bluuebunny/crossref_metadata_2025_split huggingface dataset:
Effective permittivity of rectangular microstrip antenna elements with various thicknesses of substrates
Authors: Kara Mehmet 
Published: July 2007

AbstractA new expression has been developed for calculating the‐effective permittivity of rectangular microstrip antenna elements with various thicknesses of substrates. This technique is original, simple, and easily adaptable to a wide variety of dielectric materials, scalable over wide frequency ranges, and included in a CAD system. The results obtained from this technique confirm those calculated from formulas reported elsewhere. © 1995 John Wiley & Sons, Inc.
An open resonator in the microwave region: Experimental results
Authors: Massa Guiseppe Di , Masullo Maria Rosaria 
Published: July 2007

AbstractExperimental results for an open resonator fed by a rectangular waveguide in the 18–20‐GHz frequency band are presented. The data are compared with theoretical results arising from the mode‐matching approach to the problem to give a simple equivalent circuit. © 1995 John Wiley & Sons, Inc.
Formulation for the prediction of varactor tuning of a waveguide cavity oscillator
Authors: Lazarus M. J. 
Published: July 2007

AbstractA formula is derived from first principles, which enables the shape of the varactor tuning curve to be predicted for a waveguide‐cavity Gunn‐diode oscillator. Only three parameters for the varactor / oscillator structure are required to compute the tuning curve throughout the desired operating region. © 1995 John Wiley & Sons, Inc.
Splice loss analysis of two nonidentical single‐mode slab waveguides with simultaneous tilt and offset misalignments
Authors: Wang Zi Hua 
Published: July 2007

AbstractBy using the Gaussian approximation of the fundamental mode of a symmetric slab waveguide, the splice losses due to simultaneous tilt, offset, and waveguide‐parameter mismatch of single‐mode slab waveguides have been calculated. Very simple formulas have been derived, and numerical examples have been given. © 1995 John Wiley & Sons, Inc.
Optically tunable microwave attenuator using a quarter‐wave microstrip coupler
Authors: Haidar Jihad , Vilcot Anne , Bouthinon Michel 
Published: July 2007

AbstractWe describe an optically controlled microwave attenuator based on a microstrip reverse directional coupler where optical illumination modifies the loads at the coupling and transmission ports. A tunable attenuation up to 10 dB was measured at the center frequency. Experimental and theoretical results are compared and agree well. © 1995 John Wiley & Sons, Inc.
Characterization of coupled cylindrical microstrip lines mounted inside a ground cylinder
Authors: Chen Hua‐Ming , Wong Kin‐Lu 
Published: July 2007

AbstractA rigorous full‐wave analysis of coupled cylindrical microstrip lines mounted inside a ground cylinder is described. Numerical results showing the frequency‐dependent characteristics of the effective relative permittivity and the characteristic impedance of the coupled lines are presented. Both the even‐ and odd‐mode cases are considered, and the effects of curvature variation and the line separation on the characteristics of such cylindrical coupled microstrip lines are discussed. © 1995 John Wiley & Sons, Inc.
Optical implementation of learning vector quantizer and pattern recognition
Authors: Wang Ning , Liu Liren , Liang Feng 
Published: July 2007

AbstractWe use a normalized pattern spectrum to construct an image feature vector. In addition, we set up an optical learning vector quantizer to execute real‐time image feature vector classification. On the base, shift‐and rotation‐invariant pattern recognition can be achieved. © 1995 John Wiley & Sons, Inc.
Reversible nitrous oxide–induced myeloneuropathy with pernicious anemia: Case report and literature review
Authors: Singer Mike A. , Lazaridis Christos , Nations Sharon P. , Wolfe Gil I. 
Published: July 2007

AbstractA previously healthy 27‐year‐old woman developed a subacute myeloneuropathy after receiving nitrous oxide anesthesia for dental procedures. Neurologic evaluation revealed that she was vitamin B12 deficient due to underlying pernicious anemia. Discontinuation of nitrous oxide and supplementation with vitamin B12 resulted in dramatic clinical improvement, with near‐complete normalization of her neurologic examination. This case and published reports reviewed here emphasize that favorable outcomes are possible following prompt recognition and treatment of vitamin B12 deficiency. Muscle Nerve, 2007
Skin friction features of drilled CIP piles in sand from pile segment analysis
Authors: Lee Sungjune , Long James H. 
Published: July 2007

