Irmscher-presentation 2012.06

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撒切尔的中文简介

er became Conservative member of parliament for Finchley in north London in 1959, serving as its MP until 1992. Her first parliamentary post was junior minister for pensions in Harold Macmillan's government. From 1964 to 1970, when Labour were in power, she served in a number of positions in Edward Heath's shadow cabinet. Heath became prime minister in 1970 and Thatcher was appointed secretary for education.
In 1992, Thatcher left the House of Commons for the House of Lords as Baroness Thatcher of Kesteven.
In foreign affairs, Thatcher cultivated a close political and personal relationship with US president Ronald Reagan, based on a common mistrust of communism, combined with free-market economic ideology. Thatcher was nicknamed the 'Iron Lady' by the Soviets. She warmly welcomed the rise of reformist Soviet leader Mikhail Gorbachev.

Presentation Summaries

Presentation Summaries“Real time energy monitoring and targeting solutions”Wes Allen, Energy and Utilities Industry Manager, Endress + Hauser LtdThe presentation will look at some of the typical data collection systems and applications of energy monitoring solutions.Monitoring and targeting is the most widely employed energy management technique for monitoring energy efficiency performance of key plant such as air compressors, boilers and refrigeration plant. Examples will be given on the use of aM&T software in these applications. However aM&T software solutions are less effective when monitoring and targeting more complex production processes with many inputs all affecting energy efficiency. A brief look at data mining solutions with advanced analysis techniques will be included with an example of how this could be implemented into an existing data collection and reporting system. “The BioAmp system of wastewater treatment”Lynne Ratcliffe, Technical Sales Manager, BioHygenic UK and IrelandThe UK Government has introduced stringent requirements for wastewater purity for industrial and commercial facilities, involving surcharges and fines for those who do not meet the standards required. Lynne will explain how the BioAmp system can solve a range of wastewater problems and at the same time bring considerable cost savings.BioAmp is a compact, computer controlled microbial fermentation unit which is installed on site and delivers a large amount of active, naturally occurring food-safe bacteria directly into the drains. The bacteria then go to work on the wastewater, reducing organic build-up as well as eliminating odour. BioAmp speeds and amplifies the natural breakdown of a variety of organic waste, including soluble BOD, TSS and ammonia, transforming highly polluted wastewater to a level that is acceptable to the Environmental Agency and water utility operators.In addition to explaining the BioAmp system itself, Lynne will present a case study following 12 months work with Daniel Thwaites Brewery in Blackburn.“Path to zero”Martyn Seal, European Sustainability Director, PepsiCoMartyn will present details of PepsiCo’s ‘Path to zero’ strategy and explain how the business is both looking to reduce its impact on the environment but also assessing how environmental risks may affect its business now and in the future.Martyn has worked for PepsiCo for over 16 years and has gained experience through several operational leadership roles in the UK. His current role sees him coordinate the European Sustainability agenda collaborating with colleagues in other regions and functional groups.“Progressive Environmental Management”Thomas Parrott, Health, Safety and Environmental Manager, Tamar Foods Ltd and Mark Bartlett, Environmental Manager, Ginsters LtdTamar Foods & Ginsters have taken significant steps in recent years to improve sustainability and reduce carbon emissions. The business has improved electricity efficiency by 28%, gas by 24% and cut water use by over 8 million litres in the last three years. This has all been achieved whilst increasing production volume.Thomas and Mark will outline how, via a progressive environmental management plan, Tamar Foods & Ginsters have made the journey to an award winning sustainable business and will also detail plans already in motion for a new on-site waste to energy plant.“Brewers’ commitment to a greener future –and how we get there”David Sheen, Senior Policy Adviser, British Beer and Pub AssociationDavid will summarise the brewing sector’s environmental commitment and collaborative work to achieve carbon savings, including the role of the trade association.David will go on to focus on UK and European regulatory schemes and their impact going forward.David has worked for the BBPA for 6 years and deals with various beer and brewing related issues, with a particular focus on the environmental.“Assistance for business in energy saving”Henry Garthwaite, Head of Business Development, Carbon Trust Certification and Accreditation Services Henry will cover a breadth of issues around the Carbon Trust Standard, from the challenges in achieving it through to the benefits of having it from both a UK and international perspective. This will include perspectives on the “Measure, Manage and Reduce” criteria, the local / global data requirements, the direct benefit of the assessment process and the challenges for and insights on the Brewing Sector. He will also cover the direct benefits that organisations are getting from both having and using the Carbon Trust Standard for a range of stakeholders, such as employees, the board, government, customers and your supply chain. He will also touch on product footprint certification.Henry joined the Carbon Trust in June 2006 and in October 2010 became the Head of Business Development - Carbon Trust Certification and Accreditation Services, which includes both The Carbon Trust Standard, and Carbon Footprint Certification and labelling of products. Previously he led the business development of the Carbon Trust Standard from launch to over 500 certifications of organisations within 3 years.“Energy management – delivering the results”Steve Barker, Head of Energy Efficiency and Environmental Care, Siemens PLC, Industry Sector UK (Representing ESTA, Energy Services and Technology Association)Steve will explain how to ensure that energy policies actually do achieve energy savings. His presentation will include:x The wider drivers for investing in energy efficiency to gain senior management commitmentx An organised and structured approach using BS EN 16001 Energy Management Systemsx The differing roles of investment, operational management and maintenancex Key technical priorities for improving energy performance in breweriesAs Head of Energy Efficiency & Environmental Care for the Siemens Industry Sector UK Steve leads a team dedicated to the deployment of a ‘best practice’ approach to energy, cost and carbon reduction. Steve is a chartered electrical engineer with over 25 years post graduate experience and has worked in Siemens since 1990 in variety of positions.Steve is an active member of ESTA, Energy Services and Technology Association.。

