tag:blogger.com,1999:blog-9255532392620428942024-03-17T20:04:06.694-07:00Graphs for Decision MakingRichard Torianhttp://www.blogger.com/profile/16717506403212081375noreply@blogger.comBlogger96125tag:blogger.com,1999:blog-925553239262042894.post-91678926795551254372014-08-02T11:49:00.000-07:002014-09-10T17:21:42.582-07:00Impediments to information management success <div class="MsoNormal">
The graph below was created using Google’s graphing tools.<br />
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An InformationWeek Reports survey of more than 540
respondents identified 10 impediments to information management success. The identity and relative importance of these
impediments are showed in this horizontal bar graph below. </div>
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<span style="font-family: "Times New Roman","serif"; font-size: 12.0pt; mso-ansi-language: EN-US; mso-ascii-theme-font: minor-latin; mso-bidi-language: EN-US; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">The survey providing the
data can be accessed by clicking <a href="http://www.umsl.edu/~sauterv/DSS/research-2012-bi-and-information-management_9951311.pdf" target="_blank">here</a> (PDF file).</span><br />
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<img alt="Impediments in Companies to Information Management Success" src="http://chart.apis.google.com/chart?chxl=1:|impediments|2:|percentage&chxp=1,0|2,0&chxt=x,t,r&chbh=a,8&chs=800x300&cht=bhg&chco=4D89F9,C6D9FD,FF9900,DDF8CC,224499,FFCC33,00FF00,AA0033,FFFF88,000000,C2BDDD&chd=t:59|46|41|40|37|32|28|25|24|10|3&chdl=assessing+relevant%2C+timely%2C+or+reliable+data++59%25|being+able+to+integrate+data++46%25|ensuring+consistent%2C+non-duplicating+data++41%25|coping+with+rapidly+increasing+volumes+of+data%2Fcontent++40%25|maintaining+reliable%2Fresponsive+data+warehouses++37%25|organizing%2Fmaintaining+data+models%2Ftaxonomies++32%25|managing+Word+files%2C+emails%2C+presentations++28%25|reducing+data+latency%2Ffaster+decision+making++25%25|extracting+data%2Finformation+from+paper+documents++24%25|processing+high-velocity+data+streams++10%25|other++3%25&chtt=Impediments+in+Companies+to+Information+Management+Success&chts=FF0000,12.6" height="300" width="800" />Richard Torianhttp://www.blogger.com/profile/16717506403212081375noreply@blogger.com7tag:blogger.com,1999:blog-925553239262042894.post-75088465877982523242014-06-13T10:58:00.000-07:002014-06-13T10:58:51.965-07:00Percentage of companies that separate sourcing from purchasing<div class="MsoNormalCxSpFirst">
The chart below was created using Google’s graphing
tools.</div>
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This pie chart shows the percentage of companies,
responding to a Deloitte survey, that separate their supply management
activities from their purchasing activities.
This data and other results of the survey are in a report entitled
“Driving New Value from Direct Materials Supply Management – Opportunities,
Trends, and Best Practices in Direct Materials Sourcing and Procurement”. This report can be assessed by clicking <a href="http://www.deloitte.com/assets/Dcom-Greece/Local%20Assets/Documents/Direct%20Materials%20Supply%20Management_DTResearch.pdf" target="_blank">here</a>
(PDF file).</div>
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The report suggests that because of Internet
communications developments, sourcing offers important opportunities for
reducing costs in a company’s supply function.
And, therefore, separate sourcing teams are now finding success, not
found previously.<br />
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<img alt="Percentage of Companies That Separate Sourcing from Purchasing" src="http://chart.apis.google.com/chart?chs=600x225&cht=p&chco=00FF00&chd=s:mX&chdl=do+separate+sourcing+and+purchasing++|do+not+separate+sourcing+and+purchasing++&chl=62%25|38%25&chtt=Percentage+of+Companies+That+Separate+Sourcing+from+Purchasing&chts=FF0000,12.5" height="225" width="600" />Richard Torianhttp://www.blogger.com/profile/16717506403212081375noreply@blogger.com8tag:blogger.com,1999:blog-925553239262042894.post-40239850332979980962014-05-09T06:53:00.000-07:002014-05-09T06:56:40.915-07:00Top management tools recently used by companies <div class="MsoNormalCxSpFirst">
The graph below was created using Google’s graphing
tools.</div>
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This horizontal bar graph shows the 10 most used
management tools by companies surveyed by Bain & Company. A list of 25 management tools, identified and
defined by Bain, was presented to participating companies. The companies were asked to select the one
tool they considered most important in their business.</div>
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Bain & Company published the results of their
survey in a report entitled “Management Tools & Trends 2011”. This report can be accessed by clicking <u><a href="http://s3.amazonaws.com/zanran_storage/www.bain.com/ContentPages/2510492436.pdf" target="_blank">here</a></u> (PDF file).<br />
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<img alt="Top 10 Management Tools Recently Used by Companies" src="http://chart.apis.google.com/chart?chxl=1:|management+tools|2:|percentage&chxp=1,0|2,0&chxt=x,t,r&chbh=a,8&chs=600x300&cht=bhg&chco=4D89F9,C6D9FD,FF9900,AA0033,00FF00,FFFF88,C2BDDD,DDF8CC,FFEAC0,000000&chd=t:67|65|63|58|55|47|46|46|45|42&chdl=benchmarking++67%25|strategic+planning++65%25|mission+%26+vision+statements++63%25|customer+relationship+management++58%25|outsourcing++55%25|balanced+scorecard++47%25|core+competencies++46%25|change+management+programs++46%25|strategic+alliances++45%25|customer+segmentation++42%25&chtt=Top+10+Management+Tools+Recently+Used+by+Companies&chts=FF0000,12.5" height="300" width="600" />Richard Torianhttp://www.blogger.com/profile/16717506403212081375noreply@blogger.com3tag:blogger.com,1999:blog-925553239262042894.post-38685573782269167092014-04-26T10:28:00.000-07:002014-04-26T10:29:29.610-07:00Performance measurements for the cash (treasury) management function <div class="MsoNormalCxSpFirst">
The graph below was created using Google’s graphing
tools.</div>
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This horizontal bar graph shows how survey
respondents rank (key metrics of cash management success) the importance of
several cash management tasks.</div>
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The survey was conducted in 2011 by the
Association for Financial Professionals.
More than 430 company CFOs, controllers, and other financial
professionals responded to the survey.
