• Journal of Korean Institute of Industrial Engineers
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• v.22 no.4
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• pp.719-739
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• 1996

A common control model used to implement computer integrated manufacturing(CIM) is based on the hierarchical decomposition of the shop floor activities, in which supervisory controllers are responsible for all the interactions among subordinates. Although the hierarchical control philosophy provides for easy understanding of complex systems, an emerging manufacturing paradigm, agile manufacturing, requires a new control structure necessary to accommodate the rapid development of a shop floor controller. This is what is called autonomous agent-based heterarchical control. As computing resources and communication network on the shop floor become increasingly intelligent and powerful, the new control architecture is about to come true in a modern CIM system. In this paper, heterarchical control is adopted and investigated, in which a controller for a unit of device performs three main functions - planning, scheduling and execution. Attention is paid to the planning function and all the detailed planning activities for heterarchical shop floor control are identified. Interactions with other functions are also addressed. In general, planning determines tasks to be scheduled in the future. In other words, planning analyzes process plans and transforms process plans into detailed plans adequate for shop floor control. Planning is also responsible for updating a process plan and identifying/resolving replanning activities whether they come from scheduling or execution.

• International Journal of Advanced Culture Technology
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• v.11 no.4
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• pp.34-41
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• 2023

The purpose of this paper is to consider the expansion of non-traditional security threats and the national-level response to the emergence of emerging security threats in ultra-uncertain VUCA situations. As a major research method for better analysis, the theoretical approach was referred to papers published in books and academic journals, and technical and current affairs data were studied through the Internet and literature research. The instability and uncertainty of the international order and security environment in the 21st century brought about a change in the security paradigm. Human security emerged as the protection target of security was expanded to individual humans, and emerging security was emerging as the security area expanded. Emerging security threatsthat have different characteristicsfrom traditionalsecurity threats are expressed in various ways, such as cyber threats, new infectious disease threats, terrorist threats, and abnormal climate threats. First, the policy and strategic response to respond to emerging security threats is integrated national crisis management based on artificial intelligence applying the concept of Foresight. Second, it is to establish network-based national crisis management smart governance. Third, it is to maintain the agile resilience of the concept of Agilience. Fourth, an integrated response system that integrates national power elements and national defense elements should be established.

• Journal of the Korean Institute of Gas
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• v.27 no.3
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• pp.77-83
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• 2023

Energy consumption is increased by rapid industrialization. As a result, climate change is accelerating due to the increase in CO₂ concentration in the atmosphere. Therefore, a shift in the energy paradigm is required. Hydrogen is in the spotlight as a part of that. Currently 95% of hydrogen is fossil fuel-based reforming hydrogen which is accompanied by CO₂ emissions. This is called gray hydrogen, if the CO₂ is captured and emission of CO₂ is reduced, it can be converted into blue hydrogen. There are 3 technologies to capture CO₂: absorption, adsorption and membrane technology. In order to select CO₂ capture technology, the analysis of the exhaust gas should be carried out. The concentration of CO₂ in the flue gas from the hydrogen production process is higher than 20%if water is removed as well as the emission scale is classified as small and medium. So, the application of the membrane technology is more advantageous than the absorption. In addition, if LNG cold energy can be used for low temperature CO₂ capture system, the CO₂/N₂ selectivity of the membrane is higher than room temperature CO₂ capture and enabling an efficient CO₂ capture process. In this study, we will analyze the flue gas from hydrogen production process and discuss suitable CO₂ capture technology for it.

• STI Policy Review
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• v.3 no.2
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• pp.130-151
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• 2012

Fraunhofer was founded in 1949 and grew into Europe's largest application-oriented research organization. Fraunhofer currently employs over 20,000 members in Germany, is internationally networked, and manages an R&D budget of over 1,8 Billion Euros per year. An important step for Fraunhofer to become an integral component of the German innovation system was the introduction of the Fraunhofer Model of financing based on a performance-related system of financial management. The underlying model of the allocation and distribution of public funding to Fraunhofer that is subsequently allotted to specific research groups is one of the success factors of Fraunhofer. Fraunhofer is proud of its decentralized organizational model. Fraunhofer is comprised of 60 Institutes in Germany working in different fields, under one legal framework, and with a strong brand value. Every Fraunhofer Institute is affiliated with a German University and every institute director simultaneously holds a chair at the affiliated university. It is a challenge for the headquarter organization to balance the intended competition of individual Fraunhofer Institutes with complementarity cooperation in science among Fraunhofer-Institutes, especially when coming from different knowledge domains; however, this goal results in a significant advantage. The unique strengths of Fraunhofer offer system solutions in a world with increasingly complex R&D challenges. While growing to become the largest organization on Europe to focus on applied research it is the challenge to remain an agile organization that is flexible in organizational structure. Fraunhofer has reached a well-recognized position in the European innovation landscape. It is often referred to by science and governments as a role model for innovation policy and a key element of the latest successes in the German economy that has recovered quicker from the latest economic crisis than most other western economies. The paper explains Fraunhofer as an organizational paradigm and its underlying management model to elaborate on the challenges of managing a research organization. We wish to show how it is possible to transfer the management model and philosophy of Fraunhofer to innovation systems with different framework conditions and challenges. A universal conclusion may be drawn based on the description of Fraunhofer; however, changes in existing structures and innovation systems cannot be implemented over night.

