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The consolidation behavior of prefabricated vertical drain (PVD)-installed soft deposits mainly depends on the PVD performance. The purpose of this study is to propose a…
The consolidation behavior of prefabricated vertical drain (PVD)-installed soft deposits mainly depends on the PVD performance. The purpose of this study is to propose a numerical solution for the consolidation of PVD-installed soft soil using the large-strain theory, in which the reduction of discharge capacity of PVD according to depth and time is simultaneously considered.
The proposed solution also takes into account the general constitute relationship of soft soil. Subsequently, the proposed solution is applied to analyze and compare with the monitoring data of two cases, one is the experimental test and another is the test embankment in Saga airport.
The results show that the reduction of PVD discharge capacity according to depth and time increased the duration required to achieve a certain degree of consolidation. The consolidation rate is more sensitive to the reduction of PVD discharge capacity according to time than that according to the depth. The effects of the reduction of PVD discharge capacity according to depth are more evident when PVD discharge capacity decreases. The predicted results using the proposed numerical solution were validated well with the monitoring data for both cases in verification.
In this study, the variation of PVD discharge capacity is only considered in one-dimensional consolidation. However, it is challenging to implement a general expression for discharge capacity variation according to time in the two-dimensional numerical solution (two-dimensional plane strain model). This is the motivation for further study.
A geotechnical engineer could use the proposed numerical solution to predict the consolidation behavior of the drainage-improved soft deposit considering the PVD discharge capacity variation.
The large-strain consolidation of PVD-installed soft deposits could be predicted well by using the proposed numerical solution considering the PVD discharge capacity variations according to depth and time.
The fundamentals of total quality management (TQM) are revisited for providing a relevant perspective on business excellence. Judging from the experience of the Japanese TQM movement, there is a need for a step‐by‐step approach towards TQ. As a result of exploratory research, a model called TQMEX, standing for TQM Excellence Model, has been developed based on sound TQM practices. Both the theoretical background, personal experience, and results of an intensive questionnaire survey conducted in Hong Kong, Japan, and the UK have highlighted the importance of the Japanese 5‐S, DPR, QCC, ISO 9000 and TPM on TQM practice. The findings are useful for firms wanting to benchmark against the business excellence of leading firms which have survived and grown despite the two global oil crises and the recent Asian financial turmoil.
This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/02656719410074260. When citing the article, please cite: Samuel K.M. Ho, (1994), “Is the ISO 9000 Series for Total Quality Management?”, International Journal of Quality & Reliability Management, Vol. 11 Iss: 9, pp. 74 - 89.
A problem is usually a result of “changes”. However, not all changes are the cause of problems. The search for the cause of a problem narrows down to the search for that change which should produce the precise effect observed through some area of distinction. This change may consist of several elements and conditions taken together as a complex change, which can produce the exact effect observed. This change will be found through analysing the facts used in specifying the problem. The process of analysis requires co‐operative brain‐storming among different parties concerned. Analysis of these facts is thus the crux of problem solving. Outlines an effective method of solving problems in manufacturing and demonstrates its success with practical case studies from Hong Kong, Japan, Malaysia, Singapore, and the UK.
It has been recognised that Japanese firms are clean and orderly. The same is true for high quality western firms. Over the last two decades, the Japanese have formalised the technique and name it as 5‐S practice. The author has developed the world’s first 5‐S audit worksheet and used it for training in Hong Kong, Malaysia and the UK since 1994. As the name is new to most western societies, the objective of this paper is to explain the intricacy of the 5‐S so that it can be understood easily and adopted readily by those who may find the tool useful. 5‐S is also an important tool for action learning and the corner stone of a new paradigm for quality culture. In 1994, the Hong Kong Government Industry Department started promoting the 5‐S practice in Hong Kong. Many seminars and workshops have been conducted and they were all very popular and well‐received by the business community. As a result of the success, the Department commissioned a “5‐S practice workbook” with ten successful case studies from the manufacturing, services and public sectors. Further, a grant has been given to the authors to train up 2,500 5‐S lead auditors, the first of its kind in the world. The experience will also be shared in this article.
We present a new nonlinear axisymmetric finite element model for heat transfer and powder deposition in rotational molding. Arbitrary Lagrangian Eulerian techniques are…
We present a new nonlinear axisymmetric finite element model for heat transfer and powder deposition in rotational molding. Arbitrary Lagrangian Eulerian techniques are employed to track the gradual growth of the plastic layer. Results using this approach compare well with earlier 1‐D models and with experimental data. Using the model to study the effects of locally enhanced heat transfer on part wall thickness, we find that controlling the relative magnitudes of radial and circumferential heat transfer is crucial in order to obtain desired wall thickness profiles.
The fundamentals of learning organisations are revisited to provide a relevant perspective for achieving world‐class performance. A new concept termed the ‘total learning organisation’ is created and developed based on the theoretical background and the author’s consultancy experience. Three important World Cup matches are used as case examples to illustrate the application of innovation through the conceptual framework of the total learning organisation. The findings are useful for firms wanting to benchmark against the experience of leading firms which have survived and grown despite the two global oil crises and the recent Asian financial turmoil.