The survey’s results can be read by clicking <a href="http://s3.amazonaws.com/zanran_storage/www.afponline.org/ContentPages/2534110019.pdf" target="_blank">here</a> (PDF file).</div>
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The results show the importance of cost reductions
in the cash management function.<br />
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<img alt="Performance Measurements for the Cash (Treasury) Management Function" src="http://chart.apis.google.com/chart?chxl=1:|performance+measurements|2:|percentage&chxp=2,0&chxt=x,t,r&chbh=a,6&chs=722x300&cht=bhg&chco=4D89F9,C6D9FD,FF9900,00FF00,FFFF88,C2BDDD,000000&chd=t:62|57|47|47|45|30|7&chdl=reduce+banking+expenses++62%25|reduce+borrowing+costs++57%25|liquidity+targets++47%25|effective+risk+management++47%25|support+capital+structure++45%25|income+generation+(e.g.+interest%2C+rebates)++30%25|other++7%25&chtt=Performance+Measurements+for+the+Cash+(Treasury)+Management+Function&chts=FF0000,12.5" height="300" width="722" />Richard Torianhttp://www.blogger.com/profile/16717506403212081375noreply@blogger.com3tag:blogger.com,1999:blog-925553239262042894.post-9170245029453225492014-03-28T06:33:00.000-07:002014-03-28T06:35:35.536-07:00Challenges to reducing construction costs <div class="MsoNormalCxSpFirst">
The graph below was created using Google’s charting
tools.</div>
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This horizontal bar graph shows the top challenges
to reducing costs in international construction and engineering companies, as
judged by 161 interviewed executives in those companies.</div>
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The graph’s data was obtained from a KPMG report
on the results of the executive interviews.
The report is entitled “The Great Global Infrastructure Opportunity -
Global Construction Survey 2012”. The
report can be accessed by clicking <a href="http://www.kpmg.com/CZ/cs/IssuesAndInsights/ArticlesPublications/Press-releases/Documents/KPMG-Global-Construction-Survey-2012.pdf" target="_blank">here</a> (PDF file).<br />
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<img alt="Challenges to Reducing Construction Costs" src="http://chart.apis.google.com/chart?chxl=1:|challenges|2:|percentage&chxp=1,0|2,0&chxt=x,t,r&chbh=a,6&chs=640x330&cht=bhg&chco=4D89F9,C6D9FD,FF9900,FFFF88,AA0033,000000&chd=t:61|29|29|28|17|37&chdl=changing+the+culture++61%25|uncertainity+about+future+labor+needs++29%25|lack+of+automation++29%25|uncertainity+about+excesses+in+the+organization++28%25|not+a+priority++17%25|other++37%25&chtt=Challenges+to+Reducing+Construction+Costs&chts=FF0000,12.5" height="330" width="640" />Richard Torianhttp://www.blogger.com/profile/16717506403212081375noreply@blogger.com1tag:blogger.com,1999:blog-925553239262042894.post-14143847441720253172014-03-07T07:34:00.004-08:002014-03-07T07:34:57.662-08:00Cost advantages of e-Payments <div class="MsoNormalCxSpFirst">
The graph below was created using Google’s graphing
tools.</div>
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This horizontal bar graph shows the advantages
(drivers) of using e-Payments, e.g. in the accounts payable process. The two top advantages result in cost
reductions.</div>
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The data in the graph is based on a survey
conducted by PayStream of several companies.
The percentages show what respondents indicated are the most important
advantages.</div>
<div class="MsoNormalCxSpMiddle">
<br /></div>
<br />
<div class="MsoNormalCxSpMiddle">
Data in the graph is from a 2011 US Bank
presentation entitled “Payables Trends and Best Practices”, which can be
accessed by clicking <a href="https://www.usbank.com/cgi_w/cfm/inst_govt/products_and_services/pdf/2011_GSA/08Civilian-Elective_Payables_Trends_and_Best_Practices.pdf" target="_blank">here</a> (PDF file).<br />
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<img alt="Cost Advangages of e-Payments" src="http://chart.apis.google.com/chart?chxl=1:|advantages|2:|percentages&chxp=1,0|2,0&chxt=x,t,r&chbh=a,6&chs=560x360&cht=bhg&chco=4D89F9,C6D9FD,FF9900,FFFF88,000000&chd=t:65|49|44|38|25&chdl=reduce+transaction+costs++65%25|maximize+rebates+%26+incentives++49%25|improve+employee+convenience++44%25|improve+employee+productivity++38%25|reduce+procurement+time++25%25&chtt=Cost+Advangages+of+e-Payments&chts=FF0000,12.5" height="360" width="560" />Richard Torianhttp://www.blogger.com/profile/16717506403212081375noreply@blogger.com1tag:blogger.com,1999:blog-925553239262042894.post-28232458926490314872014-01-17T07:33:00.000-08:002014-01-17T07:33:53.669-08:00Methods used to determine transfer prices <div class="MsoNormalCxSpFirst">
The three graphs below were created using Google’s
graphing tools.</div>
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<div class="MsoNormalCxSpMiddle">
These horizontal bar graphs show the preference
for setting prices for transfer pricing purposes for approximately 875
multinational enterprises.</div>
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<br /></div>
<div class="MsoNormalCxSpMiddle">
The data in the graphs was taken from an Ernst
& Young survey of the multinational enterprises on transfer pricing
procedures and practices. You can gain
access to the results of the survey by clicking <a href="http://www.ey.com/Publication/vwLUAssets/Global_transfer_pricing_survey_-_2010/$FILE/2010-Globaltransferpricingsurvey_17Jan.pdf" target="_blank">here</a> (PDF file). </div>
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<br /></div>
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Data on the graphs and in the survey report should
be useful to companies operating in more than one country. Government transfer pricing taxation policies
for many countries are provided.<br />
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<img alt="Methods Used to Determine Transfer Prices - Tangible Goods" src="http://chart.apis.google.com/chart?chxl=1:|method|2:|percentage&chxp=1,0|2,0&chxt=x,t,r&chbh=a&chs=620x220&cht=bhg&chco=4D89F9,C6D9FD,FF9900,00FF00,AA0033,000000&chd=t:30|27|23|12|3|6&chdl=cost+plus++30%25|third+party+benchmarking++27%25|profit-based+(margins)++23%25|resale+price++12%25|profit+split++3%25|other++6%25&chtt=Methods+Used+to+Determine+Transfer+Prices+-+Tangible+Goods&chts=FF0000,12.5" height="220" width="620" />
<img alt="Methods Used to Determine Transfer Prices - Services" src="http://chart.apis.google.com/chart?chxl=1:|method|2:|percentage&chxp=1,0|2,0&chxt=x,t,r&chbh=a&chs=620x220&cht=bhg&chco=4D89F9,C6D9FD,FF9900,00FF00,AA0033,000000&chd=t:52|21|11|7|2|6&chdl=cost+plus++52%25|third+party+benchmarking++21%25|profit-based+(margins)++11%25|cost++7%25|value+based++2%25|other++6%25&chtt=Methods+Used+to+Determine+Transfer+Prices+-+Services&chts=FF0000,12.5" height="220" width="620" />