Femtosecond self- and cross-phase modulation in semiconductor laser amplifiers

Femtosecond Self-and Cross-Phase Modulationin Semiconductor Laser AmpliﬁersM.Y.Hong,Y.H.Chang,A.Dienes,J.P.Heritage,P.J.Delfyett,Sol Dijaili,and F.G.PattersonAbstract—We present detailed derivation of our new model for femtosecond pulse ampliﬁcation in semiconductor laser am-pliﬁers.The various dynamic nonlinear terms of gain compres-sion and associated self-phase modulation are derived semiphe-nomenologically,and are discussed physically.Included are the effects of carrier depletion,carrier heating and spectral hole-burning,as well as linear and two photon absorption and the instantaneous nonlinear index.Additionally,we account for dy-namically changing gain curvature and slope.We apply the theory to strong signal cross-phase–cross-gain modulation ex-periments with 500fs pulses in a broad area GaAs ampliﬁer and show that the model accurately describes the observed complex phenomena.We also present experimental results on single beam strong signal ampliﬁcation in two different quantum-well ampliﬁers using 150–200fs duration pulses.For such pulse lengths,carrier heating becomes an integrating nonlinearity and its self-phase modulation is similar to that due to carrier deple-tion.Additionally,since the pulse spectrum is broad,the gain slope and curvature shift and narrow it.The resultant spectral distortions are very different than observed (and modeled)earlier for the 500fs pulses.The model is again able to correctly describe the evolution of these ultrashort pulses,indicating that it remains valid,even though pulse durations approach the intraband relaxation time.I.I NTRODUCTIONSEMICONDUCTOR laser ampliﬁers (SLA’s)may become important components of future optical communication and information processing systems.In particular,they are likely candidates for “on-chip”high speed optical signal manipulation and for optical logic components.It is therefore important that we obtain a complete understanding of both spectral and time-domain distortions that can arise when ultrashort pulse signals are strongly ampliﬁed in these devices.Numerous experimental investigations have been reported on the saturation and other nonlinear dynamics of SLA’s [1]–[3].These investigations have been gradually extended to the subpicosecond regime [4]–[12]and have revealed important new phenomena.In particular,as ﬁrst shown by Stix et al .[4],carrier heating is known to cause severe gain compression as well as associated index (i.e.,phase)effects.An instantaneous nonlinear index()has also been found to contribute to spectral distortions [9],[10].Cross-phase modulation induced spectral changes have also been observed [11].The ﬁrstManuscript received October 28,1996;revised January 14,1997.M.Y.Hong,Y.H.Chang,A.Dienes,and J.P.Heritage are with the Department of Electrical and Computer Engineering,University of California,Davis,CA 95616USA.P.J.Delfyett is with CREOL,Orlando,FL 32826USA.S.Dijaili and F.G.Patterson are with the Lawrence Livermore National Laboratory,Livermore,CA 94550USA.Publisher Item Identiﬁer S 1077-260X(96)09686-4.theoretical models were restricted in validity to pulses in the tens of picosecond range or longer [2].Later,modeling of these devices has been extended to include subpicosecond duration pulses.The ﬁrst simple phenomenological model to account for the carrier heating effect was given by Lai et al .[5].Later more sophisticated models describing the gain compression and gain pump-probe experiments have been reported [12]–[14]and good agreement with experiments were obtained.These theories [12]–[14]include description of the carrier heating effect and spectral hole-burning,but only amplitude effects were examined without accounting for phase distortions that accompany these phenomena.Dispersion (i.e.,variations of the gain and associated phase within the bandwidth of the signal)was also neglected.More recently,these models have been improved to include phase effects,and also the effects of linear gain dispersion in small signal pump-probe experiments [15]–[17].Many of the physical details of the heated carrier relaxation phenomena that enters into these models have also been examined earlier by Gomatam and DeFonzo [18]who also gave a model for amplitude pump-probe effects only.Our group has presented a new semiphenomenological model of SLA’s [19]–[21].This model was the ﬁrst to account for both amplitude and phase effects under strong signal conditions,caused by a variety of nonlinear phenomena and by dispersion within the signal bandwidth.We have applied this model to experimental measurements on a AlGaAs–GaAs traveling wave SLA and obtained very good quantitative agreements with two sets of experiments,using realistic ampli-ﬁer parameters.The two sets of experiments were 1)spectral distortions in the strong signal regime,using450fs input pulses (which had identical spectral intensity),and 2)pump-probe gain measurements using two different duration pulses.Very good agreement with the experimental data was found indicating that the model is realistic for various kinds of SLA’s in the subpicosecond regime.The model consists of a modiﬁed nonlinear Schroedinger equation (MNSE)for the propagation of an ultrashort pulse in the ampliﬁer,together with auxiliary equations which describe the nonlinear dynamics of the various terms of the MNSE.Unlike the theories of [12],[14]–[17],our model gives the complete evolution of the ultrashort pulses in an ampliﬁer under strong signal conditions.Additionally,as will be shown in this paper,strong signal pump-probe results,equivalent to combined cross-gain-and cross-phase-modulation can also be modeled.In [20],[21]physical explanations and qualitative justiﬁcation of the various terms have been given,but no1077–260X/96$5.00©1996IEEEdetailed derivations were provided.The purpose of the present paper is threefold.In theﬁrst part we give the theoretical bases of the model and a complete derivation.We also give discussions of the amplitude and phase effects of various nonlinear phenomena,such as saturation,carrier heating and spectral holeburning together with a brief examination of some of the differences that exist in SLA’s of different materials. In the second part,after a brief recap of the single beam strong signal spectral distortion results[20],[21],we extend the application of the model rigorously to two beam pump probe experiments.A discussion of the various types of time and frequency-domain pump-probe measurements is given and the model is applied to the results of both time-domain and frequency-domain strong signal pump-probe measurements on the same ampliﬁer that was used in[19]–[21].In the third part,we present new experimental results on two different quantum-well ampliﬁers at two different wavelengths,using 150–200fs pulses from a Ti:sapphire laser and from a NaCl color center laser.We then apply the model to these results and show that it correctly describes strong signal ampliﬁcation and spectral distortions even for such short pulses.We show that the model aids in the physical understanding of the behavior of the semiconductor ampliﬁers in this sub200fs regime, behavior that is very different from that observed for pulse durations around0.5–2ps[21].II.T HEORYA.The Modiﬁed Nonlinear Shcroedinger EquationThe MNSE which is the main equation of our model is derived from the wave equation,using a frequency-domain ex-pansion of the background and active medium susceptibilities about the pulse center frequency,together with perturbational addition of weak background nonlinearities.This equation has general applicability to a variety optical ampliﬁers in the ultrashort pulse regime.Detailed derivation has been given in another paper[22].Below,an abbreviated derivation is given, speciﬁcally for an SLA.We start with the wave equation for the electromagnetic ﬁeld in the opticalampliﬁer,and of thecarriertemperature(4)is the transverse modedistribution,andandis the conﬁnement factor deﬁned inthe standard manner[2],[23].The effective index is frequency dependent due to back-ground material and guide dispersion.Thesusceptibility)inorder to account for background losses.We initially takethis background index as linear,i.e.,.Nonlinear terms will be added as aperturbation in the time domain.Next,the real and imaginaryparts of bothand,andand free carrierabsorption.Also,(7a),and,and two weak nonlineareffects(two photon absorption and an instantaneous nonlinearindex)are added perturbationally,following establishedmethods[24]which are not repeated here.The resultis(8)HONG et al.:FEMTOSECOND SELF-AND CROSS-PHASE MODULATION IN SEMICONDUCTOR LASER AMPLIFIERS 525whereis given con-veniently in units of(watts)700fs.For pulses in the range of tensand hundreds of picoseconds,a very simple phenomenological model has proven to be useful and quite accurate [2],[3].However,such a model breaks down for pulsewidth approaching 1ps or shorter,owing to the effects of the various fast(,and of thecarrier density and temperature(),and then to ﬁnd simplemodels for the dynamicsof)of the semi-conductor gain medium as a collection of transitions with complex Lorentzian shape whose width is given by a single dephasingtime .Since the value of this quantity is notaccurately known we will use it as a parameter,assuming that it is shorter than the pulse duration.The intraband relaxationtime determines the equilibration of the carriers to a commontemperature)and temperature(and,(10a),andandand their general behaviorwith)and ofthe corresponding index contribution(526IEEE JOURNAL OF SELECTED TOPICS IN QUANTUM ELECTRONICS,VOL.2,NO.3,SEPTEMBER1996(a)(b)Fig.1.Calculated gain and refractive index versus frequency for GaAs,at different carrier concentrations and temperature.The parameters used in the calculations are shown on the ﬁgure.measurements.Near the band edge band-tail excitonic effects make the simple model invalid.The magnitude of the gain dependson ;the absolute values of most of these quantities are usually only approximately known.For the purposes of our phenomenological modeling,we adjusted the valueof/cm 300K in the GaAs device,and560cm in the InGaAsP device.The magnitude of the gain decreases with decreasing carrierdensity.The bandwidth also decreases alongwith these changes,with the decrease occurring mainly on the high frequency side.For subpicosecond pulses,the dispersion (frequency dependence)of the gain within the pulse bandwidth is not negligible.It must be accounted for by the two Taylor expansion termsof,but alsoonthislinear.This behavior is,in fact,the originof(a)(b)Fig.2.Calculated gain and refractive index versus frequency for InGaAsP,at different carrier concentrations and temperature.The parameters used in the calculations are shown on the ﬁgure.the positive value of the linewidth enhancementfactor .Itshould be noted that the shapeof is very different from what would be expected by taking the Kramers–Kronig transform of the gain.This is because most oftheor ,we nowexpand both real and imaginary parts about suitable valuesof(11)HONG et al.:FEMTOSECOND SELF-AND CROSS-PHASE MODULATION IN SEMICONDUCTOR LASER AMPLIFIERS527where,and is a constant which can be includedin(12)where is the instantaneous gain saturated by depletionof the carrierdensity is the gain compressioncaused by changes in the carrier temperature,and(13c)(13d)are the gain coefﬁcient[2]with units of a cross section,atemperature gain change coefﬁcient,the traditional linewidthenhancement factor(LEF)[23],and a temperature LEF,ﬁrstintroduced by Hultgren et al.[6],respectively.For the GaAsdevice shown on Fig.1(a),we calculate from these curves at1.44eV(m)and10cm,10,1.1.It is well known that the experimental valuesof areactually higher,owing to plasma effect contribution from freecarriers.With the above deﬁnitions,the MNSE for the complexpulseamplitude.However,in order to account for spectralholeburning as well as carrier heating effects,the dynamicsof the occupation probabilities were retained,including theuse of effective densities of the optically coupled carriers.Ourwork is based on essentially the same assumptions as thatof[12]–[16].This allows the use of the concept of materialgain and rate equations for both carrier depletion and forcarrier heating dynamics.At the same time phase informationis retained.In order to make our equations more tractablewe assume that most of the gain dynamics is caused by theelectrons,and thus write equations for the conduction bandelectrons only(or equivalently,assume that electrons and holesobey identical dynamics).First,we consider gainsaturation owing to carrierdepletion by stimulated emission.We write the rate equationfor the total carrier density(averaged over the active region)asis the injection rate deﬁned in the usualmanner[2]and is assumed constant(,is the volumeof the active region).From this,after transformation to localtime,one obtains the well-knownequationis normalized such that it representspower,)as theseare well known[2],[3]and our interest is to develop a modelfor the ultrashort pulse regime.Equation(17)does not account for spectral hole-burning(SHB).Similarly to the method of[12]–[16]we introducean effectivedensity,which can be calculated fromthe obeys the rateequation(18)where is the gain including SHB,andis the gain without SHB.