Expected performance of the GAW Cherenkov Telescopes Array. Simulation and Analysis
Commercialization_of_patents_and_external_financing_during_the_R_D_phase
Research Policy36(2007)1052–1069Commercialization of patents and externalfinancing during the R&D phaseRoger Svensson∗Research Institute of Industrial Economics(IFN),P.O.Box55665,SE-10215Stockholm,SwedenReceived20September2005;received in revised form1March2007;accepted2April2007Available online23May2007AbstractUsing a unique database on Swedish patents owned by smallfirms and individuals,survival models estimate how different factors influence the decision to commercialize the patents.Such an analysis has seemingly never previously been undertaken.Since the owners know more about the patents than potential externalfinanciers,problems related to asymmetrical information are present. To overcome these problems when inventors and small technology-basedfirms needfinancing,Sweden has for a long time relied on government support rather than private venture capitalfirms.The empirical results show that the larger is the share of patent-owners’costs covered by governmentfinancial support during the R&D phase,the lower is the probability of patents being commercialized. This lower degree of commercialization is likely to depend on(1)the soft terms of the government loans,where the patent owner can avoid paying back the loan if the patent is never commercialized and/or(2)that the government is not able to select promising projects.Thefirst explanation is related to moral hazard and the second one to adverse selection.The policy suggestion is for government to change the design of the loans,to base them onfirms rather than projects.©2007Elsevier B.V.All rights reserved.JEL classification:O31;O38;G30;M13Keywords:Patents;R&D;Commercialization;Externalfinancing;Survival models1.IntroductionPatents are used to protect new products introduced in the market or for defensive strategic reasons,e.g.they deter competitors from using the invention or serve as shadow patents defending other patents.1In the long run,∗Tel.:+4686654549;fax:+4686654599.E-mail address:roger.svensson@ifn.se.1There are other reasons when the patent can be valuable to its owner even if it is not commercialized:(1)if the invention is of a basic-science nature,where it is hard to adopt it directly in commercialization;(2) if the patent serves as a signal to customers that thefirm is knowledge intensive or(3)if there is a tacit knowledge generated in the process of the making of the patent.a sufficient share of patents must be commercialized if they are to contribute to economic welfare.The purpose of the present study is to analyze which factors are impor-tant for the choice of commercializing patents.The term ‘commercialization’here means that the owners of the patent have taken measures to generate income from it. The owners may have(1)introduced an innovation in the existing(original)firm;(2)introduced an innovation in a newfirm;(3)licensed the patent;or(4)sold the patent. Thus,a minimum requirement is that the owners have received some income from the patent,but the commer-cialization does not need to be profitable for the original owners.Patents rather than inventions are here chosen as the unit of observation,since the former are much easier to identify and follow.0048-7333/$–see front matter©2007Elsevier B.V.All rights reserved. doi:10.1016/j.respol.2007.04.004R.Svensson/Research Policy36(2007)1052–10691053In the empirical analysis,a unique database of Swedish patents granted to medium-sized and small firms as well as individuals is used.Here,informa-tion about individual patents has been collected;for example,the place where the invention behind the patent was created,financing during the R&D phase, whether the patent has been commercialized,etc.Sur-vival analysis is used for statistical testing of how different explanatory factors influence the time it takes until patents are commercialized.To the best of my knowledge,such survival analysis on the choice of commercializing patents has never previously been undertaken.In the previous empirical literature,externalfinanc-ing has been shown to be important for patenting(e.g. Kortum and Lerner,2000).However,suchfinancing has not been empirically related to the commercializa-tion decision.Therefore,the specific purpose of this study is to analyze how externalfinancing influences the commercialization.There is often a lack of exter-nalfinancing for inventors and small R&D-performing firms due to information asymmetries and high trans-action costs between inventors and externalfinanciers (Kaplan and Str¨o mberg,2001).Different countries have applied various strategies to overcome this gap.The Swedish government has assisted inventors and smallfirms withfinancing of patent projects—especially in the early stage(the‘R&D phase’)before commercial-ization starts.The assistance takes the form of grants or favorable loans.These loans do not need to be repaid if the project fails,and if commercialization is undertaken, repayment is connected to turnover.The present study argues that these conditions create moral hazard prob-lems,because there are few incentives for patent owners to continue with commercialization.Since investments in technology projects are often characterized by asymmetrical information for insid-ers and outsiders,it is important that the external financiers are competent to select projects.Thus,a possible failure of government-financed projects might depend on a poor selection of projects.Furthermore, the government mostlyfinances small projects,which are more risky than projects undertaken by largerfirms. This could also explain why government projects often fail.The paper is organized as follows.Previous studies about patents and adequate theories are discussed in Sec-tion2.The database and basic statistics are described in Section3.The statistical model and hypotheses are set up in Section4.The empirical estimations are shown in Section5,and Section6concludes.2.Previous studies and theoretical discussion2.1.Previous patent studiesMost previous studies that have tried to estimate the performance of patents have used data from one or several national patent offices,implying that the researchers did not know whether the patents had been commercialized.Patent databases with detailed informa-tion(not available from the national patent offices)have seldom been collected.The few previous studies with such databases have focused on estimating the profits from patenting or the market value of patents,rather than on analyzing problems related to commercializa-tion(Cutler,1984;Rossman and Sanders,1957;Sanders, 1962,1964;Sanders et al.,1958;Schmookler,1966;SRI International,1985).Morgan et al.(2001)describe the commercialization rate of American patents across different groups.Indus-trial patents had a commercialization rate of48.9%, whereas the rate for inventors in the education sector was33.5%.However,the authors never try to relate this commercialization rate to other explanatory factors and do not run any survival model—perhaps due to lack of data.Another strand of the patent literature has ana-lyzed the renewal of patents(see e.g.Pakes,1986; Schankerman and Pakes,1986).Every single year,the owners must pay a renewal fee to keep their patents in force.2It can be argued that the owners will only renew their patents if it is economically profitable to keep them. The percentage of renewed patents indicates how large a share of the patents have economic value after differ-ent numbers of years.The models in these studies are based on the assumption that more valuable patents are renewed for longer periods than less valuable patents. 2According to Van Pottelsberghe de la Potterie and Francois(2006), the total cost for a patent which is renewed for20years is EUR120,000 (40,000)in13(3)EPO member states,EUR14,500in the US and EUR 17,300in Japan.High costs include procedural costs(official costs up to the grant date)and external services that the inventor/firm needs whenfiling the patent.EPO patents are much more expensive due to high translation costs—the granted patent must be translated and validated in each targeted national patent office.The other reason why EPO patents are more expensive is higher annual renewal fees(which vary with the duration of the protection).The authors show that renewal fees for20years in the EPO system are EUR89,000(22,000)in13 (3)member states,whereas this cost is considerably lower in the US and Japan.However,the renewal fees in a single European country like Sweden are of modest size.According to the Swedish National Patent Office(PRV),the size of the renewal fees increases stepwise annually and ranges from22Euro in thefirst year to450Euro in the last year. The renewal fees for20years add up to about EUR3700.1054R.Svensson/Research Policy36(2007)1052–1069The authors estimate both the distribution of the patent values and their rate of depreciation.The main con-clusions of these studies are that most patents have a low value and one that depreciates fast,while only a few have a significant high value.In other words,the value distribution of patents is severely skewed to the right.Although most commercialized patents can be expected to be renewed,and most non-commercialized patents to expire,this is not always true,as will be seen later in the statistical part.The main defect of the renewal measure is that it does not say anything about whether the patent has been commercialized and whether the patents have been associated with any innovations or entrepreneurship.There is also an identi-fication problem in the renewal studies.It is impossible to say which patents have a high value and which have a low value.Furthermore,patents that are not renewed do not necessarily have a low value,since the product based on the patent might have been com-mercialized with a short lifetime.In this lifetime,the product could either have been profitable for the owner or not.The renewal statistics say nothing about this either.Finally,with the exception of Maurseth(2005), the renewal studies have seldom rigorously estimated how different factors influence the decision to renew patents.3Measuring the choice to commercialize the patent does not take into account whether the patent is prof-itable or the fact that non-commercialized patents might also be profitable for the owner.But it does say some-thing about whether innovations are introduced in the market,and whether the owners are involved in some form of entrepreneurship activities,which have been neglected in the previous literature.An objection against the commercialization measure would be that some patents are never commercialized,although they are renewed during the whole statutory period(20years) for strategic reasons;for example,they deter com-petitors from using the invention or serve as‘shadow patents’.However,this is a strategy primarily used by largefirms.Shadow patents are relatively rare among individuals and smallfirms,as will be shown in Section3.3Maurseth(2005)tests how patent citations affect the renewal of patents.He makes an intuitive distinction between citations across and within technologyfields andfinds that patents that receive citations acrossfields survive longer than average,whereas patents with cita-tions within the samefield expire earlier.The interpretation is that citations across technologyfields indicate a scientific breakthrough, while citations withinfields indicate many competing innovations.2.2.Theoretical discussionPatents,like R&D projects,are typically charac-terized by high costs and no incomes in the early R&D phase,and by high uncertainty about future incomes.Besides technological problems,lack offinan-cial resources is one of the largest problems during the R&D phase.In the later commercialization phase, several complementary resources are needed,e.g.financ-ing,marketing and manufacturing rge firms have these complementary capabilities as well as information about the market.Smallfirms have these resources in-house to a lower degree and individuals have none of these capabilities.Thus,the conditions under which inventions are commercialized differ completely between large and smallfirms and individuals.There-fore,externalfinancing and advice are likely to be needed by individuals and also,to some degree,by smallfirms.Clearly,inventors have more knowledge about the invention/patent than potential externalfinanciers.Thus, problems with asymmetrical information and adverse selection are present.The search and transaction costs offinding interesting projects and evaluating the techni-cal and commercial potential are,in other words,large for externalfinanciers(Kaplan and Str¨o mberg,2001).It is especially difficult to make this evaluation in the R&D phase,when uncertainty about the project is very high. Therefore,market imperfections are likely to exist in the market forfinancing innovation projects.To overcome market failures and the gap between inventors and exter-nalfinanciers,different countries have applied various strategies(Bottazzi et al.,2004;Braunerhjelm,1999).In the United States,the government has facilitated private market solutions and the growth of private venture capital (PVC)firms(Gompers and Lerner,2001).In Sweden,the government has intervened by offeringfinancial assis-tance and loans to inventors and small technology-based firms.Many studies have shown that R&D is important for economic growth and productivity and that the social return from business R&D is higher than the private return.The latter fact justifies government R&D support programs to inventors and R&D-performingfirms.For example,Guellec and van Pottelsberghe de la Potterie (2004)have estimated on an aggregated level that busi-ness R&D both gives spillover effects and increases thefirms’ability to absorb external -ernments in many countries have programs to support R&D,but also supporting entrepreneurial activity and the birth and growth of new start-upfirms in general.The idea is to create jobs and stimulate economic growth. According to Kirzner(1985),these support programsR.Svensson/Research Policy36(2007)1052–10691055can be divided into two groups:(1)reducing the costs of R&D and entrepreneurial activity and(2)stimulat-ing people to become entrepreneurs through teaching and encouragement.The former group mostly involves some kind offinancial support to remove barriers to busi-ness formation.This kind of program is based on the assumption thatfinancial markets disfavor smallfirms and entrepreneurs.Although government support programs are com-mon and widespread,they are seldom evaluated.Thus, little is known about their efficiency.One strand of the evaluation studies has analyzed the effects on the macroeconomic level.For example,Lichtenberg(1993) estimated that government-funded R&D performed by firms is less efficient than business-funded R&D.How-ever,Guellec and van Pottelsberghe de la Potterie(2003) show that government funding–both direct funding and tax incentives–of R&D performed byfirms has a positive impact on business R&D.They conclude that the negative relationship only holds for defense-related R&D.Another group of studies has estimated the effects on thefirms’performance.For example,Maggioni et al. (1999)test the efficiency of governmentfinancial aid to technology-based start-upfirms in Italy.They con-cluded that the program increased the number of high technology start-upfirms,but that thesefirms were not completely efficient.Aidedfirms had a higherfinancial risk and did not grow more than non-aidedfirms.4 In the early R&D phase–before manufacturing has started–the Swedish Government offersfinancial assis-tance and loans with soft terms to inventors and small technology-basedfirms.Considering the loans,the bor-rower pays a subsidized interest rate and begins to pay back the loan some years after the commercialization has started.However,if there is no commercialization or if commercialization fails,there is a high probability that the borrower need not pay back the loan at all.If the borrower does receive incomes during commercializa-tion,the repayment of the loan is connected to product turnover.The soft loans offered by the Swedish government authorities are described in detail in Appendix A.To give soft loans to afirm or an inventor in the R&D phase,the government authorities have had two selec-tion criteria:(1)the project should have a good chance of success both technically and commercially and(2)4The authors explain this inefficiency by that easy access to initial resources:(1)it does not take account of high uncertainty faced by new ventures and(2)it reduces the entrepreneurial skills,since the development of such skills is not favored.the project is a high-tech ernmentfinanc-ing could cover up to50–70%of the total R&D costs depending on which government authority provided the loan.Thus,there was a requirement of co-financing by the borrower or somebody else,but thisfinancing was allowed to take the form of unpaid labor incomes.This is a cost that cannot be controlled by the government authority(raising moral hazard problems).In practice, the government loans could therefore cover more than 80%of the project’s total R&D costs.The design of the loan where repayment is connected to turnover rather than the profit means that projects with a low or medium expected profit level would probably not be commercialized at all,since the repayment of the loan would then erase the whole profit.However, this will not prevent commercialization if the expected profit level is high.Due to the design of the loans from government institutions,problems related to moral haz-ard are likely to emerge.Inventors who have received soft loans from the government need not care about fur-ther commercialization of the patent,since they know that there is a high probability of their not having to pay back the loans at all.It is often better to exit the project,escape from paying back the loans and start a new st but not least,the loans are given to the project.This implies that the borrower can close down the project and use what he/she has learnt in a new project.Private venture capital(PVC)firms and private per-sons(business angels)who assist withfinancing in the R&D phase own shares in the patent project/firm.The repayment is then connected to the profit when the patent is commercialized.In contrast to government-financed projects,this means that even if the expected profit is mediocre,the inventors have incentives to undertake commercialization.Furthermore,government-financing institutions do not maximize their profit.Therefore,their administra-tors have few incentives to search for really good patent projects to which they lend money.The employees do not invest their own private money.On the other hand,PVC firms and business angels aim more consistently at profit-maximizing.Therefore,they are more likely to be careful than government institutions about the patent projects they choose to invest in,and should have a more active, and advisory,role already during the R&D phase.PVC firms not only providefinancial capital,but also networks and competence in terms of knowledge about the mar-ket,marketing,juridical assistance,etc.