Relevant bibliographies by topics / Continuous process improvement

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Continuous process improvement'

Author: Grafiati
Published: 4 June 2021
Last updated: 20 February 2023

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles

Select a source type:

Consult the lists of relevant articles, books, theses, conference reports, and other scholarly sources on the topic 'Continuous process improvement.'

Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.

You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.

Journal articles on the topic "Continuous process improvement"

1

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

Full text
APA, Harvard, Vancouver, ISO, and other styles
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.

Full text
APA, Harvard, Vancouver, ISO, and other styles
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.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

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

Full text
Abstract:
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.
APA, Harvard, Vancouver, ISO, and other styles
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.

Full text
Abstract:
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.
APA, Harvard, Vancouver, ISO, and other styles
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.

Full text
APA, Harvard, Vancouver, ISO, and other styles
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.

Full text
APA, Harvard, Vancouver, ISO, and other styles
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.

Full text
Abstract:
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.
APA, Harvard, Vancouver, ISO, and other styles
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.

Full text
APA, Harvard, Vancouver, ISO, and other styles
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.

Full text
APA, Harvard, Vancouver, ISO, and other styles
More sources

Dissertations / Theses on the topic "Continuous process improvement"

1

Young, Jasmine Pualani. "Continuous buckypaper manufacturing process process investigation and improvement /." Tallahassee, Florida : Florida State University, 2009. http://etd.lib.fsu.edu/theses/available/etd-08032009-103140/.

Full text
Abstract:
Thesis (M.S.)--Florida State University, 2009.
Advisor: Zhiyong Liang, Florida State University, College of Engineering, Dept. of Industrial and Manufacturing Engineering. Title and description from dissertation home page (viewed on Nov. 17, 2009). Document formatted into pages; contains ix, 57 pages. Includes bibliographical references.
APA, Harvard, Vancouver, ISO, and other styles
2

Fresco, John Anthony. "Automated process modelling and continuous improvement." Thesis, De Montfort University, 2010. http://hdl.handle.net/2086/4572.

Full text
Abstract:
This thesis discusses and demonstrates the benefits of simulating and optimising a manufacturing control system in order to improve flow of production material through a system with high variety low volume output requirements. The need for and factors affecting synchronous flow are also discussed along with the consequences of poor flow and various solutions for overcoming it. A study into and comparison of various planning and control methodologies designed to promote flow of material through a manufacturing system was carried out to identify a suitable system to model. The research objectives are; • Identify the best system to model that will promote flow, • Identify the potential failure mechanisms within that system that exist and have not been yet resolved, • Produce a model that can fully resolve or reduce the probability of the identified failure mechanisms having an effect. This research led to an investigation into the main elements of a Drum-Buffer-Rope (DBR) environment in order to generate a comprehensive description of the requirements for DBR implementation and operation and attempt to improve the limitations that have been identified via the research literature. These requirements have been grouped into three areas, i.e.: a. plant layout and kanban controls, b. planning and control, and c. DBR infrastructure. A DBR model was developed combined with Genetic Algorithms with the aim of maximising the throughput level for an individual product mix. The results of the experiments have identified new knowledge on how DBR processes facilitate and impede material flow synchronisation within high variety/low volume manufacturing environments. The research results were limited to the assumptions made and constraints of the model, this research has highlighted that as such a model becomes more complex it also becomes more volatile and more difficult to control, leading to the conclusions that more research is required by extending the complexity of the model by adding more product mix and system variability to compare results with the results of this research. After which it will be expected that the model will be useful to enable a quick system response to large variations in product demand within the mixed model manufacturing industry.
APA, Harvard, Vancouver, ISO, and other styles
3

Motherway, Daniel J. "Applying continuous process improvement to the contract closeout process." Thesis, Monterey, California. Naval Postgraduate School, 1993. http://hdl.handle.net/10945/39723.

Full text
Abstract:
Approved for public release; distribution is unlimited.
The purpose of this study is to streamline the contract closeout process through the application of continuous process improvement techniques. A methodology for the identification of procedures involved in the process and problem areas in the process was developed. Available literature was reviewed and personal interviews were conducted to develop a model of the contract closeout process and to identify problems in the contract closeout process. Continuous Process Improvement procedures were applied to the contract model and the problems identified to eliminate the problems and increase the efficiency of the process. Recommendations included: increasing the priority placed on the close out of U. S. Government contracts, development of an automated system for the close out of U. S. Government contracts, development of a training program in the contract closeout process, improvement of communications between organizations involved in the contract closeout process, and application of continuous process improvement procedures to reduce the time required to close out U. S. Government contracts..
APA, Harvard, Vancouver, ISO, and other styles
4

Ramsay, David Alexander. "A framework for change and continuous improvement." Thesis, University of Portsmouth, 1998. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.310388.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Fuller, Stephen Patrick. "Leveraging Statistical Process Control for continuous improvement of the manufacturing process." Thesis, Massachusetts Institute of Technology, 2015. http://hdl.handle.net/1721.1/99001.

