IEEE International Engineering Management ConferenceIEEE, 1998 |
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Pagina 143
... Measures How Do We Look to Shareholders ? What Must We Excel At ? Internal Business Process Objectives Measures Objectives VISION AND STRATEGY Innovation and Learning Objectives Measures Measures Can We Continue to Improve and Create ...
... Measures How Do We Look to Shareholders ? What Must We Excel At ? Internal Business Process Objectives Measures Objectives VISION AND STRATEGY Innovation and Learning Objectives Measures Measures Can We Continue to Improve and Create ...
Pagina 234
the fault lies in poor measures of satisfaction . The extracted factors seem at least on loose interpreta- tion -- to make some sense . -- Table 3 shows the relationships between the satisfaction measures and the 12 service quality ...
the fault lies in poor measures of satisfaction . The extracted factors seem at least on loose interpreta- tion -- to make some sense . -- Table 3 shows the relationships between the satisfaction measures and the 12 service quality ...
Pagina 251
... measures of past performance with measures of the drivers of future performance o objectives and measures are directly derivable from the enterprise's vision and strategy o the scorecard is able to serve as a Strategic Planning System ...
... measures of past performance with measures of the drivers of future performance o objectives and measures are directly derivable from the enterprise's vision and strategy o the scorecard is able to serve as a Strategic Planning System ...
Inhoudsopgave
STRATEGIC MANAGEMENT OF TECHNOLOGY | 1 |
Multisensor Optoelectronics System | 15 |
Animation of a Job Shop Scheduling Process | 28 |
Copyright | |
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activities analysis application approach areas automation Balanced Scorecard benefits capabilities Cellular Manufacturing client communication companies competitive complex cost cycle cyclical software development data mart database decision defined development process economic effective employees Engineering enterprise environment evaluation example expected Expert Systems factors Fat Clients firms focus function Geographic Information Systems global goals identified impact implementation important improve increase industry information system integration interaction internal issues kenaf knowledge manufacturing methodology Object OOBIS operations organization organizational output paper parameters performance phase planning problems product development Project Management psychological contract radical innovation Re-Design Rensselaer Polytechnic Institute requirements role schedule sharing specific stage strategy structure success system supplier task TCAD team members technical Thin Clients value network variables Waterfall Model