Nari Kanaan says enterprises usually expect to get quality or speed or cost benefits from implementing changes to business processes. He says don't underestimate what you can achieve. Why choose two when you can get all three?!
MP3 File
FIND OUT MORE AND REGISTER FOR BPIS2006
« Nissan Case Study | Main | KEYNOTE: Kevin Fickenscher, MD »
Comments
The comments to this entry are closed.
Speaking & Keynotes
Reading List
- Innovation from Art to Science
- DumbSourcing!!
- The Process of Innovation
- The Innovation Generation
- Book Table of Contents and Summary
Recent Posts
- Dennis Thomas on A new Architecure for the Knowledge Economy
- KEYNOTE: Kevin Fickenscher, MD
- Toyota Case Study
- Nissan Case Study
- KEYNOTE: Neil Montogomery
- A Glimpse into "The Road to Agra"
- Podcast from the Last Innovation Summit
- Audio - An Introduction to Smartsourcing
- Audio - What's your world view?
The thought and theory of quality is superiority and has a diverse and assorted blend of operational efficiency and operational effectiveness. In addition operational efficiency is careful and detailed throughout the complete outfitted progression so that faults are reserved at a nominal value, thus aiding to the generation of the Six Sigma by General Electric or the TPS (Toyota Production System) by Toyota. This will be an interesting procedure in using Toyota Production System model for help desk support to achieve quality or speed or cost benefits and not just one or tow of them according to Nari Kanaan . Since quality is paramount to the user. Corporations recognize the need for operational efficacy and the fundamental consequence of encompassing a competent operational system. Dilibe Aneke
Posted by: Dilibe Anthony Aneke | October 13, 2006 at 12:32 AM