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implementation</title> <meta name="description" content="Search results for: groupware implementation"> <meta name="keywords" content="groupware implementation"> <meta name="viewport" content="width=device-width, initial-scale=1, minimum-scale=1, maximum-scale=1, user-scalable=no"> <meta charset="utf-8"> <link href="https://cdn.waset.org/favicon.ico" type="image/x-icon" rel="shortcut icon"> <link href="https://cdn.waset.org/static/plugins/bootstrap-4.2.1/css/bootstrap.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/plugins/fontawesome/css/all.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/css/site.css?v=150220211555" rel="stylesheet"> </head> <body> <header> <div class="container"> <nav class="navbar navbar-expand-lg navbar-light"> <a class="navbar-brand" href="https://waset.org"> <img src="https://cdn.waset.org/static/images/wasetc.png" alt="Open Science Research Excellence" title="Open Science Research Excellence" /> </a> <button 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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="groupware implementation"> <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> 4672</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: groupware implementation</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">4672</span> Collaborative Technology Implementation Success and Knowledge Capacity: Case of Tunisian Banks with Mixed Capital</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Amira%20Khelil">Amira Khelil</a>, <a href="https://publications.waset.org/abstracts/search?q=Habib%20Affes"> Habib Affes</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Organization resource planning implementation success is important. Today`s competitors in business, in enterprise resource planning and in managing are becoming one of the main tools of achieving competitiveness in business. Resource technologies are considered as an infrastructure to create and maintain business to improve front and back-office efficiency and effectiveness. This study is significant to bring new ideas in determining the key antecedents which are technological resource planning implementation based on knowledge capacity perspectives and help to understand the key success factor in the Tunisian banks. Based on a survey of 150 front office Tunisian agents working in Tunisian banks with mixed capital, using Groupware system, only 51 respondents had given feedback to this survey. By using Warp PLS 3.0, through several tests the relationship between knowledge capability and Groupware implementation success having beta coefficient 0.37 and P-Value <0.01. This result highlights that knowledge capability of bank agent can influence the success of the Groupware implementation. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=groupware%20implementation" title="groupware implementation">groupware implementation</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20capacity" title=" knowledge capacity"> knowledge capacity</a>, <a href="https://publications.waset.org/abstracts/search?q=partial%20least%20squares%20method" title=" partial least squares method"> partial least squares method</a>, <a href="https://publications.waset.org/abstracts/search?q=Tunisian%20banks" title=" Tunisian banks"> Tunisian banks</a> </p> <a href="https://publications.waset.org/abstracts/20281/collaborative-technology-implementation-success-and-knowledge-capacity-case-of-tunisian-banks-with-mixed-capital" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/20281.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">4671</span> Current Issues on Enterprise Architecture Implementation Evaluation</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Fatemeh%20Nikpay">Fatemeh Nikpay</a>, <a href="https://publications.waset.org/abstracts/search?q=Rodina%20Binti%20Ahmad"> Rodina Binti Ahmad</a>, <a href="https://publications.waset.org/abstracts/search?q=Babak%20Darvish%20Rouhani"> Babak Darvish Rouhani </a> </p> <p class="card-text"><strong>Abstract:</strong></p> Enterprise Architecture (EA) is employed by enterprises for providing integrated Information Systems (ISs) in order to support alignment of their business and Information Technology (IT). Evaluation of EA implementation can support enterprise to reach intended goals. There are some problems in current evaluation methods of EA implementation that lead to ineffectiveness implementation of EA. This paper represents current issues on evaluation of EA implementation. In this regard, we set the framework in order to represent evaluation’s issues based on their functionality and structure. The results of this research not only increase the knowledge of evaluation, but also could be useful for both academics and practitioners in order to realize the current situation of evaluations. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=current%20issues%20on%20EA%20implementation%20evaluation" title="current issues on EA implementation evaluation">current issues on EA implementation evaluation</a>, <a href="https://publications.waset.org/abstracts/search?q=evaluation" title=" evaluation"> evaluation</a>, <a href="https://publications.waset.org/abstracts/search?q=enterprise%20architecture" title=" enterprise architecture"> enterprise architecture</a>, <a href="https://publications.waset.org/abstracts/search?q=evaluation%20of%20enterprise%20architecture%20implementation" title=" evaluation of enterprise architecture implementation"> evaluation of enterprise architecture implementation</a> </p> <a href="https://publications.waset.org/abstracts/21274/current-issues-on-enterprise-architecture-implementation-evaluation" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/21274.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">527</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">4670</span> Classifying ERP Implementation’s Risks in Banking Sectors Based on Different Implementation Phases</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Farnaz%20Farzadnia">Farnaz Farzadnia</a>, <a href="https://publications.waset.org/abstracts/search?q=Ahmad%20Alibabaei"> Ahmad Alibabaei</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Enterprise Resource Planning (ERP) systems are considered as complicated information systems. Many organizations failed implementing ERP systems because it is a very difficult, time-consuming and expensive process. Enterprise resource planning system is appropriate for organizations in all economic sectors. As banking is currently considered a non-typical area for ERP usage, there are very little studies on ERP implementation in banking. This paper presents a general risks taxonomy. In this research, after identifying implementation risks, a process quality management method has been applied to identify relations between risks of implementation ERP in banking sectors and implementation phases. Oracle application implementation method titled as AIM used in this research for classifying the risks. These findings will help managers to develop better strategies for supervising and controlling ERP implementation projects. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=AIM%20implementation" title="AIM implementation">AIM implementation</a>, <a href="https://publications.waset.org/abstracts/search?q=bank" title=" bank"> bank</a>, <a href="https://publications.waset.org/abstracts/search?q=enterprise%20resource%20planning" title=" enterprise resource planning"> enterprise resource planning</a>, <a href="https://publications.waset.org/abstracts/search?q=risk" title=" risk"> risk</a>, <a href="https://publications.waset.org/abstracts/search?q=process%20quality%20management%20method" title=" process quality management method"> process quality management method</a> </p> <a href="https://publications.waset.org/abstracts/30897/classifying-erp-implementations-risks-in-banking-sectors-based-on-different-implementation-phases" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/30897.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">543</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">4669</span> A Framework for Evaluation of Enterprise Architecture Implementation Methodologies</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Babak%20Darvish%20Rouhani">Babak Darvish Rouhani</a>, <a href="https://publications.waset.org/abstracts/search?q=Mohd%20Naz%27ri%20Mahrin"> Mohd Naz'ri Mahrin</a>, <a href="https://publications.waset.org/abstracts/search?q=Fatemeh%20Nikpay"> Fatemeh Nikpay</a>, <a href="https://publications.waset.org/abstracts/search?q=Maryam%20Khanian%20Najafabadi"> Maryam Khanian Najafabadi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Enterprise Architecture (EA) Implementation Methodologies have become an important part of EA projects. Several implementation methodologies have been proposed, as a theoretical and practical approach, to facilitate and support the development of EA within an enterprise. A significant question when facing the starting of EA implementation is deciding which methodology to utilize. In order to answer this question, a framework with several criteria is applied in this paper for the comparative analysis of existing EA implementation methodologies. Five EA implementation methodologies including: EAP, TOGAF, DODAF, Gartner, and FEA are selected in order to compare with proposed framework. The results of the comparison indicate that those methodologies have not reached a sufficient maturity as whole due to lack of consideration on requirement management, maintenance, continuum, and complexities in their process. The framework has also ability for the evaluation of any kind of EA implementation methodologies. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=enterprise%20architecture" title="enterprise architecture">enterprise architecture</a>, <a href="https://publications.waset.org/abstracts/search?q=EAIM" title=" EAIM"> EAIM</a>, <a href="https://publications.waset.org/abstracts/search?q=evaluating%20EAIM" title=" evaluating EAIM"> evaluating EAIM</a>, <a href="https://publications.waset.org/abstracts/search?q=framework%20for%20evaluation" title=" framework for evaluation"> framework for evaluation</a>, <a href="https://publications.waset.org/abstracts/search?q=enterprise%20architecture%20implementation%20methodology" title=" enterprise architecture implementation methodology"> enterprise architecture implementation methodology</a> </p> <a href="https://publications.waset.org/abstracts/21272/a-framework-for-evaluation-of-enterprise-architecture-implementation-methodologies" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/21272.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">382</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">4668</span> Understanding of the Impact of Technology in Collaborative Programming for Children</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Nadia%20Selene%20Molina-Moreno">Nadia Selene Molina-Moreno</a>, <a href="https://publications.waset.org/abstracts/search?q=Maria%20Susana%20Avila-Garcia"> Maria Susana Avila-Garcia</a>, <a href="https://publications.waset.org/abstracts/search?q=Marco%20Bianchetti"> Marco Bianchetti</a>, <a href="https://publications.waset.org/abstracts/search?q=Marcelina%20Pantoja-Flores"> Marcelina Pantoja-Flores</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Visual Programming Tools available are a great tool for introducing children to programming and to develop a skill set for algorithmic thinking. On the other hand, collaborative learning and pair programming within the context of programming activities, has demonstrated to have social and learning benefits. However, some of the online tools available for programming for children are not designed to allow simultaneous and equitable participation of the team members since they allow only for a single control point. In this paper, a report the work conducted with children playing a user role is presented. A preliminary study to cull ideas, insights, and design considerations for a formal programming course for children aged 8-10 using collaborative learning as a pedagogical approach was conducted. Three setups were provided: 1) lo-fi prototype, 2) PC, 3) a 46' multi-touch single display groupware limited by the application to a single touch entry. Children were interviewed at the end of the sessions in order to know their opinions about teamwork and the different setups defined. Results are mixed regarding the setup, but they agree to like teamwork. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=children" title="children">children</a>, <a href="https://publications.waset.org/abstracts/search?q=collaborative%20programming" title=" collaborative programming"> collaborative programming</a>, <a href="https://publications.waset.org/abstracts/search?q=visual%20programming" title=" visual programming"> visual programming</a>, <a href="https://publications.waset.org/abstracts/search?q=multi-touch%20tabletop" title=" multi-touch tabletop"> multi-touch tabletop</a>, <a href="https://publications.waset.org/abstracts/search?q=lo-fi%20prototype" title=" lo-fi prototype"> lo-fi prototype</a> </p> <a href="https://publications.waset.org/abstracts/71685/understanding-of-the-impact-of-technology-in-collaborative-programming-for-children" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/71685.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">308</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">4667</span> Implementation Principles and Strategies of Bilingual Teaching in Taiwan</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Chinfen%20Chen">Chinfen Chen</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper aims to focus on the challenges and doubts encountered in the implementation of ‘bilingual teaching in some fields of courses’, and propose implementation principles and strategies from the four areas of curriculum design, teaching strategies, teaching language application, and bilingual teaching implementation and operation, as a school The administrative team considers when planning bilingual teaching and also clarifies teachers' doubts about the implementation of bilingual teaching to enhance their willingness and confidence to participate in bilingual teaching. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=bilingual%20education%20policy" title="bilingual education policy">bilingual education policy</a>, <a href="https://publications.waset.org/abstracts/search?q=language%20immersion" title=" language immersion"> language immersion</a>, <a href="https://publications.waset.org/abstracts/search?q=partial%20bilingual%20education" title=" partial bilingual education"> partial bilingual education</a>, <a href="https://publications.waset.org/abstracts/search?q=content%20knowledge%20and%20target%20language%20acquisition" title=" content knowledge and target language acquisition"> content knowledge and target language acquisition</a>, <a href="https://publications.waset.org/abstracts/search?q=inquiry-based%20teaching." title=" inquiry-based teaching."> inquiry-based teaching.</a> </p> <a href="https://publications.waset.org/abstracts/186675/implementation-principles-and-strategies-of-bilingual-teaching-in-taiwan" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/186675.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">52</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">4666</span> The Effect of TQM Implementation on Bahrain Industrial Performance </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Bader%20Al-Mannai">Bader Al-Mannai</a>, <a href="https://publications.waset.org/abstracts/search?q=Saad%20Sulieman"> Saad Sulieman</a>, <a href="https://publications.waset.org/abstracts/search?q=Yaser%20Al-Alawi"> Yaser Al-Alawi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Research studies worldwide undoubtedly demonstrated that the implementation of Total Quality Management (TQM) program can improve organizations competitive abilities and provide strategic quality advances. However, limited empirical studies and research are directed to measure the effectiveness of TQM implementation on the industrial and manufacturing organizations performance. Accordingly, this paper is aimed at discussing “the degree of TQM implementation in Bahrain industries and its effect on their performance”. The paper will present the measurement indicators and success factors that were used to assess the degree of TQM implementation in Bahrain industry, and the main performance indicators that were affected by TQM implementation. The adopted research methodology in this study was a survey that was based on self-completion questionnaire. The sample population represented the industrial and manufacturing organizations in Bahrain. The study led to the identification of the operational and strategic measurement indicators and success factors that assist organizations in realizing successful TQM implementation and performance improvement. Furthermore, the research analysis confirmed a positive and significant relationship between the examined performance indicators in Bahrain industry and TQM implementation. In conclusion the investigation of the relationship revealed that the implementation of TQM program has resulted into remarkable improvements on workforce, sales performance, and quality performance indicators in Bahrain industry. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=performance%20indicators" title="performance indicators">performance indicators</a>, <a href="https://publications.waset.org/abstracts/search?q=success%20factors" title=" success factors"> success factors</a>, <a href="https://publications.waset.org/abstracts/search?q=TQM%20implementation" title=" TQM implementation"> TQM implementation</a>, <a href="https://publications.waset.org/abstracts/search?q=Bahrain" title=" Bahrain "> Bahrain </a> </p> <a href="https://publications.waset.org/abstracts/25345/the-effect-of-tqm-implementation-on-bahrain-industrial-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/25345.