IEEE International Engineering Management ConferenceIEEE, 1994 |
Vanuit het boek
Resultaten 1-3 van 84
Pagina 177
... Create a realistic baseline for future tracking activities . Create a viscerally accepted set of Interlocking Commitments between the Team as an entity , individual contributors , and upper management . Provide an Early Warning ...
... Create a realistic baseline for future tracking activities . Create a viscerally accepted set of Interlocking Commitments between the Team as an entity , individual contributors , and upper management . Provide an Early Warning ...
Pagina 183
... create and keep track of a variety of scenarios and to quickly assess visual comparisons between the scenarios as they are created . Facilitate Inter - Project Coordination It is necessary to create Inter - Project Coordination ...
... create and keep track of a variety of scenarios and to quickly assess visual comparisons between the scenarios as they are created . Facilitate Inter - Project Coordination It is necessary to create Inter - Project Coordination ...
Pagina 184
... create a lot of energy , can allow people to relax and have fun , can help create a feeling of teamness , and can augment creativity by eliminating unnecessary constraining assumptions , beliefs , and attitudes . The People are always ...
... create a lot of energy , can allow people to relax and have fun , can help create a feeling of teamness , and can augment creativity by eliminating unnecessary constraining assumptions , beliefs , and attitudes . The People are always ...
Inhoudsopgave
Implementation | 2 |
Al Connelly Connelly Associates International | 13 |
Total Quality in Management Decision Making | 93 |
Copyright | |
24 andere gedeelten niet getoond
Overige edities - Alles bekijken
Veelvoorkomende woorden en zinsdelen
achieve activities Analytic Hierarchy Process application approach areas bisociative carrier characteristics chart communication competitive complex continuous improvement corporate cost creativity criteria database decision analysis defined effective employees Engineering Management environment evaluation factors FFRDCs Figure Finland focus functions global goals House of Quality identified IEEE implementation important increased individual industrial base innovative behavior input integrated internal leadership learning logistics manufacturing measure mentoring methodology metrics needs operations organization organizational organizational learning output performance phase planning potential problem problem-solving style product development project management Quality Function Deployment quality management quality system R&D management R&D projects relationship requirements responsibility Review risk selection specific strategic structure success systems thinking tasks technical Total Quality Management University