50641099420as such a core element If human aspects are ignored the system takes the risk of not achieving the optimal performance The International Ergonomics Association IEA has defined human facto ID: 881628
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12 pects are ignored, the system takes the
pects are ignored, the system takes the risk of not achieving the optimal performance. The In
13 ternational Ergonomics Association (IEA)
ternational Ergonomics Association (IEA) has defined human factor research as Òunderstanding o
14 f interactions among humans and other el
f interactions among humans and other elements of a system in order to optimize human well bei
15 ng and overall system performance he one
ng and overall system performance he ones based on a ÒsoftÓ and Òhuman-basedÓ analysis (like t
16 eam management, conflict management, mot
eam management, conflict management, motivation, career expectations for the decision making p
17 rocess Figure 12 Voiceprint overall shap
rocess Figure 12 Voiceprint overall shape This second diagram, shown in figure 13, ranks your
18 (self-reported) use of the modes from mo
(self-reported) use of the modes from most to least. The team members can gain benefits think
19 ing about and reflecting on the patterns
ing about and reflecting on the patterns. The figure can even give a brief overview of the ind
20 ividual way of Regarding this huge numbe
ividual way of Regarding this huge number of tasks, a vast number of commercial tools and solu
21 tions are available on the market as sho
tions are available on the market as shown in figure 19 Figure Virtuality (RV) Continuum. In
22 this continuum, AR finds its place in-b
this continuum, AR finds its place in-between the Real Environment and the Virtual Environmen
23 t (see figure 20), in the Mixed Reality
t (see figure 20), in the Mixed Reality space. In contrast to Augmented Virtuality (AV), Augme
24 nted Reality is situated closer to the r
nted Reality is situated closer to the real world than to the virtual world. Thus, Augmented R
25 eality denotes an enhancement of the use
eality denotes an enhancement of the userÕs perception of the real environment. Another more t
26 echnical but still technology-independen
echnical but still technology-independent definition can be found in the AR survey of Azuma, w
27 here the following characteristics for A
here the following characteristics for AR systems are stated: ¥ It combines real and virtual.
28 ¥ It is interactive in real-time. ¥ Real
¥ It is interactive in real-time. ¥ Real and virtual objects are registered in 3D. Figura 20
29 Reality vs Virtuality Continuum AR & VR
Reality vs Virtuality Continuum AR & VR are able to support the full integration of the human
30 factor in factory planning giving the po
factor in factory planning giving the power of envisioning in advance what some potential scen
31 arios to the planner. This technology pr
arios to the planner. This technology provides to the project the adaptability and the robustn
32 ess needed to face the external change d
ess needed to face the external change drivers and the intern requirements and team competence
33 in the short and long term both. The in
in the short and long term both. The initiatives can be divided following mainly 2 main crite
34 ria: Level of formalisation and orientat
ria: Level of formalisation and orientation. According to the level of formalisation we can d
35 istinguish: ¥ Formalized learning is dri
istinguish: ¥ Formalized learning is driven by an expert through classes, training and explana
36 tions and is adopted mainly for technica
tions and is adopted mainly for technical and methodological competences (more effectivefor tr
37 ansmitting explicit knowledge) ¥ Partly
ansmitting explicit knowledge) ¥ Partly formalized learning is most of the times conducted in
38 learning environments. The experts foll
learning environments. The experts follow a conscious path but do not pre-structure the lesso
39 n. (effective for implicit and explicit
n. (effective for implicit and explicit knowledge and for the transmission of all 4 dimensions
40 of competence). Advantage: very close t
of competence). Advantage: very close to experience and very effective for the development of
41 social and individual competence. Disad
social and individual competence. Disadvantage: Lack of exploration of theoretical elements.
42 ¥ Informal learning is unstructured and
¥ Informal learning is unstructured and experience oriented. It can be performed during the p
43 roject tasks, transmitting informal know
roject tasks, transmitting informal knowledge to the partners In addition on the basis of the
44 orientation we have:nowledge oriented ap
orientation we have:nowledge oriented approachesÕ goal is the effective alignment of individua
45 l competences with the projectÕs work ta
l competences with the projectÕs work task prerequisites. Main tools: 1. Requirement analysis
46 2. Scenario building 3. Staff appraisals
2. Scenario building 3. Staff appraisals (provide information about the current capabilities a
47 nd employeeÕs potential. It involves an
nd employeeÕs potential. It involves an analysis stage before the structure of development pla
48 n We can define it as Òthe ability of co
n We can define it as Òthe ability of communicating and problem solving in a timely and effici
49 ent manner after the effective analysis
ent manner after the effective analysis of the contextual conditionsÓ. The potential responsi
50 veness of the project is a key indicator
veness of the project is a key indicator of the full integration of the human factor because n
51 o project is completely manageable if th
o project is completely manageable if the planner doesnÕt receive promptly the information and
52 the tools to change the course and bypa
the tools to change the course and bypass in advance obstacles. Responsiveness of the project
53 can be achieved making effective and ef
can be achieved making effective and efficient three key elements: ¥ Communication: A project
54 to be responsive requires a validated a
to be responsive requires a validated and reliable communication system, cutting-edge technol
55 ogy and a low degree of hierarchy in the
