介绍了Kirk—Othmer Encyclopedia of Chemical Technology（化工技术百科全书）（第五版）电子图书网络版数据库，并对该数据库使用方法和检索途径作出了说明，且结合实例简单地介绍了该数据库的检索方法。

Kirk-Othmer Encyclopedia of Chemical Technology数据库介绍及实例

We explore the effect of dimensionality on the nearest neighbor problem. We show that under a broad set of conditions (much broader than independent and identically distributed dimensions), as dimensionality increases, the distance to the nearest data point approaches the distance to the farthest data point. To provide a practical perspective, we present empirical results on both real and synthetic data sets that demonstrate that this effect can occur for as few as 10-15 dimensions. These results should not be interpreted to mean that high-dimensional indexing is never meaningful; we illustrate this point by identifying some high-dimensional workloads for which this effect does not occur. However, our results do emphasize that the methodology used almost universally in the database literature to evaluate high-dimensional indexing techniques is flawed, and should be modified. In particular, most such techniques proposed in the literature are not evaluated versus simple linear scan, and are evaluated over workloads for which nearest neighbor is not meaningful. Often, even the reported experiments, when analyzed carefully, show that linear scan would outperform the techniques being proposed on the workloads studied in high (10-15) dimensionality!.

When is nearest neighbor meaningful

Why are a select few service firms better at what they do - year in and year out - than their competitors? For most senior managers, the profusion of anecdotal "service excellence" books fails to address this key question. In this pathbreaking book, world-renowned Harvard Business School service firm experts James L. Heskett, W. Earl Sasser, Jr. and Leonard A. Schlesinger reveal that leading companies stay on top by managing the service profit chain. Based on five years of painstaking research, the authors show how managers at American Express, Southwest Airlines, Banc One, Waste Management, USAA, MBNA, Intuit, British Airways, Taco Bell, Fairfield Inns, Ritz-Carlton Hotel, and the Merry Maids subsidiary of ServiceMaster employ a quantifiable set of relationships that directly links profit and growth to not only customer loyalty and satisfaction, but to employee loyalty, satisfaction, and productivity. The strongest relationships the authors discovered are those between (1) profit and customer loyalty; (2) employee loyalty and customer loyalty; and (3) employee satisfaction and customer satisfaction. Moreover, these relationships are mutually reinforcing; that is, satisfied customers contribute to employee satisfaction and vice versa. Here, finally, is the foundation for a powerful strategic service vision, a model on which any manager can build more focused operations and marketing capabilities. For example, the authors demonstrate how, in Banc One's operating divisions, a direct relationship between customer loyalty measured by the "depth" of a relationship, the number of banking services a customer utilizes, and profitability led the bank to encourage existing customers to further extend the bank services they use. Taco Bell has found that their stores in the top quadrant of customer satisfaction ratings outperform their other stores on all measures. At American Express Travel Services, offices that ticket quickly and accurately are more profitable than those which don't. With hundreds of examples like these, the authors show how to manage the customer-employee "satisfaction mirror" and the customer value equation to achieve a "customer's eye view" of goods and services. They describe how companies in any service industry can (1) measure service profit chain relationships across operating units; (2) communicate the resulting self-appraisal; (3) develop a "balanced scorecard" of performance; (4) develop a recognitions and rewards system tied to established measures; (5) communicate results company-wide; (6) develop an internal "best practice" information exchange; and (7) improve overall service profit chain performance. What difference can service profit chain management make? A lot. Between 1986 and 1995, the common stock prices of the companies studied by the authors increased 147%, nearly twice as fast as the price of the stocks of their closest competitors. The proven success and high-yielding results from these high-achieving companies will make The Service Profit Chain required reading for senior, division, and business unit managers in all service companies, as well as for students of service management.

The Service Profit Chain: How Leading Companies Link Profit and Growth to Loyalty, Satisfaction, and Value (Цепочка создания прибыли в сфере услуг: как ведущие компании связывают прибыль и рост с лояльностью, удовлетворением и ценностью)

Thank you for reading intellectual capital the new wealth of organizations. As you may know, people have search numerous times for their favorite readings like this intellectual capital the new wealth of organizations, but end up in malicious downloads. Rather than reading a good book with a cup of coffee in the afternoon, instead they juggled with some malicious bugs inside their desktop computer.

Intellectual Capital The New Wealth Of Organizations

Purpose – Six sigma for small- and medium-sized enterprises (SMEs) is an emerging topic among many academics and six sigma practitioners over the last two to three years. Very few studies have been reported about the successful applications of six sigma in SMEs. The purpose of this paper is to provide an analysis of six sigma implementation in UK manufacturing SMEs.

