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Journal articles on the topic 'Continual improvement'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 July 2025

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1

Belunis, Nancy. "Building Continual Improvement." Technometrics 41, no. 2 (1999): 169–70. http://dx.doi.org/10.1080/00401706.1999.10485641.

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2

Nelson, Lloyd S. "Building Continual Improvement." Journal of Quality Technology 30, no. 4 (1998): 403–4. http://dx.doi.org/10.1080/00224065.1998.11979877.

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3

Bresky, Norman. "Achieving Quality Through Continual Improvement." Technometrics 43, no. 1 (2001): 108. http://dx.doi.org/10.1198/tech.2001.s562.

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4

Pettersson, Michael. "″Continual Improvement″ for Competitive Advantage." Industrial Management & Data Systems 90, no. 1 (1990): 4–10. http://dx.doi.org/10.1108/02635579010141628.

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5

Ziegel, Eric R. "Deming's Road to Continual Improvement." Technometrics 35, no. 2 (1993): 233–34. http://dx.doi.org/10.1080/00401706.1993.10485062.

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6

Hirano, Toshisuke. "Continual improvement of journal quality." Journal of Loss Prevention in the Process Industries 5, no. 2 (1992): 66. http://dx.doi.org/10.1016/0950-4230(92)80001-o.

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7

Gregory, Henry N., and Jane McLamarrah. "Houston's Business Plan for Continual Improvement." Proceedings of the Water Environment Federation 2003, no. 3 (2003): 690–96. http://dx.doi.org/10.2175/193864703784829641.

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8

Jayawardane, T., and A. C. De Alwis. "The Buddhist perspective of continual improvement." Kelaniya Journal of Management 5, no. 1 (2016): 32. http://dx.doi.org/10.4038/kjm.v5i1.7504.

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9

Simmons, Michael. "Leadership: The key to continual improvement." Total Quality Management 8, no. 2-3 (1997): 273–74. http://dx.doi.org/10.1080/09544129710224.

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10

Headrick, Linda A., Marc Shalaby, Karyn D. Baum, et al. "Exemplary Care and Learning Sites: Linking the Continual Improvement of Learning and the Continual Improvement of Care." Academic Medicine 86, no. 11 (2011): e6-e7. http://dx.doi.org/10.1097/acm.0b013e3182308d90.

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11

Paz-Pacheco, Elizabeth. "Change and Our Commitment to Continual Improvement." Journal of the ASEAN Federation of Endocrine Societies 32, no. 1 (2017): 3. http://dx.doi.org/10.15605/jafes.032.01.01.

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12

LaFrance, David B. "Open Channel -- EUM: It's About Continual Improvement." Journal - American Water Works Association 109 (February 1, 2017): 10. http://dx.doi.org/10.5942/jawwa.2017.109.0032.

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13

Batalden, Paul B. "Editorial: The Continual Improvement of Health Care." American Journal of Medical Quality 8, no. 2 (1993): 29–31. http://dx.doi.org/10.1177/0885713x9300800201.

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14

Misran, Norbahiah, Siti Salasiah Mokri, Hafizah Husain, and Wan Mimi Diyana Wan Zaki. "Continual Quality Improvement Process for Undergraduate Programs." Procedia - Social and Behavioral Sciences 18 (2011): 565–74. http://dx.doi.org/10.1016/j.sbspro.2011.05.083.

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15

Stephenson, C. A., J. K. Dutcher, L. McProud, and S. J. Vinson. "Continual quality improvement: A trayline accuracy model." Journal of the American Dietetic Association 93, no. 9 (1993): A45. http://dx.doi.org/10.1016/0002-8223(93)91140-l.

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16

Pojasek, Robert B., and Andrea Zimmerman. "CISR: Corporate social responsibility meets continual improvement." Environmental Quality Management 21, no. 1 (2011): 83–94. http://dx.doi.org/10.1002/tqem.20310.

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17

Swart, William. "Academic Needs Assessment: Continual Improvement for Academic Units." Performance Improvement 60, no. 1 (2021): 19–25. http://dx.doi.org/10.1002/pfi.21950.

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18

Tan, Jun. "Application of Data Mining in Continual Quality Improvement." Applied Mechanics and Materials 268-270 (December 2012): 1801–4. http://dx.doi.org/10.4028/www.scientific.net/amm.268-270.1801.

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Aiming at improving product quality continually, this paper proposed an association rules mining system (ARMS) based on idea of PDCA cycling. ARMS have the function of resolving problems coordinately which can integrate process parameters in various distributed processes and discover the relationship between process parameters and product quality feature. The framework of ARMS is composed of three main modules: data warehouse platform module, association rules mining module, association rules optimizing module.

