工业制成品与资本化扩张 英文版
最新Tutorial_CHAP11 英文版宏经讲义
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r LM
IS
Chapter Eleven
y
4
+G
Consider an increase in government purchases. This will raise the level of income by G/(1- MPC)
The interest rate r then falls until people are willing to hold all the extra
money that the Fed has created; this brings the money market to a new
equilibrium. The lower interest rate, in turn, has ramifications for the goods
This will raise the level of income by
T ×MPC/(1- MPC)
r IS IS´ LM B
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Y
The IS curve shifts to the right by T ×MPC/(1- MPC) which raises
income and the interest rate.
r IS IS´ LM B
A
Y
The IS curve shifts to the right by G/(1- MPC) which raises income
and the interest rate.
Chapter Eleven
标准成本StandardCosting故事书-中英文对照版
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2009年1月。赵总办公室。 老张惶恐不安的站在窗边,左手攥着08年的财务报表,右手不时地抬起来擦拭额头上冒出来的汗珠。 他拿眼偷瞟坐在一张硕大的老板桌后面的赵总,不知道从他那紧闭的双唇会问出怎样的问题来。 “这种帐篷去年的利润率怎么波动得这么厉害啊?”沉默半晌,赵总终于指着报表上的一行发话了。 “呃……”老张扶了扶他那副老式的黑框眼镜,“这种帐篷原先主要是出口欧美的,去年5月四川地 震发生之后,国家采购了大量帐篷送往灾区,一时间定单激增,产量达到饱和。而下半年由于受到国 际经济危机的影响,出口订单大幅度减少,产量随之大幅下降。这样摊入单位成本的固定费用就时多 时少,销售成本波动比较大,所以……” “那这款帐篷在正常情况下成本是多少?今年预计利润率会在什么水平?” “呃,这个……”老张嘴角扯出一丝难为情的微笑,“这个我需要回去再算算……” 赵总皱了皱眉头,目光从报表移到老张的脸上。“下半年成本上涨就这一个原因吗?” “不是的。从去年年初开始进口帆布的原材料价格就一直上涨,也是一个因素。” “那原材料涨价和产量下降在成本的上涨中各占到多少比例?” “呃……”老张额头上的汗珠子又冒了出来。
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小刘回想起自己每个月月底加班加点的情景——每个月最后那7天,桌子上铺天盖地的数字和各类单 据,墙上的吊钟嘀嗒嘀嗒地走着,就像阎王的催命令听得人心烦意乱:核对供应商发票和入库单核算 入库成本,核对领料单和销售出库单核算出库成本,十几项费用的归集和分配,各种成本报表,更别 提那时不时冒出来的退货、退料、暂估入账和相应的存货和领料成本调整了……哪一天不是黑着眼圈 加班到深夜,伴着星星月亮回家,好不容易凌晨1点能挨着床了,可一闭上眼,满脑子的数字乱窜, 经常梦到因为算错一个数据而被老张斥责……想到这里,小刘觉得脸上的痘痘一个个突突的发热,本 来就酸痛的颈椎像要断了似的,鼻子一抽,泪珠子就这么滚了下来…… 老张这时心里也是又咸又苦——没想到去年辛辛苦苦忙活了一阵子还没讨着半点好……更让人气不打 一处来的是,其他部门也在这个节骨眼上来凑热闹。老张想起生产部的李经理前些天跟自己的一番对话: “老张啊,去年下半年国际经济危机,厂里出口业务下滑得厉害,后续市场预期非常不乐观。赵总说 企业要过冬,必须靠强化管理出效益。他要求我今年必须想办法大幅度降低在制品和半成品的库存比 例,减少它们对资金的占用,提高资金周转率。我压力很大呀!”老李穿着一身蓝色的工作服,额头 上刻着深深的工字招牌皱纹。他边说边搓着两手,“你看能不能每周给我一份最新的在制品价值的报 表呢?并且要按单提供,因为我只有知道了到底哪个产品、哪张工单的在制品价值特别高,高多少,高 在哪里,才能查找究竟是哪个环节、哪个班次出了问题,出了什么问题,致使物料在生产线上积压。这 样工人的绩效考核也有据可依。”
CGMP--Current-Good-Manufacturing-Practice(中英文对照版)
Subpart A-General Provisions§211。
1 Scopea)The regulations in this part containthe minimum current goodmanufacturing practice forpreparation of drug products foradministration to humans oranimals。
b)The current good manufacturingpractice regulations in this chapter,as they pertain to drug products,and in parts 600 through 680 of thischapter,as they pertain tobiological products for human use,shall be considered to supplement,not supersede,the regulations inthis part unless the regulationsexplicitly provide otherwise。
In theevent it is impossible to complywith applicable regulations both inthis part and in other parts of thischapter or in parts 600 through 680of this chapter, the regulationspecifically applicable to the drugproduct in question shall supersedethe regulation in this part。
c)Pending consideration of aproposed exemption, published inthe Federal Register of September29,1978,the requirements in thispart shall not be enforced for OTCdrug products if the products and alltheir ingredients are ordinarilymarketed and consumed as humanfoods, and which products may alsofall within the legal definition ofdrugs by virtue of their intendeduse。
International devision of labor
Disadvantages:
However, the law requires one nation to be better at production of one product and the other nation to be better at production of another product for specialization and trade to be mutually advantageous.
地理大发现和殖民扩张,资本主义发展进入原始积累时期, 形成了宗主国与殖民地最初的分工形式,建立起早期的国际专 业化生产。 三角贸易
Formation(1760’-1860’)
1、大机器工业(Machinery Industry)的建立 奠定了物质基
础
2、UK—— the center 3、世界市场上交换的商品日益为大宗商品所代替,如:小麦,
科学技术
2.各国生产力水平决定其在国际分工中的地位。 英国 欧美资本主义国家 新兴工业化国家
3.各国生产力水平决定国际分工的形式、广度、深度。 4.生产力的发展决定国际分工的产品内容。 5.技术在国际分工中的作用日益显著。
Other factors
1.基础:自然条件 2.重要力量:资本流动 3.推动作用:政府行为 FDI:Foreign Direct Investment
Then, what is one nation is better(or worse)at both products than the other nation?
So, it only explained a very small part of world trade, or, it just explained a special case, which made the theory not to be used generally.
plastic mold
This trial version can use only a part of item.Function of Major PartsYou will learn about the names and functions of major parts used for an ejection system.A push back pin and a coil spring are used for regular molds, whereas a push back pin and a gas spring are sometimes used for large size molds.This figure illustrates an example of a large mold.Ejector Stopper (Stroke End Pin)A block that stops an ejector plate from going forward [stop pin]Sprue Lock PinsA pin has the edge of which is undercut to pull a part in mold opening and remove a sprue from a sprue bush.After mold opening, this pin will function as an ejector pin and ejects the sprue from a aprue bush. Also it releases gas contained in molten plastic.Ejector PlateAlso called a push plate. A plate that supports an edge of an ejector pin or a push back pin to eject a part from a mold.It is ejected by an ejector device of a molding machine, and returned to the original position when the edge of a push back pin collides with a cavity plate during mold clamping.Stop PinsA stopper installed to keep an ejector plate horizontal or prevent the ejector plate fromretreating too far and damaging a core adaptor plate.Ejector Guide Pins / Ejector Guide BushAn ejector guide pin is also called a push plate guide pin and functions as a guide for sliding of an ejector plate.Because an ejector guide bush slides, a hard material is used.An ejector guide bush is also called a push plate guide bush. It is a cylindrical part used to determine the position by matching the ejector guide pin.Push RodsA shaft linked to the force (hydraulic or mechanical) of the molding machine in order to get the ejector plate to work.Gas Spring / Gas Spring HolderA gas spring forcibly pushes back an ejector plate. The strength of the spring is adjusted by adjusting the filling pressure.When using a gas spring, make sure to avoid high temperature (heat may expand gas, deteriorating the original functions of a gas spring).Calculating Filling PressureTo figure out filling pressure (P) from early load (Wo):P = 100 * Wo /C (C: constant)To figure out corresponding spring constant (K) from filling pressure (P) and gasspring constant (G):K =G * P / 100To figure out force by displacement (x) from the top D.C. of the piston rod (W):W = P (Gx + C)* See the catalog of each manufacturer for constant (C) and gas spring constant (G).A gas spring holder is a block used to fix a gas spring to an ejector plate.Counter bore process for a bolt installation hole, for it also functions as an push rod.This trial version can use only a part of item.Runner SystemIn this chapter, you will learn about the functions, characteristics, and shapes of the sprue, runner, and gate.The molten plastic injected from the injector nozzle will go through a sprue (sprue bush), a runner, and a gate and fill up in the cavity.As the temperature of molten plastic is lowered while going through the sprue and runner, the viscosity will rise; therefore, the viscosity is lowered by shear heat generated when going through the gate to fill the cavity.SprueA sprue is a channel through which to transfer molten plastic injected from the nozzleof the injector into the mold. It is a part of sprue bush, which is a separate part from themold.RunnerA runner is a channel that guides molten plastic into the cavity of a mold.GateA gate is an entrance through which molten plastic enters the cavity.The sprue, the runner, and the gate will be discarded after a part is complete. However, the runner and the gate are important items that affect the quality or the cost of parts.GateThe gate is categorized into restrictive gate, which narrows the entrance, and nonrestrictive gate, which does not narrow the entrance.The gate has the following functions:•Restricts the flow and the direction of molten plastic.•Simplifies cutting of a runner and moldings to simplify finishing of parts.•Quickly cools and solidifies to avoid backflow after molten plastic has filled up in the cavity.Restrictive GateA restrictive gate has a narrow entrance to the cavity to restrict the amount of molten plastic inorder to improve filling in the cavity.The restrictive gate has the following characteristics.o Generates shear heat by going through the narrow gate, raising the temperature ofmolten plastic and improving the filling in the cavity.o Reduces residual stress, and thus reduces part defect such as warp.o As the cooling solidification time is shortened, molding cycle is also shortened. o As the gate trace is less, it is possible to complete finishing process in a short time.The restrictive gate has the following types.Side GateSubmarine Gate 丂丂(Tunnel Gate)The most common gate.Put to the side of parts.The gate trace will be left.Often used for the structure with more than two cavities.The gate will be automatically cut off during mold opening. The position is flexible (front, side, or back of parts).The gate needs to be thought about not to be left inside the cavity.Pin Point GateFan GateSuitable for molding multiple parts. The position is relatively flexible.The structure is complicated due to three platemethod of die.Suitable for large and flat plate parts.Finishing is difficult and cost is high due to the wide gate.The gate trace will be left.Film GateValve GateSuitable for thin plate parts.Finishing is difficult and cost is high due tothe wide gate.The gate trace will be left.The valve of the gate opens the gate according toinjection timing.Sprue and runner will not be discharged due tohot runner method.Put to either the front or the back surface of parts.Nonrestrictive GateA nonrestrictive gate involves a method in which molten plastic fills up in the cavity directly from the sprue.The nonrestrictive gate has the following characteristics.o Reduces the loss of injecting pressure due to direct cavity filling from the sprue.o Less molding material because there is no runner .o The simple mold structure reduce the cost and produces a mold with less trouble.o It is likely that residual stress is generated and parts have crack.The nonrestrictive gate has the following type.Direct GateThe sprue plays the role as gate.Put on the front or back side of parts.The gate trace will be left.Determining Gate PositionPoint 1 Set a gate position where molten plastic finished filling up in each cavity simultaneously. Same as multiple points gate. Point 2 Basically set a gate position to the thickest area of a part. This can avoid sink marks due to mold shrinkage . Point 3 Set a gate position to an unremarkable area of part or where finishing process can be easily done. Point 4 Avoid injecting from the direction where the air in the cavity or the gas generated from molten plastic is inclined to accumulate. Point 5 Fill up molten plastic using the wall surface in order not to generate jetting.Undercut refers to the convex or concave area of part. When removing the part from the mold, you need some device so that the part of the mold which contacts to the undercut can be moved to remove the part from the mold since the part will not be removable directly without the device. This process is called Undercut process. Undercut process uses different methods depending upon whether the undercut is outside or inside the part. Here are some examples of parts with undercut.Push-pinGrip of a driverGrip of a cupNow, let's learn about external slide core method, internal slide method, and hydraulic cylinder method of undercut process.- 11 -External Slide Core MethodThe external slide core method is usually used for the process of outer undercut. Working along with the open / close movement of a mold, this method slides the slide core to process the undercut. The hydraulic cylinder method is also available, which will be explained in detail later Slide Core Body Unit The portion where the undercut process is performed linked along with the movement of mold opening. The amount of movement of the slide core and the angle and the length of the angular pin are key factors to this unit. The locking block installed to the cavity plate receives the pressure from the injection when closing the mold. Upon opening of the mold, the slide core moves backward by the force from the angular pin and the spring, thus releasing the part. As the hole will be misaligned and the angular pin will not be inserted if the slide core moves too far backward, a core stop block needs to be installed. This correlation is illustrated below. The relief distance and the tilt angle of the angular pin are as follows: S: Undercut amount S1: Slide stroke amount : Tilt angle of slide core : Tilt angle of angular pin S1 = S + 5mm up = +(2 - 5 ) 20 In order to prevent the slide core and the loking block from intervening with each other in mold(Click each name in the figure to display the description.)- 12 -opening and closing, make the tilt angle of the angular pin smaller than that of the locking block. Also, a gap of 0.5mm is added to the hole for angular pin for errors occurring at processing.Push Back Spring The mass when the slide core is sliding varies depending on the direction of sliding.<Example> Suppose you install a 5kg slide core on the side parallel to the ground. How long should the spring be? The stroke is 20mm.- 13 -D: Spring diameter L: Spring free length (see a catalog by each manufacturer) E: Spring close length (see a catalog by each manufacturer) F: Stroke G: Length of shrinkage by slide weight K: Spring constant (see a catalog by each manufacturer) W: Slide weightIf using light load [K = 0.6kgf / mm] for spring: <Example of Catalog> Spring constant (K) 0.6kg/mm Free length (L) 65mm Max. deflection (F + G) 32.5mm Outer diameter (D) 16mm Usage count 350,000 timesTo figure out the slide mass, it is 1.5 times the weight of the slide core: W =5*1.5=7.5kgAs the length of shrinkage due to the weight of the slide mass is: G = W/K : G = 7.5/0.6 = 12.5mm As the free length of the spring is: L = E + F + G : L = 32.5 + 20 + 12.5 = 65. Referring to the catalog, Use the spring with L = 65. Answer D = 16 L = 65mmCore Plate / Cavity PlateA steel device to mold a molding material into a certain shape. The section that is engaged in opening / closing movement is called a core plate, and the section that is not is called a cavity plate. Generally, the front side of a part is a cavity plate and the rear side is a core plate. The core plate leaves a trace on a part, because it has an ejector pin to push the part. The cavity plate has a sprue bush, which is the entrance for molten plastic.- 14 -Locking BlockA block to push a slide core that is ejected back by injection pressure. Angle of Angular Pin and Angle of Angled Side of Locking Block Angle of angular pin: α Angle of side of locking block: β(1) If α > β:If the angle of an angular pin is larger than the angled side of a locking pin, the tilted sides of a slide core and the locking block may collide with each other, possibly damaging the mold.- 15 -(2) If α = β: If the angle of an angular pin and a tilt angle of a locking block are equal, the slide core cannot be lowered, since it is pushed down by a spring, which puts the locking block over the slide core for the clearance of the angled hole of the slide core.(3) If α < β: Since the angled sides of the slide core and the locking block touch each other only when the mold is completely closed, the movement is smooth.From (1), (2), and (3), the angle of the angular pin must be smaller than the angle of the side. The normal angle of the angular pin is 12 - 25 degree, and the angle of the parting side is basically larger than the pin angle.Core Stop BlockA part that determines the position where a slide core retreats when opening the mold.