IEEE International Engineering Management ConferenceIEEE, 1994 |
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Pagina 219
... practices in the most effective projects are discussed . Second , project performance criteria are evaluated . Third , the relationship between project performance and project management practices is analyzed . Fourth , the criteria for ...
... practices in the most effective projects are discussed . Second , project performance criteria are evaluated . Third , the relationship between project performance and project management practices is analyzed . Fourth , the criteria for ...
Pagina 220
... practices in the most successful continuous improvement projects are reported in bar chart format in Figure 2 . Audits by Management 0 1 2 3 Figure 2 Control Practices Used in the Most Successful Continuous Improvement Projects The most ...
... practices in the most successful continuous improvement projects are reported in bar chart format in Figure 2 . Audits by Management 0 1 2 3 Figure 2 Control Practices Used in the Most Successful Continuous Improvement Projects The most ...
Pagina 222
... PRACTICES AND PROJECT PERFORMANCE The findings so far report about management practices used in continuous improvement projects and project performance parameters . Quality managers appear to believe that these management practices ...
... PRACTICES AND PROJECT PERFORMANCE The findings so far report about management practices used in continuous improvement projects and project performance parameters . Quality managers appear to believe that these management practices ...
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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