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Manage Workforce Capability and Capacity Needs Case Study Questions

Question Description

I’m trying to study for my Business course and I need some help to understand this question.

workforce and operation the only ones that i needed to be answered the rest is already done I attached example of the previous ones just for references (It's an OK version).


it should be bullet-point from Green gateway

I only want:

The workforce

operation


the questions will be on Assessment Notes (4) for the both

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Green Gateway Case Study manufacturing service small business nonprofit government 2018 #Baldrige www.nist.gov/baldrige Baldrige Performance Excellence Program National Institute of Standards and Technology (NIST) • United States Department of Commerce July 2018 To obtain Baldrige Program products and services, contact Baldrige Performance Excellence Program Administration Building, Room A600 100 Bureau Drive, Stop 1020 Gaithersburg, MD 20899-1020 Telephone: (301) 975-2036 Fax: (301) 948-3716 E-mail: baldrige@nist.gov Web: https://www.nist.gov/baldrige The Green Gateway Case Study is a fictitious Baldrige Award application prepared for use in the 2018 Malcolm Baldrige National Quality Award Examiner Preparation Course. The fictitious case study organization is a manufacturer of medium-size gas and diesel-power lawn tractors. The case study illustrates the format and general content of an award application. However, since the case study serves primarily as a tool for training examiners to evaluate organizations against the 2017–2018 Baldrige Excellence Framework and its Criteria for Performance Excellence, it may not address all Criteria requirements or demonstrate role-model responses in all Criteria areas. Please refer to the Green Gateway Feedback Report to learn how the organization scored and to see its strengths and opportunities for improvement. This case study is a work of fiction, created and produced for the sole purpose of training regarding the use of the Baldrige Excellence Framework. There is no connection between the fictitious Green Gateway and any other organization, named either Green Gateway or otherwise. Any resemblance to any specific organization is purely coincidental. The names of several national and government organizations are included to promote the realism of the case study as a training tool, but all data and content about them have been fictionalized, as appropriate; all other organizations cited in the case study are fictitious or have been fictionalized. The Baldrige Program welcomes your comments on this case study and other Baldrige products and services. Please direct your comments to the address above. BALDRIGE CRITERIA FOR PERFORMANCE EXCELLENCE®, BALDRIGE PERFORMANCE EXCELLENCE PROGRAM®, CRITERIA FOR PERFORMANCE EXCELLENCE®, MALCOLM BALDRIGE NATIONAL QUALITY AWARD®, and PERFORMANCE EXCELLENCE® are federally registered trademarks and service marks of the U.S. Department of Commerce, National Institute of Standards and Technology. The unauthorized use of these trademarks and service marks is prohibited. NIST, an agency of the U.S. Department of Commerce, manages the Baldrige Program. NIST has a 100-plus-year track record of serving U.S. industry, science, and the public with the mission to promote U.S. innovation and industrial competitiveness by advancing measurement science, standards, and technology in ways that enhance economic security and improve our quality of life. NIST carries out its mission in three cooperative programs, including the Baldrige Program. The other two are the NIST laboratories, conducting research that advances the nation’s technology infrastructure and is needed by U.S. industry to continually improve products and services; and the Hollings Manufacturing Extension Partnership, a nationwide network of local centers offering technical and business assistance to small manufacturers. Suggested citation: Baldrige Performance Excellence Program. 2018. 2018 Baldrige Case Study: Green Gateway. Gaithersburg, MD: U.S. Department of Commerce, National Institute of Standards and Technology. https://www.nist.gov/baldrige. CONTENTS 2018 Eligibility Certification Form . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . E1 Organization Chart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . O1 2018 Award Application Form, page A-1 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A1 Glossary of Terms and Abbreviations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . G1 Preface: Organizational Profile P.1 P.2 Organizational Description . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . i Organizational Situation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . iv Category 1: Leadership 1.1 1.2 Senior Leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 Governance and Societal Responsibilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Category 2: Strategy 2.1 2.2 Strategy Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Strategy Implementation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 Category 3: Customers 3.1 3.2 Voice of the Customer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 Customer Engagement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 Category 4: Measurement, Analysis, and Knowledge Management 4.1 4.2 Measurement, Analysis, and Improvement of Organizational Performance . . . . . . . 15 Information and Knowledge Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 Category 5: Workforce 5.1 5.2 Workforce Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 Workforce Engagement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 Category 6: Operations 6.1 6.2 Work Processes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26 Operational Effectiveness . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31 Category 7: Results 7.1 7.2 7.3 7.4 7.5 Product and Process Results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Customer Results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Workforce Results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Leadership and Governance Outcomes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Financial and Market Results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35 40 42 45 48 2018 ELIGIBILITY CERTIFICATION FORM 2018 Eligibility Certification Form OMB Control No. 0693-0006 Expiration Date: 06/30/2019 Page E-4 of 12 Malcolm Baldrige National Quality Award j. Is your subunit self-sufficient enough to be examined in all seven categories of the Criteria? • Does it have its own senior leaders? • Does it plan and implement its own strategy? • Does it serve identifiable customers either inside or outside the organization? • Is it responsible for measuring its performance and managing knowledge and information? • Does it manage its own workforce? • Does it manage its own work processes and other aspects of its operations? • Can it report results related to these areas?  Yes. Proceed to 6k (table below).  No. Your organization probably is not eligible to apply for the award. Call the Baldrige Program at (877) 237-9064, option 3. k. Does your organization meet one of the following conditions? 1. My organization has won the Baldrige Award (prior to 2013). Yes Your organization is eligible. No Continue with statement 2. 2. Between 2013 and 2017, my organization applied for the national Baldrige Award, and the total of the process and results band numbers assigned in the feedback report was 8 or higher. Yes Your organization is eligible. No Continue with statement 3. No Continue with statement 4. No Continue with statement 5. No Continue with statement 6.     Year: Total of band scores: 3. Between 2013 and 2017, my organization applied for the national Baldrige Award and received a site visit. Yes  Between 2013 and 2017, my organization received the top award from an award program that is a member of the Alliance for Performance Excellence.  Year of site visit: Note: An organization that has participated in the Baldrige Site Visit Experience (BSVE) process is not eligible under this condition. Please do not check that your organization has received a site visit within the past 5 years if referring to the BSVE. 4. Your organization is eligible. Yes  Your organization is eligible.  Award program: Year of top award: 5. More than 25% of my organization’s workforce is located outside the organization’s home state. Yes  Your organization is eligible. Eligibility package due February 22, 2018 Award package due May 2, 2018  2018 Eligibility Certification Form OMB Control No. 0693-0006 Expiration Date: 06/30/2019 Page E-5 of 12 Malcolm Baldrige National Quality Award 6. There is no Alliance for Performance Excellence award program available for my organization. 7. In 2016 or 2017, my organization applied for the national Baldrige Award through the alternate method (option 8 below) and the total of the process and results bands assigned in the feedback report was 6 or higher. Yes Your organization is eligible. Yes Your organization is eligible.   