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Results for: 12.4.1.14 Identify resources and develop measures (x)
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Establish Structures and Resources to Reach Your Quality Goals

Quality measurement programs need strong governance to make a lasting contribution to the organization.

Type: Best Practices and Business Drivers  Topics: Quality Control, Business Excellence, Quality, Measurement, Measurement, Quality Assessment, Quality Measurement, Organization Structures, Organization and Management  Processes: 1.1.3.2 Create baselines for current processes, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.1.3.3 Analyze systems and technology, 12.1.1.1 Establish performance measures, 12.1 Create and manage organizational performance strategy, 12.1.1 Create enterprise measurement systems model, 12.1.1.2 Establish performance monitoring frequency, 12.1.1.3 Set performance targets, 12.2.1 Conduct performance assessments, 12.0 Manage Knowledge, Improvement, and Change, 12.2 Benchmark performance, 12.4.1.14 Identify resources and develop measures, 12.4 Manage change, 12.4.1 Plan for change  Industry: Computers, Construction, Electronics, Machinery, Machinery Equipment, Mining, Non-Profit, Research Organization, Semiconductors 
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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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Funding for Business Process Management

Learn how best-practice organizations allocate funds to business process management (BPM).

Type: Best Practices and Business Drivers  Topics: Business Process Management (BPM), Business Excellence, Process, Budgeting, Finance and Accounting, Planning, budgeting, and forecasting  Processes: 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.4.2.8 Identify budget/roles, 12.4 Manage change, 12.4.2 Design the change, 8.1.1 Perform planning/budgeting/forecasting, 8.0 Manage Financial Resources, 8.1 Perform planning and management accounting, 12.4.1.14 Identify resources and develop measures, 12.4.1 Plan for change  Industry: Aerospace, Chemicals, Food/Beverage/Restaurant, Machinery, Machinery Equipment, Waste Management/Environmental 
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Why Newell Rubbermaid Did Not Use External Consultants to Implement Sales and Operations Planning

Andrew Downard, director of supply chain at Newell Rubbermaid, explains why the organization chose to use its own internal employees to adapt and implement sales and operations planning (S&OP) rather than hiring ...

Type: Presentations  Topics: Business Transformation, Business Excellence, Process, Employee Training & Development, Human Capital Management, Sales and Operations Planning, Supply Chain Management, Supply Chain Planning, Teams, Organization and Management, Project Management  Processes: 4.0 Deliver Products and Services, 1.3 Manage strategic initiatives, 1.0 Develop Vision and Strategy, 4.1.1 Develop production and materials strategies, 4.1 Plan for and acquire necessary resources (Supply Chain Planning), 4.1.2 Manage demand for products and services, 4.5 Manage logistics and warehousing, 12.4.1.14 Identify resources and develop measures, 12.4 Manage change, 12.4.1 Plan for change  Industry: Consumer Products/Packaged Goods, Durable Goods, Rubber & Plastics 
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How Newell Rubbermaid Aggregates Its Sales and Operations Planning Assessment Data

Andrew Downard, director of supply chain at Newell Rubbermaid, explains the calculations used by the organization to get a holistic view of sales and operations planning (S&OP) performance based on quantitative ...

Type: Presentations  Topics: Performance Measurement, Business Excellence, Measurement, Process Measures, Sales and Operations Planning, Supply Chain Management, Supply Chain Planning, Measurement, Data Management, Knowledge and Information Management, Information Management  Processes: 4.0 Deliver Products and Services, 12.1.1 Create enterprise measurement systems model, 12.0 Manage Knowledge, Improvement, and Change, 12.1 Create and manage organizational performance strategy, 12.4.2.6 Establish metrics, 12.4 Manage change, 12.4.2 Design the change, 4.1.1 Develop production and materials strategies, 4.1 Plan for and acquire necessary resources (Supply Chain Planning), 4.1.2 Manage demand for products and services, 4.5 Manage logistics and warehousing, 7.4.4 Perform enterprise data and content management, 7.0 Manage Information Technology, 7.4 Manage enterprise information, 12.4.1.14 Identify resources and develop measures, 12.4.1 Plan for change  Industry: Consumer Products/Packaged Goods, Durable Goods, Rubber & Plastics 
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Newell Rubbermaid’s Sales and Operations Planning Assessments and Action Plans

Andrew Downard, director of supply chain at Newell Rubbermaid, explains the organization’s sales and operations planning (S&OP) assessment process, including how action plans are developed and executed according ...

Type: Presentations  Topics: Maturity Assessment, Business Excellence, Measurement, Sales and Operations Planning, Supply Chain Management, Supply Chain Planning, Measurement, Project Management, Organization and Management  Processes: 4.0 Deliver Products and Services, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.1.1 Create enterprise measurement systems model, 12.4 Manage change, 12.4.2.6 Establish metrics, 12.4.2 Design the change, 4.1.1 Develop production and materials strategies, 4.1 Plan for and acquire necessary resources (Supply Chain Planning), 4.1.2 Manage demand for products and services, 4.5 Manage logistics and warehousing, 12.4.1.14 Identify resources and develop measures, 12.4.1 Plan for change  Industry: Consumer Products/Packaged Goods, Durable Goods, Rubber & Plastics 
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Project Leader Characteristics and Development

This article describes what organizations should look for in potential project leaders and how this talent can be developed, based on research from the Institute for Healthcare Improvement (IHI).

Type: Articles and White Papers  Topics: Business Excellence, Continuous Improvement, Process, Employee Training & Development, Human Capital Management, Teams, Organization and Management, Project Management, Leadership Development  Processes: 1.3 Manage strategic initiatives, 1.0 Develop Vision and Strategy, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.4 Manage change, 12.4.3 Implement change, 6.3.5 Develop and train employees, 6.0 Develop and Manage Human Capital, 6.3 Develop and counsel employees, 12.4.1.14 Identify resources and develop measures, 12.4.1 Plan for change  Industry: Healthcare 
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Deploying Appropriate Resources to Achieve System-level Improvement Goals

This article explains how to deploy resources, particularly personnel, to improvement projects.

Type: Best Practices and Business Drivers  Topics: Business Excellence, Continuous Improvement, Process, Employee Training & Development, Human Capital Management, Teams, Organization and Management, Leadership Development  Processes: 1.3 Manage strategic initiatives, 1.0 Develop Vision and Strategy, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.4 Manage change, 12.4.3 Implement change, 6.3.5 Develop and train employees, 6.0 Develop and Manage Human Capital, 6.3 Develop and counsel employees, 12.4.1.14 Identify resources and develop measures, 12.4.1 Plan for change  Industry: Healthcare 
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Managing Change Requires Dedicated Resources

Organizations must ensure that their change efforts are adequately staffed with the appropriate individuals.

Type: Best Practices and Business Drivers  Topics: Business Excellence, Change Management, Organization and Management, Recruiting and Staffing, Human Capital Management, Project Management  Processes: 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.4 Manage change, 12.4.1 Plan for change, 12.4.2 Design the change, 6.1.2 Develop and implement human resources plans, 6.0 Develop and Manage Human Capital, 6.1 Develop and manage human resources (HR) planning, policies, and strategies, 12.4.1.14 Identify resources and develop measures  Industry: Computers, Financial Services/Banking, Government/Military, Transportation/Freight Carriers 
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