solar water heating in homes of low-income families as Energy Efficiency Action enables energetic benefits from points of view of the consumer and the Brazilian electrical system, thereby reducing environmental impact...
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ISBN:
(纸本)9781467387576
solar water heating in homes of low-income families as Energy Efficiency Action enables energetic benefits from points of view of the consumer and the Brazilian electrical system, thereby reducing environmental impacts associated with generation, transmission and distribution of electricity. The purpose of the present study is to evaluate these gains through measurement and verification methodology adapted from the International Performance Measurement and Verification Protocol, from case studies involving Energy Efficiency Projects in the Goiásstate, Brazil. Resultsshow that the electricity saved from the replacement of electric showers by solar water heating systems in homes of low-income families has great potential to bring financial benefits to such families, and that the reduction in peak demand obtained from this Energy Efficiency Action is advantageous to the Brazilian electrical system. Contributions concerning the application of the methodology are also obtained through thisstudy.
作者：
Cheryl HellerMariana AmatulloJeff BarnumLiz OgbuCameron TonkinwiseFounded two companies and taught creativity to leaders and organizations around the world. In addition to her work with corporations
foundations and nonprofits she is the founding chair of the first MFA program in Design for Social Innovation at New York City's School for Visual Arts (SVA). She is an advisor to PopTech and a senior fellow at Babson College's Social Innovation Lab as well as at its Lewis Institute. Heller also serves on the Innovation Advisory Board for the Lumina Foundation and as an advisor to DataKind an organization dedicated to putting big data to use in service to humanity. Co‐founded Designmatters
Art Center College of Design's award‐winning social innovation department in 2001. She is responsible for the strategic leadership of a dynamic portfolio of global and national educational projects research collaborations and publications at the intersection of art and design education and social innovation. Amatullo lectures internationally and serves on a variety of advisory and executive boards of organizations engaged in the arts design education and social impact including *** and Cumulus: the International Association of Universities and Colleges of Art Design and Media. She is the recipient of the inaugural 2012 DELL Social Innovation Education award for outstanding leadership in teaching and supporting student social innovators she has been recognized as one of Fast Company's Co.Design 50 Designers Shaping the Future
and was also recognized as one of Public Interest Design's Design 100. Amatullo is a doctoral fellow in design and innovation/non-profit management at the Weatherhead School of Management Case Western Reserve University where her research focuses on design and social innovation. She holds an MA in art history and museum studies from the University of Southern California and a Licence en Lettres degree from the Sorbonne University Paris. Co‐founder of two companies
Reos and Magenta. As a social innovation strategist who grew up in the arts Barnum focuses on h
As the founding chair of the first MFA program in design for social innovation, this educator hopes to encourage the many people who want to work at a strategic level using design to solve humanity's major challen...
As the founding chair of the first MFA program in design for social innovation, this educator hopes to encourage the many people who want to work at a strategic level using design to solve humanity's major challenges. Amatullo has built a career by encouraging designers and social innovators to use empathy, connect multiple perspectives, and tolerate ambiguity as a secret weapon in solving humanity's most complex problems. Having grown up in the arts, thissocial innovation strategist wants to apply the creative process to systemic social change. Thisstrategist for social change has done everything from designing shelters for immigrant day laborers in the Us to providing sanitation for low‐income Kenyans. Now teaching at Carnegie Mellon University'sschool of Design, this champion of sustainability in design and design strategy has plenty to say about social transformation and its role in disruptive innovation.
作者：
McCarthy, AliceMain Text
“In June 2003
the scientific and medical communities at MIT Harvard University and its affiliated hospitals and the Whitehead Institute banded together as collaborating partners to form the Eli and Edythe L. Broad Institute based in Cambridge MA. The Broad Institute established with initial funding from a $100 million philanthropic donation from the Los Angeles-based Broad family was primarily viewed as a marriage between the Whitehead Institute's Center for Genome Research (WICGR) and the Harvard Institute of Chemistry and Cell Biology (ICCB). Eli Broad founder and chairman of AIG SunAmerica Inc. explained “the purpose of the Broad Institute is to create a new type of research institute to build on the accomplishments of the human genome project and to move to clinical applications to both prevent and cure diseases.”
