Progress in performance management: industry insights and case studies on principles, application tools, and practice
This book provides a holistic and pragmatic approach to performance management throughout the business value chain, and demonstrates the optimal design and use of performance management in order to achieve competitive advantage. A wealth of best practices, case studies and real-world examples are us...
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Cham, Switzerland
Springer
[2019]
|
| Schriftenreihe: | Management for professionals
|
| Schlagworte: | |
| Online-Zugang: | FHD01 |
| Zusammenfassung: | This book provides a holistic and pragmatic approach to performance management throughout the business value chain, and demonstrates the optimal design and use of performance management in order to achieve competitive advantage. A wealth of best practices, case studies and real-world examples are used to reveal the diversity of performance measurement methods, methodologies and principles in practice. Readers will gain comprehensive insights into the status quo of performance management, including primary functions such as supply, operations and sales, and secondary functions like finance, human resources, and information systems. Focusing on 'best-in-class performance excellence, the book offers the ideal guide for any organization pursuing competitive advantages across all corporate functions and focusing on value-adding activities |
| Beschreibung: | 1 Online-Ressource (xxviii, 179 Seiten) |
| ISBN: | 9783030205348 |
Internformat
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| 245 | 1 | 0 | |a Progress in performance management |b industry insights and case studies on principles, application tools, and practice |c Marc Helmold, Warda Samara |
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| 300 | |a 1 Online-Ressource (xxviii, 179 Seiten) | ||
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| 490 | 0 | |a Management for professionals | |
| 505 | 8 | |a Intro; About the Book; Acknowledgements; Contents; About the Authors; List of Figures; List of Tables; List of Acronyms and Abbreviations; 1: Performance Management (PM) Over the Entire Value Chain; 1.1 PM Definition; 1.2 PM Excellence; 1.3 PM in the Value Chain; 1.4 The QCDT-Plus Alpha Concept in Performance Management; 1.4.1 Quality Objectives; 1.4.2 Cost Objectives; 1.4.3 Delivery Objectives; 1.4.4 Technology Objectives; 1.4.5 Alpha Objectives; 1.5 Performance Management in the International Context; 1.6 Case Study: PM Audit of the Berliner Verkehrsgesellschaft (BVG); References | |
| 505 | 8 | |a 2: PM as Integral Part of the Corporate Strategy2.1 Definition of Strategic Management; 2.2 Strategic Triangle; 2.3 Strategic Analysis; 2.4 Strategic Choice; 2.5 Strategic Implementation; 2.5.1 Assessment of Suitability, Acceptability and Feasibility; 2.5.2 Suitability; 2.5.3 Acceptability; 2.5.4 Feasibility; 2.6 Strategic Pyramid; 2.6.1 Mission and Vision; 2.6.2 Goals and Objectives; 2.6.3 Core Competencies; 2.6.4 Strategies; 2.6.5 Strategic Architecture and Infrastructure; 2.6.6 Control and Execution (Actual Versus Plan); 2.7 Strategies Must Focus on Performance | |
| 505 | 8 | |a 2.8 Case Study: Siemens StrategyReferences; 3: Excellence in PM; 3.1 Quantitative and Qualitative Performance Indicators; 3.1.1 Quantitative Research; 3.1.2 Qualitative Research; 3.2 Definition of Key Performance Indicators; 3.3 Definition of Objective Key Results; 3.4 Case Study: Quantitative and Qualitative Data in Bombardier; References; 4: PM in the Upstream Value Chain; 4.1 PM in the Upstream Value Chain; 4.2 Concentration on Core Competencies; 4.3 Phases in Supply Management; 4.4 PM in the Upstream Value Chain: Supply Networks; 4.4.1 Raw Material Suppliers | |