Full text
Abstract:
Thesis: M.B.A., Massachusetts Institute of Technology, Sloan School of Management, 2015. In conjunction with the Leaders for Global Operations Program at MIT.
Thesis: S.M., Massachusetts Institute of Technology, Engineering Systems Division, 2015. In conjunction with the Leaders for Global Operations Program at MIT.
Cataloged from PDF version of thesis.
Includes bibliographical references (pages 70-71).
Statistical Process Control (SPC) has been applied to manufacturing processes for several decades as a means of ensuring product quality and has become a primary tool for the application of continuous improvement efforts. Continued Process Verification (CPV) is a Food and Drug Administration requirement that requires biopharmaceutical companies, such as Amgen, Inc., to demonstrate control of commercial manufacturing processes. Furthermore, the Food and Drug Administration's guidance on CPV specifically calls for the use of SPC. This thesis suggests including the use of the Akaike information criteria (AIC), a recognized statistical model selection criterion, for objective model selection for the purpose of establishing the most representative control limits in the application of SPC. The most representative control limits are instrumental in eliminating unnecessary use of resources in the evaluation of manufacturing data. Thus, the use of AIC is one way to reduce waste in the entire process of monitoring the manufacturing process, evaluating data, and making improvements to the manufacturing process. In addition, this thesis forms several key concepts for effective use of SPC and continuous improvement efforts when working with contract manufacturing organizations (CMOs). Finally, this thesis will discuss the applicability of the work done related to SPC as the foundation for effectively monitoring, evaluating and improving the manufacturing process.
by Stephen Patrick Fuller.
M.B.A.
S.M.
APA, Harvard, Vancouver, ISO, and other styles
6

Samarasinghe, Jayantha Dias. "Behavioural process of continuous improvement : conceptualisation, measurement and validation." Thesis, Teesside University, 2004. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.578060.

Full text
Abstract:
This study conceptualises continuous improvement (Cl) as a multidimensional behavioural concept (CIB). In so doing it develops and validates a reliable scale to measure the concept. This study also examines the influence of contextual conditions on Cl behaviours and identifies a set of antecedent variables that are related to cm in order to develop a theory of CIB. Although references to Cl behaviours have been made in the literature, cm has not been conceptualised as a distinct concept. It has not been measured nor have any antecedents been previously reported. A multi-level theoretical framework was developed to study the contextual influence on CIB at macro level and the relationships between individual level antecedents and CIB at the micro level. The framework suggested 8 contextual conditions, 51 Cl behaviours and 7 Cl behavioural dimensions, which were articulated from the literature. Cl behaviours have a conceptual proximity to organisational citizenship behaviours (OCBs), and therefore several antecedents that have proven relationships with OCBs (commitment, organisational support, job satisfaction and procedural justice) were identified from organisational behaviour literature. Other proposed antecedents identified in this study included training, learning, need for achievement and empowerment. Sixteen hypotheses, arguing for direct, mediated and moderated relationships were presented for verification. A multiple case study was carried out in three organisations to examine contextual influence on Cl behaviours, to validate the literature-based Cl behaviours and to explore any additional employee Cl behaviours. The case study findings were used to develop a 63-item CIB scale, which was subsequently measured (along with 12 antecedents) in a survey of 561 respondents from six organisations. Several contextual factors, such as the level of involvement in team problem solving and the work environment have been found to influence Cl behaviours. Seven CIB dimensions were identified from a component factor analysis with varimax rotation procedure, which established the multidimensionality of the CIB concept. A 30-item reliable CIB scale was also validated in the procedure. Hypotheses testing for direct and indirect relationships revealed that relationships were largely direct, and a number of useful mediated relationships were also identified to further contribute to knowledge. In addition, seven hierarchical regression models were identified, which showed significant predictors of different CIB dimensions along with the amount of variance in each dimension that was explained by those predictors. Contrary to expectations, Cllss were better predicted by skills, personal traits and job characteristics than morale factors, which also challenge current OB literature.
APA, Harvard, Vancouver, ISO, and other styles
7

Mohammed, Kieran Nawaz. "Continuous Improvement Strategies for Nonprofit Organizations." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4655.

