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Innovate Phase
Published in John Jeston, Business Process Management, 2022
The next step is a review of the departmental budget. The forecast budget is amended to allow costs to be calculated for the various Innovate scenarios selected:Based upon the new resource utilization, the number of FTEs is forecast and a new staff cost calculated (total of salaries for the new number of FTEs). “Other staff costs” are calculated on an FTE proportional basis.“Other budget” costs are discussed with the business to identify which ones are impacted by a change in FTE count. These costs are proportioned based on the new FTE count. Remaining costs are adjusted according to the business input.The current and the projected IT costs are assessed. An automated BPM solution could increase the IT costs; however, a more streamlined automated BPM solution may reduce IT costs. This occurs when inefficient and high maintenance systems can be replaced by better, more cost-effective solutions.
Innovate Phase
Published in John Jeston, Business Process Management, 2018
The next step is a review of the departmental budget. The forecast budget is amended to allow costs to be calculated for the various Innovate scenarios selected: Based upon the new resource utilization, the number of FTEs is forecast and a new staff cost calculated (total of salaries for the new number of FTEs). “Other staff costs” are calculated on a FTE proportional basis.“ Other budget” costs are discussed with the business to identify which ones are impacted by a change in FTE count. These costs are proportioned based on the new FTE count. Remaining costs are adjusted according to the business input.The current and the projected IT costs are assessed. An automated BPM solution could increase the IT costs; however, a more streamlined automated BPM solution may reduce IT costs. This occurs when inefficient and high maintenance systems can be replaced by better, more cost-effective solutions.
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Published in Mark Paich, Corey Peck, Jason Valant, Pharmaceutical Product Branding Strategies, 2009
Mark Paich, Corey Peck, Jason Valant
The uncertainty contained in the pharmaceutical development process makes the associated resource planning task a daunting one. However, Dynamic Modeling simulations can shed some light on the resource requirement planning process by quantifying a range of possible outcomes from a firm’s pipeline. These outcomes, usually measured in terms of number of compounds at various developmental stages over time, can be easily translated into the number of resources necessary over a certain time horizon. This staffing task is accomplished by identifying what are called Resource Curves—the number of full time equivalent (FTE) resources typically needed as an NCE advances through a particular development stage. For example, Phase II development may require a number of different specialized resources (up to 40 resource categories, depending on their groupings) in order to complete the necessary tasks. But those resources are employed at different rates throughout the NCE’s advancement through that development phase. A dynamic model can incorporate this complexity relatively easily by first simulating an NCE as it moves through the Phase II development stage and then associating required FTEs (by resource category such as Program Manager, Biostatistician, Clinical Pharmacology Scientist, etc.) to that specific entity, as shown in Figure 16. Multiple simulation runs can then compute the range of possible resource requirements by each individual resource category, given the expected variability in the number of NCEs in any given development stage.
Improving patient care at a multi-speciality hospital using lean six sigma
Published in Production Planning & Control, 2022
D. Jinil Persis, Anjali S., Vijaya Sunder M, Rejikumar G, V. Raja Sreedharan, Tarik Saikouk
As per Smith, Wood, and Beauvais (2011), there exist differences between VSM and DMAIC. Tyagi et al. (2015) noted that mapping the process helps determine the flow of value from start to end and, therefore, improves the process towards delivering value to the customers. Therefore, VSM is used to map the current state of the process under investigation in the cardiology department. The processing time and cycle time were taken at each touchpoint of the current process, and the staff utilization is tabulated in Table 6. The human resources involved are measured as a full-time equivalent (FTE) unit and helped understand the staff utilization. For example, in the case of a new patient encounter, one staff is available for service, and the consequent total utilization of the staff is calculated as 62.5%. Consequently, a VSM was plotted using the data presented in Table 6. The value stream map presents the flow of data for both new-visit and review patients. From the VSM, the time is taken for the value-added activities, and the time spent in non-value-added activities were calculated. The difference betweennew and review patients is shown in the cardiology department (see Figure 3). The difference in value-added time and non-value-added time for the current state is tabulated in Table 7. It is evident from Table 7 that non-value adding activities constitute a significant share of the overall process time.
Life-cycle ecological footprint assessment of grid-connected rooftop solar PV system
Published in International Journal of Sustainable Engineering, 2021
Ajay Biswas, Dilawar Husain, Ravi Prakash
The manpower requirement for an RSPV system is categorised into three categories: (a) skilled labour, (b) semi-skilled labour and (3) unskilled labour. The total manpower requirements during an RSPV lifespan are estimated in terms of full-time equivalent (FTE). FTE is the ratio of the total numbers of paid hours during a period (part time, full time, contracted) by the number of working hours in that period. An employment opportunity of one FTE is a job that exists for one person to work on for the duration of 1 year. The calculation assumes 260 working days per calendar year (CEEW and NRDC, 2014, 2015). The total number of manpower requirements during the lifecycle of an RSPV system is estimated according to a report by the Skill Council of Green Jobs (SCGJ, 2016); which is depicted in Table 3.
Economic and employment impacts of offshore wind for Ireland: A value chain analysis
Published in International Journal of Green Energy, 2020
Sarah Kandrot, Val Cummins, Declan Jordan, Jimmy Murphy
Employment is modeled using the estimated annual expenditure on labor, calculated from the total expenditure and value breakdown per sub-element. There are different occupational requirements associated with each sub-element of offshore wind development. Occupational breakdowns in the offshore wind sector have been estimated, for example, by BVG (2019a). For each occupation in that report, the total annual cost for one full-time equivalent (FTE) to an employer was estimated. This information was obtained from research by PayScale (2019) and the Central Statistics Office (CSO) (2018). The model then calculates the wage per occupation in a given year, taking into account annual increases in wages, with 3% set as the default. The total number of FTEs per annum per occupation is calculated by dividing the total annual expenditure on labor per occupation by the total annual cost to the employer per occupation, as per Equation (1).