To Identify the Untrustworthy Leader of a Hierarchical Wireless Sensor Network Using Received Signal Strength

##plugins.themes.bootstrap3.article.main##

Abstract

There are a multitude of privacy and safety  concerns that arise as a result of wireless sensor nodes  being carelessly put in potentially hazardous regions.  An adversary has the capability of either seizing a node  that is located in an area that is not under their control  or introducing a node that is acting under the guise of  a genuine node. The lack of adequate security in sensor  networks presents a substantial barrier to many potential  applications. A form of protection known as intrusion  detection can be utilized to thwart attacks of this nature.  Because of this, traditional methods of intrusion detection  cannot be utilized in a sensor network due to the restricted  resources of individual nodes. In this paper, we offer a  method for detecting intrusions in hierarchical wireless  sensor networks using a sensor fusion algorithm. This  method is intended to be utilized in situations in which  malevolent nodes are performing the duties of Cluster  Head. Clustering is an approach that sensor networks  take in order to produce their detections. A technique  that only requires a modest amount of communication  yet is nevertheless capable of thwarting an attack on a  hierarchical routing system has been described.

References

Adam, E. E. (2014). Alternative quality improvement practices and organization performance. Journal of Operations Management, 12(1), 27–44.

Aoki, K. (2007). Transferring Japanese Kaizen activities to overseas plants in China. International Journal of Operations and Production Management, 28(6), 518–539.

Ahmed, S., & Hassan, M. (2003). Survey and case investigations on application of quality management tools and techniques in SMIs. International Journal of Quality & Reliability Management, 20(7), 795–826.

Ahuja, I. P. S., & Khamba, J. S. (2008). Total productive maintenance: Literature review and directions. International Journal of Quality & Reliability Management, 25(7), 709–756.

Bayo-Moriones, A., Bello-Pintado, A., & Merino-Díaz de Cerio, J. (2008). The role of organizational context and infrastructure practices on JIT implementation. International Journal of Operations & Production Management, 28(11), 1042–1066.

Becker, J. E. (2001). Implementing 5S to promote safety and housekeeping. Professional Safety, 46(8), 29–31.

Cagliano, R., & Spina, G. (2000). Advanced manufacturing technologies and strategically flexible production. Journal of Operations Management, 18(2), 169–190.

Chapman, C. D. (2005). Clean house with lean 5S. Quality Progress, 38(6), 27–32.

Chen, W. H., & Lu, R. (1998). A Chinese approach to quality transformation. International Journal of Quality and Reliability Management, 15(1), 72–84.

Chin, K. S., & Pun, K. F. (2002). A proposed framework for implementing TQM in Chinese organizations. International Journal of Quality & Reliability Management, 19(2/3), 272.

Corbett, C., & Van Wassenhove, L. (1993). Trade-offs? Why trade-offs? California Management Review, 35(4), 107–122.

Dale, B. G. (2019). The Japanese approach to TQM. In Managing Quality (3rd ed.). Oxford: Blackwell Publishers.

Eckhardt, B. (2001). The 5-S housekeeping program aids production. Concrete Products, 104(11), 56.

Eti, M. C., Ogaji, S. O. T., & Probert, S. D. (2006). Strategic maintenance management in Nigerian industries. Applied Energy, 83(3), 211–227.

Ettlie, J. E., & Reifeis, S. A. (1987). Integrating design and manufacturing to deploy advanced manufacturing technology. Interfaces, 17(6), 63–74.

Flynn, B. B., Schroeder, R. G., & Sakakibara, S. (1994). A framework for quality management research. Journal of Operations Management, 11(4), 339–366.

Flynn, B. B., Schroeder, R. G., & Sakakibara, S. (1995). Relationship between JIT and TQM. Academy of Management Journal, 38(5), 1325–1360.

Filippini, R., Forza, C., & Vinelli, A. (1998). Trade-off and compatibility between performance. International Journal of Production Research, 36(12), 3379–3406.

Gapp, R., Fisher, R., & Kobayashi, K. (2008). Implementing 5S within a Japanese context. Management Decision, 46(4), 565–579.

Hartmann, E. (1992). Successfully Installing TPM in a Non-Japanese Plant. TPM Press.