Full text
Abstract:
Nonprofit organization leaders face increased performance and sustainability challenges due to reduced funding. Approximately 72% of nonprofit revenues required for the sustainability of nonprofit organizations come from program services, which are threatened by ineffective improvement strategies and reduced program funding. Using the conceptual framework of total quality management, the purpose of this multicase study was to explore strategies that nonprofit leaders use to implement successful continuous improvement programs to increase revenue. The population for this study was leaders of nonprofit organizations in Delaware. Participants were purposefully selected for their successful experience in implementing continuous improvement strategies in nonprofit organizations. Data were collected via semistructured face-to-face interviews from 4 nonprofit organization leaders and review of publicly accessible, online organizational documents related to the implementation of continuous improvement programs. Data were analyzed using methodological triangulation through inductive coding of phrases and words. Three themes emerged from this study: leadership strategies for holistic focus on process improvement, leadership focus on organizational strategy, and specific focus on functions of leadership. Nonprofit leaders should embrace continuous improvement applications traditionally applied in for-profit sectors. Nonprofit leaders could apply continuous improvement strategies to enhance performance and boost revenue. Implications for positive social change include developing sustainability and longevity in nonprofit organizations to help nonprofit leaders address larger problems, such as homelessness, disease, lack of cultural acceptance, and environmental sustainability.
APA, Harvard, Vancouver, ISO, and other styles
8

BROWN, JONATHAN DALE. "CONTINUOUS IMPROVEMENT PROCESS IN RESPONSE TO AN ACADEMIC WATCH RATING." University of Cincinnati / OhioLINK, 2002. http://rave.ohiolink.edu/etdc/view?acc_num=ucin1022193926.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Ellerker, Simon Christopher. "Continuous change, process and performance improvement : a holistic systems perspective." Thesis, University of Salford, 1998. http://usir.salford.ac.uk/26659/.

Full text
Abstract:
The business market of today is much more complex than it has ever been before, making it much more difficult for businesses to not only enter the market place, but to also survive and compete successfully against rival firms. The relatively recent pressures of rapid technological development, changing markets and market forces, as well as the fast-paced dynamic nature of the individual markets themselves, all demand that organisations change and adapt on a continuous basis. Various approaches to change and continuous improvement that currently exist within available literature, all of which suggest different methods for changing and improving an organisation. The available literature was used to create a comprehensive implementation program/methodology that guides organisations through the process of change and improvement. This change and improvement program was then tested within several case study organisations within the North West of England. The selected case study organisations represent a cross-section of industries: world class organisations, who have been recognised for their excellence through Excellence North West (an independent organisation that audits companies using the European Foundation Quality Model - EFQM - refer to appendix Q); organisations that plan and either succeed or fail and finally organisations who do not formally plan for change/improvement and who either succeed or fail. The conclusions of the case study research show that organisations could make use of an holistic implementation guide to help them manage the change and improvement process. The implementation program developed from best practice and theory provides an original holistic systems approach that has proven itself to be a robust methodology within several companies in the North West, through its convergence with company best practice. The originality stems from the implementation process which was developed by the author, from the various approaches available in current literature, and from the fact that it combines strategic organisational change management with continuous improvement - a need identified by Choi (1995). Further work and testing of the implementation program would be required to determine if it is generic.
APA, Harvard, Vancouver, ISO, and other styles
10

Haigh, Richard. "Continuous process improvement and learning on construction projects : the role of process capability assessments." Thesis, University of Salford, 2004. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.401798.

Full text
APA, Harvard, Vancouver, ISO, and other styles
More sources

Books on the topic "Continuous process improvement"

1

Continuous process improvement: Simplifying work flow systems. New York: Free Press, 1991.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
2

Bell, Steve. Lean enterprise systems: Using IT for continuous improvement. Hoboken, N.J: Wiley-Interscience, 2006.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
3

United States. Federal Highway Administration. Continuous process improvement: Tools and techniques for practitioners. [Washington, D.C.?: U.S. Federal Highway Administration, 1999.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
4

Continuous process improvement: Tools and techniques for practitioners. [Washington, D.C.?]: U.S. Dept. of Transportation, Federal Highway Administration, 2001.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
5

Education, Tennessee Dept of. The Tennessee school improvement planning process: A blueprint for continuous improvement. [Nashville, Tenn.]: The Department, 1996.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
6

Warranty claims reduction: A modern approach with continuous improvement techniques. Boca Raton: CRC Press, Taylor & Francis Group, 2014.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
7

Philip, Gisi. Sustaining a Culture of Process Control and Continuous Improvement. New York : Taylor & Francis, [2018]: Productivity Press, 2018. http://dx.doi.org/10.4324/9781315099361.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Vitale, Barbara Ann. Quality assessment and improvement in long-term care: A continuous process. Philadelphia: F.A. Davis, 1993.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
9

Chang, Richard Y. Continuous process improvement: A practical guide to improving processes for measurable results. London: Kogan Page, 1995.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
10

Chang, Richard Y. Continuous process improvement: A practical guide to improving processes for measurable results. Irvine, Calif: R. Chang Associates, 1994.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
More sources

Book chapters on the topic "Continuous process improvement"

