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action="https://publications.waset.org/abstracts/search"> <div id="custom-search-input"> <div class="input-group"> <i class="fas fa-search"></i> <input type="text" class="search-query" name="q" placeholder="Author, Title, Abstract, Keywords" value="continuous improvement"> <input type="submit" class="btn_search" value="Search"> </div> </div> </form> </div> </div> <div class="row mt-3"> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Commenced</strong> in January 2007</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Frequency:</strong> Monthly</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Edition:</strong> International</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Paper Count:</strong> 6311</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: continuous improvement</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6311</span> Continuous Improvement in Emerging Economies: Insights from a Multi-Case Analysis</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Luis%20A.%20Paipa-Galeano">Luis A. Paipa-Galeano</a>, <a href="https://publications.waset.org/abstracts/search?q=Yavar%20Jarrah-Nezhad"> Yavar Jarrah-Nezhad</a>, <a href="https://publications.waset.org/abstracts/search?q=C%C3%A9sar%20A.%20Bernal-Torres"> César A. Bernal-Torres</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper presents a case study of four companies in an emerging economy to identify the key success factors and barriers to sustaining continuous improvement practices. The study analyzes the empirical evidence and compares it to the literature review to provide insights for companies looking to increase their maturity level in this area. The five success factors identified are the availability of resources, commitment and support from management, participation of employees in identifying tasks to improve, clear and realistic objectives for continuous improvement, and the existence of a leader or responsible for continuous improvement. The major barriers to success are a lack of alignment between the organization’s strategic objectives and continuous improvement objectives, a lack of motivation in the team, and resistance to change. The paper concludes with recommendations for companies to reduce the risk of improvement failure and increase their maturity level in continuous improvement. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=emerging%20economies" title="emerging economies">emerging economies</a>, <a href="https://publications.waset.org/abstracts/search?q=Kaizen" title=" Kaizen"> Kaizen</a>, <a href="https://publications.waset.org/abstracts/search?q=continuous%20improvement%20sustainability" title=" continuous improvement sustainability"> continuous improvement sustainability</a>, <a href="https://publications.waset.org/abstracts/search?q=maturity%20model" title=" maturity model"> maturity model</a> </p> <a href="https://publications.waset.org/abstracts/181887/continuous-improvement-in-emerging-economies-insights-from-a-multi-case-analysis" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/181887.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">74</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6310</span> Methods of Improving Production Processes Based on Deming Cycle</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Daniel%20Tochwin">Daniel Tochwin</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Continuous improvement is an essential part of effective process performance management. In order to achieve continuous quality improvement, each organization must use the appropriate selection of tools and techniques. The basic condition for success is a proper understanding of the business need faced by the company and the selection of appropriate methods to improve a given production process. The main aim of this article is to analyze the methods of conduct which are popular in practice when implementing process improvements and then to determine whether the tested methods include repetitive systematics of the approach, i.e., a similar sequence of the same or similar actions. Based on an extensive literature review, 4 methods of continuous improvement of production processes were selected: A3 report, Gemba Kaizen, PDCA cycle, and Deming cycle. The research shows that all frequently used improvement methods are generally based on the PDCA cycle, and the differences are due to "(re)interpretation" and the need to adapt the continuous improvement approach to the specific business process. The research shows that all the frequently used improvement methods are generally based on the PDCA cycle, and the differences are due to "(re) interpretation" and the need to adapt the continuous improvement approach to the specific business process. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=continuous%20improvement" title="continuous improvement">continuous improvement</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20methods" title=" lean methods"> lean methods</a>, <a href="https://publications.waset.org/abstracts/search?q=process%20improvement" title=" process improvement"> process improvement</a>, <a href="https://publications.waset.org/abstracts/search?q=PDCA" title=" PDCA"> PDCA</a> </p> <a href="https://publications.waset.org/abstracts/146613/methods-of-improving-production-processes-based-on-deming-cycle" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/146613.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">80</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6309</span> Continuous Improvement as an Organizational Capability in the Industry 4.0 Era</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Lodgaard%20Eirin">Lodgaard Eirin</a>, <a href="https://publications.waset.org/abstracts/search?q=Myklebust%20Odd"> Myklebust Odd</a>, <a href="https://publications.waset.org/abstracts/search?q=Eleftheriadis%20Ragnhild"> Eleftheriadis Ragnhild</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Continuous improvement is becoming increasingly a prerequisite for manufacturing companies to remain competitive in a global market. In addition, future survival and success will depend on the ability to manage the forthcoming digitalization transformation in the industry 4.0 era. Industry 4.0 promises substantially increased operational effectiveness, were all equipment are equipped with integrated processing and communication capabilities. Subsequently, the interplay of human and technology will evolve and influence the range of worker tasks and demands. Taking into account these changes, the concept of continuous improvement must evolve accordingly. Based on a case study from manufacturing industry, the purpose of this paper is to point out what the concept of continuous improvement will meet and has to take into considering when entering the 4th industrial revolution. In the past, continuous improvement has the focus on a culture of sustained improvement targeting the elimination of waste in all systems and processes of an organization by involving everyone. Today, it has to be evolved into the forthcoming digital transformation and the increased interplay of human and digital communication system to reach its full potential. One main findings of this study, is how digital communication systems will act as an enabler to strengthen the continuous improvement process, by moving from collaboration within individual teams to interconnection of teams along the product value chain. For academics and practitioners, it will help them to identify and prioritize their steps towards an industry 4.0 implementation integrated with focus on continuous improvement. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=continuous%20improvement" title="continuous improvement">continuous improvement</a>, <a href="https://publications.waset.org/abstracts/search?q=digital%20communication%20system" title=" digital communication system"> digital communication system</a>, <a href="https://publications.waset.org/abstracts/search?q=human-machine-interaction" title=" human-machine-interaction"> human-machine-interaction</a>, <a href="https://publications.waset.org/abstracts/search?q=industry%204.0" title=" industry 4.0"> industry 4.0</a>, <a href="https://publications.waset.org/abstracts/search?q=team%20perfomance" title=" team perfomance"> team perfomance</a> </p> <a href="https://publications.waset.org/abstracts/80587/continuous-improvement-as-an-organizational-capability-in-the-industry-40-era" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/80587.