- 16 -In addition to the core stop block, a ball plunger, a return spring, or a stop pin can also be used.Slide CoreA part that slides inward upon opening and closing of the mold. It works on the undercut process along with mold opening / closing movement to mold the undercut of a part. The larger the undercut becomes, the longer an angular pin needs to be and the more the movement of the slide core will be; therefore it may not be easily used.- 17 -The slide core moves to avoid retreating by injection pressure at the locking block when closing the mold and at the core stop block when opening the mold. In between them, an angular pin controls the movement of the slide core.Core Push Back SpringA part used to hold down a slide core when a mold is open. Without this, the slide core may be out of alignment when the mold is open, and also an angular pin may not go into the angled hole when closing the mold.It is changed depending on the sliding direction of the slide core, such as up, down, or horizontal.- 18 -UndercutA shape that prevents a part from being removed in the opening direction of a mold after molding. If a part has such a shape or a prong , the part cannot be removed in the opening direction. Therefore, the undercut part needs to be removed by a mechanical method before removing the part from the mold. This process is called the undercut process.This trial version can use only a part of item.Property of PlasticsThis chapter explains the properties of plastics and the characteristics of typical material in mold processing.Property of PlasticsPlastic properties are classified by 5 criteria. The properties mentioned here could be references for plastic selection. However, these properties are subject to change due to temperature or humidity changes. Therefore, it is necessary to account for changes in environmental conditions on selection of plastics. Mechanical properties Mechanical properties refer to displacement or breakage of plastic due to some mechanical change such as applying some load. Mechanical properties are dependent on the temperature, force (load), and the duration of time the load is applied. It may also be affected by ultra-violet radiation when used outside.- 19 -Thermal properties Thermal properties include heat resistance or combustibility. Thermoplastic has a larger coefficient of thermal expansion or combustibility and a smaller thermal conductivity or specific heat than other material such as metals. Chemical properties Chemical resistance, environmental stress crack resistance , or resistance to environmental change are referred as chemical properties. When a plastic contacts chemicals, there is some kind of change. After having a plastic in contacted with chemicals under no stress for about a week, changes in appearance, weight and size of the plastic are examined. Such changes are referred to as chemical properties. Electric properties Electric properties are also referred to as electromagnetic properties. Electric properties include insulation, conductivity and electro-static charges. Due to their good insulation property, plastics are often used in electric fields. However, plastics do have a defect; they are easily electrified. Physical properties Specific gravity, index of refraction and moisture absorption are called physical properties. The specific gravity of the plastic is small, and it varies depending on the character of high polymer , or thermal and mechanical treatment of the plastic.Characteristics of Molding MaterialHere, characteristics, application, cautions, molding condition and physical properties of typical molding material (thermosetting plastic has only physical properties.) are described. Molding material often changes into different states due to many factors. General features, applications, caution and molding conditions are presented as follows:Polyamide (Nylon) (PA) Characteristics Excellent in impact resistance and chemical resistance as well as in electric property and low temperature Higher fusing point, good thermal resistance. Due to its self-lubricant character, it is often used for bearings of mechanical parts. Use Often used for moving parts of machines (bearing, gear, cam) or bolt. Caution Because of its water-absorption character, dimension accuracy may be affected and the material quality may change. So, it needs to be dry enough before molding.- 20 -Low dissolving (melting) viscosity- watery texture may cause development of flashs. Molding condition Resin temperature is generally set high. Control the mold temperatures for uniform cooling.PROPERTY-1 (Drying temperature - injection pressure)Drying temperature [ ] 80 Drying time [hours] Cylinder temperature [ ] 220 - 300 Mold temperature [ ] 20 - 90 Injection pressure [kgf/ ] 800 - 1500ResinGradeFillers Abbreviation #Polyamide (Nylon)Nylon 6 Nylon 6-6-PA68 - 15-PA66808 - 15250 - 35020 - 901000 - 1500PROPERTY 2 (Elongation - Specific gravity) Molding shrinkage[%] Consecutive heat resistance[ Thermal deflection temp. [ ] 60 - 70ResinGradeFillers Abbreviation #Elongation[%]]Specific gravityPolyamide (Nylon)Nylon 6 Nylon 6-6-PA625 - 3200.5 - 1.582 - 1211.12 - 1.14-PA6660 - 3200.8 - 2.082 - 12166 - 1051.13 - 1.15PROPERTY 3 (Tensile strength - impact strength) Tensile strength [kgf/ ] 490 - 850 Compressive strength [kgf/ ] 914 Bending strength [kgf/ ] 560 - 1250 Impact strength [kgf/ ] 1.0 - 20.0ResinGradeFillers Abbreviation #Polyamide (Nylon)Nylon 6 Nylon 6-6-PA6-PA66630 - 8501050430 - 12001.0 - 5.4Polypropylene (PP) Polypropylene (PP) Lightest specific gravity among all plastics generally used Excellent liquidity Applied for various gates such as pinpoint gate , direct gate , special gate, etc. No need to dry as it has little water absorption Molding shrinkage rate changes according to mold temperature- 21 -Use Often used for extra large molding parts or extremely thin parts Due to its excellent fatigue resistance, it is often used for hinges that are subject to repeated bending Caution Due to its large shrinkage rate, it may experience deformation if the cooling of the mold is not sufficient. Temperature adjustment must be performed for molding that requires precise dimension. When using the mold that may cause sink marks or holes, injection pressure should be set relatively higher. Molding condition Molding temperature is usually 40 - 60 Injection pressure standard is 800 - 1200kgf/ ; however, the highest pressure free of flash is appropriate. The temperature range appropriate for molding is 200 - 300 , and it is better to set up within the higher range. PROPERTY-1 (Drying temperature - injection pressure) Drying temperature [ ] Drying time [hours] Cylinder temperature [ ] 180 - 300 Mold temperature [ ] 20 - 90 Injection pressure [kgf/ ] 600 - 1410ResinGradeFillers Abbreviation #General Polypropylene (PP)Glass fiber 40%PP-PP--200 - 30020 - 90703 - 1410PROPERTY 2 (Elongation - Specific gravity) Molding shrinkage[%] 1.0 - 2.5 Consecutive heat resistance[ 88 - 115 Thermal deformation ] temp. [ ] 103 - 130ResinGradeFillers Abbreviation #Elongation[%]Specific graviGeneral Polypropylene (PP)Glass fiber 40%PP100 - 8000.90 - 0.91-PP2.0 - 4.00.2 - 1.8121 - 138110 - 1611.22 - 1.23PROPERTY 3 (Tensile strength - impact strength) Tensile strength [kgf/ ] 210 - 400- 22 -ResinGradeFillers Abbreviation #Compressive strength [kgf/ ] 260 - 562Bending strength [kgf/ ] 352 - 492Impact strength [kgf/ ] 1.5 - 110Polypropylene General-PP(PP) -Glass fiber 40%PP560 - 1000387 - 492492 - 10006 - 11Polyethylene (PE) Characteristics There are two types of polyethylene: low density polyethylene and high-density polyethylene. Low-density polyethylene is softer than high-density polyethylene. It is excellent for molding. High-density polyethylene has excellent stiffness and impact resistance. Excellent chemical resistance No need to dry because it does not absorb water Use Low-density polyethylene is used for products requiring softness and flexibility. It is often used for complex-shaped plastic or packing material. Low-density polyethylene is also used to improve flow of molding materials. High-density polyethylene is used for cylindrical containers, or for large plastic products such as containers. Caution Higher mold temperature results in the following: molding cycle becomes longer, impact strength is reduced, molding shrinkage becomes higher, and specific gravity increases. Lower mold temperature causes the surface of the plastic to peel off or deform. Molding condition Higher mold temperature will improve brilliance and appearance of the part. Higher injection pressure will result in uniform temperature of the molten plastic inside the mold. It also enhances the density and strength of the plastic. It is advised to apply low holding pressure after filling the molten plastic. PROPERTY-1 (Drying temperature - injection pressure) Drying temperature [ ] Drying time [hours] Cylinder temperature [ ] 150 - 270 200 - 300 Mold temperature [ ] 20 - 60 10 - 60ResinGradeFillers Abbreviation #Injection pressure [kgf/ ] 500 - 211 562 - 211Low density Polyethylene Intermediate density (PE) High density-LDPE MDPE-HDPE--200 - 30010 - 80600 - 141PROPERTY 2 (Elongation - Specific gravity) Molding shrinkage[%] Consecutive heat resistance[ Thermal deformation temp. [ ]ResinGradeFillers Abbreviation #Elongation[%]]Specific grav- 23 -Low density Polyethylene Intermediate density (PE) High density-LDPE MDPE90 - 800 50 - 6001.5 - 5.0 1.5 - 5.080 - 100 48.7 - 12137.6 - 49.2 48.7 - 73.70.91 - 0.92 0.926 - 0.9-HDPE20 - 1302.0 - 6.078 - 12459.8 - 880.941 - 0.9PROPERTY 3 (Tensile strength - impact strength) Tensile strength [kgf/ ] 42 - 161 Compressive strength [kgf/ ] Bending strength [kgf/ ] Impact strength [kgf/ ] hard to break 2.7 - 87ResinGradeFillers Abbreviation #Low density Polyethylene Intermediate (PE) density High density-LDPE-MDPE84 - 246-337 - 492-HDPE218 - 387190 - 253-2.7 - 87Acrylonitrile butadienstylene(ABS) Characteristics Elastic and unbreakable Since it is Non-crystalline plastic , it has poor climate resistance Easy to maintain dimension accuracy, well-balanced material Relatively easy to perform secondary processing (mechanical treatment or galvanized treatment, solvent sealing, etc.) Use Often used for home electric appliances or interior parts Caution Due to its moisture-absorption characteristics, drying is critical before molding. Otherwise, bubbles or cracks may appear on surface. Thin plastic shapes, where it is hard to fill in the molten plastic, should be avoided. Molding condition Maintain the mold temperature relatively high, around 60 - 80 to stabilize the temperature Set injection pressure high as Acrylonitrile butadienstyrene has poor flow. PROPERTY-1 (Drying temperature - injection pressure) Drying temperature [ ] Drying time [hours] Cylinder temperature [ ] Mold temperature [ ]ResinGradeFillers Abbreviation #Injection pressure [kgf/ ]- 24 -High stiffness Heat Acrylonitrile resistance butadienstylene-ABS70 - 802180 - 26040 - 80560 - 1760Glass fiber 20% 40%ABS70 - 802250 - 30040 - 80560 - 1760-ABS70 - 802200 - 26040 - 801050 - 281PROPERTY 2 (Elongation - Specific gravity) Molding shrinkage[%] Consecutive heat resistance[ Thermal deflection temp. [ ] 82 - 108ResinGradeFillers Abbreviation #Elongation[%]]Specific gravHigh stiffness Heat Acrylonitrile resistance butadienstylene-ABS3.0 - 20.00.2 - 0.960 - 931.02 - 1.07Glass fiber 20% 40%ABS5.0 - 25.00.2 - 0.988 - 16593 - 1221.05 - 1.08-ABS2.5 - 3.00.1 - 0.293 - 11093 - 1181.22 - 1.36PROPERTY 3 (Tensile strength - impact strength) Tensile strength [kgf/ ] 400 - 610 Compressive strength [kgf/ ] 127 - 879 Bending strength [kgf/ ] 773 - 1000 Impact strength [kgf/ ] 6 - 33.7ResinGradeFillers Abbreviation #High stiffness Heat Acrylonitrile resistance butadienstylene-ABSGlass fiber 20% 40%ABS400 - 560506 - 702703 - 105010.9 - 35.4-ABS570 - 740600 - 15501120 - 19005.4 - 13.1Polycarbonate (PC) Characteristics- 25 -High melting point, high melting (fusing) viscosity Relatively small molding shrinkage rate (0.5 - 0.8%), and not affected by the position of the gates Does not soften below 150 Excellent impact strength Use Used for the parts requiring strength or parts subjected to dynamic and severe loads Caution This plastic needs drying before molding due to its water absorption characteristics; otherwise, appearance or quality may be affected. High mold temperature causes longer molding cycle Low mold temperature may cause deformation of the part If injection pressure is too high, the part may deform internally and be easily broken. Molding condition Mold temperature is appropriate between 85 - 110 Higher temperature will lead to better flow and glossy appearance(brilliance). It also reduces deformation of the product Injection pressure should be set high Molding temperature should be between 260 - 300 PROPERTY 1 (Drying temperature - injection pressure) Drying temperature [ ] 120 Drying time [hours] Cylinder temperature [ ] 250 - 380 Mold temperature [ ] 80 - 120 Injection pressure [kgf/ ] 700 1500ResinGradeFillersAbbreviation #General-PC24Polycarbonate (PC)-Glass fiber less than 10%Glass fiber 10%PC12024270 - 38080 - 120700 1410-PC12024270 - 38080 - 1201050 2810PROPERTY 2 (ElongationBoss- 26 -The boss shape used to install a screw to parts.e.g. for a joint of a plastics modelCavityThe gap generated where a part is molded in the mold. It sometimes refers to the concave part of the mold and usually is processed on the cavity plate.Clamping Force / Closing ForceClamping force is put on a mold to keep the mold closed against the pressure of the injected molten- 27 -plastics. Clamping begins with confirming clamp up of the mold after the mold closing process finishes and continues until clamping force reaches the official capacity. The maximum force to clamp a mold is used to specify a molding machine, and represents the size of a molding machine.Closing force is exerted from full mold opening to clamp up of the movable side of the mold to the fixed side. A mold is kept closed under low pressure until the completion to avoid damage to the mold. Closing force is usually divided into two steps: it uses low pressure in the early phase of closing and becomes higher immediately before the completion. The closing speed is divided into two levels, also, to avoid damaging a mold if the mold is closed rapidly. Also, if foreign matter is left inside the mold, clamping force can avoid damage to the mold. The process of closing and clamping is as follows:High speed closing Slow closing (Mold protection circuit starts) Clamping (pressure rising)Clamping Time / Closing TimeClamping time refers to the time from when a mold is completely closed until when clamping force is pressurizing. Clamping time does not change on one molding machine.Closing time refers to the time from when a mold starts closing until when it is completely closed. Closing time varies depending on the movement amount or the shape (thickness) of a mold. A mold is closed at high speed at first, and then at low speed immediately before a slide core or an angular pin starts moving. Therefore, adjust closing time at the position where the speed changes or in the low speed zone. The shorter the closing time is, the shorter the molding cycle time can be; however, clamping must be done securely rather than shortening its time, because incomplete clamping will cause molding defects.Copolymerization- 28 -。
世界经济2.the changing structure of world output and trade (2)
------Second, structural shifts have also taken place in the commodity composition of world trade.
