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The paper has the objective of finding why the number seven most commonly appears with respect to the number of steps, number of quality tools, and several other quality related topics including personal quality.

The paper relies on the secondary data available through print and electronic media including the world wide web. Though this it is at least ensured to be quite broad based.

No specific reason could be attributed for using only number seven as no such reasoning was provided anywhere in the literature for the various lists proposed by different authors. However, in an early paper it has been reported that there is a finite span of immediate memory and for a wide range of test materials, this span is about seven items. This postulate has been widely debated and no evidence exists to generalize the issue. Thus, in the opinion of the author that there are no valid or scientific reasons for the issue considered.

Search is not claimed to be exhaustive as all the lists have not been examined to check the use of number seven.

Based on literature review it was found that the question “why number seven?” was not addressed and hence this paper has attempted to answer it. Secondly, no compilation of lists to demonstrate the use of number seven existed and this paper has filled the void.

The purpose of this study is to find out the reasons why companies achieve different results in following different business excellence (BE) models. This has been done using a case study method, selecting to illustrate the actions taken and the results achieved by two role model companies, one following the Malcolm Baldrige model (MBM) and the other following the European Foundation for Quality Management (EFQM) model.

The research design adopted is as follows: examine the literature of Total Quality Management (TQM) and BE, with specific reference to practices and happenings in Indian industry, to identify the key themes; analyse the research questions RQ1and RQ2 as mentioned above, using the learnings from the literature survey in a qualitative way. The analysis is done using chronological developments in TQM, BE and linking them with the happenings in Indian industry in a cause–effect way; develop a “source to sink” framework to track the various actions implemented by companies to drive BE in their quest to performance excellence, and to analyse the root causes for the success of the actions; illustrate the conclusions through two case studies, of two different companies from India, on the varied results achieved from following two different BE models, one, the MBM by Tata Steel, and, two, the EFQM by BHEL, both award-winning companies, for instilling “excellence” in performance; and develop a model to correlate the observations from the companies using two constructs, identifying latent variables and actions that have been taken to address the outcomes of the variables.

The findings show that the actions taken by the companies are different, under the two models. The reasons for these different actions have been described, and the impact of these on the latent variables and outcomes have been tracked. There are six reasons why the results are different.

The study has highlighted the efforts by two role model companies. These are “comparisons of the best in the business” in their respective industries. However, one needs more studies to verify and establish whether the six reasons described are the ones which are most impactful. More companies need to be studied, and, based on the outcomes, one can establish the “best choice of the BE model” for Indian companies.

The results of the study show that using different BE models can affect the results. A non-optimal choice may lead to longer time and lower results.

Excellent companies are sustainable, which means that they eliminate waste, operate in an environmentally friendly manner and address social issues. Speedily achieving excellence can lead to faster use of sustainable operations.

The work is original in the following ways: data collection through assessment teams; experience through personal engagement; identifying six reasons and two constructs which could lead to different results.

This paper aims to propose a single element, dual feed, polarisation diversity antenna. The proposed antenna operates from 2.9 to 10.6 GHz for covering the entire ultra-wideband (UWB) frequency range. The antenna is designed for usage in massive multiple input multiple output (MIMO) and closed packaging applications.

The size of the antenna is 24 × 24 × 1.6 mm³. The radiating element of the antenna is derived from the Sierpinski–Knopp (SK) fractal geometry for miniaturization of the antenna size. The antenna has a single reflecting stub placed between the two orthogonal feeds, to improve isolation.

The proposed antenna system exhibits S₁₁ < −10 dB, S₂₁ < −15 dB and stable radiation characteristics in the entire operating region. It also offers an envelope correlation coefficient < 0.01, a diversity gain > 9.9 dB and a capacity loss < 0.4 bps/Hz. The simulated and measured outputs were compared and results were found to be in similarity.

The proposed UWB-MIMO antenna has significant size reduction through usage of SK fractal geometry for radiating element. The antenna uses a single radiating element with dual feed. The stub is between the antenna elements which provide a compact and miniaturized MIMO solution for high density packaging applications. The UWB-MIMO antenna provides an isolation better than −20 dB in the entire UWB operating band.

The purpose of this paper is to generate awareness of contributions made by benchmarking toward building performance of Indian service industries in globally market. Ranking of Benchmarking is done on the basis of their application which give confidence for the managers to adopt in their Industries so that they may become best in their field.

Methodology consists of three phase: define, phase include definitions, factors of benchmarking as literature outcomes, questionnaire survey and outcome of survey. In the second phase, analysis of collected data and applications of multi-criteria decision-making approaches [technique for order preference by similarity to ideal solution (TOPSIS) and analytical network process (ANP)] are used. The last phase includes comparison of results which gives validation in similarities of ranking obtained.

The study identifies seven different benchmarking techniques used for service industries. Using TOPSIS and ANP approaches shows similarity that external benchmarking, performance benchmarking and internal benchmarking are the first three ranks that give basis for several critical success factors s, namely, planning, reliability, standardization, time behavior, usability, etc., as part of benchmarking using in service industries.

The limitation is the assumptions made by multi-criteria decision-making approaches which may effect the analysis of the study as these are taken theoretically.

This study is a first attempt to find similarities in both techniques while comparing benchmarking in Indian service industries.