Improving object segmentation by using EEG signals and rapid serial visual presentation

This paper extends our previous work on the potential of EEG-based brain computer interfaces to segment salient objects in images. The proposed system analyzes the Event Related Potentials (ERP) generated by the rapid serial visual presentation of windows on the image. The detection of the P300 signal allows estimating a saliency map of the image, which is used to seed a semi-supervised object segmentation algorithm. Thanks to the new contributions presented in this work, the average Jaccard index was improved from $0.47$ to $0.66$ when processed in our publicly available dataset of images, object masks and captured EEG signals. This work also studies alternative architectures to the original one, the impact of object occupation in each image window, and a more robust evaluation based on statistical analysis and a weighted F-score

C4 nephritic factor in patients with immune-complex-mediated membranoproliferative glomerulonephritis and C3-glomerulopathy

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Prise en compte des spécificités culturelles et des muta-tions nécessaires dans le management industriel français pour répondre aux nouvelles exigences de l’industrie 4.0

Regarding the previous industrial revolutions and organizational changes and evalu-ating the promises made by Industry 4.0, our aim is to imagine concrete developments in lean management and organization by building the manager of tomorrow. For this, a methodological approach will be applied to compare the theoretical con-cepts of lean, their concrete applications in current manufacturing and their possible weaknesses looking for I4.0 ‘s principles. Future developments will be made, by in-tegrating feedback and digital, organizational and generational constraints, and will allow us to draw up a portrait of the operational manager of the future, in an agile or even liberated organization. These proposals will be concretely implemented and evaluated on a French industri-al site that will be our field of experimentation. Through the analysis of the factors of success and failure of digitization projects in this historic factory of an international group, we will evaluate the assumptions previously made and enrich the management model imagined. In a second phase, through a survey of several European sites, we will question operational managers at all levels in order to define the func-tions and interactions of the French manager 4.0 in terms of skills, objectives and management methods. All these conclusions will focus on the key position of the in-termediate manager in technological developments and their ownership, but also on proposals to take into account and adapt organizations to facilitate the integration of the key concepts of I4.0 which are a great asset of renewal for the French industry.A la lumière des précédentes révolutions industrielles et évolutions organisationnelles et en évaluant les promesses portées par l’Industrie 4.0, notre propos est d’imaginer les évolutions tangibles du lean management et des organisations en construisant le manager de demain. Pour cela, une démarche méthodologique sera appliquée afin de confronter les concepts théoriques du lean, leurs applications concrètes en entreprises et leurs éventuelles faiblesses à la lumière des principes de l’I4.0. Les évolutions à venir seront posées, en intégrant les retours d’expériences ainsi que les contraintes digitales, organisationnelles et générationnelles et nous permettront de dresser le portrait du manager opérationnel du futur, dans une organisation agile, voire libérée. Ces propositions seront concrètement mises en application et appréciées sur un site industriel français qui sera notre champ d’expérimentation. A travers l’analyse des facteurs de succès et d’échecs de projets de digitalisation dans cette usine historique d’un groupe international, nous évaluerons les hypothèses précédemment posées et enrichirons le modèle de management imaginé. Dans un second temps et à travers une enquête sur plusieurs sites européens nous questionnerons les managers opérationnels de tous niveaux afin de définir les fonctions et les interactions du manager 4.0 français en termes de compétences, d’objectivation et de mode de management. L’ensemble de ces conclusions porteront sur la position clef du manager intermédiaire dans les évolutions technologiques et leur appropriation mais aussi sur des propositions de prise en compte et d’adaptation des organisations pour faciliter l’intégration des concepts clefs de l’I4.0 qui sont un formidable atout de renouveau pour l’industrie française

Considering cultural specifications and necessary trans-formations in the French industrial management to meet the new requirements of industry 4.0

