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Past earthquakes demonstrated the high vulnerability of industrial facilities equipped with complex process technologies leading to serious damage of process equipment and multiple and simultaneous release of hazardous substances. Nonetheless, current standards for seismic design of industrial facilities are considered inadequate to guarantee proper safety conditions against exceptional events entailing loss of containment and related consequences. On these premises, the SPIF project -Seismic Performance of Multi-Component Systems in Special Risk Industrial Facilities- was proposed within the framework of the European H2020 SERA funding scheme. In detail, the objective of the SPIF project is the investigation of the seismic behaviour of a representative industrial multi-storey frame structure equipped with complex process components by means of shaking table tests. Along this main vein and in a performance-based design perspective, the issues investigated in depth are the interaction between a primary moment resisting frame (MRF) steel structure and secondary process components that influence the performance of the whole system; and a proper check of floor spectra predictions. The evaluation of experimental data clearly shows a favourable performance of the MRF structure, some weaknesses of local details due to the interaction between floor crossbeams and process components and, finally, the overconservatism of current design standards w.r.t. floor spectra predictions.
Industrial facilities must be thoroughly designed to withstand seismic actions as they exhibit an increased loss potential due to the possibly wideranging damage consequences and the valuable process engineering equipment. Past earthquakes showed the social and political consequences of seismic damage to industrial facilities and sensitized the population and politicians worldwide for the possible hazard emanating from industrial facilities. However, a holistic approach for the seismic design of industrial facilities can presently neither be found in national nor in international standards. The introduction of EN 1998-4 of the new generation of Eurocode 8 will improve the normative situation with
specific seismic design rules for silos, tanks and pipelines and secondary process components. The article presents essential aspects of the seismic design of industrial facilities based on the new generation of Eurocode 8 using the example of tank structures and secondary process components. The interaction effects of the process components with the primary structure are illustrated by means of the experimental results of a shaking table test of a three story moment resisting steel frame with different process components. Finally, an integrated approach of
digital plant models based on building information modelling (BIM) and structural health monitoring (SHM) is presented, which provides not only a reliable decision-making basis for operation, maintenance and repair but also an excellent tool for rapid assessment of seismic damage.
The work presented in this report provides scientific support to building renovation policies in the EU by promoting a holistic point of view on the topic. Integrated renovation can be seen as a nexus between European policies on disaster resilience, energy efficiency and circularity in the building sector. An overview of policy measures for the seismic and energy upgrading of buildings across EU Member States identified only a few available measures for combined upgrading. Regulatory framework, financial instruments and digital tools similar to those for energy renovation, together with awareness and training may promote integrated renovation. A framework for regional prioritisation of building renovation was put forward, considering seismic risk, energy efficiency, and socioeconomic vulnerability independently and in an integrated way. Results indicate that prioritisation of building renovation is a multidimensional problem. Depending on priorities, different integrated indicators should be used to inform policies and accomplish the highest relative or most spread impact across different sectors. The framework was further extended to assess the impact of renovation scenarios across the EU with a focus on priority regions. Integrated renovation can provide a risk-proofed, sustainable, and inclusive built environment, presenting an economic benefit in the order of magnitude of the highest benefit among the separate interventions. Furthermore, it presents the unique capability of reducing fatalities and energy consumption at the same time and, depending on the scenario, to a greater extent.
Acknowledging that a diverse workforce could be a potential source of innovation, the current research deals with the fine details of why diversity management is central to achieving innovation in heterogeneous research groups and how this could be effectively realized in an organization. The types of heterogeneities addressed mainly include gender, qualification, academic discipline and intercultural perspectives. The type of organization being dealt with in this work is a complex association of research institutes at a technical university in Germany (RWTH Aachen University), namely a 'Cluster of Excellence', whereby several institutes of the university work collaboratively in different sub-projects. The 'Cluster of Excellence' is a part of the 'Excellence Initiative' of the German federal and state governments German Research Foundation (DFG) and German Council of Science and Humanities, with the ultimate aim of promoting cutting-edge research. To support interdisciplinary collaboration and thus the performance of the cluster, the development of a diversity and innovation management concept is presently in the conceptual phase and will be described in the frame of this paper. The 3-S-Diversity Model, composed of the three elements: skills, structure and strategy, serves as a basis for the development of the concept. The proposed concept consists of six phases; the first two phases lay the ground work by developing an understanding of the status quo on the forms of diversity in the Cluster of Excellence, the type of organizational structure of the member institutes and the varieties of specialist work cultures of the same. The third and the fourth phases build up on this foundation by means of qualitative and quantitative studies. While the third phase deals with the sensitization of the management level to the close connection between diversity and innovation; the need to manage them thereafter and find tailor-made methods of doing so, the fourth phase shall mainly focus on the mindset of the employees in this regard. The fifth phase shall consolidate the learnings and the ideas developed in the course of the first four phases into an implementable strategy. The ultimate phase shall be the implementation of this concept in the Cluster. The first three phases have been accomplished successfully and the preliminary results are already available.
