An approach to management control by application of the principle of management by exception. - Page 80 |
Save page Remove page | Previous | 80 of 145 | Next |
|
small (250x250 max)
medium (500x500 max)
Large (1000x1000 max)
Extra Large
large ( > 500x500)
Full Resolution
All (PDF)
|
This page
All
|
73 ! excessive consideration in overcoming potential delays in j ^receipt of material may develop increments of inefficiency ! |which will be more costly than excessive delay. Representative examples of over-precautions are (1) excessive supply stocks requiring increased capital to support inventory, (2) high ratio of obsolete items and materials, and (3) lethargy on the part of personnel who support the organisation in these functions. Objectives. The objective established for this organisational area commonly has been that of best relative cost, minimal delay in receipt of items or materials that j are not of a critical nature, and procurements which do notl create excesses of high-value items. An extension of the objective in development of a goal or goals has then led to a point where progressive evaluation of the following specific points takes places jI i i ! 1. Selection of strategic points. An examination of procedures and consultation with subordinates will indicate the point where rate of delinquency in receipt is known. A further factor needing consideration at this time is that of the predominate approach being used for evaluation, i.e., conformance, economy, or timeliness.j ! Assuming that cost, degree of delinquency, and timeliness are the primary factors under v
Object Description
Description
Title | An approach to management control by application of the principle of management by exception. - Page 80 |
Repository email | cisadmin@lib.usc.edu |
Full text | 73 ! excessive consideration in overcoming potential delays in j ^receipt of material may develop increments of inefficiency ! |which will be more costly than excessive delay. Representative examples of over-precautions are (1) excessive supply stocks requiring increased capital to support inventory, (2) high ratio of obsolete items and materials, and (3) lethargy on the part of personnel who support the organisation in these functions. Objectives. The objective established for this organisational area commonly has been that of best relative cost, minimal delay in receipt of items or materials that j are not of a critical nature, and procurements which do notl create excesses of high-value items. An extension of the objective in development of a goal or goals has then led to a point where progressive evaluation of the following specific points takes places jI i i ! 1. Selection of strategic points. An examination of procedures and consultation with subordinates will indicate the point where rate of delinquency in receipt is known. A further factor needing consideration at this time is that of the predominate approach being used for evaluation, i.e., conformance, economy, or timeliness.j ! Assuming that cost, degree of delinquency, and timeliness are the primary factors under v |