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">204</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6308</span> The Core Obstacles of Continuous Improvement Implementation: Some Key Findings from Health and Education Sectors</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Abdullah%20Alhaqbani">Abdullah Alhaqbani</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Purpose: Implementing continuous improvement is a challenge that public sector organisations face in becoming successful. Many obstacles hinder public organisations from successfully implementing continuous improvement. This paper aims to highlight the key core obstacles that face public organisations to implement continuous improvement programmes. Approach: Based on the literature, this paper reviews 66 papers that were published between 2000 and 2013 and that focused on the concept of continuous improvement and improvement methodologies in the context of public sector organisations. The methodologies for continuous improvement covered in these papers include Total Quality Management, Six Sigma, process re-engineering, lean thinking and Kaizen. Findings: Of the 24 obstacles found in the literature, 11 barriers were seen as core barriers that frequently occurred in public sector organisations. The findings indicate that lack of top management commitment; organisational culture and political issues and resistance to change are significant obstacles for improvement programmes. Moreover, this review found that improvement methodologies share some core barriers to successful implementation within public organisations. These barriers as well are common in the different geographic area. For instance lack of top management commitment and training that found in the education sector in Albanian are common barriers of improvement studies in Kuwait, Saudi Arabia, Spain, UK and US. Practical implications: Understanding these core issues and barriers will help managers of public organisations to improve their strategies with respect to continuous improvement. Thus, this review highlights the core issues that prevent a successful continuous improvement journey within the public sector. Value: Identifying and understanding the common obstacles to successfully implementing continuous improvement in the public sector will help public organisations to learn how to improve in launching and successfully sustaining such programmes. However, this is not the end; rather, it is just the beginning of a longer improvement journey. Thus, it is intended that this review will identify key learning opportunities for public sector organisations in developing nations which will then be tested via further research. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=continuous%20improvement" title="continuous improvement">continuous improvement</a>, <a href="https://publications.waset.org/abstracts/search?q=total%20quality%20management" title=" total quality management"> total quality management</a>, <a href="https://publications.waset.org/abstracts/search?q=obstacles" title=" obstacles"> obstacles</a>, <a href="https://publications.waset.org/abstracts/search?q=public%20sector" title=" public sector"> public sector</a> </p> <a href="https://publications.waset.org/abstracts/38282/the-core-obstacles-of-continuous-improvement-implementation-some-key-findings-from-health-and-education-sectors" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/38282.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">348</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6307</span> Continuous Improvement Programme as a Strategy for Technological Innovation in Developing Nations. Nigeria as a Case Study</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Sefiu%20Adebowale%20Adewumi">Sefiu Adebowale Adewumi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Continuous improvement programme (CIP) adopts an approach to improve organizational performance with small incremental steps over time. In this approach, it is not the size of each step that is important, but the likelihood that the improvements will be ongoing. Many companies in developing nations are now complementing continuous improvement with innovation, which is the successful exploitation of new ideas. Focus area of CIP in the organization was in relation to the size of the organizations and also in relation to the generic classification of these organizations. Product quality was prevalent in the manufacturing industry while manpower training and retraining and marketing strategy were emphasized for improvement to be made in the service, transport and supply industries. However, focus on innovation in raw materials, process and methods are needed because these are the critical factors that influence product quality in the manufacturing industries. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=continuous%20improvement%20programme" title="continuous improvement programme">continuous improvement programme</a>, <a href="https://publications.waset.org/abstracts/search?q=developing%20countries" title=" developing countries"> developing countries</a>, <a href="https://publications.waset.org/abstracts/search?q=generic%20classfications" title=" generic classfications"> generic classfications</a>, <a href="https://publications.waset.org/abstracts/search?q=technological%20innovation" title=" technological innovation"> technological innovation</a> </p> <a href="https://publications.waset.org/abstracts/105828/continuous-improvement-programme-as-a-strategy-for-technological-innovation-in-developing-nations-nigeria-as-a-case-study" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/105828.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">189</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6306</span> Use of Six-sigma Concept in Discrete Manufacturing Industry</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ignatio%20Madanhire">Ignatio Madanhire</a>, <a href="https://publications.waset.org/abstracts/search?q=Charles%20Mbohwa"> Charles Mbohwa</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Efficiency in manufacturing is critical in raising the value of exports so as to gainfully trade on the regional and international markets. There seems to be increasing popularity of continuous improvement strategies availed to manufacturing entities, but this research study established that there has not been a similar popularity accorded to the Six Sigma methodology. Thus this work was conducted to investigate the applicability, effectiveness, usefulness, application and suitability of the Six Sigma methodology as a competitiveness option for discrete manufacturing entity. Development of Six-sigma center in the country with continuous improvement information would go a long way in benefiting the entire industry <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=discrete%20manufacturing" title="discrete manufacturing">discrete manufacturing</a>, <a href="https://publications.waset.org/abstracts/search?q=six-sigma" title=" six-sigma"> six-sigma</a>, <a href="https://publications.waset.org/abstracts/search?q=continuous%20improvement" title=" continuous improvement"> continuous improvement</a>, <a href="https://publications.waset.org/abstracts/search?q=efficiency" title=" efficiency"> efficiency</a>, <a href="https://publications.waset.org/abstracts/search?q=competitiveness" title=" competitiveness"> competitiveness</a> </p> <a href="https://publications.waset.org/abstracts/13351/use-of-six-sigma-concept-in-discrete-manufacturing-industry" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/13351.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">463</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6305</span> Continuous Improvement Model for Creative Industries Development </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Rolandas%20Strazdas">Rolandas Strazdas</a>, <a href="https://publications.waset.org/abstracts/search?q=Jurate%20Cerneviciute"> Jurate Cerneviciute</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Creative industries are defined as those industries which produce tangible or intangible artistic and creative output and have a potential for income generation by exploitingcultural assets and producing knowledge-based goods and services (both traditional and contemporary). With the emergence of an entire sector of creative industriestriggered by the development of creative products managingcreativity-based business processes becomes a critical issue. Diverse managerial practices and models on effective management of creativity have beenexamined in scholarly literature. Even thoughthese studies suggest how creativity in organisations can be nourished, they do not sufficiently relate the proposed practices to the underlying business processes. The article analyses a range of business process improvement methods such as PDCA, DMAIC, DMADV and TOC. The strengths and weaknesses of these methods aimed to improvethe innovation development process are identified. Based on the analysis of the existing improvement methods, a continuous improvement model was developed and presented in the article. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=continuous%20improvement" title="continuous improvement">continuous improvement</a>, <a href="https://publications.waset.org/abstracts/search?q=creative%20industries" title=" creative industries"> creative industries</a>, <a href="https://publications.waset.org/abstracts/search?q=improvement%20model" title=" improvement model"> improvement model</a>, <a href="https://publications.waset.org/abstracts/search?q=process%20mapping" title=" process mapping"> process mapping</a> </p> <a href="https://publications.waset.org/abstracts/21169/continuous-improvement-model-for-creative-industries-development" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/21169.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">468</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6304</span> Towards a Competence Management Approach Based on Continuous Improvement</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=N.%20Sefiani">N. Sefiani</a>, <a href="https://publications.waset.org/abstracts/search?q=C.%20Fikri%20Benbrahim"> C. Fikri Benbrahim</a>, <a href="https://publications.waset.org/abstracts/search?q=A.%20Boumane"> A. Boumane</a>, <a href="https://publications.waset.org/abstracts/search?q=K.%20Reklaoui"> K. Reklaoui</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Nowadays, the reflection on competence management is the basic for new competitive strategies. It is considered as the core of the problems of the global supply chain. It interacts a variety of actors: information, physical and activities flows, etc. Even though competence management is seen as the key factor for any business success, the existing approaches demonstrate the deficiencies and limitations of the competence concept. This research has two objectives: The first is to make a contribution by focusing on the development of a competence approach, based on continuous improvement. It allows the enterprise to spot key competencies, mobilize them in order to serve its strategic objectives and to develop future competencies. The second is to propose a method to evaluate the level of Collective Competence. The approach was confirmed through an application carried out at an automotive company. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=competence" title="competence">competence</a>, <a href="https://publications.waset.org/abstracts/search?q=competencies%E2%80%99%20approach" title=" competencies’ approach"> competencies’ approach</a>, <a href="https://publications.waset.org/abstracts/search?q=competence%20management" title=" competence management"> competence management</a>, <a href="https://publications.waset.org/abstracts/search?q=continuous%20improvement" title=" continuous improvement"> continuous improvement</a>, <a href="https://publications.waset.org/abstracts/search?q=collective%20competence%20level" title=" collective competence level"> collective competence level</a>, <a href="https://publications.waset.org/abstracts/search?q=performance%20indicator" title=" performance indicator"> performance indicator</a> </p> <a href="https://publications.waset.org/abstracts/31366/towards-a-competence-management-approach-based-on-continuous-improvement" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/31366.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">489</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6303</span> The Effect of Leadership Styles on Continuous Improvement Teams</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Paul%20W.%20Murray">Paul W. Murray</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This research explores the relationship between leadership style and continuous improvement (CI) teams. CI teams have several features that are not always found in other types of teams, including multi-functional members, short time period for performance, positive and actionable results, and exposure to senior leadership. There is not only one best style of leadership for these teams. Instead, it is important to select the best leadership style for the situation. The leader must have the flexibility to change styles and the skill to use the chosen style effectively in order to ensure the team’s success. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=leadership%20style" title="leadership style">leadership style</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20manufacturing" title=" lean manufacturing"> lean manufacturing</a>, <a href="https://publications.waset.org/abstracts/search?q=teams" title=" teams"> teams</a>, <a href="https://publications.waset.org/abstracts/search?q=cross-functional" title=" cross-functional"> cross-functional</a> </p> <a href="https://publications.waset.org/abstracts/2431/the-effect-of-leadership-styles-on-continuous-improvement-teams" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/2431.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">372</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6302</span> Sustainable Balanced Scorecard for Kaizen Evaluation: Comparative Study between Egypt and Japan</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ola%20I.%20S.%20El%20Dardery">Ola I. S. El Dardery</a>, <a href="https://publications.waset.org/abstracts/search?q=Ismail%20Gomaa"> Ismail Gomaa</a>, <a href="https://publications.waset.org/abstracts/search?q=Adel%20R.M.%20Rayan"> Adel R.M. Rayan</a>, <a href="https://publications.waset.org/abstracts/search?q=Ghada%20El%20Khayat"> Ghada El Khayat</a>, <a href="https://publications.waset.org/abstracts/search?q=Sara%20H.%20Sabry"> Sara H. Sabry</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Continuous improvement activities are becoming a key factor of the success of any organization, those improvement activities include but not limited to kaizen, six sigma, lean projects, and continuous improvement projects. Kaizen is a Japanese philosophy of continuous improvement by making small incremental changes to improve an organization’s performance, reduce costs, reduce delay time, reduce waste in production, etc. This study aims at proposing a new measuring technique for kaizen activities using a Sustainable balanced scorecard structure. A survey questionnaire was developed and introduced to kaizen participants in both Egypt and Japan with the purpose of allocating key performance indicators for both kaizen process (critical success factors) and result (kaizen benefits) into the five perspectives of sustainable balanced scorecard. The study contributes to the literature by presenting a new kaizen measurement of both kaizen process and results, that will illuminate the benefits of using kaizen. Also, the presented measurement can help in the sustainability of kaizen implementation. Determining the combination of the proper kaizen measures could be used by any industry whether service or manufacturing to better measure kaizen activates. The comparison between Japanese measures, as the leaders of kaizen philosophy, and Egyptian measures will help recommending better practices of kaizen in Egypt, and contributing to the 2030 sustainable development goals. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=continuous%20improvements" title="continuous improvements">continuous improvements</a>, <a href="https://publications.waset.org/abstracts/search?q=kaizen" title=" kaizen"> kaizen</a>, <a href="https://publications.waset.org/abstracts/search?q=performance" title=" performance"> performance</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainable%20balanced%20scorecard" title=" sustainable balanced scorecard"> sustainable balanced scorecard</a> </p> <a href="https://publications.waset.org/abstracts/138931/sustainable-balanced-scorecard-for-kaizen-evaluation-comparative-study-between-egypt-and-japan" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/138931.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">148</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6301</span> Knowledge Transfer among Cross-Functional Teams as a Continual Improvement Process</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Sergio%20Mauricio%20P%C3%A9rez%20L%C3%B3pez">Sergio Mauricio Pérez López</a>, <a href="https://publications.waset.org/abstracts/search?q=Luis%20Rodrigo%20Valencia%20P%C3%A9rez"> Luis Rodrigo Valencia Pérez</a>, <a href="https://publications.waset.org/abstracts/search?q=Juan%20Manuel%20Pe%C3%B1a%20Aguilar"> Juan Manuel Peña Aguilar</a>, <a href="https://publications.waset.org/abstracts/search?q=Adelina%20Morita%20Alexander"> Adelina Morita Alexander</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The culture of continuous improvement in organizations is very important as it represents a source of competitive advantage. This article discusses the transfer of knowledge between companies which formed cross-functional teams and used a dynamic model for knowledge creation as a framework. In addition, the article discusses the structure of cognitive assets in companies and the concept of "stickiness" (which is defined as an obstacle to the transfer of knowledge). The purpose of this analysis is to show that an improvement in the attitude of individual members of an organization creates opportunities, and that an exchange of information and knowledge leads to generating continuous improvements in the company as a whole. This article also discusses the importance of creating the proper conditions for sharing tacit knowledge. By narrowing gaps between people, mutual trust can be created and thus contribute to an increase in sharing. The concept of adapting knowledge to new environments will be highlighted, as it is essential for companies to translate and modify information so that such information can fit the context of receiving organizations. Adaptation will ensure that the transfer process is carried out smoothly by preventing "stickiness". When developing the transfer process on cross-functional teams (as opposed to working groups), the team acquires the flexibility and responsiveness necessary to meet objectives. These types of cross-functional teams also generate synergy due to the array of different work backgrounds of their individuals. When synergy is established, a culture of continuous improvement is created. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=knowledge%20transfer" title="knowledge transfer">knowledge transfer</a>, <a href="https://publications.waset.org/abstracts/search?q=continuous%20improvement" title=" continuous improvement"> continuous improvement</a>, <a href="https://publications.waset.org/abstracts/search?q=teamwork" title=" teamwork"> teamwork</a>, <a href="https://publications.waset.org/abstracts/search?q=cognitive%20assets" title=" cognitive assets"> cognitive assets</a> </p> <a href="https://publications.waset.org/abstracts/47200/knowledge-transfer-among-cross-functional-teams-as-a-continual-improvement-process" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/47200.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">324</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6300</span> Proposal Evaluation of Critical Success Factors (CSF) in Lean Manufacturing Projects</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Guilherme%20Gorgulho">Guilherme Gorgulho</a>, <a href="https://publications.waset.org/abstracts/search?q=Carlos%20Roberto%20Camello%20Lima"> Carlos Roberto Camello Lima</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Critical success factors (CSF) are used to design the practice of project management that can lead directly or indirectly to the success of the project. This management includes many elements that have to be synchronized in order to ensure the project on-time delivery, quality and the lowest possible cost. The objective of this work is to develop a proposal for evaluation of the FCS in lean manufacturing projects, and apply the evaluation in a pilot project. The results show that the use of continuous improvement programs in organizations brings benefits as the process cost reduction and improve productivity. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=continuous%20improvement" title="continuous improvement">continuous improvement</a>, <a href="https://publications.waset.org/abstracts/search?q=critical%20success%20factors%20%28csf%29" title=" critical success factors (csf)"> critical success factors (csf)</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20thinking" title=" lean thinking"> lean thinking</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20management" title=" project management"> project management</a> </p> <a href="https://publications.waset.org/abstracts/43607/proposal-evaluation-of-critical-success-factors-csf-in-lean-manufacturing-projects" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/43607.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">364</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6299</span> How to Improve the Environmental Performance in a HEI in Mexico, an EEA Adaptation</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Stephanie%20Aguirre%20Moreno">Stephanie Aguirre Moreno</a>, <a href="https://publications.waset.org/abstracts/search?q=Jes%C3%BAs%20Everardo%20Olgu%C3%ADn%20Tiznado"> Jesús Everardo Olguín Tiznado</a>, <a href="https://publications.waset.org/abstracts/search?q=Claudia%20Camargo%20Wilson"> Claudia Camargo Wilson</a>, <a href="https://publications.waset.org/abstracts/search?q=Juan%20Andr%C3%A9s%20L%C3%B3pez%20Barreras"> Juan Andrés López Barreras </a> </p> <p class="card-text"><strong>Abstract:</strong></p> This research work presents a proposal to evaluate the environmental performance of a Higher Education Institution (HEI) in Mexico in order to minimize their environmental impact. Given that public education has limited financial resources, it is necessary to conduct studies that support priorities in decision-making situations and thus obtain the best cost-benefit ratio of continuous improvement programs as part of the environmental management system implemented. The methodology employed, adapted from the Environmental Effect Analysis (EEA), weighs the environmental aspects identified in the environmental diagnosis by two characteristics. Number one, environmental priority through the perception of the stakeholders, compliance of legal requirements, and environmental impact of operations. Number two, the possibility of improvement, which depends of factors such as the exchange rate that will be made, the level of investment and the return time of it. The highest environmental priorities, or hot spots, identified in this evaluation were: electricity consumption, water consumption and recycling, and disposal of municipal solid waste. However, the possibility of improvement for the disposal of municipal solid waste is higher, followed by water consumption and recycling, in spite of having an equal possibility of improvement to the energy consumption, time of return and cost-benefit is much greater. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=environmental%20performance" title="environmental performance">environmental performance</a>, <a href="https://publications.waset.org/abstracts/search?q=environmental%20priority" title=" environmental priority"> environmental priority</a>, <a href="https://publications.waset.org/abstracts/search?q=possibility%20of%20improvement" title=" possibility of improvement"> possibility of improvement</a>, <a href="https://publications.waset.org/abstracts/search?q=continuous%20improvement%20programs" title=" continuous improvement programs"> continuous improvement programs</a> </p> <a href="https://publications.waset.org/abstracts/18812/how-to-improve-the-environmental-performance-in-a-hei-in-mexico-an-eea-adaptation" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/18812.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">495</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6298</span> Application of Causal Inference and Discovery in Curriculum Evaluation and Continuous Improvement</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Lunliang%20Zhong">Lunliang Zhong</a>, <a href="https://publications.waset.org/abstracts/search?q=Bin%20Duan"> Bin Duan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The undergraduate graduation project is a vital part of the higher education curriculum, crucial for engineering accreditation. Current evaluations often summarize data without identifying underlying issues. This study applies the Peter-Clark algorithm to analyze causal relationships within the graduation project data of an Electronics and Information Engineering program, creating a causal model. Structural equation modeling confirmed the model's validity. The analysis reveals key teaching stages affecting project success, uncovering problems in the process. Introducing causal discovery and inference into project evaluation helps identify issues and propose targeted improvement measures. The effectiveness of these measures is validated by comparing the learning outcomes of two student cohorts, stratified by confounding factors, leading to improved teaching quality. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=causal%20discovery" title="causal discovery">causal discovery</a>, <a href="https://publications.waset.org/abstracts/search?q=causal%20inference" title=" causal inference"> causal inference</a>, <a href="https://publications.waset.org/abstracts/search?q=continuous%20improvement" title=" continuous improvement"> continuous improvement</a>, <a href="https://publications.waset.org/abstracts/search?q=Peter-Clark%20algorithm" title=" Peter-Clark algorithm"> Peter-Clark algorithm</a>, <a href="https://publications.waset.org/abstracts/search?q=structural%20equation%20modeling" title=" structural equation modeling"> structural equation modeling</a> </p> <a href="https://publications.waset.org/abstracts/191014/application-of-causal-inference-and-discovery-in-curriculum-evaluation-and-continuous-improvement" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/191014.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">18</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6297</span> Digital System Design for Strategic Improvement Planning in Education: A Socio-Technical and Iterative Design Approach</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Neeley%20Current">Neeley Current</a>, <a href="https://publications.waset.org/abstracts/search?q=Fatih%20Demir"> Fatih Demir</a>, <a href="https://publications.waset.org/abstracts/search?q=Kenneth%20Haggerty"> Kenneth Haggerty</a>, <a href="https://publications.waset.org/abstracts/search?q=Blake%20Naughton"> Blake Naughton</a>, <a href="https://publications.waset.org/abstracts/search?q=Isa%20Jahnke"> Isa Jahnke</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Educational systems seek reform using data-intensive continuous improvement processes known as strategic improvement plans (SIPs). Schools turn to digital systems to monitor, analyze and report SIPs. One technical challenge of these digital systems focuses on integrating a highly diverse set of data sources. Another challenge is to create a learnable sociotechnical system to help administrators, principals and teachers add, manipulate and interpret data. This study explores to what extent one particular system is usable and useful for strategic planning activities and whether intended users see the benefit of the system achieve the goal of improving workflow related to strategic planning in schools. In a three-phase study, researchers used sociotechnical design methods to understand the current workflow, technology use, and processes of teachers and principals surrounding their strategic improvement planning. Additionally, design review and task analysis usability methods were used to evaluate task completion, usability, and user satisfaction of the system. The resulting socio-technical models illustrate the existing work processes and indicate how and at which places in the workflow the newly developed system could have an impact. The results point to the potential of the system but also indicate that it was initially too complicated for use. However, the diverse users see the potential benefits, especially to overcome the diverse set of data sources, and that the system could fill a gap for schools in planning and conducting strategic improvement plans. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=continuous%20improvement%20process" title="continuous improvement process">continuous improvement process</a>, <a href="https://publications.waset.org/abstracts/search?q=education%20reform" title=" education reform"> education reform</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20improvement%20planning" title=" strategic improvement planning"> strategic improvement planning</a>, <a href="https://publications.waset.org/abstracts/search?q=sociotechnical%20design" title=" sociotechnical design"> sociotechnical design</a>, <a href="https://publications.waset.org/abstracts/search?q=software%20development" title=" software development"> software development</a>, <a href="https://publications.waset.org/abstracts/search?q=usability" title=" usability"> usability</a> </p> <a href="https://publications.waset.org/abstracts/60971/digital-system-design-for-strategic-improvement-planning-in-education-a-socio-technical-and-iterative-design-approach" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/60971.