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Artículos de revistas sobre el tema "Continuous process improvement"

Autor: Grafiati

Publicado: 4 de junio de 2021

Última modificación: 20 de febrero de 2023

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1

Ward, James A. "CONTINUOUS PROCESS IMPROVEMENT." Information Systems Management 11, no. 2 (January 1994): 74–76. http://dx.doi.org/10.1080/10580539408964640.

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2

Kulpinski, Mary E. "The Planning Process – Continuous Improvement." Journal of Business & Industrial Marketing 7, no. 2 (February 1992): 71–76. http://dx.doi.org/10.1108/08858629210037227.

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3

Gardner-Cardani, J., C. Faut, and D. Yonkoski. "Nutrition Care Process Continuous Improvement." Journal of the American Dietetic Association 107, no. 8 (August 2007): A65. http://dx.doi.org/10.1016/j.jada.2007.05.148.

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4

M Kozlov, A., Sh D. Аntаr та Kh M. Al-jonid. "TQM: А Continuous Improvement Process". International Journal of Engineering & Technology 7, № 3.19 (7 вересня 2018): 180. http://dx.doi.org/10.14419/ijet.v7i3.19.17017.

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TQM is а mаnаgement soundness, а incessant change method to cooperating by а novel mаnаgement appear. The TQM hypothesis progressed from the constant change objectivity with а target quаlity аs the improtant estimation of business. Under TQM, emphаsizing the quаlity of the stock or organization predominаtes. TQM expаnds on the far side stаtisticаl system organization to embrаce а more broad degree of mаnаgement аctivities of at any rate we tend to mаnаge individuals аnd orgаnizаtions by that have viable involvement in the whole technique, not simply straightforward meаsurements.

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5

Harker, Shane D., Mercedes T. Hernandez, and Gene Lambird. "Mechanical Modeling and Continuous Process Improvement." International Symposium on Microelectronics 2019, no. 1 (October 1, 2019): 000188–92. http://dx.doi.org/10.4071/2380-4505-2019.1.000188.

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Abstract Short design cycles for integrated circuits and packages drive the need for efficient problem solving and rapid results. Improved mechanical modeling software and increased computing power have taken these computation-heavy tools and made them versatile enough to support main-stream, real-time production needs. The utility of these tools has been significantly improved by simplified work flows to create detailed geometries and complex assemblies, improved mesh generation algorithms, and solve time reduction. Mechanical modeling software has a wide range of application which traditionally has been focused on design of large structures. Despite their general applicability, these tools have not been optimized for microelectronics in terms of absolute dimensions, fine structure count, and range of scale from the smallest to the largest component. Finding solutions to these problems pays off in fewer design cycles and significant process yield improvements. This paper will show multiple examples of process-induced stress, driven by material properties and manufacturing. They have been created using a variety of FEM tools, including ANSYS and Abaqus.

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6

Ellis, Charles, and Kathryn Castle. "Teacher research as continuous process improvement." Quality Assurance in Education 18, no. 4 (September 28, 2010): 271–85. http://dx.doi.org/10.1108/09684881011079134.

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7

Hamada, M., R. J. Mackay, and J. B. Whitney. "Continuous Process Improvement with Observational Studies." Journal of Quality Technology 25, no. 2 (April 1993): 77–84. http://dx.doi.org/10.1080/00224065.1993.11979430.

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8

Hu, Li Run, Yang Yang, Chun Sheng Shi, and Ye Zhuang Tian. "The Usage of Continuous Improvement’s Measure and its Effect on Performance." Advanced Materials Research 482-484 (February 2012): 1789–92. http://dx.doi.org/10.4028/www.scientific.net/amr.482-484.1789.

