The art of integrating strategic planning, process metrics, risk mitigation, and auditing /:
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | E-Book |
| Sprache: | English |
| Veröffentlicht: |
Milwaukee, Wisconsin :
ASQ Quality Press,
[2016]
|
| Schlagworte: | |
| Online-Zugang: | Volltext |
| Beschreibung: | 1 online resource |
| ISBN: | 9781953079633 1953079636 |
Internformat
MARC
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| 100 | 1 | |a Smith, Janet B., |d 1954- |e author. |1 https://id.oclc.org/worldcat/entity/E39PCjF3CVp66Hh67b7GKRJTDy |0 http://id.loc.gov/authorities/names/n2016007921 | |
| 245 | 1 | 4 | |a The art of integrating strategic planning, process metrics, risk mitigation, and auditing / |c J.B. Smith. |
| 264 | 1 | |a Milwaukee, Wisconsin : |b ASQ Quality Press, |c [2016] | |
| 300 | |a 1 online resource | ||
| 505 | 0 | |a Title page -- Contents -- List of Examples -- List of Figures and Tables -- Preface -- Acknowledgements -- PART 1 Strategic Planning -- Chapter 1 Vision -- CORE ELEMENTS OF THE VISION -- CRITICAL FACTORS INFLUENCINGD EVELOPMENT OF VISION -- Chapter 2 First Define Vision -- Then Develop Strategic Plan -- LIFE CYCLE OF THE STRATEGIC PLAN (DMAIC MODEL) -- WHAT IS THE LEAN DMAIC MODEL? -- TRANSLATION OF HIGH-LEVEL STRATEGYINTO DAY-TO-DAY MEASURABLE INITIATIVES -- ROADMAP TO SUCCESSFUL STRATEGIC PLANNING-ALIGNMENT WITH VISION -- Chapter 2 First Define Vision -- Then Develop Strategic Plan | |
| 505 | 8 | |a LIFE CYCLE OF THESTRATEGIC PLAN (DMAIC MODEL) -- WHAT IS THE LEAN DMAIC MODEL? -- TRANSLATION OF HIGH-LEVEL STRATEGY INTO DAY-TO-DAY MEASURABLE INITIATIVES -- ROADMAP TO SUCCESSFUL STRATEGIC PLANNING-ALIGNMENT WITH VISION -- Chapter 3 Strategy: Measurement of Effectiveness Through Initiatives -- STARTING POINT -- BENCHMARK VERSUS GOAL -- Chapter 4 Initiatives to Support Strategies -- Measurement through Process Metrics -- LAYERED PROCESS METRICS -- METHODS FOR CREATING A LAYERED PROCESS OR PERFORMANCE METRIC -- PART II Process Metrics and Risk Mitigation | |
| 505 | 8 | |a Chapter 5 Process Metrics and Risk Mitigation -- FEEDBACK MECHANISM TO GO BEYONDCOMPLIANCE AND SUSTAINABILITY -- PROCESS METRICS: SUCCESS FACTORS, RISK MITIGATION, FAILURE MODES, AND COUNTERMEASURES -- Chapter 6 Process Metrics -- Why Do They Fail? -- RISK AND FAILURE MODE: PROCESS CAPABILITY AND CUSTOMER REQUIREMENTS MAY BE PERFECTLY ALIGNED, BUT PROCESS OWNERS ARE NOT -- RISK AND FAILURE MODE: PROCESS IS BARELY CAPABLE -- RISK AND FAILURE MODE: PROCESS IS NOT CAPABLE OR NOT STABLE -- RISK AND FAILURE MODE: PROCESS METRICS NOT CALIBRATED FOR INTENDED USE | |
| 505 | 8 | |a NO PERIODIC REVIEW OF PROCESS METRICS AFTER DEPLOYMENT TO DETECT HIDDEN FACTORIES -- Chapter 7 Moment of Truth: Another Expression of Risks, Possible Failure Mode, and Process Metric -- Chapter 8 Process Metrics: Measurement of Risk and Failure Modes -- Chapter 9 The Many Faces of Ineffective Process Metrics -- THE MANY FACES OF INEFFECTIVE PROCESS METRICS(ALSO KNOWN AS RISKS OR FAILURE MODE) -- CAN 1% METRIC RULE? -- PERFORMANCE METRICS WITHOUT SUSTAINABILITY -- PROCESS METRIC: TWO FACES -- PROCESS METRIC EXPECTATION ISMISUNDERSTOOD -- A MOVING TARGET? -- Chapter 10 Leverage Measureable Results | |
