bluuebunny/crossref_metadata_2025_split huggingface dataset:
Microwave integrated optics LiNbO3 coherence modulator for high‐speed optical communications
Authors: Gutiérrez‐Martinez Celso , And Henri Porte , Goedgebuer Jean‐Pierre 
Published: July 2007

AbstractRealization and characterization of LiNbO3 microwave integrated optics coherence modulators is presented here. Optical path differences longer than 1 mm, low control voltages, and microwave operating frequencies have been achieved. The devices were tested in a coherence‐modulated experimental setup to determine their high‐speed transmission performances. These devices can be used in high‐capacity coherence multiplexed optical transmissions. © 1995 John Wiley & Sons, Inc.
Finite‐difference solution of scattering by a rectangular cylinder (TM) using exact mesh termination
Authors: Djordjevic A. R. , Sarkar T. K. , Roy T. , Salazar M. 
Published: July 2007

AbstractFinite Difference Techniques for solution of “steady state” frequency domain Helmboltz equation is quite simple and straightforward. However, for open regions, the finite difference mesh needs to be terminated so that the proper boundary conditions are imposed for the solution. A hybrid method is described in this paper which guarantees that the boundary conditions generated for the termination of the open region mesh is exact. The conditions are generated from the Green's functions. The technique is applied to the solution of electromagnetic scattering by conducting cylinders (TM case). © 1995 John Wiley & Sons, Inc.
A novel tiny microstrip ring antenna element
Authors: Kara Mehmet 
Published: July 2007

AbstractThe design, fabrication, testing, and analysis of a novel tiny microstrip ring antenna is described. A novel analytical technique is developed for the dimensions and operational properties of this antenna. Measured performance data of the ring antenna are presented and compared with calculated results. Very good agreement between theory and experiment was achieved. © 1995 John Wiley & Sons, Inc.
On some thermal properties of microstrip antennas
Authors: Zürcher J.‐F. 
Published: July 2007

AbstractThe resonant frequency, reflection coefficient, and axial ratio of three circularly polarized narrow‐band microstrip antennas realized on various substrates are studied as a function of temperature. It is shown that the choice of the proper substrate material is crucial to provide proper operation of an antenna, even in a limited temperature range. © 1995 John Wiley & Sons, Inc.
Solid‐state parallel gray‐scale morphological processor
Authors: Xiong Wei , Liu Liren 
Published: July 2007

AbstractBased on the concept of area coding, a 2D gray‐scale morphological processor module is developed by the integration of an optical connector and a PROM device. It is shown that the technique is compact in construction, simple to fabricate, and insensitive to environment. © 1995 John Wiley & Sons, Inc.
Geometry effects on the dispersion in chiral coaxial lines
Authors: Hinz Olaf , Jacob Arne F. 
Published: July 2007

AbstractIn comparison to some other chirowaveguides the geometry of the chiral coaxial line offers an additional degree of freedom, namely, the ratio of inner to outer conductor radius. The influence of this parameter on the dispersion characteristics, in particular also of the dominant mode, is investigated in this report. © 1995 John Wiley & Sons, Inc.
Multilayer analysis of arrow structures
Authors: Bartolomé E. , Moreno M. , Muñoz J. , Domínguez C. 
Published: July 2007

AbstractThe use of a novel multilayer analysis formulation enables a very easy analysis of multilayer structures and of ARROW structures as a particular case of study. Characteristics of the ARROW‐B structures, such as the effective index evolution and radiation loss, are presented. © 1995 John Wiley & Sons, Inc.
Competing with crayolas®: Manufacturing as a competitive weapon at Binney & Smith
Authors: Roberts Joseph M. , Tretter Daniel W. 
Published: July 2007

AbstractIn today's competitive climate, even the most successful firms have to look for new and better ways to meet their goals. At Binney & Smith, the journey to improvement began with some careful self‐assessment and it continues with a clear business objective‐profitable revenue growth through continuous improvement by involvement of all employees.
Team members identify key ingredients for team‐building success
Authors: Logan Linda R. 
Published: July 2007

AbstractIn their effort to improve product and service quality and overall performance, many organizations have turned to the concept of team building to foster cooperation among their ranks. All too often, however, they ignore the basic requirements of efficient teamwork and are left with unfinished projects and disenchanted employees. This article details the eight key ingredients needed to ensure a winning team —as identified by successful team members.
Improving company performance through customer‐satisfaction measurement and management
Authors: Flanagan Theresa A. , Fredericks Joan O. 
Published: July 2007

