scholarly journals Strong Inference: The Continuous Improvement Of Engineering Management

2020 ◽  
Author(s):  
Mario G. Beruvides
Keyword(s):  
Continuous Improvement ◽  
Engineering Management ◽  
Strong Inference

Teamwork and Continuous Improvement Measures

2003 ◽  
Author(s):  
Jacqueline A-M. Coyle-Shapiro ◽  
Paula C. Morrow
Keyword(s):  
Continuous Improvement ◽  
Improvement Measures

Continuous Improvement Measure

2000 ◽  
Author(s):  
Christopher Robert ◽  
Tahira M. Probst ◽  
Joseph J. Martocchio ◽  
Fritz Drasgow ◽  
John J. Lawler
Keyword(s):  
Continuous Improvement ◽  
Improvement Measure

PENGARUH PERBAIKAN BERKESINAMBUNGAN TERHADAP KINERJA KARYAWAN (STUDI KASUS DI PT.RENTANG BUANA NIAGAMAKMUR TASIKMALAYA)

2019 ◽  
Vol 3 (1) ◽  
pp. 31-41
Author(s):  
Sri Sudiarti
Keyword(s):  
Data Analysis ◽  
Continuous Improvement ◽  
Research Method ◽  
Employee Performance ◽  
Sampling Technique ◽  
Positive Influence ◽  
Performance Criteria ◽  
Coefficient Of Determination ◽  
Analysis Techniques ◽  
Simple Regression

The objectives of this research are to know and to analyze about the effect of Continuous Improvement on the performance of employees at PT. Rentang Buana Niagamakmur (PT.RBN) Tasikmalaya. Research method which applied in this research is survey research method, while data collecting technique is done by through questionaire. Sampling technique applies sample is accidental sampling technique and the size sample is 55 respondents. Data analysis techniques used in the study is simple regression technique, analysis of the coefficient of determination  and t test. The results showed that the Continuous Improvement  including both criteria, including employee performance criteria, as well as Continuous Improvement  has a positive influence on employee performance of 76,4% in PT . Rentang Buana Niagamakmur (PT.RBN) Tasikmalaya.

Track 6.c Introduction: Entrepreneurship in Design Education

2019 ◽  
Vol 2 (1) ◽  
Author(s):  
Bryan Howell ◽  
Curt Anderson ◽  
Nile Hatch ◽  
Chia-Chi TENG; ◽  
Neal Bangerter ◽  
...  
Keyword(s):  
Design Education ◽  
Management Strategy ◽  
Business Models ◽  
Scaling Up ◽  
Engineering Management ◽  
Significant Rise ◽  
Limited Resources ◽  
Multidisciplinary Teams ◽  
Interdisciplinary Relationships ◽  
Human Centred Design

Over that last few decades there has been a significant rise in interest for design-led entrepreneurship and innovation. This has brought about the need to expand on the principles and methods of human-centred design by incorporating knowledge from multiple disciplines, such as management, business, and entrepreneurship studies. This expansion aids designers, engineers, and marketing practitioners who strive to create innovative, meaningful and relevant services, business models and experiences. More often than not, ventures operate under very limited resources, and practitioners are often required to fulfil several roles. The concept of ‘multidisciplinary teams’ widely spread in this sphere often bears little resonance in these contexts. Designers possess valuable competencies that can have a significant impact on the venture, especially driving user and context-centred strategy and processes for the introduction, legitimization and scaling-up stages. However, engaging with these areas of practice requires skills and capacities that overlap traditional disciplinary roles. In doing so, the boundaries between design and engineering, branding and communications, cultural and behavioural insight, marketing and management strategy are blurred. As educators in design innovation, how do we explore, define and balance interdisciplinary relationships between design, engineering, management, business and entrepreneurship theories, methods, language and models of education? The purpose of the entrepreneurship in design education track is to discuss methods, models, case studies, research, insights and unexpected knowledge in benefits and limitations of design entrepreneurship education. In particular, the three papers presented in this track demonstrate different approaches to entrepreneurship and design education.

ANALIZA LINIOWOŚCI MODELU DOJRZAŁOŚCI CONTINUOUS IMPROVEMENT W PRZEDSIĘBIORSTWIE PRODUKCYJNYM

2017 ◽  
pp. 40-47
Author(s):  
Aneta Kucińska-Landwójtowicz
Keyword(s):  
Continuous Improvement

Continuous Improvement (CI) jest dobrze znaną koncepcją w literaturze i praktyce zarządzania, i jest uważana za niezbędną w dzisiejszym środowisku biznesowym. Artykuł zawiera omówienie wyników badania przeprowadzonego z zastosowaniem modelu dojrzałości Continuous Improvement w aspekcie oceny liniowości procesu wdrażania kluczowych zachowań CI. W badaniach zastosowano pięciostopniowy model dojrzałości CI, w celu weryfikacji jego przydatności w ocenie poziomu realizacji kluczowych zachowań tej koncepcji w przedsiębiorstwie produkcyjnym, jak i w celu zbadania charakteru przebiegu tego procesu. W pierwszej części artykułu zaprezentowano wnioski wynikające z analizy literatury dotyczącej modelu dojrzałości, a następnie przedstawiono wyniki badań empirycznych zrealizowanych w dużym przedsiębiorstwie produkcyjnym. Na tej podstawie przeprowadzono dyskusję dotyczącą odpowiedzi na postawione pytania badawcze. Potwierdzono przydatność modelu w ocenie poziomu dojrzałości, jak i zwrócono uwagę na nieliniowy charakter procesu rozwoju kluczowych zachowań CI wdrażanych w przedsiębiorstwie. Podczas gdy model sugeruje, że rozwój dojrzałości CI powinien być procesem liniowym, wyniki badania wskazują, że istnieją realne alternatywy dla przedsiębiorstw, aby rozwijać zdolność do ciągłego doskonalenia.

Engaging Employees in the Innovation Process

2019 ◽  
Vol 10 (1) ◽  
pp. 17-23
Author(s):  
Bruce D. Fischer ◽  
◽  
Holly B. Bachman ◽  
Keyword(s):  
Continuous Improvement ◽  
Business Process ◽  
Business Process Reengineering ◽  
Idea Generation ◽  
Innovation Process ◽  
Participation Rate ◽  
Process Reengineering ◽  
Quality Circles ◽  
And Training

There is a lack of broad participation in most idea generating programs in American organizations. In this paper, we consider ways to increase the participation rate in generating ideas across organizations. These approaches include measuring innovation rates and reporting them, encouraging continuous improvement in idea generation, raising participation in programs such as Business Process Reengineering and Quality Circles, and training in creativity that includes team efforts at ideation. We also consider the importance of encouragement in helping employees to take the risks necessary to generate ideas.

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