A la lumière des précédentes révolutions industrielles et évolutions organisationnelles et en évaluant les promesses portées par l’Industrie 4.0, notre propos est d’imaginer les évolutions tangibles du lean management et des organisations en construisant le manager de demain. Pour cela, une démarche méthodologique sera appliquée afin de confronter les concepts théoriques du lean, leurs applications concrètes en entreprises et leurs éventuelles faiblesses à la lumière des principes de l’I4.0. Les évolutions à venir seront posées, en intégrant les retours d’expériences ainsi que les contraintes digitales, organisationnelles et générationnelles et nous permettront de dresser le portrait du manager opérationnel du futur, dans une organisation agile, voire libérée. Ces propositions seront concrètement mises en application et appréciées sur un site industriel français qui sera notre champ d’expérimentation. A travers l’analyse des facteurs de succès et d’échecs de projets de digitalisation dans cette usine historique d’un groupe international, nous évaluerons les hypothèses précédemment posées et enrichirons le modèle de management imaginé. Dans un second temps et à travers une enquête sur plusieurs sites européens nous questionnerons les managers opérationnels de tous niveaux afin de définir les fonctions et les interactions du manager 4.0 français en termes de compétences, d’objectivation et de mode de management. L’ensemble de ces conclusions porteront sur la position clef du manager intermédiaire dans les évolutions technologiques et leur appropriation mais aussi sur des propositions de prise en compte et d’adaptation des organisations pour faciliter l’intégration des concepts clefs de l’I4.0 qui sont un formidable atout de renouveau pour l’industrie française.Regarding the previous industrial revolutions and organizational changes and evalu-ating the promises made by Industry 4.0, our aim is to imagine concrete developments in lean management and organization by building the manager of tomorrow. For this, a methodological approach will be applied to compare the theoretical con-cepts of lean, their concrete applications in current manufacturing and their possible weaknesses looking for I4.0 ‘s principles. Future developments will be made, by in-tegrating feedback and digital, organizational and generational constraints, and will allow us to draw up a portrait of the operational manager of the future, in an agile or even liberated organization. These proposals will be concretely implemented and evaluated on a French industri-al site that will be our field of experimentation. Through the analysis of the factors of success and failure of digitization projects in this historic factory of an international group, we will evaluate the assumptions previously made and enrich the management model imagined. In a second phase, through a survey of several European sites, we will question operational managers at all levels in order to define the func-tions and interactions of the French manager 4.0 in terms of skills, objectives and management methods. All these conclusions will focus on the key position of the in-termediate manager in technological developments and their ownership, but also on proposals to take into account and adapt organizations to facilitate the integration of the key concepts of I4.0 which are a great asset of renewal for the French industry

Prise en compte des spécificités culturelles et des muta-tions nécessaires dans le management industriel français pour répondre aux nouvelles exigences de l’industrie 4.0

Regarding the previous industrial revolutions and organizational changes and evalu-ating the promises made by Industry 4.0, our aim is to imagine concrete developments in lean management and organization by building the manager of tomorrow. For this, a methodological approach will be applied to compare the theoretical con-cepts of lean, their concrete applications in current manufacturing and their possible weaknesses looking for I4.0 ‘s principles. Future developments will be made, by in-tegrating feedback and digital, organizational and generational constraints, and will allow us to draw up a portrait of the operational manager of the future, in an agile or even liberated organization. These proposals will be concretely implemented and evaluated on a French industri-al site that will be our field of experimentation. Through the analysis of the factors of success and failure of digitization projects in this historic factory of an international group, we will evaluate the assumptions previously made and enrich the management model imagined. In a second phase, through a survey of several European sites, we will question operational managers at all levels in order to define the func-tions and interactions of the French manager 4.0 in terms of skills, objectives and management methods. All these conclusions will focus on the key position of the in-termediate manager in technological developments and their ownership, but also on proposals to take into account and adapt organizations to facilitate the integration of the key concepts of I4.0 which are a great asset of renewal for the French industry.A la lumière des précédentes révolutions industrielles et évolutions organisationnelles et en évaluant les promesses portées par l’Industrie 4.0, notre propos est d’imaginer les évolutions tangibles du lean management et des organisations en construisant le manager de demain. Pour cela, une démarche méthodologique sera appliquée afin de confronter les concepts théoriques du lean, leurs applications concrètes en entreprises et leurs éventuelles faiblesses à la lumière des principes de l’I4.0. Les évolutions à venir seront posées, en intégrant les retours d’expériences ainsi que les contraintes digitales, organisationnelles et générationnelles et nous permettront de dresser le portrait du manager opérationnel du futur, dans une organisation agile, voire libérée. Ces propositions seront concrètement mises en application et appréciées sur un site industriel français qui sera notre champ d’expérimentation. A travers l’analyse des facteurs de succès et d’échecs de projets de digitalisation dans cette usine historique d’un groupe international, nous évaluerons les hypothèses précédemment posées et enrichirons le modèle de management imaginé. Dans un second temps et à travers une enquête sur plusieurs sites européens nous questionnerons les managers opérationnels de tous niveaux afin de définir les fonctions et les interactions du manager 4.0 français en termes de compétences, d’objectivation et de mode de management. L’ensemble de ces conclusions porteront sur la position clef du manager intermédiaire dans les évolutions technologiques et leur appropriation mais aussi sur des propositions de prise en compte et d’adaptation des organisations pour faciliter l’intégration des concepts clefs de l’I4.0 qui sont un formidable atout de renouveau pour l’industrie française