(Bottazzi et al., 2004;Hellmann and Puri,2002).An inventor or afirm that has received contacts andfinancing from a PVCfirm or a business angel in the R&D phase should more eas-1056R.Svensson/Research Policy36(2007)1052–1069ily receivefinancing and advice in the commercialization phase.A common opinion is that the government selects among projects that have been turned down by private investors.Therefore,loans from the government would go to relatively less profitable or more risky projects. However,Kaivanto and Stoneman(2007)have shown that specific soft government loans,as described above, are more attractive for inventors,and have a higher peck-ing order,than equityfinancing from private venture capitalists.5Thus,it is not likely that the government chooses among inferior projects that have been turned down by private investors.The authors give three rea-sons why such soft loans are attractive forfirms and inventors.First,the patent owners do not lose control of the project.Second,the repayment is a variable cost, not afixed cost,and does not increase thefinancial risk of thefirm.Third,debt usually requires collateralfinanc-ing.However,the soft government loans are backed by future incomes and therefore do not require any collateral.3.Database and descriptive statisticsTo analyze the commercialization of patents,it is necessary to have a detailed database about individual patents.6In a previous pilot questionnaire,most patents were commercialized within5years after they had been applied for.Therefore,patents granted in1998are cho-sen for the current database.7In1998,2760patents 5The authors call this kind of governmentfinancing“sales con-tingent claims”(SCC),which are almost identical to the soft loans provided by the Swedish government.6All inventions do not result in patents.However,since an invention that does not result in a patent is not registered anywhere,there are two problems in empirically analyzing the invention rather than the patent.First,it is impossible tofind these new ideas,products and developments among allfirms and individuals.On the other hand,all patents are registered.Second,even if the“inventions”are found,it is difficult to judge whether they are sufficient improvements to qualify as inventions.Only the national and international patent offices make such judgements.Therefore,the choice of the patent rather than the invention is the only practical alternative for an empirical study of the commercialization process.7Granted rather thanfiled patents are used.Filed patents may also be commercialized,but many of these are never granted and do not qualify as real inventions.The decision to only include granted patents increases the homogeneity of the sample.There is also a trap when using granted patents.If the sample criteria had been all granted patents that arefiled in the same year(e.g.in1996),there would have been a sample selection problem,since it can take several years before patents are granted.Patentsfiled in1996and not yet granted at the end point of observation(2003)would then have been systematically omitted from the sample.By using all patents that are granted in the same year,the were granted in Sweden.Seven hundred and seventy-six of these were granted to foreignfirms,902to large Swedishfirms with more than1000employees,and1082 to Swedish individuals andfirms with less than1000 rmation for each patent about inven-tors,applyingfirms and their addresses was bought from the Swedish Patent and Registration Office(PRV). Thereafter,a questionnaire was sent out to the inven-tors of the patents.8In the pilot survey,it turned out that large Swedishfirms refused to provide information on individual patents.Furthermore,it is impossible to persuade foreignfirms tofill in questionnaires about patents.Thesefirms are almost always large multina-tionalfirms.Therefore,the population consists of1082 patents granted to Swedish individuals andfirms with less than1000employees.This sample selection is not a problem,as long as the conclusions are drawn just for smallfirms and individuals.As many as867of the inventorsfilled in and returned the questionnaire,i.e.the response rate was80%(867out of1082).This response rate is satisfactorily high,tak-ing into account that such a database has seldom been collected before and that inventors or applyingfirms usu-ally consider information about inventions and patents to be secret.In the questionnaire,we asked the inventors about the work place where the invention was created and thefinancing of the invention during the R&D phase, whether the invention had been commercialized,which kind of commercialization mode was chosen,how the commercialization wasfinanced,the inventors’incomes and profits from the patent,and if there were any prob-lems with the commercialisation—alternatively why the patent was never commercialized.The application year of the867patents is shown as light-gray bars in Fig.1.Eightyfive percent of the patents were applied for between1994and1997.In 2003,commercialization had been started for537of these patents(61%).The starting year of the commer-cialization is represented by dark bars,which almost follow a normal distribution.Although the last year of observation is2003,it is not likely that many of the 330non-commercialized patents will be commercialized after2003.sample will include both patents for which it took a short and a long time until they were granted.8Each patent always has at least one inventor and often also an applyingfirm.The inventors or the applyingfirm can be the owner of the patent,but the inventors can also indirectly be owners of the patent, via the applyingfirm.Sometimes the inventors are only employed in the applyingfirm,which owns the patent.If the patent had more than one inventor,the questionnaire was sent to one inventor only.R.Svensson/Research Policy36(2007)1052–10691057 Table1Commercialization of patents acrossfirm sizesKind offirm where invention was created Number of patents Percent commercializedCommercialization TotalYes NoMedium-sizedfirms(101–1000employees)773911666%Smallfirms(11–100employees)1376420168%Micro-companies(2–10employees)1053714274%Inventors(1–4inventors)21119740852%Total53033786761%Fig.1.Application year and starting year of commercialization for patents granted in1998.The867patents and the commercialization rate are described acrossfirm groups and ownership in Table1. As many as408patents(47%)were granted to individual inventors,and116,201,142patents were,respectively, granted to medium-sizedfirms(101–1000employees), smallfirms(11–100employees)and micro-companies (2–10employees).9The commercialization rate for the whole sample is61%.This rate should be compared to the few available studies that have measured commer-cialization of patents:47%for American patents found by Morgan et al.(2001)and55%in the studies surveyed by Griliches(1990).10The higher commercialization rate in the present study is explained by the fact that 9The group of individual inventors includes private persons,self-employed inventors as well as2–3inventors,who are organized in trading companies or privatefirms without employees.10These other studies have a similar definition of commercialization as here,i.e.that the patent has been used commercially.In Morgan et al. (2001),commercialization means a commercialized product or process or a licensing contract,and in Griliches,it means that the patent is used commercially.In neither of these studies does the commercialization need to be profitable for the owner.only patents owned by smallfirms and individual inven-tors are included—large(multinational)firms have many more defensive patents.Griliches(1990)confirms this view and reports that the commercialization rate is as high as71%for smallfirms and inventors.In Table1, the commercialization rate of thefirm groups is between 66%and74%,whereas the rate of the individuals is not higher than52%.A contingency-table test suggests there to be a significant difference in the commercializa-tion rate betweenfirms and individuals.The chi-square value is30.55(with3 d.f.),significant at the1% level.In Table2,the commercialization rate is related to externalfinancing in the R&D phase.Patents with exter-nalfinancing in the R&D phase have a significantly lower commercialization rate than those without.When dividing the externalfinancing into different sources,the commercialization rate is significantly lower only for patents supported by government funds.11However,it is not shown when the patents were commercialized nor how large a share of the R&D wasfinanced with gov-ernment or private capital.Such a survival analysis will be undertaken in the statistical part.The distribution of externalfinancing amongfirm groups is described in Table3.It is obvious that external financing–irrespective of source–is more com-mon among individuals and micro-companies.The risk should be higher in patent projects owned by individuals as compared to projects owned by companies.It would then be expected that the governmentfinances projects11In the group with other externalfinancing(universities,research foundations),thefinancing might be government or private,but the intention with this kind of funding is not tofinance a patent applica-tion/project,but rather research in general.Here,inventors often use the resources for the patent without thefinancers’(mostly a university) knowledge.Therefore,this kind offinancing is regarded as passive.In contrast,the government and private groups represent activefinancing, where thefinancier supports,or invests in,a specific patent.。
业绩的英文
业绩的英文Achievements or Performance in EnglishAchievements or performance refers to the results that an individual, team or organization has accomplished within a given period. It serves as a measure of an individual’s, team’s or organization’s success in carrying out their responsibilities and achieving their goals. Achievement or performance records usually include metrics such as productivity, quality, revenue growth, customer satisfaction, and many others.There are many reasons why achievements or performance records matter. These records can help individuals, teams or organizations to identify their strengths and weaknesses, set goals, and evaluate their progress. They also serve as a powerful tool for recognition, promotion, and enhancement of reputation.In this article, we will explore what it means to have notable achievements or performance records, the benefits that come with it, and some examples of how to document your achievements or performance records.What are Notable Achievements or Performance Records?Notable achievements or performance records are outcomes that exceed the expectations of stakeholders, whether they are an individual, team or organization. It could be delivering a project ahead of schedule and under budget, winning a prestigious award, exceeding sales targets, or improvingcustomer retention rate above industry standards. Any accomplishment that demonstrates exceptional performance and adds value can be considered notable.Why Is Having Notable Achievements or Performance Records Important?Having notable achievements or performance records can help individuals, teams or organizations in several ways, including:1. Attracting future opportunities: When potential employers or customers are exploring their options, they are more likely to choose someone with an impressive track record than someone without. Notable achievements or performance records can set individuals apart from their peers and demonstrate their capabilities.2. Building Self-Confidence: Achieving notable achievements or performance records can be a source of pride and inspiration. It can help individuals, teams or organizations share their successes with others and develop a sense of self-worth.3. Improving Reputation: Notable achievements or performance records can improve an individual’s, team’s or organization’s reputation, thus increasing visibility and credibility among potential customers or clients.4. Providing Insight for Personal Growth: By reflecting on notable achievements or performance records, individuals, teams or organizations can identify areas of strength and areas for improvement.Examples of How to Document Your Achievements or Performance Record1. Use Metrics to Measure Performance: Measuring your achievements in terms of metrics is one of the easiest ways to document your achievements or performance records. These metrics could be based on revenue growth, customer satisfaction rates, productivity, or any other measurable outcome. For example, if you’re a sales representative, you could document your achievements on how much revenue you generated or the number of new customers you brought in.2. Share Customer Feedback: Feedback from satisfied customers can bea powerful way to demonstrate your achievements or performance records. Collecting these feedbacks can be done through feedback surveys, online reviews or testimonials. Having a collection of positive feedbacks serves as proof that your customer service is excellent and that you’re meeting or exceeding customer’s expectations.3. Keep a Logbook: Maintain a personal logbook of the activities you’ve carried out and the results of each action. A logbook should contain details about the objectives of each task, why the task was important, and how well you executed the task. Later on, you can use your logbook to highlight your achievements or performance records in your resume or CV.4. Highlight Award-Winning Achievements: If you or your team have won any awards, this is an excellent achievement to document. Highlighting award-winning achievements shows that you're a top performer in your industry, and a recognition of your impact.Conclusion:In conclusion, documenting achievement or performance records serves as evidence of an individual’s, team’s or organization’s accomplishments. It is an essential tool for measuring progress, knowing strengths and weaknesses, and building a positive reputation that enhances the chances of future success. By using metrics, customer feedback, keeping a logbook or highlighting award-winning achievements, individuals or teams can effectively document their achievements or performance records.。
机工英语试题及答案
机工英语试题及答案一、选择题(每题2分,共20分)1. The machine is ________ to operate.A) easyB) difficultC) complexD) impossible2. The engineer ________ the design last night.A) revisedB) approvedC) rejectedD) abandoned3. What is the ________ of this component?A) functionB) structureC) materialD) efficiency4. The assembly line is ________ to meet the demand.A) insufficientB) adequateC) excessiveD) redundant5. The project was ________ due to budget constraints.A) postponedC) acceleratedD) scaled down二、填空题(每题1分,共10分)6. The ________ of the engine is to convert fuel into mechanical energy.7. The ________ of the project was to improve the production efficiency.8. The ________ of the new machine is expected to be high.9. The ________ of the workshop must be followed strictly.10. The ________ of the material is crucial for the product quality.三、阅读理解(每题2分,共20分)Read the following passage and answer the questions.Passage:In the modern industry, precision is key to success. Engineers are constantly seeking new ways to improve the accuracy of their machines. With the advent of advanced technologies, the possibilities for enhancing the performance of industrial equipment have expanded significantly. The development of high-precision sensors and actuators has made it possible to achieve previously unattainable levels of control.11. What is essential in modern industry according to the passage?A) Advanced technologiesB) PrecisionD) High-precision sensors12. What are engineers looking for?A) Ways to reduce costsB) Ways to improve accuracyC) Ways to increase productionD) Ways to expand their teams13. Which of the following has greatly improved the performance of industrial equipment?A) The use of cheaper materialsB) The development of new machinesC) The advent of advanced technologiesD) The increase in the number of engineers14. What has made it possible to achieve higher levels of control?A) The use of cheaper sensorsB) The development of high-precision sensors and actuatorsC) The increase in the number of actuatorsD) The advent of new technologies15. What is the main topic of the passage?A) The importance of precision in modern industryB) The role of engineers in industryC) The history of industrial equipmentD) The cost of advanced technologies四、翻译题(每题5分,共10分)16. 请将以下句子翻译成英文:“这个机器的维护成本相对较低。
performance evaluation国开英语作业
Performance Evaluation in the WorkplacePerformance evaluation is a crucial aspect of any organization, as it not only gauges the productivity of employees but also helps in aligning individual goals with the overall objectives of the company. In this assignment, we will explore the various facets of performance evaluation, its importance, and how it can be effectively implemented in the workplace.Performance evaluation is a process that assesses the degree to which an employee has met the expectations set out in their job description. It typically involves objective measures of an employee's work, such as the quantity and quality of their output, as well as subjective measures, such as their attitude, professionalism, and teamwork.The importance of performance evaluation cannot be understated. Firstly, it provides a clear understanding of an employee's strengths and areas for improvement. This information can then be used to develop training programs or provide guidance on how to improve specific skills or behaviors. Secondly, it acts as a motivator for employees to work harder and excel in their respective roles. By knowing that their performance is being evaluated, employees are more likely to put in extra effort to achieve better results. Finally, it also helps in maintaining a high standard of work ethics and professionalism within the organization.To ensure that performance evaluation is conducted effectively, several key factors need to be considered. Firstly, clear and SMART (Specific, Measurable, Achievable, Relevant, Time-bound) goals should be set for each employee. These goals act as a roadmap for employees to guide their work and measure their progress. Secondly, regular feedback and supervision are essential. Employees should be appraised on a regular basis and provided with constructive criticism on their performance. This feedback should be given in a timely manner to allow for any necessary adjustments or improvements.Moreover, performance evaluation should be conducted fairly and objectively. Biases and subjective opinions should be minimized by using objective criteria and reliable assessment methods. To ensure transparency, the evaluation process should be well-documented and communicated clearly to employees. They should be informed about the evaluation criteria, how their performance will be measured, and how the evaluation will be used to inform decisions about their future within the organization.In conclusion, performance evaluation is a critical component of organizational success. It not only helps in assessing individual performance but also acts as a tool for development, motivation, and maintaining high standards of work ethics. By implementing fair, objective, and well-communicated evaluation processes, organizationscan ensure that their employees are performing at their best and aligning their efforts with the overall objectives of the company.。
大学英语四级阅读Passage 14解析
Passage1451.题干:What does the author say companies should do in the context of remote work?题干翻译:作者认为公司在远程工作环境下应该做什么?抄写定位句:Organizations should reconsider the appropriateness of their performance evaluation procedures in light of the shift to remote work.翻译定位句:各组织应根据向远程办公的转变,重新考虑其绩效评估程序是否合适。
抄写正选:A)Reform performance evaluation.翻译正选:绩效评估改革。
正选解析:根据题干关键词companies should do定位在文章中首段。
原文在远程办公形式的转变下,要reconsider重新考虑performance evaluation procedures绩效评估程序,既然要重新考虑那就说明现行的评估程序是不适用的,因此A选项的Reform performance evaluation绩效评估改革,为本题的正确选项。
同义替换:reconsider the appropriateness重新考虑是否合适就说明是不合适需要reform改革。
错选排除:B选项的the organizational fundamentals组织的基本原则,C选项的对员工行为的影响,D选项的两种办公方式的差异,在原文中均无对应,故排除。
52.题干:What should be prioritized in assessing employees’remote work?题干翻译:在评估员工的远程工作时,应优先考虑什么?抄写定位句:This means that work should be measured in terms of the quality of the work,not just the quality of the process.翻译定位句:这意味着,工作应该根据工作质量来衡量,而不仅仅是流程的质量。
8D解决问题方法(8D Problem Solving-presentation)
Learning Objectives学习目的
•Participants will have a detailed understanding of the generic “8D” problem solving process.(参与者必须理解8d工作法)
of a problem.(参与者必须是富有经验的)
8DProblem Solving
Detection Cycle
8D Problem Solving
8D Analysis
Root Cause
Prevention Cycle
Cause Priority Table
DFMEA PFMEA
Potential Cause
•Participants will have learned to carry out an “8D” process using an actual problem at their company.(在公司里参与者要必须真实的执行8d工作法)
• Participants will have an understanding of how to use a cause and effect diagram to determine potential root cause.(参与者必须使用因果图表来找出潜在的根本原因)
Types of Problem Situations (2)
All problems fall into one of these two categories. How you identify the root may depend on the type of problem situation you have. A comparative analysis m not be done for a never – been – there situation.
