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improvement</title> <meta name="description" content="Search results for: process improvement"> <meta name="keywords" content="process improvement"> <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 class="d-block d-lg-none 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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="process 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> 18560</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: process improvement</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">18560</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">18559</span> Application of Lean Six Sigma Tools to Minimize Time and Cost in Furniture Packaging</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Suleiman%20Obeidat">Suleiman Obeidat</a>, <a href="https://publications.waset.org/abstracts/search?q=Nabeel%20Mandahawi"> Nabeel Mandahawi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In this work, the packaging process for a move is improved. The customers of this move need their household stuff to be moved from their current house to the new one with minimum damage, in an organized manner, on time and with the minimum cost. Our goal was to improve the process between 10% and 20% time efficiency, 90% reduction in damaged parts and an acceptable improvement in the cost of the total move process. The expected ROI was 833%. Many improvement techniques have been used in terms of the way the boxes are prepared, their preparation cost, packing the goods, labeling them and moving them to a place for moving out. DMAIC technique is used in this work: SIPOC diagram, value stream map of “As Is” process, Root Cause Analysis, Maps of “Future State” and “Ideal State” and an Improvement Plan. A value of ROI=624% is obtained which is lower than the expected value of 833%. The work explains the techniques of improvement and the deficiencies in the old process. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=packaging" title="packaging">packaging</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20tools" title=" lean tools"> lean tools</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=DMAIC%20methodology" title=" DMAIC methodology"> DMAIC methodology</a>, <a href="https://publications.waset.org/abstracts/search?q=SIPOC" title=" SIPOC"> SIPOC</a> </p> <a href="https://publications.waset.org/abstracts/10169/application-of-lean-six-sigma-tools-to-minimize-time-and-cost-in-furniture-packaging" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/10169.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">428</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">18558</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">18557</span> Improving Software Technology to Support Release Process in Global Software Development Environment: An Experience Report</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Hualter%20Barbosa">Hualter Barbosa</a>, <a href="https://publications.waset.org/abstracts/search?q=Bruno%20Bonifacio"> Bruno Bonifacio</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The process of globalization and new business has transformed the dynamics of software development. To meet the new demands, the software industry has adapted new methodologies that can shorten development cycles to ensure greater competitiveness. Given this scenario, Global Software Development (GSD) has become a strategic element for new products' success. However, the reliability, opportunity, and perceived value can be influenced substantially with the automation of steps in the development process activities. In this sense, the development of new technologies can help developers and managers to improve the quality of development. This paper presents a report on improving one of the release process activities of Sidia's mobile product area using software technology. The objective is to present the improvement of the CLCATCH tool developed based on experimental studies and qualitative analysis on the points of improvement for the release process in Android update projects for Samsung mobile devices. The results show improvement for the new version and approach of the tool, with points that can facilitate new features of the proposed technology. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Android%20updated" title="Android updated">Android updated</a>, <a href="https://publications.waset.org/abstracts/search?q=empirical%20studies" title=" empirical studies"> empirical studies</a>, <a href="https://publications.waset.org/abstracts/search?q=GSD" title=" GSD"> GSD</a>, <a href="https://publications.waset.org/abstracts/search?q=process%20improvement" title=" process improvement"> process improvement</a> </p> <a href="https://publications.waset.org/abstracts/131183/improving-software-technology-to-support-release-process-in-global-software-development-environment-an-experience-report" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/131183.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">142</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">18556</span> Linearization and Process Standardization of Construction Design Engineering Workflows</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=T.%20R.%20Sreeram">T. R. Sreeram</a>, <a href="https://publications.waset.org/abstracts/search?q=S.%20Natarajan"> S. Natarajan</a>, <a href="https://publications.waset.org/abstracts/search?q=C.%20Jena"> C. Jena</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Civil engineering construction is a network of tasks involving varying degree of complexity and streamlining, and standardization is the only way to establish a systemic approach to design. While there are off the shelf tools such as AutoCAD that play a role in the realization of design, the repeatable process in which these tools are deployed often is ignored. The present paper addresses this challenge through a sustainable design process and effective standardizations at all stages in the design workflow. The same is demonstrated through a case study in the context of construction, and further improvement points are highlighted. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=syste" title="syste">syste</a>, <a href="https://publications.waset.org/abstracts/search?q=lean" title=" lean"> lean</a>, <a href="https://publications.waset.org/abstracts/search?q=value%20stream" title=" value stream"> value stream</a>, <a href="https://publications.waset.org/abstracts/search?q=process%20improvement" title=" process improvement"> process improvement</a> </p> <a href="https://publications.waset.org/abstracts/151051/linearization-and-process-standardization-of-construction-design-engineering-workflows" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/151051.