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">552</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">4665</span> The Impact of Business Process Reengineering to the Company Performance through TQM and Enterprise Resource Planning Implementation on Manufacturing Companies in East Java, Indonesia </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Widjojo%20Suprapto">Widjojo Suprapto</a>, <a href="https://publications.waset.org/abstracts/search?q=Zeplin%20Jiwa%20Husada%20Tarigan"> Zeplin Jiwa Husada Tarigan</a>, <a href="https://publications.waset.org/abstracts/search?q=Sautma%20Ronni%20Basana"> Sautma Ronni Basana</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Business process reengineering can be conducted by some procedure rationalization for all related departments in a company so that all data and business processes are connected. The changing of any business process is used to set up the working standard so that it gives an impact to the implementation of ERP and the company performance. After collecting and processing the data from 77 manufacturing companies, it is obtained that BPR (Business Process Reengineering) has no direct impact on the implementation of ERP (Enterprise Resource Planning) in the companies and manufacturing performance; however, it influences the implementation of TQM. The implementation of TQM influences directly the implementation of ERP, but it does not influence directly the company performance. The implementation of ERP gives a significant increase in the work performance of the manufacturing companies in East Java. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=enterprise%20resources%20planning" title="enterprise resources planning">enterprise resources planning</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20process%20reengineering" title=" business process reengineering"> business process reengineering</a>, <a href="https://publications.waset.org/abstracts/search?q=TQM" title=" TQM"> TQM</a>, <a href="https://publications.waset.org/abstracts/search?q=company%20performance" title=" company performance"> company performance</a> </p> <a href="https://publications.waset.org/abstracts/81611/the-impact-of-business-process-reengineering-to-the-company-performance-through-tqm-and-enterprise-resource-planning-implementation-on-manufacturing-companies-in-east-java-indonesia" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/81611.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">207</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">4664</span> Impact of Implementation of 5S and TPM in Industrial Organizations: A Review</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Jamal%20Ahmed%20Hama%20Kareem">Jamal Ahmed Hama Kareem</a>, <a href="https://publications.waset.org/abstracts/search?q=Noraini%20Abu%20Talib"> Noraini Abu Talib </a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this paper is to explore the literature on 5S and Total Productive Maintenance (TPM) and the benefits that are to be derived from their implementation. It also seeks to highlight the main phases for implementing both the 5S and the TPM successfully, along with highlighting aspects that are needed for successful implementation of these two techniques simultaneously in the contemporary manufacturing scenario. The literature on classification of 5S and TPM has so far been very limited. The paper reviews a large number of papers in this field and presents the overview of several of implementation practices of 5S and TPM, and the benefits that can be achieved by the implementation of 5S and TPM as a one system by industrial organizations globally. The paper systematically categorizes the published literature and reveals important issues that influence the successful implementation of 5S and TPM in organizations to improve production effectiveness for competitiveness. Further, the paper also highlights various phases suggested by researchers and practitioners, which ensure smooth and effective implementation of the 5S and TPM in industrial organizations. In the end, study puts forth propositions based on the model of the study after extensive review of literature. The paper will be useful to researchers, maintenance professionals and other concerned officials with improving the performance of production processes effectiveness in industrial organizations. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=5S" title="5S">5S</a>, <a href="https://publications.waset.org/abstracts/search?q=Total%20Productive%20Maintenance%20%28TPM%29" title=" Total Productive Maintenance (TPM)"> Total Productive Maintenance (TPM)</a>, <a href="https://publications.waset.org/abstracts/search?q=phases%20of%20implementation%20of%205S%20and%20TPM" title=" phases of implementation of 5S and TPM"> phases of implementation of 5S and TPM</a>, <a href="https://publications.waset.org/abstracts/search?q=industrial%20organizations" title=" industrial organizations"> industrial organizations</a> </p> <a href="https://publications.waset.org/abstracts/22291/impact-of-implementation-of-5s-and-tpm-in-industrial-organizations-a-review" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/22291.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">617</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">4663</span> Implementation of Lean Production in Business Enterprises: A Literature-Based Content Analysis of Implementation Procedures</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=P.%20P%C3%B6tters">P. Pötters</a>, <a href="https://publications.waset.org/abstracts/search?q=A.%20Marquet"> A. Marquet</a>, <a href="https://publications.waset.org/abstracts/search?q=B.%20Leyendecker"> B. Leyendecker</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The objective of this paper is to investigate different implementation approaches for the implementation of Lean production in companies. Furthermore, a structured overview of those different approaches is to be made. Therefore, the present work is intended to answer the following research question: What differences and similarities exist between the various systematic approaches and phase models for the implementation of Lean Production? To present various approaches for the implementation of Lean Production discussed in the literature, a qualitative content analysis was conducted. Within the framework of a qualitative survey, a selection of texts dealing with lean production and its introduction was examined. The analysis presents different implementation approaches from the literature, covering the descriptive aspect of the study. The study also provides insights into similarities and differences among the implementation approaches, which are drawn from the analysis of latent text contents and author interpretations. In this study, the focus is on identifying differences and similarities among systemic approaches for implementing Lean Production. The research question takes into account the main object of consideration, objectives pursued, starting point, procedure, and endpoint of the implementation approach. The study defines the concept of Lean Production and presents various approaches described in literature that companies can use to implement Lean Production successfully. The study distinguishes between five systemic implementation approaches and seven phase models to help companies choose the most suitable approach for their implementation project. The findings of this study can contribute to enhancing transparency regarding the existing approaches for implementing Lean Production. This can enable companies to compare and contrast the available implementation approaches and choose the most suitable one for their specific project. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=implementation" title="implementation">implementation</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20production" title=" lean production"> lean production</a>, <a href="https://publications.waset.org/abstracts/search?q=phase%20models" title=" phase models"> phase models</a>, <a href="https://publications.waset.org/abstracts/search?q=systematic%20approaches" title=" systematic approaches"> systematic approaches</a> </p> <a href="https://publications.waset.org/abstracts/156690/implementation-of-lean-production-in-business-enterprises-a-literature-based-content-analysis-of-implementation-procedures" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/156690.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">104</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">4662</span> Implementation of Elliptic Curve Cryptography Encryption Engine on a FPGA</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mohamad%20Khairi%20Ishak">Mohamad Khairi Ishak</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Conventional public key crypto systems such as RSA (Ron Rivest, Adi Shamir and Leonard Adleman), DSA (Digital Signature Algorithm), and Elgamal are no longer efficient to be implemented in the small, memory constrained devices. Elliptic Curve Cryptography (ECC), which allows smaller key length as compared to conventional public key crypto systems, has thus become a very attractive choice for many applications. This paper describes implementation of an elliptic curve cryptography (ECC) encryption engine on a FPGA. The system has been implemented in 2 different key sizes, which are 131 bits and 163 bits. Area and timing analysis are provided for both key sizes for comparison. The crypto system, which has been implemented on Altera’s EPF10K200SBC600-1, has a hardware size of 5945/9984 and 6913/9984 of logic cells for 131 bits implementation and 163 bits implementation respectively. The crypto system operates up to 43 MHz, and performs point multiplication operation in 11.3 ms for 131 bits implementation and 14.9 ms for 163 bits implementation. In terms of speed, our crypto system is about 8 times faster than the software implementation of the same system. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=elliptic%20curve%20cryptography" title="elliptic curve cryptography">elliptic curve cryptography</a>, <a href="https://publications.waset.org/abstracts/search?q=FPGA" title=" FPGA"> FPGA</a>, <a href="https://publications.waset.org/abstracts/search?q=key%20sizes" title=" key sizes"> key sizes</a>, <a href="https://publications.waset.org/abstracts/search?q=memory" title=" memory "> memory </a> </p> <a href="https://publications.waset.org/abstracts/13762/implementation-of-elliptic-curve-cryptography-encryption-engine-on-a-fpga" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/13762.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">319</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">4661</span> A Framework for Successful TQM Implementation and Its Effect on the Organizational Sustainability Development</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Redha%20Elhuni">Redha Elhuni</a>, <a href="https://publications.waset.org/abstracts/search?q=M.%20Munir%20Ahmad"> M. Munir Ahmad</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The main purpose of this research is to construct a generic model for successful implementation of Total Quality Management (TQM) in oil sector, and to find out the effects of this model on the organizational sustainability development (OSD) performance of Libyan oil and gas companies using the structured equation modeling (SEM) approach. The research approach covers both quantitative and qualitative methods. A questionnaire was developed in order to identify the quality factors that are seen by Libyan oil and gas companies to be critical to the success of TQM implementation. Hypotheses were developed to evaluate the impact of TQM implementation on O SD. Data analysis reveals that there is a significant positive effect of the TQM implementation on OSD. 24 quality factors are found to be critical and absolutely essential for successful TQM implementation. The results generated a structure of the TQMSD implementation framework based on the four major road map constructs (Top management commitment, employee involvement and participation, customer-driven processes, and continuous improvement culture). <p class="card-text"><strong>Keywords:</strong> <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=critical%20success%20factors" title=" critical success factors"> critical success factors</a>, <a href="https://publications.waset.org/abstracts/search?q=oil%20and%20gas" title=" oil and gas"> oil and gas</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20sustainability%20development%20%28SD%29" title=" organizational sustainability development (SD)"> organizational sustainability development (SD)</a>, <a href="https://publications.waset.org/abstracts/search?q=Libya" title=" Libya"> Libya</a> </p> <a href="https://publications.waset.org/abstracts/3507/a-framework-for-successful-tqm-implementation-and-its-effect-on-the-organizational-sustainability-development" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/3507.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">273</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">4660</span> Importance-Implementation of Disability Management Practices in Hotels: The Moderating Effect of Team Orientation</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Zakaria%20Elkhwesky">Zakaria Elkhwesky</a>, <a href="https://publications.waset.org/abstracts/search?q=Islam%20E.%20Salem"> Islam E. Salem</a>, <a href="https://publications.waset.org/abstracts/search?q=Mona%20Barakat"> Mona Barakat</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this study is to analyze the importance of disability management practices (DMPs) and the level of implementation from viewpoints of food and beverage (F & B) managers, F and B entry-level employees, working in F & B departments, and human resources (HRs) managers in five-star hotels in Egypt. It also examined the moderating effect of team orientation (TO) between the importance and the implementation. Data were collected from 400 participants. The correlation proved to be significant, moderate, and positive between the importance and the implementation of DMPs. More, the findings revealed that the relationship between the importance and the implementation is significantly more positive under the condition of a high encouragement of TO. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=disability%20management%20practices" title="disability management practices">disability management practices</a>, <a href="https://publications.waset.org/abstracts/search?q=diversity%20management" title=" diversity management"> diversity management</a>, <a href="https://publications.waset.org/abstracts/search?q=team%20orientation" title=" team orientation"> team orientation</a>, <a href="https://publications.waset.org/abstracts/search?q=HR%20management" title=" HR management"> HR management</a>, <a href="https://publications.waset.org/abstracts/search?q=hospitality" title=" hospitality"> hospitality</a>, <a href="https://publications.waset.org/abstracts/search?q=and%20tourism%20operations" title=" and tourism operations"> and tourism operations</a> </p> <a href="https://publications.waset.org/abstracts/117602/importance-implementation-of-disability-management-practices-in-hotels-the-moderating-effect-of-team-orientation" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/117602.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">123</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">4659</span> Motivation and Efficiency of Quality Management Systems Implementation: A Study of Kosovo Organizations</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Naim%20Ismajli">Naim Ismajli</a>, <a href="https://publications.waset.org/abstracts/search?q=Ilir%20Rexhepi"> Ilir Rexhepi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The article presents the results of the study about the motives and efficiency of quality management system (Quality System, QS) implementation in Kosovo companies. The main purpose of the study was to find out why Kosovo companies seek the implementation and certification of QS in accordance with the requirements of the ISO 9001 series of the standards and what has changed after the QS implementation. Furthermore, the results of the research were compared with similar performed in the other European countries. The performed research revealed that the implementation of QS mostly results in the benefits of an intangible nature that are internal to the company. In addition, although the main reasons to start implementing QS are the expectations of the external advantages, the implementation results mostly in the increase of the internal benefits such as an improvement in the definition of the responsibilities and obligations of the employees, a decrease in the nonconformities, better communication among the employees, and increased efficiency. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=quality%20management%20systems" title="quality management systems">quality management systems</a>, <a href="https://publications.waset.org/abstracts/search?q=ISO%209001" title=" ISO 9001"> ISO 9001</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=environmental%20management%20system" title=" environmental management system"> environmental management system</a>, <a href="https://publications.waset.org/abstracts/search?q=ISO%2014000" title=" ISO 14000"> ISO 14000</a>, <a href="https://publications.waset.org/abstracts/search?q=competitiveness" title=" competitiveness"> competitiveness</a>, <a href="https://publications.waset.org/abstracts/search?q=efciency" title=" efciency"> efciency</a> </p> <a href="https://publications.waset.org/abstracts/8431/motivation-and-efficiency-of-quality-management-systems-implementation-a-study-of-kosovo-organizations" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/8431.