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Books on the topic 'Response time of probes'

Author: Grafiati
Published: 4 June 2021
Last updated: 3 February 2022

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1

Dutta, Soumitra. Real time planning to minimize response time in static and dynamic worlds. Fontainebleau: INSEAD, 1992.

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2

O'Connor, Kevin M. Geomeasurements by pulsing TDR cables and probes. Boca Raton: CRC Press, 1999.

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3

Potter, Simon M. Nonlinear impulse response functions. [New York, N.Y.]: Federal Reserve Bank of New York, 1999.

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4

G, Dabija Vlad, ed. Planning for real time event response management. Upper Saddle River, NJ: Prentice Hall PTR, 2000.

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5

Schnipke, Deborah L. Representing response-time information in item banks. Newtown, PA: Law School Admission Council, 1999.

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6

Goldring, Judith. Quick response therapy: A time-limited treatment approach. Northvale, N.J: Jason Aronson, 1997.

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7

Johnson, M. L. Ampoule failure sensor time response testing: Experiment 1. [Marshall Space Flight Center, Ala.]: National Aeronautics and Space Administration, George C. Marshall Space Flight Center, 1994.

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8

J, Parsons Leonard, and Schultz Randall L, eds. Market response models: Econometric and time series analysis. 2nd ed. Boston: Kluwer Academic Publishers, 2001.

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9

J, Parsons Leonard, and Schultz Randall L, eds. Market response models: Econometric and time series analysis. Boston: Kluwer Academic Publishers, 1990.

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10

Hanssens, Dominique M., Leonard J. Parsons, and Randall L. Schultz. Market Response Models: Econometric and Time Series Analysis. Dordrecht: Springer Netherlands, 1989. http://dx.doi.org/10.1007/978-94-009-1073-7.

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11

Tucker, Lannie G. Fractionated reaction time and movement time in response to a visual stimulus. Eugene: Microform Publications, College of Human Development and Performance, University of Oregon, 1985.

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12

Services, Ontario Ministry of the Solicitor General and Correctional. Differential police response: A manual for the development and implementation of an alternative response system for calls for police service. Toronto, Ont: Ministry of the Solicitor General and Correctional Services, 1994.

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13

Crawford, David. Art and the real-time archive: Relocation, remix, response. Göteborg: School of Photography, Faculty of Fine, Applied and Performing Arts, University of Gothenburg, 2009.

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14

Time cries: A poet's response to 9/11/01. Burnsville, NC: Winding Brook Press, 2011.

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15

Askelson, Kenneth D. Quick response: Technology guide. New York, NY: American Institute of Certified Public Accountants, 1995.

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16

Hadjiconstantinou, Eleni. Quick Response in the Supply Chain. Berlin, Heidelberg: Springer Berlin Heidelberg, 1999.

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17

L, Johnson M. Ampoule failure sensor time response testing: Experiments 2 and 3. Marshall Space Flight Center, Ala: National Aeronautics and Space Administration, George C. Marshall Space Flight Center, 1994.

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18

Pandey, Dhirendra K. Response time correlations for platinum resistance thermometers in flowing fluids. Hampton, Va: National Aeronautics and Space Administration, Langely Research Center, 1985.

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19

Suri, Rajan. It's about time: The competitive advantage of quick response manufacturing. New York: Productivity Press, 2010.

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20

It's about time: The competitive advantage of quick response manufacturing. New York: Productivity Press, 2010.

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21

Computer-aided design of feedback control systems for time response. Research Triangle Park, N.C: Instrument Society of America, 1987.

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22

Williams, Carol Traynor. It's time for my story: Soap opera sources, structureand response. Westport, CT: Praeger, 1992.

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23

Computer-aided design of feedback control systems for time response. London: Kogan Page, 1987.

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24

F, Connors Edward, Cohen Marcia I, and Research Management Associates, eds. Evaluation of the differential police response field test. Washington, D.C: U.S. Dept. of Justice, National Institute of Justice, 1986.

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25

F, Connors Edward, Cohen Marcia I, Research Management Associates, and National Institute of Justice (U.S.), eds. Evaluation of the differential police response field test. Washington, D.C: U.S. Dept. of Justice, National Institute of Justice, 1986.

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26

Hautala, Robert M. The influence of an enforced preparatory set on the reaction time, movement time, and total response time of children. Eugene, Oregon: Microform Publications, 1986.

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27

Mitchell, David G. Development of time response criteria for rotorcraft at hover and low speed. New York N. Y: American Institute of Aeronautics and Astronautics, 1985.

