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This paper describes some aspects of micro sensors developed as part of the micromachine project in Japan. This national R&D project, industrial science and technology frontier program “Micromachine technology”, was inaugurated in 1991 as a ten‐year project. The R&D goal is to establish technologies to realize micromachines for the following practical applications; maintenance and repair of power plant facilities; miniaturization of manufacturing facilities; medical diagnosis and treatment. As a result, various types of micro sensors have been successfully developed.

Measurements of the quality of physician‐patient communication are important in assessing patient outcomes, but the quality of communication is difficult to quantify. The aim of this paper is to develop a computer analysis system for the physician‐patient consultation process (CASC), which will use a quantitative method to quantify and analyze communication exchanges between physicians and patients during the consultation process.

CASC is based on the concept of narrative‐based medicine using a computer‐mediated communication (CMC) technique from a cognitive dialog processing system. Effective and ineffective consultation samples from the works of Saito and Kleinman were tested with CASC in order to establish the validity of CASC for use in clinical practice. After validity was confirmed, three researchers compared their assessments of consultation processes in a physician's office with CASCs. Consultations of 56 migraine patients were recorded with permission, and for this study consultations of 29 patients that included more than 50 words were used.

Transcribed data from the 29 consultations input into CASC resulted in two diagrams of concept structure and concept space to assess the quality of consultation. The concordance rate between the assessments by CASC and the researchers was 75 percent.

In this study, a computer‐based communication analysis system was established that efficiently quantifies the quality of the physician‐patient consultation process. The system is promising as an effective tool for evaluating the quality of physician‐patient communication in clinical and educational settings.

This paper explores the changes in communication patterns when companies implement lean, and how those changes relate to implementation success.

This is a multiple-site case study involving four business units of a manufacturing company in South America, including two repeated measurement instances separating 24 months for approximately 600 direct workers and 65 supervisors. The analytical models include social network analysis measures and Ordinary Least Squares regression.

When companies implement lean, (1) teams have a higher frequency of communication among members; (2) teams become more decentralized; (3) teams communicate more with supervisors and (4) supervisors communicate more amongst themselves and collaborate more. Also, (5) better performing teams change more pronouncedly.

The study contains data for four business units but within only one company, limiting the external validity of the conclusions. The sample was predominantly male. Participant attrition and other potential covariates not included in the study can be additional limitations.

Lean implementations could be practically helped by managers by embracing and supporting the more intense communication patterns associated with lean success, and alternatively, they could proactively detect barriers in communication by measuring how these patterns change or fail to change and try to unlock communication by working on those barriers and supply communications infrastructure and opportunities for collaboration to try to boost the chances of success.

This is to our knowledge the first study measuring communication networks from the point of view of team members and low-level supervisors in lean implementations. This is also the first study showing that communication patterns change more rapidly in more successful teams, and also that communication pattern changes when implementing lean can be an indicator of success.