Auswahl der wissenschaftlichen Literatur zum Thema „Women sound engineers“

The experiences of women engineers working in the BBC Television Service at Alexandra Palace, London, during the 1940s and 1950s, give insights into gender discrimination in broadcasting. These women first joined as radio engineers when the BBC was recruiting women during World War II, then transferred to television between 1946 and 1947. In interviews recorded in the 1990s, they talk about incidents of bullying and exclusion by men on crews who were hostile to women doing engineering jobs. Other memories are about being demoted from positions on camera and sound to vision mixing when the BBC Staff Association negotiated new grading for cameramen with BBC management at the expense of its female members. As the Television Service became established, women were eased out of skilled and responsible jobs when men returning from the war regained their positions in broadcast engineering.

Aim. Previous studies have described the substantial impact of different types of noise on the linear behaviour of heart rate variability (HRV). Yet, there are limited studies about the complexity or nonlinear dynamics of HRV during exposure to traffic noise. Here, we evaluated the complexity of HRV during traffic noise exposure via six power spectra and, when adjusted by the parameters of the Multi-Taper Method (MTM).Material and methods. We analysed 31 healthy female students between 18 and 30 years old. Subjects remained at rest, seated under spontaneous breathing for 20 minutes with an earphone turned off and then the volunteers were exposed to traffic noise through an earphone for a period of 20 minutes. The traffic noise was recorded from a busy urban street and the sound involved car, bus, trucks engineers and horn sounds (71-104 dB).Results. The results stipulate that CFP3 and CFP6 are the best metrics to distinguish the two groups. The most appropriate power spectra were, Welch and MTM. Increasing the DPSS parameter of MTM increased the performance of both CFP3 and CFP6 as mathematical markers. Adaptive was the preferred type for Thomson’s nonlinear combination method.Conclusion. CFP3 with the adaptive option for MTM, and increased DPSS is designated as the best mathematical marker on the basis of five statistical tests.

The automotive industry is rapidly advancing toward the electrification of vehicles. Battery electric vehicles present unique challenges in heat and noise control due to the absence of an internal combustion engine. These challenges arise from the stringent operating temperature requirements of batteries and the distinct characteristics of their power sources, such as differences in rpm and mounting positions compared to traditional engines. To address these issues, porous sound-absorbing materials and porous insulation materials are commonly employed. Conversely, there is an increasing demand for materials that are both lightweight and compact yet capable of providing excellent sound absorption and thermal insulation. Although porous sound absorbers and insulators are similar, they differ in the microstructure required to achieve high performance, specifically in the size and connectivity of their fluid phases. This increases the challenge of integrating superior sound absorption and insulation properties within the same material. In this study, computational microstructure modeling was employed to develop a non-woven fabric composed of flattened ellipsoidal particles with nanoporosity. This innovative material demonstrates exceptional thermal insulation and sound absorption characteristics attributable to its nanoporosity and high tortuosity.

Women remain underrepresented in engineering and broadening participation has recently become the focus of education reform efforts. Increased emphasis on K-12 engineering education calls for the design of learning environments and curricula that increase interest and conceptual understanding of engineering work, beginning in the early years of childhood. We seek to understand what works, for whom, in what contexts, how it works, and how engineering curricula can be improved to promote social justice. Here, we evaluate the impact of a curricular intervention designed to promote equity in elementary engineering education. The integrated STEM curriculum unit engages first-grade students in programming a cookie-jar alarm. Using a KIBO robot, students program a distance sensor to trigger the alarm and customize the sounds and flashing lights. Students’ pre-/post-drawings of ‘engineers at work’ were used to elicit reflection in semi-structured interviews, and to assess changes in students’ conceptions of engineering work following the curricular intervention. A mixed analysis of the data revealed students’ conceptual understanding of engineering work improved following the two-week curricular intervention, regardless of gender. However, the girls in the study were more likely than boys to identify as an engineer following the programming design task. We discuss the students’ self-reported explanations and elements of the intervention that may have facilitated conceptual change. We recommend that, to promote equity in engineering education, “gender-responsive” curricula are essential.