(is the opticalcross section of the coupled carriers.)Approximate solution of(19)(valid for not too high intensities)gives(19)where,is the hole-burning saturationpower.When the intraband relaxationtime approaches zero,(19)gives thewell-known type saturation.Thus,528IEEE JOURNAL OF SELECTED TOPICS IN QUANTUM ELECTRONICS,VOL.2,NO.3,SEPTEMBER 1996in the MNSE (14)we mustreplace by the modiﬁedgain ,given by (19).However,it can be shown that while SHB modiﬁes the gain,it has only a very small effect on the index.This is because,in the frequency range where there is gain,most of the index contribution by the carriers comes from the very large absorption beyond transparency.We have quantitatively veriﬁed this by including a hole-burning correction to (10)in the standard manner [27].This means subtracting a correction term from the susceptibility calculated in (11).The correction termis(20a)where.Note that this is true not only at the center of the hole,as suggested in [15],but everywhere else as well.In other words,even in a nondegenerate pump-probeexperiment can be neglected.We thus include the SHB in our propagation (14)by modifying only the gain term,replacingby.Next,we examine the correction to thegain caused by changes of the carrier temperature,i.e.,by carrier heating and subsequent equilibration to lattice temperature.We note that carrier heating can be caused by three different phenom-ena:free carrier absorption (FCA),two photon absorption (TPA),and stimulated emission (SE).FCA results in higher energy,nonequilibrium electrons without changing the total carrier density.When these electrons thermalize to a Fermi distribution,the average energy per electron is increased and thereby the temperature is raised.TPA adds high energy nonequilibrium electrons to the conduction band;the average energy of the carriers is again increased and the temperature raised.SE removes low energy electrons from the conduction band.Although the total energy is lowered,the average energy and thus the temperature is raised.For all three processes the rise of the temperature is governed by the intraband relaxation constant().We assume that the temperature then relaxes to the crystal temperature with a single timeconstant .Note that we already accounted for the direct effect of these processes on the pulse by appropriate terms in the propagation equation.(The FCA constant can be included in the total internal lossconstant,is the density of the raised energynonthermal electrons,and is the FCA coefﬁcient.It is easy to show thatfor these equations have thesolution,whereis replacedbyis replacedbyisHONG et al.:FEMTOSECOND SELF-AND CROSS-PHASE MODULATION IN SEMICONDUCTOR LASER AMPLIFIERS529 the energy difference from the Fermi level for holes to thebottom of the conduction band.The resultant contribution tothe gain compressionis(24)where(25)coupled with(15)and(18)in identical manner.(In theabove,is thus given by the sum of(23)and(24).Although in this paper we will treatthe/cm300K,for a GaAsdevice we calculated a peak gain(150cm,anda gaincompression75cmfor3010J/cm.Now,assuming a broad area device similar to that usedin our earlier work[20],[21]with active region transversedimensions5,J/cmsuchthat,(23)becomes0.5cm pJ.The contributions ofSE and TPA to the carrier heating gain compression canbe examined in a similar manner and the correspondingcoefﬁcients estimated.In a typical device all three phenomenawill contribute to the gain compression.In the SLA reported in[20],[21],we found that carrier heating by TPA is particularlysigniﬁcant,owing to the high peak powers in this ampliﬁer.The importance of two photon absorption in carrier heatinghas also been observed in InGaAsP devices[28].D.Model of the Gain and Phase DispersionOurﬁnal task is to model the dynamic dispersion termsin the MNSE[last two terms of(14)].These are given by(7)and(9)in the frequency and time domains,respectively.The modeling is very easy to do for the phase,since there islittle dispersion other than the linear dependence which has noeffect on the pulse.For the InGaAsP material shown in Fig.2there is a smallﬁnite curvature of the index versus frequency.But since this curvature is very small and remains relativelyconstant whenvarying0.01eV)the gain dispersion at agivenandandbutas well vary nearly linearlywith.Thus at a given carrierfrequency also varylinearlywith(27)where thecoefﬁcients,,,theﬁrst derivative remainsthe same as without SHB,but the second derivative has quitedifferent value and is no longer constant in the vicinity ofthe pulse centerfrequencychanges during the pulse,the values of all the derivativesvary in a complex manner.Clearly,it is not possible in thismodel to account completely for the dispersive effects of theSHB.Therefore we shall assume that(27)remains valid,withthe actual numerical values of theconstants530IEEE JOURNAL OF SELECTED TOPICS IN QUANTUM ELECTRONICS,VOL.2,NO.3,SEPTEMBER1996(a)(b)(c)Fig.4.Theﬁrst two derivatives(g0and g00)of the calculated gain versus frequency for GaAs with SHB not included.(a)(b)(c)Fig.5.Variation of the gain slope(g0)and curvature(g00)with the carrier density1N,at a given frequency.SHB in some average sense.In our earlier work[15],[16]we found that for a pulse ofHONG et al.:FEMTOSECOND SELF-AND CROSS-PHASE MODULATION IN SEMICONDUCTOR LASER AMPLIFIERS531(a)(b)Fig.6.The ﬁrst two derivatives (g 0and g 00)of the calculated gain versus frequency for GaAs with SHB included.pulses longerthan(28)300–1000532IEEE JOURNAL OF SELECTED TOPICS IN QUANTUM ELECTRONICS,VOL.2,NO.3,SEPTEMBER1996Fig.7.Experimental set-up for the time-and spectral-domain pump-probe measurements(after[23]).derived from the same source.Since in the time domain only the integrated response of the probe can be detected,this necessarily integrates out the temporal details(both amplitude and phase)that exists within the probe pulse.If the pump presents a relatively weak perturbation,then the measured probe response is a simple convolution of the actual response with the probe[26].However,this is no longer true if the pump presents a strong perturbation over the total length of a high gain ampliﬁer.In such a case,the probe will be more distorted in shape.and important details of these distortions are lost by the inevitable time integration in the detector.This is true for both the amplitude and for the phase information obtained.By contrast,spectral distortions of the probe can be measured very accurately,and thus combined temporal-spectral amplitude PPE’s[7],[29]have advantages over purely time-domain ones,especially in a high gain ampliﬁer.The spectrally well resolved details of the changes can be followed over the entire spectrum as a function of the time delay.This contains some of the same information as would be obtained by obtaining the time resolved pulse shape of the probe. The combined temporal-spectral PPE is,in fact,combined cross-gain and cross-phase modulation(CGM and CPM). With the help of a sufﬁciently good model,the temporal-spectral PPE’s can give additional useful information on the nonlinear dynamics of the device being investigated.Further improvement will result if both spectral amplitude and spectral phase of the probe can be measured[30],[31].In[7]and [29],in addition to the strong signal ampliﬁcation experiments, combined temporal-spectral amplitude PPE’s were also carried out on the same ampliﬁer.In these experiments the pump input was fairly strong,and the ampliﬁer had a high gain. This resulted in considerable combined CGM and CPM on the probe.When those results were reported,a sufﬁciently good theoretical model was not available.The delay-time resolved spectral changes were therefore not fully examined,and were not published but only the main feature,i.e.,the sudden appearance and eventual decay of a second“blue shifted”peak,was roughly analyzed[7],[29].In our previous modeling work[20],[21]we did approximately model the temporal gain PPE by calculating the cumulative gain versus time of the model ampliﬁer for the strong signal ampliﬁcation and convolving it with the input probe pulse.However,that is only an approximation to the actual experiment performed. Our theoretical model,derived in Section II above,can be used to accurately model both the temporal and the spectral PPE.In what follows we will present,for theﬁrst time,the detailed spectral pump-probe data formethod of integrating these equations by a modiﬁed split-stepFourier transform method has been described in[15]and[16].To simulate the PPE,for each segment of the ampliﬁer thecalculated data of the net gain and phase(refractive index)perturbed by the pump pulses were saved in arrays and thesearrays were then multiplied to theﬁeld of the time delayedor advanced probe beam.All the gain changes due to gainsaturation,carrier heating,two photon absorption,as well asgain dispersion and the phase changes due to three kinds ofself phase modulations,and to GVD were included.In order toavoid the perturbation of the sample by probe beam,the energyof the input probe beam was assumed to be100times smallerthan that of the pump beam.For each time delay,the resultingtime-domain output probe beam was integrated to obtain theoutput energy.This gives the standard time-domain PPE.Theoutput probe signal was also inverse Fourier transformed toobtain the spectral PPE result.For these simulations,the inputpulses were obtained by approximating the experimental inputspectra by suitable simple analytic functions(superGaussians).The ampliﬁer parameters used were identical to those used inour previous work[20],[21].It must be noted that this methodof simulating the pump-probe experiment neglects the coherentinteraction of the pump and probe beams that occurs near zerodelay when the two beams are of the same polarization.(Theresultant coupling term is often referred to as the“coherentartifact,”)This is not a problem in the experiment simulatedhere since orthogonal polarizations were used.The coherentcoupling terms have been carefully examined in the recenttheory of heterodyne pump-probe experiments by Mecozzi andMork[17].The complete set of the experimental and correspondingtheoretical results for the short(50–100fs time delay for reestablishing the quasi-Fermidistribution by carrier-carrier scattering(intraband relaxation)is not seen because it is masked by the longer pump and probepulse widths.The fast recovery(1ns)gain recovery which is relatedto the carrier life time is not seen.These features are verysimilar to those seen in PPE’s in which the pump is only arelatively weak perturbation[4]–[10],[32].In our experimentthe effect of the pump is rather strong,causing strong gaincompression.We note that for pulses longer thanFig.9.Time-domain pump-probe measurements and their simulation on the same ampliﬁer.Upper curve:experimental results;the pulses were 500fs duration but not identical to those in Fig.8.Lower curve:new theoretical simulations obtained by integrating the calculated time-domain output for each delay.The device parameters for the simulation were the same as for Fig.8;the input energy W =3.5pJ.cannot be directly correlated to the time-domain dynamics by looking at the spectral peak,as was attempted in [33]by plotting the shifts of the spectral peak,although qualitative correlations do exist.Instead,the complete spectral changes must be modeled,as our theory is able to do.As can be expected from the single beam results,the distortions of the probe spectrum are severe.When the probe pulse is ahead of the pump and moving closer to the pump,the time resolved output spectra is slightly shifted toward long (red)wavelength region.A more pronounced effect is the considerable spectral narrowing,a result which is not intuitively obvious.This behavior is caused mainly by CPM owing to carrier depletion,an integrating effect causing only red shift.However,the instantaneous Kerr effect (which for these delays also causes red shifting)also contributes.As the probe moves temporally closer to the pump the output probe energy decreases.This is the effect of the CGM owing to gain saturation by carrier depletion and gain suppression by to carrier heating.When the pump and probe pass each other (zero delay time)the spectra begins to lean toward short wavelength region.Energy is converted to shorter wavelengths in the probe spectra and a second peak in the short wavelength side begins to rapidly evolve.This double peaking of the spectrum is very distinctive,with nearly equal portions of energy near each peak.This blue shifting owes to XPM induced by the pump beam,partly through the recovery (back to crystal temperature)of the heated carriers,and partlythrough the effect of the instantaneous nonlinearindex.Fig.10.Spectral domain pump-probe experiments,with spectrum of output for each delay displayed separately.(a)Right hand side:experimental results showing spectral distortions of the probe.(b)Left hand side:theoretical simulations using the same parameters as in Fig.9.As the probe is delayed further and further (in the positive time delay region),the short wavelength shoulder in the spectra gradually decreases and the energy shifts back to long wavelength region,while at the same time the position of the short wavelength peak shifts gradually toward the main peak.The probe spectrum eventually decays back to become identical to the input spectrum,except that the amplitude is lower owing to the cross gain saturation (which has a much longerdelay ).This decay back to the input spectrum is completed when the probe is delayed far enough that the relaxation of the heated carriers back to lattice temperature has been completed when the probe arrives.As can be seen from Figs.9and 10,the theoretical results match well with the experimental results for both the time and spectral domain.The input pulse was about the same duration,but not the same as that in Fig.8,but the device parameters were the same for all three experiments.The full set of parameters are summarized in Table I.The spectral domain results contain considerable detailed information on the cross-phase-cross-gain modulation that is taking place.These results are very sensitive to the shape of the pulses.Since we do not know the exact pulse shape,some disagreement between theory and experiment is not unexpected.Nevertheless,the main features are well reproduced by the model.Not only is the rather sudden appearance and subsequent decay of the blue peak correct,but there is quite good match to the entire series of distorted probe spectral shapes.Just as for the single。