1

Anderson, Larry, Dan Fleming, Bruce Hamilton, and Pat Wardwell. "Focus on Process." In Continuous Improvement, 63–74. New York: Productivity Press, 2021. http://dx.doi.org/10.4324/9781003216698-6.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Gaudreau, Stephen D., Jacquelyn C. Bridge, Eleanor R. Fisher, Douglas N. Smith, and Jacquelyn C. Bridge. "Continuous Process Improvement." In Total Quality Management for Custodial Operations, 67–89. Boca Raton: Routledge, 2021. http://dx.doi.org/10.4324/9780203735459-3.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Heidrich, Jens. "Continuous Process Improvement." In Perspectives on the Future of Software Engineering, 111–29. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-37395-4_8.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Philip, Gisi. "Process Flow Improvement." In Sustaining a Culture of Process Control and Continuous Improvement, 195–224. New York : Taylor & Francis, [2018]: Productivity Press, 2018. http://dx.doi.org/10.4324/9781315099361-12.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

van Aartsengel, Aristide, and Selahattin Kurtoglu. "“PDSA Do” Process Group." In Handbook on Continuous Improvement Transformation, 443–45. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-35901-9_23.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

van Aartsengel, Aristide, and Selahattin Kurtoglu. "“PDSA Study” Process Group." In Handbook on Continuous Improvement Transformation, 569–71. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-35901-9_31.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

van Aartsengel, Aristide, and Selahattin Kurtoglu. "“PDSA Act” Process Group." In Handbook on Continuous Improvement Transformation, 607–21. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-35901-9_35.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

van Aartsengel, Aristide, and Selahattin Kurtoglu. "“PDSA Initiate” Process Group." In Handbook on Continuous Improvement Transformation, 31–51. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-35901-9_4.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

van Aartsengel, Aristide, and Selahattin Kurtoglu. "“PDSA Plan” Process Group." In Handbook on Continuous Improvement Transformation, 53–56. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-35901-9_5.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Thomson, V. J. "Process monitoring for continuous improvement." In Re-engineering the Enterprise, 294–301. Boston, MA: Springer US, 1995. http://dx.doi.org/10.1007/978-0-387-34876-6_28.

Full text
APA, Harvard, Vancouver, ISO, and other styles

Conference papers on the topic "Continuous process improvement"

1

Mersmann, Matthias. "Pyro-process technology - Continuous improvement." In 2007 IEEE Cement Industry Technical Conference Record. IEEE, 2007. http://dx.doi.org/10.1109/citcon.2007.358989.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Vassallo, Carmine. "Enabling Continuous Improvement of a Continuous Integration Process." In 2019 34th IEEE/ACM International Conference on Automated Software Engineering (ASE). IEEE, 2019. http://dx.doi.org/10.1109/ase.2019.00151.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Han, Kwan Hee, Jun Woo Park, and Young Hyo Jo. "Process-centered knowledge model for continuous process improvement." In 2008 IEEE International Conference on Industrial Engineering and Engineering Management (IEEM). IEEE, 2008. http://dx.doi.org/10.1109/ieem.2008.4737829.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Wagner, Gilles, Patric Keller, Frank Michel, Martin Bertram, Dirk Ostermayer, and Hans Hagen. "Continuous improvement process in virtual reality." In the 23rd Spring Conference. New York, New York, USA: ACM Press, 2007. http://dx.doi.org/10.1145/2614348.2614367.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

"Second International Conference on the Software Process. Continuous Software Process Improvement (Cat. No.93TH0509-0)." In Proceedings of the Second International Conference on the Software Process-Continuous Software Process Improvement. IEEE, 1993. http://dx.doi.org/10.1109/spcon.1993.236827.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Gonçalves, Rute. "Business process management as continuous improvement in business process." In The 6th International Scientific Conference "Business and Management 2010". Vilnius, Lithuania: Vilnius Gediminas Technical University Publishing House Technika, 2010. http://dx.doi.org/10.3846/bm.2010.010.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Marlin, Larry G. "Process Elements as Keys to Continuous Improvement." In Earthmoving Industry Conference & Exposition. 400 Commonwealth Drive, Warrendale, PA, United States: SAE International, 1993. http://dx.doi.org/10.4271/931169.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Stojanovic, Nenad, Marko Dinic, and Ljiljana Stojanovic. "Big data process analytics for continuous process improvement in manufacturing." In 2015 IEEE International Conference on Big Data (Big Data). IEEE, 2015. http://dx.doi.org/10.1109/bigdata.2015.7363900.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Brown, R. "Design of launch systems using continuous improvement process." In Space Programs and Technologies Conference. Reston, Virigina: American Institute of Aeronautics and Astronautics, 1995. http://dx.doi.org/10.2514/6.1995-3703.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Adams, Mel, Paul Componation, Hank Czarnecki, and Bernard J. Schroer. "Simulation as a tool for continuous process improvement." In the 31st conference. New York, New York, USA: ACM Press, 1999. http://dx.doi.org/10.1145/324138.324475.