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">297</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6296</span> Proposals for Continuous Quality Improvement of Public Transportation Federal District Using SERVQUAL</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Rodrigo%20Guimar%C3%A3es%20Santos">Rodrigo Guimarães Santos</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The quality of public transport services has been considered as a critical factor by their users and also by users of individual transport. Thus, this dissertation aims to adapt a model that assesses the quality of public transport and determines its level of service based on the views of its users. The methodology is widely used by marketers and allows measuring the quality of services by assessing the perceptions and expectations of users. The adapted SERVQUAL was tested with users of public transport service users and car in Brasília-DF, city of Brazil. This research involved 241 questionnaires answered by people living in the various administrative regions of Brasília-DF. The analysis of the determinants pointed out that the quality of the public transport service offered in the city is low and users of public transport and cars have a high degree of expectations for improvement in all tested determinants. This method enabled the identification of the most critical determinants and those needing strategic actions for continuous improvement of quality. Adapting the SERVQUAL for a public transport service was satisfactory and demonstrated applicability to internal and external services, including measuring the public transport services in other cities with the opinion of the users. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=transportation%20services" title="transportation services">transportation services</a>, <a href="https://publications.waset.org/abstracts/search?q=quality%20services" title=" quality services"> quality services</a>, <a href="https://publications.waset.org/abstracts/search?q=servqual%20scale%20and%20marketing%20services" title=" servqual scale and marketing services"> servqual scale and marketing services</a> </p> <a href="https://publications.waset.org/abstracts/27905/proposals-for-continuous-quality-improvement-of-public-transportation-federal-district-using-servqual" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/27905.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">387</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6295</span> The Impact of Trading Switch on Price and Liquidity</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Bel%20Abed%20Ines%20Mariem">Bel Abed Ines Mariem</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Different stock markets keep changing their exchange structure for the only purpose of improving the functioning of their markets. This paper investigates the effects of the transfer from one trading category to another in the Tunisian Stock Exchange on market price and liquidity. The sample consists of 40 securities transferred from call auction to continuous auction and conversely during the period between 2004 and 2013. The methodology used is the event study. Empirical results show an interesting phenomenon observed; stocks transferred to the call system have experienced an improvement on their price and liquidity especially for less liquid ones. However, price and liquidity for stocks transferred from call system to continuous system have decreased. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=microstructure" title="microstructure">microstructure</a>, <a href="https://publications.waset.org/abstracts/search?q=call%20auction" title=" call auction"> call auction</a>, <a href="https://publications.waset.org/abstracts/search?q=continuous%20auction" title=" continuous auction"> continuous auction</a>, <a href="https://publications.waset.org/abstracts/search?q=price" title=" price"> price</a>, <a href="https://publications.waset.org/abstracts/search?q=liquidity%20and%20event%20study" title=" liquidity and event study"> liquidity and event study</a> </p> <a href="https://publications.waset.org/abstracts/8056/the-impact-of-trading-switch-on-price-and-liquidity" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/8056.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">389</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6294</span> Developing a Framework for Assessing and Fostering the Sustainability of Manufacturing Companies</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ilaria%20Barletta">Ilaria Barletta</a>, <a href="https://publications.waset.org/abstracts/search?q=Mahesh%20Mani"> Mahesh Mani</a>, <a href="https://publications.waset.org/abstracts/search?q=Bj%C3%B6rn%20Johansson"> Björn Johansson</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The concept of sustainability encompasses economic, environmental, social and institutional considerations. Sustainable manufacturing (SM) is, therefore, a multi-faceted concept. It broadly implies the development and implementation of technologies, projects and initiatives that are concerned with the life cycle of products and services, and are able to bring positive impacts to the environment, company stakeholders and profitability. Because of this, achieving SM-related goals requires a holistic, life-cycle-thinking approach from manufacturing companies. Further, such an approach must rely on a logic of continuous improvement and ease of implementation in order to be effective. Currently, there exists in the academic literature no comprehensively structured frameworks that support manufacturing companies in the identification of the issues and the capabilities that can either hinder or foster sustainability. This scarcity of support extends to difficulties in obtaining quantifiable measurements in order to objectively evaluate solutions and programs and identify improvement areas within SM for standards conformance. To bridge this gap, this paper proposes the concept of a framework for assessing and continuously improving the sustainability of manufacturing companies. The framework addresses strategies and projects for SM and operates in three sequential phases: analysis of the issues, design of solutions and continuous improvement. A set of interviews, observations and questionnaires are the research methods to be used for the implementation of the framework. Different decision-support methods - either already-existing or novel ones - can be 'plugged into' each of the phases. These methods can assess anything from business capabilities to process maturity. In particular, the authors are working on the development of a sustainable manufacturing maturity model (SMMM) as decision support within the phase of 'continuous improvement'. The SMMM, inspired by previous maturity models, is made up of four maturity levels stemming from 'non-existing' to 'thriving'. Aggregate findings from the use of the framework should ultimately reveal to managers and CEOs the roadmap for achieving SM goals and identify the maturity of their companies’ processes and capabilities. Two cases from two manufacturing companies in Australia are currently being employed to develop and test the framework. The use of this framework will bring two main benefits: enable visual, intuitive internal sustainability benchmarking and raise awareness of improvement areas that lead companies towards an increasingly developed SM. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=life%20cycle%20management" title="life cycle management">life cycle management</a>, <a href="https://publications.waset.org/abstracts/search?q=continuous%20improvement" title=" continuous improvement"> continuous improvement</a>, <a href="https://publications.waset.org/abstracts/search?q=maturity%20model" title=" maturity model"> maturity model</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainable%20manufacturing" title=" sustainable manufacturing"> sustainable manufacturing</a> </p> <a href="https://publications.waset.org/abstracts/57224/developing-a-framework-for-assessing-and-fostering-the-sustainability-of-manufacturing-companies" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/57224.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">266</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6293</span> Lean Environmental Management Integration System (LEMIS) Framework Development</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=A.%20P.%20Puvanasvaran">A. P. Puvanasvaran</a>, <a href="https://publications.waset.org/abstracts/search?q=Suresh%20A.%20L.%20Vasu"> Suresh A. L. Vasu</a>, <a href="https://publications.waset.org/abstracts/search?q=N.%20Norazlin"> N. Norazlin</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The Lean Environmental Management Integration System (LEMIS) framework development is integration between lean core element and ISO 14001. The curiosity on the relationship between continuous improvement and sustainability of lean implementation has influenced this study toward LEMIS. Characteristic of ISO 14001 standard clauses and core elements of lean principles are explored from past studies and literature reviews. Survey was carried out on ISO 14001 certified companies to examine continual improvement by implementing the ISO 14001 standard. The study found that there is a significant and positive relationship between Lean Principles: value, value stream, flow, pull and perfection with the ISO 14001 requirements. LEMIS is significant to support the continuous improvement and sustainability. The integration system can be implemented to any manufacturing company. It gives awareness on the importance on why organizations need to sustain its Environmental management system. At the meanwhile, the lean principle can be adapted in order to streamline daily activities of the company. Throughout the study, it had proven that there is no sacrifice or trade-off between lean principles with ISO 14001 requirements. The framework developed in the study can be further simplified in the future, especially the method of crossing each sub requirements of ISO 14001 standard with the core elements of Lean principles in this study. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=LEMIS" title="LEMIS">LEMIS</a>, <a href="https://publications.waset.org/abstracts/search?q=ISO%2014001" title=" ISO 14001"> ISO 14001</a>, <a href="https://publications.waset.org/abstracts/search?q=integration" title=" integration"> integration</a>, <a href="https://publications.waset.org/abstracts/search?q=framework" title=" framework"> framework</a> </p> <a href="https://publications.waset.org/abstracts/11535/lean-environmental-management-integration-system-lemis-framework-development" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/11535.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">406</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6292</span> The Use of Continuous Improvement Methods to Empower the Osh MS With Leading Key Performance Indicators</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Maha%20Rashid%20Al-Azib">Maha Rashid Al-Azib</a>, <a href="https://publications.waset.org/abstracts/search?q=Almuzn%20Qasem%20Alqathradi"> Almuzn Qasem Alqathradi</a>, <a href="https://publications.waset.org/abstracts/search?q=Amal%20Munir%20Alshahrani"> Amal Munir Alshahrani</a>, <a href="https://publications.waset.org/abstracts/search?q=Bilqis%20Mohammed%20Assiri"> Bilqis Mohammed Assiri</a>, <a href="https://publications.waset.org/abstracts/search?q=Ali%20Almuflih"> Ali Almuflih</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The Occupational Safety and Health Management System in one of the largest Saudi companies has been experiencing in the last 10 years extensive direct and indirect expenses due to lack of proactive leading indicators and safety leadership effective procedures. And since there are no studies that are associated with this department of safety in the company, this research has been conducted. In this study we used a mixed method approach containing a literature review and experts input, then a qualitative questionnaire provided by Institute for Work and Health related to determining the company’s occupational safety and health management system level out from three levels (Compliance - Improvement - Continuous Learning) and the output regarding the company’s level was in Continuous Learning. After that Deming cycle was employed to create a set of proactive leading indicators and analyzed using the SMART method to make sure of its effectiveness and suitability to the company. The objective of this research is to provide a set of proactive indicators to contribute in making an efficient occupational safety and health management system that has less accidents which results in less expenses. Therefore, we provided the company with a prototype of an APP, designed and empowered with our final results to contribute in supporting decisions making processes. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=proactive%20leading%20indicators" title="proactive leading indicators">proactive leading indicators</a>, <a href="https://publications.waset.org/abstracts/search?q=OSH%20MS" title=" OSH MS"> OSH MS</a>, <a href="https://publications.waset.org/abstracts/search?q=safety%20leadership" title=" safety leadership"> safety leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=accidents%20reduction" title=" accidents reduction"> accidents reduction</a> </p> <a href="https://publications.waset.org/abstracts/162623/the-use-of-continuous-improvement-methods-to-empower-the-osh-ms-with-leading-key-performance-indicators" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/162623.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">80</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6291</span> Release Management with Continuous Delivery: A Case Study</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=A.%20Maruf%20Aytekin">A. Maruf Aytekin</a> </p> <p class="card-text"><strong>Abstract:</strong></p> We present our approach on using continuous delivery pattern for release management. One of the key practices of agile and lean teams is the continuous delivery of new features to stakeholders. The main benefits of this approach lie in the ability to release new applications rapidly which has real strategic impact on the competitive advantage of an organization. Organizations that successfully implement Continuous Delivery have the ability to evolve rapidly to support innovation, provide stable and reliable software in more efficient ways, decrease the amount of resources need for maintenance, and lower the software delivery time and costs. One of the objectives of this paper is to elaborate a case study where IT division of Central Securities Depository Institution (MKK) of Turkey apply Continuous Delivery pattern to improve release management process. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=automation" title="automation">automation</a>, <a href="https://publications.waset.org/abstracts/search?q=continuous%20delivery" title=" continuous delivery"> continuous delivery</a>, <a href="https://publications.waset.org/abstracts/search?q=deployment" title=" deployment"> deployment</a>, <a href="https://publications.waset.org/abstracts/search?q=release%20management" title=" release management"> release management</a> </p> <a href="https://publications.waset.org/abstracts/10343/release-management-with-continuous-delivery-a-case-study" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/10343.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">256</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6290</span> Ensuring Quality in DevOps Culture</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Sagar%20Jitendra%20Mahendrakar">Sagar Jitendra Mahendrakar</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Integrating quality assurance (QA) practices into DevOps culture has become increasingly important in modern software development environments. Collaboration, automation and continuous feedback characterize the seamless integration of DevOps development and operations teams to achieve rapid and reliable software delivery. In this context, quality assurance plays a key role in ensuring that software products meet the highest quality, performance and reliability standards throughout the development life cycle. This brief explores key principles, challenges, and best practices related to quality assurance in a DevOps culture. This emphasizes the importance of quality transfer in the development process, as quality control processes are integrated in every step of the DevOps process. Automation is the cornerstone of DevOps quality assurance, enabling continuous testing, integration and deployment and providing rapid feedback for early problem identification and resolution. In addition, the summary addresses the cultural and organizational challenges of implementing quality assurance in DevOps, emphasizing the need to foster collaboration, break down silos, and promote a culture of continuous improvement. It also discusses the importance of toolchain integration and capability development to support effective QA practices in DevOps environments. Moreover, the abstract discusses the cultural and organizational challenges in implementing QA within DevOps, emphasizing the need for fostering collaboration, breaking down silos, and nurturing a culture of continuous improvement. It also addresses the importance of toolchain integration and skills development to support effective QA practices within DevOps environments. Overall, this collection works at the intersection of QA and DevOps culture, providing insights into how organizations can use DevOps principles to improve software quality, accelerate delivery, and meet the changing demands of today's dynamic software. landscape. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=quality%20engineer" title="quality engineer">quality engineer</a>, <a href="https://publications.waset.org/abstracts/search?q=devops" title=" devops"> devops</a>, <a href="https://publications.waset.org/abstracts/search?q=automation" title=" automation"> automation</a>, <a href="https://publications.waset.org/abstracts/search?q=tool" title=" tool"> tool</a> </p> <a href="https://publications.waset.org/abstracts/184134/ensuring-quality-in-devops-culture" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/184134.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">58</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6289</span> Comparative Operating Speed and Speed Differential Day and Night Time Models for Two Lane Rural Highways</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Vinayak%20Malaghan">Vinayak Malaghan</a>, <a href="https://publications.waset.org/abstracts/search?q=Digvijay%20Pawar"> Digvijay Pawar</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Speed is the independent parameter which plays a vital role in the highway design. Design consistency of the highways is checked based on the variation in the operating speed. Often the design consistency fails to meet the driver’s expectation which results in the difference between operating and design speed. Literature reviews have shown that significant crashes take place in horizontal curves due to lack of design consistency. The paper focuses on continuous speed profile study on tangent to curve transition for both day and night daytime. Data is collected using GPS device which gives continuous speed profile and other parameters such as acceleration, deceleration were analyzed along with Tangent to Curve Transition. In this present study, models were developed to predict operating speed on tangents and horizontal curves as well as model indicating the speed reduction from tangent to curve based on continuous speed profile data. It is observed from the study that vehicle tends to decelerate from approach tangent to between beginning of the curve and midpoint of the curve and then accelerates from curve to tangent transition. The models generated were compared for both day and night and can be used in the road safety improvement by evaluating the geometric design consistency. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=operating%20speed" title="operating speed">operating speed</a>, <a href="https://publications.waset.org/abstracts/search?q=design%20consistency" title=" design consistency"> design consistency</a>, <a href="https://publications.waset.org/abstracts/search?q=continuous%20speed%20profile%20data" title=" continuous speed profile data"> continuous speed profile data</a>, <a href="https://publications.waset.org/abstracts/search?q=day%20and%20night%20time" title=" day and night time"> day and night time</a> </p> <a href="https://publications.waset.org/abstracts/81501/comparative-operating-speed-and-speed-differential-day-and-night-time-models-for-two-lane-rural-highways" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/81501.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">157</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6288</span> Duo Lingo: Learning Languages through Play</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Yara%20Bajnaid">Yara Bajnaid</a>, <a href="https://publications.waset.org/abstracts/search?q=Malak%20Zaidan"> Malak Zaidan</a>, <a href="https://publications.waset.org/abstracts/search?q=Eman%20Dakkak"> Eman Dakkak</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This research explores the use of Artificial Intelligence in Duolingo, a popular mobile application for language learning. Duolingo's success hinges on its gamified approach and adaptive learning system, both heavily reliant on AI functionalities. The research also analyzes user feedback regarding Duolingo's AI functionalities. While a significant majority (70%) consider Duolingo a reliable tool for language learning, there's room for improvement. Overall, AI plays a vital role in personalizing the learning journey and delivering interactive exercises. However, continuous improvement based on user feedback can further enhance the effectiveness of Duolingo's AI functionalities. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=AI" title="AI">AI</a>, <a href="https://publications.waset.org/abstracts/search?q=Duolingo" title=" Duolingo"> Duolingo</a>, <a href="https://publications.waset.org/abstracts/search?q=language%20learning" title=" language learning"> language learning</a>, <a href="https://publications.waset.org/abstracts/search?q=application" title=" application"> application</a> </p> <a href="https://publications.waset.org/abstracts/186343/duo-lingo-learning-languages-through-play" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/186343.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">48</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6287</span> Acclimatation of Bacterial Communities for Biohydrogen Production by Co-Digestion Process in Batch and Continuous Systems</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=G%C3%B3mez%20Romero%20Jacob">Gómez Romero Jacob</a>, <a href="https://publications.waset.org/abstracts/search?q=Garc%C3%ADa%20Pe%C3%B1a%20Elvia%20In%C3%A9s"> García Peña Elvia Inés</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The co-digestion process of crude cheese whey (CCW) with fruit vegetable waste (FVW) for biohydrogen production was investigated in batch and continuous systems, in stirred 1.8 L bioreactors at 37°C. Five different C/N ratios (7, 17, 21, 31, and 46) were tested in batch systems. While, in continuous system eight conditions were evaluated, hydraulic retention time (from 60 to 10 h) and organic load rate (from 21.96 to 155.87 g COD/L d). Data in batch tests showed a maximum specific biohydrogen production rate of 10.68 mmol H2/Lh and a biohydrogen yield of 449.84 mL H2/g COD at a C/N ratio of 21. In continuous co-digestion system, the optimum hydraulic retention time and organic loading rate were 17.5 h and 80.02 g COD/L d, respectively. Under these conditions, the highest volumetric production hydrogen rate (VPHR) and hydrogen yield were 11.02 mmol H2/L h, 800 mL H2/COD, respectively. A pyrosequencing analysis showed that the main acclimated microbial communities for co-digestion studies consisted of Bifidobacterium, with 85.4% of predominance. Hydrogen producing bacteria such as Klebsiella (9.1%), Lactobacillus (0.97%), Citrobacter (0.21%), Enterobacter (0.27%), and Clostridium (0.18%) were less abundant at this culture period. The microbial population structure was correlated with the lactate, acetate, and butyrate profiles obtained. Results demonstrated that the co-digestion of CCW with FVW improves biohydrogen production due to a better nutrient balance and improvement of the system’s buffering capacity. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=acclimatation" title="acclimatation">acclimatation</a>, <a href="https://publications.waset.org/abstracts/search?q=biohydrogen" title=" biohydrogen"> biohydrogen</a>, <a href="https://publications.waset.org/abstracts/search?q=co-digestion" title=" co-digestion"> co-digestion</a>, <a href="https://publications.waset.org/abstracts/search?q=microbial%20community" title=" microbial community"> microbial community</a> </p> <a href="https://publications.waset.org/abstracts/19282/acclimatation-of-bacterial-communities-for-biohydrogen-production-by-co-digestion-process-in-batch-and-continuous-systems" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/19282.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">556</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6286</span> Key Success Factors for Malaysian SMES Companies’ Entrepreneurial Leader</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Zainal%20Abu%20Zarim">Zainal Abu Zarim</a>, <a href="https://publications.waset.org/abstracts/search?q=Hafizah%20Omar%20Zaki"> Hafizah Omar Zaki </a> </p> <p class="card-text"><strong>Abstract:</strong></p> The objective of this study is to analyse the success factors of entrepreneurs in the Malaysian SMEs in the urge to discover their entrepreneurial leadership characteristics. Data has been collected from top 50 SME award winning companies. The study has used the qualitative approach to data collection, where interviews are dispersed on these selected companies. From these 50 SMEs, only 25 accepted the interview request where one entrepreneur from each SME answered the questions. To successfully run this study, we administered some questions based on Hornaday 42 characteristics of an entrepreneurs, as well some structured questions to determine a successful of a company. The result shows that, entrepreneurs are confident, determine, diligent, flexible, responsive to challenges, responsible, foresight, courageous, aggressive, and committed. Consistent to this, several elements that makes the company successful includes (1) strong financial control, (2) continuous improvement, (3) product quality and product safety as top priority, (4) hard work and team work, and (5) eagerness in taking challenges. These results has deemed that entrepreneurs in many aspects are also leaders that are risk averse and determine, and are eager to work on continuous improvement in a financially strong company. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=characteristics%20of%20entrepreneurs" title="characteristics of entrepreneurs">characteristics of entrepreneurs</a>, <a href="https://publications.waset.org/abstracts/search?q=success%20of%20a%20company" title=" success of a company"> success of a company</a>, <a href="https://publications.waset.org/abstracts/search?q=key%20success%20factors" title=" key success factors"> key success factors</a>, <a href="https://publications.waset.org/abstracts/search?q=Malaysian%20SMEs" title=" Malaysian SMEs"> Malaysian SMEs</a> </p> <a href="https://publications.waset.org/abstracts/19012/key-success-factors-for-malaysian-smes-companies-entrepreneurial-leader" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/19012.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">590</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6285</span> Lean Implementation in a Nurse Practitioner Led Pediatric Primary Care Clinic: A Case Study</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Lily%20Farris">Lily Farris</a>, <a href="https://publications.waset.org/abstracts/search?q=Chantel%20E.%20Canessa"> Chantel E. Canessa</a>, <a href="https://publications.waset.org/abstracts/search?q=Rena%20Heathcote"> Rena Heathcote</a>, <a href="https://publications.waset.org/abstracts/search?q=Susan%20Shumay"> Susan Shumay</a>, <a href="https://publications.waset.org/abstracts/search?q=Suzanna%20V.%20McRae"> Suzanna V. McRae</a>, <a href="https://publications.waset.org/abstracts/search?q=Alissa%20Collingridge"> Alissa Collingridge</a>, <a href="https://publications.waset.org/abstracts/search?q=Minna%20K.