------Third, the growth of service trade has been rapid. 3。与此同时,世界贸易增长带来了重大变化的结构或组成的世界贸易。 - - - - - - -先是关于有一些重要的地理成分变化的世界贸易。这表明了 占世界贸易所占的一个不同的国家或地区。 - - - - - - -第二,结构性转变也发生在商品组成的世界贸易。 - - - - - - -第三,服务行业的增长迅速了。
Three implications of trade expansion贸易扩张三种不同的涵义 3. At the same time, the growth of world trade has brought important changes in the structure or composition of world trade. -----First there are some important changes in the geographical composition of world trade. This shows the share of world trade accounted for by a different countries or regions.
To understand the driving momentum behind the quick growth of word trade 了解快速增长的贸易背后的驱动力 To understand the changing structure in world trade both in geography and composition 了解在世界贸易中地理和构成的结构变化
BEC课堂笔记整理
大四上BEC课堂笔记整理Chapter one1. 经济三大部门the three sectors of the economy2. 经济基础设施the economic infrastructure3. 写字楼office building4. 住宅区housing district5. 现代化的工业国家modern industrialized country6. 总经理general manager/managing director7. 制造业公司manufacturing industry8. 发电站的建造和维护the building and maintenance of the power station9. 石油的抽取和煤炭的开采mining of coal and pumping of oil10. 制成品finished products11. 批发和零售商专卖店wholesale and retail outlets12. 附加值的分配distribution of its added value13. 第一产业部门primary sector14. 第二产业部门secondary sector15. 第三产业部门tertiary sector16. 发达的工业化国家an advanced industrial country17. 依赖重工业提供就业机会depend on heavy industry for employment18. 后工业化国家 a post-industrial country19. 发展中国家 a developing country20. 欠发达国家 a less-developed country21. 服务业的增长和制造业的减少the growth of service industry and the decline of manufacturing industry22. 制造业manufacturing industry23. 再造业transforming industry24. 创造业/加工业processing industry25. 实物消费品physical objects of consumption26. 人类消费模式patterns of human consumption27. 人力投入labor input28. 人力成本labor cost29. 制作品manufactured productTerms:1. infrastructure: the basic structure foundations of a society or enterprise; divide intotwo parts, soft facilities, hard facilities and their utilities2. primary sector: agriculture and the extraction of raw materials from the earth3. secondary sector:manufacturing industry, in which raw materials are turned intofinished products4. tertiary sector: the commercial services that help industry produce and distributegoods to the final consumers, as well as activities such as education, health ,care ,leisure ,tourism ,and so on5. wholesale批發,大量的買賣: buying and selling of goods, in large quantities ,frommanufactures6. retail零售: the sale of goods to the general public, especially in shops7. added value附加值: the value attributed to products and services as the result of aparticular process e.g.: production , process, storage, transportWriting:1)Is manufacturing industry important? Is its decline in the “advanced” countries inevitable?Will services adequately replace it?2)Do you agree with either of Galbraith’s or MacShane’s views?(先回答这两个人的观点,再阐述自己的理由)Chapter two1. 一套可以教会的技能和技术a set of skills and techniques that can be taught2. 公司董事长company’s chairman3. 确定/制定目标set objectives4. 制定战略develop a strategies5. 分配资源allocate resources6. 对组织的业务活动进行分析分类analyze and classify the activities of the organization7. 将工作分成易于管理的业务活动divide the work into manageable activities8. 负责执行单项工作的人们people who are responsible for performing individual job9. 激励和沟通motivating and communication10. 组织和监督下属的工作organization and supervising the work of subordinate11. 绩效评估performance appraisal12. 独家经销商exclusive distributors13. 董事会board of directors14. 传达目标communicate an objective15. 做有关薪水和晋升的决策make decisions about pay and promotion16. 评估绩效measure performance17. 监督下属supervise subordinate18. 专有技术/技术专长technique expertise19. 设计商店布局design the layout of a store20. 陈列商品display merchandise21. 雇佣销售员工employ sales staff22. 提高利润increase profits23. 日常物流day-to-day logistics24. 日常运营day-to-day operation/running25. 责任和授权accountability and delegation26. 公司统一外观corporate appearance27. 公司目标陈述corporate statement28. 行为规范和劳动纪律parameters and disciplines29. 培训和发展development and training30. 集体小组座谈focus group interview31. 日常沟通day-to-day communication32. 带来销量的提高lead to increase salesTerms:1. management: the process of coordinating goals of the organization2. subordinate:someone who has a less important position than someone else in aorganization3. superior(上级):someone in a higher position than someone else at work4. promotion:(the giving or receiving of) a higher position or a more important job5. supplier: a person or organization that provides necessary goods or service6. distributor: a person or organization that supplies goods for a producer ormanufacture to shops7. exclusive distributor:the only distributor used by a particular company to sell itsgoods in a particular area or country8. board of directors: the top governing body of a corporation ,the members of which areselected by the stockholders to develop company policy9. expertise: expert knowledge or skill in a particular field10. logistics:the flow of material and information between consumers and suppliers,including interdependent process of customer service and order processing, inventory planning and management, supply, transportation, and distribution, and warehousing Writing:1)What is management? What makes a good manager?2)Do you think you have the right skills to be a manager? Would you be able, for example, toset objectives, motivate and coordinate the staff, and manage a department store, or a computer manufacture?3)Give some example of famous managers. Whose career would you most likely to emulate? Chapter three1. 直线职权line authority2. 直线结构line structure3. 矩阵结构matrix structure4. 功能结构functional structure5. 幕僚职位staff position6. 纳入指挥链integrate into the chain of command7. 人事部personnel or human resources department8. 不征询财务部门的意见就做出财务方面的决策take financial decisions without consulting the finance department9. 一家制造一系列产品的大型组织a large organization manufacturing a range of products10. 营运部门operating division11. 模拟分权simulate decentralization12. 内部拟定转移价格internally determined transfer price13. 将责任传给老板pass on responsibility to the boss14. 细分市场market segment15. 传统财务、销售和生产部门的功能the traditional functions of finance, sales and production16. 让基层保留职权keep authority at lower levels17. (自下而上)在指挥链上将职权和自主权推向基层push authority and autonomy down the line18. 临时建立的完全自主的小组或团体wholly authority, temporary groups or teams19. 广告预算advertising budget20. 市场份额market share21. 信贷措施/安排credit facilities22. 研发research and development23. 未分配收益/留存收益retained profits24. 组织结构图organization chart25. 公司氛围/企业精神corporate ethosTerms:1. line authority: dividing an organization into decision making units that are not centrallycontrolled2. chain/line of command:the line of authority that extends from the highest to thelowest levels of organization3. line structure: hierarchical structure within an organization ,with one person or a groupof people at the top, and an increasing number of people below them at each successive level4. matrix structure:an organizational structure that combines vertical and horizontallines of authority on a functionally departmentalized organizations in which people report to more than one superior5. functional structure:an organizational structure that groups ,positions, intodepartments on the basis of the specialized activities of business, i.e. production, finance, marketing, sales and personnel or human resources department6. staff position:a position created to provide support ,advice and expertise within anorganization7. transfer price: the price for internal transfer of raw material between the trading unitsand the firm8. market segment: a group of potential buyers who have something in common9. corporate ethos: a company’s ways of working and thinking10. market share: the share of the total sales of all brands or products competing in thesame market that is captured by one particular brand or product, usually expressed asa percentage11. retained earnings: portion of business profits not distributed to stockholders12. research and development: a set of activities intended to identify new ideas that havethe potential to result in new goods and services13. organization chart: a chart illustrating the structure of an organization14. budget: a financial statement that projects income and/or expenditures over a specifiedfuture period15. micromanagement: management style in which/where a manager closely observes orcontrols the work of their employeesWriting:1)Write a short summary of your opinions regarding big and small companies, explainingwhich you prefer, or would prefer to work for, why? What are the advantages for each?2)What do you know about the ways of organizing companies? Comment on the variouscompany structures.Chapter four1. 劳资关系labor relations2. 额外的福利待遇fringe benefit3. 促销sales promotion4. 工作保障job security5. 两种截然相反的工作和激励理论two opposing theories of work and motivation6. 需要保护的免除责任的重担need protection against the burden of responsibility7. 带薪假期paid holiday8. 大量不需要动脑筋的乏味的重复和机械性的工作plenty of boring, mindless, repetitive and mechanical jobs9. 产品系列product line10. 企业文化corporate culture11. 财务指标financial target12. 从经营的角度看from an operational point of view13. 使个人的需要和能力与商店的经营需要相吻合tailor individuals’ needs and abilities to the operational needs of the store14. 员工折扣staff discount15. 制定一项利润分享的计划establish a profit-sharing program16. 效率奖productivity bonus17. 生产线production line18. 计件制piece work system/piece-rate-system19. 需求层次论Hierarchy of Needs20. 激励维生理论Motivation-hygiene theory21. 激励因素Motivation factors22. 维生因素Hygiene factorsTerms:1) motivation:the stimulation of a consumer’s salesperson’s, employee’s or dealer’sinnate desires and personal objectives2) fringe benefit: something extra that you get from your employer in addition to money3) job security: a situation where a job is likely to be permanent4) Theory X:a concept of employee motivation ,assuming that employees dislike workand will function only in a highly controlled work environment5) Theory Y: a concept of employee motivation, assuming that employees acceptresponsibility and work toward organizational goals if by so doing they also achieve personal rewards6) Motivation-hygiene theory:a theory of motivation described by Fredrick Hertzberg,which assets that two sets of factors must be considered to satisfy a person’s needs:1)those related to job satisfaction (motivators);2)those related to jobdissatisfaction (hygiene or maintenance factors). To retain employees, managers must focus on improving negative hygiene factors (such as pay),but to get employees to devote a higher level of energy to their work, managers must be motivators (such as recognition)7) Motivation factors: job factors that increase motivation, but whose absence does notnecessarily result in dissatisfaction according to motivation-hygiene theory8) Hygiene factors: job factors that reduce dissatisfaction when present to an acceptabledegree, but do not necessarily result in high levels of motivation9) Corporate culture: general organizational operating environment including ethical andvalue structures .(It is all-encompassing包罗万象,affecting employees, management, and customer relations, extending to the types of products and services the organization creates, and including production methods, marketing practices, advertising, and services quality.)10) H ierarchy of Needs:According to Maslow and other adherents of the humanisticapproach, human needs are arranged in a hierarchy with physiological needs such as hunger at the bottom, safety needs further up, the need for attachment and love still higher, and the desire for esteem yet higher. At the very top of the hierarchy is the striving for self-actualization/fulfillment. By and large, people will only strive for the higher-order needs when the lower ones are fulfilled. (Mallow’s view that basic human motives form a hierarchy and that the needs at each level of the hierarchy must be satisfied before the next level can be achieved; these needs progress from basic biological needs to the needs for transcendence.)Writing:1)What can managers do to motivate people who do not have, or who do not want,responsibility at work?2)What do you know about the various theories on motivation at work? Comment on them. Chapter five1. 文化多样性cultural diversity2. 不同的文化信念和工作态度differing cultural beliefs and attitudes to work3. 高效率的行使职能和执行任务perform functions and tasks in an efficient way4. 分配和协调各项职能allocate and coordinate functions5. 对自我利益有益的结果beneficial outcome of self-interest6. 有疏忽造成的瑕疵 a defect caused by negligence7. 一家在全球经营的真正意义上的跨国公司a truly global multinational company8. 全球化和本土化之间的冲突the conflict between globalization and localization9. 全球本土化glocalization10. 影响经营方式的地方文化特征local cultural characteristics that affect the way business is done11. 理性和感性rationality and sensitivity12. 直觉和感情intuition and emotion13. 按资历晋升promotion by seniority14. 按业绩付酬pay for performance15. 个人主义和集体主义individualism and collectivism16. 总部强令实行的新政策 a new policy imposed by head office17. 长期业务关系long-term business relations18. 矩阵式管理的导向型逻辑the task-oriented logic of matrix management19. 区分普遍主义者和特殊主义者的不同distinguish between universalist and particularists20. 情感特征和体质结构emotional and physical make-up21. 多层次管理结构multi-layered hierarchy22. 扁平型管理结构flat-layered hierarchyTerms:1) multinational company: a large organization that operates on a world-wide scale, i.e.owning companies in more than one country in order to obtain cheap raw materials and make efficient use of a local workforce2) cultural diversity: difference among people in a workforce due to race, ethnicity ,andgender3) globalization: the increasing worldwide, integration of market for goods, services andcapital that attracted special attention in the late 1990s also used to encompass a variety of other changes that were perceived to occur at about the same time, such as an increase role for large corporations in the world economy and increased intervention into domestic policies and affairs by international institutions, such as IMF, WTO and WB4) localization: in economics, localization is a way to adopt products for non-nativeenvironment5) glocalization: the concept of making the global product fitting the local culture, i.e. thecreation of products or services intended for the global market, but customized to suit the local culture6) promotion by seniority: a promotion system where promotions are given to employeesprimarily on their lengths of service with the company with little or no regard to their performance7) pay-for-performance: a system in which employees get paid according to what theyachieve in their work8) subsidiary:a company of which at least half the share capital is owned by anothercompany, called a parent or holding company9) individualism:an approach to ethics, social science, and political and socialphilosophy which emphasizes the importance of human individuals in contract to the social wholes, such as families, classes or societies to which they belong.10) C ollectivism: a term used to describe a theoretical or practical emphasis on the group,as opposed to the individual11) U niversalism:one of the concepts proposed by Trompenaars &Mampden-Turner(1997), reflecting the preference for rules over relationships. In a universalist culture, fairness is ensure by applying rules equally to everyone, regardless of relationships12) P articularism: a concept proposed by Trompenaars & Mampden-Turner(1997),describing the preference for relationships over rules. Particularist societies tend to be more flexible with rules, acknowledging that in order to ensure fairness, one must takeinto account the unique circumstances.Writing:1)Discuss with the other members of your discussion group the questions concerning cultureon P.40 and write a summary of the results of your discussions.2)Discuss with the other group members the questions concerning body language on P.40 andwrite a summary of the results of your discussion.3)Write a brief memo to a foreigner who is going to work in your country on a project lastingseveral weeks. Give some immediately useful pieces of information (transport, opening hours, etc.), and more general background information about things to do or to avoid doing, referring to some of the questions in the discussion exercises above.Chapter six1. 职位空缺job vacancy2. 职业介绍所employment agency3. 申请一个工作apply for a job4. 填写公司的申请表格fill in/out a company’s application form5. 申请书、简历和附信applications, curricular vitae and covering letters6. 为工作写推荐信write reference for job7. 职位描述/工作说明job description8. 进入面试的决选名单be short-listed for an interview9. 发布离职通知give notice10. 猎头公司firm of headhunters11. 邀请进入决选名单的候选人进行面试invite short-listed candidates for an interview12. 做出初步的选择make a preliminary selection13. 做出最后的选择make a final selection14. 经历和资历experience and qualifications15. 呈交一份简历submit a copy of resume16. 被初步列入决选名单get on to the preliminary short list17. 聘用商务专业毕业生的公司 a company hiring business graduates18. 对推荐信做进一步的后续工作follow up the reference19. 花在学习上的时间和精力和考试结果之间的关系correlation between time and effort devoted to study and exam results20. 给公司中能干的妇女提供特殊照顾make allowances for competent women in a company21. 赞助性行动计划affirmative action program22. 积极地区别对待positive discrimination23. 产假maternity leave24. 优先雇佣妇女或少数群体成员而不是持有同等资格的白人男性应聘者employ women or members of minority groups in preference to equally qualified white male candidates25. 几千年来的男女传统角色traditional roles of men and women over millennia26. 妇女在管理层中的角色role of women in management27. 高级管理职位senior managerial position=high-level executive position28. 