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Outcomes customer

The text summarises the activities and outcome of the Organic HACCP project (www.organichaccp.org) that was completed in 2005, how a database of critical control points (CCPs) was developed for some representative supply chains and how this was used to define a set of recommendations that were then developed into leaflets with advice to producers, processors, retailers or consumers, respectively. The chapter will thus explain how companies at every step of the production chain can utilise the concepts to improve customer satisfaction in a cost-effective manner. Finally, it will describe an example of implementation in a group of collaborating companies and suggest where additional activities are needed in order to develop the concept further. [Pg.490]

Records describe what has been done and the outcome of the activity. It is important that records are kept safely and that unrecorded changes are not made. Therefore, records have to be controlled in much the same way as documents. It is important that records are clearly identified, accessible and retained for as long as the customer requires. This can be up to 30 years but could be much shorter. The archiving of records can be in any format. However, it is important that they do not deteriorate and that there is a mechanism for reading them if they are in electronic format. [Pg.207]

Another useful distinction made by service quality researchers is between technical quality and functional quality. Technical quality refers to customer perceptions about what is received from a service (e.g., Was the outcome of the service successful ), and functional quality refers to customer perceptions about how a service was performed (e.g., Did the service provider demonstrate concern and inspire confidence ) (Kotler, 2003). Perceptions of both functional and technical quality are important determinants of service quality, suggesting that service providers need to focus on being high touch as well as high tech. In pharmacy, there is some evidence that functional quality has a greater impact on consumer perceptions of service... [Pg.349]

No matter what tool is used to determine if the vendor is appropriate for the scope of work, the real challenge begins with the negotiation of the contract and subsequent initiation of the work. Any vendor or supplier is an extension of the sponsor firm s operations. Ultimately they are partners in the outcome of the project. Supplier partnership is a concept that can be applied to any supplier. Suppliers are viewed as an extension of the customer s overall operation. Critical attributes of a partner relationship are... [Pg.354]

At the initiation of a project, the choice of vendor may be limited. A specific piece of customized equipment may be needed during manufacturing, a key intermediate may be available in lab-scale quantities only, or a particular investigator may be the only expert in a narrow therapeutic area. An evaluation of how this may impact the overall outcome of the project should be done in parallel with working with the single-source vendor. Does the vendor have the capability to purchase more customized equipment Can the intermediate be scaled to the tens of kilos Is there another domestic or international clinical expert available ... [Pg.361]

Outcome. Procedure by which the result of a project is agreed with the customer work plan, e.g. new product, process or termination. [Pg.127]

The big disadvantage of the measures of performance in the list above is that, for the most part, they are only of internal relevance to R D. The customers of R D in the business function rarely show any interest in most of the professional elements on this list, for example the numbers of papers published or lectures given. To get continued and increasing support from the business team, there is a need to use those indicators that demonstrate the outcome of the group s efforts, in terms of financial benefits to the organisation. [Pg.140]

After a customer submits an order, it should follow certain steps (order administration) before it can be fulfilled. Order administration can combine human intervention with automatic administration by an information system. An order must be checked against business rules first. The next step is to determine the workflow needed to take an order from starting inventory stock to final product by selecting systems and processes required to achieve the final outcome specified by the request. The workflow may involve any combination of automated systems, stand-alone workstations, and manual operations. [Pg.208]

This review is subject to pros and cons. With a logical approach the outcome depends on various factors such as extent of damage, professional feasibility to rebuild, time to be back in production, and availability of money. Even though the initial capital expenditure is much lower than for new screws and barrels (plus other equipment), the long-term economical value can be questionable. As an example machine retrofits can be tailored to meet the customer s performance requirements at 40% to 70% of a new tool. In order to provide a good... [Pg.167]


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Customer Outcome Expectations (Technique

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