BUSINESS PROCESS CHANGE PLAN GB560 Designing, Improving and Implementing Processes Session # (e.g.

1001C) Deborah Mower Kaplan University Date Submitted UNIT 1 ASSIGNMENT (With Diagram Response Should Run 2-3 Pages in Length) Q#1 Provide the name of the organization (this must be a real organization and you may use the organization where you currently work; describe the organizations size and summarize the primary mission of the organization. Dont simply copy from the organizations mission statement. (NOTE: You may only select from the 3 industries listed in the project instructions please delete this note from your paper) Wal-Mart Wal-Mart is a huge player in the Service Industry. Wal-Mart serves customers and members more than 200 million times per week at more than 8,650 retail units 55 different banners in 15 countries. Wal-Mart employs more than 2 million associates worldwide. Wal-Mart was founded in 1962, by Sam Walton. The first store opened up in Rogers, Arkansas. Sam Walton best sums up the purpose of the company the best If we work together, well lower the cost of living for everyone well give the world an opportunity to see what its like to save and have a better life (as cited, What We DO, 2010, Para. 1). Sam believed that by cutting out the middle man that the company would be able to save customers money. Culture Wal-Mart is known around the world that helps customers save money so they can live better. Sam Walton built the company on values and morals. These rules and customers have helped it become one of the worlds most admired companies. Respect Sam Walton believed at the core of every rule and customs should be the basic value of respect. This respect should include respect for the customer, associates and suppliers. When the company starts a new relationship with a customer, associate, or supplier, this relationship is built on respect. The company believes this respect helps to serve the communities in which they work in and build a business committed to excellence. Sam Walton established 3 Basic Beliefs and Values that have become the corner stone of Company. Respect for the Individual Were hardworking, ordinary people whove teamed up to accomplish extraordinary things. While our backgrounds and personal beliefs are very different, we never take each other for granted. We encourage those around us to express their thoughts and ideas. We treat each other with dignity. This is the most basic way we show

respect (as cited, 3 Basic, n.d, Para. 2). When everyone is on an equal playing field, their wants and needs are being meet. Service to our Customers Our customers are the reason were in business, so we should treat them that way. We offer quality merchandise at the lowest prices, and we do it with the best customer service possible. We look for every opportunity where we can exceed our customers expectations. Thats when were at our very best (as cited, 3 Basic, n.d. Para. 3). Striving for Excellence Were proud of our accomplishments but never satisfied. We constantly reach further to bring new ideas and goals to life. We model ourselves after Sam Walton, who was never satisfied until prices were as low as they could be or that a products quality was as high as customers deserved and expected. We always ask: Is this the best I can do? This demonstrates the passion we have for our business, for our customers and for our communities (as cited, 3 Basic, Para. 4). The company is always looking to improve on their business process, and how to create value for everyone that has involvement with the company. The economic downturn has left the company searching for ways to keep their completive edge. The company has seen the market for their Supercenters slowing. For many years the company has been focused on becoming a retail giant. In 1998, Wal-Mart launched it Neighbor Market, these stores are smaller stores were designed to be the opposite of the larger superstores. The small stores were meant to woo shoppers with easier parking, less crowded aisles and quicker checkout. These smaller stores offer a variety of products including a full line of groceries. These smaller stories are a quarter of the size of the typical Supercenters. The company must go back its roots and think smaller. The company needs to start focusing on smaller markets, and areas that they do not have a present. Q#2 from your research of the organization identifies a single Business Process Change that the organization will need to contemplate and undertake in the coming year. These changes can result from new technologies, economic issues, or changes in the marketplace. In order to stay completive, Wal-Mart is going to have to take its focus from the larger markets and focus on smaller markets. The economic downturn has cause the avenue from future expansion of its huge Supercenters to slow. These changes will allow the retailer to continue to grow and help give the company a completive edge of its completive. The economic downturn has left the market sluggish and consumers are not buying. The company needs to tap into this buy focusing on what consumers needs and demands are. By going smaller, the company will be able to focus on customers in a certain area and make sure that they are able to give their customer what they need. This is what Sam Walton vision was for the company. His vision was to supply customers the more products, at a lower cost to consumers. In recent years, Wal-Mart has been consumed by becoming the biggest, the fastest. Its brand name has been hurt by this. Many people see Wal-Mart as a giant that is ready to stomp out the smaller retail stores. By making the changes and entering into the smaller markets, Wal-Mart will be able to change its brand name.

