Abstract: The goal of this paper is to converge upon a design of a brake system that could be used for a roller coaster found at an amusement park. It was necessary to find what could be deemed as a “comfortable” deceleration so that passengers do not feel as if they are suddenly jerked and pressed against the restraining harnesses. A human factors engineering approach was taken in order to determine this deceleration. Using a previous study that tested the deceleration of transit vehicles, it was found that a -0.45 G deceleration would be used as a design requirement to build this system around. An adjustable linear eddy current brake using permanent magnets would be the ideal system to use in order to meet this design requirement. Anthropometric data were then used to determine a realistic weight and length of the roller coaster that the brake was being designed for. The weight and length data were then factored into magnetic brake force equations. These equations were used to determine how the brake system and the brake run layout would be designed. A final design for the brake was determined and it was found that a total of 12 brakes would be needed with a maximum braking distance of 53.6 m in order to stop a roller coaster travelling at its top speed and loaded to maximum capacity. This design is derived from theoretical calculations, but is within the realm of feasibility.
Abstract: Many existing amusement parks have been operated
with assistance of a variety of information and communications
technologies to design friendly and efficient service systems for
tourists. However, these systems leave various levels of decisions to
tourists to make by themselves. This incurs pressure on tourists and
thereby bringing negative experience in their tour. This paper
proposes a smart amusement park system to offer each tourist the
GPS-based customized plan without tourists making decisions by
themselves. The proposed system consists of the mobile app
subsystem, the central subsystem, and the detecting/counting
subsystem. The mobile app subsystem interacts with the central
subsystem. The central subsystem performs the necessary computing
and database management of the proposed system. The
detecting/counting subsystem aims to detect and compute the number
of visitors to an attraction. Experimental results show that the
proposed system can not only work well, but also provide an
innovative business operating model for owners of amusement parks.
Abstract: Since the initial creation of the Barbie doll in 1959, it
became a symbol of US society. Likewise, the Licca-chan, a Japanese
doll created in 1967, also became a Japanese symbolic doll of Japanese
society. Prior to the introduction of Licca-chan, Barbie was already
marketed in Japan but their sales were dismal. Licca-chan (an actual
name: Kayama Licca) is a plastic doll with a variety of sizes ranging
from 21.0 cm to 29.0 cm which many Japanese girls dream of having.
For over 35 years, the manufacturer, Takara Co., Ltd. has sold over 48
million dolls and has produced doll houses, accessories, clothes, and
Licca-chan video games for the Nintendo DS. Many First-generation
Licca-chan consumers still are enamored with Licca-chan, and go to
Licca-chan House, in an amusement park with their daughters. These
people are called Licca-chan maniacs, as they enjoy touring the
Licca-chan’s factory in Tohoku or purchase various Licca-chan
accessories. After the successful launch of Licca-chan into the
Japanese market, a mixed-like doll from the US and Japan, a doll,
JeNny, was later sold in the same Japanese market by Takara Co., Ltd.
in 1982.
Comparison of these cultural iconic dolls, Barbie and Licca-chan,
are analyzed in this paper. In fact, these dolls have concepts of girls’
dreams. By using concepts of mythology of Jean Baudrillard, these
dolls can be represented idealized images of figures in the products for
consumers, but at the same time, consumers can see products with
different perspectives, which can cause controversy.
Abstract: (European) theme parks invest approximately 10 percent of their yearly turnover into new rides and park improvements. Without these investments these parks assume not to be a very competitive and appealing daytrip for their target audiences. However, the impact of investments in attracting new visitors is not well-known and seems to differ dramatically between parks. This paper presents a case study from the Netherlands in which a small amusement park applied a suggested, not yet proven, investment method. The results of the investment are discussed in (a) the form of return on investment and (b) the success of the predictions with regard to this investment. Suggestions for future research are presented.