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Journal articles on the topic 'Continual improvement'

Author: Grafiati
Published: 4 June 2021
Last updated: 25 April 2022

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1

Belunis, Nancy. "Building Continual Improvement." Technometrics 41, no. 2 (May 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 (October 1998): 403–4. http://dx.doi.org/10.1080/00224065.1998.11979877.

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3

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

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4

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

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5

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

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6

Hirano, Toshisuke. "Continual improvement of journal quality." Journal of Loss Prevention in the Process Industries 5, no. 2 (January 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 (January 1, 2003): 690–96. http://dx.doi.org/10.2175/193864703784829641.

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8

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

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9

Jayawardane, T., and A. C. De Alwis. "The Buddhist perspective of continual improvement." Kelaniya Journal of Management 5, no. 1 (November 11, 2016): 32. http://dx.doi.org/10.4038/kjm.v5i1.7504.

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10

Headrick, Linda A., Marc Shalaby, Karyn D. Baum, Anne B. Fitzsimmons, Kimberly G. Hoffman, Pär J. Höglund, Greg Ogrinc, and Karin Thörne. "Exemplary Care and Learning Sites: Linking the Continual Improvement of Learning and the Continual Improvement of Care." Academic Medicine 86, no. 11 (November 2011): e6-e7. http://dx.doi.org/10.1097/acm.0b013e3182308d90.

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11

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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12

Paz-Pacheco, Elizabeth. "Change and Our Commitment to Continual Improvement." Journal of the ASEAN Federation of Endocrine Societies 32, no. 1 (May 31, 2017): 3. http://dx.doi.org/10.15605/jafes.032.01.01.

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13

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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14

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

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15

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

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16

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 (September 1993): A45. http://dx.doi.org/10.1016/0002-8223(93)91140-l.

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17

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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18

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

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19

Maynard, Peter T., and James J. Ricci. "New Bedford EMS: Audit Leads to Continual Improvement." Proceedings of the Water Environment Federation 2006, no. 10 (January 1, 2006): 2444–57. http://dx.doi.org/10.2175/193864706783750871.

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20

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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21

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

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22

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

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23

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 (April 30, 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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24

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

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25

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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26

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 data.
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27

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

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28

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

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29

Govender, Reuben. "Continual improvement within South African abattoir Hygiene Management Systems." TQM Journal 24, no. 4 (June 8, 2012): 310–25. http://dx.doi.org/10.1108/17542731211247346.

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30

Govender, Reuben. "Assessing continual improvement of South African meat safety systems." TQM Journal 25, no. 3 (April 19, 2013): 259–75. http://dx.doi.org/10.1108/17542731311307447.

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31

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 (May 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 for a continual improvement process. At the heart of the process is the willingness of team members to openly communicate and work together toward a common goal. The end result of using a dynamic TQM approach is that a GLP toxicology setting can result in continual improvements, better study planning, and a decrease in defects. Science and GLP compliance become members of the same team and a winning combination for successful management of GLP toxicology studies.
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32

Berwick, Donald M. "Preparing Nurses for Participation in and Leadership of Continual Improvement." Journal of Nursing Education 50, no. 6 (June 1, 2011): 322–27. http://dx.doi.org/10.3928/01484834-20110519-05.

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33

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 (April 3, 2019): 141–67. http://dx.doi.org/10.1080/10580530.2019.1587576.

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34

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

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35

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 (June 1993): 4–22. http://dx.doi.org/10.1108/01443579310038985.

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36

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

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37

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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38

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 (March 2008): 450–57. http://dx.doi.org/10.1016/j.jclepro.2006.08.022.

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39

Men, Kuo, Xinyuan Chen, Ji Zhu, Bining Yang, Ye Zhang, Junlin Yi, and and Jianrong Dai. "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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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 (April 30, 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) developing a visual conceptualization of the program; (2) improved connections between the courses; (3) articulation of coherence in goals and expectations for students and instructors; (4) an increased focus on action research; (5) increased ethics support and scaffolding for students; and (6) the fostering of communities of practice. Study findings highlight strengths of the current program and course designs, action items, and research needed for continual program improvement.
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41

MARKOVIĆ, VIDAN, and RADO MAKSIMOVIĆ. "A CONTRIBUTION TO CONTINUAL SOFTWARE SERVICE IMPROVEMENT BASED ON THE SIX-STEP SERVICE IMPROVEMENT METHOD." International Journal of Software Engineering and Knowledge Engineering 22, no. 04 (June 2012): 549–69. http://dx.doi.org/10.1142/s0218194012500143.

