• 한국HCI학회:학술대회논문집
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• 한국HCI학회 2008년도 학술대회 1부
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• pp.360-365
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• 2008

본 논문에서는 Call-and-Come 서비스를 제공하는 가정용 로봇의 호출음 등록 및 인식 시스템 구축하고, 음성 기반의 효율적인 로봇 호출음 등록 및 인식 알고리즘을 제안한다. 본 논문에서는 음성을 이용하여 로봇 호출음을 효율적으로 등록하기 위해 monophone 음향모델을 이용하여 탐색 범위를 줄이고, 줄어든 탐색 범위 내에서 triphone 음향모델을 이용하여 호출음을 등록을 한다. 또한, 잘못된 호출이 인식되는 것을 줄이기 위한 발화 검증에 필요한 피라미터를 구한다. 원거리 음성인식률을 향상시키기 위해서 근거리 음성에 최적화된 음향모델을 원거리 음성 데이터베이스로 적응시켰으며, 마이크로폰 배열을 이용하여 사용자의 위치를 추정한다. 제안한 시스템의 성능 측정을 위해 수행된 로봇 호출음에 대한 등록 및 인식 실험에서 98.3%의 음성 인식률을 얻었다.

• 한국직업건강간호학회지
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• 제24권2호
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• pp.142-151
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• 2015

Purpose: The purposes of this study were to investigate the degree of presenteeism, which lowers productivity when call center workers come to work with illness, and analyze the factors influencing it. Methods: A survey was conducted for three months from July to September, 2013 to collect data. Questionnaires were distributed to 1,500 workers at 30 call centers in Seoul and Gyeonggi Province, of which were 1,274 returned and analyzed for the study. Results: The findings show that the call center workers scored 15.4 points out of the maximum 30 on presenteeism based on SPS-6. The study examined factors that affect the presenteeism of call center workers and identified inner emotional labor, depression, subjective health condition, age and turnover intention as those factors. Their presenteeism was low when they engaged in more inner emotional labor, and when they had a good subjective health condition. The presenteeism was high when they had a higher degree of depression, were young, and had a higher turnover intention. Conclusion: The findings call for a need to implement a mental health promotion program to resolve call center workers' depression at work, help them manage their emotional labor to lower their turnover intention, improve their subjective health conditions, and run a health management program to consider the uniqueness of the young age group in order to prevent their increasing presenteeism.

• 정보처리학회논문지C
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• 제8C권1호
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• pp.97-104
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• 2001

본 논문에서는 무선망에서 채널할당을 받은 호가 무선 패킷 데이터를 서비스하는 경우의 성능분석 수행을 위한 계층 모델을 제안한다. 제안된 계층 모델로는 상위계층으로 무선자원 관리를 위한 채널할당 모델을, 하위계층으로 에러발생을 고려한 패킷 재전송 프로토콜 모델을 고려하였으며 이들 모델은 모델링 도구인 SRN을 이용하여 각각 개발한다. 추계적 페트리 네트의 확장형인 SRN은 시스템 성능분석을 위한 간결한 모델링 기능을 제공해 주며 모델에 적절한 보상률(reward) 기능을 부여함으로써 원하는 성능지표를 구할 수 있다. 이들 두 계층간의 상호 연관된 매개변수의 값인 서비스 시간과 패킷 발생률은 고정점 반복순환(fixed-point iteration) 기법을 사용하여 구한다. 즉 상위계층의 호 서비스 시간은 한 호당 K개의 패킷전송을 완료할때 까지 소요되는 시간인 하위계층 모델의 지연시간으로 구할 수 있고, 하위계층 모델의 패킷 발사율은 상위계층의 새로운 호와 핸드오프 호의 발생률로부터 구할 수 있다.

