• Journal of the Korean Society of Costume
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• v.64 no.7
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• pp.29-44
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• 2014

This thesis aims to compare the representative costume patterns of the Chinese Qing dynasty and contemporary $18^{th}$ century French costumes. As a research method, qualitative research was performed to compare and analyze the patterns of the flowers, the birds and pagoda shown in Qing dynasty and France. The results are as follows: The Chinese flower patterns used the embroidery technique for 3-step gradation colors to decorate flowers with less than 10 petals. Also, the forms of the flowers were large and simple in China. The flower patterns of the 18th century France is more similar to those of Qing dynasty than to the traditional French flower patterns. They used the drawing technique for the gradation colors and completed the work by embroidery. In the case of bird patterns, the crane on menswear, and the phoenix on women's wear were applied to signify the symbolic feature of the Chinese symbolism. On the other hand, those in France were used solely for the division of the gender. As a result the clear form of the birds in China contrasted with the unclear forms of birds in France. During the influx of mandarine square to France from China, the application of crane and phoenix according to gender seems to be stressed emphatically without considering their symbolic meaning. In light of the pagoda pattern, Qing dynasty showed interest only in the form of pagoda, denoting the simple two-tier structure without detailed description. Whereas in France, the pagodas were three or four tiers, with gorgeous colors and much more detail than those of Qing dynasty. In conclusion, the main determinants of influences on the patterns of France from China would be forms, colors, constructions and technique of embroidery, along with the disregard for symbolic significance.

• Journal of Construction Engineering and Project Management
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• v.5 no.2
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• pp.11-15
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• 2015

The Last PlannerSystem (LPS) has been implemented on construction projects to increase work flow reliability, a precondition for project performance againstproductivity and progress targets. The LPS encompasses four tiers of planning processes:master scheduling, phase scheduling, lookahead planning, and commitment / weeklywork planning. This research highlights deficiencies in the current implementation of LPS including poor lookahead planning which results in poor linkage between weeklywork plans and the master schedule. This poor linkage undetermines the ability of theweekly work planning process to select for execution tasks that are critical to projectsuccess. As a result, percent plan complete (PPC) becomes a weak indicator of project progress. The purpose of this research is to improve lookahead planning (the bridgebetween weekly work planning and master scheduling), improve PPC, and improve theselection of tasks that are critical to project success by increasing the link betweenShould, Can, Will, and Did (components of the LPS), thereby rendering PPC a betterindicator of project progress. The research employs the case study research method to describe deficiencies inthe current implementation of the LPS and suggest guidelines for a better application ofLPS in general and lookahead planning in particular. It then introduces an analyticalsimulation model to analyze the lookahead planning process. This is done by examining the impact on PPC of increasing two lookahead planning performance metrics: tasksanticipated (TA) and tasks made ready (TMR). Finally, the research investigates theimportance of the lookahead planning functions: identification and removal ofconstraints, task breakdown, and operations design.The research findings confirm the positive impact of improving lookaheadplanning (i.e., TA and TMR) on PPC. It also recognizes the need to perform lookaheadplanning differently for three types of work involving different levels of uncertainty:stable work, medium uncertainty work, and highly emergent work.The research confirms the LPS rules for practice and specifically the need to planin greater detail as time gets closer to performing the work. It highlights the role of LPSas a production system that incorporates deliberate planning (predetermined andoptimized) and situated planning (flexible and adaptive). Finally, the research presents recommendations for production planningimprovements in three areas: process related, (suggesting guidelines for practice),technical, (highlighting issues with current software programs and advocating theinclusion of collaborative planning capability), and organizational improvements(suggesting transitional steps when applying the LPS).