5- Presentation Dienes Summit 2012 CE

Quench duct 侧吹风 Godet #10 (cooled) with separation roller #10冷辊带分丝辊
Yarn guides 导丝器 Yarn suction unit吸丝系统 Yarn cutter 切丝器 Finish applicator 上油装置 Godet #1 with separation roller #1辊带分丝辊
Approx. 2.700
Collection duct集束甬道 Winder 卷绕头
Ca. 3.000
Three individual frames3个独立机架
2.1 Yarn Spinning and Drawing纤维纺丝和牵伸
Multi-Purpose Draw Section in Industrial Execution多用途牵伸区工业化应用
3. Solution for Special Fiber Fiber Drying-Thermosetting 特种纤维干燥-定型解决方案 4. Conclusion总结
2.1. Yarn Spinning and Drawing纤维纺丝和牵伸
Guide elements for supporting the regeneration of nerves 神经再生导向基材 Surgical sutures 手术缝合
Melt preparation 熔体准备
Melt spinning installations mono & bi-component纺丝液 Wet & gel spinning installations干喷湿纺设备
Inductive heated, cooled and unheated godets 感应制冷制热及冷辊

make a presentation on your latest research -回复

make a presentation on your latest research -回复题目：Make a Presentation on the Latest Research尊敬的听众，非常感谢你们出席今天的会议。

我将在今天的演讲中与大家分享我的最新研究成果，并逐步回答由主题所提出的问题。

我进行的研究涉及范围广泛，希望我的发现能为领域内的科学家和从业者提供新的见解和启示。

第一部分：研究背景与动机首先，让我们简要聊聊研究背景与动机。

为什么我选择了这个研究领域？该研究在科学界和社会中有何重要性？这个问题是我之前研究中的一个延伸，通过对相关领域的文献和实际情况进行详细分析，找到了我要解决的核心问题。

第二部分：研究目标与方法接下来，我将介绍我的研究目标和所采用的方法。

我对研究目标进行了明确定义，并确立了实现这一目标的步骤。

为了深入了解问题的本质，我采用了定量和定性研究方法，涵盖了实验室实验、数据收集、调查问卷以及案例研究等多种方法。

第三部分：研究结果与讨论在这一部分，我将与大家分享我研究的最新结果，并进行详细的讨论。

结果展示了我的发现，以图表、图像和数据分析的形式呈现。

接着，我将对这些结果进行解读，与当前的理论和实践进行比较和对照，以回答我最初的研究问题。

第四部分：研究的贡献与应用经过充分讨论后，我将指出这个研究对学术界和实践的贡献。

这项研究的核心发现是否填补了以前的知识空白？它如何为相关领域提供新的见解和突破口？此外，我还将介绍研究的应用前景，以及对行业、社会和政策制定者的潜在影响。

第五部分：研究的局限性与未来工作不可避免地，每项研究都有其局限性。

在这一部分，我将坦诚地讨论我研究中的限制和不足之处，以及未来的研究方向。

我将建议相关学者和研究人员进一步探索这个问题，以填补现有研究的空白，并促进相关领域的进一步发展。

总结：通过今天的演讲，我希望大家对我的最新研究有了更全面的了解。

这项研究从背景到动机，从目标到方法，再到结果与讨论，以及对学术界和实践的贡献，将信息层层展示，并指出了研究的局限性和未来方向。

presentation5分钟范文(合集10篇)

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文档下载后可定制修改，请根据实际需要进行调整和使用，谢谢!并且，本店铺为大家提供各种类型的经典范文，如工作总结、工作计划、合同协议、条据文书、策划方案、句子大全、作文大全、诗词歌赋、教案资料、其他范文等等，想了解不同范文格式和写法，敬请关注!Download tips: This document is carefully compiled by this editor. I hope that after you download it, it can help you solve practical problems. The document can be customized and modified after downloading, please adjust and use it according to actual needs, thank you!Moreover, our store provides various types of classic sample essays for everyone, such as work summaries, work plans, contract agreements, doctrinal documents, planning plans, complete sentences, complete compositions, poems, songs, teaching materials, and other sample essays. If you want to learn about different sample formats and writing methods, please stay tuned!presentation5分钟范文(合集10篇)presentation5分钟范文第1篇如何做好企业Presentation现在，在企业里做Presentation是比较常见的。

我亲手做的关于迈克尔杰克逊的presentation英文版

Honors and awards

Jackson and actress-singer Diana Ross attend a news conference in 1977 for the movie musical "The Wiz." Jackson plays the Scarecrow, and Ross is Dorothy in the film version of the Broadway hit. Jackson's "Thriller" becomes one of the best-selling albums of all time when it was released in December 1982. It racks up an unprecedented seven Top 10 hits, including the No. 1 smashes "Billie Jean" and "Beat It." Jackson, pictured during a 1984 performance in the Victory tour, wins e ight Grammys for "Thriller" in February 1984. Jackson, pictured during a 1984 performance in the Victory tour, wins eight Grammys for "Thriller" in February 1984. In August 1987, the selstyled King of Pop releases "Bad," topping the c harts for eight weeks and generating seven hit singles.

Ireland英文小演讲

The two most important things to remember when trying to reproduce
the original: No whipped cream! And no stirring!
Rules of
drinking
Coffee
How to use coffee cup
asked :Want some teardrops?
A Romantic Story
When back to American ,the airline hostess miss the Irish coffee’s taste, but she can’t find it anywhere. Now she know that Irish coffee is only for her, for his love. Irish coffee ,for missing the mood of unrequited love. First taste of Irish coffee, always with a suppressed yearning for a long time after the fermented taste Ireland's alcohol strong coffee, for missing the mood of coffee.
And ,when you add coffee, please don't take the cup up.
Thank you !
Enjoy your coffee brea
Irish Coffee
Irish Coffee is a special kind of coffee that has the both features of wine and coffee. It consists of Irish Whiskey and coffee beans. Irish Coffee is so famous not only because it has its own special coffee cup and its own making steps, but it always reflects the warm and miss.

