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A human navigator attempts to handle the ship for safe navigation by judging navigational information on own ship’s condition, targets and current‐wind effects. He/she has…
A human navigator attempts to handle the ship for safe navigation by judging navigational information on own ship’s condition, targets and current‐wind effects. He/she has the responsibility of human lives and the economic values to judge. The human navigator maintains high mental workload during the navigational watch keeping. Therefore, we need to develop a support system to reduce the mental workload with human‐system cooperation based on the navigator’s KANSEI, and we must research an index to assess the mental workload for the first step, as the research on the KANSEI of ship’s navigator is not yet available in the world. In addition we depend on the professional’s experience for the assessment. The purpose of this paper is to find characteristics of the mental workload using heart rate variability. The experiment is carried out in six types of sea area on the west side of Japan. The subject is the chief officer of a training ship at Kobe University.
This paper provides a practical framework for managers to develop a sustainable supply chain. Given that rapid globalization has increased supply disruption risk, managers have been forced to establish efficient and responsive supply chain strategies. Nevertheless, diverse uncertainty factors, such as risk perception of strategies, have made practical management difficult. Quantifying managers' risk perceptions and applying them to supply chain strategies allows the authors to propose a structural and practical model for managing supply disruption.
The existing structural model is refined by taking subjective factors into account using the analytic hierarchy process. The applicability of the refined model is demonstrated through a comparative case study.
Managers' risk perceptions vary not only among companies but also between managing divisions within a company, which necessitates possible changes in strategy due to environmental turbulence. The principal component analysis (PCA) characterizes managers' risk perceptions that illustrate companies' emphases on disruption risk.
The proposed approach quantifies risk perception, which enables practitioners to deal with subjective information in quantitative form. Comparative studies clarify differences in perception given different business backgrounds. The results provide managers with in-depth insights for establishing supply chain strategies reflecting their risk perception.
Quantification of managers' subjective risk perception clarifies both the trend and the individual features for uncertainties. The results allow the authors to conduct the PCA, which characterizes companies. Comparative studies generalize the results of extant work, shedding light on cross-sectional differences given different business backgrounds. The effectiveness of the approach is confirmed through retrospective interviews with practitioners.