AbstractMarket penetration, sales performance, customer retention, and future market prospects are linked to four fundamental issues: Who are your customers and what do they really need and want? Which product/service attributes are expected and which are perceived as value‐added? In comparison with the competition, bow well is your organization catering to customer requirements? And where should you focus your improvement efforts? Speculation abounds, but reliable answers can be derived from customer‐satisfaction research, which quantifies the tangible and intangible factors that influence a purchasing decision. Using the hotel and other industries as a practical frame of reference, this article examines the mechanics of customer‐satisfaction measurement and management within the broader context of quality improvement.
Productivity or efficiency— Measuring what we really want
Authors: Koss Ellee , Lewis David A. 
Published: July 2007

AbstractMost productivity measures are geared toward easy quantification, tending to evaluate the efficiency of an individual, group, organization, or country. But to help ensure productivity and quality, organizations need a new definition of productivity that takes into account a multitude of factors beyond inputs and outputs. These factors and their relative importance must be solicited from management. This article details a new, improved definition of productivity and explains bow organizations can apply it to their own situations.
Integrating TQM with statistical and other quantitative techniques
Authors: Heinrich George 
Published: July 2007

AbstractTotal quality management (TQM) involves the integration of both qualitative and quantitative techniques. Emphasis has been primarily on the qualitative aspects. But companies will not realize the full benefits of TQM until quantitative techniques are integrated into their operations. TQM implementation needs to be adapted to the particular implementing organization. A generic approach is to stress the qualitative aspects initially and form quality‐improvement teams using relatively simple statistical tools. As the teams mature and operations improve, the teams will have to progress to more sophisticated statistical tools to continue the necessary improvement. A reasonable intermediate goal for teams would be to use design of experiment techniques; more sophisticated tools are in development and will be required in the future.
State quality initiatives: Mini‐baldrige to baldrige plus
Authors: Bobrowski Paul M. , Bantham John H. 
Published: July 2007

AbstractThe Malcolm Baldrige National Quality Award has successfully raised the quality consciousness of U.S. business leaders. However, there is still ample room to increase quality improvement participation among the groups targeted by the Baldrige Award, as well as to stimulate groups that do‐not fit within the private manufacturing and sendee sectors. State quality award programs are proving successful in further increasing the level of quality awareness. This article compares and contrasts five of these programs and highlights how they have improved on the Baldrige model.
TQM's role in corporate success: Analyzing the evidence
Authors: Eskildson Loyd 
Published: July 2007

AbstractAs many managers have discovered, total quality management (TQM) efforts often end with disappointing results. By comparing typical TQM programs with the general pattern in over 150 successful oqanizational turnarounds, this article explains why TQM is not a cure‐all and why typical TQM implementation strategies have limited impact, and it offers a more appropriate perspective within which to consider the use of TQM.
ISO 9000 documentation: A TQM journey in the making
Authors: Parisher James W. 
Published: July 2007

AbstractMany gains can be obtained in subscribing to the ISO 9000 standard. However, most of them are the result of the journey toward total quality management—the first step of which is ISO 9000 registration—rather than ownership of the ISO 9000 document. This article offers a structured, sensible approach to documenting for ISO 9000 registration. Like the standard itself, it concentrates on the process rather than the result.
How the learning organization manages change
Authors: Recardo Ronald , Molloy Kathleen , Pellegrino James 
Published: July 2007

AbstractWhether they realize it or not, most organizations today are in an old‐fashioned footrace. If they look to either side of them, their closest competitors are typically implementing the same strategies and operational initiatives. The organization that will win the race will be able to do three things better than its competitors: (1) quickly recognize changes in the demands that the market imposes on it; (2) be flexible enough to respond and even shape those marketplace changes; and (3) understand its own capabilities relative to marketplace demands. To accomplish those goals, it must become a learning organization. This article explains how.
Putting the engine into reengineering
Authors: Mandrish Elaine M. , Schaffer Robert H. 
Published: July 2007

AbstractOrganizations riddled by inefficient and wasteful processes need help in improving their situation. In the recent past, that help has come in the form of reengineering programs. But as this article shows, reengineering is not always the answer—and can even exacerbate underlying problems. There are, however, other ways to improve organizational processes and ensure long‐term success. The key lies in results‐driven process redesign.
Using adaptive engineering to implement breakthrough strategies
Authors: Stein Martin M. 
Published: July 2007

AbstractMuch has been written about reengineering. But is such a drastic approach always necessary? Perhaps not. By using adaptive engineering to delve into performance failures, as well as potential remedies, managers can learn a great deal about customer expectations and their organization's critical success factors. This will enable them to determine why a particular process is not working and develop a workable alternative that may allow them to refine rather than do away with existing procedures—and the resources already spent on them. By learning more about the problems they face and their possible solutions, organizations can get on the right track to continuous improvement.
Measuring productivity on a value basis
Authors: Sunderland Frank O. , Kane Michael E. 
Published: July 2007