• 한국정보처리학회논문지
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• 제3권3호
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• pp.501-511
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• 1996

기존의 ISDN 교환기에서 패킷 통신을 위하여 사용되는 X.25교환 방식은 호의 설정 (call set-up) 과정에서 제어 정보의 교환 및 처리가 필요해서 전송지연이 누적되는 단점이 있으며, 또한 64 Kbps 이상의 고속 패킷 통신의 수용은 불가능하다. 본 논문에 서는 기존의 TDX-10 ISDN 교환기의 상기와 같은 문제점을 해결하기 위하여 프레임 릴레이 교환 방식을 기존의교환기에 적용하는 방식을 제안하였으며이에 필요한 프레임릴레이 교환 장치 (ASS_F)의 설계에 관하여 논하였다. 제안된 프레임 릴레이 교환장치(ASS-F)를 수용하는 프레임 릴레이 교환 구조에서는 기존의 64 Kbps 패킷 통신을 효율적으로 수행할 뿐만 아니라, 고속의 패킷 통신을 가능하게 하여준다. 본 논문에서는 제안된 시스템의 성능 특성을 비교하기 위하여 시뮬레이션을 수행하였으며, 교환시스템은 전송 대역폭을 효율적으로 이용하여 방대한 트래픽을 처리 할 수 있으며, 고속의 패킷 통신을 가능하게 하여 주기 때문에 광대역 ISDN으로의 진화 과정중의 중간 단계로 사용될 수 있다.

• 한국통신학회논문지
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• 제19권12호
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• pp.2340-2352
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• 1994

현재 상용화중에 있는 지능망 서비스들은 그 기능이 주로 교환기내에서 수행되고, 구조자체도 조직적이지 못한 관계로 새로운 서비스의 창출이나 수정이 어려웠다. 이점을 극복하기 위하여 최근 들어 고도지능망(AIN : Advanced Intelligent Network) 구조에 관한 연구가 활발히 진행되고 있다. 본 논문에서는 이러한 현황에 발맞춰 고도지능망구조의 서비스교환기(SSP : Service Switching Point)에 대한 설계와 그에 대한 성능용량을 얻고자 한다. 즉 ITU-T 권고안을 토대로 교환기가 고도지능망서비스를 처리하기 위하여 필요한 기능들을 규정하고, 이에 따른 고도지능망 구조의 SSP를 국내의 TDX-10교환기를 토대로 설계하여, 이를 시뮬레이션 방법을 통하여 성능을 해석한다. 본 연구의 결론으로서 시스템이 기본모델을 수행할 경우, 최대 메시지 처리용량은 착신과금서비스처리시 127만 BHCA, 신용통화서비스 처리시 119만 BHCA인 것으로 판명되었고 병목요소는 INS(Inter-connection Network Subsystem) 내의 프로세서임이 밝혀졌다. 또한 시뮬레이션과 해석적 모형에 의한 방법을 통해 시스템의 성능향상을 위한 여러 방안, 즉 프로세서 처리속도의 향상 링크 속도의 향상 그리고 D-bus의 서비스정책 변경 등을 제시하였다.

• 한국컴퓨터정보학회논문지
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• 제8권4호
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• pp.138-147
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• 2003

무선 환경에서 단말의 이동성을 지원하는 데는 현재의 인터넷 프로토콜은 많은 문제점을 지니고 있다. 이러한 문제점을 해결하고자 모바일 IP가 등장했지만, 삼각형 라우팅, 각 호스트의 홈 IP 주소의 필요성, 그리고 터널링 관리 등의 문제점이 존재한다. 또한, 실시간 멀티미디어 트래픽은 무선 환경에서는 fast hand-off, 낮은 지연, 높은 대역폭의 활용률 등을 요구한다. SIP는 멀티미디어 응용에서 효율적으로 무선 단말의 이동성을 지원해 줄 수 있으며, 차세대 네트워크(NGN)에서 멀티미디어 서비스 및 호 설정 프로토콜로서 각광 받고 있다. 본 논문에서는 차세대 네트워크의 표준을 따르는 JAIN 기술을 기반으로 멀티미디어 응용에서 효율적으로 무선 단말의 이동성을 지원하고. 차세대 네트워크 표준에 부합되는 SIP 시스템의 프레임 워크를 설계한다.

• 기본간호학회지
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• 제6권3호
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• pp.522-531
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• 1999

