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Journal articles on the topic 'Planning tool'

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Author: Grafiati

Published: 4 June 2021

Last updated: 14 March 2023

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1

van Berkel, J., U. Kaymak, G. Kulawksi, T. Weisenborn, and M. White. "Gas field planning tool." Netherlands Journal of Geosciences - Geologie en Mijnbouw 80, no. 1 (April 2001): 103–5. http://dx.doi.org/10.1017/s0016774600022204.

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AbstractGas Field Planning Tool (GFPT) was developed in 1990 by the Shell Group of Companies to fill the need for a tool for gas field planning and development using deterministic subsurface and surface models. Main initiators were Shell Canada, NAM (the Netherlands), Shell Expro (UK) and BSP (Shell Brunei), as these companies are major gas producers.Shell Companies now have several years experience with using the GFPT. Application ranges from simple single field models to corporate-level models with a large number of gas reservoirs and wells. Shell companies now using GFPT models are Shell Expro (UK), BSP (Brunei), SSB (Malaysia), Shell Canada, SPDC (Nigeria), SDA (Australia), Woodside (Australia), PDO (Oman), NAM (the Netherlands), New Business Development (e.g. Lunar Project) and in future also Shell Egypt.NAM currently has a GFPT model for the Anjum field in Friesland and for the Ten Arlo field in the north of Holland.GFPT is currently being migrated to an HFPT (Hydrocarbon Field Planning Tool), which can also be used for planning of condensate, oil and water developments and for control of hydrocarbon compositions in the network using PVT de-lumping at the well head (e.g. for LNG plants) and optimisation techniques (linear, non-linear or based on bean-back lists).

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2

Phelps, Kevin D., Luke S. Harmer, Colin V. Crickard, Nady Hamid, Katherine M. Sample, Erica B. Andrews, Rachel B. Seymour, and Joseph R. Hsu. "A Preoperative Planning Tool." Journal of Orthopaedic Trauma 32, no. 6 (June 2018): e229-e236. http://dx.doi.org/10.1097/bot.0000000000001157.

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3

Pierangeli, Laurel Pflecki, and Gale A. Spencer. "Social Network Discharge Planning Tool." Home Healthcare Nurse: The Journal for the Home Care and Hospice Professional 5, no. 6 (November 1987): 38–40. http://dx.doi.org/10.1097/00004045-198711000-00008.

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4

Herrick, T., S. Gannon, B. Gowda, C. Harner-Jay, R. Cummings, and V. Tsu. "Cervical Precancer Treatment Planning Tool." Journal of Global Oncology 4, Supplement 2 (October 1, 2018): 159s. http://dx.doi.org/10.1200/jgo.18.10500.

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Background and context: Cervical cancer is a largely preventable disease, yet kills about 260,000 women each year, mostly in low- and middle-income countries (LMIC). Cervical screening is a proven technique for reducing the incidence of cervical cancer, but only if screen-positive women receive timely, effective precancer treatment. As planning efforts to scale up cervical precancer treatment programs to reach more women are occurring in many high-burden countries, tools to determine what and how much equipment to procure and how to deploy it could help decision-makers make better use of scarce resources. Aim: To assist decision-makers, PATH developed the Cervical Precancer Treatment Planning Tool, with the aim of increasing access to lifesaving treatment while optimizing the use of scarce resources. This tool contains a scenario-based Excel model and Tableau data visualization mapping tool, which enable users to examine various strategies for deployment of ablative cervical precancer treatment equipment. The tool evaluates the number of women treated, the number of treatment devices needed, associated start-up costs, and cost of gas across five different scenarios. Strategy/Tactics: The model contains baseline data, gathered from a literature review and PATH fieldwork, for nine countries in sub-Saharan Africa, but it can be adapted to generate data for any LMIC. Users can also adjust baseline values to reflect the most current local data. The Tableau data visualization, which uses Uganda as an illustrative example, provides results at a district level. The tool's parameters, baseline inputs, and outputs were vetted with cervical precancer experts from eight African countries in 2017. Program/Policy process: The tool is available to country decision-makers who want to weigh the tradeoffs when trying to balance patient convenience and access with efficient utilization of equipment, skilled personnel, and financial resources. Results from the tool can inform national precancer treatment program strategies and decisions about device procurement and deployment. Outcomes: The country-level tool is publicly available ( https://sites.path.org/marketdynamics/ ) for decision-makers to make informed strategic decisions about their country's cervical precancer treatment programs. What was learned: The single-visit approach (SVA) for screening and treatment leads to treatment of the most women, but the financial costs for this scenario are on average more than 7 times greater than the next most costly scenario. In addition, treatment devices are underutilized in the SVA. While reducing the number of devices in each country reduces costs and improves equipment utilization, many women would require a second visit for treatment. Depending on the equipment deployment scenario (e.g., one treatment device per hospital), some women may need to travel long distances for this follow-up visit, potentially reducing treatment completion rates for those in need.