<img alt="Methods Used to Determine Transfer Prices - Intangible Goods" src="http://chart.apis.google.com/chart?chxl=1:|method|2:|percentage&chxp=1,0|2,0&chxt=x,t,r&chbh=a&chs=700x220&cht=bhg&chco=4D89F9,C6D9FD,FF9900,00FF00,AA0033,000000&chd=t:22|21|21|9|25|3&chdl=third+party+benchmarking%2Fcompany+to+3rd+party++22%25|third+party+benchmarking%2Fbetween+two+3rd+parties++21%25|profit-based+(margins)++21%25|profit+split++9%25|other++25%25|none++3%25&chtt=Methods+Used+to+Determine+Transfer+Prices+-+Intangible+Goods&chts=FF0000,12.5" height="220" width="700" />
Richard Torianhttp://www.blogger.com/profile/16717506403212081375noreply@blogger.com3tag:blogger.com,1999:blog-925553239262042894.post-14245214467386257822013-11-30T09:13:00.000-08:002013-11-30T09:14:41.860-08:00Strategic initiatives for cost reduction <div class="MsoNormalCxSpFirst">
The graph below was created using Google’s graphing
tools.</div>
<div class="MsoNormalCxSpMiddle">
<br /></div>
<div class="MsoNormalCxSpMiddle">
This horizontal bar graph shows response percentages to a Deloitte survey on implementing strategic
initiatives for cost reductions.</div>
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<br /></div>
<div class="MsoNormalCxSpMiddle">
The Deloitte survey is “What’s Next? Deloitte’s Second Biennial Cost Survey. Cost Improvement Practices and Trends in the
Fortune 1000”. Click <a href="http://www.deloitte.com/assets/Dcom-UnitedStates/Local%20Assets/Documents/us_consulting_Biennial_Survey_Report_final_042011.pdf" target="_blank">here</a> to access the
report (PDF file).</div>
<br />
<div class="MsoNormalCxSpMiddle">
A principle conclusion reached in the survey
report is that more emphasis should be placed on strategic, long-term
approaches to cost management versus short-term, quickly implemented cost
reductions.<br />
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<img alt="Strategic Initiatives for Cost Reduction" height="320" src="http://chart.apis.google.com/chart?chxl=1:|strategic+initiative|2:|percentage&chxp=1,0|2,0&chxt=x,t,r&chbh=a&chs=862x320&cht=bhg&chco=4D89F9,C6D9FD,00FF00,DDF8CC,AA0033&chd=t:73|67|26|17|4&chdl=new+policies%2C+procedures%2C+and+compliance++73%25|improved+forecasting%2C+budgeting%2C+and+reporting++67%25|business+intelligence+and+other+technology+programs++26%25|appoint+officer+with+cost+managment+responsibility++17%25|other++4%25&chtt=Strategic+Initiatives+for+Cost+Reduction&chts=FF0000,12.5" width="862" />Richard Torianhttp://www.blogger.com/profile/16717506403212081375noreply@blogger.com1tag:blogger.com,1999:blog-925553239262042894.post-71502751380578346572013-11-01T08:38:00.000-07:002013-11-01T08:39:08.024-07:00Environmental, social, and/or governance effects on financial performance <div class="MsoNormalCxSpFirst">
The graph below was created using Google’s graphing
tools.</div>
<div class="MsoNormalCxSpMiddle">
<br /></div>
<div class="MsoNormalCxSpMiddle">
The horizontal bar graph shows 8 factors relevant
to a company’s financial performance. </div>
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<div class="MsoNormalCxSpMiddle">
A survey of 238 CFOs, and others, on
environmental, social, and/or governance company programs and their importance
relative to the 8 factors in the graph was conducted by the McKinsey Company in
2008. For example, the most important
way environmental, social, and/or governance programs influence financial
performance is by increasing (or decreasing) the company’s reputation. The least important way is by improving
access to capital.</div>
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<br /></div>
<div class="MsoNormalCxSpMiddle">
Click <a href="http://www.commdev.org/files/2393_file_McKQ_Valuing_Corporate_Social_Responsibility.pdf" target="_blank">here</a> (PDF file) to access the report containing the
data in the graph and other results on the effects of environmental, social,
and governance programs on company value.<br />
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<img alt="Environmental, Social, and/or Governance Effects on Financial Performance" height="280" src="http://chart.apis.google.com/chart?chxl=1:|factors+influencing+financial+performance|2:|percentage&chxp=1,0|2,0&chxt=x,t,r&chbh=a,8&chs=760x280&cht=bhg&chco=4D89F9,C6D9FD,FF9900,FFFF88,00FF00,DDF8CC,AA0033,E0E0E0&chd=t:78|56|37|37|32|22|22|5&chdl=good+reputation+78%25|talented+employees+56%25|meeting+society's+expectations+37%25|improving+operations%2C+decreasing+costs+37%25|growth+opportunities+32%25|improving+risk+management+22%25|better+competitive+position+22%25|improving+access+to+capital+5%25&chtt=Environmental%2C+Social%2C+and%2For+Governance+Effects+on+Financial+Performance&chts=FF0000,11.5" width="760" />Richard Torianhttp://www.blogger.com/profile/16717506403212081375noreply@blogger.com2tag:blogger.com,1999:blog-925553239262042894.post-46182037698833060662013-09-06T10:17:00.000-07:002013-09-06T10:17:17.391-07:00Strategic initiatives for cost reduction <div class="MsoNormalCxSpFirst">
The graph below was created using Google’s graphing
tools.</div>
<div class="MsoNormalCxSpMiddle">
<br /></div>
<div class="MsoNormalCxSpMiddle">
This horizontal bar graph shows the percentage of
companies responding to a Deloitte survey that are implementing the strategic
initiatives described in the graph.</div>
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<br /></div>
<div class="MsoNormalCxSpMiddle">
The Deloitte survey is “What’s Next? Deloitte’s Second Biennial Cost Survey. Cost Improvement Practices and Trends in the
Fortune 1000”. Click <a href="http://www.deloitte.com/assets/Dcom-UnitedStates/Local%20Assets/Documents/us_consulting_Biennial_Survey_Report_final_042011.pdf" target="_blank">here</a> to access the
report (PDF file).</div>
<br />
<div class="MsoNormalCxSpMiddle">
A principle conclusion reached in the survey
report is that more emphasis should be placed on strategic, long-term
approaches to cost management versus short-term, quickly implemented cost
reductions.<br />
<br />
<br />
<br />
<br />
<br />
<br /></div>
<div class="MsoNormalCxSpMiddle">
<br /></div>
<div class="MsoNormalCxSpMiddle">
<br /></div>
<img alt="Strategic Initiatives for Cost Reduction" height="320" src="http://chart.apis.google.com/chart?chxl=1:|strategic+initiative|2:|percentage&chxp=1,0|2,0&chxt=x,t,r&chbh=a&chs=862x320&cht=bhg&chco=4D89F9,C6D9FD,00FF00,DDF8CC,AA0033&chd=t:73|67|26|17|4&chdl=new+policies%2C+procedures%2C+and+compliance++73%25|improved+forecasting%2C+budgeting%2C+and+reporting++67%25|business+intelligence+and+other+technology+programs++26%25|appoint+officer+with+cost+managment+responsibility++17%25|other++4%25&chtt=Strategic+Initiatives+for+Cost+Reduction&chts=FF0000,12.5" width="862" />Richard Torianhttp://www.blogger.com/profile/16717506403212081375noreply@blogger.com0tag:blogger.com,1999:blog-925553239262042894.post-48495996231385450712013-07-26T07:35:00.000-07:002013-07-26T07:35:01.452-07:00Decision methods for capital projects by small companies <div class="MsoNormalCxSpFirst">
