Thermal comfort and use of thermostats in Finnish homes and offices

Thermal comfort and use of thermostats in homes and office rooms were examined by a quantitative interview survey with a nationally representative sample in Finland. The total number of respondents was 3094. The results show that thermal comfort levels are lower in offices than in homes. People feel cold and hot more often in offices than in homes during both the winter and summer seasons. The perceived control over room temperature is remarkably low in offices. Higher thermal comfort levels and perceived control in homes are supported by greater adaptive opportunities. In offices people have fewer opportunities to control the thermal environment, people deal worse with thermostats, and people have lower opportunities to adapt to different thermal environments.     

Adhesion, spreading and osteogenic differentiation of mesenchymal stem cells cultured on micropatterned amorphous diamond, titanium, tantalum and chromium coatings on silicon

It was hypothesized that human mesenchymal stromal cell (hMSC) can be guided by patterned and plain amorphous diamond (AD), titanium (Ti), tantalum (Ta) and chromium (Cr) coatings, produced on silicon wafer using physical vapour deposition and photolithography. At 7.5 h hMSCs density was 3.0–3.5× higher (P < 0.0003, except Ti) and cells were smaller (68 vs. 102 μm, P 0.000006–0.02) on patterns than on silicon background. HMSC-covered surface of the background silicon was lower on Ti than AD patterns (P = 0.015), but at 5 days this had reversed (P = 0.006). At 7.5 h focal vinculin adhesions and actin cytoskeleton were outgoing from pattern edges so cells assumed geometric square shapes. Patterns allowed induced osteogenesis, but less effectively than plain surfaces, except for AD, which could be used to avoid osseointegration. All these biomaterial patterns exert direct early, intermediate and late guidance on hMSCs and osteogenic differentiation, but indirect interactions exist with cells on silicon background.     

A Tractable Class of Maximal Hedging Policies in Multi-Part Manufacturing Systems

The flow control problem in multi-part failure prone manufacturing systems is considered. While computationnaly attractive, the near optimal controllers of Caramanis and Sharifnia, suffer from the drawback that the production capacity set must be approximated via a very restricted set of inscribed hypercubes, namely those for which a componentwise feasibility requirement is satisfied. Also, due to the completely decoupled nature of production along each component, utilization of the restricted capacity set is suboptimal. A class of capacity set incribed hypercube policies called simple maximal hedging (SMH) policies is introduced. In SMH policies production levels along the various components of the capacity set are coupled, the componentwise feasibility requirement is lifted, and there is no underutilization of production capacity if needed. In a p part types manufacturing system, for partwise additive cost functionals, it is shown that performance evaluation of a given SMH policy reduces to the analysis of p decoupled (fictitious) semi-Markovian machines. The machines are Markovianized via first passage-time analysis and a Padé approximants technique. Numerical optimization over the class of SMH policies in a sample manufacturing system indicates that their performance can come close to that of the optimal control.     

The role of human factors in flexibility management: A survey

Flexibility can be defined as the ability to respond effectively to the ever‐changing and increasing needs of the customer. For this demand to be satisfied, flexibility should be built into the total chain of acquisition, processing, and distribution stages. As a result, there is an increasing interest in flexibility and flexibility enabling mechanisms/parameters to achieve the best strategy for obtaining the right and desired output. Although quite a number of flexibility definitions and mechanisms can be found in the literature, flexibility remains poorly understood and utilized in practice. That is due to the lack of standardization in the terminology about the flexibility definitions and mechanisms. This article presents the finding of an extensive literature survey to determine the Intra flexibility mechanisms/parameters. These mechanisms/parameters are then classified, according to their contribution to the supply chain stages and their interaction with Inter Flexibility mechanisms (e.g., Organizational structure flexibility, Technology flexibility, Information system flexibility, and Human resource flexibility). In addition, the crucial role of human factors and its relationship with flexibility mechanisms are investigated, and related flexibility mechanisms are identified. © 2002 John Wiley & Sons, Inc.     

Time-out in user interface: the case of mobile text input

In many user interfaces with restricted input capabilities, a time-out is used to automatically change the user interface (UI) from one mode to another. In this paper, we study the learning of time-outs and the effect of feedback on it in the case of mobile phone text entry. The effects of three different feedback schemes (auditory/visual/no feedback) on the learning of two different time-out lengths were compared. We measured the response time (RT) from the time-out occurrence to the time of the users action. Error rates and the development of the RTs in different schemes were used as measures of learning. We also studied if the users learned to estimate the time-out lengths, or if they just reacted to the available feedback. There were three main findings. Without feedback, RTs had a great variation. Auditory feedback enabled faster RTs than visual feedback. Finally, we found evidence of short-term learning, but not much of a lasting effect. The possible application of adapting time-out length to user RT is discussed.     

Meeting the Software Challenge: A Model for is Transformation

As economic and technological trends create spiraling demand for software resources, IS managers must increasingly weigh the risks of new technology against the costs of falling behind. in this environment, successful management of the IS organization depends less on the transfer of technological implements than on adopting the characteristics of a learning organization: a mature process, a culture supportive of continuous change, and effective management.