Question

Describe 5 performances objectives and explain how the relationship between some of these objectives has internal benefits ?

Answer 1

The five performance objectives:

Quality: Being right
Speed: Being fast
Dependability: Being on time
Flexibility: Being able to change
Cost: Being productive

Quality:

Is reliable conformance to clients desires or just doing things right.

Outside advantages of value

Improves the item or administration in the market

Interior advantages of value

Prevents errors slowing down speed

Prevents internal unreliability and low dependability

Speed:

The lapsed time between the customer requesting a product/service and them receiving it. Give the potential for quicker conveyance time and spares costs

Dependability

Doing things on time for customers to receive exactly when needed or promised
Internal benefits
Prevents late delivery slowing down throughput speed which reduces costs
External benefits
Enhances the product or service in the market, or at least avoids customer complaints

Flexibility

Associated with an operations ability to change

Change what?
Item/benefit it conveys to the market

Blend of items/administrations it produces
Volume of products/services it provides
Delivery time of products/service

Cost

When companies compete on price, it will be a major objective
Cost of producing is influenced by many factors such as input costs, two sets of factors are

The start of any stakeholder engagement process is stakeholder mapping. Partner mapping distinguishes the objective gatherings and pulls together however much data as could be expected about them. 'Partners' are by definition individuals who have a 'stake' in a circumstance. Partners can be depicted in association terms as, those who are maybe ‘internal’ (e.g. employees and management) and those ‘external’ (e.g. customers, competitors, suppliers, etc.).

However, within the field of public health the development of strategies, programmers and projects may well be undertaken on a cross-boundary, interdisciplinary way. For example, a local health and well-being strategy may be developed by:

• Internal stakeholders who participate in the co-ordination, funding, resourcing and publication of the strategy from a local health and well-being partnership;

•           External partners who are occupied with contributing their perspectives and encounters in tending to the issues that are vital to them as patients, benefit clients, careers and individuals from the nearby network. The following questions are designed to reveal the stakes as well as help to identify the right people to involve in any particular situation.

• Who is or will be affected, positively or negatively, by what you are doing or proposing to do?

•        Who holds official positions pertinent to what you are doing?

•        Who runs associations with pertinent interests?

•        Who has been associated with any comparable circumstances before?