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The paper researches the using frequency of Continuous Improvement’s measure and the effect on enterprises, performance. With the continuing changes of the society, the enterprises are facing more and more uncertainty and unpredictability. As a continuously incremental process of enterprise’s level innovation capability, Continuous Improvement has become an important strategy to maintain the manufacturing competitiveness of the enterprises. Choosing the suitable measures is the key of Continuous Improvement. On the basis of international investigation of Continuous Improvement, the paper analyzes the using frequency of Continuous Improvement’s measure and makes a comparison of Chinese, Australian and European enterprises. The results show that foreign enterprises pay more attention to standardized process than Chinese enterprises. Through the analysis of the relationship between Continuous Improvement’s measure and Continuous Improvement’s performance, the results show that standardized process has a big effect on Continuous Improvement’s measure. On the basis of these researches, the paper thinks that Chinese enterprises should increase the understanding and application of standardized process when Chinese enterprises carry out Continuous Improvement.

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9

Slattery, R. "Statistical process control in stimulation of continuous process improvement." Metal Powder Report 47, no. 10 (October 1992): 57. http://dx.doi.org/10.1016/0026-0657(92)91977-r.

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10

LIU, XIAOHE, KEVIN J. DOOLEY, and JOHN C. ANDERSON. "Combining process knowledge for continuous quality improvement." IIE Transactions 27, no. 6 (December 1995): 811–19. http://dx.doi.org/10.1080/07408179508936798.

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11

Suárez‐Barraza, Manuel F., Juan Ramis‐Pujol, and Xavier Tort‐Martorell Llabrés. "Continuous process improvement in Spanish local government." International Journal of Quality and Service Sciences 1, no. 1 (March 20, 2009): 96–112. http://dx.doi.org/10.1108/17566690910945895.

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12

Lewis, Nigel D. C. "Continuous process improvement using Bayesian belief networks." Computers & Industrial Engineering 37, no. 1-2 (October 1999): 449–52. http://dx.doi.org/10.1016/s0360-8352(99)00115-1.

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13

Gejdoš, Pavol. "Continuous Quality Improvement by Statistical Process Control." Procedia Economics and Finance 34 (2015): 565–72. http://dx.doi.org/10.1016/s2212-5671(15)01669-x.

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14

Hameri, Ari-Pekka, and Jukka Nihtilä. "Computerized product process: Measurement and continuous improvement." Research in Engineering Design 10, no. 3 (September 1998): 166–77. http://dx.doi.org/10.1007/bf01607158.

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15

Matthews, Rupert L., and Peter E. Marzec. "Continuous, quality and process improvement: disintegrating and reintegrating operational improvement?" Total Quality Management & Business Excellence 28, no. 3-4 (September 2, 2015): 296–317. http://dx.doi.org/10.1080/14783363.2015.1081812.

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16

Steimer, Carlos. "The TRW Thermal Insulation Process Continuous Process Improvement in Work." Journal of the IEST 36, no. 3 (May 1, 1993): 37–43. http://dx.doi.org/10.17764/jiet.2.36.3.p565650263412037.

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This paper describes the Total Quality Management Continuous Process Improvement concept as applied to a specific cost-reduction project. The use of CPI to successfully reduce formal documentation costs and organizational complexity in the development of spacecraft multilayer insulation blankets is described. General CPI principles and guidance are also provided.

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17

Watson, Rick M. "Implementing self‐managed process improvement teams in a continuous improvement environment." TQM Magazine 10, no. 4 (August 1998): 246–57. http://dx.doi.org/10.1108/09544789810222612.

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18

Buer, Sven-Vegard, Giuseppe Ismael Fragapane, and Jan Ola Strandhagen. "The Data-Driven Process Improvement Cycle: Using Digitalization for Continuous Improvement." IFAC-PapersOnLine 51, no. 11 (2018): 1035–40. http://dx.doi.org/10.1016/j.ifacol.2018.08.471.

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19

Weinberg, Kathy A., Sari B. Kaplon, Sandra Johansen, and Chris A. Ruhren. "PROCESS IMPROVEMENT: USE OF CONTINUOUS LATERAL ROTATION THERAPY." Critical Care Medicine 27, Supplement (December 1999): A51. http://dx.doi.org/10.1097/00003246-199912001-00106.

