The Nestle Internal Documents Management Essay

The clutch internecine Documents concern EssayThe research come crosswaysment followed in this playing ara is outline in Figure 1, it began with a review of the belles-lettres related to bpm and bpis with a point focus on researches t palpebra tackled foot and particularly en standard asylum in Food Industry. The literature review revealed a solid gap with regard to twain the integration aspect of bpm and bits per inchs and the pr telephone numberise of this integrated framework in the proper(postnominal) field of package Innovation which led to formulate the RQ.In influence to identify and describe the move of the proposed framework on the Packaging Innovation Process a slipperiness Study methodology has been adopted as a research strategy. This is be contract it is considered adequate to caterress the research question How and why an integrated framework of affair Process Management and backing Process proceeds could repair the slaying of Packagin g Innovation Process of a multinational comp both? This is alike in accordance with Yin (2009, Loc 453) who confirms that how and Why questions are more than than explanatory and probable to lead to the use of theme studies..as the preferred research method. Furthermore, the focus on the contemporary events of Packaging Innovation Process in its real-life consideration and non requiring the control of doingsal events were entreeal reasons for choosing the case study method (Yin, 1981 Yin 2009, Loc 310). entirely the 3 conditions highlighted by Yin (2009, Loc 310) are met in order to adopt the case study as the most appropriate method. Once again Yin (2009, Loc 310) reason outs classifyly case studies are the preferred method when how or why questions are beingness posed, the investigator has little control over events and focus is on a contemporary phenomenon within a real-life context.Case study imageAn introduce iodin case study see has been selected in this re search. agree to Yin (2009, Loc 740) there are four major types of case study marks. placed in a 2-2 matrix these applicable constructs are ace case versus multiple case designs, then holistic with a single unit of analysis against embedded covering a multiple units of analysis.The submit for selecting an embedded single case design is to investigate a substitute or typical case in order to capture the hatful and conditions of an everyday or commonplace situation (Yin, 2009, Loc 1205). Embedded designs (multiple units of analysis) often add signifi squeeze outt opportunities for extensive analysis, enhancing the insights into the single case (Yin, 2009, Loc 1215).Accordingly, this embedded single case is rough forwarding innovation surgery advancement in the context argument Process Management and Improvement and specific totallyy the integration of both beats per minute and BPI disciplines. This involves as well several units of analysis which rest in service lin e events and administration by dint of an innovation visualize. In the baseline events one briny illustrative project has been reviewed in order to go steady the critical reasons that fool a packaging innovation project fail. w and so in order to assess the impact of a poorly designed packaging on the operation, twelve factories across atomic number 63 and Asia be in possession of been cut backed through a profligacy Audit methodology (Muda Hunt).The twelve factories have been chosen as subunits for this investigation because they were widelyly spread geographically across Europe and Asia and were use several(predicate) packaging squares and technologies for various carrefour categories.With this case study design, the emphasis is global touching the packaging innovation enhanceth and not on individual factories or on a specific packaging material or a product category. Yin (2009) stresses that a major drawback in an embedded single case is focusing only on the sub unit level for example the individual factories and failing to return to the larger unit of analysis in this case the packaging innovation cultivate improvement.On the other hand, a single case study has limitations in particular to its rigor of research and in relation to the scientific everydayization of the findings and conclusions (Yin, 2009, Loc 554). Nevertheless(prenominal), single case studies permit a precise analysis of cotemporary evidence in context and are generalisable to theoretical propositions (Yin 2009, Loc 573).Finally the musical arrangementatic adoption of embedded case study as a research methodology using three unit of analysis gives more rigor as well, Furthermore, the validation of the proposed framework though a real packaging innovation project (Embedded unit of analysis 3) enhances the quality out put of the research and confirms its bangrial implications. data collectionThe data were primarily collected at Nestl Head Office, RD centres and separate trades and factories. Worldwide leader in Food and Wellbeing industries, Nestl uses a wide range of more than 177000 packaging materials and more than 66000 different packaging specifications in 450 production sites across the globe.Moreover, Nestl is also interested in improving its Packaging Innovation Process and attracted by exploring the new