VDI 4490 Operational logistics key figures from goods receiving to dispatch
Данный раздел/документ содержится в продуктах:
- Техэксперт: Машиностроительный комплекс
- Картотека зарубежных и международных стандартов
- VDI 4493 BLATT 1 Control centre for intralogistics
- 03
- VDI 4471 Blatt 2 Electronic article surveillance systems (EAS) - Acousto-magnetic EAS technology
- VDI 4471 BLATT 1 Anti-theft systems for goods - Technology comparison and compatibility of electronic article surveillance systems (EAS) referred to the source tagging - Fundamentals
- VDI 4472 Blatt 2 Requirements to be met by transponder systems for use in the supply chain - Use of transponder systems in the textile chain - HF systems
- VDI 4471 BLATT 1 Anti-theft systems for goods - Technology comparison and compatibility of electronic article surveillance systems (EAS) referred to the source tagging - Fundamentals
- 35
- VDI 4471 Blatt 2 Electronic article surveillance systems (EAS) - Acousto-magnetic EAS technology
- VDI 4471 BLATT 1 Anti-theft systems for goods - Technology comparison and compatibility of electronic article surveillance systems (EAS) referred to the source tagging - Fundamentals
- VDI 4472 Blatt 2 Requirements to be met by transponder systems for use in the supply chain - Use of transponder systems in the textile chain - HF systems
- VDI 4471 BLATT 1 Anti-theft systems for goods - Technology comparison and compatibility of electronic article surveillance systems (EAS) referred to the source tagging - Fundamentals
- VDI 4471 Blatt 2 Electronic article surveillance systems (EAS) - Acousto-magnetic EAS technology
- VDI 4471 BLATT 1 Anti-theft systems for goods - Technology comparison and compatibility of electronic article surveillance systems (EAS) referred to the source tagging - Fundamentals
- VDI 4472 Blatt 2 Requirements to be met by transponder systems for use in the supply chain - Use of transponder systems in the textile chain - HF systems
- VDI 4472 Blatt 2 Requirements to be met by transponder systems for use in the supply chain - Use of transponder systems in the textile chain - HF systems
- VDI 4472 BLATT 4 Requirements to be met by transponder systems (RFID) for use in the supply chain - Cost-benefit-analysis of RFID systems in logistics
- VDI 4475 BLATT 1 Sectoral implementation of source tagging - Application fundamental
- Картотека зарубежных и международных стандартов
Verein Deutscher Ingenieure
Operational logistics key figures from goods receiving to dispatch
N VDI 4490
Annotation
Introduction
Key figures are a useful tool for the quantitative assessment of operational sequences and for the representation of reliable information as a basis for the analysis and control of corporate processes. Key figures are based on business processes1) and not on departments and functions of a company.
Key figures are generally described as a means of assessing important information and interconnections and representing complicated structures and processes in a relatively simple manner. Key figures have proved their worth in commercial practice and allow company management to gain a rapid and comprehensive overview of the efficiency of processes and organisation.
Taken in isolation, key figures are neutral in the statement they make. It is only through the creation of a key figure system that internal company key figures receive their strategic and operative character. A key figure system is characterised by the grouping together of available individual key figures which are materially related to each other and directed at an overall target.
The strategic character of the indicator system is represented by its planning function. It allows to establish plan figures (desired key figures2)) on the basis of an analysis of the actual figures.
The operative character of a indicator system arises from its monitoring and control function. Through a continuous comparison of the actual key figures with the desired key figures, the weak points in the structural and process organisation can be quickly identified. By observing the development of key figures over an extended period it is possible to check whether and to what extent new entrepreneurial measures have led to a "palpable" success. The obvious disadvantage of such indicator systems is, however, their retrospective orientation. The use of a indicator system can thus be regarded as a continuous series of planning functions (Plan) and monitoring functions (Check) through which measures (Do) are evaluated and control functions (Act) derived (PDCA cycle).
