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Operational Excellence: Using Lean Six SIGMA to Translate Customer Value Through Global Supply Chains

為了解決Add value to product的問題，作者Martin, James William 這樣論述：

Operational Excellence, Second Edition - Breakthrough Strategies for Improving Customer Experience and Productivity brings together leading-edge tools, methods, and concepts to provide process improvement experts a reference to improve their organization’s quality, productivity, and customer serv

ice operations. Its major topics include alignment of strategy to the design of supporting systems to meet customer expectations, manage capacity, and improve performance. It provides a concise and practical reference for operational excellence. Its fourteen chapters lead a reader through the latest

tools, methods, and concepts currently used to capture voice of customers, partners, and other stakeholders, new strategies for the application of Lean, Six Sigma, as well as product and service design across diverse industries, including manufacturing to financial services. This book operates from

three premises: Organizations can increase competitiveness in an era of globalization through the application of voice-of applications, Design Thinking, the integration of the Information Technology Ecosystem’s new tools and methods integrated with proven Lean and Six Sigma applicationsOperational

performance correlates to an organization’s financial, operational, and resultant productivity, as well as with shareholder economic value add (EVA) metrics and can be measured and improved using the methods in this bookValue-adding activities and disciplines discussed are global and applicable to e

very organizationA PRACTICAL TOOL FOR REAL-WORLD APPLICATIONNew topics are introduced in the second edition. These include Design Thinking, the voice-of Information Technology Ecosystems, Big Data applications, and Robotic Process Automation. Key topics from the first edition remain. These include D

esign-for-Six-Sigma (DFSS), Lean and Six Sigma methods, productivity analysis, operational assessments, project management, and other supporting topics. Each chapter contains tools and methods that will help readers identify areas for operational improvements. It contains 300 figures, tables, and ch

ecklists to help increase organizational productivity. Practical examples are integrated through the book.

Add value to product進入發燒排行的影片

電信業採用電信支付對經營策略影響之研究

為了解決Add value to product的問題，作者朱紹綺 這樣論述：

科技發展的日新月異，行動支付也因各行各業轉型發展已逐漸市場飽和，新冠疫情的爆發更是讓無接觸支付迅速的提升使用率。根據金管會公布2021年普惠金融衡量指標的結果2020年台灣每10萬成年人平均行動支付交易有243萬筆，年成長率近六成。小額支付對電信業者來說已是穩定的營收效益，為因應科技的變化及消費型態的改變，轉型推出電信支付2.0，增加更多的服務亦可使消費者輕易透過電信支付完成帳單繳費、儲值、付款。現在4家電信業者現行電信支付型態相似，以優先推出跨境電信支付之Ｇ公司作為研究訪談對象，以訪談法為主要研究方法藉由半結構式訪談、行銷4P分析及SWOT優劣分析來探討Ｇ公司電信支付之經營策略。研究發現，

個案公司推出創新3.0電信支付，再利用與政府合作科專項目得到相關資源進而提升服務品質與競業產生產品服務差異，行銷層面上，利用本身擁有多種媒體資源及超過500萬訂閱會員數提升產品知名度。推出跨境支付後，雖因疫情限制無法達到目標成效，現今疫情趨緩國境陸續解禁跨境支付應用可望達到目標成效，期望本研究可供個案公司電信支付永續經營之參考。

Disruptive Procurement: Winning in a Digital World

為了解決Add value to product的問題，作者Strohmer, Michael F.,Easton, Stephen,Eisenhut, Martin 這樣論述：

Disruptive procurement represents a radically new approach to drive savings, value, innovation and disruption by having the entire product and service line in focus and challenging it completely. It is not "another" procurement approach, but shows how procurement can drive the company's success by m

oving far beyond standard conventional desktop procurement. It is key to understand the value the company brings to its customers as well as the value that suppliers bring to the company. Combining the knowledge of these two dimensions leads to different strategic levers to drive value for the compa

ny and finally to disruption. Needless to say that this requires a holistic view and a complete new set of capabilities of procurement staff in market(ing)/sales, R&D, manufacturing, innovation and of course also procurement. This will only happen if procurement is CEO-empowered. Procurement needs t

o become slimmer but smarter using digitization for strategic moves, but also for reducing the non-value add operational tasks. Michael F. Strohmer leads Kearney’s European Operations & Performance Transformation practice, and is one of the founders of PERLab in Europe. Based in Vienna, Austria, h

e joined the firm in 2001. Michael has led projects with a broad range of international clients, mainly in post-merger integration and carve outs. His work encompasses the utilities, automotive, consumer goods and process industries in various European countries, as well as Russia and the United Sta

tes. He is an expert in operations & procurement transformation, post-merger management, raw materials and large scale CAPEX projects. Michael has published several books and is also co-author of the books ＂The Purchasing Chessboard,＂ ＂Supplier Relationship Management＂ and ＂The CPO - Transforming Pr

ocurement in the real world.＂ Michael likes to discuss with CxOs the future of the economy and especially the future of operations. He earned a doctorate degree in business administration and in law. Michael lives in Austria’s picturesque lake region near Salzburg.Stephen Easton has two decades of e

xperience in consulting working with procurement organizations to help them grow their capabilities and create more value for their businesses. Stephen’s work is cross-industry and encompasses sectors as diverse as banking and aerospace. Stephen started his career as a Chartered Management Accountan