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">18555</span> Improvement of Process Competitiveness Using Intelligent Reference Models</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Julio%20Macedo">Julio Macedo</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Several methodologies are now available to conceive the improvements of a process so that it becomes competitive as for example total quality, process reengineering, six sigma, define measure analysis improvement control method. These improvements are of different nature and can be external to the process represented by an optimization model or a discrete simulation model. In addition, the process stakeholders are several and have different desired performances for the process. Hence, the methodologies above do not have a tool to aid in the conception of the required improvements. In order to fill this void we suggest the use of intelligent reference models. A reference model is a set of qualitative differential equations and an objective function that minimizes the gap between the current and the desired performance indexes of the process. The reference models are intelligent so when they receive the current state of the problematic process and the desired performance indexes they generate the required improvements for the problematic process. The reference models are fuzzy cognitive maps added with an objective function and trained using the improvements implemented by the high performance firms. Experiments done in a set of students show the reference models allow them to conceive more improvements than students that do not use these models. <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=fuzzy%20cognitive%20maps" title=" fuzzy cognitive maps"> fuzzy cognitive maps</a>, <a href="https://publications.waset.org/abstracts/search?q=process%20competitiveness" title=" process competitiveness"> process competitiveness</a>, <a href="https://publications.waset.org/abstracts/search?q=qualitative%20simulation" title=" qualitative simulation"> qualitative simulation</a>, <a href="https://publications.waset.org/abstracts/search?q=system%20dynamics" title=" system dynamics"> system dynamics</a> </p> <a href="https://publications.waset.org/abstracts/158194/improvement-of-process-competitiveness-using-intelligent-reference-models" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/158194.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">87</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">18554</span> Defining Methodology for Multi Model Software Process Improvement Framework</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Aedah%20Abd%20Rahman">Aedah Abd Rahman</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Software organisations may implement single or multiple frameworks in order to remain competitive. There are wide selection of generic Software Process Improvement (SPI) frameworks, best practices and standards implemented with different focuses and goals. Issues and difficulties emerge in the SPI practices from the context of software development and IT Service Management (ITSM). This research looks into the integration of multiple frameworks from the perspective of software development and ITSM. The research question of this study is how to define steps of methodology to solve the multi model software process improvement problem. The objective of this study is to define the research approach and methodologies to produce a more integrated and efficient Multi Model Process Improvement (MMPI) solution. A multi-step methodology is used which contains the case study, framework mapping and Delphi study. The research outcome has proven the usefulness and appropriateness of the proposed framework in SPI and quality practice in Malaysian software industries. This mixed method research approach is used to tackle problems from every angle in the context of software development and services. This methodology is used to facilitate the implementation and management of multi model environment of SPI frameworks in multiple domains. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Delphi%20study" title="Delphi study">Delphi study</a>, <a href="https://publications.waset.org/abstracts/search?q=methodology" title=" methodology"> methodology</a>, <a href="https://publications.waset.org/abstracts/search?q=multi%20model%20software%20process%20improvement" title=" multi model software process improvement"> multi model software process improvement</a>, <a href="https://publications.waset.org/abstracts/search?q=service%20management" title=" service management"> service management</a> </p> <a href="https://publications.waset.org/abstracts/40688/defining-methodology-for-multi-model-software-process-improvement-framework" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/40688.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">260</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">18553</span> Software Quality Promotion and Improvement through Usage of a PSP Oriented Information System </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Gaoussou%20Doukoure%20Abdel%20Kader">Gaoussou Doukoure Abdel Kader</a>, <a href="https://publications.waset.org/abstracts/search?q=Mnkandla%20Ernest"> Mnkandla Ernest</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This research aims to investigate the usage of a personal software process oriented information system in order to facilitate the promotion of software quality and its improvement in organizations. In this light, at the term of a literature review on software quality and related concepts, the personal software process is discussed, more particularly in terms of software quality. Semi-structured interviews will be conducted with a team of software engineers on the first hand to establish a baseline on their understanding of what quality entails for them. The PSP methodology will then be presented to the engineers in its most basic aspects. The research will then proceed to practical case study where a PSP oriented information system is submitted to engineers for usage throughout their development process. Reports from the PSP information system as well as feedback from the engineers will be used in conjunction with the theoretical foundation to establish a PSP inspired framework for software quality promotion and improvement. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=information%20communication%20technology" title="information communication technology">information communication technology</a>, <a href="https://publications.waset.org/abstracts/search?q=personal%20software%20process" title=" personal software process"> personal software process</a>, <a href="https://publications.waset.org/abstracts/search?q=software%20quality" title=" software quality"> software quality</a>, <a href="https://publications.waset.org/abstracts/search?q=process%20quality" title=" process quality"> process quality</a>, <a href="https://publications.waset.org/abstracts/search?q=software%20engineering" title=" software engineering"> software engineering</a> </p> <a href="https://publications.waset.org/abstracts/12761/software-quality-promotion-and-improvement-through-usage-of-a-psp-oriented-information-system" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/12761.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">494</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">18552</span> Analysis of Noodle Production Process at Yan Hu Food Manufacturing: Basis for Production Improvement</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Rhadinia%20Tayag-Relanes">Rhadinia Tayag-Relanes</a>, <a href="https://publications.waset.org/abstracts/search?q=Felina%20C.%20Young"> Felina C. Young</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study was conducted to analyze the noodle production process at Yan Hu Food Manufacturing for the basis of production improvement. The study utilized the PDCA approach and record review in the gathering of data for the calendar year 2019 from August to October data of the noodle products miki, canton, and misua. Causal-comparative research was used in this study; it attempts to establish cause-effect relationships among the variables such as descriptive statistics and correlation, both were used to compute the data gathered. The study found that miki, canton, and misua production has different cycle time sets for each production and has different production outputs in every set of its production process and a different number of wastages. The company has not yet established its allowable rejection rate/ wastage; instead, this paper used a 1% wastage limit. The researcher recommended the following: machines used for each process of the noodle product must be consistently maintained and monitored; an assessment of all the production operators by checking their performance statistically based on the output and the machine performance; a root cause analysis for finding the solution must be conducted; and an improvement on the recording system of the input and output of the production process of noodle product should be established to eliminate the poor recording of data. <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=process" title=" process"> process</a>, <a href="https://publications.waset.org/abstracts/search?q=operations" title=" operations"> operations</a>, <a href="https://publications.waset.org/abstracts/search?q=PDCA" title=" PDCA"> PDCA</a> </p> <a href="https://publications.waset.org/abstracts/182181/analysis-of-noodle-production-process-at-yan-hu-food-manufacturing-basis-for-production-improvement" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/182181.