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28

Williams, Carol T. It's time for my story: Soap opera sources, structure, and response. Westport, Conn: Praeger, 1992.

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29

Waltermire, Scott W. Visualizing transient structural response by expanding spatially incomplete time history data. Monterey, Calif: Naval Postgraduate School, 1997.

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30

Clinch, Peter. Part-time students: Towards a polytechnic response to their learning needs. [Preston?: The Polytechnic], 1988.

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31

Trades Union Congress. Economic and Social Affairs Department. Implementation of the working time directive: DTI consultation document : TUC response. London: Trades Union Congress, Economic and Social Affairs Department, 1997.

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32

Response times: Their role in inferring elementary mental organization. New York: Oxford University Press, 1986.

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33

Moore, Albert Richard. The effect of an acquired relaxation technique upon response time: BA(Hons) Human Movement Studies dissertation. Cardiff: SGIHE, 1987.

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34

Giese, Benjamin S. Equatorial oceanic response to forcing on time scales from days to months. Seattle, Wash: U.S. Dept. of Commerce, National Oceanic and Atmospheric Administration, Environmental Research Laboratories, Pacific Marine Environmental Laboratory, 1989.

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35

Schnipke, Deborah L. Exploring issues of test taker behavior: Insights gained from response-time analyses. Newtown, PA: Law School Admission Council, 1999.

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36

S, Farber Henry. Alternative and part-time employment arrangements as a response to job loss. Princeton, NJ: Industrial Relations Section, Dept. of Economics, Princeton University, 1999.

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37

Ronen, Boaz, Joseph S. Pliskin, and Shimeon Pass. Reducing Response Times (DRAFT). Oxford University Press, 2018. http://dx.doi.org/10.1093/med/9780190843458.003.0011.

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This chapter introduces practical tools for reducing response times significantly. Using the approaches and techniques presented in the chapter can reduce response time several folds. This is a strategic and tactical goal for every organization to reduce response times. The significant contribution of Lean/just in time to management is manifested in focusing on short response and introducing the perception that work in process is a burden, not an asset. This chapter presents tools and techniques such as the small batch concept, group technology, tactical gating, the “traffic lights” system, Superzoufing, working with a complete kit, and the shortest processing time.
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38

Wigmans, Richard. The Energy Response of Calorimeters. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198786351.003.0003.

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This chapter deals with the signals produced by particles that are being absorbed in a calorimeter. The calorimeter response is defined as the average signal produced per unit energy deposited in this absorption process, for example in terms of picoCoulombs per GeV. Defined in this way, a linear calorimeter has a constant response. Typically, the response of the calorimeter depends on the type of particle absorbed in it. Also, most calorimeters are non-linear for hadronic shower detection. This is the essence of the so-called non-compensation problem, which has in practice major consequences for the performance of calorimeters. The origins of this problem, and its possible solutions are described. The roles of the sampling fraction, the sampling frequency, the signal integration time and the choice of the absorber and active materials are examined in detail. Important parameters, such as the e/mip and e/h values, are defined and methods to determine their value are described.
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39

Morawetz, Klaus. Transient Time Period. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198797241.003.0019.

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The formation of correlations at short- time scales is considered. A universal response function is found which allows describing the formation of collective modes in plasmas created by femto-second lasers as well as the formation of occupations in cold atomic optical lattices. Quantum quench and sudden switching of interactions are possible to describe by such Levinson-type kinetic equations on the transient time regime. On larger time scales it is shown that non-Markovian–Levnson equations double count correlations and the extended quasiparticle picture to distinguish between the reduced density matrix and quasiparticle distribution solve this shortcoming. The problem of initial correlations and how they can be incorporated into the Green’s function technique to result into modified kinetic equations is solved and a systematic expansion is suggested.
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40

Responsibility in a time of AIDS: A pastoral response by Catholic theologians and AIDS activists in Southern Africa. Pretoria: SACBC AIDS Office, 2003.

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41

Spinosa, Charles, Matthew Hancocks, and Billy Glennon. Coping with Time in Organizations. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780198806639.003.0012.