BAMF Refugees Survey 2014

Social, cultural and structural integration. Taking advantage of language courses and consulting services. History of migration and asylum procedures. Intent to remain and life satisfaction. 1. Social integration: frequency of contacts with Germans in the neighbourhood and circle of friends; frequency of contacts with people from other countries in the neighbourhood and circle of friends; experienced discrimination based on origin in different areas of life; membership in associations and organisations. 2. Cultural integration: religious affiliation; faith; frequency of prayer and worship; mother tongue; self-assessment of mother-tongue skills (speaking, understanding, reading, writing); self-assessment of German language skills (speaking, understanding, reading, writing); further foreign language skills; predominantly household language; predominantly non-household language. 3. Structural integration: duration of school attendance; last/current school attendance; school leaving certificate and country of education; vocational training: vocational education and training or studies; specialisation; country of the highest level of qualification; recognition of foreign vocational qualifications in Germany; retraining/further qualification in Germany; employment status in Germany; characteristics of employment relationships (limited duration, temporary employment); description of the content of the current occupation; level of qualification in employment; previous employment in Germany and the country of origin; desire for employment in Germany; income relationships. 4. Taking advantage of language courses and counselling: participation in integration courses (literacy, other integration courses), vocational and other language courses; assessment of the benefits of the integration course visit; participation in language teaching and obtaining a certificate; visits to counselling centres (refugee and asylum counselling, migration counselling, youth migration service, other counselling centres); evaluation of the benefits of counselling. 5. History of migration and asylum procedures: more than three months´ stay in other countries; country of residence; year of the first asylum application in Germany; reasons for filing the application for asylum in Germany; duration of the asylum procedure; action against negative decision of the Federal Office for Migration and Refugees; evaluation of duration, accommodation, contact with authorities in the asylum procedure. 6. Intent to remain and satisfaction with life: intention to become naturalised; intent to remain in Germany; satisfaction with life in terms of professional situation, income, health, housing situation, family situation and social contacts; greatest desire (open question). Sociodemography, origin, household and family situation: age; sex; current residence permit; household size and composition; type and number of rooms in the accommodation; country of birth; nationality; marital status; marital or permanent partner´s country of birth; nationality of the spouse or permanent partner; place of residence of the spouse or permanent partner; children of one´s own in general and in the household; childcare situation in the household or attendance of schools and vocational training institutions. Additionally coded was: respondent ID; language version of the questionnaire; questionnaire completed alone or with help; comments on the questionnaire; plausibility variables (school education, attendance of language courses, attendance of counselling centres and length of stay/residence permits); weighting factors.Soziale, kulturelle und strukturelle Integration. Inanspruchnahme von Sprachkursen und Beratungsangeboten. Migrationsgeschichte und Asylverfahren. Bleibeabsicht und Lebenszufriedenheit. 1. Soziale Integration: Häufigkeit von Kontakten mit Deutschen in der Nachbarschaft und im Freundeskreis; Häufigkeit von Kontakten mit Menschen aus anderen Ländern in der Nachbarschaft und im Freundeskreis; erfahrene Diskriminierung aufgrund der Herkunft in verschiedenen Lebensbereichen; Mitgliedschaft in Vereinen und Organisationen. 2. Kulturelle Integration: Religionszugehörigkeit; Gläubigkeit; Häufigkeit des Betens und des Gottesdienstbesuches; Muttersprache; Selbsteinschätzung der muttersprachlichen Kenntnisse (Sprechen, Verstehen, Lesen, Schreiben); Selbsteinschätzung der Deutschkenntnisse (Sprechen, Verstehen, Lesen, Schreiben); weitere Fremdsprachenkenntnisse; überwiegend im Haushalt gesprochene Sprache; überwiegend außerhalb des Haushalts gesprochene Sprache. 3. Strukturelle Integration: Dauer des Schulbesuchs; zuletzt/aktuell besuchte Schule; Schulabschluss und Land des Schulabschlusses; berufliche Bildung: Berufsausbildung oder Studium; Fachrichtung; Land des höchsten Ausbildungsabschlusses; Anerkennung ausländischer Berufsabschlüsse in Deutschland; Umschulung/Weiterqualifizierung in Deutschland; Erwerbsstatus in Deutschland; Merkmale der Beschäftigungsverhältnisse (Befristung, Zeitarbeit); inhaltliche Beschreibung der aktuellen Tätigkeit; Qualifikationsniveau der Tätigkeit; frühere Erwerbstätigkeit in Deutschland und im Herkunftsland; Wunsch nach Erwerbstätigkeit in Deutschland; Einkommensverhältnisse. 4. Inanspruchnahme von Sprachkursen und Beratungsangeboten: Teilnahme an Integrationskursen (Alphabetisierung, sonstiger Integrationskurs), berufsbezogenen und anderen Sprachkursen; Bewertung des Nutzens des Integrationskursbesuchs; Teilnahme an Sprachführung und Erwerb eines Zertifikats; Aufsuchen von Beratungsstellen (Flüchtlings- und Asylberatung, Migrationsberatung, Jugendmigrationsdienst, sonstige Beratungsstelle); Bewertung des Nutzens von Beratung. 5. Migrationsgeschichte und Asylverfahren: Mehr als dreimonatiger Aufenthalt in weiteren Ländern; Aufenthaltsland; Jahr des ersten Asylantrages in Deutschland; Gründe, den Asylantrag in Deutschland zu stellen; Dauer des Asylverfahrens; Klage gegen negativen Bescheid des Bundesamtes für Migration und Flüchtlinge; Bewertung von Dauer, Unterbringung, Behördenkontakt im Asylverfahren. 6. Bleibeabsicht und Lebenszufriedenheit: Einbürgerungsabsicht; Bleibeabsicht in Deutschland; Lebenszufriedenheit in Bezug auf berufliche Situation, Einkommen, Gesundheit, Wohnsituation, familiäre Situation und soziale Kontakte; größter Wunsch (offene Frage). Soziodemographie, Herkunft, Haushalts- und Familiensituation: Alter; Geschlecht; aktueller Aufenthaltstitel; Haushaltsgröße und -Zusammensetzung; Art und Zimmerzahl der Unterkunft; Geburtsland; Staatsangehörigkeiten; Familienstand; Geburtsland des Ehe- oder festen Partners; Staatsangehörigkeiten des Ehe- oder festen Partners; Wohnort des Ehe- oder festen Partners; eigene Kinder insgesamt und im Haushalt; Betreuungssituation der Kinder im Haushalt bzw. Besuch von Schulen und Berufsbildungseinrichtungen. Zusätzlich verkodet wurde: Befragten-ID; Sprachversion Fragebogen; Fragebogen allein oder mit Hilfe ausgefüllt; Anmerkungen zum Fragebogen; Plausibilisierungsvariablen (Schulbildung, Besuch von Sprachkursen, Besuch von Beratungsstellen sowie Aufenthaltsdauer/Aufenthaltstitel); Gewichtungsfaktoren

