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Using Metrics that Drive Bottom-Line Value: An Introductory Webinar (Slides)

Learn the basics of choosing and using metrics to improve your business performance.

Type: Presentations  Topics: Performance Measurement, Business Excellence, Measurement, Process Measures, Measurement  Processes: 12.1.1.1 Establish performance measures, 12.1 Create and manage organizational performance strategy, 12.1.1 Create enterprise measurement systems model, 12.1.1.3 Set performance targets, 12.1.2 Measure process productivity, 12.0 Manage Knowledge, Improvement, and Change, 12.1.3 Measure cost effectiveness, 12.1.4 Measure staff efficiency, 12.1.5 Measure cycle time, 12.2.3.3 Measure performance against benchmarks, 12.2 Benchmark performance, 12.2.3 Conduct process benchmarking, 12.2.4.3 Measure performance against benchmarks, 12.2.4 Conduct competitive benchmarking, 12.4.1.14 Identify resources and develop measures, 12.4 Manage change, 12.4.1 Plan for change 
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Using Metrics that Drive Bottom-Line Value: An Introductory Webinar

Learn the basics of choosing and using metrics to improve your business performance.

Type: Presentations  Topics: Performance Measurement, Business Excellence, Measurement, Process Measures, Measurement  Processes: 12.1.1.1 Establish performance measures, 12.1 Create and manage organizational performance strategy, 12.1.1 Create enterprise measurement systems model, 12.1.1.3 Set performance targets, 12.1.2 Measure process productivity, 12.0 Manage Knowledge, Improvement, and Change, 12.1.3 Measure cost effectiveness, 12.1.4 Measure staff efficiency, 12.1.5 Measure cycle time, 12.2.3.3 Measure performance against benchmarks, 12.2 Benchmark performance, 12.2.3 Conduct process benchmarking, 12.2.4.3 Measure performance against benchmarks, 12.2.4 Conduct competitive benchmarking, 12.4.1.14 Identify resources and develop measures, 12.4 Manage change, 12.4.1 Plan for change 
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Using Quality Tools and Principles in K12 Education: Montgomery County Public Schools' Success for Every Student Initiative

Any large organization considering a process-based approach to improvement has a lot at stake. Imagine if your organization was one of the largest school districts in the United States.

Type: Presentations  Topics: Business Process Management (BPM), Business Excellence, Process, Continuous Improvement, Local/State/National Quality Awards, Quality, Performance Measurement, Measurement, Process Measures, Measurement, Quality Measurement, Process Management  Processes: 12.4.1.1 Select process improvement methodology, 12.4 Manage change, 12.4.1 Plan for change, 12.1.1.1 Establish performance measures, 12.1 Create and manage organizational performance strategy, 12.1.1 Create enterprise measurement systems model, 12.1.1.3 Set performance targets, 12.1.2 Measure process productivity, 12.0 Manage Knowledge, Improvement, and Change, 12.1.3 Measure cost effectiveness, 12.1.4 Measure staff efficiency, 12.2.3.3 Measure performance against benchmarks, 12.2 Benchmark performance, 12.2.3 Conduct process benchmarking, 12.2.5 Conduct gap analysis to understand need for change and degree needed, 12.4.3.2 Reengineer business processes and systems, 12.4.3 Implement change, 12.4.4.1 Monitor improved process performance, 12.4.4 Sustain improvement  Industry: Education (K-12) 
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Using Process Frameworks and Reference Models to Get Real Work Done (Best Practices Report)

The larger an organization grows, the more difficult it is to align all of its moving parts and ensure that everyone is working toward the same strategic objectives.

Type: Reports and Books  Topics: Business Process Management (BPM), Business Excellence, Process, Continuous Improvement, Lean, Quality, Measurement Frameworks, Measurement, Process Measures, Process Design, Process Management, Organization Structures, Organization and Management  Processes: 1.1.3 Perform internal analysis, 1.0 Develop Vision and Strategy, 1.1 Define the business concept and long-term vision, 1.2.4 Coordinate and align functional and process strategies, 1.2 Develop business strategy, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.1.1 Create enterprise measurement systems model  Industry: Computers, Electronics, Energy and Utility, Financial Services/Banking, Insurance, Petroleum/Oil/Gas, Printing & Publishing, Service (General), Software, Transportation/Freight Carriers 
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Using Process Frameworks and Reference Models to Get Real Work Done - Cisco Systems Case Study

An increasing number of organizations are applying process frameworks and reference models in their businesses in order to cope with growth, new markets, and complex organizational structures.

