Search results

The objective of this work was to demonstrate a novel approach to human machine interaction that seamlessly uses teleoperation and automation in a complex environment.

This work leverages developments in the area of operational software Operational Software Components for Advanced Robotics (OSCAR), decision making, human‐machine interface, and motion planning. This demonstration uses a 17 degrees‐of‐freedom (DOF) dual arm robot that is equipped with modern tool changers, crash protectors, force‐torque sensors and electrical and pneumatic power at the tools. Four different end‐effector tools are also provided. These are electric grippers, electric rotary saw, electric drill, and a pneumatic spray gun. The system can be used both in teleoperation and automation mode. In teleoperation mode, the user has a choice of five different input devices. These are computer keyboard, spaceball and spacemouse, RSI manual controller and kraft force feedback controller. Automation is performed using a novel graphical user interface with 3D graphics used for previewing and verifying manipulator motion. Automation tasks that are demonstrated include automatic grasping, sawing, drilling, spray painting, point‐to‐point motion, and teaching. The controller for the dual arm system is developed using OSCAR and supports a variety of decision‐making algorithms and obstacle avoidance. The integration of this controller with the input devices and human machine interface is done using a novel protocol that is based on Extensible Markup Language (XML) for maximum reuse and distributed integration. This protocol is further based on a well‐defined and scalable XML schema that can be easily extended as controller functionality is changed and/or additional input devices are added.

It is necessary to combine automation with teleoperation to reduce worker fatigue and also provide higher value robotic functions. This is possible as most remote tasks can be broken down into structured and unstructured components. On the integration front, we see XML‐based integration providing a loosely coupled system that can make interoperability between various robot systems possible. For end‐effector tooling, it is better to have special purpose tools that can be switched out versus the use of a general purpose tool such as a robotic hand.

This research was done in a laboratory environment, and as such, its application in the field will require partnering with a commercial entity. Force‐feedback on manual controllers during teleoperation was not very effective. In fact, providing visual queues to the operator about the forces were a better guide to the operator.

The software for this work provides obstacle avoidance capability. The obstacle avoidance is based on a known world model that is derived from a CAD environment. In reality, this model will have to be sensed in real‐time, and decoded into a geometric model. Significant work in this area needs to be done.

The software developed for this work was based on the OSCAR software framework. This is a unique framework that at its core uses performance criteria to control the behavior of the robot during teleoperation and automation. The value of this work is that it shows as completely feasible the control of a 17 DOF dual arm system using the latest integration technologies (such as XML), integrated simulation, multiple tools and multiple input devices. It also shows that all these choices can be provided to an operator through a single user interface.

Organizations are fast adopting new technologies such as automation, analytics and artificial intelligence, collectively called intelligent automation, to drive digital transformation. When adopting intelligent automation, there is a need to understand the success factors of these new technologies and adapt agile software development (ASD) practices to meet customer expectations. The purpose of this paper is to explore the success factors of intelligent automation and create a framework for managers and practitioners to meet dynamic business demands. Total interpretive structural modeling (TISM) framework is a suitable approach to integrate quantitative measurement with qualitative semi-structured interviews capturing the context of the individual organization environment.

This paper identified agility factors and their interrelationships using a TISM framework. TISM results were validated using a one-tailed t-test to confirm the interrelationships between factors. Furthermore, the agility index of a case project organization was assessed using a graph-theoretic approach (GTA) to identify both the triggering factors for agility success and improvement proposals.

Results showed that leadership vision, organization structure and program methodology were driving factors. The TISM model was validated statistically and the agility index of the intelligent automation case project organization was calculated to be79.5%. Here, a GTA was applied and the triggering factors for improvement of the agility index were identified.

The limitations of the study are described along with the opportunities for future research as the field evolves through the rapid innovation of technology and products.

The increasing role of digital transformation in enterprise strategy and operations requires practitioners to understand how ASD practices must be planned, measured and/or improved over time through the implementation of automation, analytics and artificial intelligence programs. The TISM digraph provides a framework of hierarchical structure to organize the influencing factors, which assists in achieving organizational goals. This study highlights the driving factors which contribute to the success of intelligent automation projects and project organizations.

This is a first attempt to analyze the interrelationships among agility factors in intelligent automation projects (IAP) using TISM and the assessment of the agility index of a case IAP organization using a GTA.

FLEXIBILITY has always been associated with robotic systems. However, once a robot has been integrated into an application, the robot is no longer flexible but becomes a part of the tooling. This loss of flexibility is attributed to the use of rigid, costly tooling, which includes end effector tooling.