在教育孩子方面具有选择权have choice in terms of childbearingTerms:1) recruitment: the process of looking for and choosing new staff for an organization2) curriculum vitae: a brief summary of sb’s academic and work history3) job description: a written description of the exact responsibilities of a job4) job vacancy: a post to be filled by a new employee5) reference: (recommendation letter) a letter written by someone who knows you to say ifyou are suitable for a job or course6) short list: a list of small number of people chosen from many applicants for a job orposition from which the final selection is made7) covering letter: a letter of introduction attached to, or accompanying another documentsuch as a resume or curriculum vitae8) firm of headhunters: private employment agency specializing is the recruiting ofprofessinal and managerial personnel9) affirmative action program: a plan designed to increase the number of minorityemployees at all levels within an organization, by employing women or members of minority groups in preference of equally qualified white male candidates10) n otice: a letter stating that someone is to leave a job at a specific timeWriting:1)In many cases, the perfect candidate for a job would be the person filling the same function at acompany’s chief competitor. Is it (a)legal and (b) ethical to approach such a person and offer him or her the job?2)One day, you will apply for your first job as a business graduate. Unfortunately, many of yourclassmates, as well as lost of people you don’t know, will probably also apply for the same job.Your experience and qualifications will probably be quite similar to those of most of the other candidates. You will submit a copy of your curriculum vitae (GB) or resume (US). But how do you get on to the preliminary shot-list? What kind of things do you think impress companies hiring business graduates?Chapter seven1. 劳资关系labor relations/industry relations2. 劳动工会labor union3. 行业工会trade union4. 集体谈判collective bargaining5. 怠工go-slow/slowdown6. 按章工作working-to-rule/work-to-rule7. 工业行动/产业行动industrial action8. 严重扰乱了正常的经营活动severely disrupt normal operations9. 在政治和经济方面起到了非常积极的作用play an enormous dynamic political and economic role10. 团队协作和充满活力的经济team-working and dynamic economy11. 一个强大的工会的存在 a strong trade union presence12. 几乎没有表明事态的严重性barely hint at the scale of matters13. 在衰退时临时解雇工人lay off workers in a recession14. 要求管理层支付工资bill the management15. 印刷工人print workers16. 因为处理大小不规则的字体而获得特别奖金receive special bonus payment for hand l ing type of irregular size17. 用英语以外的语言文字排版set words in a language other than English18. 撤销对劳动力市场的管制deregulate labour market19. 印有大量编制暗语的报纸heavily edited newspaper20. 制造业和服务业manual and service industries21. 和工人们商量涉及其利益的事宜consult workers on matters that concern them22. 坚持保留毫无经济效益的工作岗位和工作惯例insist upon the preservation of completely uneconomic jobs and working practices23. 职业协会/专业协会professional association24. 强调工会的必要性stress the necessity of unions25. 在工业社会中行使基本的职能serve an essential function in industrial society26. 自由市场free market27. 没有加入工会的工人non-unionized worker28. 大量临时的兼职的非熟练工种的产生the creation of a great many casual, part-time, unskilled jobs29. 公共部门public sector30. 主流工会的对抗性政策confrontational politics of main unions31. 扣分处罚的驾照制度penalty-point driver’s /driving licen ce system32. 代表并阐明员工的需要represent and articulate the needs of the employees Terms:1. labor relations: the relationship between management and workers, particularly groupsof workers represented by a labor union2. labor union: an organization of employees acting together to negotiate their wages andworking conditions with employers3. go-slow/slowdown: working more slowly than usual as a protest4. wore-to-rule: an industrial action in which workers cause a slowdown by doing only theminimum amount of work required by the rules of the work place5. industrial action: an y organized action, such as stopping work or refusing to worknormally, that aims to obtain better pay and working conditions6. picketing: a form of resistance in which people congregate outside a place of work andattempt to dissuade others from going in7. public sector: the part of a country’s economy that is owned by the government orpublic corporations8. collective bargaining: negotiation between an employer and a trade union about payand working conditions9. conglomerate: a number of companies, sometimes involved with different products,joined together and run as one large company.Writing:1)Should unions be consulted before management makes decisions about a) manufacturing newproducts or offering new services; b) opening new factories, shops, and so on; c)closing existing factories, shops, and so on; d)changing working hours; e)hiring new staff?2)Should unions be represented on a company’s board of directors, as happens in some countries?3)Do some research and write a short history of unions in your country. (For example; When werethey first founded? Have they always been legal? Have there been periods in which they have been more or less powerful, or important, or necessary, than today?Chapter eight1. 生产和营运production and operation2. 工业生产industrial production3. 进程中的工作work in process4. 制成品finished product5. 备运时间/生产时间lead time6. 生产能力productive capacity7. 生产能力不足insufficient capacity8. 生产力过剩excess capacity9. 单位平均固定成本 a average fixed cost per unit10. 规模经济economies of scale11. 协调物流coordinate material flow12. 机会成本the opportunity cost of capital13. 低成本运营low cost of operation14. 连续作业时间production run15. 产品需求的变化variation in product demand16. 未充分利用公司劳动力资源under-utilize a company’s work force/face17. 原材料送货时间的变化variation in raw material delivery time18. 被迫生产更多利润较低的产品be forced to produce additional less profitless products19. 利用数量折扣take advantage of/make use of quantity discount20. 降价以刺激需求reduce prices to stimulate demand21. 及时生产just-in-time production22. 精益生产lean production23. 无存货生产stockless production24. 连续流程制造continuous flow manufacture25. 鼓励提高生产力encourage greater productivity26. 提前或超额完成计划任务exceed the agreed schedule or quota27. 使库存的成本最小化minimize the cost of holding inventories28. 一个长期一来一直采取业务外包做法的日本大型制造公司a large Japanese manufacturing company that has long practiced outsourcing29. 依赖相互信任和长期业务rely on mutual trust and long-term relationships30. 一个能灵活运用多项技能的员工a flexible, multi-skilled employee31. 确保不会由于生产过量而造成浪费ensure that there is no waste from overproduction32. 加快整个制造过程speed up the entire manufacturing process33. 产品召回product recall34. 角色扮演role playTerms:1. production: the process of converting resources into goods, services, or ideas.2. Financial excess金融过渡: the excessive accumulation by financial institutions ofsecurities and other financial assets and real estate.3. Lead time : the time between placing an order and receiving the product4. Outsourcing: a practice used by different companies to reduce costs by transferringportions of work to outside suppliers rather than completing it internally5. Subcontractor: an individual or a business that signs a contract to perform part or all ofthe obligations of another’s contract6. Capacity: the maximum amount of products or services than an organization canproduce in a given time using all its existing resources7. Economies of scale: the reduction in unit cost and increase in profit obtained whengoods are produced in large quantities.8. Depreciation贬值: a fall in the value o f a country’s currency, a gradual loss in the valueof something, such as a vehicle, a machine, or any asset that wears out with use and age9. Opportunity cost: the cost of using resources for some purpose, measured as theirvalue in their next best alternative use10. Just-in-time production: a system of inventory control and industrial productionmanagement based on the Japanese Kanban system, under which workers receive materials from suppliers ‘just in time’ for producing products ‘just in time’ to meet order s.Line words generally signal that they require materials by means of a card or a computerized request system. (sample: manufacturing process that produces products just in time to meet orders, not for stock)11. Throughput time: the average amount of time required to convert raw materials intofinished goods ready to be shipped to customers12. Product recall: the advertised request by a company that a product be returned to it bythose who have already purchased it (which is often deemed desirable when a product proves to be unsafe or unreliable)。
1st test and answer
外贸英语函电Ⅰ. Translate the following phrases into English.(10)1. 国有化工业nationalized industries2. 利基市场niche market3. 国有民营企业state-owned private management enterprise4. 出口报关export entry5. 多边贸易multinational trade6. 带插图的目录illustrated catalogue7. 现金头寸cash position8. 批发价格wholesale price9. 对等货样counter sample10. 试购订单trail order11. 大路货fair average quality12. 出口结关custom clearance13. 关税壁垒tariff barrier(s)14. 出口限额export quota15. 独家代理exclusive/sole agency16. 货运收据cargo receipt17. 清仓大甩卖clearance sale18. 市场短见market myopia19. 海关发票customs invoice20. 分批装运partial shipmentⅡ.Fill in the blanks with appropriate words. (10)1)We _________ ourselves of this opportunity to _________ you for the establishment of trade relations with you.avail;approach2) We are large dealers in textiles and believe there is a _________ market in our area for__________ priced goods of this kind mentioned.promising; moderately3) And by ___________ post, we are sending you some samples and feel confident that when youhave examined them you will agree the goods are both ___________ in quality and ___________ in price.separate; excellent; reasonable4) For this inquery, the buyers will __________ shipping and insurance, therefore the price to be___________ by you should be on an FAS Dalian ________.Arrange; quoted; basis5) Will you please send me a copy of your catalogue, with details of your prices and ___________ of_____________?terms; payment6) In __________, we offer firm, ____________ to your reply reaching us on or before Sept. 30 for250 metrc tons of Groundnuts, Handpicked, Shelled and upgraded at RMB 2000 net metric ton CFR Copenhagen. Shipment to be made after ____________ of your order payment by L/C payble by sight draft.reply; subject; receipt7) Customers’ inquiries always _________ ____________ our careful attention.meet with8) We _________ your name and address from the Commercial Counsellor’s Office of the SwedishEmbassy in Beijing who have informed us that you are in the __________ for textiles.owe; market9) We are __________ our illustrated catalogue giving the details you asked for.enclosing.Ⅲ.Translate the following sentences into English. (30)1.兹通知你方,我方已将所索样品寄出。
ISO 9000-2015基础与术语(E,20150915)
© ISO 2015Quality management systems — Fundamentals and vocabularySystèmes de management de la qualité — Principes essentiels et vocabulaireINTERNATIONAL STANDARDISO 9000Fourth edition 2015-09-15Reference number ISO 9000:2015(E)ISO 9000:2015(E)ii© ISO 2015 – All rights reservedCOPYRIGHT PROTECTED DOCUMENT© ISO 2015, Published in SwitzerlandAll rights reserved. Unless otherwise specified, no part of this publication may be reproduced or utilized otherwise in any form or by any means, electronic or mechanical, including photocopying, or posting on the internet or an intranet, without prior written permission. Permission can be requested from either ISO at the address below or ISO’s member body in the country of the requester.ISO copyright officeCh. de Blandonnet 8 • CP 401CH-1214 Vernier, Geneva, Switzerland Tel. +41 22 749 01 11Fax +41 22 749 09 47copyright@ --`,,,``,`````,,``,,,``,`,,,-`-`,,`,,`,`,,`---ISO 9000:2015(E)Contents Page Foreword (iv)Introduction (v)1 Scope (1)2 Fundamental concepts and quality management principles (1)2.1 General (1)2.2 Fundamental concepts (2)2.2.1 Quality (2)2.2.2 Quality management system (2)2.2.3 Context of an organization (2)2.2.4 Interested parties (2)2.2.5 Support (2)2.3 Quality management principles (3)2.3.1 Customer focus (3)2.3.2 Leadership (4)2.3.3 Engagement of people (5)2.3.4 Process approach (6)2.3.5 Improvement (6)2.3.6 Evidence-based decision making (7)2.3.7 Relationship management (8)2.4 Developing the QMS using fundamental concepts and principles (9)2.4.1 QMS model (9)2.4.2 Development of a QMS (9)2.4.3 QMS standards, other management systems and excellence models (10)3 Terms and definitions (10)3.1 Terms related to person or people (10)3.2 Terms related to organization (11)3.3 Terms related to activity (13)3.4 Terms related to process (15)3.5 Terms related to system (16)3.6 Terms related to requirement (18)3.7 Terms related to result (20)3.8 Terms related to data, information and document (23)3.9 Terms related to customer (25)3.10 Terms related to characteristic (26)3.11 Terms related to determination (27)3.12 Terms related to action (29)3.13 Terms related to audit (30)Annex A (informative) Concept relationships and their graphical representation (33)Bibliography (47)Alphabetical index of terms (49)© ISO 2015 – All rights reserved iiiISO 9000:2015(E)ForewordISO (the International Organization for Standardization) is a worldwide federation of national standards bodies (ISO member bodies). The work of preparing International Standards is normally carried out through ISO technical committees. Each member body interested in a subject for which a technical committee has been established has the right to be represented on that committee. International organizations, governmental and non-governmental, in liaison with ISO, also take part in the work. ISO collaborates closely with the International Electrotechnical Commission (IEC) on all matters of electrotechnical standardization.The procedures used to develop this document and those intended for its further maintenance are described in the ISO/IEC Directives, Part 1. In particular the different approval criteria needed for the different types of ISO documents should be noted. This document was drafted in accordance with the editorial rules of the ISO/IEC Directives, Part 2 (see /directives). Attention is drawn to the possibility that some of the elements of this document may be the subject of patent rights. ISO shall not be held responsible for identifying any or all such patent rights. Details of any patent rights identified during the development of the document will be in the Introduction and/or on the ISO list of patent declarations received (see /patents).Any trade name used in this document is information given for the convenience of users and does not constitute an endorsement.For an explanation on the meaning of ISO specific terms and expressions related to conformity assessment, as well as information about ISO’s adherence to World Trade Organization (WTO) principles in the Technical Barriers to Trade (TBT) see the following URL: /iso/foreword.html. The committee responsible for this document is Technical Committee ISO/TC 176, Quality management and quality assurance, Subcommittee SC 1, Concepts and terminology.This fourth edition cancels and replaces the third edition (ISO 9000:2005), which has been technically revised.iv© ISO 2015 – All rights reservedISO 9000:2015(E)IntroductionThis International Standard provides the fundamental concepts, principles and vocabulary for quality management systems (QMS) and provides the foundation for other QMS standards. This International Standard is intended to help the user to understand the fundamental concepts, principles and vocabulary of quality management, in order to be able to effectively and efficiently implement a QMS and realize value from other QMS standards.This International Standard proposes a well-defined QMS, based on a framework that integrates established fundamental concepts, principles, processes and resources related to quality, in order to help organizations realize their objectives. It is applicable to all organizations, regardless of size, complexity or business model. Its aim is to increase an organization’s awareness of its duties and commitment in fulfilling the needs and expectations of its customers and interested parties, and in achieving satisfaction with its products and services.This International Standard contains seven quality management principles supporting the fundamental concepts described in 2.2. In 2.3, for each quality management principle, there is a “statement” describing each principle, a “rationale” explaining why the organization would address the principle, “key benefits” that are attributed to the principles, and “possible actions” that an organization can take in applying the principle.This International Standard contains the terms and definitions that apply to all quality management and QMS standards developed by ISO/TC 176, and other sector-specific QMS standards based on those standards, at the time of publication. The terms and definitions are arranged in conceptual order, with an alphabetical index provided at the end of the document. Annex A includes a set of diagrams of the concept systems that form the concept ordering.NOTE Guidance on some additional frequently-used words in the QMS standards developed by ISO/TC 176, and which have an identified dictionary meaning, is provided in a glossary available at: http://www.iso. org/iso/03_terminology_used_in_iso_9000_family.pdf--`,,,``,`````,,``,,,``,`,,,-`-`,,`,,`,`,,`---© ISO 2015 – All rights reserved v--`,,,``,`````,,``,,,``,`,,,-`-`,,`,,`,`,,`---Quality management systems — Fundamentals and vocabulary1 ScopeThis International Standard describes the fundamental concepts and principles of quality management which are universally applicable to the following:— organizations seeking sustained success through the implementation of a quality management system;— customers seeking confidence in an organization’s ability to consistently provide products andservices conforming to their requirements;— organizations seeking confidence in their supply chain that product and service requirements willbe met;— organizations and interested parties seeking to improve communication through a commonunderstanding of the vocabulary used in quality management;— organizations performing conformity assessments against the requirements of ISO 9001;— providers of training, assessment or advice in quality management;— developers of related standards.This International Standard