Full text
APA, Harvard, Vancouver, ISO, and other styles

Reports on the topic "Continuous process improvement"

1

Mansir, Brian E., and Nicholas R. Schacht. Continuous Improvement Process: Principles and Practices. Fort Belvoir, VA: Defense Technical Information Center, July 1989. http://dx.doi.org/10.21236/ada211911.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Padfield, Jon R. Implementation of Continuous Improvement for INDOT Maintenance (Training and Tracking Process Improvements). Purdue University, February 2019. http://dx.doi.org/10.5703/1288284316864.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Wannamaker, A. L. Reservoir continuous process improvement six sigma methodology implementation. Office of Scientific and Technical Information (OSTI), December 1996. http://dx.doi.org/10.2172/446291.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Linnean, III, and Harold W. AFSO 21: Identifying Potential Failure Points in Sustaining Continuous Process Improvement Across the Air Force. Fort Belvoir, VA: Defense Technical Information Center, April 2007. http://dx.doi.org/10.21236/ada515509.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

McComas, Michael T., Richard J. Harrington, and Donald W. Oliver. Analysis of the United States Marine Corps Continuous Process Improvement Program Applied to the Contracting Process at Marine Corps Regional Contracting Office - Southwest. Fort Belvoir, VA: Defense Technical Information Center, December 2007. http://dx.doi.org/10.21236/ada476071.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Xingbo Liu. Life Improvement of Pot Hardware in Continuous Hot Dipping Processes Final Report. Office of Scientific and Technical Information (OSTI), January 2006. http://dx.doi.org/10.2172/876590.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Rarasati, Niken, and Rezanti Putri Pramana. Giving Schools and Teachers Autonomy in Teacher Professional Development Under a Medium-Capability Education System. Research on Improving Systems of Education (RISE), January 2023. http://dx.doi.org/10.35489/bsg-rise-ri_2023/050.

Full text
Abstract:
A mature teacher who continuously seeks improvement should be recognised as a professional who has autonomy in conducting their job and has the autonomy to engage in a professional community of practice (Hyslop-Margison and Sears, 2010). In other words, teachers’ engagement in professional development activities should be driven by their own determination rather than extrinsic sources of motivation. In this context, teachers’ self-determination can be defined as a feeling of connectedness with their own aspirations or personal values, confidence in their ability to master new skills, and a sense of autonomy in planning their own professional development path (Stupnisky et al., 2018; Eyal and Roth, 2011; Ryan and Deci, 2000). Previous studies have shown the advantages of providing teachers with autonomy to determine personal and professional improvement. Bergmark (2020) found that giving teachers the opportunity to identify areas of improvement based on teaching experience expanded the ways they think and understand themselves as teachers and how they can improve their teaching. Teachers who plan their own improvement showed a higher level of curiosity in learning and trying out new things. Bergmark (2020) also shows that a continuous cycle of reflection and teaching improvement allows teachers to recognise that the perfect lesson does not exist. Hence, continuous reflection and improvement are needed to shape the lesson to meet various classroom contexts. Moreover, Cheon et al. (2018) found that increased teacher autonomy led to greater teaching efficacy and a greater tendency to adopt intrinsic (relative to extrinsic) instructional goals. In developed countries, teacher autonomy is present and has become part of teachers’ professional life and schools’ development plans. In Finland, for example, the government is responsible for providing resources and services that schools request, while school development and teachers’ professional learning are integrated into a day-to-day “experiment” performed collaboratively by teachers and principals (Niemi, 2015). This kind of experience gives teachers a sense of mastery and boosts their determination to continuously learn (Ryan and Deci, 2000). In low-performing countries, distributing autonomy of education quality improvement to schools and teachers negatively correlates with the countries’ education outcomes (Hanushek et al., 2011). This study also suggests that education outcome accountability and teacher capacity are necessary to ensure the provision of autonomy to improve education quality. However, to have teachers who can meet dynamic educational challenges through continuous learning, de Klerk & Barnett (2020) suggest that developing countries include programmes that could nurture teachers’ agency to learn in addition to the regular content and pedagogical-focused teacher training materials. Giving autonomy to teachers can be challenging in an environment where accountability or performance is measured by narrow considerations (teacher exam score, administrative completion, etc.). As is the case in Jakarta, the capital city of Indonesia, teachers tend to attend training to meet performance evaluation administrative criteria rather than to address specific professional development needs (Dymoke and Harrison, 2006). Generally, the focus of the training relies on what the government believes will benefit their teaching workforce. Teacher professional development (TPD) is merely an assignment for Jakarta teachers. Most teachers attend the training only to obtain attendance certificates that can be credited towards their additional performance allowance. Consequently, those teachers will only reproduce teaching practices that they have experienced or observed from their seniors. As in other similar professional development systems, improvement in teaching quality at schools is less likely to happen (Hargreaves, 2000). Most of the trainings were led by external experts or academics who did not interact with teachers on a day-to-day basis. This approach to professional development represents a top-down mechanism where teacher training was designed independently from teaching context and therefore appears to be overly abstract, unpractical, and not useful for teachers (Timperley, 2011). Moreover, the lack of relevancy between teacher training and teaching practice leads to teachers’ low ownership of the professional development process (Bergmark, 2020). More broadly, in the Jakarta education system, especially the public school system, autonomy was never given to schools and teachers prior to establishing the new TPD system in 2021. The system employed a top-down relationship between the local education agency, teacher training centres, principals, and teachers. Professional development plans were usually motivated by a low teacher competency score or budgeted teacher professional development programme. Guided by the scores, the training centres organised training that could address knowledge areas that most of Jakarta's teachers lack. In many cases, to fulfil the quota as planned in the budget, the local education agency and the training centres would instruct principals to assign two teachers to certain training without knowing their needs. Realizing that the system was not functioning, Jakarta’s local education agency decided to create a reform that gives more autonomy toward schools and teachers in determining teacher professional development plan. The new system has been piloted since November 2021. To maintain the balance between administrative evaluation and addressing professional development needs, the new initiative highlights the key role played by head teachers or principals. This is based on assumption that principals who have the opportunity to observe teaching practice closely could help teachers reflect and develop their professionalism. (Dymoke and Harrison, 2006). As explained by the professional development case in Finland, leadership and collegial collaboration are also critical to shaping a school culture that could support the development of professional autonomy. The collective energies among teachers and the principal will also direct the teacher toward improving teaching, learning, and caring for students and parents (Hyslop-Margison and Sears, 2010; Hargreaves, 2000). Thus, the new TPD system in Jakarta adopts the feature of collegial collaboration. This is considered as imperative in Jakarta where teachers used to be controlled and join a professional development activity due to external forces. Learning autonomy did not exist within themselves. Hence, teachers need a leader who can turn the "professional development regulation" into a culture at schools. The process will shape teachers to do professional development quite autonomously (Deci et al., 2001). In this case, a controlling leadership style will hinder teachers’ autonomous motivation. Instead, principals should articulate a clear vision, consider teachers' individual needs and aspirations, inspire, and support professional development activities (Eyal and Roth, 2011). This can also be called creating a professional culture at schools (Fullan, 1996). In this Note, we aim to understand how the schools and teachers respond to the new teacher professional development system. We compare experience and motivation of different characteristics of teachers.
APA, Harvard, Vancouver, ISO, and other styles
8

