The manufacturing industry is shifting, entering a new era with smart and connected devices. The fourth industrial revolution (Industry 4.0) is promising increased growth and productivity by the Smart Factory and within the enabling technologies is Augmented Reality (AR). This is a technology that can be used to augment the reality with digital information. At the same time as the technology is introduced, errors in manufacturing are a problem which are affecting the productivity and the quality. The errors can be caused by humans and companies strive to eliminate the errors caused by humans. This research aims to find the main causes of human errors in assembly lines and thereafter explores whether AR is an appropriate tool to be used in order to address those issues. Based on a literature review that identified and characterized a preliminary set of root causes for human errors in assembly lines, these causes were empirically studied in an exercise that covered an in-depth case study at a multinational automotive company. Data in form of interviews and deviation reports have been used to identify the causing factors and the result showed that the main causes of human errors are the amount of thinking, deciding and searching for information which affected the cognitive load of the operator and in result their performance. Several interviews with experts in AR allowed to verify if this technology would be feasible to solve or mitigate the found causes. Besides that, in repetitive manual assembly operations, AR is better used showing the process in order to train new operators, at the same time as for experienced operators AR show information only when an error occurs and when there is a need of taking an active choice is more appropriate. Nevertheless, while theoretically able to managing human error when fully developed, the desired application makes the augmentation of visual objects redundant and increasingly complex for solving the identified causes of errors which questions the appropriateness of using AR systems. However, the empirical findings showed that for managing human errors, the main bottleneck of an AR system is the software and AI. / Den tillverkande industrin skiftar och går in i en ny era där smart och uppkopplad teknologi introduceras i de operativa delarna av tillverkningen. Denna fjärde industriella revolution (Industry 4.0) som den även kallas för med smarta fabriker, utlovar ökad produktivitet och tillväxt. Bland de teknologier som representeras i detta nya landskap återfinns Augmented Reality (AR), vilket är en teknik som används för att förstärka verkligheten med digital information. I samband med att denna nya teknik introduceras, är avvikelser i produktion ett problem som påverkar företags produktivitet och kvalitet. Den mänskliga faktorn är en bidragande del till detta problem och företag strävar efter att eliminera felen orsakade av människor. Denna studie syftar till att hitta orsakerna till att människor orsakar fel i produktion och därefter utforska om AR är ett lämpligt verktyg att använda för att råda bot på dessa orsaker och därmed eliminera felen. Genom en litteraturstudie har det identifierats ett antal faktorer som påverkar den mentala belastningen hos människor i produktionssammanhang. Dessa faktorer har därefter undersökts genom en fallstudie hos en multinationell tillverkare av kommersiella fordon. Datainsamling i form av intervjuer och avvikelsedata har använts för att identifiera de påverkande faktorerna och resultaten pekade på att behovet av att behöva tänka, leta efter information och fatta beslut påverkade den mentala belastningen mest. Intervjuer hölls med forskare och montörer för att definiera en lämplig AR funktion som sedan undersöktes genom flera intervjuer med forskare inom AR för att verifiera om AR är en lämplig teknik att använda för de identifierade orsakerna. I termer av AR i en arbetsmiljö med repetitiva aktiviteter efterfrågas en funktion som visualiserar fel för montörer som är erfarna medan det för oerfarna montörer är bättre med visualisering av hela arbetsprocessen. Men, trots att systemet i teorin är lämpligt att använda för att hantera orsakerna till att felen uppstår så är den efterfrågade funktionen överflödig då visualisering kommer visas väldigt sällan samt att tekniken är väldigt komplex. Detta gör att det går att ifrågasätta hela funktionen av att använda AR system i det fall som studerades. Dessutom visade sig tekniken vara olämplig att använda i den miljö fallet utspelar sig i på grund av svårigheter med artificiell intelligens (AI).

