TOPIC_1_-_INTRODUCTION_TO_OPERATIONS_AND_SERVICES
ASQ-1 Operation Manual
ALM035’ASQ-1’Operation ManualVersion0.31-Firmware007July5,2023Contents1INTRODUCTION2 2FEATURES2 3TECHNICAL SPECIFICATIONS24OPERATION34.1Panel Layout (3)4.2Usage Overview (3)4.3Clocking (3)4.4Sequence Mode (5)4.5Quantiser Mode (7)4.6Pattern Mode (7)4.7Saving&Loading Patterns (8)5GLOBAL OPERATIONS95.1Global Transpose (9)5.2Global Load for both Sequences or all Triggers (9)6KEY REFERENCE10 7LIMITED WARRANTY11 8SUPPORT129APPENDIX139.1I.Factory Reset (13)9.2II.Firmware Update and Sequence Backup (13)9.3III.Sequence Backup (13)1INTRODUCTIONThe ASQ-1is a multi mode Eurorack sequencer.It can simultaneously sequence two CV/GATE and four trigger patterns,as well as perform synchronised quantisation of an external CV sig-nal.Programming of all patterns is performed using familiar classic paradigms–SH101style step-time note entry and classic drum machine pattern editing–with satisfying mechanical computer style keys.Pattern position,step info,length and clock division settings are communicated via the keys and LEDs.Through simple key combinations,global and performance oriented features such as mutes,transposition and saving/loading patterns are available.ASQ-1is designed to be a simple,immediate sequencer ideally suited to quickly jamming out ideas,having happy accidents and performing live.It is intended to be a fun and hands on alternative to the many increasingly complex hardware sequencers out there.2FEATURES•2x‘step time’CV/Gate sequencers.•4x trigger sequencers.•External CV quantiser.•Internal and external clocking.•Pattern saving and loading.•Spacious,performance oriented interface.•All settings remain between power cycles.•USB-C for quick and easy‘drag and drop’firmware updates via computer.•Skiff friendly with reverse power protection.•Made in England.3TECHNICAL SPECIFICATIONS•Size:32HP•Power:+12v50ma/-12v10ma•Depth:32mm(approx)•0-5V16bit DAC outputs4OPERATION4.1Panel LayoutActive mode selection Note sequencer CV / Gate outputs Quantiser CV in and out Pattern sequencer trigger outputsNote keysClock and reset inputsOctave / pattern length buttons Play / Store buttons Hold / Length button Rest / Divide button4.2Usage OverviewASQ-1offers 2x step time (aka ’SH-101’)style sequencers,a quantiser and 4drum machine style trigger pattern sequencers.Pressing the Mode button cycles through each of the Sequencer ’modes’with the associated LED indicating which mode is currently active.When active,a mode can be interacted with -i.e sequence event editing,saving,loading,etc.Pressing the Play button toggles playback of all the sequence modes.4.3ClockingASQ-1features an internal clock which will be used if no external clock is patched.You can change the speed of the internal clock whilst holding Play and clicking the octave up &down buttons to change the playback tempo by +/-BPM.Pressing Play will reset all sequences back to the beginning.It is however STRONGLY recommended an external clock is used.This will give finer control and the ability to ’pause’the clock.NOTE:With an external clock patched,the clock needs to be running for ’Play’to advance steps.If you’re using Pamela’s NEW Workout,Patch a channel’s clock output into clock and the ’trig-ger on stop’output into reset.With this patched,stopping Pam will automatically reset the ASQ-1to the beginning of the sequence(otherwise you’d need to press play twice to manually reset).Syncing to external Din Sync like clocks is also supported(24PPQN clock into clock and’run’gate into Reset-also see ALM-UT001).To enable this feature,hold Play and Hold whilst pow-ering the unit.Repeat to disable.NOTE:When DIN Sync support is enabled internal clocking will be disabled4.4Sequence ModeThe sequencer modes work primarily as’step time’sequencers where each sequencer step(or clock tick)advances automatically as note,rest or hold information is input.Sequences can be any length(up to128steps).To begin inputing a sequence,first make sure playback is inactive(LED not lit,if so deactivate by clicking Play),then press the Store button.This will clear any current sequence and prepare the sequencer for step input(only for the selected mode).Each note step is entered via the mechanical note keys.The octave buttons can be used to set the octave offset of the keyboard.Pressing the Hold or Rest buttons will add a hold(extends the last entered note to the next)or rest step.Holding down a note key whilst pressing another will add a slide between the notes.A red LED on the bottom row of8white note keys will indicate the current length of the inputted sequence.Once the sequence is input,press the Store button again to end input.Pressing Play will now start playback of the input sequence(note if you have an external clock patched make sure it is running!)During playback,the current playback position(within current8steps)is shown via a white key’s red LED.A note key with the green led lit shows the currently playing note.Whilst playback is happening,the sequence can be transposed by pressing any note key. Pressing the lowest C will remove(i.e rest)any transposition.Holidng either Octave button whilst pressing the note key will transpose up/down by an extra octave.Transposition mode can be toggled by holding Play and clicking Hold.When disabled you can jam over the top of patterns without recording,useful for autioning overdubs.Note the setting is not saved across power cycles.Note also Transpostion with be disabled automatically if the sequence length is0.The playback speed of each sequence can be divided down by holding Rest and pressing any black note key with C#being x1,D#/2,etc.(see below for divisions).The length of the pattern can be changed by holding Hold and using the octave buttons to increase the number steps by increments of8.The octave LEDs show the total length with each octave LED representing8steps.As the number of pages increases,the rightmost LED will light to represent+32steps and the A#key will light to represent+64steps.If the desired step count is not a multiple of8,continue holding Hold and select the last step with one of the white note keys.The pattern can be cleared by reducing the length down to0 steps with the octave buttons.Examples of different pattern lengths shown with the octave and A#LEDs:If Store is pressed whilst playing,overdub mode will become active(both store and play LEDs lit).Anything played in live on the note keys will then be overdubbed onto the sequence.Press Store again to exit overdub mode.Pressing or holding Rest will delete notes from the se-quence.Whilst in Overdub mode,double clicking Store will roll any overdubs back exit overdub mode to play.An inputted pattern can be saved by holding Store and pressing any note key(to save the pat-tern to any of13slots).To recall,hold Play and press the relevant note key.The new sequencewill play when the current finishes.One set of13slots is shared between both step time se-quencers.Holding Store and pressing Oct down will reverse the order current sequence data.Holding Store and pressing Oct up will randomly shuffle the current sequence data.Note you can ’undo’a shuffle by performing the shuffle in overdub mode and then double tapping Store to undo.4.5Quantiser ModeThe built in quantiser maps any CV at the quantise input to the nearest selected musical note at the e the note keys to set which notes to quanitise too(LEDs will light).Quanitsation note changes happen on each clock pulse whilst the sequencer is playing.The LED of the currently quantised key/note will flash,with the octave LEDs displaying the note’s octave.The quantisation speed can be divided down by holding Rest and pressing a black note key, just like with the sequencer.Quantisation setups can also be saved and loaded just like sequences by holding Store/Play and pressing one of the13note keys.4.6Pattern ModePattern mode allows for clocked trigger type patterns to be created in a classic drum machine style.There are4trigger pattern sequencers.Pattern steps are represented by the8white keys.A lit LED means an active step.Pressing a key will toggle a step’s active state.You can navigate across more than8steps with the octave buttons.The length of the pattern can be set by holding Hold and pressing an octave button(for steps of8)or by pressing a white key(for a non8length),just like the note sequencers.When/Hold is held,The octave LEDs show the total pattern length,with each octave LED representing8 steps and the end LED representing+32steps.The maximum length of each trigger pattern is64steps.Steps can be entered in real time with the sequence playing.By default,page changes follow playback.The octave LEDs change to represent the current page.Pressing an octave button once whilst playing disables’pattern follow’and you will then be able to manually navigate through the pattern pages via the octave buttons.Pressing Store whilst playing activates tap rhythm mode.Tapping any key will then overdub active trigger steps into the currently playing pattern.Holding Store and pressing Oct down will reverse the order current sequence data.HoldingStore and pressing Oct up will randomly shuffle the current sequence data.4.7Saving&Loading PatternsThere are13memory banks for each of the2pitch sequencers,13for quantiser scales,and another13for each of the4pattern sequencers.The banks correspond to the keyboard note keys.To save the currently selected mode’s pattern to a bank hold Store and press a note key.To load from a bank to the currently selected mode hold Play and press a key.The new pattern will begin playing after the currently playing pattern ends.Patterns saved in the ASQ-1memory can be easily copied to a computer for backing up or future use.See Appendix III for details.The lasted loaded(or saved)bank will be indicated by the note key led flashing whilst Play is held.5GLOBAL OPERATIONS5.1Global TransposeBoth step time sequences and the quantiser can be transposed together by holding Mode and pressing any note key.Note this is independent of any local transpositions.5.2Global Load for both Sequences or all TriggersHolding Mode+Play and pressing any Note key will queue load the both sequencers pattern (If a step sequencer active)or all4trigger patterns(If a trigger pattern active)for pressed Note key.6KEY REFERENCE•’Mode’-activate next mode.•’Mode+Octave’-prev/next mode.•’Mode+Note’-’Global’transpose of both sequencers and quanitser.•’Mode+Play+Note’-’Global’load of both sequencers or all patterns.•’Hold+Octave’-change pattern length(in steps of8).Length of zero clears.•’Hold+Note’-change pattern length(non/8lengths).•’Hold+Rest’-toggles muting the output of the currently active mode.•’Rest+Black Key’-change clock divider(black key LED shows currently set).•’Store+Note’-save current pattern to selected note bank.•’Store+Oct Down’-Reverse the playback of the current sequence step data.•’Store+Oct Up’-Randomly shuffle the current sequences step data.•’Play+Note’-load a pattern from selected note bank.•’Play+Hold’-toggle transpose in sequence mode.•’Play+Octave’-change tempo in BPM steps(with no external clock patched).7LIMITED WARRANTYFrom the date of manufacture this device is guaranteed for a period of2years against any manufacturing or material defects.Any such defects will be repaired or replaced at the dis-cretion of ALM.This does not apply to;•Physical damage arising for mistreatment(i,e dropping,submerging etc).•Damage caused by incorrect power connections.•Overexposure to heat or direct sunlight.•Damage caused by inappropriate or mis-use including physical’modding’.•Use of incorrect or non official firmwareNo responsibility is implied or accepted for harm to person or apparatus caused through op-eration of this product.By using this product you agree to these terms.8SUPPORTFor the latest news,additional info,downloads and firmware updates please visit the ALM website at and follow@busycircuits on twitter and instagram.Questions?email*********************.9APPENDIX9.1I.F actory ResetWhen powering,hold the mode key and wait for all octave LEDs to light.This will clear all saved sequences and any settings back to factory state.9.2II.Firmware Update and Sequence BackupWith the unit unpowered,connect a USB cable from the port at the left side of the PCB(near the Mode button)to a computer.The ASQ-1will appear as a standard removable storage de-vice.Copy a valid firmware file to the root directory to update.When complete,ASQ-1will automatically eject once the update completed and is ready to use powered normally(any ’unmount’errors from the computer can be safely ignored).To query the installed firmware version,Power on the ASQ1with just the play button held.The white note key LEDs will light to indicate the installed firmware version number.The Store button LED will light if Din Sync mode is enabled.This feature is only available from version 007onwards.9.3III.Sequence BackupTo back up saved sequences,connect the ASQ-1to a computer(the same as performing a firmware update).Copy the’ASQ1SEQ.BAK’file from the ASQ-1root directory to the desired back up location on your drive.A previous backup may be copied back to the ASQ-1to replace the existing sequences stored in the memory.。
客户关系管理外文文献1