specifies the terms and definitions that apply to all quality management and quality management system standards developed by ISO/TC 176.2 Fundamental concepts and quality management principles2.1 GeneralThe quality management concepts and principles described in this International Standard give the organization the capacity to meet challenges presented by an environment that is profoundly different from recent decades. The context in which an organization works today is characterized by accelerated change, globalization of markets and the emergence of knowledge as a principal resource. The impact of quality extends beyond customer satisfaction: it can also have a direct impact on the organization’s reputation.Society has become better educated and more demanding, making interested parties increasingly more influential. By providing fundamental concepts and principles to be used in the development of a quality management system (QMS), this International Standard provides a way of thinking about the organization more broadly.All concepts, principles and their interrelationships should be seen as a whole and not in isolation of each other. No individual concept or principle is more important than another. At any one time, finding the right balance in application is critical.INTERNATIONAL STANDARD ISO 9000:2015(E)© ISO 2015 – All rights reserved1N o r e p r o d u c t i o n o r n e t w o r k i n g p e r m i t t e d w i t h o u t l i c e n s e f r o m I H SISO 9000:2015(E)2.2 Fundamental concepts2.2.1 QualityAn organization focused on quality promotes a culture that results in the behaviour, attitudes, activities and processes that deliver value through fulfilling the needs and expectations of customers and other relevant interested parties.The quality of an organization’s products and services is determined by the ability to satisfy customers and the intended and unintended impact on relevant interested parties.The quality of products and services includes not only their intended function and performance, but also their perceived value and benefit to the customer.2.2.2 Quality management systemA QMS comprises activities by which the organization identifies its objectives and determines the processes and resources required to achieve desired results.The QMS manages the interacting processes and resources required to provide value and realize results for relevant interested parties.The QMS enables top management to optimize the use of resources considering the long and short term consequences of their decision.A QMS provides the means to identify actions to address intended and unintended consequences in providing products and services.2.2.3 Context of an organizationUnderstanding the context of the organization is a process. This process determines factors which influence the organization’s purpose, objectives and sustainability. It considers internal factors such as values, culture, knowledge and performance of the organization. It also considers external factors such as legal, technological, competitive, market, cultural, social and economic environments. Examples of the ways in which an organization’s purpose can be expressed include its vision, mission, policies and objectives.2.2.4 Interested partiesThe concept of interested parties extends beyond a focus solely on the customer. It is important to consider all relevant interested parties.Part of the process for understanding the context of the organization is to identify its interested parties. The relevant interested parties are those that provide significant risk to organizational sustainability if their needs and expectations are not met. Organizations define what results are necessary to deliver to those relevant interested parties to reduce that risk. Organizations attract, capture and retain the support of the relevant interested parties they depend upon for their success.2.2.5 Support2.2.5.1 GeneralTop management support of the QMS and engagement of people enables:— provision of adequate human and other resources;— monitoring processes and results;2 © ISO 2015 – All rights reservedISO 9000:2015(E)— determining and evaluating of risks and opportunities;— implementing appropriate actions.Responsible acquisition, deployment, maintenance, enhancement and disposal of resources support the organization in achieving its objectives.2.2.5.2 PeoplePeople are essential resources within the organization. The performance of the organization is dependent upon how people behave within the system in which they work.--`,,,``,`````,,``,,,``,`,,,-`-`,,`,,`,`,,`---Within an organization, people become engaged and aligned through a common understanding of the quality policy and the organization’s desired results.2.2.5.3 CompetenceA QMS is most effective when all employees understand and apply the skills, training, education and experience needed to perform their roles and responsibilities. It is the responsibility of top management to provide opportunities for people to develop these necessary competencies.2.2.5.4 AwarenessAwareness is attained when people understand their responsibilities and how their actions contribute to the achievement of the organization’s objectives.2.2.5.5 CommunicationPlanned and effective internal (i.e. throughout the organization) and external (i.e. with relevant interested parties) communication enhances people’s engagement and increased understanding of:— the context of the organization;— the needs and expectations of customers and other relevant interested parties;— the QMS.2.3 Quality management principles2.3.1 Customer focus2.3.1.1 StatementThe primary focus of quality management is to meet customer requirements and to strive to exceed customer expectations.2.3.1.2 RationaleSustained success is achieved when an organization attracts and retains the confidence of customers and other relevant interested parties. Every aspect of customer interaction provides an opportunity to create more value for the customer. Understanding current and future needs of customers and other interested parties contributes to the sustained success of the organization.2.3.1.3 Key benefitsSome potential key benefits are:— increased customer value;© ISO 2015 – All rights reserved 3ISO 9000:2015(E)— increased customer satisfaction;— improved customer loyalty;— enhanced repeat business;— enhanced reputation of the organization;— expanded customer base;— increased revenue and market share.2.3.1.4 Possible actionsPossible actions include:— recognize direct and indirect customers as those who receive value from the organization;— understand customers’ current and future needs and expectations;— link the organization’s objectives to customer needs and expectations;— communicate customer needs and expectations throughout the organization;— plan, design, develop, produce, deliver and support products and services to meet customer needs and expectations;— measure and monitor customer satisfaction and take appropriate actions;— determine and take action on relevant interested parties’ needs and appropriate expectations that can affect customer satisfaction;— actively manage relationships with customers to achieve sustained success.2.3.2 Leadership2.3.2.1 StatementLeaders at all levels establish unity of purpose and direction and create conditions in which people are engaged in achieving the organization’s quality objectives.2.3.2.2 RationaleCreation of unity of purpose and the direction and engagement of people enable an organization to align its strategies, policies, processes and resources to achieve its objectives.2.3.2.3 Key benefitsSome potential key benefits are:— increased effectiveness and efficiency in meeting the organization’s quality objectives;— better coordination of the organization’s processes;— improved communication between levels and functions of the organization;— development and improvement of the capability of the organization and its people to deliver desired results.--`,,,``,`````,,``,,,``,`,,,-`-`,,`,,`,4 © ISO 2015 – All rights reserved2.3.2.4 Possible actionsPossible actions include:— communicate the organization’s mission, vision, strategy, policies and processes throughout the organization;— create and sustain shared values, fairness and ethical models for behaviour at all levels of the organization;— establish a culture of trust and integrity;— encourage an organization-wide commitment to quality;— ensure that leaders at all levels are positive examples to people in the organization;— provide people with the required resources, training and authority to act with accountability;— inspire, encourage and recognize the contribution of people.2.3.3 Engagement of people2.3.3.1 StatementCompetent, empowered and engaged people at all levels throughout the organization are essential to enhance the organization’s capability to create and deliver value.2.3.3.2 RationaleIn order to manage an organization effectively and efficiently, it is important to respect and involve all people at all levels. Recognition, empowerment and enhancement of competence facilitate the engagement of people in achieving the organization’s quality objectives.2.3.3.3 Key benefitsSome potential key benefits are:— improved understanding of the organization’s quality objectives by people in the organization and increased motivation to achieve them;— enhanced involvement of people in improvement activities;— enhanced personal development, initiatives and creativity;— enhanced people satisfaction;— enhanced trust and collaboration throughout the organization;— increased attention to shared values and culture throughout the organization.2.3.3.4 Possible actionsPossible actions include:— communicate with people to promote understanding of the importance of their individual contribution;— promote collaboration throughout the organization;— facilitate open discussion and sharing of knowledge and experience;— empower people to determine constraints to performance and to take initiatives without fear;© ISO 2015 – All rights reserved 5— recognize and acknowledge people’s contribution, learning and improvement;— enable self-evaluation of performance against personal objectives;— conduct surveys to assess people’s satisfaction, communicate the results and take appropriate actions.2.3.4 Process approach2.3.4.1 StatementConsistent and predictable results are achieved more effectively and efficiently when activities are understood and managed as interrelated processes that function as a coherent system.2.3.4.2 RationaleThe QMS consists of interrelated processes. Understanding how results are produced by this system enables an organization to optimize the system and its performance.2.3.4.3 Key benefitsSome potential key benefits are:— enhanced ability to focus effort on key processes and opportunities for improvement;— consistent and predictable outcomes through a system of aligned processes;— optimized performance through effective process management, efficient use of resources and reduced cross-functional barriers;— enabling the organization to provide confidence to interested parties related to its consistency, effectiveness and efficiency.2.3.4.4 Possible actionsPossible actions include:— define objectives of the system and processes necessary to achieve them;— establish authority, responsibility and accountability for managing processes;— understand the organization’s capabilities and determine resource constraints prior to action;— determine process interdependencies and analyse the effect of modifications to individual processes on the system as a whole;— manage processes and their interrelations as a system to achieve the organization’s quality objectives effectively and efficiently;— ensure the necessary information is available to operate and improve the processes and to monitor, analyse and evaluate the performance of the overall system;— manage risks which can affect outputs of the processes and overall outcomes of the QMS.2.3.5 Improvement2.3.5.1 StatementSuccessful organizations have an ongoing focus on improvement.6 © ISO 2015 – All rights reserved N o r e p r o d u c t i o n o r n e t w o r k i n g p e r m i t t e d w i t h o u t l i c e n s e f r o m I H S2.3.5.2 RationaleImprovement is essential for an organization to maintain current levels of performance, to react to changes in its internal and external conditions and to create new opportunities.2.3.5.3 Key benefitsSome potential key benefits are:— improved process performance, organizational capability and customer satisfaction;— enhanced focus on root cause investigation and determination, followed by prevention and corrective actions;— enhanced ability to anticipate and react to internal and external risks and opportunities;— enhanced consideration of both incremental and breakthrough improvement;— improved use of learning for improvement;— enhanced drive for innovation.2.3.5.4 Possible actionsPossible actions include:— promote establishment of improvement objectives at all levels of the organization;— educate and train people at all levels on how to apply basic tools and methodologies to achieve improvement objectives;— ensure people are competent to successfully promote and complete improvement projects; --`,,,``,`````,,``,,,``,`,,,-`-`,,`,,`,`,,`---— develop and deploy processes to implement improvement projects throughout the organization;— track, review and audit the planning, implementation, completion and results of improvement projects;— integrate improvement consideration into development of new or modified products and services and processes;— recognize and acknowledge improvement.2.3.6 Evidence-based decision making2.3.6.1 StatementDecisions based on the analysis and evaluation of data and information are more likely to produce desired results.2.3.6.2 RationaleDecision-making can be a complex process and it always involves some uncertainty. It often involves multiple types and sources of inputs, as well as their interpretation, which can be subjective. It is important to understand cause and effect relationships and potential unintended consequences. Facts, evidence and data analysis lead to greater objectivity and confidence in decision making.2.3.6.3 Key benefitsSome potential key benefits are:— improved decision making processes;© ISO 2015 – All rights reserved 7— improved assessment of process performance and ability to achieve objectives;— improved operational effectiveness and efficiency;— increased ability to review, challenge and change opinions and decisions;— increased ability to demonstrate the effectiveness of past decisions.2.3.6.4 Possible actionsPossible actions include:— determine, measure and monitor key indicators to demonstrate the organization’s performance;— make all data needed available to the relevant people;— ensure that data and information are sufficiently accurate, reliable and secure;— analyse and evaluate data and information using suitable methods;— ensure people are competent to analyse and evaluate data as needed;— make decisions and take actions based on evidence, balanced with experience and intuition.2.3.7 Relationship management2.3.7.1 StatementFor sustained success, organizations manage their relationships with relevant interested parties, such as providers.2.3.7.2 RationaleRelevant interested parties influence the performance of an organization. Sustained success is more likely to be achieved when the organization manages relationships with all of its interested parties to optimize their impact on its performance. Relationship management with its provider and partner networks is of particular importance.2.3.7.3 Key benefitsSome potential key benefits are:— enhanced performance of the organization and its relevant interested parties through responding to the opportunities and constraints related to each interested party;— common understanding of objectives and values among interested parties;— increased capability to create value for interested parties by sharing resources and competence and managing quality related risks;--`,,,``,`````,,``,,,``,`,,,-`-`,,`,,`,`,,`---— a well-managed supply chain that provides a stable flow of products and services.2.3.7.4 Possible actionsPossible actions include:— determine relevant interested parties (such as providers, partners, customers, investors, employees or society as a whole) and their relationship with the organization;— determine and prioritize interested party relationships that need to be managed;8 © ISO 2015 – All rights reserved— establish relationships that balance short-term gains with long-term considerations;— gather and share information, expertise and resources with relevant interested parties;— measure performance and provide performance feedback to interested parties, as appropriate, to enhance improvement initiatives;— establish collaborative development and improvement activities with providers, partners and other interested parties;— encourage and recognize improvements and achievements by providers and partners.2.4 Developing the QMS using fundamental concepts and principles2.4.1 QMS model2.4.1.1 GeneralOrganizations share many characteristics with humans as a living and learning social organism. Both are adaptive and comprise interacting systems, processes and activities. In order to adapt to their varying context, each needs the ability to change. Organizations often innovate to achieve breakthrough improvements. An organization’s QMS model recognizes that not all systems, processes and activities can be predetermined; therefore it needs to be flexible and adaptable within the complexities of the organizational context.2.4.1.2 SystemOrganizations seek to understand the internal and external context to identify the needs and expectations of relevant interested parties. This information is used in the development of the QMS to achieve organizational sustainability. The outputs from one process can be the inputs into other processes and are interlinked into the overall network. Although often appearing to be comprised of similar processes, each organization and its QMS is unique.2.4.1.3 ProcessesThe organization has processes that can be defined, measured and improved. These processes interact to deliver results consistent with the organization’s objectives and cross functional boundaries. Some processes can be critical while others are not. Processes have interrelated activities with inputs to deliver outputs.2.4.1.4 ActivityPeople collaborate within a process to carry out their daily activities. Some activities are prescribed and depend on an understanding of the objectives of the organization, while others are not and react to external stimuli to determine their nature and execution.2.4.2 Development of a QMSA QMS is a dynamic system that evolves over time through periods of improvement. Every organization has quality management activities, whether they have been formally planned or not. This International Standard provides guidance on how to develop a formal system to manage these activities. It is necessary to determine activities which already exist in the organization and their suitability regarding the context of the organization. This International Standard, along with ISO 9004 and ISO 9001, can then be used to assist the organization to develop a cohesive QMS.A formal QMS provides a framework for planning, executing, monitoring and improving the performance of quality management activities. The QMS does not need to be complicated; rather it needs to accurately© ISO 2015 – All rights reserved 9。
