Condition Monitoring/Predictive Maintenance

PD Approach - 3. Causes of PD

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Time: 00:50 More in Science & Technology

Transformer Testing

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How transformer owners can benefit from modern testing techniques
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Time: 05:04 More in Science & Technology

Earthing & Lightning Protection

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Are your earthing systems up to the job? What's the most cost-effective way to safeguard your assets?
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Time: 05:12 More in Science & Technology

Sonatest launch the veo Phased Array flaw detector.

As a result of Sonatest’s drive to bring desirable and innovative products to the NDT market, a new Phased Array instrument is now launched, the veo 16:64.  The veo is a fully capable Phased Array instrument with multi-technique functionality, including TOFD; fast data recording, a simple to use interface and rugged housing design renders the veo a performance leader from the beginning.  Combine this with Sonatest’s outstanding commitment to customer support and product service; the user experience is a winning one.  Typical applications include Pipeline Weld Inspection, Corrosion Mapping, Aerospace and Composite Testing.

Key design elements considered in the development of the veo series are user and performance focussed which include simple controls and a workflow driven Menu structure.  The 3D Scanplan feature displays a full 3D view of the user’s test set up including probes, wedges, the weld and geometry, with phased array beams.  There are also on-board probe and wedge databases for fast setups.
Power & Performance perfectly packaged.

Contribution of cross-functional teams to the improvement in operational performance : Table of Contents

Team Performance Management >> 
Abstract:
Purpose – The purpose of this paper is to explore the role of cross-functional teams in the alignment between system effectiveness and operational effectiveness after the implementation of enterprise information systems (EIS). In addition, it aims to explore the contribution of cross-functional teams to improvement in operational performance. Design/methodology/approach – The research uses a combination of qualitative and quantitative methods, in a two-stage methodological approach, to investigate the influence of cross-functional teams on the alignment between system effectiveness and operational effectiveness and the impact of the stated alignment on the improvement in operational performance. Findings – Initial findings suggest that factors stemming from system effectiveness and the performance objectives stemming from operational effectiveness are important and significantly well correlated factors that promote the alignment between the effectiveness of technological implementation and the effectiveness of operations. In addition, confirmatory factor analysis has been used to find the structural relationships and provide explanations for the stated alignment and the contribution of cross-functional teams to the improvement in operational performance. Research limitations/implications – The principal limitation of this study is its small sample size. Practical implications – Cross-functional teams have been used by many organisations as a way of involving expertise from different functional areas in the implementation of innovative technologies. An appropriate use of the dimensions that emerged from this research, in the context of cross-functional teams, will assist organisations to properly utilise cross-functional teams with the aim of improving operational performance. Originality/value – The paper presents a new approach to measure the effectiveness of EIS implementation by adding new dimensions to measure it.

Impact of virtualness and task interdependence on extra-role performance in software development teams : Table of Contents

Team Performance Management >> 
Abstract:
Purpose – The purpose of this paper is to understand the impact of virtualness on extra-role performance within software development teams and the moderating effect of task interdependence on this relationship. Design/methodology/approach – Data were collected from 192 software professionals from 33 software development teams. Teams were taken as the unit of analysis. Extra-role performance was measured using organizational citizenship behavior (OCB) scale and task interdependence within the team was measured by interdependence scale developed by Pearce and Gregersen. Virtualness was measured using an objective measure developed by the authors. Regression was used to study the moderation and main effects. Findings – Virtualness negatively influenced overall extra-role performance within the team. In terms of individual dimensions, virtualness had a negative influence on extra-role performances directed towards team as an entity (civic virtue and generalized compliance) but it had no impact over extra-role performances directed towards other team members (altruism and courtesy). Although task interdependence had a positive impact on OCBs, it did not moderate the relationship between virtualness and OCBs. Practical implications – The findings will help teams understand the need to manage virtualness within the team in order to increase extra-role performance among its members. Originality/value – The authors have developed an objective method to compute virtualness within the team context. The moderating effect of task interdependence on the relationship between virtualness and extra-role performance has been studied for the first time and is documented in this paper.

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