...Contol Systems/Robotics Research Paper Home Heating System March 10, 2014 I. Introduction In our present world, the advancement of technologies is rapid. Technologies today are so important that it is now part of humanity. It is the desire of man to be more efficient that made technologies bloom as it is now. Many applications of technologies became wider as people grow much more intellectual by countless experimentation throughout the history of humanity. One of the said applications of technology can be seen in our very home, especially in controlling the temperature inside. This application can be seen in homes where temperatures can drop below 16 degrees Celsius. Homes that are located in tropical regions mostly do not have this application because temperatures are 16 degrees Celsius higher. Homes today are more sophisticated, with its advanced technology systems like security, automation, etc. that were not being integrated in homes for the past years. We may see that in the distant past, things like cooking, cleaning and etc. will all be done by technology and with little intervention by humans. A heating system is a system where the temperature inside our homes are being monitored and controlled based on the desired temperature given by a person. The system consists of a controller that allows a person to control and maintain temperature inside the house. The system also has an actuator which consists of servo motors for mechanical operations of the system. It...
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...ATLANTA HOME LOAN I. Devices that Al used to control his business Before he went back to school a. Result control: - Al paid each telemarketer a combination of an hourly wage plus a performance bonus ($10.00) for each lead produced. - Al paid the loan officers 40% of the total loan revenue on loans that AHL originated and 60% on loans they originated. b. Action controls: - Al bought leads from list brokers, then telemarketers called people on the lists to assess their interest in refinancing, gave Al the potential clients’ names to Al, Al then distributed the names to AHL’s loan officers. - Al monitored the activities of his loan officers by tracking the number of credit inquiries each requested. - Al also monitored the loan application/lead ratios and their trends. c. Personnel/ cultural controls: - Al hired four (4) telemarketers and eight (8) loan officers to work for his firm. - Al decided that all the employees would work from their homes due to heavy traffic of Atlanta. After he went back to school: a. Result control: - Al agreed to pay Joe 100% of the fees earned on loans that Joe closed to end their partnership. - Al made commission payments to Wilbur at 100% on all loans closed less than a monthly licensing fee of $5,000 or 10% of all revenue, whichever was greater. b. Action controls: - Al tracked the employee head count, the number of leads produced, credit inquiries requested, loan application funded, office expenses, and bank activity...
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...Introduction Management control system (MCS), as a vital part of an organization, which purpose allows organizations to ensure that their activities achieve the objects they desire. The process of designing and improving MCSs requires addressing three basic questions. What is desired? What is likely to occur? And What is the effect of contextual factors ?Then managers must address each of these questions. What controls should be used? In recent years, contingency-based research has maintained its popularity with studies including these variables but redefining them in contemporary terms. This paper provides a critical review of findings from contingency-based studies over the past 20 years, deriving a series of propositions relating MCS to organizational context. The paper examines issues related to the purpose of MCS, the elements of MCS, the meaning and measurement of contextual variables, and issues concerning theory development (Robert H. Chenhall 2003). on the effect of contextual variables on the design of Management Control System (MCS). It is tests the effect of each contextual variable on the relationship between MCS design and performance by using survey instruments. It is demonstrates that contextual variables contribute to the design of MCS. The following sections describe how to address each of these questions. What it is the organization Objectives and, more importantly, strategies that are derived from a good understanding of the organization’s objectives...
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...Dalman and Lei can utilize the Bureaucratic Control Systems four steps; setting performance standards, measuring performance, comparing performance against the standards and determining deviations, and taking action to correct problems and reinforce successes to correct the deficiency in their employee handbook. Setting performance standards. Setting performance standards will be the backbone of Dalman and Lei’s control process. Dalman and Lei need to understand that if they do not take the time to create will defined standards then there newly born business will never be able to mature. Employees who do not have standards or “rules to live by” tend to lack the motivation to continually do the right thing and may cut corners on procedures and or bend policy. This can become toxic to an organization. On the contrary, according to Bateman & Snell (2013) “employees tend to be motivated by specific, measurable performance standards that are challenging and aim for improvement over past performance” (p.328). Employees who are given well defined standards will perform better than those who do not have well defined standards. Dalman and Lei owe a well-defined playbook to their team, especially their managers. I recommend Dalman and Lei take the time to research current issues that are not defined currently defined in their handbook with their managers and employees. Including employees in this process will help create buy in at all levels. Additionally I recommend they enlist the...