ABSTRACT Musidora is one of pre-sound cinema’s most globally acclaimed stars, whose career encompassed acting, film direction, creative writing, and poetry. Her work as archival curator is generally overlooked, however, and this article explores how this latter phase of her work actually consolidated her cultural identity as a pioneering woman star-filmmaker. To do this, the article focuses on the Musidora Collection at the Bibliothèque du Film in Paris, exploring how Musidora, star-turned-periodicals-compiler, distilled her professional emergence in the 1910s and 1920s. Historically revisionist, this article finds in Musidora’s multi-modal work a woman using early cinema publications to engineer an archival time capsule.

Natural fiber-reinforced composites are necessary to increase the use of polymer composite technology. This study investigates a specific type of bamboo species named Gigantochloa Scortechinii (Buluh Semantan), collected from the Bukit Larang Village in Melaka, Malaysia. Bamboo strips with average dimensions of 300 mm x 5 mm x 0.5 mm were weaved in plain-woven bamboo and divided into 2 to 6 laminate layers through 6 layers of E-glass epoxy subjected to the hand lay-up process to produce the hybrid composite. The hybrid composites were prepared in a stacking sequence of plain-woven bamboo and were characterized in their mechanical properties. The behaviors of the tensile strength, tensile modulus, flexural strength, flexural modulus, and impact strength improved in the 2-layer laminated hybrid sequences. Still, the opposite trend was observed for the hardness value with the 6-layer laminated mixed sequences. The morphology scanning electron microscopy (SEM) results supported the findings of the mechanical properties, which demonstrated the interaction between the EP and fibers with the selected stacking sequence. The works give sound basis decisions to engineers to apply the Bamboo laminated composites in construction materials and building decoration.

Introduction Antenatal exercise can reduce gestational weight gain, backache; pregnancy induced medical disorders, caesarean section rates, and improves pregnancy outcomes. American College of Obstetrics and Gynecology (ACOG) recommends prenatal exercise, which is associated with minimal risk and has been shown to be beneficial for pregnancy outcomes, although some exercise routines may need to be modified. Consequently, this meta-analysis is intended to verify the pooled practice of antenatal exercise in Africa using available primary articles. Methods Genuine search of the research articles was done via PubMed, Scopes, Cochrane library, the Web of Science; free Google databases search engines, Google Scholar, and Science Direct databases. Published and unpublished articles were searched and screened for inclusion in the final analysis and Studies without sound methodologies, and review and meta-analysis were not included in this analysis. The Newcastle–Ottawa scale was used to assess the risk of bias. If heterogeneity exceeded 40%, the random effect method was used; otherwise, the fixed-effect method was used. Meta-analysis was conducted using STATA version 14.0 software. Publication bias was checked by funnel plot and Egger test. Results This review analyzed data from 2880 women on antenatal care contact from different primary studies. The overall pooled effect estimate of antenatal exercise in Africa was 34.50(32.63–36.37). In the subgroup analysis for pooled antenatal exercise practice by country, it was 34.24 (31.41–37.08) in Ethiopia and 37.64(34.63–40.65) in Nigeria. Conclusion The overall pooled effect estimate of antenatal exercise in Africa was low compared to other continent. As it was recommended by ACOG antenatal exercise to every patient in the absence of contraindications, it should be encouraged by professionals providing antenatal care service.

Previous studies have described significant impact of different types of noise on the linear behavior of heart rate variability (HRV). However, there are few studies regarding the complexity of HRV during exposure to traffic noise. In this study, we evaluated the complexity of HRV during traffic noise exposure. We analyzed 31 healthy female students aged between 18 and 30 years. Volunteers remained at rest seated under spontaneous breathing during 10 minutes with an earphone turned off, and then they were exposed to traffic noise through an earphone for a period of 10 minutes. The traffic noise was recorded from a very busy city street and the sound was comprised of car, bus, and trucks engines and horn (71–104 dB). We observed no significant changes in the linear analysis of HRV. CFP3 (Cohen’s d=1.28, large effect size) and CFP6 (Cohen’s d=1.11, large effect size) parameters of chaotic global analysis and Shannon (Cohen’s d=1.13, large effect size), Renyi (Cohen’s d=1.06, large effect size), and Tsallis (Cohen’s d=1.14, large effect size) entropies significantly increased p<0.005 during traffic noise exposure. In conclusion, traffic noise under laboratory conditions increased the complexity of HRV through chaotic global analysis and some measures of entropy in healthy females.