No   No, my organization did not apply using this method.  No, my organization applied using this method, but did NOT receive a total of 6 or higher. 8. My organization will submit additional eligibility screening materials (i.e., a complete Organizational Profile and two results measures for each of the five Criteria results items). The Baldrige Program will use the materials to determine if my organization is eligible to apply for the award this year (as described in the fact sheet at Eligibility FAQs. Yes  The Baldrige Program will review the materials and contact your ECP after determining your eligibility. No  Continue with statement 7. Continue with statement 8. Your organization is not eligible. Call 877-237-9064, option 3, if you have questions. Call 877-237-9064, option 3, if you have questions. 7. Award Category a. Award category (Check one.) Your education or health care organization may use the Business/Nonprofit Criteria and apply in the service, small business, or nonprofit category. However, you probably will find the sector-specific (Education or Health Care) Criteria more appropriate. For-Profit Nonprofit  Manufacturing  Nonprofit  Service  Education  Small business (# 500 employees)  Health Care  Education  Health Care b. Industrial classifications. In table below, list up to three of the most descriptive NAICS codes for your organization (see NAICS list included at the end of this document). These are used to identify your organizational functions and to assign applications to examiners. 3524 3331 Eligibility package due February 22, 2018 Award package due May 2, 2018 3339 2018 Eligibility Certification Form OMB Control No. 0693-0006 Expiration Date: 06/30/2019 Page E-7 of 12 Malcolm Baldrige National Quality Award e. Provide the title and date of an official document (e.g., an annual report, organizational literature, a press release) that clearly defines your organization as a discrete entity. Title Gateway Estate Lawn Equipment Co. 2017 Annual Report Date December 1, 2017 Attach a copy of relevant portions of the document. If you name a website as documentation, print and attach the relevant pages, providing the name only (not the URL) of the website.  Relevant portions of the document are attached. f. Briefly describe the major functions your parent or its other subunits provide to your organization, if appropriate. Examples are strategic planning, business acquisition, research and development, facilities management, data gathering and analysis, human resource services, legal services, finance or accounting, sales/marketing, supply chain management, global expansion, information and knowledge management, education/training programs, information systems and technology services, curriculum and instruction, and academic program coordination/development. Invoices, design support, sales/marketing 9. Supplemental Sections The organization has (a) a single performance system that supports all of its product and/or service lines and (b) products or services that are essentially similar in terms of customers/users, technology, workforce or employee types, and planning.  Yes. Proceed to item 10.  Your organization may need to submit one or more supplemental sections with its application. Call the Baldrige Program at (877) 237-9064, option 3. 10. Use of Cell Phones, Cordless Phones, and Voice-over-Internet Protocol (VoIP) Do you authorize Baldrige examiners to use cell phones, cordless phones, and VoIP to discuss your application? Your answer will not affect your organization’s eligibility. Examiners will hold all your information in strict confidence and will discuss your application only with other assigned examiners and with Baldrige Program representatives as needed.  Yes  No Eligibility package due February 22, 2018 Award package due May 2, 2018 2018 Eligibility Certification Form OMB Control No. 0693-0006 Expiration Date: 06/30/2019 Page E-9 of 12 Malcolm Baldrige National Quality Award Your Organization Workforce* List the numbers at each site. Sites (U.S. and Foreign) List the city and the state or country. Check one or more.  Employees Volunteers  Faculty (no. or  Staff N/A) GG Facility, Kinston, NC Total List the % at each site, or use “N/A” (not applicable). Check one. % of  Sales  Revenue  Budget 589 N/A 100% 589 N/A 100% Relevant Products, Services, and/or Technologies Manufacturer of product. Major technologies include circuit testing, assembly, material analysis, in-process inspection, and final assembly *The term workforce refers to all people actively involved in accomplishing the work of an organization. The workforce includes paid employees (e.g., permanent, part-time, temporary, telecommuting, and contract employees supervised by the organization) and volunteers, as appropriate; it also includes team leaders, supervisors, and managers at all levels. 