The graphs below were created using Google’s
graphing tools.</div>
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The first bar graph shows four broad categories of
capital expenditures and how many of the surveyed companies indicated the
category as being their largest capital expenditure during the previous 12
months.</div>
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The second bar graph shows the percentage of
surveyed companies using one of three planning methods for making capital
decisions.</div>
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The data in the graphs are based on a Gallup
Organization survey of more than 750 small companies for the National
Federation of Independent Business Research Foundation. The results of the survey are found in a 2006
report written by Morris Danielson and Jonathan Scott. Small companies surveyed have fewer than 250
employees. The report can be read by
clicking <a href="http://astro.temple.edu/~scottjon/documents/CapitalBudgetinginSmallFirms_June2006_final.pdf" target="_blank">here</a> (PDF file).</div>
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The data in the graph and in the report should be
useful to small company decision-making related to capital projects.<br />
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<img alt="Likely Capital Projects Executed by Small Companies" height="250" src="http://chart.apis.google.com/chart?chxl=1:|percentage|2:|capital+project&chxp=1,0|2,0&chxt=x,r,t&chbh=a,6&chs=500x250&cht=bhg&chco=4D89F9,C6D9FD,00FF00,DDF8CC&chd=t:47|23|21|5&chdl=replace+equipment+47%25|new+products+23%25|expand+products+21%25|other+5%25&chtt=Likely+Capital+Projects+Executed+by+Small+Companies&chts=FF0000,12.5" width="500" />
<img alt="Capital Project Decsion Methods Used by Small Companies" height="250" src="http://chart.apis.google.com/chart?chxl=1:|percentage|2:|decision+method&chxp=1,0|2,0&chxt=x,r,t&chbh=a,6&chs=580x250&cht=bhg&chco=AA0033,FF9900,FFFF88&chd=t:75|69|31&chdl=use+tax+considerations+75%25|use+cash+flow+projections+69%25|use+written+business+plans+31%25&chtt=Capital+Project+Decsion+Methods+Used+by+Small+Companies&chts=FF0000,12.5" width="580" />
Richard Torianhttp://www.blogger.com/profile/16717506403212081375noreply@blogger.com0tag:blogger.com,1999:blog-925553239262042894.post-2096015583859103282013-06-21T07:05:00.000-07:002013-06-21T07:08:02.520-07:00Percentage of companies offering various benefits <div class="MsoNormalCxSpFirst">
The graph below was created using Google’s graphing
tools.</div>
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This horizontal bar graph shows the percentages of
US companies offering 4 categories of benefits.
Interesting 33.3 % of companies offer no benefits.</div>
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This data is based on a US Census 2007 survey of
US companies. You can gain access to the
survey data by clicking <a href="http://factfinder2.census.gov/faces/tableservices/jsf/pages/productview.xhtml?pid=SBO_2007_00CSCB49&prodType=table" target="_blank">here</a>. The
percentages represent those companies responding that they offer the identified
benefit.</div>
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This data should be useful to job seekers for
realizing many companies offer no benefits.<br />
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<img alt="Percentages of Companies Offering Various Benefits" height="300" src="http://chart.apis.google.com/chart?chxl=1:|percentage|2:|benefits&chxp=1,0|2,0&chxt=x,r,t&chbh=a,6&chs=610x300&cht=bhg&chco=4D89F9,C6D9FD,FF9900,FFFF88,000000&chd=t:51.6|45.3|33.3|25.1|6.4&chdl=paid+holidays%2C+vacation%2C+and%2For+sick+leave+51.6%25|health+insurance+45.3%25|none+of+these+benefits+33.3%25|contribution+to+retirement+plans%2C+e.g.+401+(k)+25.1%25|profit+sharing+and%2For+stock+options+6.4%25&chtt=Percentages+of+Companies+Offering+Various+Benefits&chts=FF0000,12.5" width="610" />Richard Torianhttp://www.blogger.com/profile/16717506403212081375noreply@blogger.com0tag:blogger.com,1999:blog-925553239262042894.post-4935897580882144582013-06-07T07:28:00.000-07:002013-06-07T07:30:00.710-07:00Source of capital for start ups with employees <div class="MsoNormalCxSpFirst">
The graph below was created using Google graph
tools.</div>
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<br /></div>
<div class="MsoNormalCxSpMiddle">
This horizontal bar graph shows the sources of
capital for startup companies (firms) with employees. The data in the graph is from a US Census
survey conducted in 2007. Findings from
the survey can be accessed by clicking <a href="http://factfinder2.census.gov/faces/tableservices/jsf/pages/productview.xhtml?pid=SBO_2007_00CSCB15&prodType=table" target="_blank">here</a>.</div>
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The data shows how much startup companies rely
upon the owners (or owners’ family and friends) capital. Only about 25 % of the time did companies
receive capital from non self/family/friend sources.<br />
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<img alt="Sources of Capital for Startup Firms With Employees" height="350" src="http://chart.apis.google.com/chart?chxl=1:|percentage|2:|capital+source&chxp=1,0&chxt=x,r,t&chbh=a,6&chs=680x350&cht=bhg&chco=4D89F9,C6D9FD,FF9900,FFFF88,000000,DDF8CC,00FF00,E0E0E0,AA0033,3399CC,008000,FFCC33&chd=t:62|19|10.6|10.5|9.7|8.3|4.8|3.7|1.5|1.3|0.8|0.7&chdl=personal%2Ffamily+savings+of+owners+62.0%25+|business+loan+from+bank%2Ffinancial+institution+19.0%25|none+needed+10.6%25|personal%2Fbusiness+credit+card+10.5%25|personal%2Ffamily+savings+of+other+than+owners+9.7%25|personal%2Ffamily+home+equity+loan+8.3%25|business+loan%2Finvestment+from+family%2Ffriends+4.8%25|other+3.7%25|government+guranteed+loan+from+bank%2Ffinancial+institution+1.5%25|loan+from+federal%2C+state%2Cor+local+government+1.3%25|grants+0.8%25|investment+by+venture+capitalist+0.7%25&chtt=Sources+of+Capital+for+Startup+Firms+With+Employees&chts=FF0000,11.5" width="680" />Richard Torianhttp://www.blogger.com/profile/16717506403212081375noreply@blogger.com0tag:blogger.com,1999:blog-925553239262042894.post-78093480536509289442013-05-10T08:05:00.000-07:002013-05-10T08:05:25.548-07:00Challenges in merger integration <br />
<div class="MsoNormalCxSpFirst">
The graph below was created using Google’s graphing
tools.</div>
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<br /></div>
<div class="MsoNormalCxSpMiddle">
This horizontal bar graph shows challenges that
more than 250 top European executives reported having in the integration of
mergers that they were involve with.</div>
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These results are from a 2009 survey of the
executives conducted by PriceWaterhouseCoopers.
