Andrea Sujová, Katarína Marcineková and Ľubica Simanová
internal processes should be determined in a way that enables to monitor the fulfilment of corporate key result indicators or strategic key success factors. This is the reason why the literature review of the article focused on this part of the business process measurement.
Modern management approaches require using modern methods and indicators for performance evaluation. The interconnection between processperformance measurement and corporate performance evaluation has not been addressed in scientific publications. Most of the scientific works deal with corporate
Marian Panasiewicz, Jacek Mazur, Rafał Nadulski, Paweł Sobczak, Kazimierz Zawiślak and Zbigniew Kobus
The objective of the paper was to determine the impact of the value of the oil pressing pressure with the cold pressing method in a screw press on the pressing course and performance. Varied values of pressure were obtained through the use of three replaceable attachments of the pressing unit with a varied diameter of the outlet conduit (ф1=2 mm, ф2=4 mm and ф3=6 mm). The soya oil pressing process performance was determined in relation to the applied attachment and the soya cultivar. Seeds of 7 Polish non-genetically modified soya cultivars constituted research material. It was proved that both variable pressure values and the used soya cultivars have impact on the pressing performance. Based on the analysis of the obtained research results it was proved that varied technical parameters and soya cultivars influence both the process performance and the remaining parameters and pressing conditions.
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Sujova, A., & Marcinekova, K. (2014). The Impact of Using Modern ProcessPerformance Indicators on Financial Perormance of Woodworking Companies. Management of Companies , 4 (1), 30-35.
Sujova, A., & Marcinekova
Loghin Gaga, Andrei Gabor, Antonela Naaji and Marius Constantin Popescu
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in sigma units and is known as the process capability. The process capability measurement index is the processperformance index (Ppk). Once a process has been brought under statistical control through the implementation of a Six Sigma project, Ppk estimates how stable these improvements would be in the longterm and how closely they would meet customer expectations. The larger the Ppk value, the less is the process variability and the higher the long-term stability. To satisfy customers, the Ppk value should be greater than 1.67 ( Kotz, 1993 ; Raman & Basavaraj
attributes of particular indicators by means of the Z-MESOT method can help eliminate problems resulting in incorrectly defined responsibilities and powers in the course of measurement and performance evaluation processes.
Performance and measurement responsibilities were explicitly defined in most key performance indicators. Managers positively evaluated a combination of suggested indicators that cover key business performance areas. Competent managers express their opinion that measuring and evaluating performance for them is a necessary tool for successful corporate
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