Strategic performance management: achieving long-term competitive advantage through performance excellence
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| Format: | Buch |
| Sprache: | English |
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[2022]
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| Schriftenreihe: | Management for professionals
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| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | xx, 199 Seiten Illustrationen |
| ISBN: | 9783030987244 |
| ISSN: | 2192-810X |
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| 245 | 1 | 0 | |a Strategic performance management |b achieving long-term competitive advantage through performance excellence |c Marc Helmold |
| 264 | 1 | |a Cham |b Springer |c [2022] | |
| 300 | |a xx, 199 Seiten |b Illustrationen | ||
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| 490 | 0 | |a Management for professionals |x 2192-810X | |
| 650 | 4 | |a Business Strategy and Leadership | |
| 650 | 4 | |a Industries | |
| 650 | 4 | |a Operations Management | |
| 650 | 4 | |a Strategic planning | |
| 650 | 4 | |a Leadership | |
| 650 | 4 | |a Industries | |
| 650 | 4 | |a Production management | |
| 776 | 0 | 8 | |i Erscheint auch als |n Online-Ausgabe |z 978-3-030-98725-1 |
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Datensatz im Suchindex
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| adam_text | Contents 1 Performance Management as Part of the Corporate Strategy............. 1 1.1 Definition of Performance Management............................................. 1 1.2 PM Objectives...................................................................................... 2 1.3 PM as Part of the Strategy Over the Entire Value Chain.................... 3 1.3.1 Corporate Strategy................................................................... 4 1.3.2 Business Strategy..................................................................... 4 1.3.3 Functional Strategy................................................................. 5 1.3.4 Alignment of Strategies........................................................... 5 1.4 Strategic Triangle.................................................................................. 6 1.5 Strategic Analysis.................................................................................. 6 1.5.1 Analysing Important Factors......................... 6 1.5.2 Analysing the Environment.................................................... 8 1.5.3 Analysing the Industry............................................................ 8 1.5.4 Analysing the Strengths and Weaknesses of the Own Enterprise................................................................. 9 1.5.5 Analysing the Core Competencies.......................................... 10 1.6 Strategic Choice.................................................................................... 10 1.6.1 Generic Strategies...................................................................
10 1.6.2 Boston Consulting Group Matrix (BCG Matrix)................... 11 1.6.3 AnsoffMatrix................................. 13 1.6.4 Blue and Red Ocean Strategies.............................................. 16 1.7 Strategic Implementation........................................................ 16 1.7.1 Assessment of Suitability, Acceptability, and Feasibility ... 16 1.7.2 Suitability................................................................................... 17 1.7.3 Acceptability............................................................................ 18 1.7.4 Feasibility................................................................................... 18 1.8 Strategic Pyramid.................................................................................. 19 1.8.1 Mission and Vision.................................................................... 19 1.8.2 Qualitative and Quantitative Lean Goals and Objectives ... 20 1.8.3 Core Competencies.................................................................. 20 1.8.4 Strategies.......................................................................... 20 1.8.5 Strategic Architecture................................................................ 20 1.8.6 Control and Execution.............................................................. 21 ix
Contents x Core Values........................................................................................... 21 1.9.1 Strategies Must Focus on Value Creation.............................. 21 1.9.2 Case Study: Siemens Strategy................................................. 22 References................................................................................................. 22 1.9 2 25 Procurement.................................... 25 Supply Side........................................................................................... 25 History of Supply Management and Procurement.............................. 29 Procurement and Supply Management Objectives............................ 29 Supply Management Process................................................................ 30 2.5.1 Six Phases in Procurement and Supply Management........... 30 2.5.2 Supplier Strategy...................................................................... 32 2.5.3 ABC Article.............................................................................. 38 2.5.4 Supplier Selection .............................................................. 40 2.5.5 Supplier Evaluation.................................................................. 43 2.5.6 Supplier Development.............................................................. 47 2.5.7 Supplier Integration.......................................... 49 2.5.8 Supplier Controlling .................................. 51 2.6 Control via Digital Supplier Dashboards and Cockpits...................... 53 2.7 Case Study: Apple’s