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20

Barber, Kevin D., J. Eduardo Munive‐Hernandez, and John P. Keane. "Process‐based knowledge management system for continuous improvement." International Journal of Quality & Reliability Management 23, no. 8 (October 2006): 1002–18. http://dx.doi.org/10.1108/02656710610688185.

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21

Tennant, Charles, Stephen J. Warwood, and Minda Mun Ping Chiang. "A continuous improvement process at Severn Trent Water." TQM Magazine 14, no. 5 (October 2002): 284–92. http://dx.doi.org/10.1108/09544780210439716.

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22

Tomlinson, Yvette. "Involving Staff in the Process of Continuous Improvement." Training for Quality 2, no. 3 (December 1994): 22–25. http://dx.doi.org/10.1108/09684879410074481.

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23

Godreau, Victor, Mathieu Ritou, Etienne Chové, Benoit Furet, and Didier Dumur. "Continuous improvement of HSM process by data mining." Journal of Intelligent Manufacturing 30, no. 7 (June 4, 2018): 2781–88. http://dx.doi.org/10.1007/s10845-018-1426-7.

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24

Malheiros, Viviane, Fábio Rilston Paim, and Manoel Mendonça. "Continuous process improvement at a large software organization." Software Process: Improvement and Practice 14, no. 2 (March 2009): 65–83. http://dx.doi.org/10.1002/spip.376.

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25

Saraiva, Pedro M., and George Stephanopoulos. "Continuous process improvement through inductive and analogical learning." AIChE Journal 38, no. 2 (February 1992): 161–83. http://dx.doi.org/10.1002/aic.690380202.

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26

Bessant, John. "Developing Continuous Improvement Capability." International Journal of Innovation Management 02, no. 04 (December 1998): 409–29. http://dx.doi.org/10.1142/s1363919698000183.

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Dealing with complex and uncertain environments requires a steady stream of innovation as well as occasional radical transition. Developing mechanisms to secure such continuous improvement (CI) is seen as a major strategic priority for many organisations. In particular, it raises the challenge of increasing employee involvement in the innovation process and of mobilising widespread problem-solving and learning behaviour. This paper reports on a major five-year research programme in the United Kingdom which explores the implementation of high involvement incremental innovation activities. It presents a reference model developed in this work for helping position and guide organisations in their implementation of CI.

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27

Callen, Joanne, Jodee Meehan, and Saranuj Tomornsak. "A New Continuous Quality Improvement Model for the Coding Process." Health Information Management 27, no. 2 (June 1997): 69–73. http://dx.doi.org/10.1177/183335839702700205.

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The following paper describes the development and evaluation of a Continuous Quality Improvement Model (CQIM) applied to the coding process of a public metropolitan teaching hospital. The evaluation was carried out by measuring changes to the accuracy, timeliness and quantity of the outputs of the coding process before and after the CQIM was implemented. For all three indicators of quality and productivity, improvements were observed after the CQIM was implemented. Continuous Quality Improvement methods are one strategy which health information managers can use to improve the quality of the coding process to support the provision of accurate coded data in a timely manner.

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28

Buendia Giribaldi, Atilio Rodolfo, Miguel Antonio Rojas Quispe, Lucia Hiroko Tosso Pineda, Oshin Silva Sánchez, Leonidas Manuel Bravo Rojas, and Mayumi Guendi Espinoza Santos. "Methodology of the deming cycle as a management process for business competitiveness." Journal of Scientific and Technological Research Industrial 2, no. 1 (June 8, 2021): 08–10. http://dx.doi.org/10.47422/jstri.v2i1.10.

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Continuous improvement is part of business management, it allows organizations to constantly improve both in processes, methods, strategies, etc. The company must consider as a strategy to continuously boost competitiveness to stay current. The implementation of the Deming Cycle provides support for the continuous improvement of organizational processes, as well as optimizing them given the repetitive application.

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29

Galli, Brian J. "Continuous Improvement Maturity Models." International Journal of Service Science, Management, Engineering, and Technology 10, no. 4 (October 2019): 26–38. http://dx.doi.org/10.4018/ijssmet.2019100102.