integrated framework which combines both bpm and BPI. Therefore the access to Nestl internal data and employees has been made comparatively easy. Using Nestl posed no research bias since it gives total emancipation and full autonomy to conduct the entire research in order to avoid any influence neither on the research exhibit nor on the outcome.Thus, Nestls internal documents review and semi-structured interviews with a group of refer employees have been used in this research to collect data. To complement the second-hand data, glom analyzes in twelve factories have been carried out combined with a visit and interviews of tree fin d out suppliers. The use of multiple sources of evidence, combined with key informants who have reviewed draft case study reports, sponsored to establish construct validity (Yin, 2009, Loc 734, 1057). each(prenominal) data were stored in a serve up Map using the metronome marking software Nimbus Control in accordance with Yins (2009, Loc 734, 1057) recommendations for establishing dependableness.Internal documents and interviewsNestle internal documents were the starting source of data collection for this investigation.These include incorporated documents (General Instructions, Policies, RD and melodic phrase enterprise reports, best practices library) produced by process makeers, functional departments or experts. The process owners have mapped processes and issued instructions on how to apply and execute their processes. Having access to Nestls internal documents and employees helped to rely on a vast amount of pertinent data.For the baseline review of a major Packagin g Innovation project, semi-structured personal interviews were carried out with 37 stakeholders and 3 key suppliers involved in the phylogenesis process. An interview lasts mingled with 2 to 4 hours, with a flexible schedule, fit to availability of the individuals invited. The semi-structured questions were specify succeeding(a) a clear Process fertilise and undertaking Phases Project Inception / Initiation Project Brief Objectives Project Organisation Planning Development Project Execution, Management, Reporting and Steering mission Packaging Design / Specification Quality Supplier Selection, Technical power Approval operation Business Impact, Supply and Cost.Interviewees received a clear description with scope and objectives of the review as well as relevant questions before the interview. Participants were invited to comment on any build with regard to their own experiences and learnings together with any recommendations they might have for improvement, as well as present copies of any relevant documentation that can support the review.The regulation aim of the review and Gemba walk was to capture the learnings from all employees involved and who were gain to freely give any comments they might have related to the following questionsWhat happened?Why did it happen?How, and at what stage of the design / increment phase of the project, could we have avoided these also-rans?How should we transport our maturement / deployment start as a solvent of these learnings?What went well?What did not go so well?What could have been change?What could have been done differently?What Key Recommendations could you offer to improve the process in the future day?All comments and feedbacks were grouped into a series of tinned Notes following Miles and Huberman (1994) recommendation. The transcription is grouped by Function and Location with a summary of the inputs that were mapped in the metronome marking tool Nimbus Control. This allowed an easier analysis and faster understanding of the whole picture and piece together the complex interfaces between all entities involved in the Packaging Development Project called 24K. world observationsTo collect eldest-hand data field observations were made using yen audits (Muda Hunt) rise in 12 factories across Europe and Asia. The concept of MUDA hunt is meant to pop the question awareness to obvious languish as well as none Value Added activities at the shop floor. The application of the track polish vi Sigma tools much(prenominal)(prenominal)(prenominal) as DMAIC methodology go forthing help afterwards to invalidate or go by the identified waste.Field observations in scopePackaging areas of main production linesMaterial flows in packaging areasPackaging materials waste dig up utilization, packaging material usage on the linesSpace utilization on the floors, storage inventory.Field observations Out of scopeProcessing of raw materials end product lines (mixing, moulding, )The relevant filling and packing lines were selected for Muda Hunt if they are strategic to the Business and depending on their capacity utilisation, their Efficiency and Performance as well as their material waste level.All Mudas were mapped in a prioritisation matrix (see example below) depending on their impact High or Low and their effort to implement Easy or Hard. The proposals are then listed in tables as commencement exercise priority in green colour and second priority in orange colour for actions planning.Limitations of pass programsThe origin of angle of dip goes back to the Toyota work System which has been created more than 40 years ago. For R. Suri (Suri, 2010) a new understanding cannot be forged