12. Key Business/Organization Factors List or briefly describe where necessary the following key business/organization factors (we recommend using bullets). Please be concise, but be as specific as possible. Provide full names of organizations (i.e., do not use acronyms). The Baldrige Program uses this information to avoid conflicts of interest when assigning examiners to your application. Examiners also use this information in their evaluations. a. Main products and/or services and major markets served (local, regional, national, and international) Medium-size gas and diesel-power lawn tractors. Major markets: North America independent dealers b. Key competitors (those that constitute 5 percent or more of your competitors) J.J. Place Inc., Majestic Corp., Mighty Mowers Inc. c. Key customers/users (those that constitute 5 percent or more of your customers/users) Dealers: commercial and homeowner d. Key suppliers/partners (those that constitute 5 percent or more of your suppliers/partners) Suppliers: Cultivars Engines, Core Tires, Earthmover, Furrows, Diatomaceous Earth Partners: Hardiness and Edger Community College, Metamorphosis and Potent University, CEVA, NIST MEP Eligibility package due February 22, 2018 Award package due May 2, 2018 ORGANIZATION CHART O1 O1 President, Bobbie Lee Montero Assistant Plant Manager, Deb Mafrans VP of HR, Bob Jones Assistant Plant Manager, Eric Kimzo VP of IT, Jose Querteuz Green Gateway Organization Chart Finance Department Director, Larry Zoks Yellow Gateway (push lawnmowers) VP of CI, Connie B. Smith HR Department Director, Isabelle Brough GG Plant Manager, Jack C. Paul Green Gateway (GG) (medium-size gas and diesel-power lawn tractors ) VP of Finance, Alberto Frontenelli J. R. Mueller, CEO, Gateway Estates Lawn Equipment Company Gateway Seven-Member Board of Directors Quality Department Director, R. J. Meyer Blue Gateway (frames for lawnmowers and tractors) VP of Manufacturing, Lee R. Atricuio Safety Department Director, Lacy Fangs Orange Gateway (large tractors) VP of Sales/Marketing, MaryAnn Francois IT Department Director, Joe Wong Design Center and Marketing/Sales Division, Janice Baldwin VP of Global, Enrico C. Baldini VP of Supply Chain, Alice R. Williams PAGE A-1 OF THE 2018 AWARD APPLICATION FORM GLOSSARY OF TERMS AND ABBREVIATIONS Glossary of Terms and Abbreviations 5S a workplace organization method EHS environmental health and safety 5 Whys a technique used in the analyze phase of the Six Sigma methodology EOC Emergency Operations Committee 6S sort, stabilize, shine, standardize, sustain, safety (a workplace organization method) EPA U.S. Environmental Protection Agency ERP enterprise resource planning F A A3 structured problem solving and continuous improvement approach ADA Americans with Disabilities Act AOS available on-site AP action plan AR/AP accounts receivable/accounts payable ASQ American Society for Quality Federal Emergency Management Agency FLSA Fair Labor Standards Act FMEA failure mode effects analysis FMLA Family and Medical Leave Act G ATD/ASTD/ APQC FEMA Association for Talent Development/American Society for Training and Development/American Productivity and Quality Center B BB Black Belt BFPE Baltimore Fire Protection and Equipment BOD Board of Directors BSC balanced scorecard corrective action plan CC core competency COGS cost of goods sold Cpk process capability CSF critical success factor CTB change the business C-TPAT Customs Trade Partnership Against Terrorism CTQ critical to quality generally accepted accounting principles GATE supplier portal Gateway Gateway Estates Lawn Equipment Company (parent organization) GB Green Belt GED General Equivalency Diploma test (for high school equivalency) Gemba the place where value is created; in manufacturing, the Gemba is the factory floor GG Green Gateway H C CAP GAAP HR human resources I IA inherent availability IRS U.S. Internal Revenue Service ISO International Organization for Standardization IT information technology IW Industry Week J D Jidoka one of the two pillars of the Toyota Production System DMAIC define, measure, analyze, improve, control DOL JIT just in time U.S. Department of Labor JSOX Japan’s Financial Instruments and Exchange Law (considered the Japanese version of Sar ...
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Final Answer

