Business Analytics on Decision-Making Processes Assignment
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Business Analytics on Decision-Making Processes Assignment
Many organizations today do not utilize business analytics to help them with their decision-making processes. For some organizations, it could be a lack of knowledge about how to apply it, and for other organizations, it could be a lack of technology. When managers do not feel applying business analytics is worth their time or they feel that it is too complicated, they will not utilize it. If you were to work for a company that did not utilize business analytics, how would you convince them that they should?
Respond to the following questions:
How do you think business analytics can help your current organization with their decision-making processes?
What challenges do you anticipate in getting your organization to implement and utilize business analytics?
How would you approach management in regards to getting them to implement business analytics?
Why should you understand statistics in order to utilize and implement business analytics?
What would be some challenges in using business analytics?
Write your initial response in 300–500 words. Apply APA standards to citation of sources.
S T r AT E G I C L E A d -T I M E M A N A G E M E N T 139
Bottleneck management All the logistics processes can be viewed as a network of interlinked activities that can only be optimised as a whole by focusing on total throughput time. Any attempt to manage by optimising individual elements or
activities in the process will lead to a less-than-optimal result overall. A significant contribution to the way we view logistics processes has been made by Goldratt,2 who developed the theory of con- straints more usually known as optimised
production technology (OPT). The essence of OPT is that all activities in a logistics chain can be categorised as either ‘bottlenecks’ or ‘non-bottlenecks’. A bottleneck is the slowest activity in a chain and whilst it may often be a machine, it could
also be a part of the informa- tion flow such as order processing. The throughput time of the entire system is determined by bottleneck activities. It follows therefore that to speed up total system throughput time it is important to focus on the
bottlenecks, to add capacity where possible and to reduce set-ups and set-up times if applicable. Equally important, however, is the realisation that non-bottlenecks should not be treated in the same way. It is unnecessary to improve throughput
at non-bottle- necks as this will only lead to the build-up of unwanted inventory at the bottleneck.
However, Sugden recognised that this opportunity also brought with it a major challenge. As a result of the reduction in the total capacity of the industry and the disappearance of many of the specialist process providers (e.g. finishing) there
was a lack of capability to cope with large increases in demand. The problem was particularly acute when dealing with large international brands such as Chanel – an order from such a company, whilst welcome, could place great strains on the
capacity of a single business such as Johnstons. Whereas in the past the focus had been on reducing capacity to take costs out of the business now there was a need either to find better ways to use existing capacity or possibly to access
capacity elsewhere. The problem with capacity was not so much the number of machine hours avail- able but rather the availability of skilled people. As the workforce was gradually ageing the pool of experienced workers was diminishing – this
was particularly the case with those tasks involving hand-sewing. To overcome these problems Johnstons instituted a major review of all their critical supply chain processes. Using process mapping they were quickly able to identify the
opportunities for reducing non-value-adding time and removing bottle- necks. They also recognised that in their new, more fashion-oriented marketplace they needed to introduce more cross-functional approaches to decision making. Significant
improvements were made in reducing the time from receipt of order to final delivery – partly through the installation of an enterprise planning system but also through a continuing focus on process improvement. As a result the company has
managed to improve profitability even against a backdrop of challenging market conditions.
Business Analytics on Decision-Making Processes Assignment
RUBRIC
Excellent Quality
95-100%
Introduction 45-41 points
The background and significance of the problem and a clear statement of the research purpose is provided. The search history is mentioned.
Literature Support
91-84 points
The background and significance of the problem and a clear statement of the research purpose is provided. The search history is mentioned.
Methodology
58-53 points
Content is well-organized with headings for each slide and bulleted lists to group related material as needed. Use of font, color, graphics, effects, etc. to enhance readability and presentation content is excellent. Length requirements of 10 slides/pages or less is met.
Average Score
50-85%
40-38 points
More depth/detail for the background and significance is needed, or the research detail is not clear. No search history information is provided.
83-76 points
Review of relevant theoretical literature is evident, but there is little integration of studies into concepts related to problem. Review is partially focused and organized. Supporting and opposing research are included. Summary of information presented is included. Conclusion may not contain a biblical integration.
52-49 points
Content is somewhat organized, but no structure is apparent. The use of font, color, graphics, effects, etc. is occasionally detracting to the presentation content. Length requirements may not be met.
Poor Quality
0-45%
37-1 points
The background and/or significance are missing. No search history information is provided.
75-1 points
Review of relevant theoretical literature is evident, but there is no integration of studies into concepts related to problem. Review is partially focused and organized. Supporting and opposing research are not included in the summary of information presented. Conclusion does not contain a biblical integration.
48-1 points
There is no clear or logical organizational structure. No logical sequence is apparent. The use of font, color, graphics, effects etc. is often detracting to the presentation content. Length requirements may not be met
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