Peters, Vanessa, Barbara Means, Maria Langworthy, Phil Neufeld, Ryan Coe, Kenneth Meehan, and Stevin Smith. Enabling Analytics for Improvement: Lessons from Year 2 of Fresno’s Personalized Learning Initiative. Digital Promise, September 2018. http://dx.doi.org/10.51388/20.500.12265/53.

Full text
Abstract:
Now in its second year, the Fresno Unified School District’s Personalized Learning Initiative (PLI) continues to help teachers and students develop the skills, competencies and mindsets essential for “as yet imagined” futures. A unique aspect of Fresno’s PLI is its analytics partnership between Fresno Unified, Microsoft Education, Houghton Mifflin Harcourt and Digital Promise. This report describes the early success of the PLI on students’ learning outcomes, evidence on what elements of the implementation are working, and the process and principles of the analytics partnership. The report aims to share with other education systems the lessons learned from this journey.
APA, Harvard, Vancouver, ISO, and other styles
9

Henrick, Erin, Steven McGee, Lucia Dettori, Troy Williams, Andrew Rasmussen, Don Yanek, Ronald Greenberg, and Dale Reed. Research-Practice Partnership Strategies to Conduct and Use Research to Inform Practice. The Learning Partnership, April 2021. http://dx.doi.org/10.51420/conf.2021.3.

Full text
Abstract:
This study examines the collaborative processes the Chicago Alliance for Equity in Computer Science (CAFÉCS) uses to conduct and use research. The CAFÉCS RPP is a partnership between Chicago Public Schools (CPS), Loyola University Chicago, The Learning Partnership, DePaul University, and University of Illinois at Chicago. Data used in this analysis comes from three years of evaluation data, and includes an analysis of team documents, meeting observations, and interviews with 25 members of the CAFÉCS RPP team. The analysis examines how three problems are being investigated by the partnership: 1) student failure rate in an introductory computer science course, 2) teachers’ limited use of discussion techniques in an introductory computer science class, and 3) computer science teacher retention. Results from the analysis indicate that the RPP engages in a formalized problem-solving cycle. The problem-solving cycle includes the following steps: First, the Office of Computer Science (OCS) identifies a problem. Next, the CAFÉCS team brainstorms and prioritizes hypotheses to test. Next, data analysis clarifies the problem and the research findings are shared and interpreted by the entire team. Finally, the findings are used to inform OCS improvement strategies and next steps for the CAFÉCS research agenda. There are slight variations in the problem-solving cycle, depending on the stage of understanding of the problem, which has implications for the mode of research (e.g hypothesis testing, research and design, continuous improvement, or evaluation).
APA, Harvard, Vancouver, ISO, and other styles
10

Monetary Policy Report - January 2022. Banco de la República, March 2022. http://dx.doi.org/10.32468/inf-pol-mont-eng.tr1-2022.

