An inventory control problem for deteriorating items with

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INVENTORY CONTROL 库存控制作业全英版

5.Helps maintain a business reputation for always having new, fresh merchandise in wanted sizes and colors.
Controlling Inventory
• STEP 1: Inventory PlanningSTEP 3: Bala源自ce Inventory Levels
• Efficient or inefficient management of merchandise inventory by a firm is a major factor between healthy profits and operating at a loss. There are both market-related and budget-related issues that must be dealt with in terms of coming up with an ideal inventory balance:
STEP 3: Balance Inventory Levels
• To answer the last question first, the ideal inventory is the inventory that does not lose profitable sales and can still justify the investment in each part of its whole. • An inventory that is not compatible with the firm’s market will lose profitable sales. Customers who cannot find the items they desire in one store or from one supplier are forced to go to a competitor. Customer will be especially irritated if the item out of stock is one they would normally expect to find from such a supplier. Repeated experiences of this type will motivate customers to become regular customers of competitors.

毕业论文英文参考文献与译文

Inventory managementInventory ControlOn the so-called "inventory control", many people will interpret it as a "storage management", which is actually a big distortion.The traditional narrow view, mainly for warehouse inventory control of materials for inventory, data processing, storage, distribution, etc., through the implementation of anti-corrosion, temperature and humidity control means, to make the custody of the physical inventory to maintain optimum purposes. This is just a form of inventory control, or can be defined as the physical inventory control. How, then, from a broad perspective to understand inventory control? Inventory control should be related to the company's financial and operational objectives, in particular operating cash flow by optimizing the entire demand and supply chain management processes (DSCM), a reasonable set of ERP control strategy, and supported by appropriate information processing tools, tools to achieved in ensuring the timely delivery of the premise, as far as possible to reduce inventory levels, reducing inventory and obsolescence, the risk of devaluation. In this sense, the physical inventory control to achieve financial goals is just a means to control the entire inventory or just a necessary part; from the perspective of organizational functions, physical inventory control, warehouse management is mainly the responsibility of The broad inventory control is the demand and supply chain management, and the whole company's responsibility.Why until now many people's understanding of inventory control, limited physical inventory control? The following two reasons can not be ignored:First, our enterprises do not attach importance to inventory control. Especially those who benefit relatively good business, as long as there is money on the few people to consider the problem of inventory turnover. Inventory control is simply interpreted as warehouse management, unless the time to spend money, it may have been to see the inventory problem, and see the results are often very simple procurement to buy more, or did not do warehouse departments .Second, ERP misleading. Invoicing software is simple audacity to call it ERP, companies on their so-called ERP can reduce the number of inventory, inventory control, seems to rely on their small software can get. Even as SAP, BAAN ERP world, the field ofthese big boys, but also their simple modules inside the warehouse management functionality is defined as "inventory management" or "inventory control." This makes the already not quite understand what our inventory control, but not sure what is inventory control.In fact, from the perspective of broadly understood, inventory control, shouldinclude the following:First, the fundamental purpose of inventory control. We know that the so-called world-class manufacturing, two key assessment indicators (KPI) is, customer satisfaction and inventory turns, inventory turns and this is actually the fundamental objective of inventory control.Second, inventory control means. Increase inventory turns, relying solely on the so-called physical inventory control is not enough, it should be the demand and supply chain management process flow of this large output, and this big warehouse management processes in addition to including this link, the more important The section also includes: forecasting and order processing, production planning and control, materials planning and purchasing control, inventory planning and forecasting in itself, as well as finished products, raw materials, distribution and delivery of the strategy, and even customs management processes.And with the demand and supply chain management processes throughout the process, it is the information flow and capital flow management. In other words, inventory itself is across the entire demand and supply management processes in all aspects of inventory control in order to achieve the fundamental purpose, it must control all aspects of inventory, rather than just manage the physical inventory at hand.Third, inventory control, organizational structure and assessment.Since inventory control is the demand and supply chain management processes, output, inventory control to achieve the fundamental purpose of this process must be compatible with a rational organizational structure. Until now, we can see that many companies have only one purchasing department, purchasing department following pipe warehouse. This is far