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...Adaptive Traffic Control System Performance measure against which our proposed policy to be tested is green time utilization. This performance measure is estimated by measuring the green time during which vehicles are served for an instance of a given phase and then dividing by the total length of the green time instance (i.e. minimum and maximum green time) The supporting data for green time utilization are as follows: * Allocated minimum and maximum green time * vehicle departure times * Saturation headway These data can be retrieved from the Signal control data and stop line detector. Our objective is to maintain ideal state as long as possible if control system deviates from this ideal state to (over-utilization) or (under-utilization) then by using adaptive control strategy system will take actions by changing existing policy. Objective: max.8≤Ugfk<1 Subject to constraints: g minfk≤gfk≤g maxfk (1) f=AFgfk≤C (2) Here, Ugf= Average time taken by vehiclesAvailable time Ugf=number of departures in phase f× hsat{gmin, gmax} Ugminf= number of departures in phase f× hsat{gmin}, Ugmaxf= number of departures in phase f× hsat{gmax} So, theoretically the green time utilization should follow following condition to be remain in ideal...
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...it is possible for an international firm to have a common control system for any single activity? I do not think that to truly be effective it is possible for an international firm to have a common control system for any single activity because of the variety of cultures, institutional environments and financial costs associated with doing business in different countries. As the book illustrates in Chapter 3 companies that operate globally must take into account the cultural differences of the employees they higher and how they respond to different forms of management and oversight. In addition different countries have different rules, regulations, and laws that might impact what may be accepted business standards. It would be important to implement a control system that adhere to what is acceptable in that environment. Finally, there are different financial costs associated with operating in different countries. Using manufacturing as an example, although a company’s strategic control may theoretically apply across all environments, the tactical and operational controls that are implemented will need to be modified based on the country the factory is located. Question 3 – Do people respond to control systems or control systems respond to people? I recognize up front that I’m not providing a definitive “yes” or “no” answer to the question as to whether or not people respond to control systems or control systems respond to people. I say this because I think that in majority...
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...Four major control systems Question 1: Managers are most likely to step across ethical and legal boundaries when the pressure to perform is great. Pressure can be healthy but companies that set high-performance targets and grant large rewards for achieving these must have strong control systems to ensure that people are not tempted to cross boundaries. What are the four important control systems? After analyzing the WorldCom case I was able to gather what four major control systems that were not implemented correctly and led to their downfall. Risk management is one of the control systems that are very important. Risk management was very ineffective in WorldCom. With a risk assessment strategy in place which usually takes place once a quarter or semi-annually, employees or unit managers won’t be able to intentionally hide potential problems which could be avoided by identifying them in a timely manner. Control Activities was also another major weakness at WorldCom. Lack of organizational Instructions, weak controls of financial data and blocking or denial of information all are control activities not performed at WorldCom. No internal handbook based on U.S. GAAP to guarantee consistent, continuous, and legally compliant handling of basic and complex types of accounting entries was ever used. With a CEO that only wanted to hit the numbers and did not accept financial reporting when the figures didn’t match his expectations, financial reporting was never reliable. Another...
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...CODMAN & SHURTLEFF : Planning and control system Introduction Define the situation. JJ and CD .. The teams, etc 1. The Johnson & Johnson planning and control system efficiency Definition : Management & Control System Management control system can be defined as a critical function in organizations. (K. A Merchant & Wim A. Van Der Stede, 2007). In other words, it can also be described as the process by which an organization secures to achieve its performance. Major roles of control systems - Motivate organisation members to act consistently with organizational objectives - Integrate the different parts of an organisation - Proper interchange/flow of information within the organization - Enable strategic plans implementation (L.D. Benyayer, 2014) Evaluate the planning and control system use at Johnson & Johnson Strengths - Decentralized Management o Decentralization, split by business unit – easier to control and have a better view of each unit o All subsidiaries report directly to executive committee members. o Subsidiaries are managed by locals, which enables the organization to gain proper knowledge of the local market, cultural affinity, norms and values. o Each director has to analyze their own business unit strategy and is in charge of monitoring. Allows them to get a grasp of the bigger picture instead of solely working through their day-to-day activity. - Long term approach...