Background A number of studies have looked at neonatal structural birth defects. However, there is no study with a comprehensive review of structural anomalies. Therefor we aimed to verify the best available articles to pool possible risk factors of structural congenital anomalies in resource limited settings. Setting Genuine search of the research articles was done via PubMed, Scopes, Cochrane library, the Web of Science; free Google database search engines, Google Scholar, and Science Direct databases. Published and unpublished articles were searched and screened for inclusion in the final analysis and Studies without sound methodologies, and review and meta-analysis were not included in this analysis. Participants This review analyzed data from 95,755 women who have birthed from as reported by primary studies. Ten articles were included in this systematic review and meta-analysis. Articles which have no full information important for the analysis and case reports were excluded from the study. Results The overall pooled effect estimate of structural congenital anomalies was 5.50 [4.88–6.12]. In this systematic review and meta-analysis maternal illness effect estimate (EI) with odds ratio (OR) = 4.93 (95%CI 1.02–8.85), unidentified drug use OR = 2.83 (95%CI 1.19–4.46), birth weight OR = 4.20 (95%CI 2.12–6.28), chewing chat OR = 3.73 (95%CI 1.20–6.30), chemical exposure OR = 4.27 (95%CI 1.19–8.44) and taking folic acid tablet during pregnancy OR = 6.01 (95%CI 2.87–14.89) were statistically significant in this meta-regression. Conclusions The overall pooled effect estimate of structural congenital anomalies in a resource limited setting was high compared to better resource countries. On the Meta-regression maternal illness, unidentified drug use, birth weight, chewing chat, chemical exposure and never using folic acid were found to be statistically significant variables Preconception care and adequate intake of folic acid before and during early pregnancy should be advised.

I am very resourceful, as any woman would be. - Valentina Tereshkova, Russian cosmonaut, born 1937 (first woman in space, Vostok 6, 16 June 1963) What is a Shakedown Cruise? Learning is not compulsory ... neither is survival. - W. Edwards Deming, American engineer, 1900-1993 (His management practices revived Japan.) For those unfamiliar, a “shakedown cruise,” also known as a sea trial, is performed to test a ship’s operational systems, both mechanical and human. I became painfully aware of the term “shakedown” when I went on my first trip to the Charles L. Sommers Canoe Base operated by the Boy Scouts in northern Minnesota in 1974. The guides had us (literally) dump everything out of our travel bags and then selected only the essential items we could take. Weight was at a premium, and, if I may confess, I did lie a little about my age. The minimum age was 12, and I turned 12 during the trip, but it was a brutal physical experience for us. We were left with a compass, a few utensils for eating, a sleeping bag, and one change of clothes. I actually recall drinking, eating, and cooking out of a single stainless steel cup. Bluntly, I don’t think I have ever been colder, hungrier, or more tired in my life. But, of course, the guides were correct. You only need the essentials to survive. Many of you are probably thinking, “I’ll bet I know where he is going with this …,” and you are right. As individuals and as an industry, we need to focus on the essentials. Our industry is on a shakedown cruise like no other in our history. We must jettison the nonessentials and test the machinery (i.e., our technical knowledge and capabilities) as we restart and re-engage. Most importantly, we must focus on those actions/paths that ensure our effectiveness, efficiency, and long-term survival. At SPE, we, too, are in shakedown mode, which has been painful for all and excruciating for some. We have had to redirect resources, and, perhaps most importantly, we have had to focus on the reality that our business model must undergo substantial changes. The essentials will remain, such as technical conferences, workshops, and our primary intellectual asset, technical publications. However, assistance to sections and student chapters has been reduced, as well as support for academic and public service programs. The reality is that SPE is financially sound, but, like any ship in a storm, it has to batten its hatches and, if the pandemic prevails, make further program reductions. On a positive note, SPE has been able to avoid reducing its workforce, as we have created a financial path that avoids personnel reductions. As the 2021 SPE President, I congratulate the SPE’s senior management for their efforts to achieve this outcome.

