Development and validation of a new method for measuring friction between skin and nonwoven materials.

A new method for measuring the coefficient of friction between nonwoven materials and the curved surface of the volar forearm has been developed and validated. The method was used to measure the coefficient of static friction for three different nonwoven materials on the normal (dry) and over-hydrated volar forearms of five female volunteers (ages 18-44). The method proved simple to run and had good repeatability: the coefficient of variation (standard deviation expressed as a percentage of the mean) for triplets of repeat measurements was usually (80 per cent of the time) less than 10 per cent. Measurements involving the geometrically simpler configuration of pulling a weighted fabric sample horizontally across a quasi-planar area of volar forearm skin proved experimentally more difficult and had poorer repeatability. However, correlations between values of coefficient of static friction derived using the two methods were good (R = 0.81 for normal (dry) skin, and 0.91 for over-hydrated skin). Measurements of the coefficient of static friction for the three nonwovens for normal (dry) and for over-hydrated skin varied in the ranges of about 0.3-0.5 and 0.9-1.3, respectively. In agreement with Amontons' law, coefficients of friction were invariant with normal pressure over the entire experimental range (0.1-8.2 kPa).

BEHAVIOUR OF FIXED CANTILEVER WALLS SUBJECT TO LATERAL SHAKING.

A programme of research on the seismic behaviour of retaining walls has been under way at Cambridge since 1981. Centrifuge tests have presently been conducted both on cantilever walls and isolated mass walls, retaining dry sands of varying grading and density. This paper is devoted to the modelling of fixed-base cantilever walls retaining Leighton Buzzard (14/25) sand of relative density 99% with a horizontal surface level with the crest of the wall. The base of the centrifuge container was used to fix the walls, and to provide a rigid lower boundary for the sand. No attempt was made to inhibit the propagation of compression waves from the side of the container opposite the inside face of the model wall. The detailed analysis of dynamic deflections and bending moments was made difficult by the anelastic nature of reinforced concrete, and the difficulty of measuring bending strains thereon. A supplementary programme of well-instrumented tests on Dural walls of similar stiffness, including the modelling of models, was therefore carried out. Refs.

Managing without measuring: A study of an electricity distribution company

Purpose: The purpose of this paper is to present an exception to the common belief "If you can't measure it, you can't manage it". It aims to show how in certain situations particular practices, attitudes and cultures can remove the need for individual performance measurement. Design/methodology/approach: First, the paper identifies the usual roles of performance measurement in managing individual employees as described by control and motivation theorists. Second, it identifies a market-leading organisation where managers deliberately refuse to use their top-level performance measurement system to manage the performance of individual employees. A case study is carried out to test what non-measurement mechanisms fulfil the roles of individual performance measurement in this organisation. Findings: Building on situations observed at this company, a set of possible characteristics of companies that do not require formalised individual performance measurement systems in order to achieve high performance standards is put forward. Practical implications: Managers should not always assume that individual performance measurement is the only way to achieve excellent performance. This study shows that, by granting responsibilities and providing appropriate support, managers can channel workers' enhanced motivation towards meeting wider organisational goals. Originality/value: This work broadens the understanding of how excellent performance can be achieved. It shows that excellence can be achieved through practices based on shared values linked to motivation, trust, and a common sense of mission, without the need to install individual performance measurement systems based on cybernetic principles. © Emerald Group Publishing Limited.