BUSINESS PROCESS
To 
BUILDING UP WATER POWER TECHNIQUE

 … Streaming - Lenergy…

 B R E A K P O I N T

 S T R A T E G I E S

 W I T H  R A N G I N G

 For Market Dominance

What is the New Thinking and What is the new in Water power to “Self Supporting” of any Building? I do believe we have made a major mistake in our advocacy of the idea of continuous improvement. Let me explain what I mean. It is probably a disastrous idea if you are far behind the world “standard”. We need rapid improvement. We cannot be satisfied to lay out a plan that will move us toward the existing world “standard” over some protracted period of time – say 2007 or the year 2010- because if we accept such a plan, We’ll not be the world leader as we wish.

 Today, most Western Companies, planting to Asia are still using there process orientated in a tactical sense, improving their “own” operations. Few have been able to extend the improvements gained through such labors beyond the business’s own four walls to make them truly weapons. On the other hands, the Chinese, who have been involved in process-oriented production since many years have been everaging their experience in the marketplace for a decade or more? Talking of Wind Power on the building in different places on earth, they have worked hard but still the need solutions like ours, and the need for them means for us with Ranging very large business.

 THE PROCESS-ORIENTATION

The need has clearly arisen for the development and use of new ways of thinking of value-chain improvements in the operation of rebuilding, industrial and service enterprises, ways that focus not on improvement for the impetus for making rapid and even radical strides in the marketplace.

 THE OLD WAY VERSUS THE NEW Mac Ender LENERGY

While many companies have made great strides in improving their operations within their own four walls, they continue to be constrained by the old ways of thinking. But these old ways simply will not make it in the “NEW WORLD”.

 A QUICK RECAP: ASIA LEADS THE WAY

Since Japan and China began rebuilding its economy after the Second World War, industrial leadership focused on competing with and beating Western, especially US. Companies. With that very simple strategy, they set about finding and utilizing the tactical tools that would enable them to do that. But the Japanese and the Chinese to day need more education during technique for Rebuilding and building up the OLD Wind power technique and construction; they still work to day with “old” ideas.

 THE NEED TO MASTER THE ELEMENTS

Unfortunate through it might seem, it is impossible for companies to implement successfully Break-Point-Business-Process-Re- and NEW-building Engineering without having first undertaken one of the tactical process-oriented techniques. Companies must be informed to spend some time thinking about processes and how to improve them before they can be radical and work toward rebuilding core Business- Processes. THAT´S OUR GOAL for our Ranging.

 BUSINESS PROCESS, WITH OR WITHOUT BREAKPOINTS

Business Process is, by definition, the means by which an organization can achieve radical change in performance as measure by cost, cycle time, service, and quality, by the application of a variety of tools and techniques that focus on the business as a set of related Costumer-Oriented core Business-Processes rather than a set of organizational functions. A core business process, as distinct from other processes, is a set of linked activities that both crosses functional boundaries and, when carried out in concert, addresses the needs and expectations of the marketplace and drives the organization’s capabilities. These core business processes takes place when operational, technical and business knowledge are used in a unified way in order to achieve sustainable competitive advantage.

 This here is then corporate objectives:

1. Costumer satisfaction and service.

2. Safety.

3. Production efficiency.

4. Financial performance and growth.

5. Community commitment.

6. Management.

7. Profit.

8. Product quality assurance.

9. People.

10. Outsiders.

 

THE FINAL STEP ALONG THE VALUE CHAIN

Once a Company is well along the path of implementing improvements in the value-chain elements, it is possible to take advantage of these improvements either to enhance its position in related markets or even to enter new markets.

 LIFE IN THE NEW WAY TO ENABLE

In the world of process management and defunctionalization, management has to have a whole new outlook on the pieces that make up a Company: the people, management and leadership skills, organizational culture and instantaneous reaction to marketplace stimuli, asset management, and performance measurements. The old bureaucratic way of thinking of these issues simply will not make it in the new way.

 People, management and leadership, organizational Culture, Shared value is Teamwork at all levels, Constituency relationship, especially with shareholders, Consumers and suppliers, Change, and the desire to dominate the market.

 We Work always to set up the Organizational preconditions for successful Business Process and Managing for Success.

 Functional Expertise, Stockpiling, Instantaneous Reaction, The New Asset and Their Management and Performance Indicators. (Quality, Lead time, Cost, Service).