• Industry Promotion Research
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• v.9 no.1
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• pp.57-64
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• 2024

In 2015, the paradigm of hazardous chemical substance management in Korea shifted from the workplace to the regional level due to the complete revision of the Chemicals Control Act. Although regional chemical accident response plans were established in 2020, there were slight differences in the scope and criteria of each local government. Therefore, this study compared and analyzed chemical accident response plans established in four different regions to provide insights into effective chemical accident response plans. Based on publicly available information, the current status of accident preparedness, chemical accident response systems, and resident evacuation response and education/training were compared and analyzed. The results showed that there were not significant differences in the accident preparedness and response systems between the regions. However, there was a lack of discussion on the preparedness system linked to the characteristics of each workplace in each region. Additionally, there were differences in education and training for residents between regions. In the future, each local government needs to establish a response organization that fits the characteristics of their region and develop strategies for agile and effective accident response through cooperation with relevant agencies.

• Journal of Intelligence and Information Systems
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• v.26 no.3
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• pp.71-90
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• 2020

Recently, the global insurance industry is rapidly developing digital transformation through the use of artificial intelligence technologies such as machine learning, natural language processing, and deep learning. As a result, more and more foreign insurers have achieved the success of artificial intelligence technology-based InsurTech and platform business, and Ping An Insurance Group Ltd., China's largest private company, is leading China's global fourth industrial revolution with remarkable achievements in InsurTech and Digital Platform as a result of its constant innovation, using 'finance and technology' and 'finance and ecosystem' as keywords for companies. In response, this study analyzed the InsurTech and platform business activities of Ping An Insurance Group Ltd. through the ser-M analysis model to provide strategic implications for revitalizing AI technology-based businesses of domestic insurers. The ser-M analysis model has been studied so that the vision and leadership of the CEO, the historical environment of the enterprise, the utilization of various resources, and the unique mechanism relationships can be interpreted in an integrated manner as a frame that can be interpreted in terms of the subject, environment, resource and mechanism. As a result of the case analysis, Ping An Insurance Group Ltd. has achieved cost reduction and customer service development by digitally innovating its entire business area such as sales, underwriting, claims, and loan service by utilizing core artificial intelligence technologies such as facial, voice, and facial expression recognition. In addition, "online data in China" and "the vast offline data and insights accumulated by the company" were combined with new technologies such as artificial intelligence and big data analysis to build a digital platform that integrates financial services and digital service businesses. Ping An Insurance Group Ltd. challenged constant innovation, and as of 2019, sales reached $155 billion, ranking seventh among all companies in the Global 2000 rankings selected by Forbes Magazine. Analyzing the background of the success of Ping An Insurance Group Ltd. from the perspective of ser-M, founder Mammingz quickly captured the development of digital technology, market competition and changes in population structure in the era of the fourth industrial revolution, and established a new vision and displayed an agile leadership of digital technology-focused. Based on the strong leadership led by the founder in response to environmental changes, the company has successfully led InsurTech and Platform Business through innovation of internal resources such as investment in artificial intelligence technology, securing excellent professionals, and strengthening big data capabilities, combining external absorption capabilities, and strategic alliances among various industries. Through this success story analysis of Ping An Insurance Group Ltd., the following implications can be given to domestic insurance companies that are preparing for digital transformation. First, CEOs of domestic companies also need to recognize the paradigm shift in industry due to the change in digital technology and quickly arm themselves with digital technology-oriented leadership to spearhead the digital transformation of enterprises. Second, the Korean government should urgently overhaul related laws and systems to further promote the use of data between different industries and provide drastic support such as deregulation, tax benefits and platform provision to help the domestic insurance industry secure global competitiveness. Third, Korean companies also need to make bolder investments in the development of artificial intelligence technology so that systematic securing of internal and external data, training of technical personnel, and patent applications can be expanded, and digital platforms should be quickly established so that diverse customer experiences can be integrated through learned artificial intelligence technology. Finally, since there may be limitations to generalization through a single case of an overseas insurance company, I hope that in the future, more extensive research will be conducted on various management strategies related to artificial intelligence technology by analyzing cases of multiple industries or multiple companies or conducting empirical research.