Outsourcing Strategy......................................... 54 References....................................................................................................... 55 Performance in Procurement and Supply Management........................ 2.1 2.2 2.3 2.4 2.5 3 57 Performance Management in Operations Management and Production................................................................................... 57 History of Operations Management........ ............................................ 58 Elements of Operations Management 4.0.......................................... 59 3.3.1 Virtual Factory................................................................... 59 3.3.2 Digital Value-Chain Integration............................................... 61 3.3.3 Lean Simulations...................................................................... 61 3.3.4 System Integration.................................................................... 61 3.3.5 Internet of Things...................................................................... 61 3.3.6 Cybersecurity............. ............................................................... 61 3.3.7 Cloud Computing...................................................................... 61 3.3.8 Additive Manufacturing............................................................ 62 3.3.9 Augmented Reality................... 62 3.3.10 Big Data..................................................................................... 62 Principles of Operations Management 4.0.......................................... 62 3.4.1
Digital Synchronization of Networks..................................... 62 3.4.2 7R Principle............................................................................... 63 3.4.3 Gemba, Gembutsu, and Genchi: Right Place of Happening . 64 3.4.4 Muda, Muri, Mura.................................................................... 65 3.4.5 Heijunka..................................................................................... 66 3.4.6 Poka-Yoke................................................................................. 67 Performance Management in Operations Management........................ 3.1 3.2 3.3 3.4
xi Contents 4 3.4.7 Jidoka................................................................... 3.4.8 Chaku Chaku Line................................................................... 3.5 Case Study: Mazda Operations Management Strategy..................... References....................................................................................................... 67 67 68 70 Strategic Management Tools and Excellence Models............................. 71 71 74 75 75 75 75 75 76 76 76 77 78 78 78 79 79 80 81 4.1 Balanced Scorecard (BSC).................................................................. 4.1.1 Better Strategic Planning......................................................... 4.1.2 Improved Strategy Communication and Execution............... 4.1.3 Better Alignment of Projects and Initiatives.......................... 4.1.4 Better Management Information............................................ 4.1.5 Improved Performance Reporting.......................................... 4.1.6 Better Organizational Alignment............................................ 4.1.7 Better Process Alignment......................................................... 4.2 European Foundation of Quality Management (EFQM).................... 4.2.1 Concept of the EFQM Excellence Model.............................. 4.2.2 Continuous Process................................................................. 4.2.3 Self-Assessment........................................................................ 4.2.4 Application of the EFQM Excellence Model........................ 4.3 Baldrige Excellence
Model.................................................................. 4.4 Business PM Improvement Resource Planning (BPIR)................... 4.5 Performance Management to Excellence Model (P2ME)................. 4.6 Case Study: EFQM Model at BMW.................................................. References....................................................................................................... 5 Strategic Management Objectives, KPI, and OKR................................. 5.1 The Performance Management Cycle......................................... 5.2 Performance Excellence....................................................................... 5.3 Key Performance Indicators (KPIs)..................................................... 5.4 Objective Key Results (OKRs)........................................................... 5.5 Case Study: Microsoft’s Strategy and Objectives.............................. References.......................................................... 6 93 Introduction to Problem-Solving....................................................... 93 A3 Method........................................................................................... 93 8D Process........................................................................................... 96 Kepner-Tregoe...................................................................... 97 TRIZ...................................................................................................... 99 Plan-Do-Check-Act (PDCA)................................................................ 102
Six Sigma................................................. 102 Value Stream Mapping (VSM)............................................................ 104 RPR Method................................................................................ 104 Brainstorming....................................................................................... 105 Mind Mapping....................................................................................... 105 Design Thinking............................................................................ 105 Problem-Solving and Performance Management Tools ........................ 6.1 6.2 6.3 6.4 6.5 6.6 6.7 6.8 6.9 6.10 6.11 6.12 83 83 85 87 87 88 92
