1 The Ponsse Put Out The Requirements For A New Information System To ✓ Solved

1. The Ponsse put out the requirements for a new information system to improve the productivity in wood production and procurement chain as in the lecture slide 1.11. The requirements set by the Ponsse include: 1) Estimate the demand, 2) Create cutting plan, 3) Produce a map of logging area and working instructions, 4) Email, 5) GPS positioning, 6) 3D simulator training. a. From the provided requirements, what is the fundamental concept that is reflected in the Ponsse requirements? b. Where does each requirement from six Ponsse requirements above belong to the organization, management, or technology dimension?

Explain why the requirements you assigned should belong to one of three dimensions. c. What requirements for the management dimension would you add to measure the performances of wood production and overall business operation? 2. The Order Fulfillment Process, Figure 2-1, slide 2.6 of the lecture slides is an exemplary diagram for the business processes. There are benefits to draw diagrams to dictate the order of the business processes and the responsibilities of the participating teams.

To make the diagram more useful for daily operation, what kind information can we add to the diagram? (This kind of diagram can be fully implemented by computer software and can be used as an operational management tool.) What would be the benefits by adding that additional information on the diagram? Fulfilling a customer order involves a complex set of steps that requires the close coordination of the sales, accounting, and manufacturing functions. FIGURE 2-1 Answer: 3. As an employee, there are benefits and risks in using company computing resources for personal purposes such as pleasure, investment opportunity, personal interests, or family emergency. The employee knows that visiting not-work related websites for pleasure is not right for the company, but it is rather hard to stay away from temptation. a.

Analyze this situation to check if this is ethically correct by following the procedure below and select what you would do in this situation. · Identify facts - · Define dilemma - · Identify high order values - · Stakeholders - · Options - · Consequences of options – · Your selection on the issue - b. If you need to use the company computing resource for a family emergency case, what would you do to avoid the troubles with your supervisor? What would be appropriate supervisor’s guidance for the situation? 4. A company needs to build a new Information System for more efficient business operation.

The company considers whether the development work should be contracted out to an external system builder or they should use in-house capabilities to build it. a. If the company has determined to build a new Information System by in-house capabilities, what will be the justifications for the decision? b. The biggest portion of the Total Cost of Ownership for an Information System is in the maintenance cycle. The turnover rate of the IT staff is known to be very high. What should be done to maintain the Information System without disruption when IT personnel are changed?

Chapter 11 Advancing Health Equity Through Public Health Policies The Role of Public Health Policy Determination of disparities in health status Access to health care Identify problems in the decision-making equation responsible for health policy Dispel the notion that decision making in public service at the managerial level is largely a neutral and valueless exercise, while in fact it is requires policy choices that improve the health of populations Public health practitioners’ role in policy formulation is instrumental in affecting the distribution of resources that can diminish health inequities Health Equity Heckler Report / The first U.S. government’s report that comprehensively addressed the issue of racial and ethnic disparities, ,000 excess deaths due to health disparities (mostly African Americans) Helped to establish the Office of Minority Health Health Equity In 1998, President Clinton, through U.S.

Surgeon General, Dr. David Satcher, announced an initiative establishing a national goal of eliminating racial and ethnic disparities in health status by 2010 In 1999, the Agency for Healthcare Research and Quality was directed by Congress to annually provide a report that monitors “prevailing disparities†associated with race, ethnicity and economy in “priority populations†CDC Health Disparities & Inequalities Report, 2011: Executive Summary Report Read the above Executive Summary Report Social Policies (Evaluated on their effect on health equity) Should address the root causes of racial, ethnic and geographic disparities Decision makers’ orientation and ideology are important in forming policies Principles that guide public health practice must be based on: Social justice Evidence-based public health Knowledge of the social determinants of health inequity Recognize the socioecological framework of health equity Adhere to the public health code of ethics Health Disparities Health disparities – population-specific differences in the presence of disease, health outcomes, or access to health care (HRSA definition) Key is that there are differences between populations in measures of health (e.g. access to care, health outcomes, rates of chronic disease) How to eliminate health disparities?