ogy and a low degree of hierarchy in the organisational structure. Information flow has to be
56 precise, timely and structured. ¥ Proble
precise, timely and structured. ¥ Problem solving: The organisation needs to stand on solid an
57 d experienced procedures to face challen
d experienced procedures to face challenges. Furthermore, the organisational structure of the
58 team has to include a body for problem s
team has to include a body for problem solving with the responsibilities of crisis management,
59 risk management and problem solving. ¥
risk management and problem solving. ¥ Compatibility & integration: The organisation has to p
60 ursue the full integration of the system
ursue the full integration of the systems under the organisationÕs umbrella. Incompatibility a
61 mong systems or technologies and between
mong systems or technologies and between planner and production system can affect the responsi
62 veness of the project to change route pr
veness of the project to change route promptly.The following section will briefly explain the
63 virtual production intelligence, a vital
virtual production intelligence, a vital concept of factory planning, with the aim of increasi
64 ng the speed and the quality of the deci
ng the speed and the quality of the decisions. cy and the level of performance. The key focus
65 of VPI is on the management and analysis
of VPI is on the management and analysis of information produced in digital manufacturing. It
66 is tightly linked to the concept of Òbus
is tightly linked to the concept of Òbusiness intelligence systemÓ of Luhn. The VPI strives fo
67 r achieving 3 core objectives: ¥ Holisti
r achieving 3 core objectives: ¥ Holistic: Addressing all sub processes of product development
68 , factory and production plan etc. ¥ Int
, factory and production plan etc. ¥ Integrated: Supporting the adoption and the co deserves a
69 n increasing joint research effort from
n increasing joint research effort from academia and industry. Too often psychological and hum
70 an aspects are neglected in literature o
an aspects are neglected in literature of FP and too often the technical areas of study about
71 FP (like simulation technology, virtual
FP (like simulation technology, virtual reality, planning methodologies!) are discussed separa
72 tely. This research aims to going beyond
tely. This research aims to going beyond the old fashion views of ÒFP as a black boxÓ and Òwat
73 ertight compartmentsÓ. Accordingly, HFIM
ertight compartmentsÓ. Accordingly, HFIM model is the first step in the direction of defining
74 the FP boundary and introducing shared m
the FP boundary and introducing shared methodologies and practices. The model aims to emulate
75 what the managing projects effectively.
what the managing projects effectively. A critical decision point in the planning phase is th
76 e selection of the Project Management St
e selection of the Project Management Standards. The two main methodologies are Prince2 and Pr
77 oject Management Professionals. In this
oject Management Professionals. In this section it is interesting to analyse how the industria
78 l perspectives sometimes relies on erron
l perspectives sometimes relies on erroneous assumptions like considering these two standards
79 like a mutual exclusive choice. The l
like a mutual exclusive choice. The literature of project management and the institutions t
80 hemselves recommend a methodology rather
hemselves recommend a methodology rather than another in function of various factors, for exam
81 ple, the great majority of literature ar
ple, the great majority of literature argues that the optimal choice should be based on the in
82 dustry or company you are aiming to buil
dustry or company you are aiming to build a career in, the type of project one is leading or d
83 irecting or the country the organisation
irecting or the country the organisation belongs to. Figure 24 shows the current certification
84 adoption region by region The nature of
adoption region by region The nature of these two frameworks is deeply different mainly for t
85 hree Exhaustive Body of Knowledge: prov
hree Exhaustive Body of Knowledge: provides to the project manager a S. Performance Indicato
86 rs for Factory Planning on the Basis of
rs for Factory Planning on the Basis of the Virtual Production Intelligence Approach. In: Proc
87 . of the 22nd International Conference o
. of the 22nd International Conference on Production Research (ICPR 22), July 28 Ð August 1. I
88 guazu Falls, Brazil: ICPR; 2013. [20] (![guazu Falls, Brazil: ICPR; 2013. [20] (](881628/guazu-falls-brazil-icpr-2013-20-vdi-asso.jpg "guazu Falls, Brazil: ICPR; 2013. [20] (")
guazu Falls, Brazil: ICPR; 2013. [20] (VDI Ð Association of German Engineers) Verein Deutsche
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90 Masurat. 2005. ÒThe Digital Factory betw
Masurat. 2005. ÒThe Digital Factory between Vision and Reality.Ó Computers in Industry 56 (4):
91 325Ð333. Dassault Systems. 2011. DELMIA
325Ð333. Dassault Systems. 2011. DELMIA Digital Manufacturing & Production Modelling the com
92 plexity of manufacturing systems using n
plexity of manufacturing systems using nonlinear dynamics approaches, CIRP Annals Ð Manufactur
93 ing Technology, Volume 58, Pages 437-440
ing Technology, Volume 58, Pages 437-440. [60] Menck, N. 2013. Virtual Reality as a Collabora
94 tion Tool for Factory Planning based on
tion Tool for Factory Planning based on Scenario Technique. Forty Sixth CIRP Conference on Man
95 ufacturing Systems 2013, Business Review
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96 s of Organizational Environments and Per
s of Organizational Environments and Perceived Environmental Uncertainly. Administrative Scien
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98 RP Sponsored Conference RoMaC, 2012, Spr
RP Sponsored Conference RoMaC, 2012, Springer [73] Bornschlegla, M. 2015. A Method for Forec
99 asting the Running Costs of Manufacturin
asting the Running Costs of ManufacturingTechnologies in Automotive Production during the Earl
100 y Planning Phase, 12th Global Conference
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101 Kopf, R. 2016. Adjusting the factory pla
Kopf, R. 2016. Adjusting the factory planning process when using immature technologies. Confer