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5

Bui, Hieu, Harry A. Pierson, Sarah G. Nurre, and Kelly M. Sullivan. "Tool Path Planning Optimization for Multi-Tool Additive Manufacturing." Procedia Manufacturing 39 (2019): 457–64. http://dx.doi.org/10.1016/j.promfg.2020.01.389.

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6

Mitsui, Satoshi, Fumiki Tanaka, and Takeshi Kishinami. "Design Method of Tool Database for Tool Use Planning." Journal of the Japan Society for Precision Engineering 61, no. 6 (1995): 799–803. http://dx.doi.org/10.2493/jjspe.61.799.

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7

Zhakupova, A. A. "Financial planning as a tool for strengthening the company's financial stability." BULLETIN OF THE KARAGANDA UNIVERSITY. ECONOMY SERIES 99, no. 3 (September 29, 2020): 134–42. http://dx.doi.org/10.31489/2020ec3/134-142.

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8

Whitehouse, R. J. "Planning application tool—a risk assessment tool for non-specialists." Journal of Hazardous Materials 61, no. 1-3 (August 1998): 375–80. http://dx.doi.org/10.1016/s0304-3894(98)00146-0.

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9

Dhanak, Manhar, Scott Parr, Evangelos I. Kaisar, Panagiota Goulianou, Hannah Russell, and Fanny Kristiansson. "Resilience assessment tool for port planning." Environment and Planning B: Urban Analytics and City Science 48, no. 5 (March 8, 2021): 1126–43. http://dx.doi.org/10.1177/2399808321997824.

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US ports and container/intermodal terminals are critical links in the marine transportation system. Disruption at a port can have a crippling economic effect in the coastal zone as well as the rest of the nation. Port stakeholders have a vested interest in the long-term function and viability of ports, but no standardized measures for performance or resilience exist for ports. The goal of this research is to demonstrate the utility of a predictive port resilience assessment tool. The developed tool encompasses a microscopic traffic simulation model (VISSIM) based hybrid multimodal analyzes of port operations and provides a quantifiable assessment of resilience. The application of this tool is shown on six ports in the Southeast US. The waterside port simulation models were developed using vessel automatic identification system data and programed within a VISSIM simulation of landside operations. This hybrid modeling approach was used to visualize vessels and allow them to interact in both time and space with each other and landside infrastructure. Local and regional resilience was quantified through the analysis of time-dependent resilience plots and used as a performance measure in this study. The utility of the predictive port resilience assessment was demonstrated in response to Hurricane Matthew (2016). However, the novel procedure described herein can be applied to any port hazard. This research grows the understanding of the regional consequences of hurricane events and enhances the knowledge in the development of a stakeholder-focused tool to assess resilience.

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10

Sirower, Mark. "BANKRUPTCY AS A STRATEGIC PLANNING TOOL." Academy of Management Proceedings 1991, no. 1 (August 1991): 46–50. http://dx.doi.org/10.5465/ambpp.1991.4976524.

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11

Ažman Momirski, Lučka, and Kaliopa Dimitrovska Andrews. "Urban design workshops: A planning tool." Urbani izziv, no. 30-31 (1997): 121–25. http://dx.doi.org/10.5379/urbani-izziv-en-1997-30-31-005.

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12

González-Pinzón, Ricardo, Jancoba Dorley, Joel Singley, Kamini Singha, Michael Gooseff, and Tim Covino. "TIPT: The Tracer Injection Planning Tool." Environmental Modelling & Software 156 (October 2022): 105504. http://dx.doi.org/10.1016/j.envsoft.2022.105504.