Herron, C., & Braiden, P. M. (2006). A methodology for developing sustainable productivity improvement. International Journal of Production Economics, 104(1), 143–153.

Hines, P., Holweg, M., & Rich, N. (2004). Learning to evolve: A review of lean thinking. International Journal of Operations & Production Management, 24(9/10), 994–1011.

Hirano, H. (1995). 5 Pillars of the Visual Workplace. Productivity Press.

Ho, S. K., Cicmil, S., & Fung, C. K. (1995). The Japanese 5S practice and TQM training. Training for Quality, 3(4), 19–24.

Ho, S. K. (1998). 5S practice: A new tool for industrial management. Industrial Management & Data Systems, 98(2), 55–62.

Ho, S. K. (1999). 5S practice: The first step towards TQM. Total Quality Management, 10(3), 345–356.

Imai, M. (1997). Gemba Kaizen. McGraw-Hill.

James-Moore, S. M., & Gibbons, A. (1997). Is lean manufacture universally relevant? International Journal of Operations and Production Management, 17(9), 899–911.

Kobayashi, K., Fisher, R., & Gapp, R. (2008). Business improvement strategy or useful tool? Total Quality Management, 19(3), 245–262.

Kumar, M., Antony, J., Singh, R. K., Tiwari, M. K., & Perry, D. (2006). Implementing Lean Sigma in an Indian SME. Production Planning & Control, 17(4), 407–423.

Mann, R., & Kehoe, D. (1994). Evaluation of quality improvement activities. International Journal of Quality and Reliability Management, 11(4), 29–44.

Martínez-Lorente, A. R., Dewhurst, F. W., & Gallego-Rodríguez, A. (2000). Relating TQM, marketing and business performance. International Journal of Production Research, 38(14), 3227–3246.

Merino, J. (2003a). Factors relating to the adoption of quality management practices. Total Quality Management & Business Excellence, 14(1), 25–44.

Merino, J. (2003b). Quality management practices and operational performance. International Journal of Production Research, 41(12), 2763–2786.

Nakajima, S. (1988). Introduction to TPM. Productivity Press.

Neely, A., Gregory, M., & Platts, K. (1995). Performance measurement system design. International Journal of Operations Production Management, 15(4), 80–116.

Osada, T. (2011). The 5S: Five Keys to a Total Quality Environment. Asian Productivity Organisation.

Pavnaskar, S. J., Gershenson, J. K., & Jambekar, A. B. (2003). Classification scheme for lean manufacturing tools. International Journal of Production Research, 41(13), 3075–3090.

Powell, T. C. (1995). Total quality management as competitive advantage. Strategic Management Journal, 16(1), 15–37.

Sakakibara, S., Flynn, B. B., Schroeder, R. G., & Morris, W. T. (1997). Impact of JIT manufacturing. Management Science, 43(9), 1246–1257.

Saraph, J. V., Benson, G. P., & Schroeder, R. G. (1989). Measuring the critical factors of quality management. Decision Sciences, 20(4), 457–478.

Schroeder, R. G., & Flynn, B. B. (2001). High Performance Manufacturing. Wiley.

Scott, B. S., Wilcock, A. E., & Kanetkar, V. (2009). Continuous improvement programs in the Canadian food sector. Food Control, 20, 209–217.

Shah, R., & Ward, P. T. (2003). Lean manufacturing. Journal of Operations Management, 21(2), 129–149.

Shari Mohd, Y., & Aspinwall, E. (2001). TQM implementation in UK automotive SMEs. International Journal of Quality & Reliability Management, 18(7), 722–743.

Souza, R., & Voss, C. A. (2008). Contingency research in operations management. Journal of Operations Management, 26(6), 697–713.

Swamidass, P. M., & Winch, G. W. (2002). Manufacturing technology innovations. International Journal of Production Research, 40(12), 2677–2703.

Warwood, S. J., & Knowles, G. (2004). Japanese 5S practice in UK industry. The TQM Magazine, 16(5), 347–353.

Willmott, P. (1994). Total Productive Maintenance: The Western Way. Butterworth-Heinemann.

Zhang, Q., Vonderembse, M. A., & Cao, M. (2006). Achieving flexible manufacturing competence. International Journal of Operations and Production Management, 26(6), 580–599.