| 505 | 8 | |a 4.4.2 Components and Parts Suppliers4.4.3 Systems Suppliers; 4.4.4 Integrated and Keiretsu Suppliers; 4.4.5 Supplier and Commodity Segmentation; 4.5 Strategic PM in the Upstream Value Chain; 4.5.1 Strategic Supplier Management and Segmentation; 4.5.2 Value and Competitive Advantage of Supplier Networks; 4.6 Supply Management Process; 4.7 Case Study: Supply Blockchains at Mercedes-Benz; References; 5: PM in Operations; 5.1 Definition of Operations Management; 5.2 Optimizing Performance Through Lean Production; 5.2.1 Value Adding Activities and Waste; 5.2.2 Ishikawa Diagramme to Identify Waste | |
| 505 | 8 | |a 5.2.3 Advantages and Disadvantages5.2.4 5S-System; 5.3 Seven Types of Waste in Operations; 5.3.1 Transportation; 5.3.2 Inventory; 5.3.3 Motion; 5.3.4 Waiting; 5.3.5 Overproduction; 5.3.6 Over-Processing; 5.3.7 Defects; 5.4 Principles of a Just-in-Time Production System; 5.4.1 Zero-Defect Principle; 5.4.2 Pull Principle; 5.4.3 Flow Principle; 5.4.4 Tact Principle; 5.5 Innovation Versus Kaizen; 5.6 Andon; 5.7 Poka Yoke; 5.8 Gemba; 5.9 Shadow Boards; 5.10 Health, Safety and Environment; 5.11 Case Study: Porsche Using Lean Principles; References; 6: PM in the Downstream Value Chain | |
| 520 | |a This book provides a holistic and pragmatic approach to performance management throughout the business value chain, and demonstrates the optimal design and use of performance management in order to achieve competitive advantage. A wealth of best practices, case studies and real-world examples are used to reveal the diversity of performance measurement methods, methodologies and principles in practice. Readers will gain comprehensive insights into the status quo of performance management, including primary functions such as supply, operations and sales, and secondary functions like finance, human resources, and information systems. Focusing on 'best-in-class performance excellence, the book offers the ideal guide for any organization pursuing competitive advantages across all corporate functions and focusing on value-adding activities | ||
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Datensatz im Suchindex
| _version_ | 1804180368736124929 |
|---|---|
| any_adam_object | |
| author | Helmold, Marc 1969- Samara, Warda |
| author_GND | (DE-588)140317317 |
| author_facet | Helmold, Marc 1969- Samara, Warda |
| author_role | aut aut |
| author_sort | Helmold, Marc 1969- |
| author_variant | m h mh w s ws |
| building | Verbundindex |
| bvnumber | BV046080604 |
| classification_rvk | QP 340 |
| collection | ZDB-30-PQE |
| contents | Intro; About the Book; Acknowledgements; Contents; About the Authors; List of Figures; List of Tables; List of Acronyms and Abbreviations; 1: Performance Management (PM) Over the Entire Value Chain; 1.1 PM Definition; 1.2 PM Excellence; 1.3 PM in the Value Chain; 1.4 The QCDT-Plus Alpha Concept in Performance Management; 1.4.1 Quality Objectives; 1.4.2 Cost Objectives; 1.4.3 Delivery Objectives; 1.4.4 Technology Objectives; 1.4.5 Alpha Objectives; 1.5 Performance Management in the International Context; 1.6 Case Study: PM Audit of the Berliner Verkehrsgesellschaft (BVG); References 2: PM as Integral Part of the Corporate Strategy2.1 Definition of Strategic Management; 2.2 Strategic Triangle; 2.3 Strategic Analysis; 2.4 Strategic Choice; 2.5 Strategic Implementation; 2.5.1 Assessment of Suitability, Acceptability and Feasibility; 2.5.2 Suitability; 2.5.3 Acceptability; 2.5.4 Feasibility; 2.6 Strategic Pyramid; 2.6.1 Mission and Vision; 2.6.2 Goals and Objectives; 2.6.3 Core Competencies; 2.6.4 Strategies; 2.6.5 Strategic Architecture and Infrastructure; 2.6.6 Control and Execution (Actual Versus Plan); 2.7 Strategies Must Focus on Performance 2.8 Case Study: Siemens StrategyReferences; 3: Excellence in PM; 3.1 Quantitative and Qualitative Performance Indicators; 3.1.1 Quantitative Research; 3.1.2 Qualitative