Cycle of automobile dependency - Circle pie chart

This circle pie chart sample was created on the base of the figure illustrating the article "Impacts of Parking Strategies" from the Chicago Metropolitan Agency for Planning website. "Todd Litman's "Cycle of Automobile Dependency" shows how auto-centric land use planning and excessive parking supply have created this situation. Parking management strategies can be used to break this cycle, by changing development patterns and improving travel options (2006)." [cmap.illinois.gov/ about/ 2040/ supporting-materials/ process-archive/ strategy-papers/ parking/ impacts-of-parking-strategies]
The circle pie chart example "Cycle of automobile dependency" was created using the ConceptDraw PRO diagramming and vector drawing software extended with the Target and Circular Diagrams solution from the Marketing area of ConceptDraw Solution Park.
www.conceptdraw.com/ solution-park/ marketing-target-and-circular-diagrams

"Interactive voice response (IVR) is a technology that allows a computer to interact with humans through the use of voice and DTMF tones input via keypad.
In telecommunications, IVR allows customers to interact with a company’s host system via a telephone keypad or by speech recognition, after which they can service their own inquiries by following the IVR dialogue. IVR systems can respond with prerecorded or dynamically generated audio to further direct users on how to proceed. IVR applications can be used to control almost any function where the interface can be broken down into a series of simple interactions. IVR systems deployed in the network are sized to handle large call volumes.
IVR technology is also being introduced into automobile systems for hands-free operation. Current deployment in automobiles revolves around satellite navigation, audio and mobile phone systems.
It is common in industries that have recently entered the telecommunications industry to refer to an automated attendant as an IVR. The terms, however, are distinct and mean different things to traditional telecommunications professionals, whereas emerging telephony and VoIP professionals often use the term IVR as a catch-all to signify any kind of telephony menu, even a basic automated attendant. The term voice response unit (VRU), is sometimes used as well." [Interactive voice response. Wikipedia]
The interactive voice response (IVR) diagram template for the ConceptDraw PRO diagramming and vector drawing software is included in the Interactive Voice Response Diagrams solution from the Computer and Networks area of ConceptDraw Solution Park.

"Business process improvement (BPI) is a systematic approach to help an organization optimize its underlying processes to achieve more efficient results. ...
An organization is only as good as its processes. To be able to make the necessary changes in an organization, one needs to understand the key processes of the company. Rummler and Brache suggested a model for running a Process Improvement and Management project (PI&M), containing the following steps:
1. Identify the process to be improved (based on a critical business issue): The identification of key processes can be a formal or informal exercise. The management team might select processes by applying a set of criteria derived from strategic and tactical priorities, or process selection is based on obvious performance gaps. It is important is to select the process(es) which have the greatest impact on a competitive advantage or customer requirement.
2. Develop the objective(s) for the project based on the requirements of the process: The focus might be on quality improvement, productivity, cost, customer service or cycle time. The goal is however always the same; to get the key process under control.
3. Select the members of the cross-functional team: A horizontal (cross-functional) analysis is carried out by a team composed of representatives of all functions involved in the process. While a consultant or in-house staff person can do the job, the quality of the analysis and the commitment to change is far greater with a cross-functional team.
4. Document the current process by creating a flowchart or "organization map": Describe the process regarding the Organizational level, the Process level and the Job/ Performer level according to Rummler. Develop a cross-functional process map for the process.
5. Identify "disconnects" in the process: “Disconnections” are everything that inhibit the efficiency and effectiveness of the process. The identification should be categorized into the three levels: The Organizational level, the Process level and the Job/ Performer level.
6. Recommend changes (organizational, in the process or in its execution): Categorize and prioritize the main problems and possibilities, evaluate alternative solutions. Develop a cross-functional process map for the recommended process.
7. Establish process and sub-process measures: The process measures should reflect the objectives of the project.
8. Implement the improvements." [Business process improvement. Wikipedia]
The opportunity flow chart example "Replacing engine oil" was created using the ConceptDraw PRO diagramming and vector drawing software extended with the Cross-Functional Flowcharts solution from the Business Processes area of ConceptDraw Solution Park.