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Force-System Resultants and Equilibrium
Published in Richard C. Dorf, The Engineering Handbook, 2018
The operating system carries out process management by the following activities: Detection of process requestsCreation of processes by individual process control blocks (PCBs)Allocation of system resources to processes, such as CPU time, memory, files, and I/O devicesScheduling of processes based on a predefined process state transition diagramTermination of processes
Sensors and Grippers in Robot Work Cells
Published in Ulrich Rembold, Robot Technology and Applications, 2020
Processes on all boards have access to sensor data in a dual-ported RAM via a sensor interface unit, and they can send commands and parameters to the sensor module. Process management and communication of all monitoring and control processes is done with a multiprocessor, multitasking operating system called HEROS (Hierarchical Executive Robot System). In the HEROS system, each processor has its own multitasking real-time system kernel, and the processes communicate interrupt-driven via global memory using semaphores. This concept guarantees task switching times of less than 100 ys, which permits the realization of control loops with extremely short delay times.
RTCA DO-254/ EUROCAE ED-80
Published in Cary R. Spitzer, Uma Ferrell, Thomas Ferrell, Digital Avionics Handbook, 2017
DO-254 requires management of COTS components through an electronic component management process. DO-254 does not provide complete guidance on COTS topics. Further information on the preparation of an ECMP can be found in the IEC document IEC TS 62239, Process management for avionics—Preparation of an electronic components management plan.
Relationship between quality management practices, performance and maturity quality management, a contingency approach
Published in Quality Management Journal, 2020
In order to define the QM practices the result of the research made by Ebrahimi and Sadeghi (2013) was used as a reference, in which seven key QM practices were listed, based on a criterion of frequency in past investigations: (a) top management commitment and leadership, (TMCL); (b) human resources management, (HRM); (c) quality information and analysis, (QIA); (d) process management, (PM); (e) customer focus and satisfaction, (CFS); (f) supplier quality management, (SQM), and (g) strategy quality planning in quality management (SQPQM). However, there are not enough studies on the relationship between quality management practices and the maturity level of quality management as a contingency variable and this does not allow the monitoring of the implementation progress of QM practices in order to establish cost-benefit relationships before executing new improvement actions, since one way to evaluate the cost-benefit relationship is to consider the cost of poor quality (Sousa and Voss 2002; Sfreddo et al. 2018) .
How do crowd logistics platforms create value? An exploratory case study from China
Published in International Journal of Logistics Research and Applications, 2019
Shuang Li, Wenbing Wu, Yuhuan Xia, Mingyu Zhang, Shuxiang Wang, Matthew A. Douglas
2) Process management. Process management refers to route and schedule planning. Crowd logistics platforms optimise routes so that drivers make deliveries as efficiently as possible. Generally, crowd logistics platforms collect and process massive amounts of route information, facilitate information sharing between different entities, and plan optimal routes by analysing data. An interviewee from X3 specified the process of route planning as follows: Our platform equips every truck with a GPS for navigation to collect real-time traffic data. By calculating the parameters of traffic conditions, our platform provides drivers with adjusted routes when they encounter unexpected situations, such as lane closures, traffic congestions, or roadway maintenance.Similarly, platforms provide schedule planning to ensure delivery schedules are met in a timely manner. The CEO of X4 noted, ‘We make daily schedules for drivers prior to the deliveries and adjust the schedules in real time to respond to the realities of operations.’ The VP of X2 stated, ‘Our platform provides drivers with specific instructions about what to do at every step and gives them instant notifications or reminders. By tracking drivers’ logistics activities, we can estimate whether they will arrive on time.’
Identifying and addressing challenges in the engineering design of modular systems – case studies in the manufacturing industry
Published in Journal of Engineering Design, 2019
Jarkko Pakkanen, Tero Juuti, Timo Lehtonen
Rosemann and vom Brocke (2010) explained that, in this context, culture refers to responsiveness to process changes, process values and beliefs, process attitudes and behaviours, leadership attention to process management, and process management social networks in business process management. This category was also modified to meet our needs. Our criteria considered culture through the existence of change control processes. This is important because many of the companies we worked with on the modularisation projects were previously accustomed to properties of project business, in which explicitly defined, strict, and systematic processes for how and when changes can be made or who can make these changes have not necessarily been defined. Non-managed design changes are harmful from a design reuse viewpoint.