• Transactions of the Korean Society of Automotive Engineers
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• v.8 no.5
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• pp.207-215
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• 2000

This study theoretically investigated the roll-off cleanliness operation to eliminate the built-in contaminants which are primarily the result of manufacturing and assembly procedures first. A rigorous analytical examination of the cleaning process associated with hydraulic systems was performed by developing the general filtration process equations. The sloughing process by which built-in contaminant is entrained in the system fluid was examined during the development of a general analytical expression for sloughing rate. This sloughing rate expression in conjunction with the filtration process equations have lead to a relationship rate expression in conjunction with the filtration process equations have lead to a relationship which describes the flushing and clean-up operation for the hydraulic systems. The effects of the primary roll-off cleanliness factors was discussed and illustrated on the figures. Then, the analytical results was shown to be usefully applied into the design of roll-off flushing equipment for the hydraulic system of a tractor.

• Culinary science and hospitality research
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• v.16 no.2
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• pp.77-95
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• 2010

This study aims to analyze importance and performance factors on the quality of wellbeing fusion menu of fusion restaurants to provide helpful information for building up a detailed marketing strategy and present considerations for sales increase and more efficient business results. Importance on menu quality scored a higher level than performance on the whole in fusion restaurants. Notably, in regard to attributes of menu quality, it was found that respondents put higher stress on 'taste of food', 'sanitary of food', 'cleanliness of vessels', 'quality of menu' and 'freshness of food' than anything else. Wellbeing fusion menu which has an high intake frequency rate includes 'green vegetable noodles with black bean sauce', 'sweet pumpkin salad', 'salmon salad', and 'shrimp vegetable gratin' in that order. On the other hand, the intake frequencies of 'ovened green perilla gratin', 'pomegranate dressing tofu', 'bacon roll with glutinous rice powder', and 'pomegranate dressing bacon' were rated very low. In terms of the IPA analysis on wellbeing fusion menu quality, it was important to continuously maintain 'taste of food', 'sanitary of food', 'cleanliness of vessels', 'freshness of food', 'quality of menu', 'diet menu(low fat, low calories)', 'vegetable menu', 'nutrition of food', 'variety of menu' etc. Such items as 'price', 'distinction with existing food', and 'environment-friendly organic agriculture food material' are in need of intensive care and operation.

• Quality Improvement in Health Care
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• v.5 no.2
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• pp.324-334
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• 1998

Background : Strategic planning is an organizationwide or systemwide, ongoing look into the future usually of 2~3 years, based on objective analysis of the current environment and trends, but it can incorporate both short-term and long-term goals. The strategic planning process includes external analysis, internal analysis, issue analysis, development of mission, vision and values, and lastly development of organizational goals and objectives. As a part of the strategic quality planning process, certain service lines, important organizationwide functions, or key processes supporting these functions can be prioritized to expedite and roll out certain strategic goals. This is called strategic quality initiatives. Methods : We organized a quality improvement team, a subgroup of 21st century vision planning corps of our medical center, and pursued QI activities for improvement of healthcare environment, particularly in the admission setting. We developed a strategic quality initiative based on the results of patient satisfaction surveys, and carried out functions of self-directed work team. Results : The strategic goal was to be the benchmark for peer group hospitals in Korea for providing cost-effective best-practice. The QI team included 3 medical doctors, 1 nurse, 1 social worker, and 1 QI consultant as well as many operational members to support services and quality initiatives met every Tuesday for 18 weeks. Outcome objectives were to improve patient satisfaction score. The issues included in the objectives were comfort, temperature, noise, cleanliness of the admission wards, quality and education of patient meals, matters regarding the admission process, and an appurtenant facility such as restaurant or convenience store. Every issue was discussed and recommendations, conclusions and opportunities were implemented. Conclusions : By developing a strategic quality initiative as a part of the strategic quality planning process, and pursuing a self-directed work team, certain sen/ice lines, important organizationwide functions, or key processes supporting these functions can be improved effectively within a short period. Strategic quality initiatives serve to support, or roll out, certain strategic goals that are relevant to performance improvement and development of specific measurable outcome objectives, and associated performance measure for each initiative. Each strategic quality initiative should include a statement of intent outcome objectives, and performance measures. We will come back with follow up of the strategic quality initiative, for improvement of healthcare environment, and results of patient satisfaction re-survey.