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note: (1) quantity of shipment # of trucks x required # of operating hours
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¡ã phase i completed ±¹³»¿À´õ Æ®·¢Å· °á°ú key ãæÁ¶Á÷ÀÇ ÀÌÇØ Á¶Á÷°³Æí ¹è°æ/±âº»¿øÄ¢ ÀÌÇØ ºÎ¹®º° ±â±¸Á¶Á÷ º¯È ÆÄ¾Ç Á¶Á÷ °æÀï·Â È®º¸ illustrative ¾ÖÇø®ÄÉÀ̼ÇÀÇ Á¤ÀÇ ¹× °³¹ß Áö¿ª »ý»êº»ºÎ ¿£Áö´Ï¾î¸µÆÀ accomplishment of network strategy issue ãæÁ¶Á÷ÀÇ ÀÌÇØ Á¶Á÷°³Æí ¹è°æ/±âº»¿øÄ¢ ÀÌÇØ ºÎ¹®º° ±â±¸Á¶Á÷ º¯È ÆÄ¾Ç key hamburgers ¡æ 5 companies pizza ¡æ 8 companies chicken ¡æ 3 companies ice cream ¡æ 5 companies high low degrees of moderation full empty 3 oclock 9 oclock 6 oclock tip 302 ~ ~ ~ g reat c lient w ork posco changed c&c investment process conducted best practices gap analyses
sm assessment & analysis also has some opportunity
practices gap analyses posco changed c&c investm ysis also has some & analysis also has some opportunity best of best company major brands products comments balanced approach comprehension commitment capability business process abm view of business process $ total $ total $z $ y $x nonvalue added phase i phase ii phase iii business value index modeling business portfolio strategy development ism modeling posco ism framework development posco ism framework validation posco ism implementation planning
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solid leadership clear mission self learning Áö¼ÓÀû ¼øȯÀ» ÅëÇØ ¸ñÇ¥ ´Þ¼º ¾÷¹«Àç°í ÆÄ¾Ç ºÎ¹®º°/º»ºÎº°/ÆÀº° Àç°í ÆÄ¾Ç ¾÷¹«ÀÇ ¿ì¼±¼øÀ§ ºÎ¿© Çö¾÷ ¹Ý¿µ ¹× feedback ½ÇÇàÈÄ Á¡°Ë Á¤±âÀû review ½Ç½Ã ¾÷¹«·® Ãà¼Ò/¿ªÇÒ ¹× Ã¥ÀÓÀÇ ¸íÈ®È ÇÊ¿ä ¾ø´Â ¾÷¹«ÀÇ ÆóÁö/Ãà¼Ò »õ·Î¿î ¿ªÇÒ/Ã¥ÀÓÀÇ ºÎ¿© ÆǸŸÁ ±¸Ãà À½¼º»ç¼ÇÔ/¸Þ¼¼Áö¼ºñ½º calling card ½Å¿ë/¼±ºÒ Ä«µå ½Å±Ô¼ºñ½º °³¹ß Áß¼Ò±Ô¸ð ±â¾÷°í°´ ¼¼ºÐÈµÈ ½ÃÀå °í°´ Àü¹®ÈµÈ ¿ä±Ý°èȹ Â÷º°ÈµÈ ¿ä±Ý°èȹ Àü±¹ÀûÀÎ ¿ä±ÝÁ¦ °í°´º° ¿ä±Ý ¸ÂÃãÁ¦ ´Ü¼ø¸í·áÇÑ ¿ä±Ý±¸Á¶ ¸ñÇ¥ ±¤°í ¹× ÆÇÃË ¸ñÇ¥½ÃÀåÀ» À§ÇÑ ¼¼ºÐÈµÈ ±¤°í Â÷º°È È«º¸Àü·« ÅëÈ Ç°Áú È®º¸ ÀûÁ¤ÇÑ °¡ÀÔÀÚ À¯Áö ÃֽŠ±â¼ú ¹× ³×Æ®¿öÅ© Á¦°ø ü°¨ ÅëÈÇ°Áú Á¦°í ¸ñÇ¥½ÃÀå °ø·« ¼ºñ½º Â÷º°È best price evaluation relationship restructuring volume concentration product specification improvement joint process improvement global sourcing strategic sourcing °æÀï·Â °æÀï·Â °æÁ¦¼º ºÐ¼® ºñ¿ë Àý°¨¿ä¼Ò ºÐ¼® system/networkingµî Ãß°¡¿ä¼Ò ºñ¿ë ºÐ¼® timeness ½ÃÇà lead time ºÐ¼® Á¶Á÷¿øÀÇ ÀûÀÀ ¼Ò¿ä ±â°£ °í°´ ¼ºñ½º Ç°Áú °ü¸® Ç°ÁúÀÇ Çâ»ó¼º À¯Áö cs Ç°Áú Àç°í¸¦ ÅëÇÑ °æÀï·Â °È Á¶Á÷³» Á¶Á÷°úÀÇ interface Àη Á¶Á¤ ¹æ¾È ±â´ÉÀÇ È¿À²ÀûÀÎ ÇùÁ¶ ¿î¿µ ¹æ¾È ŸÁ¶Á÷ÀÇ ´ÏÁî ¼ö¿ë ¿©ºÎ vision Àå°Å¸® ÀüÈ »ç¾÷°èȹ¼ ¹ýÀÎÀÇ ±âº»»çÇ× ±â¼ú °èȹ ¸¶ÄÉÆà °èȹ Àη °èȹ À繫 °èȹ
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operation planning network management structure hardware software network technology stages of excellence: qualitative manufacturing data bases result economic and business environment political and economic risks organization and management systems competitors customers and distribution channels and infrastructure india brazil a b c small car large car minivan jeep truck sell 1, replenish 1 implementation phase ii phase iii
