Objectives strategic


Technology managers have also been given frameworks for assessing their technical function s mission, objectives, strategic plan, key pohcies, and R D activities. One framework provides indicators for managers to position their organizations and work practices in four stages of development (68). For example, for quahty assurance (qv) the stages can be described as follows.  [c.133]

Measurement techniques are divided into two categories ambient and source measurement. Ambient air samples often require detection and measurement in the ppmv to ppbv (parts by volume) range, whereas source concentrations can range from tenths of a volume percent to a few hundred ppmv. Federal regulations (16—17) require periodic ambient air monitoring at strategic locations in a designated air quaHty control region. The number of required locations and complexity of monitoring increases with region population and with the normal concentration level of poUutants. Continuous monitoring is preferable, but for particulates one 24-h sample every sixth day may be permitted. In some extensive metropoHtan sampling networks, averaged results from continuous monitors are telemetered to a single data processing center. Special problems have been investigated using portable, vehicle-carried, or airborne ambient sampling equipment. The utilization of remote-guided miniature aircraft has been reported as a practical, cost-effective ambient sampling method (18). Ambient sampling may fulfill one or more of the foUowing objectives (/) estabHshing and operating a poUution alert network, (2) monitoring the effect of an emission source, (J) predicting the effect of a proposed installation, (4) estabHshing seasonal or yearly trends, (5) locating the source of an undesirable poUutant, (6) obtaining permanent sampling records for legal action or for modifying regulations, and (7) correlating poUutant dispersion with meteorological, climatological, or topographic data, and with changes in societal activities.  [c.384]

Planning. Through planning, technology managers estabUsh objectives, develop the rationale for these objectives, and estimate the resources required over time to succeed at the strategic business, R D organizational, and project levels.  [c.131]

Separation Synthesis Algorithm. The procedure for the systematic generation of conceptual separation system flow sheets consists of eight steps. The synthesis scheme emphasizes the use of the appropriate knowledge, identification of critical features and strategies to deal with them, and provides a means for selecting and sequencing both opportunistic and strategic separations. The process begins by the constmction of Hsts of sources and destinations for the process. A source may be the original feed mixture or a stream created by a strategic or opportunistic separation. A source Hst is maintained as the algorithm progresses. It contains streams which have not been identified as destinations, have not been recycled, or fed into another unit operation. Destinations are the final and sometimes intermediate objectives of the separation flow sheet. They may be products, by-products, MSA compositions that must be regenerated and recycled, or the feed to a strategic separation. The destination Hst also changes as the design proceeds.  [c.450]

The thermodynamics and physical properties of the mixture to be separated are examined. VLE nodes and saddles, LLE binodal curves, etc, are labeled. Critical features and compositions of interest are identified. A stream is selected from the source Hst. This stream is either identified as meeting all the composition objectives of a destination, or else as in need of further processing. Once an opportunistic or strategic operation is selected and incorporated into the flow sheet, any new sources or destinations are added to the respective Hsts. If a strategic separation for dealing with a particular critical feature has been implemented, then that critical feature is no longer of concern. Alternatively, additional critical features may arise through the addition of new components such as a MSA. The process is repeated until the source Hst is empty and all destination specifications have been satisfied.  [c.450]

The first step in the processing of cocoa beans is cleaning. Stones, metals, twigs, twine, and other foreign matter are usually removed by passing beans in a large thin layer over a vibrating screen cleaner. Large objects are retained as the beans fall through a lower screen. The second screen removes sand and dirt that have adhered to the beans. Strategically placed magnets are commonly used to remove small pieces of metal.  [c.91]

The difficulty mentioned in (c) can be overcome by local cathodic protection according to Chapter 12. This is possible in industrial installations, but not in urban areas. Effective local cathodic protection can be achieved by strategically placed anodes (see Section 12.2) and by a limited protection range for objects with high longitudinal resistance. This is the case with lead-sheathed cables (see Fig. 13-1). Conventional cathodic protection is possible if the protected object is isolated from the grounding installation by dc decoupling devices. This is done for the steel conduits for high-voltage cables.  [c.336]

This step defines the goals, objectives, and depth of study based on the strategic instructions from management and the resources provided. The organization and responsibilities of the team are defined along with project milestones, quality assurance, reviews and reporting. This information is reported to management for approval. Upon resolution, and with management go ahead, the project begins.  [c.300]

The management review to monitor strategic quality objectives and the performance of the system  [c.12]