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19

Torbert, William R. "The True Challenge of Generating Continual Quality Improvement." Journal of Management Inquiry 1, no. 4 (1992): 331–36. http://dx.doi.org/10.1177/105649269214009.

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20

Sorkin, Eugene. "DM programmes require continual monitoring to assure improvement." PharmacoEconomics & Outcomes News 157, no. 1 (1998): 3–5. http://dx.doi.org/10.1007/bf03285612.

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21

Maynard, Peter T., and James J. Ricci. "New Bedford EMS: Audit Leads to Continual Improvement." Proceedings of the Water Environment Federation 2006, no. 10 (2006): 2444–57. http://dx.doi.org/10.2175/193864706783750871.

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22

Zander, Andrew T. "Continual improvement of instrumentation for analytical spectrochemistryInvited Lecture." Journal of Analytical Atomic Spectrometry 13, no. 5 (1998): 459–61. http://dx.doi.org/10.1039/a707337b.

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23

Moso, Matshidiso, and Oludolapo Akanni Olanrewaju. "An Application of Lean Techniques to Construct an Integrated Management Systems Preventive Action Model and Evaluation: Kaizen Projects." Processes 12, no. 6 (2024): 1069. http://dx.doi.org/10.3390/pr12061069.

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The Occupational Health and Safety system enforces the continual improvement culture in industries for much safer processes and zero injuries. The Quality Management System also enforces the same philosophy of continual improvement within the processing system for zero defects, hence a high productivity rate. Good quality products always result from good Overall Equipment Effectiveness; hence, Process Re-Engineering is essential for the good functioning of machinery. This research is based on Integrated Management System requirements in terms of problem-solving, especially the opportunities th

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24

Saeed AlQahtani, Jawaher Abdullah, Enaas mushabab Turky, and Abdullah Saad AL-Malaise AL-Ghamdi. "CONTINUOUS IMPROVEMENT IN TQM." INTERNATIONAL JOURNAL OF MANAGEMENT & INFORMATION TECHNOLOGY 9, no. 3 (2014): 1718–22. http://dx.doi.org/10.24297/ijmit.v9i3.659.

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The Field of TQM Total quality Management seeks to have all the functions in an organization integrated. IT has been a favorite subject of research specially in the areas of Service and production. The studies aimed at addressing the topic of continual improvement in the sphere of TQM and its applications. Different researchers had their individual approaches and their researches concluded differently. With this paper we attempt to do a comparative analysis of the research work done by various people in the areas of TQM, its aims, principles, models and applications.

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25

Pomerleau, Patricia O'Brien. "Who Are the Players, and What Do They Bring to the Science and Compliance Teams?" Journal of the American College of Toxicology 10, no. 3 (1991): 377–80. http://dx.doi.org/10.3109/10915819109079818.

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The aim of a Good Laboratory Practice (GLP) toxicology study is to provide useful information on the toxicity of a compound to a multiplicity of internal and external groups. Using the principles of total quality management (TQM), a multidisciplinary team is formed to plan the strategy for either an improvement or a change in a GLP toxicology study. The team members use their respective expertise to clarify their expectations and jointly define a common goal. Through carrying out the planned improvement or change, assessing the results, and replanning a GLP toxicology study, the stage is set f

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26

Russell, James D. "Evaluating impact: Evaluation and continual improvement for performance improvement practitionersby Ingrid Guerra-Lopez." Performance Improvement 48, no. 7 (2009): 42–45. http://dx.doi.org/10.1002/pfi.20079.

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27

Tan, Jun, and Hai Ming Zhao. "Construction of Data Warehouse Platform in Continual Quality Improvement." Applied Mechanics and Materials 519-520 (February 2014): 13–16. http://dx.doi.org/10.4028/www.scientific.net/amm.519-520.13.

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Aiming at improving product quality continually, we proposed an association rules mining system (ARMS) based on idea of PDCA cycling. Data warehouse is very useful for integrating heterogeneous database. Therefore, this paper designed a data warehouse platform as process data exchange module in ARMS. The role of data warehouse platform module is to integrate XML with enterprise process for realizing process data exchange among departments. In design of data warehosue, this paper chooses three-tier data warehouse structure and snowflake schema for indicating the complex relation between process

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28

Rajendra Prasad, M., M. N. L. Anuradha, and J. Govardhan Reddy. "An Innovative Approach Continual Improvement of CO-PO Attainments." Journal of Engineering Education Transformations 33 (January 31, 2020): 346. http://dx.doi.org/10.16920/jeet/2020/v33i0/150187.

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29

Jolayemi, Joel. "A CONTINUAL IMPROVEMENT COST OF QUALITY MODEL FOR SERVICES." Journal of International Business and Economics 22, no. 3 (2022): 48–66. http://dx.doi.org/10.18374/jibe-22-3.4.