Attention to safety and health are of ever-increasing priority to industrial organizations. Good Safety is demanded by stockholders, employees, and the community while increasing injury costs provide additional motivation for safety and health excellence. Safety has always been a strong corporate value of DuPont and a vital part of its culture. As a result, DuPont has become a benchmark in safety and health performance. Since 1990, DuPont has re-engineered itself to meet global competition and address future vision. In the new re-engineered organizational structures, DuPont has also had to re-engineer its safety management systems. A special Discovery Team was chartered by DuPont senior management to determine the “best practices’ for safety and health being used in DuPont best-performing sites. A summary of the findings is presented, and five of the practices are discussed. Excellence in safety and health management is more important today than ever. Public awareness, federal and state regulations, and enlightened management have resulted in a widespread conviction that all employees have the right to work in an environment that will not adversely affect their safety and health. In DuPont, we believe that excellence in safety and health is necessary to achieve global competitiveness, maintain employee loyalty, and be an accepted member of the communities in which we make, handle, use, and transport products. Safety can also be the “catalyst” to achieving excellence in other important business parameters. The organizational and communication skills developed by management, individuals, and teams in safety can be directly applied to other company initiatives. As we look into the 21st Century, we must also recognize that new organizational structures (flatter with empowered teams) will require new safety management techniques and systems in order to maintain continuous improvement in safety performance. Injury costs, which have risen dramatically in the past twenty years, provide another incentive for safety and health excellence. Shown in the Figure 1, injury costs have increased even after correcting for inflation. Many companies have found these costs to be an “invisible drain” on earnings and profitability. In some organizations, significant initiatives have been launched to better manage the workers’ compensation systems. We have found that the ultimate solution is to prevent injuries and incidents before they occur. A globally-respected company, DuPont is regarded as a well-managed, extremely ethical firm that is the benchmark in industrial safety performance. Like many other companies, DuPont has re-engineered itself and downsized its operations since 1985. Through these changes, we have maintained dedication to our principles and developed new techniques to manage in these organizational environments. As a diversified company, our operations involve chemical process facilities, production line operations, field activities, and sales and distribution of materials. Our customer base is almost entirely industrial and yet we still maintain a high level of consumer awareness and positive perception. The DuPont concern for safety dates back to the early 1800s and the first days of the company. In 1802 E.I. DuPont, a Frenchman, began manufacturing quality grade explosives to fill America’s growing need to build roads, clear fields, increase mining output, and protect its recently won independence. Because explosives production is such a hazardous industry, DuPont recognized and accepted the need for an effective safety effort. The building walls of the first powder mill near Wilmington, Delaware, were built three stones thick on three sides. The back remained open to the Brandywine River to direct any explosive forces away from other buildings and employees. To set the safety example, DuPont also built his home and the homes of his managers next to the powder yard. An effective safety program was a necessity. It represented the first defense against instant corporate liquidation. Safety needs more than a well-designed plant, however. In 1811, work rules were posted in the mill to guide employee work habits. Though not nearly as sophisticated as the safety standards of today, they did introduce an important basic concept — that safety must be a line management responsibility. Later, DuPont introduced an employee health program and hired a company doctor. An early step taken in 1912 was the keeping of safety statistics, approximately 60 years before the federal requirement to do so. We had a visible measure of our safety performance and were determined that we were going to improve it. When the nation entered World War I, the DuPont Company supplied 40 percent of the explosives used by the Allied Forces, more than 1.5 billion pounds. To accomplish this task, over 30,000 new employees were hired and trained to build and operate many plants. Among these facilities was the largest smokeless powder plant the world had ever seen. The new plant was producing granulated powder in a record 116 days after ground breaking. The trends on the safety performance chart reflect the problems that a large new work force can pose until the employees fully accept the company’s safety philosophy. The first arrow reflects the World War I scale-up, and the second arrow represents rapid diversification into new businesses during the 1920s. These instances of significant deterioration