AbstractTraditional productivity measures mislead decision makers. Measures such as sales per employee, parts produced, tons poured, utilization rates, and direct‐labor variances, can do significant harm because they cause managers to focus on cutting costs at the expense of creating value. In today's competitive environment, these entrenched traditional measures directly prevent the adoption of needed changes. They trap businesses in stagnant productivity situations and hobble responsiveness. All too often, managers base actions to improve productivity on calculations derived from these measures, yet never see the benefits they project materialize on financial statements.It is no longer what we think of ourselves (the internal) that determines whether we survive and prosper; it is what others think of our performance (the external). Traditional productivity measures do not help managers make smart decisions that satisfy customers and make money for shareholders, as two examples in this article demonstrate. Performance improves only when decision makers, like those in the third example, recognize all the ways the old measures are failing and switch to a completely new productivity measurement system that balances delivering value to customers with adding economic value for shareholders.
Power‐supply manufacturer emi builds on the power of its people
Authors: Thornton Jack 
Published: July 2007

AbstractThe most fundamental element of customer value is staying in business. A few years ago, EMI Inc., a New Jersey‐based power supply manufacturer, almost didn't. But thanks to a visionary management team that has used employee education and empowerment to focus on customer value and achieve world‐class manufacturing status, the firm has become a leader in its industry and is well‐positioned for success into the future.
Surviving—and thriving – in a hypercompetitve economy
Authors: Eskildson Loyd 
Published: July 2007

AbstractThe most popular current management programs have often been proven inadequate at preventing and correcting organizational decline and failure. Meanwhile, the risks of sudden, sharp downturns or failures are increasing. What can organizations do to ensure sustained high performance?A multiyear study of some 600 organizations revealed a number of lessons and best practices that can help prevent significant declines and help managers obtain superior financial outcomes. This article examines those practices and offers a self‐assessment instrument to help managers effectively devise a winning gameplan for the future.
Downsizing: A pervasive form of organizational suicide
Authors: Hubiak William A. , O'Donnell Susan Jones 
Published: July 2007

AbstractOften a component of reengineering programs designed to achieve dramatic organizational improvements, downsizing can result in loss of talent and morale and, thereby, constrain economic performance. This article details the downside of downsizing and illustrates the vicious cycle of staff cuts and poor performance within which even the most well‐intentioned organizations can find themselves trapped.
Ircrersing the rate of productivity improvements at howmet corporation
Authors: Stanley James R. 
Published: July 2007

AbstractProductivity gains are key to improving customer satisfaction, market‐share growth, and financial performance. For this reason, world‐class companies do more than simply pursue incremental productivity improvements. Rather, they design improvement programs that accelerate the rate at which productivity gains are made. Between 1992 and 1995. Howmet Corporation of Greenwich, Connecticut, improved productivity at a rate of 6 percent per year. In 1996, however, the rate of annual improvement jumped to 12 percent. A comprehensive reengineering of the company, with one year for planning and three years for executing phase one on a companywide basis, set the stage for the dramatic acceleration in productivity improvement now occurring in phase two.
Evaluating the success of a large‐scale training effort
Authors: Kidder Pamela J. , Rouiller Janice Z. 
Published: July 2007

AbstractCan training produce a fundamental change in the way a global organization does business? Based on a longitudinal study of their Total Quality Leadership implementation efforts, the Department of the Navy has found the answer to be an unequivocal „Yes!”︁ This article details the method used to collect and analyze training evaluation data and summarizes the answers to a multitude of questions about training effectiveness.
The role of hrm in sustaining competitive advantage into the 21st century
Authors: Luthans Fred , Hodgetts Richard M. , Luthans Brett C. 
Published: July 2007

AbstractIn the aftermath of downsizing, it is becoming increasingly clear that organizations need a distinctive human resource core competency for sustained competitive advantage. Although there are many ways to develop such a competency, this article stresses the importance of multiple skill‐building programs, “new pay” for performance (gainsharing, team compensation, and at‐risk plans), 360‐degree feedback systems, and behavioral management, and offers practical guidelines for implementing such human resources managemnet approaches.
Transforming support work into competitiue advantage
Authors: Anderson Merrill C. 
Published: July 2007

AbstractSupport service work is increasingly being outsourced to better control fixed costs and to improve service quality. Outsourcing is not the only option, however; insourcing, rightsourcing, and single sourcing are emerging as viable approaches for accomplishing support work. Choosing the right sourcing approach is a pivotal decision that can transform support work into a competitive advantage for the business. This article presents a decision template that clarifies how appropriate sourcing decisions can be made to leverage the competitive advantage of the business. Using a case study of the strategic redesign of a human resources function, it also demonstrates how this decision template can be used for enhanced strategic value.
Notes from the front: Influence patterns in the post‐reengineering organization
Authors: Rose Tom 
Published: July 2007