AbstractNumerical pile segment analysis is conducted in this study with an advanced soil model to investigate the skin friction behaviour of a drilled Cast‐In‐Place (CIP) pile installed in sand. Although the interface between the sand and pile is considered rough, thin elements adjacent to the pile are used to include effects of localized shear.Unit weights of fluid concrete and accompanied changes in stress are considered as the effects of pile installation. Changes in effective stresses are the most prominent effect due to pile installation with a change in direction of the major principal stress from the vertical to the radial direction.Shear behaviour of the sand at the interface during the early shear stage is related to the contractive tendency of the sand at small strain levels. Changes in the stress field around the pile with little changes in volumetric strain take place during the early shear stage. Stress redistributions during the early shear stage depend on the direction of the major principal stress before shear.Results of the pile segment analyses for drilled CIP piles show good agreement with design methods. Parametric studies are used to characterize the effects of sand density and pile diameter on the skin friction behaviour of drilled CIP piles. Copyright © 2007 John Wiley & Sons, Ltd.
State governments' growing gains from TQM
Authors: Kline James J. 
Published: July 2007

AbstractTotal quality management is spreading at an unprecedented rate in both the public and private sectors. The adoption of TQM is a practical response to the forces that are pushing both the public and private sectors to change their management philosophy and approach. State governments, in particular, are finding that the support and options of TQM provides them with multiple benefits. Among them are general public support, protection of their economic base, in‐kind support from the private sector, and increased efficiency.
How to take multiple measures to get a complete picture of organizational performance
Authors: Provost Lloyd , Leddick Susan 
Published: July 2007

AbstractBy drawing together a set of measurements of the organization from the perspectives of its various stakeholders—customers, employees, stockholders, owners, suppliers, and communities—an organization can avoid the shortsightedness that often results from focusing on a single measure of success. With a family of measures, the impact of changes to the organization can be studied at once from the point of view of all stakeholders, thus ensuring a holistic understanding of organizational health and performance.This article explains the concept of a family of measures; provides examples from manufacturing and service organizations; and addresses a number of considerations about developing, displaying, and using the set of measures to improve management planning and decision making.
The ultimate customer‐supplier relationship at Bose, Honeywell, and AT&T
Authors: Stein Martin M. 
Published: July 2007

AbstractA creative new partnership between customers and suppliers has evolved at Bose Corporation. The key to this new relationship is an in‐plant representative who takes on the roles of buyer, salesperson, and production planner. As an empowered facilitator, this in‐plant worker can help develop greater rapport between the supplier and customer company employees. This article details how Bose, Honeywell, and AT&T have been able to save money and make productivity improvements by merging the voice of the customer with the voice of the employee.
Preventing TQM problems: Measured steps toward customer‐driven quality improvement
Authors: Goodman John A. , Broetzmann Scott M. , Ward Dianne S. 
Published: July 2007

AbstractQuality‐improvement initiatives are a hallmark of today's progressive management. Many companies that have spent a lot of time and money on such programs, however, have few tangible results to show for their expenditures. The root of this problem lies not with the premise of quality improvement, but with errors in setting priorities and measurement.An effective quality‐improvement process relies on three building blocks: (1) quantifying the bottom‐line impact of poor quality and customer problems; (2) identifying quality priorities on the basis of market/revenue impact; and (3) continuously measuring performance in each priority area and having top management review the results. This article identifies the pitfalls in executing these activities and suggests a method for supporting a customer‐driven quality‐improvement process.
CIGNA loss control services: Developing and realizing strategy through internal business partners
Authors: Baran John , Jenaway Bill 
Published: July 2007

AbstractThis article details the recent history of CIGNA's Property & Casualty Division and its restructuring efforts intended to better identify and serve its external customers. The Loss Control Services (LCS) organization is a strong example of one of the division's internal service providers. The article explains loss control services within an insurance operation, then outlines CIGNA'S LCS efforts to keep pace with change and to continually improve for the benefit of its internal—and ultimately, CIGNA's external—customers.
Early steps on the road to quality at quaker chemical
Authors: Dolich Ira R. , Frick Matthew K. , Wolring Jan 
Published: July 2007

AbstractStripped of all jargon, TQM programs can flourish only when senior management is involved in the continuous improvement process and the process is inextricably tied to the company's strategy. Over the past several years, Quaker Chemical Corporation has taken very important first steps to realize these aims. A i this juncture, the firm characterizes its efforts as being “at the end of the beginning” of a never‐ending journey.
Three groups at boeing zero in on performance measurement
Authors: Carr J. T. 
Published: July 2007

AbstractHow are you measuring performance? Are you measuring the right things? The three case studies presented here measure leadership performance, focusing specifically on productivity. The message is twofold. First, performance criteria can be standardized for both management and staff. The difference is in what and how it is measured. Second, productivity— in terms of knowing the processes or steps, and using techniques such as simplicity—is neither well‐understood nor included as part of most performance measures.
Integrating a baldrige approach into a sales district's management system
Authors: Cortada James W. 
Published: July 2007