The smaller stores could help the company penetrate makers that have closed due to political opposition and land constraints. The larger stores made it hard for the company to enter these markets. Q#3 Utilizing the Capability Maturity Model (CMM) outline briefly what changes need to be undertaken at each of the 5-stages (pages xxxiii-xxxiv). 1. Initial Develop a new team of managers and buyers whose job will be to focus exclusively on the smaller stores. This team of managers and buyers will not only be responsible for the current 150 location, but any future locations. The new team will be responsible for developing staff training program, store planning and performance systems. The programs that this team will have to address the needs of this smaller business segment. 2. Repeatable Since the company already has stores in place. The management team will be able to use financial records that will show cost, time for completion and give them idea for functionality. The team will also be able to see what programs work and which ones need to be changed up. These changes will help keep employees and customers happy, which will save the company time and money at a later time. The management team must work with other members of the company to scout locations for new stores. These smaller stores location is very important; because they could help the company penetrates markets that they have not been able to before. The team should have a list of possible location within the next 30 to 90 days. These locations should included buildings that are already in place and zone for commercial use. After identifying location, the team needs to send people into these areas and conduct surveys and get feedback from prudential customers. This process will give the team an idea of what customers exportations and what their needs are. The team needs to work really hard on changing the brand name. In recent years, the company had gotten a bad name. It is going to be really important for the team to develop an image that paints Wal-Mart, as a company that cares about their customers and the communities that it operates in. Actions speak louder then words, the company is going to have to show what the benefits will be with the opening of these new stores. 3. Defined The team will be responsible for defining job details and expectation of employees. Since the company al ready has many of these expectation already established, it is important that the employees are educated and informed of the company mission and its culture. It is important that employees are treat equal and have a clear understanding that their success in the company will be rewarded. The team will be responsible for developing a training program. This will be geared around the company training program already in place. Since the company is trying to change the image of the company, it is going to be very important that employee training includes this area. Employees must be giving the tools to help put their customers wants and needs first. It is also important that the management team that are placed in the stores understands the vision the company is trying to take. In order for the company to make

these changes, it is important that management has a clear picture of where the company is heading and what part they are going to play in this process 4. Managed The management team will be able to measure how it is doing by their financial records. They will be able to review how the policies and regulations are benefiting the company success in expanding into this market segment. The management team will be having an idea of the change in its brand name. It is really important that customers get a better image of the company. 5. Optimizing The management team is going to want to review the process and policies it has been put in place during this implementation. They need to know that they have addressed all issues and problems that might come up darning process. The company needs to make sure that it maintains the positive brand image, once the changes are in place. By focusing on the vision and values that were established by Sam Walton, the company will be to regain some of it market share. The company needs to go back to keeping things simple, giving their customer the best value for their money. #4 Evaluate Porters three-phase process (page 32, figure 2.1) for defining a company strategy and create a simple chart of the recommended change addressing issues in each phase. Defining Company Strategy 1. What is the company doing now a. Identify current strategy Wal-Mart current strategy has been focusing on opening the larger Supercenter. For many years the company has been successful in operating these stores and it has become a retail giant. b). Identifying assumptions a) Company current positionthe company is a major player in the retail industry. It has stores throughout the United States and other countries. b) Strength-The Company is a player in the retail market. It is a house hold name. It has been able to corner the market of retail and gorger products being all in one place. The company is geared for middle and lower economic clients. The are able to compete with other retail stores because they keep their prices c) WeaknessCompany has a poor brand image. Many people feel that the company is putting mom and pops stores out of business. Lawsuits and other regulation issues. d) Competitors The Company is loosing some market shares, because they have been focusing on their larger stores. e) Industry trendscurrently the company is operating in a economic downturn 2). What is happening in the environment (a) Key Factors 1). Success i. The company has been able to corner market for retail and grocery stores in one location ii. Company has a solid 30 year business record 2). Failures