A STUDY OF CUSTOMER-ORIENTED SERVICE ENHANCEMENT SYSTEM(COSES) FOR THE PUBLIC SECTORChi-Kuang Chen*,Chang-Hsi Yu* and Hsiu-Chen Chang** *Department of Industrial Engineering and Management, Yuan Ze University, Taiwan.**Department of Management, National Kaohsiung First University of Science andTechnology, Taiwan.ABSTRACTThe objective of this paper is to develop a customer-oriented service model for the public sector. Despite customer orientation having become popular since 1980, we found most studies were done for the private sector only. In addition, they placed much emphasis on service operation management rather than system design. In this paper, we propose a customer-oriented service enhancement system (COSES) for the public sector, which employs two dimensions: (1) customer-oriented service system design and management, (2) organizational culture fostering. In terms of COSES model, the best practices of public agencies were empirically examined in what and how the customer-oriented service activities were developed.Keywords: Public Management, Public Service, Customer-Orientation, Service System1.INTRODUCTIONCustomer orientation has become a popular slogan, taking pride of place in the strategic statements of many public and private sector organizations. In the UK, for example, an increasing number of public-sector organizations are demonstrating that customer orientation is no longer the exclusive preserve of the private sector (Nwankwo and Richardson, 1994). It is the same situation in USA. This concept was emphasized in the National Performance Review Project entitled ‘Putting Customers First’ (Gore, 1993). The terminology of customer orientation is usually described as an organizational culture that stresses the customer as the focal point of strategic planning and execution (Deshpande et al., 1993; Jaworski et al., 2000; Steinman et al., 2000).Despite the prevalence of customer orientation, we found most studies were done for private enterprise rather than the public sector (e.g., Deshpande et al., 1993; Nwankwo, 1995; Yasin and Yavas, 1999; Brown et al., 2002). Many studies suggested that there are differences between the private enterprise and the public sector (e.g., Wamsley, 1990; Carnevale, 1995; Mintzberg, 1996; Zeppou and Sptirakou, 2003). A way of doing things in private enterprises may not be suited for the public sector. The public service encountered more challenges in meeting the customer needs than the private enterprise. In particular, fairness and justice are the ultimate principles of the public sector. From a scientific standpoint, it is necessary to further investigate the customer orientation and its influence on the public sector.In addition, we found a bunch of action plans in promoting customer orientation generally place much emphasis on service operation management rather than service system design. Brady and Cronin (2001) indicated that there is still a lack of research in regard to how suchan orientation system is developed. Studies on this topic were either related to the evaluation of employee service performance and physical goods, or examined the effects of organizational quality, customer satisfaction, value attribution and outcome behaviors.In view of above argumentation, we suggest that a comprehensive service system should not only focus on service operation management, but also need to trace its original core concept to precede management from a system design viewpoint. In this paper, we intend to empirically examine the best practices of public agencies in Taiwan by using a two-dimensional model. The two-dimensional model includes: (1) system design and management, (2) organizational culture fostering. The purpose of this paper is to examine in what and how the customer-oriented service activities were developed in the public agencies. 2.LITERATURE REVIEWBefore figuring out the conceptual framework of this study, it is necessary to review the previous literature regarding to concepts and models of customer-oriented service management and customer orientation in public sector.2.1. Concepts and Models of customer-oriented service managementThe terminology of customer-orientation originated from Total Quality Management (TQM). This means that satisfying customer needs is a high level organizational objective (Oakland, 1993; Price, 1991). Customer orientation has been defined in different ways (e.g., Kohli and Jaworski, 1990; Narver and Slater, 1990; Webster, 1988). It is usually associated with other terminologies, such as market orientation, customer focus, customer driven, and customer centered. According to Webster’s definition (1994), customer orientation is the business of putting the customer first in everything the company does and organizing all activities around the basic objective of delivering superior value. Beyond this, some authors assert that the center of strategic focus remains putting customers first, a major plank of marketing (e.g., Felton, 1959; Payne, 1988; McGee and Spiro, 1988). It has also become a general concept that organizations should be more customer orientated to deliver better service quality and to enhance customer satisfaction (Hartline et al., 2000).Based on the relevant literature published in the last decade, we found a couple of models and instruments tried to deliver this concept. In the following, we summarize these models into three types: (1) the conceptual model; (2) the scale construct model; and (3) the cause-effect model.The conceptual modelThis model attempts to develop a conceptual framework to deliver customer orientation. For example, Nwankwo (1995) provided a framework to guide organizational management through the process of building a customer-driven philosophy. It contained four elements: (1) definition; (2) sensitivity; (3) measurement; and (4) implementation. Yasin and Yavas (1999) proposed a practical framework that integrated some tools to enhance the efficiency and customer orientation of service delivery systems. It consisted of: (1) root cause analysis; (2) benchmarking; (3) process reengineering; and (4) continuous improvement. Jiang and Chen (2002) proposed a customer-oriented service model for the public sector. It contains a five-stage sequence of system design and management: (1) customer identification; (2) customer needs survey; (3) service system design; (4) service delivery; and (5) service recovery. Jiang and Chen suggested that the five-stage model can be used to examine the organizational strategic planning, system design and operational management for promoting customer-oriented services.The scale construct modelThe scale construct model attempts to measure customer orientation directly at the individual level. For instance, Saxe and Weitz (1982) proposed a 24-item scale that was designed to measure how a salesperson seeks to increase long-term customer satisfaction. The other example of this type, proposed by Lozano (2000), is a checklist to measure the status of customer orientation of a library toward its market.The cause-effect modelThe scale cause-effect model attempts to investigate influential factors and their relationships to customer orientation. For example, Brady and Cronin (2001) investigated the effects of being customer oriented on service performance perceptions and outcome behaviors. Responses from 649 consumers indicated that customer orientation was directly related to customers’ evaluations of employee service performance, physical goods, and servicescapes. Indirect effects included organizational quality, customer satisfaction, value attributions, and outcome behaviors. Brown et al. (2002) investigated the mediatory role of customer orientation in a hierarchical model of the influence of personality traits on self-rated and supervisor-rated performance. The results support a partially mediated hierarchical model.According to above literature, several findings can be summarized: (1) customer orientation has become a customer-centered philosophy for an excellent organization, however the empirical study was rare; (2) most of the models were developed for the private sector rather than the public sector; (3) many studies merely focused on the management of service operations, however the issues of service system design were lack of investigation; (4) the importance of the organizational culture fostering in developing the customer-oriented service system was often neglected. In the following, we further review the literature regarding to the customer-oriented service in the public sector.2.2 Customer-orientation in the public serviceThe concept of customer-orientation in the public service was raised several decades ago. For example, Appleby (1992, p. 147) pointed out that the governmental characters in 1945 has been stated the necessity of customer orientation in the public sector. However, this concept in 1990 has had a different manner from the former. Learning from private enterprise becomes the main stream. For example, Clinton, ex-president of USA, signed the executive order 12826 in 1993 to request federal government to promote standards for serving American people. This executive order is: (1) identify the customers; (2) survey the customer needs; (3) post service standard and measure results; (4) benchmark customer service against the best practice; (5) survey front-line employee on barrier; (6) provide customer with choice; (7) make system easily accessible; (8) provide means to address complaints (Gore, 1997, pp. 10-12).In Australia, the Capital Territory Government of Canberra proposed the “customer service standard” of the ACT public service. It is composed of the following nine items (Australian Capital Territory Government, 1999): (1) know your customer base; (2) focus on customer needs; (3) use a can-do approach; (4) customer friendly staff; (5) customer-focused public contact area; (6) comprehensive complaints handling process; (7) customer value performance measures and targets;(8) telephone and counter techniques; (9) continue improving.Besides USA and Australia, many countries have proposed the similar reform projects to enhance the quality of public services. Taiwan launched the Total Service Quality Management Project in 1997.According to Osborne and Gaebler’s viewpoint, a customer-oriented public agency can benefit (Osborne and Gaebler, 1992, pp. 181-186): (1) customer-driven systems force service providers to be accountable to their customers; (2) customer-driven systems depoliticize thechoice-of-provider decision; (3) customer-driven systems stimulate more innovation; (4) customer-driven systems give people choices between different kinds of services; (5) customer-driven systems waste less, because they match supply to demand; (6) customer-driven systems empower customers to make choices, and empowered customers are more committed customers; and (7) customer-driven systems create greater opportunities for equity.Despite the popularity of the concept in public sector, Weissman (1991, p. 296) argued that some provisions are needed before carrying out a customer orientation project: (1) organizations and their stakeholders share common values about ends; (2) rationality is the single factor that determines the structure of programs in agencies. Status and power are not determining factors. There is no limit on rationality; (3) organizations and programs can and will tolerate, as well as adjust easily to, attacks on themselves and their survival; (4) the structure and reward systems of a government agency support change and adjustment, innovations and alteration; (5) there is a willingness on the part of public agencies to accept limitation on their autonomy, to yield power to the less powerful.Besides the provisions, some problematic issues were found in carrying out such a projects. For instance, the projects generally placed too much emphasis on the service operation management rather than service system design. This means that the way of how to develop a customer-oriented public service system is still not found. In addition, an empirical study by Chao (2003) found that the change of organizational culture is one of the issues that is hard to achieve. In this study, we intend to use a scientific approach to deal with these problematic issues.3.RESEARCH FRAMEWORKBased on the review of the literature, we realized that customer orientation has become crucial for a successful service organization. However, it still exists that there are many problems at the current time. In this study, we intend to propose a comprehensive model to examine the issues involving what and how the best practices of customer-oriented activities in the public sector were developed. In the comprehensive model, a two-dimension approach rather than the single-dimension approach in previous studies is employed. The two dimensions are: (1) system design and management, (2) fostering organizational culture (see Figure 1).Figure 1 Conceptual research frameworkThe comprehensive model is called customer-oriented service enhancement system. Here, we take the acronym of customer-oriented service enhancement system as COSES. COSES indicates ‘coze’ or ‘cose’, which implies to treat, or to talk with, customers in a warm and cozy manner. The reason we employ an additional dimension is that it has been widely acknowledged in the literature that a successful organization always has an embedded customer-oriented organizational culture (e.g., Houston, 1986; Parasuraman, 1987; Shapiro, 1988; Webster, 1988; Deshpande et al., 1993; Athanassopoulos, 2000). Figure 1 presents the conceptual framework of COSES model. The meanings of this conceptual framework are further described in the following.First of all, the box of organizational vision, policy, and strategy is placed on the left-hand side of Figure 1. It indicates the driven force to direct an organization to develop and to manage a customer-oriented service system.Second, the dot-line box of Figure 1, which is the kernel of this study, indicates a customer-oriented service enhancement system (COSES) for public sector. In COSES model, we develop a five-stage of service system design and management. These comprise: (1) customer identification – the public agency recognizes its customers; (2) customer needs survey – the public agency focuses on customer needs and customer voice; (3) service system design – the public agency develops the service system and process to meet the customer needs; (4) service delivery – the employees in a public agency deliver service to customers; and (5) service recovery – the public agency has an effective mechanism to deal with the customer complaints. The other dimension of COSES model is organizational culture fostering, which is located in the bottom of the dot-line box. In this dimension, we propose a three-layer model: (1) basic assumptions – employees recognize the importance of public service; (2) organizational values – provision of high quality public services