Every Thursday morning we meet with perhaps 20 faculty members and 100 other researchers to discuss what we're all doing and should be doing next. -David Altschuler
This paragraph was written five years ago when the Broad Institute was in its very earliest days as a life science research community (McCarthy 2005). Since that time “the Broad” as it's known has kept true to Eli Broad's vision having attracted a talented group of researchers faculty trainees and professional staff. This 1600 person research community known internally as “Broadies” includes faculty staff and students from throughout the MIT and Harvard biomedical research communities and beyond with collaborations spanning over a hundred private and public institutions in more than 40 countries worldwide.
“What is special about the Broad is that we have people from Harvard MIT and the Harvard hospitals come together and work on problems of shared interest that could not be solved in their own individuals labs” explains David Altshuler M.D. Ph.D. Deputy Director and one of the Broad's six core faculty members. “These problems require expertise beyond any one principal investigator and in
In an era of fiscal austerity, downsizing and unforgiving pressure upon human and economic capital, it is an Augean task to identify resources for fresh and creative work. The realities of the day and the practical de...
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In an era of fiscal austerity, downsizing and unforgiving pressure upon human and economic capital, it is an Augean task to identify resources for fresh and creative work. The realities of the day and the practical demands of more immediate fleet needs can often dictate higher priorities. Yet, the Navy must avoid eating itsseed corn. Exercising both technical insight and management foresight, the fleet, the R&D community, the Office of the Chief of Naval Operations (OpNav) and the product engineering expertise of the Naval surface Warfare Center (NsWC) are joined and underway with integrated efforts to marry new, fully demonstrated technologies and operational urgencies. Defense funding today cannot sponsor all work that can be mission-justified over the long term because budgets are insufficient to support product maturation within the classical development cycle. However, by rigorous technical filtering and astute engineering of both marketplace capabilities and currently available components, it is possible in a few select cases to compress and, in effect, integrate advanced development (6.3), engineering development (6.4), weapon procurement (WPN), ship construction (sCN), operation and maintenance (O&M,N) budgetary categories when fleet criticalities and technology opportunities can happily meet. In short, 6.3 funds can be applied directly to ''ripe gateways'' so modern technology is inserted into existing troubled or aging systems, sidestepping the lengthy, traditional development cycle and accelerating practical payoffs to recurrent fleet problems. To produce such constructive results has required a remarkable convergence of sponsor prescience and engineering workforce excellence. The paper describes, extensively, the philosophy of approach, transition strategy, polling of fleet needs, technology assessment, and management team requirements. The process for culling and selecting specific candidate tasks for sHARP sponsorship (matching operational need with t
作者：
VINROOT, CAORNER, JGUSNCapt. Charles A. Vinroot
USN (Ret.)retired from the U.S. Navy in September 1991 following over 27 years of active duty as an engineering duty officer. He holds a BSEE from North Carolina State University and a MSEE and professional degree from the U.S. Naval Postgraduate School. During his naval career he served on USSIndependence (CVA-62) and USSLuce (DLC-7/DDC-38). He also served at Supship Quincy Mass. and Hunters Point Naval Shipyard. He was stationed in Washington D.C. with assignments at CNO (OP 98) ASN (S&L) and the Naval Sea Systems Command. Captain Vinroot was technical director of the Battleship Reactivation Program (PMS 378) technical director of the Destroyer Acquisition Program (PMS 389) and deputy program manager of the Amphibious Warfare and Strategic Sealift Program (PMS 377). Most recently he served as program manager for Gas Turbine Surface Combatants (PMS 314) and Surface Combatants (PMS 330). Captain Vinroot is now employed by PRC Inc. and serves as technical director for the Advanced Technology Division in Crystal City Va. Jeffery G. Ornergraduated from Wittenberg University in Springfield
Ohio in 1979 with a bachelor of arts degree in political science and earned a master's of science degree in business from The American University in Washington D.C. in 1982. He has ten years of professional experience with the Naval Sea Systems Command in positions with responsibilities for logistic support planning policy and delivery computer-aided acquisition and logistic support and Fleet Modernization Program (FMP) and ship construction issues. He was a key player in establishing the current FMP integrated logistic support (ILS) process and in implementing of the Ships' Configuration and Logistic Support Information System (SCLSIS). His current position as Fleet Logistic Support Branch head for the Surface Combatant Program includes responsibility for logistic support and management of ship configuration and logistic data for all surface combatant ships (except for Aegis ships). In
Uss Ingraham (FFG-61) is the prototype ship for Navsea's Advanced Technical Information system (ATIs). ATIs is a digital technical library, which holds on optical disks the ship's 2,000 technical manuals and 7...
