IEEE International Engineering Management ConferenceIEEE, 1994 |
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Pagina 219
... improvement project still remains invisible to a great deal of companies involved in the continuous quality improvement initiatives . It takes more than accepted basics of management by fact , teamwork , and problem solving skills to ...
... improvement project still remains invisible to a great deal of companies involved in the continuous quality improvement initiatives . It takes more than accepted basics of management by fact , teamwork , and problem solving skills to ...
Pagina 221
... improvement projects were obtained by asking respondents about the team - line management relationships . Results are reported in Figure4 . Overall taken , the key to successful continuous improvement projects rests with teams ...
... improvement projects were obtained by asking respondents about the team - line management relationships . Results are reported in Figure4 . Overall taken , the key to successful continuous improvement projects rests with teams ...
Pagina 224
... improvement project . This includes problem definition and analysis , project planning and cause analysis , coordination of counter measures , results evaluation and standardization effort . Interpersonal Skills . Use interpersonal ...
... improvement project . This includes problem definition and analysis , project planning and cause analysis , coordination of counter measures , results evaluation and standardization effort . Interpersonal Skills . Use interpersonal ...
Inhoudsopgave
Implementation | 2 |
Al Connelly Connelly Associates International | 13 |
Total Quality in Management Decision Making | 93 |
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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