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...Aircraft Flight Control System Name: Institutional Affiliation Aircraft Flight Control System Description of the system; functional and schematic diagrams According to the Federal Aviation Administration, an aircraft control system is assemblage of mechanical and electronic equipment that permits a plane to be flown with excellent accuracy and steadfastness. A control system mainly constitutes cockpit controls, sensors, actuators which may be hydraulic, mechanical or electrical and computers. With improvement in technology, aircraft flight controls vary depending on the type of plane since planes with different feature and sizes have been introduced in the market thus have to be fit with flight control systems that match their capacity. However, the most basic flight control system designs are mechanical and are characterized with the early aircrafts. According to Garg et al (2013, p.60),they involve collective use of different mechanical parts which include rods, cables, pulleys and chains in some designs which play a significant role in transferring forces of flight deck controls to the control surfaces. Though new flight control models have been introduced with advancement in technology, application of mechanical flight controls still continues to date especially in small general and sport classification aircrafts especially where aerodynamic forces are not extreme. Illustration of mechanical aircraft control system (Garg et al, 2013, p.61) Aircraft control systems are group into...
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...SUMMARIZATION OF FIVE KEY ELEMENTS IN AN EFFECTIVE INTERNAL CONTROL SYSTEM NIKKI JORGENSEN RASMUSSEN COLLEGE / FINANCIAL ACCOUNTING Author’s Note: I Nikki Jorgensen am submitting this summary of an effective Internal Control System on this 10th day of September 2011to Gary Snyder’s A140/ACG1022 Section 10 Financial Accounting 1-Summer Quarter. Internal Control is a comprehensive system that helps an organization safeguard assets, operate efficiently and effectively, ensure proper reporting of financial information, and to be in compliance with any and all applicable laws and regulations. (Kemp, Waybright) (2010) (pg.296) In order to have an effective Internal Control System five key elements must be present. The five key elements required are: 1. Control Environment 2. Risk Assessment 3. Control Activities 4. Information and Communication 5. Monitoring and Internal Control Limitations CONTROL ENVIRONMENT: The Control Environment sets the tone of an organization, providing discipline and structure. The oversight of operational activities and the ability to make key business decisions should be clearly outlined in the individual job descriptions. All employees should be expected to be competent to a broad range of professional skills which are common in any position in the organization, regardless of role. Management should be setting the tone for ethics within a business so that employees will follow. And last...
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...Summaries Management Control ------------------------------------------------- Session 1: Chapters 1,2,3 & 4 Chapter 1 Management and control Management control – all devices or systems managers use to ensure that behaviors and decisions of their employees are consistent with the organizations objectives and strategies (MCS) * Back end of management process * Involves managers taking steps to help ensure that employees do what is best for the org. Primary function of MC: to influence behaviors in a desirable way Benefit of MC: increased probability that organization’s objectives will be achieved Addressing types of problems: theft, fraud, unintentional error, etc Disadvantageous of MC: suppress initiative, creativity and innovation Control System: 1) Strategic Control – Is our strategy (still) valid or do we need to change it and if, how? Focus on the external tools. Management Control – Are our employees likely to behave accordingly? (do they understand what’s expected, and are they capable and willing to do so, if not how can we change it?) Focus on the internal mechanism. Causes of MC problems and needs for control: Can happen in any kind of combination simultaneously Can happen in any kind of combination simultaneously 1. Lack of direction – some employees perform poorly simply because they do not know what the organization wants form them. Management control therefore involves informing employees. 2. Motivational problems – individuals...