has become the common belief all over an organization; (3) system and behavior – the organizational structure, system, regulation, standard operation process, and other behaviors have been well established.Third, service quality and customer satisfaction are placed on the right-hand side of Figure 1, which indicate the outcomes of service. It has been empirically proved that the morecustomer orientation organization is followed by the better service quality and customer satisfaction (Hartline et al., 2000; Jiang and Chen, 2002).4.RESEARCH DESIGNThis section presents research subject, interview outline design, procedure, and data analysis scheme. To achieve the research objective, the method of multiple-case study is chosen in this study. Further, in-depth interview and content analysis are used in research data collection and analysis.4.1. Research subjectsIn light of recruiting the appropriate research subjects in a multiple-case study, Markus (1989) suggested two principles: (1) subjects should include critical and crucial cases; (2) subjects should include typical and representative cases. Based on the two principles, we firstly chose three public agencies as research cases. The three public agencies are the Land Department of Taipei County (Case I), the Health Department of Taipei County (Case II), and the Social Affairs Bureau of Kaohsiung City (Case III). They received National Public Service Awards of Taiwan in 2002. We then invited the executive leaders of TQM projects as research subjects for interviews. Table I presents the details of three public agencies. Their efforts in enhancing customer-oriented service activities are briefly described in the following.Table I Research subjectsCasePublic agency Interviewee Customer-oriented service activities No.I Land Department of Taipei County Director Service process reengineeringII Health Department of Taipei County Director Comprehensive citizen’s needs surveyIII Social Affairs Bureau of Kaohsiung City Chief of staff Innovative public servicesCase1: In order to serve citizens in the most convenient way, the executives in case I took a great deal of effort in reengineering the procedures in regard to the various license application. They integrated the traditional bureaucratic operational approach to offer one-stop service, which is the typical customer-oriented service. Further, they built the service network to promote administrative efficiency by using information and communication technologies (ICTs).Case2: In order to understand citizen needs rapidly and precisely, the executives in case II are active in collecting media information, surveying customer satisfaction, and they periodically convene a news conference to ensure that citizen needs are communicated effectively. They not only have a routine problem solving mechanism to serve citizen needs, but also a follow-up and auditing system to review service quality. Their distinguished performance resulted in successfully overcoming Severe Acute Respiratory Syndrome (SARS), the fatal contagious disease that invaded Taiwan in 2003.Case3: In order to deliver high quality social welfare services, all staff in case III was involved in a total quality management project to promote continuous improvement of the various social welfare programs. In particular, they proposed many innovative services, such as for poverty, the aged, and the handicapped. ICTs and volunteers play important roles in delivering these innovative services.4.2 Interview outline design and interview procedureIn order to examine the critical activities that result in the three public agencies being successful in service, we first developed an interview outline. The outline is designed asquasi-structured and open-ended. We then asked for volunteers for pilot testing before the formal interviews were conducted. The final version of interview outline is shown in Table II.Table II Interview outline1.Would you feel free to talk about the process and experiences when you promote service quality?2.How did you convince your employee to accept customer-oriented service concepts and for it tobecome a culture in your organization?3.What did you think the key factors for facilitating service quality?4.Were there any difficulties in carrying out the service quality improvement project?5.How do you think about internal and external customers in your organization?6.How did you determine the needs of internal and external customers in your organization?7.Have you ever learned about any innovative service from other private or public sector agencies?If yes, what is your experience?8.How did you develop and implement an innovative service?9.Is there any cross-functional teamwork in your organization?10.Is there employee education and training in your organization?11.How are complaints from either internal or external customers dealt with in your organization?12.Are there communication channels for internal and external customers in your organization?Before the interview was conducted, we made an appointment by phone and then faxed the interview outline to the interviewee. The interviews began with a general introduction to make the interviewees aware of the purposes of the study and the interview agenda. To increase reliability and validity, we used some principles proposed by Goetz and Lecompte (1984): (1) we chose research subjects in accordance with research objective; (2) two interviewers participated in the interview data analysis; (3) we encoded and checked the interview data by multiple sources, such as the interview tape, document and observation; (4) the research objective was well understood by the interviewee; (5) the interviewer kept a neutral stance during the interview; (6) data were analyzed according to the facts only.Each interview took about 2–3 hours. The interviews were taped, and then the interview content, observational records and documents were encoded into manuscript files.4.3 Data analysis schemeUpon finishing interview manuscripts, content analysis is then conducted. Many approaches have been used in unitizing procedure of content analysis, such as word, sentence, theme, paragraph, and whole text (Weber, 1990), and even character, space and time (Kassarjian, 1977). Among them, theme is an appropriate approach to analyze the opinion of a proposition. In particular, it is very useful in discussions on event, value, belief and attitude (Kassarjian, 1977). We chose it in the content analysis of interviews. Here, a theme represents a complete activity in relation to customer- oriented service.Two phases of content analysis were employed. In the first phase, the whole interview manuscripts were decomposed into units. The unit is called theme. The themes were then placed into the appropriate cell of the five-stage service system design and management dimension (see the horizontal dimension of Table III). This procedure tried to deploy the customer-oriented service activities from the three cases into the five-stage service system design and management.The first phase of content analysis In the second phase of content analysis, we tried to place all themes into the appropriate cell in accordance with the three-layer of organizational culture (see the vertical dimension of Table III). This procedure is to place the customer-oriented service activities from the results of the first phase analysis into the three-layer organizational culture dimension. The COSES model was finally proposed from the results of the two phases of content analysis.4.4 Reliability analysisFor measuring the reliability of the two phases of content analysis, except the researcher, we invited two additional coders to engage in this analysis. In the first phase of content analysis, the two coders were asked to place the themes into one of the five stages service system design and management. Their results are then compared with the researcher. The degree of mutual agreement with the researcher 1 and the reliability 2 are computed to examine whether both indices are beyond 0.70.In the second phase of content analysis, the two coders are asked to perform the same task as researcher. The degree of mutual agreement with the researcher and the reliability are also computed to examine whether both indices are beyond 0.70.5. ANALYSIS OF COSES MODELIn this section, analysis of COSES model is performed according to the data analysis scheme described above.5.1 The first phase of content analysisIn the first phase of content analysis, the three interview manuscripts were decomposed into analyzing units, which are themes. Table IV presents three examples of the unitizing procedure. A total of 19 themes were found from the three interview manuscripts (see Table V). We then placed these themes into the corresponding stage of service system design and management dimension. In other words, these themes were categorized into one of customer identification, customer needs survey, service system design, service delivery, and service recovery stages. The frequency of the 19 themes was indicated in the parenthesis of each cell of Table VI.1 BParty by agreed number A Party by agreed number parties by two agreed completely items of number 2agreement mutual of Degree +×=2 ()[]agreement mutual average of Degree 1-21agreement mutual average of Degree 2y Reliabilit ×+×=Table IV Examples of the unitizing procedureNo. Unitanalysis Themes Corresponding StageCustomer needs recognition Customer needs survey1 First, we have to understand the citizen’s needs ineach group, and the employees’ needs. We theninvestigate, analyze, plan, and execute. Executionincludes a pilot run, to spread around completely,back to review, and then to reform (Case I).CustomerclassificationCustomeridentification2 We search and collect the media information and civilsuggestions actively, and integrate them into ourstrategic planning of various innovative serviceprograms (Case II).Consideration ofenvironmentalchange instrategicplanningCustomer needssurvey3Besides the public agency, employee visits to otherexcellent businesses are encouraged. These visits arefollowed by a conference to discuss learning fromthose excellent business units aboutcustomer-oriented service (Case III).BenchmarklearningCustomeridentificationAs listed in Table V, 19 themes described the customer-oriented service activities werefound in the three public agencies. Despite job rotation was found only once in case I, we thought it is one of the most important activities in the human resource management of the public sector. Research indicates that organizations benefit from job rotation (Robbins, 1992). The numbers of identified themes in each stage are 3, 3, 5, 5, 3, respectively (see Table VI). They are illustrated in the following.First, three themes were deployed to the customer identification stage: (1) customer classification, which indicates the action of classifying customers into different categories; (2) benchmark learning, which means to learn from other excellent businesses or public agencies; and (3) customer definition, which means knowing how to distinguish each cluster.Second, three themes were deployed to the customer needs survey stage: (1) consideration of environmental change in strategic planning; (2) survey customer needs periodically, which means conduct customer’s needs surveys frequently; and (3) customer needs recognition, which means recognizing that different clusters of customers have different needs.Third, five themes were deployed to the service system design stage: (1) set service standard procedures to satisfy customer’s needs; (2) incentive system; (3) employee education;(4) service quality audit system (ISO system); and (5) design of service items in accordance with customer needs.Fourth, five themes were deployed to the service delivery stage: (1) teamwork and empowerment, which indicates sharing of responsibility, information and decision making among group members; (2) cross-functional cooperation; (3) job rotation; (4) willingness to help customers deliver their requests; and (5) the uses of ICTs.Finally, three themes were deployed to the service recovery stage: (1) building customers’ complaints procedures; (2) providing multiple channels for good communication, which means the communication channels are always accessible; and (3) customer’s benefit first, which means putting the customer’s benefit first.。
pometheus操作topic的的常用语句
pometheus操作topic的的常用语句Prometheus是一个用于监控和警报系统的开源软件，它具有高度的可扩展性和灵活性。
本文将介绍一些关于Prometheus操作的常用语句，帮助您深入了解如何使用Prometheus来监控和管理您的系统。
首先，我们需要安装和配置Prometheus。
您可以从Prometheus官方网站上下载适用于您的操作系统的二进制文件。
安装完成后，您需要进行一些基本的配置。
1. 配置Prometheus的主配置文件（prometheus.yml）。
Prometheus的主配置文件用于定义要监控的目标，规则和警报。
它采用YAML格式进行配置。
您可以按照以下示例进行配置：global:scrape_interval: 15sevaluation_interval: 15sscrape_configs:- job_name: 'node_exporter'static_configs:- targets: ['localhost:9100']- job_name: 'my_app'static_configs:- targets: ['my_app_server:8080']在上面的示例中，我们定义了两个作业（job）。
第一个作业名为'node_exporter'，它将监控本地的节点导出器。
第二个作业名为'my_app'，它将监控名为'my_app_server'的服务器。
您可以根据自己的需求添加更多的作业和目标。
2. 启动Prometheus服务器。
一旦您完成了配置文件的修改，您可以使用以下命令启动Prometheus服务器：./prometheus config.file=prometheus.yml这将启动Prometheus服务器，并使用您刚刚创建的配置文件。
Introduction_to_Operations_Research
Modeling Approach
Basic steps
1. Define the problem of interest and gather relevant data. 2. Formulate a mathematical model to represent the problem. 3. Develop a computer-based procedure for deriving solutions to the problem from the model. 4. Test the model and refine it as needed. 5. Prepare for the ongoing application of the model as prescribed by management. 6. Implement.
About the TA
I am trying to apply a TA, but I don’t know yet
About the course
Operations Research (OR)
Research on Operations Science of better Tools for human decision-making Fundament of Management Sciences Mathematical Tools Stochastic Modeling
Newspaper vendor problem (3)
Assume D is a normal random varialbe with mean 147 and variance 5572. Decision variable: X the total amount the vendor should buy each day. Objective: max E( (S-B) min(D,X) + (R-B) max(0,X-D). Derivation of the optimal solution.