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Maturity models seek to enhance a business with the passage of time. The purpose is to attain a competitive advantage. Various maturity models are accessible, including the continuous improvement maturity model (CIMM). The model offers outstanding techniques and practice models in addition to tools, skill sets, and a proper mindset to process improvement. This article analyzes the need for Continuous Improvement Maturity Models in a company. Hence, the current maturity of a company cannot be indicated by this model. There is a need for progress and knowledge to combine and improve the company's level of maturity. The model assessment refers to an instrument that is research-based and assists the users to set a goal assessment of the maturity level. The purpose of designing this model is for it to be utilized by any manufacturing company. A series of repetitive phases are required by this instrument, and its moderations and validation are based on various case-studies and semi-structured interviews conducted with experts.

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30

Headrick, Linda A., Amy Richardson, and Gregory P. Priebe. "Continuous Improvement Learning for Residents." Pediatrics 101, Supplement_3 (April 1, 1998): 768–74. http://dx.doi.org/10.1542/peds.101.s3.768.

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Physicians must be ready to assume an active role in the design, implementation, and improvement of emerging models of health care delivery. Knowledge and skill in continuous improvement prepare them to engage seriously in the processes of change, on the basis of the same scientific principles they always have relied on in the use of evidence to improve outcomes. This includes include the ability to 1) identify the health needs of the individuals and communities for which they provide health services; 2) assess the impact of current practice with appropriate outcome measures; 3) discover what in the process of health care may be contributing to less than desired outcomes; 4) design and test interventions to change the process of care to improve outcomes; 5) act as an effective member of the interdisciplinary team required to complete these tasks; and 6) consider ethical principles and professional values when making decisions about change in health services delivery. Graduate medical education presents special opportunities and challenges for learning about continuous improvement. Early experiences at Rainbow Babies and Children's Hospital in Cleveland and Children's Hospital in Boston suggest how we might prepare pediatricians and other physicians to create positive change and continually improve health care.

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31

Nadarajah, Devika, and Sharifah Latifah Syed A. Kadir. "Measuring Business Process Management using business process orientation and process improvement initiatives." Business Process Management Journal 22, no. 6 (November 7, 2016): 1069–78. http://dx.doi.org/10.1108/bpmj-01-2014-0001.

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Purpose Past research examining Business Process Management (BPM) mainly focussed on either process alignment, business process orientation (BPO) or process improvement initiative (PII) constructs. However, based on the definition of BPM by Zairi (1997) and Lee and Dale (1998), BPM comprises all the elements of process alignment, BPO and PII. Hence, the purpose of this paper is to present a total view of measuring BPM through combining BPO and PIIs. Design/methodology/approach Quantitative research technique was applied for this study. The study was carried out in Malaysia. Close-ended survey instrument was administered to a large number of organisations. Findings The findings revealed that the elements of BPM cover both process management as well as process improvements. Originality/value The findings from this study is important for practitioners to regard continuous improvement as a component of BPM practice.

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32

Trachtenberg, Jennifer V., Iva Kosutic, Jessica A. Sanderson, Stephen A. Anderson, and Ronald M. Sabatelli. "Process Evaluation and Continuous Improvement in Community Youth Programs." Journal of Youth Development 3, no. 1 (June 1, 2008): 123–29. http://dx.doi.org/10.5195/jyd.2008.325.

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A method of using process evaluation to provide improvement plans in order to promote community youth programs is described. The core elements of this method include the following: (1) collection and analysis of baseline data, (2) feedback provided to programs describing their strengths and limitations, (3) programs provided with assistance in preparing improvement plans in regard to their baseline data, and (4) follow-up evaluation assessed program changes based on their improvement plans and baseline data. A case study of an inner-city neighborhood youth center is used to demonstrate this method.

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33

Kalsaas, Bo Terje, Anders Rullestad, and Hanne S. Thorud. "Continuous Improvement on Detailed Design Phase: A Process Perspective." Journal of Engineering, Project, and Production Management 10, no. 2 (May 1, 2020): 103–13. http://dx.doi.org/10.2478/jeppm-2020-0013.