| 505 | 8 | |a Act on Process Indicators! -- PART III Root Causes -- Chapter 11 Root Cause Analysis Life Cycle -- DEFINING THE PROBLEM -- Chapter 12 Other Triggers of Root Cause Analysis -- MORE THAN NON-CONFORMANCES -- ROOT CAUSE ANALYSIS TRIGGER: EXTERNAL FORCES -- ROOT CAUSE ANALYSIS TRIGGER: INTERNAL PROCESSES -- ROOT CAUSE ANALYSIS TRIGGER: NONCONFORMANCE OR VARIANCE (FRIEND OR FOE?) -- Chapter 13 Root Causes and Process Metrics -- WHICH CAME FIRST? -- LESSONS LEARNED (A LASTING IMPRESSION) -- PART IV Auditing -- Chapter 14 Auditing | |
| 650 | 0 | |a Strategic planning. |0 http://id.loc.gov/authorities/subjects/sh85128511 | |
| 650 | 0 | |a Performance |x Measurement. | |
| 650 | 0 | |a Auditing, Internal. |0 http://id.loc.gov/authorities/subjects/sh85009482 | |
| 650 | 0 | |a Management. |0 http://id.loc.gov/authorities/subjects/sh85080336 | |
| 650 | 6 | |a Planification stratégique. | |
| 650 | 6 | |a Vérification interne. | |
| 650 | 6 | |a Gestion. | |
| 650 | 7 | |a management. |2 aat | |
| 650 | 7 | |a Auditing, Internal |2 fast | |
| 650 | 7 | |a Management |2 fast | |
| 650 | 7 | |a Performance |x Measurement |2 fast | |
| 650 | 7 | |a Strategic planning |2 fast | |
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Datensatz im Suchindex
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| _version_ | 1816796937814278144 |
| adam_text | |
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| author | Smith, Janet B., 1954- |
| author_GND | http://id.loc.gov/authorities/names/n2016007921 |
| author_facet | Smith, Janet B., 1954- |
| author_role | aut |
| author_sort | Smith, Janet B., 1954- |
| author_variant | j b s jb jbs |
| building | Verbundindex |
| bvnumber | localFWS |
| callnumber-first | H - Social Science |
| callnumber-label | HD30 |
| callnumber-raw | HD30.28 .S5695 2016 |
| callnumber-search | HD30.28 .S5695 2016 |
| callnumber-sort | HD 230.28 S5695 42016 |
| callnumber-subject | HD - Industries, Land Use, Labor |
| collection | ZDB-4-EBU |
| contents | Title page -- Contents -- List of Examples -- List of Figures and Tables -- Preface -- Acknowledgements -- PART 1 Strategic Planning -- Chapter 1 Vision -- CORE ELEMENTS OF THE VISION -- CRITICAL FACTORS INFLUENCINGD EVELOPMENT OF VISION -- Chapter 2 First Define Vision -- Then Develop Strategic Plan -- LIFE CYCLE OF THE STRATEGIC PLAN (DMAIC MODEL) -- WHAT IS THE LEAN DMAIC MODEL? -- TRANSLATION OF HIGH-LEVEL STRATEGYINTO DAY-TO-DAY MEASURABLE INITIATIVES -- ROADMAP TO SUCCESSFUL STRATEGIC PLANNING-ALIGNMENT WITH VISION -- Chapter 2 First Define Vision -- Then Develop Strategic Plan LIFE CYCLE OF THESTRATEGIC PLAN (DMAIC MODEL) -- WHAT IS THE LEAN DMAIC MODEL? -- TRANSLATION OF HIGH-LEVEL STRATEGY