xii Contents 6.12.1 The Concept of Design Thinking............................................. 105 6.12.2 Understanding...........................................................................106 6.12.3 Observing................................................................................... 106 6.12.4 Defining a Point of View.......................................................... 106 6.12.5 Finding Ideas............................................................................. 106 6.12.6 Prototyping................................................................................. 107 6.12.7 Testing....................................................................................... 107 6.13 Case Study: Problem-Solving with Kepner-Tregoe at Bayer AG ... 107 References..........................................................................................................108 7 Performance Management in Sales............................................................. 109 7.1 Definition of Sales Management........................................................... 109 7.2 Sales Management Process.................................................................... 109 7.2.1 Introduction to the Sales Management Process........................ 109 7.3 Sales Strategy..................... !................................................................... Ill 7.4 Sales Operations.................................................................................... Ill 7.5 Sales
Organization................................................................................ 112 7.6 Sales Technology...................................................... 112 7.7 Sales Incentives................................................ 113 7.8 Sales Performance.............................................................. 114 7.9 Benefits of Structured Sales Management............................................. 115 7.10 Sales Funnel........................................................................................... 115 7.10.1 Purpose of the Sales Funnel....................................................... 115 7.10.2 Awareness.................................................................................. 115 7.10.3 Interest......................................................................................... 116 7.10.4 Consideration.............................................................................. 116 7.10.5 Intent........................................................................................... 116 7.10.6 Evaluation..................................................................... 117 7.10.7 Purchase.......................................................................................117 7.11 Case Study: Marketing and Sales Strategy in Porsche........................ 117 7.11.1 Introduction of Porsche............................................................. 117 7.11.2 Porsche Marketing Mix..............................................................118 7.11.3 Porsche Marketing
Strategy....................................................... 119 References..........................................................................................................121 8 Economic Pricing, 3C Pricing, and Cost Estimation Concepts...........123 8.1 Economic Pricing Model........................................................................ 123 8.1.1 Introduction: Supply and Demand............................................. 123 8.1.2 Understanding Supply and Demand............. ........................... 124 8.1.3 Demand....................................................................................... 124 8.1.4 Supply........................................................... 125 8.1.5 Supply and Demand Curves........................................................ 125 8.1.6 Shifts Versus Movements............................................................ 125 8.1.7 Equilibrium Price......................................................................... 126 8.1.8 Impacts on Supply and Demand............................................ 126
Contents xiii 8.2 ЗС Pricing Model............................................................. 127 8.2.1 Introduction to the ЗС Pricing Model..................................... 127 8.2.2 Customer................................................................................... 128 8.2.3 Competitors............................................................................... 128 8.2.4 Costs............................................................................................ 129 8.3 Cost-Plus Pricing.................................................................................... 129 8.4 Cost Estimation.......................................................................................131 8.5 Case Study: Product Strategy and Premium Pricing of Mercedes... 132 8.5.1 Mercedes as Luxury Car Maker................................................ 132 8.5.2 Premium Pricing of Mercedes...................................................133 References......................................................................................................... 133 9 Audits and Quality Management Systems (QMS).................................... 135 9.1 Quality Management System (QMS)..................................................... 135 9.2 Audits................................................................... 136 9.2.1 Audit Types................................................................................ 136 9.2.2 Quality Management Systems (QMS)...................................... 137 9.3 Case Study: 5S Audits in Berliner-Kindl-Schultheiss Brewery.........
138 References..................................... 139 10 Business Transformation and Project Management................................ 141 10.1 Transformation and Adaptability of Strategies and Tools............... 141 10.2 Business Transformation Strategies......................... 142 10.3 Project Management Strategies........................................................... 144 10.4 Project Management Criteria........................................................ .. 147 10.4.1 Project Management Success Factors.................................... 147 10.4.2 Integration Management................................................ 147 10.4.3 Performance Management....................................................... 147 10.4.4 Time Management.................................................................... 147 10.4.5 Cost Management....................................................................148 10.4.6 Quality Management................................................................148 10.4.7 People and Human Management............................................. 148 10.4.8 Communication Management................................................. 148 10.4.9 Risk Prevention Management............................... 148 10.4.10 Procurement Management....................................................... 148 10.5 Recommendations for Executing Project Management..................... 149 10.6 Case Study: CRRC Project Management in the United States .... 149
