Tag Archives: continuous improvement

A Case Study on Shell Global Solutions: Braskem SA

A naphtha cracker, the largest in Brazil, forms the heart of the industrial complex in Camaçari, Bahia State, north-eastern Brazil. It supplies feedstocks and utilities to Braskem’s downstream polyethylene, polypropylene and polyvinyl chloride plants as well as to other large international companies on the same industrial complex.

Continuous improvement: A strong culture of continuous improvement exists at Braskem. To compete in the international market with its products and to set an example for the region, the company strives to operate its plants, including the naphtha cracker, very cost-effectively and efficiently. An external auditor supported Braskem in identifying opportunities for performance improvement of its plants, including the cracker. As a result of this work, Braskem developed the Braskem+ project to enhance the reliability, productivity and operational effectiveness of the unit. Click here to read more…

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A Case Study on Lean Manufacturing Strategies

Over the past several years U.S. EPA’s Office of Reinvention has been involved in a number of “regulatory responsiveness” initiatives. These include the Common Sense Initiative, Project XL, and Pollution Prevention in Permitting Program (P4). In working with a variety of businesses in the context of these initiatives, certain project participants noted that corporate manufacturing strategies and initiatives often produced substantial resource productivity enhancements.

At the same time, the responsiveness and continuous improvement aspects of these strategies were driving on-going modifications to operating equipment and operating parameters that could be subject to new environmental permitting and/or modifications to existing permits. This meant that desired changes could be subject to regulatory bottlenecks (in terms of time, uncertainty, and administrative costs) that could constrain responsiveness, continuous improvement, and, ultimately resource productivity gains. Click here to read more…

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A Case Study in Organizational Practices : Agile

Currently, software development organizations are increasingly interested in adopting agile processes and practices. The organizations, however, need procedures and methods for supporting a systematic selection and deployment of new agile practices and for tailoring them to suit the organizational context. In this paper, an agile deployment framework is proposed. It is compatible with the ideology of continuous improvement of organizational practices (QIP), while it also integrates it with the opportunities provided by short iterations of agile process model. Click here to read more…

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Case Study on Six Sigma at Wipro Technologies

Wipro Technologies is a global services provider delivering technology-driven business solutions that meet the strategic objectives of clients. Wipro has 40+ ‘Centers of Excellence’ that create solutions around specific needs of industries. Wipro delivers unmatched business value to customers through a combination of process excellence, quality frameworks and service delivery innovation. Wipro is the World’s first CMMi Level 5 certified software services company and the first outside USA to receive the IEEE Software Process Award.

Wipro has one of the most mature Six Sigma programs in the industry ensuring that 91% of the projects are completed on schedule, much above the industry average of 55%. Six Sigma provides the tools for continuous improvement on existing processes thereby helping sustain the SEI-CMM Level 5 and CMMi certifications.This case focuses on the initiatives taken by Wipro Technologies to implement the Six Sigma Quality tool to achieve sustained strategic business results. It explores the implementation procedure at Wipro Technologies and the benefits reaped by the ompany on account of adopting Six Sigma. Click here to read more…

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A Study report on Quality Assurance in Child Welfare

A Study report for Quality Assurance in Child Welfare

Introduction: Traditionally, quality assurance systems in child welfare agencies have focused on auditing case records to monitor and report on the extent of compliance with state and federal requirements. This focus paralleled federal approaches to monitoring state child welfare programs that often were directed towards assessing compliance with procedural requirements. Given the historic auditing focus in the child welfare field, small quality assurance staffs on the margins of agencies usually carried out the monitoring function, and their reports often had minimal impact on the services delivered by the agency.

Today, many child welfare agencies are developing systems that move beyond compliance monitoring. These systems attempt to gather and assess a range of information on quality, and they work to implement needed improvements on an ongoing basis. As a way of differentiating these efforts from traditional compliance monitoring, the new approaches often are called continuous quality improvement systems. Moreover, recent federal initiatives, such as the new Child and Family Service Reviews, also support and encourage the move towards continuous quality improvement processes. Keep reading…

Introduce a model for CI quotient measurement A case study in TCE

In the new version of globalization, a competitive firm needs to incorporate new approaches in managing their intelligence processes. In a wide word, globalization results from advances in information and communication technology (ICT), rapidly changes in Econopolitical climates, and eliminates the trade barriers.

This represents a perspective to new international opportunities for business. In response to new and changing pressures in the competitive environment, firms must aggressively identify a set of opportunities and then institute a program to achieve continuous improvement, creativity and innovation to enhance their competitive position. Click here to read more…

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A Case Study of a Japanese Automobile Plant

Japanese Automobile Plant

Abstract: Modern Japanese management practices were investigated by a hidden participant/observation work experience over a six month period. Direct observation documents the nature of each component in management’s system of controlling workers at the point of production. Observations were organized to analyze the effects of Japanese management on U.S. workers and to assess the hypothesis that Japanese management practices result in resistance among those workers.

Seven components of control were identified in this management scheme. These components fell into two categories: social or technical attempts at control. Social aspects included a pre-employment selection process, an orientation and training program for new employees, organization of work around a team concept, a company philosophy of kaizen (continuous improvement), and attempts at manipulating shop floor culture through a corporate culture of egalitarianism..

Case Study for Environmental Strategic Plan and Management Systems

MDSHA has undertaken strategic environmental planning, as an outgrowth of the Administration’s stewardship commitments and overall strategic planning efforts. MDSHA has been engaging in a structured Continuous Quality Improvement (CQI) program since 1988.

Between 1988 and 2002, MDSHA developed and implemented environmental policies and procedures, environmental quality assurance procedures, environmental training and expanded environmental staffing. MDSHA is now developing an agency-wide environmental stewardship strategic lan, examining and prioritizing environmental aspects of MDSHA activities, and establishing, goals, plans, timelines, and responsibilities..
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Case Study on World Wide Engineering

Objective: The overall objective was to create an efficient work environment and instil continuous improvement throughout. The project began with the team documenting process wastes and the creation of a value stream map covering a holistic view of warehouse operations.

Preparing for ‘Lean’: The team created visual maps of the process steps and charted out the flow of activities. Spaghetti charts were produced highlighting the movement of materials and personnel and this allowed the team to measure the actual activity..
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