scholarly journals Integrating The Executive MBA Curriculum: Tales Of The Cat Herder

2010 ◽  
Vol 3 (4) ◽  
pp. 91-98
Author(s):  
Ellen D. Hoadley ◽  
Anthony J. Mento
Keyword(s):  
Continuous Improvement ◽  
Review Process ◽  
Lessons Learned ◽  
Significant Shift ◽  
Curriculum Review ◽  
Executive Mba ◽  
Mba Curriculum ◽  
Loyola College ◽  
Leadership Lessons

Continuous improvement has been a strategic priority for Loyola College in Maryland’s Executive MBA (EMBA) Program since the program’s inception in 1973.  In the summer of 2008, Loyola began an intensive EMBA curriculum review.  The process resulted in a recommendation to make a significant shift in the curriculum’s emphasis. This paper reports on the factors involved in that review process and the leadership lessons learned from the endeavor.  The lessons learned are reported using the metaphor of tales of the cat herder in reference to a widely-held belief among academicians that working with faculty is like herding cats.

Lessons Learned from Usace Seepage Barrier Wall Construction: Wolf Creek To Present

2018 ◽  
Vol 24 (1) ◽  
pp. 75-88 ◽  
Author(s):  
Georgette Hlepas ◽  
Vanessa Bateman
Keyword(s):  
Data Management ◽  
Continuous Improvement ◽  
Lessons Learned ◽  
Army Corps ◽  
Army Corps Of Engineers ◽  
Management Processes ◽  
Verification Methods ◽  
Efficiency And Effectiveness ◽  
Wall Construction ◽  
Barrier Wall

Abstract The U.S. Army Corps of Engineers (USACE) maintains a lessons-learned goal for all major projects to capture knowledge gained. The focus of the formal lessons-learned process is to share knowledge and experience nationwide improving USACE contracting methodologies, reducing overall costs, and improving designs. This continuous improvement can be seen in the evolution of USACE barrier wall construction designs and contracting methods. From the first Wolf Creek Dam barrier wall installed in the 1970s to the more recent Bolivar and East Branch Dam barrier wall projects, documentation and sharing of lessons learned in areas such as grouting, data management, and quality assurance procedures have increased the efficiency and effectiveness of barrier wall designs, monitoring, and contract specifications. Contractual philosophy, use of pre-grouting treatment, verification methods, and data management processes have all changed due to lessons learned and have enabled the USACE to improve the overall end product of barrier wall projects.

Who are the children at risk? Lessons learned from measles outbreaks

2011 ◽  
Vol 140 (9) ◽  
pp. 1578-1588 ◽  
Author(s):  
C. STEIN-ZAMIR ◽  
H. SHOOB ◽  
N. ABRAMSON ◽  
G. ZENTNER
Keyword(s):  
Immunization Coverage ◽  
Lessons Learned ◽  
Significant Shift ◽  
Risk Markers ◽  
Peak Incidence ◽  
Young Infants ◽  
Measles Outbreak ◽  
Baby Clinic ◽  
Measles Outbreaks ◽  
Control Study

SUMMARYWe investigated a measles outbreak in the Jerusalem district in 2007–2008 (992 cases). Most cases (72·6%) were aged <15 years, 42·9% aged <5 years, and 12·8% were infants aged <1 year. The peak incidence rate was in infants aged 6–12 months (916·2/100 000). This represents a significant shift from former outbreaks in 2003–2004, where the peak incidence was in the 1–4 years age group. Of children aged <5 years the proportion aged 6–12 months tripled (7·7% vs. 25·6%). In a case-control study (74 cases, 148 controls) children who developed measles were less likely to be registered in a well-baby clinic and had lower overall immunization coverage. The differences in proportions for registration, DTaP3 and MMR1 coverage were 35·1%, 48·6% and 80·8%, respectively (all P<0·001). Rising birth order of cases and their siblings was associated with non-registration and non-compliance with MMR immunization. The vulnerability of young infants and the risk markers noted above should be taken into account in planning intervention programmes.