References......................................................................................................... 150 11 Performance in Finance Management....................................................... 151 11.1 Financial Crisis Prevention and Crisis Symptoms.............................. 151 11.2 Restructuring and Financial Restructuring......................................... 153 11.2.1 Definition of Restructuring..................................................... 153 11.2.2 Strategic Restructuring..............................................................154 11.2.3 Structural of Restructuring..................... 155 11.3 Financial Stability Assessment Tools................................................... 156
x¡v Contents 11.3.1 Creditreform............................................................................... 156 11.3.2 Creditsafe................................................................................... 156 11.3.3 VDA Rating............................................................................... 156 11.3.4 Dun Bradstreet (D B).......................................................... 157 11.3.5 RapidRatings............................................................................. 157 11.4 Case Study: Insolvency of SolarWorld AG....................................... 157 References..........................................................................................................158 12 13 14 Performance Through Kaizen..................................................................... 159 12.1 Definition of Kaizen............................................................................. 159 12.2 Kaizen Versus Innovation..................................................................... 161 12.3 Visualization Management................................................................... 162 12.4 Case Study. Mercedes’ Lean Management System...........................162 References..................................... 164 •« Performance Management to Focus on Value-Added Activities.......... 165 13.1 Value-Added and Waste....................................................................... 165 13.2 Waste Identification Through Ishikawa Diagram............................. 165 13.3 Advantages and
Disadvantages.......................................................... 166 13.4 5S Management Concept..................................................................... 167 13.5 Seven Types of Waste in Manufacturing:TIMWOOD...................... 170 13.5.1 Transportation........................................................................... 170 13.5.2 Inventory........................................ 171 13.5.3 Motion.................................... 171 13.5.4 Waiting.............................................. 172 13.5.5 Overproduction..................................................... 172 13.5.6 Overprocessing..................... 173 13.5.7 Defects.............................................................................. ....174 13.5.8 Case Study: Alstom in China.................................... 175 References.......................................................................................................... 178 Performance Management Excellence Through Change........................ 179 14.1 Definition of Change Management...................................................... 179 14.2 External and Internal Reasons for Change........................................... 180 14.3 Change Management Concepts............................................................ 181 14.3.1 Change Management Concept of Kurt Lewin........................ 181 14.3.2 Change Management Curve of Elisabeth Kübler-Ross.... 182 14.3.3 Change Management Phase Model of Kotter....................... 187 14.3.4 ADKAR Change Management
Model.................................... 189 14.3.5 McKinsey 7S Model................................... 190 14.4 Case Study: Change Management in Nissan.......................................191 References.......................................................................................................... 191
Contents 15 XV Innovations as Part of Performance Management.................................... 193 15.1 Introduction to Innovation Management........................................... 193 15.2 Technical Relevance and Attractivity.................................................. 194 15.3 Strategic Relevance of Innovation Management............................... 195 15.4 Resource Intensity............................................................................... 195 15.5 Future Potential of Innovations.......................................................... 196 15.6 Fields and Tasks of Innovation Management..................................... 197 15.7 Case Study: Digital Innovation in a Bakery inTokyo........................197 References......................................................................................................... 198
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| adam_txt |
Contents 1 Performance Management as Part of the Corporate Strategy. 1 1.1 Definition of Performance Management. 1 1.2 PM Objectives. 2 1.3 PM as Part of the Strategy Over the Entire Value Chain. 3 1.3.1 Corporate Strategy. 4 1.3.2 Business Strategy. 4 1.3.3 Functional Strategy. 5 1.3.4 Alignment of Strategies. 5 1.4 Strategic Triangle. 6 1.5 Strategic Analysis. 6 1.5.1 Analysing Important Factors. 6 1.5.2 Analysing the Environment. 8 1.5.3 Analysing the Industry. 8 1.5.4 Analysing the Strengths and Weaknesses of the Own Enterprise. 9 1.5.5 Analysing the Core Competencies. 10 1.6 Strategic Choice. 10 1.6.1 Generic Strategies.
