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Performance is a measure of the results achieved. Performance efficiency is the ratio between effort expended and results achieved. The difference between current performance and the theoretical performance limit is the performance improvement zone. Another way to think of performance improvement is to see it as improvement in four potential areas:
Strategic implementation is a very well thought out plan of implementation that is the opposite to incrementalism. Although the plan involved with the strategic implementation might work incrementally it has set objectives at set times with little to no intention of muddling through the process.
The plan–do–check–act cycle is an example of a continual improvement process. The PDCA (plan, do, check, act) or (plan, do, check, adjust) cycle supports continuous improvement and kaizen. It provides a process for improvement which can be used since the early design (planning) stage of any process, system, product or service.
Normalcy bias, a form of cognitive dissonance, is the refusal to plan for, or react to, a disaster which has never happened before. Effort justification is a person's tendency to attribute greater value to an outcome if they had to put effort into achieving it. This can result in more value being applied to an outcome than it actually has.
Any strong Pareto improvement is also a weak Pareto improvement. The opposite is not true; for example, consider a resource allocation problem with two resources, which Alice values at {10, 0}, and George values at {5, 5}. Consider the allocation giving all resources to Alice, where the utility profile is (10, 0):
Kaizen (Japanese: 改善, "improvement") is a concept referring to business activities that continuously improve all functions and involve all employees from the CEO to the assembly line workers. Kaizen also applies to processes, such as purchasing and logistics , that cross organizational boundaries into the supply chain . [ 1 ]
It is important to acknowledge and evaluate all ideas in order to make all participants feel that they are a part of this important and crucial process. The results of these meetings will help formulate the basic plan for the project. This plan includes the following: identifying specific problem areas, solidifying particular goals, and
While forecasting involves predicting the future based on current trend analysis, backcasting approaches the challenge of discussing the future from the opposite direction; it is "a method in which the future desired conditions are envisioned and steps are then defined to attain those conditions, rather than taking steps that are merely a ...