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">365</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">4658</span> Factors That Affect the Effectiveness of Enterprise Architecture Implementation Methodology</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Babak%20Darvish%20Rouhani">Babak Darvish Rouhani</a>, <a href="https://publications.waset.org/abstracts/search?q=Mohd%20Nazri%20Mahrin"> Mohd Nazri Mahrin</a>, <a href="https://publications.waset.org/abstracts/search?q=Fatemeh%20Nikpay"> Fatemeh Nikpay</a>, <a href="https://publications.waset.org/abstracts/search?q=Pourya%20Nikfard"> Pourya Nikfard</a>, <a href="https://publications.waset.org/abstracts/search?q=Maryam%20Khanian%20Najafabadi"> Maryam Khanian Najafabadi </a> </p> <p class="card-text"><strong>Abstract:</strong></p> Enterprise Architecture (EA) is a strategy that is employed by enterprises in order to align their business and Information Technology (IT). EA is managed, developed, and maintained through Enterprise Architecture Implementation Methodology (EAIM). The effectiveness of EA implementation is the degree in which EA helps to achieve the collective goals of the organization. This paper analyzes the results of a survey that aims to explore the factors that affect the effectiveness of EAIM and specifically the relationship between factors and effectiveness of the output and functionality of EA project. The exploratory factor analysis highlights a specific set of five factors: alignment, adaptiveness, support, binding, and innovation. The regression analysis shows that there is a statistically significant and positive relationship between each of the five factors and the effectiveness of EAIM. Consistent with theory and practice, the most prominent factor for developing an effective EAIM is innovation. The findings contribute to the measuring the effectiveness of EA implementation project by providing an indication of the measurement implementation approaches which is used by the Enterprise Architects, and developing an effective EAIM. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=enterprise%20architecture" title="enterprise architecture">enterprise architecture</a>, <a href="https://publications.waset.org/abstracts/search?q=enterprise%20architecture%20implementation%20methodology" title=" enterprise architecture implementation methodology"> enterprise architecture implementation methodology</a>, <a href="https://publications.waset.org/abstracts/search?q=implementation%20methodology" title=" implementation methodology"> implementation methodology</a>, <a href="https://publications.waset.org/abstracts/search?q=factors" title=" factors"> factors</a>, <a href="https://publications.waset.org/abstracts/search?q=EA" title=" EA"> EA</a>, <a href="https://publications.waset.org/abstracts/search?q=effectiveness" title=" effectiveness"> effectiveness</a> </p> <a href="https://publications.waset.org/abstracts/17639/factors-that-affect-the-effectiveness-of-enterprise-architecture-implementation-methodology" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/17639.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">432</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">4657</span> Way to Successful Enterprise Resource Planning System Implementation in Developing Countries: Case of Public Sector Unit</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Suraj%20Kumar%20Mukti">Suraj Kumar Mukti</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Enterprise Resource Planning (ERP) system is a management tool to integrate all departments in an organization. It integrates business processes, manages resources efficiently and provides an appropriate decision support system to management. ERP system implementation is a typical and time taking process as well as money consuming process. Articles related to key success factors of ERP system implementation are available in the literature, but rare authors have focused on roadmap of successful ERP system implementation. Postponement is better if the organization is not ready to implement ERP system in better way; hence checking of organization’s preparation to adopt new system is an important prerequisite to ensure the success of ERP system implementation in an organization. Then comes what will be called as success of ERP system implementation. Benefits achieved by ERP system may be categorized into two categories; viz. tangible and intangible benefits. This research article presents a roadmap to ensure the success of ERP system implementation and benefits achieved through the new system as in success indicator. A case study is presented to evaluate the success and benefit achieved through the new system. The article gives a comprehensive approach to academicians and a roadmap to the organizations seeking to implement the ERP system. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=ERP%20system" title="ERP system">ERP system</a>, <a href="https://publications.waset.org/abstracts/search?q=decision%20support%20system" title=" decision support system"> decision support system</a>, <a href="https://publications.waset.org/abstracts/search?q=tangible" title=" tangible"> tangible</a>, <a href="https://publications.waset.org/abstracts/search?q=intangible" title=" intangible"> intangible</a> </p> <a href="https://publications.waset.org/abstracts/88990/way-to-successful-enterprise-resource-planning-system-implementation-in-developing-countries-case-of-public-sector-unit" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/88990.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">333</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">4656</span> An Empirical Study of Barriers to Total Quality Management Implementation in Construction Industries</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Dhafer%20Alqahtani">Dhafer Alqahtani</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Total quality management (TQM) has become a widely accepted approach in the modern industry over recent years. There is a general consensus that by adopting TQM, the overall effectiveness and performance of an industry can be improved. It is also proved that as long as TQM is adopted fully and practiced effectively in the industry, potential benefits of TQM will be delivered. But despite the benefits of TQM as articulated by many quality gurus and academicians, these benefits are not achieved in practice. Many service industries have found it difficult to implement TQM successfully. This paper, therefore, explores the barriers to TQM’s successful implementation in construction firms. The aim is to identify and rank the barriers to successful TQM implementation in order to make them know and get a better understanding by the managers and practitioners of the Construction Industries. The research methodology adopted in this study was an extensive literature review on barriers to TQM implementation followed by a survey of selected construction firms using the self-administered instrument. The results also showed that only lack of effective communication and lack of top management support were not significantly associated with the level of implementation of TQM. <p class="card-text"><strong>Keywords:</strong> <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=construction%20firms" title=" construction firms"> construction firms</a>, <a href="https://publications.waset.org/abstracts/search?q=barriers" title=" barriers"> barriers</a>, <a href="https://publications.waset.org/abstracts/search?q=successful%20implementation" title=" successful implementation"> successful implementation</a> </p> <a href="https://publications.waset.org/abstracts/168099/an-empirical-study-of-barriers-to-total-quality-management-implementation-in-construction-industries" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/168099.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">100</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">4655</span> Investigating Perception of Iranian Organizations on Internet of Things Solutions and Applications</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Changiz%20Valmohammadi">Changiz Valmohammadi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The main purpose of this study is to explore the perception of Iranian experts and executive managers of sample organizations on the benefits and barriers of Internet of Things (IoT) solutions implementation. Based on the review of the related literature and web sites, benefits and barriers of successful implementation to IoT solutions were identified. Through a self-administered questionnaire which was collected from 67 Iranian organizations the ranking and importance of benefits and barriers of IoT solutions implementation were determined based on the perception of the experts of the surveyed organizations. Analysis of data and the obtained results revealed that “improved customer experience” and “Supply chain optimization and responsiveness” are the most important benefits that the survey organizations expect to reap as a result of IoT solutions implementation. Also,” Integration challenges" and “cannot find right suppliers” were ranked as the most challenging barriers to IoT solutions implementation. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=internet%20of%20things%20%28IoT%29" title="internet of things (IoT)">internet of things (IoT)</a>, <a href="https://publications.waset.org/abstracts/search?q=exploratory%20study" title=" exploratory study"> exploratory study</a>, <a href="https://publications.waset.org/abstracts/search?q=benefits" title=" benefits"> benefits</a>, <a href="https://publications.waset.org/abstracts/search?q=barriers" title=" barriers"> barriers</a>, <a href="https://publications.waset.org/abstracts/search?q=Iran" title=" Iran"> Iran</a> </p> <a href="https://publications.waset.org/abstracts/25553/investigating-perception-of-iranian-organizations-on-internet-of-things-solutions-and-applications" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/25553.