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13

Kunzler, F., and H. Asbun. "Surgical Planning Tool for Laparoscopic Pancreatoduodenectomy." HPB 24 (2022): S428—S429. http://dx.doi.org/10.1016/j.hpb.2022.05.913.

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14

waheed, Usman, Tazeen Muzzamil, and Beenish Tanveer. "Function Point an Effective Planning Tool." International Journal of Computer Applications 108, no. 16 (December 18, 2014): 30–33. http://dx.doi.org/10.5120/18998-0464.

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15

Hay, Alexander H. "Briefing: Resilience: a developing planning tool." Infrastructure Asset Management 1, no. 4 (December 2014): 130–34. http://dx.doi.org/10.1680/iasma.14.00021.

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16

Velikikh, K. "STRATEGIC PLANNING AS A MANAGEMENT TOOL." Series: Economic science 7, no. 167 (November 30, 2021): 34–39. http://dx.doi.org/10.33042/2522-1809-2021-7-167-34-39.

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The article analyzes the importance of strategic organizational planning in the management of companies in a competitive market. Strategic planning, considered an important management tool, has come to be used by companies as one of the main assistants in making decisions and achieving their goals. The historical context of strategy and planning, concepts related to the subject, and research conducted by the author are important factors in developing an objective and easy-to-use strategic plan. Strategic planning aims to meet the needs of organizations in an uncertain future, enabling them to effectively address the environmental challenges of this globalized economy in which we live today. Corporate strategic planning provides a clear understanding of the company's purpose in terms of market segment, vertical production, and geographic region. When properly communicated to employees, it inspires trust and safety. A planning goal can be defined as the development of administrative processes, methods and approaches that provide a viable situation for assessing the future implications of current decisions in terms of business goals that will facilitate faster and more consistent decision making in the future. Based on this, we can state that systematic planning tends to reduce the uncertainty associated with the decision-making process, and, consequently, to increase the likelihood of achieving the goals, objectives and goals set for the company. The tool that needs to be used to implement strategic planning is an action plan, which we can define as breaking down each strategy, objectives, and strategic goals of an organization into more detailed plans. The action plan allows the company to apply the proposed planning more effectively, as it breaks down goals into tactical and operational plans, allowing everyone in the company to know their role in achieving the set goals. Based on the above, it can be argued that strategic planning is a fundamental tool for achieving the goals of an organization, especially in light of profound changes in the nature of the business and reforming business strategies, with the strategy itself being the most appropriate action. or the path that must be followed in order to achieve the goals of the organization.

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17

Kunzler Maia, F., and H. J. Asbun. "Surgical planning tool for laparoscopic pancreatoduodenectomy." HPB 23 (2021): S652. http://dx.doi.org/10.1016/j.hpb.2021.06.383.

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18

Hooks, Morgan. "Pinterest: A Tool for Lesson Planning." Mathematics Teacher 108, no. 6 (February 2015): 466–68. http://dx.doi.org/10.5951/mathteacher.108.6.0466.

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19

Jackson, Shannon. "GIS as an Urban Planning Tool." International Journal of Technology, Knowledge, and Society 2, no. 7 (2007): 107–16. http://dx.doi.org/10.18848/1832-3669/cgp/v02i07/55662.

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20

Hatch, Ronald R., and Earl V. Avery. "Strategic Planning Tool for GPS Surveys." Journal of Surveying Engineering 115, no. 2 (May 1989): 207–17. http://dx.doi.org/10.1061/(asce)0733-9453(1989)115:2(207).

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21

Polianskii, Аndrey, and Darya Chukalova. "Software product management: planning tool integration." MATEC Web of Conferences 311 (2020): 02011. http://dx.doi.org/10.1051/matecconf/202031102011.

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The article discusses the problems of using software for project management and calculating the complexity of design work on the example of planning projects for the production of software products. Approaches to using project management standards and the project subject area to form a work breakdown structure, calculating the complexity of individual work packages and the project as a whole are investigated, requirements for integration software are formulated.

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22

Dean, Erin. "ReSPECT – the emergency care planning tool." Nursing Standard 31, no. 35 (April 26, 2017): 15. http://dx.doi.org/10.7748/ns.31.35.15.s16.

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23

Black, William K. "The Budget as a Planning Tool." Journal of Library Administration 18, no. 3-4 (November 8, 1993): 171–88. http://dx.doi.org/10.1300/j111v18n03_12.

