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Böcker Böcker11 - 20 av 24 om Put the decision point where the work is performed, and build control into the process..
" Put the decision point where the work is performed, and build control into the process. "
Organization Development: Principles, Processes, Performance - Sida 189
efter Gary McLean - 2005 - 465 sidor
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Strategies and Technologies for Healthcare Information: Theory Into Practice

Marion J. Ball, Judith V. Douglas, David E. Garets - 1999 - 216 sidor
...• Organize work around outcomes, not tasks. • Be flexible in anticipation of future needs. • Put the decision point where the work is performed and build control into the process. • Build and enhance strategic linkages with external entities. • Capture information once, and...
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Total Quality Management: Text, Cases, and Readings, Third Edition

Joel E. Ross, Susan Perry - 1999 - 568 sidor
...databases, and teleconferencing can bring independent groups together so that coordination is ongoing. Put the decision point where the work is performed, and build control into the process. In most organizations, those who do the work are distinguished from those who monitor the work and...
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From Control to Drift: The Dynamics of Corporate Information Infrastructures

Chair and Professor of Information Systems Claudio Ciborra, Claudio Ciborra, Kristin Braa, Associate Professor of Informatics Kristin Braa, Antonio Cordella, Vidar Hepsø, Bo Dahlbom, Angelo Failla, Ole Hanseth - 2000 - 246 sidor
...considered so closely, such as: 'Have those who use the output of the process perform the process'; or, 'Put the decision point where the work is performed and build control into the process'. Instead, instances where certain roles have to send information upwards, to allow superiors to exercise...
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Healthcare Information Systems: Challenges of the New Millennium: Challenges ...

Armoni, Adi - 1999 - 243 sidor
...networks, shared databases, and teleconferencing could be used to achieve ongoing coordination. • Put the decision point where the work is performed, and build control into the process. People who do the work should make the decisions. This way, it is possible to have a flattened organization...
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Handbook of Production Management Methods

Gideon Halevi - 2001 - 313 sidor
...geographically dispersed resources as though they were centralized. 5. Link parallel activities instead of integrating their results. 6. Put the decision point...into the process. 7. Capture information once and at source. The approaches to BPR differ in degree of change - radical or incremental. Radical programmes...
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International Operations Management

Gerhard J. Plenert - 2002 - 488 sidor
...though they were centralized. • Link parallel activities instead of integrating their results. • Put the decision point where the work is performed, and build control into it. The three R's of re-engineering are: • Rethink - Is what you're doing focused on the customer?...
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Superior Customer Value in the New Economy: Concepts and Cases, Second Edition

Simon Ang, Alejandro Oliva - 2004 - 456 sidor
...people closest to the process the ones who actually perform the activity)? Y or N Does your company put the decision point where the work is performed and build control into the process? Y or N Does your company capture information once and at the source where it was created? Y or N Does...
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ECM Technology: What You Need to Know

Tom Jenkins, Hartmut Schaper - 2005 - 304 sidor
...geographically dispersed resources as though they were centralized. 5. Link parallel activities in the workflow instead of just integrating their results. 6. Put...process. 7. Capture information once and at the source. By the late 1990s, BPR had gained a negative connotation equivalent to "downsizing" and was abandoned...
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TOTAL QUALITY MANAGEMENT: TEXT AND CASES

B. JANAKIRAMAN, R. K. GOPAL - 2006 - 260 sidor
...groups together, communication networks, shared databases and teleconferencing, etc. can help. Principle 6. Put the decision point where the work is performed, and build control into the process: In organizations those who do the work are distinguished from who supervises, controls and monitors,...
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Managing Information Services: A Transformational Approach

Jo Bryson - 2006 - 346 sidor
...functions and coordinate them whilst the activities are in process rather than after they were created; • put the decision point where the work is performed, and build control into the process; let the people who do the work make the decisions. Build controls into the process through expert systems...
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