Please use this identifier to cite or link to this item: https://hdl.handle.net/10419/48749 
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dc.contributor.authorStrachotová, Danaen
dc.date.accessioned2011-05-10-
dc.date.accessioned2011-08-17T10:41:22Z-
dc.date.available2011-08-17T10:41:22Z-
dc.date.issued2008-
dc.identifier.citation|aContemporary Economics|c1897-9254|v2|h4|nVizja Press & IT|lWarsaw|y2008|p89-97en
dc.identifier.urihttp://hdl.handle.net/10419/48749-
dc.description.abstractThis article is intended to using of Six Sigma methodology. A break trough strategy to significantly improve customer satisfaction and shareholder value by reducing variability in every aspects of business. It enhances the ability to delivery customer satisfaction and cost improvement results faster within months from the start, and sustains the rate of improvement on-going. One of the most powerful ways to improvebusiness performance is combining business process management (BPM) strategies with Six Sigma strategies. BPM strategies emphasize process improvements and automation to drive performance, while Six Sigma uses statistical analysis to drive quality improvements. The two strategies are not mutually exclusive, however, and some savvy companies have discovered that combining BPM and Six Sigma can create dramatic results. Six Sigma methodology teaches and deploys hard skills and business practices emphasizing.en
dc.language.isoengen
dc.publisher|aVizja Press & IT |cWarsawen
dc.subject.ddc330en
dc.titleThe lean design of manufacturing process-
dc.typeArticleen
dc.identifier.ppn657525022en
dc.rightshttp://www.econstor.eu/dspace/Nutzungsbedingungenen
econstor.citation.journaltitleContemporary Economicsen
econstor.citation.issn1897-9254en
econstor.citation.volume2en
econstor.citation.issue4en
econstor.citation.publisherVizja Press & ITen
econstor.citation.publisherplaceWarsawen
econstor.citation.year2008en
econstor.citation.startpage89en
econstor.citation.endpage97en

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