Research; 3.2 Definition of Key Performance Indicators; 3.3 Definition of Objective Key Results; 3.4 Case Study: Quantitative and Qualitative Data in Bombardier; References; 4: PM in the Upstream Value Chain; 4.1 PM in the Upstream Value Chain; 4.2 Concentration on Core Competencies; 4.3 Phases in Supply Management; 4.4 PM in the Upstream Value Chain: Supply Networks; 4.4.1 Raw Material Suppliers 4.4.2 Components and Parts Suppliers4.4.3 Systems Suppliers; 4.4.4 Integrated and Keiretsu Suppliers; 4.4.5 Supplier and Commodity Segmentation; 4.5 Strategic PM in the Upstream Value Chain; 4.5.1 Strategic Supplier Management and Segmentation; 4.5.2 Value and Competitive Advantage of Supplier Networks; 4.6 Supply Management Process; 4.7 Case Study: Supply Blockchains at Mercedes-Benz; References; 5: PM in Operations; 5.1 Definition of Operations Management; 5.2 Optimizing Performance Through Lean Production; 5.2.1 Value Adding Activities and Waste; 5.2.2 Ishikawa Diagramme to Identify Waste 5.2.3 Advantages and Disadvantages5.2.4 5S-System; 5.3 Seven Types of Waste in Operations; 5.3.1 Transportation; 5.3.2 Inventory; 5.3.3 Motion; 5.3.4 Waiting; 5.3.5 Overproduction; 5.3.6 Over-Processing; 5.3.7 Defects; 5.4 Principles of a Just-in-Time Production System; 5.4.1 Zero-Defect Principle; 5.4.2 Pull Principle; 5.4.3 Flow Principle; 5.4.4 Tact Principle; 5.5 Innovation Versus Kaizen; 5.6 Andon; 5.7 Poka Yoke; 5.8 Gemba; 5.9 Shadow Boards; 5.10 Health, Safety and Environment; 5.11 Case Study: Porsche Using Lean Principles; References; 6: PM in the Downstream Value Chain |
| ctrlnum | (OCoLC)1111895085 (DE-599)BVBBV046080604 |
| discipline | Wirtschaftswissenschaften |
| format | Electronic eBook |
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| id | DE-604.BV046080604 |
| illustrated | Not Illustrated |
| indexdate | 2024-07-10T08:34:39Z |
| institution | BVB |
| isbn | 9783030205348 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-031461717 |
| oclc_num | 1111895085 |
| open_access_boolean | |
| owner | DE-1050 |
| owner_facet | DE-1050 |
| physical | 1 Online-Ressource (xxviii, 179 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE FHD01_PQE_ Kauf |
| publishDate | 2019 |
| publishDateSearch | 2019 |
| publishDateSort | 2019 |
| publisher | Springer |
| record_format | marc |
| series2 | Management for professionals |
| spelling | Helmold, Marc 1969- Verfasser (DE-588)140317317 aut Progress in performance management industry insights and case studies on principles, application tools, and practice Marc Helmold, Warda Samara Cham, Switzerland Springer [2019] 1 Online-Ressource (xxviii, 179 Seiten) txt rdacontent c rdamedia cr rdacarrier Management for professionals Intro; About the Book; Acknowledgements; Contents; About the Authors; List of Figures; List of Tables; List of Acronyms and Abbreviations; 1: Performance Management (PM) Over the Entire Value Chain; 1.1 PM Definition; 1.2 PM Excellence; 1.3 PM in the Value Chain; 1.4 The QCDT-Plus Alpha Concept in Performance Management; 1.4.1 Quality Objectives; 1.4.2 Cost Objectives; 1.4.3 Delivery Objectives; 1.4.4 Technology Objectives; 1.4.5 Alpha Objectives; 1.5 Performance Management in the International Context; 1.6 Case Study: PM Audit of the Berliner Verkehrsgesellschaft (BVG); References 2: PM as Integral Part of the Corporate Strategy2.1 Definition of Strategic Management; 2.2 Strategic Triangle; 2.3 Strategic Analysis; 2.4 Strategic Choice; 2.5 Strategic Implementation; 2.5.1 Assessment of Suitability, Acceptability and Feasibility; 2.5.2 Suitability; 2.5.3 Acceptability; 2.5.4 Feasibility; 2.6 Strategic Pyramid; 2.6.1 Mission and Vision; 2.6.2 Goals and Objectives; 2.6.3 Core Competencies; 2.6.4 Strategies; 2.6.5 Strategic Architecture and Infrastructure; 2.6.6 Control and Execution (Actual Versus Plan); 2.7 Strategies Must