Performance management types

The most commonly employed type of outcome-oriented system is management by objectives (MBO), also known as results management, performance management, and work planning and review. The MBO process typically consists of six steps (Byars and Rue, 2000, p. 277) ... 

As can be seen from Table 5.1 a five percent reduction in the cost of raw materials yields a 50 percent improvement in profit performance. This type of impact is what upper management is looking for and it is a way to save lots of money. These types of changes should fall straight through to the bottom line of the organization. 

The probes are assumed to be of contact type but are otherwise quite arbitrary. To model the probe the traction beneath it is prescribed and the resulting boundary value problem is first solved exactly by way of a double Fourier transform. To get managable expressions a far field approximation is then performed using the stationary phase method. As to not be too restrictive the probe is if necessary divided into elements which are each treated separately. Keeping the elements small enough the far field restriction becomes very week so that it is in fact enough if the separation between the probe and defect is one or two wavelengths. As each element can be controlled separately it is possible to have phased arrays and also point or line focussed probes. 

To allow flexibility, the database manager must also perform point addition or deletion. However, the abihty to create a point type or to add or delete attributes of a point type is not normally required because, unlike other data processing systems, a process control system normally involves a fixed number of point types and related attributes. For example, analog and binary input and output types are required for process I/O points. Related attributes for these point types include tag names, values, and hardware addresses. Different system manufacturers may define different point types using different data structures. We will discuss other commonly used point types and attributes as they appear. 

The type of power and social relationships in a group will also affect the overall performance. Although a formal status hierarchy is specified for each team by the plant management, it is well documented that groups have their own informal status structure which may be different from the formal one. In everyday duties it might be difficult to detect any contradictions between formal and informal status hierarchies. In an emergency situation, however, where different interpretations of the situation may be reached, such status problems may create difficulties with regard to whose opinion is followed. 

Where a specific incident leading to safety, quality or production problems has occurred, the plant management may wish to perform a very focused intervention. This will be directed at identifying the direct and underlying causes of the problem, and developing an appropriate remedial strategy. The process for performing an analysis of this type is described in the incident analysis section of Chapter 6. 

An electronic management system has been applied which controls all functions of the battery for its operation. Batteries with about 30 kWh have been built for car applications. Due to the permanently increasing demands of the car industry, the performance of the batteries has been improved significantly. As an example, the data of two Silent Power batteries, the old type Mk4 and the recent type Mk6, are compared in Table 4. 

There are some aspects of process design in which decisions are based primarily on past experience rather than on quantitative performance models. Problems of this type include the selection of constraction materials, the selection of appropriate models for evaluating the physical properties of homogeneous and heterogeneous mixtures of components, and the selection of safety systems. Advances in expert systems technology and information management will have a profound impact on expressing the solutions to these problems. 

No proposal for a laboratory ventilation system should be requested without a thorough study of the work to be performed. A once-through system may not always be required. The manager of a research laboratory, working closely with a designer, discovered that 50% recirculation would be permissible in their new building. While this is even less than in offices and stores, it proved to be adequate for their type of work. He would not recommend this ratio for other laboratories without a careful study. 

One laboratory used industrial-type brass valves for many of their water outlets, rather than the more expensive chrome plated ones available from the laboratory supply house. While their appearance was different, their performance was the same. To make the valves look better to both laboratory workers and visitors, the manager would occasionally treat them vdth metal polish. 

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