Attached.

5

Workforce

a

How does the
organization assess
and manage
workforce capability
and capacity needs?



How does the
organization recruit
and retain your
workforce, and
manage your
workforce to
accomplish your
work?



b

Strength Examples



















Using a performance evaluation
system.
Focusing on individual or team
metrics.
Using the annual training matrix
that identifies staff competency
levels

Upon approval, the HR associates
review the applications received.
Potential candidates are selected.
HR staff administers the job
profile to potential candidates.
Qualified applicants who achieve
required assessment levels for
the position are scheduled for
interviews by HR associates.
Interviews are conducted and
final candidate selected by the
Hiring director and selected
departmental members.
The final candidate is screened
with behavioral-based questions
to ensure a fit with our culture
and verify their qualification.
Upon obtaining successful
screening results of the final
candidate, HR associates make a
job offer to the applicant. The
offer is contingent on successful
drug screening results.
Upon acceptance of the job offer,
the company determines a start
date, and new-hire orientation is
scheduled.
The associate is placed in the
position with an assigned mentor
and scheduled for 30-, 60-, and
90-day reviews.
Associates are retained through
company’s meeting their
satisfaction and engagement
requirements.

Page 1 of 7

Opportunity Examples









Use the sales made and the profits to
evaluate their performance.
Use questioners to find out their needs.

Through promotions based on
performance merits.
Through enhancing anonymity in the
workforce, and let the staff do what
suits them.
Through engaging the staff in every
process, especially in decision making.
By making promotion and regular
salary increments.
Through continuously improving their
working environment.

Observation Notes
c

How does the



Through intensive training for
three months after which they
work on a particular product line
as they change to a new one on
weekly basis.



Through partnering with universities
and recruiting students into their
programs.







Through health assessments.
Flu vaccinations.
Health screening.
Coaching for wellness.
Wellness committee activities.



By instituting a clinic facility that
provides free services.
By ensuring every staff has health
insurance coverage.



Installed automated security
devices for doors and gates that
require authorization.
Installed security monitoring
systems.
The company has one common
place of access.
Access credentials are changed
quarterly.

organization

incorporate
internships in your
workplace, if
applicable?
d

How does the
organization ensure
workplace health
and security and
support your
workforce through
benefits and
policies?












e

f

How does the
organization foster a
culture
characterized by
open
communication,
high performance,
and an engaged
workforce?
How does the
organization assess
workforce








Provision of a car allowance
benefit.
Travel insurance
Life insurance.
Provision of long-term disability
insurance.
Policies cover use of cell phone.
Allowances that are tailored to
meet different needs.
Uniforms are provided and
laundered on request.
Through two-way
communications during Gemba
walks.
Through team participation.
Through learning communities.
Building trust through honesty.
Formation of diverse teams.

Through analyzing essential
formal and informal data such as
training results, productivity,
Page 2 of 7








Use of biometrics as requirements
when accessing the facility.
Access to various resources in the
facility to be based on user roles.
Securing the facility using a parameter
wall that is hard to cross over.
Carry out register calls randomly.




Provision of house allowances
Provision of a social security fund,
especially after retirement.



Provision of compulsory leave that will
be granted quarterly.
Staffs will be offered free transport to
their homes.









Encourage the formation of informal
groups within the organization.
Company leaders should lead by
example.
Established groups through social
media that enhance effective
communication beyond boundary
limits.

Based on the sales made.
Based on the profits made.

Observation Notes
engagement?

g

h

achievements, and performance
metrics.

How does the
organization use your
performance
management
system to support
high performance
and engagement?




How does the
organization ensure
your learning and
development
system supports
your company’s
needs and personal
development at
every level of your
workforce?












i

j

How does the
organization manage
effective career
progression and
succession planning
for key skills?



How does the



organization

measure that your
company is a good
place to work?



By establishing goals.
Managing and improving
performance through training
and development.
Through rewarding.
Through demonstrating
competency in organizational
values.



Based on the operations efficiency.



By engaging the workforce in every
decision making process.
By encouraging innovations and new
ideologies from the workforce.
By providing workshops
Through benchmarking with other
successful companies.





Identifying individual employee
training needs.
Ensuring every department has a
training budget so that the
training needs of associates can
be individualized and
differentiated.
Through preparing for
organizational change by
identifying cross training on the
matrix.
Supporting the achievement of
short- and long-term SOs and APs
by reviewing them at department
meetings and incorporating them
into the individual performance
goals.



Through annual performance
improvement training.
Through requirement to
frequently participate in outside
training.



Through the use of the
Kirkpatrick evaluation system.











Page 3 of 7

By enhancing anonymity where staffs
can decide what they want to do based
on their preferences and expertise.
By not defining staff based on their role
to enhance they work at any position at
any time if there is a vacancy.
Employees should work using a
rotational manner to ensure their
expertise in all sectors.