高中英语Lesson 6 Head Start Testing英语听力 试题
高中英语Lesson 6 Head Start Testing英语听力:asf听力文件无病毒,请放心翻开听力理解Key words:1. alphabet 字母表2. federal 联盟的,联邦的3. design 设计;方案4. release 释放,解放5. swamp 沼泽地6. oppose 反对7. nutrition 营养Exercises:I. Fill in the blanks with the words you have heard from the report.1. Four-year-old children in Head Start ________ throughout the United States are ________ a test. This test is ________ to show if Head Start is ________ in its goal.2. The officials will ________ the ________ of the children against national ________ in early arithmetic, reading and ________.3. They receive ________ preparation for their ________ year in school. Some ________ half a ________ in Head Start, others a ________ day.4. But some educators ________ the idea that one ________ in Head Start could ________ poor children to average ________.5. Still, even some educators who ________ the test ________ with federal ________ that Head Start needs to do better to ________ children for school.II. answer the following questions according to what you have heard from the report.1. What is the goal of the Head Start programs?2. When did the Head Start programs begin?3. How much does the government spend a year to pay for Head Start?4. According to federal officials, how many children in the U.S. take part in the programs?5. In recent years, what have federal managers of Head Start been telling programs to do?Head Start TestingThis is Steve Ember with the VOA Special English Education Report.Four-year-old children in Head Start programs throughout the United States are taking a test. This test is meant to show if Head Start is succeeding in its goal. The goal is to make sure children from poor families are as prepared to begin school as other children. The four-year-olds are being tested for their ability to recognize simple words and letters in the alphabet. They are also being tested for their skills with numbers. Federal education officials say the test will help the Head Start program improve. The officials will compare the performance of the children against national averages in early arithmetic, reading and writing.Head Start began almost forty years ago. The children are between the ages ofthree and five. They receive free preparation for their first year in school. Some spend half a day in Head Start, others a full day. Still others take part in a program of home visits. Local non-profit organizations operate the programs. The government spends more than six-and-a-half thousand-million dollars a year to pay for Head Start.Federal officials say close to a million children throughout the country take part in the programs. Wade Horn leads the Head Start program for the government. Mr Horn says the test is designed to learn which kinds of programs help children the most. The United States Department of Health and Human Services released a report on Head Start in June. The agency compared Head Start children with children from average, middle-income families. It said the Head Start children are not as ready for school as the others. But some educators criticize the idea that one year in Head Start could raise poor children to average levels. Some also criticize parts of the test. For example, critics noted that the children are asked to point to a picture of a“swamp〞. They say a lot of children, especially from cities, might not know that a swamp is a wetland area with grass.Still, even some educators who oppose the test agree with federal officials that Head Start needs to do better to prepare children for school. Currently, local programs decide what they want to teach. Many have placed major importance on health, nutrition and social development. In recent years, federal managers of Head Start have been telling programs to place more importance on basic skills needed for school.This VOA Special English Education Report was written by Jerilyn Watson. This is Steve Ember.良好开场实验这里是由史蒂夫·埃博为您报道的HY之音特别英语教育报道。
ep15-a3verificationofprecisionandestimationofbias
CLSI EP15-A3: verification of precision and estimation of biasWe are pleased to have a guest essay explaining the latest in Method Verification, specifically the newest version of the CLSI guideline EP15 on Method Verification. For labs seeking a qui ck check to insure their methods are meeting manufacturer specifications, EP15 may be the r ight choiceWhat's New in CLSI EP15-A3: User Verification of Precision and Estimation of Bias; Ap proved Guideline -Third Edition R. Neill Carey, Ph.D. July 2015IntroductionCLSI EP15 was released as an A3 document in September 2014. This is its fourth iteration, and alt hough it retains much of its original approach, there were some significant changes in the A3 vers ion.The most significant change is the creation of a relatively simple experiment that gives reliable es timates of a measurement procedure's imprecision and its bias. The essentials to accomplish this were present in EP15 through all of its previous versions, but they are refined and combined in EP 15-A3 to make a single experiment. Here's a brief description of the protocol.Specification of Acceptable PerformanceBefore doing anything else, the user should specify total allowable error, and derive from it the all owable standard deviation (or %CV), and the allowable bias. The user should ascertain that the i mprecision of the candidate measurement procedure meets the criterion for allowable imprecisi on before beginning the evaluation. If the measurement procedure's imprecision reported in publ ications, such as the manufacturer's stated imprecision, does not meet the criterion, the precisio n verification procedure described in EP15-A3 is not appropriate. Being a limited experiment, it is less rigorous than the experiment described in CLSI EP5-A3, which would be mor e appropriate.Verification of PrecisionEP15 first describes a precision verification experiment. If the user is evaluating a procedure for w hich there are manufacturer's precision claims, or published precision results, that were developed using CLSI EP5, the user can verify the published precision in an experiment lasting as few as five days.Patient samples, reference materials, proficiency testing samples, or control materials may be use d as the test samples, provided there is sufficient sample material for testing each sample five tim es per run for five to seven runs. Precision should be tested with two or more sample materials at different medical decision pointconcentrations. The experiment produces at least 25 replicates collected over at least 5 days for e ach sample material.The repeatability (previously termed "within-run") and the within-laboratory (previously termed "total") standard deviations are calculated by an analysis of variance technique (ANOVA) that pro perly accounts for the within-run andbetween-run contributions to the overall imprecision of the measurement procedure. The user n eeds access to software to do the ANOVA calculations, but they areavailable in Excel, Minitab, Analyze-it, and other software packages that do statistical calculations . The repeatability and within-laboratory standard deviations are then compared to the claimed o r published standard deviations. If the calculated standard deviations are less than the published values, the user has verified the claim. Sometimes the calculated standard deviations may exceed the published values, and yet the true standard deviations are less than the published values. For example, if the true standard deviations were actually exactly equal to their claimed counterpart s, the calculated standard deviations would exceed their published counterparts fifty percent of t he time in verification experiments. To allow for this possibility, the user calculates a "verification limit" based on the published standard deviation and the size of the user's experiment. If the calc ulated standard deviation is less than the verification limit, it is not statistically significantly larger than the published standard deviation, and the user has verified the published precision. If the ca lculated precision exceeds the verification limit, the calculated standard deviation is statistically si gnificantly larger than the published standard deviation, and the user has failed to verify the publ ished imprecision. The document includes tables to simplify the calculation of the verification limi t.Estimation of BiasBecause the precision experiment has so many replicate measurements, collected over several da ys, results from the precision experiment may be used to make a reliable estimate of the bias of t he measurement procedure relative to the assigned (target) values of the sample materials used i n the experiment. The only requirement is that the assigned value must be available. The choice of material depends on the purpose of the user in estimating the bias. Two or more appropriate materials should be tested in the precision experiment.If the user is interested in estimating bias relative to the peer group for proficiency testing, and w ants to estimate how the measurement procedure will perform well on proficiency testing, profici ency testing materials with peer group values for the measurement procedure being evaluated ar e appropriate.For bias relative to the quality control peer group, quality control materials with peer group value s for the measurement procedure are appropriate. "Assayed" quality control materials are not ap propriate, unless peer group information is available. Typically, there is no way to estimate the un certainty of the "assayed" values, which is needed to determine if the calculated bias is statisticall y significant.Internationally recognized high order reference materials, such as a material from the U.S. Nation al Institute of Standards and Technology, or from the Joint Committee for Traceability in Laborato ry Medicine, or from similar organizations may be appropriate if the user wishes to estimate the bias relative to the assignedconcentrations of such materials. Use of these materials is important in establishing the traceabili ty of measurement procedures.Patient samples or control materials which have been repeatedly assayed with a measurement pr ocedure felt to be substantially equivalent to the measurementprocedure being evaluated may be appropriate if the user is interested in estimating bias relativeto that measurement procedure. This could be useful, for example, if the intent of the experimen t was to estimate the bias of one laboratory in a system relative to another, or to the mean of the laboratories in a system.If the sample materials are appropriate, and target concentrations are available, the user can esti mate the bias between the mean concentration calculated in the precision experiment relative to the target concentration of each of the materials.To determine whether there is any statistically significant bias between the mean concentration c alculated from the experiment and the target concentration, the user calculates a “v erification int erval” around the target concentration. The width of the verification interval depends on the unc ertainty of the target value of the reference material and the standard error of the calculated me an concentration from the experiment. Calculation of the verification interval would be complicat ed, but the committee simplified it greatly by providing tables for the difficult-to-calculate quantities based on the number of replicate measurements per run, the number of runs, and the uncertainty of the target value.If the mean concentration from the user's experiment is within the verification interval, there is n o statistically significant bias.。
牺牲性能英语作文高中
牺牲性能英语作文高中Sacrificing Performance for a Greater Good。
In today's society, there is a growing emphasis on the importance of sacrificing performance for the greater good. This concept is particularly relevant in the context of high school education, where students are often faced with the dilemma of whether to prioritize their own academic success or contribute to the well-being of their community. While some may argue that sacrificing performance for the greater good is a noble and selfless act, others may argue that it is ultimately detrimental to the individual'sfuture prospects. In this essay, I will explore both perspectives and provide my own insights on this complex issue.On one hand, sacrificing performance for the greater good can be seen as a selfless and noble act. Byprioritizing the needs of others over one's own,individuals can make a meaningful and positive impact ontheir community. For example, a high school student may choose to spend their time volunteering at a local charity instead of studying for an upcoming exam. While this decision may result in a lower grade, it can also lead to a sense of fulfillment and satisfaction that comes from helping others in need. In this way, sacrificing performance for the greater good can foster a sense of empathy, compassion, and social responsibility in individuals, which are all valuable qualities thatcontribute to a more harmonious and inclusive society.On the other hand, sacrificing performance for the greater good can have negative implications for the individual's future prospects. In today's competitive world, academic performance is often closely linked to future opportunities such as college admissions and career prospects. By prioritizing the needs of others over their own academic success, individuals may be putting themselves at a disadvantage in the long run. For example, a student who consistently sacrifices their academic performance in favor of community service may struggle to gain admissionto a top-tier university or secure a competitive job in thefuture. In this way, sacrificing performance for the greater good can be seen as a short-sighted decision that ultimately limits the individual's potential for personal and professional growth.In my opinion, the issue of sacrificing performance for the greater good is a complex and multifaceted one that does not have a one-size-fits-all solution. While it is important to prioritize the needs of others and contribute to the well-being of our communities, it is also crucial to strike a balance between selflessness and self-care. Rather than viewing these two priorities as mutually exclusive, individuals should strive to find ways to integrate them into their lives in a way that allows them to make a positive impact on others while also pursuing their own goals and aspirations.In conclusion, sacrificing performance for the greater good is a complex issue that requires careful consideration and thoughtful reflection. While it is important to prioritize the needs of others and contribute to the well-being of our communities, it is also crucial to considerthe long-term implications of such decisions on our own personal and professional growth. By finding a balance between selflessness and self-care, individuals can make a meaningful and positive impact on their communities while also pursuing their own goals and aspirations.。
3GPP 5G基站(BS)R16版本一致性测试英文原版(3GPP TS 38.141-1)
4.2.2
BS type 1-H.................................................................................................................................................. 26
4.3
Base station classes............................................................................................................................................27
1 Scope.......................................................................................................................................................13
All rights reserved. UMTS™ is a Trade Mark of ETSI registered for the benefit of its members 3GPP™ is a Trade Mark of ETSI registered for the benefit of its Members and of the 3GPP Organizational Partners LTE™ is a Trade Mark of ETSI registered for the benefit of its Members and of the 3GPP Organizational Partners GSM® and the GSM logo are registered and owned by the GSM Association
ECE_94
ORIGINAL :UNITED NATIONS of March 20, 1995E/ECE/324 )Rev.1/Add.93/Amend.4E/ECE/TRANS/505 )April 1, 2003STATUS OF UNITED NATIONS REGULATIONECE 94UNIFORM PROVISIONS CONCERNING THE APPROVAL OF:VEHICLES WITH REGARD TO THE PROTECTION OF THEOCCUPANTS IN THE EVENT OF A FRONTAL COLLISIONIncorporating:00 series of amendments Date of Entry into Force: 01.10.95 Supplement 1 to the 00 series of amendments Date of Entry into Force: 12.08.96 01 series of amendments Date of Entry into Force: 12.08.98 Supplement 1 to the 01 series of amendments Date of Entry into Force: 21.02.02 Supplement 2 to the 01 series of amendments Date of Entry into Force: 31.01.03 Corr. 1 to the 01 series of amendments Date of Entry into Force: 26.06.02ORIGINAL :UNITED NATIONS of March 20, 1995 E/ECE/324)E/ECE/TRANS/505 )Rev.1/Add.93/Amend.4April 1, 2003TITLE:Frontal Collision - ISSUE:4 Regulation No. 94Protection Apr/2003PAGE: IUNITED NATIONS AGREEMENTCONCERNING THE ADOPTION OF UNIFORM TECHNICAL PRESCRIPTIONS FOR WHEELED VEHICLES, EQUIPMENT AND PARTS WHICH CAN BE FITTED AND/OR BE USED ON WHEELED VEHICLES AND THE CONDITIONS FOR RECIPROCAL RECOGNITION OFAPPROVALS GRANTED ON THE BASIS OF THESE PRESCRIPTIONS (*)Revision 2, including the amendments which entered into force on October 16, 1995)Addendum 93: Regulation No. 94Amendment 4Supplement 2to the 01 series of amendments – Date of entry into force: January 31, 2003UNIFORM PROVISIONS CONCERNING THE APPROVAL OF VEHICLES WITH REGARD TO THEPROTECTION OF THE OCCUPANTS IN THE EVENT OF A FRONTAL COLLISION(*)Former title of the Agreement:Agreement Concerning the Adoption of Uniform Conditions of Approval and Reciprocal Recognition of Approval for Motor Vehicle Equipment and Parts, done at Geneva on March 20, 1958.ORIGINAL :UNITED NATIONS of March 20, 1995Regulation No. 94UNIFORM PROVISIONS CONCERNING THE APPROVAL OF VEHICLES WITH REGARD TO THE PROTECTION OF THE OCCUPANTS IN THE EVENT OF A FRONTAL COLLISION CONTENTSREGULATION1. Scope2. Definitions3. Application for approval4. Approval5. Specifications6. Instructions for users of vehicles equipped with airbags7. Modification and Extension of approval of the vehicle type8. Conformity of production9. Penalties for non-conformity of production10. Production definitely discontinued11. Transitional provisions12. Names and addresses of technical services responsible for conducting approval tests, and ofadministrative departmentsANNEXESAnnex 1 - Communication concerning the approval or extension or refusal or withdrawal of approval or production definitely discontinued of a vehicle type with regard to the protection of theoccupants in the event of a frontal collision, pursuant to Regulation No. 94Annex 2 - Arrangements of the approval markAnnex 3 - Test procedureAnnex 4 - Determination of performance criteriaAnnex 5 - Arrangement and installation of dummies and adjustment of restraint systemsTITLE:Frontal Collision - ISSUE:1 Regulation No. 94 Protection Jan/1999PAGE: IIORIGINAL :UNITED NATIONS of March 20, 1995Regulation No. 94Annex 6 - Procedure for determining the "H" point and the actual torso angle for seating positions in motor vehiclesAppendix 1 - Description of the three-dimensional "H" point machineAppendix 2 - Three-dimensional reference systemAppendix 3 - Reference data concerning seating positionsAnnex 7 - Test procedure with trolleyAppendix - Equivalence curve - Tolerance band for curve _V = f (t)Annex 8 - Technique of measurement in measurement tests: instrumentationAnnex 9 - Definition of the deformable barrierAnnex 10 - Certification procedure for the dummy lower leg and foot.TITLE:Frontal Collision - ISSUE:1 Regulation No. 94 Protection Jan/1999PAGE: IIIORIGINAL :UNITED NATIONS of March 20, 1995TITLE:Frontal Collision - ISSUE:1 Regulation No. 94Protection Jan/1999PAGE: 1Regulation No. 941.SCOPE1.1.This regulation applies to power-driven vehicles of Category M 1(1)of a total permissible mass not exceeding 2.5 tonnes; heavier vehicles may be approved at the request of the manufacturer;1.2.It shall apply at the request of the manufacturer for the approval of a vehicle type with regard to the protection of the occupants of the front outboard seats in the event of a frontal collision. 