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Africa
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Methodologies/Tools That the Auditor Should Be Familiar With
Published in D. H. Stamatis, Automotive Audits, 2021
To actually carry out the mapping, you’d want to gather a small project team consisting of representatives from different departments. They have a first-hand perspective on how things are done and how well the current system works. You might even figure out several ways to improve the processes without even consulting the value stream map. Next up, you need a facilitator. This could be a senior manager who understands value stream mapping, or you can get an external consultant to help you. As you progress the work, you will create your map – but be ready to make changes as you go. Someone may just remember a missed step somewhere along the line, and that can change the whole picture. To actually draw the map, you can use: Pen and Paper – the simplest and preferred solution. Avoid the computerized version for at least the first or even the second draft.Flowchart Software – dedicated tools used for all sorts of business process mapping.Workflow Management Software – if applicable and available. In most cases, they are custom solutions for managing company workflows. In addition to simple mapping capabilities, you can also keep track of and manage the workflows.
Value stream mapping
Published in Stuart M. Rosenberg, The Digitalization of the 21st Century Supply Chain, 2020
To actually draw the map, you can use: Pen and paper – the simplest solution, just grab an A3 piece of paper and a pencil and get to workFlowchart software – dedicated tools used for all sorts of business process mappingWorkflow management software – custom solutions for managing company workflows. In addition to simple mapping capabilities, you can also keep track of and manage the workflows
Building Information Modelling (BIM) adoption and implementation enablers in AEC firms: a systematic literature review
Published in Architectural Engineering and Design Management, 2021
Behzad Abbasnejad, Madhav Prasad Nepal, Alireza Ahankoob, Araz Nasirian, Robin Drogemuller
Central to maturity assessment is the concept of process perspective. In process perspective, organisations are considered as a system of processes connected together in an integrated manner (Benner & Tushman, 2003). This implies that BIM performance assessment can be conducted through the lens of input-process-output model (Abdirad, 2017). Inputs refer to BIM implementation prerequisites such as BIM tools, policy documents, and users’ requirements. BIM processes involve all business processes (ordering of work activities) and interactions between BIM users and with BIM-authoring technologies and are inclusive of factors such as workflows and collaboration and they can be visualised and analysed through business process mapping techniques. Outputs refer to the results of BIM-enabled processes and activities such as models and quality information (some outputs are inputs to successor processes and the final outputs of a BIM-enabled project that are hand over to a client are called ‘BIM deliverables’). There is an imperative for companies to evaluate their outcomes and it is crucial to establish a distinction between outputs and outcomes. While outputs refer to short-term results and benefits, outcomes deal with long-term benefits and effects such as increased business performance.