Emergency Response Organization through Enterprise Engineering
Perspective
Natt Leelawat and Junichi Iijima
Department of Industrial Engineering and Management, Tokyo Institute of Technology,
2-12-1-W9-66 Ookayama, Meguro-ku, Tokyo 152-8552, Japan
Keywords: Design and Engineering Methodology for Organizations, Disaster Management, Enterprise Engineering.
Abstract: Despite the best preparedness of prevention, natural disaster can strike to everyone. Emergency response is
a vital action for saving people from loss and damage. We select 2011 Thailand floods, one of the costliest
disasters, as our case study. This paper focuses on lifesaving processes including rescue management,
temporary evacuation shelter management, and relief management. In order to understand the whole sketch
of the emergency response organization, it is necessary to know the essence of the overall processes. The
research objective is to find out essential components of the emergency response organization to be
guideline for emergency management. It is conducted through analysis and comparison with other cases.
Based on literatures and face-to-face interviews with officers from related organizations, the general
emergency response activities are visualized by DEMO. The findings can suggest fundamental transactions
to policy-and-decision makers to put forward their plan for the upcoming disasters.
1 INTRODUCTION
Nowadays, people in many countries encounter
various types of natural disasters. According to the
International Disaster Database (http://www.em-
dat.net), Thailand Floods in 2011 and China’s
Yangtze River Floods in 1998 are ranked in the top
ten of the world costliest natural disasters between
1990-2011. In addition, floods are also shown in
seven positions in the top ten most disruptive natural
disasters. Flood is the most frequent and common
natural disaster occurred around the world (Coppola,
2011). It motivates us to start focusing on this
disruptive disaster.
Despite the well-prepared documents in order to
prevent the natural disaster, a long period of
disappeared disasters can decrease the attention and
preparation of people. When a disaster impact, the
emergency response is a vital task of the country.
The most important thing is people’s lifesaving. This
study focuses on this crucial phase of the disaster
management. Besides a number of disaster manuals,
what we should know is a big picture of the overall
process. In Thailand, there are some plans published
by government, but many of them provide text-
based explanation with various detail. This research
set the objective to find out the essential components
of the disaster emergency response. Through the
perspective of enterprise engineering, this paper uses
a 2011 Thailand Floods case to analyze the
emergency response of flood disaster and visualizes
its ontological models. The models have been
revised according to the comments from the actual
officers who participated in the processes. In
addition, we also make a comparison with previous
literatures.
This research makes contribution in both
academic and practice aspects. As for academia, this
paper performs a thorough study of disaster
emergency management issues using DEMO
(Design and Engineering Methodology for
Organizations). The proposed models can be used as
reference models to be expanded for future study.
This is also one of the first empirical studies using
DEMO on the emergency response management in
large-scale natural disaster in developing country
(i.e., Thailand). As the research objective is to
visualize the emergency response organization and
search for necessary components, it can be used for
ordinary people, policy makers, or related-role
persons to easily understand the essence of the
emergency response in disaster. The findings can
support the decision maker to create the plan for the
upcoming disasters.
148
Leelawat N. and Iijima J..
Emergency Response Organization through Enterprise Engineering Perspective.
DOI: 10.5220/0004520901480155
In Proceedings of the International Conference on Knowledge Engineering and Ontology Development (KEOD-2013), pages 148-155
ISBN: 978-989-8565-81-5
Copyright
c
2013 SCITEPRESS (Science and Technology Publications, Lda.)
The next section mentions our approach, the
concept of the enterprise engineering and a selected
modeling language, DEMO. The third section
reviews previous studies. The fourth section explains
the background of emergency response in Thailand.
The fifth section describes data collection and data
analysis. Finally, the last section explains the
discussion and conclusion.
