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Business Process Improvement(BPI)

Business Process Improvement (BPI) is a systematic approach to help any organization optimize its underlying processes to achieve more efficient results.

Overview The organization may be a for-profit business, a non-profit organization, a government agency, or any other ongoing concern. Most BPI techniques were developed and refined in the Manufacturing era, though many of the methodologies (like Six Sigma) have been successfully adapted to work in the predominantly Services-based economy of today. While there are differences in the challenges that each type of industry poses, the fact remains that the core principles of BPI and how they apply to business improvement, remain portable across industries and functions. It should be noted that BPI focuses on "doing things right" more than it does on "doing the right thing". In essence, BPI attempts to reduce variation and/or wastage in processes, so that the desired outcome can be achieved with better utilisation of resources.


BPI works by: * Defining the organization's strategic goals and purposes (Who are we, what do we do, and why do we do it?) * Determining the organization's customers (or stakeholders) (Who do we serve?) * Aligning the business processes to realize the organization's goals (How do we do it better?) The goal of BPI is a radical change in the performance of an organization, rather than a series of incremental changes (compare TQM). Michael Hammer and James Champy popularized this radical model in their book ‘’Reengineering the Corporation: A Manifesto for Business Revolution’’ (1993). Hammer and Champy stated that the process was not meant to impose trivial changes, such as 10 percent improvements or 20 percent cost reductions, but was meant to be revolutionary (see breakthrough solution). Unfortunately, many businesses in the 1990s used the phrase "reengineering" as a euphemism for layoffs. Other organizations did not make radical changes in their business processes, did not make significant gains, and wrote the process off as a failure. Yet others have found that BPI is a valuable tool in a process of gradual change to a business.

BPI: Key Considerations Processes need to align to Business Goals An organization's strategic goals should provide the key direction for any Business Process Improvement exercise. This alignment can be brought about by integrating programs like Balanced Scorecard to the BPI initiative. e.g. When deploying Six Sigma, identification of projects can be done on the basis of how they fit into the Balanced Scorecard agenda of the organization. Customer Focus Fast-changing customer needs underscore the importance of aligning business processes to achieve higher customer satisfication. It is imperative in any BPI exercise that the "Voice of Customer" be known, and factored in, when reviewing or redesigning any process. Importance of Benchmarks BPI tools place a lot of emphasis on "measurable results". Accordingly, benchmarks assume an important role in any BPI initiative. Depending on the lifecycle of the process in question, benchmarks may be internal (within the organization), external (from other competing / noncompeting organizations) or dictated by the senior management of the organization as an aspirational target. Establish Process Owners For any process to be controllable, it is essential that there be clarity on who is the process owners, and what constitutes success/failure of the process. These success/failure levels also help establish "control limits" for the process, and provide a healthy check on whether or not a process is meeting the desired customer objectives.

Methodology of BPI * Carrying out BPI is a project, so all principles of project management apply. * The first step in BPI is to define the existing structure and process at play (AS-IS). * Then, the BPI process owners should determine what outcomes would add value to the organization's objectives and how best to align its processes to achieve those outcomes (TO-BE). * Once the outcomes are determined, the organization's work force needs to be re-organized to meet the new objectives, using the variety of tools available within the BPI methodology.

Implementing BPI Most resistance to BPI comes from within an organization. Managers often do not wish to change existing structures. The labor force may resist BPI because of fears of layoffs; however, an organization using BPI on a regular basis, argue many proponents, will already have the proper work force to meet existing business challenges. Some organizations have implemented BPI on a smaller scale and reported success, by doing the following: * Start with a small process that can be completed in a short time frame. * Set clear timelines. * Do not spread resources thinly and focus on the short term payoff. * Management and primary stakeholders must be involved, or else even a limited implementation will fail

How to manually delete a program Installed on the Computer

Note: Make sure to backup the registry

before editing it.

If you are not able to uninstall the program from the Add/Remove Programs or Programs and Features, here are a few steps to remove that program manually from your computer.

