supplier/Partner Agreement. GB922-X Information Framework Provides an overview of the SID XML schema, including design considerations, an introduction
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AER Strategy Grid: Micro-Analysis of Customer Heterogeneity and Dynamics  Output of MP#2 is a microanalysis of customer heterogeneity and dynamics in the firm’s customer portfolio  The insights from MP#2 then can be inserted into the AER strategy grid to reveal highimpact strategies  Each box in this grid describes the most effective strategy for a unique persona at a single point in time AER Strategy Grid Acquisition Acquisition Strategy Strategy Expansion Expansion Strategy Strategy Retention Retention Strategy Strategy Persona Persona #1 #1 Most Most effective effective acquisition acquisition strategies strategies for for Persona Persona 1 1 Most Most effective effective expansion expansion strategies strategies for for Persona Persona 1 1 Most Most effective effective retention retention strategies strategies for for Persona Persona 1 1 Persona Persona #2 #2 Most Most effective effective acquisition acquisition strategies strategies for for Persona Persona 2 2 Most Most effective effective expansion expansion strategies strategies for for Persona Persona 2 2 Most Most effective effective retention retention strategies strategies for for Persona Persona 2 2 Persona Persona #3 #3 Most Most effective effective acquisition acquisition strategies strategies for for Persona Persona 3 3 Most Most effective effective expansion expansion strategies strategies for for Persona Persona 3 3 Most Most effective effective retention retention strategies strategies for for Persona Persona 3 3 © Palmatier 39
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