英美概况英国的扩张(英文版)
Small Island,Big worldAs it is a fact that England has been a big country in the world for a long period,not only on the land ,but also on the sea.The British Empire was the largest country at that time,which occupied about 33 million square kilometers,taken up one fifth of the world’s total dry land and about 135 tomes as large as Great Britain.It ruled over a population of 560 million,which was more than ten times as large as that of Britain.It was called an empire “on which the sun never set”.Because on almost all the continents of the world Britain had its colonies that kept the sun can be seen on the sky all the time.Britain’s Overseas ExpansionBritish overseas expansion was clearly part of an older tradition of European empire building.They traced this back to classical Greece and Rome,Spanish and Portuguese expansion following Columbus’ voyage to the new world.Britain’s overseas expansion was begin with several battles against Spanish during Elizabeth ’era.Elizabeth avoided open hostility with Spain,but she secretly encouraged English seadogs to raid Spanish colonies and plunder the Spanish ships that were returning back home to Spain.At first,the Spanish king did not know that Britain was their most dangerous rival or Elizabeth’s intention until Spanish king Philip was at the helm of the state.So ,in 1588,the king dispatched a fleet of 130 vessels which named “the Invincible Fleet ”to England.The fleet sailed up the English Channel and a large naval battle out.The English battleships threw their enemies into panic with fire ships.The badly battered the Spanish’s fleet fled to northward in confusion.Caught in a storm ,many of the Spanish warships died and only half of them survived and went back to Spain,never dare to come to England again.The lost of the war made Spain lose its lead position on the sea,while ,on the other hand,Britian could take over Spanish power became the leader.The victory not only established the position of England as a major sea power but also paved the way for its foreign expansion as a colonizing nation.What’s more,British overseas expansion helped the state gather many property for this empire’s construction.British Foreign ExpansionIn the eighteenth and nineteenth centuries,Britain experience the Industrial Revolution.It is a big event for all the British.During the Industrial Revolution,a varity of chater companies were the tentacles and they spearheaded the foreign expansion and colonization.These companies,such as the East India Company,had the right to use the English Navy.Charter companies would first force a foreign country to open its market,then they would control the market and establish the British sphere of influence.If the British had occupied the land,the natives would have to leave their land or controlled by them.At the same,as a result of the Industrial Revolution,the empire was quite eager for raw material and expanding its foreign market.So the Britain began to expand its colonies all over the world.The expansion began with the colonization of Newfoundland,soon,many continents had became British colonies.In Asia,the East India company was founded in 1600.At first,it traced with India through a few trading posts it had managed to secure on the coast and the southern tip of the peninsula.They also managed to edge out the French and Portuguese colonists who had also come for conquest.By 1819 the British conquest of India was almost complete.The British aggression caused angeramong the natives.In 1857,a large anti–aggression mutiny broke out when the colonial authority ordered the hired native Indian soldiers to use greased catridges.Many of the Indian troops were from the Hindus,who regarded touching of the fat of a cow as contamination worse than death,and the Mohammedans who were also horrified by the fat of the swine.Many parts of the country were involved in the revolt.After the mutiny was suppressed,the control of India was passed to British Crown in 1858,and Queen Victoria became Empress of India in 1877.After conquering India,British merchants tried to make a profit in China.But because the Chinese economy was still based on agriculture and self–sufficiency,British used to suffer a deficit in the early trades.To make a profit,British merchants started to import opium into China from India .After China banned the opium trade in1799,still some British merchants continued to smuggle opium into China .In 1839,the Imperial Commissioner Lin Zexu ordered the confiscation of about 20 000 chests of opium and burnt them at Canton.The British used this as a excuse and launched a war of aggression against China in 1840.The British troops occupied Hong Kong in 1841,and invaded Zhenjiang before threatening Beijing itself.Due to failure of the Opium War,the Qing dynasty signed the Treaty of Nanjing,which included China ceded Hong Kong to British,opened five ports to British trade and many money to Britain .Among all the colonies of Britain ,Hong Kong was the last one to get its independence until 1997.As for other areas of Asia ,Btitish invaded Burma and occupied the coastal areas.At the same time,Singapore was forced to become British colony.So,Britain had a strategic base to the Indian Ocean and the Far East.After that,British power could expand to the whole Malaysia.It controlled the Strait of Malacca and built the Straits Settlements.In Africa,at the end of the 19 century,this continent is the focus of British colonial expansion.As for its abundant mineral resources, British wanted to control this area and get the resources for their industrial development .Besides,Btitish confined to a number of forts and slave trading posts on the West Coast.The Cape of Good Hope at the southern tip and Egypt in the northern part of the continent were the two chief centers of British advance in Africa.Britain was eager to control the Cape of Good Hope in order to protect its route to India. After England seized Cape Town from Dutch in 1806,English setters began to flock in and they brought in the English language.Then the English colonists pushed northward until the South Africa Union was organized by the English Parliament in 1910.Britian was also interested in controlling Egypt and Sudan.Egypt and France built the Suze Canal which was opened to navigation in 1869.In 1875,the British government bought half of the Suez Canal shares from the bankrupt Egyptian ruler,while the other half was still held by the French .After fierce struggle,the British drove the French from Egypt and gained control of the Suez Canal in 1882.The British suppressed a rebellion and occupied Egypt.By the beginning of the twentieth century,about one third of Africa was controlled by British colonialists.In East Africa,British occupied Somali,Zanzibar,Malawi and Buganda in 1980s and 1990s.In South Africa ,the British South Africa Company invaded to Zambia in 1890.In North America,when the old colonial powers:Portugal,Spain were concentrating their attention on dominating on the sea the deserted east coast of North American became the first British colonial areas of activity.The early immi grants were actually “pushed out of Europe” because they refused to conform to the rules they did not like in their home country .They hated the system which had impoverished and persecuted them. The first colony was Newfoundland,established in 1583.Until 1733, 13 colonies on the east coast of North America were under British control.In the 18th century the population in the British colonies inNorth America quickly increased from 260000 to 2, 3 million within a fewdecades(1700-1770). Also, 3, 4 million slaves were brought to the British colonies from Africa between 1162 and1807. The settlers in the colonies were mostlyself-governed while still under rule of the English Crown.But conflicts started. Additional taxes on tea or legal documents led to discrepancies. The settlers rejected any sort of taxation .The confrontation tightened up through the Townshend Acts or the Boston Massacre.The reaction of the settlers was for instance the Boston Tea Party in 1773. After several tough battles,i n 1776 the Declaration of Independence was signed. In the North American Independence War (1776-1783) Britain had to admit defeated and with the Peace of Paris in 1783 acknowledged the independence of the colonies. At the early 17 century,France and Britain began to compete in establishing colonies in Canada.But after seven years war ,Britain defeat France and monopolized Canada in1763.by the 1840s, British North America had 1.5 million people: 650,000 in Lower Canada, 450,000 in Upper Canada, and more than 300,000 in Atlantic Canada.In Latin American,British began to immigrate to Bahama Islands and controlled it in 1783.After that,British could controlled Caribbean.In Oceania,as a newly found continent ,it was a large continent of low populationdensity.During 1583 and 1587,a British named James Cook investigated the east coast of Australia and claimed the east coast region for Britain,naming it New South Wales.The British began to immigrant to the land.In 1788,the British government began to transport convicts to Australia and established some penalty settlements for these convicts.As more and more free colonists had come to settle,the British government was forced to stop transferring convicts to Australia after 1840.The sudden discovery of gold in Australia led to the gold rushes which brought large numbers of free immigrants to Australia,resulting in the founding of six separate colonies.In 1901,the six separate and self-governing colonies were united to form one dominion----the independent Commonwealth of Australia. Until 1900 Australia became profitable exporters of wool and gold.At the southeast to the Australia land, lying another country----New Zealand, originally settled by Maoris,was first discovered by Dutch in1642.James Cook visited New Zealand in the 1770s and claimed it for England.English missionaries began to arrive in the early nineteenth century before the New Zealand Company started systematic colonization in the1840s.New Zealand achieved self-government in 1852 .Then Britain had completed its control in the Oceania,this area also became one of British accesses to raw materials for the industrial constriction and foreign market for their goods.Decline of the British EmpireThe old Btitish colonial system began to decline in the 18th century.during the longperiod of unbroken Whig dominance of domestic political life,the Empire became less important and less well-regarded,until an ill-fated attempt to reverse the resulting“salutary neglect”provoked the American War of Independence,depriving Britain of her most populous colonies.Although Britain was the first country to industrialise,other countries,such as Germany,United States also took rapidly step to start their industrialization,Britain experienced real competition abroad.Especially after the World War 1,British suffered a heavy lose,which led to debt accumulation,loss of capital markets and manpower deficiencies in the staffing of far-flung imperial posts in Asia and the African colonies.The Empire’s end began with the onset of the World War 2,when a deal was reached between the British government,and the Indian independence movement,whereby the Indians would cooperate and remain loyal during the war,after which they would be grantedindependence.Following India’s lead,nearly all of Britain’s other colonies would become independent over the next two decades.This vast colonial empire finally out of sight.Effect of British Foreign ExpansionThe foreign expansion ,as for the Britain,has reached their goals----achieve accesses to more materials and foreign markets.Through the expansion all over the world,British got a large amount of capital fund,which contributed quite a lot to British economic construction.Cities grew and prospered with the development of industry and foreign trade.The Strand in London became the finest street in Europe.Fleet Street flourished as a publishing center.British foreign expansion has changed people’s life.“Respectable”districts for rich people in the near suburbs were expanding.A middle class house in England in the nineteenth century commonly had there or fourservants ,usually women,while a rich house had many more.But the majority of workers excluded from a decent life.The street swarmed with barefooted children who wore very few clothes that were no protection against rain and wind.Many children were forced to go to factories to work more than 12 hours a day at the age of eight or nine.An increasing number of people required the government to solve these problems.Under the pressure of public demand,the government took some measures to ensure workers rights and mitigate the social conflicts.When it comes to the colonies,British expansion was a disaster for the colonial people.After the settler arrive at a new place,they would try every method to make the colonial people givein.When the land was under their control,they plundered the raw materials and bullied the locals.They had to leave their home land for decades of years before independence.The plunder also slow down the economic development of the colonies.However,on the other hand,since the Britain was more developed than any other countries at the time,the colonialists brought many advanced technology,culture and experience,which helped the colonies developed,anyhow.Although the colonial era has passed,we must bear in mind a saying“Backwardness will lead to defeat”.Only our nation is strong enough can we avoid bullied by the stronger countries.下面是赠送的团队管理名言学习,不需要的朋友可以编辑删除谢谢1、沟通是管理的浓缩。
工业大革命英语作文
工业大革命英语作文英文:The Industrial Revolution was a period of significant change in the world, particularly in Europe and North America. It began in the late 18th century and lasted through the 19th century. During this time, there were many technological advancements that transformed the way people lived and worked.One of the most significant changes was the development of the steam engine. This invention allowed for the mechanization of factories and transportation. It also led to the creation of new industries, such as the textile industry, which was able to produce goods on a much larger scale.Another important development was the use of new materials, such as iron and steel. These materials were stronger and more durable than previous materials, whichallowed for the construction of larger and more complex structures, such as bridges and buildings.The Industrial Revolution also had a significant impact on society. It led to the growth of cities and the rise of the middle class. However, it also had negative effects, such as poor working conditions and pollution.Overall, the Industrial Revolution was a time of great change and progress. It transformed the world in ways that are still felt today.中文:工业大革命是世界上一个重要的变革时期,尤其是在欧洲和北美。
工业产业英语短句
工业产业英语短句English:"Industrial production involves a variety of processes, including manufacturing, assembly, and distribution. Efficiency is key in maximizing output while minimizing costs. Quality control measures ensure that products meet standards and customer expectations. Supply chain management plays a crucial role in coordinating the flow of materials and resources. Innovation drives progress, with companies constantly seeking new technologies and methods to improve productivity and competitiveness. Collaboration among different stakeholders fosters synergy and innovation. Environmental sustainability is increasingly important, with industries adopting green practices to reduce their ecological footprint. Adapting to market demands and regulatory changes is essential for long-term success in the industrial sector."中文翻译:"工业生产涉及各种流程,包括制造、装配和分销。
Lesson 1 China’s Foreign Trade
3.仔细和反复地阅读和掌握课文之后的注释, 即Notes to the text。 4.注意普通词汇,包括名词、形容词、副词、 介词短语和搭配的理解和运用。 可以将自己不甚熟悉的词或短语连同所在的 句子在课文中标注出来或摘抄下来,找出尽 可能多的替换词。 重视课文之后的单词与词语(Words and expressions)、 针对课文的问题与语言点 (Questions on contents and language points) 5. 多做模拟题和真题训练
What is foreign trade?
Foreign trade (对外贸易) refers to the exchange of goods, service and technology between a country and other countries. It is made up of two parts: Export 出口 Import 进口
Para 3
Disrupt: interrupt The growth of foreign trade was disrupted again during the Cultural Revolution when agricultural and industrial production fell sharply and transportation constraints became more serious. 在文化大革命期间,外贸的增长又一 次被打断了。当时农业和工业生产急剧下 降,交通运输管制变的更严重。
Terms:
Manufactured goods: 制成品 Capital equipment: 资本设备 (如机器,厂房) Industrialization programme 工业化项目 Heavy industry: 重工业 Economic imbalance: 经济失衡 National income: 国民收入 The volume of foreign trade: 对外贸易额
国际贸易理论与实务(英文版)Ch.4 Post H-O thoery
1. Assumptions of the Linder theory
The most intensive trade, according to Linder, would exist between countries of the same income or industrialization levels, not dissimilar levels as often concluded from previous theory.
(2) Product differentiation. Producers try to achieve brand loyalty. (3) Interaction of factor endowments and product variety.
Capital-abundant countries export high quality varieties (品种). Labor-abundant countries export low quality varieties. (4) Degree of product aggregation (聚合) The broader the category, the greater intra-industry.
2. Trade comes in the overlapping ranges of product sophistication
County I’s demand and production Country II’s demand and production Country II’I s demand and production
工业革命史HistoryofTheIndustrialRevolution英语介绍省公开课一等奖全国
• Capitalist countries(资本主义国家) seize commodity markets and raw materials around the world and enslave(奴役) local farmers.It has exacerbated(加剧) the poverty and backwardness of local farmers, making the east belong to the west.
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• Electric energy is a new source of energy to complement and replace the steam engine.电能成为补充和取代以蒸汽机为动力新能源。
• In 1866, the German Siemens(西门子) made a generator(发电机).By the 1970s, the actual generators were available.After that, electric lights, trams(电车) and movie projectors(电影放映机) came into being, and humans entered the "age of electricity(电气时代)".
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Industrial Production and Capacity Utilization:The2009Annual RevisionAnne Hall,of the Board’s Division of Research and Statistics,prepared this article.Deepti Iyer provided research assistance.On March27,2009,the Federal Reserve published revisions to its index of industrial production(IP)and the related measures of capacity and capacity utiliza-tion.Although the revision affected the data from January1972through February2009,most of the changes were for the period beginning in2004.1The overall contour of total IP is little changed by the revision.Industrial output rose steadily at an average annual rate of2.3percent from2004through2007, then fell sharply in2008at a rate of negative6.7per-cent(table1).Measured from fourth quarter to fourth quarter,the increase in total IP in2007is now reported to have been0.3percentage point less,and the decrease in total IP in2008is now reported to have been0.6percentage point more,than earlier estimates.2The revision shows that the rates of capacity utilization for total industry in the fourth quarters of 2007and2008were both about1⁄2percentage point lower than previously estimated.Utilization in2007 was80.4percent,about1⁄2percentage point below its long-run(1972through2008)average,and,in2008, it was74.2percent,6.7percentage points below its long-run average.The operating rate for manufactur-ing was revised down0.6percentage point in2007 and0.8percentage point in2008;for the fourth quarter of2008,the factory operating rate stood at 70.9percent,83⁄4percentage points below its long-run average.3The utilization rate for mines was revised down about1⁄2percentage point in2006but was little revised in other years;at the end of2008,it stood at89.6percent,about2percentage points above its long-run average.The operating rate for utilities was revised down0.7percentage point in both2006and2007;in2008,it was revised down 0.6percentage point,to83.6percent,and was3.2per-centage points below its long-run average. Compared with the previous estimates,total indus-trial capacity is now reported to have risen0.4per-centage point less in2008and is expected to fall 0.6percentage point more in2009.The smaller increase in2008reflected a substantial downward revision to capacity in the high-technology manufac-turing industries;the capacity indexes for mining,for utilities,and for manufacturing outside of the high-technology industries are all now reported to have been higher in2008than stated previously.The larger decrease in total industrial capacity in2009reflects downward revisions to the indexes for both durable and nondurable manufacturing and for mining;the capacity indexes for other manufacturing(logging and publishing)and utilities were little changed from their previous estimates.Although comprehensive benchmark production data for manufacturing for2007are not yet available, the updated measures of production incorporate sev-eral newly available sources of data.Estimates of manufacturing(NAICS)production were updated with data from selected2007Current Industrial Reports(CIRs)from the U.S.Census Bureau.Esti-mates of other manufacturing(logging and publish-ing)were updated with annual data on logging for 2007from the U.S.Forest Service and with annual data on the publishing industry from the Census Bureau’s Service Annual Survey.The index for min-Note:Charles Gilbert directed the2009revision and,with Kim-berly Bayard,David Byrne,Norman Morin,and Daniel Vine,prepared the revised estimates of industrial production.Norman Morin and Daniel Vine prepared the revised estimates of capacity and capacity utilization.1.When necessary to maintain consistency with any revisions to the data for1972and subsequent years,the levels of the production and capacity indexes for the years before1972were multiplied by a constant.However,utilization rates and rates of change in IP for the years before1972were not revised.2.Revised data reported in this article were published in Board of Governors of the Federal Reserve System(2009),Statistical ReleaseG.17,‘‘Industrial Production and Capacity Utilization’’(July15), /releases/g17/releases_2009.htm.Data re-ferred to in this article as‘‘previous’’appeared in the G.17release issued on March16,2009.That release was the last G.17published before the annual revision was issued on March27.3.Manufacturing consists of those industries in the North Ameri-can Industry Classification System,or NAICS,definition of manufac-turing plus those industries—logging and newspaper,periodical,book, and directory publishing—that traditionally have been considered to be manufacturing.A125August2009Industrial ProductionThe overall contour of IP in this revision is similar to that reported previously (figure 1).The total index rose modestly each year from 2004through 2007and then dropped in 2008.Relative to the previous esti-mates,total IP increased 0.3percentage point less in 2007and fell 0.6percentage point more in 2008.Revisions to the changes in other recent years were smaller.The change in total IP was revised down 0.1percentage point in 2004and was revised up 0.1percentage point in 2006;it was not revised noticeably in 2005.Market GroupsAlthough the aggregate index for IP was little revised before 2007,revisions to the indexes for some market groups were significant.These revisions largely re-sulted from the incorporation of the 2002benchmark input-output accounts from the BEA,which,as dis-cussed further in the section on technical aspects of the revision,updated the weights used to allocate individual production indexes to multiple market groups.The production index for final products and nonin-dustrial supplies follows an output path similar to that for total IP;moderate gains in 2004through 2007were followed by a drop in 2008(figure 2and table A.3).Compared with the previous estimates,theindex for final products and nonindustrial supplies is now reported to have advanced 0.5percentage point less in 2007and to have decreased 0.4percentage point more in 2008.Overall changes to the rates of increase in other years were minimal;the change in the index was revised down 0.1percentage point in 2004and was essentially unrevised in 2005and 2006.The change in the output of consumer goods was revised down 1percentage point in 2007;revisions to other years were small.The output of durable con-sumer goods declined in 2004and 2006,rose slightly in 2005and 2007,and dropped sharply in 2008.The rates of change are now higher than earlier estimates suggested in 2004and in 2006through 2008,and they are a touch lower in 2005than previously reported.Among durable consumer goods,the most significant revisions were in the index for home electronics,which now is estimated to have increased less rapidly in 2005and 2006,to have increased more rapidly in 2004and 2007,and to have posted an advance instead of a decline in 2008.Elsewhere within durable con-sumer goods,the index for miscellaneous durable consumer goods is now estimated to have increased less rapidly in 2005,and to have decreased less rapidly in 2006,than previously reported.Revisions to the indexes for the other major categories of durable consumer goods were smaller.The index for consumer nondurables shows moder-ate gains in output in 2004through 2006,but,with this revision,it now posts a decline instead of an advance in 2007.The index also drops slightly in 2008.Revisions in recent years besides 2007were small.Among consumer nondurables,the changes in the index for clothing were revised down for 2004the annual production and price indexes for selected categories of communications equipment,and table A.10shows the quarterly production and price indexes for some of the same categories of communications equipment.Table A.11shows the quarterly price indexes for selected categories ofsemiconductors.Industrial Production and Capacity Utilization:The 2009Annual Revision A127through2006and revised up for2007and2008.The index for chemical products,which was previously flat in2007and declined slightly in2008,now moves down significantly in both years.The index for paper products was revised up for2005and2006,revised down for2004and2007,and stood below its previ-ous level for the fourth quarter of2008.The index for consumer energy products was revised up in2008and posted moderate increases,on net,over the past few years.The production of business equipment increased solidly from2004through2006,rose slightly in 2007,and then fell in2008.Relative to previous estimates,the rates of change in the index were noticeably lower in2005and2007;the revisions to the data for other recent years were smaller.For transit equipment,output rose substantially,on net, from2004through2006and decreased in2007;the index plummeted in2008,partly because of weakness in the motor vehicle industry and partly because of a strike at a major aircraft producer in the second half of the year.Although the rates of change in the index for transit equipment were revised down in2004, 2005,and2008and were revised up in2007,the level of output at the end of2008was nearly the same as reported previously.The production of information processing equipment is now estimated to have expanded less rapidly over the past few years than reported earlier,and the production of industrial and other equipment in2007and2008appears slightly weaker.The production of defense and space equip-ment is now higher than estimated previously in2005 through2008.After posting gains in2004and2005,the output of construction supplies decreased moderately in2006 and2007and then dropped sharply in2008.The revisions to this index were relatively small,and its level in the fourth quarter of2008is nearly the same as reported earlier.The production of business sup-plies rose modestly from2004through2007and then slumped in2008;the rates of change are higher than reported earlier for2005through2007but are lower for2004and2008.The production of materials expanded over the years2004through2007,then fell markedly in2008; the rates of change for this index are little revised before2008,but the drop in2008is larger than estimated previously.The indexes for durable and nondurable materials both fell more than10percent in2008after having increased moderately,onnet, A128Federal Reserve Bulletin h August2009from2004through2007.The production of durable materials is now estimated to have risen more slowly in2006and2007and to have fallen more quickly in 2008.These revisions were due in large part to revisions to the index for equipment parts.For nondu-rable materials,the output gains in2006and2007are now higher than stated earlier,largely because the declines in textile materials in those years are now not as steep as previously reported and the increases in chemical materials in the same years were revised up. The index for energy materials edged up in2008after having increased moderately in the previous two years,and it is little changed by the revision. Production by Industry GroupManufacturing production expanded each year from 2004through2007and then slumped in2008(fig-ure3and table A.3).The output of manufacturing advanced less in2007,and contracted more in2008, than reported earlier.With this revision,the month of the peak in manufacturing production moved from July2007to December2007.For durable goods industries as a whole,output rose in each year from2004through2007and fell sharply in2008.Revisions to the index for durable goods industries for the past few years were small on net.Among durable goods industries,most major categories followed contours similar to that of the durable goods aggregate,with net increases from 2004through2007followed by sharp drops in2008. Notable exceptions were wood products,nonmetallic mineral products,motor vehicles and parts,and furni-ture and related products;the indexes for these cat-egories started trending down before2008.The revisions to the changes in the output of most major categories of durable goods before2007were slight;exceptions include computer and electronic products,in which the gain in output in2006is now stated to have been significantly lower,and aerospace and miscellaneous transportation equipment,in which the gain in output in2006is now stated to have been somewhat higher.For2007,the output indexes were revised down noticeably for wood products,nonme-tallic mineral products,computer and electronic prod-ucts,and furniture and related products but were revised up for miscellaneous manufacturing.For 2008,relative to previous estimates,higher output indexes are reported for electrical equipment,appli-ances,and components and for furniture and related products,but the production indexes for wood prod-ucts,primary metals,machinery,computer and elec-tronic products,and motor vehicles and parts were revised down moderately.Production in nondurable manufacturing industries followed a contour similar to that of durable manufac-turing,with advances in every year from2004 through2007followed by a decline in2008.Neither the overall advance in the earlier years nor the decline last year was as great as the swings in durable manufacturing.The output index for the nondurable goods sector in most recent years was little revised, on net,compared with previous estimates.The cur-rent revision reports noticeably higher rates of change in2007in textile and product mills,apparel and leather,and petroleum and coal products but a notice-ably lower rate of change in chemicals.For2008, output is now reported to have fallen markedly faster for textile and product mills,apparel and leather, printing and support activities,chemicals,and plas-tics and rubber products compared with previous estimates.The revised output index for other manufacturing (logging and publishing)fell each year from2005 Industrial Production and Capacity Utilization:The2009Annual Revision A129through2008,with a particularly sharp drop in2008. Output in these industries is now estimated to have decreased substantially less in2006than reported earlier,but revisions to the rates for other years were smaller.The index for mining rose moderately in the past two years after a jump in2006;the increase in2006 was revised up relative to previous estimates,but the index is otherwise similar to what was previously reported.For utilities,the revised output estimates are also,in general,very similar to those reported earlier. The estimates for selected high-technology industries—computers and peripheral equipment, communications equipment,and semiconductors and related electronic components—were revised signifi-cantly over the2004–08period(figure4and table A.4).On net,output in the high-tech sector is still reported to have posted gains in recent years,with robust increases from2004through2007followed by a contraction in2008.However,the increases in2006 and2007are now shown to have been slower,and the decrease in2008is now shown to have been steeper, than reported earlier.Among the major high-tech components,produc-tion of computers and peripheral equipment rose solidly in each of the years from2004through2007 and then fell in2008;the rates of change were revised up in each of the past few years except2005.The output of communications equipment expanded in each of the past few years,but the rates of increase in most years are markedly lower than estimated previ-ously.Most notably,the increase of20.6percent that was reported earlier for2007has been revised down to6.6percent based on shipments data from the CIR for telecommunications.Production of semiconduc-tors and related components rose solidly from2004through2007but contracted significantly in2008. The expansion in production from2004through2007 was considerably less than stated earlier,and the slight decline previously estimated for2008has been revised down to a significant decrease.CapacityTotal industrial capacity is estimated to have risen at an average annual rate of1.4percent in2005through 2008(table A.6).The average annual rate is the same as previous estimates,but the rates of change in2006 and2007are slightly higher,and the rate of change in 2008is somewhat lower,than stated previously.In 2009,total industrial capacity is now expected to decline nearly1percentage point;this decline is larger than estimated previously.The contour of manufacturing capacity and the revisions to that contour are similar to those for total industry.Manufacturing capacity is now shown to have expanded at an average annual rate of about 1.6percent from2005through2008,about0.1per-centage point less than estimated earlier.In2009, manufacturing capacity is now expected to contract 1.2percent.Within manufacturing,the capacity of durable goods manufacturers expanded moderately in each year from2005through2008and is expected to contract somewhat in2009.The increase in2008was tempered considerably by the recent revision.The capacity of nondurable goods manufacturers followed a similar contour to that of durable goods manufactur-ers,but the increases from2005through2008were smaller,and the decline in2009steeper.Nondurable goods manufacturing capacity is expected to decrease more in2009than in previous estimates;rates of change in capacity for most major nondurable indus-try groups were marked down.Capacity for the logging and publishing industries rose,on net,from 2005through2008but is expected to fall in2009;the rates of change are higher as a result of the revision. Aggregate capacity for the selected high-technology industries advanced substantially in each year from2005through2008and is expected to expand appreciably in2009.Relative to previous reports,capacity in these industries rose less quickly in2005,2006,and especially2008,but it increased somewhat more rapidly in2007.It is expected to rise faster in2009than previously estimated.Excluding high-technology industries,manufacturing capacity expanded slightly from2005through2008but is expected to decline in2009.The current estimates are similar to previous reports except for2009,during A130Federal Reserve Bulletin h August2009which the contraction in capacity is now anticipated to be greater than stated previously.Capacity at mines is estimated to have fallen in 2005and to have expanded from2006through2008; it is expected to recede somewhat in2009.The gains in2006and2008are now reported to have been larger than previously published,but the increase in 2007has been revised down,and capacity at mines is now expected to contract rather than expand in2009. Capacity at electric and gas utilities has risen each year since2004.The current estimates show larger gains in2005and2006than reported earlier;revi-sions to other recent years were negligible.By stage of processing,capacity in the crude stage is now reported to have risen more in2006and2008 than previously shown but is now expected to fall in 2009.The rates of change for capacity in the primary and semifinished stages were revised down for2008 and2009;revisions to earlier years were slight. Relative to previous estimates,increases to the index forfinished goods processors were revised up in2007 and2008,but capacity is expected to fall more in 2009than stated previously.Capacity UtilizationFrom2005through2007,the capacity utilization rate for total industry stood a little below its long-run average of80.9percent,but in2008it fell to74.2per-cent,a level6.7percentage points below its long-run average(table A.7).The utilization rate for total industry was revised down about1⁄2percentage point in2007and0.7percentage point in2008;revisions for earlier years were smaller.Similarly,manufacturing capacity utilization,on balance,spent most of2005through2007at a little below its long-run average of79.6percent.The utilization rate in manufacturing tumbled during 2008,reaching70.9percent in the fourth quarter of 2008,83⁄4percentage points below its long-run aver-age.Relative to earlier reports,the factory operating rate was revised down in2007and2008but was little changed in earlier years.Within durable goods,utili-zation rates for many industries were near their long-run averages from2005through2007and then dropped well below average in2008;among the exceptions were motor vehicles and parts,nonmetal-lic mineral products,and wood products,in which the utilization rate was significantly below average in 2006and2007and then fell even further in2008.In the fourth quarter of2008,three durable goods indus-tries(nonmetallic mineral products,primary metals, and furniture and related products)had utilization rates between10and20percentage points below their long-run averages,and two durable goods indus-tries(wood products and motor vehicles and parts) had utilization rates more than20percentage points below their long-run averages.Among durable goods industries,nonmetallic min-eral products had the largest downward revisions to utilization over the2005–08period;other industries with large downward revisions to their capacity utili-zation rates were wood products and motor vehicles and parts.The durable goods industries that reported the largest net upward revisions since2005were machinery,aerospace and miscellaneous transporta-tion equipment,and furniture and related products. Utilization rates for many nondurable goods indus-tries were somewhat below their long-run averages in 2005through2007and then fell further in2008,but the declines in2008were not as great,on average,as the declines in the utilization rates for durable goods industries.In the fourth quarter of2008,four nondu-rable goods industries(textile and product mills, paper,printing and support activities,and plastics and rubber products)had utilization rates between10and 20percentage points below their long-run averages. The nondurable goods industries with the largest downward revisions to utilization rates over the 2005–08period were food,beverage,and tobacco products;petroleum and coal products;and plastics and rubber products.Apparel and leather had the most noticeable upward revisions to its utilization rate over this period;other nondurable goods industries with large upward revisions were textile and product mills and printing and support activities.Capacity utilization in the other manufacturing category(logging and publishing)was revised down in2005and revised up from2006through2008.It stood more than10percentage points below its long-run average in the fourth quarter of2008. Capacity utilization in mining was generally above its long-run average from2006through2008and,in the fourth quarter of2008,stood at89.6percent, about2percentage points higher than its long-run average.Relative to earlier estimates,the utilization rate for mining was a little lower in2006and2008 but was little changed in2005and2007.At electric and gas utilities,capacity utilization rates were re-vised down for2005through2008,and capacity utilization in the fourth quarter of2008is now estimated to have been more than3percentage points below its long-run average.The operating rates for the selected high-technology industries were above their long-run aver-ages in the fourth quarters of2006and2007but fell to more than8percentage points below their long-runIndustrial Production and Capacity Utilization:The2009Annual Revision A131averages in2008(figures5and6and table A.7). Relative to earlier estimates,capacity utilization is now reported to have been higher in2005,2006,and 2008but lower in2007.The operating rate for the computers and peripheral equipment industry is now shown to have been higher than previously reported in each of the past few years,particularly2008,but, in the fourth quarter of2008,stood about4percent-age points below its long-run average.The utilization rate for communications equipment was more than 8percentage points below its long-run average in 2005and rose to more than6percentage points above its long-run average in2006before dropping in2007 and2008;at the end of2008,the rate was1.7percent-age points below its long-run average.Capacity utili-zation for communications equipment is now higher than previously reported in2005and2006but lower in2007and2008.Capacity utilization in the semicon-ductor and related electronic components industry is now lower than earlier estimates in every year after 2005.The operating rate in this industry was above ornear its long-run average from2005through2007but stood more than16percentage points below its long-run average in the fourth quarter of2008.T ECHNICAL A SPECTS OF THE R EVISION Comprehensive benchmark data for manufacturing production in2007were not available for this revi-sion.After incorporating the limited information that was available,the benchmark production indexes for manufacturing—defined for each six-digit NAICS industry as nominal gross output divided by a price index—were little changed before2007.The princi-pal changes resulted from small revisions to price indexes from the Bureau of Economic Analysis and from improved estimates of price indexes for commu-nications equipment output constructed by the Fed-eral Reserve(discussed later in the article).In addi-tion,the benchmark production indexes for other manufacturing(logging and publishing)were ad-vanced through2007and updated for2006based on data from the Forest Service and the Census Bureau. The IP indexes in recent years incorporated infor-mation from selected CIRs for2007from the Census Bureau,the revised benchmark input-output accounts for2002from the BEA,the Quarterly Survey of Plant Capacity from the Census Bureau for2007and2008, and other annual industry reports.The indexesalso A132Federal Reserve Bulletin h August2009incorporated revised monthly and quarterly source data on production,shipments,inventories,and production-worker hours.As mentioned earlier,the benchmark production indexes for most industries incorporate updated price indexes from the industry output program of the BEA.However,the price indexes for pharmaceuticals (NAICS325412),for semiconductors(NAICS 334413),and for most components of communica-tions equipment(NAICS3342)are constructed by the Federal Reserve from alternative sources.This article provides annual and quarterly price indexes for the relevant components of communications equipment, along with quarterly semiconductor price indexes (tables A.9,A.10,and A.11).Changes to the Methodology for Adjusting for Temporary Help Supply EmployeesThe compilation of the initial IP estimate for a given month relies heavily on the hours worked by produc-tion workers in the manufacturing sector when the availability of the other IP source data is limited.The hours data are adjusted to account for the labor input of temporary help supply(THS)employees who work in the manufacturing sector;this adjustment is necessary because these workers are on the payrolls of companies that are classified in the service sector of the economy by the Bureau of Labor Statistics. These adjusted detailed hours series are used in making(1)estimates for those IP series based on labor input for the period for which benchmark output indexes are not yet available and(2)preliminary estimates of those IP series based on physical product data for which the current source data are not yet available.The procedure for implementing this adjustment is as follows.An estimate is made of the component of THS employment that is allocated to manufacturing. This estimate begins with a baselinefigure projected from the Current Population Survey but varies based on the cyclical movements of the manufacturing sector and the rest of the economy—THS employ-ment has a cyclical pattern similar to that of manufac-turing.6The THS employment in manufacturing is then allocated among the NAICS three-digit industries based on each industry’s use of THS workers as reported in the Census Bureau’s Annual Survey of Plant Capacity(ASPC)and on each industry’s cycli-cal patterns.With this revision,the allocation of THS employment among industries within manufacturing was updated based on data from the ASPC for2002 through2005.7In addition,this revision updates the method for estimating each industry’s monthly baseline share of temporary help employment use in manufacturing. Previously,this share was held constant for each industry at the level estimated according to the method just described.With this revision,the share is allowed to evolve based on the industry’s share of total manufacturing employment.THS employment is multiplied by assumptions on hours worked and on the productivity of a THS worker relative to a perma-nent worker to estimate the effective hours contrib-uted by THS workers for each three-digit manufactur-ing industry.The THS hours are added to the reported production-worker hours for each industry to produce an adjusted production-worker hour series.The per-centage adjustment for each three-digit industry’s hours is then applied to the hours series for each of its component industries.Estimating the Effect of Hurricanes on ProductionIndustrial production in the United States was se-verely affected by hurricanes in both2005(Hurri-canes Katrina and Rita)and2008(Hurricanes Gustav and Ike).Industries with a large presence in the Gulf Coast region include oil and natural gas extraction, petroleum refining,petrochemical manufacturing,and plastic resin manufacturing.These industries were mostly shut down during the storms,and storm damage sometimes delayed their return to operation. In addition,some other industries in the afflicted areas also shut down factories.The data on which the IP indexes are based for many of these industries are not available on a timely basis;initial estimates for them were made from other sources.The estimation of crude oil extraction and petroleum refining output was relatively straightforward with the availability of weekly data from the Department of Energy.Timely output data on natural gas extraction were less avail-able,but reports by the Minerals Management Ser-vice of the U.S.Department of the Interior on shut-in capacity provided a goodfirst estimate until data on output became available from the DOE.Weekly data6.See Marcello Estevão and Saul Lach(1999),‘‘Measuring Tem-porary Labor Outsourcing in U.S.Manufacturing,’’Finance and Economics Discussion Series1999–57(Washington:Board of Gover-nors of the Federal Reserve System,October),/ pubs/feds/1999/index.html.7.For several years,the ASPC collected information about the share of production workers that consisted of temporary workers;this information is not collected in the Quarterly Survey of Plant Capacity, which replaced the ASPC in2007.Industrial Production and Capacity Utilization:The2009Annual Revision A133。