2 ENTERPRISE ENGINEERING
AND DEMO
2.1 Enterprise Engineering
Following the first wave of data systems engineering
and the second wave of information systems
engineering, it is the era of enterprise engineering
(Dietz and Hoogervorst, 2008). Enterprise refers to
“all kinds of organized activity” (Dietz and
Hoogervorst, 2012) such as government agencies,
private companies, academic institutes, and projects,
etc. It is an interdisciplinary field focusing on
investigation of each aspect of the enterprise,
including business process, information flow, and
organizational structure (Dietz, 2006). Dietz and
Hoogervorst (2012) concluded from a century of
enterprise development that there are three
objectives of the development: “employee
empowerment”, “mastering complexity”, and “unity
and integration”. As a result, they proposed the
principles of enterprise engineering, which consist of
“distributed operational responsibility”, “transaction
based organization”, “actor based modularity”,
“technology independent essence”, “function
construction alternation”, “strategy-operation
alignment”, and “distributed governance
responsibility” (Dietz and Hoogervorst, 2012). Dietz
and Hoogervorst (2012) also mentioned that while
most of the current modeling tools (e.g., BPMN)
cannot achieve the enterprise engineering principles,
DEMO has capability to demonstrate the validity of
some principles.
2.2 DEMO
DEMO is an enterprise engineering modeling
language for analyzing and visualizing the business
processes in order to understand the essence of the
organization (Dietz, 2006; Dietz and Hoogervorst,
2008, 2012). DEMO was developed by Prof. Dietz.
The essential model of DEMO can be described
within an A4 or A3 size paper, which other current
modeling methodologies cannot reach this
abstraction level (Dietz and Hoogervorst, 2008).
Until now, DEMO has been used to study in various
areas and cases (e.g., Barjis (2009), Mongula (2009),
Op ‘t Land et al. (2009), Tang et al. (2012), Yoshie
(2012), Yoshie and Iijima (2012)). According to
Dietz (2006), DEMO contains the ontological aspect
models (i.e., high-level-abstraction model) and a
method for development of those aspect models. As
shown in Figure 1, the ontological aspect models
consist of “Construction Model”, “Process Model”,
“Action Model”, and “State Model” (Dietz, 2006).
The Construction Model can explain the identified
transaction types and the associated actor roles. It is
the most concise model among the aspect models.
Construction model is considered as a “white-box
model”, as same as the “essential (ontological)
model of an enterprise” (Dietz and Hoogervorst,
2012).
Figure 1: Ontological Aspect Model (Dietz, 2006).
According to Dietz (2006), there are two models
embedded in the Construction Model: “Interaction
Model” and “Interstriction Model”. While the
Interaction Model shows “the active influences
between actor roles”, the Interstriction Model shows
“the passive influences between actor roles”.
In the Interaction Model, the Actor Transaction
Diagram or ATD is a collection of the related
transaction type. The legend of ATD is shown in
Figure 2. Actor role is an operating unit of an
organization. The composite actor role is the
environment actor role. The initial link connects the
actor who is the initiator to the transaction type. The
executor link connects the actor who is the executor
to the transaction type. The line highlighted by grey
color is the boundary, which is used to separate the
composition and the environment (Dietz, 2006).
The Transaction Result Table (TRT) is a table
that shows the specification of the transaction type.
TRT includes the information of transaction type,
transaction type name, and the result of transaction
type (Dietz, 2006).
The pizzeria case (Dietz, 2006) is frequently
used to describe the concept of DEMO. The ATD of
the pizzeria case is shown in Figure 3 while the TRT
EmergencyResponseOrganizationthroughEnterpriseEngineeringPerspective
149
Figure 2: Legend of ATD (Dietz, 2006).
The pizzeria case (Dietz, 2006) is frequently used to
describe the concept of DEMO. The ATD of the
pizzeria case is shown in Figure 3 while the TRT is
shown in Table 1. For instance, when customer
wants to purchase pizza, the customer requests a
completer to complete the transaction for that
purchase. Then, the completer requests a baker to
prepare baking the pizza. The Interaction Model can
be described in terms of ATD and TRT such as in
TRT, transaction ‘T01 completion’ has a result type
as ‘R01 purchase P has been completed’; in ATD,
the CA01 customer is an initiator of the transaction
‘T01 completion’ and A01 completer (of the
pizzeria) is the executor of this transaction.
Figure 3: ATD of pizzeria case (Dietz, 2006).
Table 1: TRT of Pizzeria Case (Dietz, 2006).
Transaction
type
Result type
T01 completion
R01 purchase P has been
completed
T02 preparation R02 purchase P has been prepared
T03 payment R03 purchase P has been paid
T04 delivery R04 purchase P has been delivered
ATD and TRT are used to visualize in our case
study. To make it simple and easy to understand
with the real practice/functional type, we also show
the actual existing initiators and the actual existing
executors in the TRTs.