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30

Mulhaney, Ann, James Sheehan, and Jacqueline Hughes. "Using ISO9000 to drive continual improvement in a SME." TQM Magazine 16, no. 5 (2004): 325–30. http://dx.doi.org/10.1108/09544780410551250.

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31

Govender, Reuben. "Continual improvement within South African abattoir Hygiene Management Systems." TQM Journal 24, no. 4 (2012): 310–25. http://dx.doi.org/10.1108/17542731211247346.

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32

Govender, Reuben. "Assessing continual improvement of South African meat safety systems." TQM Journal 25, no. 3 (2013): 259–75. http://dx.doi.org/10.1108/17542731311307447.

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33

Hoffman, Lorrie L. "Statistical Quality Control, Strategies and Tools for Continual Improvement." Technometrics 42, no. 4 (2000): 433–34. http://dx.doi.org/10.1080/00401706.2000.10485727.

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34

Shujaa Aldeen, Mohmmed Ahmed, and Mustafa Ameen Ahmed Alarbi. "The Impact of Food Safety Management System According to ISO 22000:2018 on Competitive Advantage at Arwa Mineral Water Company in Sana'a, Yemen." University of Science and Technology Journal for Management and Human Sciences 2, no. 4 (2024): 35–62. https://doi.org/10.59222/ustjmhs.2.4.2.

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The study aimed to identify the impact of food safety management system (FSMS) according to ISO 22000:2018 by its dimensions (prerequisite programs, hazard analysis and critical control points, training, and continual improvement) on competitive advantage by its dimensions (cost, quality, and customer satisfy). To achieve the study objectives and to test its hypotheses, the descriptive analytical approach was used, and a questionnaire was developed for collecting data from the study population (800) at Arwa Mineral Water Company in Sana'a. The study sample of (259) individuals was selected fol

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35

Nasution, Sya’ral, Susi Hendriani, and Samsir Samsir. "The effect of Competitive StrategyandTotal Quality Management (TQM) to the Project Management of Continuous Improvement at PT Riau Prima Energi, Division of Power Generating RAPP." International Journal of Economic, Business & Applications 1, no. 1 (2016): 36–48. http://dx.doi.org/10.31258/ijeba.6.

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The purpose of this study was to explore the relationship between competitive strategy, total quality management (TQM), and the continuous improvement of project management on PT Riau Prima Energi in the Power Plant industry in the City of PangkalanKerinci of PelalawanDistrict. PT. Riau Prima Energi. This research explains “Differentiation Strategy” has stronger influenced toward TQM elements rather than “Cost Leadership Strategy”. This study also findthat no direct relationship between Differentiation Strategy and employee relations to make project management of continual improvement successf

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36

Moyo, Barnabas. "Impact of Continual Improvement on Performance of IS0 9001:2015 Certified Organisations in Zimbabwe." International Journal of Innovation and Economic Development 8, no. 2 (2022): 48–60. http://dx.doi.org/10.18775/ijied.1849-7551-7020.2015.82.2003.

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The purpose of this study was to establish the impact of continual improvement, one of the principle of the ISO 9001 (QMS) on performance of ISO certified organisations in Zimbabwe. The study was grounded on the positivist philosophy informed by the quantitative paradigm. The target population comprised of all ISO 9001 certified organisations in Zimbabwe and a sample size of 121 respondents. The study adopted census sampling technique and primary data was collected using self-administered questionnaires. Data was analysed using descriptive and inferential statistics. Descriptive statistics was

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37

Slewa, Muna. "The Hardness Change Due to High-Speed Impact on A36 Steel on Penetration Testing of School Barrier Systems." Journal of Material Sciences & Manufacturing Research 5, no. 10 (2024): 1–5. http://dx.doi.org/10.47363/jmsmr/2024(5)186.

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38

Kelley, Don H. "Case Histories: Fiberglass-Reinforced Plastic Equipment for Waste Incineration Gases." Materials Performance 44, no. 4 (2005): 50–54. https://doi.org/10.5006/mp2005_44_4-50.

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Pollution control equipment made from fiberglass-reinforced plastic (FRP) has performed well in industrial waste incineration since the mid-1970s. This has been primarily the result of continual improvement in FRP chemical and thermal resistance. Recent improvements, such as the increased resistance to sodium hypochlorite (NaOCl) and hydrogen fluoride (HF) and the ability to tolerate higher operating temperatures, are discussed in the following case histories.

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39

Reid, William. "Promoting Accountability and Continual Improvement: A Review of the Respective Roles of Performance Measurement, Auditing, Evaluation, and Reporting." Canadian Journal of Program Evaluation 14, no. 2 (1999): 85–104. http://dx.doi.org/10.3138/cjpe.14.004.