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">518</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">4654</span> Challenges of e-Service Adoption and Implementation in Nigeria: Lessons from Asia</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Kazeem%20Oluwakemi%20Oseni">Kazeem Oluwakemi Oseni</a>, <a href="https://publications.waset.org/abstracts/search?q=Kate%20Dingley"> Kate Dingley</a> </p> <p class="card-text"><strong>Abstract:</strong></p> E-Service has moved from the usual manual and traditional way of rendering services to electronic service provision for the public and there are several reasons for implementing these services, Airline ticketing have gone from its manual traditional way to an intelligent web-driven service of purchasing. Many companies have seen their profits doubled through the use of online services in their operation and a typical example is Hewlett Packard (HP) which is rapidly transforming their after sales business into a profit generating e-service business unit. This paper will examine the various challenges confronting e-Service adoption and implementation in Nigeria and also analyse lessons learnt from e-Service adoption and implementation in Asia to see how it could be useful in Nigeria which is a lower middle income country. Based on the analysis of the online survey data. It has been identified that the public in Nigeria are much aware of e-Services but successful adoption and implementation have been the problems faced. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=e-government%20service" title="e-government service">e-government service</a>, <a href="https://publications.waset.org/abstracts/search?q=adoption" title=" adoption"> adoption</a>, <a href="https://publications.waset.org/abstracts/search?q=implementation" title=" implementation"> implementation</a>, <a href="https://publications.waset.org/abstracts/search?q=Nigeria" title=" Nigeria"> Nigeria</a>, <a href="https://publications.waset.org/abstracts/search?q=Asia" title=" Asia"> Asia</a> </p> <a href="https://publications.waset.org/abstracts/19346/challenges-of-e-service-adoption-and-implementation-in-nigeria-lessons-from-asia" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/19346.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">457</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">4653</span> Implementation of Building Information Modeling in Turkish Government Sector Projects</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mohammad%20Lemar%20Zalmai">Mohammad Lemar Zalmai</a>, <a href="https://publications.waset.org/abstracts/search?q=Mustafa%20Nabi%20Kocakaya"> Mustafa Nabi Kocakaya</a>, <a href="https://publications.waset.org/abstracts/search?q=Cemil%20Akcay"> Cemil Akcay</a>, <a href="https://publications.waset.org/abstracts/search?q=Ekrem%20Manisali"> Ekrem Manisali</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In recent years, the Building Information Modeling (BIM) approach has been developed expeditiously. As people see the benefits of this approach, it has begun to be used widely in construction projects and some countries made it mandatory to get more benefits from it. To promote the implementation of BIM in construction projects, it will be helpful to get some relevant information from surveys and interviews. The purpose of this study is to research the current adoption and implementation of BIM in public projects in Turkey. This study specified the challenges of BIM implementation in Turkey and proposed some solutions to overcome them. In this context, the challenges for BIM implementation and the factors that affect the BIM usage are determined based on previous academic researches and expert opinions by conducting interviews and questionnaire surveys. Several methods are used to process information in order to obtain weights of different factors to make BIM widespread in Turkey. This study concluded interviews' and questionnaire surveys' outcomes and proposed some suggestions to promote the implementation of BIM in Turkey. We believe research findings will be a good reference for boosting BIM implementation in Turkey. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=building%20information%20modelling" title="building information modelling">building information modelling</a>, <a href="https://publications.waset.org/abstracts/search?q=BIM%20implementations" title=" BIM implementations"> BIM implementations</a>, <a href="https://publications.waset.org/abstracts/search?q=Turkish%20construction%20industry" title=" Turkish construction industry"> Turkish construction industry</a>, <a href="https://publications.waset.org/abstracts/search?q=Turkish%20government%20sector%20projects" title=" Turkish government sector projects"> Turkish government sector projects</a> </p> <a href="https://publications.waset.org/abstracts/120132/implementation-of-building-information-modeling-in-turkish-government-sector-projects" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/120132.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">138</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">4652</span> A Framework on the Critical Success Factors of E-Learning Implementation in Higher Education: A Review of the Literature</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Sujit%20K.%20Basak">Sujit K. Basak</a>, <a href="https://publications.waset.org/abstracts/search?q=Marguerite%20Wotto"> Marguerite Wotto</a>, <a href="https://publications.waset.org/abstracts/search?q=Paul%20B%C3%A9langer"> Paul Bélanger</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper presents a conceptual framework on the critical success factors of e-learning implementation in higher education, derived from an in-depth survey of literature review. The aim of this study was achieved by identifying critical success factors that affect for the successful implementation of e-learning. The findings help to articulate issues that are related to e-learning implementation in both formal and non-formal higher education and in this way contribute to the development of programs designed to address the relevant issues. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=critical%20success%20factors" title="critical success factors">critical success factors</a>, <a href="https://publications.waset.org/abstracts/search?q=e-learning" title=" e-learning"> e-learning</a>, <a href="https://publications.waset.org/abstracts/search?q=higher%20education" title=" higher education"> higher education</a>, <a href="https://publications.waset.org/abstracts/search?q=life-long%20learning" title=" life-long learning"> life-long learning</a> </p> <a href="https://publications.waset.org/abstracts/52897/a-framework-on-the-critical-success-factors-of-e-learning-implementation-in-higher-education-a-review-of-the-literature" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/52897.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">362</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">4651</span> Developing Active Learners and Efficient Users: A Study on the Implementation of Spoken Interaction Skill in the Malay Language Curriculum in Singapore</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Pairah%20Bte%20Satariman">Pairah Bte Satariman</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study is carried out to evaluate Malay Language Curriculum for secondary schools in Singapore. The evaluation focuses on the implementation of Spoken Interaction Skill which was recommended by the Curriculum Review Committee in 2010. The study found that the students face difficulty in communicating interactively with others in their daily activities. The purpose of the study is to evaluate the results (products) on the implementation of this skill since 2011. The research used a qualitative method which includes oral test and interview with students and teachers teaching the subject. Preliminary findings show that generally, the students are not able to communicate interactively and fluently in the oral test unless they are given enough prompts. The teachers feel that the implementation of the skill is timely as students are more keen to use English in their daily communication even in Malay Language Classes. Teachers also mentioned the challenges in the implementation such as insufficient curriculum time and teaching materials. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=evaluation" title="evaluation">evaluation</a>, <a href="https://publications.waset.org/abstracts/search?q=Malay%20language%20curriculum" title=" Malay language curriculum"> Malay language curriculum</a>, <a href="https://publications.waset.org/abstracts/search?q=spoken%20interaction%20skills" title=" spoken interaction skills"> spoken interaction skills</a>, <a href="https://publications.waset.org/abstracts/search?q=communication" title=" communication"> communication</a>, <a href="https://publications.waset.org/abstracts/search?q=implementation" title=" implementation"> implementation</a> </p> <a href="https://publications.waset.org/abstracts/101190/developing-active-learners-and-efficient-users-a-study-on-the-implementation-of-spoken-interaction-skill-in-the-malay-language-curriculum-in-singapore" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/101190.