INTO DAY-TO-DAY MEASURABLE INITIATIVES -- ROADMAP TO SUCCESSFUL STRATEGIC PLANNING-ALIGNMENT WITH VISION -- Chapter 3 Strategy: Measurement of Effectiveness Through Initiatives -- STARTING POINT -- BENCHMARK VERSUS GOAL -- Chapter 4 Initiatives to Support Strategies -- Measurement through Process Metrics -- LAYERED PROCESS METRICS -- METHODS FOR CREATING A LAYERED PROCESS OR PERFORMANCE METRIC -- PART II Process Metrics and Risk Mitigation Chapter 5 Process Metrics and Risk Mitigation -- FEEDBACK MECHANISM TO GO BEYONDCOMPLIANCE AND SUSTAINABILITY -- PROCESS METRICS: SUCCESS FACTORS, RISK MITIGATION, FAILURE MODES, AND COUNTERMEASURES -- Chapter 6 Process Metrics -- Why Do They Fail? -- RISK AND FAILURE MODE: PROCESS CAPABILITY AND CUSTOMER REQUIREMENTS MAY BE PERFECTLY ALIGNED, BUT PROCESS OWNERS ARE NOT -- RISK AND FAILURE MODE: PROCESS IS BARELY CAPABLE -- RISK AND FAILURE MODE: PROCESS IS NOT CAPABLE OR NOT STABLE -- RISK AND FAILURE MODE: PROCESS METRICS NOT CALIBRATED FOR INTENDED USE NO PERIODIC REVIEW OF PROCESS METRICS AFTER DEPLOYMENT TO DETECT HIDDEN FACTORIES -- Chapter 7 Moment of Truth: Another Expression of Risks, Possible Failure Mode, and Process Metric -- Chapter 8 Process Metrics: Measurement of Risk and Failure Modes -- Chapter 9 The Many Faces of Ineffective Process Metrics -- THE MANY FACES OF INEFFECTIVE PROCESS METRICS(ALSO KNOWN AS RISKS OR FAILURE MODE) -- CAN 1% METRIC RULE? -- PERFORMANCE METRICS WITHOUT SUSTAINABILITY -- PROCESS METRIC: TWO FACES -- PROCESS METRIC EXPECTATION ISMISUNDERSTOOD -- A MOVING TARGET? -- Chapter 10 Leverage Measureable Results Act on Process Indicators! -- PART III Root Causes -- Chapter 11 Root Cause Analysis Life Cycle -- DEFINING THE PROBLEM -- Chapter 12 Other Triggers of Root Cause Analysis -- MORE THAN NON-CONFORMANCES -- ROOT CAUSE ANALYSIS TRIGGER: EXTERNAL FORCES -- ROOT CAUSE ANALYSIS TRIGGER: INTERNAL PROCESSES -- ROOT CAUSE ANALYSIS TRIGGER: NONCONFORMANCE OR VARIANCE (FRIEND OR FOE?) -- Chapter 13 Root Causes and Process Metrics -- WHICH CAME FIRST? -- LESSONS LEARNED (A LASTING IMPRESSION) -- PART IV Auditing -- Chapter 14 Auditing |
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| dewey-ones | 658 - General management |
| dewey-raw | 658.4/012 |
| dewey-search | 658.4/012 |
| dewey-sort | 3658.4 212 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| format | eBook |
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| id | ZDB-4-EBU-on1178643018 |
| illustrated | Not Illustrated |
| indexdate | 2024-11-26T14:49:37Z |
| institution | BVB |
| isbn | 9781953079633 1953079636 |
| language | English |
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| publisher | ASQ Quality Press, |