AbstractThe Malcolm Baldrige National Quality Award criteria have become the defacto business model for thousands of companies, particularly in the sectors of business concerned with services. This article offers a model for how sales organizations can begin implementing quality principles by using the Baldrige criteria as an assessment process and measurement system. It also describes specific lessons learned and problems to expect, and outlines areas for further research.
The pharaoh syndrome and the challenge of public‐sector productivity
Authors: Halachmi Arie 
Published: July 2007

AbstractAlthough various reports have focused on what needs to be done to make government more productive, very little attention has been paid to the process or to the question, How can executives make government more productive? This article addresses some elements of the public productivity challenge, in particular those that public managers can address in order to make a difference.Public employees often suffer the effects of the “Pharaoh Syndrome”— that is, they are usually blamed when top officials cannot or will not meet public demands. To avoid this counterproductive situation, government agencies must be transformed into learning organizations that reduce burnout and can prepare staff for potential reinventing or reengineering.
Improving patient care and organizational health in good samaritan hospital's orthopedic unit
Authors: Womack Judy L. , Wasyk Carol S. , Conner Marilyn 
Published: July 2007

AbstractIdentifying a framework to achieve quality improvements is essential for any business. This article describes a flexible yet practical approach used at Good Samaritan Hospital, a 500‐bed acule care teaching institution in Dayton, Ohio. The case study tracks the hospital's efforts to improve performance in the processes used to care for orthopedic joint replacement patients before, during, and after surgery. The lessons learned at Good Samaritan can be applied to any organizational selling.
In pursuit of benchmarking excellence: The texas instruments story
Authors: Baker William H. 
Published: July 2007

AbstractIn 1990, when Texas Instruments Incorporated (TI) Defense Systems and Electronics Group (DSEG) managers assessed themselves using the Malcolm Baldrige National Quality Award criteria, they found that they needed a concerted approach to benchmarking. This article outlines the pursuit of excellence in benchmarking that resulted in TI/DSEG's receipt of the prestigious 1994 Award for Excellence Silver Award from the International Benchmarking Clearinghouse.
How quality‐oriented have state and local governments really become?
Authors: Milakovich Michael E. 
Published: July 2007

AbstractWhen considering the implementation of quality‐improvement (QI) strategies, public‐sector organizations must grapple with a host of economic and political concerns that do not generally affect their privatesector counterparts. This article examines the diffusion of quality initiatives in state and local governments within the context of several models of change. It also discusses the role of leadership and employee empowerment in removing barriers to high performance in the public sector.
Restructuring the purpose of IT in an organization
Authors: Petrozzo Daniel P. 
Published: July 2007

AbstractThe world has changed dramatically for the central information technology (IT) organization. This one‐time corporate house of power is finding it difficult to adjust to the demands imposed by the new marketplace. This article explores why IT is having such a hard time, what the future may hold, and what the corporate manager needs to do to help create a new environment in which the IT department is an active partner in helping the organization realize its goals.
“It's customer loyalty, stupid”: Nurturing and measuring what really matters
Authors: Bhote Keki R. 
Published: July 2007

AbstractFor the last ten years, companies have focused on customer satisfaction that will eventually lead to profit improvement. But the results have been disappointing. An emphasis on customer satisfaction is not enough to ensure success. Customer loyalty should factor far more prominently in the equation. This article details a dozen principles that work to nurture customer loyalty and focuses on various methods of measuring both customer satisfaction and customer loyalty. It also explains how organizations can establish a single parameter reflecting customer satisfaction and/ or customer loyalty.
Fomenting a customer obsession
Authors: Deschamps Jean‐Philippe , Nayak P. Ranganath 
Published: July 2007

AbstractCompanies that innovate relentlessly and successfully are intriguing. How do they manage? Can other organizations develop the competencies and processes that foster obsession for customers and products? In this chapter from a recently published book, the authors show that Rubbermaid and other trailblazing firms have learned to listen continuously to the “voice of the customer,” marshall customers' help in designing products, build a customer‐driven organization and culture and in so doing, improve their products relentlessly.
Defining high‐performance workplace skills—and how community colleges can help achieve them
Authors: Kauffmann Paul J. , Long Thomas L. 
Published: July 2007

AbstractMost corporate executives realize that the job skill level of their workforce has a significant impact on the organization's bottom, line. However, many do not appreciate the bottom‐line impact of the job skills of the larger circle of people who are employed by sub‐contractors, service providers, and the broad network of small and medium businesses that directly and indirectly support the goods or services produced by the large corporation. Although it is in the interest of corporate management to support the continuous improvement of the larger pool of employees' workplace skills, the path to achieving this goal is not clear.Community college programs affect a wide spectrum of the workforce and respond to the involvement and input of the business community. Therefore, by becoming involved in their local community colleges, corporate managers can greatly enhance the skills of the general labor pool—and possibly of their own future workforce.
Profiting from customer‐driven quality at amoco corporation
Authors: Buckles Richard J. 
Published: July 2007

