LEADER 02384nam 2200577 450 001 9910818192203321 005 20230803035207.0 010 $a0-87389-898-2 010 $a0-87389-850-8 035 $a(CKB)3710000000149874 035 $a(EBL)1884183 035 $a(SSID)ssj0001264947 035 $a(PQKBManifestationID)12524020 035 $a(PQKBTitleCode)TC0001264947 035 $a(PQKBWorkID)11235967 035 $a(PQKB)10341283 035 $a(MiAaPQ)EBC1884183 035 $a(Au-PeEL)EBL1884183 035 $a(CaPaEBR)ebr10929558 035 $a(OCoLC)891382887 035 $a(EXLCZ)993710000000149874 100 $a20140916h20132013 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aPerformance metrics $ethe levers for process management /$fDuke Okes ; Matt Meinholz, acquisitions editor ; Paul Daniel O'Mara, project editor 210 1$aMilwaukee, Wisconsin :$cASQ Quality Press,$d2013. 210 4$dİ2013 215 $a1 online resource (128 p.) 300 $aDescription based upon print version of record. 320 $aIncludes bibliographical references and index. 330 $aWhich performance measures should you use? The obvious answer is that it depends on what you want to achieve, which someone else should never define for you. After all, it is your organization, your department, or your process. But once you are clear about what you want to accomplish, how do you sort through a variety of possible metrics and decide which are best? Then, given the list of metrics you believe are useful or necessary, how do you define them in more detail to ensure that the right data are gathered at the appropriate frequency and that the resulting information gets to the right p 606 $aPerformance$xEvaluation 606 $aPerformance technology 606 $aOrganizational effectiveness$xEvaluation 606 $aWorkflow$xManagement 615 0$aPerformance$xEvaluation. 615 0$aPerformance technology. 615 0$aOrganizational effectiveness$xEvaluation. 615 0$aWorkflow$xManagement. 676 $a658.4013 700 $aOkes$b Duke$01084231 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910818192203321 996 $aPerformance metrics$94007139 997 $aUNINA