Design/methodology/approach – This paper presents an extensive literature review based on the experiences of both academics and practitioners on six sigma within an SME environment. The paper highlights the strengths and weaknesses associated with SMEs, followed by the results of a six sigma survey in UK manufacturing SMEs. The results of the study are based primarily on descriptive statistics.

Findings – The results of the study show that many of the SMEs are not aware of six sigma and many do not have the resources to implement six sigma projects. It was also found that lean sigma was not generally popular among SMEs. Management involvement and participation, linking six sigma to customers and linking six sigma to business strategy are the most critical factors for the successful deployment of six sigma in SMEs.

Originality/value – This paper reports the first study on the status of six sigma implementation in UK SMEs. The paper will yield a great value to academics, consultants, researchers and practitioners of six sigma.

Six sigma in small‐ and medium‐sized UK manufacturing enterprises: Some empirical observations

Who Needs It? What Is Six Sigma? Six Sigma Deployment Overview Opportunity Management and Champions Strategic Plan Project Selection Coaching Black Belts Green Belt Awareness Six Sigma Success Stories Enhancing Six Sigma to Deliver Highest Performance at Lowest Cost Six Sigma Methodology - The Benefits of a Strategic Approach Six Sigma and Quality Systems Final Thoughts History of Six Sigma Tools Commonly Used in Six Sigma Training Certifications Brief Overview of Black Belt Projects

Six Sigma Deployment

EXTREME SIX SIGMA: 
A new series that takes Six Sigma to the next level
The Six Sigma Operational Methods Series goes beyond simply explaining Six Sigma basics to interested managers--these are hard-core working tools of statistical methods, quantitative and intense, aimed at mathematically sophisticated Six Sigma practitioners unwilling to settle for anything less than peak performance in manufacturing and services. 
Written by four instructors from the world-renowned Motorola University, this handbook provides the tools Six Sigma Black Belts and Master Black Belts need to deal with the most intractable business problems. The authors show how to integrate research and development, manufacturing, human resources, finance, marketing, quality, and customer service with corporate vision, mission, and key strategies. 
* Tools for estimating quality project cost on a project by project basis 
* A complete guide to understanding and writing financial reports 
* Methodologies for leading multiple projects 
* Problem-solving tools like Design for Six Sigma and TRIZ 
Contents: Strategy: Planning for Six Sigma * Project Management * Performance Reporting * Leadership for Six Sigma: Organizing for Six Sigma * Team Leader’s Tools * Team Measurement Concepts * Corporate Initiatives: Six Sigma * Lean Thinking * Human Resources Management: Organizational Alignment * Compensation and Recognition * Methodology Tools: Define * Measure * Analyze * Improve * Triz * Control * Design for Six Sigma * Financial Measurements: Financial * Operational * Reporting * By Industry: Service * Transaction * Manufacturing * Healthcare * Human Resources Management 
Table of contents

PREFACE
ACKNOWLEDGMENTS
Part One: The Six Sigma Management System
Chapter 1: Introduction to Six Sigma
Chapter 2: Foundations of the Six Sigma Management System
Chapter 3: The Leadership Modes
Chapter 4: Insights into Six Sigma Leadership
Chapter 5: Six Sigma Management System Case Study
Part Two: Six Sigma and Lean
Chapter 6: Six Sigma and Lean
Part Three: Process Improvement Teams and Tools
Chapter 7: Introduction to Process Improvement Teams
Chapter 8: Leadership Roles in Deploying Teams
Chapter 9: Kaizen Teams
Chapter 10: Lean Teams
Part Four: Six Sigma Teams, Methodology and Tools
Chapter 11: Introduction to the DMAIC Process Improvement
Chapter 12: Define Phase
Chapter 13: Measure Phase
Chapter 14: Analyze Phase
Chapter 15: Improve Phase
Chapter 16: Control Phase
Chapter 17: DMAIC Summary
Chapter 18: DMADV
Part Five: Six Sigma Impact Measurement
Chapter 19: Financial and Performance Measurement
Part Six: Supplemental Information
Chapter 20: Innovating Breakthrough Solutions
Chapter 21: Measurement System Analysis in Non-Manufacturing Environments
INDEX

The Six Sigma Black Belt Handbook

Innovation has been considered necessary for solving every problem today. In any business meeting, conference or media innovation is discussed and desired. However, key challenges in realizing innovation are a well understood framework and an infrastructure for its successful deployment. Current frameworks including Open Innovation, Crowd Sourcing and many others do not address corporate needs in terms of credibility and for its body of knowledge for developing competency. Having established a credible and teachable framework for innovation, the author realized that organization leadership is unable to drive innovation due to misunderstanding of innovation principles and change management at the leadership level. Recognizing success of Prof. Kotter's Leading Change model, the author adapts the model to managing the innovation change [1]. This paper presents application of the Leading Change to innovation management and providing guidance to organization leadership for innovation deployment. Innovation dep...