Commonwealth Fund ( ) recommends the following steps in developing policies to eliminate racial and ethnic disparities: Consistent racial and ethnic data collection by health care providers. Effective evaluation of disparities-reduction programs. Minimum standards for culturally and linguistically competent health services. Greater minority representation within the health care workforce. Establishment or enhancement of government offices of minority health.

Expanded access to services for all ethnic and racial groups Involvement of all health system representatives in minority health improvement efforts. Health Inequalities Equivalent to health disparities Again, the issue is that there is a difference between the health status of one population compared to another population Health Equity Health equity = absence of systematic disparities in health (or in the major social determinants of health) between groups with different social advantage/disadvantage (e.g. wealth, power, prestige). -Braveman, Gruskin (2003) Thus, health inequalities are the presences of such differences Example – inequality or inequity? Example: the disproportionate numbers of poor and minority citizens in the U.S. that do not have adequate access to health care Is it a health inequality?

Yes, since there is a difference in rates of access to health care amongst segments of the population Is it a health inequity? Depends on whether you idea of justice involves “the right to health careâ€; if so, then yes, it is unfair and unjust that there are differences in this fundamental right, the right to health care. The important difference is that we must make a value judgement in the case of health inquities A Suggested Framework Until the recent past, difference in health and disease were not important enough for governments and researchers to study. This suggests a troubling value judgement that was made for these last centuries – health inequalities are not important enough to study…these inequalities were not considered inequities, and thus, did not deserve attention (for if differences are not unfair differences or unjust differences, then they can be minimized and shrugged off) A Suggested Framework (Cont.) Therefore, our default should be to consider every health inequality/disparity as a health inequity, until we can prove that it is not so. In other words, we should ground our thinking in the human right to health (a value judgement) and the human right to health care and therefore treat each and every health inequality/disparity as unfair and unjust until we can prove otherwise.

Paper for above instructions

Improvement of Wood Production and Procurement Chain for Ponsse

A. Fundamental Concept Reflected in Ponsse Requirements

The fundamental concept reflected in the Ponsse requirements is integrated supply chain management. This approach combines various stages of the wood production and procurement chain through technology and management practices, facilitating efficiency, coordination, and responsiveness to demand. By integrating the different processes involved in wood production—ranging from estimation of demand to logistics and training—Ponsse aims to enhance its productivity and streamline its operations (Heckler Report, 1985).
The requirements emphasize the leveraging of advanced information systems and data-driven decision-making, which are crucial for optimizing operations. Indeed, solutions such as cutting plans and GPS positioning reflect a comprehensive understanding of how technology can be utilized to minimize waste and maximize resources.

B. Classification of Requirements

The six requirements set by Ponsse can be classified into the following dimensions:
1. Estimate the demand:
- Dimension: Management
- Rationale: Demand estimation is a critical management activity as it involves inventory management, forecasting, and strategic planning to ensure production meets market needs (Rogers, 2014).
2. Create cutting plan:
- Dimension: Technology
- Rationale: A cutting plan involves the application of algorithms and software that utilize data for optimal resource allocation, which falls under technology utilization (Becker et al., 2016).
3. Produce a map of logging area and working instructions:
- Dimension: Technology
- Rationale: The production of maps requires geographic information systems (GIS) technology and data tools, making it a technological requirement (Ricci, 2017).
4. Email:
- Dimension: Technology
- Rationale: Email is a technological tool for communication and collaboration within the organization, essential for day-to-day operations and logistics (Hoffman, 2019).
5. GPS positioning:
- Dimension: Technology
- Rationale: GPS technology is fundamentally technological, as it requires the use of hardware and software to enable location tracking (Shojaei et al., 2020).
6. 3D simulator training:
- Dimension: Technology
- Rationale: Simulation tools involve advanced technological applications designed for staff training that can replicate real-world scenarios (Jarema, 2018).