in safety performance reinforced DuPont’s commitment to reduce the unsafe acts that were causing 96 percent of our injuries. Only 4 percent of injuries result from unsafe conditions or equipment — the remainder result from the unsafe acts of people. This is an important concept if we are to focus our attention on reducing injuries and incidents within the work environment. World War II brought on a similar set of demands. The story was similar to World War I but the numbers were even more astonishing: one billion dollars in capital expenditures, 54 new plants, 75,000 additional employees, and 4.5 billion pounds of explosives produced — 20 percent of the volume used by the Allied Forces. Yet, the performance during the war years showed no significant deviation from the pre-war years. In 1941, the DuPont Company was 10 times safer than all industry and 9 times safer than the Chemical Industry. Management and the line organization were finally working as they should to control the real causes of injuries. Today, DuPont is about 50 times safer than US industrial safety performance averages. Comparing performance to other industries, it is interesting to note that seemingly “hazard-free” industries seem to have extraordinarily high injury rates. This is because, as DuPont has found out, performance is a function of injury prevention and safety management systems, not hazard exposure. Our success in safety results from a sound safety management philosophy. Each of the 125 DuPont facilities is responsible for its own safety program, progress, and performance. However, management at each of these facilities approaches safety from the same fundamental and sound philosophy. This philosophy can be expressed in eleven straightforward principles. The first principle is that all injuries can be prevented. That statement may seem a bit optimistic. In fact, we believe that this is a realistic goal and not just a theoretical objective. Our safety performance proves that the objective is achievable. We have plants with over 2,000 employees that have operated for over 10 years without a lost time injury. As injuries and incidents are investigated, we can always identify actions that could have prevented that incident. If we manage safety in a proactive — rather than reactive — manner, we will eliminate injuries by reducing the acts and conditions that cause them. The second principle is that management, which includes all levels through first-line supervisors, is responsible and accountable for preventing injuries. Only when senior management exerts sustained and consistent leadership in establishing safety goals, demanding accountability for safety performance and providing the necessary resources, can a safety program be effective in an industrial environment. The third principle states that, while recognizing management responsibility, it takes the combined energy of the entire organization to reach sustained, continuous improvement in safety and health performance. Creating an environment in which employees feel ownership for the safety effort and make significant contributions is an essential task for management, and one that needs deliberate and ongoing attention. The fourth principle is a corollary to the first principle that all injuries are preventable. It holds that all operating exposures that may result in injuries or illnesses can be controlled. No matter what the exposure, an effective safeguard can be provided. It is preferable, of course, to eliminate sources of danger, but when this is not reasonable or practical, supervision must specify measures such as special training, safety devices, and protective clothing. Our fifth safety principle states that safety is a condition of employment. Conscientious assumption of safety responsibility is required from all employees from their first day on the job. Each employee must be convinced that he or she has a responsibility for working safely. The sixth safety principle: Employees must be trained to work safely. We have found that an awareness for safety does not come naturally and that people have to be trained to work safely. With effective training programs to teach, motivate, and sustain safety knowledge, all injuries and illnesses can be eliminated. Our seventh principle holds that management must audit performance on the workplace to assess safety program success. Comprehensive inspections of both facilities and programs not only confirm their effectiveness in achieving the desired performance, but also detect specific problems and help to identify weaknesses in the safety effort. The Company’s eighth principle states that all deficiencies must be corrected promptly. Without prompt action, risk of injuries will increase and, even more important, the credibility of management’s safety efforts will suffer. Our ninth principle is a statement that off-the-job safety is an important part of the overall safety effort. We do not expect nor want employees to “turn safety on” as they come to work and “turn it off” when they go home. The company safety culture truly becomes of the individual employee’s way of thinking. The tenth principle recognizes that it’s good business to prevent injuries. Injuries cost money. However, hidden or indirect costs usually exceed the direct cost. Our last principle is the most important. Safety must be integrated as core business and personal value. There are two reasons for