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Pagina 36
It may ultimately mean a decrease in billable hours because the clients don ' t
see a firm meeting their changing needs . ... This changing environment for
clients means a changing environment for their engineering firms whether they
are ...
It may ultimately mean a decrease in billable hours because the clients don ' t
see a firm meeting their changing needs . ... This changing environment for
clients means a changing environment for their engineering firms whether they
are ...
Pagina 183
The purpose here is to allow the Facilitator to get a feel for the project and to
develop some straw horse definitions , concepts and a first pass of a description
of what it means to be done . " What It " Analysis Realistic " What if " Analysis
makes ...
The purpose here is to allow the Facilitator to get a feel for the project and to
develop some straw horse definitions , concepts and a first pass of a description
of what it means to be done . " What It " Analysis Realistic " What if " Analysis
makes ...
Pagina 310
... strategic compatibility , which means that tight , long - term relationships should
be established with them , ( II ) the carriers positioned in this quadrant cannot
provide the required service but are strategically compatible which means that
the ...
... strategic compatibility , which means that tight , long - term relationships should
be established with them , ( II ) the carriers positioned in this quadrant cannot
provide the required service but are strategically compatible which means that
the ...
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Inhoudsopgave
Track No | 2 |
93 | 12 |
otal Quality in Management Decision Making | 97 |
Copyright | |
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Veelvoorkomende woorden en zinsdelen
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