Zircon ages in granulite facies rocks: decoupling from geochemistry above 850 °C?

Granulite facies rocks frequently show a large spread in their zircon ages, the interpretation of which raises questions: Has the isotopic system been disturbed? By what process(es) and conditions did the alteration occur? Can the dates be regarded as real ages, reflecting several growth episodes? Furthermore, under some circumstances of (ultra-)high-temperature metamorphism, decoupling of zircon U–Pb dates from their trace element geochemistry has been reported. Understanding these processes is crucial to help interpret such dates in the context of the P–T history. Our study presents evidence for decoupling in zircon from the highest grade metapelites (> 850 °C) taken along a continuous high-temperature metamorphic field gradient in the Ivrea Zone (NW Italy). These rocks represent a well-characterised segment of Permian lower continental crust with a protracted high-temperature history. Cathodoluminescence images reveal that zircons in the mid-amphibolite facies preserve mainly detrital cores with narrow overgrowths. In the upper amphibolite and granulite facies, preserved detrital cores decrease and metamorphic zircon increases in quantity. Across all samples we document a sequence of four rim generations based on textures. U–Pb dates, Th/U ratios and Ti-in-zircon concentrations show an essentially continuous evolution with increasing metamorphic grade, except in the samples from the granulite facies, which display significant scatter in age and chemistry. We associate the observed decoupling of zircon systematics in high-grade non-metamict zircon with disturbance processes related to differences in behaviour of non-formula elements (i.e. Pb, Th, U, Ti) at high-temperature conditions, notably differences in compatibility within the crystal structure

Integration of decision support systems to improve decision support performance

Decision support system (DSS) is a well-established research and development area. Traditional isolated, stand-alone DSS has been recently facing new challenges. In order to improve the performance of DSS to meet the challenges, research has been actively carried out to develop integrated decision support systems (IDSS). This paper reviews the current research efforts with regard to the development of IDSS. The focus of the paper is on the integration aspect for IDSS through multiple perspectives, and the technologies that support this integration. More than 100 papers and software systems are discussed. Current research efforts and the development status of IDSS are explained, compared and classified. In addition, future trends and challenges in integration are outlined. The paper concludes that by addressing integration, better support will be provided to decision makers, with the expectation of both better decisions and improved decision making processes

Lean and Digitalization—Contradictions or Complements?

Part 1: Lean ProductionInternational audienceLean has been the dominant production paradigm for the past few decades. With its focus on reducing complexity, lean suggests to limit the use of digital technologies on the shop floor. Recent advancements in digital technologies, however, promise significant improvements through its ability to manage complexity. This apparent conflict raises the question as to whether these two paradigms—lean and digitalization—contradict or complement each other. Furthermore, there is ambiguity about whether or not firms should excel in lean before investing in digitalization. This paper contributes to this discussion through an empirical investigation of this relationship. It draws on survey data from Swiss manufacturers as well as consecutive interviews with selected firms. The analyses indicate a positive correlation between the digital maturity and the lean maturity of firms. This relationship is discussed from two perspectives: first, how digitalization can support lean and, second, how lean can support digitalization. Furthermore, the different characteristics of companies of different maturities in lean and digitalization are examined. It is concluded that a favorable organizational culture and some specific continuous improvement practices help the mature implementers of lean and digitalization to achieve superior operational performance