This study proposes targeted modernization of the Department of Defense (DoD's) Joint Forces Ammunition Logistics information system by implementing the optimized innovative information technology open architecture design and integrating Radio Frequency Identification Device data technologies and real-time optimization and control mechanisms as the critical technology components of the solution. The innovative information technology, which pursues the focused logistics, will be deployed in 36 months at the estimated cost of $568 million in constant dollars. We estimate that the Systems, Applications, Products (SAP)-based enterprise integration solution that the Army currently pursues will cost another $1.5 billion through the year 2014; however, it is unlikely to deliver the intended technical capabilities.

The objective of this chapter is to identify the key characteristics of Global Services businesses that will thrive and achieve success in the future. These factors are integrated into three main pillars, which we refer to as the Triple-Win. The first and most obvious pillar is technology as a tool. The second pillar is the design and sustainability of the business model, without which the previous factor would be merely a cost and not an investment. And last but not the least, there is the purpose which gives meaning to the proposal, focusing on the human being and their environment. The DIDPAGA business model sits at the intersection of these three elements.

Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.

This paper examines the relationship between marketing automation emergence and the marketers' use of heuristics in their decision-making processes. Heuristics play a role for the integration of human decision-making models and automation in augmentation processes, particularly in marketing where automation is widespread.

This study analyzes qualitative data about the impact of marketing automation on the scope of heuristics in decision-making models, and it is based on evidence collected from interviews with twenty-two experienced marketers.

Marketers make extensive use of heuristics to manage their tasks. While the adoption of new automatic marketing tools modify the task environment and field of use of traditional decision-making models, the adoption of heuristics rules with a different scope is essential to defining inputs, interpreting/evaluating outputs and control the marketing automation system.

The paper makes a contribution to research on the relationship between marketing automation and decision-making models. In particular, it proposes the results of in-depth interviews with senior decision makers to assess the impact of marketing automation on the scope of heuristics as decision-making models adopted by marketers.

The integration and automation of the whole design and implementation process have become a pivotal factor in construction projects. Problems of process integration, particularly at the conceptual design stage, often manifest through a number of significant areas, from design representation, cognition and translation to process fragmentation and loss of design integrity. Whilst building information modelling (BIM) applications can be used to support design automation, particularly through the modelling, amendment and management stages, they do not explicitly provide whole design integration. This is a significant challenge. However, advances in generative design now offer significant potential for enhancing the design experience to mitigate this challenge.

The approach outlined in this paper specifically addresses BIM deficiencies at the conceptual design stage, where the core drivers and indicators of BIM and generative design are identified and mapped into a generative BIM (G-BIM) framework and subsequently embedded into a G-BIM prototype. This actively engages generative design methods into a single dynamic BIM environment to support the early conceptual design process. The developed prototype followed the CIFE “horseshoe” methodology of aligning theoretical research with scientific methods to procure architecture, construction and engineering (AEC)-based solutions. This G-BIM prototype was also tested and validated through a focus group workshop engaging five AEC domain experts.

The G-BIM prototype presents a valuable set of rubrics to support the conceptual design stage using generative design. It benefits from the advanced features of BIM tools in relation to illustration and collaboration (coupled with BIM's parametric change management features).

This prototype has been evaluated through multiple projects and scenarios. However, additional test data is needed to further improve system veracity using conventional and non-standard real-life design settings (and contexts). This will be reported in later works.

Originality and value rest with addressing the shortcomings of previous research on automation during the design process. It also addresses novel computational issues relating to the implementation of generative design systems, where, for example, instead of engaging static and formal description of the domain concepts, G-BIM actively enhances the applicability of BIM during the early design stages to generate optimised (and more purposeful) design solutions.

A 42‐question survey on usage and beliefs regarding sales force automation (SFA) was collected, along with actual sales performance data, on 1,641 sales representatives of a large international pharmaceutical company in Germany, England, and the United States. The relationships between beliefs and usage and individual sales performance were examined both within and across countries and a cost‐benefit analysis completed. Factor analysis identified five usage groupings including: Planning and territory management; Administration and external information exchange; Within company communication; Active sales tool; and Passive sales tool. Significant usage, belief, and performance differences between countries were found, with the use of SFA explaining 16.4 per cent of the variance in sales performance across countries. General findings indicated that management and representatives believed SFA to be useful. US$22.2 million in sales increases were found to be attributable to SFA usage. At the same time, non‐discounted cash flow payback periods were found to range from 6.2 to 7.4 years. Potential contributing factors and implications are discussed.