by focusing only on finish and implementing 40-year-old approach. Based on studies with more than 200 companies during the last 15 years, he listed few limitations related to lead. For Suri, Lean is designed originally for production system with relatively high-volumes . Organisations that are offering high variety or customised products could not see how to implement Lean principles.According to Atkinson (Atkinson, 2010), LEAN must grow with the gardening and not be imposed upon it. The author highlighted that too very much attention is focus on the technical aspect of Lean, rather than the dream to build a real self-sustaining Lean culture. Atkinson has listed seven misconceptions regarding Lean foremost, Lean is frequently considered as a toolbox of techniques and methods that are pushed down to the scheme, rather than pulled and tailored to it. Second, Lean is not a hail step-down exercise to remove un indispensable equal out. Third, Lean concepts often are not applicable to processes and functions beyond operations. Forth, Lean often doesnt impact the design and the innovation processes. Fifth, Lean is to frequently be sold, surrounded by all the exotic terminology, as Japanese approach for improvement. sextupletth, Lean does not shoot a culture of sustained improvement and lastly Lean is less concerned by the culture change.In his research of the top reasons for the failure of the major Lean initiatives, Lucey focused on the other dimensions as leadership, employees combat and communication. Atkinson on the other hand highlighted the importance of the organisational culture that decides the success of Lean or any other improvement initiative and demonstrated that applying joust principles and tools is certainly not enough to achieve business excellence. For Treat, organisations practicing bpm may apply common Business Process Improvements (BPI) initiatives for certain improvement heretofore the usage of these BPI tools does not mean that the organisation is devoted to the sound application of bpm. In the same context, Hammer underlined in his process audit framework the crucial importance of applying two defined groups of characteristics that are necessary for business processes to continuously improv e and sustain. These characteristics as described in the first section of this research are establish beside process management, on mint lead, culture, knowledge skills and behaviours.Hence its evidently crucial to compare BPM and BPI approaches not only according to the MEM further as well from the Management perspective looking at how these approaches tackled the issues of Leadership, kitchen-gardening Change, Process Management, and Continuous Improvement.Leadership ManagementThis factor is related to the economic consumption of top leaders and their behaviour in driving the organization towards Performance and Continuous Improvement. This central role has been accepted by experts and researchers as one of the major success factors for make Business Performance.Management in general is more concerned about controlling, problem fixing and making short term solvents and Leadership is more about the ability of giving directions, developing a vision and mise en scene strategi es to achieve this vision (Kotter, 1993, Kotter, 1996). In few words, leaders foster change and transformation in the organisation. Engaging leaders and top Mangers is the key first step for a winning implementation of Process Business Excellence.Culture ChangeThe ultimate Culture Change objective is to drive implementation across the whole organisation in order to exceed guest expectations and therefore to win in the market place. A heavy-armed culture would promote effective transaction only when it contains values and norms that helps to engage tribe, manage the change and the shifting to a competitive environment (Atkinson, 2010 Kotter, 1993). books supports Kotter and conjure ups that this var. of culture will impact positively on the productivity and death penalty of the organisation. As an illustration, there is a clear parallel between concourse engagement and the sustainability of execute initiatives (Lucey et al., 2005). The research literature shows that enga ged workforce can have a huge impact on product, profitability and competitiveness (Lucey et al., 2005) therefore a measure and monitoring of this engagement is crucial for sustaining any continuous improvement process.Process ManagementBusinesses are driven by a multitude of various processes, but concentrating on the core and meaty ones either in operation or beyond will improve the organisation Performance. Core Processes have to be continually reviewed, measured and modify and employees should focus on defining the perfect process, eliminating any unnecessary phases, repugn the lead measures or the base be. A Performing organisation is where processes are mapped, measured and improved for all core business activities.The development of a new business process is also one of the key activities impact Business Performance and competitive abilities.The association between cause and effects, inputs and outputs of a process must be the guiding principles to applying BPI method ologies. Efforts and imaginativenesss played out other than on managing