The results are in a report entitled “Post Merger Integration Survey –
2009”. You can gain access to this
report by clicking <a href="http://download.pwc.com/ie/pubs/post_merger_integration_survey_2009.pdf" target="_blank">here</a> (PDF file).</div>
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Recognizing prevalent merger integration
challenges should help those involved in upcoming mergers focus their plans in
the right direction.<br />
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<img alt="Challenges in Merger Integration" height="250" src="http://chart.apis.google.com/chart?chxl=1:|percentage|2:|integration+challenges&chxp=1,0|2,0&chxt=x,r,t&chbh=a,8&chs=560x250&cht=bhg&chco=4D89F9,C6D9FD,FF9900,FFFF88,000000&chd=t:51|50|47|46|34&chdl=process+alignment++51%25|organization+alignment++50%25|culture+alignment++47%25|information+systems+alignment++46%25|employee+motivation++34%25&chtt=Challenges+in+Merger+Integration&chts=FF0000,12.5" width="560" />Richard Torianhttp://www.blogger.com/profile/16717506403212081375noreply@blogger.com0tag:blogger.com,1999:blog-925553239262042894.post-16192953461342284592013-03-22T06:46:00.003-07:002013-03-22T06:46:46.441-07:00How nonprofits cut budgets in difficult times <br />
<div class="MsoNormalCxSpFirst">
The graph below was created using Google’s graphing
tools.</div>
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The horizontal bar graph shows 9 actions that
nonprofits took to reduce their budgets during the difficult US economic period
in 2009 and 2010. </div>
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The data in the graph was collected in a survey
conducted by GuideStar. 2011 responses
were received from nonprofits. The graph
shows the percentage of responses that indicated they reduced budgets by the
actions shown. GuideStar’s report “The
Effect of the Economy on the Nonprofit Sector” can be assessed by clicking <a href="http://www2.guidestar.org/ViewCmsFile.aspx?ContentID=2963" target="_blank">here</a>
(PDF file).</div>
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<br /></div>
<div class="MsoNormalCxSpMiddle">
A question about the data is why more nonprofits
did not reduce their operating hours, which would seem a preferable strategic
option. Reducing operating hours would
avoid layoffs (layoffs are a very poor strategic action) and achieve many of
the other results, e.g. reducing employee wages using hourly wages.<br />
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<img alt="How Nonprofits Cut Budgets in Difficult Times" height="300" src="http://chart.apis.google.com/chart?chxl=1:|percentage|2:|actions+to+cut+budget&chxp=1,0|2,0&chxs=0,676767,11.5,0,lt,676767&chxt=x,r,t&chbh=a,7&chs=720x300&cht=bhg&chco=4D89F9,C6D9FD,FF9900,FFFF88,00FF00,E0E0E0,AA0033,000000,DDF8CC&chd=t:58|50|38|30|23|21|18|16|12&chdl=reduce+activities+%26+services+58%25|freeze+salaries+50%25|layoff+employees+38%25|hiring+freeze+30%25|reduce+employee+benefits+23%25|reduce+salaries+21%25|other+18%25|reduce+operating+hours+16%25|restructure+or+merge+with+another+organization+12%25&chtt=How+Nonprofits+Cut+Budgets+in+Difficult+Times&chts=FF0000,12.5" width="720" />Richard Torianhttp://www.blogger.com/profile/16717506403212081375noreply@blogger.com0tag:blogger.com,1999:blog-925553239262042894.post-71192024024074787622013-03-08T07:12:00.000-08:002013-03-08T07:13:00.381-08:00Problems discovered while complying with Sarbanes Oxley <br />
<div class="MsoNormalCxSpFirst">
The graph below was created using Google’s graphing
tools.</div>
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<br /></div>
<div class="MsoNormalCxSpMiddle">
This horizontal bar graph shows problems that
survey respondents reported discovering while complying with the Sarbanes-Oxley
regulation. More than 400 audit and
financial officers responded to a 2011 survey, conducted by Protiviti, on
costs, time, effort, and processes in their companies related to Sarbanes-Oxley
compliance.</div>
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The survey results are reported in a Protiviti
report entitled “2011 Sarbanes-Oxley Compliance Survey”. This report can be accessed by clicking <a href="http://www.protiviti.com/en-US/Documents/Surveys/2012-SOX-Compliance-Survey-Protiviti.pdf" target="_blank">here</a>
(PDF file).<br />
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<img alt="Problems Discovered While Complying With Sarbanes-Oxley" height="330" src="http://chart.apis.google.com/chart?chxl=1:|percentage+|2:|problems&chxp=1,0|2,0&chxr=0,0,50&chxt=x,r,t&chbh=a,6&chs=780x330&cht=bhg&chco=4D89F9,C6D9FD,00FF00,DDF8CC,FF9900,FFFF88,000000,AA0033,E0E0E0&chds=0,50,0,50,0,50,0,50,0,50,0,50,0,50,0,50,0,50&chd=t:34|25|22|18|17|17|16|11|8&chdl=high+dependency+on+spreadsheets+34%25|decentralized+business+units+25%25|redundancies%2C+manual+procedures%2C+nonessential+activities+22%25|difficulty+in+generating+analytical+information+18%25|IT+asset+investments+not+paying+off+17%25|segregation+of+duties+too+complicated+17%25|closing+general+ledger+takes+too+long+16%25|insufficient+funds+11%25|high+exception+rates+in+AP%2C+payroll%2C+and+other+transactions+8%25&chtt=Problems+Discovered+While+Complying+With+Sarbanes-Oxley&chts=FF0000,12.5" width="780" />Richard Torianhttp://www.blogger.com/profile/16717506403212081375noreply@blogger.com0tag:blogger.com,1999:blog-925553239262042894.post-15968497002331309312013-02-15T07:21:00.000-08:002013-02-15T07:27:05.180-08:00Challenges in records management <br />