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">146</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">4650</span> Analysis of Critical Success Factors of Six Sigma in Pakistani Small and Medium-Sized Enterprises</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Zanjbeel%20Tabassum">Zanjbeel Tabassum</a>, <a href="https://publications.waset.org/abstracts/search?q=Cahit%20Ali%20Bayraktar"> Cahit Ali Bayraktar</a>, <a href="https://publications.waset.org/abstracts/search?q=Asfa%20Muhammad%20Din"> Asfa Muhammad Din</a>, <a href="https://publications.waset.org/abstracts/search?q=Murat%20Durucu"> Murat Durucu</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Six Sigma is a widely adapted quality improvement methodology applied throughout the world. Through this paper, an attempt has been made to identify Critical Success Factors (CSF) for successful implementation of Six Sigma in Pakistani Small and Medium-sized Enterprises (SMEs). A survey methodology was used to collect the data from SMEs in Pakistan. The results of this exploratory empirical research reflect the importance of different CSFs of Six Sigma implementation in SMEs in Pakistan. On the basis of extracted factors, a framework has been proposed for successful Six Sigma implementation in Pakistani SMEs. This study will provide a base for Pakistani SMEs and future researchers working in Six Sigma implementation and help them to prepare a road map to eradicate the hurdles in Six Sigma implementation. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=critical%20success%20factors" title="critical success factors">critical success factors</a>, <a href="https://publications.waset.org/abstracts/search?q=small%20medium%20enterprises%20%28SMEs%29" title=" small medium enterprises (SMEs)"> small medium enterprises (SMEs)</a>, <a href="https://publications.waset.org/abstracts/search?q=six%20sigma" title=" six sigma"> six sigma</a>, <a href="https://publications.waset.org/abstracts/search?q=Pakistan" title=" Pakistan"> Pakistan</a> </p> <a href="https://publications.waset.org/abstracts/54281/analysis-of-critical-success-factors-of-six-sigma-in-pakistani-small-and-medium-sized-enterprises" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/54281.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">356</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">4649</span> Organization Development’s Role in Environmental, Social and Governance (ESG) Sustainability in the Private Organizations</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Karmela%20Palma%20Samson">Karmela Palma Samson</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In recent years, there has been a growing interest in the implementation of Environmental, Social, and Governance (ESG) frameworks in private organizations. The COVID-19 pandemic and increasing global environmental concerns have further highlighted the importance of ESG practices in businesses. To be effective, the development and sustainability of ESG implementation require specific organizational functions. One such function is Organization Development (OD). This study aims to identify the roles of OD in the development, monitoring, and evaluation of ESG in private organizations. The role of OD in sustaining ESG implementation in private organizations was analyzed in this study. Qualitative research was conducted, which included interviews with OD practitioners to understand their role and challenges in maintaining ESG programs and initiatives. The study found that OD practitioners have low participation in managing ESG programs, initiatives, and indicators. However, the study also revealed that the OD function is crucial for the development, monitoring, and evaluation of ESG implementation in private organizations. In essence, the study highlights the importance of the OD function in ensuring the success of ESG implementation in private organizations. With their expertise in organizational development, OD practitioners can contribute significantly to the development, implementation, and evaluation of ESG initiatives. Therefore, private organizations should involve their OD departments in ESG implementation to ensure that they are sustainable, effective, and aligned with their organizational goals. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=ESG" title="ESG">ESG</a>, <a href="https://publications.waset.org/abstracts/search?q=organization%20development" title=" organization development"> organization development</a>, <a href="https://publications.waset.org/abstracts/search?q=private%20sector" title=" private sector"> private sector</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainability" title=" sustainability"> sustainability</a> </p> <a href="https://publications.waset.org/abstracts/170344/organization-developments-role-in-environmental-social-and-governance-esg-sustainability-in-the-private-organizations" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/170344.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">89</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">4648</span> Decision Making about the Environmental Management Implementation: Incentives and Expectations</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Eva%20%C5%A0t%C4%9Bp%C3%A1nkov%C3%A1">Eva Štěpánková</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Environmental management implementation is presently one of the ways of organization success and value improvement. Increasing an organization motivation to environmental measures introduction is caused primarily by the rising pressure of the society that generates various incentives to endeavor for the environmental performance improvement. The aim of the paper is to identify and characterize the key incentives and expectations leading organizations to the environmental management implementation. The author focuses on five businesses of different size and field, operating in the Czech Republic. The qualitative approach and grounded theory procedure are used in research. The results point out that the significant incentives for environmental management implementation represent primarily demands of customers, the opportunity to declare the environmental commitment and image improvement. The researched enterprises less commonly expect the economical contribution, competitive advantage increase or export rate improvement. The results show that marketing contributions are primarily expected from the environmental management implementation. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=environmental%20management" title="environmental management">environmental management</a>, <a href="https://publications.waset.org/abstracts/search?q=environmental%20management%20system" title=" environmental management system"> environmental management system</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=Czech%20Republic" title=" Czech Republic"> Czech Republic</a> </p> <a href="https://publications.waset.org/abstracts/19482/decision-making-about-the-environmental-management-implementation-incentives-and-expectations" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/19482.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">385</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">4647</span> Identification of Lean Implementation Hurdles in Indian Industries</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Bhim%20Singh">Bhim Singh</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Due to increased pressure from global competitors, manufacturing organizations are switching over to lean philosophies from traditional mass production. Lean manufacturing is a manufacturing philosophy which focuses on elimination of various types of wastes and creates maximum value for the end customers. Lean thinking aims to produce high quality products and services at the lowest possible cost with maximum customer responsiveness. Indian Industry is facing lot of problems in this transformation from traditional mass production to lean production. Through this paper an attempt has been made to identify various lean implementation hurdles in Indian industries with the help of a structured survey. Identified hurdles are grouped with the help of factor analysis and rated by calculating descriptive statistics. To show the effect of lean implementation hurdles a hypothesis “Organizations having higher level of lean implementation hurdles will have poor (negative) performance” has been postulated and tested using correlation matrix between performance parameters of the organizations and identified hurdles. The findings of the paper will be helpful to prepare road map to identify and eradicate the lean implementation hurdles. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=factor%20analysis" title="factor analysis">factor analysis</a>, <a href="https://publications.waset.org/abstracts/search?q=global%20competition" title=" global competition"> global competition</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20implementation" title=" lean implementation"> lean implementation</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20hurdles" title=" lean hurdles"> lean hurdles</a> </p> <a href="https://publications.waset.org/abstracts/46164/identification-of-lean-implementation-hurdles-in-indian-industries" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/46164.