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">72</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">18551</span> New HCI Design Process Education</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Jongwan%20Kim">Jongwan Kim</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Human Computer Interaction (HCI) is a subject covering the study, plan, and design of interactions between humans and computers. The prevalent use of digital mobile devices is increasing the need for education and research on HCI. This work is focused on a new education method geared towards reducing errors while developing application programs that incorporate role-changing brainstorming techniques during HCI design process. The proposed method has been applied to a capstone design course in the last spring semester. Students discovered some examples about UI design improvement and their error discovering and reducing capability was promoted. An UI design improvement, PC voice control for people with disabilities as an assistive technology examplar, will be presented. The improvement of these students' design ability will be helpful to the real field work. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=HCI" title="HCI">HCI</a>, <a href="https://publications.waset.org/abstracts/search?q=design%20process" title=" design process"> design process</a>, <a href="https://publications.waset.org/abstracts/search?q=error%20reducing%20education" title=" error reducing education"> error reducing education</a>, <a href="https://publications.waset.org/abstracts/search?q=role-changing%20brainstorming" title=" role-changing brainstorming"> role-changing brainstorming</a>, <a href="https://publications.waset.org/abstracts/search?q=assistive%20technology" title=" assistive technology"> assistive technology</a> </p> <a href="https://publications.waset.org/abstracts/24919/new-hci-design-process-education" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/24919.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">490</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">18550</span> Various Models of Quality Management Systems</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mehrnoosh%20Askarizadeh">Mehrnoosh Askarizadeh</a> </p> <p class="card-text"><strong>Abstract:</strong></p> People, process and IT are the most important assets of any organization. Optimal utilization of these resources has been the question of research in business for many decades. The business world have responded by inventing various methodologies that can be used for addressing problems of quality improvement, efficiency of processes, continuous improvement, reduction of waste, automation, strategy alignments etc. Some of these methodologies can be commonly called as Business Process Quality Management methodologies (BPQM). In essence, the first references to the process management can be traced back to Frederick Taylor and scientific management. Time and motion study was addressed to improvement of manufacturing process efficiency. The ideas of scientific management were in use for quite a long period until more advanced quality management techniques were developed in Japan and USA. One of the first prominent methods had been Total Quality Management (TQM) which evolved during 1980’s. About the same time, Six Sigma (SS) originated at Motorola as a separate method. SS spread and evolved; and later joined with ideas of Lean manufacturing to form Lean Six Sigma. In 1990’s due to emerging IT technologies, beginning of globalization, and strengthening of competition, companies recognized the need for better process and quality management. Business Process Management (BPM) emerged as a novel methodology that has taken all this into account and helped to align IT technologies with business processes and quality management. In this article we will study various aspects of above mentioned methods and identified their relations. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=e-process" title="e-process">e-process</a>, <a href="https://publications.waset.org/abstracts/search?q=quality" title=" quality"> quality</a>, <a href="https://publications.waset.org/abstracts/search?q=TQM" title=" TQM"> TQM</a>, <a href="https://publications.waset.org/abstracts/search?q=BPM" title=" BPM"> BPM</a>, <a href="https://publications.waset.org/abstracts/search?q=lean" title=" lean"> lean</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=CPI" title=" CPI"> CPI</a>, <a href="https://publications.waset.org/abstracts/search?q=information%20technology" title=" information technology"> information technology</a>, <a href="https://publications.waset.org/abstracts/search?q=management" title=" management"> management</a> </p> <a href="https://publications.waset.org/abstracts/36755/various-models-of-quality-management-systems" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/36755.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">440</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">18549</span> Methodology for Various Sand Cone Testing </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Abel%20S.%20Huaynacho">Abel S. Huaynacho</a>, <a href="https://publications.waset.org/abstracts/search?q=Yoni%20D.%20Huaynacho"> Yoni D. Huaynacho </a> </p> <p class="card-text"><strong>Abstract:</strong></p> The improvement of procedure test ASTM D1556, plays an important role in the developing of testing in field to obtain a higher quality of data QA/QC. The traditional process takes a considerable amount of time for only one test. Even making various testing are tasks repeating and it takes a long time to obtain better results. Moreover, if the adequate tools the help these testing are not properly managed, the improvement in the development for various testing could be stooped. This paper presents an optimized process for various testing ASTM D1556 which uses an initial standard process to another one the uses a simpler and improved management tools. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=cone%20sand%20test" title="cone sand test">cone sand test</a>, <a href="https://publications.waset.org/abstracts/search?q=density%20bulk" title=" density bulk"> density bulk</a>, <a href="https://publications.waset.org/abstracts/search?q=ASTM%20D1556" title=" ASTM D1556"> ASTM D1556</a>, <a href="https://publications.waset.org/abstracts/search?q=QA%2FQC" title=" QA/QC "> QA/QC </a> </p> <a href="https://publications.waset.org/abstracts/129392/methodology-for-various-sand-cone-testing" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/129392.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">136</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">18548</span> Hot Forging Process Simulation of Outer Tie Rod to Reduce Forming Load</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Kyo%20Jin%20An">Kyo Jin An</a>, <a href="https://publications.waset.org/abstracts/search?q=Bukyo%20Seo"> Bukyo Seo</a>, <a href="https://publications.waset.org/abstracts/search?q=Young-Chul%20Park"> Young-Chul Park</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The current trend in car market is increase of parts of automobile and weight in vehicle. It comes from improvement of vehicle performance. Outer tie rod is a part of component of steering system and it is lighter than the others. But, weight lightening is still required for improvement of car mileage. So, we have presented a model of aluminized outer tie rod, but the process of fabrication has to be checked to manufacture the product. Therefore, we have anticipated forming load, die stress and abrasion to use the program of forging interpretation in the part of hot forging process of outer tie rod in this study. Also, we have implemented the experiments design to use the table of orthogonal arrays to reduce the forming load. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=forming%20load" title="forming load">forming load</a>, <a href="https://publications.waset.org/abstracts/search?q=hot%20forging" title=" hot forging"> hot forging</a>, <a href="https://publications.waset.org/abstracts/search?q=orthogonal%20array" title=" orthogonal array"> orthogonal array</a>, <a href="https://publications.waset.org/abstracts/search?q=outer%20tie%20rod%20%28OTR%29" title=" outer tie rod (OTR)"> outer tie rod (OTR)</a>, <a href="https://publications.waset.org/abstracts/search?q=multi%E2%80%93step%20forging" title=" multi–step forging"> multi–step forging</a> </p> <a href="https://publications.waset.org/abstracts/15169/hot-forging-process-simulation-of-outer-tie-rod-to-reduce-forming-load" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/15169.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">433</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">18547</span> Factors of Influence in Software Process Improvement: An ISO/IEC 29110 for Very-Small Entities </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=N.%20Wongsai">N. Wongsai</a>, <a href="https://publications.waset.org/abstracts/search?q=R.%20Wetprasit"> R. Wetprasit</a>, <a href="https://publications.waset.org/abstracts/search?q=V.%20Siddoo"> V. Siddoo</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The recently introduced ISO/IEC 29110 standard Lifecycle profile for Very Small Entities (VSE) has been adopted and practiced in many small and medium software companies, including in Thailand’s software industry. Many Thai companies complete their software process improvement (SPI) initiative program and have been certified. There are, however, a number of participants fail to success. This study was concerned with the factors that influence the accomplishment of the standard implementation in various VSE characteristics. In order to achieve this goal, exploring and extracting critical factors from prior studies were carried out and then the obtained factors were validated by the standard experts. Data analysis of comments and recommendations was performed using a qualitative content analysis method. This paper presents the initial set of influence factors in both positive and negative impact the ISO/IEC 29110 implementation with an aim at helping such SPI practitioners with some considerations to manage appropriate adoption approach in order to achieve its implementation. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=barriers" title="barriers">barriers</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=ISO%2FIEC%2029110" title=" ISO/IEC 29110"> ISO/IEC 29110</a>, <a href="https://publications.waset.org/abstracts/search?q=Software%20Process%20Improvement" title=" Software Process Improvement"> Software Process Improvement</a>, <a href="https://publications.waset.org/abstracts/search?q=SPI" title=" SPI"> SPI</a>, <a href="https://publications.waset.org/abstracts/search?q=Very-Small%20Entity" title=" Very-Small Entity"> Very-Small Entity</a>, <a href="https://publications.waset.org/abstracts/search?q=VSE" title=" VSE"> VSE</a> </p> <a href="https://publications.waset.org/abstracts/33699/factors-of-influence-in-software-process-improvement-an-isoiec-29110-for-very-small-entities" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/33699.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">315</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">18546</span> Reducing Crash Risk at Intersections with Safety Improvements</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Upal%20Barua">Upal Barua</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Crash risk at intersections is a critical safety issue. This paper examines the effectiveness of removing an existing off-set at an intersection by realignment, in reducing crashes. Empirical Bayes method was applied to conduct a before-and-after study to assess the effect of this safety improvement. The Transportation Safety Improvement Program in Austin Transportation Department completed several safety improvement projects at high crash intersections with a view to reducing crashes. One of the common safety improvement techniques applied was the realignment of intersection approaches removing an existing off-set. This paper illustrates how this safety improvement technique is applied at a high crash intersection from inception to completion. This paper also highlights the significant crash reductions achieved from this safety improvement technique applying Empirical Bayes method in a before-and-after study. The result showed that realignment of intersection approaches removing an existing off-set can reduce crashes by 53%. This paper also features the state of the art techniques applied in planning, engineering, designing and construction of this safety improvement, key factors driving the success, and lessons learned in the process. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=crash%20risk" title="crash risk">crash risk</a>, <a href="https://publications.waset.org/abstracts/search?q=intersection" title=" intersection"> intersection</a>, <a href="https://publications.waset.org/abstracts/search?q=off-set" title=" off-set"> off-set</a>, <a href="https://publications.waset.org/abstracts/search?q=safety%20improvement%20technique" title=" safety improvement technique"> safety improvement technique</a>, <a href="https://publications.waset.org/abstracts/search?q=before-and-after%20study" title=" before-and-after study"> before-and-after study</a>, <a href="https://publications.waset.org/abstracts/search?q=empirical%20Bayes%20method" title=" empirical Bayes method"> empirical Bayes method</a> </p> <a href="https://publications.waset.org/abstracts/94343/reducing-crash-risk-at-intersections-with-safety-improvements" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/94343.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">245</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">18545</span> Optimal Maintenance and Improvement Policies in Water Distribution System: Markov Decision Process Approach</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Jong%20Woo%20Kim">Jong Woo Kim</a>, <a href="https://publications.waset.org/abstracts/search?q=Go%20Bong%20Choi"> Go Bong Choi</a>, <a href="https://publications.waset.org/abstracts/search?q=Sang%20Hwan%20Son"> Sang Hwan Son</a>, <a href="https://publications.waset.org/abstracts/search?q=Dae%20Shik%20Kim"> Dae Shik Kim</a>, <a href="https://publications.waset.org/abstracts/search?q=Jung%20Chul%20Suh"> Jung Chul Suh</a>, <a href="https://publications.waset.org/abstracts/search?q=Jong%20Min%20Lee"> Jong Min Lee</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The Markov Decision Process (MDP) based methodology is implemented in order to establish the optimal schedule which minimizes the cost. Formulation of MDP problem is presented using the information about the current state of pipe, improvement cost, failure cost and pipe deterioration model. The objective function and detailed algorithm of dynamic programming (DP) are modified due to the difficulty of implementing the conventional DP approaches. The optimal schedule derived from suggested model is compared to several policies via Monte Carlo simulation. Validity of the solution and improvement in computational time are proved. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Markov%20decision%20processes" title="Markov decision processes">Markov decision processes</a>, <a href="https://publications.waset.org/abstracts/search?q=dynamic%20programming" title=" dynamic programming"> dynamic programming</a>, <a href="https://publications.waset.org/abstracts/search?q=Monte%20Carlo%20simulation" title=" Monte Carlo simulation"> Monte Carlo simulation</a>, <a href="https://publications.waset.org/abstracts/search?q=periodic%20replacement" title=" periodic replacement"> periodic replacement</a>, <a href="https://publications.waset.org/abstracts/search?q=Weibull%20distribution" title=" Weibull distribution"> Weibull distribution</a> </p> <a href="https://publications.waset.org/abstracts/28043/optimal-maintenance-and-improvement-policies-in-water-distribution-system-markov-decision-process-approach" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/28043.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">424</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">18544</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">18543</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">18542</span> The Effect of Oxidation Stability Improvement in Calophyllum Inophyllum Palm Oil Methyl Ester Production</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Natalina">Natalina</a>, <a href="https://publications.waset.org/abstracts/search?q=Hwai%20Chyuan%20Onga"> Hwai Chyuan Onga</a>, <a href="https://publications.waset.org/abstracts/search?q=W.%20T.%20Chonga"> W. T. Chonga </a> </p> <p class="card-text"><strong>Abstract:</strong></p> Oxidation stability of biodiesel is very important in fuel handling especially for remote location of biodiesel application. Variety of feedstocks and biodiesel production process resulted many variation of biodiesel oxidation stability. The current study relates to investigation of the impact of fatty acid composition that caused by natural and production process of calophyllum inophyllum palm oil methyl ester that correlated with improvement of biodiesel oxidation stability. Firstly, biodiesel was produced from crude oil of palm oil, calophyllum inophyllum and mixing of calophyllum inophyllum and palm oil. The production process of calophyllum inophyllum palm oil methyl ester (CIPOME) was divided by including washing process and without washing. Secondly, the oxidation stability was measured from the palm oil methyl ester (POME), calophyllum inophyllum methyl ester (CIME), CIPOME with washing process and CIPOME without washing process. Then, in order to find the differences of fatty acid compositions all of the biodiesels were measured by gas chromatography analysis. It was found that mixing calophyllum inophyllum into palm oil increased the oxidation stability. Washing process influenced the CIPOME fatty acid composition, and reduction of washing process during the production process gave significant oxidation stability number of CIPOME (38 h to 114 h). <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=biodiesel" title="biodiesel">biodiesel</a>, <a href="https://publications.waset.org/abstracts/search?q=oxidation%20stability" title=" oxidation stability"> oxidation stability</a>, <a href="https://publications.waset.org/abstracts/search?q=calophyllum%20inophyllum" title=" calophyllum inophyllum"> calophyllum inophyllum</a>, <a href="https://publications.waset.org/abstracts/search?q=water%20content" title=" water content"> water content</a> </p> <a href="https://publications.waset.org/abstracts/39777/the-effect-of-oxidation-stability-improvement-in-calophyllum-inophyllum-palm-oil-methyl-ester-production" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/39777.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">270</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">18541</span> Modeling and Characterization of the SiC Single Crystal Growth Process</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=T.%20Wejrzanowski">T. Wejrzanowski</a>, <a href="https://publications.waset.org/abstracts/search?q=M.%20Grybczuk"> M. Grybczuk</a>, <a href="https://publications.waset.org/abstracts/search?q=E.%20Tymicki"> E. Tymicki</a>, <a href="https://publications.waset.org/abstracts/search?q=K.%20J.%20Kurzydlowski"> K. J. Kurzydlowski</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In the present study numerical simulations silicon carbide single crystal growth process in Physical Vapor Transport reactor are addressed. Silicon Carbide is a perspective material for many applications in modern electronics. One of the main challenges for wider applications of SiC is high price of high quality mono crystals. Improvement of silicon carbide manufacturing process has a significant influence on the product price. Better understanding of crystal growth allows for optimization of the process, and it can be achieved by numerical simulations. In this work Virtual Reactor software was used to simulate the process. Predicted geometrical properties of the final product and information about phenomena occurring inside process reactor were obtained. The latter is especially valuable because reactor chamber is inaccessible during the process due to high temperature inside the reactor (over 2000˚C). Obtained data was used for improvement of the process and reactor geometry. Resultant crystal quality was also predicted basing on crystallization front shape evolution and threading dislocation paths. Obtained results were confronted with experimental data and the results are in good agreement. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Finite%20Volume%20Method" title="Finite Volume Method">Finite Volume Method</a>, <a href="https://publications.waset.org/abstracts/search?q=semiconductors" title=" semiconductors"> semiconductors</a>, <a href="https://publications.waset.org/abstracts/search?q=Physical%20Vapor%20Transport" title=" Physical Vapor Transport"> Physical Vapor Transport</a>, <a href="https://publications.waset.org/abstracts/search?q=silicon%20carbide" title=" silicon carbide"> silicon carbide</a> </p> <a href="https://publications.waset.org/abstracts/19036/modeling-and-characterization-of-the-sic-single-crystal-growth-process" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/19036.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">531</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">18540</span> The Adoption of Leagility in Healthcare Services</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ana%20L.%20Martins">Ana L. Martins</a>, <a href="https://publications.waset.org/abstracts/search?q=Luis%20Orf%C3%A3o"> Luis Orfão</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Healthcare systems have been subject to various research efforts aiming at process improvement under a lean approach. Another perspective, agility, has also been used, though in a lower scale, in order to analyse the ability of different hospital services to adapt to demand uncertainties. Both perspectives have a common denominator, the improvement of effectiveness and efficiency of the services in a healthcare setting context. Mixing the two approached allows, on one hand, to streamline the processes, and on the other hand the required flexibility to deal with demand uncertainty in terms of both volume and variety. The present research aims to analyse the impacts of the combination of both perspectives in the effectiveness and efficiency of an hospital service. The adopted methodology is based on a case study approach applied to the process of the ambulatory surgery service of Hospital de Lamego. Data was collected from direct observations, formal interviews and informal conversations. The analyzed process was selected according to three criteria: relevance of the process to the hospital, presence of human resources, and presence of waste. The customer of the process was identified as well as his perception of value. The process was mapped using flow chart, on a process modeling perspective, as well as through the use of Value Stream Mapping (VSM) and Process Activity Mapping. The Spaghetti Diagram was also used to assess flow intensity. The use of the lean tools enabled the identification of three main types of waste: movement, resource inefficiencies and process inefficiencies. From the use of the lean tools improvement suggestions were produced. The results point out that leagility cannot be applied to the process, but the application of lean and agility in specific areas of the process would bring benefits in both efficiency and effectiveness, and contribute to value creation if improvements are introduced in hospital’s human resources and facilities management. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=case%20study" title="case study">case study</a>, <a href="https://publications.waset.org/abstracts/search?q=healthcare%20systems" title=" healthcare systems"> healthcare systems</a>, <a href="https://publications.waset.org/abstracts/search?q=leagility" title=" leagility"> leagility</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20management" title=" lean management"> lean management</a> </p> <a href="https://publications.waset.org/abstracts/74833/the-adoption-of-leagility-in-healthcare-services" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/74833.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">200</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">18539</span> The Effect of Improvement Programs in the Mean Time to Repair and in the Mean Time between Failures on Overall Lead Time: A Simulation Using the System Dynamics-Factory Physics Model</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Marcel%20Heimar%20Ribeiro%20Utiyama">Marcel Heimar Ribeiro Utiyama</a>, <a href="https://publications.waset.org/abstracts/search?q=Fernanda%20Caveiro%20Correia"> Fernanda Caveiro Correia</a>, <a href="https://publications.waset.org/abstracts/search?q=Dario%20Henrique%20Alliprandini"> Dario Henrique Alliprandini</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The importance of the correct allocation of improvement programs is of growing interest in recent years. Due to their limited resources, companies must ensure that their financial resources are directed to the correct workstations in order to be the most effective and survive facing the strong competition. However, to our best knowledge, the literature about allocation of improvement programs does not analyze in depth this problem when the flow shop process has two capacity constrained resources. This is a research gap which is deeply studied in this work. The purpose of this work is to identify the best strategy to allocate improvement programs in a flow shop with two capacity constrained resources. Data were collected from a flow shop process with seven workstations in an industrial control and automation company, which process 13.690 units on average per month. The data were used to conduct a simulation with the System Dynamics-Factory Physics model. The main variables considered, due to their importance on lead time reduction, were the mean time between failures and the mean time to repair. The lead time reduction was the output measure of the simulations. Ten different strategies were created: (i) focused time to repair improvement, (ii) focused time between failures improvement, (iii) distributed time to repair improvement, (iv) distributed time between failures improvement, (v) focused time to repair and time between failures improvement, (vi) distributed time to repair and between failures improvement, (vii) hybrid time to repair improvement, (viii) hybrid time between failures improvements, (ix) time to repair improvement strategy towards the two capacity constrained resources, (x) time between failures improvement strategy towards the two capacity constrained resources. The ten strategies tested are variations of the three main strategies for improvement programs named focused, distributed and hybrid. Several comparisons among the effect of the ten strategies in lead time reduction were performed. The results indicated that for the flow shop analyzed, the focused strategies delivered the best results. When it is not possible to perform a large investment on the capacity constrained resources, companies should use hybrid approaches. An important contribution to the academy is the hybrid approach, which proposes a new way to direct the efforts of improvements. In addition, the study in a flow shop with two strong capacity constrained resources (more than 95% of utilization) is an important contribution to the literature. Another important contribution is the problem of allocation with two CCRs and the possibility of having floating capacity constrained resources. The results provided the best improvement strategies considering the different strategies of allocation of improvement programs and different positions of the capacity constrained resources. Finally, it is possible to state that both strategies, hybrid time to repair improvement and hybrid time between failures improvement, delivered best results compared to the respective distributed strategies. The main limitations of this study are mainly regarding the flow shop analyzed. Future work can further investigate different flow shop configurations like a varying number of workstations, different number of products or even different positions of the two capacity constrained resources. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=allocation%20of%20improvement%20programs" title="allocation of improvement programs">allocation of improvement programs</a>, <a href="https://publications.waset.org/abstracts/search?q=capacity%20constrained%20resource" title=" capacity constrained resource"> capacity constrained resource</a>, <a href="https://publications.waset.org/abstracts/search?q=hybrid%20strategy" title=" hybrid strategy"> hybrid strategy</a>, <a href="https://publications.waset.org/abstracts/search?q=lead%20time" title=" lead time"> lead time</a>, <a href="https://publications.waset.org/abstracts/search?q=mean%20time%20to%20repair" title=" mean time to repair"> mean time to repair</a>, <a href="https://publications.waset.org/abstracts/search?q=mean%20time%20between%20failures" title=" mean time between failures"> mean time between failures</a> </p> <a href="https://publications.waset.org/abstracts/124241/the-effect-of-improvement-programs-in-the-mean-time-to-repair-and-in-the-mean-time-between-failures-on-overall-lead-time-a-simulation-using-the-system-dynamics-factory-physics-model" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/124241.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">124</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">18538</span> The Implementation of the Lean Six Sigma Production Process in a Telecommunications Company in Brazil</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Carlos%20Fontanillas">Carlos Fontanillas</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The implementation of the lean six sigma methodology aims to implement practices to systematically improve processes by eliminating defects, making them cheaper. The implementation of projects with the methodology uses a division into five phases: definition, measurement, analysis, implementation, and control. In this process, it is understood that the implementation of said methodology generates benefits to organizations that adhere through the improvement of their processes. In the case of a telecommunications company, it was realized that the implementation of a lean six sigma project contributed to the improvement of the presented process, generating a financial return with the avoided cost. However, such study has limitations such as a specific segment of performance and procedure, i.e., it can not be defined that return under other circumstances will be the same. It is also concluded that lean six sigma projects tend to contribute to improved processes evaluated due to their methodology that is based on statistical analysis and quality management tools and can generate a financial return. It is hoped that the present study can be used to provide a clearer view of the methodology for entrepreneurs who wish to implement process improvement actions in their companies, as well as to provide a foundation for professionals working with lean six sigma projects. After the review of the processes, the completion of the project stages and the monitoring for three months in partnership with the owner of the process to ensure the effectiveness of the actions, the project was completed with the objective reached. There was an average of 60% reduction with the issuance of undue invoices generated after the deactivation and it was possible to extend the project to other companies, which allowed a reduction well above the initially stipulated target. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=quality" title="quality">quality</a>, <a href="https://publications.waset.org/abstracts/search?q=process" title=" process"> process</a>, <a href="https://publications.waset.org/abstracts/search?q=lean%20six%20sigma" title=" lean six sigma"> lean six sigma</a>, <a href="https://publications.waset.org/abstracts/search?q=organization" title=" organization"> organization</a> </p> <a href="https://publications.waset.org/abstracts/108150/the-implementation-of-the-lean-six-sigma-production-process-in-a-telecommunications-company-in-brazil" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/108150.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">129</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">18537</span> Quality Improvement of the Sand Moulding Process in Foundries Using Six Sigma Technique</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Cindy%20Sithole">Cindy Sithole</a>, <a href="https://publications.waset.org/abstracts/search?q=Didier%20Nyembwe"> Didier Nyembwe</a>, <a href="https://publications.waset.org/abstracts/search?q=Peter%20Olubambi"> Peter Olubambi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The sand casting process involves pattern making, mould making, metal pouring and shake out. Every step in the sand moulding process is very critical for production of good quality castings. However, waste generated during the sand moulding operation and lack of quality are matters that influences performance inefficiencies and lack of competitiveness in South African foundries. Defects produced from the sand moulding process are only visible in the final product (casting) which results in increased number of scrap, reduced sales and increases cost in the foundry. The purpose of this Research is to propose six sigma technique (DMAIC, Define, Measure, Analyze, Improve and Control) intervention in sand moulding foundries and to reduce variation caused by deficiencies in the sand moulding process in South African foundries. Its objective is to create sustainability and enhance productivity in the South African foundry industry. Six sigma is a data driven method to process improvement that aims to eliminate variation in business processes using statistical control methods .Six sigma focuses on business performance improvement through quality initiative using the seven basic tools of quality by Ishikawa. The objectives of six sigma are to eliminate features that affects productivity, profit and meeting customers’ demands. Six sigma has become one of the most important tools/techniques for attaining competitive advantage. Competitive advantage for sand casting foundries in South Africa means improved plant maintenance processes, improved product quality and proper utilization of resources especially scarce resources. Defects such as sand inclusion, Flashes and sand burn on were some of the defects that were identified as resulting from the sand moulding process inefficiencies using six sigma technique. The courses were we found to be wrong design of the mould due to the pattern used and poor ramming of the moulding sand in a foundry. Six sigma tools such as the voice of customer, the Fishbone, the voice of the process and process mapping were used to define the problem in the foundry and to outline the critical to quality elements. The SIPOC (Supplier Input Process Output Customer) Diagram was also employed to ensure that the material and process parameters were achieved to ensure quality improvement in a foundry. The process capability of the sand moulding process was measured to understand the current performance to enable improvement. The Expected results of this research are; reduced sand moulding process variation, increased productivity and competitive advantage. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=defects" title="defects">defects</a>, <a href="https://publications.waset.org/abstracts/search?q=foundries" title=" foundries"> foundries</a>, <a href="https://publications.waset.org/abstracts/search?q=quality%20improvement" title=" quality improvement"> quality improvement</a>, <a href="https://publications.waset.org/abstracts/search?q=sand%20moulding" title=" sand moulding"> sand moulding</a>, <a href="https://publications.waset.org/abstracts/search?q=six%20sigma%20%28DMAIC%29" title=" six sigma (DMAIC)"> six sigma (DMAIC)</a> </p> <a href="https://publications.waset.org/abstracts/84326/quality-improvement-of-the-sand-moulding-process-in-foundries-using-six-sigma-technique" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/84326.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">195</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">18536</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">18535</span> Defect Management Life Cycle Process for Software Quality Improvement</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Aedah%20Abd%20Rahman">Aedah Abd Rahman</a>, <a href="https://publications.waset.org/abstracts/search?q=Nurdatillah%20Hasim"> Nurdatillah Hasim</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Software quality issues require special attention especially in view of the demands of quality software product to meet customer satisfaction. Software development projects in most organisations need proper defect management process in order to produce high quality software product and reduce the number of defects. The research question of this study is how to produce high quality software and reducing the number of defects. Therefore, the objective of this paper is to provide a framework for managing software defects by following defined life cycle processes. The methodology starts by reviewing defects, defect models, best practices and standards. A framework for defect management life cycle is proposed. The major contribution of this study is to define a defect management road map in software development. The adoption of an effective defect management process helps to achieve the ultimate goal of producing high quality software products and contributes towards continuous software process improvement. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=defects" title="defects">defects</a>, <a href="https://publications.waset.org/abstracts/search?q=defect%20management" title=" defect management"> defect management</a>, <a href="https://publications.waset.org/abstracts/search?q=life%20cycle%20process" title=" life cycle process"> life cycle process</a>, <a href="https://publications.waset.org/abstracts/search?q=software%20quality" title=" software quality"> software quality</a> </p> <a href="https://publications.waset.org/abstracts/40687/defect-management-life-cycle-process-for-software-quality-improvement" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/40687.