IEEE International Engineering Management ConferenceIEEE, 1994 |
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Pagina 214
... evaluation of each project to determine the final score of them . 9. Decision for each project and allocate resources according to their prioritization level . This process can be formulated as follows : Kr Program r's subjects ...
... evaluation of each project to determine the final score of them . 9. Decision for each project and allocate resources according to their prioritization level . This process can be formulated as follows : Kr Program r's subjects ...
Pagina 216
... evaluation and prioritization criteria are determined under four main factors . Each criterion has its descriptive sub critera . Resultant the evaluation factors and the related sub criteria are listed at Table - 2 . Table - 2 ...
... evaluation and prioritization criteria are determined under four main factors . Each criterion has its descriptive sub critera . Resultant the evaluation factors and the related sub criteria are listed at Table - 2 . Table - 2 ...
Pagina 303
... evaluation programs which re- quire carriers to continuously improve their performance . As shippers form long - term alliances with the carriers able to provide value - added service , the selected carriers be- come an integral part of ...
... evaluation programs which re- quire carriers to continuously improve their performance . As shippers form long - term alliances with the carriers able to provide value - added service , the selected carriers be- come an integral part of ...
Inhoudsopgave
Implementation | 2 |
Al Connelly Connelly Associates International | 13 |
Total Quality in Management Decision Making | 93 |
Copyright | |
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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