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The graph below was created using Google’s graphing
tools.</div>
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This horizontal bar graph shows challenges faced
by companies in records management. The
data is based on a survey conducted by the Crown Records Management Company in
2009. Almost half of the responses were
from companies with less than 100 employees.</div>
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Over 100 records management professionals
responded to the survey. More details
about the records management programs reported on and the challenges they face
is in the survey’s report. The report
can be read by clicking <a href="http://www.crownrms.com/rms/docs/2009.rm.survey.results.pdf" target="_blank">here</a> (PDF file).</div>
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This data and report should be useful to companies
in the management of their records.<br />
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<img alt="Challenges in Records Management" height="290" src="http://chart.apis.google.com/chart?chxl=1:|percentage+|2:|challenges&chxp=1,0|2,0&chxr=0,0,50&chxt=x,r,t&chbh=a,6&chs=660x290&cht=bhg&chco=4D89F9,C6D9FD,00FF00,DDF8CC,FF9900,FFFF88,000000&chds=0,50,0,50,0,50,0,50,0,50,0,50,0,50&chd=t:28|18|15|13|10|10|6&chdl=lower+storage+costs+28%25|secured+disposal+of+outdated+records+18%25|confidentiality+issues+15%25|transitioning+hard++to+electronic+copy+via+imaging+13%25|develop+and+expand+records+management+program+10%25|develop+and+expand+retention+strategy+10%25|develop+and+expand+business+continuity+plan+6%25&chtt=Challenges+in+Records+Management&chts=FF0000,12.5" width="660" />
Richard Torianhttp://www.blogger.com/profile/16717506403212081375noreply@blogger.com0tag:blogger.com,1999:blog-925553239262042894.post-12391514056018744312013-02-01T07:43:00.000-08:002013-02-01T07:43:18.400-08:00Misconduct observed by employees in 2011 <br />
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The graph below was created using Google’s graph
tools.</div>
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This horizontal bar graph shows 18 acts,
considered to be misconducts, observed by employees in the workplace. The graph’s data is based on a survey of
4,683 employees. The employees were
randomly selected and surveys were taken by telephone and by the Internet. The survey was conducted in 2011 by the
Ethics Resource Center, who has conducted similar surveys since the 1990s. The percentages represent the number of
respondents reporting observation of the misconduct divided by the total number
of respondents (4,683).</div>
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All results reported from the survey can be read
in the Ethics Resource Center’s report “The National Business Ethics Survey – 2011”. This report can be read by clicking <a href="http://www.ethics.org/nbes/files/FinalNBES-web.pdf" target="_blank">here</a> (PDF
file).</div>
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<span style="font-family: "Times New Roman","serif"; font-size: 12.0pt; mso-ansi-language: EN-US; mso-ascii-theme-font: minor-latin; mso-bidi-language: EN-US; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">The data in the graph could
be useful to companies in identifying the most likely types of misconduct acts
that occur in the workplace, both by employers (managers) and by
employees. </span><br />
<span style="font-family: "Times New Roman","serif"; font-size: 12.0pt; mso-ansi-language: EN-US; mso-ascii-theme-font: minor-latin; mso-bidi-language: EN-US; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;"><br /></span>
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<img alt="Misconduct Observed by Employees in 2011" height="380" src="http://chart.apis.google.com/chart?chxl=1:|percentage+|2:|misconduct+observed&chxp=1,0|2,0&chxr=0,0,50&chxt=x,r,t&chbh=a,7&chs=600x380&cht=bhg&chco=000000,00FF00,0000FF,008000,224499,3072F3,3366CC,80C65A,990066,BBCCED,DDF8CC,E0E0E0,E8F4F7,FF9900,FFCC33,FFEAC0,FFFF88,3366CC&chds=0,50,0,50,0,50,0,50,0,50,0,50,0,50,0,50,0,50,0,50,0,50,0,50,0,50,0,50,0,50,0,50,0,50,0,50&chd=t:33|21|20|20|16|15|15|14|13|12|12|12|12|11|11|11|10|10&chdl=misuse+of+company+time+33%25|abusive+behavior+21%25|lying+to+employees+20%25|company+resource+abuse+20%25|violating+company+Internet+use+policies+16%25|discrimination+15%25|conflicts+of+interest+15%25|inappropriate+social+networking+14%25|health+or+safety+violations+13%25|lying+to+outside+stakeholders+12%25|stealing+12%25|falsifying+time+reports+or+hours+worked+12%25|employee+benefits+violations+12%25|sexual+harassment++11%25|employee+privacy+breach+11%25|substance+abuse+11%25|poor+product+quality+10%25|improper+hiring+practices+10%25&chtt=Misconduct+Observed+by+Employees+in+2011&chts=FF0000,12.5" width="600" />
Richard Torianhttp://www.blogger.com/profile/16717506403212081375noreply@blogger.com0tag:blogger.com,1999:blog-925553239262042894.post-61908103640448786522013-01-25T07:06:00.000-08:002013-01-25T07:06:28.933-08:00Future risk management challenges <br />
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The graph below was created using Google’s graph
tools.</div>
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This horizontal bar graph identifies the top 15
challenges facing risk managers and the relative importance of the challenge to
these risk managers. The results in the
graph are based on a survey of 387 companies.
