Artigos

DMADV, Concepts & Stategies

Autor: Arthur Accioly 2014

 

The DMADV Improvement methodology is focused on designing new processes or redesigning existing processes. This is a breakthrough approach that can move an organization to a new level of performance. Whereas, the DMAIC Improvement methodology is focused on problem solving or incrementally improving existing processes. Since DMADV projects are broader then DMAIC, they generally require more cross functional resources/time and are considered higher risk/higher reward projects. Key differences between the DMAIC problem solving improvement method and the DMADV process (re-)design improvement method will be identified throughout this course. The DMADV process (re-)design improvement method(Define-Measure-Analyze-Design-Validate) can also be referred to as DFSS: Design for Six Sigma.

Six Sigma: World Class Management

Autor: Arthur Accioly 2014

 

People, in a specific level, and organizations, in a general level, participate in deals,negotiations, global transactions, and have different stories, beliefs, customs, values, that are part of distinct cultures, but establish understanding and mutual respect in their social and commercial relations. These assumptions that characterize globalization lead to a Cross-Cultural, which comprehends a concept widely spread and applied to the context of large corporations. In face of a new world stage, where the changes happen quickly, organizations need to reinvent themselves to stay competitive and meet the demands, far bigger and more complex. The demand for quality, product innovation and the excellence of services has already become a recurring theme. To understand and meet the clients’ needs, innovate, continuously review their processes, reduce costs and waste and lower continuously the variability of the processes makes the organizations review their managing methods in a global and systemic way.

Trends in Procurement

Autor: Arthur Accioly 2014

 

As procurement organizations grow in scope and increase strategic responsibilities, thefunction relies on a highly skilled staff with clearly defined roles. To assist members in defining expectations and requirements for the various positions within the function, the P&SS presents this review of trends across eight responsibilities. The analysis is based on over sixty descriptions housed within the Procurement Job Descriptions Database.

Cross-Cultural Generation Y around the World

Autor: Arthur Accioly 2014

 

Business globalization has always created opportunities for skilled professionals to develop careers in multinational subsidiaries around the globe. In essence, the profile and the goals of this professional haven’t changed much since the 17th century, when the British workers of the East India Company crossed the oceans in search for better pay, quick professional progress and a nice retirement in their country of origin. In exchange, they offered their loyalty to the corporative culture of the head office. But this professional profile’s days are counted. The ascension to strategic positions by the Y generation, those who were born after 1983, is changing paradigms and forces companies to rebuild their human resource policies. Now, multinationals deal with professionals equally, in a global scale.

Cross-Cultural: Negotiations with China

Autor: Arthur Accioly 2014

 

For the Chinese, negotiating is an art. It is worth going deep into the cultural matters and having in mind that the Chinese market’s achievement is a long-term thought out project. With a millennial civilization, and a 5 thousand year culture, through which they have developed practices, customs and rites that are tied to their people, to succeed in business and relations with the Chinese, the local culture must not ignored. Studying the economics, a little of the country’s history and geography can be of great value to the success of your business with them. Negotiators who aren’t able to win over the Chinese and intend only to make business, without mentioning their personal life or engaging in informal meetings with the Chinese, will, most likely, not close their deals. It is so because Chinese value business as an agreement that involves friendship.

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