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...The question at hand is how can Lei apply the four step control process outlined in the text to address the problem of misreporting hours? The four step process that is described in the text is the Bureaucratic Control System. The steps are as follows: Setting performance standards, Measuring performance, Comparing performance against the standards, and Taking action to correct problems and reinforce successes. Step 1: Setting performance standards- All organizations have a goal or standard practices that they implement to get to the desired results for their organization. Standards are a level of performance that an organization expects from their employees to accomplish the companies goals. Some of these goals are for profitability, satisfaction of customers and employees, innovation, operating activities, finances, and so on. These are targets to A standard is the level of expected performance for a given goal. So Lei needs to update and then notify all employees of the new standards that are expected and the disciplinary actions that will follow if they don’t comply. Step 2: Measuring Performance- After getting these new standards set in place Lei will need to measure the current processes and standards that are being used by each employee. Measuring performances can be through personal observation, written reports, and oral reports. Lei will need to gather this information so that she may compare to the new standards and to find any discrepancies;...
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...Prototyping Excavator Control Systems Mark D. Elton, Aaron R. Enes, and Wayne J. Book, Fellow, IEEE Abstract— A multimodal operator interface station is developed to display a realistic virtual reality depiction of a compact excavator performing general digging tasks. The interface station includes engine audio feedback and a near life-size operator display attached to a full-size cab. The excavator dynamics are determined by models of the hydraulic system, the linkage system, and the soil digging forces. To maximize the fidelity of the hydraulic model, certain “virtual” components of the model are replaced with real-time hardware-in-the-loop (HIL) simulations of the actual hardware. HIL simulation is done in a geographically isolated facility, with Internet based communication between HIL and the Remote Operator Interface. This is the first reported high-fidelity operator interface to be combined with remote hydraulic HIL simulations. I. I NTRODUCTION Hydraulic hardware has undergone a great evolution in recent years, evolving from purely hydro-mechanical devices to electro-hydraulic systems controlled by microprocessors. The use of electronic controllers opens the door to improving dynamic performance and enhancing traditional hydraulic off-highway construction machines with new features such as increased energy efficiency, improved operator controllability, and overall increases in productivity. With these added capabilities often comes added system complexity, particularly...
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...ABSTRACT The objective of the controls laboratory is to use multiple methods to characterize parameters of a DC motor and compare these experimental methods to theory. By determining system parameters accurately, closed loop control can be used to optimize systems not only involving DC motors but essentially any mechanical system. Gains for several controllers were calculated and the effect of adding mass to the flywheel of the motor was investigated. Initially, the dead-zone and saturation voltages were obtained for the motor, to define the operating range. To determine system parameters (namely the time constant Tm and motor gain Km) two methods were investigated: step voltage response and frequency response. Using the step response, the steady-state speed of the DC motor was recorded for incremented input voltages and plotted. The slope of the linear regression of this plot is an estimation of the motor gain. The plot can be found at the end of this abstract. Additionally, for each input voltage a characteristic speed was determined by taking the product of the steady-state speed ωss and (1-e-1). Since the time constant is defined as the time taken for the exponent to be negative one (i.e. e-1), the characteristic speed occurs at the time constant. The time constant was obtained for each input voltage and averaged. To determine these parameters using frequency response, the input voltage was incremented over a range of frequencies. For each input frequency, the amplitude...
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...statement, reviewing the market situation… * Represented by 3 perspective: * Investment perspective * A financial perspective * Market perspective 1. Market perspective: concerned with demand and supply as effecting the market for the value under consideration.>>> leading to a set of receipts and costs 2. Financial perspective: profit contributes to the organization’s dividends and retained earnings which indirectly contribute to the funds available for investment. 3. Investment perspective: allocation of resources among various uses such as physical plant and equipment, research and development and investment in market. >>> 3 perspective are intimately linked; represent an interlocking management system related to various market. -Strategic differentiation: - In order to become successful companies, the leader must invest in the market; also invest in people to ensure that they are capable of managing in different cultures and under different political regimes. - Must also invest heavily in adapting their existing products and services and in developing new products and services specifically for new and challenging market. >>>> Its mean seeking to differentiate themselves strategically from competitors. >>> More specifically, providing new customer...
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