3 LITERATURE REVIEWS
3.1 Flood Control Domain
in the Netherlands and USA
Mongula (2009) studied and developed enterprise
ontology to describe how flood control domain is
operated. She identified the essential operations and
showed the interrelationships between the identified
essential operations. Her study demonstrated how to
develop general models using DEMO. Her findings
show that most of the actors (i.e., initiator and
executor) can be mapped to the real existing
organization in both the Netherlands and the United
States, except only some differences in terms of
relationship (e.g., a hierarchical relationship in US
and a horizontal relationship in the Netherlands).
3.2 Emergency Response
from Earthquakes in Japan
Yoshie (2012) and Yoshie and Iijima (2012) studied
the emergency response in Japan through the
interviews and document reviews of Hanshin-Awaji
Earthquake in 1995 and Niigata-Chuetsu Earthquake
in 2004. DEMO was used to identify the essential
operations and develop the general model. Although
two earthquakes occurred in different time periods,
different cities, different local governments, there
were common operations and some optional
operations depended on “scale of damage”,
“characteristics of the region”, and “timing of the
disaster”.
Those mentioned studies focus on disaster
management in the developed countries and the
countries frequently encountered the natural
disasters. Nevertheless, there is a limited study
focused on developing countries, especially some
countries which have less experience in large natural
disaster. Although some countries found the low
possibility of flood, but since the current global
warming and various environmental impacts on our
beloved planet, it is necessary for all countries to
pay attention to it. This study focuses on this point
and tries to fill this gap.
4 2011 THAILAND FLOODS
During the floods, Thai government set up Flood
Relief Operation Center (FROC) to be a center for
coordinating the request and delivery of aid (FROC,
2012). For the response of floods, the army, naval,
and air force personnel were assigned to flood-
related efforts including focusing on water
management, care and assistance for people in
needs, managing relief supplies and supporting other
organizations. Despite many organizations helped
and supported at that time, the soldiers seems to be
main executor in the emergency response due to the
large number of soldiers and their prompt
KEOD2013-InternationalConferenceonKnowledgeEngineeringandOntologyDevelopment
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equipment.
Many places were assigned to be temporary
evacuation shelter such as universities (e.g.,
Thammasat University), schools, temples, and even
airport and government complex center.
The relief was donated and supported by both
public and private sectors, including overseas (e.g.,
Japan).
In this paper, among various plans in the
response phase listed by Thailand’s Office of the
National Water and Flood Management Policy
(2012), due to the importance, we selected to focus
on rescue management, temporary evacuation
shelter management, and relief management, which
are the vital activities directly related to the life of
people.
5 DATA COLLECTION AND
ANALYSIS
5.1 Data Collection
The interviews were conducted in Thailand during
September 2012, together with the document
collection. The interviews and documents were
mainly in Thai language. We conducted the face-to-
face oral interviews with thirteen officers from
related organizations with flood (e.g., Royal Thai
Army (RTA), Royal Thai Air Force (RTAF),
Bangkok Metropolitan Administration, Khukhot
Municipality). Since all of the interviewees
encountered the real experience of Thailand Floods
situation, we aim to find out the real processes from
their experience. The semi-structured interviews
were conducted. The questions were set to focus on
the whole image and continued with the open
discussion to gather the detail of each transaction.
While each specific area has different detail in some
transactions, we requested the interviewees to
provide the general information for us. The
examples of question consist of “What kind of
process or activity did your organization have
during 2011 Thailand Floods?”, “Let’s assume that
[transaction] has been done, what is the next step?”,
“Who was the initiator of that transaction/activity?”,
etc. As mentioned, we focus on three plans of the
response phase, which are directly related to the life
of people during the disaster. We examined in
contrast and similarity with the previous researches
(Mongula, 2009; Yoshie, 2012; Yoshie and Iijima,
2012). The comparison went through the ATD and
TRT. The first version models were sent to the
related officers who played related roles in 2011
Thailand Floods via e-mails. We explained our
models and discussed for the correctness,
completeness, findings, and suggestion. The models
in this paper have been revised according to their
comments.
5.2 Analysis of Rescue Management
The ATD can be seen in Figure 4 and the TRT is
shown in Table 2.
Figure 4: ATD of rescue management.
Table 2: TRT of rescue management.
