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(defun c:chgmytext (/ src_object new_ht new_str) (setq src_object (entget (car (entsel)))) (setq new_ht (getreal \nWhat is the new height )) (setq new_str (getstring T \nWhat is the new text value )) (setq src_object (subst (cons 40 new_ht) (assoc 40 src_object ) src_object) ) (setq src_object (subst (cons 1 new_str) (assoc 1 src_object) src_object) ) (entmod src_object) (princ) )
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Appendix A Appendix B Appendix C
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Figure 9.3 Bridging components from different models in SCIJump.
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Don t continue this exercise until you ve completed Step 1. If you re working on someone else s computer, ask permission before doing this exercise.
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Note (a) the grouping into two levelgroups, (b) how the nest grids within each levelgroup are dictating the cuts, and (c) that interlevel communication is needed between processors 1 through 3 between re nement levels 2 and 3 only, since a domain-based-like communication pattern is present between grids on levels 2 and 3 assigned to processor 4 as a result of the numbering scheme.
Figure 10.2 Cylindrical representation of the CIELAB color space
IDLE s class browser lets you jump to a class or function definition with minimal legwork. Press Alt-C to bring it up, poke around in the tree-browser of the current module s members, and double-click on an entry to jump to that line of code. (You ll probably want to keep the class browser s window handy, as pressing Alt-C repeatedly can leave numerous orphaned class browsers lying around.)
Figure 18-2: The Create Samba Share window.
organizational interaction with regard to constraints and information sources. Wiers (1997b) was focused on the individual for the most part, but also included observations and issues that were of an organizational nature. McKay (1987) studied real-life job-shop scheduling and identi ed many factors that schedulers need to take into account during their task, such as operational and physical constraints, routings, workforce, and administration. To be able to take the extensive list of factors into account, McKay describes a variety of information inputs, far beyond what most theoretical scheduling models prescribe, which need to be gathered from various points in the organization. Crawford (2000) conducted an extensive study in practice on the roles and tasks of the human scheduler and its interrelationships with the business environment. Her research process was of a grounded and qualitative nature. The environmental factors identi ed by Crawford are: organizational, manufacturing, planning and scheduling information systems, people, and performance measures. However, the type of information exchanged between the scheduler and the various environmental factors is not researched in detail. In McKay (1992) the studies focused on the task speci cs associated with what the schedulers have been charged to do. The particular decisions associated with detailed, direct, restrictive, and sustained control were analyzed. Two extensive eld studies on the scheduling task are reported in the context of research on the effectiveness of the hierarchical production planning (HPP) paradigm in dealing with uncertainty. In one of the studies, a task analysis at a printed circuit board (PCB) factory was used to identify the decisions made in response to uncertainties in the manufacturing system. The eld study in the PCB factory is reported in McKay et al. (1995a). In this paper, the formal and informal scheduling practices are compared in the context of managing uncertainty. Several interesting aspects of the scheduling practices are mentioned in this study. The scheduler did not take the current situation for granted; instead, he endeavored to in uence the amount and allocation of short-term capacity, the immediate shipping patterns, and the technical characteristics of machines (e.g., a machine s tooling and xtures). The scheduler employed a large number of heuristics (more than 100) to anticipate possible problems and take precautionary measures. Hence, the scheduler s task and role turned out to be a problem anticipator and solver, instead of a simple sequencer or dispatcher. This task analysis provides a clear view of what is meant by control what is being controlled, when it is controlled, and what feedback is used to execute and sustain control. The study also captured where control existed and how the scheduler had to interact with different parts of the organization. In essence, the organizational perspective delegates control to a certain level, and the task view details what that control is. In the production control situations studied, the control was centered around uncertainty. It may be interesting to note that the situation noted by McKay (1992) is similar to an early de nition of what a scheduler was expected to do:
Similarly, you download other peoples keys into your keyring with the recv-keys option:
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