Leading Innovation Change - The Kotter Way

Six Sigma Business Scorecard

The Definitive Six Sigma Guide for Healthcare: Methodologies, Tools, and MetricsRising costs are making healthcare unaffordable for millions, and 100,000 people die every year due to medical error. Healthcare must change-dramatically. Many leading healthcare institutions are discovering a powerful toolset for addressing both quality and cost: Six Sigma. In this hands-on, start-to-finish guidebook, four leading experts introduce Six Sigma from the unique standpoint of the healthcare professional, showing exactly how to implement it in real-world environments.Drawing on their unsurpassed experience, the authors offer step-by-step methodologies, tools, and metrics-all thoroughly adapted to the unique realities of healthcare. They demonstrate how to utilize Six Sigma's Define, Measure, Analyze, Improve, and Control (DMAIC) process to address even the most challenging problems. They also offer realistic guidance on rolling out Six Sigma initiatives that deliver rapid and sustainable value.The authors show Six Sigma at work in every area of the hospital: clinical, radiology, surgery, ICU, cardiovascular, laboratories, emergency, trauma, administrative services, staffing, billing, cafeteria, even central supply. You'll learn why Six Sigma can produce better results than other quality initiatives, how it brings new rigor and discipline to healthcare delivery, and how it can be used to sustain ongoing improvements for the long term.Coverage includes i?·i? i? i? i? i? i? i? i? Adapting Six Sigma methodology, tools, and measurements for healthcare i?·i? i? i? i? i? i? i? i? Designing more successful experiments i?·i? i? i? i? i? i? i? i? Rolling out your Six Sigma initiative successfully i?·i? i? i? i? i? i? i? i? Case studies from every area of the hospital, from the ICU to billing i?·i? i? i? i? i? i? i? i? Six Sigma templates modified fully for the healthcare environmentComprehensive and user-friendly, this book will be indispensable to everyone concerned with quality or cost: administrators, managers, physicians, and quality specialists alike. Where Six Sigma is already in use or being considered, it will serve as a shared blueprint for the entire team.ContentsForewordi? xxIntroductioni? xxiPart I:i? i? The Need for Cutting Costs and Improving Quality in Healthcarei? 1Chapter 1i? i? i? i? i? i? i? i? i? Trends in the Healthcare Industryi? 3Chapter 2i? i? i? i? i? i? i? i? i? Excellence (Benchmarks) and Improvement Challenges in the Healthcare Systemi? 21Chapter 3i? i? i? i? i? i? i? i? i? Applicability of Six Sigma in Healthcare Organizationsi? 31Part II: i? i? Methodology, Tools, and Measurementsi? 59Chapter 4i? i? i? i? i? i? i? i? i? The Healthcare Opportunityi? 61Chapter 5i? i? i? i? i? i? i? i? i? Six Sigma Methodologyi? 77Chapter 6i? i? i? i? i? i? i? i? i? Understanding Problems: Define, Measure, and Analyzei? 89Chapter 7i? i? i? i? i? i? i? i? i? Solving Problems: Improve and Controli? 129Part III:i? Benefiting from Six Sigmai? 161Chapter 8i? i? i? i? i? i? i? i? i? Case Study Introduction and Profilesi? 163Chapter 9i? i? i? i? i? i? i? i? i? Clinical Case Studiesi? 181Chapter 10i? i? i? i? i? i? i? Operational Case Studiesi? 203Part IV:i? Rolling Out and Sustaining Six Sigmai? 239Chapter 11i? i? i? i? i? i? i? Implementing a Six Sigma Culturei? 241Chapter 12i? i? i? i? i? i? i? Lean Six Sigma in Healthcarei? 373Chapter 13i? i? i? i? i? i? i? The Road Aheadi? 401Part V:i? i? Appendixesi? 431Appendix Ai? i? i? i? i? PMBOK Tools and Techniquesi? 433Appendix Bi? i? i? i? i? i? The Six Sigma Body of Knowledgei? 437Appendix Di? i? i? i? i? Total Six Sigma Tools Self-Evaluation Formi? 445Appendix Di? i? i? i? i? Additional Resourcesi? 451Appendix Ei? i? i? i? i? i? The Man I Want To Be!i? 453Indexi? 455

Praveen Gupta

Papers

Six Sigma Deployment

The Six Sigma Black Belt Handbook

Leading Innovation Change - The Kotter Way

Six Sigma Business Scorecard

Improving Healthcare Quality and Cost with Six Sigma