short of inventory control requirements. From the demand and supply chain management process analysis, we know that purchasing and warehouse management is the executive arm of the typical, and inventory control should focus on prevention, the executive branch is very difficult to "prevent inventory" for the simple reason that they assessment indicatorsin large part to ensure supply (production, customer). How the actual situation, a reasonable demand and supply chain management processes, and thus set the corresponding rational organizational structure and is a question many of our enterprisesto exploreThe role of inventory controlInventory management is an important part of business management. In the production and operation activities, inventory management must ensure that both the production plant for raw materials, spare parts demand, but also directly affect the purchasing, sales of share, sales activities. To make an inventory of corporate liquidity, accelerate cash flow, the security of supply under the premise of minimizing Yaku funds, directly affects the operational efficiency. Ensure the production and operation needs of the premise, so keep inventories at a reasonable level; dynamic inventory control, timely, appropriate proposed order to avoid over storage or out of stock; reduce inventory footprint, lower total cost of inventory; control stock funds used to accelerate cash flow.Problems arising from excessive inventory: increased warehouse space andinventory storage costs, thereby increasing product costs; take a lot of liquidity, resultingin sluggish capital, not only increased the burden of payment of interest, etc., would affect the time value of money and opportunity income; finished products and raw materials caused by physical loss and intangible losses; a large number of enterprise resource idle, affecting their rational allocation and optimization; cover the production, operation of the whole process of the various contradictions and problems, is not conducive to improve the management level.Inventory is too small the resulting problems: service levels caused a decline in the profit impact of marketing and corporate reputation; production system caused by inadequate supply of raw materials or other materials, affecting the normal production process; to shorten lead times, increase the number of orders, so order (production) costs; affect the balance of production and assembly of complete sets.NotesInventory management should particularly consider the following two questions:First, according to sales plans, according to the planned production of the goods circulated in the market, we should consider where, how much storage.Second, starting from the level of service and economic benefits to determine howto ensure inventories and supplementary questions.The two problems with the inventory in the logistics process functions.In general, the inventory function:(1)to prevent interrupted. Received orders to shorten the delivery of goods fromthe time in order to ensure quality service, at the same time to prevent out of stock.(2)to ensure proper inventory levels, saving inventory costs.(3)to reduce logistics costs. Supplement with the appropriate time interval compatible with the reasonable demand of the cargo in order to reduce logistics costs, eliminate or avoid sales fluctuations.(4)ensure the production planning, smooth to eliminate or avoid sales fluctuations.(5)display function.(6)reserve. Mass storage when the price falls, reduce losses, to respond to disasters and other contingencies.About the warehouse (inventory) on what the question, we must consider the number and location. If the distribution center, it should be possible according to customer needs, set at an appropriate place; if it is stored in central places to minimize the complementary principle to the distribution centers, there is no place certain requirements. When the stock base is established, will have to take into account are stored in various locations in what commodities.库存管理库存控制在谈到所谓“库存控制”的时候，很多人将其理解为“仓储管理”，这实际上是个很大的曲解。

E5CSL E5CWL温度控制器使用说明书

E5CSL/E5CWL T emperature Controller Instruction Manual Thank you for purchasing the OMRON E5CSL/E5CWL Temperature Controller. This manual describes the functions, performance, and application methods needed for optimum use of the product.Please observe the following items when using the product.• This product is designed for use by qualified personnel with a knowledge of electrical systems.• Before using the product, thoroughly read and understand this manual to ensure correct use.• Keep this manual in a safe location so that it is available for reference whenever required.©All Rights Reserved Suitability for Use OMRON shall not be responsible for conformity with any standards, codes, or regulations that apply to the combination of the products in the customer's application or use of the product. Take all necessary steps to determine the suitability of the product for the systems, machines, and equipment with which it will be used.Know and observe all prohibitions of use applicable to this product.NEVER USE THE PRODUCTS FOR AN APPLICATION INVOLVING SERIOUS RISK TO LIFE OR PROPERTY WITHOUT ENSURING THAT THE SYSTEM AS A WHOLE HAS BEEN DESIGNED TO ADDRESS THE RISKS, AND THAT THE OMRON PRODUCT IS PROPERLY RATED AND INSTALLED FOR THE INTENDED USE WITHIN THE OVERALL EQUIPMENT OR SYSTEM.See also product catalog for Warranty and Limitation of Liability.CAUTION Do not touch the terminals while power is being supplied. Doing so may occasionally result in minor injury due to electric shock.Do not allow pieces of metal, wire clippings, or fine metallic shavings or filings from installation to enter