IEEE International Engineering Management ConferenceIEEE, 1994 |
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Pagina 72
... positive and negative . Since the negative results outweighed the positive in this example , the company shall be referred to as Company Z. Introduction This case study looks at Process Improvement , Employee Involvement in Decisions ...
... positive and negative . Since the negative results outweighed the positive in this example , the company shall be referred to as Company Z. Introduction This case study looks at Process Improvement , Employee Involvement in Decisions ...
Pagina 193
... positive outcomes are less likely than mildly positive outcomes . 12 ) Feople tend to believe that highly negative cutcomes are less likely than mildly negative cutcomes . These biases explain , in part , why people do not always make ...
... positive outcomes are less likely than mildly positive outcomes . 12 ) Feople tend to believe that highly negative cutcomes are less likely than mildly negative cutcomes . These biases explain , in part , why people do not always make ...
Pagina 223
... positive regression coefficient ( B = 0.70 ) , project process performance ( including controlling cost ; satisfaction of all participants ; and , in line with organizational culture ) is most effectively accomplished through the ...
... positive regression coefficient ( B = 0.70 ) , project process performance ( including controlling cost ; satisfaction of all participants ; and , in line with organizational culture ) is most effectively accomplished through the ...
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