2.DEFINITIONSFor the purposes of this Regulation:2.1."Protective system" means interior fittings and devices intended to restrain the occupants and contribute towards ensuring compliance with the requirements set out in Paragraph 5 below;2.2."Type of protective system" means a category of protective devices which do not differ in such essential respects as: Their technology; Their geometry;Their constituent materials;2.3."Vehicle width" means the distance between two planes parallel to the longitudinal median plane (of the vehicle) and touching the vehicle on either side of the said plane but excluding the rear-view mirrors, side marker lamps, tyre pressure indicators, direction indicator lamps, position lamps, flexible mud-guards and the deflected part of the tyre side-walls immediately above the point of contact with the ground;2.4. "Overlap" means the percentage of the vehicle width directly in line with the barrier face; 2.5. "Deformable barrier face" means a crushable section mounted on the front of a rigid block;2.6."Vehicle type" means a category of power-driven vehicles which do not differ in such essential respects as:2.6.1. The length and width of the vehicle, in so far as they have a negative effect on the results of the impact test prescribed in this Regulation,2.6.2.The structure, dimensions, lines and materials of the part of the vehicle forward of the transverse plane through the "R" point of the driver's seat, in so far as they have a negative effect on the results of the impact test prescribed in this Regulation,(1)As defined in the Consolidated Resolution on the Construction of Vehicles (R.E.3), Annex 7 (document TRANS/SC1/WP29/78/Amend.3), i.e., motor vehicles used for the carriage of passengers and comprising not more than eight seats in addition to the driver's seat.ORIGINAL :UNITED NATIONS of March 20, 19952.6.3.The lines and inside dimensions of the passenger compartment and the type of protectivesystem, in so far as they have a negative effect on the results of the impact test prescribedin this Regulation,2.6.4.The siting (front, rear or centre) and the orientation (transversal or longitudinal) of theengine,2.6.5.The unladen mass, in so far as there is a negative effect on the result of the impact testprescribed in this Regulation,2.6.6.The optional arrangements or fittings provided by the manufacturer, in so far as they have anegative effect on the result of the impact test prescribed in this Regulation,2.7."Passenger compartment"means the space for occupant accommodation, bounded bythe roof, floor, side walls, doors, outside glazing and front bulkhead and the plane of the rearcompartment bulkhead or the plane of the rear-seat back support;2.8."R point" means a reference point defined for each seat by the manufacturer in relation thevehicle's structure, as indicated in Annex 6;2.9."H point"means a reference point determined for each seat by the testing serviceresponsible for approval, in accordance with the procedure described in Annex 6;2.10."Unladen kerb mass"means the mass of the vehicle in running order, unoccupied andunladen but complete with fuel, coolant , lubricant, tools and spare wheel (if these areprovided as standard equipment by the vehicle manufacturer).2.11."Airbag"means a device installed to supplement safety belts and restraint systems inpower-driven vehicles, i.e. systems which, in the event of a severe impact affecting thevehicle, automatically deploy a flexible structure intended to limit, by compression of the gascontained within it, the gravity of the contacts of one or more parts of the body of anoccupant of the vehicle with the interior of the passenger compartment.2.12."Passenger airbag"means an airbag assembly intended to protect occupant(s) in seatsother than the driver's in the event of a frontal collision.2.13."Child restraint"means an arrangement of components which may comprise acombination of straps or flexible components with a securing buckle, adjusting devices,attachments, and in some cases a supplementary chair and/or an impact shield, capable ofbeing anchored to a power driven vehicle. It is so designed as to diminish the risk of injuryto the wearer, in the event of a collision or of abrupt deceleration of the vehicle by limitingthe mobility of the wearer's body.2.14."Rearward-facing" means facing in the direction opposite to the normal direction of travelof the vehicle.TITLE:Frontal Collision - ISSUE:1 Regulation No. 94 Protection Jan/1999PAGE: 2ORIGINAL :UNITED NATIONS of March 20, 19953.APPLICATION FOR APPROVAL3.1.The application for approval of a vehicle type with regard to the protection of the occupantsof the front seats in the event of a frontal collision shall be submitted by the vehiclemanufacturer or by his duly accredited representative.3.2.It shall be accompanied by the undermentioned documents in triplicate and followingparticulars;3.2.1. A detailed description of the vehicle type with respect to its structure, dimensions, lines andconstituent materials;3.2.2.Photographs, and/or diagrams and drawings of the vehicle showing the vehicle type in front,side and rear elevation and design details of the forward part of the structure;3.2.3.Particulars of the vehicle's unladen kerb mass;3.2.4.The lines and inside dimensions of the passenger compartment;3.2.5. A description of the interior fittings and protective systems installed in the vehicle.3.3.The applicant for approval shall be entitled to present any data and results of tests carriedout which make it possible to establish that compliance with the requirements can beachieved with a sufficient degree of confidence.3.4. A vehicle which is representative of the type to be approved shall be submitted to thetechnical service responsible for conducting the approval tests.3.4.1. A vehicle not comprising all the components proper to the type may be accepted for testprovided that it can be shown that the absence of the components omitted has nodetrimental effect on the results of the test in so far as the requirements of this Regulationare concerned.3.4.2.It shall be the responsibility of the applicant for approval to show that the application ofParagraph 3.4.1. is compatible with compliance with the requirements of this Regulation. TITLE:Frontal Collision - ISSUE:1 Regulation No. 94 Protection Jan/1999PAGE: 3ORIGINAL :UNITED NATIONS of March 20, 1995 TITLE:Frontal Collision - ISSUE:3 Regulation No. 94Protection Apr/2003PAGE: 44.APPROVAL4.1. If the vehicle type submitted for approval pursuant to this Regulation meets the requirements of this Regulation , approval of that vehicle type shall be granted.4.1.1. The technical service appointed in accordance with Paragraph 10 below shall check whether the required conditions have been satisfied.4.1.2.In case of doubt, account shall be taken, when verifying the conformity of the vehicle to the requirements of this Regulation, of any data or test results provided by the manufacturer which can be taken into consideration in validating the approval test carried out by the technical service.4.2.An approval number shall be assigned to each type approved. Its first two digits (at present 01 corresponding to the 01 series of amendments), shall indicate the series of amendments incorporating the most recent major technical amendments made to the Regulation at the time of issue of the approval. The same Contracting Party may not assign the same approval number to another vehicle type.4.3.Notice of approval or of refusal of approval of a vehicle type pursuant to this Regulation shall be communicated by the Parties to the Agreement which apply this Regulation by means of a form conforming to the model in Annex 1 to this Regulation and photographs and/or diagrams and drawings supplied by the applicant for approval, in a format not exceeding A4 (210 X 297 mm) or folded to that format and on an appropriate scale.4.4.There shall be affixed, conspicuously and in a readily accessible place specified on the approval form, to every vehicle conforming to a vehicle type approved under this Regulation, an international approval mark consisting of:4.4.1. A circle surrounding the Letter "E" followed by the distinguishing number of the country which has granted approval (1)4.4.2.The number of this Regulation, followed by the Letter "R", a dash and the approval number, to the right of the circle prescribed in Paragraph 4.4.1.(1)1 for Germany,2 for France,3 for Italy,4 for the Netherlands,5 for Sweden,6 for Belgium,7 for Hungary,8 for the Czech Republic,9 for Spain, 10 for Yugoslavia, 11 for the United Kingdom, 12 for Austria, 13 for Luxembourg, 14 for Switzerland, 15 (vacant), 16 for Norway, 17 for Finland, 18 for Denmark, 19 for Romania, 20 for Poland, 21 for Portugal, 22 for the Russian Federation, 23 for Greece, 24 for Ireland, 25 for Croatia, 26 for Slovenia, 27 for Slovakia, 28 for Belarus, 29 for Estonia, 30 (vacant), 31 for Bosnia and Herzegovina, 32 for Latvia, 33 (vacant), 34 for Bulgaria, 35 (vacant), 36 for Lithuania,37 for Turkey, 38 (vacant), 39 for Azerbaijan, 40 for The former Yugoslav Republic of Macedonia, 41 (vacant), 42 for the European Community (Approvals are granted by its Member States using their respective ECE symbol), 43 for Japan, 44 (vacant), 45 for Australia, 46 for Ukraine, 47 for South Africa and 48 for New Zealand. Subsequent numbers shall be assigned to other countries in the chronological order in which they ratify to the Agreement concerning the Adoption of Uniform Technical Prescriptions for Wheeled Vehicles, Equipment and Parts which can be Fitted and/or be Used on Wheeled Vehicles and the Conditions for Reciprocal Recognition of Approvals Granted on the Basis of these Prescriptions, for Motor Vehicle Equipment and Parts, or in which they accede to that Agreement, and the numbers thus assigned shall be communicated by the Secretary-General of the United Nations to the Contracting Parties to the Agreement.ORIGINAL :UNITED NATIONS of March 20, 19954.5.If the vehicle conforms to a vehicle type approved, under one or more other Regulationsannexed to the Agreement, in the country which has granted approval under thisRegulation, the symbol prescribed in Paragraph 4.4.1. need not be repeated; in such a casethe Regulation and approval numbers and the additional symbols of all the Regulationsunder which approval has been granted in the country which has granted approval underthis Regulation shall be placed in vertical columns to the right of the symbol prescribed inParagraph 4.4.1.4.6.The approval mark shall be clearly legible and be indelible.4.7.The approval mark shall be placed close to or on the vehicle data plate affixed by themanufacturer.4.8.Annex 2 to this Regulation gives examples of approval marks.5.SPECIFICATIONS5.1.General specifications applicable to all tests5.1.1.The "H" point for each seat shall be determined in accordance with the procedure describedin Annex 6.5.1.2.When the protective system for the front seating positions includes belts, the beltcomponents shall meet the requirements of Regulation No. 16.5.1.3.Seating positions where a dummy is installed and the protective system includes belts, shallbe provided with anchorage points conforming to Regulation No. 14.5.2.SpecificationsThe test of the vehicle carried out in accordance with the method described in Annex 3 shallbe considered satisfactory if all the conditions set out in Paragraphs 5.2.1. to 5.2.6. beloware all satisfied at the same time.5.2.1.The performance criteria recorded, in accordance with Annex 8, on the dummies in the frontoutboard seats shall meet the following conditions:5.2.1.1. The head performance criterion (HPC) shall not exceed 1000 and the resultant headacceleration shall not exceed 80 g for more than 3 ms. The latter shall be calculatedcumulatively, excluding rebound movement of the head;TITLE:Frontal Collision - ISSUE:1 Regulation No. 94 Protection Jan/1999PAGE: 5ORIGINAL :UNITED NATIONS of March 20, 1995 TITLE:Frontal Collision - ISSUE:1 Regulation No. 94Protection Jan/1999PAGE: 65.2.1.2.The neck injury criteria (NIC) shall not exceed the values shown in Figures 1 and 2(1);Figure 1Neck Tension CriterionFigure 2 Neck Shear Criterion(1)Until October 1, 1998, the values obtained for the neck shall not be pass/fail criteria for the purposes of granting approval.The results obtained shall be recorded in the test report and be collected by the approval authority. After this date, the values specified in this paragraph shall apply as pass/fail criteria unless or until alternative values are adopted.ORIGINAL :UNITED NATIONS of March 20, 1995 TITLE:Frontal Collision - ISSUE:1 Regulation No. 94Protection Jan/1999PAGE: 75.2.1.3. The neck bending moment about the y axis shall not exceed 57 Nm in extension (1);5.2.1.4. The thorax compression criterion (ThCC) shall not exceed 50 mm; 5.2.1.5. The viscous criterion (V * C) for the thorax shall not exceed 1,0 m/s;5.2.1.6.The femur force criterion (FFC) shall not exceed the force-time performance criterion shownin Figure 3;Figure 3Femur Force Criterion5.2.1.7. The tibia compression force criterion (TCFC) shall not exceed 8 kN;5.2.1.8. The tibia index (TI), measured at the top and bottom of each tibia, shall not exceed 1,3 at either location;5.2.1.9. The movement of the sliding knee joints shall not exceed 15 mm.5.2.2.Residual steering wheel displacement, measured at the centre of the steering wheel hub, shall not exceed 80 mm in the upwards vertical direction and 100 mm in the rearward horizontal direction.(1)Until October 1, 1998, the values obtained for the neck shall not be pass/fail criteria for the purposes of granting approval.The results obtained shall be recorded in the test report and be collected by the approval authority. After this date, the values specified in this paragraph shall apply as pass/fail criteria unless or until alternative values are adopted.ORIGINAL :UNITED NATIONS of March 20, 19955.2.3.During the test no door shall open;5.2.4.During the test no locking of the locking systems of the front doors shall occur;5.2.5.After the impact, it shall be possible, without the use of tools, except for those necessary tosupport the weight of the dummy:5.2.5.1. To open at least one door, if there is one, per row of seats and, where there is no such door,to move the seats or tilt their backrests as necessary to allow the evacuation of all theoccupants; this is, however, only applicable to vehicles having a roof of rigid construction; 5.2.5.2. To release the dummies from their restraint system which, if locked, shall be capable ofbeing released by a maximum force of 60 N on the centre of the release control;5.2.5.3. To remove the dummies from the vehicle without adjustment of the seats.5.2.6.In the case of a vehicle propelled by liquid fuel, no more than slight leakage of liquid fromthe fuel feed installation shall occur on collision;5.2.7.If there is continuous leakage of liquid from the fuel-feed installation after the collision, therate of leakage shall not exceed 30 g/min; if the liquid from the fuel-feed system mixes withliquids from the other systems and the various liquids cannot easily be separated andidentified, all the liquids collected shall be taken into account in evaluating the continuousleakage.6.INSTRUCTIONS FOR USERS OF VEHICLES EQUIPPED WITH AIRBAGS6.1.The vehicles shall carry information to the effect that it is equipped with airbags for seats. 