A). Bad brand name b). Pending lawsuits 3). Capabilities and Limitations of Compention a). Many retailers have tried to benchmark WalMarts success. The reason that thes companies have not been as successful as Wal-Mart is because of the companys price policy. 4). Identify companys strengths and weakness relative to competitors A). The company has a reputation to having lowest prices B). the company has a policy that the customer is always right c). the company has a reputation of not promoting women and there are many lawsuits What should the company do next? Company present strategy to enviromential situationsince there is a economic downturn the company needs to find ways to get customers in to buy their products. In recent months the company lowered prices on 1000s of items to help boost revenue, but this measured failed. The company is now moving toward smaller stores and focusing on small market segments. Identifying alternative course of actionThe company has been looking into cutting out the middle man and buying directly from the manufactures, which help save money. Choose best alternativein reality, I think that the company should shift gears to the smaller market and buy direct. But I think that there is more to it. The company needs to change its image. There are still lawsuits out there and these need to be address. There also has been cause that the company has used underhand approaches to score the okay to move ahead with projects. Sam Walton wanted to keep it simple and I think that is what management needs to get back too UNIT 2 ASSIGNMENT (With Diagrams Responses Should Run 3-4 Pages Q#5 Prepare two general process diagrams (see figure 9.2) for the Business Process Change you identified in question #2 in Unit 1. 5a. Diagram the current process steps taken by the organization for the process. |ustomer | | | | | | |Management Team | | | | | | | | |Development of Training | | |Program | | |

| | | | | | |

|Developing of Reward System | | | | |Open New Stores | | | | |Inventory | | | |Supplier | | |

| | | | | |

5b. Diagram any adaptations to the process steps after the change process is approved. |Management Team | | |New Store Location | | | | | | |Economic | |Problems | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

Q#6 Evaluate and address the importance of the existing and future diagrams and how they assist the organization in determining the validity of the suggested change (your response to this question should be 3-5 paragraphs in length). A process diagram is used to help improve a business performance by optimizing the efficiency of connecting activities in the precision of a product or service. In the first diagram above, show the process Wal-Mart would take to for the proposed process change. Customers The company first step would be to get feedback from current customers. This feedback would give the company insight into what customers like and what they less like about the company. This is a very important step, because the management team will have to use this information when they develop their strategy for the new Market Stores.

Benchmarking The next step would be to benchmark the stores that are already in place. It will be helpful for the management team to take a look at what programs are in place in these stores. It will be really helpful to get a big picture of the stores operations and programs. It would also be beneficial for the management team to get feed back from employees, to see what programs are liked and ones they would like to change. Sam Walton, built WalMart around a upon door policy and used grassroots meeting for employees to voice their opinion. Employees can be a good toll for the management team to use. Putting It Together The next step would be to take the information that has been collected and put it altogether. Before the management team can start opening new stores, they must have a plan of action. This plan of action is going to have to include possible location of new stores, marketing plan, a training program and employee reward program. The management team is going to present their plans to a company committee for approval The management team also needs to decide which products will be offered in which stores. Again, by looking at the stores that are ready in place, the team will get an idea of what products are selling in different markets. The management team will have to keep in mind several key things, which are: store location, culture of area, which is their target market. The management team will have to be mindful to evaluate each segment of this project. The diagram serves as a roadmap to the completion of this project. It is going to be important that the team stays on track. Alternative Diagram This diagram shows an event that could occur after the management team has presented their recommendation to the company and have received approve of the project. We have been operated in economy that is in a downturn. The companys project is to open up new stores in new locations. If the economy, get any worst, the management team may have to revisit locations that they have picked for possible sites, and have to cut the number of stores that they are able to open. The second diagram shows that process that the management team would have to take if economy becomes worse then it is know. This is why it is important, that they management team devolved an alternative plan of action, which should take into account all possible serious that could possible happen. UNIT 3 ASSIGNMENT (Responses Should Run 3-5 Pages in Length) Q#7 Assess one specific activity to be performed within the process change. From the assessment, identify the task being evaluated. Where that activity would be performed within the organization? Who would perform the task and who would manage, measure, and evaluate task completion? Make sure you separate out the information requested (dont place the information in a large block paragraph). Planning Phase Wal-Mart has been opening new stores in the United States and in many other countries stores all over the world. The company is moving to the next stage in the

company history, by opening a smaller version of their supercenters. These new stores on more focused on customers and being convenient. The company has assigned a team to oversee and management this process. This management team will be responsible for all aspects of this project. They will meet and discuss every level of this process. They will then present their findings to key members of the Wal-Mart Corporation. Location In the economic downturn, Wal-Mart has been forced too shift their focus from opening Supercenters to opening their smaller version, the Marketplace. The management team is going to have to take care, when choose location for the new stores. The store location is very important in the planning phase, the team needs to make sure that the site has the right fit for the plan the company has. The team needs to be mindful of all local, state and company laws. The members of the team need to work with city leaders, to make sure that all regulations and laws are followed. Customers No matter how much planning that goes into the planning of the location, if the customers in area, will not support the store, then there is no sense in the company building in the area. The management team needs to have a clear cut understanding of what drives the customers, and what their needs and wants are. Culture and traditions will play a huge role in the developing the customer culture. Products The company already has stores in place, so benchmarking off of these stores will be fairly easy. The management team needs to take care and understand that customers from one region buy the same products from another region. The management team will be the one that will evaluate this asset of the process change. The team should be split up into three different teams; each team should be assigned to the different planning phases outlined above. Each team will meet and come up with a plan; they will then meet as a whole team and present their findings. Any changes that need to be made will be done. The management team will evaluate the progress of the process change. This evaluation will occur every month. Each team will report how their projects are going; if there have been any problems and any delays that will slow the process down. It is important that the management team keep an eye on this project from start to finish. Q#8 Delineate and describe the differences between measuring human performance and task completion. The Human Performance measurement the performance of a team. If a teams outcome is not measured, then changes are it will not be managed. In order for the team to make sure that the teams performance is on par with the company vision and strategy. Using Performance Standards A company has to have clear objectives and goals, if the company does not have a clear objectives and goals, then they can reward the wrong behaviors or outcomes. Standards of Performance measurements provide the business owners and

management team with clear objectives and goals for defined timeframe and are often tied to budgetary or fiscal outcome. The company must use the SMART goal approach. This approach states that a company should be SMART: Specific-Clearly defined in such a way as to gauge process Measurable_ Quantifiably defended in such a way as to gauge process. Achievable-Tired to current critical tasks and abilities of the team Time-based-Linked to an agreed-upon timeline (as cited, Measuring Human, 2007. ` An effective performance standard: Is developed in collaboration with the employees who do the task or functions. Is explained to new employees within their first month on the job. Provide a benchmark for evaluating work performance. A performance standard is typically derived by: Identifying what will be measured Assigning a numeric value or a certain level of achievement. Assigning a target date for achievement Developing a list of criteria to evaluate how well the standard was met (as cited, Measuring Human, 2007, Para. 3-5). The human performance helps to measure how the processes handle by the human element. Task Completion Is how much time that a project task to be completed. While human performance is important when completing a project. A group of people must decide a time line for the completion of the project and who is reasonable for each aspect of the of process. Here are some tips to help keep task on time and well done. Prioritize your tasks o Avoid overloading your listbe realistic o Rank tasks in order of important Urgent& Important Urgent &Not Important Important & Not Urgent Not Urgent& Not Important o Schedule time for breaks, mistakes and unforeseen o Schedule long-term tasks and short term tasks. Do the job right the first time Do not waste time Delegate tasks Avoid procrastination Wal-Mart has decided to change gear and go with a smaller store. The company as designated a management team to oversee the project. There is a huge different in human performance and task completion. Human performance is assigning people to each step of the process. It is the companys job to make sure that they have attainable goals and objectives for the process in place.