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Uss Ingraham (FFG-61) is the prototype ship for Navsea's Advanced Technical Information system (ATIs). ATIs is a digital technical library, which holds on optical disks the ship's 2,000 technical manuals and 73,000 drawing sheets. It contains a detailed ship's configuration index (derived from sCLsIs) to lead the user to the proper drawing or manual, and it replaces the ship's aperture cards and the second (library) copy of the technical manuals. ATIs, and the data standards established and tested through ATIs development, will be the technical library portion of micro-sNAP and sNAP III. It also forms an important part of Navsea's plans to utilize EDMICs data. This paper describes the goals and technical concepts behind the development of ATIs. Problems encountered, solutions developed, and lessons learned are detailed. special attention was paid to the application of the Computer Aided Acquisition and Logistic support (CALs) standards, problems caused by conflicts and ambiguities in those standards, the standards. Original program goals are compared with actual operational experiences. Plans for future expansion are outlined, including applications of thistechnology in the availability planning and execution process. A comparison is developed among the various methods of optical imaging and their costs and benefits.
作者：
RYAN, JCJONs, OPJ. Christopher Ryan:earned his bachelor's and master's degrees in Naval Architecture from Webb Institute and MIT
respectively. He spent three years at the Advanced Marine Technology Division of Litton Industries working on the DD-963 class ship design and related computer aided design projects. he subsequently went to the Navy Department concentrating on early stage design of surface combatants for 12 years including work on the FFG-7 Sea Control Ship CSGN and CVV aircraft carrier projects. He then shifted focus and became the technical director for the Computer Supported Design Program in NavSea for five years. Mr. Ryan has served in several supervisory positions within the Ship Design Group in NavSea since that time. He is currently the project manager for the Ship Design Acquisition and Construction Process Improvement Project. Otto P. Jons:received a Diplom Ing. in shipbuilding from the Technical University of Hannover
W. Germany and an M.S. in naval architecture and marine engineering from the Massachusetts Institute of Technology in 1967. He then joined Litton Ship Systems where he was responsible for the preliminary design of the DD-963 hull structure and then for ship systems as manager LHA Ship Systems Engineering Department. From 1972 to 1974 he was principal research scientist at Hydronautics. In 1976 as technical director he helped establish the local office of Designers and Planners. Otto Jons was one of the co-founders of Advanced Marine Enterprises Inc. in 1976 where he is corporate vice president engineering.
In the spring of 1990, the Navsea Chief Engineer initiated a project to improve the design, acquisition and construction (DAC) of U.s. Navy ships. The project's objectives are to reduce the time and cost of acquir...
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In the spring of 1990, the Navsea Chief Engineer initiated a project to improve the design, acquisition and construction (DAC) of U.s. Navy ships. The project's objectives are to reduce the time and cost of acquiring and operating Navy ships while improving their quality, unlike previousstudies on the subject, the project utilizes a rigorousprocess analysis approach and attempts to use quantitative measures as the basis for recommending improvements. The paper is, of necessity, a status report on the progress of this project. Topics covered include: the DAC process;a look at the current state of ship acquisition time, cost, and quality;the methodology for process improvements;and early findings.
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