Intel-integrated automation system
In order to achieve these goals and find a solution to the problem statement shaped earlier, HK has undergone a benchmarking exercise that presents them with how other companies have dealt with similar situations. Below, the results are presented A) Kimberly-Clark- Creating a project culture Kimberly-Clark Europe faced a difficult situation in 1998, which included: • project management lacked standards and discipline; • roles and lines of authority were ambiguous; and • business objectives lacked clarity, with unrealistic deadlines being imposed.
(Palmer, M. 2001, p. 102) As a result, the European management team decided to initiate a project to set common project management processes and disciplines. The project definition step included the setup of the project team and convincing the team members of the worth of the task by clarifying the mandate for the project. The team members needed to be able to influence their managers and colleagues to accept and implement the changes in due course. Each sector president was asked to nominate – and free up time for – suitable people.
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Key factors for success were “getting politics right; gaining commitment from team members and ensuring that new processes fit organizational practice and culture. ” (Palmer, M. 2001, p. 101) The relevance of Kimberly Clarke’s case with HK is that KC found itself in a situation with many different stakeholders. HK has unclear objectives. Some people are in favor of e-book whereas other people are against the initiative. The roles within HK are not well defined, which led to a lack of ownership. Furthermore, HK lacks internal support for projects, which was the case with KC.
HK can learn from KC by getting stakeholder support before starting a project. The team members of the dedicated project team work as change agents and influence their managers. The project charter will ensure that everybody understands the objectives. By appointing a representative per department, HK has the opportunity to have suitable available for the work ahead in the project. B) Global chip-maker Intel developed a strong approach to risk management, incorporating monitoring and reporting processes.
Intel adopted auditable standards that provide new levels of due diligence concerning ethical, social and environmental risk. Several years ago, the company put in place a global tracking system for managing the critical issues emerging in the area of corporate responsibility. “This issue tracking system is based on a URL site that is available to all employees and addresses issues such as investor relations and market impact. ” (Neef, D. 2003, p. 119) The site provides the company with information, which support the decisions.
Intel used an advanced performance management and monitoring system, which provided the foundations of the successful knowledge foundation by measuring and monitoring organizational performance. Neef (2005) argues that “a company should use international standards and reporting guidelines to help measure and publish statistics on human, social and integrity performance. ” (p. 118) Intel developed enterprise-wide risk management systems, which provided mapping, ranking and tracking risks, identifying stakeholders and specialists, and monitoring the steps taken by Intel to contain the risk.
Intel’s system worked as an early warning identification and included incident management tools, which helped to collect relevant information such as a description of the circumstances, the projects affected and likely costs. Gray and Larson (2006) state “any changes in scope or the baseline should be recorded by the change control system that was set in place during risk control planning. ” (p. 436) Intel created a system which included a number of variables to monitor and evaluate the process.