This final column of the series is focused on how school and district teams can continue the forward motion toward positive student outcomes using data via continuous improvement cycles. We draw on the work of technical assistance providers and researchers from the National Implementation Research Network (NIRN; https://nirn.fpg.unc.edu) and the Center on Positive Behavioral Interventions and Supports (PBIS; https://www.pbis.org/). The key takeaway of this series is to describe how implementation of EBPs in schools can be enhanced when implementation teams “invest in the systems to support their implementation” (Kittelman et al., 2020, p. 96).

Thinking exercises used in the Theory of Constraints (TOC) were used to find and remove constraints at the Merged Beams Experiment at Oak Ridge National Laboratory. The goal of this project was to significantly reduce the amount of time used to take a certain type of measurement during an experimental cycle. After the TOC exercises were used, a basic plan for change was discovered. Preliminary data were taken to establish a baseline of performance from which changes were made. Post-Modification was analyzed showing the project was a success. The overlying reasoning for this exercise was to prove successfully that continuous improvement techniques used in the manufacturing industry can also be successful in a research environment. After overcoming the differences in the goals between each environment, it can be concluded that this reasoning is justified.

There are many contributing factors that influence the development, deployment, and use of lean manufacturing techniques. This study will focus on an automotive factory production system but will gather data across many areas. The concepts presented in the available research will then be related to lean manufacturing techniques at a union-based automotive factory. Several factors to focus on during this study are the Industry 4.0 movement, production systems, deployment and implementation strategies, lean manufacturing, persuasive technology, and manufacturing culture. These factors play a significant role in developing and implementing core techniques, which would lead to best in class metrics. The study will also experiment with different technologies and apply these finding to an assembly line. Two contributions that this research will add to the body of knowledge: 1. An action research deployment of instant feedback stations at operators’ workstations with results and analysis of quality outputs. 2. An action research deployment of instant feedback production check sheets from operators to management with results and analysis of quality outputs.

The purpose of this study was to explore the connection between a teacher's perceptions and attitudes of change and the impact of those perceptions and attitudes on the implementation of professional development strategies and techniques. This research also explored which factors motivate a teacher to change. A final consideration of this research is the issue of how the results of change are analyzed. The design of this study was a qualitative format with a phenomenological approach. The sample population consisted of twelve teachers from four states. The teacher sample was drawn from districts who were addressing the issue of No Child Left Behind in the form of professional development training that focused on the implementation of data collection technique to monitor student learning and improvement. Data was collected from interviews, observations and artifacts. The teachers identified the three key factors of student achievement, administrative support and colleague support as having a profound effect on; (1) motivating the participants' to initiate change, (2) the implementation of a change process and (3) the analysis of change results. While change is a personal experience based on many individual and collective factors, these three themes emerged as significant factors for the implementation of new knowledge and the change process. Through the teacher's descriptions of the complex professional change process, the significant findings of this study were the overall impact of student achievement, administrative support and colleague support. It is the balance and variation among these three factors that enhanced and/or impeded the implementation of new knowledge and may be central to understanding a critical influence on the attitudes and perceptions of change and their impact on the implementation of new knowledge.

Successfully implementing continuous improvement and quality methodologies have been challenging over the past century. Challenges occur in managing change in the organization, which can be effectively addressed through relationship building in concert with strong leadership. Even with solid leadership, change management, and relationship building, initiatives have challenges quantifying and identifying when to intervene in order to keep them on track for success. Creating a quantitative model using a 3-parameter logit s-curve, Blythe S-curve, to illustrate the growth and decay of the handoff of projects to the process owner will allow leadership the knowledge and direction to keep the initiative moving in a positive direction. Leveraging the Hotelling T2 multivariate charts on the residuals derived from the Blythe S-curve will give definitive statistical evidence on when to intervene on projects in the earliest possible time frame. Leaders in organizations implementing and actively using change management, relationship building, the Blythe S-curve model, and Hotelling T2 multivariate charts to drive quality and continuous improvement methodologies in their organization will improve the likelihood of success.

Lean is a business philosophy focused on shortening lead times by removing waste and concentrating on value-added processes. When implemented successfully, it not only allows for cost reduction while improving quality, but it can also position a company to achieve tremendous growth. The problem is that though many companies are attempting to implement lean, it is estimated that only 2-3% are achieving the desired level of success. The purpose of this research is to identify the key interrelated components of successful lean transformation. To this end, a thorough literature review was conducted and the findings indicate six key constructs that can act as enablers or inhibitors to implementing and sustaining lean. A theoretical framework was developed that integrates these constructs and develops research propositions for each. A multiple-case study analysis then was used to test the framework on four companies that have achieved successful, sustained results from their lean implementation in order to validate the model. The resulting model provides companies who are planning to implement lean with tangible actions that can be taken to make their lean transformations more successful.

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