Focus on Performance 2.8 Case Study: Siemens StrategyReferences; 3: Excellence in PM; 3.1 Quantitative and Qualitative Performance Indicators; 3.1.1 Quantitative Research; 3.1.2 Qualitative Research; 3.2 Definition of Key Performance Indicators; 3.3 Definition of Objective Key Results; 3.4 Case Study: Quantitative and Qualitative Data in Bombardier; References; 4: PM in the Upstream Value Chain; 4.1 PM in the Upstream Value Chain; 4.2 Concentration on Core Competencies; 4.3 Phases in Supply Management; 4.4 PM in the Upstream Value Chain: Supply Networks; 4.4.1 Raw Material Suppliers 4.4.2 Components and Parts Suppliers4.4.3 Systems Suppliers; 4.4.4 Integrated and Keiretsu Suppliers; 4.4.5 Supplier and Commodity Segmentation; 4.5 Strategic PM in the Upstream Value Chain; 4.5.1 Strategic Supplier Management and Segmentation; 4.5.2 Value and Competitive Advantage of Supplier Networks; 4.6 Supply Management Process; 4.7 Case Study: Supply Blockchains at Mercedes-Benz; References; 5: PM in Operations; 5.1 Definition of Operations Management; 5.2 Optimizing Performance Through Lean Production; 5.2.1 Value Adding Activities and Waste; 5.2.2 Ishikawa Diagramme to Identify Waste 5.2.3 Advantages and Disadvantages5.2.4 5S-System; 5.3 Seven Types of Waste in Operations; 5.3.1 Transportation; 5.3.2 Inventory; 5.3.3 Motion; 5.3.4 Waiting; 5.3.5 Overproduction; 5.3.6 Over-Processing; 5.3.7 Defects; 5.4 Principles of a Just-in-Time Production System; 5.4.1 Zero-Defect Principle; 5.4.2 Pull Principle; 5.4.3 Flow Principle; 5.4.4 Tact Principle; 5.5 Innovation Versus Kaizen; 5.6 Andon; 5.7 Poka Yoke; 5.8 Gemba; 5.9 Shadow Boards; 5.10 Health, Safety and Environment; 5.11 Case Study: Porsche Using Lean Principles; References; 6: PM in the Downstream Value Chain This book provides a holistic and pragmatic approach to performance management throughout the business value chain, and demonstrates the optimal design and use of performance management in order to achieve competitive advantage. A wealth of best practices, case studies and real-world examples are used to reveal the diversity of performance measurement methods, methodologies and principles in practice. Readers will gain comprehensive insights into the status quo of performance management, including primary functions such as supply, operations and sales, and secondary functions like finance, human resources, and information systems. Focusing on 'best-in-class performance excellence, the book offers the ideal guide for any organization pursuing competitive advantages across all corporate functions and focusing on value-adding activities Performance standards Employees / Rating of Performance Management (DE-588)7730862-1 gnd rswk-swf Performance Management (DE-588)7730862-1 s 1\p DE-604 Samara, Warda Verfasser aut Erscheint auch als Druck-Ausgabe 978-3-030-20533-1 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Helmold, Marc 1969- Samara, Warda Progress in performance management industry insights and case studies on principles, application tools, and practice Intro; About the Book; Acknowledgements; Contents; About the Authors; List of Figures; List of Tables; List of Acronyms and Abbreviations; 1: Performance Management (PM) Over the Entire Value Chain; 1.1 PM Definition; 1.2 PM Excellence; 1.3 PM in the Value Chain; 1.4 The QCDT-Plus Alpha Concept in Performance Management; 1.4.1 Quality Objectives; 1.4.2 Cost Objectives; 1.4.3 Delivery Objectives; 1.4.4 Technology Objectives; 1.4.5 Alpha Objectives; 1.5 Performance Management in the International Context; 1.6 Case Study: PM Audit of the Berliner Verkehrsgesellschaft (BVG); References 2: PM as Integral Part of the Corporate Strategy2.1 Definition of Strategic Management; 2.2 Strategic Triangle; 2.3 Strategic Analysis; 2.4 Strategic Choice; 2.5 Strategic Implementation; 2.5.1 Assessment of