Updated Analysis of Circuit Reliability Test Results

2012 ◽  
Vol 2012 (HITEC) ◽  
pp. 000253-000259
Author(s):  
Milton Watts
Keyword(s):  
Failure Analysis ◽  
Detailed Analysis ◽  
Continuous Improvement ◽  
Oil And Gas ◽  
Lessons Learned ◽  
Reliability Test ◽  
Circuit Reliability ◽  
Test Results ◽  
Life Testing ◽  
Gas Market

The downhole oil and gas market is continually pushing for higher reliability at higher temperatures. Satisfying this need requires continuous improvement, driven by failure analysis of both internal testing and field returns. This paper discusses recent lessons learned from on-going tests. Results of unpowered circuit assembly tests are reviewed. Also, a detailed analysis of separate powered life testing is presented. The internal testing results are further discussed in the context of field return data.

scholarly journals Lessons Learned from Evaluating a Process for Systematic Curriculum Review

2019 ◽  
Vol 83 (1) ◽  
pp. 6783
Author(s):  
Jennifer Kirwin ◽  
Danielle M. Miller ◽  
Margarita DiVall
Keyword(s):  
Lessons Learned ◽  
Curriculum Review

scholarly journals Key lessons to maintain continuous improvement: A case study of four companies

2020 ◽  
Vol 13 (1) ◽  
pp. 195 ◽  
Author(s):  
Luis Paipa-Galeano ◽  
César A. Bernal-Torres ◽  
Luís Mauricio Agudelo Otálora ◽  
Yavar Jarrah Nezhad ◽  
Heither A. González-Blanco
Keyword(s):  
Continuous Improvement ◽  
Success Factors ◽  
Evaluation Model ◽  
Lessons Learned ◽  
Sustainable Improvement ◽  
Systematic Improvement ◽  
Multiple Case ◽  
Business Competitiveness ◽  
And Control

Purpose: The purpose of this paper is to analyze the conditions under which continuous improvement practices are developed and to determine what success factors and barriers affect the sustainability of these practices in order to establish strategies that reduce the risk of failure of improvement proposals in companies.Design/methodology/approach: The paper presents a rigorous review of the success factors and barriers in the implementation of continuous improvement models in companies and a multiple case study in which four successful companies located in Bogota, Colombia, were compared using Bessant's maturity model.Findings: The results suggest the existence of systematic improvement processes in the four companies analysed in favour of the improvement of business competitiveness. After a convergence exercise between the success factors identified in the literature and the routines of the evaluation model used to identify the maturity of the companies in terms of improvement, five strategic fronts were identified to achieve sustainable improvement proposals:(1)have management commit to the improvement and guarantee resources, (2) define a methodology to implement, (3) facilitate and systematize the information on the interventions, (4) design training programs and incentives to encourage employee involvement, and (5) generate a verification and control system to provide real-time feedback on the progress of the improvement actions.Research limitations/implications: This research paper was limited by the analysis of four large Colombian companies, which did not allow the generalizability of findings. Therefore, the study offers interesting insights on the empirical evidence on the lessons learned from continuous improvement practices in order to support managers on better decision making and for the academics on better understanding continuous improvement drivers.Originality/value: The present investigation provides a conceptual framework for future studies related to the sustainability of continuous improvement in industry, approaching this topic from a theoretical and practical perspective.

Transformative Leadership: Lessons Learned Through Intergenerational Dialogue

2017 ◽  
Vol 53 (9) ◽  
pp. 1102-1125
Author(s):  
Gretchen Givens Generett ◽  
Olga M. Welch
Keyword(s):  
Higher Education ◽  
African American ◽  
African American Women ◽  
Transformative Leadership ◽  
Lessons Learned ◽  
Institutions Of Higher Education ◽  
School Of Education ◽  
Associate Dean ◽  
Leadership Process ◽  
Leadership Lessons

The purpose of this article is twofold. First, it sheds light on an intergenerational leadership process experienced by two African American women. This piece is a leadership story situated within a School of Education in higher education that describes the challenges faced by a Dean with many over 10 years in the role and a newly minted Associate Dean. The influence and impact of intergenerational dialogues is described as a meaningful and necessary process to better understand leadership in institutions of higher education.

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