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| spelling | Smith, Janet B., 1954- author. https://id.oclc.org/worldcat/entity/E39PCjF3CVp66Hh67b7GKRJTDy http://id.loc.gov/authorities/names/n2016007921 The art of integrating strategic planning, process metrics, risk mitigation, and auditing / J.B. Smith. Milwaukee, Wisconsin : ASQ Quality Press, [2016] 1 online resource Title page -- Contents -- List of Examples -- List of Figures and Tables -- Preface -- Acknowledgements -- PART 1 Strategic Planning -- Chapter 1 Vision -- CORE ELEMENTS OF THE VISION -- CRITICAL FACTORS INFLUENCINGD EVELOPMENT OF VISION -- Chapter 2 First Define Vision -- Then Develop Strategic Plan -- LIFE CYCLE OF THE STRATEGIC PLAN (DMAIC MODEL) -- WHAT IS THE LEAN DMAIC MODEL? -- TRANSLATION OF HIGH-LEVEL STRATEGYINTO DAY-TO-DAY MEASURABLE INITIATIVES -- ROADMAP TO SUCCESSFUL STRATEGIC PLANNING-ALIGNMENT WITH VISION -- Chapter 2 First Define Vision -- Then Develop Strategic Plan LIFE CYCLE OF THESTRATEGIC PLAN (DMAIC MODEL) -- WHAT IS THE LEAN DMAIC MODEL? -- TRANSLATION OF HIGH-LEVEL STRATEGY INTO DAY-TO-DAY MEASURABLE INITIATIVES -- ROADMAP TO SUCCESSFUL STRATEGIC PLANNING-ALIGNMENT WITH VISION -- Chapter 3 Strategy: Measurement of Effectiveness Through Initiatives -- STARTING POINT -- BENCHMARK VERSUS GOAL -- Chapter 4 Initiatives to Support Strategies -- Measurement through Process Metrics -- LAYERED PROCESS METRICS -- METHODS FOR CREATING A LAYERED PROCESS OR PERFORMANCE METRIC -- PART II Process Metrics and Risk Mitigation Chapter 5 Process Metrics and Risk Mitigation -- FEEDBACK MECHANISM TO GO BEYONDCOMPLIANCE AND SUSTAINABILITY -- PROCESS METRICS: SUCCESS FACTORS, RISK MITIGATION, FAILURE MODES, AND COUNTERMEASURES -- Chapter 6 Process Metrics -- Why Do They Fail? -- RISK AND FAILURE MODE: PROCESS CAPABILITY AND CUSTOMER REQUIREMENTS MAY BE PERFECTLY ALIGNED, BUT PROCESS OWNERS ARE NOT -- RISK AND FAILURE MODE: PROCESS IS BARELY CAPABLE -- RISK AND FAILURE MODE: PROCESS IS NOT CAPABLE OR NOT STABLE -- RISK AND FAILURE MODE: PROCESS METRICS NOT CALIBRATED FOR INTENDED USE NO PERIODIC REVIEW OF PROCESS METRICS AFTER DEPLOYMENT TO DETECT HIDDEN FACTORIES -- Chapter 7 Moment of Truth: Another Expression of Risks, Possible Failure Mode, and Process Metric -- Chapter 8 Process Metrics: Measurement of Risk and Failure Modes -- Chapter 9 The Many Faces of Ineffective Process Metrics -- THE MANY FACES OF INEFFECTIVE PROCESS METRICS(ALSO KNOWN AS RISKS OR FAILURE MODE) -- CAN 1% METRIC RULE? -- PERFORMANCE METRICS WITHOUT SUSTAINABILITY -- PROCESS METRIC: TWO FACES -- PROCESS METRIC EXPECTATION ISMISUNDERSTOOD -- A MOVING TARGET? -- Chapter 10 Leverage Measureable Results Act on Process Indicators! -- PART III Root Causes -- Chapter 11 Root Cause Analysis Life Cycle -- DEFINING THE PROBLEM -- Chapter 12 Other Triggers of Root Cause Analysis -- MORE THAN NON-CONFORMANCES -- ROOT CAUSE ANALYSIS TRIGGER: EXTERNAL FORCES -- ROOT CAUSE ANALYSIS TRIGGER: INTERNAL PROCESSES -- ROOT CAUSE ANALYSIS TRIGGER: NONCONFORMANCE OR VARIANCE (FRIEND OR FOE?) -- Chapter 13 Root Causes and Process Metrics -- WHICH CAME FIRST? -- LESSONS LEARNED (A LASTING IMPRESSION) -- PART IV Auditing -- Chapter 14 Auditing Strategic planning. http://id.loc.gov/authorities/subjects/sh85128511 