EdD, University of Cincinnati, 2002, Education : Curriculum and Instruction

This study was conducted to describe the selection and adoption of Carnegie Learning's Cognitive Tutor Algebra I, a computer assisted instructional program, with eighth grade students utilizing a continuous improvement plan mandated by the state of Ohio. Carnegie Learning provides technologically enriched solutions for Algebra I through the utilization of intelligent cognitive tutors and standards based curriculum (CarnegieLearning.com, 2000). Students discover the appropriate mathematics by solving real life/world problems, articulating their solutions, reasoning among multiple representations and making connections to prior knowledge. Students spend 60% of their time working cooperatively solving problems and 40% of their class time working with computer based intelligent tutors. This study describes the steps of a state mandated continuous improvement plan and one district's attempt to implement the steps. This study also describes attitudes of students regarding mathematics and teachers' perceptions regarding the process for selecting and implementing Cognitive Tutor Algebra I for eighth grade students.

Committee: Dr. Glenn Markle (Advisor) Subjects:

Doctor of Philosophy, University of Akron, 2021, Engineering

Lean Management Systems (LMS) and Continuous Improvement (CI) program deployments are increasingly becoming an important strategy for many organizations for gaining competitive advantage. Such deployments promise success to organizations of any nature and size. Significant resources in the form of employee time, external consultants and training programs are spent on LMS/CI deployments by a vast number of companies every year. Yet despite the long history and evolution of CI methodology, ease of concepts and application, high amount of time and resources spent and furthermore proliferation of such deployments - the adoption and ultimately the success of such programs is highly variable. While many research papers and companies claim to have realized hundreds of millions in economic benefits from Lean deployments, just as many report to not even recover the cost of deployment. Researchers conclude that a complete systems approach to successfully deploy Lean methodology for long-term sustained gains is not widely understood or practiced. For this reason, in this research I present the design work of a new way to approach Lean/CI deployment methodology utilizing first-principles. The need for the new approach to deploying Lean/CI was engendered due to a mandate from the Senior Leadership Team (SLT) at the organization. The SLT desired a holistic approach that would align better to Company's Lean principles (first principles), show financial impact and bring about behavioral cultural change. This research presents the new approach - from First-Principles for the methodology, design criterion from SLT, to the design of the methodology, and then the application of the methodology to different businesses in the company. In essence, the research shows how any organization can build its own LMS utilizing first- principles to fit their own needs rather than copy pasting fragmented components offered by expensive consultants or snippets from literature – neither of w (open full item for complete abstract)

Committee: Shengyong Wang (Advisor); Asoke Dey (Committee Member); Xiaosheng Gao (Committee Member); Ping Yi (Committee Member); Chen Ling (Committee Member) Subjects: Banking; Engineering; Industrial Engineering; Management; Mechanical Engineering; Systems Design; Systems Science

Master of Science in Engineering, Youngstown State University, 2020, Department of Mechanical, Industrial and Manufacturing Engineering

The effectiveness of The Six Sigma Breakthrough Management strategy was evaluated in the oil and gas industry, specifically at Vallourec Star. Statistical and process analysis were utilized to investigate the cause and effect relationship of input and output variables during the seamless rolling process. Implementation of the Six Sigma Breakthrough Management strategy has yielded significant results in various industries but there are not many examples of successful deployments in the oil and gas industry, more specifically in a seamless tube mill. Six Sigma was studied, adapted and deployed to meet the needs of the oil and gas industry and Vallourec Star. The adaptations included piloting on a high impact, high visibility opportunity within the seamless rolling mill. The chosen approach prioritized a hybrid bottom up and top down strategy rather than the traditional top down only approach adopted by more mature industries. Six Sigma has proven as an effective problem-solving methodology for the oil and gas industry and was successfully implemented. Vallourec Star was able to reduce pipe related defects by 70% while following the Six Sigma methodology.

Committee: Martin Cala PhD (Committee Chair); Darrell Wallace PhD (Committee Member); Nazanin Naderi PhD (Committee Member) Subjects: Industrial Engineering; Statistics