Executive Summary: Disengagement in the workplace is a serious business performance issue. In a major study of organisational effectiveness involving 7,310 respondents in Australia and New Zealand, Right Management has found that two-thirds of employees are less than fully engaged by their work and organisation. Organisations simply cannot afford the costs and missed opportunities created by high turnover or low engagement. In today’s economy, companies need an engaged workforce. Employees who are fully engaged display dedication, vigour and absorption in their work. Engagement has been closely linked to the employee’s experience of motivation, workplace morale, job satisfaction and their fundamental sense of identity as a professional. Engagement has also been closely linked to positive results for productivity and profitability.
Research Methodology: This study continues to build our understanding of the current engagement drivers impacting business in Australia and New Zealand (through outcome measures such as performance, employee satisfaction and retention). Right Management conducted an independent study of engagement among a representative sample of 7,310 employees from the employment market across a broad range of industry sectors in both countries. Our survey asked respondents to self report on attitudes, performance and conditions directly related to the effectiveness of their organisation. It identified 11 key “categories” or determinants of organisational effectiveness and under each determinant presented a number of statements or “items” associated with that category. There were 100 items in total. For each item, participants were asked to choose among five responses ranging from “strongly disagree” to “strongly agree”. Eight items are specifically directed toward measuring the level of their engagement with their job and with their organisation. Keep reading…
If we take a close look at the strengths and weaknesses of SCOR, It quickly becomes clear that SCOR methodology fills a major need in a Lean and Six Sigma program – identification, prioritization and strategic alignment of
project opportunities with the capability to execute them. Read more to know why?
Study about Key Performance Indicators and Benchmarking
Executive Summary: The First Regional Training Course on “Key Performance Indicators and Benchmarking for Water Utilities in the MENA/Arab Region” was held in Alexandria, Egypt from July 4 to 8, 2010. It was organised by the Arab Countries Water Utilities Association (ACWUA) and InWEnt Capacity Building International, Cairo and Germany and supported by Alexandria Water Company. There were 31 participants from 6 countries, i.e. from Egypt, Jordan, Syria, Yemen, Palestine and Morocco, see annex 2.
Objective: Participants will get an overview and introduction to common practices regarding key performance indicators and their application in water utilities to provide strategic guidance to management to improve performance of the urban water sector at process and corporate levels. The exposure to international and regional applications will lead to an in-depth exchange of -experience and lively discussion (i) to contribute to the development of useful indicators at national or organisational level, and (ii) to promote common indicators for use within the MENA Arab Region in the context of the mandate of ACWUA. Keep reading…
Study about Workspace Utilization and Allocation Benchmark
Introduction: Managing and allocating office workspace is a constant challenge for both public and private organizations. This challenge exists because organizations have to meet functional space demands using limited resources. When determining the best way to forecast and allocate workspace and support knowledge workers, today’s architects, designers, facilities and real estate professionals, and workplace consultants must consider the following factors Over the past decade, the Federal government has moved away from strict hierarchical space use standards based on pay grade or associate position. The Federal government now follows the Code of Federal Regulation’s (CFR) recommendations for space planning based on organizational needs.
Methodology: The Federal government is a collection of diverse agencies with differing missions. Therefore, the task of developing or confirming a government-wide standard for office workspace use per person is a significant challenge and not the premise of this benchmark publication. GSA presents this information to the entire Federal community with the hope that it leads to a more effective, efficient workspace environment that accommodates individual work styles and alternative workplace strategies to reduce office workspace costs.GSA developed this comprehensive study with our real property colleagues to promote the most efficient and optimal use of office workspace for both Federal agencies and the private sector. Keep reading..
A Case Study about Virtualized Hadoop Performance on VMware: Benchmarking
Executive Summary: The performance of three Hadoop applications is reported for several virtual configurations on VMware vSphere 5 and compared to native configurations. A well-balanced seven-node AMAX ClusterMax system was used to show that the average performance difference between native and the simplest virtualized configurations is only 4%. Further, the flexibility enabled by virtualization to create multiple Hadoop nodes per host can be used to achieve performance significantly better than native.
Introduction: In recent years the amount of data stored worldwide has exploded, increasing by a factor of nine in the last five years. Individual companies often have petabytes or more of data and buried in this is business information that is critical to continued growth and success. However, the quantity of data is often far too large to store and analyze in traditional relational database systems, or the data are in unstructured forms unsuitable for structured schemas, or the hardware needed for conventional analysis is just too costly. And even when an RDBMS is suitable for the actual analysis, the sheer volume of raw data can create issues for data preparation tasks like data integration and ETL.
Productivity Benchmarking: Methods and Lessons Learned
Abstract: Productivity benchmarking allows software development projects and organizations to compare themselves to the market place in a given sector of industry. However, in practice benchmarking presents many difficulties such as identifying a meaningful basis of comparison. The European Space Agency (ESA) outsources many software projects. They have accumulated a large cost database from these projects. In this paper, we present a method for productivity benchmarking, as well as the productivity benchmarks we derived for one of our customers based on the ESA database. Furthermore, we provide usage scenarios for these models by describing how these models can be practically applied for benchmarking purposes.
Introduction: In the past, the word “benchmark” has been used in various ways. In this paper, we define productivity benchmarks as instruments that allow an organization/project to compare its productivity to those of other similar organizations/projects. The ability to benchmark the productivity of their projects provides software organisations a number of advantages. These include the ability to determine whether they are competitive in a given business sector, and whether a significant productivity improvement is required for sustaining a particular business..
For several years, problems with abrasives belts topped the list of industrial abrasives customer complaints at 3M. By combining Lean Six Sigma and a Top-200 customer focus, 3M improved its belt fabrication processes. The belt project led to improved quality as defects in parts per million were reduced by a factor of 28 times, and at the same time, sales grew by 54 percent. The improvement team entered this project in the ASQ International Team Excellence Award process and was named a finalist for 2009-10. Read More…
Article introduces the Business Process Re-engineering, based on extensive references to the book “Re-engineering the Corporation” by Hammer and Champy. It will draw out some questions about the absolute benefits of re-engineering. At the end, the enabling role of information technology will be discussed. The re-engineering profoundly changes all aspects of business and people. Part of the organisation is easy to change by reinventing a way to work. However, the other part, people, is very difficult to change. In particular, it requires not only jobs and skills change but also people’s styles – the ways in which they think and behave – and their attitudes – what they believe is important about their work. These are indispensable factors to determine whether re-engineering succeeds or not. Leaders must help people to cope with these changes. Read More…
Every day of every year, hundreds of hotels, from boutique operations to large resorts, rely on significant amounts of electricity and natural gas to service tens of thousands of customers across Australia.
A series of energy benchmarking case studies just released shows the hotel industry how to maximise profits, minimise energy costs and demonstrate leadership by reducing energy use and greenhouse gas emissions—without negatively impacting on the comfort or satisfaction of guests and customers.
Since energy is a significant component of any hotel’s property operating costs, these opportunities cannot be ignored—energy savings go straight to the bottom line and are often an easier route than through increased turnover. Electricity accounts for close to 70 per cent of hotel energy use and contributes more than 90 per cent of greenhouse gas emissions. Alternatively, natural gas typically represents up to 50 per cent of energy consumption. Click here to read more…
Energy Use Benchmarking in the Automotive Supply Chain Case Study
The motor vehicle parts manufacturing sector(NAICS 3363) includes a wide variety of firms that manufacture finished parts used in the assembly of automobiles. These parts include power train components, electrical equipment, and steering and brake systems, to name a few.
Due to the diversity of the automotive parts manufacturing industry, there are a wide variety of processes and materials embodied in finished parts. Many of these processes are highly energyintensive. In particular, the engine and transmission that comprise a vehicle’s power train are cast from aluminum or iron and further machined and processed in manufacturing plants in a highly energy‐intensive environment. Substantial research has been done on methods for reducing the amount of energy required to manufacture and assemble these automotive components.
The Federal government has had considerable involvement in efforts to reduce the energy intensity of the automobile industry. The U.S. Department of Energy (DOE) has a special research effort focusing on the metal casting industry through its Metal Casting Industry of the Future Program. In addition, the U.S. Environmental Protection Agency (EPA) is helping to reduce the environmental impact of processes (e.g. recycling of casting sand) through its Industry Sector Performance Program for Metal Finishing.
In this study, a concerted effort was made to obtain energy intensity data directly from Original Equipment Manufacturer (OEM) Tier 1 and Tier 2 suppliers. This effort was hampered by a variety of factors discussed later in this report, which include how obtaining meaningful information directly from suppliers was deemed an ineffective approach.
The resulting energy intensity evaluation methodology used is process based. That is, the associated energy use in all significant phases of the manufacturing process is evaluated and aggregated to produce the total embedded energy estimate for each part or component. Since the process methodology is iterative, it can be further manipulated and refined as more confidence is derived from plant, process, and fuel specific data. Click here to read more…