Performance Measurement. Auditing, Internal. http://id.loc.gov/authorities/subjects/sh85009482 Management. http://id.loc.gov/authorities/subjects/sh85080336 Planification stratégique. Vérification interne. Gestion. management. aat Auditing, Internal fast Management fast Performance Measurement fast Strategic planning fast has work: The art of integrating strategic planning, process metrics, risk mitigation, and auditing (Text) https://id.oclc.org/worldcat/entity/E39PCGVWyWFcdcp8Dr7kW69pWC https://id.oclc.org/worldcat/ontology/hasWork Print version: 9780873899253 0873899253 (DLC) 2015049945 (OCoLC)939596223 FWS01 ZDB-4-EBU FWS_PDA_EBU https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=2529779 Volltext |
| spellingShingle | Smith, Janet B., 1954- The art of integrating strategic planning, process metrics, risk mitigation, and auditing / Title page -- Contents -- List of Examples -- List of Figures and Tables -- Preface -- Acknowledgements -- PART 1 Strategic Planning -- Chapter 1 Vision -- CORE ELEMENTS OF THE VISION -- CRITICAL FACTORS INFLUENCINGD EVELOPMENT OF VISION -- Chapter 2 First Define Vision -- Then Develop Strategic Plan -- LIFE CYCLE OF THE STRATEGIC PLAN (DMAIC MODEL) -- WHAT IS THE LEAN DMAIC MODEL? -- TRANSLATION OF HIGH-LEVEL STRATEGYINTO DAY-TO-DAY MEASURABLE INITIATIVES -- ROADMAP TO SUCCESSFUL STRATEGIC PLANNING-ALIGNMENT WITH VISION -- Chapter 2 First Define Vision -- Then Develop Strategic Plan LIFE CYCLE OF THESTRATEGIC PLAN (DMAIC MODEL) -- WHAT IS THE LEAN DMAIC MODEL? -- TRANSLATION OF HIGH-LEVEL STRATEGY INTO DAY-TO-DAY MEASURABLE INITIATIVES -- ROADMAP TO SUCCESSFUL STRATEGIC PLANNING-ALIGNMENT WITH VISION -- Chapter 3 Strategy: Measurement of Effectiveness Through Initiatives -- STARTING POINT -- BENCHMARK VERSUS GOAL -- Chapter 4 Initiatives to Support Strategies -- Measurement through Process Metrics -- LAYERED PROCESS METRICS -- METHODS FOR CREATING A LAYERED PROCESS OR PERFORMANCE METRIC -- PART II Process Metrics and Risk Mitigation Chapter 5 Process Metrics and Risk Mitigation -- FEEDBACK MECHANISM TO GO BEYONDCOMPLIANCE AND SUSTAINABILITY -- PROCESS METRICS: SUCCESS FACTORS, RISK MITIGATION, FAILURE MODES, AND COUNTERMEASURES -- Chapter 6 Process Metrics -- Why Do They Fail? -- RISK AND FAILURE MODE: PROCESS CAPABILITY AND CUSTOMER REQUIREMENTS MAY BE PERFECTLY ALIGNED, BUT PROCESS OWNERS ARE NOT -- RISK AND FAILURE MODE: PROCESS IS BARELY CAPABLE -- RISK AND FAILURE MODE: PROCESS IS NOT CAPABLE OR NOT STABLE -- RISK AND FAILURE MODE: PROCESS METRICS NOT CALIBRATED FOR INTENDED USE NO PERIODIC REVIEW OF PROCESS METRICS AFTER DEPLOYMENT TO DETECT HIDDEN FACTORIES -- Chapter 7 Moment of Truth: Another Expression of Risks, Possible Failure Mode, and Process Metric -- Chapter 8 Process Metrics: Measurement of Risk and Failure Modes -- Chapter 9 The Many Faces of Ineffective Process Metrics -- THE MANY FACES OF INEFFECTIVE PROCESS METRICS(ALSO KNOWN AS RISKS OR FAILURE