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AbstractThe construction project being studied is a government investment related to the relocation of a biomedical institute delivering research-based knowledge and contingency support in the fields of animal health, fish health and food safety. The project covers a total of 63,000 square meters distributed over 10 buildings with a very high degree of complexity. The design alone has required 1 million hours, which relates to a client cost of about 100 million Euro. The purpose of this paper is to study the applied methodology for managing the detailed design to identify lessons learned from the project. The theory underlying the study is inspired by lean design management and design theory linked to design as phenomena, including reciprocal interdependencies, iteration, decomposition, design as a “wicked problem”, learning, gradual maturation, etc. The article is based on an abductive research design and has been implemented as a case study where both qualitative and quantitative methods have been used.

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34

Szőköl, István. "Continuous Improvement of the Teaching Process in Primary Education." Journal of Language and Cultural Education 6, no. 1 (January 1, 2018): 53–64. http://dx.doi.org/10.2478/jolace-2018-0004.

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Abstract Continuous improvement of the teaching process requires teachers to constantly think, analyse and evaluate their own work and try to improve its quality. The paper deals with the introduction of quality management in the teaching process, since one way of improving the quality of education is to build a quality management system at primary schools, focusing exclusively on schools with Hungarian language of instruction. The paper includes the climate survey of the school class aiming at verifying the current state of the social climate of the class in the subject of Slovak language and Slovak literature. When teaching this subject at the primary level of education, attention has to be paid to the fact that pupils in the first year of primary school with Hungarian language of instruction come with different linguistic and speech competences.

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35

Bush, David H., and Kevin J. Dooley. "A Learning Process for Transformation to Continuous Improvement Management." Human Systems Management 11, no. 4 (1992): 181–92. http://dx.doi.org/10.3233/hsm-1992-11403.

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36

Tomoradze, I., and A. Bikova. "OPPORTUNITIES FOR CONTINUOUS IMPROVEMENT OF ORGANIZATIONAL BUSINESS PROCESS MANAGEMENT." Transport Business of Russia, no. 2 (2021): 101–3. http://dx.doi.org/10.52375/20728689_2021_2_101.

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37

Haines, Stuart T., Rhonda R. Ammann, Donna Beehrle-Hobbs, and Julie A. Groppi. "Protected professional practice evaluation: A continuous quality-improvement process." American Journal of Health-System Pharmacy 67, no. 22 (November 15, 2010): 1933–40. http://dx.doi.org/10.2146/ajhp100153.

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38

Chen, Liang, Qiang Liu, and Xiao Hua Li. "Quality Management Process Continuous Improvement Based on Workflow Mining." Advanced Materials Research 314-316 (August 2011): 2402–7. http://dx.doi.org/10.4028/www.scientific.net/amr.314-316.2402.

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This paper presents an approach to diagnose and improve the quality management process based on workflow mining technology. In order to inspect each improvement stage in the PDCA lifecycle, an adaptive process mining method is proposed to reconstruct the workflow models from logs. In this method, a sliding window is defined on the process audit streams, and the sliding window size and process schedule method are continuously adjusted by the updating rules to adaptively find various stages of the process changes implied in the workflow log. Case study and comparisons are used to illustrate the accuracy and high performance of this algorithm in the end.

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39

Kalb, G. E., and G. M. Masson. "Continuous process improvement and the risk to information assurance." IEEE Software 19, no. 1 (2002): 84–86. http://dx.doi.org/10.1109/52.976945.

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40

Harrison, David S., Roger T. Haug, Gary H. Baker, and Gary Lee Moore. "Continuous Improvement Planning: Case Study of Basic Process Reengineering." Journal of Management in Engineering 13, no. 4 (July 1997): 49–56. http://dx.doi.org/10.1061/(asce)0742-597x(1997)13:4(49).

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41

Misra, Subhas C., Vinod Kumar, and Uma Kumar. "A conceptual continuous process improvement framework for Software Innovation." International Journal of Process Management and Benchmarking 1, no. 4 (2006): 314. http://dx.doi.org/10.1504/ijpmb.2006.011331.