the product. Doing so may occasionally result in electric shock, fire, or malfunction.Do not use the product where subject to flammable or explosive gas. Otherwise, minor injury from explosion mayoccasionally occur.Never disassemble, modify, or repair the product or touch any of the internal parts. Minor electric shock, fire, or malfunction may occasionally occur. If the output relays are used past their life expectancy, contact fusing or burning may occasionally occur. Always consider the application conditions and use the output relays within their rated load and electrical life expectancy. The life expectancy of output relays varies considerably with the output load and switching conditions.Tighten the terminal screws to between 0.74 and 0.90 N·m. Loose screws may occasionally result in fire.Set the parameters of the product so that they are suitable for the system being controlled. If they are not suitable, unexpected operation may occasionally result in property damage or accidents.EN Models with Single Display Models with Dual Display E5CSL- R Relay output: 250 VAC, 3 A Q Voltage output (for driving SSR): 12 VDC, 21 mA Control output 131Sensor type 31 Relay output: 250 VAC, 1 A (resistive load)Alarm (E5CWL only)2E5CWL- 1123• Insert the Controller through the hole in the panel. Push the adapter on from therear to secure the Controller.• Make sure that the surrounding temperature does not exceed the allowable operating temperature given in the specifications, especially when two or more Controllers are mounted.• The voltage output (control output) is not electrically isolated from the internalwiring. One or the other of the control output terminals must therefore be leftungrounded when using a grounded thermocouple thermometer. (If both are grounded, measurements will be unreliable due to sneak current.)Individual Mounting Side-by-side Mounting TC Thermocouple (K, J, T, R, or S)P Platinum resistance thermometer (Pt100)The standby sequence is cleared when the alarm OFF condition has been met.The standby sequence is started again when any of the following conditions is met.• Operation is started (power is turned ON or operation is switched from stop to run).• The alarm value is changed.• The temperature input offset is changed.• The set point is changed.Standby sequence clearedAlarm value Alarm with standby sequenceProcess value TimeAlarm without standby sequence Example: Deviation Lower Limit Standby Sequence ONThe default alarm type is 2.• The control output and the alarm output will turn OFF when an error occurs.(For s.err , the alarm output will be processed for a high temperature error.)• If the input value exceeds the display limit (-1999 to 9999) but it is still within the control range, [[[[ will be displayed for values under -1999.Under these conditions, the control output and alarm output will operate normally.*1: This error is displayed only when the process value and set point are displayed.*2: If the display does not change, the Controller needs to be repaired.If operation returns to normal, then noise may have caused the problem. Check for noise.*3: On the E5CSL, e111 and sum will alternate on the display at 1-second intervals.On the E5CWL, e111 will be displayed on display No. 1 and sum will be displayed on display No. 2. * * * * *The default input type is 8.The default input type is 0.−300 to 23000.0 to 900.0−100 to 15000.0 to 750.0−300 to 700−199.9 to 700.00 to 30000 to 3000−200 to 1300−20.0 to 500.0−100 to 850−20.0 to 400.0−200 to 400−199.9 to 400.00 to 17000 to 1700Input Setting range (°C)Setting range (°F)t -n i l.adj t p a o Input Typeinpt at AT Execute/Cancel d-u Temperature Unit s n i t p k o TemperatureInput Shift cntl PID • ON/OFF al-1Alarm Value*E5CWL only p Proportional Band cp Control Period r-s RUN/STOP i Integral Time oreV Direct/ReverseOperation d Derivative Time alt1Alarm Type *E5CWL only of-r hys HysteresisOperation/Adjustment Protect Initial Setting Protect Operation Control Key Protect PV/SP Set Point *E5CSL only Manual Reset Value Adjustment Level 100SP 25SP for less for at least 3 seconds.Protect Level Operation Level +Adjustment Level POWER ON Initial Setting Level 100 to 240 VAC, 50/60 Hz85% to 110% of the rated voltageApprox. 3.5 VARelay output: 250 VAC, 3 A (resistive load)Voltage output (for driving SSR): 12 VDC+25%/−15%, 21 mA Relay output: 250 VAC, 1 A (resistive load)ON/OFF or 2-PID control 100,000 operations 250 ms −10 to 55°C (with no freezing or condensation)Thermocouple: K, J, T, R, or S (JIS C 1602-1995 and IEC 60584-1)Platinum resistance thermometer: Pt100(JIS C 1604-1997 and IEC 60751)Control output Recommended fuse Weight Degree of protection Alarm output Control method Electrical life of relay Sampling period Malfunction vibration Vibration resistance Ambient temperature Ambient humidity Storage temperature Altitude Installation environment Memory protection Indication accuracy (ambient temperature: 23°C)25% to 85%Power supply voltage Operating voltage range Power consumption −25 to 65°C (with no freezing or condensation)2,000 m max.T2A, 250 VAC, time-lag, low-breaking capacity Approx. 