Suchergebnisse

The U.S. federal government maintains more than 500,000 facilities in the United States and around the world, most of which are heavily dependent on fossil fuels to produce electricity. Within the federal government, the Department of Defense (DOD) spends over $2.5 billion per year on facility energy consumption which makes them the largest single energy consumer in the United States. Therefore, federal energy conservation goals focus on aggressively reducing energy consumption by reducing the energy demand at the facility level within the next 20 years. Daylighting is a passive solar energy strategy at the facility level that leverages load avoidance by relying on windows and skylights to reduce building electrical lighting load; which accounts for approximately $15-23 billion annually in energy consumption. Our research findings show that electrochromic windows have the lowest energy consumption compared with other daylighting strategies appropriate for building retrofit. However, the prohibitive initial investment cost of electrochromic windows do not make them economically viable; therefore, the only daylighting strategy currently viable for Air Force facilities, based on our simulations, is the advanced daylighting control system. We found that economic incentive policies currently available for other passive solar technology could make emerging daylighitng technology, such as electrochromic windows, viable. Finally, we demonstrate the robustness of probabilistic life-cycle cost model using Monte Carlo simulation that could provide significantly more information compared to the current deterministic tool, BLCC 5, used for federal energy projects.

ABSTRACTIn recent years, decision making based on systematic analysis has been greatly emphasized. Yet, decision analysis is often carried out without analyzing the limitations of certain quantitative techniques. This paper presents the concept, solution method, and application potential of goal programming which eliminates many limitations of conventional linear optimization models.

The contrast between Japanese purchasing practices and US traditional purchasing practices provides a good insight into the relative importance of JIT for US firms. Since the initial implementation of JIT purchasing in late 1980 by Kawasaki Motors (Lincoln plant), at least 50 companies in the US such as GM, Ford, Nissan, Hewlett‐Packard, Xerox, Goodyear, GE and other large US corporations, have adopted and implemented the concept. This has significantly altered not only the way these companies plan and control their production facilities and purchasing systems but has also led to improvements in their product quality and productivity.

Background: The COVID-19 pandemic has swept the world like a gigantic tsunami, turning social and economic activities upside down. Methods: This paper presents some of the innovative response strategies implemented by the public health system, healthcare facilities, and government in South Korea, which has been hailed as the model country for its success in containing COVID-19. Korea reinvented its public health infrastructure with a sense of urgency. Results: Korea's success rests on its readiness, with the capacity for massive testing and obtaining prompt test results, effective contact tracing based on its world-leading mobile technologies, timely provision of personal protective equipment (PPE) to first responders, effective treatment of infected patients, and invoking citizens' community and civic conscience for the shared goal of defeating the pandemic. The lessons learned from Korea's response in countering the onslaught of COVID-19 provide unique implications for public healthcare administrators and operations management practitioners. Conclusion: Since many epidemic experts warn of a second wave of COVID-19, the lessons learned from the first wave will be a valuable resource for responding to the resurgence of the virus.

Many consider that Japanese manufacturing management techniques are among several factors which have contributed to Japan's superior quality and high growth rate of productivity. Just‐In‐Time (JIT) is one of the best known Japanese production management systems amongst management in the Western industrialised nations. In this paper the JIT manufacturing system and its key features are discussed. The important prerequisites and factors that are required for implementation of JIT in Western industrialised nations are then elaborated on. It is concluded that proper implementation of the JIT production system requires many changes in the organisation; yet successful implementation results in improved productivity and higher quality.

1. Prelude to the wave of convergence -- 2. Megatrends -- 3. Convergence revolution -- 4. E-globalization strategy -- 5. Technology convergence -- 6. Industry convergence -- 7. Molecular economy -- 8. Information technology supporting convergence -- 9. Innovation through open systems -- 10. Strategic innovation -- 11. Convergence evolution.

Suggests that most executive support systems are designed to support executives' information and communication needs. The cognitive aspect of executive support has received relatively little attention in the field of decisions support systems. Focuses on the cognitive aspect of executive work and discusses three types of executive thinking: retrospective, introspective, and prospective. Proposes a three‐mode conceptual model for executive support systems design.

To compete successfully, organizations pursue the status of the world‐class organizations (WCO). A WCO is defined as the best in its class, or as good as its best global competitor, in providing most value to the customer. WCOs must be supported by effective information systems. Presents new approaches to developing the information architecture for world‐class organizations.