t and holds an MBA from Cornell University. His first degree was in politics, philosophy and economics from Oxford.Martin Eisenhut is a partner and managing director of Kearney’s Central Europe unit. Based in Munich, he is also global leader of the firm’s Industrial Goods & Services Practice, and le

ader of the Aerospace & Defense Practice for the Europe, Middle East and Africa region. Martin has extensive experience as a manufacturing strategy consultant and has supported an array of projects in engineered products, automation, aerospace and defense, automotive supply and microelectronics. Mar

tin is widely recognized as a leader in industrial goods and services, and he also holds supervisory board positions in Europe. Before joining Kearney, Martin was the global head of the Engineered Products & High Tech Competence Center at Roland Berger Strategy Consultants in Munich and was a member

of the Supervisory Board. Martin earned a computer science degree at the University of Passau in Germany and a doctorate in computer science at the Technical University of Munich. He also completed an apprenticeship as a skilled worker in a machinery company.Elouise Epstein is a digital procurement

futurist and Kearney vice president, based in San Francisco. She has nearly two decades of experience working with procurement and supply chain organizations to architect, design and adopt digital technologies. She works to disrupt sub-par technology adoption and build future strategies through adv

anced partnerships with startups and emerging technology solution providers. Elouise is an inaugural member of ISM’s Thought Leadership Council and frequent writer and presenter about digital procurement. She is co-author of Kearney’s Future of Procurement whitepapers, a twelve-part series developed

in partnership with leading clients that charts a vision for future success in procurement.Robert Kromoser has been with Kearney since 1998. He is based in Vienna, Austria, and gained most of his consulting experience in international projects in Germany, Switzerland, Belgium, Denmark, Netherlands,

France, Italy, Great Britain, Taiwan, and the United States. He is a member of the leadership team of Kearney’s Procurement Practice, with a focus on strategic sourcing, procurement transformation, and supplier risk management. Robert has led multiple projects in the automotive, construction equipm

ent and machinery, chemicals and building materials industries. In several studies, he analyzed the role of strategic sourcing and procurement as a value-adding factor. Robert is also co-author of the Kearney book ＂The Purchasing Chessboard.＂ Robert studied business administration at Vienna Universi

ty of Economics and Business Administration in Austria and at Carnegie Mellon University in the United States. He lives near Vienna’s famous baroque park, Augarten.Erik R. Peterson is a partner at Kearney and managing director of the firm’s Global Business Policy Council (GBPC), a strategic advisory

service for business leaders. In the most recent survey of the University of Pennsylvania’s assessment of 6,600 think tanks, the GBPC was ranked the fourth best for-profit think tank in the world. Since joining Kearney in 2010, Erik has guided initiatives relating to strategic foresight, including

a program on scenario planning with Oxford University and summits on strategic planning. In 2017, he was elected to the board of Kearney’s Energy Transition Institute. Erik is also a senior advisor at the Center for Strategic and International Studies (CSIS). Formerly, he was senior vice president a

t CSIS and held the CSIS William A. Schreyer Chair in Global Analysis. Before joining CSIS, Erik was Director of Research at Kissinger Associates. Erik received an MBA from the Wharton School, an MA from The Johns Hopkins University School of Advanced International Studies, and a BA from Colby Colle

ge.Enrico Rizzon is a partner in Kearney’s Melbourne office who has a decade of consulting experience primarily focused on organizational productivity and transformation programs. Recently, his focus has been on procurement and the ever-growing application of analytics in business. He now leads Kear

ney’s Procurement and Analytics Solutions Practice for Asia Pacific. Enrico speaks regularly at conferences and frequently writes on procurement-driven transformation and more recently on the competitive advantage that can be driven through analytically enabled organizations. He is Chairman of the M

elbourne Business School Centre for Business Analytics, where he helps shape future talent and research on business analytics. Enrico has an undergraduate degree in chemical engineering (Hons) from the University of Adelaide and an MBA from the Melbourne Business School.

應用品質機能展開法於基隆港旅運服務品質改善方案之實證研究

為了解決Add value to product的問題，作者葉庭瑋 這樣論述：

本研究的目的在於提高基隆港旅運的服務品質，並探討可行的解決方案，以提升整體顧客服務水準。台灣為海島國家，具備北三角(日、韓、臺)與南三角(越、菲、臺)發展的潛力，非常適宜發展郵輪觀光業，對於促進經濟和郵輪港口的競爭力有顯著的幫助。然而，由於過去國內產業的外移港口營運不如已往，如何吸引更多的郵輪業者停靠，帶來獲取更多的商機與創造港口更高的服務附加價值就顯得十分重要。因此，港務公司的首要任務就是要找到提升顧客服務品質的方法與更新設備。本研究首先說明基隆郵輪港的發展背景，並就相關產業服務品質之文獻作為研究基礎，運用模糊層級分析結合多層次品質機能展開法，以服務提供者及顧客提升服務品質的觀點分析，並將

二者對於旅運服務需求，轉換為改善現有服務品質之技術需求，並針對前述結果，提出改善現況之策略與建議，作為基隆港務分公司(TIPC)提升旅運服務品質改善的參考，並期盼未來郵輪旅遊產業蓬勃永續發展。