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A continual improvement process, also often called a continuous improvement process (abbreviated as CIP or CI), is an ongoing effort to improve products, services, or processes. [1] These efforts can seek " incremental " improvement over time or "breakthrough" improvement all at once. [ 2 ]
Example of a worksheet for structured problem solving and continuous improvement. A3 problem solving is a structured problem-solving and continuous-improvement approach, first employed at Toyota and typically used by lean manufacturing practitioners. [1]
Clean-in-place (CIP) is an automated method of cleaning the interior surfaces of pipes, vessels, equipment, filters and associated fittings, without major disassembly. CIP is commonly used for equipment such as piping, tanks, and fillers. CIP employs turbulent flow through piping, and/or spray balls for tanks or vessels.
The basic concept is to identify and quickly remove waste. Another approach is that of the kaizen burst, a specific kaizen activity on a particular process in the value stream. [28] In the 1990s, Professor Iwao Kobayashi published his book 20 Keys to Workplace Improvement and created a practical, step-by-step improvement framework called "the ...
This step is accomplished through the development of operational dependency matrices and the application of operations research methods. Potential operational impacts and service-level requirements are then reflected in the asset's criticality attributes and criticality index in the CIP program. IV. The fourth step is the Vulnerability Assessment.
The Cognitive Information Processing (CIP) Approach to Career Development and Services [1] [2] [3] is a theory of career problem solving and decision making that was developed through the joint efforts of a group of researchers at the Florida State University Career Center's Center for the Study of Technology in Counseling and Career Development.
The CIPP framework was developed as a means of linking evaluation with program decision-making.It aims to provide an analytic and rational basis for program decision-making, based on a cycle of planning, structuring, implementing and reviewing and revising decisions, each examined through a different aspect of evaluation –context, input, process and product evaluation.
The anticipate, recognize, evaluate, control, and confirm (ARECC) decision-making framework began as recognize, evaluate, and control.In 1994 then-president of the American Industrial Hygiene Association (AIHA) Harry Ettinger added the anticipate step to formally convey the duty and opportunity of the worker protection community to proactively apply its growing body of knowledge and experience ...