Complexity analysis of the Next Gen Air Traffic Management System: trajectory based operations

According to Federal Aviation Administration traffic predictions currently our Air Traffic Management (ATM) system is operating at 150 percent capacity; forecasting that within the next two decades, the traffic with increase to a staggering 250 percent [17]. This will require a major redesign of our system. Today's ATM system is complex. It is designed to safely, economically, and efficiently provide air traffic services through the cost-effective provision of facilities and seamless services in collaboration with multiple agents however, contrary the vision, the system is loosely integrated and is suffering tremendously from antiquated equipment and saturated airways. The new Next Generation (Next Gen) ATM system is designed to transform the current system into an agile, robust and responsive set of operations that are designed to safely manage the growing needs of the projected increasingly complex, diverse set of air transportation system users and massive projected worldwide traffic rates. This new revolutionary technology-centric system is dynamically complex and is much more sophisticated than it's soon to be predecessor. ATM system failures could yield large scale catastrophic consequences as it is a safety critical system. This work will attempt to describe complexity and the complex nature of the NextGen ATM system and Trajectory Based Operational. Complex human factors interactions within Next Gen will be analyzed using a proposed dual experimental approach designed to identify hazards, gaps and elicit emergent hazards that would not be visible if conducted in isolation. Suggestions will be made along with a proposal for future human factors research in the TBO safety critical Next Gen environment.     

The propagation of lean thinking in SMEs

Abstract

Small and Medium-sized Enterprises (SMEs) play a pivotal role in economic growth, industrial output, and employment creation. However, SMEs are often ignored by researchers as far as the adoption of lean is concerned in comparison to Large Enterprises (LEs). Therefore, the literature regarding lean implementation in SMEs is not conspicuous, and many SMEs have only a limited understanding and awareness of lean. This paper offers a comprehensive literature review with a focus on the implementation of lean in SMEs and explores the applicability of lean thinking in such environments. An attempt is made to provide an analysis of lean practices that have been applied in SMEs and critical success factors for lean transformation in SMEs. It also contributes to the field of lean implementation research by proposing a framework for lean in SMEs and identifies the scope of future research.     

Common denominators of success

There is no mystery to the success stories described in this column. In addition to a lot of hard work, a few basic principles have been applied to widely differing scenarios. These common denominators provide the philosophies and dynamics that can lead to your breakthroughs in quality health care delivery: (1) Trust--among the physicians and then between them and management and the board of directors; (2) positive physician culture and attitudes; (3) effective physician leadership; (4) patient care focus; (5) strong team orientation; and (6) true accountability by all stakeholders. Your job is to help your physicians feel they are major stakeholders in your health care delivery system and be their voice in clinical and financial decision-making at the highest level.     

Psychosocial factors related to job stress and women in management

This literature review explores women in management and how the psychosocial factors they face in the workplace affect their job-related stress level. The psychosocial factors identified include tokenism, sexual harassment and discrimination, work-family conflict, and workload. Various studies are cited and solutions to decrease job-related stress level are included.     

Making the most of your career--and your life

Take a look at a simple way to evaluate your job. Start figuring out how to take on more tasks that you like and get rid of those you dislike.     

Residential mobility orientations of children and youth

This article addresses itself to issues in the socialization of young people to residential mobility orientations. Our conceptual framework emphasizes the importance of social context and active experience in the development of these orientations. Data from samples of youth from sixth to twelfth grades show them to have reasonable, if slightly conservative, mobility expectations. Other findings in the paper are consistent with the importance of social location and interpersonal relationships in youth socialization.The research on which this paper was based was supported by National Science Foundation Grant GS-39779. An earlier version of the paper was presented at the annual meeting of the Population Association of America, April 1974. Reuqests for reprints should be directed to Dr. Nam, Center for the Study of Population, Florida State University, Tallahassee, FL 32306.     

High expectations mirror high stakes for physician executives

Because the stakes in health care are high, physician executives are challenged to meet high expectations set by their CEOs and boards. These may be unrealistic--for example, demanding that physician executives possess expertise in finance or strategic planning. Job stresses for physician executives are specific to the role, but are not unlike those faced by other senior executives. It's a fact that professionals leave jobs for any number of reasons; sometimes, not through their own choice or fault. Thus, every time a physician executive leaves a job, it should not be characterized as "being fired," and not every job-leaving should be taken as a failure. Accept that you may make mistakes while doing the best job you can. Rely on your own value system and integrity to see you through.