This research identifies the ingress to egress primary factors that causes a patient to receive delayed emergency medical care. This material was collected between February 1st to 28th, 1998. Research envolved 4,118 people who visited the college emergency medical center in Kyeongido Province, South Korea. Medical records were examined, using the retrospective method. to determine the length of stay and the main cause for waiting. Results are as follows : 1. The age group with the highest admission rate was 10 and under, approximately 1,394 (33.9%). Followed by an even distribution for ages between 11-50 at 10-15% for their respective ranges. The lowest admission rate was 50 years and above. 2. From the 4,118 records examined, 3,489 received outpatient treatment (84.7%); 601 were admitted for inpatient care (14.6%); 25 arrived dead on arrival (0.6%); and 4 people died at the hospital. 3. Between 7PM to 12AM, 42.9% were admitted to the EMC. The hours from 9PM to 11PM recorded the highest admission rate and 5AM to 8AM was the lowest From 8PM to 12AM, the most beds were occupied. 4. For most patients. the average length of stay was approximately 2.2 hours. By medical department, external medicine was the longest for 2.8 hours. Pediatrics was the shortest for 1.6 hours. The average waiting period for inpatient admission was 2.6 hours. Inpatient admission for pediatrics and external medicine was 3.4 hours and 2.2 hours respectively. 5. Theses are primary factors for delay at EMC: 1) pronged medical consultations to decide between inpatient versus outpatient treatment, and delaying to be inpatient, 2) when you call physicians they are delayed to come 3) Understaffing during peak or critical hours, 4) Excessive consulting with different medical departments, 5) some patients require longer monitoring periods, 6) medical records are delayed in transit between departments, 7) repeated laboratory tests make delay the result, 8) overcrowded emergency x-ray place causes delay taking x-ray and portable x-ray, 9) the distance between EMC and registration and cashier offices is too far. 10) hard to control patient's family members. The best way to reduce EMC waiting and staying time is by cooperation between departments, both medical and administrative. Each department must work beyond their job description or duty and help each other to provide the best medical service and satisfy the patient needs. The most important answer to shortened the EMC point from ingress to egress is to see things from a patient point of view and begin from there to find the solution.

• 한국의료질향상학회지
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• 제7권1호
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• pp.118-131
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• 2000

Background : A continuous healthcare quality improvement is needed to provide high quality healthcare service as well as to maintain trust in terms of satisfying the needs of the patients. Recently it also became an essential issue. in hospital management, recognized for it's competitive potentiality among healthcare organization groups. This study was conducted to analyze patient complaints and issues received by the Quality Improvement Department. Its purpose is to improve healthcare qualities within the hospital, as well as establish policies and appropriate strategies in hospital management. Method : From July 1st to September 30th of the year 1999, we analyzed all complaints and issues made by various patients and their families, which were received through 24 hour phone consultation, numerous suggestion boxes, letters and E-mails, The issues were classified into 16 different categories based on a Patient Satisfaction Assessment Tool. All data were segregated according to the departmental frequencies and their contents. To come up with for environmental and patient satisfaction improvement, all complaints or issues were communicated with hospital administrators, medical and nursing staff and employees. Comprehensive customer satisfaction activities including improving phone etiquette were discussed in Customer Satisfaction Team, CQI Team and each Department. All opportunities for improvement were implemented. Feedback actions were discussed. Results : A total of 317 cases were collected. Issues regarding parking and other accommodation facilities were most common complaints that were 14.5% of total. Issues regarding admission rooms (10.7%), admission procedures (10.7%), waiting room environment (8.8%), nurses and nurse assistants (7.6%), physicians (6.6%) and others (23%) followed. Thirteen of 45 departments received more than 8 complaints. The Nursing Department had the most complaint, receiving 9.8% of total complaints. Complaints regarding the Nursing Department were predominantly related to the environment of patient rooms. The Department of Psychiatry for phone etiquette (4.7%), Department of Otolaryngology for the nursing staff's attitude and phone etiquette (4.4%), and the Admission Department followed. As a part of efforts to improve patient satisfaction, a new parking structure was built and reallocation of the parking space was done. Renovation of other accommodation facilities were carried out by hospital administration, Monthly phone call and answering attitude survey was done by QI Department. Based on this survey we made a phone etiquette manual and distributed throughout the hospital. Compare to the last year, Patient Satisfaction Index measured by Korea Productivity Center using National Customer Satisfaction Index was improved 7 points. According to our organization's own study, we confirmed the phone etiquette was improved 11% than last year. Conclusions : Issues related to parking and other accommodation facilities ranked first followed by complaints made regarding the patient care area, the admission and cashier process, and nurses' and doctors' attitude. The Nursing and Psychiatry Departments need improvement regarding phone etiquette. Results were shared and played a vital role in policymaking and strategic planning of the hospital. It is imperative that we keep our database updated by listening to and solving the needs of each patient. The CQI activities can be achieved only by full commitment of the hospital top management supported by related personal.