Through benchmarking with successful
and close competitors.
Through mentoring.

Through questioners to identify
employees satisfaction.
Based on the resigning rate.
Based on the complaints or feedback
concerning the working environment.

Observation Notes
6

Operations

a

How does the
Organization design
their product and
service processes
to meet customer
requirements?

Strength Examples









b

How does the



organization

manage business
processes and
support processes
to ensure they
meet
requirements?





c

How does the
organization

improve business
processes to
improve product
and service
performance?





Opportunity Examples

By incorporating a Lean tools and
methods for the particular
product being developed and
delivered.
Identifying new work processes
based on cross-functional team
recommendations.
Analyzing multiple
product/process indicators
including VOC requirements and
indicators related to complaints.
Identification of which changes
and goals will provide the
optimal benefit for the
product/process.
Defining a set of activities used
by associates for meeting process
quality goals.



Identifying key work and support
processes and reaffirmed them
annually during the SPP when
goals.
APs are reviewed and the
measures that track progress are
identified.
Champions and targets are set
for both key work and support
processes during the SPP.
Embracing quality control
processes to evaluate
performance to goals.



Mapping key work and support
processes are mapped using
SIPOC.
Monitoring the work and support
processes to ensure their
effectiveness and efficiency.
Ensuring effective
communication across
departments.



Page 4 of 7










Based on customer preferences and
needs.
Based on the company’s goals by
considering whether the product meets
the established goals.
Based on the market trends.
By developing unique and quality
products.

Evaluating performance during and after
operations.
Conducting regular audit on the
processes and support systems and
making appropriate recommendations.

Embracing technology to reduce manual
operations.
Identifying the areas that need
improvement and instituting
appropriate and effective measures.
By carrying out regular audit on the
efficiency of the processes.
Recommendation should be offered
based on the results.

Observation Notes

d

How does the
organization

manage and
implement
opportunities for
innovation?



Displaying data at each work
process on the manufacturing
floor.



Through a QRM process that
supports a scientific and practical
approach to decisions related to
identifying which innovations are
worth pursuing.
Through creating s create an
environment for innovation
through Kaizen events, VSM,
action planning, and innovation
projects.
Evaluating and prioritizing all
strategic initiatives using
predefined criteria, as previously
discussed.



By considering suppliers as
partners in pursuit of mutual
goals.
Ensuring cooperation,
collaboration, and trust with the
suppliers.
The Plant Manager in
collaboration with the team
evaluates supplier quality,
delivery, and service.
The Plant Manager updates
supplier scorecards.
The Plant Manager also conducts
supplier meetings that gauge
supplier performance against the
MVV and established goals.







e

How does the
organization

manage your
supply chain and
evaluate vendor
performance?








f

How does the
organization control
the overall costs of
your operations?




By instituting effective and
affordable systems.
By instituting less time consumes
systems.
Page 5 of 7










By encouraging employees to
participate in innovation forums and
also build any ideas they have.
By carrying out research to identify the
new opportunities and innovations
available that can be fruitful to the
company.
By benchmarking in companies that
have previously instituted the new
innovations.

By incorporating an integrated system
that brings all the entities in the supply
chain together, rather than linking them
one by one.
By embracing the warehousing
innovation to cut on the cost incurred in
delivering goods ordered late.
By also establishing clear guidelines that
should be met by any supplier.

By merging any duplicate operations,
roles, or services.

Observation Notes
g

How does the
organization ensure
the reliability of
your information
systems, and the
security and
cybersecurity of
your privileged
data and
information?










h

How does the
organization provide
a safe workplace
and operating
environment?








I

j

How does the
organization ensure
the company is
prepared for
disasters and
emergencies; and
plan for business
continuity?



How does the







Instituting security policies,
processes, and procedures that
are used to manage the
protection of information
systems and assets.
By configuring the of IT/industrial
control systems.
Implementing a system
development life cycle to manage
the systems.
Backing up information...

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