However it is the teams responsibility to make sure that the project stays on task and finish on time. Q#9 Explore Six Sigma as a method used to evaluate, measure, and encourage continuous improvement. From this exploration create a fishbone diagram that addresses one risk, a potential defect, or a problem that may result from the change which may impact goal attainment. Techniques not Understood Week Strategy Lack of Common Purpose Problem: Inability to meet project deadlines Poor Delegation Feedback target market Q#10 Address the value of your fishbone diagram as a visual representation. As the team moves forward, there are so many varabilies that can happen that because the delay of opening stores in the new locations. The fishbone diagram helps show some of the ways that this process can be delayed. By identifying certain areas that could causes problems in this process. Management will be able to identify problems areas and make any changes that are necessary UNIT 4 ASSIGNMENT (Responses Should Run 3-5 Page in Length) Q#11 Discover and describe at least 3 key performance indicators (KPI) for the suggested process change that must be continuously measured to ensure success. KPI#1 Marketing Q#8 Delineate and describe the differences between measuring human performance and task completion. The Human Performance measurement the performance of a team. If a teams outcome is not measured, then changes are it will not be managed. In order for the team to make sure that the teams performance is on par with the company vision and strategy. Using Performance Standards A company has to have clear objectives and goals, if the company does not have a clear objectives and goals, then they can reward the wrong behaviors or outcomes. Standards of Performance measurements provide the business owners and Poor customer Ill-defined Priorities Wrong inadequate mix of skills

management team with clear objectives and goals for defined timeframe and are often tied to budgetary or fiscal outcome. The company must use the SMART goal approach. This approach states that a company should be SMART: Specific-Clearly defined in such a way as to gauge process Measurable_ Quantifiably defended in such a way as to gauge process. Achievable-Tired to current critical tasks and abilities of the team Time-based-Linked to an agreed-upon timeline (as cited, Measuring Human, 2007. ` An effective performance standard: Is developed in collaboration with the employees who do the task or functions. Is explained to new employees within their first month on the job. Provide a benchmark for evaluating work performance. A performance standard is typically derived by: Identifying what will be measured Assigning a numeric value or a certain level of achievement. Assigning a target date for achievement Developing a list of criteria to evaluate how well the standard was met (as cited, Measuring Human, 2007, Para. 3-5). The human performance helps to measure how the processes handle by the human element. Task Completion Is how much time that a project task to be completed. While human performance is important when completing a project. A group of people must decide a time line for the completion of the project and who is reasonable for each aspect of the of process. Here are some tips to help keep task on time and well done. Prioritize your tasks o Avoid overloading your listbe realistic o Rank tasks in order of important Urgent& Important Urgent &Not Important Important & Not Urgent Not Urgent& Not Important o Schedule time for breaks, mistakes and unforeseen o Schedule long-term tasks and short term tasks. Do the job right the first time Do not waste time Delegate tasks Avoid procrastination Wal-Mart has decided to change gear and go with a smaller store. The company as designated a management team to oversee the project. There is a huge different in human performance and task completion. Human performance is assigning people to each step of the process. It is the companys job to make sure that they have attainable goals and objectives for the process in place. However it is the teams responsibility to make sure that the project stays on task and finish on time.