· Find the directory for the application in Program Files and delete all the files in the directory. Delete the directory.

· Open regedit and navigate to HKEY_LOCAL_MACHINE\SOFTWARE and find the folder for the application. Delete the folder.

· Open regedit and navigate to HKEY_CURRENT_USER\SOFTWARE and find the folder for the application. Delete the folder.

· To remove the application entry from Add/Remove Programs or Programs and Features (if present) open regedit and navigate to HKEY_LOCAL_MACHINE\SOFTWARE\Microsoft\Windows\CurrentVersion\Uninstall and find the folder for the application. Delete the folder.

· Some applications have Services attached to them. If this is the case, navigate to HKEY_LOCAL_MACHINE\System\CurrentControlSet\Services, locate and delete the service.

· In Windows Explorer, navigate to the individual user settings and delete program references. Common places to check would be:

· C:\Documents and Settings\All Users\Start Menu\Programs and delete relevant entries.
C:\Documents and Settings\All Users\Start Menu\Programs\Startup and delete relevant entries.
C:\Documents and Settings\%YourUserID%\Start Menu\Programs and delete relevant entries.
[Do this for each User ID listed]
C:\Documents and Settings\%YourUserID%\Start Menu\Programs\Startup and delete relevant entries.
[Do this for each User ID listed]

· If no entries were found in the previous step and the application launches automatically, navigate to
HKEY_CURRENT_USER\Software\Microsoft\Windows NT\CurrentVersion\Windows
and delete the entry.

Tata Nano-The People's Car

Tata Motors' plans would produce, in real terms, by far the cheapest car ever made.
An Indian car may soon earn a parking place in history alongside Ford's Model T, Volkswagen's Beetle and the British Motor Corp.'s Mini, all of which put a set of wheels within reach of millions of customers after they rolled onto the scene. Tata Motors (nyse: TTM - news - people ) is developing a car it aims to sell for about $2,500 the cheapest, by far, ever made.

There is a lot riding on its small wheels. If the yet-to-be-named car is a success when it goes on sale next year, it would herald the emergence of Tata Motors on the global auto scene, mark the advent of India as a global center for small-car production and represent a victory for those who advocate making cheap goods for potential customers at the "bottom of the pyramid" in emerging markets. Most of all, it would give millions of people now relegated to lesser means of transportation the chance to drive cars.

It is a hugely ambitious project rivals have called it impossible for any company. But it is audacious for one that hadn't even built cars a decade ago.

For decades Tata Motors has been India's largest commercial vehicle maker the Tata logo appears on buses, dump trucks, ambulances and cement mixers. Sturdy as elephants, they are a fixture of the Indian landscape. Owners inevitably paint the exteriors in a cheerful riot of bright red, green, orange, blue and yellow and line the un-air-conditioned cabs with teakwood to keep them cooler in India's searing heat.

However ubiquitous, Tata's trucks faced a problem after the Indian government began reforms that opened the Indian economy in 1991: the huge cyclical swings in demand typical for commercial vehicles. To diversify, Tata would enter, at great expense, the less volatile passenger car market.

Before the reforms Indian customers had so few choices that Tata was sheltered. When demand tailed off it just worked down a waiting list, and there was never a need to concern itself with customer desires. Sure enough, after the economy slumped in the late 1990s just when expenses for developing the passenger car hit home Tata truck and bus sales plunged by 40%, and Tata Motors lost $110 million in fiscal 2000. It was the first red ink seen since 1945, when the company was founded to make locomotives. Executives were stunned. "It was corporate India's biggest loss," says Ravi Kant, managing director of Tata Motors. "The crisis changed us. We told ourselves, 'Never again.'"

But Tata Motors, part of India's largest conglomerate, first had to reset its ways. Like many Indian companies protected for decades from foreign competition, Tata had gotten to 2000 still fat and slow.

