In this study our goal is to understand how leadership behavior affects the well-being of firefighter teams operating under conditions of a simulated rural fire. A virtual reality scenario was developed to replicate a large rural fire. We studied 20 firefighter teams, involved in this scenario, with different leader behaviors, to identify the momentary responses of the team, understand the factors that underlie these responses, and test the moderating role of leader behavior. Our results show that directive leadership style is associated with reduced levels of stress and anxiety in team members and empowering leadership style did not have a significant effect on their levels of stress and anxiety. Although teams with directive leaders started performing well more quickly, their performance plateaued, whereas the emergent cognition and improved learning and coordination capabilities of empowered teams allowed them to improve over time. For teams with short-term or emergent engagements and teams facing emergency situations, such as firefighter teams, a directive style may be most appropriate, as teams must be able to immediately perform at a high level and cannot afford the performance delays learning errors associated with empowered teams. In emergency situations, such as rural fires, studies are scarce and it is not possible to conclude the advantages of these empowering styles.
The growth in size and duration of wildland fires in recent years and the increasingly demand for high-performance protective clothing, has led Thermal Protective Clothing (TPC) research and development to seek solutions to minimise firefighter thermal load and skin burns. In this context, the present work was developed under the framework of the DIF-Jacket project (https://difjacketproject.fe.up.pt), with the main goal being the development of a new multilayer system with phase change materials (PCMs) to be used in a jacket of wildland firefighters and the subsequent development of an experimental procedure to evaluate its transient behaviour. For that purpose, a small-scale multilayer system was developed. It consisted of three layers: an outer textile layer, a pouch with PCMs (intermediate layer) and an inner textile layer. The pouch with PCMs was incorporated into the multilayer system to absorb the incoming heat from the environment, to increase the time that a firefighter can be exposed to it. Subsequently, an experimental set-up was then developed to evaluate the transient behaviour of the solution with PCMs, simulating the different phases to which a firefighter is exposed to (i.e., direct exposure to a radiative heat flux followed by a post-fire period). Therefore, the effect of some pouch-related parameters on the multilayer system thermal behaviour was studied, namely different geometries of the pouches (square and rectangular) and two types of PCMs. As main conclusions, similar tendencies were obtained with the square and rectangular pouches. The best temperature homogeneity of the PCM pouches was obtained with the macroencapsulated PCM. The incorporation of PCMs in the multilayer system significantly delays its heating. Further research must be conducted to delay even more the increase of temperature during exposure time. Nevertheless, the described set-up can be used to analyse several opposing requirements of a multilayer system with PCM pouches integrated, allowing the correlation of geometrical features, and properties of the system components (either textiles or PCM pouches) with the system transient temperature behaviour.
Digitalization is increasingly imperative for companies that want to achieve a competitive advantage, which represents the transformation of traditional processes into digital processes by incorporating Industry 4.0 technologies. It is also known that to move towards this digital transformation it is necessary that the company already presents a good level of maturity in terms of lean philosophy, so the latter can be seen almost as a prerequisite. For a company to be successful in this digital transformation journey, it must develop a roadmap for digitalization, which guides it until it reaches the final goal, and there are already some guidelines to develop them. Therefore, by analyzing the literature it is possible to notice that there are not many technological tools that support this roadmap yet. This work contributes to filling the gap in the literature by describing a tool developed through the Microsoft Power Platform software that supports the roadmap for digital transformation in the collection and selection of processes, to develop an action plan aligned with the company's long-term strategy. This tool was then tested by the potential users, to validate the model, know the level of receptivity of the application by users, and understand the usefulness of the tool.
Companies have been forced to adapt quickly to the Industry 4.0 paradigm in order to obtain, or at least maintain, their competitiveness. Digital Transformation has been one of the ways that companies have found to adapt their processes, to make them as effective and efficient as possible. For this, there is an emerging need for methodologies that guide this digitalisation processes in companies that already operate with traditional management methodologies, capitalising on the effort that companies have already put into philosophies such as Lean Manufacturing. This article aims to propose a roadmap to monitor the digitalisation of processes based on traditional management methodologies (PDCA, SDCA and Lean) and processes (BPM and BPMN), also presenting a tool that supports one of the steps of this methodology. Aligned with this methodology and in this investigation context, a tool was also developed using Microsoft Excel, entitled DiYD (Do it Yourself Digitalization) which aims to help the digital transformation. This tool, based on a process-oriented language, was used to map the company's processes, facilitating the identification of their flaws and achieving opportunities for improvement. The construction of this roadmap (for the process of dematerialisation and digitalisation of processes) was based on a practical experience in the industrial context with the objective of contributing to the achievement of World Class Manufacturing status and operational excellence. In this way it is possible to fill the gap in the strategies for the development of digital transformation, integrating lean tools in its base.
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