6.1.1.For a vehicle fitted with an airbag assembly intended to protect the driver, this informationshall consist of the inscription "AIRBAG" located in the interior of the circumference of thesteering wheel; this inscription shall be durably affixed and easily visible.6.1.2.For a vehicle fitted with a passenger airbag intended to protect occupants other than thedriver, this information shall consist of the warning label described in Paragraph 6.2. below.6.2. A vehicle fitted with one or more passenger frontal protection airbags shall carry informationabout the extreme hazard associated with the use of rearward-facing child restraints onseats equipped with airbag assemblies.TITLE:Frontal Collision - ISSUE:2 Regulation No. 94 Protection Apr/2003PAGE: 8ORIGINAL :UNITED NATIONS of March 20, 1995 TITLE:Frontal Collision - ISSUE:2 Regulation No. 94Protection Apr/2003PAGE: 96.2.1.As a minimum, this information shall consist of a label containing a pictogram and text warningas indicated below.The overall dimensions shall be 120 x 60 mm or the equivalent area, as a minimum. The label shown above may be adapted in such a way that the layout differs from the example above; however, the text content shall meet the above prescriptions.6.2.2.At the time of type approval, the label shall be in at least one of the languages of the Contracting Party where the application for approval is submitted. The manufacturer shall declare his responsibility for ensuring the warning is provided at least in one of the languages of the country in which the vehicle is to be sold.6.2.3.In the case of a frontal protection airbag on the front passenger seat, the warning shall be durably affixed to each face of the passenger front sun visor in such a position that at least one warning on the sun visor is visible at all times, irrespective of the position of the sun visor. Alternatively, one warning shall be on the visible face of the stowed sun visor and a second warning shall be on the roof behind the visor, so, at least one warning is visible at all times. The text size must allow the label to be easily read by a normal sighted user seated on the seat concerned.In the case of a frontal protection airbag for other seats in the vehicle, the warning must be directly ahead of the relevant seat, and clearly visible at all times to someone installing a rear-facing child restraint on that seat. The text size must allow the label to be easily read by a normal sighted user seated on the seat concerned.This requirement does not apply to those seats equipped with a device which automatically deactivates the frontal protection airbag assembly when any rearward-facing child restraint is installed.ORIGINAL :UNITED NATIONS of March 20, 1995 TITLE:Frontal Collision - ISSUE:2 Regulation No. 94Protection Apr/2003PAGE: 106.2.4.Detailed information, making reference to the warning, shall be contained in the owner's manual of the vehicle; as a minimum the following text in the official languages of the country where the vehicle is to be registered, must include:"Do not use a rearward facing child restraint on a seat protected by an airbag in front of it!"The text shall be accompanied by an illustration of the warning to be found in the vehicle.7.MODIFICATION AND EXTENSION OF APPROVAL OF THE VEHICLE TYPE7.1.Any modification affecting the structure, the number of seats, the interior trim or fittings, or the position of the vehicle controls or of mechanical parts which might affect the energy-absorption capability of the front of the vehicle shall be brought to the notice of the administrative department granting approval. The department may then either:7.1.1. Consider that the modifications made are unlikely to have an appreciable adverse effect and that in any case the vehicle still complies with the requirements; or7.1.2. Require the technical service responsible for conducting the tests to carry out a further test, among those described below, according to the nature of the modifications;7.1.2.1.Any modification of the vehicle affecting the general form of the structure of the vehicle and/or any increase in mass greater than 8% which in the judgement of the authority would have a marked influence on the results of the tests shall require a repetition of the test as described in Annex 3;7.1.2.2.If the modifications concern only the interior fittings, if the mass does not differ by more than 8 percent and if the number of front seats initially provided in the vehicle remains the same, the following shall be carried out:7.1.2.2.1. A simplified test as provided for in Annex 7 and/or,7.1.2.2.2. A partial test as defined by the technical service in relation to the modifications made. 7.2.Confirmation or refusal of approval, specifying the alterations, shall be communicated by the procedure specified in Paragraph 4.3. above to the Parties to the Agreement which apply this Regulation.7.3.The competent authority issuing the extension of approval shall assign a series number for such an extension and inform thereof the other Parties to the 1958 Agreement applying this Regulation by means of communication form conforming to the model in Annex 1 to this Regulation.8.CONFORMITY OF PRODUCTIONThe conformity of production procedures shall comply with those set out in the Agreement, Appendix 2 (E/ECE/324-E/ECE/TRANS/505/Rev.2) with the following requirements: 8.1.Every vehicle approved under this Regulation shall conform to the vehicle type approved, as regards features contributing to the protection of the occupants of the vehicle in the event of a frontal collision.8.2. The holder of the approval shall ensure that for each type of vehicle at least the tests concerning the taking of measurements are carried out;8.3.The authority which has granted type approval may at any time verify the conformity control methods applied in each production facility. The normal frequency of these verifications shall be once every two years.ORIGINAL :UNITED NATIONS of March 20, 19959.PENALTIES FOR NON-CONFORMITY OF PRODUCTION9.1.The approval granted in respect of a vehicle type pursuant to this Regulation may bewithdrawn if the requirement laid down in Paragraph 8.1. above is not complied with or if thevehicle or vehicles selected have failed to pass the checks prescribed in Paragraph 8.2.above.9.2.If a Contracting Party to the Agreement applying this Regulation withdraws an approval ithas previously granted, it shall forthwith so notify the other Contracting Parties applying thisRegulation, by means of a communication form conforming to the model in Annex 1 to theRegulation.10.PRODUCTION DEFINITELY DISCONTINUEDIf the holder of the approval completely ceases to manufacture the type of vehicle approvedin accordance with the Regulation, he shall so inform the authority which granted theapproval. Upon receiving the relevant communication that authority shall inform thereof theother Parties to the 1958 Agreement applying this Regulation by means of a communicationform conforming to the model in Annex 1 to this Regulation.11.TRANSITIONAL PROVISION11.1.As from the official date of entry into force of Supplement 1 to the 01 series of amendments,no Contracting Party applying this Regulation shall refuse to grant ECE approval under thisRegulation as amended by Supplement 1 to the 01 series of amendments.11.2.As from October 1, 2002Contracting Parties applying this Regulation shall grantECE approvals only to those types of vehicles which comply with the requirements of thisRegulation as amended by Supplement 1 to the 01 series of amendments.11.3.As from October 1, 2003 Contracting Parties applying this Regulation may refuse firstnational registration (first entry into service) of vehicles which do not meet the requirementsof this Regulation as amended by the 01 series of amendments.S AND ADDRESSES OF TECHNICAL SERVICES RESPONSIBLE FORCONDUCTING APPROVAL TESTS, AND OF ADMINISTRATIVE DEPARTMENTSThe Contracting Parties to the Agreement applying this Regulation shall communicate to theUnited Nations secretariat the names and addresses of the technical services responsiblefor conducting approval tests, of manufacturers authorised to carry out tests and of theadministrative departments which grant approval and to which forms certifying approval orrefusal or withdrawal of approval, issued in other countries, are to be sent.TITLE:Frontal Collision - ISSUE:2 Regulation No. 94 Protection June/2002PAGE: 11。
机械类外文翻译
Maintenance strategy for tilting table of rolling mill based on reliabilityconsiderationsV.S.Deshpande *,J.P.ModakDepartment of Mechanical Engineering,P.C.E.&A,Nagpur University,Nagpur 440019,Maharashtra,IndiaReceived 18June 2002;accepted 15July 2002AbstractReliability centred maintenance (RCM)is a new strategic framework for ensuring that any asset continues to perform,as its users want it to perform.RCM is a process used to determine the maintenance requirement of any physical asset in its operating context.RCM process entails asking seven questions about each of the selected assets.It makes use of two documents namely,RCM information worksheet and RCM decision worksheet.RCM decision diagram integrates all the decision processes into a single strategic framework.RCM concept developed by US commercial airlines industry has been successfully implemented by Military,Navy,Nuclear power plants,electric power generation and distribution undertakings and several other sectors.These projects have been carried out in the United Kingdom,The Republic of Ireland,the United States,Hong Kong,Australia,Spain and Singapore.The fact that people has enthusiastically received RCM at all levels and has enabled users to achieve some remarkable successes in all of these countries,suggests that it can be universally employed.Literature review indicates that RCM approach is not conventionally applied in process industries in India.Presently,predictive maintenance (PDM)approach along with conventional preventive maintenance is used in continuous/process industries.This approach if implemented in totality will increase the production cost to a large degree and make the production uneconomical.Similarly breakdown maintenance (BDM)approach cannot be applied in such industries as each breakdown involves huge costs.RCM approach is a compromise between PDM and BDM approach for optimising the cost and ensuring the availability of machine.The RCM approach has been applied to the tilting table system of rolling mill for the research work reported in this paper.In the present study,preventive maintenance tasks suggested for power transmission subsystem,guiding and transportation subsystem and hydraulic subsystem in tilting tables are 14scheduled on-condition tasks,10scheduled on-restoration tasks,seven scheduled discard task.Whereas for 14failure modes no scheduled maintenance has been proposed.Existing maintenance schedule for tilting tables indicates the maintenance action as and when required.Hence RCM based schedule specifies that additional preventive maintenance tasks need to be executed as compared to none initially.Cost incurred for this can be offset from the savings accrued from reduction in loss of production due to repetitive breakdowns.The methodology of RCM adopted in western industries cannot be applied as it is to Indian industries because of labour oriented nature,partially computerised information systems,non-availability of the information about cost of loss of production due to breakdown and age-reliability pattern of equipment,insufficient maintenance database.These problems can be overcome by development of sound MMIS,formulation of RCM review group and imparting suitable training to acquire the relevant skills in RCM.Thus RCM methodology can be applied to Indian industry for reduction of breakdowns as well as optimisation of preventive maintenance cost.This can further boost up the prospects of Indian industry to offer the products at globally competitive prices.q 2003Elsevier Science Ltd.All rights reserved.Keywords:Reliability centred maintenance;Rolling mill1.IntroductionIn the current scenario continued operation of highly mechanised and automated businesses is essential for wealth generation.This depends on the continued integrityof physical assets.Hence failure of these assets results in wealth erosion,service interruption and some of the worst accidents and environmental incidents in industrial history such as Bhopal gas tragedy.As a result,the process by which these failures occur and management of these failures have to be accorded very high priority.The first industry to deal with this issue was international civil aviation industry.On the basis of continued research,this industry evolved a completely new strategic framework for ensuring that any0951-8320/03/$-see front matter q 2003Elsevier Science Ltd.All rights reserved.PII:S 0951-8320(02)00152-7Reliability Engineering and System Safety 80(2003)1–18/locate/ress*Corresponding author.Tel.:þ91-712-263822;fax:þ91-7104-37681.E-mail address:vishwasd@.in (V.S.Deshpande),barlingay@.in (V.S.Deshpande).asset continues to perform,as its users want it to perform. This framework was referred as reliability centred main-tenance(RCM)[1].The brief considerations in this approach are as follows.Maintenance concept has evolved over three generations. Third generation concept requires longer equipment avail-ability in cost-effective fashion.Research has identified that conventional bathtub curve is not applicable in almost90% of cases.Hence modern maintenance managers face several challenges for ensuring equipment availability at affordable cost.RCM provides a framework,which enables users to respond to these challenges,quickly and simply.RCM is a process used to determine the maintenance requirement of any physical asset in its operating context.A comprehensive plant register indicating the list of assets and development of suitable numbering system is a prior requirement before the application of RCM review process.RCM process entails asking seven questions about each of the selected assets.It makes use of two documents namely,RCM information worksheet and RCM decision worksheet.RCM decision diagram integrates all the decision processes into a single strategic framework. Answers to the questions regarding failure consequences, preventive tasks and default actions in decision diagram are recorded on decision worksheet.Military and Navy also successfully implemented RCM concept developed by US commercial airlines industry [2–4].It has also been employed in Nuclear power plants [5–7]and electric power generation and distribution undertakings.The other sectors includes:railways,brew-eries,offshore oil and gas industries,pharmaceutical companies,steel mill,bank,oil refineries,aluminium processing industries,several engineering and metalwork-ing companies.These projects have been carried out in the United Kingdom,The Republic of Ireland,the United States,Hong Kong,Australia,Spain and Singapore.The fact that RCM has been enthusiastically received by people at all levels and has enabled users to achieve some remarkable successes in all of these countries,suggests that it is much less affected by cultural differences than many other participative techniques of this nature[1].2.RCM methodologyRCM starts with a comprehensive,zero-based review of the maintenance requirement of each asset in its operating context.RCM is called reliability centred maintenance because it recognises that maintenance can do no more than ensure that physical assets continue to achieve their built in capability or inherent reliability.RCM starts with a comprehensive,zero-based review of the maintenance requirement of each asset in its operating context.The‘INTENDED FUNCTION’of any asset can be defined in a number of ways;depending on exactly where and how it is being used(the operating context).The‘INTENDED FUNCTION’also implies specific performance expectation.RCM process entails asking seven questions about each of the selected asset as follows:†What are the functions and associated performance standards of the assets in its present operating context?†In what ways does it fail to fulfil its function?†What causes each functional failure?†What happens when each failure occurs?†In what ways does each failure matter?†What can be done to prevent each failure?†What should be done if a suitable preventive maintenance task cannot be found?The answers to thefirst four questions are recorded on RCM information worksheet and answers to the remaining three questions are recorded on decision worksheet.Thus these two key working documents are used in the application of RCM[1,8,9].2.1.RCM information worksheetThese are used to record the functions of the asset under review and to list all the associated functional failures, failure modes and failure effects.2.1.1.Functions and performance standardMaintenance means ensuring that physical asset con-tinues to fulfil its intended functions.The functions of the assets and its desired standards of performance define the objectives of maintenance with respect to any asset.Functions.Functions can be divided into four categories as stated below.†Primary functions.Every asset is put into service to fulfil specific functions known as primary functions.†Secondary functions.Typical secondary functions include containment,support,hygiene,appearance,and gauges.†Protective devices.In order to eliminate failure con-sequences,increasing use is made of automotive protective devices.Protective devices ensure that the consequences of the failure functions being protected are much less serious than they would be if there were no protections.†Superfluous functions.Superfluous items or com-ponents are sometimes encountered when equipment has been modified frequently over a period of years or when new equipment has been overspecified.These items although do not serve any useful function can fail and reduce the overall system reliability.Performance standards.Maintenance ensures that physical assets continue to fulfil their intended functions by anticipating,preventing or correcting situations whereV.S.Deshpande,J.P.Modak/Reliability Engineering and System Safety80(2003)1–18 2the equipment has failed.Failure is defined as the inability of an item to meet a desired standard of performance.The two performance standards associated with every function are the desired performance and the inherent reliability of the asset with respect to that function.RCM recognises that †The inherent reliability of any item is established by its design and by how it is made.†Maintenance cannot yield reliability beyond this inherent level.Listing of the desired performance is to be done when functions and performance standards are recorded.Per-formance standard includes output,product quality,safety, energy efficiency and the environment.Functions and the operating context.The presence of redundancy or alternative means of production as well as quality standards and standards of customer service are to be considered when function of any asset is defined.2.1.2.Functional failuresA functional failure is defined as the inability of any physical asset to meet a desired standard of performance. Operations and engineering people working together should set performance standards.Different functional failures, which can apply to a single function,include total and partial loss of function.2.1.3.Failure modesThe process of anticipating,preventing,detecting or correcting failures is applied to individual failure modes,i.e. maintenance is managed at failure mode level.Root causes of failure are normal wear and tear,dirt,inadequate lubrication,disassembly,incorrect set-up or operation, incorrect process or packaging materials.Only failure modes,which might reasonably be expected to occur in the context in question,should be recorded.Failure modes for stand by components are different from regular duty components.2.1.4.Failure effectsListing of what actually happens when each failure mode occurs isknownasfailureeffect.Specifically whendescribing the effects of failure the following should be recorded.†What evidence(if any)that the failure has occurred?Examples include warning lights or alarms to sound,loud noises,fire,smoke,escaping steam,unusual smells or pools of liquid and thefloor?†What physical damages(if any)is caused by the failure?†What must be done to repair the failure?Amount of down time with each failure is properly accounted for.The effect of failure should be described if nothing was being done to prevent it.2.2.RCM decision worksheetRCM decision worksheet provides answers to the questions namely,†In what way does each failure matter?†What can be done to prevent each failure?