Introduction_to_Operations_Research
Newspaper vendor problem (3)
Assume D is a normal random varialbe with mean 147 and variance 5572. Decision variable: X the total amount the vendor should buy each day. Objective: max E( (S-B) min(D,X) + (R-B) max(0,X-D). Derivation of the optimal solution.
QP: Quarter Pounder FR: Fries, small MD: McLean Deluxe SM: Sausage McMuffin BM: Big Mac 1M: 1% Lowfat Milk FF: Filet-O-Fish OJ: Orange Juice MC: McGrilled Chicken
Simple diet problem (1)
Goal: choosing from available foods to guarantee the minimum nutritional requests. As there are many different combinations, nature to have the one that does the job the minimum cost. Foods Pool:
Simple diet problem (2)
Nutritional requirements
Prot: Protein Iron: Iron VitA: Vitamin A Cals: Calories VitC: Vitamin C Carb: Carbohydrates Calc: Calcium
IntroductiontoAbstractAlgebra.SolutionsManual.…
BrochureMore information from /reports/2178437/Introduction to Abstract Algebra. Solutions Manual. 4th EditionDescription:Praise for the Third Edition". . . an expository masterpiece of the highest didactic value that has gained additional attractivity throughthe various improvements . . ." Zentralblatt MATHThe Fourth Edition of Introduction to Abstract Algebra continues to provide an accessible approach to thebasic structures of abstract algebra: groups, rings, and fields. The book's unique presentation helps readersadvance to abstract theory by presenting concrete examples of induction, number theory, integers modulon, and permutations before the abstract structures are defined. Readers can immediately begin to performcomputations using abstract concepts that are developed in greater detail later in the text.The Fourth Edition features important concepts as well as specialized topics, including:The treatment of nilpotent groups, including the Frattini and Fitting subgroupsSymmetric polynomialsThe proof of the fundamental theorem of algebra using symmetric polynomialsThe proof of Wedderburn's theorem on finite division ringsThe proof of the Wedderburn–Artin theoremThroughout the book, worked examples and real–world problems illustrate concepts and their applications,facilitating a complete understanding for readers regardless of their background in mathematics. A wealthof computational and theoretical exercises, ranging from basic to complex, allows readers to test theircomprehension of the material. In addition, detailed historical notes and biographies of mathematiciansprovide context for and illuminate the discussion of key topics. A solutions manual is also available forreaders who would like access to partial solutions to the book's exercises.Introduction to Abstract Algebra, Fourth Edition is an excellent book for courses on the topic at theupper–undergraduate and beginning–graduate levels. The book also serves as a valuable reference andself–study tool for practitioners in the fields of engineering, computer science, and applied mathematics.Contents:0 Preliminaries 10.1 Proofs 10.2 Sets 20.3 Mappings 30.4 Equivalences 41 Integers and Permutations 61.1 Induction 61.2 Divisors and Prime Factorization 81.3 Integers Modulo 111.4 Permutations 132 Groups 172.1 Binary Operations 172.2 Groups 192.3 Subgroups 212.4 Cyclic Groups and the Order of an Element 24 2.5 Homomorphisms and Isomorphisms 282.6 Cosets and Lagrange's Theorem 302.7 Groups of Motions and Symmetries 322.8 Normal Subgroups 342.9 Factor Groups 362.10 The Isomorphism Theorem 382.11 An Application to Binary Linear Codes 433 Rings 473.1 Examples and Basic Properties 473.2 Integral Domains and Fields 523.3 Ideals and Factor Rings 553.4 Homomorphisms 593.5 Ordered Integral Domains 624 Polynomials 644.1 Polynomials 644.2 Factorization of Polynomials over a Field 67 4.3 Factor Rings of Polynomials over a Field 70 4.4 Partial Fractions 764.5 Symmetric Polynomials 765 Factorization in Integral Domains 815.1 Irreducibles and Unique Factorization 815.2 Principal Ideal Domains 846 Fields 886.1 Vector Spaces 886.2 Algebraic Extensions 906.3 Splitting Fields 946.4 Finite Fields 966.5 Geometric Constructions 986.7 An Application to Cyclic and BCH Codes 997 Modules over Principal Ideal Domains 1027.1 Modules 1027.2 Modules over a Principal Ideal Domain 1058 p–Groups and the Sylow Theorems 1088.1 Products and Factors 1088.2 Cauchy s Theorem 1118.3 Group Actions 1148.4 The Sylow Theorems 1168.5 Semidirect Products 1188.6 An Application to Combinatorics 1199 Series of Subgroups 1229.1 The Jordan–H¨older Theorem 1229.2 Solvable Groups 1249.3 Nilpotent Groups 12710 Galois Theory 13010.1 Galois Groups and Separability 13010.2 The Main Theorem of Galois Theory 13410.3 Insolvability of Polynomials 13810.4 Cyclotomic Polynomials and Wedderburn's Theorem 14011 Finiteness Conditions for Rings and Modules 14211.1 Wedderburn's Theorem 14211.2 The Wedderburn–Artin Theorem 143Appendices 147Appendix A: Complex Numbers 147Appendix B: Matrix Arithmetic 148Appendix C: Zorn's Lemma 149Ordering:Order Online - /reports/2178437/ Order by Fax - using the form belowOrder by Post - print the order form below and send to Research and Markets,Guinness Centre,Taylors Lane,Dublin 8,Ireland.Fax Order FormTo place an order via fax simply print this form, fill in the information below and fax the completed form to 646-607-1907 (from USA) or +353-1-481-1716 (from Rest of World). If you have any questions please visit/contact/Order Information Please verify that the product information is correct.Product Format Please select the product format and quantity you require:* Shipping/Handling is only charged once per order.* The price quoted above is only valid for 30 days. Please submit your order within that time frame to avail of this price as all prices are subject to change. Contact InformationPlease enter all the information below in BLOCK CAPITALSProduct Name:Introduction to Abstract Algebra. Solutions Manual. 4th Edition Web Address:/reports/2178437/Office Code:SCBRAUDB QuantityHard Copy(Paper back):USD 93 + USD 27 Shipping/Handling Title:MrMrsDrMissMsProf First Name:Last Name:Email Address: *Job Title:Organisation:Address:City:Postal / Zip Code:Country:Phone Number:Fax Number:* Please refrain from using free email accounts when ordering (e.g. Yahoo, Hotmail, AOL)Payment InformationPlease indicate the payment method you would like to use by selecting the appropriate box.Please fax this form to:(646) 607-1907 or (646) 964-6609 - From USA+353-1-481-1716 or +353-1-653-1571 - From Rest of World Pay by credit card:You will receive an email with a link to a secure webpage to enter yourcredit card details.Pay by check:Please post the check, accompanied by this form, to:Research and Markets,Guinness Center,Taylors Lane,Dublin 8,Ireland.Pay by wire transfer:Please transfer funds to:Account number833 130 83Sort code98-53-30Swift codeULSBIE2D IBAN numberIE78ULSB98533083313083Bank Address Ulster Bank,27-35 Main Street,Blackrock,Co. Dublin,Ireland.If you have a Marketing Code please enter it below:Marketing Code:Please note that by ordering from Research and Markets you are agreeing to our Terms and Conditions at /info/terms.asp。
openpolicyagent语法
在撰写文章之前，我会先进行全面评估指定的主题——openpolicyagent语法，并根据深度和广度的要求进行探讨。
在文章中，我将从简到繁地介绍openpolicyagent语法的基础知识，以便你能更深入地理解。
我还会共享个人观点和理解，同时包含总结和回顾性的内容，以确保你能全面、深刻和灵活地理解这一主题。
一、openpolicyagent语法基础介绍1. 规则和数据：openpolicyagent（OPA）使用基于规则和数据的语法来定义策略。
规则描述了在给定数据上如何进行决策，数据则是规则的输入。
2. Rego语言：在OPA中，使用Rego语言来编写规则和查询数据。
Rego是一种声明性语言，基于Datalog语言扩展而来，用于描述数据处理逻辑。
3. 规则语法：规则由head和body组成，head指定规则名称，body定义规则条件。
4. 数据语法：OPA支持JSON数据格式，可以在数据处理过程中引用JSON数据，进行查询和匹配。
5. 策略评估：通过编写规则和查询，OPA可以对输入数据进行策略评估，输出决策结果。
二、深入探讨openpolicyagent语法1. 规则和查询语法：在Rego语言中，规则和查询是核心概念，规则定义了决策逻辑，查询用于检索数据。
2. 内建函数和操作符：在编写规则和查询时，可以使用Rego语言内建的函数和操作符，用于处理和转换数据。
3. 策略评估流程：了解OPA如何根据规则和数据来进行策略评估，以及评估的结果如何影响决策。
4. 策略管理和调试：除了语法本身外，还需要了解如何管理和调试OPA的策略，确保策略的准确性和有效性。
三、个人观点和理解在我看来，openpolicyagent语法的设计思想非常值得称道。
它基于规则和数据的方式，提供了一种灵活而强大的策略管理和评估工具。
Rego语言的声明性特点，使得编写规则和查询变得简洁而直观。
对于复杂的业务场景，OPA可以帮助企业更好地管理和执行策略，提高安全性和可靠性。
Ovation I O Reference Manual
This publication adds the Eight Channel RTD module to the Ovation I/O Reference Manual. It should be placed between Sections 19 and 20.Date: 04/03IPU No.243Ovation ® Interim Publication UpdatePUBLICATION TITLEOvation I/O Reference ManualPublication No. R3-1150Revision 3, March 2003Section 19A. Eight Channel RTDModule19A-1. DescriptionThe Eight (8) channel RTD module is used to convert inputs from Resistance Temperature Detectors (RTDs) to digital data. The digitized data is transmitted to the Controller.19A-2. Module Groups19A-2.1. Electronics ModulesThere is one Electronics module group for the 8 channel RTD Module:n5X00119G01 converts inputs for all ranges and is compatible only with Personality module 5X00121G01 (not applicable for CE Mark certified systems).19A-2.2. Personality ModulesThere is one Personality module groups for the 8 channel RTD Module:n5X00121G01 converts inputs for all ranges and is compatible only with Electronics module 5x00119G01 (not applicable for CE Mark certified systems).19A-2.3. Module Block Diagram and Field Connection WiringDiagramThe Ovation 8 Channel RTD module consists of two modules an electronics module contains a logic printed circuit board (LIA) and a printed circuit board (FTD). The electronics module is used in conjunction with a personalty module, which contains a single printed circuit board (PTD). The block diagram for the 8 channel RTD moduleis shown in Figure 19A-1.Table 19A-1. 8 Channel RTD Module Subsystem ChannelsElectronic Module Personality Module85X00119G015X00121G01Figure 19A-1. 8 Channel RTD Module Block Diagram and Field Connection Wiring Diagram19A-3. SpecificationsElectronics Module (5X00119)Personality Module (5X00121)Table 19A-2. 8 Channel RTD Module SpecificationsDescription ValueNumber of channels8Sampling rate50 HZ mode: 16.67/sec. normally. In 3 wire mode, leadresistance measurement occurs once every 6.45 sec.during which the rate drops to 3/sec.60 HZ mode: 20/sec. normally. In 3 wire mode, leadresistance measurement occurs once every 6.45 sec.during which the rate drops to 2/sec.Self Calibration Mode: Occurs on demand only. The ratedrops to 1/sec. once during each self calibration cycle.RTD ranges Refer to Table 19A-3.Resolution12 bitsGuaranteed accuracy (@25°C)0.10% ±[0.045 (Rcold/Rspan)]% ± [((Rcold + Rspan)/4096 OHM)]% ± [0.5 OHM/Rspan]% ±10 m V ± 1/2LSBwhere:Rcold and Rspan are in Ohms.Temperature coefficient 10ppm/°CDielectric isolation:Channel to channel Channel to logic 200V AC/DC 1000 V AC/DCInput impedance100 M OHM50 K OHM in power downModule power 3.6 W typical; 4.2 W maximumOperating temperature range0 to 60°C (32°F to 140°F)Storage temperature range-40°C to 85°C (-40°F to 185°F)Humidity (non-condensing)0 to 95%Self Calibration On Demand by Ovation ControllerCommon Mode Rejection120 dB @ DC and nominal power line frequency+/- 1/2%Normal Mode Rejection100 dB @ DC and nominal power line frequency+/- 1/2%Table 19A-3. 