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Analytical AARs are formal documents intended to serve as aids to performance evaluation and improvement, by registering situation–response interactions, analyzing critical procedures, determining their effectiveness and efficiency, and proposing adjustments and recommendations.
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.
These events are usually used to create the after action review/improvement plan. Hotwash is a term picked up in recent years by the Emergency Preparedness Community, likely as a result of Homeland Security and other government agencies' involvement in disaster planning.
Performance improvement plans, common at large companies, are a way to formally tell workers they need to improve, and being put on a PIP is commonly understood as a step toward termination.
Improvement plan may refer to: Performance improvement planning; Service Improvement Plan, a program to provide a basic telephone service to most Canadians; Capital improvement plan; Process improvement plan in Six Sigma
Business performance management (BPM) (also known as corporate performance management (CPM) [2] enterprise performance management (EPM), [3] [4] organizational performance management, or performance management) is a management approach which encompasses a set of processes and analytical tools to ensure that an organization's activities and output are aligned with its goals.
The plan–do–check–act cycle. PDCA or plan–do–check–act (sometimes called plan–do–check–adjust) is an iterative design and management method used in business for the control and continual improvement of processes and products. [1] It is also known as the Shewhart cycle, or the control circle/cycle.
Reengineering assumes that the factor that limits an organization's performance is the ineffectiveness of its processes (which may or may not be true) and offers no means of validating that assumption. Reengineering assumes the need to start the process of performance improvement with a "clean slate," i.e. totally disregard the status quo.