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42

Kugler, Stefanie, and Maguelonne Baldy. "Requirements for a Simulation Environment Supporting Continuous Improvement Process." IFAC Proceedings Volumes 34, no. 16 (September 2001): 339–43. http://dx.doi.org/10.1016/s1474-6670(17)41547-3.

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43

Grenzfurtner, Wolfgang, and Manfred Gronalt. "Continuous improvement of the industrialised housebuilding order fulfilment process." Construction Innovation 21, no. 1 (June 29, 2020): 22–39. http://dx.doi.org/10.1108/ci-10-2019-0115.

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Purpose A deeper understanding of what needs to be considered to improve the targeted incorporation of employees’ knowledge into continuous improvement (CI) programmes in industrialised housebuilding (IHB) is required. This paper aims to address the current lack of involvement and connect it to structural and corporate culture factors. To avoid misjudgements in improvement activities as well as to use the full potential of performance improvement ideas, CI tools and measures need to be adapted to facilitate this integration. Relevant factors are analysed and their influences on CI measures are assessed. Design/methodology/approach The research approach is built upon an explorative case study supported by a comprehensive literature review. Empirical data were collected through participant observation, guided interviews and company documents. Findings The influences on employee involvement within CI programmes and the corresponding suitability of important CI measures were evaluated on a set of relevant factors. These factors include unique building projects, project-based focus on order fulfilment, fragmented order fulfilment process, separation of order fulfilment activities in terms of space and time, procedural rules for dealing with on-site failures, short-term contracts with subcontractors and the practice of evaluating and monitoring performance on site. Research limitations/implications The research paves the way for the development of suitable tools, measures and methods to effectively involve employees from all profession within a CI programme in IHB. The empirical part of this research is based on a single case study. Originality/value This work extends the body of knowledge of CI application in the construction industry with an analysis of factors influencing its implementation and management.

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44

Olson, John R., and Paul A. Savory. "Road rescue implements a flexible continuous process improvement framework." Journal of Manufacturing Systems 18, no. 2 (January 1999): 152–55. http://dx.doi.org/10.1016/s0278-6125(99)80019-3.

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45

Jibril, Baba, and Omar Houache. "A Sustainable Process for Continuous Program Improvement towards Accreditation." Procedia - Social and Behavioral Sciences 102 (November 2013): 352–60. http://dx.doi.org/10.1016/j.sbspro.2013.10.750.

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46

Caffyn, Sarah. "Extending continuous improvement to the new product development process." R and D Management 27, no. 3 (July 1997): 253–67. http://dx.doi.org/10.1111/1467-9310.00061.

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47

Goldblatt, Mikel E., Jeffrey R. Deak, Donald L. Hafer, Richard C. Potter, Kevin D. Tobbe, and Mary A. Maryott. "Continuous Process Improvement: Optimizing Craftmaster's Zero Wastewater Discharge System." Proceedings of the Water Environment Federation 2007, no. 7 (October 1, 2007): 324–35. http://dx.doi.org/10.2175/193864707787781197.

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48

Sugiyama, Hirokazu, and Rainer Schmidt. "Business Process Model of Continuous Improvement in Pharmaceutical Manufacturing." KAGAKU KOGAKU RONBUNSHU 40, no. 3 (2014): 201–10. http://dx.doi.org/10.1252/kakoronbunshu.40.201.

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Fall, A., M. C. Regnier, P. S. Manga, C. Ramassamy, E. Tonnon, C. Romberger, and J. Xiao Yuefa. "Tools for continuous improvement of the plate quenching process." Revue de Métallurgie 108, no. 5 (2011): 313–21. http://dx.doi.org/10.1051/metal/2011065.

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50

Sarsfield, Erin. "Continuous Process Improvement and the Elderly Critical Care Patient." Critical Care Nursing Quarterly 31, no. 1 (January 2008): 79–82. http://dx.doi.org/10.1097/01.cnq.0000306401.17401.e5.

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