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Pagina 214
[ 9 ] r = 1 , . . . , t ( number of programs at ARP ) v = 1 to 7 ( Table 1 criteria list
which is defined for upper management evaluation ) Su = Score which is given
by Upper management for criterion u . S , = Weight of criterion u . Kr is being used
as a ...
[ 9 ] r = 1 , . . . , t ( number of programs at ARP ) v = 1 to 7 ( Table 1 criteria list
which is defined for upper management evaluation ) Su = Score which is given
by Upper management for criterion u . S , = Weight of criterion u . Kr is being used
as a ...
Pagina 216
All criteria are scaled on 1 to 5 ( 1 is the lowest and 5 is the highest score ) and
each point is defined according to content of criteria . support the company image
and for this reason , this is used to be a criterion . As it can be seen , almost all ...
All criteria are scaled on 1 to 5 ( 1 is the lowest and 5 is the highest score ) and
each point is defined according to content of criteria . support the company image
and for this reason , this is used to be a criterion . As it can be seen , almost all ...
Pagina 275
After the Criterion of relativity is excluded this model becomes the base model of
AHPMIDH . We name this base ... In this light established are criteria of
economics , region , relativity and system which are all for identifying the KI . In
China the ...
After the Criterion of relativity is excluded this model becomes the base model of
AHPMIDH . We name this base ... In this light established are criteria of
economics , region , relativity and system which are all for identifying the KI . In
China the ...
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Inhoudsopgave
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