Suitability, Acceptability and Feasibility; 2.5.2 Suitability; 2.5.3 Acceptability; 2.5.4 Feasibility; 2.6 Strategic Pyramid; 2.6.1 Mission and Vision; 2.6.2 Goals and Objectives; 2.6.3 Core Competencies; 2.6.4 Strategies; 2.6.5 Strategic Architecture and Infrastructure; 2.6.6 Control and Execution (Actual Versus Plan); 2.7 Strategies Must Focus on Performance 2.8 Case Study: Siemens StrategyReferences; 3: Excellence in PM; 3.1 Quantitative and Qualitative Performance Indicators; 3.1.1 Quantitative Research; 3.1.2 Qualitative Research; 3.2 Definition of Key Performance Indicators; 3.3 Definition of Objective Key Results; 3.4 Case Study: Quantitative and Qualitative Data in Bombardier; References; 4: PM in the Upstream Value Chain; 4.1 PM in the Upstream Value Chain; 4.2 Concentration on Core Competencies; 4.3 Phases in Supply Management; 4.4 PM in the Upstream Value Chain: Supply Networks; 4.4.1 Raw Material Suppliers 4.4.2 Components and Parts Suppliers4.4.3 Systems Suppliers; 4.4.4 Integrated and Keiretsu Suppliers; 4.4.5 Supplier and Commodity Segmentation; 4.5 Strategic PM in the Upstream Value Chain; 4.5.1 Strategic Supplier Management and Segmentation; 4.5.2 Value and Competitive Advantage of Supplier Networks; 4.6 Supply Management Process; 4.7 Case Study: Supply Blockchains at Mercedes-Benz; References; 5: PM in Operations; 5.1 Definition of Operations Management; 5.2 Optimizing Performance Through Lean Production; 5.2.1 Value Adding Activities and Waste; 5.2.2 Ishikawa Diagramme to Identify Waste 5.2.3 Advantages and Disadvantages5.2.4 5S-System; 5.3 Seven Types of Waste in Operations; 5.3.1 Transportation; 5.3.2 Inventory; 5.3.3 Motion; 5.3.4 Waiting; 5.3.5 Overproduction; 5.3.6 Over-Processing; 5.3.7 Defects; 5.4 Principles of a Just-in-Time Production System; 5.4.1 Zero-Defect Principle; 5.4.2 Pull Principle; 5.4.3 Flow Principle; 5.4.4 Tact Principle; 5.5 Innovation Versus Kaizen; 5.6 Andon; 5.7 Poka Yoke; 5.8 Gemba; 5.9 Shadow Boards; 5.10 Health, Safety and Environment; 5.11 Case Study: Porsche Using Lean Principles; References; 6: PM in the Downstream Value Chain Performance standards Employees / Rating of Performance Management (DE-588)7730862-1 gnd |
| subject_GND | (DE-588)7730862-1 |
| title | Progress in performance management industry insights and case studies on principles, application tools, and practice |
| title_auth | Progress in performance management industry insights and case studies on principles, application tools, and practice |
| title_exact_search | Progress in performance management industry insights and case studies on principles, application tools, and practice |
| title_full | Progress in performance management industry insights and case studies on principles, application tools, and practice Marc Helmold, Warda Samara |
| title_fullStr | Progress in performance management industry insights and case studies on principles, application tools, and practice Marc Helmold, Warda Samara |
| title_full_unstemmed | Progress in performance management industry insights and case studies on principles, application tools, and practice Marc Helmold, Warda Samara |
| title_short | Progress in performance management |
| title_sort | progress in performance management industry insights and case studies on principles application tools and practice |
| title_sub | industry insights and case studies on principles, application tools, and practice |
| topic | Performance standards Employees / Rating of Performance Management (DE-588)7730862-1 gnd |
| topic_facet | Performance standards Employees / Rating of Performance Management |
| work_keys_str_mv | AT helmoldmarc progressinperformancemanagementindustryinsightsandcasestudiesonprinciplesapplicationtoolsandpractice AT samarawarda progressinperformancemanagementindustryinsightsandcasestudiesonprinciplesapplicationtoolsandpractice |