瑞贝卡presentation

青岛、深圳、天津多是韩国、日本投资兴办的发制品企业日本在教习头、男装头套等产品技术上领先韩国在高档女装假发、化纤发等产品技术上领先
二、发制品市场需求趋势分析其最大的销售市场在美国。欧洲、非洲、南美发制品市场也从成长期到高成长期转型。国内发制品消费市场十分滞后，瑞贝卡率先引导和培育国内市场，目前需求在一些大中城市正逐步升温
三、竞争格局分析

销售渠道与网络格局分析。美国市场终端销售网点多为美籍韩国经销商所控制；国内企业给日韩企业贴牌生产。原材料生产格局分析。许昌是最大的人发集散地美誉。以瑞贝卡为代表的中国企业在亚洲各国收购人发。化纤发丝市场的局面将被打破，形成“ 三足鼎立”的局势。
四、制约我国发制品业发展的不利因素产品结构不合理、赢利能力差；盈利强的化纤产品少，盈利弱的人发产品多；缺乏自己独立的品牌和营销网络；工艺技术落后，产品附加值低；出口退税率下调、能源和原材料价格暴涨、劳动力成本持续攀升、人民币持续升值等
资产负债表
货币资金应收和预付款项存货其他流动资产长期股权投资投资性房地产固定资产和在建工程无形资产和开发支出其他非流动资产资产总计短期借款应付和预收款项长期借款其他负债负债合计股本资本公积留存收益股东权益合计负债和股东权益合计
2009A
749.76 298.31 1125.47 0.00 24.62 0.00 313.31 100.03 6.29 2617.80 656.40 186.07 300.24 152.52 1295.23 616.49 88.08 617.99 1322.57 2617.80
外观往往和事物的本身完全不符，世人都容易为表面的装饰所欺骗。

