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Carbon nanoparticle coatings on laser-patterned stainless-steel surfaces present a solid lubrication system where the pattern’s recessions act as lubricant-retaining reservoirs. This study investigates the influence of the structural depth of line patterns coated with multi-walled carbon nanotubes (CNTs) and carbon onions (COs) on their respective potential to reduce friction and wear. Direct laser interference patterning (DLIP) with a pulse duration of 12 ps is used to create line patterns with three different structural depths at a periodicity of 3.5 µm on AISI 304 steel platelets. Subsequently, electrophoretic deposition (EPD) is applied to form homogeneous carbon nanoparticle coatings on the patterned platelets. Tribological ball-on-disc experiments are conducted on the as-described surfaces with an alumina counter body at a load of 100 mN. The results show that the shallower the coated structure, the lower its coefficient of friction (COF), regardless of the particle type. Thereby, with a minimum of just below 0.20, CNTs reach lower COF values than COs over most of the testing period. The resulting wear tracks are characterized by scanning electron microscopy, transmission electron microscopy, and energy-dispersive X-ray spectroscopy. During friction testing, the CNTs remain in contact, and the immediate proximity, whereas the CO coating is largely removed. Regardless of structural depth, no oxidation occurs on CNT-coated surfaces, whereas minor oxidation is detected on CO-coated wear tracks.

Today, the agro-industrial sector has experienced a boom in its growth, especially in fruits and vegetables, and with it the customer’s demand. One of the most requested conditions by users are the product quality and services offered. Therefore, it is essential to identify all the processes and activities that follow each of the materials along the supply chain. To have better inventories control, it is necessary to have an efficient traceability system that ensures accurate products tracking. The proposed model was based on four lean manufacturing techniques: Jidoka, Kanban, Visual Control, and Standardized Work to improve the inputs search time and, consequently, reduce product losses that currently represent 2.06% of net profit. With the tools used we were able to reduce labeling errors by 2%, excess pallets decreased by 0.72% and the search time for a product was reduced to 4.5 hours/day, saving 1.21 hours a day.

Introduction\ud Decision making ability in players during match-play is mostly acquired through practice activities with the same underlying structure as competition (e.g., [1]). However, researchers have not fully investigated how coaches design practice sessions at the participation level of the sport (i.e., “grassroots”) or of why they used a particular activity at a specific time point. The aim of this study was to investigate the practice activities used by youth soccer coaches working at participation level in the UK and gain insight into their intentions. \ud \ud Methods\ud Altogether, 12 male soccer coaches participated working with players aged 9-11 years within 10 clubs at the participation level of soccer in London, UK. A total of 35 practice sessions were observed in situ. Sessions were analysed for the proportion of time spent in activities containing ‘non-active decision-making’ (e.g., unopposed technical skills practices, fitness training) and ‘active decision-making’ (e.g., small-sided games, skills practice with opposition). An interview with the coaches about the session purpose took place after each systematic observation.\ud \ud Results\ud Coaches had players spend similar amounts of time in activities with active decision-making (M = 41%) and non-active decision-making (M = 42%) with the remainder spent transitioning between activities (M = 17%). There was more non-active decision-making activity during the first half of the session (M = 64%) when compared to active decision-making activity (M = 16%). However, there was more active decision-making activity in the second half (M = 66%) when compared to non-active (M = 20%). Therefore, the session progressed in a traditional manner from predominately non-active decision-making activity early on to mostly active decision-making activity later. Interviews revealed that the coaches believe players require frequent isolated (unopposed) ‘non-active decision-making’ practices to acquire technique initially in the session and during the season.\ud \ud Conclusion\ud Our findings show that coaches had players spend nearly half of session time in non-active decision-making activities that are deemed less relevant to improving soccer match performance. Findings highlight a potential gap between science and practice in the coaching of young participation level soccer players.\ud \ud References\ud [1] Roca A, Ford PR (2020). Sci Med Footb. 4, 263-268.

En el mundo laboral se han desarrollado varios proyectos con el marco de trabajo Scrum, sin embargo se ha visto la necesidad de crear microproyectos que hacen parte de un proyecto más grande, para poder agilizar y tener una mejor gestión de los productos que se lanzan al mercado, un ejemplo son las compañías como Adobe, Microsoft, Intel, Spotify, Apple, entre otras. Quienes en la actualidad, cuentan con bastantes servicios en diferentes plataformas de uso, que se vieron obligados a escalar el marco ágil creando asi un framework llamado Scrum Scale. PARTE I: INTRODUCCIÓN PARTE II: PLANTEAMIENTO DE LA TESIS PARTE III: DISCUSIÓN PARTE VI: HIPÓTESIS PARTE VI: CONCLUSIÓN In the world of work, several projects have been developed with the Scrum framework, however, the need has been seen to create microprojects that are part of a larger project, in order to streamline and have better management of the products that are launched on the market, an example is companies like Adobe, Microsoft, Intel, Spotify, Apple, among others. Those who currently have many services on different platforms of use, who were forced to scale the agile framework, thus creating a framework called Scrum Scale. Pregrado Dans le monde du travail, plusieurs projets ont été développés avec le framework Scrum, cependant, le besoin s'est fait sentir de créer des microprojets qui s'inscrivent dans un projet plus large, afin de rationaliser et d'avoir une meilleure gestion des les produits qui sont lancés sur le marché, un exemple est des entreprises comme Adobe, Microsoft, Intel, Spotify, Apple, entre autres. Ceux qui ont actuellement de nombreux services sur différentes plateformes d'utilisation, qui ont été contraints de faire évoluer le framework agile, créant ainsi un framework appelé Scrum Scale.