The art of integrating strategic planning, process metrics, risk mitigation, and auditing /

Detalles Bibliográficos
Clasificación:Libro Electrónico
Autor principal: Smith, Janet B., 1954- (Autor)
Formato: eBook
Idioma:Inglés
Publicado: Milwaukee, Wisconsin : ASQ Quality Press, [2016]
Temas:
Strategic planning.
Performance > Measurement.
Auditing, Internal.
Management.
Planification stratégique.
Vérification interne.
Gestion.
management.
Auditing, Internal
Management
Performance > Measurement
Strategic planning
Acceso en línea:Texto completo
Tabla de Contenidos:
  • Title page
  • Contents
  • List of Examples
  • List of Figures and Tables
  • Preface
  • Acknowledgements
  • PART 1 Strategic Planning
  • Chapter 1 Vision
  • CORE ELEMENTS OF THE VISION
  • CRITICAL FACTORS INFLUENCINGD EVELOPMENT OF VISION
  • Chapter 2 First Define Vision
  • Then Develop Strategic Plan
  • LIFE CYCLE OF THE STRATEGIC PLAN (DMAIC MODEL)
  • WHAT IS THE LEAN DMAIC MODEL?
  • TRANSLATION OF HIGH-LEVEL STRATEGYINTO DAY-TO-DAY MEASURABLE INITIATIVES
  • ROADMAP TO SUCCESSFUL STRATEGIC PLANNING-ALIGNMENT WITH VISION
  • Chapter 2 First Define Vision
  • Then Develop Strategic Plan
  • LIFE CYCLE OF THESTRATEGIC PLAN (DMAIC MODEL)
  • WHAT IS THE LEAN DMAIC MODEL?
  • TRANSLATION OF HIGH-LEVEL STRATEGY INTO DAY-TO-DAY MEASURABLE INITIATIVES
  • ROADMAP TO SUCCESSFUL STRATEGIC PLANNING-ALIGNMENT WITH VISION
  • Chapter 3 Strategy: Measurement of Effectiveness Through Initiatives
  • STARTING POINT
  • BENCHMARK VERSUS GOAL
  • Chapter 4 Initiatives to Support Strategies
  • Measurement through Process Metrics
  • LAYERED PROCESS METRICS
  • METHODS FOR CREATING A LAYERED PROCESS OR PERFORMANCE METRIC
  • PART II Process Metrics and Risk Mitigation
  • Chapter 5 Process Metrics and Risk Mitigation
  • FEEDBACK MECHANISM TO GO BEYONDCOMPLIANCE AND SUSTAINABILITY
  • PROCESS METRICS: SUCCESS FACTORS, RISK MITIGATION, FAILURE MODES, AND COUNTERMEASURES
  • Chapter 6 Process Metrics
  • Why Do They Fail?
  • RISK AND FAILURE MODE: PROCESS CAPABILITY AND CUSTOMER REQUIREMENTS MAY BE PERFECTLY ALIGNED, BUT PROCESS OWNERS ARE NOT
  • RISK AND FAILURE MODE: PROCESS IS BARELY CAPABLE
  • RISK AND FAILURE MODE: PROCESS IS NOT CAPABLE OR NOT STABLE
  • RISK AND FAILURE MODE: PROCESS METRICS NOT CALIBRATED FOR INTENDED USE
  • NO PERIODIC REVIEW OF PROCESS METRICS AFTER DEPLOYMENT TO DETECT HIDDEN FACTORIES
  • Chapter 7 Moment of Truth: Another Expression of Risks, Possible Failure Mode, and Process Metric
  • Chapter 8 Process Metrics: Measurement of Risk and Failure Modes
  • Chapter 9 The Many Faces of Ineffective Process Metrics
  • THE MANY FACES OF INEFFECTIVE PROCESS METRICS(ALSO KNOWN AS RISKS OR FAILURE MODE)
  • CAN 1% METRIC RULE?
  • PERFORMANCE METRICS WITHOUT SUSTAINABILITY
  • PROCESS METRIC: TWO FACES
  • PROCESS METRIC EXPECTATION ISMISUNDERSTOOD
  • A MOVING TARGET?
  • Chapter 10 Leverage Measureable Results
  • Act on Process Indicators!
  • PART III Root Causes
  • Chapter 11 Root Cause Analysis Life Cycle
  • DEFINING THE PROBLEM
  • Chapter 12 Other Triggers of Root Cause Analysis
  • MORE THAN NON-CONFORMANCES
  • ROOT CAUSE ANALYSIS TRIGGER: EXTERNAL FORCES
  • ROOT CAUSE ANALYSIS TRIGGER: INTERNAL PROCESSES
  • ROOT CAUSE ANALYSIS TRIGGER: NONCONFORMANCE OR VARIANCE (FRIEND OR FOE?)
  • Chapter 13 Root Causes and Process Metrics
  • WHICH CAME FIRST?
  • LESSONS LEARNED (A LASTING IMPRESSION)
  • PART IV Auditing
  • Chapter 14 Auditing

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