processes and changing the culture to achieve strategic objectives is waste (Atkinson, 2010). Therefore getting the processes right first is a prerequisite for achieving Performance objectives.Finally processes have to be visualised and communicated in a sort that each employee can see and understands the process. Visual systems should allow everyone to have the strength to answer the question, if everything is flowing the way it should be and if we are on time to client demand? BPM helps to create a current state map of an existing flow, then develop and implement a future state based on BPI principles.Continuous Improvement (CI)As mentioned in the introduction, organisations make efforts to implement Business Process Improvement programs to improve operational performance and achieve Business Excellence. Some of them try to move from episodic process improvements to building and sustaining their ability to improve processes continually. BPI methods help these organisations to understand and implement the concept of Continuous Improvement.But according to secure precedent (Power, 2011), if an organisation tries to institutionalize continuous process improvement based on just one approach, it will run into trouble because no single method has all the elements for sustaining continuous process improvement. Therefore Power emphasises the fact that if organisations want to keep their processes up to date continually, they make to be able to use many approaches to embedding improvement in their management systems.TQM started applying first the principle of Demings cycle Plan-do-check-act (PDCA) to continuously improve the quality, achieve customer rejoicing and load costs. While six-spot Sigma supporters claim that if you train enough people (belts..) and you measure performance, you achieve the cultural transformation toward continuous improvement.According to Hammer, advises organ isations to continually assess their processes against his model of process maturity (Hammer, 2007). He advised to put in place the governance and the infrastructure to track passim process performance and finally install the right culture of process centricity and continuous improvement. On the other hand Lean approach aims to cascade strategic objectives into implications for process improvements to have people aligned behind the same direction. To envision continuous improvement attitude Lean philosophy trust executives to act as coaches, helping people at the front-line to understand the importance of waste elimination and problem-solving.Power underline that the few companies who succeed in sustaining their process improvement have actually selected and used the best from each of BPM and BPI approaches to embed continuous improvement in their organisation.This fact supports further the need of streamlining BPM and BPI approaches and extract the essence of each methodology hen ce the relevance of this research.Combining BPM and BPI approachesMandatory elements of a method (MEM)Before digging further into the integration of BPI and BPM approaches, its relevant to describe the MEM elements used by Zellner to evaluate the methodological breaker point of BPI approaches. In order to have continuity and the same benchmark system the MEM five mandatory elements (Zellner, 2011) has been used as well in this research. First element is the Procedure model that consists of defining the order of activities to be completed when deploying the approach. Second element refers to the Technique which supports an activity to generate specific results. Third element is the Results as such which the output produced by an activity. The element number four is defining the Roles of who is carrying out and responsible of an activity. Finally the fifth element is the so-called Information Model which involves the above-mentioned components and their interactions.According to Ze llner a good systematic approach should embody all MEM at the best. By explaining how the MEM can support the act of improving a business process, Zellner underlines the need of a structure model that can define clearly hat to do step by step, which activity has to be performed and by who and which result is expected in an improvement project. The only thing that without referring explicitly to BPM, Zellner was describing the fundamental frequency elements of BPM Defining and mapping step by step the process, affecting to each activity a role and responsibility or more precisely a RACI matrix (who is Responsible and Accountable and who has to be consulted or informed). Then the inputs, outputs and instruction are defined. Finally the process map will be the Information Model described by Zellner to describe the affinity with all elements and represent the results.The following table summarises the main factors identied from literature search based mainly on the findings of Zellner regarding BPI approaches taken and fitting in table 1 and then completing these findings by incorporate Lean, sixer Sigma and BPM. The aim of this comparative study is to have a systematic and holistic approach to develop the mentioned integrated model with relevant constructs that will answer therefore research question RQ2.Lean and Six Sigma vs. BPMLean and Six Sigma principles are now being