Design of All-Terrain Rover Quadcopter for Military Engineering Services

Author(s):  
Shantanu Chaudhary ◽  
Arka Prava ◽  
Neha Nidhi ◽  
Vijay Nath
2019 ◽  
pp. 134-197
Author(s):  
V.E. . Sergei

The article is dedicated to the history of the Military Historical Museum of Artillery, Engineering and Signal Corps. The author examines the main stages of the museums formation, starting with the foundation of the Arsenal, established in St. Petersburg at the orders of Peter the Great on August 29th 1703 for the safekeeping and preservation of memory, for eternal glory of unique arms and military trophies. In 1756, on the base of the Arsenals collection, the General Inspector of Artillery Count P.I. created the Memorial Hall, set up at the Arsenal, on St. Petersburgs Liteyny Avenue. By the end of the 18th century the collection included over 6,000 exhibits. In 1868 the Memorial Hall was transferred to the New Arsenal, at the Crownwork of the Petropavlovsky Fortress, and renamed the Artillery Museum (since 1903 the Artillery Historical Museum). A large part of the credit for the development and popularization of the collection must be given to the historian N.E. Brandenburg, the man rightly considered the founder of Russias military museums, who was the chief curator from 1872 to 1903. During the Civil and Great Patriotic Wars a significant part of the museums holdings were evacuated to Yaroslavl and Novosibirsk. Thanks to the undying devotion of the museums staff, it not only survived, but increased its collection. In the 1960s over 100,000 exhibits were transferred from the holdings of the Central Historical Museum of Military Engineering and the Military Signal Corps Museum. In 1991 the collection also received the entire Museum of General Field Marshal M.I. Kutuzov, transferred from the Polish town of Bolesawjec. The Military Historical Museum of Artillery, Engineering and Signal Coprs is now one of the largest museums of military history in the world. It holds an invaluable collection of artillery and ammunition, of firearms and cold steel arms, military engineering and signal technology, military banners, uniforms, a rich collection of paintings and graphic works, orders and medals, as well as extensive archives, all dedicated to the history of Russian artillery and the feats of our nations defenders.Статья посвящена истории создания ВоенноИсторического музея артиллерии, инженерных войск и войск связи. Автор рассматривает основные этапы становления музея, начиная с основания Арсенала, созданного в СанктПетербурге по приказу Петра I 29 августа 1703 года для хранения и сохранения памяти, во имя вечной славы уникального оружия и военных трофеев. В 1756 году на базе коллекции Арсенала генеральный инспектор артиллерии граф П. И. создал мемориальный зал, установленный при Арсенале, на Литейном проспекте СанктПетербурга. К концу 18 века коллекция насчитывала более 6000 экспонатов. В 1868 году Мемориальный зал был перенесен в Новый Арсенал, на венец Петропавловской крепости, и переименован в Артиллерийский музей (с 1903 года Артиллерийский Исторический музей). Большая заслуга в развитии и популяризации коллекции принадлежит историку Н.Е. Бранденбургу, человеку, по праву считавшемуся основателем российских военных музеев, который был главным хранителем с 1872 по 1903 год. В годы Гражданской и Великой Отечественной войн значительная часть фондов музея была эвакуирована в Ярославль и Новосибирск. Благодаря неусыпной преданности сотрудников музея, он не только сохранился, но и пополнил свою коллекцию. В 1960х годах более 100 000 экспонатов были переданы из фондов Центрального исторического военноинженерного музея и Музея войск связи. В 1991 году коллекцию также получил весь музей генералфельдмаршала М. И. Кутузова, переданный из польского города Болеславец. Военноисторический музей артиллерии, инженерных войск и войск связи в настоящее время является одним из крупнейших музеев военной истории в мире. Здесь хранится бесценная коллекция артиллерии и боеприпасов, огнестрельного и холодного оружия, военной техники и сигнальной техники, военных знамен, обмундирования, богатая коллекция живописных и графических работ, орденов и медалей, а также обширные архивы, посвященные истории русской артиллерии и подвигам защитников нашего народа.


