The main purpose of the company implement improve activity is to promote the work efficiency and cost effectiveness of manufacturing. This will strengthen the company and help it to maintain it¡¦s competitive edge. The goal of the improve management activity, is to ensure the constant internal improvement of the company. By method of case study, this research explores the key success factors of the Total Productive Maintenance (TPM). The TPM activity is based on a system of Preventive Maintenance (PM) from the U.S. It was introduced to Japan between 1950 and 1960. Here it was developed into the TPM activity. Taiwan started using the TPM in 1994. Since then it has made a huge contribution to the improvement and success of many companies. At the time YIEH PHUI also decided to implement the TPM activity. In 1998 after visiting some of the companies where the activities was successfully implemented YIEH PHUI also started using the TPM activity. After one year the OEE (Over All Equipment Effectiveness) of eight productive lines was increased by 10%. The company which was already experiencing a great OEE, was surprised by the great improvement caused by the TPM activity. By 2003 the company had 11 production lines and the OEE had increased by a staggering 30%. This left the company with a 97% OEE. Compare this to the 67% OEE of 1998 and the success of the TPM activity becomes clear. What was the key factor responsible for this improvement? This is what will be explored in the rest of the paper. Now there are a variety of improve management activities in Taiwan. Some companies implement these activities with great success, while other companies are not successful. Why? What is the problem? In my case study, it was found that to be successful you not only need support from top management, but also from the head of each department. The other key factor is that each employee must feel that they also benefit from this activity. This will improve their performance. This improved performance will reflect in their monthly bonus. This will motivate the employee which in turn will lead to better progress. The design of the activity should be kept as simple as possible. The most complicated decision you¡¦d have to make in the process of implementing the activity is whether you want it or not. The research results might be a helpful reference to companies considering the implementation of the TPM activity.

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Organizational commitment and transformational leadership have been found to correlate positively with each other and with organizational effectiveness. However, much of the commitment research has been based on traditional organizations with employment relationships, raising questions as to whether the research can be generalized to voluntary organizations. Research on transformational leadership has occurred across a broad spectrum of organizations and causal links to objective measures of performance have been hypothesized. The purpose of this research was to extend the existing commitment, leadership, and organizational effectiveness research into the context of a voluntary organization, and contribute new knowledge and understanding of these relationships. The nature of a specific voluntary organization, the Corps of Cadets at Texas A&M University, was examined in terms of the relationships among affective commitment to the organization, transformational leadership style, and ultimately organizational effectiveness. A hypothesized causal model was proposed to explain the relationships among these three variables. The Affective Commitment Scale and Multifactor Leadership Questionnaire were found to be valid and reliable in the voluntary organization examined. Consistent with prior research, a significant positive correlation was found between affective commitment and transformational leadership. However, extending this relationship to organizational effectiveness through the hypothesized causal model was not supported.

The primary purposes of this study were to discover any connections between leadership effectiveness and collective efficacy from campuses in the Katy Independent School District. It also was designed to discover other possible connections between teacher demographic variables and collective efficacy. The research study for leadership was based on the leadership work of Kouzes and Posner and the survey they created, the Leadership Practices Inventory (LPI). The collective efficacy piece was based on the work of Roger Goddard and his work on the collective efficacy survey for school personnel. Leadership effectiveness had a low positive correlation on collective efficacy. All five practices also had a low positive correlation on collective efficacy. These practices are: Model the Way, Inspire a Shared Vision, Challenge the Process, Encourage Others to Act, and Encourage the Heart. The Challenge the Process practice had the highest correlation on collective efficacy. Each of the practices had breaks at the 30th and 70th percentile groups based on Kouzes and Posner’s norming group of approximately 18,000 participants. Schools scoring in the below the 30th percentile group in the Model the Way practice werestatistically significantly different than schools scoring in the middle or upper ranges. Schools scoring in the below the 30th percentile group in the Encourage Others to Act practice were statistically significantly different than those scoring in the middle or upper groups as well. There were no other practices showing significant differences in their respective groups. Most length of employment variables showed a low correlation on leadership effectiveness and collective efficacy. Length of employment in Katy ISD had a moderate negative correlation on leadership effectiveness. The researchers categorize schools as schools with high or low collective efficacy based on the teacher comments. High collective efficacy schools commented that they worked as teams and had administrative support. Lower collective efficacy schools mentioned administrative constraints, home life issues, lower administrative support, and lower discipline. The schools were categorized as positive leadership mentioned administrative support, encouragement, and principals who listened. In more negative leadership schools, teachers commented about communication problems and minimal rewards.

Thesis (M.S.) -- University of Texas at Arlington, 2009.

Thesis (M.S. in Computer Science)--Naval Postgraduate School, December 2009. / Thesis Advisor(s): Michael, James Bret ; Shing, Man-Tak. "December 2009." Description based on title screen as viewed on February 01, 2010. Author(s) subject terms: Acquisition process, concept-refinement phase, GQM Method, use case analysis, activity diagram, workflow process, StateChart Assertions, runtime execution monitoring. Includes bibliographical references (p. 45-47). Also available in print.

Thesis (M.B.A.)--Naval Postgraduate School, December 2009. / Thesis Advisor(s): Euske, Kenneth J. ; Mutty, John E. "December 2009." Description based on title screen as viewed on January 28, 2010. Author(s) subject terms: Ticonderoga Class Cruiser, Oliver Hazard Perry Frigate, Continuous Monitoring Program (CMP), operating target (OPTAR), other consumable (SO), repair parts (SR), and administrative (SX), sub-account. Includes bibliographical references (p. 81-82). Also available in print.

Thesis (M.S.)--Naval Postgraduate School, 2002. / Thesis advisor(s): William G. Kemple, David Kleinman. Includes bibliographical references (p. 231). Also available online.

Thesis (Ph. D.)--University of Texas at Austin, 2002. / Vita. Includes bibliographical references (leaves 166-176). Available also in a digital version from Dissertation Abstracts.

Thesis (Ed. D.)--West Virginia University, 2003. / Title from document title page. Document formatted into pages; contains ix, 160 p. Vita. Includes abstract. Includes bibliographical references (p. 136-147).