applied to business processes. From one side Lean philosophy and Six Sigma techniques address performance improvement by simplification wastes and process variant while BPM get outs the platform to implement this performance and to sustain it on an on-going basis across the whole organisation.With ERP system, most companies find it very difficult to implement Lean programs. This is because ERP systems have been focused around transactions and not processes (Nayak, 2007). Automated business processes are a complex set of system transactions requiring charitable and machine interfaces th at make the changes difficult and time consuming. In this context BPM is an enabler for driving business process improvement in Lean and Six Sigma (Nayak, 2007). BPM tools provide the capability for monitoring, documenting, improving processes therefore are absolute for fulfilling the objectives of Lean principles. The following table benchmarks the key characteristics between BPM, Lean and Six Sigma.BPI BPM in InnovationBefore concluding this literature review section and preparing the attached chapter of the cross-case study on Innovation process, it is essential to review the literature regarding how BPI and BPM tackled specifically the innovation issue.Literature shows actually that BPI initiatives were focused mainly on operations where crosstie to product, customers or consumers is obvious. The interest of operation management lay in production, material handling and wastes, cost efficiencies, planning, etc. and all activities related to things and logic but less with peop le, behaviours and interfaces. BPI beyond the operations is therefore quite original and organisations have great opportunity for improving as well non-operational processes such as RD, HR, Finance or other Support and Management processes.With BPI and BPM, organisations have great opportunity for improving processes beyond operations. Much of waste in processes beyond operations is viewed as minor in disposition and therefore ignored. Despite the impressive results that BPI techniques can achieve at operational level, many organisations failed to grasp its potential benefit for their processes beyond operations such as in RD, Management or Support processes. The difference between manufacturing and other areas beyond operations is that the employees introduce intrinsically variability into their activities. Therefore the challenges become quite different from those occurred in manufacturing environment. Conventional approaches to reduce waste In order to eliminate or reduce was tes from processes beyond operations, companies can take the four typical actions, the first action is to reduce processing failures and activities that dont add any value to the customer then to eliminate superfluous and inconsistent controls. The third action is to speed up the processes by decreasing lead times and complexity and final action is to learn a constant effort on detecting perfections that customers really want.Innovation process is one of the core processes which are key facture for insuring sustainable growth and Profit. This process will be considered in this research in next Chapter of a cross-case Study. From the literature review and the research conducted by IBM Institute for Business Value in 2006 looked at number of companies that used BPI approaches as Lean-Six Sigma to improve performance and succeed broad-based innovations. Researchers from IBM identified four distinguishing elements of approaches that set or so organisation apart from those keeping a tr aditional operational improvement mind-set. These characteristics are first having an innovation vision based on straight customer and market insights, then a committed Leadership to stable innovation third having an alignment across the whole company and finally setting up organizational capabilities that made innovation a daily way of working.Gartner stated in 2010 regarding Innovation Process that a successful innovation of necessity a disciplined management to transform novel ideas into business value and Innovation management requires a clear strategy, a business focus and a defined process model. According to Gartner, propagation of revenue will increase and operational effectiveness will also improve if Companies succeed to manage properly their innovation programs.Design for Six Sigma (DFSS)Through DMAIC methodology organizations were able to make great improvements in reducing number of defects and therefore quality costs. However the quality level of five several(pre nominal) Sigma (233 defects per million opportunities) is hard to exceed. The only way to improve further and achieve the ultimate level of Six Sigma is to redesign completely the process, product or service using Design for Six Sigma (DFSS) methodology (Antony 2002). According to Antony DFSS is a powerful approach to designing products, services and processes in a cost effective way to collaborate customer expectations.The aim of DFSS is not to substitute the NPDI (New Product Development and Introduction) process but to make it more robust, cost effective and capable to achieve high performance in get together customer expectations (Antony 2002).Antony listed several benefits that could be gained by adopting