Transaction
type
Result type
Actual
initiator
Actual
executor
T01 rescue
completion
R01 rescue
R for victim
V has been
completed
Victim
FROC,
call center
(pub./pvt.)
T02 rescue
organization
R02 rescue
R for victim
V has been
organized
FROC,
call center
(pub./pvt.)
Soldier
base,
Found.,
volunteer
T03 rescue
R03 rescue
R for victim
V has been
executed
Soldier
base,
Found.,
volunteer
Command
ing center
leader (or
member),
volunteer
T04
flooded-area
rescue
R04
flooded-
area rescue
FR of
rescue R for
victim V has
been
executed
Command
ing center
leader
Public
service
unit
T05 first aid
R05 first aid
of rescue R
for victim V
has been
executed
Command
ing center
leader
Corpsman
(or doctor)
T06
treatment
R06
treatment T
of rescue R
for victim V
has been
executed
Victim Doctor
One problem of the actor role was found in the
rescue management. In the real situation, some
EmergencyResponseOrganizationthroughEnterpriseEngineeringPerspective
151
victims sent requests to many available call centers
(actor role: request completer, A01). Then, the
duplicated requests were executed by different route
of executors (e.g., RTA, RTAF, private
organization, volunteer) in the next transaction
(T02). It implies the lack of information sharing
among organizations and the duplicated actual
executors.
Table 3: Comparison of transactions in rescue
management.
Case Transaction
Thailand floods -Rescue completion
-Rescue organization
-Rescue
-Flooded-area rescue
-First aid
-Treatment
Great Hanshin-
Awaji Earthquake
(Yoshie, 2012)
-Rescue and search
-Dead-body management
-Coffin procurement
-Autospy
-Identification
-Missing-people cinsulting
-Consultation-system establishing
-Patrol enforcement
Niigata-Chuetsu
Earthquake
(Yoshie, 2012)
-Rescue and search
-Dead-body management
-Patrol enforcement
The Netherlands
(and USA) floods
(Mongula, 2009)
-Decide evacuation
-Complete evacuation
-Mobilize evacuation resource
-Implement evacuation
-Cordon off evacuated area
-Cordon off arrangement
-Mobilize cordon off
The comparison of transactions is shown in Table 3.
According to the Great Hanshin-Awaji case, there
are eight transactions, while Niigata-Chuetsu case
has only three transactions. Meanwhile, the
Netherlands case shows seven transactions. Rescue
management in Thailand seems to focus on rescuing
victim from their residences, meanwhile two Japan
cases focus on searching for dead bodies, and the
Netherlands and USA focus on implementing
evacuation and cordon off the area.
5.3 Analysis of Temporary Evacuation
Shelter Management
The ATD can be seen in Figure 5 and the TRT is
shown in Table 4.
As shown in Table 5, by comparing between the
shelter management of Thailand and Japan cases,
most of the transactions are similar. Only a few
transactions cannot be seen in Japan cases such as
Figure 5: ATD of temporary evacuation shelter
management.
raft building, traffic management, while hotel usage
support is on the vice versa. As for the Netherlands
(and USA), there are four transactions: “take shelter-
care measure”, “shelter set up”, “mobilize shelter-
care resource”, and “implement shelter-care
measure”.
Table 4: TRT of temporary evacuation shelter
management.
Transaction
type
Result type
Actual
initiator
Actual
executor
T01 shelter
set up
R01 shelter S
has been set up
at Place P
Camp
chief
Camp
chief
T02
reception
R02 reception
R for victim V
has been
executed to be
immigrant I at
shelter S
Victim
Shelter co-
ordinator
KEOD2013-InternationalConferenceonKnowledgeEngineeringandOntologyDevelopment
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Table 4: TRT of temporary evacuation shelter
management (Cont.).