Q#9 Explore Six Sigma as a method used to evaluate, measure, and encourage continuous improvement. From this exploration create a fishbone diagram that addresses one risk, a potential defect, or a problem that may result from the change which may impact goal attainment. Techniques not Understood Week Strategy Lack of Common Purpose Problem: Inability to meet project deadlines Poor Delegation Feedback target market Q#10 Address the value of your fishbone diagram as a visual representation. As the team moves forward, there are so many varabilies that can happen that because the delay of opening stores in the new locations. The fishbone diagram helps show some of the ways that this process can be delayed. By identifying certain areas that could causes problems in this process. Management will be able to identify problems areas and make any changes that are necessary UNIT 4 ASSIGNMENT (Responses Should Run 3-5 Page in Length) Q#11 Discover and describe at least 3 key performance indicators (KPI) for the suggested process change that must be continuously measured to ensure success. In order for the company to stay completive in this economic downturn, the company has decided to open smaller version of their superstores. In order to see this process forward, the company must indentify store locations; market this new concept to their potential customers and indentify their possible customers. KPI#1 Marketing Defined: The company is moving into new areas in the country. They are going to want to attract new customers to the new store. Meaningful measurement: Feed back from current customers, this information includes customer surveys, letting the company know what they like about the stores and what they would like to see change. Feed back from possible new customers, this information would include customer surveys. Poor customer Ill-defined Priorities Wrong inadequate mix of skills

Customers image of the company is not the best when they are moving into new location, the company is going to have to really find out what customers are wanting and if they will be willing to support a store in their community. KPI#2 Store Location Definedin attaining the goal of opening smaller stores in new location, the company needs make sure that they are putting then in the right location that fits into the goals and vision of the company. Meaningful Measurement Potential customers feedback Demographic information Target Market KPI#3 Internal Business Process Measure the internal business process that create customer and shareholder satisfaction (project management, total quality management, Six Sigma) Meaningful Measurement Project phases completed on time Customers feedback is used in the designing and stocking stores with product that they need and want. Goal and objectives are set and meet. KPI# 4 Customers Q#12 Conduct research (using the Kaplan Library or the Internet) to compare and contrast Six Sigma, the Balanced Scorecard, and ISO9000/9001 as different methods of preparing performance and completion metrics. Metrics are performance markers, utilized at different intervals during the process timeline, to measure adherence to schedule and attainment of goals. Six Sigma M. Harry and R. Schroeder (2006) Company implement to help improving profitability. The company will see immediate improvement of quality and efficiency. Companies us this method wants to improve their margin. Six Sigma is a long-term, forward-thinking imitative designed to fundamentally change the way corporations do business, it is first and foremost designee to generate immediate improvement to profit margins. Instead of projecting three or more yeas into the future, Sigma focuses on achieving financial targets in twelve-month increments. Once these targets are met, companies will find that changes in the market and Six Sigmas impact on their own financial landscape have changed their internal dynamics so that extensively that new financial target must be set to keep the company moving forward (. The Balance Scorecard The Balance scorecard takes a look at the whole picture. The Balanced Scorecard is a management system that maps an organizations strategic objectives into performance metrics in four perspectives: financial, internal processes, customers, and

learning and growth. These perspectives provide relevant feedback as to how well the strategic plan is executing so that the adjustments can be made as necessary. Strategy ISO9000/9001 The ISO 9000 standards are produced by an international consensus of counties with the aim of creating global standards of product and service quality. These sets of standards format quality management system and are application to any organization regardless of product, service, organizational size, or whether its a public or private company. ISO 9001 sets out the requirements for an organization whose business processes range all the way from design and development, to production, installation and servicing Q#13 Recommend one of the three methods evaluated in question #12 as the best one for your change process. Be sure to thoroughly support and defend your recommendation. Wal-Mart already uses the Six Sigma in place. Wal-Mart was having difficulty developing and implementing a process that can improve the product material quality since there were so many vendors, manufacturers and international companies involved. They need to implement a set of standards that every company needs to adhere to by setting acceptable standards that must be met across the board whether the company is a local business or a foreign company. The company used this method to help manage process variation which was causing defects. The concept of Six Sigma allowed the company to take process already in place, which was had already established defect variation and use a step-by- step chain of events that will work towards managing variation in order to eliminate the established acceptable defects (as cited, Wal-Marts Performance, 2006, Para. 1). Based on the success record that the company has had using this method, I would recommend that the company continue to use it through this process change. This method will help ensure that the company stays on track with each phase of the company. I would also like to recommend that the company uses the other two methods. These methods have some really key elements that could really help the company make the change in this process... UNIT 5 ASSIGNMENT (With Diagram Responses Should Run 2-3 Pages) Q#14- Produce an outline or a flowchart describing the entire change management plan. Q#15- Provide a complete summary of the entire plan (units 1, 2, 3, 4 & 5). Response to this question should run between and 1 1/2 page in length. UNIT 5 ASSIGNMENT (With Diagram Responses Should Run 2-3 Pages) Q#14- Produce an outline or a flowchart describing the entire change management plan.