10 1.6.2 Boston Consulting Group Matrix (BCG Matrix). 11 1.6.3 AnsoffMatrix. 13 1.6.4 Blue and Red Ocean Strategies. 16 1.7 Strategic Implementation. 16 1.7.1 Assessment of Suitability, Acceptability, and Feasibility . 16 1.7.2 Suitability. 17 1.7.3 Acceptability. 18 1.7.4 Feasibility. 18 1.8 Strategic Pyramid. 19 1.8.1 Mission and Vision. 19 1.8.2 Qualitative and Quantitative Lean Goals and Objectives . 20 1.8.3 Core Competencies. 20 1.8.4 Strategies. 20 1.8.5 Strategic Architecture. 20 1.8.6 Control and Execution. 21 ix
Contents x Core Values. 21 1.9.1 Strategies Must Focus on Value Creation. 21 1.9.2 Case Study: Siemens Strategy. 22 References. 22 1.9 2 25 Procurement. 25 Supply Side. 25 History of Supply Management and Procurement. 29 Procurement and Supply Management Objectives. 29 Supply Management Process. 30 2.5.1 Six Phases in Procurement and Supply Management. 30 2.5.2 Supplier Strategy. 32 2.5.3 ABC Article. 38 2.5.4 Supplier Selection . 40 2.5.5 Supplier Evaluation. 43 2.5.6 Supplier Development. 47 2.5.7 Supplier Integration. 49 2.5.8 Supplier Controlling . 51 2.6 Control via Digital Supplier Dashboards and Cockpits. 53 2.7 Case Study: Apple’s
Outsourcing Strategy. 54 References. 55 Performance in Procurement and Supply Management. 2.1 2.2 2.3 2.4 2.5 3 57 Performance Management in Operations Management and Production. 57 History of Operations Management. . 58 Elements of Operations Management 4.0. 59 3.3.1 Virtual Factory. 59 3.3.2 Digital Value-Chain Integration. 61 3.3.3 Lean Simulations. 61 3.3.4 System Integration. 61 3.3.5 Internet of Things. 61 3.3.6 Cybersecurity. . 61 3.3.7 Cloud Computing. 61 3.3.8 Additive Manufacturing. 62 3.3.9 Augmented Reality. 62 3.3.10 Big Data. 62 Principles of Operations Management 4.0. 62 3.4.1
Digital Synchronization of Networks. 62 3.4.2 7R Principle. 63 3.4.3 Gemba, Gembutsu, and Genchi: Right Place of Happening . 64 3.4.4 Muda, Muri, Mura. 65 3.4.5 Heijunka. 66 3.4.6 Poka-Yoke. 67 Performance Management in Operations Management. 3.1 3.2 3.3 3.4
xi Contents 4 3.4.7 Jidoka. 3.4.8 Chaku Chaku Line. 3.5 Case Study: Mazda Operations Management Strategy. References. 67 67 68 70 Strategic Management Tools and Excellence Models. 71 71 74 75 75 75 75 75 76 76 76 77 78 78 78 79 79 80 81 4.1 Balanced Scorecard (BSC). 4.1.1 Better Strategic Planning. 4.1.2 Improved Strategy Communication and Execution. 4.1.3 Better Alignment of Projects and Initiatives. 4.1.4 Better Management Information. 4.1.5 Improved Performance Reporting. 4.1.6 Better Organizational Alignment. 4.1.7 Better Process Alignment. 4.2 European Foundation of Quality Management (EFQM). 4.2.1 Concept of the EFQM Excellence Model. 4.2.2 Continuous Process. 4.2.3 Self-Assessment. 4.2.4 Application of the EFQM Excellence Model. 4.3 Baldrige Excellence
Model. 4.4 Business PM Improvement Resource Planning (BPIR). 4.5 Performance Management to Excellence Model (P2ME). 4.6 Case Study: EFQM Model at BMW. References. 5 Strategic Management Objectives, KPI, and OKR. 5.1 The Performance Management Cycle. 5.2 Performance Excellence. 5.3 Key Performance Indicators (KPIs). 5.4 Objective Key Results (OKRs). 5.5 Case Study: Microsoft’s Strategy and Objectives. References. 6 93 Introduction to Problem-Solving. 93 A3 Method. 93 8D Process. 96 Kepner-Tregoe. 97 TRIZ. 99 Plan-Do-Check-Act (PDCA). 102
Six Sigma. 102 Value Stream Mapping (VSM). 104 RPR Method. 104 Brainstorming. 105 Mind Mapping. 105 Design Thinking. 105 Problem-Solving and Performance Management Tools . 6.1 6.2 6.3 6.4 6.5 6.6 6.7 6.8 6.9 6.10 6.11 6.12 83 83 85 87 87 88 92
xii Contents 6.12.1 The Concept of Design Thinking. 105 6.12.2 Understanding.106 6.12.3 Observing. 106 6.12.4 Defining a Point of View. 106 6.12.5 Finding Ideas. 106 6.12.6 Prototyping. 107 6.12.7 Testing. 107 6.13 Case Study: Problem-Solving with Kepner-Tregoe at Bayer AG . 107 References.108 7 Performance Management in Sales. 109 7.1 Definition of Sales Management. 109 7.2 Sales Management Process. 109 7.2.1 Introduction to the Sales Management Process. 109 7.3 Sales Strategy. !. Ill 7.4 Sales Operations. Ill 7.5 Sales
