مشروع تخرج بعنوان Performance Evaluation & Improvement

مشروع تخرج بعنوان Performance Evaluation & Improvement
اسم المؤلف
عالم التقنية
التاريخ
29 أبريل 2018
المشاهدات
التقييم
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Performance Evaluation & Improvement
Supervised by
Dr. Mohammed Fahmy Ali
Introduced by
Mohamed Ahmed Ysser El Abbady
Amir Mahmoud Mosa Yousef
Hossam Atyya Abd El Fatah
Table of contents
Table of contents . . .I
Abstract .VI
Chapter (1) Introduction . . . 1
Chapter (2) performance measurements process . . .5
2.1 What Are Performance Measures? . .7
2.2 What Are the Benefits of Measurements? . .9
2.3 Why Do We Need to Measure? 10
2.4 What Is the Foundation for a Performance measurement system? . 11
2.5 Process Overview .13
2.5.1 Identify Proc. . . 17
2.5.2 Identify Critical Activity to be Measured . 18
2.5.3 Establish Performance Goal or Standard . . 21
2.5.4 Establish Performance Measurement . . 23
2.5.5 Identify Responsible Party . 31
2.5.6 Collect Data . . . .32
2.5.7 Analyze/Report Actual Performance . .35
2.5.8 Compare Actual Performance to Goal/Standard . . .38
2.5.9 Determine if Corrective Action(s) is Necessary . 38
2.5.10 Make Changes to Bring Process Back in Line with Goal 39
2.5.11 Determine if New Goals or Measures are needed 40
Chapter (3) leadership & commitment . . 41
3.1 The total quality management approach . . 42
3.2 Commitment and policy . 45
3.2.1 The quality policy . 46Table of contents
Page II
3.3 Creating or changing the culture . . 47
3.3.1 Control .51
3.4 Effective leadership 54
3.4.1. Attitudes . 57
3.4.2. Abilities . .58
3.4.3. Participation . . . 58
3.5. Excellence in leadership . 59
3.5.1. Planning . 61
3.5.2. Performance . 61
3.5.3. Processes . .61
3.5.4. People . .61
3.5.5 Customers . .62
3.5.6 Commitment . .62
3.5.7 Culture . 62
Chapter (4) vision . .64
4.1 Develop a shared vision and mission 65
4.2 develop the „mission? into its critical success factors 68
4.3 define the key performance outcomes . .71
4.4 understand the core processes and gain process . 73
4.5 Break down the core processes into sub processes, activities . .75
4.6 Ensure process & people alignment through a policy deployment 80
4.7 Strategic and operational planning . . .84
4.8 The development of policies and strategies 85
Chapter (5) Key Performance Indicator . .88
5.1 Introduction . 89Table of contents
Page III
5.2 Key results indicators 90
5.3 Key performance indicators . . . 91
5.3.1 Seven Characteristics . .92
5.3.2 Lead and Lag Confusion . . .94
5.3.3 Importance of Timely Measurement . .96
5.3.4 Learned Reaction to Measurement . 98
5.4 Management models that have a profound impact on KPIs . 98
5.4.1 Balanced Scorecard .98
5.4.2 Beyond Budgeting Management Model . .99
5.4.3 Converting Reporting from Information Memorandums . 100
5.5 Definitions . .104
5.6 Foundation Stones for Implementing KPI 106
5.7 Four foundation stones . 107
5.7.1 Partnership Foundation Stone . 107
5.7.2 Transfer of Power to the Frontline Foundation Stone . .107
5.7.3 Integration of Measurement, Reporting, and Improvement 108
5.7.4 Linking Performance Measures to Strategy . 109
5.8 Defining vision, mission, & strategy . .113
5.9 How to implement wining KPIs in 16 weeks .114
5.9.1 Lesson 1: Appoint an External Project Facilitator .114
5.9.2 Lesson 2: Begin with the Senior Management Team . 115
5.9.3 Lesson 3: Focus on the Critical Success Factors 117
5.9.4 Lesson 4: Follow the 10/80/10 Rule . .118
5.9.5 Lesson 5: Select a Small KPI Team . 118
5.9.6 Lesson 6:“Just Do It” .120Table of contents
Page IV
5.9.7 Lesson 7: Use Existing Systems for the First 12 Months .121
5.9.8 Lesson 8: Trap All Performance Measures in a Database. .122
5.9.9 Lesson 9: KPI Reporting Formats . .124
5.9.10 Lesson 10: Maybe You Need to Rename . 125
Chapter (6) the Balanced Scorecard . . 126
6.1 The Four Perspectives of the Balanced Scorecard . .127
6.2 Indicators of the proposed BSC for R&D . 129
Chapter (7) Case study .130
Case 1 Ain Shams Hospital . . .131
Case 2 Techno Steel company . 144
Case 3 Head line company . . 203
Chapter (8) Problem Solving . 263
.
8.1 Finding & Solving Problems in Your Processes .265
8.1.1 Problem solving: an overview 265
8.1.2 Work as a process . 265
8.1.3 What is problem solving? .266
8.1.4 What is process improvement? .269
8.1.5 Why are process measures important? .269
8.1.6 What is good team-based problem solving 270
8.2 Key success factors for problem solving . 271
8.3 Using a Systematic Model to Solve Your Problems . 271
8.3.1 What is the power of the (PDCA) Cycle? 272
8.3.2 What is the 7-Step Model for problem solving? 275
8.3.3 Why is this problem-solving model better other models? .275
8.4 Implementing the 7-Step Problem-Solving Model . .278Table of contents
Page V
8.4.1 Step 1 Describe the Problem: . .278
8.4.2 Step 2 Describe the Current Process: . . . 280
8.4.3 Step 3 Identify and Verify The Root Cause . .281
8.4.4 Step 4 Develop a Solution and Action Plan: . 282
8.4.5 Step 5 Implement the Solution: .283
8.4.6 Step 6 Review and Evaluate: .284
8.4.7 Step 7 Reflect and Act on Learning: . 285
Chapter (9) case study for problem solving 286
APPENDIX . 295
REFERENCES . .305
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