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Conceptions of time and practices for managing time play an important role in both popular management literature and process organization studies. In popular literature, managers have too little time. In organization studies, managers have multiple time-reckoning practices and experiences of time. In response, we explicate and defend Heidegger’s account of primordial time to show the inauthenticity of living with either too little time or many alternative temporal structurings. People are true to primordial (kairotic) time when they face their existential death—the emerging practices that will make their lives meaningless—accept the past emotions that well up on that account, and adjust themselves to accept the past and avoid existential death. They then do what is essential. Alternatively, taking over other temporal structurings amounts to living as another kind of self-interpreting being—an organization or tribe—and is inauthentic. An episode from Steve Jobs’ career illustrates authentic Heideggerian time management.
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42

Claydon, Tony. The Revolution in Time. Oxford University Press, 2020. http://dx.doi.org/10.1093/oso/9780198817239.001.0001.

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This book explores the idea that people in Western Europe changed the way they thought about time over the early modern period; and it does so by examining their reactions to the 1688–9 revolution in England. It examines how those who lived through the extraordinary collapse of James II’s regime perceived this event as it unfolded and how they set it within their understanding of history. It questions whether a new understanding of chronology—one which allowed fundamental and human-directed change—had been widely adopted by this point in the past; and whether this might have allowed witnesses of the revolution to see it as the start of a new era or as an opportunity to shape a novel, ‘modern’, future for England. It argues that, with important exceptions, the people of the era rejected dynamic views of time to retain a ‘static’ chronology that failed to fully conceptualize evolution in history. Bewildered by the rapid events of the revolution itself, people forced these into familiar scripts. Interpreting 1688–9 later, they saw it as a reiteration of timeless principles of politics, or as a stage in an eternal and predetermined struggle for true religion. Only slowly did they see come to see it as part of an evolving and modernizing process—and then mainly in response to opponents of the revolution, who had theorized change in order to oppose it. The book thus argues for a far more complex and ambiguous model of changes in chronological conception than many accounts have suggested and questions whether 1688–9 could be the leap toward modernity that recent interpretations have argued.
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43

Hom, Andrew R. International Relations and the Problem of Time. Oxford University Press, 2020. http://dx.doi.org/10.1093/oso/9780198850014.001.0001.

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What is time and how does it influence our knowledge of international politics? For decades International Relations (IR) paid little explicit attention to time. Recently this began to change as a range of scholars took an interest in the temporal dimensions of politics. Yet IR still has not fully addressed the issue of why time matters, nor has it reflected on its own use of time—how temporal assumptions and ideas affect the way we understand political phenomena. Moreover, IR remains beholden to two seemingly contradictory visions of time: the time of the clock and a long-standing tradition of treating time as a problem to be solved. International Relations and the Problem of Time develops a unique response to these interconnected puzzles. It reconstructs IR’s temporal imagination by developing an argument that all times—from the rhythms of the universe to individual temporal experience—spring from social and practical timing activities, or efforts to establish meaningful and useful relationships in complex and dynamic settings. In IR’s case, across a wide range of approaches scholars employ narrative timing techniques to make sense of political processes and events. This innovative account of time provides a more systematic and rigorous explanation for all manner of temporal phenomena in international politics. It also develops provocative insights about IR’s own history, its key methodological commitments, supposedly “timeless” statistical methods, historical institutions, and the critical vanguard of time studies. This book invites us to reimagine time in theory and practice, and in so doing to significantly rethink the way we approach the study of international politics.
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44

Ronen, Boaz, Joseph S. Pliskin, and Shimeon Pass. The “Evils” of Long Response Times (DRAFT). Oxford University Press, 2018. http://dx.doi.org/10.1093/med/9780190843458.003.0010.

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The “evils” of long response times, similar to the “evils” of excess work in process, are responsible for diminished quality and customer satisfaction. There is also an effect of diminishing throughput, control, and cash flow. Long response times (or high level of work in process) add to increase in operating expenses. Shortening response times and reducing the level of work in process are attainable and serve as leverage for significant improvement in organizational performance. Excess work in process can be caused by the efficiencies syndrome, viewing inventory as assets, and ignorance. The methods for reducing the level of work in process and shortening response times are detailed in the chapter 11.
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45

Response Times. New York: Oxford University Press, 2007.

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46

Lewandowski, A. Response Time Testing on Concentrating Collectors. Amer Solar Energy Society, 1985.

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47

Redbooks, IBM. Using Tivoli's Arm Response Time Agents. Ibm, 1998.

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48

Ash, David W., and Vlad G. Dabija. Planning for Real Time Event Response Management. Prentice Hall, 2000.

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49

Ash, David W., and Vlad G. Dabija. Planning for Real Time Event Response Management. Prentice Hall, 2000.

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50

Schagatay, E. Driving response and apneic time in humans. 1998.

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