Measures of Performance. In addition, the web site will need to have a ----------------------- large assortment of merchandise as depicted in Retailer Land Based Stores. The Retailer recognizes time will be required to build an assortment on-line which accurately represents the land-based stores. The percentage of on-line vs. land based SKU assortments will be as follows: Oct. 1, 1999 - the lesser of [*] or [*] of the Retailer's active land- based SKUs. Oct. 1, 2000 - the lesser of [*] or [*] of the Retailer's active land- based SKUs. Oct. 1, 2001 - the lesser of [*] or [*] of the Retailer's active land- based SKUs. The above thresholds have been agreed upon based upon the Retailer having [*] active land based SKUs.Both parties acknowledge that if vendors restrict or prohibit the sale of their merchandise on line, thereby significantly reducing the number of SKUs available for sale on line, then the parties will renegotiate the thresholds set forth above, acting in good faith. GSI will be required to report SKU levels monthly by the 15/th/ of the month following, and during any month in a twelve-month period where GSI fails to meet the standard, this failure will be considered to be a breach (without requirement of notice by Retailer). GSI's SKU count of offered SKU's may include items that are listed on the web site with the notation, "available in retail stores only.
Measures of Performance. (1) Goals and objectives for each client are assessed monthly.
Measures of Performance. The number of assignments or cases handled by an employee during a rating period is not, by itself, sufficient to appropriately measure an employee’s performance under any critical or non-critical element. Rather, in rating the employee, the Agency shall evaluate the employee’s actual job performance for the designated appraisal period. Included among the factors that may be considered are the assignments or cases handled by the employee; the complexity of the work; the time and level of effort expended; the degree of supervision required; the importance of the work to the Agency, a client agency, the Department, or other entity; and the degree to which the employee received assistance from others. Employees will be rated on objective criteria contained in the performance plan, which shall be discussed with the employee at the beginning of each rating period and during the mid- year progress review.
Measures of Performance. The Vice President of Marketing will be deemed to be performing in a satisfactory manner when the following are met:
Measures of Performance. The Vice President of Finance/CFO's performance will be evaluated based upon the following criteria:
Measures of Performance. 4.1 Maintain an inventory of potential new sites in order to satisfy corporate growth.
Measures of Performance. The Executive Vice President/C.O.O. is deemed to be performing in a satisfactory manner when the following are met:
Measures of Performance. Full compliance with the terms of the arrangement as detailed in this document and as documented in the employee's Workplan Objectives. Failure to comply may result in disciplinary action process.
Measures of Performance. Designing an appointment system is always done in such a way that a particular measure of performance is optimized. Various performance criteria are found in literature on outpatient scheduling. An overview as was given by Xxxxxxx & Xxxxx (2003) can be found in figure 2 below. The paragraphs that follow explain the different options.
Measures of Performance. The dermatology department considers patient waiting time, access time, doctor overtime and doctor idle time the most important measures for evaluating the performance of the appointment system. To rank these performance measures’ importance relative to each other, the following weights seemed appropriate according to the dermatology outpatient clinic: αw = 2 αa = 1.8 αo = 1.5 αi = 1 with αw, αa, αo and αi the weights for patient waiting time, access time, doctor overtime and doctor idle time respectively. Patient waiting time and access time are considered the two most important performance measures out of the four since these two measures both concern the patient. After all, the dermatology outpatient clinic is a service center at its core, making the patient key. At second instance come the doctor related measures, namely doctor overtime and doctor idle time; doctor overtime being considered the most important of the two. Doctor overtime is undesirable since the physicians often have meetings planned right after a consultation session. Doctor idle time does less harm since the physicians can make good use of this time by catching up on administrative tasks. It should be noted that the patient waiting time will be calculated as the “true” patient waiting time, since extra waiting time due to early arrival of the patient is their own choice and is therefore not taken into account. As mentioned earlier in paragraph 3.2 of the literature review, this “true” waiting time is obtained by subtracting the greater of {appointment time, arrival time} from the consultation start time. To evaluate and compare the performance of the current and alternative appointment systems, we will thus try to minimize the following objective function: E(TC) = αwE(W) + αaE(A) + αoE(O) + αiE(I) with E(TC) = the expected total cost of the appointment system, E(W) = the expected average patient waiting time, E(A) = the expected average access time, E(O) = the expected average doctor overtime, E(I) = the expected average doctor idle time, αw = the relative weight of patient waiting time, αa = the relative weight of patient access time, αo = the relative weight of doctor overtime and αi = the relative weight of doctor idle time.