Full text
Abstract:
Macroeconomic summary Several factors contributed to an increase in projected inflation on the forecast horizon, keeping it above the target rate. These included inflation in December that surpassed expectations (5.62%), indexation to higher inflation rates for various baskets in the consumer price index (CPI), a significant real increase in the legal minimum wage, persistent external and domestic inflationary supply shocks, and heightened exchange rate pressures. The CPI for foods was affected by the persistence of external and domestic supply shocks and was the most significant contributor to unexpectedly high inflation in the fourth quarter. Price adjustments for fuels and certain utilities can explain the acceleration in inflation for regulated items, which was more significant than anticipated. Prices in the CPI for goods excluding food and regulated items also rose more than expected. This was partly due to a smaller effect on prices from the national government’s VAT-free day than anticipated by the technical staff and more persistent external pressures, including via peso depreciation. By contrast, the CPI for services excluding food and regulated items accelerated less than expected, partly reflecting strong competition in the communications sector. This was the only major CPI basket for which prices increased below the target inflation rate. The technical staff revised its inflation forecast upward in response to certain external shocks (prices, costs, and depreciation) and domestic shocks (e.g., on meat products) that were stronger and more persistent than anticipated in the previous report. Observed inflation and a real increase in the legal minimum wage also exceeded expectations, which would boost inflation by affecting price indexation, labor costs, and inflation expectations. The technical staff now expects year-end headline inflation of 4.3% in 2022 and 3.4% in 2023; core inflation is projected to be 4.5% and 3.6%, respectively. These forecasts consider the lapse of certain price relief measures associated with the COVID-19 health emergency, which would contribute to temporarily keeping inflation above the target on the forecast horizon. It is important to note that these estimates continue to contain a significant degree of uncertainty, mainly related to the development of external and domestic supply shocks and their ultimate effects on prices. Other contributing factors include high price volatility and measurement uncertainty related to the extension of Colombia’s health emergency and tax relief measures (such as the VAT-free days) associated with the Social Investment Law (Ley de Inversión Social). The as-yet uncertain magnitude of the effects of a recent real increase in the legal minimum wage (that was high by historical standards) and high observed and expected inflation, are additional factors weighing on the overall uncertainty of the estimates in this report. The size of excess productive capacity remaining in the economy and the degree to which it is closing are also uncertain, as the evolution of the pandemic continues to represent a significant forecast risk. margin, could be less dynamic than expected. And the normalization of monetary policy in the United States could come more quickly than projected in this report, which could negatively affect international financing costs. Finally, there remains a significant degree of uncertainty related to the duration of supply chocks and the degree to which macroeconomic and political conditions could negatively affect the recovery in investment. The technical staff revised its GDP growth projection for 2022 from 4.7% to 4.3% (Graph 1.3). This revision accounts for the likelihood that a larger portion of the recent positive dynamic in private consumption would be transitory than previously expected. This estimate also contemplates less dynamic investment behavior than forecast in the previous report amid less favorable financial conditions and a highly uncertain investment environment. Third-quarter GDP growth (12.9%), which was similar to projections from the October report, and the fourth-quarter growth forecast (8.7%) reflect a positive consumption trend, which has been revised upward. This dynamic has been driven by both public and private spending. Investment growth, meanwhile, has been weaker than forecast. Available fourth-quarter data suggest that consumption spending for the period would have exceeded estimates from October, thanks to three consecutive months that included VAT-free days, a relatively low COVID-19 caseload, and mobility indicators similar to their pre-pandemic levels. By contrast, the most recently available figures on new housing developments and machinery and equipment imports suggest that investment, while continuing to rise, is growing at a slower rate than anticipated in the previous report. The trade deficit is expected to have widened, as imports would have grown at a high level and outpaced exports. Given the above, the technical staff now expects fourth-quarter economic growth of 8.7%, with overall growth for 2021 of 9.9%. Several factors should continue to contribute to output recovery in 2022, though some of these may be less significant than previously forecast. International financial conditions are expected to be less favorable, though external demand should continue to recover and terms of trade continue to increase amid higher projected oil prices. Lower unemployment rates and subsequent positive effects on household income, despite increased inflation, would also boost output recovery, as would progress in the national vaccination campaign. The technical staff expects that the conditions that have favored recent high levels of consumption would be, in large part, transitory. Consumption spending is expected to grow at a slower rate in 2022. Gross fixed capital formation (GFCF) would continue to recover, approaching its pre-pandemic level, though at a slower rate than anticipated in the previous report. This would be due to lower observed GFCF levels and the potential impact of political and fiscal uncertainty. Meanwhile, the policy interest rate would be less expansionary as the process of monetary policy normalization continues. Given the above, growth in 2022 is forecast to decelerate to 4.3% (previously 4.7%). In 2023, that figure (3.1%) is projected to converge to levels closer to the potential growth