AbstractCustomer‐driven quality must focus on the aspects of product and service that have a positive and significant impact on the bottom line. That is the lesson that Amoco Corporation learned from the major organizational change that has shaped it since 1988. This article details the quality principles that the organization used to achieve its overall strategic objectives and explains how customer research data can be used as a tool to change systems, allocate scarce resources, and improve profitability.
Curing the monday blues: A U.S. navy guide for structuring cross‐functional teams
Authors: O'Leary Laurie P. 
Published: July 2007

AbstractMore and more organizations are beginning to realize that traditional organizational structures inhibit productivity because they do not consider the cross‐functional way in which work actually gets done. They attempt to reorganize, often in teams, but in many cases leaders and managers do not know what kind of infrastructure they'll need—that is, they 're not sure how many teams to form or how those teams should be integrated with the existing organizational structure.U.S. Department of the Navy organizations have found that they are able to improve productivity by establishing cross‐functional teams to manage and improve the core processes that most affect external customers and mission performance. This article describes a method for identifying primary customers, products, and core processes around which to structure process improvement teams. It also offers a practical step‐by‐step guide to assist the senior team of any organization—public or private—to meet its team‐building objectives and, ultimately, its productivity goals.
Making the best of the new technology
Authors: Uretsky Mike 
Published: July 2007

AbstractAll organizations are faced with ongoing technological developments. If managers are reasonably familiar with the new technologies and have a sound understanding of their business needs, they'll be able to select the most appropriate technologies and use them successfully in their business. This article identifies several important current technologies that will affect all organizations and offers advice to help managers who do not have a formal technological background to ensure the successful implementation of the most up‐to‐date computer technologies.
Using competency alignment to shape, drive, and sustain change efforts
Authors: Horney Nicholas F. , Koonce Richard 
Published: July 2007

AbstractCompetency alignment, commonly called job redesign, in the past, can be a vital element in implementing and sustaining successful organizational change initiatives, including downsizings, corporate restructurings, and business process redesign and reengineering efforts. This is because it dramatically affects the success of change initiatives at a “transactional” level in an organization—that is, the level at which actual, everyday work is accomplished.This article outlines a systematic and robust way that organizations can use competency alignment as a fundamental building block in planning and implementing change efforts. If carefully undertaken, competency alignment can help invigorate, reinforce, and, in some cases, salvage organizational change initiatives that might not otherwise succeed.
Facing reality in the virtual factory
Authors: Henning Kathleen A. 
Published: July 2007

AbstractEach day, corporations make difficult decisions on how to approach their future. Companies are frantically reengineering their corporations, installing and integrating automated systems, and rearranging shop floors to provide lean, streamlined manufacturing and service environments. How can they be sure that such changes will help them achieve this goal? As this article points out, many organizations are finding the answer to that question in the eye‐opening world of computer simulation.
Improving manufacturing performance through scrap reduction at belden wire and cable company
Authors: Vokurka Robert J. , Davis Robert A. , Fast Larry E. 
Published: July 2007

AbstractCan a company improve manufacturing and operating performance by concentrating on a single internal quality improvement objective? Belden Wire and Cable Company significantly improved all major manufacturing performance indicators and operating profit by focusing on the reduction of manufacturing scrap. This article details the establishment of the objective and the key elements in realizing the improvements.
Juran institute: A barometer of trends in quality management
Authors: Blackiston G. Howland 
Published: July 2007

AbstractOne of the nation's foremost organizations in the field of quality management, Juran Institute has become as much a witness of managerial triumphs and tragedies as a trailblazer of innovative management techniques. This article examines the role of the Institute in the quality arena, its perspectives on the total quality movement over the past 20 years, and ten of the top trends that enlightened business leaders would do well to track as they prepare for the challenges of the 21st century.
Creating a customer‐focused business at tennalum
Authors: Salyer Jeff 
Published: July 2007

AbstractMany organizations have realized the tremendous benefits to be reaped by concentrating their efforts on their customers' concerns. But how is a customer‐driven facility created? Tennalum, a division of Kaiser Aluminum, discovered that teamwork spearheaded by a management‐led vision and augmented by flexible systems and a generous reward system will yield increases in profits and market share and create a solid base of loyal customer support.
Maintaining quality relationships between labor and management
Authors: Webster William P. 
Published: July 2007

AbstractAlthough management and labor are often viewed as being at odds, more and more of the leaders of those two camps are recognizing the rewards to be reaped by working together. As this article explains, managers and union leaders must learn to look beyond their traditional roles to create a supportive work environment that enhances not only profitability and job satisfaction but also mutual respect.