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The end users' expectations for the software services are increasing. With new technologies, e.g. cloud computing and software as a service trend, the quality of the services through a full product life cycle, together with the cost of services, are key factors in making the competitive advantage in new markets. In most cases in today's business, there is always the Service Level Agreement (SLA) that has to be maintained as well. Therefore, there is a clear need for taking into consideration the complexity of the programmed solution, that is the basis of the given service, probability of an error occurrence, and all costs that will be associated with operating the service. In this paper, the important elements of the quality of the software that is considered a service to a business function are analyzed. The proposal of the six step method, which could be utilized in continuous quality improvements, is given. With this method, it is possible to better understand the root reasons for a specific service's behavior. Understanding service behavior is the key prerequisite for service improvement. The method encapsulates systematic approach in comparative analysis of the defined parameters of each service, with the same parameters of other services that belong to the same rank. These relative comparisons are proposed to be done in drill-in cycles until getting to the point of clear understanding of what makes one service better than the other and vice versa, in the given business environments. Each single conclusion on each level of cycled comparative measurements would trigger improvement action at that level. This method also provides the management with better tools to perform adequate human resources capacity planning for each software service for the given time frame. An example of the method utilization on one selected use case is given as well.
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42

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 (April 30, 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) developing a visual conceptualization of the program; (2) improved connections between the courses; (3) articulation of coherence in goals and expectations for students and instructors; (4) an increased focus on action research; (5) increased ethics support and scaffolding for students; and (6) the fostering of communities of practice. Study findings highlight strengths of the current program and course designs, action items, and research needed for continual program improvement.
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43

Jarvis, Ian A. "Closing the loops: How real building performance data drive continual improvement." Intelligent Buildings International 1, no. 4 (January 1, 2009): 269–76. http://dx.doi.org/10.3763/inbi.2009.si03.

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44

Jarvis, Ian A. "Closing the loops: How real building performance data drive continual improvement." Intelligent Buildings International 1, no. 4 (January 1, 2009): 269–76. http://dx.doi.org/10.3763/inbi.2009.si03/splitsection4.

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45

Anderson, John C., Kevin J. Dooley, and Susan D. A. Misterek. "The Role of Profound Knowledge in the Continual Improvement of Quality." Human Systems Management 10, no. 4 (1991): 243–59. http://dx.doi.org/10.3233/hsm-1991-10403.

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46

Scheihing, Paul E., Joe A. Almaguer, Pamela B. de los Reyes, and Tracy E. Fisher-Evans. "Superior Energy Performancecm: A Roadmap for Continual Improvement in Energy Efficiency." Strategic Planning for Energy and the Environment 32, no. 3 (January 2013): 39–55. http://dx.doi.org/10.1080/10485236.2013.10596286.

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47

MacLeod, Kenneth R., William W. Swart, and Ravi C. Paul. "Continual Improvement of Online and Blended Teaching Using Relative Proximity Theory." Decision Sciences Journal of Innovative Education 17, no. 1 (January 2019): 53–75. http://dx.doi.org/10.1111/dsji.12169.

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48

Radziwill, Nicole M. "A Six Sigma Approach to Sustainability: Continual Improvement for Social Responsibility." Quality Management Journal 23, no. 3 (January 2016): 56. http://dx.doi.org/10.1080/10686967.2016.11918483.

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49

Tsang, K. F., H. C. W. Lau, and S. K. Kwok. "Development of a Data Mining System for Continual Process Quality Improvement." Proceedings of the Institution of Mechanical Engineers, Part B: Journal of Engineering Manufacture 221, no. 2 (February 2007): 179–93. http://dx.doi.org/10.1243/09544054jem576.

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50

Onoda, T. "Global competition: Towards continual improvement on catalysis in chemical intermediates production." Research on Chemical Intermediates 24, no. 3 (March 1998): 349–57. http://dx.doi.org/10.1163/156856798x00294.

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