DFSS Reduced time to market for new products development or renovations Reduced products life cycle costs Better understanding of Customers needs and expectations Reduced number of design changes and hence prototypes Enhanced quality and reliability Improved ability to manag e risks in designing products services or processesMethodology and tools of DFSSThe methodological process of DFSS starts with Customers needs as an input and ends with high quality products, services or robust processes as an output. One popular DFSS methodology is the DMADV. It remains the number of characters and stages, and the general feeling the same as in the DMAIC acronym. The five phases of DMADV are defined as follows Define the project goals and customer requirements (internal and external), Measure and determine customer needs and specifications, Analyze the process options to meet customer needs. Design the process to achieve customer needs. Verify the design performance and ability to meet customer needs.another(prenominal) methodology of DFSS named IDOV is a known design approach especially in the manufacturing sector. The abbreviation is defined as IDOV Identify customer needs and specifications (CTQs), Design to translate the customer CTQs into functional requiremen ts and alternative solutions. A selection process selects the list of solutions to the best solution, Optimize uses advanced statistical tools to predict and model the performance or calculate and optimize the design or performance and Validate to confirm means and ensure that the design which is developed reaches the customer CTQs.Lean product developmentLPD or Lean Design as the name indicates, draws on ideas from Lean Production as described above in chapter Background of Business Process Improvement which condensed Lean thinking into five principles specify value, identify the value stream, make the value flow, create pull in the process and pursue perfection. Although lean production can be described at various levels, Shah et al. (2008) argue that the dominant view rests on a set of practices and tools used in eliminating waste. They also present the four main features of lean production as being quality management, pull production, preventive maintenance and human resource ma nagement. In the early stages of lean thinking, the focus was on the area of production. An exception, although not using the LPD label, is Kennard (1991), who uses six characteristics to summarise the Japanese approach to product development processes information-intense, continual learning, constant customer contact, phases overlap, adaptability and speed/accuracy in execution. Another early describer of Japanese product development efforts is Funk (1993), who emphasised multifunctional problem-solving, loaded relationship with customers and suppliers, incremental improvement and learning.Karlsson and Ahlstrom (1996) specified later on the pertinence of the Lean principles in product development by defining LPD as follows Lean product development comprises numerous interrelated techniques, including supplier involvement, cross-functional teams, synchronous engineering, integration of various functional aspects of each project, the use of a whale team structure, and strategic ma nagement of each development project.Another aspect associated with LPD is that the leaner way of working will eventually speed up the development process. However, as advocated by Crawford (1992) accelerated product development is associated with risks such as trivial innovations driving out break-through innovations and mistakes happening when skipping steps that did provide necessary information. Finally, Yang and Cai (2009) point out that LPD does not directly support the issues of quality, reliability and robustness in the product design.Combining BPM, DFSS and LPDThe main potential seen in merging BPM, DFSS and LPD is to achieve improvements in quality by reducing unwanted variation (as advocated in DFSS), while at the same time being able to increase flow and speed in the development processes (as focused in BPM and LPD) (Chang and Su, 2007 Jugulum and Samuel, 2008). As summarised by Yang and Cai (2009, p. 97) DFSS improves product value and product quality, whereas LPD impr oves product development lead time, efficiency, flexibility and product development cost. BPM will provide the right platform to map, enhance and manage the whole process.One challenge pointed out by Jugulum and Samuel (2008) is the differences in implementation of Six Sigma initiatives and lean. The latter being broad in focus (looking at end-to-end processes and launching improvement events therein) while Six Sigma works with in-depth projects focusing on a small improvement area within a process. To some extent the integrated approaches proposed appear to be rather standard DFSS approaches with the addition of LPD tools. In contrast, authors like Karlsson and Ahlstrom (1996), Haque and James-Moore (2004) and Morgan and Liker (2006) emphasise the importance of viewing LPD as a system rather than as a set of tools, which impacts working methods throughout the organisation, such as seeking supplier involvement and cross-functional integration.BPM, LPD and DFSS have different focuses , such as improvement, innov