A Roadmap for evolution of existing production system toward the factory of the future: A case study in automotive industry

International audienc

Lean Management 4.0: Proposition for the evolution of managerial criteria

International audienceAt a time when industry is experiencing its 4th revolution, the question of the evolution of the organization is raised and with it the role of operational excellence in this digital transformation. Lean management for the most part implies manufacturing organization and we can legitimately question ourselves on its relation to the concepts of digitalization. Our aim here is to methodologically analyze the managerial concepts of lean management and highlight them in relation to Industry 4.0. After reviewing the literature and the method laid out, we will evaluate the managerial concepts, individually confronting them with our operational experience and then propose a reflection on western 4.0 lean management, with two distinct choices and points of comparison. The article will conclude with perspectives for additional research

The evolution of world class manufacturing toward Industry 4.0: A case study in the automotive industry

International audienceIn order to increase the level of global competitiveness and improve the performance of production system, a large number of manufacturing companies have implemented world class manufacturing (WCM) approach, which has developed based on the third industrial revolution and the need for mass production. The evolution in production equipment and communication technologies, and the demand of markets for personalized mass production, have forced manufacturing companies to transform their production systems and prepare for a revolution. This revolution, known as Industry 4.0 (I4.0), or the digital transformation, has been introduced as a new type of organization of manufacturing systems that is more flexible and agile, and is based on using large amounts of information and data in the decision-making process. One of the main characteristics of this concept is decentralization, which allows different subsystems to make decisions autonomously in order to have self-organization systems. There are some important differences between the principles of WCM and I4.0. World class manufacturing is mainly based on continuous improvement and cost reduction, without a global vision for profit optimization. Industry 4.0 is mainly based on using all accessible information and data of systems and making decentralized decisions, but it also involves a global vision and a systemic approach to global profit optimization. However, achieving these objectives takes a very long time, and the challenges are numerous. As with all projects, for a transformation project to succeed, it is very important to define the transition phase and the way to change and introduce these new principles. This paper presents part of our research project, in collaboration with the Fiat Powertrain Technologies company, concerning the transformation of their production system toward the factory of the future. We highlight the design principles of I4.0 and the potential of the WCM system for transformation and achieving development of the characteristics of I4.0. We focus on five of the principal technical pillars of WCM and the steps in their development, and present some modifications in adoption of the design principles of I4.0. An example of change in the professional maintenance pillar of WCM is also presented