this. First, we’ve learned from almost 200 years of experience that 96 percent of safety incidents are directly caused by the action of people, not by faulty equipment or inadequate safety standards. But conversely, it is our people who provide the solutions to our safety problems. They are the one essential ingredient in the recipe for a safe workplace. Intelligent, trained, and motivated employees are any company’s greatest resource. Our success in safety depends upon the men and women in our plants following procedures, participating actively in training, and identifying and alerting each other and management to potential hazards. By demonstrating a real concern for each employee, management helps establish a mutual respect, and the foundation is laid for a solid safety program. This, of course, is also the foundation for good employee relations. An important lesson learned in DuPont is that the majority of injuries are caused by unsafe acts and at-risk behaviors rather than unsafe equipment or conditions. In fact, in several DuPont studies it was estimated that 96 percent of injuries are caused by unsafe acts. This was particularly revealing when considering safety audits — if audits were only focused on conditions, at best we could only prevent four percent of our injuries. By establishing management systems for safety auditing that focus on people, including audit training, techniques, and plans, all incidents are preventable. Of course, employee contribution and involvement in auditing leads to sustainability through stakeholdership in the system. Management safety audits help to make manage the “behavioral balance.” Every job and task performed at a site can do be done at-risk or safely. The essence of a good safety system ensures that safe behavior is the accepted norm amongst employees, and that it is the expected and respected way of doing things. Shifting employees norms contributes mightily to changing culture. The management safety audit provides a way to quantify these norms. DuPont safety performance has continued to improve since we began keeping records in 1911 until about 1990. In the 1990–1994 time frame, performance deteriorated as shown in the chart that follows: This increase in injuries caused great concern to senior DuPont management as well as employees. It occurred while the corporation was undergoing changes in organization. In order to sustain our technological, competitive, and business leadership positions, DuPont began re-engineering itself beginning in about 1990. New streamlined organizational structures and collaborative work processes eliminated many positions and levels of management and supervision. The total employment of the company was reduced about 25 percent during these four years. In our traditional hierarchical organization structures, every level of supervision and management knew exactly what they were expected to do with safety, and all had important roles. As many of these levels were eliminated, new systems needed to be identified for these new organizations. In early 1995, Edgar S. Woolard, DuPont Chairman, chartered a Corporate Discovery Team to look for processes that will put DuPont on a consistent path toward a goal of zero injuries and occupational illnesses. The cross-functional team used a mode of “discovery through learning” from as many DuPont employees and sites around the world. The Discovery Team fostered the rapid sharing and leveraging of “best practices” and innovative approaches being pursued at DuPont’s plants, field sites, laboratories, and office locations. In short, the team examined the company’s current state, described the future state, identified barriers between the two, and recommended key ways to overcome these barriers. After reporting back to executive management in April, 1995, the Discovery Team was realigned to help organizations implement their recommendations. The Discovery Team reconfirmed key values in DuPont — in short, that all injuries, incidents, and occupational illnesses are preventable and that safety is a source of competitive advantage. As such, the steps taken to improve safety performance also improve overall competitiveness. Senior management made this belief clear: “We will strengthen our business by making safety excellence an integral part of all business activities.” One of the key findings of the Discovery Team was the identification of the best practices used within the company, which are listed below: ▪ Felt Leadership – Management Commitment ▪ Business Integration ▪ Responsibility and Accountability ▪ Individual/Team Involvement and Influence ▪ Contractor Safety ▪ Metrics and Measurements ▪ Communications ▪ Rewards and Recognition ▪ Caring Interdependent Culture; Team-Based Work Process and Systems ▪ Performance Standards and Operating Discipline ▪ Training/Capability ▪ Technology ▪ Safety and Health Resources ▪ Management and Team Audits ▪ Deviation Investigation ▪ Risk Management and Emergency Response ▪ Process Safety ▪ Off-the-Job Safety and Health Education Attention to each of these best practices is essential to achieve sustained improvements in safety and health. The Discovery Implementation in conjunction with DuPont Safety and Environmental Management Services has developed a Safety Self-Assessment around these systems. In this presentation, we will discuss a few of these practices and learn what they mean. Paper published with permission.