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">306</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">18534</span> Simulation Modeling and Analysis of In-Plant Logistics at a Cement Manufacturing Plant in India </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Sachin%20Kamble">Sachin Kamble</a>, <a href="https://publications.waset.org/abstracts/search?q=Shradha%20Gawankar"> Shradha Gawankar</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper presents the findings of successful implementation of Business Process Reengineering (BPR) of cement dispatch activities in a cement manufacturing plant located in India. Simulation model was developed for the purpose of identifying and analyzing the areas for improvement. The company was facing a problem of low throughput rate and subsequent forced stoppages of the plant leading to a high production loss of 15000MT per month. It was found from the study that the present systems and procedures related to the in-plant logistics plant required significant changes. The major recommendations included process improvement at the entry gate, reducing the cycle time at the security gate and installation of an additional weigh bridge. This paper demonstrates how BPR can be implemented for improving the in-plant logistics process. Various recommendations helped the plant to increase its throughput by 14%. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=in-plant%20logistics" title="in-plant logistics">in-plant logistics</a>, <a href="https://publications.waset.org/abstracts/search?q=cement%20logistics" title=" cement logistics"> cement logistics</a>, <a href="https://publications.waset.org/abstracts/search?q=simulation%20modelling" title=" simulation modelling"> simulation modelling</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20process%20re-engineering" title=" business process re-engineering"> business process re-engineering</a>, <a href="https://publications.waset.org/abstracts/search?q=supply%20chain%20management" title=" supply chain management"> supply chain management</a> </p> <a href="https://publications.waset.org/abstracts/45289/simulation-modeling-and-analysis-of-in-plant-logistics-at-a-cement-manufacturing-plant-in-india" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/45289.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">18533</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">18532</span> Proposing an Improved Managerial-Based Business Process Framework</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Alireza%20Nikravanshallmani">Alireza Nikravanshallmani</a>, <a href="https://publications.waset.org/abstracts/search?q=Jamshid%20Dehmeshki"> Jamshid Dehmeshki</a>, <a href="https://publications.waset.org/abstracts/search?q=Mojtaba%20Ahmadi"> Mojtaba Ahmadi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Modeling of business processes, based on BPMN (Business Process Modeling Notation), helps analysts and managers to understand business processes, and, identify their shortages. These models provide a context to make rational decision of organizing business processes activities in an understandable manner. The purpose of this paper is to provide a framework for better understanding of business processes and their problems by reducing the cognitive load of displayed information for their audience at different managerial levels while keeping the essential information which are needed by them. For this reason, we integrate business process diagrams across the different managerial levels to develop a framework to improve the performance of business process management (BPM) projects. The proposed framework is entitled ‘Business process improvement framework based on managerial levels (BPIML)’. This framework, determine a certain type of business process diagrams (BPD) based on BPMN with respect to the objectives and tasks of the various managerial levels of organizations and their roles in BPM projects. This framework will make us able to provide the necessary support for making decisions about business processes. The framework is evaluated with a case study in a real business process improvement project, to demonstrate its superiority over the conventional method. A questionnaire consisted of 10 questions using Likert scale was designed and given to the participants (managers of Bank Refah Kargaran three managerial levels). By examining the results of the questionnaire, it can be said that the proposed framework provide support for correct and timely decisions by increasing the clarity and transparency of the business processes which led to success in BPM projects. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20process%20management%20%28BPM%29" title="business process management (BPM)">business process management (BPM)</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20process%20modeling" title=" business process modeling"> business process modeling</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20process%20reengineering%20%28BPR%29" title=" business process reengineering (BPR)"> business process reengineering (BPR)</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20process%20optimizing" title=" business process optimizing"> business process optimizing</a>, <a href="https://publications.waset.org/abstracts/search?q=BPMN" title=" BPMN"> BPMN</a> </p> <a href="https://publications.waset.org/abstracts/34193/proposing-an-improved-managerial-based-business-process-framework" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/34193.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">452</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">18531</span> Ranking Effective Factors on Strategic Planning to Achieve Organization Objectives in Fuzzy Multivariate Decision-Making Technique</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Elahe%20Memari">Elahe Memari</a>, <a href="https://publications.waset.org/abstracts/search?q=Ahmad%20Aslizadeh"> Ahmad Aslizadeh</a>, <a href="https://publications.waset.org/abstracts/search?q=Ahmad%20Memari"> Ahmad Memari</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Today strategic planning is counted as the most important duties of senior directors in each organization. Strategic planning allows the organizations to implement compiled strategies and reach higher competitive benefits than their competitors. The present research work tries to prepare and rank the strategies form effective factors on strategic planning in fulfillment of the State Road Management and Transportation Organization in order to indicate the role of organizational factors in efficiency of the process to organization managers. Connection between six main factors in fulfillment of State Road Management and Transportation Organization were studied here, including Improvement of Strategic Thinking in senior managers, improvement of the organization business process, rationalization of resources allocation in different parts of the organization, coordination and conformity of strategic plan with organization needs, adjustment of organization activities with environmental changes, reinforcement of organizational culture. All said factors approved by implemented tests and then ranked using fuzzy multivariate decision-making technique. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Fuzzy%20TOPSIS" title="Fuzzy TOPSIS">Fuzzy TOPSIS</a>, <a href="https://publications.waset.org/abstracts/search?q=improvement%20of%20organization%20business%20process" title=" improvement of organization business process"> improvement of organization business process</a>, <a href="https://publications.waset.org/abstracts/search?q=multivariate%20decision-making" title=" multivariate decision-making"> multivariate decision-making</a>, <a href="https://publications.waset.org/abstracts/search?q=strategic%20planning" title=" strategic planning"> strategic planning</a> </p> <a href="https://publications.waset.org/abstracts/55021/ranking-effective-factors-on-strategic-planning-to-achieve-organization-objectives-in-fuzzy-multivariate-decision-making-technique" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/55021.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">423</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=process%20improvement&page=2">2</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=process%20improvement&page=3">3</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=process%20improvement&page=4">4</a></li> <li class="page-item"><a class="page-link" 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