This document discusses productivity standards and process flows. It begins by asking the reader to study their organization's productivity standards and identify whether the current process flow is optimal or could be improved. It then asks the reader to identify and describe three types of data process flows, including their advantages and disadvantages. The document proceeds to outline some example productivity norms for sales, support, and implementation functions. It also includes diagrams illustrating examples of order fulfillment and billing process flows, noting some manual steps and limitations of the current approaches.

1.  We continue with the productivity tool used in your
organization…
1. Study the productivity standard followed in your
organization and identify the process flow
followed in your organization. Is it the best given
the options… or should it be different? Why – give
reasons for both.
2. Identify three types of data process flows. Give its
advantages and disadvantages.
Susmita Pruthi
1 NU TA 521 | Assignment 4 | Productivity Standards, Process Flows

2.  Sales productivity norms: 12 orders per year or 12
Mn revenue per year
 Support norms: 1 visit per quarter, supporting 55
customers
 Implementation norms: 20 working days – from
approval to commissioning (includes training the
customer)
Susmita Pruthi
2 NU TA 521 | Assignment 4 | Productivity Standards, Process Flows

3. Order approved PR created/Manpower PO released to vendors
• All compliances • Purchase requisition • Each PR is further split
met – advance created for the order into multiple Pos
money and with each line item depending of items –
agreement signed • Manpower Recruitment HW, networking,
initiated infrastructure
Infrastructure setup Installation of HW Vendor dispatch
• Room painting, tiling • Computers, networ • Material movement from
• Cupboards, blinds king the vendor to the school
• Manpower recruited • Interactive White site.
Boards, Projectors • Different vendors, different
timelines
No delays from
All the vendors
customer end Vendor has
complete their task
enough stocks
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simultaneously/
Installation of SW Customer concurrently
• Proprietary Training
• NIIT IPR • Product training Attendees availability
• Manpower trained • Session planning from the customer end
3 LEGEND:
NU TA 521 | Assignment 4 | Productivity Standards, Process Flows Dependencies

4. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
 With the given handicaps of incorrect / missing projections
combined with low volumes, the repercussions are very high
CONSTRAINT REPURCUSSIONS ALTERNATE OPTION
Quick Back to back
Lack of stocking
deployment stocking tie-ups
by vendors
compromised with vendors
Lack of ready Quick
Recruitment
manpower pool deployment
Agency tie-up
available compromised
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Multiple vendor Logistics System Integrator
management nightmare to be brought in
4 NU TA 521 | Assignment 4 | Productivity Standards, Process Flows

5. Rejects the Order IBU Head
Red
In case of any update approval
SP raised GL-Logistics ZH reviews the ZH Green
the Order validates the BOM profitability approves
In case of any update
In case the Salesperson accepts the changes Amber BU Head
approval
Advantages Disadvantages
All orders Salesperson wise are available as In case of any change, the iterations
Moves to
a Dashboard tend to delay the order approval SP login for
STAGE 2
Can view the Order status nationally, Customisation of order is difficult as
pendencies the Bill of Material is as per the
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product.
All rejects with the stage of rejection can be
filtered for follow up/analysis
Profitability calculation is built in giving the
decision matrix flow based movement
5 NU TA 521 | Assignment 4 | Productivity Standards, Process Flows

6. IBU Head
approval
Category 3
FSO awaits payment
SP completes Moves to
Customer Code ZH Category 1 confirmation in SAP as
Order CSO login
Agreement approves per advance payment
Fulfillment for STAGE 3
Advance Payment Category 2 approval
details
BU Head
approval
Rejects if Agreement not verified
Resends back to FSO post final attachment
Advantages Disadvantages
All approved orders in their different stages of processing are
available in the Dashboard
Any delays can be filtered and analysed, especially approved
but not processed.
Susmita Pruthi
All rejects with the stage of rejection can be filtered for follow
up/analysis
Advance payment is logged and tracked via SAP linking to the
Customer code
Auditory compliances being met: No order is processed without
6 NU TA 521 | Assignment 4approved by Management Authority
mandatory compliances | Productivity Standards, Process Flows

7. Maintained using an An Excel file. Manual cross
Excel file by FSO. No Manual checking required for
automatic reports interventions. No billing recommendations
from SAP relation to previous not accepted in Full or
billings is maintained rejected
FSO shares a
Billing Revert from FSO
monthly billing Regional Delivery
recommendation on billing
file to NDH for Heads revert
forwarded to FSO achieved
confirmation
This ensures a month Manual
delay in the billing as interventions. No
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our business works relation to previous
on advance billing billings is maintained
7 NU TA 521 | Assignment 4 | Productivity Standards, Process Flows