Companies surveyed ranged in size from at least $500 million in revenues
to more than $5 billion. European, North
America, Latin America, and Asia-Pacific companies were surveyed.</div>
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The survey was conducted in 2011 by the US Company
Accenture and the results are reported in their study “Global Risk Management Study”. You can read this study by clicking <a href="http://www.accenture.com/SiteCollectionDocuments/PDF/Accenture-Global-Risk-Management-Study-2011.pdf" target="_blank">here</a>. (PDF file)</div>
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Results on the graph and in the study should help
companies make decisions on improving their management of risks.<br />
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<img alt="Future Risk Management Challenges" height="380" src="http://chart.apis.google.com/chart?chxl=1:|challenges|2:|survey+respones+%25&chxp=1,0|2,0&chxr=0,0,50&chxt=x,t,r&chbh=a,5&chs=610x380&cht=bhg&chco=00FF00,0000FF,008000,BBCCED,DDF8CC,FF9900,FFFF88,000000,990066,E0E0E0,80C65A,3399CC,FFCC33,3366CC,E8F4F7&chds=0,50,0,50,0,50,0,50,0,50,0,50,0,50,0,50,0,50,0,50,0,50,0,50,0,50,0,50,0,50&chd=t:47|43|41|41|40|35|34|31|30|30|30|27|26|24|21&chdl=reducing+costs+47%25|aligning+with+overall+business+strategy+43%25|implementing+regulatory+demands+41%25|improving+risk+management+and+modeling++41%25|data+management+40%25|developing+a+risk+culture+35%25|integrating+risk+and+finance+info+and+processes+34%25|finding+and+retaining+talent+31%25|developing+risk+metrics+30%25|availability+of+technological+solutions+30%25|raising+risk+management+as+a+priority+30%25|improving+reporting+27%25|collaborating+with+business+units+26%25|identifying+risk+management+value+proposition+24%25|expanding+chief+risk+officer's+role+and+view+of+risk++21%25&chtt=Future+Risk+Management+Challenges&chts=FF0000,12.5" width="610" />
Richard Torianhttp://www.blogger.com/profile/16717506403212081375noreply@blogger.com0tag:blogger.com,1999:blog-925553239262042894.post-38198927469064159862013-01-18T06:19:00.001-08:002013-01-18T06:19:39.969-08:00Most used systems for knowledge management <br />
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The graph below was created using Google’s graph
tools.</div>
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This graph identifies 11 of the most frequently
used tools to manage information (knowledge) in 141 law firms and corporate law
departments. This identification is
found in a survey of these organizations conducted by the International Legal
Technology Association. All survey
results can be found in the report titled “Knowledge Management: Bridging
People, Information and Processes”.
This report can be accessed by clicking <a href="http://www.iltanet.org/whitepaperPDFs/2010KM.aspx" target="_blank">here</a>.</div>
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The respondents were asked to identify which of 25
“knowledge management” tools were being used in their organizations. The 11 tools getting the most responses are
shown on the graph. The numbers shown
represent a ranking of the tools used based on a tool's responses divided by the
total responses for all 11 tools.</div>
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Although the survey was conducted on a specific
business function (law firms and corporate law offices), the results likely
reflect the preferred knowledge (information) management tools many
organizations would choose (need) where knowledge management is a high
priority.<br />
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<img alt="Frequently Used Knowledge Management Systems " height="340" src="http://chart.apis.google.com/chart?chxl=1:|knowledge+management+systems|2:|relative+usage&chxp=1,0|2,0&chxr=0,0,20&chxt=x,t,r&chbh=a&chs=590x340&cht=bhg&chco=4D89F9,C6D9FD,FF9900,990066,00FF00,E0E0E0,49188F,FFFF88,76A4FB,DDF8CC,000000&chds=0,20,0,20,0,20,0,20,0,20,0,20,0,20,0,20,0,20,0,20,0,20&chd=t:11|11|10|10|9|9|9|8|7|7|7&chdl=intranet+with+portal+11|document+management+11|online+research+10|records+managament+10|extranet+9|customer+relationship+9|work+flow+tracking+9|wikis+and+similiar+technologies+8|document+assembly+automation+7|competitive+intelligence+7|tracking+new+online+business+7&chtt=Frequently+Used+Knowledge+Management+Systems+&chts=FF0000,12.5" width="590" />Richard Torianhttp://www.blogger.com/profile/16717506403212081375noreply@blogger.com0tag:blogger.com,1999:blog-925553239262042894.post-81624470764345859912013-01-11T07:22:00.000-08:002013-01-11T07:22:13.231-08:00Percentage of European organizations that use lean management techniques <br />
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The chart below was created using Google’s chart
tools.</div>
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The pie chart shows the percentages of European
organizations that are using lean management techniques (57%), are planning to
use lean management techniques (20%), or have no plans to use lean management
techniques (23%). The percentages are
based on data collected by a survey conducted by Allied Consultants Europe. The survey received 771 responses from
European organizations.</div>
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The results of this survey can be read by clicking
<a href="http://www.implement.dk/media/c_filelist/67_file_2894.pdf" target="_blank">here</a> (PDF file).</div>
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The results also how how extensive companies use
various lean management techniques compared to their performance ratings. Ratings include delivery rate,
reject/complaint rate, and others. Lean
management techniques measured include pull systems, flow, waste reduction
techniques, and others.<br />
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<img alt="Percentage of European Organizations that Use Lean Management Techniques" height="300" src="http://chart.apis.google.com/chart?chs=780x300&cht=p&chco=00FF00&chd=s:jOM&chdl=yes%2C+use+lean+management+techniques%2C+57%25|no+plans+to+use+lean+management+techniques%2C+23%25|planning+to+use+lean+management+techniques%2C+20%25&chl=57%25|23%25|20%25&chtt=Percentage+of+European+Organizations+that+Use+Lean+Management+Techniques&chts=FF0000,12.5" width="780" />Richard Torianhttp://www.blogger.com/profile/16717506403212081375noreply@blogger.com2tag:blogger.com,1999:blog-925553239262042894.post-67597873774440953702013-01-04T07:05:00.000-08:002013-01-04T07:05:07.331-08:00Barriers to total quality management <br />
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The graph below was created using Google’s chart tools.</div>
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This horizontal bar graph shows a result of a
survey of quality control managers on barriers to successful total quality
management (TQM). 188 managers ranked
21 statements, on a scale of 1 to 5 (5 being completely true), as to the
truthfulness of the statement. Each
statement represents a potential barrier to TQM. The 5 statements with the highest average
responses are shown in the graph.</div>
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The details on the survey and other survey
conclusions can be read by clicking <a href="http://asqcincinnati.org/Library/qm/UnderstandingTheObstacles.pdf" target="_blank">here</a> (PDF file). The survey was conducted by Rose
Sebastianelli and Nabil Tamini.</div>
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The survey should help companies to decide on
steps to increase quality.<br />
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<img alt="Barriers to Total Quality Management" height="300" src="http://chart.apis.google.com/chart?chxl=1:|scaled+response|2:|barriers&chxp=1,0|2,0&chxr=0,2,4|1,0,0&chxt=x,r,t&chbh=a&chs=900x300&cht=bhg&chco=4D89F9,C6D9FD,FF9900,AA0033,00FF00&chds=2,4,2,4,2,4,2,4,2,4&chd=t:3.89|3.16|3.11|3.08|3.02&chdl=management+pay+not+tied+to+quality+goals++3.89|best+practices+of+other+companies+not+benchmarked++3.16|employees+not+trained+in+quality+improvement+skills++3.11|employees+not+trained+in+problem+solving++3.08|employees+resistant+to+change++3.02&chtt=Barriers+to+Total+Quality+Management&chts=FF0000,12.5" width="900" />
Richard Torianhttp://www.blogger.com/profile/16717506403212081375noreply@blogger.com1tag:blogger.com,1999:blog-925553239262042894.post-49676675906182720012012-12-28T08:50:00.000-08:002012-12-28T08:50:59.361-08:00Causes of motivation problems on a project team <br />
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The graph below was created using Google’s chart
tools.</div>
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This horizontal bar graph shows eight problems that
can be associated with motivation on a project team. A survey was taken of 118 project managers
asking them to identify what problem listed in the graph can usually be
attributed to motivational problems on a project team. The graph shows the percentage of the responses
for each problem.</div>
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The survey was conducted by Bernhard Schmid and
Jonathan Adams. The results of the survey can be read by clicking <a href="http://www.pmi.org/Knowledge-Center/~/media/PDF/Surveys/pp_schmid.ashx" target="_blank">here</a> (PDF
file).</div>
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<br /></div>
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The problem list, and the weight project managers
assign to the likelihood that events on the list will be a problem, could help
managers be alert to problems that can develop in their team (group).</div>
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<br /></div>
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The survey is one of several that this Project
Management Institute posts on its website.