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">248</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">4646</span> An Analysis of the Influence of Employee Readiness for Change on TQM Implementation</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mohamed%20%20Haffar">Mohamed Haffar</a>, <a href="https://publications.waset.org/abstracts/search?q=Khalil%20Al-Hyari"> Khalil Al-Hyari</a>, <a href="https://publications.waset.org/abstracts/search?q=Mohammed%20Khair%20Abu%20Zaid"> Mohammed Khair Abu Zaid</a>, <a href="https://publications.waset.org/abstracts/search?q=Ramadane%20Djbarni"> Ramadane Djbarni</a>, <a href="https://publications.waset.org/abstracts/search?q=Mohammed%20Hamdan"> Mohammed Hamdan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> While employee readiness for change (ERFC) is recognised as critical for total quality management (TQM) implementation, there is a lack of systematic and empirical studies regarding the relationship between ERFC dimensions and TQM. Therefore, this study proposes to fill this gap by providing empirical evidence leading to advancement in the understanding of the influences of ERFC components on TQM implementation. The empirical data for this study was drawn from a survey of 400 middle and senior managers of Jordanian firms. The analysis of the collected data, which was conducted using Structural Equation Modeling technique, revealed that three of the ERFC components, namely personally beneficial, change self-efficacy and management support are the most supportive ERFC dimensions for TQM implementation. Therefore, this paper makes a novel contribution by providing a refined and deeper comprehension of the relationships between ERFCs and TQM implementation. <p class="card-text"><strong>Keywords:</strong> <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=employee%20readiness%20for%20change" title=" employee readiness for change"> employee readiness for change</a>, <a href="https://publications.waset.org/abstracts/search?q=manufacturing%20organisations" title=" manufacturing organisations"> manufacturing organisations</a>, <a href="https://publications.waset.org/abstracts/search?q=Jordan" title=" Jordan"> Jordan</a> </p> <a href="https://publications.waset.org/abstracts/51327/an-analysis-of-the-influence-of-employee-readiness-for-change-on-tqm-implementation" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/51327.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">559</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">4645</span> Studying the Implementation of 5S System in Egyptian Garment Enterprises</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=K.%20M.%20Seddik">K. M. Seddik</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper explores the implementation of 5S elements in the Egyptian garment enterprises. The paper depended on a survey questionnaire (established from Summit Business Solutions, New York) and observations to collect data from the respondents. The observations are based on the on-site visits and interviews with the managers, supervisors and labors. The enterprises divided into three groups according to the nature activity. The first group of enterprises encompassed 49.52% of the total samples, the second and third group of enterprises represented 50.48% The results of this research indicated to the influence of the nature activity in implementing 5S systems and conclude that sustain is a difficult element which involve encourage workers for developing and practicing a highly discipline. In addition the results demonstrate that although the enterprises may achieve a higher executing of 5S elements but it may realize a low coherence in implementation. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=5S%20elements" title="5S elements">5S elements</a>, <a href="https://publications.waset.org/abstracts/search?q=garment%20enterprises" title=" garment enterprises"> garment enterprises</a>, <a href="https://publications.waset.org/abstracts/search?q=implementation" title=" implementation"> implementation</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20manufacturing" title=" lean manufacturing"> lean manufacturing</a> </p> <a href="https://publications.waset.org/abstracts/60357/studying-the-implementation-of-5s-system-in-egyptian-garment-enterprises" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/60357.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">258</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">4644</span> An Analysis of Critical Success Factors of Six Sigma Implementation in Pakistani SMEs</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Zanjbeel%20Tabassum">Zanjbeel Tabassum</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The main purpose of any economic investment is to get profit at the end. As the investment in large organizations bears complexities, investors are influenced to invest in small or medium enterprises. With the increase of global competition in terms of quality and productivity, these small and medium-sized enterprises (SMEs) are trying to convert to modern production practices using Six Sigma. But this concept is still lacking in Pakistani SMEs. There are some critical success factors which influence the successful implementation of Six Sigma. Through this paper, an attempt has been made to identify various CSF for successful implementation of Six Sigma in Pakistani SMEs with the help of a structured survey. On the basis of responses to the questionnaire, factor analysis is performed on the selected critical success factors (from literature) to prioritize the critical factors and those are rated by calculating descriptive statistics. This paper will provide a base for Pakistani SMEs and future researchers working in six sigma implementation and help them to prepare a road map to eradicate the hurdles in six sigma implementation. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=critical%20success%20factors" title="critical success factors">critical success factors</a>, <a href="https://publications.waset.org/abstracts/search?q=SMEs" title=" SMEs"> SMEs</a>, <a href="https://publications.waset.org/abstracts/search?q=Six%20Sigma" title=" Six Sigma"> Six Sigma</a>, <a href="https://publications.waset.org/abstracts/search?q=CSF" title=" CSF "> CSF </a> </p> <a href="https://publications.waset.org/abstracts/46929/an-analysis-of-critical-success-factors-of-six-sigma-implementation-in-pakistani-smes" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/46929.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">278</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">4643</span> Operational Guidelines for Six-Sigma Implementation: Survey of Indian Medium Scale Automotive Industries</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Rajeshkumar%20U.%20Sambhe">Rajeshkumar U. Sambhe</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Large scale Indian manufacturers started implementing Six Sigma to their supply core to fulfill the endless need of high quality products. As well, they initiated encouraging their suppliers to apply the well-ascertain SS management practice and kept no resource for supplier enterprises, generally small midsized enterprises to think for the admittance of Six Sigma as a quality promotion drive. There are many issues to study for requisite changes before the introduction of Six Sigma in auto SMEs. This paper converges on impeding factors while implementing SS drive and also pinpoints the gains achieved through successful implementation. The result of this study suggest some operational guidelines for effective implementation of Six Sigma from evidences acquired through research questionnaire and interviews with industrial professionals, apportioned to assort auto sector mid-sized enterprises (MSEs) in India. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=indian%20automotive%20SMEs" title="indian automotive SMEs">indian automotive SMEs</a>, <a href="https://publications.waset.org/abstracts/search?q=quality%20management%20practices" title=" quality management practices"> quality management practices</a>, <a href="https://publications.waset.org/abstracts/search?q=six%20sigma%20imperatives" title=" six sigma imperatives"> six sigma imperatives</a>, <a href="https://publications.waset.org/abstracts/search?q=problems%20faced%20in%20six%20sigma%20implementation" title=" problems faced in six sigma implementation"> problems faced in six sigma implementation</a>, <a href="https://publications.waset.org/abstracts/search?q=benefits" title=" benefits"> benefits</a>, <a href="https://publications.waset.org/abstracts/search?q=some%20guidelines%20for%20implementation" title=" some guidelines for implementation"> some guidelines for implementation</a> </p> <a href="https://publications.waset.org/abstracts/39605/operational-guidelines-for-six-sigma-implementation-survey-of-indian-medium-scale-automotive-industries" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/39605.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> <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" 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