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24

Losi, A., F. Rossi, M. Russo, and P. Verde. "New tool for reactive power planning." IEE Proceedings C Generation, Transmission and Distribution 140, no. 4 (1993): 256. http://dx.doi.org/10.1049/ip-c.1993.0038.

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25

&NA;. "Delphi Forecasting as a Planning Tool." Nursing Management (Springhouse) 21, no. 4 (April 1990): 18???19. http://dx.doi.org/10.1097/00006247-199004000-00006.

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26

Lozano, S., and G. Villa. "DEA-based pre-merger planning tool." Journal of the Operational Research Society 61, no. 10 (October 2010): 1485–97. http://dx.doi.org/10.1057/jors.2009.106.

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27

Abbot, Jaclyn Maurer, and Carol Byrd-Bredbenner. "A Tool for Facilitating Meal Planning." Journal of Nutrition Education and Behavior 42, no. 1 (January 2010): 66–68. http://dx.doi.org/10.1016/j.jneb.2009.07.005.

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28

Martínez-Pardo, Ana, Alfonso Orro Arcay, and Lorena Garcia-Alonso. "GOAPORT – A Tool for Port Planning." Procedia - Social and Behavioral Sciences 162 (December 2014): 273–81. http://dx.doi.org/10.1016/j.sbspro.2014.12.208.

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29

Marcucci, Daniel J. "Landscape history as a planning tool." Landscape and Urban Planning 49, no. 1-2 (May 2000): 67–81. http://dx.doi.org/10.1016/s0169-2046(00)00054-2.

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30

Khator, Suresh K., and Lawrence C. Leung. "Intermediate tool requirement planning for FMS." Journal of Manufacturing Systems 13, no. 1 (January 1994): 9–19. http://dx.doi.org/10.1016/0278-6125(94)90013-2.

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31

Çatay, Bülent, Ş. Selçuk Erengüç, and Asoo J. Vakharia. "Tool capacity planning in semiconductor manufacturing." Computers & Operations Research 30, no. 9 (August 2003): 1349–66. http://dx.doi.org/10.1016/s0305-0548(02)00075-8.

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32

Abbott, Carl, and Sy Adler. "Historical Analysis as a Planning Tool." Journal of the American Planning Association 55, no. 4 (December 31, 1989): 467–73. http://dx.doi.org/10.1080/01944368908975435.

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33

Maji, Avijit, Sabyasachee Mishra, and Manoj K. Jha. "Diverging Diamond Interchange Analysis: Planning Tool." Journal of Transportation Engineering 139, no. 12 (December 2013): 1201–10. http://dx.doi.org/10.1061/(asce)te.1943-5436.0000603.

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34

Dean, Erin. "ReSPECT - the emergency care planning tool." Emergency Nurse 25, no. 3 (June 15, 2017): 11. http://dx.doi.org/10.7748/en.25.3.11.s11.

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35

Nankervis, Max. "Rescode ‐ Victoria's new residential planning tool." Australian Planner 40, no. 2 (January 2003): 91–96. http://dx.doi.org/10.1080/07293682.2003.9995259.

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36

van Vliet, Willem. "Housing Policy as a Planning Tool." Urban Studies 22, no. 2 (April 1985): 105–17. http://dx.doi.org/10.1080/00420988520080191.

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37

Ozkul, T., and M. H. Ozkul. "Computer simulation tool for rhinoplasty planning." Computers in Biology and Medicine 34, no. 8 (December 2004): 697–718. http://dx.doi.org/10.1016/j.compbiomed.2003.10.006.

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38

Sanchez, Daniel, Weiwei Wan, and Kensuke Harada. "Towards Tethered Tool Manipulation Planning with the Help of a Tool Balancer." Robotics 9, no. 1 (March 6, 2020): 11. http://dx.doi.org/10.3390/robotics9010011.

