Search results

Disassembly takes place in remanufacturing, recycling, and disposal, with a line being the best choice for automation. The disassembly line balancing problem seeks a sequence that is feasible, minimizes the number of workstations, and ensures similar idle times, as well as other end-of-life specific concerns. Finding the optimal balance is computationally intensive due to exponential growth. Combinatorial optimization methods hold promise for providing solutions to the problem, which is proven here to be NP-hard. Stochastic (genetic algorithm) and deterministic (greedy/hill-climbing hybrid heuristic) methods are presented and compared. Numerical results are obtained using a recent electronic product case study.

Disturbing increase in the use of virgin resources to produce new products has threatened the environment. Many countries have reacted to this situation through regulations which aim to eliminate negative impact of products on the environment shaping the concept of environmentally conscious manufacturing and product recovery (ECMPRO). The first crucial and the most time-consuming step of product recovery is disassembly. The best productivity rate is achieved via a disassembly line in an automated disassembly process. In this chapter, we consider a sequence-dependent disassembly line balancing problem (SDDLBP) with multiple objectives that is concerned with the assignment of disassembly tasks to a set of ordered disassembly workstations while satisfying the disassembly precedence constraints and optimizing the effectiveness of several measures considering sequence-dependent time increments among disassembly tasks. Due to the high complexity of the SDDLBP, there is currently no known way to optimally solve even moderately sized instances of the problem. Therefore, an efficient methodology based on the simulated annealing (SA) is proposed to solve the SDDLBP. Case scenarios are considered and comparisons with ant colony optimization (ACO), particle swarm optimization (PSO), river formation dynamics (RFD), and tabu search (TS) approaches are provided to demonstrate the superior functionality of the proposed algorithm.

The ROV ground control simulator (Fig. 1) used in this multi-sensory research consists of two workstations: pilot and SO. At the left workstation, the pilot controls ROV flight (via stick-and-throttle inputs as well as invoking auto-holds), manages subsystems, and handles external communications. From the right workstation, the SO is responsible for locating and identifying points of interest on the ground by controlling cameras mounted on the ROV. Each station has an upper and a head-level 17″ color CRT display, as well as two 10″ head-down color displays. The upper CRT of both stations displays a ‘God's Eye’ area map (fixed, north up) with overlaid symbology identifying current ROV location, flight waypoints, and current sensor footprint. The head-level CRT (i.e., “camera display”) displays simulated video imagery from cameras mounted on the ROV. Head-up display (HUD) symbology is overlaid on the pilot's camera display and sensor specific data are overlaid on the SO's camera display. The head-down displays present subsystem and communication information as well as command menus. The simulation is hosted on four dual-Pentium PCs. The control sticks are from Measurement Systems Inc. and the throttle assemblies were manufactured in-house.

Computer systems firms in Silicon Valley are responding to rising costs of product development, shorter product cycles and rapid technological change by focusing and building partnerships with suppliers, both within and outside of the region. Well-known firms like Hewlett-Packard and Apple Computers and lesser known ones like Silicon Graphics and Pyramid Technology are organized to combine the components and sub-systems made by specialist suppliers into new computer systems. As these firms collaborate to both define and manufacture new systems, they are institutionalizing their capacity to learn from one another. Three cases - a contract manufacturer, a silicon foundry, and the joint development of a microprocessor - illustrate how inter-firm networks help account for the sustained technological dynamism of the regional economy.

Libraries can be seen as the collective identity of its employees engaged in providing a myriad of services to a community of patrons. Libraries can also exist in virtual settings, defined with descriptive parameters, described by a wider user group external to the library environment. The diverse nature of what constitutes libraries is illustrated by researchers, such as Marino and Lapintie (2015), who use the term “meta-meeting place” when describing its environs. Whatever model is used to describe contemporary libraries, the library environment usually has numerous needs and demands coming from a variety of stakeholders, from administrators to patrons. This chapter examines how we, as librarians, with users, co-construct library as both space and place.

We used a theoretical framework (social constructionism) to show how library identity is established by its users in the space planning process to address their needs and expectations and provided a case study of the main library at the University of South Florida.

We found that libraries are reflective of the vision and values of a diverse community and the social-political milieu in which they are housed. Librarians used a number of innovative methods and frames to create best/evidence-based practice approaches in space planning, re-envisioning library functions, and conducting outcomes/programmatic assessment. For librarians to create that sense of place and space for our users requires effective and open conversations and examination of our own inherent (and often unacknowledged) contradictions as to what libraries are or should be as enduring structures with evolving uses and changing users. For example, only a few of the studies focused on the spatial use and feel of libraries using new technologies or methodologies, such as social network analysis, discourse analysis, or GPS, to map the use of physical and virtual space.

First, new ways of working and engaging require reexamination of assessment and evaluation procedures and processes. To accomplish this, we must develop a more effective culture of assessment and to use innovative evaluation measures to determine use, user paths, and formal and informal groupings. Changes that affect patron and staff perceptions of library as place/third space may be difficult to assess using quantitative surveys, such as LibQual, that may not provide an opportunity for respondents to provide specifics of what “place” means to them. Second, it is important to have effective communication among all members of the library (patrons, library staff, and university administration) so that we design spaces/places that enhance the relationships among users, technology, pedagogy, and learning spaces, not just the latest “thing” in the literature.

This value of this review is to provide a social constructionist perspective (frame) on how we plan library space. This approach provides opportunities to truly engage our patrons and administration in the co-construction of what “our library” should be since it provides insight to group, place, and social dynamics.

Integrating interdisciplinary studies with Human Capital Management Accounting (HCMA) refers to the dynamics of organized interdisciplinary action that are transversal or cross-cutting. This approach requires the mastery of a certain number of technical skills and disciplines, as well as the capacity to use them in a process to solve problems of financial performance. This is accomplished through the specific interaction tasks that are performed by each management function and operational unit, which act in real time with others, in the same direction as an organizational team, using a selected risk appetite threshold base.

Putting business fields side by side, (i.e., business disciplines silos, as is normally the case in MBA programs), is not enough to create the transversal interaction dynamic needed for firms to achieve expected financial performance goals. As a result, few graduates today have the cross-cutting or vertical skills required to act, in real time, from their workstation in accordance with the pyramid shape of the organization chart in order to create value.

This chapter presents the results of the interface established by a faculty member in the Accounting Department of the University of San Francisco with a “seasoned leader in the FinTech industry.” It proposes a single portal for employers and HRMs to which the continuing education services of professional training associations, executive education departments of colleges, and MBA schools and universities, can connect to issue the HCMA certificate supplementing their training offerings focused on “Leadership Development”.