我的翻译原文

MANAGEMENT SCIENCEVol.50,No.1,January2004,pp.8–14issn0025-1909 eissn1526-5501 04 5001 0008inf®doi10.1287/mnsc.1030.0189©2004INFORMS50th Anniversary ArticleFive Decades of Operations Management and theProspects AheadSunil ChopraKellogg School of Management,Northwestern University,Evanston,Illinois60208,s-chopra@William LovejoySchool of Business,University of Michigan,Ann Arbor,Michigan48109,wlovejoy@Candace YanoIEOR Department and the Haas School of Business,University of California,Berkeley,California94720,yano@O perations and Supply Chains is the current title for a department that has evolved through several different titles in recent years,reﬂecting its evolving mission from a focus on classical operations research at the time of ORSA’s founding50years ago toward an embrace of a broader body of theory.Throughout this evolution, the focus on applied problems and the goal of improving practice through the development of suitable theory has remained constant.The Operations and Supply Chains Department promotes the theory underlying the practice of operations management,which encompasses the design and management of the transformation processes in manufacturing and service organizations that create value for society.Operations is the function that is uniquely associated with the design and management of these processes.The problem domains of concern to the department have been, and remain,the marshalling of inputs,the transformation itself,and the distribution of outputs in pursuit of this value-creating end.Over the past50years the department has had a variety of titles,reﬂecting an evolving understanding of the boundaries of the operations function.In this article we celebrate past accomplishments,identify current challenges,and anticipate a future that is as exciting and opportunity-rich as any ourﬁeld has seen.Key words:history;operations;supply chain management;future research1.Celebration of History andAccomplishmentsIt is difﬁcult to pinpoint the origins of ourﬁeld. The search for rigorous laws governing the behaviors of physical systems and organizations has through-out history featured bursts of activity and periods of quiet.The classes of problems that we are most famil-iar with today came into high relief after the Indus-trial Revolution,when managers of large,vertically-integrated businesses faced coordination problems of unprecedented scope.Treatises on organizing,mea-suring,and managing production in these challeng-ing settings were published by a range of profession-als from business and industry.The rise of“scientiﬁc management”is usually associated with the work of Frederick Taylor,Frank and Lillien Gilbreth,and oth-ers in the late19th and early20th centuries.The Ford Harris EOQ model dates at least as far back as1915. During World War II these efforts continued,and were ampliﬁed,in the form of operations researchgroups largely initiated and funded by govern-ment and quasi-governmental organizations.These mission-focused mathematicians modeled classes of problems and developed the foundational theories to address them,which created the Big Bang in our dis-cipline.The applied problems motivating the work were concerned with the efﬁcient allocation and con-trol of resources;these were analyzed via mathemati-cal models.Although some papers written in this era focused on descriptive models of system behavior,the dominant paradigm was optimization of system per-formance in the presence of constraints.Management Science published itsﬁrst volume in 1954and helped to promote and catalog the explosive expansion of optimization theory fueled by interest in these applied problems.Indeed,theﬁrst issue of Management Science was dominated by topics that are clearly related to important issues in operations man-agement.In the1950s and1960s the pages of Man-agement Science displayed seminal articles by scholars 8Chopra,Lovejoy,and Yano:Five Decades of Operations ManagementManagement Science50(1),pp.8–14,©2004INFORMS9now recognized as giants in theﬁeld.These included contributions by G.Dantzig on the development and uses of linear programming;by L.R.Ford and D.R. Fulkerson on networkﬂow problems;by A.J.Clark, S.Karlin,H.Scarf,H.M.Wagner,T.M.Whitin, A.Veinott,and D.Iglehart on inventory theory;by R.Bellman,A.Manne,C.Derman,A.Veinott,and E.Denardo on dynamic programming;by C.Derman and S.Ross on machine maintenance;by J.Jackson on queueing networks;and by J.C.Harsanyi on game theory.Many of the methodological developments listed above were motivated by operations manage-ment problems and were described in those contexts. For example,Dantzig applied linear programming to machine-job scheduling and aircraft routing.Bell-man applied dynamic programming to a warehousing problem while Manne analyzed capacity expansion problems formulated as dynamic programs.Most of the early research focused on develop-ing algorithms and methodologies to solve optimiza-tion problems that arose in a broad range of func-tional areas.With a few notable exceptions such as the Dantzig-Wolfe decomposition and Harsanyi’s work, much of this work involved mathematical analysis and algorithms within the context of a single deci-sion maker.Most of the optimization problems also involved a single objective though there were early exceptions featuring multicriteria problems.The strik-ing feature of this early research is the broad range of areas—including operations,ﬁnance,organizational design,economics,and marketing—from which prob-lems originated.Theﬁrst volume of Management Sci-ence,for example,included papers on executive com-pensation,linear programming under uncertainty, the impact of communication nets on task-oriented groups,and an axiomatization of utility.The common theme,however,was the use of a mathematical model to identify how the status quo could be improved. Much of the initial work within the domain of operations management focused on tactical issues such as line balancing,scheduling,production plan-ning,inventory control,and lot sizing.In some ways these tactical problems were ideally suited for the methodologies that had been developed up to that point.For these problems,the constraints and objec-tive were usually well deﬁned and involved a single objective with centralized control.These early suc-cesses resulted in the birth of operations research groups at many corporations,tasked withﬁnding ways of improving performance.Within the aca-demic community,most of the research in these areas initially took place in engineering departments. Gradually,during the1960s,researchers in business schools began to study more scientiﬁc and rigorous approaches for decision making,instigated in part by recommendations emanating from studies by various private foundations to make business education more rigorous,and efforts by universities to prepare faculty for this task.2.The Challenges of the1970s and1980s and the ResponseThe period from the late1960s through the1970s saw a number of changes in the landscape of scientiﬁc computing,technology transfer of operations research tools,business education,and business practice that precipitated important changes in theﬁeld of opera-tions management.Operations research faced two types of challenges during this era.First,whereas the1950s and1960s provided a glimpse of the promise of management science to industry,the next two decades saw less success in delivering on this promise to indus-try.The speed and cost of computing continued to improve dramatically,but data storage and compu-tation remained as practical hurdles to the imple-mentation of many algorithms.Also,in some cases, the models did not keep pace with the evolution of business challenges and practice,andﬁrms began to question the value of these models and method-ologies.Second,academic researchers in functional areas such as accounting,ﬁnance,and marketing,had increasingly internalized the optimization theory and technology developed by operations researchers in the previous two decades and were using it as part of their research.This period saw many operations researchers move into other functional areas because those were the sources of their problems.As a result, the application of operations research ideas to mar-keting,for instance,began to be viewed more as mar-keting.By the1980s,most corporate groups focused on operations research had shrunk or disappeared. At the same time,the academic research in opera-tions research cum operations management became somewhat less focused on problems arising in a broad range of functional areas and more on problems that were internal to the theory developed in theﬁeld. Simultaneously,industry was seeing the introduc-tion of material requirements planning(MRP)sys-tems,then later concepts such as just-in-time(JIT), the Toyota production system(TPS),and total qual-ity management(TQM),which were having a signiﬁ-cant impact on business practice and performance but were not strongly tied to the then-current academic research.Indeed,the ascendancy of the Toyota pro-duction system in business practice suggested that the locus of creativity had shifted away from academia. During this period,researchers began examining operations management issues using non-operations research perspectives,seeking to explain phenomena that could not be explained by the existing theory.Chopra,Lovejoy,and Yano:Five Decades of Operations Management 10Management Science50(1),pp.8–14,©2004INFORMSThe Toyota production system provided one focus for such research;although it contains features that are compatible with classical theory,it is also a holistic system of physical and human processes that extends its reach into the wholeﬁrm in a cross-disciplinary manner.Other researchers were beginning to examine higher-level issues in manufacturing strategy using an empirical approach.By the end of the1980s, researchers and practitioners were using a broader set of methods and paradigms in their quest to improve operations.The changes and challenges of the1970s and1980s generated a sense of identity crisis in our discipline. This was felt at some level by all of the researchers who lived through this era,but there is no consensus on the totality of its causes or characteristics.Some contributing factors included the natural maturation of the classical problem classes,and a need to reach for the next higher level of complexity.There was also an evolution within business from centralized to more decentralized organizational forms.The theory base for the discipline was expanding and diversi-fying dramatically.Whatever the causes of the iden-tity crisis,the challenge to ourﬁeld at this stage was to return to our original mission of using theory to inform current practice.Theﬁrst literature to develop in response to this challenge focused on trying to explain JIT and other industry practices in the context of theory that had been developed earlier.This research was valuable because it brought the attention of theﬁeld back to issues that were of concern to practicing managers. This refocusing of research questions has been a cru-cial driver of growth of theﬁeld in the1990s.Two important developments occurred as a result of this refocusing.Theﬁrst was a move back toward interdisciplinary research.The second was an explicit recognition of decentralized loci of control and local incentives,and hence the re-emergence of economic equilibrium in addition to sole-owner optimality as criteria of central interest to our community.Both of these inﬂuences can be seen in the recent literature on supply contracts.Theﬁrst papers in this area were motivated by contract forms actually in use by com-panies for sharing forecast risk,and examined the optimal response of a single party to a particular con-tract form.Thus,researchers focused on how capac-ity and replenishment decisions need to be modiﬁed for different contract contexts.It was only later that operations management researchers asked questions about appropriate(or optimal)contract forms.The initial papers featured relatively modest reﬁnements to existing economic intuition by adding resolution to some general economic models(e.g.,replacing gen-eral revenue or cost functions with more operational detail)and,by so doing,reﬁning the claims that can be derived.We will speculate as to the future of the supply chain subliterature later in this article,but here it is worthwhile to trace some broad outlines of its devel-opment.First,business practice called the existing research paradigm into question.Second,addressing the new problems in some cases required the impor-tation of technology developed elsewhere(e.g.,eco-nomics).Third,the research focus became more man-agerial(e.g.,focusing on system design,information, and incentives)and less on tactical execution.For example,very simple inventory policies,such as base-stock policies,have often been used as elements of higher-level system-design models.The development of this subﬁeld has been very beneﬁcial to our dis-cipline,at least if one counts research papers,com-pany sponsorships,and popular university courses. In response,the editor-in-chief of Management Science created the Supply Chain Management Department in 1997to promote the cause,rather than assuming that the existing operations department would naturally embrace this new research agenda.Each of these observations helped inform our department’s response to the challenges of the time. Some broad themes are clear.First,theﬁeld needs to continually check its research against evolving indus-trial reality.This is sympathetic with our classical mis-sion:Our academic forefathers in war-time OR teams were very focused on reality out of mission-critical necessity.The elegant mathematics that energized our ﬁeld responded to real problems and can do so again. Second,and as a consequence of theﬁrst,our research will likely become more explicitly interdisciplinary, as it was in our early years,because actual business practice is not cleanly divided into functional prob-lems.As we do this,we need to maintain our focus on the core agenda that deﬁnes ourﬁeld:the design and management of the transformation processes that create value for society.The department needs to embrace new,exciting research directions while protecting the brand equity of the journal.If we are sufﬁciently proactive,new departments will not be needed to raise the visibility of new and exciting subliteratures.This requires a del-icate balance at times.Some of the classical research themes are relatively mature,with very clear barom-eters of research excellence well known to a large community of scholars.This is not so with some of the newer areas.We might anticipate a period—albeit short—of technology transfers from other disciplines that will naturally raise the question of how we judge the novelty of a paper.This is already happening. We anticipate that a focus on the issues central to operations management will soon carry us beyond existing technologies and provide the catalyst forChopra,Lovejoy,and Yano:Five Decades of Operations ManagementManagement Science50(1),pp.8–14,©2004INFORMS11developing new ones.The set of challenging problems is without bounds,as is the upside potential for our ﬁeld in this new era.3.The Department’s History andCurrent Editorial MissionThe history of the Operations and Supply Chain Department reﬂects a constancy of core mission and an evolution in its interpretation.The department has consistently focused on the operations function. The department title,editorial objectives,and imple-mentation policies,however,have evolved with our understanding of what that mission entails.Theﬁrst volume of the journal in1954featured no separate departments,but rather six editors from a range of disciplines,drawn both from academia and industry,with C.West Churchman as managing edi-tor.The stated mission of the journal was to iden-tify,extend,and unify scientiﬁc knowledge that con-tributes to the understanding and practice of manage-ment.By1959,the number of editors had grown to 11(5from industry),and to40(12from industry)by 1968when Robert Thrall was editor-in-chief.Martin Starr took over as editor-in-chief in1969,and intro-duced the departmental structure.This featured sep-arate departments for production management and logistics.Professor Starr published an interesting edi-torial letter in the20th anniversary issue in1974. He emphasizes a consistency of purpose since Vol-ume1,yet acknowledges criticisms of theﬁeld based on an inability to solve very complex problems,lack of implementation capabilities,and an overemphasis on optimization.These issues remain with us today.The healthy ten-sion,preordained in the practical world of manage-ment,between the purity of abstraction and the rele-vance of detail is not new,nor can we expect it to go away any time soon.It is part of the territory inherent in striving for a theory of management,and an inte-gral driver of our cyclical attractions to theory,then practice,then theory again as we continually adjust to a changing world.This healthy tension is the cor-recting force that prevents our discipline from becom-ing too academically self-referential,or too focused on speciﬁc rather than universal insights.It is,in short, what makes this business so much fun.Over the decades since its formation the depart-ment has regularly changed titles and editors as it searched for the boundaries of the operations func-tion.Clearly,the transformation process can include input and output logistics,although intermittently one or more of these had separate departments.Does our mandate include design?What is the boundary between design and planning,the latter activity being central to all management?Where does operations end andﬁnance begin,given that(at least in manufac-turingﬁrms)most capital investments are operations related and working capital has a large inventory component?Where does operations end and human resources begin,given that no good manager would ignore the social dimension of the operating system? The challenge of deﬁning workable boundaries between departments is an inevitable constant.Man-agement is a holistic exercise,and attempting to draw deﬁnitive boundaries between its various aspects is a fool’s mission.The deﬁnition of departmental bound-aries turns on the dual attractions of reﬁning exist-ing knowledge via well-established subliteratures and encouraging new integrative ways of thinking about management and,hence,new subliteratures.It will always be so.We offer some example punctuation points in this evolution.In1974there were separate departments for production management;Logistics;and Dynamic Programming and Inventory Theory.In1981these three departments became two:Production and Oper-ations Management;and Logistics,Distribution,and Inventory.By1985these two departments seemed to move closer in their missions,being titled Produc-tion and Operations Management;and Manufactur-ing,Distribution,and Inventory.Then,in1987,all of the above were subsumed into a single depart-ment:Manufacturing,Distribution,and Service Oper-ations.(For details on the evolution of the departmen-tal structure of Management Science,see“Fifty Years of Management Science”in this issue.)The editorial pol-icy of this large department stated thatof particular interest are papers that deal with strategic concerns such as the choice and impact of new produc-tion or information technology,and papers that may provide insight or simple models for guiding manu-facturing or service policy.The department encourages papers that examine the planning and coordination of activities and resources within a manufacturing,distri-bution or service operation.With this,the department anticipated the current edi-torial philosophy of focusing on senior management issues,which can be seen as a natural extension of this earlier sentiment.In1997the separate Supply Chain Management Department was added to provide a home for what was already a substantial and rapidly growing litera-ture in this area.In2002,the Manufacturing,Dis-tribution,and Service Operations Department was renamed Design and Operations Management.There were two reasons for this.First,as our understand-ing of operations matured,we no longer required detailed articulation of its parts(manufacturing,dis-tribution,services).Second,the substantial overlap among many design and operational issues argued against trying to deﬁne a boundary between theChopra,Lovejoy,and Yano:Five Decades of Operations Management 12Management Science50(1),pp.8–14,©2004INFORMStwo.Finally,in2003,another redistricting activ-ity resulted in Supply Chains joining Operations to form the current Operations and Supply Chains Department,and some aspects of design included in another renamed department:Technological Develop-ment,Product Development,and Entrepreneurship. Throughout this history,regardless of its name, the department’s core mission has been to identify, extend,and unify scientiﬁc knowledge that contri-butes to the understanding and practice of operations management,deﬁned as the design and management of the transformation processes that create value for society.The current editorial policy continues a trend discernable as far back as1987,when the(then)new macrodepartment for operational and logistical issues adopted a mission focusing on higher-level system design issues,and encouraged the use of parsimo-nious models analyzed for insights.The current edi-torial posture reinforces that policy.The current philosophy differs from the past only in the stringency with which we enforce these stated aims.We speciﬁcally encourage articles addressing decisions typically made by senior managers,and retarget to other journals articles that focus primar-ily on methodological contributions or issues of tac-tical execution.This policy is not intended to make a statement about the relative value of alternative research missions,as some tactical issues are of inter-est to upper management.Rather,we recognize the availability of other high-quality outlets under the INFORMS umbrella for outstanding research on clas-sical problems,and wish to encourage new research directions for which the supporting academic infras-tructure may not be as complete.When revising the editorial mission and considering how to implement it,we sought to consider Management Science not in isolation but rather as part of the portfolio of high-quality,operations-related INFORMS journals.One simple test of consistency with our current mission is to ask whether an upper-level manager, rather than a scheduler or technician,would be inter-ested in the results presented in the paper.Although we do not expect managers to read Management Sci-ence papers(our language is too compact and arcane), the research ideas contained in an article should,per-haps with some translation into management vernac-ular,be of high interest to a senior manager.These will be predominantly issues of investment,system design,and operations strategy rather than of tactical execution.Another intuitiveﬁlter is whether one can take the ideas in an article and prepare a one-page summary of key take-aways that would be of interest to senior managers.In fact,these deliverables should be apparent early in the article,reinforced by the pre-sentation.High levels of rigor are,as always,needed to mount a convincing argument to defend the con-clusions,but it is crucial to articulate the signiﬁcance, applicability,and limitations of the results.The recent changes in how we implement the edi-torial policy have not been without controversy.In the early days of our discipline we were energized by asking questions that needed answers in practice,and bringing clear logic(primarily mathematically repre-sented)to bear on those problems.Many of the prob-lem classes forged50years ago are still with us and remain important.However,as described above,the natural maturation of those problem classes and the evolution of industrial thinking and practice suggest that we can stand on theﬁrm foundation of the past and reach up to the next level of organizational com-plexity.We believe that there are opportunities to encour-age important new work that does not yet have its own momentum and needs a high-octane kick-start, like Management Science,to help get it off the ground. Lacking that,natural institutional inertia encourages the maintenance of the status quo.By pursuing this path,it is our intent to proactively encourage the research community to extend its reach without devaluing the traditional strengths that made the discipline what it is.There are dangers.As noted, the standards of excellence are not mature in novel areas of research.The challenge before us,editors and referees alike,is to protect the very high brand equity of the journal,while using that same brand equity to encourage work in new areas.If we do our job well,this period will be recognized as one of great forward movement and the origination of important subliteratures that help deﬁne the future of our discipline.Recognizing the clear successes of the past,we embark upon this path with humility and with recognition of,and respect for,contrary views.4.The Way ForwardWe have already mentioned several anticipated con-sequences as we embark on this new journey.Our research will by necessity become more cross-func-tional in scope,which will require facility with the tools and concepts that have been developed in other research disciplines,and we hope and expect that we will pass through a stage of technology transfers to a new period of novel synthesis.Although ultimately it is the problems facing real managers that will deﬁne our objectives and tech-niques,we can already see the broad outlines of poten-tially new and exciting subliteratures.We provide this list not to limit the scope of innovation,but to provide a necessarily incomplete set of examples to demon-strate the challenges and potential in our discipline.Chopra,Lovejoy,and Yano:Five Decades of Operations ManagementManagement Science50(1),pp.8–14,©2004INFORMS131.Supply Chains:Supply chain management,like operations itself,has ill-deﬁned boundaries.In its broadest sense,it has come to be deﬁned as the man-agement of all aspects of providing goods to a con-sumer,from extraction of raw materials to end-of-life disposal and recycling,including manufacturing, physical logistics,and after-sale service and warranty issues.With such a broad scope,combined with the rapid rate of evolution of supply chain structures in both physical and organizational dimensions,the evo-lution of legal structures that constrain the terms of trade and pollution,and trade structures that raise challenging issues of globalization,vast opportunities remain to address unanswered and as-yet-unposed questions,many of which involve broader decision scope,more decision makers,inclusion of risk and greater recognition of business realities that have tra-ditionally been ignored.We anticipate that waves of interest in speciﬁc issues will come and go,just as they have in the past.The most valuable contribu-tions,however,will involve addressing real problems in real supply chains,and developing the theory to support managerial decision making in those con-texts.2.OM-Marketing Interface:Marketing is the key information gatekeeper between operations and the product markets.Marketing is charged with deter-mining what customers value(including cost,quality, and delivery characteristics)prior to product devel-opment;product positioning,pricing,and forecasting both before and after product launch;and promo-tions after product launch.Interdisciplinary research involving operations and marketing decisions goes back many decades,but there is ample opportunity to develop models that are more comprehensive and have greaterﬁdelity than the current state of the art. Many of the key questions at this interface involve behavioral aspects,providing opportunities to incor-porate results from the growing bodies of empirical research on related topics.3.OM-Finance Interface:Capital equipment and inventories constitute a sizable portion of the assets of most manufacturing panies have long recognized the role and impact of these assets in theirﬁnancial decision making,but it is only relatively recently that operations management researchers have begun to relateﬁnancial models and ﬁnancial instruments to the procurement and man-agement of these assets.Also,as secondary mar-kets for a range of commodities and other prod-ucts mature,there is increased potential for applying ﬁnancial insights developed in the context of com-plete markets to more traditional operational issues.4.OM-Organizations Interface:No plant manager anywhere would ignore the role of good people man-agement in running an efﬁcient operation.Yet,the research in our discipline has remained largely dis-joint from the social sciences literature on human resource management and organizational behavior (OB).Our heritage has emphasized constructing nor-mative mathematical models,and the OB literature is dominated by positive empiricalﬁndings.Opera-tions management models have historically invoked oversimpliﬁed models of motivation,learning,cre-ativity,and other such aspects of human behavior that are vital to the success of management policies in practice.Models that can maintain high levels of rigor while incorporating these elements will be richer and more realistic.In this area and others,high-quality descriptive and empirical work,including experimen-tal analysis of behavior and decision making,often precedes prescriptive models.We see this integration as a critical need,but recognize that its evolution will be slow.One initiative we have taken is to add to our editorial staff the ability to apply social science stan-dards to empirical research.5.Service Operations:Service organizations are a large and growing part of the world economy.Oper-ations management academics have struggled with a clear deﬁnition of what services are—and what research challenges they pose—relative to more tra-ditional manufacturing contexts.Services are difﬁcult to inventory so that variability must be buffered by capacity or time.Also,in many cases,a service trans-action features simultaneous production and con-sumption with the customer an integral part of this activity.This may amplify the human perceptual com-ponent of service quality relative to the consumption of manufactured goods.The search for the distinctive attributes of service operations continues,but may be taken up in speciﬁc service contexts.Financial ser-vices and call centers already have their own subliter-atures.It is clear that health-care operations will be of increasing economic importance with the aging of the post-war baby boom.There remain many opportuni-ties for research,not only on how to make existing service operations more effective and efﬁcient,but on how to design,deploy,and operate systems offering new services,or old services via new technologies.6.Operations Strategy:There is a large literature on ﬁrm strategies in different competitive environments. There is currently less literature on functional strate-gies and how they interact with each other.There is considerable scope for research on which mosaics of functional(including operations)strategies are self-consistent and aligned withﬁrm strategies in different competitive environments.7.Process Design and Improvements:Many qual-ity programs have process improvement as their core theme,and the key applied tactic is managing the innovation process.Where do new ideas come from,how are they encouraged,nurtured,screened,。