Type: Case Studies  Topics: Business Process Management (BPM), Business Excellence, Process, Continuous Improvement, Measurement Frameworks, Measurement, Process Measures, Process Design, Process Management, Organization Structures, Organization and Management  Processes: 1.1.3 Perform internal analysis, 1.0 Develop Vision and Strategy, 1.1 Define the business concept and long-term vision, 1.2.4 Coordinate and align functional and process strategies, 1.2 Develop business strategy, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.1.1 Create enterprise measurement systems model  Industry: Computers, Electronics, Service (General), Software 
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Using Process Frameworks and Reference Models to Get Real Work Done: Study Overview

The larger an organization grows, the more difficult it is to align all of its moving parts and ensure that everyone is working toward the same strategic objectives.

Type: Best Practices and Business Drivers  Topics: Business Process Management (BPM), Business Excellence, Process, Continuous Improvement, Measurement Frameworks, Measurement, Process Measures, Process Design, Process Management, Organization Structures, Organization and Management  Processes: 1.1.3 Perform internal analysis, 1.0 Develop Vision and Strategy, 1.1 Define the business concept and long-term vision, 1.2.4 Coordinate and align functional and process strategies, 1.2 Develop business strategy, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.1.1 Create enterprise measurement systems model  Industry: Computers, Electronics, Energy and Utility, Financial Services/Banking, Insurance, Petroleum/Oil/Gas, Printing & Publishing, Service (General), Software, Transportation/Freight Carriers 
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Using Process Frameworks and Reference Models to Get Real Work Done - ING Life Japan Case Study

An increasing number of organizations are applying process frameworks and reference models in their businesses in order to cope with growth, new markets, and complex organizational structures.

Type: Case Studies  Topics: Business Process Management (BPM), Business Excellence, Process, Continuous Improvement, Measurement Frameworks, Measurement, Process Measures, Process Design, Process Management, Organization Structures, Organization and Management  Processes: 1.1.3 Perform internal analysis, 1.0 Develop Vision and Strategy, 1.1 Define the business concept and long-term vision, 1.2.4 Coordinate and align functional and process strategies, 1.2 Develop business strategy, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.1.1 Create enterprise measurement systems model  Industry: Computers, Electronics, Service (General), Software 
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Using Process Frameworks and Reference Models to Get Real Work Done - Pitney Bowes Case Study

An increasing number of organizations are applying process frameworks and reference models in their businesses in order to cope with growth, new markets, and complex organizational structures.

Type: Case Studies  Topics: Business Process Management (BPM), Business Excellence, Process, Continuous Improvement, Measurement Frameworks, Measurement, Process Measures, Process Design, Process Management, Organization Structures, Organization and Management  Processes: 1.1.3 Perform internal analysis, 1.0 Develop Vision and Strategy, 1.1 Define the business concept and long-term vision, 1.2.4 Coordinate and align functional and process strategies, 1.2 Develop business strategy, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.1.1 Create enterprise measurement systems model  Industry: Electronics, Printing & Publishing, Service (General), Software 
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Using Process Frameworks and Reference Models to Get Real Work Done - UPS Case Study

An increasing number of organizations are applying process frameworks and reference models in their businesses in order to cope with growth, new markets, and complex organizational structures.

Type: Case Studies  Topics: Business Process Management (BPM), Business Excellence, Process, Continuous Improvement, Measurement Frameworks, Measurement, Process Measures, Process Design, Process Management, Organization Structures, Organization and Management  Processes: 1.1.3 Perform internal analysis, 1.0 Develop Vision and Strategy, 1.1 Define the business concept and long-term vision, 1.2.4 Coordinate and align functional and process strategies, 1.2 Develop business strategy, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.1.1 Create enterprise measurement systems model  Industry: Transportation/Freight Carriers 
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Using Process Frameworks and Reference Models to Get Real Work Done - The Williams Companies Case Study

An increasing number of organizations are applying process frameworks and reference models in their businesses in order to cope with growth, new markets, and complex organizational structures.

Type: Case Studies  Topics: Business Process Management (BPM), Business Excellence, Process, Continuous Improvement, Measurement Frameworks, Measurement, Process Measures, Process Design, Process Management, Organization Structures, Organization and Management  Processes: 1.1.3 Perform internal analysis, 1.0 Develop Vision and Strategy, 1.1 Define the business concept and long-term vision, 1.2.4 Coordinate and align functional and process strategies, 1.2 Develop business strategy, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.1.1 Create enterprise measurement systems model  Industry: Energy and Utility, Petroleum/Oil/Gas 
  • Relevance: 58%
  • Member Price: FREE
  • Nonmember Price: $50.00
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