PROCESS IMPROVEMENT STRATEGIC

The Impact of Technology and Process Improvement Strategies on the Capture and Strategic Planning Process to Increase New Business for Corporations Vying for Government Contracts

Table of Content

CHAPTER-1: INTRODUCTION3

Background of the Study4

Problem Statement5

Purpose Statement5

Conceptual Framework5

Significance of the Study7

Research Questions9

Define the Case9

Data Collection Methods11

Data Collection Instruments11

Assumptions and Limitation12

CHAPTER-2: LITERATURE REVIEW13

Process Improvement and Strategic Management13

Process Improvements Linked with Quality Improvements17

Process Improvement: A Comprehensive Reflection24

Priorities in Continuous Process Improvement for New Employees24

Continuous Process Improvement Training25

Strategies for New Employee Continuous Process Improvement25

Methods for Delivering New Employee Continuous Process Improvement26

Properly Welcoming New Employee to Your Continuous Process Improvement Program28

Monitoring Continuous Process Improvement Orientation Program's Effectiveness28

The Impact of Technology and Process Improvement Strategies on the Capture and Strategic Planning Process to Increase New Business for Corporations Vying for Government Contracts29

IT Infrastructure Capabilities31

Business Process Improvements and the Impact of Technology34

Organizational Factors for Technology Adoption and Business Process Changes35

Support and Commitment of Top Management35

The Roles and Seniority of IT Leadership36

Research Model39

IT Infrastructure Capabilities39

The Extent of Business Process Improvements39

Senior Management Support and CEO-CIO Reporting Relationship40

Exploratory factor Analysis and Internal Consistency46

References56

CHAPTER-1: INTRODUCTION

Process management is a concept that integrates quality/performance excellence into the strategic management of organizations. It is Category 6.0 of the Malcolm Baldrige National Quality Award. Process management includes (1) process design or engineering, which is the invention of new processes; (2) process definition, which requires the description of existing processes; (3) process documentation; (4) process analysis and control; and (5) process improvement.

Process design and definition include describing what must be done and how it is to be accomplished. After defining a process, it must be documented using a flowchart, a process map, or even a simple checklist. Until the process is described and documented, one cannot be assured that a process is in place. At that point, the process can be analyzed and improved. There are many process analysis tools, including cause-and-effect diagrams, statistical process control, and trend analyses. Process improvement may result from gradual, continuous improvement or a dramatic reinvention or reengineering of the process.

Improvement refers to the act of making something better in some way—more efficient, productive, cost effective, and so on. In evaluation, formative evaluation is evaluation done for improvement because it provides information to enable program staff to make appropriate improvements (additions or changes) before a summative evaluation measures outcome for an external audience of funders or other decision makers. Data for improvement come in a variety of forms, both quantitative and qualitative, including the following: interviews, surveys, observations, and document analyses. Due to the interactive nature of evaluation, improvement may also come from participants' involvement in the evaluation process.

Barzun & Graff (1977) mentions successful process improvement requires a well-thought-out plan that takes into account both deficiencies in the current process and the evolving needs of the business. Strategic planning is the catalyst for setting direction and helps ensure that process improvement becomes a reality. Our unique workshop-based planning methodology helps organizations make the hard choices and provides a structured approach for planning orderly, cost-effective process ...