%20Miller"> Minna K. Miller </a> </p> <p class="card-text"><strong>Abstract:</strong></p> Objective: To describe how the Lean approach can be applied to improve access, quality and safety of care in an ambulatory pediatric primary care setting. Background: Lean was originally developed by Toyota manufacturing in Japan, and subsequently adapted for use in the healthcare sector. Lean is a systematic approach, focused on identifying and reducing waste within organizational processes, improving patient-centered care and efficiency. Limited literature is available on the implementation of the Lean methodologies in a pediatric ambulatory care setting. Methods: A strategic continuous improvement event or Rapid Process Improvement Workshop (RPIW) was launched with the aim evaluating and structurally supporting clinic workflow, capacity building, sustainability, and ultimately improving access to care and enhancing the patient experience. The Lean process consists of five specific activities: Current state/process assessment (value stream map); development of a future state map (value stream map after waste reduction); identification, quantification and prioritization of the process improvement opportunities; implementation and evaluation of process changes; and audits to sustain the gains. Staff engagement is a critical component of the Lean process. Results: Through the implementation of the RPIW and shifting workload among the administrative team, four hours of wasted time moving between desks and doing work was eliminated from the Administrative Clerks role. To streamline clinic flow, the Nursing Assistants completed patient measurements and vitals for Nurse Practitioners, reducing patient wait times and adding value to the patients visit with the Nurse Practitioners. Additionally, through the Nurse Practitioners engagement in the Lean processes a need was recognized to articulate clinic vision, mission and the alignment of NP role and scope of practice with the agency and Ministry of Health strategic plan. Conclusions: Continuous improvement work in the Pediatric Primary Care NP Clinic has provided a unique opportunity to improve the quality of care delivered and has facilitated further alignment of the daily continuous improvement work with the strategic priorities of the Ministry of Health. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=ambulatory%20care" title="ambulatory care">ambulatory care</a>, <a href="https://publications.waset.org/abstracts/search?q=lean" title=" lean"> lean</a>, <a href="https://publications.waset.org/abstracts/search?q=pediatric%20primary%20care" title=" pediatric primary care"> pediatric primary care</a>, <a href="https://publications.waset.org/abstracts/search?q=system%20efficiency" title=" system efficiency "> system efficiency </a> </p> <a href="https://publications.waset.org/abstracts/30144/lean-implementation-in-a-nurse-practitioner-led-pediatric-primary-care-clinic-a-case-study" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/30144.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">300</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6284</span> Comparative Study Between Continuous Versus Pulsed Ultrasound in Knee Osteoarthritis</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Karim%20Mohamed%20Fawzy%20Ghuiba">Karim Mohamed Fawzy Ghuiba</a>, <a href="https://publications.waset.org/abstracts/search?q=Alaa%20Aldeen%20Abd%20Al%20Hakeem%20Balbaa"> Alaa Aldeen Abd Al Hakeem Balbaa</a>, <a href="https://publications.waset.org/abstracts/search?q=Shams%20Elbaz"> Shams Elbaz</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Objectives: To compare between the effects continuous and pulsed ultrasound on pain and function in patient with knee osteoarthritis. Design: Randomized-Single blinded Study. Participants: 6 patients with knee osteoarthritis with mean age 53.66±3.61years, Altman Grade II or III. Interventions: Subjects were randomly assigned into two groups; Group A received continuous ultrasound and Group B received pulsed ultrasound. Outcome measures: Effects of pulsed and continuous ultrasound were evaluated by pain threshold assessed by visual analogue scale (VAS) scores and function assessed by the Western Ontario and McMaster Universities osteoarthritis index (WOMAC) scores. Results: There was no significant decrease in VAS and WOMAC scores in patients treated with pulsed or continuous ultrasound; and there were no significant differences between both groups. Conclusion: there is no difference between the effects of pulsed and continuous ultrasound in pain relief or functional outcome in patients with knee osteoarthritis. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=knee%20osteoarthritis" title="knee osteoarthritis">knee osteoarthritis</a>, <a href="https://publications.waset.org/abstracts/search?q=pulsed%20ultrasound" title=" pulsed ultrasound"> pulsed ultrasound</a>, <a href="https://publications.waset.org/abstracts/search?q=ultrasound%20therapy" title=" ultrasound therapy"> ultrasound therapy</a>, <a href="https://publications.waset.org/abstracts/search?q=continuous%20ultrasound" title=" continuous ultrasound"> continuous ultrasound</a> </p> <a href="https://publications.waset.org/abstracts/45728/comparative-study-between-continuous-versus-pulsed-ultrasound-in-knee-osteoarthritis" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/45728.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">285</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6283</span> A Method of Improving Out Put Using a Feedback Supply Chain System: Case Study Bramlima</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Samuel%20Atongaba%20Danji">Samuel Atongaba Danji</a>, <a href="https://publications.waset.org/abstracts/search?q=Veseke%20Moleke"> Veseke Moleke</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The increase of globalization is a very important part of today’s changing environment and due to this, manufacturing industries have to always come up with methods of continuous improvement of their manufacturing methods in order to be competitive, without which may lead them to be left out of the market due to constant changing customers requirement. Due to this, the need is an advance supply chain system which prevents a number of issues that can prevent a company from being competitive. In this work, we developed a feedback control supply chain system which streamline the entire process in order to improve competitiveness and the result shows that when applied in a different geographical area, the output varies. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=globalization" title="globalization">globalization</a>, <a href="https://publications.waset.org/abstracts/search?q=supply%20chain" title=" supply chain"> supply chain</a>, <a href="https://publications.waset.org/abstracts/search?q=improvement" title=" improvement"> improvement</a>, <a href="https://publications.waset.org/abstracts/search?q=manufacturing" title=" manufacturing"> manufacturing</a> </p> <a href="https://publications.waset.org/abstracts/56861/a-method-of-improving-out-put-using-a-feedback-supply-chain-system-case-study-bramlima" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/56861.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">330</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">6282</span> A Continuous Boundary Value Method of Order 8 for Solving the General Second Order Multipoint Boundary Value Problems</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=T.%20A.%20Biala">T. A. Biala</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper deals with the numerical integration of the general second order multipoint boundary value problems. This has been achieved by the development of a continuous linear multistep method (LMM). The continuous LMM is used to construct a main discrete method to be used with some initial and final methods (also obtained from the continuous LMM) so that they form a discrete analogue of the continuous second order boundary value problems. These methods are used as boundary value methods and adapted to cope with the integration of the general second order multipoint boundary value problems. The convergence, the use and the region of absolute stability of the methods are discussed. Several numerical examples are implemented to elucidate our solution process. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=linear%20multistep%20methods" title="linear multistep methods">linear multistep methods</a>, <a href="https://publications.waset.org/abstracts/search?q=boundary%20value%20methods" title=" boundary value methods"> boundary value methods</a>, <a href="https://publications.waset.org/abstracts/search?q=second%20order%20multipoint%20boundary%20value%20problems" title=" second order multipoint boundary value problems"> second order multipoint boundary value problems</a>, <a href="https://publications.waset.org/abstracts/search?q=convergence" title=" convergence"> convergence</a> </p> <a href="https://publications.waset.org/abstracts/50749/a-continuous-boundary-value-method-of-order-8-for-solving-the-general-second-order-multipoint-boundary-value-problems" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/50749.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">377</span> </span> </div> </div> <ul class="pagination"> <li class="page-item disabled"><span class="page-link">&lsaquo;</span></li> <li class="page-item active"><span class="page-link">1</span></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=continuous%20improvement&page=2">2</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=continuous%20improvement&page=3">3</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=continuous%20improvement&page=4">4</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=continuous%20improvement&page=5">5</a></li> <li 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