 G L O B A L I Z A T I O N

Current frameworks for operating businesses often do not take advantage of the basic operational excellence within a Company. Too often, Companies working in the global context have decentralized their operations, often assigning profit-and-loss responsibility on a country or regional basis (the equivalent of functional orientation) and relegating breakthroughs to the local level. In this new way of thinking, where business are organized in a process-oriented fashion, profit-and-loss responsibility will fall to business-process units that key on operations, and assets and capacity will be managed more actively on a worldwide basis, with resources of different types balanced in time and across borders. Basically, the larger the Company is, and the more its operations cross borders, the higher the imperative for it to undertake Business-Process-Rebuilding. “Rebuilding” here means that we starting the whole new era with this our unique Wind power technique.

WHY NEW THINKING?

Those who win are generally those who take the radical view. This Plan is here and it’s worth billions of Dollar.

 A. What do we Investing in? - LENERGY POWER – ENERGYTECHNIQUE

B. To whom do we invest? - TO THEM WHO NEED IT

C. Where do we Invest? - WHERE THE NEED IS

 How do we organize and operate in order to educate?

In short, the world are asking for Rebuilding Strategists and there strategy advisors, our Rangers, to broaden the definition of Rebuilding-Technique-Business and help them think in terms of processes.

 DRIVEN TO A VISION

The Customer is the Driver!  Since all Business have customers, it is scarcely surprising that a frequent cause for radical redefinition of Business Processes  comes from reassessing the relationship with the customer. In today’s competitive world, the customer is no longer king; rather, he or she becomes an integral part of the team that helps define a company’s core Business Processes, its strategies, and its competencies. Because customer needs evolve and are subject to the vagaries of convention and fashion, Companies need to develop mechanisms to track customer requirements and monitor the “voice of the customer.”The customer must be brought into the Process as part of an alliance.

 Competition as Driver, Our Ranger is then there teacher and Cost as Driver. The Company who will use there own Drivers, The Ranger, have to pay for this education of there own Drivers, There Ranger. Every one of their Ranger will be educated by us and the coast for each of there Rangers will be, per week, 4-6 000 USD, PAYED TO OUR COMPANY.

 The minimum number of engineers in one group who should be educated is then, (10). The minimum time for two (2) groups will be at least 24 weeks and with a following up education with Diploma, then to twenty (10-20) weeks.

 Technology as Ranger, Technology is the focus in our Business and Shareholders as Drivers.

 At the management level, it is foremost among responsibilities to ensure that the shareholders, if any, in the business receive at least an adequate but preferably a better return on their investment. Needless to say, shareholders are looking for bold, imaginative leader who can break out of the rather staid, dull and even stagnant ruts into which increasing numbers of companies have fallen, and are increasingly prepared to act strongly in order to see major changes implemented.

 Politics, Economics, Legislation, and Regulation. A Great Influencer, through not a Driver. It is three-five times more expensive to retrofit environmental controls than it is to educate the companies own Rangers. The companies “own” Rangers will be able to bring in capital to the company for many years ahead.

 THE NEED FOR RADICAL CHANGE IS APPARENT

Like an umbrella draped over all of this issues, globalization continues apace, trade barriers, including technical education, throughout the Globe are being removed, and the new markets like US, Japan and other EU countries are being opened and more World Wide consumer oriented. And, as now, if China will bring technique and education to other countries this Country is willingly accept to pay for it. This can be done in our simple way. Ideas can be sold where things can not. And if the state and companies can make good money it will be good for all involved parts. From Captive to Market Force With this Business Plan there will be no loser at all.

 A SIMPLE WORD

It is important to have a solid grasp of the true nature of external pressures and competitive performance. The risks are reduced to cero by being cognizant of these practicalities, and by focusing on the essentials-the core business processes and the ultimate strategic capabilities that they represent. Armed with this confidence and “can do” spirit, “he” will not hesitate to apply this new-found power as frequently as “his” visionary sense shows “him” the way forward.

 UNDERSTANDING this PROCESSES

It is important when considering undertaking Business Process Technique Education to understand thoroughly what processes are and why they are key to business success. As well it is important to understand the three possible reasons for undertaking Business Process Education.

 1. Cost Reduction;

 2. Renewed Competitiveness (party or best practice); 

3. Competitive Dominance.

WHAT IN THIS BUSINESS ARE IMPORTANT?