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Handling and maneuvering tools across a robot workspace is a challenging task that often requires the implementation of constrained motion planning. In the case of wired or tethered tools, their maneuvering becomes considerably harder by the tool cable. If the cable presence is not considered, the robot motions may make the cable become entangled with the robot arms or elements of its workspace, causing accidents or unnecessary strain on the robot and the tool. Furthermore, the behavior of the tool cable during manipulation and its degree of entanglement around the robot are difficult to predict. The present paper introduces a constrained manipulation planner for dual-armed tethered tool manipulation involving tool re-grasping. Our solution employs a tool balancer to straighten the tool cable and facilitate the cable deformation problem. The planner predicts the cable states during manipulation and restricts the robot motions in order to avoid cable entanglements and collisions while performing tool re-posing tasks. Furthermore, the planner also applies orientational constraints to limit the cable bending, reducing the torque and stress suffered by the robot due to the cable tension. Simulations and real-world experiments validated the presented method.

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39

Mangarulkar, Amrita, Rahul Thete, and Uday Dabade. "New Tool Planning and Introduction System for Manufacturing of Engine Components." Applied Mechanics and Materials 197 (September 2012): 327–31. http://dx.doi.org/10.4028/www.scientific.net/amm.197.327.

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Tool management has been defined as a process improvement that aims at resolving problem related to various tool activities including procurement, storage, database development, selection and consumption, inspection, presetting, delivery, loading, monitoring, replacement planning and inventory control of tools. A tool management system is an organized approach to manage engineering change or improvement. The main objective of the work is to improve control on tool inventory with the help of tool database and new tool introduction system. With this system, we ensure to have more accurate determination of the rate of inflow of tools in stores and consequently, reduction of tools inventory in stores. The system also helps to determine the optimum sequence of execution of orders.

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40

Guerra, Rodrigo, Milton Silva, and Vilmar Tondolo. "Material Requirements Planning: tool to improve production planning and control." Revista Gestão da Produção, Operações e Sistemas 9, no. 3 (September 5, 2014): 43–60. http://dx.doi.org/10.15675/gepros.v9i3.1075.

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41

Rubio, Enrique, Joaquin Jimenez, Nassam Estibill, and Matias Fuentes. "SIMPLAN: A Mine Planning Tool to Facilitate Planning Under Uncertainty." JOURNAL OF MINING ENGINEERING AND RESEARCH 1, no. 1 (2019): 8–15. http://dx.doi.org/10.35624/jminer2019.01.02.

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42

Jansuwan, Sarawut, Anthony Chen, and Seungkyu Ryu. "Alternative Planning Tool for Small Metropolitan Planning Organization in Utah." Transportation Research Record: Journal of the Transportation Research Board 2307, no. 1 (January 2012): 68–79. http://dx.doi.org/10.3141/2307-08.

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43

Groves, David G., and Christopher Sharon. "Planning Tool to Support Planning the Future of Coastal Louisiana." Journal of Coastal Research 67 (July 2013): 147–61. http://dx.doi.org/10.2112/si_67_10.

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44

Calderón, Carlos Valencia. "Neuronavigation as a Tool for Pre-Surgical Planning in Refractory Epilepsy Surgery." Neuroscience and Neurological Surgery 5, no. 2 (December 17, 2019): 01–10. http://dx.doi.org/10.31579/2578-8868/095.

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Summary Epilepsy is one of the most frequent chronic neurological pathologies, with high incidence and prevalence worldwide. A third of these patients are resistant to treatment, which is known as refractory epilepsy. Most of these patients suffer epilepsy secondary to epileptogenic lesions, where the surgery is the only treatment that could cure epilepsy. The goal of epilepsy surgery is to remove the epileptogenic area with preservation of eloquent areas, and here the surgical experience, the neuroimaging technology and the availability of image-guided surgery systems known as a neuronavigator plays a key role. Objectives: To demonstrate the usefulness of neuronavigation in pre-surgical planning and in the surgery of refractory epilepsy. Method: A cross-sectional and analytical descriptive study was conducted based on 47 surgeries performed (12 resective, 32 palliative and 3 diagnostic) in patients with refractory epilepsy and mean age of 9.93 years (SD 4.1). In 27 patients (57.44%) the neuronavigator was used. In the group of patients operated with neuronavigation, the surgical time decreased by 47.17 minutes (p = 0.022), the amount of bleeding by 111.41 milliliters (p = 0.011) and the days of hospitalization by 6.68 days (p = 0.005), compared with the group operated without neuronavigation. Complications in the neuronavigation group were 29.63% compared to 65% in the group operated without neuronavigation (p = 0.034). Conclusions: In our series, the use of the neuronavigator in the planning and development of the surgery had a significant impact by reducing the amount of bleeding lost, the surgical time, the days of hospitalization, and the post-surgical complications.