8 Channel RTD RangesScale #(HEX)Wires Type Tempo FTempo CRcold(ohm)Rhot(ohm)Excitationcurrent(ma)Accuracy± ±countsAccuracy± ±% ofSPAN1310OhmPL0 to1200–18 t o6496106.3 1.090.222310OhmCU 0 to302–18 t o1508.516.5 1.0 130.32D350OhmCU 32 to2840 to1405080 1.0110.2711350OhmCU 32 to2300 to1105378 1.0120.30193100Ohm PL –4 to334–16 t o16892163.671.0110.27223100Ohm PL 32 to5200 to269100200 1.0100.25233100Ohm PL 32 to10400 to561100301 1.0100.25253120Ohm NI –12 t o464–11 t o240109360 1.0100.25263120Ohm NI 32 to1500 to70120170 1.0130.32283120Ohm NI 32 to2780 to122120225 1.0110.27804100Ohm PL 32 to5440 to290100 208 1.0100.25814100Ohm PL 356 t o446180 t o230168 186 1.0300.74824200Ohm PL 32 to6980 to370200 473 1.0120.30834200Ohm PL 514 t o648268 t o342402452 1.0290.71844100Ohm PL 32 to1240 to51100120 1.0190.47854100Ohm PL 32 to2170 to103100 140 1.0130.3286 4100Ohm PL 32 to4120 to211100 180 1.0110.27874100Ohm PL 32 to7140 to379100 240 1.0100.25884120Ohm PL 511 t o662266 t o350200230 1.0240.5919A-4. 8 Channel RTD Terminal Block Wiring Information19A-4.1. Systems Using Personality Module 5X00121G01 Each Personality module has a simplified wiring diagram label on its side, which appears above the terminal block. This diagram indicates how the wiring from the field is to beconnected to the terminal block in the base unit. The following table lists and defines the abbreviations used in this diagram.Table 19A-4. Abbreviations Used in the DiagramAbbreviation Definition+IN, -IN Positive and negative sense input connectionEarth ground terminal. Used for landing shields when the shield is to begrounded at the module.PS+, PS-Auxiliary power supply terminals.RTN Return for current source connection.SH Shield connector. used for landing shields when the shield is to begrounded at the RTD.SRC Current source connection.Note:PS+ and PS- are not used by this module.19A-5. 8 Channel RTD Module Address Locations19A-5.1. Configuration and Status RegisterWord address 13 (D in Hex) is used for both module configuration and module status. The Module Status Register has both status and diagnostic information. The bit information contained within these words is shown in Table 19A-5.Definitions for the Configuration/Module Status Register bits:Bit 0:This bit configures the module (write) or indicates the configuration state of the module (read). A “1” indicates that the module is configured. Note that until the module is configured, reading from addresses #0 through #11 (B in Hex) will produce an attention status.Bit 1:This bit (write “1”) forces the module into the error state, resulting in the error LED being lit. The read of bit “1” indicates that there is an internal module error,or the controller has forced the module into the error state. The state of this bit is always reflected by the module’s Internal Error LED. Whenever this bit is set,an attention status is returned to the controller when address #0 through #11(B in Hex) are read.Table 19A-5. 8 Channel RTD Configuration/Status Register (Address 13 0xD in Hex)Bit Data Description -Configuration Register (Write)Data Description -Status Register (Read)0Configure Module Module Configured(1 = configured; 0 = unconfigured)1Force errorInternal or forced error(1 = forced error; 0 = no forced error)250/60 Hz select (0 = 60Hz, 1 = 50Hz)50/60 Hz System (1 = 50Hz) d(read back)3SELF_CAL (Initiates Self Calibration)Warming bit (set during power up or configuration)40050060Module Not Calibrated 708CH.1 _ 3/4 Wire.CH.1 _ 3/4 Wire - Configuration (read back)9CH.2 _ 3/4 Wire.CH.2 _ 3/4 Wire - Configuration (read back)10CH.3 _ 3/4 Wire.CH.3 _ 3/4 Wire - Configuration (read back)11CH.4 _ 3/4 Wire.CH.4 _ 3/4 Wire - Configuration (read back)12CH.5 _ 3/4 Wire.CH.5 _ 3/4 Wire - Configuration (read back)13CH.6 _ 3/4 Wire.CH.6 _ 3/4 Wire - Configuration (read back)14CH.7 _ 3/4 Wire.CH.7 _ 3/4 Wire - Configuration (read back)15CH.8 _ 3/4 Wire.CH.8 _ 3/4 Wire - Configuration (read back)Bit 2:The status of this bit (read) indicates the conversion rate of the module, write to this bit configures the conversion rate of A/D converters as shown below.see Table 19A-6.Bit3:Write: This bit is used to initiate self-calibration. Read: This bit indicates that the module is in the “Warming” state. this state exists after power up and ter-minates after 8.16 seconds. the module will be in the error condition during the warm up period.Bit4 & 5:These bits are not used and read as “0” under normal operation.Bit 6:This bit (read) is the result of a checksum test of the EEPROM. A failure of this test can indicate a bad EEPROM, but it typically indicates that the module has not been calibrated. A “0” indicates that there is no error condition. If an error is present, the internal error LED is lit and attention status will be returned for all address offsets 0-11 (0x0 - 0xB). The “1” state of this bit indicates an unre-coverable error condition in the field.Bit 7:This bits is not used and read as “0” under normal operation.Bit 8 - 15:These bits are used to configure channels 1 - 8 respectively for 3 or 4 wire op-eration. A “0” indicates 3 wire and a “1” indicates 4 wire operation, see Table 19A-7 and Table 19A-8).Word address 12 (0xC) is used to configure the appropriate scales for Channels 1 - 4 (refer to Table 19A-7 and Table 19A-8).Table 19A-6. Conversion Rate Conversion Rate (1/sec.)Bit 260 (for 60Hz systems)050 (for 50Hz systems)1Table 19A-7. Data Format for the Channel Scale Configuration Register(0xC)Bit Data Description Configuration (Write)Data Description Status (Read)0 Configure Channel #1scale - Bit 0Channel #1 scale configuration (read back) - Bit 01Configure Channel #1scale - Bit 1Channel #1 scale configuration (read back) - Bit 12Configure Channel #1scale - Bit 2Channel #1 scale configuration (read back) - Bit 23Configure Channel #1scale - Bit 3Channel #1 scale configuration (read back) - Bit 34Configure Channel #2 scale - Bit 0Channel #2 scale configuration (read back) - Bit 05Configure Channel #2 scale - Bit 1Channel #2 scale configuration (read back) - Bit 16Configure Channel #2 scale - Bit 2Channel #2 scale configuration (read back) - Bit 27Configure Channel #2 scale - Bit 3Channel #2 scale configuration (read back) - Bit 38Configure Channel #3 scale - Bit 0Channel #3 scale configuration (read back) - Bit 09Configure Channel #3 scale - Bit 1Channel #3 scale configuration (read back) - Bit 1Caution:Configuring any or all channel scales while the system is running will cause all channels to return attention status for up to two seconds following the reconfiguration.Caution:Configuring any or all channel scales while the system is running will cause all channels to return attention status for up to two seconds following the reconfiguration.10Configure Channel #3 scale - Bit 2Channel #3 scale configuration (read back) - Bit 211Configure Channel #3 scale - Bit 3Channel #3 scale configuration (read back) - Bit 312Configure Channel #4 scale - Bit 0Channel #4 scale configuration (read back) - Bit 013Configure Channel #4 scale - Bit 1Channel #4 scale configuration (read back) - Bit 114Configure Channel #4 scale - Bit 2Channel #4 scale configuration (read back) - Bit 215Configure Channel #4 scale - Bit 3Channel #4 scale configuration (read back) - Bit 3Table 19A-8. Data Format for the Channel Scale Configuration Register(0xE)Bit Data Description Configuration (Write)Data Description Status (Read)0 Configure Channel #5 scale - Bit 0Channel #5 scale configuration (read back) - Bit 01Configure Channel #5 scale - Bit 1Channel #5 scale configuration (read back) - Bit 12Configure Channel #5 scale - Bit 2Channel #5 scale configuration (read back) - Bit 23Configure Channel #5 scale - Bit 3Channel #5 scale configuration (read back) - Bit 34Configure Channel #6 scale - Bit 0Channel #6 scale configuration (read back) - Bit 05Configure Channel #6 scale - Bit 1Channel #6 scale configuration (read back) - Bit 16Configure Channel #6 scale - Bit 2Channel #6 scale configuration (read back) - Bit 27Configure Channel #6 scale - Bit 3Channel #6 scale configuration (read back) - Bit 38Configure Channel #7 scale - Bit 0Channel #7 scale configuration (read back) - Bit 09Configure Channel #7 scale - Bit 1Channel #7 scale configuration (read back) - Bit 110Configure Channel #7 scale - Bit 2Channel #7 scale configuration (read back) - Bit 211Configure Channel #7 scale - Bit 3Channel #7 scale configuration (read back) - Bit 312Configure Channel #8 scale - Bit 0Channel #8 scale configuration (read back) - Bit 013Configure Channel #8 scale - Bit 1Channel #8 scale configuration (read back) - Bit 114Configure Channel #8 scale - Bit 2Channel #8 scale configuration (read back) - Bit 215Configure Channel #8 scale - Bit 3Channel #8 scale configuration (read back) - Bit 3Table 19A-7. Data Format for the Channel Scale Configuration Register(0xC)19A-6. Diagnostic LEDsTable 19A-9. 8 Channel RTD Diagnostic LEDsLED DescriptionP (Green)Power OK LED. Lit when the +5V power is OK.C (Green)Communications OK LED. Lit when the Controller is communicatingwith the module.I (Red)Internal Fault LED. Lit whenever there is any type of error with themodule except to a loss of power. Possible causes are:n - Module initialization is in progress.n - I/O Bus time-out has occurred.n - Register, static RAM, or FLASH checksum error.n - Module resetn - Module is uncalibrated.n - Forced error has been received from the Controllern - Communication between the Field and Logic boards failedCH1 - CH 8 (Red)Channel error. Lit whenever there is an error associated with a channel or channels. Possible causes are:n - Positive overrangen - Negative overrangen Communication with the channel has failed。
Introduction_to_Computer_Organization
A Brief Architectural History of the Computer – cont.
In 1801, Joseph Marie Jacquard invented a loom that used punched cards
A Brief Architectural History of the Computer – cont.
Can we define the date of the computer “invention”?
A Brief Architectural History of the Computer – cont.