Click <a href="http://www.pmi.org/Knowledge-Center/Surveys-Past-Survey-Results.aspx" target="_blank">here</a> to gain access to this survey.<br />
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<img alt="Causes of Motivation Problems On a Project Team" height="400" src="http://chart.apis.google.com/chart?chxl=1:|percent|2:|problem&chxp=1,0|2,0&chxr=0,0,50&chxt=x,r,t&chbh=a&chs=680x400&cht=bhg&chco=4D89F9,C6D9FD,FF9900,FF0000,00FF00,80C65A,7777CC,E0E0E0&chds=0,50,0,50,0,50,0,50,0,50,0,50,0,50,0,50&chd=t:22|15|14|13|11|9|8|8&chdl=missing+top+management+support+22%25|personal+conflicts+between+team+members+15%25|inequity+in+reward+system+14%25|project+manager's+inability+to+keep+team+motivation+up+13%25|schedule+conflicts+11%25|increase+of+project+scope+9%25|due+to+time+overruns+8%25|other+8%25&chtt=Causes+of+Motivation+Problems+On+a+Project+Team&chts=FF0000,12.5" width="680" />Richard Torianhttp://www.blogger.com/profile/16717506403212081375noreply@blogger.com0tag:blogger.com,1999:blog-925553239262042894.post-12059792488362061292012-12-21T08:14:00.000-08:002012-12-21T08:14:24.711-08:00Remuneration/revenue trends – US versus Europe<br />
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The graph below was created using Google’s graph tools.</div>
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<br /></div>
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This line graph shows the percentages that
employee remuneration is of total company revenue for five years, 2004 to 2009,
for United States companies and for European companies. Remuneration is total compensation plus
benefits.</div>
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Although the United States data shows a
significant decline in the percentage from 2008 to 2009, the United States has
on average a 6% better remuneration for employees, as a percentage of revenues,
than Europe.</div>
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Also, the substantive decrease in remuneration
percentage from 2008 to 2009 (5.5%) for the United States versus a slight
increase for Europe (0.3%) might show that United States companies can more
readily adjust to adversity (e.g., the world-wide financial problems around
2009).</div>
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Data in the graph was obtained from the
PricewaterhouseCoopers’ study “Managing People in a Changing World – Key Trends
in Human Capital – A Global Perspective” published in 2010. You can read this study by clicking <a href="http://www.pwc.com/en_GX/gx/hr-management-services/pdf/managing-people-in-a-changing-world.pdf" target="_blank">here</a>.<br />
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<img alt="Remuneration/Revenue Trend - US versus Europe" height="302" src="http://chart.apis.google.com/chart?chxl=2:|year|3:|percentage&chxp=2,0|3,0&chxr=0,2004,2010|1,0,50&chxs=2,676767,11.5,0,_,676767&chxt=x,y,r,t&chs=380x302&cht=lxy&chco=3072F3,FF0000&chds=2004,2010,0,50,2004,2010,0,50&chd=t:2005,2006,2007,2008,2009|21.6,21.6,21.6,21.1,21.4|2005,2006,2007,2008,2009|28,29.3,29.8,28,22.1&chdl=Europe|United+States&chdlp=b&chls=2|1&chma=5,5,5,25&chtt=Remuneration%2FRevenue+Trend+-+US+versus+Europe&chts=FF0000,12.5" width="380" />Richard Torianhttp://www.blogger.com/profile/16717506403212081375noreply@blogger.com1tag:blogger.com,1999:blog-925553239262042894.post-76045191719971542942012-12-01T06:27:00.002-08:002012-12-01T06:29:56.871-08:00Trends in auditing responsibilities <br />
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The graph below was created using Google’s charting
tools.</div>
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This horizontal bar graph shows the trends in
internal audit responsibilities (tasks) based on a survey conducted by
PriceWaterhouseCoopers.
PriceWaterhouseCoopers conducted a survey of the chief audit executives
at Fortune 250 companies.</div>
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Part of the survey asked respondents to identify
internal auditing tasks (functions) that would require increased internal
auditing responsibilities. The graph
shows that 90% of the respondents believed that continuous auditing or
monitoring would require increased internal auditing responsibilities over the
next five years. Response percentages
are as shown on the graph for other responsibilities</div>
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This data was taken from a PriceWaterhouseCoopers
publication entitled “Internal Audit 2012 – A Study Examining the Future of
Internal Auditing and the Potential Decline of Controls-centric Approach”. You can read this publication by clicking
<a href="http://www.pwc.com/en_US/us/internal-audit/assets/pwc_ias_2012.pdf" target="_blank">here</a> (PDF file).<br />
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<img alt="Trends in Internal Auditing Responsibilities" height="325" src="http://chart.apis.google.com/chart?chxl=1:|auditing+responsibilities|2:|percentage&chxp=1,0|2,0&chxs=2,676767,11.5,0,_,676767&chxt=x,t,r&chbh=a&chs=834x325&cht=bhg&chco=4D89F9,C6D9FD,00FF00,DDF8CC,FF0000,FF9900,C3D9FF,E0E0E0,000000,FFFF88&chd=t:90|77|75|66|66|65|64|55|52|44&chdl=continuous+auditing+or+monitoring+90%25|auditing+the+enterprise+risk+management+process+77%25|auditing+outsource+or+offshored+operations+75%25|fraud+detection+66%25|fraud+risk+assessments+66%25|auditing+executive+compensation+%26+disclosures+65%25|auditing+operational+efficiency+%26+effectiveness+64%25|auditing+IT+security+55%25|auditing+or+evaluating+compliance+with+laws+%26+regulations+52%25|fraud+investigations+44%25&chtt=Trends+in+Internal+Auditing+Responsibilities&chts=FF0000,12.5" width="834" />Richard Torianhttp://www.blogger.com/profile/16717506403212081375noreply@blogger.com0