†What if a suitable preventive task not is found?2.2.1.Failure consequencesFailure prevention has much more to do with avoiding or reducing the consequences of failure than it has do with preventing the failures themselves.A preventive task is worth doing if it deals successfully with the consequences of the failure,which it is meant to prevent.The RCM process groups failure consequences into four categories and it does so in two stages.Thefirst stage separates hidden functions from evident functions.A hidden function is one whose failure will not become evident to the operating crew under normal circumstances.The next stage is to classify evident failure into three further categories in descending order of importance as follows.1.Safety and environmental consequences2.Operational consequences3.Non-operational consequencesHidden failure consequences.The failure of duty equipment when the standby equipment is in failed state is known as a multiple failure.The only consequence of a hidden failure is increased risk of a multiple failure.The main objective of maintenance program for a hidden function is to prevent—or at least to reduce the risk of—the associated multiple failure.The performance standard for a hidden function is the availability needed to reduce the risk of the associated multiple failure to an acceptable level.Safety and environmental consequences.Evident failure modes are grouped into three categories,as follows†Those which could affect safety†Those which affect production or operations†Those which involve the direct cost of repair The RCM process considers the safety implications of each failure modefirst.A failure mode has safety consequences if it causes a loss of function or other damage, which could hurt or kill someone.The RCM process always assesses safety consequences at the most conservative level.A failure mode has environmental consequences if it causes a loss of function or other damages which could lead to the breach of any known environmental standard or regulation. If a failure mode could affect the safety or environment,the RCM process stipulates that one must try to prevent it. For failure modes,which have safety or environmentalV.S.Deshpande,J.P.Modak/Reliability Engineering and System Safety80(2003)1–183consequences,a preventive task is only worth doing if it reduces the risk of failure to an acceptably low level.Operational consequences.A failure has operational consequences if it has a direct adverse effect on operational capability.In general,failures affect operations in four ways namely,output,product quality,customer service,increased operating cost in addition to the direct cost of repair.All of these consequences are economic.To assess the economic impact of these failures it is needed to assess how much they are likely to cost over a period of time.For failure modes with operational consequences,a preventive task is worth doing,if over a period of time,it costs less than the cost of the operational consequences plus the cost of repairing the failure,which it is meant to prevent.This type of analysis is carried out for each individual failure mode and not for machine as whole.This is because each preventive task is designed to prevent a specific failure mode.So the economic feasibility of each task can only be compared to the cost of failure mode which it is meant to prevent.The non-operational consequences.The consequence of an evident failure,which has no direct adverse effect on safety,the environment or operational capability,is classified as non-operational.For failure modes with non-operational consequences,a preventive task is worth doing if over a period of time;it costs less than the cost of repairing the failures,which it is meant prevent.Thus the RCM process,†Provides a comprehensive strategic framework for managing failures.As summarised in Fig.1,this framework classifies all failures on the basis of their consequences.In doing so it separates hidden failures from evident failures,and then ranks the consequences of the evident failures in descending order of importance.†Provides a basis for deciding whether preventive maintenance is worth doing in each case.†Suggests what action should be taken if a suitable preventive task cannot be found.2.2.2.Preventive tasksThe actions which can be taken to deal with failures can be divided into two groups—preventive tasks and default tasks which must be undertaken if suitable preventive tasks cannot be found.Whether or not a preventive taskistechnically feasible depends on the technical characteristics of the failure mode and of the tasks as shown in Fig.4. The three principal categories of preventive tasks are scheduled on-condition tasks,scheduled restoration tasks and scheduled discard tasks.Scheduled on-condition tasks.On-condition maintenance is based on the fact that many failures develop over a period of time.If evidence can be found that this failure process is under way it may be possible to prevent failure and/or to avoid its consequences.Potential failures.The point in the failure process at which it is possible to detect that the failure is occurring or about to occur is known as potential failure.Examples of potential failures include hot spots showing deterioration of furnace refractors,vibrations indicating imminent bearing failure,cracks showing metal fatigue and excessive tread wear on tyres.The general process of occurring of failures is illustrated in Fig.2.It is called the P–F curve because it shows how a failure starts,deteriorates to the point at which it can be detected(the potential failure point‘P’)and then if it is not detected and corrected,continues to deteriorate usually at a accelerating rate until it reaches the point of functional failure(‘F’).If a potential failure is detected between the point P and the point F,there are two possibilities namely,to prevent the functional failure and to avoid the consequences of the failure.On-condition maintenance is defined as checking items for potential failures so that action can be taken to prevent or avoid the consequences of the functional failure.On-condition tasks are so called because the items which are inspected are left in service on the condition that they continue to meet specified performance standards.The frequency of on-conditional tasks must be less than the P–F interval.On-condition tasks are technically feasible if:†It is possible to define a clear potential failure condition.†The P–F interval is fairly consistent.†It is practical to monitor the item at intervals less than the P–F interval.†The net P–F interval is long enough to prevent or avoid the consequences of the functional failure.Categories of on-condition techniques.The four major categories of on-condition techniques are as follows:†Condition monitoring techniques†Product quality variation†Primary effects monitoring:primary effects such as speed,flow rate,pressure,temperature,power,current are monitored to provide information about equipment condition.†The human sensesSchedule restoration tasks.Scheduled restoration entails remanufacturing a single component or overhauling an entire assembly at or before specified age limit,regardless of its condition at the time.Scheduled restoration tasks are also known as scheduled rework tasks.They include overhauls at regular intervals.The frequency of scheduled restoration task is governed by the age at which the item or component shows a rapid increase in the conditional probability of failure.Scheduled discard tasks.Scheduled discard means replacing an item or component with a new one at preset intervals.Selecting preventive tasks.The basic order of preference for selecting preventive tasks is as follows:On-condition tasks,scheduled restoration tasks,sched-uled discard tasks.Two preventive options,which are available for age related failures are scheduled restoration tasks and scheduled discardtasks.2.2.3.Default actionsIf a preventive task cannot be found which is both technically feasible and worth doing for any failure mode,then the default action,which must be taken,is governed by consequences of the failure.The default actions are scheduled failure-finding tasks and no scheduled mainten-ance redesign.Scheduled failure -finding tasks .Scheduled failure-find-ing entails checking hidden function at regular intervals to find out whether it has failed.The more often a hidden function is checked,the higher will be its overall availability.For higher reliability,i.e.greater MTBF,the failure-finding frequency should be low.Failure-finding task is only worth doing if it secures the desired availability of the hidden function.No scheduled maintenance .No scheduled maintenance is valid if†a suitable scheduled task cannot be found for a hidden function and the associated multiple failure does not have safety or environmental consequences.†A cost-effective preventive task cannot be found for failures,which have operational or non-operational consequences.Redesign .Redesign refers to any change to the specifica-tion of any item of equipment.Basically this means any action which should result in a change to drawing or a parts list.It includes changing the specification of a component,adding a new item,replacing an entire machine with one ofa different make or type or relocating a machine.It also means any other change to a process or procedure,which affects the operation of the plant.In case of failures,which have safety or environmental consequences,redesign is the compulsory default action.2.2.4.The RCM decision diagramThe RCM decision diagram integrates all the decision processes into a single strategic framework.This frame-work is applied to each of the failure modes listed on the RCM worksheet.The RCM decision diagram is as shown in Fig.3.2.2.5.RCM decision worksheetThe answers to the last three questions are recorded on RCM decision worksheet The RCM decision worksheet is as shown in Tables 4–6.It is used to record the answers to the questions in the decision diagram covering the aspects of failure consequences,preventive tasks and default actions and in the light of these answers,to record:†What routine maintenance (if any)is to be done,how often it is to be done and by whom?†Which failures are serious enough to warrant redesign?†Cases where a deliberate decision has been made to let failures happen.The decision worksheet is divided into columns.The columns headed F,FF and FM identifies the failure mode under consideration.They are used tocross-referFig.3.RCM decision diagram.V.S.Deshpande,J.P.Modak /Reliability Engineering and System Safety 80(2003)1–186the information and decision worksheets.The headings on the next columns refer to the questions on the RCM decision diagram as follows:†The columns headed H,S,E,O and N are used to record the answers to the questions concerning the conse-quences of each failure mode.†The next three columns(headed H1,H2,H2)record whether a preventive task has been selected and if so what type of task?†If it becomes necessary to answer any of the default questions the columns headed H4and H5or S4are used to record the answers.The last three columns record the task,which has been selected(if any),the frequency with which it is to be done and who has been selected to do it. The proposed task column is also used to record the cases where redesign is required or it hasbeendecided that the failure mode does not need scheduled maintenance.Failure consequences .The questions for failure con-sequences H,S,E and O are asked for each failure mode and the answers are recorded on the basis shown in Fig.4.Fig.5shows how these answers are recorded on decision worksheet.Preventive tasks .The eighth to tenth columns on decision worksheet are used to record whether a preventive task has been selected as follows:†The column headed H1/S1/O1/N1is used to record whether a suitable on-condition task could be found to anticipate failure mode in time to avoid the consequences.†The column headed H2/S2/O2/N2is used to record whether a scheduled restoration task could be found to prevent the failures.†The column headed H3/S3/O3/N3is used to record whether a suitable discard task could be found to prevent the failures.In each case,a task is only suitable if it is worth doing and technically feasible.Technical feasibility criteria are as shown in Fig.6.If a task is selected a description of the task and its frequency must be recorded.The default questions .The columns headed H4,H5and S4on the decision work sheet are used to record to the answers to the three default questions.The default questions are only asked if the answers to the previous questions are all ‘no’.1.Default action (H4)Is a failure-finding task technically feasible and worth doing?Record yes if it is possible to do the task and it is practical to do it at required frequency anditFig.5.Failure consequences-a summary.V.S.Deshpande,J.P.Modak /Reliability Engineering and System Safety 80(2003)1–188reduces the risk of multiple failure to an acceptablelevel.2.Default action(H5)Could the multiple failure affect the safety orenvironment?(This question is only asked ifanswer to question H4is no.If the answer to thequestion is yes then redesign is compulsory If theanswer is no the default action is no scheduledmaintenance but redesign may be desirable.3.Default action(S4)Is a combination of task technically feasible andworth doing?Yes if the combination of any two or morepreventive task will reduce the risk of failure tothe acceptable level.If the answer is no redesign iscompulsory.In case of evident operational and non-operational consequences the consequence of the failure are purely economic and no suitable preventive task has been found. As a result,the initial default decision is no scheduled maintenance but redesign is desirable.3.Scope of this articleApplication of methodology of RCM for selection of proper maintenance strategy is still a new concept in Indian industry.Although this concept has been applied widely in various countries,its relevance to the Indian industry has not been realised so far.Indian industry is labour oriented and information system specifically in context of maintenance is not fully computerised.In the present study,RCMmethodology has been applied to tilting table system of a rolling mill.An attempt has been made to compare the RCM based tasks with the existing ones.Limitations in appli-cation of RCM are also highlighted along with possible remedial solutions.4.Rolling mill applicationThe methodology of RCM has been applied to the rolling mill.In rolling mill,blooms are pressed between the rolls to reduce the cross-sectional area.The capacity of rolling mill is expressed as follows.(a)To roll sizes from25-to160-mm diameter.(b)To roll sizes from40-to140-mm square section.(c)Rectangular bars from100£18mm2to160£12mm2Layout of rolling mill is shown in Fig.7.Rolling mill consists of the following equipment.(i)Reheating furnace(ii)Turning table(iii)Tilting table(iv)Approach table (v)Mill stands:(a)Roughing stand(b)Intermediate stand(c)Finishing stand(vi)Skids(vii)Roller conveyors(viii)Hot saw(ix)Turnover cooling bed(TOCB)4.1.Manufacturing processThe bloom is heated in reheating furnace up to the required temperature(1000–12008C)depending upon the grade of blooms.It takes4–7h of heating.When bloom is heated to required temperature it is taken out by ejector on turning table.From turning table,it is taken on the approach table.In approach table,rollers are provided for the forward movement of blooms.From approach table,the blooms go to the TT-1(tilting Table1)through extension table.The tilting table provides specific angle and direction to enter in the roughing stand.For the tilting operations,hydraulic system is provided in the tilting table.In roughing stand reduction of bloom dimensions is done,then it goes to TT-2.Forward and backward movement of bloom is done till the exact dimensionis。
USRP-2900软定义无线电设备说明书
SPECIFICA TIONSUSRP-2900Software Defined Radio DeviceContents Definitions (1)Conditions (1)Transmitter (2)Receiver (2)Power (3)Physical Characteristics (3)Environment (4)Operating Environment (4)Compliance and Certifications (4)Safety (4)Electromagnetic Compatibility (4)CE Compliance (5)Online Product Certification (5)Environmental Management (5)DefinitionsWarranted specifications describe the performance of a model under stated operating conditions and are covered by the model warranty.Characteristics describe values that are relevant to the use of the model under stated operating conditions but are not covered by the model warranty.•Typical specifications describe the expected performance met by a majority of the models.•Nominal specifications describe parameters and attributes that may be useful in operation. Specifications are Characteristics unless otherwise noted.ConditionsSpecifications are valid at 25 °C unless otherwise noted.T ransmitterFrequency range70 MHz to 6 GHzFrequency step<1 kHzMaximum output power (P out)20 dBmGain range189.75 dBGain step0.25 dBFrequency accuracy2 2.5 ppm56 MHzMaximum instantaneous real-timebandwidthMaximum I/Q rate3Streaming415 MS/sBurst61.44 MS/sDigital-to-analog converter (DAC)512 bitsReceiverFrequency range70 MHz to 6 GHzFrequency step<1 kHzGain range676 dBGain step 1.0 dBMaximum input power (P in)-15 dBmNoise figure 5 dB to 7 dB1The output power resulting from the gain setting varies over the frequency band and amongdevices.2Frequency accuracy is based on temperature-compensated crystal oscillator (TCXO) vendorspecifications and is not measured. Alternatively, you can incorporate an external reference source to provide a more precise frequency Reference Clock and to achieve better frequency accuracy.3I/Q sample rate depends on many factors including, but not limited to, USB3 chipset, number of active channels, and host computer performance. Data throughput may vary.4Benchmark setup: LabVIEW Communications 2.0 Tx Continuous Async example running inWindows 7 configured for a single RF channel and a graph refresh rate set to once per 128 cycles.Benchmark hardware: Asus Z97 motherboard, 16 GB memory, 4GHz i7 4790k CPU, and aASMedia XHCI 1.0 USB controller.5The DAC rate changes with the sample rate.6The received signal amplitude resulting from the gain setting varies over the frequency band and among devices.2| | USRP-2900 SpecificationsFrequency accuracy7 2.5 ppm56 MHzMaximum instantaneous real-timebandwidthMaximum I/Q rate8Streaming915 MS/sBurst61.44 MS/sAnalog-to-digital converter (ADC)1012 bitsPowerTotal power, typical operationTypical 3 W to 3.5 WMaximum 4.5 WPower requirement Accepts a 6 V, 3 A external DC powerconnectorCaution You must use either the power supply provided in the shipping kit, oranother UL listed ITE power supply marked LPS, with the USRP-2900.Caution The protection provided by this product may be impaired if it is used in amanner not described in this document.Physical CharacteristicsIf you need to clean the module, wipe it with a dry towel.Physical dimensions(L × W × H)12.5 cm × 9.4 cm × 3.8 cm (7.0 in. × 4.9 in.