The Abacus - 500 B. C. (Greeks and Romans Civilization)
In early 1800s, Charles Babbage and Augusta Ada Byron (“the first computer programmer”) –mechanical calculating machine, called “analytical engine”.
A Brief Architectural History of the Computer – cont.
CPU – Memory Organization
Levels of Representation
High Level Language Program (e.g., C) Compiler Assembly Language Program Assembler Machine Language Program Machine Interpretation Control Signal Specification
3.1_OSM-HA(SEC)01-2013_Rev1_Draft_MINUTES
NCB/NTL TUV SUD
Document n° TUV SUD 01/2013
Page 2 of 17
REV1 2013-06-20
OSM/HA MINUTES. 2013-06-20
Decision
5.1.2
Question
no risk of digestion will be evaluated in §22.12 (see item 6 : 5.1 of CLC TC 61 meeting TC61/SEC1981/RM..) Q1) NO, §22.12 only knobs , handles are considered. Q2) NO, no supplementary test necessary For info there is a new IEC TC 61 proposal covering choking hazard. TUV RHEINLAND DE/TUV30.2
Pure Cl.III appliances only have to refer to SELV according to EN/IEC 61558-2Page 1 of 17 REV1 2013-06-20
OSM/HA MINUTES. 2013-06-20 6 or ANNEX G of 60335-1. (§7.12 : must only be supplied at safety extra low voltage corresponding to the marking on the appliance.) If the instructions of a cl.III appliances recommend power supplies , these power supplies shall be evaluated according 60335-1(only for certification purposes.) Standard is clear. The product is complying with the standard. Deleted since covered in previous meeting. The proposal is considered as a change of the standard. So UK national is asked to make a proposal to IEC. The proposal is considered as a change of the standard. So UK national is asked to make a proposal to IEC No. Questıon will be transferred to CLC TC 61 Yes , as long as the instructions can be stored for future use. CTL 476 decision will be updated by adding the above sentence.
Unit1 Learning_a_Foreign_Language
Part 2 （Para.2-7)
Stage 1
(Para.2)
In junior middle school
Stage 2
(Para.3)
a cradle of PLAAF officers Facing the air and space 面向空天 one of the five PLA comprehensive universities
脚踏实地 Coming down to earth 6 colleges and 5 departments 传承创新
Inheriting and innovating
1. How do you like your college life? 2. What can you learn from your experience of military training?
Frustrating
Rewarding
the most rewarding the most difficult yet _________________ _________________
experiences of my life.
Understanding the organization of the text
Part One Introduction (Para. 1)
The Air Force November 11, 1949.
was
founded
on
空天一体 The Air Force
Topic 1_slides
Management
makes Assertions evaluates reviews
makes Assertions evaluates reviews Auditor prepares Audit report reported in Financial statements
15
1.2 Relationship between auditing & accounting
Management records Economic events, etc records reported in Financial statements Economic events, etc collects evidence
Management
makes Assertions
makes Assertions reported in Financial statements
7
1.1 Nature and function of auditing
8
The relationship between accounting and auditing
The relationship between accounting and auditing
Management records
Nature and function of auditing Relationship between auditing & accounting Auditing in the accounting profession Types of audit Demand, benefits and limitations of audit Professional standards Statutory requirements Audit objectives - management assertions & auditor’s responsibility
functional-翻译版
问题1：你的团队之所以感到困惑，是因为他们在项目沟通中使用术语和词汇，它们似乎具有可互换的含义，但其他团队对待这些术语似乎有特定的、独特的含义。
如何让你的团队了解术语的意思吗？B答：区分类似项目术语的最好方法是问项目发起人。
B：直接你的团队定义和标准化的术语如®PMBOK指南。
C：你的项目团队会投票决定他们想要用什么共同术语来定义它们吗？。
D：项目管理术语在不同的国家有不同的含义，所以请咨询您最近的PMI社区。
问题2：你正在向新团队成员介绍项目管理培训课程。
一个团队成员对项目的确切定义感到困惑。
对一个项目最好的定义是什么？一为了创造独特的产品、服务或结果而进行的临时努力。
B：一个工作机构的财务和时间约束。
C：一个有组织的努力工作，由一个团队管理的项目经理。
d：持续经营的企业实现盈利能力问题3：你的团队对他们所做的工作是否符合项目的定义感到困惑。
帮助他们了解项目和业务工作，你给他们下面的例子的区别。
下列哪项不是项目的例子？C答：设计一种新的软件解决方案。
B：盖新房。
C：经常以去年的销售数字增长3%。
D：实施新的业务流程或程序。
问题4：你打算坐PMP®考试作为你研究的一部分，是指在确定项目过程组的帮助®PMBOK 指南。
下列哪个不是在PMBOK指南五®过程组？B一：关闭B：检查C：启动D：执行问题5：你是一个项目经理，负责为外部客户开发一个新的客户管理软件。
通过批准的变更控制过程，您正在考虑更改项目范围的请求。
在考虑请求对项目范围的影响时，还必须考虑项目的其他方面的影响，如质量、进度、预算和风险。
您考虑的这些其他领域代表了项目的哪些内容？B答：机会B：约束C：收缩D：风险问题6：不断更新、改进和详述项目管理计划，或项目管理计划的一部分，因为有更多的具体信息可用，这就是什么？D迭代期望管理项目生命周期c：持续改进d：逐步细化问题7：在向高级管理人员介绍投资组合管理可以帮助您的组织实现战略成功的方式时，您意识到并不是每个人都理解什么是组合管理。
Introduction to RS(推荐系统概论)
Data & Knowledge Sources
In any case,as a general classification, data used by RSs refers to three kinds of objects: items,users, and transactions, i.e. relations between users and items.
Aggregating preferences, criteria or similarities.
RS Function
E-service providers introduce RSs:
Increase the number of items sold.
Sell more diverse items.
Increase the user satisfaction. Increase user fidelity. Better understand what the user wants.
the goal of the recommendation; as mentioned previously, the data that is available. The authors propose to build a model of the environment based on three dimensions: system users; the characteristics of the data; and the overall application.
RS and Human-Computer Interaction
From the users perspective:
Introduction to Operating Systems
An Overview of Operating Systems
• What‟s Types of Microcomputers are in Use Today?
– Desktops and Laptops – Servers – Handheld Devices
• Growing number and types • Most popular are smartphones (iPhone, BlackBerry, etc.)
3
© 2012 The McGraw-Hill Companies, Inc. All rights reserved.
A typical PC with components
4
© 2012 The McGraw-Hill Companies, Inc. All rights reserved.
An Overview of Operating Systems
© 2012 The McGraw-Hill Companies, Inc. All rights reserved.
An Overview of Operating Systems
• What‟s Inside a Microcomputer?
– More About ROM BIOS
• • • • Program code for basic control of devices Many components contain additional ROM BIOS Device drivers install in OS for each device ROM BIOS includes power-on-self test (POST)
Chapter_01_Ops_Mgt
LECTURE 1What is operations management?Points to makeOperations management is about the way organisations produce goods and services.Operations managers organise the production and delivery of the goods and services we all use. Such goods and services include what we eat, what we sit on, what we read, what we listen to and even what we play with.To understand operations management we need to understand:• that the operations functio n is "the arrangement of resources which are devoted to the production of goods and services";• that an operations manager is "a member of the organisation who has responsibility for managing some, or all, of the resources that comprise the operations function";• that operations management is "the term used to describe the activities, decisions and responsibilities of an operations manager".Operations management involves both today and tomorrow.Operations managers have to ensure that resources are used efficiently so that today's customers can be satisfied and today's competitors can be beaten.Operations managers also have to find ways of using resources more efficiently so that tomorrow's customers can be satisfied and tomorrow's competitors can be beaten.The position of the operations function in the organisation Points to make1 Most organisations consist of two types of function:• major functions such as operations, marketing, accounting and finance, product and/orservice development;• support functions such as human resources, purchasing, engineering.2 The boundaries between these functions vary from organisation toorganisation.Depending on the organisations the operations function might be responsible for developing products and/or services, choosing process technologies, devising delivery schedules, buying in materials, buying in services, devising budgets, recruiting and training staff.3 The functional structure of organisations is a human creation.An alternative is to look at processes and explore the organisation in terms of the flows of information and materials within it.The input-transformation-output model of operations Points to make1 Operations produce goods and/or services.The output of an operation can usually be classified on a spectrum ranging from pure goods to pure services. Most operations produce either goods which are accompanied by facilitating services, or services which are accompanied by facilitating goods.2 All goods and services are produced via a transformation process.Operations take inputs, transform them, or use them to transform something else, thereby producing outputs which are of a higher value than the inputs.3 At a macro level all operations conform to thisinput-transformation-output model. At a micro level differences can be observed.Depending on the operation the inputs can be either transforming or transformed resources. Transforming resources include facilities and staff. Transformed resources include materials, information and customers.The transformation process varies depending on the transformed resource. If the transformed resource is materials then the transformation process might be concerned with physical properties, location (parcel delivery), or possession (retail store). If the transformed resource is information then the transformation process might be concerned with informational properties (accounting), possession (market research), store (library), or location (telecommunications). If the transformed resource is a customer then the transformation process might be concerned with physical properties (cosmetic surgeon), store (hotel), location (airline), physiological state (hospital), or psychological state (theatre).The outputs of operations also differ in terms of their:• Tangibility - can you physically touch the product or service? Goods are usually tangible; services are not.• Storability - can you store the product or service? Goods can usually be stored;services cannot.• Transportability - can you transport the product or service from one location to another?Goods can usually be transported: services cannot.• Simultaneity - when are the p-ooucts andor services produced? Goods are usually produced prior to the customer receiving them Services are often produced simultaneously to their consumption.• Customer c ontact - customers usually have low contact with organisations producing goods and high contact with those providing services.• Quality - how do customers judge the quality of the goods or services they receive? As customers do not normally see goods being produced, they will tend to judge thequality of an operation producing goods by the quality of tne goods themselves. As customers are intimately involved in the provision of a service, t^ey will tend to judge the quality of an operation providing services by looking at both the actual service and the way in which it is delivered.Macro and micro operationsPoints to makeThe input-transformation-output model can be used to describe macro and micro operations.All operations consist of micro operations, each of which produces outputs by taking inputs and transforming them, or using them to transform something else. This input-transformation-output model can be extended to the level of the individual.There are two important implications of this model.First, the input-transformation-output model makes explicit the fact that other parts of the organisation can be viewed as "operations" and hence some of the tools and techniques of operations management might be useful elsewhere in the organisation.Second, the input-transformation-output model underpins the concept of the internal customer-supplier.Organisations are networks of internal customers and suppliers.Each micro operation is a customer of, and a supplier to, another micro operation.Hence the organisation as a whole consists of a network of internal customers and suppliers.A caveat - internal customer-supplier relationships are not the same asexternal customer-supplier relationships.Internal customers and suppliers do not operate in a free market.Buffering the operation against environmental uncertainty Points to make1 The operations function exists in a turbulent environment.For operations to be efficient stability is required. Hence the operations function has to be buffered against environmental uncertainty.2 Operations can be buffered in two ways:• Through physical buffering - keeping an inventory or stock of resources either at theinput or the output side of the transformation process.• Through organisational buffering - allocating responsibility so that the operationsfunction is protected from the external environment by the other functions.3 Traditionally buffering was thought appropriate. Now it iscriticised for the following reasons.The time lag of communicating between the insulating function and operations function makes change difficult. By the time the insulating function has responded, operations has moved on to the next problem.Operations never develops the understanding of the environment which would help it exploit new developments.Operations is never required to take responsibility for its actions. There is always another function to blame and unhelpful conflict may arise between functions.Physical buffering often involves tolerating large stocks of input or output resources which are both expensive and prevent operations improving.Physical buffering in customer processing operations means making the customer wait for the service, which could lead to customer dissatisfaction.4 Today the trend is towards exposing the operations function toenvironmental turbulence.The many different types of operationPoints to make1 An operation can be categorised using four dimensions.These are output volume, output variety, variation in demand and degree of customer contact.2 High output volumes result in operations which:• involve highly repetitive tasks;• are easy to specialise;• are easy to systemise;• are highly capital intensive;• have low unit costs.3 High output variety results in operations which:• need to be flexible;•are complex;• provide a service which has to be closely matched to customer needs:• have high unit costs.4 High variation in demand results in operations which:• need to be flexible;• have to anticipate future demand;• have to be able to change their capacity.5 High customer contact results in operations which:• need to be able to offer fast service as waiting tolerance is likely to be low:• use customer perception to measure performance;• Need skilled staff.6 Often operations with high customer contact have back-office as well asfront-office jobs.Back-office jobs are those that are done behind the scenes. They involve little directcustomer contact.The activities of operations managersPoints to make1 The activities of operations managers fall into two categories.These are those the operations manager has indirect responsibility for and those the operations manager has direct responsibility for.2 Activities which operations managers may have indirectresponsibility for include:• informing other functions of the opportunities and constraints provided by the operation'scapabilities;• discussing with other functions how operations plans and their own plans m ight be modified to the benefit of both functions.• encouraging other functions to suggest ways in which the operations function can improve the service it provides to the rest of the organisation.3 Activities which operations managers may have directresponsibility for include:Understanding operations strategic objectives. This involves:• developing a clear vision which explains how the operations function can help theorganisation achieve its long-term goals;• tran slating these goals into explicit performance objectives for operations.Developing an operations strategy. Operations management invokes hundreds ofminute-by-minute decisions. Operations managers need guiding principles which will help them consistently make appropriate decisions. A good operations strategy should provide such guiding principles.Designing the organisation's products, processes and services. Sometimes operations managers are responsible only for designing the processes. Sometimes they are responsible for designing the products, processes and services.Planning and controlling the operation. The operations function has limited resources. Operations managers need to plan and control the use of these resources, through activities such as inventory and capacity management.Improving the performance of the operation. Operations management not only involves doing things right today. It also involves working out how things can be done better tomorrow - a process which is continuous.。
HTL202 Topic 1 Introduction to Hotel Resort Concepts and Trends
Overview of content
• • • • • • • • • Introduction to Hotel and Resort Concepts and Trends The Hotel Feasibility Research Process Concept Development and Branding A Global Perspective on Hotel/Resort stakeholders. The Design Process Development Strategies and Project Finance Specialised Infrastructure Future Trends for Hospitality Development. Review and Summative Assessment
Blue Mountains International Hotel Management School
2
Learning Outcome 1
• Ability to evaluate the key issues and stages in managing the development and design process and apply to hospitality and related recreational facilities.