Change started with a spring 2000 meeting at the Lakehouse, a bungalow across the street from the company's main factory in Pune, a three-hour drive east of Mumbai. Kant, then in charge of the commercial vehicle division, needed fresh ideas instead of rigid resistance, so in an experiment, he called a meeting of 20 of his most promising young managers all under 35 years old.

"I have a problem," he said in his matter-of-fact tone. "The company is bleeding." He asked for ideas on how to stop the gush of red ink. Okay, they told him, trim costs.

Girish Wagh was there, just 29 then. He remembers the shock of what came next. "Ravi Kant said that 1% in cost cuts would be a rounding error. He asked for 10%!" says Wagh. "Never had we thought of such a target." Every single year until then costs had gone up, not down. Kant told them to present a basic plan that very afternoon, in front of him and alarmingly all their bosses

Latest letter from QuestNet(V India)

QuestNet
SUBJECT: To Our Dear V India Family
Dear HEMANTH AGARWAL,

Much has been said and reported about the challenges we are currently facing in India and though it saddens us that some people choose to believe the untruths perpetrated against us, we remain resilient and committed to the ideals of The V – both as a company and as a family.

Winston Churchill could not have stated it better when he said, “Sure I am this day we are masters of our fate, that the task which has been set before us is not above our strength; that its pangs and toils are not beyond our endurance. As long as we have faith in our own cause and an unconquerable will to win, victory will not be denied us.”

This clearly enunciates our situation in India and the ones that came before. That is why, instead of wallowing in the negative publicity, I would like to encourage everyone in the family to focus on the good that will come out of it. Challenges such as this are designed to make us stronger and by extension, for us to learn how to value relationships more and evaluate those that only weigh us down.

By the same token, I would like to thank everyone who made the decision to stand by our side despite the difficulties of the past months. It hasn’t been easy, we know, but we are here to reassure you that our optimism and confidence of resolving this very, very soon is supported by our years of experience in doing our business with passion and integrity.

Those who have been with us long enough would know that The V is all about leadership by example. We are here to help aspiring entrepreneurs tap into their business potential. With enough guidance and training, we make leaders out of them and, in turn, they duplicate the process and develop leaders themselves. By doing this, we are changing lives one entrepreneur at a time. And we thank you for sharing this vision with us.

There is still a lot that we can do and we are counting on you to take on this journey with us. As we have committed ourselves to your success, we expect nothing less than 100% of your passion and commitment.


Yours in Service,

V Partner TG Kintanar

Ramoji Film City (RFC) is the world’s largest integrated film studio

Ramoji Film City (RFC) is the world’s largest integrated film studio complex at over 2,000 acres (8.1 km²) of land ^[1]. It is also a popular tourism and recreation centre, containing both natural and artificial attractions. It is situated near Hayathnagar on Hyderabad - Vijayawada, NH9 highway, about 25 km from Hyderabad. ^[2]

1 History 2 Studio features 3 Tourism 4 How to reach? 5 References

History

Film producer Ramoji Rao, head of the Ramoji Group, opened the facility 1996. The creation of the Ramoji Film City was an outcome of the Group's association with Indian cinema through Usha Kiron Movies, its dedicated film production house, which has produced over 80 films in several languages such as Hindi, Telugu, Tamil, Kannada, Marathi and Bangla ^[3]

Studio features

One of the many film sets at the studios

Ramoji Film City offers pre-production, production, and post-production resources. It offers over 500 set locations. There are many gardens, authentic sets, about 50 studio floors, a digital film facility, the support systems, outdoor locations, high-tech laboratories, etc. The Film City's infrastructure includes custom-designed locations & mock-ups, set construction, properties & costumes, shooting stages, cameras and equipment, audio post-production, digital-post-production/SFX as well as film proce

ssing.

Twenty international films and forty Indian films can be produced simultaneously in the complex. It has attracted not only filmmakers from the country, but also producers from Hollywood.

