Abstract: A methodology for selecting a part of a group of many similar units (i.e. workers as part of a team, retail store locations as part of a store chain, bolts as part of a bolts lot of many similar bolts, etc.), based on the combination of multiple performance and/or characteristics criteria, which includes the following steps: identification of the source group out of which some will be selected, (i.e. team of 25 welders), specification of the exact number of selectees needed (i.e. 12 welders to be laid off), identification and definition of performance criteria to be considered (i.e. productivity, quality, tenure, attendance) and their weights, ranking the entire team by order of each separate criterion and assigning an individual ranking score (i.e.

Abstract: A methodology for monitoring and tracking of process changes, special cause occurrences, and process improvement actions, and their effects on correlated processes, which includes the following steps: identifying the targeted process(es), defining the key performance indicator(s) (KPIs) for the process(es), selecting the appropriate frequency of the data points (i.e. daily, weekly, monthly, etc), capturing and reflecting the data points every completed period on a tracking chart or similar visual aid, and document significant events, special cause occurrences, and process improvement action start dates in a visually correlated matrix or data table, with data point dates serving as alignment indices.

Abstract: A methodology for data-driven employee performance management and performance-related compensation (i.e. bonus), measured through key performance indicators, methodology which includes the following steps: setting individual key performance indicators (KPIs) and the respective performance goals associated with said KPIs, establishing performance review frequency (i.e. monthly, quarterly, annually), establishing baseline levels for said KPIs (i.e. value at the end of previous performance review period), establishing ranges for performance ratings (i.e. result <90% of goal leads to a “below expectations” rating), establishing bonus or payout levels associated with each goal's performance level (i.e. “below expectations” performance pays 50%, “exceeds expectations” pays 125%), establishing goal priority, timing, and weighting, calculation of overall performance rating and (bonus) payout level at the end of the review period, and documentation of the results of all the steps listed above.

Abstract: A methodology for setting, prioritization, and alignment of goals and objectives throughout an organization, which includes the following steps: identifying key goals for the organization as a whole, establishing each functional area's contribution to each said goals, establishing each functional area contributor's alignment and deliverables within the scope of each said goals, establishing key metrics and target levels for each said goal, followed by the repetition of the above steps at subordinated lower levels, as goals, metrics, and target levels are trickled down, to ensure alignment and goals assignment at all levels of the organization, from the top level role (i.e. CEO) to each entry level worker.