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45

Dr.Vijit Chaturvedi, Dr Vijit Chaturvedi. "Succession Planning’- A Distinctive Reinventing Tool For Sustained Organization Effectiveness and Survival." International Journal of Scientific Research 3, no. 1 (June 1, 2012): 252–53. http://dx.doi.org/10.15373/22778179/jan2014/82.

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46

Maropoulos, P. G. "Cutting Tool Selection: An Intelligent Methodology and its Interfaces with Technical and Planning Functions." Proceedings of the Institution of Mechanical Engineers, Part B: Journal of Engineering Manufacture 206, no. 1 (February 1992): 49–60. http://dx.doi.org/10.1243/pime_proc_1992_206_055_02.

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This paper presents a new cutting tool selection methodology, namely the intelligent tool selection (ITS), which covers the whole spectrum of tool specification and usage in machining environments. The selection process has five distinct levels and starts by deriving a local optimum solution at the process planning level, which is progressively optimized in the wider context of the shop-floor. Initially, multiple tools are selected for each machining operation and tool lists are formed by sorting selected tools in order of preference. The second selection level provides a tooling solution for a component by considering all the operations required as well as the characteristics of the machine tool. The selected tools are then rationalized by forming a set of tools for machining a variety of components on a given machine tool at level 3 and by increasing the use of common and standard tools within a group of machines at level 4. Finally, the fifth level aims at reducing tool inventory by classifying existing tools into categories according to their usage and is also used for introducing new tools into the manufacturing system. The selection method allows the implementation of the minimal storage tooling (MST) concept, by linking the ordering of new and replacement tools to production control. ITS also uses the concept of tool resources structure (TRS), which specifies all tooling resources required for producing a component. By using the framework provided by ITS, TRS and MST it can be shown that tooling technology interfaces with diverse company functions from design and process planning to material/tool scheduling and tool management. The selection methodology results in higher utilization of tools, improved efficiency of machining processes and reduced tool inventory.

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47

KISHINAMI, Takeshi, Fumiki TANAKA, and Naosuke TOYAMA. "Working tool model for computer aided process planning." Proceedings of The Manufacturing & Machine Tool Conference 2000.2 (2000): 91–92. http://dx.doi.org/10.1299/jsmemmt.2000.2.91.

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48

Phillips, Paul A., and Luiz Moutinho. "The Strategic Planning Index: A Tool for Measuring Strategic Planning Effectiveness." Journal of Travel Research 38, no. 4 (May 2000): 369–79. http://dx.doi.org/10.1177/004728750003800405.

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49

IGARI, Shinji, Fumiki TANAKA, and Masahiko ONOSATO. "3268 Computer aided operation planning for an actual machine tool based on updatable machining database and database oriented planning algorithm." Proceedings of International Conference on Leading Edge Manufacturing in 21st century : LEM21 2011.6 (2011): _3268–1_—_3268–6_. http://dx.doi.org/10.1299/jsmelem.2011.6._3268-1_.

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50

Hartley, Kendall, Emily Shreve, Dan Gianoutsos, and Lisa D. Bendixen. "Smartphone as a Self-regulatory Planning Tool." International Journal of Interactive Mobile Technologies (iJIM) 16, no. 14 (July 26, 2022): 78–92. http://dx.doi.org/10.3991/ijim.v16i14.28783.

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This study examines the relationship between student planning, smartphone use, and course achievement. The ubiquitous smartphone can promote or hinder learning depending upon how it is used. Prior research has explored overall smartphone use (e.g., hours used) and generally found negative relationships with academic achievement. This study investigates the learner’s approach to a specific academic endeavor, planning, and how the choice of support tools may relate to self-regulated learning skills and course grade. First-year college students reported on their approach to academic planning and how popular tools such as the smartphone and/or a planner were used to that end. The results indicated a strong relationship between both modes of planning and self-regulated learning skills (planner, R = .305, p < .01; smartphone, R = .157, p <.01). The modes of planning had a differing effect on course grades when controlling for self-regulated learning skills with the smartphone planning demonstrating a negative influence (ß = -.078, p < .05) and the planner or notebook demonstrating a positive influence (ß = .082, p < .05). The findings suggest that teachers and students should critically examine the tools they use to support academic goals.

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