Organization. 112 7.6 Sales Technology. 112 7.7 Sales Incentives. 113 7.8 Sales Performance. 114 7.9 Benefits of Structured Sales Management. 115 7.10 Sales Funnel. 115 7.10.1 Purpose of the Sales Funnel. 115 7.10.2 Awareness. 115 7.10.3 Interest. 116 7.10.4 Consideration. 116 7.10.5 Intent. 116 7.10.6 Evaluation. 117 7.10.7 Purchase.117 7.11 Case Study: Marketing and Sales Strategy in Porsche. 117 7.11.1 Introduction of Porsche. 117 7.11.2 Porsche Marketing Mix.118 7.11.3 Porsche Marketing
Strategy. 119 References.121 8 Economic Pricing, 3C Pricing, and Cost Estimation Concepts.123 8.1 Economic Pricing Model. 123 8.1.1 Introduction: Supply and Demand. 123 8.1.2 Understanding Supply and Demand. . 124 8.1.3 Demand. 124 8.1.4 Supply. 125 8.1.5 Supply and Demand Curves. 125 8.1.6 Shifts Versus Movements. 125 8.1.7 Equilibrium Price. 126 8.1.8 Impacts on Supply and Demand. 126
Contents xiii 8.2 ЗС Pricing Model. 127 8.2.1 Introduction to the ЗС Pricing Model. 127 8.2.2 Customer. 128 8.2.3 Competitors. 128 8.2.4 Costs. 129 8.3 Cost-Plus Pricing. 129 8.4 Cost Estimation.131 8.5 Case Study: Product Strategy and Premium Pricing of Mercedes. 132 8.5.1 Mercedes as Luxury Car Maker. 132 8.5.2 Premium Pricing of Mercedes.133 References. 133 9 Audits and Quality Management Systems (QMS). 135 9.1 Quality Management System (QMS). 135 9.2 Audits. 136 9.2.1 Audit Types. 136 9.2.2 Quality Management Systems (QMS). 137 9.3 Case Study: 5S Audits in Berliner-Kindl-Schultheiss Brewery.
138 References. 139 10 Business Transformation and Project Management. 141 10.1 Transformation and Adaptability of Strategies and Tools. 141 10.2 Business Transformation Strategies. 142 10.3 Project Management Strategies. 144 10.4 Project Management Criteria. . 147 10.4.1 Project Management Success Factors. 147 10.4.2 Integration Management. 147 10.4.3 Performance Management. 147 10.4.4 Time Management. 147 10.4.5 Cost Management.148 10.4.6 Quality Management.148 10.4.7 People and Human Management. 148 10.4.8 Communication Management. 148 10.4.9 Risk Prevention Management. 148 10.4.10 Procurement Management. 148 10.5 Recommendations for Executing Project Management. 149 10.6 Case Study: CRRC Project Management in the United States . 149
References. 150 11 Performance in Finance Management. 151 11.1 Financial Crisis Prevention and Crisis Symptoms. 151 11.2 Restructuring and Financial Restructuring. 153 11.2.1 Definition of Restructuring. 153 11.2.2 Strategic Restructuring.154 11.2.3 Structural of Restructuring. 155 11.3 Financial Stability Assessment Tools. 156
x¡v Contents 11.3.1 Creditreform. 156 11.3.2 Creditsafe. 156 11.3.3 VDA Rating. 156 11.3.4 Dun Bradstreet (D B). 157 11.3.5 RapidRatings. 157 11.4 Case Study: Insolvency of SolarWorld AG. 157 References.158 12 13 14 Performance Through Kaizen. 159 12.1 Definition of Kaizen. 159 12.2 Kaizen Versus Innovation. 161 12.3 Visualization Management. 162 12.4 Case Study. Mercedes’ Lean Management System.162 References. 164 •« Performance Management to Focus on Value-Added Activities. 165 13.1 Value-Added and Waste. 165 13.2 Waste Identification Through Ishikawa Diagram. 165 13.3 Advantages and
Disadvantages. 166 13.4 5S Management Concept. 167 13.5 Seven Types of Waste in Manufacturing:TIMWOOD. 170 13.5.1 Transportation. 170 13.5.2 Inventory. 171 13.5.3 Motion. 171 13.5.4 Waiting. 172 13.5.5 Overproduction. 172 13.5.6 Overprocessing. 173 13.5.7 Defects. .174 13.5.8 Case Study: Alstom in China. 175 References. 178 Performance Management Excellence Through Change. 179 14.1 Definition of Change Management. 179 14.2 External and Internal Reasons for Change. 180 14.3 Change Management Concepts. 181 14.3.1 Change Management Concept of Kurt Lewin. 181 14.3.2 Change Management Curve of Elisabeth Kübler-Ross. 182 14.3.3 Change Management Phase Model of Kotter. 187 14.3.4 ADKAR Change Management
