The strength of attendance and program interest clearly shows the continuing value and role of SEMICON West as a forum for collaboration and information exchange, as well as a place to connect with critical technical content. For the past 20 years, ASMC has been the premier semiconductor technology conference, bringing together the best and brightest minds and cutting edge ideas in the industry.
tujorami.tk dictionary :: Up Periscope :: English-German translation
The co-location of this world-class, industry-leading event with SEMICON West will bring additional technical gravity to the overall event and expand opportunities for even greater attendance and participation. The ASMC call-for-papers is currently open; additional information can be found at www. It also originated a few new ideas that were not implemented well, such as the concept of variable visibility.
Further, the user had to make several periscope, radar, or sonar contacts at different times to generate an accurate shooting solution. A minimum of two marks was required to fire using the TCD in manual. This added to the realism and difficulty but the drawback was once you fired at a specific ship in a convoy, you couldn't transfer the settings to the next ship for a second shot.
Screenshots from MobyGames. Phineas Barq Jungle Padre 0 point. I forgot all about this game! I remember being like, "What? Jay -1 point DOS version. I noticed that if you display the "big chart" while playing the game in a patrol mission, you can then move your sub to spot enemy ships very quickly instead of waiting hours to spot a ship in real-time But does this mean its not possible to spot enemy ships unless you use the "big chart? Is it not possible to spot ships in real-time? Tom -1 point.
I used to play this on my Apple 2 clone. I got pretty good on it, but haven't played it in decades. I don't suppose it's available for my kindle HDX is it?
PurpleninjaYT 0 point. Participants could speed up time. This allowed participants to work at their own pace. The purpose of this part of the training was to allow participants to complete all of the task that they would be expected to complete in the command team, without command team pressures. Participants could restart scenarios multiple times and speed up time, allowing a focus on the tasks and procedures they felt needed the most attention. A detailed description of how the tasks completed by each individual operator and the information derived should be shared across the command team to facilitate the generation of a complete tactical picture.
This part of the tutorial brings together the communication game, which taught participants the command structure and communication protocol. Instead of using anagrams as data, participants were now made aware of the tasks and data they were responsible for and which members of the command team need this information to generate a tactical picture. Participants completed shortened versions of the 2 scenarios RTPD that they would be expected to completed during testing.
The scenarios were completed at least twice. Participants were given guidance from the experimenters concerning how the tasks completed at individual workstations feed into the global aims of the command team. At this point participants were accomplished at completing the procedures and tasks at their own workstations.
The final training session pulled together everything that had been learnt throughout the day. This included completing tasks at their workstation, passing relevant output data to members of the command team. In the afternoon participants received tutorials specific to the workstation they had been assigned.
- Up Periscope!!
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- The Great Captain: A Story of the Days of Sir Walter Raleigh!
Participants were sat at their relevant workstation and had the tutorial running on a top screen and a training version of their workstation interface on the bottom screen. This allowed participants to pause aspects of the tutorial and practice task completion interactively. The final part of training was dedicated to completing practice RTPD scenarios as a command team.
On the second day participants attended the simulator and immediately completed a refresher training scenario as a command team. Participants then completed both the low and high-demand RTPD testing scenarios. To prevent order effects the presentation order of scenarios was counterbalanced across teams. Participants were told that the first scenario would begin—all recording devices were started and a verbal time stamp was read aloud for synchronisation purposes.
Once the command team had completed the mission objective the end of the scenario was called, after a short break for refreshments and debrief regarding the previous scenario participants were asked to sit back at their workstation and the second scenario would begin. Number of entities in a network people, information or tasks for the purposes of this paper. Number of relations observed represented as a fraction of the total relations possible. Number of reciprocal connections in the network divided by the maximum number of possible connections. Number of emissions and receptions relative to the number of nodes in the network.
The sum of all distances in the network divided by the sum of all distances to and from the node. Inverse of the sum of the shortest distances between each individual and every other person in the network. The number of relations in the shortest possible distance from node actor to another. Social network diagrams for low 2 a and high 2 b demand RTPD scenario. The lines indicate the average number of emissions and receptions between operators in the command team weighted lines reveal stronger connections. The operators most prevalent in terms of sociometric status are highlighted in black.
Social network metrics for individual nodes RTPD low and high-demand scenarios. Indicating that these operators communicated more frequently and received more communications in the high-demand scenarios.
Moreover, the higher sociometric status indicated that the importance of these operators increased during the high-demand scenarios. Indicating this operator received more communications but did not communicate more themselves. These operators were required to communicate and receive more communications than any other command team members, making them the most important operators in the network.
The OOW was required to communicate more than most members of the command team but did not necessarily receive more communications than most other members. Indicating OWO and SOC were central to the exchange of information between the entire command team and were communicating more directly with more members of the command team. Indicating that these operators were less connected to the rest of the command team and as a result information had to travel a greater distance across the command team when involving these operators. Indicating that out of the most important nodes in the network revealed by sociometric status information had to travel the greatest distance when involving OPSO.
When examining the interaction between demand and operator role for emissions, receptions, sociometric status and betweeness post hoc analysis broadly revealed similar effects to those observed when examining operator role. Indicating SOC was required to communicate more than OOW in the high-demand condition but not in the low-demand condition. This indicates that the overall importance of OOW in the network was reduced in the high-demand condition. Indicating that despite OOW having less overall importance as a node in the network lower sociometric status , the OOW became more of an information broker between command team members.