Tourism

A special Coach which takes visitors around the studios

Every year, the studios attracts over a million tourists visit the complex creating revenues in billions of rupees (INR) ^[4]. Located at the entrance of the film city are the 3-star hotel, Tara and a 5-star hotel, Sitar

a for the film production units as well as for tourists. Once inside, there is Hawa Mahal, based along the lines of the Golconda Fort, which is on a hilltop from where one can have a bird’s eye view of the whole studios.

A Japanese garden, the ETV planet (a multi-purpose editing suit), a pool, artificial waterfalls, breathtakingly accurate airport terminal, hospital set, railway station, churches, mosques and temples, shopping plazas, palace interiors, chateaus, rural complexes, urban dwellings, and a winding highway are some other places for tourists to visit. For shopping enthusiasts, there are nice handicrafts, pottery and other decorative articles for purchase.

One of the many gardens at Ramoji

The vintage Film City coaches will take the visitors on a journey around the studios. Each of these well-conducted tours will let you have a tètè-è-tètè with the stunning locales. The visitors are shown around the various sets where blockbusters have been filmed or the numerous gardens where the Indian song sequences were

choreographed. There is Parade, a prop-shop, where you costumes of actors as shown in a film can be ordered. One can find a nursery, Shangrila, where the visitors can take back exotic plants back home. There are several settings in the studios which lead the visitors from streets of the Mauryan Empire or the Mughal Empire or even the American Wild Wild West. There's also the famous Hollywood sign displayed on the hills at the studios.

If tired and hungry, there's enough variety of food on the platter. Alampana, Chanakya, Gunsmoke and Ganga Jamuna are the restaurants that are available to pamper the taste buds.

For the fitness-conscious lot, there is Samson & Delilah for you, arguably one of Asia’s best-equipped health clubs that has a gymnasium with sophisticated equipment and facilities such as jacuzzis, sauna, steam bath, herbal massage. The club house features recreational facilities like table tennis, billiards, badminton, tennis and other facilities for aerobics or yoga.

The Film City even has honeymoon packages for the newly married couples who are on the lookout for a getaway destination. It caters to the corporate world by offering banquet halls.

Magadha, Meena Bazaar, Frontierland or Black Cat Warehouse are a few avenues from where the visitors can carry home souvenirs of their visit.

How to reach?

Hyderabad is the capital city of Andhra Pradesh and is well connected to all major cities in India. You can reach Hyderabad by air as it has an air transport network connecting domestic and international flights to and from major cities. The Indian Railways operate trains to many of the major cities and towns from the twin cities of Hyderabad and Secunderabad.

The twin cities are connected albeit recently through roadways to major cities and destinations such as Bangalore, Tirupathi, Chennai, Pune and Mumbai. A lot of the roads to these cities are undergoing major up-gradation (for example: between Hyderabad and Bangalore) where by 2 lane roads are being converted into 4 lane roads. Ramoji Flim City

References

1. ^ "Ramoji Film City sets record". The Hindu. Retrieved on 2007-08-03.
2. ^ "Guinness World Records certifies Ramoji Film City as the World's largest Film Studio Complex". Ramoji Film City. Retrieved on 2008-04-08.
3. ^ "About Ramoji Film City".
4. ^ "On the Back Lot at the Other Bollywood".

How to burn files (music or otherwise) onto a CD.

Here is how to burn files (music or otherwise) onto a CD.

1. Place blank readable/writable CD into the burner drive.
2. Open a file that you need to burn with Windows Explorer. On the left side of the screen, you have the different folders from My Computer.
3. Open the actual music file or data file on the right side of the screen.
4. Select one or more files that you need to burn.
5. Drag the file from the right side of the screen and drop it on the left side of the screen on the CDRW Drive. You can also right click on a file and use "send to" to copy to the CDRW drive.
6. Close the window. A balloon will pop up in the notification window indicating that there are files waiting to be burned.
7. Click on the balloon or open My Computer, and right click the Burner drive and click Copy to CD.
8. Click on Next and Finish.