Model. 189 14.3.5 McKinsey 7S Model. 190 14.4 Case Study: Change Management in Nissan.191 References. 191
Contents 15 XV Innovations as Part of Performance Management. 193 15.1 Introduction to Innovation Management. 193 15.2 Technical Relevance and Attractivity. 194 15.3 Strategic Relevance of Innovation Management. 195 15.4 Resource Intensity. 195 15.5 Future Potential of Innovations. 196 15.6 Fields and Tasks of Innovation Management. 197 15.7 Case Study: Digital Innovation in a Bakery inTokyo.197 References. 198 |
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| discipline_str_mv | Wirtschaftswissenschaften |
| format | Book |
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| id | DE-604.BV048255408 |
| illustrated | Illustrated |
| index_date | 2024-07-03T19:58:15Z |
| indexdate | 2024-07-10T09:33:15Z |
| institution | BVB |
| isbn | 9783030987244 |
| issn | 2192-810X |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-033635656 |
| oclc_num | 1335403128 |
| open_access_boolean | |
| owner | DE-355 DE-BY-UBR |
| owner_facet | DE-355 DE-BY-UBR |
| physical | xx, 199 Seiten Illustrationen |
| publishDate | 2022 |
| publishDateSearch | 2022 |
| publishDateSort | 2022 |
| publisher | Springer |
| record_format | marc |
| series2 | Management for professionals |
| spelling | Helmold, Marc 1969- Verfasser (DE-588)140317317 aut Strategic performance management achieving long-term competitive advantage through performance excellence Marc Helmold Cham Springer [2022] xx, 199 Seiten Illustrationen txt rdacontent n rdamedia nc rdacarrier Management for professionals 2192-810X Business Strategy and Leadership Industries Operations Management Strategic planning Leadership Production management Erscheint auch als Online-Ausgabe 978-3-030-98725-1 Digitalisierung UB Regensburg - ADAM Catalogue Enrichment application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=033635656&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Helmold, Marc 1969- Strategic performance management achieving long-term competitive advantage through performance excellence Business Strategy and Leadership Industries Operations Management Strategic planning Leadership Production management |
| title | Strategic performance management achieving long-term competitive advantage through performance excellence |
| title_auth | Strategic performance management achieving long-term competitive advantage through performance excellence |
| title_exact_search | Strategic performance management achieving long-term competitive advantage through performance excellence |
| title_exact_search_txtP | Strategic performance management achieving long-term competitive advantage through performance excellence |
| title_full | Strategic performance management achieving long-term competitive advantage through performance excellence Marc Helmold |
| title_fullStr | Strategic performance management achieving long-term competitive advantage through performance excellence Marc Helmold |
| title_full_unstemmed | Strategic performance management achieving long-term competitive advantage through performance excellence Marc Helmold |
| title_short | Strategic performance management |
| title_sort | strategic performance management achieving long term competitive advantage through performance excellence |
| title_sub | achieving long-term competitive advantage through performance excellence |
| topic | Business Strategy and Leadership Industries Operations Management Strategic planning Leadership Production management |
| topic_facet | Business Strategy and Leadership Industries Operations Management Strategic planning Leadership Production management |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=033635656&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT helmoldmarc strategicperformancemanagementachievinglongtermcompetitiveadvantagethroughperformanceexcellence |