Blue Mountains International Hotel Management School 17
• •
• •
Castle Inn, Somerset England Krone Inn, Solothrun Switzerland.
intro_to_cdo_gtd
-h
- f <format> Format of the output file (grb, nc, srv, ext, ieg) e.g: $cdo -f nc copy input.grb out.nc -m<missval> set the default missing value(default:-9e+33) -r Converts from absolute to relative time axis e.g: $cdo -r -f nc copy input.grb out.nc
Copy,split,merge datasets cdo cat fil1.nc file2.nc file12.nc Select part of the dataset Compare datasets cdo selmon,06/08 file.nc out_jja.nc cdo eq
Adv.statistics
bash$ cdo timmean -selmon,3,4,5 -selyear,1970/1990 inputfile.nc output.mam_mean.nc bash$ ncview output.mam_mean.nc
3. Mean annual cycle calculation
1.a) Extract the area around the Great Plains from the monthly precipitation data by specifying long and lat co-ordinates. sellonlatbox allows you to extract an area from fields by choosing lon1,lon2,lat1,lat2. bash$ cdo sellonlatbox,-110,-90,35,50 inputfile.nc outputfile_grtplns.nc 1.b) calculate monthly mean fields for all the time steps 1970-1990 for each of the twelve months for the Great Plains. ymonmhe time steps of multiple years in each month. bash$cdo ymonmean -selyear,1970/1990 outputfile_grtplns.nc grtplns_monmean.out.nc bash$ ncview grtplns_monmean.out.nc
Azure DevOps API 接口访问 R 包说明说明书
Package‘vstsr’October12,2022Type PackageTitle Access to'Azure DevOps'API via RVersion1.1.0Description Implementation of'Azure DevOps'<https:///>API calls.It enables the extraction of information about repositories,build and release definitions and indi-vidual releases.It also helps create repositories and work items within a project without logging into'Azure De-vOps'.There is the ability to use any API service with a shell for any non-predefined call.License GPL-2URL https:///ashbaldry/vstsr,https:///en-us/rest/api/azure/devopsBugReports https:///ashbaldry/vstsr/issuesImports R6,httr,RCurl,jsonliteEncoding UTF-8RoxygenNote7.1.2Suggests testthatLanguage en-GBNeedsCompilation noAuthor Ashley Baldry[aut,cre]Maintainer Ashley Baldry<********************>Repository CRANDate/Publication2021-11-0822:40:02UTCR topics documented:vstsr (2)vsts_account (3)vsts_auth_key (4)12vstsr vsts_create_release (4)vsts_create_workitem (6)vsts_deploy_release (6)vsts_get_build_defs (7)vsts_get_commits (8)vsts_get_projects (9)vsts_get_releases (9)vsts_get_release_defs (10)vsts_get_repos (11)vsts_get_workitems (12)vsts_get_workitem_fields (13)vsts_run_command (14)Index15 vstsr vstsr:A package connecting R and Azure DevOpsDescriptionThis package takes a look at the Azure DevOps API calls and wraps them around in easy to use R functions.This includes looking at projects,repositories,work items,and eventually sections such as builds and releases.DetailsFor more information about Azure DevOps APIs,take a look at https:/// en-us/rest/api/vstsProjectsThis looks at the projects available in a visual studio instance.This lets you change between any project that you might have access to.RepositoriesThis looks primarily at the Git repositories available,and whether you want to create a new reposi-tory or delete an existing one.Work ItemsThis will track any existing work item for a project,and also the ability to create a new work item for a eful if working within a development team and automate inclusion of creating bugs upon creating any certain R error.ReleasesThis will look at the releases available for a project,both the definitions and the actual releases.There is the ability to deploy the created releases to a new environment.vsts_account3 CustomFor any non-predefined API service available in the package,it is always possible to run the vsts_run_command which will use any enabled Azure DevOps API call.vsts_account Azure DevOps AccountDescriptionAzure DevOps AccountArgumentsuser username for the Azure DevOps accountpass password for the Azure DevOps accountdomain domain name for the Azure DevOps accountproject(optional)project name within the domain of the Azure DevOps accountrepo(optional)repository name with the project of the Azure DevOps domainFormatAn R6Class generator objectDetailsFor the majority of functions that are within this vsts_account object,you can get help about the query or body parameter with?vsts_<function name>.Examples##Not run:proj<-vsts_account$new("<username>","<password>","<domain>","<project>","<repo>")str(proj)##End(Not run)vsts_auth_key Azure DevOps Authentication KeyDescriptionCreation of a Azure DevOps authentication key that will be used when running any of the API calls.Usagevsts_auth_key(user,pass)Argumentsuser username to access Azure DevOps projectpass password to access Azure DevOps projectDetailsFor more information about authentication check https:///en-us/rest/ api/azure/devops/?view=azure-devops-rest-6.1#create-the-requestValueAn authentication key string in the form of’Basic<Base64of user:pass>’Examples#Using credentialsauth_key<-vsts_auth_key("<username>","<password>")#Using PAT tokenauth_key<-vsts_auth_key(NULL,"<token>")vsts_create_release Azure DevOps Project Release InformationDescriptionThese functions will allow you to create releases from Azure DevOps.Usagevsts_create_release(domain,project,auth_key,body)Argumentsdomain The name of the Azure DevOps organization.project the name of the project in domain to look atauth_key authentication key generated by using vsts_auth_keybody a list of extra parameters that can need to be sent to the API call(*mandatory): artifacts*[list]Sets list of artifact to create a release.Check Details formore information.definitionId*[integer]Sets definition Id to create a release.description*[character]Sets description to create a release.isDraft[logical]Sets’true’to create release in draft mode,’false’otherwise.manualEnvironments[character]Sets list of environments to manual as con-dition.properties[list]The class represents a property bag as a collection of key-value pairs.reason[character]Sets reason to create a release.DetailsThe artifacts object within the body contains two items:•alias[character]Sets alias of artifact.•instanceReference[list]Sets instance reference of artifact. e.g.for build artifact it is build number.For more information about release API calls check https:///en-us/rest/ api/vsts/release/releases.Examples##Not run:#Add in own details to get a non-NULL outputauth_key<-vsts_auth_key("<username>","<password>")art_list<-list(list(alias="Art1",instanceReference=list(id=1)),list(alias="Art2",instanceReference=list(id=2)))body<-list(definitionId=1,description="R API Release",artifacts=I(art_list))vsts_create_release("domain","project",auth_key,body)##End(Not run)6vsts_deploy_release vsts_create_workitem Azure DevOps Project Work ItemsDescriptionThese functions will allow you to scrape work item information from a particular Azure DevOps project.Usagevsts_create_workitem(domain,project,item_type,auth_key,...)Argumentsdomain The name of the Azure DevOps organization.project the name of the project in domain to look atitem_type the type of work item to be createdauth_key authentication key generated by using vsts_auth_key...arguments passed to vsts_get_workitem_fieldsDetailsFor more information about work item API calls check https:///en-us/ rest/api/azure/devops/wit/work-items.vsts_deploy_release Azure DevOps Project Release Environment InformationDescriptionThese functions will allow you to run release environment tasks from Azure DevOps.Usagevsts_deploy_release(domain,project,release,env,auth_key)Argumentsdomain The name of the Azure DevOps organization.project the name of the project in domain to look atrelease the release ID of the releaseenv the release environment ID to release onauth_key authentication key generated by using vsts_auth_keyvsts_get_build_defs7DetailsFor more information about release environment API calls check https:/// en-us/rest/api/azure/devops/release/releases/update-release-environment. Examples##Not run:#Add in own details to get a non-NULL outputauth_key<-vsts_auth_key("<username>","<password>")vsts_deploy_release("domain","project",auth_key,1,1)##End(Not run)vsts_get_build_defs Azure DevOps Project Build Definition InformationDescriptionThese functions will allow you to scrape build definition information from Azure DevOps. Usagevsts_get_build_defs(domain,project,auth_key,query=NULL)Argumentsdomain The name of the Azure DevOps organization.project the name of the project in domain to look atauth_key authentication key generated by using vsts_auth_keyquery a list of extra parameters that can be sent to the API call.Check details for access to list of options.DetailsFor more information about the build definition API calls check https:/// en-us/rest/api/azure/devops/build/definitions/list.Examples##Not run:#Add in own details to get a non-NULL outputauth_key<-vsts_auth_key("<username>","<password>")vsts_get_build_defs("domain","project",auth_key)##End(Not run)8vsts_get_commits vsts_get_commits Azure DevOps Project Git RepositoriesDescriptionThese functions will allow you to scrape git repository information from Azure DevOps.Usagevsts_get_commits(domain,project,repo,auth_key,query=NULL)Argumentsdomain The name of the Azure DevOps organization.project the name of the project in domain to look atrepo the name of the repository in project to look atauth_key authentication key generated by using vsts_auth_keyquery a list of extra parameters that can be sent to the API call:branch[character]the name of a branch in the repository(cannot combine withcommit)commit[character]the id of a commit in the repository(cannot combine withbranch)itemPath[character]path of an item in the repositorycommitter[character]name of the person who committed the changeauthor[character]name of the authorfromDate[Date]start date to search fromtoDate[Date]end date to search fromDetailsFor more information about git repository API calls check https:///en-us/ rest/api/azure/devops/git/commits/get-commits.Examples##Not run:#Add in own details to get a non-NULL outputauth_key<-vsts_auth_key("<username>","<password>")vsts_get_commits("domain","project","repo",auth_key)##End(Not run)vsts_get_projects9 vsts_get_projects Azure DevOps ProjectsDescriptionThese functions will allow you to scrape project information from Azure DevOps.Usagevsts_get_projects(domain,auth_key,quiet=FALSE)Argumentsdomain The name of the Azure DevOps organization.auth_key Authentication key generated by using vsts_auth_keyquiet logical whether want general running information from printing.Any issue with the API call will still show up if set to TRUEDetailsFor more information about project API calls check https:///en-us/rest/ api/azure/devops/core/Projects.vsts_get_releases Azure DevOps Project Release InformationDescriptionThese functions will allow you to scrape releases from Azure DevOps.Usagevsts_get_releases(domain,project,auth_key,query=NULL)vsts_get_release(domain,project,release,auth_key)Argumentsdomain