1983 ◽  
Author(s):  
Roger Kozuma ◽  
Emmett Cox ◽  
Herbert Engel ◽  
Walter Greenwood ◽  
Robert Hamann

Author(s):  
Zoya N. Mishina

The engineering and technical service of an agricultural enterprise is the core of the production management system. The level of its organization largely determines the effectiveness of equipment and technologies used in production. The strategic goal of agricultural engineering services at all levels is to change radically the system of machine and technological security of agricultural producers. (Research purpose) The research purpose is in determining the economic and social tasks of engineering and technical services in the agro-industrial complex. (Materials and methods) In order to assess the efficiency of engineering departments, it is necessary to analyze the level of use of the company's machine-tractor and automobile fleets. Improving the reliability of the machine and tractor feel now becomes a priority. The majority of experts present this task in the set of measures that practically do not affect the question of perfection of the engineering service. (Results and discussion) The article shows that the development of innovative processes in the field of mechanical engineering contributes to the entry of new equipment and technologies into production and causes the need for farm engineers to study novelties and ways of their effective application. The promising version of the engineering service offers its structure and material support, which will not only provide high production indicators, but also allow specialists to constantly analyze technological processes, search for their reserves using modern information technologies. There is an urgent need to develop models of information support for engineering services, automated workplaces for engineers, the formation of on-farm databases and specialized computer programs to work with it. (Conclusion) The expected efficiency of implementing research results will reduce the cost of maintaining technological machines and equipment.


1989 ◽  
Vol 7 (1) ◽  
pp. 45-50
Author(s):  
J.H. Armstrong
Keyword(s):  

2021 ◽  
Vol 40 (1) ◽  
pp. 158-201
Author(s):  
VOLKAN SARIGÜL

ABSTRACT Modern paleontology in Turkey appeared in the early nineteenth century, together with the first modern geological studies. The fossils collected in these studies were initially used to establish biostratigraphy and to make the first geological maps of the country. Paleontologists were involved in these studies from the beginning; the earliest identifications of new animal and plant taxa from Turkey occurred in the same century along with the detailed descriptions of the rich and diverse Turkish fossil record. Aside from the academic studies, some paleontologists also took part in the economic side by contributing to stratigraphic analysis of coal beds or participating in petroleum exploration. All these pioneering works on the geology and paleontology of Turkey were done by foreigners; however, the outcomes of this newly introduced science were quickly appreciated by Ottoman Turkey. During the middle of the nineteenth century, the first text mentioning geological processes was written by the head scholar of the Imperial School of Military Engineering, while the first geology classes began to be taught under the Imperial Medical School in Istanbul, in which the first natural history collection was also established. Unfortunately, not a single original study in paleontology was produced by Ottoman citizens, with the notable exception of an Austrian immigrant of Hungarian descent, possibly because of a lack of a real interest in earth sciences.


2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Perinbanathan Vasanthan ◽  
M. Suresh

Purpose The purpose of this paper is to develop a framework to manage the strategy to counter disruptive innovation by identifying stronger attributes and key strategic areas for improvements in an engineering services context with less freedom to orchestrate product innovation. The authors also validate the combined use of multi-grade fuzzy, Importance-Performance Analysis (IPA) and gap analysis in developing the strategy to mitigate turbulence. Design/methodology/approach The paper presents a framework using a combination of Dynamic Capabilities and Organizational Agility to develop the strategy. The study uses data gathered from a 60-member engineering project team working on an Aircraft Engine Controller design to identify 50 attributes and the related importance and performance ratings. The research study is designed using a three-tier approach. First, multi-grade fuzzy is utilized to measure the overall firm response agility index. In the second step, the IPA is used to analyze the strength and weaknesses of the firm and to identify the attributes where the firm needs to focus. In the past step, gap analysis is used to prioritize the identified attributes. The findings are validated by panel discussions with a different group of experts from the project team and action points were arrived at. Findings This research work finds that the firms’ response agility index of 6.97 is comparable to that of the Original Equipment Manufacturers (OEMs) from previous literature, but still needs a better agility score to effectively counter turbulence from disruptive innovations. It also identifies seven key areas for improvement and their relative priority to effectively improve the response agility by utilizing the least number of resources, the reasons for the gap and the mitigation strategy to close the gap. The findings highlight a few key differences between an engineering services firm in comparison to OEMs and Software Services firms. Practical implications The findings help the practitioners with a comparative agility score of an engineering services firm, and an effective way of measuring agility, identify key focus areas and prioritize the actions using a simple set of data that could be collected regularly to keep track of the improvements. The provided strategic framework to improve the agility score can be used for continuous improvement. Originality/value This paper contributes to the existing literature by developing a framework for outsourcing services companies to cope with the turbulence by using dynamic capabilities and organizational agility. It also adds to the literature by extending the validity of IPA and gap analysis in making strategic decisions in an industrial set-up.


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