Promoting diversity and combatting discrimination in research organizations: a practitioner’s guide
(2022)
The essay is addressed to practitioners in research management and from
academic leadership. It describes which measures can contribute to creating an inclusive climate for research teams and preventing and effectively dealing with discrimination. The practical recommendations consider the policy and organizational levels, as well as the individual perspective of research managers. Following a series of basic recommendations, six lessons learned are formulated, derived from the contributions to the edited collection on “Diversity and Discrimination in Research Organizations.”
Diversity management is seen as a decisive factor for ensuring the development of socially responsible innovations (Beacham and Shambaugh, 2011; Sonntag, 2014; López, 2015; Uebernickel et al., 2015). However, many diversity management approaches fail due to a one-sided consideration of diversity (Thomas and Ely, 2019) and a lacking linkage between the prevailing organizational culture and the perception of diversity in the respective organization. Reflecting the importance of diverse perspectives, research institutions have a special responsibility to actively deal with diversity, as they are publicly funded institutions that drive socially relevant development and educate future generations of developers, leaders and decision-makers. Nevertheless, only a few studies have so far dealt with the influence of the special framework conditions of the science system on diversity management. Focusing on the interdependency of the organizational culture and diversity management especially in a university research environment, this chapter aims in a first step to provide a theoretical perspective on the framework conditions of a complex research organization in Germany in order to understand the system-specific factors influencing diversity management. In a second step, an exploratory cluster analysis is presented, investigating the perception of diversity and possible influencing factors moderating this perception in a scientific organization. Combining both steps, the results show specific mechanisms and structures of the university research environment that have an impact on diversity management and rigidify structural barriers preventing an increase of diversity. The quantitative study also points out that the management level takes on a special role model function in the scientific system and thus has an influence on the perception of diversity. Consequently, when developing diversity management approaches in research organizations, it is necessary to consider the top-down direction of action, the special nature of organizational structures in the university research environment as well as the special role of the professorial level as role model for the scientific staff.
Industrial production systems are facing radical change in multiple dimensions. This change is caused by technological developments and the digital transformation of production, as well as the call for political and social change to facilitate a transformation toward sustainability. These changes affect both the capabilities of production systems and companies and the design of higher education and educational programs. Given the high uncertainty in the likelihood of occurrence and the technical, economic, and societal impacts of these concepts, we conducted a technology foresight study, in the form of a real-time Delphi analysis, to derive reliable future scenarios featuring the next generation of manufacturing systems. This chapter presents the capabilities dimension and describes each projection in detail, offering current case study examples and discussing related research, as well as implications for policy makers and firms. Specifically, we discuss the benefits of capturing expert knowledge and making it accessible to newcomers, especially in highly specialized industries. The experts argue that in order to cope with the challenges and circumstances of today’s world, students must already during their education at university learn how to work with AI and other technologies. This means that study programs must change and that universities must adapt their structural aspects to meet the needs of the students.
Next Generation Manufacturing promises significant improvements in performance, productivity, and value creation. In addition to the desired and projected improvements regarding the planning, production, and usage cycles of products, this digital transformation will have a huge impact on work, workers, and workplace design. Given the high uncertainty in the likelihood of occurrence and the technical, economic, and societal impacts of these changes, we conducted a technology foresight study, in the form of a real-time Delphi analysis, to derive reliable future scenarios featuring the next generation of manufacturing systems. This chapter presents the organization dimension and describes each projection in detail, offering current case study examples and discussing related research, as well as implications for policy makers and firms. Specifically, we highlight seven areas in which the digital transformation of production will change how we work, how we organize the work within a company, how we evaluate these changes, and how employment and labor rights will be affected across company boundaries. The experts are unsure whether the use of collaborative robots in factories will replace traditional robots by 2030. They believe that the use of hybrid intelligence will supplement human decision-making processes in production environments. Furthermore, they predict that artificial intelligence will lead to changes in management processes, leadership, and the elimination of hierarchies. However, to ensure that social and normative aspects are incorporated into the AI algorithms, restricting measurement of individual performance will be necessary. Additionally, AI-based decision support can significantly contribute toward new, socially accepted modes of leadership. Finally, the experts believe that there will be a reduction in the workforce by the year 2030.
The future of industrial manufacturing and production will increasingly manifest in the form of cyber-physical production systems. Here, Digital Shadows will act as mediators between the physical and digital world to model and operationalize the interactions and relationships between different entities in production systems. Until now, the associated concepts have been primarily pursued and implemented from a technocentric perspective, in which human actors play a subordinate role, if they are considered at all. This paper outlines an anthropocentric approach that explicitly considers the characteristics, behavior, and traits and states of human actors in socio-technical production systems. For this purpose, we discuss the potentials and the expected challenges and threats of creating and using Human Digital Shadows in production.
Digital Shadows as the aggregation, linkage and abstraction of data relating to physical objects are a central vision for the future of production. However, the majority of current research takes a technocentric approach, in which the human actors in production play a minor role. Here, the authors present an alternative anthropocentric perspective that highlights the potential and main challenges of extending the concept of Digital Shadows to humans. Following future research methodology, three prospections that illustrate use cases for Human Digital Shadows across organizational and hierarchical levels are developed: human-robot collaboration for manual work, decision support and work organization, as well as human resource management. Potentials and challenges are identified using separate SWOT analyses for the three prospections and common themes are emphasized in a concluding discussion.