The name of the Azure DevOps organization.project the name of the project in domain to look atauth_key authentication key generated by using vsts_auth_keyquery a list of extra parameters that can be sent to the API callrelease Release Definition ID10vsts_get_release_defsDetailsFor more information about release API calls check https:///en-us/rest/ api/azure/devops/release/Releases.Examples##Not run:#Add in own details to get a non-NULL outputauth_key<-vsts_auth_key("<username>","<password>")vsts_get_releases("domain","project",auth_key)##End(Not run)vsts_get_release_defs Azure DevOps Project Release Definition InformationDescriptionThese functions will allow you to scrape release definition information from Azure DevOps. Usagevsts_get_release_defs(domain,project,auth_key,quiet=FALSE)Argumentsdomain The name of the Azure DevOps organization.project the name of the project in domain to look atauth_key authentication key generated by using vsts_auth_keyquiet logical whether want general running information from printing.Any issue with the API call will still show up if set to TRUEDetailsFor more information about release definition API calls check https:/// en-us/rest/api/azure/devops/release/releases.Examples##Not run:#Add in own details to get a non-NULL outputauth_key<-vsts_auth_key("<username>","<password>")vsts_get_release_defs("domain","project",auth_key)##End(Not run)vsts_get_repos11 vsts_get_repos Azure DevOps Project RepositoriesDescriptionThese functions will allow you to scrape project information from Azure DevOps.Usagevsts_get_repos(domain,project,auth_key,quiet=FALSE)vsts_create_repo(domain,project,repo,auth_key,quiet=FALSE)vsts_delete_repo(domain,project,repo,auth_key,quiet=FALSE)Argumentsdomain The name of the Azure DevOps organizationproject Project ID or project nameauth_key authentication key generated by using vsts_auth_keyquiet logical whether want general running information from printing.Any issue with the API call will still show up if set to TRUErepo the name of the repository in project to look at.Leave as""to get all reposi-tories within all projects of the domainDetailsFor more information about repository API calls check https:///en-us/ rest/api/azure/devops/git.Examples##Not run:#Add in own details to get a non-NULL outputauth_key<-vsts_auth_key("<username>","<password>")#Get repo listvsts_get_repos("domain","project",auth_key)#Create new repovsts_create_repo("domain","project","repo",auth_key)#Delete existing repovsts_delete_repo("domain","project","repo",auth_key)##End(Not run)12vsts_get_workitems vsts_get_workitems Azure DevOps Project Get Work ItemsDescriptionThese functions will allow you to scrape work item information from a particular Azure DevOps project.Usagevsts_get_workitems(domain,project,auth_key,id,query=list())vsts_get_workitem(domain,project,auth_key,id)Argumentsdomain The name of the Azure DevOps organization.project Project ID or project nameauth_key authentication key generated by using vsts_auth_keyid ID of the work item to retrievequery a list of extra parameters that can be sent to the API call:ids[character]a comma-separated list of up to200IDs of the work items togetfields[character]a comma-separated list of up to100fields to get with eachwork item.If not specified,allfields with values are returned.Calculatedfields such as Attached File Count must be specifically queried for usingthis parameter.asOf[Date]gets the work items as they existed at this timeErrorPolicy[character]determines if the call will throw an error when en-countering a work item(default behavior)that doesn’t exist(throw)or sim-ply omit it(omit)DetailsFor more information about work item API calls check https:///en-us/ rest/api/azure/devops/wit/work-items.vsts_get_workitem_fields13vsts_get_workitem_fieldsAzure DevOps Work Item FieldsDescriptionThis contains all thefields required of any work item in a visual studio project and helps add/rename thefields of the selected work item.Usagevsts_get_workitem_fields(System.Title,System.Description,System.TeamProject,System.AreaPath,System.IterationPath,mon.Priority,...)ArgumentsSystem.Title[character]title of the Azure DevOps work itemSystem.Description[character]description of the Azure DevOps work itemSystem.TeamProject[character]name of the Azure DevOps projectSystem.AreaPath[character]path of the Azure DevOps work itemSystem.IterationPath[character]name of the Azure DevOps iteration pathmon.Priority[integer]priority of the work item-1to4...otherfields that might have been missed out originallyDetailsFor more information about work itemfields API calls check https:/// en-us/rest/api/azure/devops/wit/Fields.14vsts_run_command vsts_run_command Azure DevOps Custom API CallsDescriptionFor any requirement not currently in place in the vstsr package,then this function will allow you to use the relevant API call without any extra requirements.For the most part it is just a shell of VERB but will have the auth_key set up already.Usagevsts_run_command(url,verb,auth_key,body=NULL,query=NULL)Argumentsurl the URI of the API call to runverb name of the verb to useauth_key authentication key generated by using vsts_auth_keybody check VERB for more details.If the object is a named list,then it will be transformed into a JSON string so that can be added to the e https:///en-us/rest/api/azure/devops tofind out any re-quired parameter for the body.query a list of extra parameters that can be sent to the API call.If not required then leave as NULLExamples##Not run:auth_key<-vsts_auth_key("<username>","<password>")#Get commits of a repositoryURL<-file.path("https://",domain,project,"_apis/git/repositories",repository_id,"commits?api-version=5.0")vsts_run_command(URL,"GET",auth_key)##End(Not run)Index∗datavsts_account,3R6Class,3VERB,14vsts_account,3vsts_auth_key,4,5–12,14vsts_create_release,4vsts_create_repo(vsts_get_repos),11vsts_create_workitem,6vsts_delete_repo(vsts_get_repos),11vsts_deploy_release,6vsts_get_build_defs,7vsts_get_commits,8vsts_get_projects,9vsts_get_release(vsts_get_releases),9vsts_get_release_defs,10vsts_get_releases,9vsts_get_repos,11vsts_get_workitem(vsts_get_workitems),12vsts_get_workitem_fields,6,13vsts_get_workitems,12vsts_run_command,3,14vstsr,215。
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Outputs
Operational Strategies:
Employee Performance – six sigma, quality circle, etc Productivity improvement strategies Production system: MRPII, WCM, JIT, six sigma, etc Quality – ISO, TQM
• Hot yet quality food • Satisfied customers resulting in profits Challenge: Finding the most suitable system of food preparation to meet the objectives as stated above. Dissatisfaction could be due to poor quality, e.g., too spicy, too cold, etc
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Joseph M. Juran Armand V. Feigenbaum Philip B. Crosby Kaoru Ishikawa Genichi Taguchi
Old vs. New Concepts of Quality
Time Early 1900s 1940s 1960s 1980s and beyond
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System Approach as an Open System:
External Forces: PESTDC
INPUT
TRANSFORMATION PROCESS
OUTPUT
FEEDBACK LOOP
4
Transformation Process:
4Ms
Transformation Process
–Stressed management’s responsibility for quality. –Developed “14 Points” to guide companies in quality improvement. –Defined quality as “fitness for use.” –Developed concept of cost of quality. –Introduced concept of total quality control. –Coined phrase “quality is free.” –Introduced concept of zero defects. –Developed cause-and-effect diagrams. –Identified concept of “internal customer.” –Focused on product design quality. –Developed Taguchi loss function.
2
What is Operations Management?
• OM is an activity that transforms inputs to outputs. This type of activity takes place in all organizations. • Examples are the transformations that take place in a bank (transfer money from saving to checking account), hospital (harvest a donated organ), airline office (filling of empty seats on a plane), or college (provide education to students).
8
a.
b. c.
Organizing to Produce Goods and Services:
• Refer to examples in study manual, page 13 • Study operations management at Hard Rock Caféin study manual, page 14
TOPIC 1 - INTRODUCTION TO OPERATIONS AND SERVICES MANAGEMENT
1
What is Operations Management?
•
a. b. c. d. e.
Operations Management (OM) is a discipline that applies to various types of industries, such as restaurants factories offices hospitals retail stores, etc
Focus
Inspection Statistical Organizational sampling
Customer driven quality
quality focus ------------------------ New Concept of Quality: 1. Build quality into the process 2. Identify and correct causes of quality problems.
iv.
v. vi.
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Total Quality Management [TQM]
1. A flow of activities for an organization to use to achieve TQM can be found on page 15 of the study manual.
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Total Quality Management
i. ii. iii. Total Quality Management (TQM) systems are driven by identifying and satisfying the customers need. TQM focuses on taking care of the customers. According to American Society for Quality, quality is defined as “The totality of features and characteristics of a product or service that bears on its ability to satisfy stated or implied needs”. TQM stresses a commitment by management to have a continuous company wide drive toward excellence in all aspects of products and services that are important to the customers. See handout Resort World journeys towards TQM Reading 1: a comprehensive model for implementing total quality management in higher education
14
--------------------------------------------- Old Concept of Quality: Inspect for quality after production
International Quality Standards: ISO 9000
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1.
•
Quality Gurus and Contributions
Quality Guru Main Contribห้องสมุดไป่ตู้tion
Walter A. Shewhart
W. Edwards Deming
–Contributed to understanding of process variability. –Developed concept of statistical control charts.
• Discuss – what do you think?
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Flow of Activities to Achieve TQM:
4. 3. 2. Customer satisfaction: winning orders, repeat customers Employee Fulfillment: empowerment, organizational commitment Quality Principles: customer focus, continuous improvement, benchmarking, JIT, tools of TQM Organizational Practice: leadership, mission statement, effective operating procedures, staff support & training The above 1-4 embraces all the processes needed to provide a unique product/service, from marketing to delivery and include the analysis of service provided to customers
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Operations Management at Hard Rock Cafe
INPUT
Transformation Process
OUTPUT
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Operation Management: