BPR and BPM Videos
BPR and BPM Videos
*Business Process Redesign by Dr. Michael Hammer
https://www.youtube.com/watch?v=7ZvxspRAg0oMichael Hammer - The Process-Centred Company
https://www.youtube.com/watch?v=4OekjzzXuGg*Michael Hammer and Business Process Re-engineering
https://www.youtube.com/watch?v=_fQ3BydzMz8Case studies in BPR
https://www.youtube.com/watch?v=bca91f2zIJE*An Introduction to Business Process Management
https://www.youtube.com/watch?v=_YXqnEXnnBk
FINAL EXAM QUARTER 2 SESSION 2022
School of Business
EXAM INSTRUCTIONS
Read all the information below and follow any instructions carefully before proceeding.
You should complete your details on this exam paper before you submit your answers through Turnitin.
Read all the information below and follow any instructions carefully before proceeding.
This exam is submitted online via Turnitin submission link, please ensure you provide your answer under the respective questions, by typing in the textbox. The textbox will automatically resize as you type. The size of this textbox is not indicative of the length of your answer.
STUDENT SURNAME: STUDENT FIRST NAME: STUDENT ID: UNIT NAME: Logistics Processes in Enterprise Resource Planning
UNIT NUMBER: BUSM7059
NUMBER OF QUESTIONS: 5 short answer questions and 1 case study with 2 questions.
VALUE OF QUESTIONS: Each short answer question carries 17 marks (17x4=68 marks), case study questions carry 32 marks, giving a total of 100 marks.
ANSWERING QUESTIONS: Answer short answer questions (PART A) and case study questions (PART B) in the textbox provided, under each question. The textbox will automatically resize as you type. The size of this textbox is not indicative of the length of your answer.
You are required to answer only 4 out of 5 short answer questions (PART A) of your choice. All case study questions (PART B) are compulsory.
LECTURER/UNIT COORDINATOR: Premaratne Samaranayake and K. Ramanathan
TIME ALLOWED: 2 hours and 20 Minutes (includes reading time and submitting through vUWS) TOTAL PAGES: 6 (Six) including coversheet
RESOURCES ALLOWED
This is an Open Book examination and you may access/use relevant course material only.
Type your answer in the provided textbox. The textbox will automatically resize as you type. The size of this textbox is not indicative of the length of your answer.
PART A (68 marks)
Short Answer Questions. Answer any 4 (Four) of the following 5 (Five) questions. Each question carries 17 marks, totalling 68 (4x17) marks.
Question 1
The late Michael Hammer, a management guru who is regarded as the originator of business process reengineering, points out that a process-centred company must meet five requirements as follows.
It must know its processes.
Each process must have a process owner someone who is in charge of designing and implementing the process and ensure that it is followed.
It must measure the performance of each process
People working on the process must regard themselves as process workers and not task workers.
All those working on a process must be supported through the appropriate tools and infrastructure.
You are required to explain the meaning of any three out of the five requirements mentioned above. Your answer should highlight the importance of each of the three requirements you have chosen, through the use of a simple example for each.
(9 marks)
Consider the case, What is the Difference? The Case of Two ERP Implementations, that was discussed in class. By considering the following four aspects, explain, using information from the case, why ItalyCom was more successful than USCom in their respective ERP implementation projects?
Top management commitment
Requirements definition
Behaviours, attitudes and value characteristics of the organization
Capability and adequacy of qualifications of end-users
(8 marks)
Question 2
Explain what is meant by the following three statements.
A goods issue can be unplanned without reference to a sales order or production order.
In addition to changing the four common statuses of materials in stock, transfer posting can also be used in situations that do not necessarily involve a physical movement of materials.
Stock transport orders can be used to overcome the limitations of valuation in plant-to-plant movements.
(9 marks)
In what ways does a good warehouse management system enhance the effectiveness of the order fulfillment process of a company?
(8 marks)
Question 3
Explain the planning file of material requirements planning (MRP) process in ERP, by identifying common changes of MRP elements and master data, organisation level/s, and process steps of other processes that trigger changes to MRP elements, using example/s discussed in the class/textbook.
(7 marks)
Explain the scheduling step of the MRP process in an ERP system environment, in terms of key inputs, relevant master data attributes, scheduling types and outcomes (differentiated from planned order details). Your answer needs to indicate/identify how scheduling could be different, depending on the evaluations based on the type of MRP planning, using examples discussed in the class/textbook.
(10 marks)
Question 4
Define and discuss the types of procurement proposals that can be created in MRP process. Discuss advantages and disadvantages of creating planned orders and purchase requisitions for externally procured materials, using examples discussed in the class/textbook.
(9 marks)
Explain the three types of sequences of product routing, clearly identifying the advantages and disadvantages of each type and under what conditions each type would be used. Briefly describe component assignment in the production order process, in terms of default assignment, and advantages and practical implications of different assignments using examples discussed in the textbook/class.
(8 marks)
Question 5
Briefly explain triggers of the request for production step, in terms of the external processes and the type of material master involved in each external process, under what conditions it is triggered by manual creation, and key attributes of the material master that control this process step, using examples discussed in the class/textbook.
(10 marks)
What are the different production order confirmations? Under what condition/s each confirmation type/category is used and what are the practical implications of each confirmation type? Use practical examples to explain your answer.
(7 marks)
hreewing 4oice questions, 4PART B (32 marks)
Case Study Questions
Short Case Study on ERP Implementation at Nike
Nike was founded in 1964 by Bill Bowerman and Phil Knight in Beaverton, Oregon. It began as Blue Ribbon Sports (BRS). In 1972, BRS introduced a new brand of athletic footwear called Nike, named for the Greek winged goddess of victory. The company employs 26,000 staff around the world with revenues in fiscal year 2005 of $13.7 billion. It has facilities in Oregon, Tennessee, North Carolina, and the Netherlands with more than 200 factory stores, a dozen Nike women stores, and more than 100 sales and administrative offices. Its subsidiaries include Cole Haan Holdings, Inc., Bauer Nike Hockey, Hurley, International LLC, Nike IHM, Inc., Converse Inc., and Execter Brands Group LLC. As of May 31, 2004, manufacturing plants included Nike brand, with 137 factories in the Americas (including the United States), 104 in EMEA, 252 in North Asia, and 238 in South Asia, providing more than 650,000 jobs to local communities.
OBJECTIVE
Nike grew from a sneaker manufacturer in the early 1970s to a global company selling a large number of products throughout the world. Nike's sneaker supply chain was historically highly centralized. The product designs, factory contracts, and delivery are managed through the headquarters in Beaverton, Oregon. By 1998, there were 27 different and highly customized order management systems that did not talk well to the home office in Beaverton, Oregon. At that time Nike decided to purchase and implement a single-instance ERP system along with supply chain and customer relationship management systems to control the nine-month manufacturing cycle better, with the goal being to cut it down to six months.
PLAN
The company developed a business plan to implement the systems over a six-year period, with multiple ERP rollouts over that time. The plan called for the implementation of the demand planning system first while working through the ERP system and supply chain implementation. For the demand planning system, Nike chose to implement the vendors demand forecasting and supply chain management software ($40 million) along with customer-relationship and enterprise planning software from SAP ($360 million).
IMPLEMENTATION
The demand planning system was implemented first for reasons that made a lot of sense. The total number of users was small in comparison to the ERP system and was thought to be relatively easy to implement; however, this turned out not to be the case. When the system went live, there were a number of problems related to the software, response time, and data. A root cause of the problem was that interfacing to legacy data from other systems was problematic since the different systems did not talk well with each other. It was also found that end-user training was not adequately addressed, causing the relatively small number of end users to use the system ineffectively.
The lessons learnt from the implementation of the demand planning system were useful and the subsequent ERP system implementation went much more smoothly. Nike started in 2000 implementation of the Canadian region, a relatively small one, and ended with the Asia-Pacific and Latin America regions in 2006, with the United States and Europe, Middle East, and Africa in 2002. This included implementing a single instance of the system, with the exception of Asia-Pacific, and training more than 6,300 users.
The total cost of the project as of 2006 was at $500 millionabout $ 100 million more than the original project budget.
Question 1
In your view, what were the main causes for the ineffectiveness of the first stage of implementing the demand planning system, at Nike? You may use insights obtained from the case studies on ERP Implementation discussed in class to highlight some possible reasons for this failure.
(18 marks)
Question 2
Explain what you think Nike should have been done differently to avoid failure? Feel free to use insights obtained from the class case study discussions on ERP Implementation, in your answer.
(14 marks)
END OF EXAM PAPER
FINAL EXAM QUARTER 2 SESSION 2022
School of Business
EXAM INSTRUCTIONS
Read all the information below and follow any instructions carefully before proceeding.
You should complete your details on this exam paper before you submit your answers through Turnitin.
Read all the information below and follow any instructions carefully before proceeding.
This exam is submitted online via Turnitin submission link, please ensure you provide your answer under the respective questions, by typing in the textbox. The textbox will automatically resize as you type. The size of this textbox is not indicative of the length of your answer.
STUDENT SURNAME: STUDENT FIRST NAME: STUDENT ID: UNIT NAME: Logistics Processes in Enterprise Resource Planning
UNIT NUMBER: BUSM7059
NUMBER OF QUESTIONS: 5 short answer questions and 1 case study with 2 questions.
VALUE OF QUESTIONS: Each short answer question carries 17 marks (17x4=68 marks), case study questions carry 32 marks, giving a total of 100 marks.
ANSWERING QUESTIONS: Answer short answer questions (PART A) and case study questions (PART B) in the textbox provided, under each question. The textbox will automatically resize as you type. The size of this textbox is not indicative of the length of your answer.
You are required to answer only 4 out of 5 short answer questions (PART A) of your choice. All case study questions (PART B) are compulsory.
LECTURER/UNIT COORDINATOR: Premaratne Samaranayake and K. Ramanathan
TIME ALLOWED: 2 hours and 20 Minutes (includes reading time and submitting through vUWS) TOTAL PAGES: 6 (Six) including coversheet
RESOURCES ALLOWED
This is an Open Book examination and you may access/use relevant course material only.
Type your answer in the provided textbox. The textbox will automatically resize as you type. The size of this textbox is not indicative of the length of your answer.
PART A (68 marks)
Short Answer Questions. Answer any 4 (Four) of the following 5 (Five) questions. Each question carries 17 marks, totalling 68 (4x17) marks.
Question 1
The late Michael Hammer, a management guru who is regarded as the originator of business process reengineering, points out that a process-centred company must meet five requirements as follows.
It must know its processes.
Each process must have a process owner someone who is in charge of designing and implementing the process and ensure that it is followed.
It must measure the performance of each process
People working on the process must regard themselves as process workers and not task workers.
All those working on a process must be supported through the appropriate tools and infrastructure.
You are required to explain the meaning of any three out of the five requirements mentioned above. Your answer should highlight the importance of each of the three requirements you have chosen, through the use of a simple example for each.
(9 marks)
Consider the case, What is the Difference? The Case of Two ERP Implementations, that was discussed in class. By considering the following four aspects, explain, using information from the case, why ItalyCom was more successful than USCom in their respective ERP implementation projects?
Top management commitment
Requirements definition
Behaviours, attitudes and value characteristics of the organization
Capability and adequacy of qualifications of end-users
(8 marks)
Question 2
Explain what is meant by the following three statements.
A goods issue can be unplanned without reference to a sales order or production order.
In addition to changing the four common statuses of materials in stock, transfer posting can also be used in situations that do not necessarily involve a physical movement of materials.
Stock transport orders can be used to overcome the limitations of valuation in plant-to-plant movements.
(9 marks)
In what ways does a good warehouse management system enhance the effectiveness of the order fulfillment process of a company?
(8 marks)
Question 3
Explain the planning file of material requirements planning (MRP) process in ERP, by identifying common changes of MRP elements and master data, organisation level/s, and process steps of other processes that trigger changes to MRP elements, using example/s discussed in the class/textbook.
(7 marks)
Explain the scheduling step of the MRP process in an ERP system environment, in terms of key inputs, relevant master data attributes, scheduling types and outcomes (differentiated from planned order details). Your answer needs to indicate/identify how scheduling could be different, depending on the evaluations based on the type of MRP planning, using examples discussed in the class/textbook.
(10 marks)
Question 4
Define and discuss the types of procurement proposals that can be created in MRP process. Discuss advantages and disadvantages of creating planned orders and purchase requisitions for externally procured materials, using examples discussed in the class/textbook.
(9 marks)
Explain the three types of sequences of product routing, clearly identifying the advantages and disadvantages of each type and under what conditions each type would be used. Briefly describe component assignment in the production order process, in terms of default assignment, and advantages and practical implications of different assignments using examples discussed in the textbook/class.
(8 marks)
Question 5
Briefly explain triggers of the request for production step, in terms of the external processes and the type of material master involved in each external process, under what conditions it is triggered by manual creation, and key attributes of the material master that control this process step, using examples discussed in the class/textbook.
(10 marks)
What are the different production order confirmations? Under what condition/s each confirmation type/category is used and what are the practical implications of each confirmation type? Use practical examples to explain your answer.
(7 marks)
hreewing 4oice questions, 4PART B (32 marks)
Case Study Questions
Short Case Study on ERP Implementation at Nike
Nike was founded in 1964 by Bill Bowerman and Phil Knight in Beaverton, Oregon. It began as Blue Ribbon Sports (BRS). In 1972, BRS introduced a new brand of athletic footwear called Nike, named for the Greek winged goddess of victory. The company employs 26,000 staff around the world with revenues in fiscal year 2005 of $13.7 billion. It has facilities in Oregon, Tennessee, North Carolina, and the Netherlands with more than 200 factory stores, a dozen Nike women stores, and more than 100 sales and administrative offices. Its subsidiaries include Cole Haan Holdings, Inc., Bauer Nike Hockey, Hurley, International LLC, Nike IHM, Inc., Converse Inc., and Execter Brands Group LLC. As of May 31, 2004, manufacturing plants included Nike brand, with 137 factories in the Americas (including the United States), 104 in EMEA, 252 in North Asia, and 238 in South Asia, providing more than 650,000 jobs to local communities.
OBJECTIVE
Nike grew from a sneaker manufacturer in the early 1970s to a global company selling a large number of products throughout the world. Nike's sneaker supply chain was historically highly centralized. The product designs, factory contracts, and delivery are managed through the headquarters in Beaverton, Oregon. By 1998, there were 27 different and highly customized order management systems that did not talk well to the home office in Beaverton, Oregon. At that time Nike decided to purchase and implement a single-instance ERP system along with supply chain and customer relationship management systems to control the nine-month manufacturing cycle better, with the goal being to cut it down to six months.
PLAN
The company developed a business plan to implement the systems over a six-year period, with multiple ERP rollouts over that time. The plan called for the implementation of the demand planning system first while working through the ERP system and supply chain implementation. For the demand planning system, Nike chose to implement the vendors demand forecasting and supply chain management software ($40 million) along with customer-relationship and enterprise planning software from SAP ($360 million).
IMPLEMENTATION
The demand planning system was implemented first for reasons that made a lot of sense. The total number of users was small in comparison to the ERP system and was thought to be relatively easy to implement; however, this turned out not to be the case. When the system went live, there were a number of problems related to the software, response time, and data. A root cause of the problem was that interfacing to legacy data from other systems was problematic since the different systems did not talk well with each other. It was also found that end-user training was not adequately addressed, causing the relatively small number of end users to use the system ineffectively.
The lessons learnt from the implementation of the demand planning system were useful and the subsequent ERP system implementation went much more smoothly. Nike started in 2000 implementation of the Canadian region, a relatively small one, and ended with the Asia-Pacific and Latin America regions in 2006, with the United States and Europe, Middle East, and Africa in 2002. This included implementing a single instance of the system, with the exception of Asia-Pacific, and training more than 6,300 users.
The total cost of the project as of 2006 was at $500 millionabout $ 100 million more than the original project budget.
Question 1
In your view, what were the main causes for the ineffectiveness of the first stage of implementing the demand planning system, at Nike? You may use insights obtained from the case studies on ERP Implementation discussed in class to highlight some possible reasons for this failure.
(18 marks)
Question 2
Explain what you think Nike should have been done differently to avoid failure? Feel free to use insights obtained from the class case study discussions on ERP Implementation, in your answer.
(14 marks)
END OF EXAM PAPER
