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Podejście procesowe w zarzadzaniu przedsiębiorstwem

100%
Stabryla A.
Zeszyty Naukowe Uniwersytetu Ekonomicznego w Krakowie
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2012
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issue 880
5-20
EN
The process-based approach is a concept which stresses the dynamic and integrative aspects involved in interpreting a given system (a company or organisation). This approach concerns the methodology of examining so called dynamic structures, in which, unlike in the case of the analysis of functions, the objective is to identify methods for synthesising organisational flows as well as the functions which create such flows. The author also presents the specific characteristics of the process-based approach as well as the process-based approach in strategic and operational management.
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SUPPLIER PERFORMANCE MONITORING AND IMPROVEMENT (SPMI) THROUGH SIPOC ANALYSIS AND PDCA MODEL TO THE ISO 9001 QMS IN SPORTS GOODS MANUFACTURING INDUSTRY

88%
Parkash S., Kumar K. V.
LogForum
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2011
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vol. 7
|
issue 3
EN
Background: Increasing global competition and customer expectations are forcing companies to improve their supplier performance as part of their supply chain governance initiative. A sport goods manufacturing industry is intensive supplier base industry and majority of these comes under small medium enterprises with limited resources. Developing an easy - deploy, cost effective and result oriented frame work for this industry is a critical business competency. Methods: This paper lays out a framework - a 'standard operating system' - for continuous supplier performance monitoring and improvement (SPMI) and is composed of following sections. In the first section supplier performance monitoring and improvement is overviewed with its basic concepts, and then improvement methods used in the paper are explained based on literature review. The third and fourth section focus on the methodology, explaining the way of SIPOC Analysis and PDCA application with using ISO 9001; 2008 QMS standards and example showing its results. Results: The existing process of Supplier Performance Monitoring and Improvement (SPMI) was defined and mapped and then analyzed and revised through SIPOC Analysis by incorporating to PDCA Cycle and ISO 9001 QMS to identify problem areas, variations and unnecessary activities. Corrective actions were recommended to deal with problem areas and an improved and revised Supplier Performance Monitoring and Improvement (SPMI) Process is suggested. Conclusions: Every organization needs to use a proper combination and selection of quality tools, methodologies and techniques for implementing continuous quality improvement process. This framework will provide a guidance for anyone who wants to develop supplier performance measurement system in sports goods manufacturing industry and other small - medium enterprises
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