OTIMIZAÇÃO COM ALGORITMO BIO-INSPIRADO DE CONTROLE DE TRÁFEGO EM SISTEMAS DE GRUPOS DE ELEVADORES

Resumo. Este artigo tem como objetivo apresentar a implementação de uma técnica de otimização bioinspirada como solução ao problema de controle de tráfego em sistemas de grupos de elevadores (EGCS). A técnica de controle usada é o algoritmo de otimização por inteligência de enxame (PSO - swarm optimization particle) de tipo binário. A ideia é que o algoritmo escolha o melhor elevador para um usuário que faz uma chamada de serviço em umsistema de controle destino (DCS ”“ destination control system). Para a escolha do elevador o algoritmo tem uma função custo que considera as variáveis: (1) tempo de espera; (2) tempo de voo; (3) capacidade do elevador; (4) número de paradas alocadas; (5) número de paradas (baseado nas chamadas que são asignadas) para cada elevador. Estes parâmetros são ponderados de acordo com sua importância e inferência na seleção do melhor elevador. Assim, o sistema seleciona de todas as possíveis soluções encontradas a solução que apresenteo melhor valor de aptidão (a solução representa o elevador ou os elevadores selecionado para atender a atual chamada)

Aerospace medicine and biology: A continuing bibliography with indexes, supplement 239, December 1982

This bibliography lists 318 reports, articles and other documents introduced into the NASA scientific and technical information system in November 1982

Space station systems: A bibliography with indexes (supplement 6)

This bibliography lists 1,133 reports, articles, and other documents introduced into the NASA scientific and technical information system between July 1, 1987 and December 31, 1987. Its purpose is to provide helpful information to the researcher, manager, and designer in technology development and mission design according to system, interactive analysis and design, structural and thermal analysis and design, structural concepts and control systems, electronics, advanced materials, assembly concepts, propulsion, and solar power satellite systems. The coverage includes documents that define major systems and subsystems, servicing and support requirements, procedures and operations, and missions for the current and future Space Station

Annual Report of the University, 1999-2000, Volumes 1-4

The Robert O. Anderson School and Graduate School of Management at The University of New Mexico Period of Report: July 1, 1999 to June 30, 2000 Submitted by Howard L. Smith, Dean The Anderson Schools of Management is divided into four distinct divisions- the Department of Accounting; the Department of Finance, International and Technology Management; the Department of Marketing, Information and Decision Sciences; and the Department of Organizational Studies. This structure provides an opportunity for The Anderson Schools to develop four distinct areas of excellence, proven by results reported here. I. Significant Developments During the Academic Year The Anderson Schools of Management • As a result of the multi-year gift from the Ford Motor Company, completed renovation of The Schools\u27 Advisement and Placement Center, as well as all student organization offices. • The Ford gift also provided for $100,000 to support faculty research, case studies and course development. • The Schools revised the MBA curriculum to meet the changing needs of professional, advanced business education. • The Schools updated computer laboratory facilities, with the addition of a 45-unit cluster for teaching and student work. • The faculty and staff of The Schools furthered outreach in economic development activities by participating directly as committee members and leaders in the cluster workgroups of the Next Generation Economy Initiative. • The faculty, staff and students of The Schools contributed to the development of the Ethics in Business Awards; particularly exciting was the fact that all nominee packages were developed by student teams from The Anderson Schools. • The Schools continue to generate more credit hours per faculty member than any other division of the UNM community. The Accounting Department • Preparation and presentation of a progress report to accrediting body, the AACSB. The Department of Finance, International and Technology Management • The Department continued to focus on expansion of the Management of Technology program as a strategic strength of The Schools. The Department of Marketing. Information and Decision Sciences • Generated 9022 credit hours, with a student enrollment of 3070. The Department of Organizational Studies • Coordinated the 9th UNM Universidad de Guanajuato (UG) Mexico Student Exchange

Clemson Newsletter, 1989-1991

Information for the faculty and staff of Clemson Universityhttps://tigerprints.clemson.edu/clemson_newsletter/1021/thumbnail.jp

Safety and Reliability - Safe Societies in a Changing World

The contributions cover a wide range of methodologies and application areas for safety and reliability that contribute to safe societies in a changing world. These methodologies and applications include: - foundations of risk and reliability assessment and management - mathematical methods in reliability and safety - risk assessment - risk management - system reliability - uncertainty analysis - digitalization and big data - prognostics and system health management - occupational safety - accident and incident modeling - maintenance modeling and applications - simulation for safety and reliability analysis - dynamic risk and barrier management - organizational factors and safety culture - human factors and human reliability - resilience engineering - structural reliability - natural hazards - security - economic analysis in risk managemen

Annual Report of the University, 2000-2001, Volumes 1-4

Message from the President Thank you for joining me in this look back over the past year at the University of New Mexico. It was a year filled with activity, accomplishment and challenge, and this is our opportunity to reflect back on that year. In 2000-2001 we engaged in a University-wide strategic planning process that called on the energies and talents of hundreds of individuals- faculty, staff, students and members of our broader community. The plan, which will be completed in Fall 2001, will serve as our roadmap for the future and will guide our efforts to capitalize on the opportunities and to meet the challenges of the next several years. This process has encouraged us to examine closely our mission and our values, who we are and what we aspire to become. It has given us reason to be proud of our past and cause to think seriously about how we must change in the future. While this was a year for looking ahead, it was also a year of significant accomplishment. For example, we launched a comprehensive set of programs designed to enrich the academic and social experiences of our undergraduate students. We began the implementation of Freshman Learning Communities where small cohorts of students study and learn together in a common set of courses under the guidance of a senior faculty scholar. We reorganized our advisement systems, we undertook the construction or renovation of student-centered facilities on campus, and we created new support systems to enhance student academic success. It was a year in which our support of faculty, staff and students was our highest priority. Through the support of the New Mexico Legislature, faculty and staff received significant salary increases. A new health benefits plan for graduate assistants was implemented. Our Staff as Students program enabled more than 40 staff members to obtain UNM degrees. And, a Center for Scholarship in Teaching and Learning was established to assist faculty in their efforts to develop more effective teaching skills. Finally, this was a year in which UNM dramatically expanded its role in the local community and throughout the state. Never before has the University been as active or as visible in meeting its public responsibility as it was in 2000-2001. From its active participation in economic development initiatives, to its involvement in K-12 educational improvement efforts, to its significant leadership role in health care delivery, UNM demonstrated its ability to help the state meet its most pressing social challenges. And, as UNM took on a more visible role in supporting the state\\u27s citizens, the support for UNM was returned in kind. This year, annual giving to the University rose to a record 35.3 million dollars, a 40% increase over just two years ago. All told, it has been a gratifying and successful year. However, we cannot allow our past accomplishments to mask the continued challenges facing this University. Neither will we allow these challenges to dominate our thinking and diminish out pride in what the University has achieved. So we will savor our successes and continue to move forward. As always, we thank you for sharing our dreams and for supporting the University of New Mexico. Sincerely, William C. Gordon, Presiden