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Abstract: In response to growing demands for accountability and the benefits associated with continual improvement, private and public sector organizations are increasingly applying aspects of performance management. This article provides a synthesis of the literature as it pertains to the principles and practices underlying performance measurement, auditing, evaluation, and reporting. In bringing these elements together to comprise a performance management system, it is argued, an organization can demonstrate accountability and facilitate continual improvement. The article concludes with a di

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40

Jacobsen, Michele, Sarah Elaine Eaton, Barb Brown, Marlon Simmons, and Mairi McDermott. "Action Research for Graduate Program Improvements: A Response to Curriculum Mapping and Review." Articles 48, no. 1 (2018): 82–98. http://dx.doi.org/10.7202/1050843ar.

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There is a global trend toward improving programs and student experiences in higher education through curriculum review and mapping of degree programs. This paper describes an action research approach to program improvement for a course-based MEd degree. The driver for continual program improvement came from actions and recommendations that arose from an institutionally mandated, year-long, faculty led curriculum review of professional graduate programs in education. Study findings reveal instructors’ perceptions about how they enacted the recommendations for program improvement, including (1)

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41

Coviello, James, Joan I. Birringer-Haig, and Katherine C. Aquino. "Structures for continuous improvement in principal preparation." Phi Delta Kappan 105, no. 4 (2023): 32–36. http://dx.doi.org/10.1177/00317217231219402.

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The requisite knowledge and skills of principals are in a constant state of flux. Principal preparation programs need to proactively create systems and structures for continuous improvement and create pathways for information-sharing in order to remain responsive to the needs of local districts. James Coviello, Joan I. Birringer-Haig, and Katherine C. Aquino share how their university has created structures for continual improvement that principal preparation programs can use to in ensure leaders are prepared to face the dynamic tempo of change.

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42

Berwick, Donald M. "Preparing Nurses for Participation in and Leadership of Continual Improvement." Journal of Nursing Education 50, no. 6 (2011): 322–27. http://dx.doi.org/10.3928/01484834-20110519-05.

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43

Obwegeser, Nikolaus, Daniel T. Nielsen, and Nicklas M. Spandet. "Continual Process Improvement for ITIL Service Operations: A Lean Perspective." Information Systems Management 36, no. 2 (2019): 141–67. http://dx.doi.org/10.1080/10580530.2019.1587576.

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44

Swenseth, Scott R., Krishnamurty Muralidhar, and Rick L. Wilson. "Planning for Continual Improvement in a Just‐in‐Time Environment." International Journal of Operations & Production Management 13, no. 6 (1993): 4–22. http://dx.doi.org/10.1108/01443579310038985.

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45

Koehler, Jerry, Peter Hoffman, and Joseph Pankowski. "Total Quality Management: Continual Improvement in Vocational Rehabilitation in Florida." Seminars in Hearing 15, no. 04 (1994): 302–10. http://dx.doi.org/10.1055/s-0028-1083777.

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46

Hepner, Ingrid, Anne Wilcock, and May Aung. "Auditing and continual improvement in the meat industry in Canada." British Food Journal 106, no. 7 (2004): 553–68. http://dx.doi.org/10.1108/00070700410545746.

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47

Batalden, Paul B., and Patricia K. Stoltz. "Quality management and continual improvement of health care: A framework." Journal of Continuing Education in the Health Professions 15, no. 3 (1995): 146–64. http://dx.doi.org/10.1002/chp.4750150304.

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48

Brouwer, Martin A. C., and C. S. A. (Kris) van Koppen. "The soul of the machine: continual improvement in ISO 14001." Journal of Cleaner Production 16, no. 4 (2008): 450–57. http://dx.doi.org/10.1016/j.jclepro.2006.08.022.

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49

Men, Kuo, Xinyuan Chen, Ji Zhu, et al. "Continual improvement of nasopharyngeal carcinoma segmentation with less labeling effort." Physica Medica 80 (December 2020): 347–51. http://dx.doi.org/10.1016/j.ejmp.2020.11.005.

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50

Jacobsen, Michele, Sarah Elaine Eaton, Barb Brown, Marlon Simmons, and Mairi McDermott. "Action Research for Graduate Program Improvements: A Response to Curriculum Mapping and Review." Canadian Journal of Higher Education 48, no. 1 (2018): 82–98. http://dx.doi.org/10.47678/cjhe.v48i1.188048.

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There is a global trend toward improving programs and student experiences in higher education through curriculum review and mapping of degree programs. This paper describes an action research approach to program improvement for a course-based MEd degree. The driver for continual program improvement came from actions and recommendations that arose from an institutionally mandated, year-long, faculty led curriculum review of professional graduate programs in education. Study findings reveal instructors’ perceptions about how they enacted the recommendations for program improvement, including (1)

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