× 1.5 in.)Weight676 g (1.5 lb)7Frequency accuracy is based on temperature-compensated crystal oscillator (TCXO) vendorspecifications and is not measured. Alternatively, you can incorporate an external reference source to provide a more precise frequency Reference Clock and to achieve better frequency accuracy.8I/Q sample rate depends on many factors including, but not limited to, USB3 chipset, number of active channels, and host computer performance. Data throughput may vary.9Benchmark setup: LabVIEW Communications 2.0 Rx Continuous Async example running inWindows 7 configured for a single RF channel and a graph refresh rate set to once per 128 cycles.Benchmark hardware: Asus Z97 motherboard, 16 GB memory, 4GHz i7 4790k CPU, and aASMedia XHCI 1.0 USB controller.10The ADC rate changes with the sample rate.USRP-2900 Specifications| © National Instruments| 3EnvironmentMaximum altitude2,000 m (800 mbar) (at 25 °C ambienttemperature)Pollution Degree2Indoor use only.Operating EnvironmentAmbient temperature range23 °C ± 5 °CRelative humidity range10% to 90%, noncondensing (testedin accordance with IEC 60068-2-56.) Compliance and CertificationsSafetyThis product is designed to meet the requirements of the following electrical equipment safety standards for measurement, control, and laboratory use:•IEC 61010-1, EN 61010-1•UL 61010-1, CSA C22.2 No. 61010-1Note For UL and other safety certifications, refer to the product label or the OnlineProduct Certification section.Electromagnetic CompatibilityThis product meets the requirements of the following EMC standards for electrical equipment for measurement, control, and laboratory use:•EN 61326-1 (IEC 61326-1): Class A emissions; Basic immunity•EN 55011 (CISPR 11): Group 1, Class A emissions•EN 55022 (CISPR 22): Class A emissions•EN 55024 (CISPR 24): Immunity•AS/NZS CISPR 11: Group 1, Class A emissions•AS/NZS CISPR 22: Class A emissions•FCC 47 CFR Part 15B: Class A emissions•ICES-001: Class A emissionsNote In the United States (per FCC 47 CFR), Class A equipment is intended foruse in commercial, light-industrial, and heavy-industrial locations. In Europe,Canada, Australia, and New Zealand (per CISPR 11), Class A equipment is intendedfor use only in heavy-industrial locations.4| | USRP-2900 SpecificationsNote Group 1 equipment (per CISPR 11) is any industrial, scientific, or medicalequipment that does not intentionally generate radio frequency energy for thetreatment of material or inspection/analysis purposes.Note For EMC declarations, certifications, and additional information, refer to theOnline Product Certification section.CE ComplianceThis product meets the essential requirements of applicable European Directives, as follows:•2014/35/EU; Low-V oltage Directive (safety)•2014/30/EU; Electromagnetic Compatibility Directive (EMC)Online Product CertificationRefer to the product Declaration of Conformity (DoC) for additional regulatory compliance information. To obtain product certifications and the DoC for this product, visit / certification, search by model number or product line, and click the appropriate link in the Certification column.Environmental ManagementNI is committed to designing and manufacturing products in an environmentally responsible manner. NI recognizes that eliminating certain hazardous substances from our products is beneficial to the environment and to NI customers.For additional environmental information, refer to the Minimize Our Environmental Impact web page at /environment. This page contains the environmental regulations and directives with which NI complies, as well as other environmental information not included in this document.Waste Electrical and Electronic Equipment (WEEE)EU Customers At the end of the product life cycle, all NI products must bedisposed of according to local laws and regulations. For more information abouthow to recycle NI products in your region, visit /environment/weee.电子信息产品污染控制管理办法(中国RoHS)中国客户National Instruments符合中国电子信息产品中限制使用某些有害物质指令(RoHS)。
项目绩效验收评价报告范文模板
项目绩效验收评价报告范文模板英文回答:Project Performance Acceptance Evaluation Report Template.Introduction:In this report, I will evaluate the project performance and provide a comprehensive assessment of the project's success. The evaluation will cover various aspects, including project objectives, deliverables, timelines, budget, and stakeholder satisfaction.Project Objectives:The first aspect to evaluate is whether the project objectives have been achieved. Were the desired outcomes and goals met? For example, if the project objective was to increase sales by 20%, we need to assess whether thistarget was reached. In my project, the objective was to improve customer satisfaction by implementing a new feedback system. Through the analysis of customer surveys and feedback, we can determine if the project was successful in achieving this objective.Deliverables:Next, we need to evaluate the quality and completeness of the project deliverables. Did the project team deliver what was promised? For instance, if the project deliverable was a new website, we need to assess if it meets the required specifications and if it was delivered on time. In my project, the deliverable was a software upgrade. By testing the new features and functionalities, we can determine if the deliverable meets the project requirements and if it was delivered within the agreed timeline.Timelines:The project schedule is another crucial aspect to evaluate. Were the project milestones and deadlines met?Any delays or deviations from the original timeline should be assessed. For example, if the project was delayed due to unforeseen circumstances, such as equipment failure, we need to consider the impact on the overall project success. In my project, we had a strict timeline for each phase. By comparing the actual completion dates with the planned dates, we can evaluate if the project was on schedule.Budget:The project budget is a significant factor in evaluating project performance. Were the project costs within the approved budget? Any significant deviations from the budget should be analyzed and explained. For instance, if the project incurred unexpected expenses due to changes in scope, we need to assess the impact on the project's financial success. In my project, we had a fixed budget for development and implementation. By comparing the actual expenses with the budgeted amount, we can determine if the project was financially successful.Stakeholder Satisfaction:Finally, we need to evaluate the satisfaction level of the project stakeholders. Did the project meet their expectations and requirements? This can be assessed through stakeholder feedback and surveys. For example, if theproject stakeholders, such as customers or internal teams, express high satisfaction with the project outcomes, it indicates a successful project. In my project, we conducted surveys to gather feedback from both internal and external stakeholders. By analyzing the responses, we can determineif the project met their expectations.中文回答:项目绩效验收评价报告范文模板。
2024舟计划初中测评卷英语
2024舟计划初中测评卷英语2024 Boat Plan Middle School English Assessment PaperSection A: Multiple Choice Questions (每题1分,共20分)1. Which of the following is NOT a part of the human body?A. HeartB. LungsC. StomachD. Engine2. The word "unique" is most similar in meaning to whichof the following?A. CommonB. SimilarC. UnusualD. Ordinary3. What is the past tense of the verb "go"?A. WentsB. GoneC. WentD. Going4. Which sentence is written in the passive voice?A. She is washing the dishes.B. The dishes are being washed by her.C. We will wash the dishes.D. The dishes were washed.5. The phrase "break a leg" is an example of:A. A superstitionB. A warningC. An encouragementD. A threatContinue with 15 more multiple-choice questions that cover various grammar and vocabulary topics.Section B: Reading Comprehension (每题2分,共10分)Read the following passage and answer the questions.Passage:Last week, the local community center held a charity event to raise funds for the new children's library. The event included a bake sale, a raffle, and a performance by the school's drama club. The bake sale featured homemade goods made by volunteers, and the raffle had a variety of prizes donated by local businesses. The drama club's performance of "The Wizard of Oz" was the highlight of the evening, drawing a large crowd and raising significant funds.Questions:6. What was the purpose of the charity event?A. To entertain the communityB. To raise funds for a new libraryC. To showcase the drama clubD. To promote local businesses7. Which of the following was NOT part of the charity event?A. A bake saleB. A raffleC. A dance competitionD. A drama performance8. Who made the goods for the bake sale?A. Local businessesB. Professional bakersC. VolunteersD. School children9. What can be inferred about the drama club's performance?A. It was poorly attended.B. It was not well-received.C. It was the main attraction of the event.D. It did not contribute to the fundraising.10. What was the source of the prizes for the raffle?A. The community centerB. The volunteersC. Local businessesD. The drama clubSection C: Vocabulary and Grammar (每题1分,共20分)Choose the correct word or phrase to complete the sentence.11. Despite the heavy rain, the marathon runners continued to run, showing great _______.A. patienceB. determinationC. courageD. enthusiasm12. The teacher asked the students to _______ the essay by next Monday.A. hand inB. hand outC. hand overD. hand down13. The _______ of the old building took months and required careful planning.A. renovationB. locationC. destructionD. decorationContinue with 17 more vocabulary and grammar questions.Section D: Writing (共20分)14. Write a short essay (100-150 words) on the importance of teamwork in achieving success. Your essay should include an example of a situation where teamwork made a difference.Section E: Listening (每题1分,共10分)[Audio Script Not Provided]Listen to the audio clip and answer the questions based on what you hear.15. What is the main topic of the conversation?A. A school projectB. A sports eventC. A job interviewD. A travel plan16. Why did the speakers decide to meet at the coffee shop?A. To discuss a business proposalB. To catch up with each otherC. To prepare for an examD. To celebrate a birthdayContinue with 4 more listening questions.Section F: Speaking (共20分)17. You will be given a topic to speak on for two minutes. The topic is: "The Role of Technology in Education." Prepare for one minute and then speak on the topic.End of Assessment PaperPlease note that this is a sample assessment paper anddoes not include actual audio clips or a full set of questions. It is designed to give an idea of the。
高三化学能源英语阅读理解30题
高三化学能源英语阅读理解30题1<背景文章>Solar energy is one of the most promising sources of renewable energy. It is clean, abundant, and widely available. Solar panels convert sunlight into electricity, which can be used to power homes, businesses, and even entire cities.The characteristics of solar energy are numerous. Firstly, it is a sustainable source of energy as the sun will continue to shine for billions of years. Secondly, it produces no harmful emissions or pollutants, making it environmentally friendly. Thirdly, solar energy can be harnessed in various ways, such as through photovoltaic cells or solar thermal systems.One of the main ways solar energy is utilized is through the installation of solar panels on rooftops. These panels can generate electricity for individual households, reducing their reliance on fossil fuels. In addition, large-scale solar farms are being built around the world to supply electricity to the grid. Another way solar energy is used is for heating water. Solar water heaters are becoming increasingly popular as they can significantly reduce energy costs.The future of solar energy looks bright. As technology continues to advance, solar panels are becoming more efficient and affordable. This willlead to increased adoption of solar energy and a reduction in our dependence on traditional energy sources. However, there are also challenges that need to be addressed. One of the main challenges is the intermittent nature of solar energy. Since the sun doesn't shine all the time, energy storage solutions are needed to ensure a continuous supply of electricity. Another challenge is the initial cost of installing solar panels, which can be high for some consumers.Despite these challenges, solar energy remains a viable option for meeting our energy needs. With continued research and development, we can overcome these obstacles and make solar energy an even more important part of our energy mix.1. Solar energy is considered a promising source of renewable energy because _____.A. it is expensiveB. it is not sustainableC. it is clean and abundantD. it produces harmful emissions答案:C。
waterlong
例子I do believe that the tube room had minor successful turnaround, not just in work performance by which their revenues were increased but also in team cohesion and personal accomplishments. Mr. Long has set up an environment in which the workers can see past what some may view as mundane work but instead set up the vision that their work is of artisan quality and the process should be respected. Mr. Long is a very astute leader. The first quote that he said in the case really showed his character and the value he holds for his team. “What is special is that our success has been accomplished by the group itself--not so much by any tangible thing that I or management did. These people, previously considered a problem group, are now performing in an efficient and profitable way. They have a very active interest in seeing, not only their group, but also the company, progress. This is quite an impressive thing for them to have accomplished by their own efforts,” (“Walter long, 2010, p.1). The reason I say just a minor success is the concern I have with Mr. Long’s accomplishment with the shop is if it is too reliant on him. The case mentions that he does not have to be personally present all the time to get the desire results, but Nellie states that if Mr. Long le ft the tube room, “...it would mean I’d lost my purpose for working,” (“Walter long, 2010, p. 7). One of my favorite mentoring quotes that I was taught and I pass on to my teams is ‘don’t make yourself irreplaceable because you will be replaced.’ Mr. Long has unintentionally built an illusion that at least part of his team believes that they would not be able to function as successful under a different leader. Part of Mr. Long’s misstep is although it is encouraging that he works with his team to discover why something is not performing up to standard, they have ostracized themselves from the support of the engineering department. In fact Nellie said that she would, “...walk out of the plant before I’d turn to him *assigned engineer+ for help,” (“Walter long, 2010, p. 7). This ‘them vs. us’ viewpoint is going to test the mettle of the Mr. Long’s success of the tube room as the engineering department has mentioned they are looking to change the processes and implement engineering controls in the next two years.Mr. Long did use several of the motivational components mentioned in Chapter 6. The first one that I noticed was the use of the Five R’s: resupply, retrain, refit, reassign, and release. In order to understand motivation, the leader must understand the dynamics of the situation and individuals. Mr. Long mentioned that he set the standard that everyone needed to be professional and but personal differences aside. He also demonstrated that he evaluated individuals and worked with them to adjust to th at standard, but as one person couldn’t meet that standard regardless of her work output, she was fired or released. Table 6.1 could be used as Mr. Long’s playbook for motivating (Whetten & Cameron, 2007, p. 336). Here are some examples of how Mr. Long implements motivational framework. Mr. Long has set up an environment that is challenging, but supportive and encourages problem-solving. The women in the shop have a sense of pride that they solve their own problems, however that method in which that is done may lead to other problems in the near future as mentioned above. Individuals received timely feedback. The interesting note from the case is that the employees not only receive feedback from their supervisor Mr. Long, but also from each other. I found the situation with Betty breaking the tube interesting because Nellie was able to observe and correct Betty with minimal guidance to avoid the same situation in the future (“Walter long, 2010, p. 6). The final observation on motivation I will discuss is how Mr. Long allows for self-governance. When Mr. Long is asked about controlling choice of task, he illustrates that he believes themanger is there to provide opportunities for growth and to allow the individuals, to a certain degree, decide what task they prefer. With talking about his employee Tom desire to work in different area, Mr. Long is not only getting what is expected but exceptional results. Mr. Long mentions the key to that success is to allow for self-governance, “No one knows at this t ime what he [Tom] will end up liking best, but he is free to go in either direction without my telling him which one to take on,” (“Walter long, 2010, p. 8).Walter long. (2010). Informally published manuscript, College of Professional Studies, Northeastern University, Boston, Available from Blackboard. Retrieved on February 21, 2013 from https:///webapps/portal/frameset.jsp?url=/webapps/blackboard/execute/laun cher?type=Course&id=_1449976_1&url=Whetten, D. A., & Cameron, K. S. (2007). Developing management skills. (7th ed.). Upper Saddle River, NJ: Pearson Education, IncComment:You light important points, and I am in agreement with your opinion about the excellent performance as a leader and manager that Mr. Long proved in this case.On the sentence you quote 'do not make yourself irreplaceable because you will be replaced.' I totally agree with you on the position taken by Mr. Long. His efficiency in resolving this situation -I believe- that makes sense of dependence between him and employees, however, it is important to recognize that a true leader-manager, can achieve excellent results, but the moment you need to change him/her, the leader and his followers shall be very stable foundation to allow the change does not affect productivity.On the other hand, I found it very interesting that you touched the point of feedback (which I do not talk in my analysis), and clearly this is a key factor to give and receive criticism and advice on how the process is being carried.1.After reading the case of Walter Long, consider your performance, as a manager and leader were successful from different points of view.First: if we see it from a purely economic standpoint, the figures speak for themselves, they saw an increase in