develop actionable plans for target markets/options
phase i corporate and business unit strategy development determine options forklift excavator machine tool helicopter rail project benefits realisation expected deliverables actual deliverables variance cause of variance impact on overall bevefits project a project b project c financial distribution sales & marketing organization operations services capacity planning network planning technology strategy regulatory strategy international domestic toll local service wireless broadband/mm video traditional telephony business plan business domain Àü·«Àû ´ë¾ÈÀÇ ÇÙ½É issues ½ÃÀå/°í°´ ºÐ¾ß n/w ±¸Ãà ºÐ¾ß °æÀﱸÁ¶ ºÐ¾ß ¼ºñ½º/±â¼ú ºÐ¾ß
reconcile difference between budget and actual
charge back cost to business unit make system management contract budget for software development business requirements analyze business environment set direction develop entry strategy business plan business strategy create transport deliver long-haul transport local transport interface management end-user terminal customer program creation value-added service 1 ÀϹÝÀû Áø´Ü ½Å¼Ó ½Ç½Ã 3 ÇÁ·Î¼¼½º ºÐ¼® 4 ½ÅÇÁ·Î¼¼½º °³¹ß 7 Á¶Á÷±¸Á¶ ¹× Á¶Á÷¿ø ¼³°è 8 º¯È °èȹ 10 ½ÇÇà °èȹ 11 ½ÇÇà Áö¿ø 12 ±â¾÷ º¯È 6 ¹®È º¯°æ ¼³°è 5 ÀÇ»ç°áÁ¤ Áö¿ø ½Ã½ºÅÛ ¼³°è 2 9 °³ ½Ã Á¤Ã¥ ÀÛ¼º ½Ç¹«ÀÚ¿ÍÀÇ ÇùÀÇ business infrastructure technical infrastructure .then can you have optimal organizational structure streamlined it management practice low cost high client satisfaction
appropriate applications & data in support of business
cost effective data center optimal network effective client server direction
empowered end-user computing and office automation
aligned it strategy .then you can expect business infrastructure technical infrastructure sub-optimal organizational structure disjointed it management practice higher cost low client satisfaction inappropriate applications & data costly data centers sub-optimal network
islands of ineffective client server computing
inflexible end-user computing and office automation
misaligned it strategy ÇöÇà Á¾ÇÕÀ¯¼±¹æ¼Û±¹ ºÐÆ÷ Á¦ÁÖ 1 ¼¿ï 21 ÀÎõ 5 ¼ö¿ø 2 õ¾È 1 ûÁÖ 1 Ãáõ 1 Æ÷Ç× 1 â¿ø 1 ±¤ÁÖ 2 ¸ñÆ÷ 1 ºÎ»ê 8 ´ëÀü 2 ´ë±¸ 6 ÀüÁÖ 1 tv ½ºÆ©µð¿À ¿µÈ/video Á¦ÀÛ¼Ò overloaded engineers recycling best of best updated after meeting with lg on july 1 vision analyze mro inventory profile at a high level determine if inventory levels are excessive
determine adequacy of inventory management procedures
activity 1 activity 2 activity 3 call (202) xxxx.xx.xx ÆäÀÌÀú ·¦Å¾ ending inventory (as of june 30, 1996)
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