Gaussian process model based predictive control

Gaussian process models provide a probabilistic non-parametric modelling approach for black-box identification of non-linear dynamic systems. The Gaussian processes can highlight areas of the input space where prediction quality is poor, due to the lack of data or its complexity, by indicating the higher variance around the predicted mean. Gaussian process models contain noticeably less coefficients to be optimized. This paper illustrates possible application of Gaussian process models within model-based predictive control. The extra information provided within Gaussian process model is used in predictive control, where optimization of control signal takes the variance information into account. The predictive control principle is demonstrated on control of pH process benchmark

Process model comparison based on cophenetic distance

The automated comparison of process models has received increasing attention in the last decade, due to the growing existence of process models and repositories, and the consequent need to assess similarities between the underlying processes. Current techniques for process model comparison are either structural (based on graph edit distances), or behavioural (through activity profiles or the analysis of the execution semantics). Accordingly, there is a gap between the quality of the information provided by these two families, i.e., structural techniques may be fast but inaccurate, whilst behavioural are accurate but complex. In this paper we present a novel technique, that is based on a well-known technique to compare labeled trees through the notion of Cophenetic distance. The technique lays between the two families of methods for comparing a process model: it has an structural nature, but can provide accurate information on the differences/similarities of two process models. The experimental evaluation on various benchmarks sets are reported, that position the proposed technique as a valuable tool for process model comparison.Peer ReviewedPostprint (author's final draft

Generic Process Transformation Model: Transition to Process-based Organization

The competitive global market climate of the new millennium has raised awareness of business processes as the most important management paradigm (Levi, 2002). Consequently, process elements, as well as process-based organizational solutions, have become an emergent need. However, the question is how companies should transform themselves to become more process-oriented? Many attempts under the helm of Business Process Reengineering movement were not successful in reaching benefits of lateral orientation, what additionally emphasizes the delicacy of business process transformation. Concerning the literature, there is a lack of clarity and presence of organizational change models which could provide managers with guidance for process transformation. The models are mostly focused on the transformation generally, and they do not address the specificity of a change from traditional to process paradigm. Furthermore, they are mostly single-oriented, either on the organizational elements or steps which should be taken during the change, thus only partially answering the dilemma. The purpose of the paper is to present an overview of existing transformation models which could be relevant for taking a process journey, as well as propose a Generic Process Transformation Model which should be able to ensure smooth transition, with emphasis on specific problems related to process transformation. Although the proposed model is theoretically and logically based, without empirical evidence, it represents a first step in convergence of process transformation concepts to business world. Ultimately, only its usage in a real world would or would not prove its severity.process transformation, process-based organization, organizational change, transformation models

Parallel Process Techniques for 3D Model-Based Vision

A thesis submitted in accordance with the requirements for the degree of Doctor of Philosoph

Process-based Organization Design Model: Theoretical Review and Model Conceptualization

The complexity of today's business world is translated into complexity of the company's organization design (Galbraith, 2002). Organizations are forced to quickly adapt to emerging complexity if they want to survive. The change is addressing all areas of business, especially questioning organizational effectiveness and trying to find optimal solutions for doing business. In accordance with requirements, competitive trends are pushing executives to rethink traditional design configurations. Factors such as increased competition in cost, quality and service, and technical change have forced companies not only to seek out new ways of doing old tasks, but also new ways of organizing either old or new tasks (Cross, 1990). Such focus on the flow of work within organizations, but as well as between them, is emphasizing process orientation as a new management paradigm. Inefficiencies of the two most commonly present structures – functional and divisional, in addition to emerging business trends, place the emphasis on a process-based organization as one of the possible solutions. The process-based organization is lead by the process paradigm, which is focused on the horizontal view of business activities and alignment of organizational systems towards business processes. Regardless of a large interest on business processes, existing organization design theory offers only general guidelines for process-based organizations or more precisely, a process-based organization design model. Consequently, the purpose of the paper is to demystify process-based organization design model. By clearly distinguishing between different levels of process orientation, and by addressing characteristics of the chosen model the paper will lead to better understanding of this way of organizing. Eventually, an operationalized model of process-based organization is developed. Furthermore, the paper elaborates on differences between process-based and other organizational structures and philosophies (e.g. functional, product, matrix, project, team-based). Besides structural elements, which will be in the primary focus, the paper will discuss the alignment of all other important organization design elements for process environment (e.g., management style, reward systems, performance metrics, people practices, organizational culture, etc.). There would be proposed necessary adjustments of organizational elements which should be aligned with the process-based structural solution. In such way, some of the blind spots of process-based organization design model would be revealed, providing practical implications for its implementation and ultimately, offering solution for rising business complexity.organization design, process-based organization, process-based organization design model, business processes

A Vehicular Traffic Flow Model Based on a Stochastic Acceleration Process

A new vehicular traffic flow model based on a stochastic jump process in vehicle acceleration and braking is introduced. It is based on a master equation for the single car probability density in space, velocity and acceleration with an additional vehicular chaos assumption and is derived via a Markovian ansatz for car pairs. This equation is analyzed using simple driver interaction models in the spatial homogeneous case. Velocity distributions in stochastic equilibrium, together with the car density dependence of their moments, i.e. mean velocity and scattering and the fundamental diagram are presented.Comment: 27 pages, 6 figure

Process model based development of disassembly tools

Dieser Beitrag ist mit Zustimmung des Rechteinhabers aufgrund einer (DFG geförderten) Allianz- bzw. Nationallizenz frei zugänglich.This publication is with permission of the rights owner freely accessible due to an Alliance licence and a national licence (funded by the DFG, German Research Foundation) respectively.Disassembly processes require flexible tools for loosening and handling operations. Today, disassembly processes demand a great deal of manual labour and a vast variety of tools. Partly destructive tools which generate and use new acting surfaces are able to increase the economic viability owing to their flexibility and their promotion of the reuse of components. This article describes selected methods of acting surface generation and their application for prototypical tools.DFG, SFB 281, Demontagefabriken zur Rückgewinnung von Ressourcen in Produkt- und Materialkreisläufe