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In this chapter, we report on our activities to create and maintain a fleet of autonomous load haul dump (LHD) vehicles for mining operations. The ever increasing demand for sustainable solutions and economic pressure causes innovation in the mining industry just like in any other branch. In this chapter, we present our approach to create a fleet of autonomous special purpose vehicles and to control these vehicles in mining operations. After an initial exploration of the site we deploy the fleet. Every vehicle is running an instance of our ROS 2-based architecture. The fleet is then controlled with a dedicated planning module. We also use continuous environment monitoring to implement a life-long mapping approach. In our experiments, we show that a combination of synthetic, augmented and real training data improves our classifier based on the deep learning network Yolo v5 to detect our vehicles, persons and navigation beacons. The classifier was successfully installed on the NVidia AGX-Drive platform, so that the abovementioned objects can be recognised during the dumper drive. The 3D poses of the detected beacons are assigned to lanelets and transferred to an existing map.
To successfully develop and introduce concrete artificial intelligence (AI) solutions in operational practice, a comprehensive process model is being tested in the WIRKsam joint project. It is based on a methodical approach that integrates human, technical and organisational aspects and involves employees in the process. The chapter focuses on the procedure for identifying requirements for a work system that is implementing AI in problem-driven projects and for selecting appropriate AI methods. This means that the use case has already been narrowed down at the beginning of the project and must be completely defined in the following. Initially, the existing preliminary work is presented. Based on this, an overview of all procedural steps and methods is given. All methods are presented in detail and good practice approaches are shown. Finally, a reflection of the developed procedure based on the application in nine companies is given.
Reducing poverty, protecting the planet, and improving life on earth for everyone are the essential goals of the "2030 Agenda for Sustainable Development"committed by the United Nations (UN). Achieving those goals will require technological innovation as well as their implementation in almost all areas of our business and day-to-day life. This paper proposes a high-level framework that collects and structures different uses cases addressing the goals defined by the UN. Hence, it contributes to the discussion by proposing technical innovations that can be used to achieve those goals. As an example, the goal "Climate Actionïs discussed in detail by describing use cases related to tackling biodiversity loss in order to conservate ecosystems.
In the context of the increasing digitalization, the Internet of Things (IoT) is seen as a technological driver through which completely new business models can emerge in the interaction of different players. Identified key players include traditional industrial companies, municipalities and telecommunications companies. The latter, by providing connectivity, ensure that small devices with tiny batteries can be connected almost anywhere and directly to the Internet. There are already many IoT use cases on the market that provide simplification for end users, such as Philips Hue Tap. In addition to business models based on connectivity, there is great potential for information-driven business models that can support or enhance existing business models. One example is the IoT use case Park and Joy, which uses sensors to connect parking spaces and inform drivers about available parking spaces in real time. Information-driven business models can be based on data generated in IoT use cases. For example, a telecommunications company can add value by deriving more decision-relevant information – called insights – from data that is used to increase decision agility. In addition, insights can be monetized. The monetization of insights can only be sustainable, if careful attention is taken and frameworks are considered. In this chapter, the concept of information-driven business models is explained and illustrated with the concrete use case Park and Joy. In addition, the benefits, risks and framework conditions are discussed.
Software development projects often fail because of insufficient code quality. It is now well documented that the task of testing software, for example, is perceived as uninteresting and rather boring, leading to poor software quality and major challenges to software development companies. One promising approach to increase the motivation for considering software quality is the use of gamification. Initial research works already investigated the effects of gamification on software developers and come to promising. Nevertheless, a lack of results from field experiments exists, which motivates the chapter at hand. By conducting a gamification experiment with five student software projects and by interviewing the project members, the chapter provides insights into the changing programming behavior of information systems students when confronted with a leaderboard. The results reveal a motivational effect as well as a reduction of code smells.
Stand 01.01.2022 sind in Deutschland 618.460 elektrisch angetriebene KFZ zugelassen. Insgesamt sind derzeit 48.540.878 KFZ zugelassen, was einer Elektromobilitätsquote von ca. 1,2 % entspricht. Derzeit werden Elektromobile über Ladestationen oder Steckdosen mit dem Stromnetz verbunden und üblicherweise mit der vollen Ladekapazität des Anschlusses aufgeladen, bis das Batteriemanagementsystem des Fahrzeugs abhängig vom Ladezustand der Batterie die Ladeleistung reduziert.
Dieser Beitrag stellt einen Bewertungsrahmen für Smart Services vor, der auf dem Konzept vollständiger Finanzpläne (VOFI) basiert. Zunächst wird eine IoT-Architektur für Smart Services eingeführt, die die Grundlage für deren Betrachtung aus Sicht der Unternehmensplanung liefert. Hierauf aufbauend wird ein Bewertungsrahmen für die finanzplanorientierte Wirtschaftlichkeitsbewertung von Smart Services geschaffen, mit dem die relevanten Zahlungsfolgen differenziert erfasst werden. Mithilfe des entwickelten VOFI-Systems wird anschließend aufgezeigt, wie mithilfe einer Risikoanalyse die Unsicherheit von Modellparametern berücksichtigt werden kann.
Because of customer churn, strong competition, and operational inefficiencies, the telecommunications operator ME Telco (fictitious name due to confidentiality) launched a strategic transformation program that included a Business Process Management (BPM) project. Major problems were silo-oriented process management and missing cross-functional transparency. Process improvements were not consistently planned and aligned with corporate targets. Measurable inefficiencies were observed on an operational level, e.g., high lead times and reassignment rates of the incident management process.
Prozessorientierte Messung der Customer Experience am Beispiel der Telekommunikationsindustrie
(2018)
Hohe Wettbewerbsintensität und gestiegene Kundenanforderungen erfordern bei Telekommunikationsunternehmen eine aktive Gestaltung der Customer Experience (CX). Ein wichtiger Aspekt dabei ist die CX-Messung. Traditionelle Zufriedenheitsmessungen sind oft nicht ausreichend, um die Kundenerfahrung in komplexen Prozessen vollständig zu erfassen. Daher wird in diesem Kapitel eine prozessübergreifende Referenzlösung zur CX-Messung am Beispiel der Telekommunikationsindustrie vorgeschlagen. Ausgangspunkt ist ein industriespezifisches Prozessmodell, das sich an dem Referenzmodell eTOM orientiert. Dieses wird um Messpunkte erweitert, die Schwachstellen in Bezug auf die CX identifizieren. Für die erkannten Schwachstellen werden über eine Referenzmatrix mögliche Auslöser abgeleitet und anhand von typischen Geschäftsfallmengen bewertet. Somit ist eine direkte Zuordnung und Erfolgsmessung konkreter Maßnahmen zur Behebung der Schwachstellen möglich. Die so entwickelte Referenzlösung wurde im Projekt K1 bei der Deutschen Telekom erfolgreich umgesetzt. Details zur Umsetzung werden als Fallstudien dargestellt.