Paul - as you might or might not be aware, it emerged last week something that many of us had intuited at the time - that 'objective and neutral' commnentary from UK nuclear experts during the first few days after the drama in Fukuyma kicked off, were carefully orchestrated by UK governement and nuclear industry 'in case the news had an adverse impact on the nuclear industry'.
That is a filter - one that would have worked had there been no further deterioration at the site in Japan. The 'mistake' was not one of the industry nor the UK government, but for the academics (note Frank!) that were wheeled out to make the 'rational' case that there was no disaster. They (and not the industry nor the government) have been left discredited and foolish, as they each portrayed themself AS experts. As such they were part of the filters (whereas they should nt have allowed themselves to be.
These comments might well be at a tangent to your query, Paul..........but somewhere there is some sort of response...
On 2011-07-15, at 1:49 AM, BARRY A CLEMSON wrote:
> The most interesting example of a cybernetic filter that I am aware of was done by Jay Karlin for the USA navy shore repair facilities.
> Jay's assignment was to find better ways to schedule navy ships thru the shore repair facilities. I don't remember precise numbers so will give approximate numbers in what follows.
> This was a very difficult logistics problem: roughly fifty different shops (several varieties of pipe fitters, welding shops, machine shops, electronics shops, etc. etc.) and about ten thousand different parts that might or might not need various levels of overhaul / repair. The problem was sufficiently complex that there was endemic oscillation in many of the shops, i.e., alternating backlogs and nothing to do.
> The key to improving the efficiency was to stop looking at the parts from a human perspective and to look at them from the perspective of the shops. There was a warehouse full of records that included the amount of time each of these ten thousand parts spent being worked on by each of the 50 shops. Jay created bar graphs with the shops along the x-axis and time in the shop on the vertical axis. It turned out that these ten thousand different parts all fit within a few hundred profiles. Thereafter the scheduling was done using these couple hundred profiles rather than the ten thousand parts.
> To reiterate, the key was to forget the human perspective and to look at the situation from the perspective of the shops.
> Jay's new methods for scheduling was so successful that the navy canceled the contract for designing new shore repair facilities. And since a different division of Jay's employer was the prime contractor for designing the new facilities (and this was a BIG contract), his employer was NOT a happy camper. I think Jay avoided being fired only because his work is brilliant.
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