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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:
A quality circle is a small group of workers that work in the same area or do similar sorts of work and meet once a week for an hour to identify, analyse, and resolve work-related issues. The objective is to improve the quality, productivity, and overall performance of the company, as well as the workers' quality of life at work.
Example: If a worker performs well but at certain times loves telling jokes, but the supervisor dislikes jokes, the supervisor might give the employee a lower rating in all other areas of work. Sometimes it happens when they do not have a close relationship and manager does not like the employee. Solution: Is the same as in the halo effect.
"Total Quality Management (TQM) in the Department of Defense is a strategy for continuously improving performance at every level, and in all areas of responsibility. It combines fundamental management techniques, existing improvement efforts, and specialized technical tools under a disciplined structure focused on continuously improving all ...
Furthermore, managers should get an idea of the situation on site, for example a production process, and not make decisions from afar. The W questions are used in a wide variety of areas, for example when analyzing texts, [8] as an aid in defining projects [9] as well as in work analysis [10] and, as a result, in defining work content.
Reengineering guidance and relationship of mission and work processes to information technology. Business process re-engineering (BPR) is a comprehensive approach to redesigning and optimizing organizational processes to improve efficiency, effectiveness, and adaptability.
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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.