100 g (Controller only)Front panel: IP50, Rear case: IP20,Terminal section: IP00Installation category II,pollution degree 2 (as per IEC 61010-1)Non-volatile memory(number of write operations: 100,000)Sensor type Alarm type No alarm Deviation upper/lower limit Deviation upper limit Deviation lower limit Deviation upper/lower range D eviation upper/lower limit standby sequence ON Deviation upper limit standby sequence ON Deviation lower limit standby sequence ON Absolute value upper limit Absolute value lower limit Absolute value upper limit standby sequence ON Absolute value lower limit standby sequence ON Do not set.Output OFF Positive alarm value (X)Negative alarm value (X)Always ON Always OFF Always OFF Process value LevelSetting Adjustment LevelOperationLevel PV/SPOthers (Alarm Value): Operation control keys are enabled but operation control using parameters is disabled.: Operation control keys are disabled but operation control usingparameters is enabled.: Operation control keys and operation control using parametersare disabled.Default: 0Operation ControlAT Execute/Cancel (M +D )RUN/STOP (M +U )01234SettingLevel 10Do not set.2SettingInitial Setting Level Default: 1• Operation/Adjustment Protection • Initial Setting Protection • Operation Control Key Protection+−AB B Pt inputAlarm Output• Relay output: 250 VAC, 1 A(resistive load)Input power supply:100 to 240 VAC,50/60 HzDO NOT USE Control output +−TC inputM M MM M M M MM M M M M M MM M Step 3Adjustment Level: Used to tune parameters and set control parameters. Adjustment Level AT Execute/Cancel Temperature Input Shift Proportional Band Integral Time Derivative Time Manual Reset Value Hysteresis l.adj at ins p i d of-r hys This display indicates that you have moved to Adjustment Level.Starts and stops autotuning. (Displayed only when PID control is selected.)*1*2Set a compensation value for the temperature input in increments of 0.1°C or 0.1°F.Set the proportional band in increments of 0.1°C or 0.1°F.(Displayed only when PID control is selected.) Set the integral time in increments of 1 s. (Displayed only when PID control is selected.) Set the derivative time in increments of 1 s. (Displayed only when PID control is selected.) Set the manipulated value to use for P or PD control (I = 0). The offset will be canceled. Set the hysteresis to use to achieve stable operation when switching the control output ON/OFF during ON/OFF control. (Displayed only when ON/OFF control is selected.) off /on -199.9 to 999.90.1 to 999.90 to 39990 to 39990.0 to 100.00.1 to 999.9OFF 0.0 (°C)8.0 (°C)233 (s)40 (s)50.0 (%)1.0 (°C)Step 4Protect Level: Used to set parameters to restrict key operations.Operation/Adjustment Protect Initial Setting Protect Operation Control Key Protect oapt inpt okpt Set protection for Operation Level and Adjustment Level.Set protection for Initial Setting Level. Set protection for the AT Key and RUN/STOP Key (operation control keys). *Refer to table on the right.*Refer to table on the right.*Refer to table on the right. 010Step 2Operation Level: Used to monitor the process value and to set the set point, alarm value, etc.PV/SP Alarm value RUN/STOP Monitor the process value and set the set point.Set the alarm value. The location of the decimal point depends on the input type. *E5CWL only.Start and stop control operation. *1-1999 to 9999run /stop SV: 0 (°C)0 (°C)RUN Display Parameter name Description Setting/monitoring range Default Step 1Initial Setting Level: Used to set basic specifications.Input Type Temperature Unit PID • ON/OFF Control Period Direct/Reverse Operation Alarm Type in-t d-u cntl cp ore?alt1Set the input sensor type.Set the unit for temperature input to Celsius (°C) or Fahrenheit (°F).Set either 2-PID control or ON/OFF control.Set the time-proportional control period for the control output. (Displayed only when PID control is selected.) Set either reverse option (heating control) or direct operation (cooling control). Set the alarm type.*E5CWL only.c (°C)/f (°F)onof /pid 0.5, 1 to 990 or 8°C ON/OFF 20 or 2 (s)Or-r (reverse control)2 (Deviation upper limit)or-r (reverse control)or-d (direct control)*1: Displayed only when Operation Control Key Protection is set to 4.*2: The setting cannot be changed during autotuning. Autotuning will be stopped if you move to Initial Setting Level or stop control operation. • Displays during AutotuningE5CSL: The current deviation indicator will flash. E5CWL: The AT Execute/Cancel characters on display No. 1 and the PV/SP characters on display No. 2 will flash.K J T R S Setting 01234567Check the wiring of inputs, disconnections, short circuitsand input type.T urn the power OFF then back ON again.*2Press the U and D Keys for at least 3 seconds to initialize the settings and clear the non-volatile memory error.*2Display Action s.err (S.ERR)e111(E111)e111/sum (E111)/(SUM) *3Meaning Input error *1RAM memory error Non-volatile memory memory error −300 to 1500−199.9 to 900.0−200 to 850−199.9 to 500.0Pt10089Safety Precautions Indicates a potentially hazardous situation which, if not avoided, is likely to result in minor or moderate injury or property damage. Read this manual carefully before using the product.CAUTION Package Contents • Temperature Controller • Adapter • Instruction Manual 460645844.8×44.848×48Adapter • Solderless terminal size: M3.5• Terminal Cover: E53-COV19 (sold separately)• Front Panel: E53-COV20 (sold separately)Recommended panel thickness is 1 to 5 mm.1(10) D Down Key: Reduces the setting.(11) U Up Key: Increases the setting.(12) O +M Press these keys for at least 3 seconds in Operation Level or Adjustment Level to go to Protect Level.Press these keys for at least 1 second in Protect Level to return to Operation Level.(13)M +D Press these keys for at least 2 seconds to start or stop autotuning.*1(14) M +U Press these keys for at least 2 seconds to start or stop operation.*2(3)(7)(4)(9)(8)(12)(13)(14)(11)(12)(13)(14)(11)(10)(2)(1)(10)(6)(6)(7)(8)(5)(1)(9)E5CSL E5CWL D Key or U Key Input Type Parameter Display Parameter SettingDisplay Press the U or D Key at the display for the parameter for which the setting is to be changed. The parameter setting display will appear.Use the U or D Key to change the setting. Example: Changing the Input Type from 0 to 1in-t 0Procedure for Changing E5CSL Settings After 2 seconds U Flashes quickly.Setting confirmed.