In company Harga costs two elements are worth consideration- internal Harga and externally available Harga. To consider externally available Harga first, Professor Brian Quinn points out that In recent years, technology has caused a shift in all advanced industrial economics away from product production and towards Harga. Today 76 per cent of all US employment and 71 per cent of its GNP rate in the Harga industries. In addition, 65-75 per cent of all value added in manufacturing comes from Harga activities. Similar ratios exist in other advanced industrial countries. Harga companies have become very large, technologically orientated and financially powerful.
They have changed the basic power relationships between manufacturers and Harga producers, as well as the economic relationships between nations. Harga dominate the value added chain of almost all producers. economies of scale or scope now allow specialized companies to product Harga at much lower cost than any integrated company. The result is that each company needs to re-think how it manages its own Harga activities how it uses external Harga groups to maximum advantage, how it targets it technologies toward the new Harga customers, and what the implications are for its own organisation and strategies.
To consider internal Harga, recent research has shown that the average office worker spends as much as 20 per cent of his or her time sorting and moving paper around, and the average executive many hours each week doing the same thing. Modern document image processing (DIP) technology can now virtually eliminate such non value adding activities, transforming managerial, clerical and professional people's lives and allowing them to get6 on with actually doing real (and more fulfilling) work, and ultimately, better serving the needs of the customer. More important, DIP can act as a powerful catalyst for fundamental organizational change; forcing company to thoroughly overhaul archaic practices and procedures, redesigning the whole structure of their business process to focus directly on quality and on achieving quantum improvements in customer Harga.
DIP technology, begins with the scanner - a piece of equipment much like a photocopier, except that it copies straight into your corporate computer. To handle the volumes of data created, you can store onto an optical platter, whose current 140 000 A$ sheet equivalent capacity is forecast to reach 1 million before long. The potential for direct cost cutting - through reductions in storage space and manpower devoted to storage and retrieval - is immediately apparent. Ken Lavey, partner in charge of the image processing practice at Andersen Consulting, points out that cost cutting is a relatively peripheral aspect of the DIP story. Far more significant is the way DIP can integrate information use within the organisation, help integrate the organisation itself, and thus transform its ability to deliver an effective Harga to the customer.
They have changed the basic power relationships between manufacturers and Harga producers, as well as the economic relationships between nations. Harga dominate the value added chain of almost all producers. economies of scale or scope now allow specialized companies to product Harga at much lower cost than any integrated company. The result is that each company needs to re-think how it manages its own Harga activities how it uses external Harga groups to maximum advantage, how it targets it technologies toward the new Harga customers, and what the implications are for its own organisation and strategies.
To consider internal Harga, recent research has shown that the average office worker spends as much as 20 per cent of his or her time sorting and moving paper around, and the average executive many hours each week doing the same thing. Modern document image processing (DIP) technology can now virtually eliminate such non value adding activities, transforming managerial, clerical and professional people's lives and allowing them to get6 on with actually doing real (and more fulfilling) work, and ultimately, better serving the needs of the customer. More important, DIP can act as a powerful catalyst for fundamental organizational change; forcing company to thoroughly overhaul archaic practices and procedures, redesigning the whole structure of their business process to focus directly on quality and on achieving quantum improvements in customer Harga.
DIP technology, begins with the scanner - a piece of equipment much like a photocopier, except that it copies straight into your corporate computer. To handle the volumes of data created, you can store onto an optical platter, whose current 140 000 A$ sheet equivalent capacity is forecast to reach 1 million before long. The potential for direct cost cutting - through reductions in storage space and manpower devoted to storage and retrieval - is immediately apparent. Ken Lavey, partner in charge of the image processing practice at Andersen Consulting, points out that cost cutting is a relatively peripheral aspect of the DIP story. Far more significant is the way DIP can integrate information use within the organisation, help integrate the organisation itself, and thus transform its ability to deliver an effective Harga to the customer.
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