T03 shelter
operation
R03 the shelter
S has been
operated
Camp
chief
Camp
chief
member)
T04 daily
necessity
supply
R04 daily
necessity
supply D has
been executed
at shelter S
Camp
chief
Army,
volunteer,
relief
center
T05 cooking
R05 cooking C
at shelter S has
been executed
Camp
chief
Shelter
staff,
volunteer
T06 cleaning
R06 cleaning
CL at shelter S
has been
executed
Camp
chief
Shelter
staff,
volunteer
T07
equipment
fixing
R07 equipment
E at shelter S
has been fixed
Camp
chief
Shelter
staff,
volunteer
T08
consulting
R08 consult C
at shelter S has
been executed
Camp
chief
Shelter
staff,
volunteer
T09 raft
building
R09 raft R at
shelter S has
been built
Camp
chief
Shelter
staff,
volunteer
T10 Security
guarding
R10 security at
shelter S has
been guarded
Camp
chief
Shelter
staff,
volunteer
T11 report
writing
R11 report R
at shelter S has
been written
Camp
chief
Shelter
staff
T12 food
distribution
R12 food F at
shelter S has
been
distributed
Camp
chief
Shelter
staff,
volunteer
T13 health
management
R13 health
management at
shelter S has
been executed
Camp
chief
Shelter
nurse
shelter
staff,
volunteer
T14
treatment
R14 immigrant
I at shelter S
has been
treated
Camp
chief
Doctor
T15 traffic
management
R15 traffic at
shelter S has
been managed
Camp
chief
Police
officer
T16 original
residence
survey
R16 original
residence of
immigrant I at
shelter S has
been surveyed
Camp
chief
Army,
police
officer,
civil
protection
volunteer
T17 animal
management
R17 animal A
at shelter S has
been managed
Camp
chief
Shelter
staff,
Volunteer
T18 donation
receiving
R18 donation
D at shelter S
has been
received
Donator
(indiv./
mfg.
/org.)
Donation
manager
Table 4: TRT of temporary evacuation shelter
management (Cont.).
T19 donation
stock
management
R19 donation
stock DS at
shelter S has
been managed
Donation
stock
manager
Donation
stock
manager
T20 check
out
R20 immigrant
I at shelter S
has been
checked out
Immigra
nt
Shelter co-
ordinator
T21 shelter
withdraw
R21 shelter S
has been
withdrawn
Camp
chief
Camp
chief
Table 5: Comparison of transactions in temporary
evacuation shelter management.
Case Transaction
Thailand floods -Shelter set up
-Reception
-Shelter operation
-Daily necessity supply
-Cooking
-Cleaning
-Equipment fixing
-Consulting
-Raft building
-Security guarding
-Report writing
-Food distribution
-Health management
-Treatment
-Traffic management
-Original residence survey
-Animal management
-Donation receiving
-Donation stock management
-Check out
-Shelter withdraw
Great Hanshin-
Awaji Earthquake
and Niigata-
Chuetsu
Earthquake
(Yoshie and
Iijima, 2012)
-Shelter set up
-Evacuee reception
-Evacuee checkout
-Shelter operation
-Hotel usage support
-Daily necessities supply
-Cooked food distribution
-Health management
-Animal protection [management]
-Volunteer support
-Shelter withdraw
-Request collection
-Mental health care
The Netherlands
(and USA) floods
(Mongula, 2009)
-Take shelter-care measure
-Shelter set up
-Mobilize shelter-care resource
-Implement shelter-care
EmergencyResponseOrganizationthroughEnterpriseEngineeringPerspective
153
5.4 Analysis of Donation/Relief
Management
The ATD of the donation/relief management can be
seen in Figure 6 and the TRT is shown in Table 6.
Figure 6: ATD of donation/relief management.
Table 6: TRT of donation/relief management.
Transaction
type
Result type
Actual
initiator
Actual
executor
T01
donation
receiving
R01 donation
D has been
received
Donator
(indiv./
org.)
Relief
center
T02
donation
stock
managemen
t
R02 donation
stock DS has
been managed
Relief
center
manager
Relief
center
manager
T03
preparation
R03 the
preparation
has been
prepared
Relief
center
manager
Relief
center
staff
T04 demand
receiving
R04 demand
DM has been
received
Victim,
Rescuer
Call
center
(pub./pvt.)
T05
distribution
R05 relief-
supply bags
for demand
DM have been
distributed
Relief
center
manager
Army,
rescuer,
Private
organizati
on
While Thailand’s donation management consists of
donation receiving, donation stock management,
preparation, demand receiving, and distribution.
Japan cases show donation-related transactions in
food-and-necessary-goods guarantee process. Those
transactions consist of demand receiving and
distribution. Unfortunately, the information about
donation management is not available in the
Netherlands (and USA) case.