*1: These keys are disabled when starting and stopping autotuning has been disabled with operation control key protection.*2: These keys are disabled when starting and stopping operation has been disabled with operation control key protection.Control Output• Relay output: 250 VAC, 3 A (resistive load)• Voltage output (for driving SSR): 12 VDC, 21 mAAlarm hysteresis(always 0.2 °C/°F)23457891045+0.60+1.004560 min.+0.6045+0.60(48 x number of Controllers − 2.5)OMRON CORPORA TION Key to Warning Symbols Warning Symbols SpecificationsWiring Model Number Legends Dimensions (mm)Installation (mm)Connections Front Panel Part Names and Functions(1) Display No. 1 Displays the process value (PV) or parameter. For the E5CSL, the set point or parameter setting is also displayed.(2) Display No. 2 Displays the set point (SP) or parameter setting.(3) Deviation Indicators Show the relation between the process value and the set point. Lit: The process value is more than 5°C/°F higher than the set point. Lit: The process value is more than 5°C/°F lower than the set point. Lit: The process value is within 5°C/°F of the set point. The relevant deviation indicator will flash during autotuning.(4) SP Lit while the set point is displayed on display No. 1 (E5CSL only). (5) ALM Lit while the alarm is ON. Not lit while the alarm is OFF. (6) OUT Lit while the control output is ON. Not lit while the control output is OFF.(7) STOPNot lit during operation. Lit while operation is stopped.(8) O Level Key: Changes the setting level.(9) M Mode Key: Changes the parameter within the setting level.Operation MenuParameter Operations Press Press than 1 second.for at least 1 second.Press Parameter Tables Display Parameter name Description Setting/monitoring range Default Display Parameter name Description Setting/monitoring range Default Display Parameter name Description Setting/monitoring range Default *Refer to table on the right.*Refer to table on the right.al-1r-s Input type: Thermocouple Input Setting range (°C)Setting range (°F)Setting Input type: Platinum Resistance Thermometer Troubleshooting Protection : Can be displayed and changed.: Can only be displayed.: Display or changing to another level is not possible.0 1 2 311OMRON EUROPE B.V.Wegalaan 67-69, NL-2132 JD Hoofddorp The NetherlandsPhone 31-2356-81-300 FAX 31-2356-81-388OMRON ELECTRONICS LLCOne Commerce Drive Schaumburg, IL 60173-5302 U.S.APhone 1-847-843-7900 FAX 1-847-843-7787OMRON ASIA PACIFIC PTE. LTD.No. 438A Alexandra Road # 05-05/08 (Lobby 2),Alexandra Technopark, Singapore 119967 Phone 65-6835-3011 FAX 65-6835-2711OMRON Corporation Shiokoji Horikawa, Shimogyo-ku, Kyoto 600-8530 JAPAN Malfunction shock Shock resistance 10 to 55 Hz, 20 m/s 2 for 10 min each in X, Y and Z directions 10 to 55 Hz, 20 m/s 2 for 2 h each in X, Y and Z directions100 m/s 2, 3 times each in X, Y, and Z directions300 m/s 2, 3 times each in X, Y, and Z directionsMd-u Next Parameter Display*The dimensions are the same for the E5CSL.(±0.5% of indication value or ±1°C, whichever is greater)±1 digit max.R, S thermocouple at 200°C or less: ±3°C ±1 digit max.K, T thermocouple at −100°C or less: ±2°C ±1 digit max.Use a deviation alarm to link the alarm to the SP.If the SP is changed, the alarm operating point will also change.Deviation AlarmUse an absolute value alarm when the alarm is not linked to the SP.Absolute Value Alarm0X ON OFF SP X ON OFF SP X ON OFF SP X ON OFF 0X ON OFF 0X ON OFF 0X ON OFF 0X ON OFF ON OFF SP X XSP XON OFF SP XON OFF SP X X ON OFF SP X X ON OFF SP X ON OFF SP X ON OFF 0X ON OFF0XON OFF 0X ON OFF Set this difference.SP Linked Fixed Set the difference(deviation) from the SP.Set the alarm operating point as the temperature (absolute value).Set the temperature (absolute value) at which to output an alarm.0* Alarms with a Standby SequenceSP X ON OFFAlarmsSetting 0 1 2 3 4 5 6 7 8 9 1011 12Alarm operating point Alarm operating point The alarm is blocked until the first safe-state is reached.Unwanted alarm during start-up are prevented.Deviation/ab solute value alarm Deviation alarmDeviationalarm DeviationalarmDeviation alarm Deviation alarm Deviationalarm Deviationalarm Absolute value alarm Absolutevalue alarm Absolute value alarmAbsolute value alarm Be sure to observe the following precautions to prevent operation failure, malfunction, or adverse affects on the performance and functions of the product. Not doing so may occasionally result in unexpected events.(1) The product is designed for indoor use only. Do not use the product outdoors or in any of the following locations. •Places directly subject to heat radiated from heating equipment.•Places subject to splashing liquid or oil atmosphere. •Places subject to direct sunlight. •Places subject to dust or corrosive gas (in particular, sulfide gas and ammonia gas). •Places subject to intense temperature change.•Places subject to icing and condensation. •Places subject to vibration and large shocks.(2) Use/store within the rated temperature and humidity ranges. Provide forced-cooling if required.(3) To allow heat to escape, do not block the area around the product. Do not block the ventilation holes on the product.(4) Be sure to wire properly with correct polarity of terminals.(5) Use specified size (M3.5, width 7.2 mm or less) crimped terminals for wiring. To connect bare wires to the terminal block, use copper braided or solid wires with a rated temperature of over 70°C and a gauge of AWG24 to AWG14 (equal to a cross-sectional area of 0.205 to 2.081 mm 2). (The stripping length is 5 to 6 mm.) Up to two wires of same size and type, or two crimped terminals can be inserted into a single terminal.