Smell presentation manner, the smell presentation

专利名称：Smell presentation manner, the smell presentation system and the smelloperation device and after generating 发明人：山田光穗,清水俊宏,河合直樹申请号：JP2002087759申请日：20020327公开号：JP4287618B2公开日：20090701专利内容由知识产权出版社提供摘要：PROBLEM TO BE SOLVED: To provide a fragrance presentation method, a fragrance presentation system, a fragrance computing device and a fragrance computing program which enables the presentation of more types of fragrances than those obtained by the conventional scent blending arts from scents prepared, that is, including those unavailable by the conventional fragrance blending arts.SOLUTION: After the generation of the first fragrance P, the second fragrance containing components of a desired fragrance A is generated to present the desired fragrance similarly. In this process, the components of the first fragrance P are obtained by eliminating the components of the desired fragrance A from the components of the second fragrance S.COPYRIGHT: (C)2003,JPO申请人：日本放送協会地址：東京都渋谷区神南２丁目２番１号国籍：JP代理人：多田悦夫,町田能章,磯野道造更多信息请下载全文后查看。

黑布林名著阅读赏析—《时光隧道》

黑布林名著阅读赏析—《时光隧道》The Time Capsule一.情节梗概简做了个时代文物密藏器，这是她历史课的作业。

她将此迷藏器埋在了自家院子里的苹果树旁。

然后一天晚上，经过一场可怕的暴风雨后，发生了一件奇怪的事情：简穿越了时间。

她返回过去，又回到现在的故事。

Jane made a period capsule for her history class. She placed the device on an apple treein heryard. Then one night, after a terrible storm,a strange thinghappened:Jane traveled through time.She goes back to the past and back to the story present.二.作者简介克莱姆森大学心理学系的荣誉教授。

于2019年5月退休。

在克莱姆森大学任教28年；在此之前，在纽约霍桑的IBM研究部门工作了5年半。

在IBMI是一个人的因素专家；在ClemsonI专业-在发展和认知心理学。

I m a Professor Emeritus in the Psychology Department at ClemsonUniversity.Iretired in May 2019.Itaught at Clemson University for 28 years; before that, I spent five and ahalf at the IBM Research Division in Hawthorne,New York. At IBMI was a Human Factors specialist; at Clemson I specialized-if that is the right word-in Developmental and Cognitive Psychology.三．人物简介Jan:这本小说的主人公。

May 4, 2003
Revision
Abstract A pipeline is a popular architecture which connects computational components (ﬁlters) through connectors (pipes) so that computations are performed in a stream like fashion. The data are transported through the pipes between ﬁlters, gradually transforming inputs to outputs. This kind of stream processing has been made popular through UNIX pipes that serially connect independent components for performing a sequence of tasks. We show in this paper how to formalize this architecture in terms of monads, hereby including relational speciﬁcations as special cases. The system is given through a directed acyclic graph the nodes of which carry the computational structure by being labelled with morphisms from the monad, and the edges provide the data for these operations. It is shown how fundamental compositional operations like combining pipes and ﬁlters, and reﬁning a system by replacing simple parts through more elaborate ones, are supported through this construction. Keywords: Software architectures, pipes and ﬁlters, pipelines, reﬁnement, relational speciﬁcations, stochastic relations, monads.

