Purpose The purpose of this paper is to study, analyze and implement continuous improvement (CI) techniques in an interior design case company, which faces challenges in different departments that affect the case company performance. Design/methodology/approach The proposed methodology implemented in three departments of an interior design company in Gulf Cooperation Council (GCC). First, the authors analyzed and identified problems using Pareto chart and cause and effect diagram. After that, they improved identified problems using Kaizen, 5S, developed project selection form and modified organization chart. The result has been shown savings regarding money and time. Findings Successful implementation of the proposed methodology reduced project in pipeline time from 16 weeks to nine weeks, profit margin increased from 25 to 27 per cent, sales win ratio increase from 11 to 32 per cent, better project and financial forecasting and 92 per cent of tender submission deadline achievement. A habit of clean, tidy and organized workplace has been developed among workers. Originality/value Proposed solutions contributed significantly to saving time and effort spent to accomplish different tasks in the case company. The company approved the proposed solutions and implemented them, which show that these proposed solutions are feasible and practical. In addition to that, in literature, most of the CI applications are in the manufacturing or production sectors. This was the first study, which implemented CI techniques in an interior design company.

To address environmental issues and cost effectiveness, waste management is necessary for healthcare facilities. Most importantly, segregation of hazardous and non-hazardous waste must be done as in many developing countries; disposal of both types of healthcare waste is done together, which is an unsafe practice. Waste generated in hospitals needs proper management to minimise hazards for patient and healthcare workers. At the same time, it is quite difficult for hospitals to find a systematic way to select appropriate suppliers for hospital waste management. Therefore, the purpose of this article is to identify, validate, and rank criteria that are essential for hospital waste management suppliers' selection. The analytical hierarchal process approach has been used and a survey from Pakistan's largest city (Karachi) has been considered to rank the most appropriate criteria that is necessary to select the supplier, especially in a developing country like Pakistan. Results show that waste management cost (45.5%) and suppliers' details (31.5%) are the top two main criteria for supplier selection; and storage cost (15.7%), waste handling cost (14.7%), and qualification of the suppliers (10.9%) are the top three most important overall sub-criteria for supplier selection for hospital waste management.

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