(6) Do not wire the terminals which are not used.(7) Allow as much space as possible between the controller and devices that generate a powerful high- frequency or surge. Separate the high-voltage or large-current power lines from other lines, and avoid parallel or common wiring with the power lines when you are wiring to the terminals.(8) Use this product within the rated load and power supply.(9) Make sure that the rated voltage is attained within two seconds of turning ON the power using a switch or relay contact. If the voltage is applied gradually, the power may not be reset or output malfunctions may occur.(10) Make sure that the Controller has 30 minutes or more to warm up after turning ON the power before starting actual control operations to ensure the correct temperature display. (11) A switch or circuit breaker should be provided close to this unit. The switch or circuit breaker should be within easy reach of the operator, and must be marked as a disconnecting means for this unit.(12) Do not use paint thinner or similar chemical to clean with. Use standard grade alcohol.(13) Design system (control panel, etc) considering the 2 second of delay that the controller’s output to be set after power ON.(14) The output may turn OFF when shifting to certain levels. Take this into consideration when performing control.(15) The number of non-volatile memory write operations is limited.Precautions for Safe Use A malfunction in the Temperature Controller may occasionally make control operations impossible or prevent alarm outputs, resulting in property damage. To maintain safety in the event of malfunction of the Temperature Controller, take appropriate safety measures, such as installing a monitoring device on a separate line.Default: 0: Can be displayed and changed.: Display or changing to another level is not possible.2113603-9A CL1for at least 3 seconds.Press for at least 1 second.+Press。

质量专业词汇[详细]

Docu米entation require米ent 文件化要求Control of docu米ents 文件控制Engineering specification 工程规范米anage米ent responsibility 管理职责米anage米ent co米米it米ent 管理承诺Process efficiency 过程效率Custo米er focus 以顾客为关注焦点Quality policy 质量方针Quality objective 质量目标Supple米ent 补充Quality 米anage米ent planning 质量管理策划Responsibility, authority and co米米unication 职责,权限与沟通Responsibility for quality 质量职责米anage米ent representative 管者理代表Custo米er representative 客户代表Internal co米米unication 内部沟通米anage米ent review 管理评审Quality 米anage米ent syste米perfor米ance 质量管理绩效Review input 管理评审输入Review output 管理评审输出Resource 米anage米ent 资源管理Provision of resource 资源提供Hu米an resource 人力资源Co米petence, awareness and training 能力,意识和培训Product design skills 产品设计能力Training on the job 在职培训E米ployee 米otivation and e米power米ent 员工激励与授权Infrastructure 基础设施Plant, facility and equip米ent planning 工厂,设施及设备策划Contingency plans 紧急应变计划Work environ米ent 工作环境Personal safety to achieve product quality 确保员工安全以达到产品质量Cleanliness of pro米ises 生产现场的清洁Product realization 产品实现Planning of product realization 产品实现策划Acceptance criteria 接收准则Confidentiality 机密性Change control 更改控制Custo米er-related process 客户相关过程Deter米ination of require米ent related to the product 与产品相关的客户要求的确定Custo米er-designed special characteristics 客户指定的特殊特性Review of require米ent related to the product 与产品相关产品要求的评审Organization 米anufacture feasibility 组织制造可行性Custo米er co米米unication 顾客沟通Design and develop米ent planning 设计开发策划米ultidisciplinary approach 多方论证方法Design and develop米ent input 设计开发输入Product design input 产品设计输入米anufacture process design input 制造过程设计输入Design and develop米ent outputs 设计和开发输出Special characteristics 特殊特性Design and develop米ent review 设计开发评审米onitoring 监视Design and develop米ent verification 设计开发验证Design and develop米ent validation 设计开发确认Prototype progra米样件计划Product approval process 产品批注程序Control of design and develop米ent changes 设计开发更改的控制Purchasing 采购Purchasing process 采购过程Regulatory confor米ity 法规的符合性Supplier quality 米anage米ent syste米develop米ent 供应商质量管理体系开发Custo米er-approved sources 顾客认可的供方Purchasing infor米ation 采购信息Verification of purchased product 采购产品的验证Inco米ing product quality 入厂产品的质量Supplier 米onitoring 产品监视Production and service provision 生产和服务的提供Control of production and service provision 生产和服务提供的控制Control plan 控制计划Work instruction 作业指导书Verification of job set-ups 作业准备的验证Preventive and predictive 米aintenance 预防性和预知性维护米anage米ent of production tooling 工装管理Production schedule 生产安排Feedback of infor米ation fro米service 服务信息的反馈Service agree米ent with custo米er 与顾客的服务协议Validation of processes for production and service provision 产品和服务提供过程的验证Identification and traceability 标识和可追溯性Custo米er property 顾客财产Custo米er-owned production tooling 顾客拥有的产品工装Preservation of product 产品防护Storage and inventory 储存和库存Control of 米onitoring and 米easuring devices 监视和测量设备的控制米easure equip米ent analyse 量测系统分析Calibration/verification records 校准/验证记录Laboratory require米ent 实验室要求Internal laboratory 内部实验室External laboratory 外部实验室米easure米ent, analyse and i米prove米ent 测量,分析和改进Identification of statistic tools 统计工具的确定Knowledge of basic statistical concepts 统计基础知识米onitoring and 米easure米ent 监视和测量Custo米er satisfaction 客户满意度Internal audit 内审Quality 米anage米ent syste米audit 质量管理体系审核米anufacture process audit 制造过程审核Product audit 产品审核Internal audit plan 内审计划Internal auditor qualification 内审员资质米onitoring and 米easure米ent of processes 过程的监视和测量米onitoring and 米easure米ent of 米anufacture process 制造过程的监视和测量米onitoring and 米easure米ent of product 产品的监视和测量Layout inspection and functional testing 全尺寸检验和功能测试Appearance ite米s 外观项目Control of nonconfor米ing product 不合格品的控制Control of reworked product 返工产品的控制Custo米er infor米ation 顾客信息Custo米er waiver 顾客放弃Analysis of data 数据分析Analysis and use of data 数据分析及应用I米prove米ent 改进Continual i米prove米ent 持续改进Continual i米prove米ent of the organization 组织的持续分析米anufacturing process i米prove米ent 制造过程改进Corrective action 纠正措施米ethods of proble米solving 解决问题的方法Error-proofing 防错Corrective action i米pact 纠正措施影响Rejected product test/analysis 不合格品测试/分析Preventive action 预防措施Annex 附录Nor米ative 标准化的Phases of the control plan 控制计划段落Ele米ents of the control plan 控制计划项目Bibliography 参考书目。

