An autonomous trimming system of large glass fiber reinforced plastics parts using an omni-directional mobile robot and its control

This paper describes an automated trimming system of large glass fiber reinforced plastic (GFRP) using an omni-directional wheeled mobile robot (WMR) and its path control method. In trimming GFRP parts, much glass fiber and plastic powder dust occur and it becomes bad visible in environment. It is necessary to correct dead-reckoning errors of the WMR in order to control its moving path. We have discussed an external correction method of the dead-reckoning errors for the WMR using ultrasonic sensor.

Path planning for sensor data collecting mobile robot

A mobile robot employed for data collection is faced with the problem of travelling from an initial location to a final location while maintaining as close a distance as possible to all the sensors at a given time in the journey. Here we employ optimal control ideas in forming the necessary control commands for such a robot resulting not only the necessary acceleration commands for the underlying robot, but also the resulting trajectory. This approach can also be easily extended for the case of producing the optimal trajectory for an ariel vehicle used for data collection from indiscriminately scattered ad-hoc sensors located on the ground. We demonstrate the implementation of our algorithm using a Pioneer 3-AT robot.

Work teams: perceptions of a ready-made support system?

Much research on work teams has been focused at the team-Ievel,  considering such issues as effectiveness, productivity and overall  interaction. Using qualitative in-depth interviews, the author has asked the question: what is the experience of the individual working within a team? This paper discusses one theme to have emerged, that of perceived emotional support being provided within the team. Respondents' descriptions of emotional support are discussed in terms of acceptance and respect, and of caring. The discussion shows how the provision of this support has implications for how individuals view teams in general, and indicates areas for future research.

Working in teams: the influence of rhetoric-from sensemaking to sadness

The prevailing wisdom tells us that teams axiomatically bring increases and improvements in effectiveness, productivity and communication. There has been too little critical address of whether these benefits actually accrue, nor what the experience of team members actually is. This paper shares findings from a Heideggerian phenomenological study, where members of teams in organizations were interviewed and asked about their experiences of working in teams. Astonishingly, not only did team members not report these anticipated improvements, their stories tended to highlight the negative influence that the rhetoric surrounding teams might have on individuals. This paper shares the responses of team members to that rhetoric, revealing themes of "Teams, Rhetoric and Sensemaking", a challenge to the notion of "Teams as One Big Happy Family?", and "Teams as Crucibles of Resignation and Sadness". These findings indicate the need for future research into understanding the experience of individuals within various team and organizational structures.

Bilateral haptic teleoperation of an articulated track mobile robot

Teleoperation has been used in many applications, allowing a human operator to remotely control a robotic system in order to perform a particular task. Recently haptic teleoperation has focused mainly on improving performance in remote manipulation tasks, however the haptic approach offers similar advantages for teleoperative control of the motion of a mobile robot. This paper describes a prototype system designed to facilitate haptic teleoperation of an all-terrain, articulated track mobile robot. This system utilizes a multi-modal user interface intended to improve operator immersion, reduce operator overload and improve teleoperative task performance. The system architecture facilitates implementation of an application-specific haptic augmentation algorithm in order to improve operator performance in challenging real-world tasks. The contributions of this work can be categorized as the custom mobile platform, teleoperator interface and haptic augmentation strategy.

The link between self-managed work teams and learning organisations using performance indicators

Both the learning organization literature and the self-managed work team literature have alluded to the potential links between teamwork and learning. However, as yet the link between these two concepts remains undeveloped. This study uses a survey of a random sample of 200 Australian organizations to empirically examine the relationships between self-managed work teams and the learning organization using performance indicators as a medium. It was found that the learning organization concept displays a moderate to strong link with three measures of performance used in this study: knowledge performance, financial performance and customer satisfaction. Although the self-managed work team concept did not display any significant relationship with performance, the qualitative component of the survey did emphasize that there is a common belief that self-managed teams can increase performance in the right setting. While an insignificant relationship between self-managed teams and the learning organization was also found, this study suggests some methodological concerns for future research into the relationship between self-managed teams and the learning organization.

Decision making effectiveness in wildfire incident management teams

During large scale wildfires, suppression activities are carried out under the direction of an Incident Management Team (IMT). The aim of the research was to increase understanding of decision processes potentially related to IMT effectiveness. An IMT comprises four major functions: Command, Operations, Planning, and Logistics. Four methodologies were used to study IMT processes: computer simulation experiments; analyses of wildfire reports; interviews with IMT members; and cognitive ethnographic studies of IMTs. Three processes were important determinants of IMT effectiveness: information management and cognitive overload; matching component function goals to overall goals; and team metacognition to detect and counter task-disruptive developments. These processes appear to be complex multi-person analogues of individual Incident Command processes identified previously. The findings have implications for issues such as: creating IMTs; training IMTs; managing IMTs; and providing decision support to IMTs.

Using knowledge management processes to develop and implement organisational training strategies for virtual teams : an action learning approach

This paper develops a conceptual model of a knowledge management system that could be used to develop and implement organizational training strategies for virtual teams. An action research-based case is presented to support and illustrate the contention that action-learning methods can be effectively used to enable and tap into the knowledge generated by virtual teams. Virtual teams are an increasingly common response to changing organizational needs. However, the use of virtual teams has outpaced our understanding of their dynamics and unique characteristics. Practitioners are now offering virtual team training, but few organizations are making the effort to offer in-house training. Moreover, they are missing out on the opportunity to systematically capture the knowledge produced by virtual teams and cycle it back into virtual team training and support systems.

Social policy for sport events : leveraging (relationships with) teams from other nations for community benefit

Recent work on sport events has argued that host governments should do more to leverage events in order to obtain and spread the benefits. This study uses ethnographic methods to compare two cities' implementation of a programme designed to leverage the presence of visiting teams training for the 2006 Commonwealth Games. Whereas one city formulated and implemented a detailed strategic plan to obtain benefits from its relationship with its adopted visiting team (Papua New Guinea), the other made no effort to benefit from adopting a visiting team (Wales). The city that leveraged its visiting team obtained new relationships, cultural insights, and improved organisational networks, whereas the city that did not leverage obtained no comparable benefits. The difference was due to the disparity in strategic vision by the two city governments and the vague mandate of the state programme which had caused each city to adopt its chosen team. Future work should explore factors that foster and that inhibit effective leverage before and during sport events.