6 DISCUSSION
AND CONCLUSIONS
This research studies and analyzes the emergency
response in flood disaster by using 2011 Thailand
Floods as a case study. DEMO is our selected
modeling language in this study. It provides a very
compact form that describes abstraction and clear
definition of authorities and responsibilities. As a
result, three models have been drawn by ATD and
TRT to show the essence of those processes in the
compact form. According to the comments from the
related officers after we explained our models, they
mentioned that our models provide easy-to-
understand and clear concept of emergency response
organization. By applying DEMO, we can obtain the
compact model that explains the whole sketch of the
organization. The discussion of our findings will be
provided in this section.
First, the rescue management shows various
different points among different types of disaster and
different countries. The first difference is the more
focus on dead-body management in the earthquake
due to the characteristics of the disaster, which has
high possibility to immediately cause a large number
of deaths while the large-scale floods have less
chance. As for the aspect of the difference between
Thailand and the Netherlands (and USA), the large-
scale flood has fewer chances to happen in Thailand
than the Netherlands. According to the interviews,
we found that many Thai people, especially in
metropolitan area, still stayed in their residences
(e.g., second or third floor, roof of the house) instead
of evacuating since the early warning
announcement, because they had no experience and
could not imagine and believe that the high-level
water would encounter their homes. As a result,
Thailand needs to provide a number of transactions
that focus on rescuing the victims from their
residences, providing first aid, and transferring
patient, instead of evacuation in the early stage and
cordon off evacuated area like the Netherlands and
USA. Moreover, by applying DEMO, we can
understand the problem of actor role (i.e., duplicated
actual executors) clearer.
Second, surprisingly, the shelter management
shows only a few differences between the
earthquake cases in Japan and the flood case in
Thailand. Thus, this result can suggest the main
components of shelter management. A few
differences appear only in some specific transactions
such as raft building. It can interpret in the aspect of
disaster characteristic culture. The early Thai
settlement tended to establish near canals and rivers
due to the livelihood of inhabitants developed
mainly on water (Chaichongrak et al., 2002). The
culture and lifestyle seem to influence the specific
transaction when there was disaster.
KEOD2013-InternationalConferenceonKnowledgeEngineeringandOntologyDevelopment
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Third, from both Thailand and Japan cases, the
common transactions of donation management
include donation receiving and demand receiving.
Thailand focuses on having the center of donation.
There were many public and private donation
centers during that time. Each center can understand
the need of people by receiving their demands.
In summary, it is necessary to pay attention to
the type of the disaster together with the experience
of the country. As for flood disaster in less-
experienced area, it is suggested to include request
completion, rescue organization, rescue, flooded-
area rescue, first aid, and treatment as transactions.
For the temporary evacuation shelter
management, regardless the activities for specific
disaster, its common components consist of shelter
set up, reception, shelter operation, daily necessary
supply, cleaning, security guarding, report writing,
food distribution, health management, treatment,
animal management, check-out, and shelter
withdraw. In line with Coppola (2011), the shelter
management can be set the guideline with common
components for most type of the disasters.
Lastly, as for the donation or relief management,
the policy maker should consider the nature of
country and disaster. The public and private sectors
are suggested to think of the feasibility to manage
the donation.
Despite reaching our research objective to find
the necessary components of emergency response
management, this research can be interpreted in
terms of limitations. First, the geographical, policy,
and experience specification in Thailand and the
comparative studies may not generalize the model in
some specific aspects. Second, it is still considered
as a small number of comparisons in this study.
Third, although we selected three lifesaving
important activities to analyze, there are other
activities needed to examine for the policy makers.
For further study, it is possible to analyze more
cases of emergency response in order to create the
more general models and find out the similarities
and differences between more and less experienced
countries, and between different geographical and
cultural areas. Other activities of the emergency
response can be further investigated. The future
study also can be expanded to compare these models
with other approaches (e.g., BPMN, Petri nets,
Responsibility Modeling) or considering other
interesting quantitative dimension (e.g., cost, time).
ACKNOWLEDGEMENTS
This research was supported by Risk Solutions in
Engineering Systems Project of Tokyo Institute of
Technology. The authors would like to acknowledge
all reviewers, interviewees, Assoc. Prof. Chalie
Charoenlarpnopparut (Thammasat University), 1
st
Lt. Yossapong Watcharakue (RTA), and Flg.Off.
Karn Uekthongjom (RTAF) for their comments and
suggestion.
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