Progress in performance management : industry insights and case studies on principles, application tools, and practice / Marc Helmold and Warda Samara.
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...
Saved in:
| Main Authors: | , |
|---|---|
| Format: | Ebook |
| Language: | English |
| Published: |
Cham, Switzerland :
Springer,
[2019]
|
| Series: | Management for professionals.
|
| Subjects: | |
| Online Access: | Springer eBooks |
Table of 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