[pic] Q#15- Provide a complete summary of the entire plan (units 1, 2, 3, 4 & 5). Response to this question should run between and 1 1/2 pages in length. Wal-Mart is looking to scale down their Supercenter, to help generate revenue in the economic downturned. In order for the company to generate this revenue, the company has developed a Business Process Change Plan. The company has been build smaller stores for the past decade. These smaller stores are located in smaller cities and are more customers focused then the larger stores. A team of managers have assembled to scout possible locations, find out what customers wants and needs are and to develop a training and reward program for employees. Since the company has stores in place, the management team will be able to benchmark the different programs that are already into place. The management team will be scouting locations that will be in neighbors that offer a convenient place that allows customers with easy access, stock products that they need and want, and hire employees who will take care of them. The company wants to refocus taking care of their customers needs and wants. Locations . The management will be looking for 150 locations. These locations will be in small neighborhoods. The stores will be smaller then the normal Supercenter stores. The company believes that smaller stores will be more users friendly. Customers Wal-Mart has received some very bad press in the last couple of years. Many people believe that all they care about it their bottom line. In order for this process change to be effective, the company is going to have to change its a image. They are going to have to gather as much feedback as possible, on who their customers are and what their needs are, what their customers want and the culture of the area. Employees Training and Reward System Since that company already has stores in place, the management team will be able to benchmark the programs that are already in place. This will allow the company has the same policies and rewards in all their stores. Wal-Mart has developed a great plan to change it focus from its Super Center Stores to smaller, more customer friendly stores. These new stores give access to stores that is ease, it also gives then access to the products and services they need and want. By conducting customer feedback, the company can find an even balance of what customers want and need. References (2010) the Balance Scorecard. Accounting. 15 Paragraphs. Retrieved on November 9, 2010 from www.valuebasedmanagement.net/methods_balancedscorecard.html Harry, M. & Schroeder, R. (2006) Six Sigma: the breakthrough strategy revolutionizing the worlds top corporations. Business & Economics. Doublepay

Murdock, J. (2006) Wal-Marts Performance Improvement Project. OPPAPERS.COM. 1paragraph. Retrieved on November 9, 2010 from www.oppapers.com/essays/WalMarts-Performance.../102100 ----------------------End of process Event that initiates process Customer Feed Back Setup Process Bench march Current Policies and programs in place Store Opens Ordering Inventory Ship Inventory Selection of Possible Sites Start of Process End of Process Deciding which sites to cut Open new store Economic Problems Planning Teamwork Customers Project Management Planning Teamwork

Customers Project Management Financial Performance Objectives Measures Target Initiatives Internal Processes Objectives Measures Target Initiatives Customers Objectives Measures Target Initiatives Learning & Growth Objectives Measures Target Initiatives Employees Location Customers Wal-Mart Neighborhood Stores Feedback customers wants and needs are.

Select locations that are in small neighborhoods Reward System Change customer image of company Benchmark other stores programs are in place Assign teams to scout locations Pick locations Select product and inventory for store Training Compensation