过程失效模式及后果分析控制程序(中英文版本)

APQP team are responsible to set and manage（PFMEA）
4.0术语Terms
4.1 PFMEA ——指Process Failure Mode and Effects Analysis（过程失效模式及后果分析）的英文
简称。由负责制造/装配的工程师/小组主要采用的一种分析技术，用以最大限度地保证各种
for product quality > before producing ,during or before feasibility phase when customers or
company have requirements and needs .and ask for team leader’s approval . when customers have
可能性。当纠正预防措施实施验证有效后，过程的风险（即RPN值）就会恢复正常（RPN
≤80）。届时，须修改过程失效模式及后果分析（PFMEA）中的风险系数（RPN值）
APQP team can analyze and evaluate risk of process in accordance with flow chart of that products
cause / mechanism , process defect or evaluating target of possibility of appearance of failure mode
in the following procedure . use the third kind of process control method to find out evaluation target

Robust Control

Robust ControlRobust control is a branch of control theory that deals with the design of control systems that can operate effectively in the presence of uncertainties and disturbances. These uncertainties can arise from various sources, such as modeling errors, parameter variations, and external disturbances. The goal of robust control is to ensure that the system remains stable and performs satisfactorily despite these uncertainties.One of the key challenges in robust control is to design controllers that can handle uncertainties without sacrificing performance. This requires a careful balance between robustness and performance. On the one hand, a controller that is too robust may be overly conservative and result in poor performance. On the other hand, a controller that is too aggressive may be sensitive to uncertainties and result in instability or poor performance.To address this challenge, various techniques have been developed for robust control. These include H-infinity control, mu-synthesis, and robust model predictive control. These techniques differ in their approach and assumptions, but they all aim to achieve robustness while maintaining performance.H-infinity control is a popular technique for robust control that is based on the concept of optimal control. The goal of H-infinity control is to minimize the worst-case performance of the system subject to certain constraints. This approach is particularly useful when the uncertainties are bounded and can be modeled as a norm-bounded perturbation.Mu-synthesis is another technique for robust control that is based on the concept of structured uncertainty. The idea behind mu-synthesis is to design a controller that is robust to uncertainties that have a known structure. This approach is particularly useful when the uncertainties are not bounded and cannot be modeled as a norm-bounded perturbation.Robust model predictive control is a relatively new technique for robust control that is based on the concept of predictive control. The idea behind robust model predictive control is to design a controller that can handle uncertainties in the future by optimizing a sequence of control actions over a finite time horizon. This approach is particularly useful when the uncertainties are time-varying and cannot be modeled as a fixed perturbation.In addition to these techniques, there are also various tools and software packages available for robust control design. These include MATLAB, Simulink, and Robust Control Toolbox. These tools can be used to simulate and analyze the performance of robust control systems under various scenarios and uncertainties.In conclusion, robust control is an important area of control theory that deals with the design of control systems that can operate effectively in the presence of uncertainties and disturbances. This requires a careful balance between robustness and performance, which can be achieved through various techniques and tools. By incorporating robust control into the design of control systems, we can ensure that these systems remain stable and perform satisfactorily under a wide range of conditions.。

The-logistics-cost-物流成本控制control-外文翻译

物流成本控制The logistics cost controlWith the rapid development of science and technology and the enhancement of the trend of economic globalization, the countries of the world economy is facing unprecedented opportunities and challenges. As an important part of modern economy, modern logistics in the national economy and social development plays an important role. Logistics cost is one of the core concepts of logistics, how to calculate, and what is the difference between the traditional storage and transportation costs, these problems not only relates to how to know the current situation of logistics in China, from the macroscopic also relates to the specific calculation and evaluation of logistics practice. Control is a control system to achieve all the goals. The so-called logistics cost control is to use a particular theory, method and system on logistics each link of the expenses incurred for effective planning and management.Basic introductionTo control the logistics cost, an enterprise should according to the following steps to gradually achieve:1, you first need to understand your service object. What needs do they have? How can a higher level of service to achieve customer satisfaction? This is very important, when many companies tend to be because of lower costs and reduce the cost of the result of the customer service level is down, enterprise's sales are down, but led to rising, so that the overall costs of the loss of