rate. In this case, excess productive capacity would be expected to tighten at a similar rate as projected in the previous report. The trade deficit would tighten more than previously projected on the forecast horizon, due to expectations of an improved export dynamic and moderation in imports. The growth forecast for 2022 considers a low basis of comparison from the first half of 2021. However, there remain significant downside risks to this forecast. The current projection does not, for example, account for any additional effects on economic activity resulting from further waves of COVID-19. High private consumption levels, which have already surpassed pre-pandemic levels by a large margin, could be less dynamic than expected. And the normalization of monetary policy in the United States could come more quickly than projected in this report, which could negatively affect international financing costs. Finally, there remains a significant degree of uncertainty related to the duration of supply chocks and the degree to which macroeconomic and political conditions could negatively affect the recovery in investment. External demand for Colombian goods and services should continue to recover amid significant global inflation pressures, high oil prices, and less favorable international financial conditions than those estimated in October. Economic activity among Colombia’s major trade partners recovered in 2021 amid countries reopening and ample international liquidity. However, that growth has been somewhat restricted by global supply chain disruptions and new outbreaks of COVID-19. The technical staff has revised its growth forecast for Colombia’s main trade partners from 6.3% to 6.9% for 2021, and from 3.4% to 3.3% for 2022; trade partner economies are expected to grow 2.6% in 2023. Colombia’s annual terms of trade increased in 2021, largely on higher oil, coffee, and coal prices. This improvement came despite increased prices for goods and services imports. The expected oil price trajectory has been revised upward, partly to supply restrictions and lagging investment in the sector that would offset reduced growth forecasts in some major economies. Elevated freight and raw materials costs and supply chain disruptions continue to affect global goods production, and have led to increases in global prices. Coupled with the recovery in global demand, this has put upward pressure on external inflation. Several emerging market economies have continued to normalize monetary policy in this context. Meanwhile, in the United States, the Federal Reserve has anticipated an end to its asset buying program. U.S. inflation in December (7.0%) was again surprisingly high and market average inflation forecasts for 2022 have increased. The Fed is expected to increase its policy rate during the first quarter of 2022, with quarterly increases anticipated over the rest of the year. For its part, Colombia’s sovereign risk premium has increased and is forecast to remain on a higher path, to levels above the 15-year-average, on the forecast horizon. This would be partly due to the effects of a less expansionary monetary policy in the United States and the accumulation of macroeconomic imbalances in Colombia. Given the above, international financial conditions are projected to be less favorable than anticipated in the October report. The increase in Colombia’s external financing costs could be more significant if upward pressures on inflation in the United States persist and monetary policy is normalized more quickly than contemplated in this report. As detailed in Section 2.3, uncertainty surrounding international financial conditions continues to be unusually high. Along with other considerations, recent concerns over the potential effects of new COVID-19 variants, the persistence of global supply chain disruptions, energy crises in certain countries, growing geopolitical tensions, and a more significant deceleration in China are all factors underlying this uncertainty. The changing macroeconomic environment toward greater inflation and unanchoring risks on inflation expectations imply a reduction in the space available for monetary policy stimulus. Recovery in domestic demand and a reduction in excess productive capacity have come in line with the technical staff’s expectations from the October report. Some upside risks to inflation have materialized, while medium-term inflation expectations have increased and are above the 3% target. Monetary policy remains expansionary. Significant global inflationary pressures and the unexpected increase in the CPI in December point to more persistent effects from recent supply shocks. Core inflation is trending upward, but remains below the 3% target. Headline and core inflation projections have increased on the forecast horizon and are above the target rate through the end of 2023. Meanwhile, the expected dynamism of domestic demand would be in line with low levels of excess productive capacity. An accumulation of macroeconomic imbalances in Colombia and the increased likelihood of a faster normalization of monetary policy in the United States would put upward pressure on sovereign risk perceptions in a more persistent manner, with implications for the exchange rate and the natural rate of interest. Persistent disruptions to international supply chains, a high real increase in the legal minimum wage, and the indexation of various baskets in the CPI to higher inflation rates could affect price expectations and push inflation above the target more persistently. These factors suggest that the space to maintain monetary stimulus has continued to diminish, though monetary policy remains expansionary. 1.2 Monetary policy decision Banco de la República’s board of directors (BDBR) in its meetings in December 2021 and January 2022 voted to continue normalizing monetary policy. The BDBR voted by a majority in these two meetings to increase the benchmark interest rate by 50 and 100 basis points, respectively, bringing the policy rate to 4.0%.
APA, Harvard, Vancouver, ISO, and other styles
You might also be interested in the extended bibliographies on the topic 'Continuous process improvement' for particular source types:
Journal articles Dissertations / Theses Books
We offer discounts on all premium plans for authors whose works are included in thematic literature selections. Contact us to get a unique promo code!

To the bibliography