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Pagina 106
... A = ( ) : An organisation has rules stating that unregistered removal of certain
items of information is likely to result in dismissal and a relevant comment in any
subsequent reference . Despite being aware of this an employee removes an
item ...
... A = ( ) : An organisation has rules stating that unregistered removal of certain
items of information is likely to result in dismissal and a relevant comment in any
subsequent reference . Despite being aware of this an employee removes an
item ...
Pagina 129
The other references appearing in the paper are not relevant from the point of
view to fill the goal of this paper . The reference information and the application of
the original source as a part of the HDM is introduced in the publications above .
The other references appearing in the paper are not relevant from the point of
view to fill the goal of this paper . The reference information and the application of
the original source as a part of the HDM is introduced in the publications above .
Pagina 172
It serves as a quick reference for finding answers about the graphs . The final
chapter of the manual lists some references and tells you how to contact the
author . chart . The average of the averages ( X - Double - Bar ) and the average
value of ...
It serves as a quick reference for finding answers about the graphs . The final
chapter of the manual lists some references and tells you how to contact the
author . chart . The average of the averages ( X - Double - Bar ) and the average
value of ...
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Track No | 2 |
93 | 12 |
otal Quality in Management Decision Making | 97 |
Copyright | |
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achieve activities alternative analysis application approach areas average become carrier characteristics chart communication competitive complex considered continuous corporate correction cost create criteria critical decision defined determine effect Engineering environment error established evaluation example existing expectations experience factors Figure firms function global goals identified implementation important improvement increased individual industry innovative integrated internal involved knowledge learning manufacturing means measurement meet methods needs objectives operations organization organizational output performance phase planning position possible potential practice presented probability problem relationships reported requirements responsibility Review risk role selection share specific stage standard strategy structure style success Table tasks technical transport unit University