Overview of R&D Community Building Session
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Overview of R&D Community Building Session
Day One:
Opening and welcome: Total Group
How we got here—the overall goal: Total Group
Ice Breaker: Your recommendation, the objective, and which team grouping to use.
(purpose of the Ice Breaker is to create specific ground rules for effectiveness and
set the tone for full participation and open communication)
Total Group debrief of exercise
Instructions for completing survey questionnaires—individual time to complete questionnaire
Lunch
Review results of the questionnaires (Recommend team groupings for this activity.)
What made sense?
What questions do you have?
What is surprising?
Stop-continue-start charting
Sharing across teams/groups (Recommend team groupings for this activity.) Begin Nominal Group Technique process for identifying themes and setting
priorities.
Day One End: What have we learned?
Day Two:
Continue Nominal Group Technique process for generating themes and setting priorities.
The Key Themes & Key Priorities – A Summary presentation
Assign “task” teams to further develop ideas and identify potential next steps
Working Lunch in teams
Presentation of potential next steps or actions by each team to the overall community
Day Two End: What have we learned?
Day Three
Continue Presentations.
Smaller group meetings where individuals develop and share PERSONAL COMMITMENTS: What will I do differently as a result of attending this
community building session? How will we put this all to use? (Recommend
team groupings for this activity.)
Day Three End: Evaluation—What went well that we should continue? What would we
do differently the next time?
‘Time to market’ and ‘time to volume’ are powerful metrics employed by com- panies such as Sony and Canon where short life cycles dictate a focus on rapid response to fast-changing technologies and volatile customer demand. In the past, the focus of many companies was primarily on efficiency, i.e. a con- tinuing search for lower costs, better use of capacity, reduced inventories and so on. These are still worthy goals today but the priority has shifted. Now the empha- sis must be on effectiveness. In other words the challenge is to create strategies and procedures that will enable organisations to become the supplier of choice and to sustain that position through higher levels of customer responsiveness. This is the logic that underpins the concept of the agile supply chain.
A routemap to responsiveness
The shift in the balance of power in the distribution channel has highlighted the need for the business to be driven by the market rather than by its own internal goals. However, for organisations to become truly market-driven, there has to be a sustained focus on responsiveness across the business and its wider supply chain. There are many prerequisites for responsiveness and Figure 5.14 summa- rises the key elements. The responsive business will have agile suppliers and will work very closely with them to align processes across the extended enterprise. It will also be very close to its customers, capturing information on real demand and sharing that information with its partners across the network. Internally the business will also be focused on agility through the way it organises – breaking through functional silos to create process teams. In terms of its manufacturing and sourcing strategy, the responsive business will seek to marry the lean and agile paradigm through de-coupling its upstream and downstream processes, utilising the principles of postponement wherever possible. Those companies that can follow this routemap will be more likely to be the leaders in their field. More often than not, when we look at the successful compa- nies in any market, they tend to be the ones that have demonstrated their ability to respond more rapidly to the changing needs of their customers. The case study that concludes this chapter underlines the challenges that organisations must con- front as they seek to become more responsive to customer needs.
Overview of R&D Community Building Session
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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