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Business plan development
Published in Adedeji B. Badiru, Ibidapo-Obe Oye, Babatunde J. Ayeni, Manufacturing and Enterprise, 2018
Adedeji B. Badiru, Ibidapo-Obe Oye, Babatunde J. Ayeni
This section has three separate portions. It begins with a brief, general description of the existing or planned business. The overview is followed by the mission statement of the business. The mission statement consists of key ideas about why the business exists. The third (and final) portion sets the business’s goals and objectives. There are at least two schools of thought about goals and objectives. One is that the goals are the means of achieving the objectives, and the other is exactly the opposite – that the objectives are the means of achieving the goals. These goals and objectives should show what the business wishes to accomplish and the steps needed to obtain the desired results. Goals or objectives should follow the acronym SMART, which stands for Specific, Measurable, Attainable, Reasonable, and Timed, to allow for evaluation of the entire process and provide valuable feedback along the way. The business owner should continually evaluate the outcomes of decisions and practices to determine if the goals or objectives are being met and make modifications when needed.Background Information
Computerized Automation Controls in Dairy Processing
Published in Gauri S. Mittal, Computerized Control Systems in the Food Industry, 2018
Automated factory systems are being integrated with office information system [26]. Specific goals here include improved productivity, reduced inventory costs, improved quality, and more flexibility. As computer-based tools are becoming more available, the competitive advantages of using CIM techniques are increasing. Product analysis from suppliers can be received and processed quicker, reducing inventory holding time prior to shipping. With the ability to deliver timely information, a company can respond to customer demands more readily.
Human Resource Management and Macroergonomics
Published in Robert W. Proctor, Van Zandt Trisha, Human Factors in Simple and Complex Systems, 2018
Robert W. Proctor, Van Zandt Trisha
Whereas the structure of an organization defines its rules of operation, goals define what the organization is trying to achieve. Goals differ according to their time frame, focus, and criteria (Szilagyi & Wallace, 1983). Goals may be short, intermediate, or long term, and the action taken to achieve a goal may be one of maintenance, improvement, or development. Goals may include such things as increased productivity, improved resources and innovation, and greater profitability.
System and Information Qualities in Mobile Fitness Apps and Their Effects on User Behavior and Performance
Published in Information Systems Management, 2023
Mobark Q. Aldossari, Quynh N. Nguyen, Anh Ta, Steven A. Schulz
In the literature of industrial psychology, goal setting has been strongly considered a motivational tool to improve job performance. However, the benefits of goal setting on sports performance had not been clearly supported until the introduction of Kyllo and Landers’s (1995) study, which is considered the first to empirically confirm the positive influence of goal setting on sports performance. Follow-up studies (e.g., Burton et al., 2010; Burton & Weiss, 2008) also addressed the importance of goal setting on sport/exercise performance in different contexts or human subjects such as student-athletes or U.S. Olympic athletes. Later, Weinberg (2013) proposed major stages of goal setting and a seven-step goal setting guideline to improve sport/exercise performance effectively. Besides the benefit on sport/exercise performance, the combination of goal setting and physical activity is possibly an effective behavioral change strategy, which has been demonstrated by previously published studies (Kyllo & Landers, 1995; Shilts et al., 2004; Whitt-Glover & Kumanyika, 2010). For example, Shilts et al. (2004) showed the role of goal setting in the health intervention domain, in which goal setting was used as a motivational tool to encourage behavior change in physical activity and healthy diet.
Performance measurement of lean supply chain management: a balanced scorecard proposal
Published in Production Planning & Control, 2022
Noelia Garcia-Buendia, Thomas Borup Kristensen, José Moyano-Fuentes, Juan Manuel Maqueira-Marín
Our study has relevant managerial implications. It has identified organizational goals and a set of performance measures that can help managers to select and prioritize the best-suited performance indicators to achieve their firm’s strategic goals. The connection between goals and performance indicators allows practitioners to assess the achievement of different goals through the measurement of specific KPIs. It will enable managers to monitor the LSCM implementation process, allow them to detect any significant deviations from the anticipated results, and thus, to make the right decisions at the right time to correct any deviations and achieve the expected results. The balanced scorecard would act as a monitoring and evaluation system that would allow the easy and timely detection of deviations from the values that have been established as a benchmark for LSCM implementation. This would help to achieve more robust and reliable LSCM implementation processes and so reinforce the usefulness of the lean supply chain strategy. Our paper also contributes to the evaluation of LSCM performance and its tangible impact on the firm’s objectives. Future research should dig deeper into the learning and growth dimension. This BSC perspective is extremely underdeveloped in this topic and so requires further attention. The previous literature has addressed issues related to the learning organization, yet how this progress can be effectively measured in the LSCM is still unknown.
Scheduling in a flexible job shop followed by some parallel assembly stations considering lot streaming
Published in Engineering Optimization, 2022
Fatemeh Daneshamooz, Parviz Fattahi, Seyed Mohammad Hassan Hosseini
One of the main goals in most manufacturing systems in today's competitive market is to increase the factory's productivity and efficiency. Different approaches can be taken to achieve this aim depending on the problem and its restrictions. Flexible manufacturing systems, in addition to automated and flexible machines, can help manufacturers to achieve these objectives. The flexible job-shop scheduling problem (FJSP) is a generalization of the job-shop scheduling problem (JSP) which provides a closer approximation to a range of problems encountered in real manufacturing systems (Mastrolilli and Gambardella 2000). In the FJSP, a finite set of jobs is processed on a finite set of machines. Each job is characterized by a fixed order of operations, and each of them must be processed on a machine out of a given set of machines. The machine set is defined for each operation and the corresponding processing time depends on the chosen machine (Mastrolilli and Gambardella 2000). Each machine can process at most one job at a time, and once a job initiates the processing on a given machine it must be completed without interruption.