MODE) -- CAN 1% METRIC RULE? -- PERFORMANCE METRICS WITHOUT SUSTAINABILITY -- PROCESS METRIC: TWO FACES -- PROCESS METRIC EXPECTATION ISMISUNDERSTOOD -- A MOVING TARGET? -- Chapter 10 Leverage Measureable Results Act on Process Indicators! -- PART III Root Causes -- Chapter 11 Root Cause Analysis Life Cycle -- DEFINING THE PROBLEM -- Chapter 12 Other Triggers of Root Cause Analysis -- MORE THAN NON-CONFORMANCES -- ROOT CAUSE ANALYSIS TRIGGER: EXTERNAL FORCES -- ROOT CAUSE ANALYSIS TRIGGER: INTERNAL PROCESSES -- ROOT CAUSE ANALYSIS TRIGGER: NONCONFORMANCE OR VARIANCE (FRIEND OR FOE?) -- Chapter 13 Root Causes and Process Metrics -- WHICH CAME FIRST? -- LESSONS LEARNED (A LASTING IMPRESSION) -- PART IV Auditing -- Chapter 14 Auditing Strategic planning. http://id.loc.gov/authorities/subjects/sh85128511 Performance Measurement. Auditing, Internal. http://id.loc.gov/authorities/subjects/sh85009482 Management. http://id.loc.gov/authorities/subjects/sh85080336 Planification stratégique. Vérification interne. Gestion. management. aat Auditing, Internal fast Management fast Performance Measurement fast Strategic planning fast |
| subject_GND | http://id.loc.gov/authorities/subjects/sh85128511 http://id.loc.gov/authorities/subjects/sh85009482 http://id.loc.gov/authorities/subjects/sh85080336 |
| title | The art of integrating strategic planning, process metrics, risk mitigation, and auditing / |
| title_auth | The art of integrating strategic planning, process metrics, risk mitigation, and auditing / |
| title_exact_search | The art of integrating strategic planning, process metrics, risk mitigation, and auditing / |
| title_full | The art of integrating strategic planning, process metrics, risk mitigation, and auditing / J.B. Smith. |
| title_fullStr | The art of integrating strategic planning, process metrics, risk mitigation, and auditing / J.B. Smith. |
| title_full_unstemmed | The art of integrating strategic planning, process metrics, risk mitigation, and auditing / J.B. Smith. |
| title_short | The art of integrating strategic planning, process metrics, risk mitigation, and auditing / |
| title_sort | art of integrating strategic planning process metrics risk mitigation and auditing |
| topic | Strategic planning. http://id.loc.gov/authorities/subjects/sh85128511 Performance Measurement. Auditing, Internal. http://id.loc.gov/authorities/subjects/sh85009482 Management. http://id.loc.gov/authorities/subjects/sh85080336 Planification stratégique. Vérification interne. Gestion. management. aat Auditing, Internal fast Management fast Performance Measurement fast Strategic planning fast |
| topic_facet | Strategic planning. Performance Measurement. Auditing, Internal. Management. Planification stratégique. Vérification interne. Gestion. management. Auditing, Internal Management Performance Measurement Strategic planning |
| url | https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=2529779 |
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