Simple, Implications as totally cost effectiveness, HOW TO PUTT MONEY BACK TO COMPANIES WHO INVESTED?

 ((This is very, very important Pease in this business plan))

 This effort follows the basic outline to the approach, although each organization must be flexible enough to deal with the particulars it encounters.

 The basic Business Process approach consists of three phases:

Phase 1 - DISCOVER, the phase during which the company creates a strategic vision for dominance or renewed competitiveness in the marketplace, and determines what can be done to its processes to help achieve that strategy.

Phase 2 - REDESIGN, during which the process is detailed, planned, and engineered.

Phase 3 - REALIZE implementation of the goal to affect the strategy.

Phase 1 = Discover – A strategic plan for dominance.

Phase 2 = Redesign – Detailing the reengineering process.

Phase 3 = Realize - Time to implement.

Searching Points, what exactly is this Point?

Robustness – Reliability, Price - Differentiation / Optionally, Lead Time - Environmental Proaction, Flexibility - Product Design, Process Design - Service Empathy Information Systems, BREAKPOINT PROCESS CHARACTERISTICS, LISTEN TO THE CUSTOMER (MARKET), BUT HEAR THE PROCESS and Listening to the Customer.

CREATE THE VISION

A breakpoint in controlling the supply chain. The order – Fulfillment Process, INVESTING in RANGING, Going Forward Together, Lead-time Team and Marketing Team.

The New Assets

In this new way of process orientation, what we call the “new assets” – these non-cash assets-take on extra importance. UNDERSTANDING OF THE NEW ASSETS IS JUST BEGINNING. We are just beginning to see this new understanding of assets coming into being in the way companies hunt for merger or acquisition candidates

CAPACITY PLANNING, THE NEW RANGING ASSETS AND MEASUREMENT, Brands and Image, Process Technology and Knowledge, People Information, VALUING AND MANAGING THE NEW RANGING ASSETS, CONTROL AND MANAGEMENT OF THE NEW RANGING ASSETS, Process Management in Large Business, The trend toward global, Ranging Business, Global Ranging Processes, For local customers, Global Ranging, National Ranging for International Education And Multinational Ranging for International Marketing.

INNOVATION

In a company operating globally, innovation can occur anywhere. In the old way, innovation is a local issue, and innovations often are not transferred. But in the new way, innovation groups similar to Ranger teams work on innovation surrounding a product or product line, with a centrally planned roll out. For process innovations, the local organization implements and then, because of enhanced communication, the innovation moves from location to location.

AL CONTROLLER

Parity, Capacity, Logistics, Shutdowns, Politics, Raw Material Stocks, Suppliers, # Proximity, # Capacity, # Quality, Shipments, Tariff Requirements, Local Content, Backorders, Tooling, Finished Goods Stock and Local Promotion.

Organization and Managing for Ranging Success

Ranging seeks to make radical changes in the way a business operates, it is necessary to make concomitant changes in the business as an organic entity. In order to do this, Ranging needs to use a number of tools and techniques that have been emerging since the early experience of an earthquake and disaster and under the umbrella of “change rebuilding”. The areas within a rebuilding that need to be changed include culture, structure, performance measurement, incentive systems, and Ranging style.

A FINAL WORD

It increasingly apparent that the only way to pursue these goals simultaneously is for a company continually to define itself, by the business it is in, the market it seeks to control, the customers it seeks to attract, and most importantly by the core business processes that drive it. It will be up to Corporate Leaders to create a vision.

Architect Leo Mac Ender

www.lenergy.co.uk

lenergy@lenergy.co.uk

 APPENDIX

Process Mapping is an indispensable tool in Business Process Ranging is process mapping. This understanding can better be achieved by “mapping”, “modeling” and then measuring the processes using various techniques that have been developed and refined over the years. In this Appendix further insight is given in the use of these techniques and their normal domains of application.

 DEFINITION OF A PROCESS

“A process is a set of linked activities that take an input and transform it to create an output”. Business Process Ranging shows you how to take the vital next step to attain market dominance and become a world leader. To complete these lines a bows please see ISO-T x 900. We will be ready to go to Asia in 2008, as soon as some businesspartner´s is ready to have the seriously meeting whit us.

Sweden 2008

Leopold Mac Ender

Architect/Inventor and Key Master of Ranging

 

With the goal of

Water Power World Wide made by LENERGY.

The LENERGY Power is here to stay!