Industrial Segment Anything -- a Case Study in Aircraft Manufacturing, Intralogistics, Maintenance, Repair, and Overhaul

Deploying deep learning-based applications in specialized domains like the aircraft production industry typically suffers from the training data availability problem. Only a few datasets represent non-everyday objects, situations, and tasks. Recent advantages in research around Vision Foundation Models (VFM) opened a new area of tasks and models with high generalization capabilities in non-semantic and semantic predictions. As recently demonstrated by the Segment Anything Project, exploiting VFM's zero-shot capabilities is a promising direction in tackling the boundaries spanned by data, context, and sensor variety. Although, investigating its application within specific domains is subject to ongoing research. This paper contributes here by surveying applications of the SAM in aircraft production-specific use cases. We include manufacturing, intralogistics, as well as maintenance, repair, and overhaul processes, also representing a variety of other neighboring industrial domains. Besides presenting the various use cases, we further discuss the injection of domain knowledge

Leadership and team cohesiveness across cultures

This study examines the relation between leadership and team cohesiveness in different societal cultures. We expect direct effects of societal culture on leadership and team cohesiveness, as well as a moderating effect of culture on the relationship between leadership and cohesiveness. Data were collected from 29,868 managers and 138,270 corresponding team members in 80 countries. Multilevel analysis was used to test hypotheses, relating societal individualism-collectivism (IC), with directive and supportive leadership, and with team cohesiveness. In individualistic societies managers use less directive and less supportive behavior, compared with collectivistic societies. Team cohesiveness is not directly related with IC. Directive leadership and supportive leadership are negatively and positively related with team cohesiveness respectively and these relations are stronger in individualistic societies. Implications for managerial education and practices are discussed.status: publishe

Die Heilquellen zu Kissingen im Köngreiche Baiern

beschrieben von Joh. Wend

Leadership and Team Processes Across Cultures

Leadership is important, and is getting more important. The increase incompensation for leaders may be an illustration for the more important influence they have on the performance of the company. Where American companies paid the CEO in 1980 30 to 40 times the average worker paycheck,in 2007, CEO s in the United States took home an average $ 10.5 million, approx. 340 times the salary of a typical American worker (Anderson, Cavanagh, Collins & Pizzigati, 2008). We may assume that the growing gap is justified by increased importance of the (top) management. Topic of this thesis is the different way of managing a team, and the impact on team processess. In five empirical studies we are looking for leadership behaviour, following the classical Blake and Mouton model: concern for people (in these studies called supportive leadership or consideration ) and concern for production (called directive leadership or initiating structure ). These two styles have impact on team processes, and the question is if the impact is the same across the globe . Are the, mostly in America, developed theories valid in other cultures? To test the relationships between leadership and team processesacross cultures for these studies we used a database from Hay Group, a worldwide operating consultancy company. The database contain data from approx. 70,000 managers, observer by their (on avarage 4) employees, outof 76 countries. This database is enriched with culture data from Hofstede (1980, 2001) and the GLOBE project (House et al. 2004). We used multi level techniques to be able to test the relationships, without violating the hierarchical structure: employees are employed in teams, teams function within companies and companies are located in countries.The results told us that the supportive leadership style is universal: more supportive leadership will create better team processes. This is not the case for the directive leadership style: this style harms the team processes mainly in the individualistic countries. Also the use of the two styles is related to culture: the directive style is used more in collectivistic cultures and in cultures where power distance is bigger. We also investigated human being s most obvious dichotomies: gender differences (at individual level) and team composition (on team level of cause). Research on our database found that female managers use more supportive leadership (as predicted) but also more directive leadership. Team composition has impact on male managers: when teams are less dominated by male managers, these male managers used less directive leadership and more supportive leadership.Culture also has impact on the way managers assess themselves: this (self-) assessment is more accurate in less power difference cultures. Managers with a more accurate self-assessment are able to generate more team cohesion, but we find this relationship especially in countries where power difference is low.Dankwoord / Acknowledgements Summary Samenvatting Chapter 1. Introduction 1.1 Introduction 1.2 Goal of this dissertation 1.3 Key variables in this project 1.4 Database and samples 1.5 Overview of the chapters Chapter 2. Leadership and Team Cohesiveness across Cultures Chapter 3. Leadership styles and group organizational citizenship behavior across cultures Chapter 4. Self-other agreement on leadership perceptions increases team cohesion: the moderating role of societal power distance Chapter 5. Leadership behaviors around the world: The relative importance of gender versus cultural background Chapter 6. Gender ratio, societal culture, and male and female leadership Chapter 7. General discussion 7.1 Cross cultural leadership: some differences are more important than others 7.2 Methodological issues 7.3 Practical implications Literaturenrpages: 177status: publishe

Is it all for naught? What does mathematical coupling mean for acute:chronic workload ratios? [Editorial]

Traditional calculations of the acute:chronic workload ratio (ACWR) are ‘mathematically coupled’, as the most recent week is included in estimates of both the acute and chronic workloads. As Lolli and colleagues rightly point out, this induces a spurious correlation between the acute and chronic loads of ~0.50 (r=0.52 in their simulated data of 1000 athletes).1 They suggest that the simplest solution is to use uncoupled ACWRs (where the acute load is not part of the chronic load) instead

Autograaf tundmatule

Wendt, Johann Amadeus, 1783-1836, saksa filosoof, prof. GöttingenisMõttetera, allkirja ja kuupäevag

Umriß pädagogischer Vorlesungen

Layoutgetreues Digitalisat der Ausg.: Leipzig : Reclam, [circa 1889] Zentralbibl. Sign.: XV C 396 ai (Raubgut) Vorlesungen zur Pädagogik. Die einzelnen Abschnitte beinhalten Gründzüge seiner Pädagogik, Anleitung zur Erziehung in den Entwicklungsstufen, Didaktik, die Entwicklung des Interesses, Maßnahmen gegen Charakterfehler der Zöglinge, Lob und Tadel u. a. Die pädagogischen Leitlinien gelten ausschließlich für Knabe