Business drivers

COGM Real-time process analysis application 

Manufacturing Process end points Process fault detection 

Product release Determination of final product quality attributes 

Plant operations Real-time water quality Cleaning verification Waste stream monitoring and control 

Environmental health and safety Hazardous area monitoring Environmental monitoring compliance 

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Table 10.3 Business items in the automotive industry Table 10.4 Business drivers in the polymer industry...

One approach is to mesh all investigation and root cause analysis activities under one management system for investigation. Such a system must address all four business drivers (1) process and personnel safety, (2) environmental responsibility, (3) quality, and (4) profitability. This approach works well since techniques used for data collection, causal factor analysis, and root cause analysis can be the same regardless of the type of incident. Many companies realize that root causes of a quality or reliability incident may become the root cause of a safety or process safety incident in the future and vice versa. 

Demonstrate to management a clear link between information collected and business drivers. Use existing information collection systems as much as possible. 

Once all the processes and subprocesses supporting an operation have been defined, another gap analysis may be conducted to ensure that there are no assumptions, and all required processes and subprocesses required to support the business are included in the scope of the QMS. This can easily be accomplished by listing all the business drivers for an operation and comparing that against the processes... 

The project should be business driven. For example, Ray Miller explains the importance of bringing value to markets—a basic but critical concept. If a project is business driven, it has a much higher probability of resulting in commercial success and in a shorter time than if it is technically driven. In general, one can assess the business driver by the existence or absence of a business plan and a financial model for the project that identifies specific applications and customers for the product(s). The business plan and financial model must be validated by repeated, critical scrutiny by successful, informed businesspeople and investors. 

The project is strictly technically driven. There was never a legitimate business driver. The project was funded based on unsound or insufficient business and financial groundwork. Commercializing technically driven projects is like "trying to shove a wet noodle through a hole" it can happen, it will be very messy, and you won t like the end result. 

I. Prepare Minimize SD efforts while assessing the business drivers. 

First, the key business drivers for a new healthcare system are as follows ... 

Prescription coverage in the US becomes equally as important as a viable drug in the US. Specifically, a manufacturer can devise a fantastic therapy, but if that manufacturer does not receive a favorable decision on reimbursement from the health authorities then that drug is destined for failure. Reimbursement has become an extremely important strategic business driver for both biotech and pharmaceutical manufacturers. It is this business unit that must seek approval from the medical directors for formulary acceptance. 

In the pharmaceutical area, the need for validated systems is of a paramount importance. Normal business drivers still apply, and systems must be robust, providing timely information which is relevant, accurate and safe to use. 

Already in 2005 Abramovici et al. [2] stated advanced PLM users will prefer integrated PLM/ERP solutions . Such integrated solutions have been detailed by Mechlinski in [14] and we will refine the business drivers and features of the identified four levels of integration below (compare overview in Table 16.1) ... 

Gyi D, Sang K, Haslam C (2013) Participatory ergonomics co-developing interventions to reduce the risk of musculoskeletal S3nnptoms in business drivers. Ergonomics 56(l) 45-58... 

The principal suppliers of intensified unit operations increasingly realise that the ideal approach is driven by business requirements, although of course process drivers will retain an important place. Process drivers are those where the physical and chemical requirements of the process are determined and then used to select the equipment which best suits the process. Business drivers are financial issues relating to the operability and profitability of the process, and companies such as Protensive rightly see the massive business opportunities afforded by the radical PI approach. 

Business and process drivers are required to set targets to be met by the plant design. The business drivers identified at the start of the methodology, which are the economic reasons why it is desirable to intensify the process, should be reviewed to keep a clear idea of the overall aims of the project. Process drivers are those characteristics of, in this particular example, the chemical reaction scheme that determine the required operating conditions within, and performance of, reactor equipment to allow the process to run at its most efficient rate. A process driver example is the rate of heat release from a reaction determining the heat transfer capability required of the equipment. 

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