Process planning methodology: dynamic short-term planning for off-site construction in Slovenia

Planning is a vital element of project management but it is still not recognized as a process variable. Its objective should be to outperform the initially defined processes, and foresee and overcome possible undesirable events. Detailed task-level master planning is unrealistic since one cannot accurately predict all the requirements and obstacles before work has even started. The process planning methodology (PPM) has thus been developed in order to overcome common problems of the overwhelming project complexity. The essential elements of the PPM are the process planning group (PPG), including a control team that dynamically links the production/site and management, and the planning algorithm embodied within two continuous-improvement loops. The methodology was tested on a factory project in Slovenia and in four successive projects of a similar nature. In addition to a number of improvement ideas and enhanced communication, the applied PPM resulted in 32% higher total productivity, 6% total savings and created a synergistic project environment.

Workflow-oriented collaborative grid portals

The paper presents how workflow-oriented, single-user Grid portals could be extended to meet the requirements of users with collaborative needs. Through collaborative Grid portals different research and engineering teams would be able to share knowledge and resources. At the same time the workflow concept assures that the shared knowledge and computational capacity is aggregated to achieve the high-level goals of the group. The paper discusses the different issues collaborative support requires from Grid portal environments during the different phases of the workflow-oriented development work. While in the design period the most important task of the portal is to provide consistent and fault tolerant data management, during the workflow execution it must act upon the security framework its back-end Grids are built on.

Intelligent agents and distributed models for cooperative task support

Purpose – To describe some research done, as part of an EPSRC funded project, to assist engineers working together on collaborative tasks. Design/methodology/approach – Distributed finite state modelling and agent techniques are used successfully in a new hybrid self-organising decision making system applied to collaborative work support. For the particular application, analysis of the tasks involved has been performed and these tasks are modelled. The system then employs a novel generic agent model, where task and domain knowledge are isolated from the support system, which provides relevant information to the engineers. Findings – The method is applied in the despatch of transmission commands within the control room of The National Grid Company Plc (NGC) – tasks are completed significantly faster when the system is utilised. Research limitations/implications – The paper describes a generic approach and it would be interesting to investigate how well it works in other applications. Practical implications – Although only one application has been studied, the methodology could equally be applied to a general class of cooperative work environments. Originality/value – One key part of the work is the novel generic agent model that enables the task and domain knowledge, which are application specific, to be isolated from the support system, and hence allows the method to be applied in other domains.

Preliminary observations on the presence of sustained tendon strain and eccentric contractions of the wrist extensors during a common manual task: implications for lateral epicondylitis

Lateral epicondylitis (LE) is hypothesized to occur as a result of repetitive, strenuous and abnormal postural activities of the elbow and wrist. There is still a lack of understanding of how wrist and forearm positions contribute to this condition during common manual tasks. In this study the wrist kinematics and the wrist extensors’ musculotendon patterns were investigated during a manual task believed to elicit LE symptoms in susceptible subjects. A 42-year-old right-handed male, with no history of LE, performed a repetitive movement involving pushing and turning a spring-loaded mechanism. Motion capture data were acquired for the upper limb and an inverse kinematic and dynamic analysis was subsequently carried out. Results illustrated the presence of eccentric contractions sustained by the extensor carpi radialis longus (ECRL), together with an almost constant level of tendon strain of both extensor carpi radialis brevis (ECRB) and extensor digitorum communis lateral (EDCL) branch. It is believed that these factors may partly contribute to the onset of LE as they are both responsible for the creation of microtears at the tendons’ origins. The methodology of this study can be used to explore muscle actions during movements that might cause or exacerbate LE.

Artefact-oriented business process modelling: an ontological dependency approach

Business process modelling can help an organisation better understand and improve its business processes. Most business process modelling methods adopt a task- or activity-based approach to identifying business processes. Within our work, we use activity theory to categorise elements within organisations as being either human beings, activities or artefacts. Due to the direct relationship between these three elements, an artefact-oriented approach to organisation analysis emerges. Organisational semiotics highlights the ontological dependency between affordances within an organisation. We analyse the ontological dependency between organisational elements, and therefore produce the ontology chart for artefact-oriented business process modelling in order to clarify the relationship between the elements of an organisation. Furthermore, we adopt the techniques from semantic analysis and norm analysis, of organisational semiotics, to develop the artefact-oriented method for business process modelling. The proposed method provides a novel perspective for identifying and analysing business processes, as well as agents and artefacts, as the artefact-oriented perspective demonstrates the fundamental flow of an organisation. The modelling results enable an organisation to understand and model its processes from an artefact perspective, viewing an organisation as a network of artefacts. The information and practice captured and stored in artefact can also be shared and reused between organisations that produce similar artefacts.