英国赫尔学院外专alanthomas授课内容.doc

英国赫尔学院外专Alan Thomas授课内容
1）第一讲：就解码和解构标识和如何处理标识和品牌设计给学生一些信息，包括一个投影仪演示的相关图像和思想的介绍。

本质上，它是一项标签咨询讨论- 无论是标签一个公司，组织，产品或品牌（包装）。

2）向学生做简单介绍：这个简介是以三个想要发展成国际化经营的中国公司为基础。

将涉及与中文和欧洲印刷术和品牌的技术工作。

3）讨论：接下来的几天我想在学生身边提供建议和鼓励他们去发挥想象解决问题。

要充分受益于这个练习，学生将需要思考和工作的非常迅速。

4）评论：最后我想让学生展示他们的作品，这样每个学生都能看到别的学生的作品，我将尽可能的在讨论环节里给予我的评论。

Alan Thomas
2010年3月。

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Seite 29; 14.06.2012
OPEL Astra J – Shanghai Buick Excelle
前扰流裙边 Front lower spoiler
-- 原厂设计，PUR材质； -- 安装于前保杠，可有效降低风阻，减少气流和风噪； -- 容易安装，不需要使用螺丝；
Seite 30; 14.06.2012
4、成立irmscher亚洲库房，并为其世界性的配送网络服务（未来发展计划…）;
5、引入irmscher赛车方面的领先技术与先进经验，在中国建立专属赛事或融入现有赛事中（未来发展计划…）;
Seite 18; 14.06.2012
Irmscher（鹰驰） – CATC
Seite 19; 14.06.2012
尾翼 Rear spoiler -- PUR材质； -- 具有扰流作用，可有效减少气流和风噪，起到稳定车身作用；
-- 原装位置安装，美观、动感；
Seite 33; 14.06.2012
OPEL Astra J – Shanghai Buick Excelle
Exhibition show
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-- 容易安装，不需要使用螺丝；
Seite 23; 14.06.2012
OPEL Insignia – Shanghai Buick Regal
侧群 Side sills -- 具有扰流作用，可有效降低风阻，减少气流和风噪； -- 直接粘和，安装简易； -- PUR材质；
Seite 24; 14.06.2012
中进汽贸与德国irmscher借此次签约之际，达成了双方长期合作计划，其中涵盖：
1、宣传irmscher品牌，将其改装用品与国内4S店完美的相结合，并实现不断增长的在华销售业绩（现阶段已达成）; 2、与国内主机厂合作，从新车之际就预装irmscher改装用品，丰富车辆配置、满足不同市场客户的需求（现阶段已达成）; 3、在中国合资建厂，双方共同研发适应中国汽车市场的改装用品，并批量生产（未来发展计划…）;
OPEL Insignia – Shanghai Buick Regal
Seite 22; 14.06.2012
OPEL Insignia – Shanghai Buick Regal
前扰流裙边 Front lower spoiler -- 原厂设计，PUR材质； -- 安装于前保杠，可有效降低风阻，减少气流和风噪；
后裙排气套件Rear skirt for Irmscher rear silencer -- 尾部扩散器有效降低风阻，提高车辆高速稳定性； -- 与车辆设计完全吻合； -- 独特设计不锈钢尾嘴，易于清洗，美观，动感； -- 提升动力、增加扭矩；
Seite 32; 14.06.2012
OPEL Astra J – Shanghai Buick Excelle
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Irmscher（鹰驰） - Experience
-- Irmscher现已经成为GM集团的御用改装品牌，并纳入了GM通用的配件体系其产品涵盖了欧宝、别克、标志、雪佛兰、卡迪拉克、萨博等品牌车系的产品。
Seite 7; 14.06.2012
Irmscher（鹰驰） - Individuality
Seite 25; 14.06.2012
OPEL Insignia – Shanghai Buick Regal
尾翼 Rear spoiler -- PUR材质； -- 具有扰流作用，可有效减少气流和风噪，起到稳定车身作用； -- 原装位置安装，美观、动感；
Seite 26; 14.06.2012
Irmscher的设计步骤：
-- 手工绘制、设计原型；
-- 运用世界最先进的开发技术投入建模； -- 将各个组件调整到最佳的使用状态，运用科技验证； -- 根据技术条件，考虑到所有环节与行业最新的准则一致； -- 在屏幕上第一时间呈现出完美的成品视觉效果；
Seite 8; 14.06.2012
Irmscher 4活塞制动系统 4 piston break system -- 世界知名独家设计、制作； -- 锻造卡钳一体成型，耐高温陶瓷刹车片、不锈钢编制油管、打孔划线浮动式制动盘； -- 提高制动性能，缩短刹车距离； -- 提高车辆驾驶操控性，有效降低制动时点头现象；
OPEL Insignia – Shanghai Buick Regal
Exhibition show
Seite 27; 14.06.2012
OPEL Astra J – Shanghai Buick Excelle
Seite 28; 14.06.2012
OPEL Astra J – Shanghai Buick Excelle
Seite 4; 14.06.2012
Irmscher（鹰驰） - Experience
Seite 5; 14.06.2012
Irmscher（鹰驰） - Experience
-- 在实现目标之前，Irmscher充分分析客户的需求，并将其转换为现实，融入到产品设计理念当中，在确保最佳安全性能的基础之上，为每个品牌的提供量身定制服务，产品种类涉及：车身、底盘、行走、性能等多方领域；
Seite 3; 14.06.2012
Irmscher（鹰驰） - Passion
-- 40多年来，Irmscher品牌作为高质量、高性能的代名词, 一直追求的目标是：为客户提供个性化及完善化的技术解决方案。
-- Irmscher在其研发过程中，一直投身专注于整车的发展过程，同时融入了其几十年的丰富赛车经验，奠定每一个发展阶段的基础，保障所有改装车的组件能够在视觉上和技术上相互匹配，进而完美的结合。
Irmscher（鹰驰） - Individuality
Irmscher的安全标准： -- 车身套件全部通过流体力学的风洞测试； -- 外观套件全部通过欧洲的碰撞实验； -- 所有产品通均过欧洲TUV及ISO认证； -- 引擎调教及排气排放标准全部通过欧洲噪音环保标准以及排放测试；
Seite 9; 14.06.2012
Irmscher（鹰驰） – products
（1）外观空力套件
（2）内装精品
（3）轮圈套件（4）排气系统（5）避震器套件（6）引擎调教（7）制动套装
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OPEL Insignia – Shanghai Buick Regal
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Irmscher – Milestones of Corporate Development
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Irmscher – Milestones of Corporate Development
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Irmscher（鹰驰） – Moto sports
赛车运动也是推动公司未来发展的一个驱动因素。
-- 在80年代，众多赛车手在国内和国际赛事中，以及汽车公路赛上为Irmshcer赢得
大量奖品和头衔，巩固了其在业内的形象； -- 在90年代，到2000年初，作为欧宝的厂队Irmscher在德国DTM、V8STAR、VLN CUP、STW等各项赛中成绩优秀； -- 在2005年，Markus Fahrner以Irmscher Corsa赢得了德国超级1600汽车拉力锦标赛，并和车队参与了接下来的2006年和2007年的德国汽车拉力锦标赛和世界锦标赛。
Irmscher – Milestones of Corporate Development
Seite 13; 14.06.2012
Irmscher（鹰驰） – All over the world
-- 总部设在欧洲 – 目前业务遍布世界各地； -- 在西班牙及英国拥有自己的超大分销中心； -- 在不同的地方具有各种创新的生产解决方案； -- 在公司灵活性的范围下满足各类客户的需求；
台，而且创造出了一种全新的合作模式；
3、协助各家企业深度发掘市场资源，推动企业在现今这个复杂多变的市场环境下，能够持续、稳定、快速的发展下去；
4、树立中国改装市场的风向标，重新制定行业标准，范行业准则，不断推进
中国与世界先进国家在汽车改装领域上的快速接轨；
Seite 17; 14.06.2012
Irmscher（鹰驰） – CATC
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Irmscher（鹰驰） – CATC
2、本公司的主营业务链：
进口整车批发核心业务（进口大众、欧宝、克莱斯克、路虎、捷豹、世爵、萨博）零售服务业务（大众、欧宝、克莱斯勒、三菱、福特、本田等40余家4S店）
汽车物流展贸园区与港口（天津空港物流园区、上海洋山港）
后市场业务（改装、租赁、二手车、网路媒体、车联网）
Seite 16; 14.06.2012
Irmscher（鹰驰） – CATC
1、09年4月中进汽贸与德国irmscher公司签署了其在华的独家代理权，携手
德国第一大改装品牌进入中国改装车市场； 2、两家公司此次的强强联手，不仅为中国汽车前市场产业搭建出了全新的平
-- 现代化的销售与支持网络以及优化的物流团队，形成了在世界各地生存的根基。
Seite 14; 14.06.2012
Irmscher（鹰驰） – CATC
1、本公司中进汽贸汽车技术服务有限公司，隶属于国机汽车股份有限公司（原
中国进口汽车贸易有限公司），集团是经国务院批准于1993年5月19日成立
的大型国有企业，原隶属于国家经贸委。国家机构改革后，作为国家骨干企业先后由中央大型企业工委、国务院国资委直属管理。2004年5月，经国务院国资委批准，与中国机械工业集团公司重组，成为该集团的成员单位。