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| Activities that relate to the creation of good and services through the transformations of inputs to outputs. |
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| The three factors critical to productivity improvement, capita, labor, and the arts and science of management. |
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| The application of planning, organizing, staffing, leading and controlling to the achivement of objectives. |
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| Indicates the ration of many or all resources (input) to the goods and services produced (outputs). |
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| The ratio of outputs (goods and services) divided by one or more inputs ( such as labour, capital, or management). |
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| The economic activities that typically produce an intagible (product such as education, enterntainment, lodging, government, financial, and health services.) |
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| The creation of goods and services. |
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| Single-factor Productivity |
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| Indicates the ratio of one source (input) to goods and services (output). |
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| The creation of a unique advantages over competitors. |
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| Achieving maximum value as precieved by the customer. |
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| The purpose or rational of an organizations existence. |
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| Combines the benefits of global-scale efficiencies with the benefits of local responsiveness. |
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| How an organization expects to achieve its missions and goals. |
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| That set of values related to rapid, flexible, and reliable performance sometimes thought of competing on "timeliness". |
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| Operating decisions are decentralized to each country to enhance local responsiveness. |
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| To destinguish the offerings of an organization in any way the customer precives as adding value. |
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| Global markets are penetrated using exports and licenses. |
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| Operating decisions are centralized and headquarters coordinates the standardization and learning between facilities. |
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| Experience Differentiation |
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| Engages the customer with the product through imaginative use of the five senses, so the customer experiences the product. |
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| Define-Measure-Analiyze-Improve-Control |
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| The six sigma process that outlines the steps to improve existing processes. |
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| A measure of process performance; the measure of actual outputs to standard outputs. Usually expressed in percentage terms. |
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| A detailed map that identifies activities that make up informational, physical, and monetary flow of a process. |
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| The comparison of an organizations processes with those of noncompetitor that have been identified as superior processes. |
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| Adapting outstanding practices from with in the same organization or from other businesses to help improve performance. - COMPARING PERFORMANCE METHODS |
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| A process that performs necessary, albeit- non value added time, activities. |
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| A proceess map that arranges process steps so that the user can see who is responsible for each step. |
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| A process map that graphically arranges the process steps so that the user can see who is responsible for each step. |
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| A comparison of an organization's processes with those of competing organizations. |
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| A process that addresses the main value-added activities of an organization. |
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| Measuring Process Performance |
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| The following are example of this; productivity, efficiency, cycle time reduction, cost, quality, speed, and flexibility. |
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| A measure of office performance; the ratio of outputs to inputs. |
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| Business Processes Reengineering |
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| A process that involves the fundamental rethinking and radical redesign of business processes to achieve dramatical organizational improvements in such critical measures of performance as cost, quality, speed and delivery. |
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| The philosophy that small incremental improvements can add up to significant performance improvements over time. |
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| Design For The Environment |
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| An approach to new product design that addresses environmental, safety, and health issues over the product's projected life cycle in the design and development process. |
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| Design for Manufacturability |
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Definition
| The systematic consideration of manufacturing issues in the design and development process, facilitating the fabrication of the product's components and their assembly into their assembly into the overall product. |
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