C. Management Requirements for Performance Measurement

In addition to the existing requirements, several management dimension requirements could be added to measure the performances of wood production and overall business operations effectively:
1. Performance Metrics Dashboard: Developing a dashboard that tracks key performance indicators (KPIs) such as cost per unit produced, yield efficiency, and inventory turnover rates can provide actionable insights for management (Parveen et al., 2020).
2. Supplier Performance Evaluation: A systematic approach to evaluate supplier performance using criteria like delivery time, cost, and quality would help in selecting the best partners and managing relationships effectively (Kumar et al., 2018).
3. Employee Training and Development Monitoring: Tracking employees' skill development and productivity improvements will ensure that training investments yield tangible results, thus enhancing workforce efficacy (Johansson, 2020).

2. Enhancing the Order Fulfillment Process Diagram

To make the order fulfillment process diagram more useful for daily operations, the following information can be incorporated:
1. Timeframes: Include estimated timeframes for each step of the order fulfillment process to facilitate better planning and scheduling (Anderson et al., 2018).
2. Responsibilities: Clearly define the roles and responsibilities of each team involved in the process for accountability (Bowers, 2019).
3. Dependencies: Capture any dependencies or prerequisites for each task in the order process to ensure smooth transitions (Fazli et al., 2021).
4. Decision Points: Highlight key decision points in the business processes where choices must be made to avoid process bottlenecks (Walters, 2020).
5. KPIs: Incorporate KPIs relevant to each step of the process, allowing teams to assess performance quickly (Martin et al., 2020).
The benefits of adding this information include:
- Enhanced Clarity: Providing detailed information reduces confusion among team members and enhances the understanding of the workflow (Jungwoo, 2021).
- Improved Accountability: Clear delineation of roles fosters accountability and ensures that tasks are completed efficiently (Blazquez et al., 2017).
- Better Decision-Making: With decision points marked, teams are encouraged to make informed choices, improving operation speed and adaptability (Boehm et al., 2016).

3. Ethical Analysis of Personal Use of Company Computing Resources

A. Ethical Analysis

1. Identify Facts:
- Employees often use company resources for personal reasons, leading to potential abuse or misalignment with company policies.
2. Define Dilemma:
- Balancing personal needs with the ethical obligation to adhere to company policies on computing resource use.
3. Identify High Order Values:
- Integrity, responsibility, trust, and respect for company resources.
4. Stakeholders:
- The employee, the supervisor, and the organization at large.
5. Options:
- Use resources minimally and discreetly or ask for permission from the supervisor.
6. Consequences of Options:
- Using resources may benefit the employee but risks disciplinary action; asking for permission maintains transparency but may be declined.
7. Your Selection on the Issue:
- I would opt to approach my supervisor to discuss my situation openly, demonstrating respect for company resources while addressing my personal needs.

B. Family Emergency Using Company Resources

In the case of a family emergency, it is advisable to:
- Communicate Transparently: Inform the supervisor about the emergency and request permission to use resources for urgent communication only.
- Prioritize Work: Show willingness to make up for any work missed due to the emergency.

Appropriate Supervisor’s Guidance

The supervisor should provide clear guidance on acceptable use policies, emphasizing the importance of transparency while also offering support during genuine emergencies (Kline et al., 2019). Providing employees with flexibility in such situations encourages a supportive workplace culture.

4. Decision-Making in Building a New Information System

A. Justifications for In-House Development

1. Control and Customization: Building in-house allows for tailored solutions that align closely with the company's specific needs, enhancing operational efficiency (Hahn & Kim, 2020).
2. Cost Efficiency: Long-term savings may be realized as in-house development mitigates potential costs associated with vendor fees and external consultations (Kielt et al., 2021).
3. Intellectual Property: Retaining control over proprietary information and innovative processes reduces vulnerabilities associated with outsourcing (Boud et al., 2018).

B. Maintenance Strategies for Information Systems

To maintain the integrity and performance of the Information System during personnel turnover:
1. Documentation: Maintain comprehensive documentation of system design, code, and maintenance procedures to facilitate smooth transitions (Liu et al., 2019).
2. Knowledge Transfer Programs: Create structured programs that facilitate knowledge sharing among IT staff and include cross-training and mentoring arrangements (Wills et al., 2020).
3. Continuity Planning: Establish continuity plans that define procedures for handling disruptions caused by sudden IT staff turnover, ensuring minimal impact on operations (Martin, 2021).
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References

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