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The scientific interest in near-Earth asteroids (NEAs) and the classification of some of those as potentially hazardous asteroid for the Earth stipulated the interest in NEA exploration. Close-up observations of these objects will increase drastically our knowledge about the overall NEA population. For this reason, a multiple NEA rendezvous mission through solar sailing is investigated, taking advantage of the propellantless nature of this groundbreaking propulsion technology. Considering a spacecraft based on the DLR/ESA Gossamer technology, this work focuses on the search of possible sequences of NEA encounters. The effectiveness of this approach is demonstrated through a number of fully-optimized trajectories. The results show that it is possible to visit five NEAs within 10 years with near-term solar-sail technology. Moreover, a study on a reduced NEA database demonstrates the reliability of the approach used, showing that 58% of the sequences found with an approximated trajectory model can be converted into real solar-sail trajectories. Lastly, this second study shows the effectiveness of the proposed automatic optimization algorithm, which is able to find solutions for a large number of mission scenarios without any input required from the user.
In this paper we propose a stochastic programming method to analyse limit and shakedown of structures under uncertainty condition of strength. Based on the duality theory, the shakedown load multiplier formulated by the kinematic theorem is proved actually to be the dual form of the shakedown load multiplier formulated by static theorem. In this investigation a dual chance constrained programming algorithm is developed to calculate simultaneously both the upper and lower bounds of the plastic collapse limit and the shakedown limit. The edge-based smoothed finite element method (ES-FEM) with three-node linear triangular elements is used for structural analysis.
Competence Developing Games (CDGs) are a new concept of how to think about games with serious intentions. In order to emphasize on this topic, a new framework has been developed. It basically relies on learning and motivation theories. This ‘motivational Competence Developing Game Framework’ demonstrates how it is possible to use these theories in a CDG development process. The theoretical derivation and use of the framework is explained in this paper.
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.