production, profits, labor costs, improvement in the dollar output of product per man-hour (Long, 2010 , p.1). Second: seeing it from a point of view more "humanist", Walter Long work based on the improvement in the performance, motivation, relationships and job satisfaction of its employees. Which I consider a key factor in the change that occurred in this company.I consider these two points mentioned above, Walter Long qualify as a successful leader and manager. First, consider that employees are the primary focus of the organization (Long, 2010 p4). Walter Long used to have empathy, active listening and proactive function of putting the needs of the employees on the table and take action to improve their working environment. Taking this into account, and the factors that can make employees feel more motivated, certainly improved the performance. And in the end, it's like a circle, having on employee’s satisfaction, they perform better, and the company benefits are reflected in their work environment and its economy.Walter Long was successful in their actions because he first sought to diagnose the problem at work. Considering the theory proposed in Chapter 6, Walter Long conducted the five main tools for overcoming poor performance (Whetten and Cameron, 2011): resupply, retrain, refit, reassign and release. All these techniques were important because they gave him long and employees work together and recognize current problems to reach a solution together.On the other hand, it can be noted that Mr. Long conducted integration strategies as to enfaces in Equally among employees. "The integrative view of motivation proposes that while the importance of employees' feeling good about what their are doing and how they are being treated...should not overshadow management's responsibility to hold people accountable for result.This is evident throughout the motivation process implemented by Mr. Long. For example, taking into account the diversity in terms of gender, held its strategy considering how women could feel better, without leaving aside the need for an efficient production line.To conclude, I can say that this process was successful and that the work of Walter Long was effective for both employees and the company. After seeing that there was a gap in the motivation of employees reflected in their job performance, Long intervention plan design where strategies facilitated to encourage the production line and do a more efficient and effective.Walter long. (2010). Informally published manuscript, College of Professi onal Studies, Northeastern University, Boston, Available from Blackboard. Retrieved on February 22, 2013 from https:///webapps/portal/frameset.jsp?url=/webapps/blackboard/execute/laun cher?type=Course&id=_1449976_1&url=Whetten, D. A., & Cameron, K. S. (2011). Developing management skills. (8th ed.). Upper Saddle River, NJ: Pearson Education, Inc.Comment:I agree on the economic and human points you mentioned above. It is pretty interesting and inspired. As we all know, the success of an organization consists of profits and its members’satisfaction. The organization’s profits shall never come at the expense of another. Happily, Walter Long do it well. Besides the high productivity and efficiency, he made the followers get involved into their group work.You also concluded the methods Walter Long used. That is correct and comprehensive. The key words--”resupply, retrain, refit, reassign and release”--has fully described the successful performance turnaround. That is exactly the way in which Walter Long motivated his people. His good planning ability and problem-solving skill help the group achieve great success.2.Yes, for sure i would consider it a successful performance turnaround. The most obvious reason is from its results shown from objective data. Before it was high human capital cost, direct and indirect both high. After it was significantly improved even turned into production. All these suggest a successful performance happened.I would also say Walter Long is a high performance leader. The most important quality he implemented through the whole change process is to treat his employees fair and just with full respect. He made them feel valued and recognized, he gradually win their trust by treat them the way he wanted to be reflected in the workplace. This can be seen through the whole case.With his solid knowledge and professionalism, it is for him to diagnose problems for example he help them solve set up issues and more importantly he is willing to develop his employees by helping them to find the problem and inspire them to solve them by themselves with his full support. In this process, he not only teach them how to find problems , but also strengthen their abilities to solve them in the future, this is the ability employees need and helpful to their long career path, so they appreciate his goodwill and trust him, in return, they contribute more because they sincerely thanks to this.Long is also such a leader who knows to put the right people to the right position. He is good at an employees' strength and help them to develop their full potential by providing them the most suitable position for them. This is the ability a leader need to have, and he has it!Walter is such a great leader of being humble himself, coaching employees to find their interests in work, find position exactly right for them, connect rightly what employees need and he help them to get it at a base of respect them with flexible method by identify their characters. He is the talent scout for swift horses. I would like to have such a good leader in my career who respect me, trust me, coach me, develop me, identify me, give me opportunities, making me feel that i am the one for sure i would like to work harder to pursue higher, of course at the same time bring more to our company too.The Southwest Airline president used to say that happier employees bring happier consumers, it seems that taking good care of our employees first make sense!Comment:You surly believe in the data. So do I. With a great improvement we can see in the productivity, it is a great success.Moreover, you think Walter Long has certainly contributed to a high performance turnaround. He respected employees, and treated them fairly. Walter Long can also recognize the main proble ms and take immediate actions to resolve them. All these things help establish good relationship between him and employees which in turn boosts the productivity and profits.Finally, you point out the techniques Walter Long used in the story. He knows his employees well and is good at inspiring their potential. I think that is what a great leader should be.。
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Expected performance of the GAW Cherenkov Telewscope Array.Simulation and Analysis(in Procs. 30th ICRC, Merida, Mexico, 2007)M.C. Maccarone [1], P. Assis [2], O. Catalano [1], G. Cusumano [1], M.C. Espirito Santo[2],P. Goncalves [2], M. Moles [3], M. Pimenta [2], A. Pina [2], B. Sacco [1], B. Tome' [2][1] Istituto di Astrofisica Spaziale e Fisica Cosmica di Palermo, IASF-Pa/INAF, Via Ugo La Malfa 153, 90146Palermo, Italy[2] Lab. Instrumentacao e Fìsica de Partìculas, LIP, Av. Elias Garcia 14, 1000-149, Lisbon, Portugal[3] Instituto de Astrofìsica de Andalucìa, IAA, Camino Bajo de Huétor 50, 18008, Granada, SpainAbstractGAW is a "path-finder" experiment to test the feasibility of a new generation of Imaging Atmospheric Cherenkov telescopes that join high flux sensitivity with large field of view capability using Fresnel lens, stereoscopic observational approach, and single photon counting mode. GAW is an array of three telescopes that will be erected at the Calar Alto Observatory site (Spain, 2150 m a.s.l.). To evaluate the performance of GAW, a consistent dataset has been simulated, including a Crab-like source observation, and a proper image analysis code has been developed, as described in this contribution. The expected performance of GAW are also reported, mainly for what concerns effective area, angular resolution, Cherenkov flux as function of the core distance, ability in the gamma/proton separation, and sensitivity. The first telescope realization, foreseen within the end of this year, will allow to verify if the parameter used in the analysis are in agreement with the "real" performance of the GAW apparatus.IntroductionThe Imaging Atmospheric Cherenkov (IAC) technique is an advanced and consolidated method to detect Extensive Air Showers (EAS) by measuring the Cherenkov light produced by relativistic charged particles induced by primaries crossing the Earth atmosphere [1, 2]. This technique opened a window to the ground-based gamma-ray astronomy in the Very High Energy (VHE) range (from 50 GeV up to several TeV) and continuously improves in what concerns detection performance and sensitivity, using multiple telescopes in stereoscopy (H.E.S.S., VERITAS, CANGAROO III).Basically, a classical IAC telescope consists of an optical system formed by a highly reflectivity mirror, and of a focal multi-pixel camera operating in charge integration mode and characterized by Field of View (FoV) of the order of few degrees. To improve the sensitivity at the lowest energies for such a kind of telescope, considerable efforts have been made, mainly designing systems with larger mirror area (up to 17 m diameter, MAGIC).A different approach distinguishes GAW [3]: its optical system consists of a refractive Fresnel lens (2.13 m diameter) optimized for a FoV of 24°x24°, and its focal camera is a grid of multi-anode photomultipliers (MAPMT) operating in Single Photon Counting (SPC) mode [4]. GAW is formed by three identical telescopes, posed at the vertexes of a quasi-equilateral triangle (80 m side). The SPC mode, together with the stereoscopic observational approach proper of the current IAC technique, will guarantee a threshold of few hundreds of GeV in spite of the relatively small dimension of the lens. The array will be located at Calar Alto Observatory (Sierra de Los Filabres, Andalucía, Spain) at 2150 m a.s.l.; the first telescope is expected to be erected by the end of 2007.Science objectives, general description and technicalities about GAW are given elsewhere in these proceedings [5, 6]. Here we present and discuss the expected performance of GAW resulting from an "ad hoc" end-to-end simulation chain that takes into account all the elements and features of our system.The end-to-end simulation chainThe CORSIKA simulation code [7] (version 6.5, with QGSJET as high-energy hadronic interaction model) has been used to generate the Cherenkov light, at single photon level, associated to air showers induced by gamma or proton primaries in the energy range 0.3--30 TeV, and detected at 2150 m a.s.l.. The effects of the atmosphere and a set of detector parameters values were included; in particular: atmosphere transparency, optics efficiency and MAPMT quantum efficiency as a function of the Cherenkov photon wavelength, and a constant reduction factor to take into account light guide transparency i and photomultiplier collecting efficiency [3]. Each shower was simulated with core location randomly chosen inside a square of 800 m side. The Cherenkov light produced by the CORSIKA showers was further enriched by Poissonian Night Sky Background (NSB) diffuse light, uniformly distributed in the camera pixels ii.The second step of the simulation chain concerns the GAW electronics and triggering system [3, 4]. The SPC mode adopted in GAW does not keep memory of the number of photoelectrons converted by each pixel of the MAPMTs, and the shower image will simply appear as a binary image with "pixels on" (pixon) in locations of the focal camera. In each telescope, the triggering will be activated if it presents, inside a logical region of 2x2 MAPMTs, a number of pixon greater than a given threshold. As detailed elsewhere in these proceedings [5, 6], a threshold of 14 pixon per event has been adopted; such a choice reduces to a negligible value the fake trigger rate due to the diffuse NSB light (0.0008 pixon/pixel/ns) and allows to detect showers of few hundreds GeV. An example of Cherenkov light imaged by GAW is shown in Figure 1.Figure 1: Example of a 2 TeV Cherenkov event as imaged by GAW (arraylayout not in scale). Only pixels of the most significant MAPMTs are shown.The big cross refers to the FoV center.The simulation chain is completed by the image analysis step that makes use of clustering methods, probability theory and geometrical techniques [8]. The set of pixon forming the shower image appears as a rough ellipse, more or less spread and elongated, originated by the shower signature and embedded in the diffuse NSB background. To extract the relevant information, i.e. to separate the "good" signal against the background, we apply a robust single-link clustering algorithm [9] based on Euclidean metrics and Uniformity Test. A first cluster analysis step cleans the shower image by eliminating isolated (outliers) pixon; a second analysis step determines the shower image main axis through the quadratic moments of the cleaned image, by minimizing its distance respect to the location of the surviving pixon [3, 10]; all these outcomes allow us to describe each single shower image in terms of Hillas' parameters. Finally, thanks to the GAW stereoscopy, it is straightforward todetermine the point that minimizes the distance from the main axes of the three Cherenkov images, and assume it as the shower arrival direction.GAW Expected PerformanceGeneral performanceThe results presented in this paragraph was obtained from the analysis of more than 400 000 gamma-induced showers (at least 20 000 for each energy) originated from a source at zenith angle of 0°, at random core location. Figure 2 shows the GAW effective collecting area (m2) evaluated at the trigger level, and the detection rate (arbitrary units) of a Crab-like source. Under the constraint of trigger coincidence in all the three telescopes (3-fold) the Effective Area reaches the value of ~6x105 m2 at the highest energy. The convolution with the Crab spectrum shows a peak at 0.7 TeV, a positive result given the GAW relative small pupil dimension.Figure 2: GAW Effective Area vs Energy at level of trigger anddetection rate (arbitrary units) of a Crab-like source.The number of pixon forming the shower image depends on the distance from the shower core and it allows the reconstruction of the energy of the primary. The distribution of the mean number of pixon inside a region of interest of ~5°x5° versus the core distance (after reduction in the proper telescope reference system) is reported in Fig. 3. A set of few selection criteria was adopted to continue the analysis, and related threshold values were defined; in particular, the number of surviving pixon must exceed the minimum (order of 10) required to apply image analysis methods. Under such a selection, we evaluated the angular distance, or Radius, between the reconstructed and simulated arrival direction of the shower, impinging within a core distance of 120m. The GAW Angular Resolution has been then defined as the value of Radius containing the 68% of reconstructed events; results are shown in Figure 4.Figure 3: Distribution of the average number of pixon vs the radialdistance from the shower core, 10 m binned, vs energy. Error barsreflect the standard error on the mean value estimation.Figure 4: GAW Angular Resolution vs Energy for source on-axis.Core distance within 120 m.Simulating a Crab-like source observationThe sensitivity of GAW and its ability in the gamma/proton separation were evaluated simulating a pursuit observation of a Crab-like source. We have considered the path of Crab along the Calar Alto sky during a winter night; the simulated data-set (gamma and protons) refers to a period of 7 hours, subdivided in steps of 20 minutes, in the energy range 0.3--30 TeV. Each shower was simulated with core location randomly chosen inside a square of 800 m side. The GAW telescopes were maintained always on-axis with the gamma-induced shower axis. The proton-induced showers were simulated inside a 4° cone around the source position. The spectral distribution was defined with a slope of -2.49 and -2.74 for gamma- and proton-induced showers, respectively. Fig.5 shows the distribution, for gamma- and proton-induced showers, of the Hillas' parameter AZwidth iii, averaged onto the 3 telescopes forming GAW. A proper selection cut on AZwidth will help us in the gamma/proton separation and then in the evaluation of the sensitivity of GAW, as reported in Table 1.Figure 5: Distribution of the AZwidth Hillas' parameter for thesimulated Crab-like source observation.AZwidth cut (60% -surviving) 9.94 arcminProtons-surviving 2.5%Selection Cone, SC (68% -surviving) 18. arcminS, number of gamma in 7 hour in SC 237.N, number of protons in 7 hour in SC 20SNR per night (7 hours observation) 15.Table 1: Evaluation of the GAW sensitivity simulating a Crab-like source observation in theenergy range 0.3-30 TeV. The signal-to-noise ratio SNR is here defined as S/sqrt(S+N).ConclusionsThe first telescope realization, foreseen within the end of this year, will allow of verifying if both the simulation and the parameters used in the analysis are in agreement with the "real" performance of the GAW apparatus. In fact, the simulation procedure here described, applied to only-one telescope, predicts that we can observe the Crab nebula in one night at least at 8-sigma detection level.References1. A.M. Hillas, Space Science Rev., 75:17, 19962. M.F. Cawley and T.C. Weekes, Experimental Astronom y, 6:7, 19953. GAW Collaboration, The GAW Official Web Site, http://gaw.iasf-palermo.inaf.it, 20054. O. Catalano, M.C. Maccarone, B. Sacco, “Single Photon Counting Approach for Imaging AtmosphericCherenkov Telescopes”, Astroparticle Physics, 2007 (submitted)5. G. Cusumano et al., in these proceedings, 20076. P. Assis et al. , in these proceedings, 20077. D. Heck et al., Report FZKA 6019, 19988. M.C. Maccarone et al., in Procs 29th ICRC, Pune, India, OG 2.7, 20059. V. Di Gesù and M.C. Maccarone, Pattern Recognition, 19, 198610. M.C. Maccarone, "Exploratory Analysis Techniques and Serendipity Search in Small Data Sets”, GAWInt.Rep. 200611. Ch Leinert, P. Vaisanen, K. Mattila, K. Lehtinen, Astron. Astrophys, Suppl. Series, 112:99, 1995iTo correct the dead area of the photomultipliers, each MAPMT pixel is coupled to a Light Guide which allows to uniformly cover the FoV.ii2200 photons m-2 ns-1 sr-1, mean value of NSB as measured in the Calar Alto site [3], of the same order obtained with other similar measurements [11].iiiAZwidth, or Azimuthal Width, is defined as the Root Mean Square image width relative to the Distance' axis which joins the source to the centroid of the image.。