8 Effective Business Management

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Author:
oneill_ie
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157414
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8 Effective Business Management
Updated:
2012-06-05 16:15:50
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Effective Business Management
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Effective Business Management
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  1. · Innovative Business Practice (IBP)
    • 1. Knowledge Management – How info is managed & communicated within org, share with clients, absorb from the market.
    • 2. E business initiatives –e.g. tendering procedures, invoicing, payments, and procurement of materials plant sub-contractors. Repair & maintenance (building , emergency repairs , FM etc.)
    • 3. MMC Modern methods of construction – Modular construction, volumetric construction, standardisation, off site fabrication
    • 4. Change management – if the change is not managed then the benefit of the innovation may be lost. Key Steps:
    • a. Make the case for change
    • b. Create a shared vision
    • c. Separate from the past – pattern breaking
    • d. Create a sense of urgency
    • e. Need a leader / driver
    • f. Have a plan – resources & schedule
    • g. Communicate- involve people & gain trust
    • h. Institutionalise the change
  2. · Just In Time (JIT)
    • Logistics minimising goods on site
    • Reduces multiple handling, damage, pilfering & theft, facilitates late order changes, and prevents faulty goods lying for weeks.
  3. · KPIs
    • Used to:
    • 1. set standards at start of project
    • 2. Monitor performance
    • 3. Evaluate performance at project end – sets targets for future projects

    Can benchmark against internal or external standards
  4. KPIs:
    • 1. Client satisfaction
    • 2. Defects
    • 3. Safety
    • 4. Cost Certainty / Predictability
    • 5. Time Certainty / Predictability
    • 6. Productivity
    • 7. Profitability
  5. · Total Quality Management
    (TQM)Management led process to involve employees in the continuous improvement of all activities
  6. · Lean Construction
    • Borrowed from the car industryIncludes some of:
    • a) JIT
    • b) Total Quality Management
    • c) Value analysis engineering & management
    • d) Concurrent Engineering – Integrated design & construction
  7. DOOMWIT
    About the elimination of waste
    • Defects - design / production below standard
    • o Over – Production – ahead of programme / out of sequence
    • o Over Processing – more than required – higher quality than required
    • o Motion – excessive walking / bending – inefficient site layout
    • o Waiting – operator waste – mismatched machines
    • o Inventory – large orders delivered too early
    • o Transport – Unnecessary movement or handling of materials
  8. Supply Chain Management (SCM)
    • Supply Chain = Sequence of processes and activities involved in complete manufacturing & distribution cycle, from product design through materials,
    • component ordering, manufacturing & assembly and onto when the finished product is in the hands of the owner.
  9. Basics of SCM
    • 1. Identify key suppliers who will maximise value
    • 2. Work with key players to improve their contribution to value
    • 3. Designate these key suppliers as first tier on the supply chain. Delegate to them the management of their own suppliers – 2nd tier
  10. Obstacles to SCM
    • 1. Separation of design & construction in the building industry
    • 2. Every project is bespoke
    • 3. Environment differs
    • 4. Reluctance of DT to accept early supplier input
  11. Advantages of SCM
    • 1. Value for the client
    • 2. Increased cost certainty
    • 3. Increased programme certainty
    • 4. Improved quality
    • 5. Most cost effective building
    • 6. Less claims
    • 7. Continuous improvement commitment by supply chain
  12. SCM Advantages for Contractor
    • 1. Greater certainty of repeat work
    • 2. Non-adversarial supply chain relations
    • 3. Less claims
    • 4. Payment for pre contract design work
    • 5. Less defects
    • 6. Reward for good performance
    • 7. Improved margins & efficiency
  13. Role of the Supply Chain Manager
    • 1. Implements SCM throughout the project
    • 2. Focuses on value for the client (TCQS, E/S, R,P) – Fit for purpose, within cost budget, accident free, sustainability targets
    • 3. Communicates these objectives with supply chain
    • 4. Sets objectives for the supply chain that match clients objectives & means to measure
    • 5. Set criteria to be met by suppliers to keep them on the supply chain list
    • 6. Continuous improvement commitment

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