AbstractThe reengineering wave that has swept corporations has accelerated significant change. This article analyzes some of the shifts in influence patterns in reengineered organizations, in particular, the frequency with which employees target different levels in the management hierarchy that they occupy. It also outlines implications for management practice, training, and consultation in the reengineered environment.
Integrated order fulfillment helps customer service take off at British Airways
Authors: Mitro Tom 
Published: July 2007

AbstractInformation within an organization must be harnessed not to “push” products toward the customer, orchestrating activity around the planning of inventory requirements, but rather to ensure that customer demand “pulls” products through the manufacturing and distribution processes. Thus, companies are increasingly turning to demand chain management, creating an information—and goods—flow environment where customer requirements determine the mechanics and momentum of order fulfillment.Nowhere is this more true than in the international passenger airline business, where the strength of competition is putting pressure on every part of an airline's operation. At British Airways, a new system is helping centralize the order fulfillment process for its entire fleet of aircraft. As this article explains, a major overhaul of the airline's catering supply software systems will pioneer the use of a system powerful enough to integrate and streamline the supply of several hundred million items every year to BA's flights, and help the airline increase its control of supplier relations and product quality.
The ramada revolution: The birth of a service culture in a franchise organization
Authors: Breen Patrick , Liddy Joe 
Published: July 2007

AbstractHow does a 40‐year‐old organization handle a midlife crisis? That was the question facing the Ramada brand, which found itself in need of renovation—not a physical one, but an attitudinal one. Ramada's management team realized that to stay competitive and increase market share, the overall quality of service would have to improve. To that end, the team implemented a Personal Best Hospitality program designed to tackle the unique challenges of quality improvement in a franchise organization while meeting the needs of both employees and management.
How to create a nimble organization
Authors: Conner Daryl R. 
Published: July 2007

AbstractWith the ever more urgent need to delight their customers, organizations have realized the importance of nimbleness—the ability to succeed by responding more effectively and more efficiently than their competitors. In this excerpt from his new book, change expert Daryl R. Conner goes beyond defining the characteristics of a nimble organization and details what today's businesses must do to succeed in turbulent times.
Enhancing quality by improving employee morale
Authors: Decker Kathy , Dupler Dean , Shields Mark Q. , Smith Charlene E. , Thomas Miriam 
Published: July 2007

AbstractOrganizations striving to improve performance sometimes overlook the importance of bolstering employee morale. Leaders, managers, and, in the end, each member of an organization, are responsible for attending to this critical issue. This article describes one committee's success at continuous quality improvement in giving form and substance to the concept of morale, and it describes the corrective actions taken by committee leaders to improve not only the organization's work environment but also its performance.
Defining training roles and responsibilities at partners healthcare system
Authors: Legare Thomas L. 
Published: July 2007

AbstractGiven the rapid changes in health care today and the increasingly intense nature of competition among health‐care providers, the success of virtually all health‐care organizations relies increasingly on effective training of personnel, and on the linkage of training approaches and strategies to overall business goals and organizational performance. This article outlines the key steps involved in undertaking a training needs assessment in an institutional health‐care setting, the outcome of which can help institutions align training approaches to support their business goals and institutional needs. ©1999 John Wiley & Sons, Inc.
Performance evaluation in a campus environment
Authors: Wakim Nagi. T. , Bushnell David S. 
Published: July 2007

AbstractThe need to evaluate the effectiveness and efficiency of the delivery of educational services has never been more urgent. Computer technology offers a promising strategy for monitoring these performance indicators. At Bowie State University, a part of the University System of Maryland, computer software is being used to chart the progress of its effort to attract and hold on to its minority students majoring in science and mathematics. A “Bowie Matrix” was developed to aggregate several sets of performance indicators into a smaller set and to monitor it over time. This matrix and the steps taken to implement it can be applied to other settings in which performance measurement is crucial. © 1999 John Wiley & Sons, Inc.
A new manufacturing model for world‐class performance
Authors: Kane Michael E. 
Published: July 2007

AbstractFor the better part of a decade, manufacturing companies have attempted to create the postmodern factory, one that would improve the operating results of today and the competitive position of tomorrow. These efforts have yielded, at best, mediocre results. Simply tweaking present strategies, or continuing to do more with less will have little positive impact on business performance. What's needed is a new manufacturing model. © 1999 John Wiley & Sons, Inc.