Made available in DSpace on 2016-04-27T14:31:51Z (GMT). No. of bitstreams: 1 Tureva Etrez Cossai Vurande.pdf: 4518333 bytes, checksum: 1de84556afc6fec8c2a065b4850dc917 (MD5) Previous issue date: 2006-08-02 / The present study entitled The pedagogical error management in the mathematics teaching and learning process: a case study aims to reflect and bring a meaningful contribution to improve the quality of learning and teaching in the classroom, particularly in Mathematics. During the years of experience either as a student or as a teacher, we could notice that the liberator and constructive error was not given the necessary management it deserved. One of the aims of this study is linked to the desire of creating a dynamics of the learning and teaching process especially student and teachers in a critical, reflexive, creative, and autonomous way. Among the issues put forward, we emphasise the necessity to overcome the habit of using an error as a reason for punishment instead as a source to rebuild knowledge. To overcome this habit and change the negative attitude towards students error, from an epistemologic and didactic error viewpoint, a positive exploitation is indicated considering the differences and the diversity of the cognoscenti. This exploitation is based on the psychological learning theories and some works of authors such as PIAGET (1989, 1990, 1991), VYGOTSKY (1998), FREIRE (1987, 2004), and DEMO (2002a, 2002b, 2004). LUCKESI (2003) and AQUINO (1997) among others. It is a question of a case study based on qualitative research where lesson observation and interviews given to teachers and students were the main data collection techniques. The findings allowed our understanding along the process and we went on realising that teachers try to raise awareness about the need to value formative assessment and positively manage their students error. However, this awareness is not pratical as can be seen in the data analysis of the lesson observation and test marked by the teachers. The ritual and the practiced testing system in the schools contribute towards how the learning and teaching process is being conducted, since the concern is the mark (the test result) instead of knowledge, lesson delivery improvement, and scientific knowledge achievement / O presente estudo intitulado A gestão pedagógica do erro no processo de ensino e aprendizagem da matemática: um estudo de caso procura reflectir e trazer contribuições significativas para melhorar a qualidade de ensino e aprendizagem na sala de aulas, particularmente na disciplina de Matemática. Ao longo dos anos de experiência, quer puramente de discência quer de docênc ia, fomos constatando que o erro construtivo, ressignificado e libertador não tem merecido uma gerência necessária. Um dos propósitos do estudo prende-se com o desejo de criar nos protagonistas do processo de ensino e aprendizagem sobretudo no professor e no aluno uma dinâmica de aprendizagem de forma crítica, reflexiva, criativa e autónoma. Dentre as questões colocadas, ressalta-se a necessidade de se ultrapassar o hábito de fazer o uso do erro como fonte de castigo ao erro como fonte de (re)construção do saber. Para ultrapassar esse hábito e mudar de atitudes negativas perante os erros dos alunos indica-se a exploração positiva do ponto de vista epistemológico e didáctico do erro; respeitando as diferenças e a diversidade dos sujeitos cognoscentes. Essa exploração tem como base as teorias psicológicas de aprendizagem e obras de autores como PIAGET (1989, 1990, 1991), VYGOTSKY (1998), FREIRE (1987, 2004) e DEMO (2002a, 2002b, 2004), LUCKESI (2003) e AQUINO (1997) entre outros. Trata-se de uma pesquisa qualitativa na modalidade de estudo de caso em que a observação das aulas e as entrevistas a professores e alunos constituíram principais técnicas usadas para colectar os dados. Com efeito, os resultados permitiram que nossas compreensões fossem construídas ao longo do processo e fomos percebendo que os professores têm consciência da necessidade de valorizar a avaliação formativa e gerir positivamente o erro dos seus alunos. Entretanto, essa consciência não tem se traduzido em prática como se pode ver evidenc iada na análise dos dados feita a partir de assistência às aulas e provas feitas pelos alunos e corrigidas pelos professores. O ritual e o sistema da avaliação que se pratica na escola contribui para a forma como o processo de ensino e aprendizagem é conduzido, pois, a preocupação dominante tem sido a nota (o resultado da prova) ao invés do conhecimento e melhoramento da transmissão e da apropriação do saber científico

現今變化快速的環境下，科技團隊面對研發過程中日益增高的失敗率，失敗帶來打擊但也可能是創新的來源。然而，團隊創新的研究卻少有團隊失敗、錯誤與創新關係的研究。有鑑於此，本研究以國內485位研發工程師（某法人單位35個團隊共323位成員、科技產業38個團隊共162位成員）共計73個團隊為研究對象。本研究檢視錯誤管理實務（團隊偵錯能力與團隊錯誤溝通能力）與團隊創新績效之間的關係、錯誤管理實務與錯誤管理氛圍（錯誤學習信念與情緒）的關係、錯誤管理氛圍與前導因子（鼓勵實驗、教導型領導、目標清晰度、衝突處理方式）的關係。結果發現：(1）團隊偵錯能力越高時，團隊創新績效越高；(2）群體從錯誤中學習信念越高時，團隊偵錯能力越高；(3）團隊鼓勵小型實驗與主管進行教導型領導時，群體錯誤學習信念越高。顯示錯誤管理是團隊創新中不可忽視的一環。 　　另本研究發現教導型領導、鼓勵實驗對團隊形成錯誤學習信念有正向影響，與社會認知理論呼應。本研究也發現，團隊之年資多樣性與錯誤處理情緒與錯誤溝通能力皆呈負向影響。 / Extending previous research on team error management, this thesis is conducted to examine the antecedents, error management climate, error management practice and consequences of team innovation. Data is collected from 35 R&D teams (an anonymous government research institutions in Taiwan) and 38 R&D teams (Top 1000 Technology enterprises in Taiwan). We give the following three hypotheses. First, we hypothesize that detecting capability and misunderstanding communication skills influence team innovation performance. Second, we hypothesize that error management climate (shared belief and emotion) influence detecting capability and misunderstanding communication skills. Third, we hypothesize that effective coaching, clear direction, conflict management and encouragement of experiment influence error management culture (belief and emotion). The results of structural equation model analysis revealed that detecting capability positively predicts team innovation performance. Shared belief positively predicts team detecting capability. The results also show effective coaching and encouragement of experiment positively predict shared belief which is extended from social cognitive theory. Results of the analysis also indicate that tenure diversity negatively predicts error management emotion and misunderstanding communication skills.