The objectives for quality control should relate to the standards you wish to maintain or to prevent from deteriorating. At the corporate level these objectives will address strategic issues such as safety and reliability or customer care. Although you will be striving  [c.103]

Monitoring strategic objectives and quaiity costs  [c.136]

There is also a supplementary requirement in clause 4.1.3.2 for the management review to include the monitoring of strategic quality objectives and the regular reporting and evaluation of the cost of poor quality.  [c.136]

It is often the case in business that strategic plans remain unchanged even though circumstances may change and that business planning is an annual event rather than a continual event. ISO/TS 16949, however, does not permit this approach as it requires the plan to be updated, revised, and reviewed. Suppliers therefore need to schedule regular reviews of the plan and of the progress of its implementation. Most organizations will already perform monthly or quarterly business reviews so this requirement will not be onerous apart from updating and revising the plan. The terms update and revise may appear to be one and the same requirement. However, updating means keeping current so that it reflects current circumstances, whereas revising means changing for whatever reasons. Some reasons for revision may arise out of current circumstances, such as extending the scope of the plan, correcting errors, or refining objectives and goals as more accurate data emerges.  [c.143]

Although the wording is different, this requirement adds very little to that in clause 4.1.3 for management review. However, there are some significant differences. The action required is not a review but an evaluation, implying that the evaluation is performed first and followed by a review of the results. The evaluation does not need to be performed by management with executive responsibility. It can be performed by any qualified personnel. It extends the ISO 9001 requirement for quality objectives by requiring there to be evidence of the achievement of those specified in the quality policy. The objectives in the business plan should be strategic objectives and are therefore also addressed in clause 4.1.3.2. The determination of customer satisfaction is dealt with in clause 4.1.1.3 and the requirements of the results to be used for continuous improvement are also dealt with in clause 4.1.3.2.  [c.215]

Studies of some extraordinary U.S. successes in high, tech markets, eg, GE Medical Systems, GE Plastics, Motorola Communications, and Coming (21,22), have demonstrated the importance of leadership in hull ding competitive advantage through technology. In these successful firms, corporate strategies were shaped around technology-based opportunities and supported by general management. Eive conclusions were drawn from the studies. (/) The only way toward market leadership is through a focus on the unique strengths or competencies of the business. (2) This success in the marketplace must come first, followed by a strategic focus. Strategic focus without a unique and sustainable source of advantage is useless. (3) In high tech markets, the only sustainable basis for competitive advantage is technology leadership in a particular area. Strong marketing and distribution reinforce technology leadership, but cannot substitute for it. (4) Technology leadership must be built on both continuous (incremental) and discontinuous (breakthrough) improvements. Neither alone is sufficient. (5) EinaHy, technology leadership is built by general management decisions driven initially by strategic imperatives and then constrained by financial considerations, rather than by decisions based initially or solely on financial objectives. These conclusions clarify several important roles for technology leaders. They must provide strategic focus, build on strengths, promote innovation, maximize human capital, be a spokesperson for technology, and understand the historical context.  [c.127]

Selectingprograms. The business has a goal-setting process that collectively develops clear, mutually agreed upon, strategically evaluated project objectives with weU-understood expectations that are then clearly communicated. Project selection criteria are clearly linked to business strategy. A prioritization process maintains a backlog of ideas and opportunities.  [c.134]

The plant bioregulator gibberellic acid (236) resisted synthesis for more than two decades because it abounds in all of the elements contributing to complexity, including reactive and dense functionality, in an usually forbidding arrangement. One contributing strategy in the retrosynthetic plan which led to the first synthesis of 236 was the removal of those functional groups in ring A most responsible for chemical reactivity, with concomitant removal of two clearable stereocenters. These operations were also suggested by a transform-based strategy aimed at stereocontrolled disconnection of the A ring, which was identified as strategic for disassembly on the basis of combined topological and stereochemical considerations. The internal Diels-Alder transform was selected as T-goal because of the twin objectives of ring A  [c.84]

The term market transformation first appeared in the literature in the early 1990s. The term emerged more as an abstraction than a concrete program strategy or model. Market transformation provides a vision of the ultimate objective of strategic intewen-tions—markets that yield energy-efficient outcomes automatically as the result of normal market forces. Market transformation can be viewed as a catalyst for change—a means of intei vening in imperfect markets to effect long-term changes to improve market performance with respect to energy efficiency.  [c.759]


See pages that mention the term Objectives strategic : [c.64]    [c.10]   
Automotive quality systems handbook (2000) -- [ c.136 ]