Information network diagrams for low and high-demand RTPD scenarios. This is a representation of key information nodes verbally communicated by members of the command team and the connectivity of all information. For purposes of clarity only connections with a frequency higher than 5 are represented.
The highlighted nodes reveal the information with the greatest volume of emissions and receptions that were statistically analysed. Information network metrics for individual nodes RTPD low and high-demand scenario. Indicating that this type of information was passed between command team members more frequently in the high-demand RTPD scenarios compared to the low-demand scenarios. The comparison of emissions and receptions of information facilitates an understanding of which information was exchanged more prevalently between members of the command team, whilst sociometric status reveals which information is the most important piece of information in the network.
The results reveal that bearing is the most piece of information exchanged between command team members. The comparison of the centrality and closeness of information reveals which information is central to the network and which information is most closely linked to all other pieces of information. Bearing is again the most central piece of information and is connected to the greatest volume of other information by the shortest pathways.
Course and contact are similarly prevalent pieces of information in terms of centrality and closeness. This indicates that information such as visual and sweep was the most disparate pieces of information in the network compared to all other information. This indicates that information such as bearing, contact, solution and speed was persistently information brokers between more disparate pieces of information ibn terms of network connectivity. This indicates the role of information such as bearing and contact in connecting disparate pieces of information was reduced in the high-demand condition.
Task network diagrams for RTPD low and high-demand scenarios. The task nodes reveal what type of task needs to be completed and how each task is connected to additional tasks. Dotted lines represent a connection between tasks that only exists in particular circumstances. For example, clearing stern arcs completing a turn to monitor sonar blind spot only leads to a new OOW brief if a new contact is found to the stern of the submarine that was not previously detected.
The task nodes with the highest sociometric status have been highlighted. The verification of tasks networks by SMEs provided the basis for the completion of task frequency analysis. This indicates that the command team had more to do during the high-demand condition. This indicates that there was more of these tasks to be completed at that the command team completed more of these tasks to facilitate the global objective of returning to periscope depth. The social, information and task networks presented in this paper provide a detailed description of the interactions that occur within a simulated submarine control room Loft et al.
The current work was validated whilst offering support for previous work which examined an operational Royal Navy team in a high-fidelity training simulator during a return to periscope depth, although demand was not manipulated in this study Stanton The general structure of the social, information and task networks did not vary between the high and low-demand conditions, suggesting that current control room configurations have flexibility in the system to adapt to different levels of demand.
However, the number of interactions emissions and reception between operators increased as did the volume and complexity of contacts. This suggests that a submarine control room adapts to increased demand by communicating more frequently to pass greater volumes of information. If increased demand e. In particular the emissions of OPSO and SOC drastically increased in the high-demand to the point where their emissions and receptions were nearly double that of all other members of the command team.
It seems that other media to support command team communication and sharing of information need to be explored to prevent command team members such as OPSO being overloaded Stanton et al. The heightened eccentricity of PERI and TMA2 in the high-demand condition indicates that during situations of increased demand members of the command team can become disconnected from the overall social network.
A sociotechnical system requires effective interaction between humans and technology, but also from human—human Walker et al. These operators are becoming potentially more distant from the command team due to communication technologies e. This is likely to negatively impact upon overall sociotechnical system performance, particularly if these operators hold information from a particular sensor that the command team may benefit from being shared.
This offers support for previous work stating that technological advancements i. This offers support for previous work showing that during a return to periscope depth passive sonar is the primary sensor used Shar and Li ; Stanton This suggests that the information being generated by SOPs is critical to the generation of a tactical picture and safe operation Jones et al. SOC is responsible for distributing sonar information to relevant members of the command team. The high centrality of SOC further demonstrates the criticality of sonar information but potentially highlights the ambiguity of sonar data as a primary role of SOC is to quality check such information Zarnich ; Ogden et al.
Despite this, the OOW has the highest centrality of all operators in the command team showing that the OOW is the team fulcrum. The high sociometric status and betweeness of SOC and OPSO demonstrate the importance of these operators in terms of tactical picture generation Stanton ; Salas et al. The low betweeness values of the SOP and TMA operators further demonstrate that these operators are at the edge of the team.
Examining rooms from a sociotechnical perspective can provide knowledge of optimal configurations and structure based upon which operators communicate most frequently Walker et al.
It also facilities understanding of how information should be presented and how interfaces should be designed based upon the connectivity of information and tasks. The ambiguity associated with the primary sensor passive sonar being used during a return to periscope depth means the only definite information a command team has concerning surrounding vessels is bearing Shar and Li ; Stanton ; Zarnich ; Ogden et al.
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This suggests that to cope with increased demand e. The tasks most frequently completed by the command team are related to sonar detection, designation, speed estimates and solution generation. This provides further support to the fact that sonar is the primary senor used when operating at depth Shar and Li ; Stanton The frequency of task completion for classification, speed estimate generation and solution generation increased the most out of all tasks in the high-demand condition.
The classification of a vessel allows a command team to prioritise contacts based upon the likely threat posed to the submarine and so may help to reduce workload e. A transition from deep to shallow waters is arguably the most dangerous of the routine operations completed by submarines, understanding what type of vessels surround the submarine e.
The tasks related to changing own submarine parameters remains consistently high across the high and low conditions.