competitiveness. So we must first clear customer service requirements, these requirements and standards are not allowed to decrease.2, the second to get to know the composition of your logistics cost. Enterprise's logistics cost generally includes storage cost, transportation cost, information cost, managementcost, the cost must be refined. Such as storage cost: all the associated costs and warehousing activities, order cost, loss of the cargo interest, depreciation, purchase cost, inventory cost, picking cost, distribution cost, circulation processing cost, transportation cost, warehouse all kinds of facilities, equipment depreciation, labor costs, etc.; Transport costs: outside the unit transportation cost, the unit vehicle use various cost, insurance premium, and careful, oil expenses, toll fee, depreciation cost, maintenance cost and artificial cost, etc.), information cost, amortization system development, system maintenance, system related equipment depreciation cost; Cost management: all kinds of artificial cost management.3, need to understand the business area and the distribution of the current service, cost, etc. Where is the supply of goods? Where is the customer? Where is the warehouse? Now is how to service? The current situation of service? Current cost? Now the mode of transportation? Need to learn more about each piece. Through your client in where? What are their needs and quantity? Customer requirements of the supply of goods in where? The comparison of different means of transportation cost and analysis? Different carriers, service, cost comparison and analysis.4, considering the layout according to the current customers, arrange the best goods flow, analysis of different combination of cost and service. Determine the warehouse layout, determine the warehouse service customers, to determine the flow of goods, to determine the economic inventory distribution, determine the best mode of transportation, to determine the best carrier.5, will be the fourth step refinement into enterprise business process and operation specification, at the same time with all kinds of monitoring and analysis report. Analyzing the needs of customers, arrange the best inventory distribution; Analyzing thecost of change; Continuous assessment service level, the cost of all kinds of carriers, The costs of all kinds of audit.Simple write here, still relatively early shallow. Lower logistics costs is a continuing process, clear what to do first? Then what will produce what charge? After understanding the status quo? To design the best implementation pattern? Finally strengthen monitor constantly improve optimization.Basic methodLogistics cost control methods, including absolute cost control method and relative cost control method.The absolute cost controlIs control the cost within an absolute amount of the cost control method. Absolute cost control from the various cost saving, put an end to the channels of waste logistics cost control, and asked what was happening in the operation of the production process costs are included in the scope of cost control. Standard cost and budget control is the main method of absolute cost control.Relative to the cost controlBy cost and output value, profits, quality and function of factors such as comparative analysis, seek the most economic benefits under certain constraints of a kind of control method.Relative cost control to expand the field of logistics cost control, asking people in an effort to reduce logistics cost at the same time, sufficient attention and closely related to the cost factors, such as product structure, the structure of the project, quality of servicelevel, quality management, and other aspects of work, the purpose is to improve the efficiency of the control cost, both to reduce the unit product costs, improve overall economic efficiency.basic principleLogistics system cost control to carry out the following principles:(1) the right standards for the cost of logistics activities, using the standard strictly implement the cost responsibility system.(2) the combination of general and key, according to the exception principle, especially the logistics cost.(3) from top to bottom, and daily on a regular basis, combining the experts and the masses, one-way activity combination and integration process, the comprehensive logistics cost control.Basic wayTo strengthen the inventory management and reasonable control inventoryTo strengthen the inventory management, reasonable control inventory is the first task of logistics cost control. Enterprise inventory costs include holding cost, ordering or production preparation cost and shortage cost. Inventory quantity is too much, although can meet customer demand, reduce the shortage cost and ordering cost, but increase the enterprise's inventory holding cost; Inventory quantity is not enough, although can reduce inventory holding cost, but will not be normal to meet customer demand and increase the shortage cost and ordering cost. How to determine the damage neither customer service levels, nor the enterprise for holding too much inventory and increasethe cost of reasonable inventory reserves, this needs to strengthen the inventory control and enterprise can use the economic order batch method, MRP, inventory control, JIT inventory control, etc.On the whole process of supply chain management, improve the level of logistics servicesControl the logistics cost is not just the pursuit of the efficiency of logistics enterprises, the main consideration should be given more from products to end users throughout the supply chain logistics cost efficiency. With today's competition in the enterprise environment, customers put forward higher request, in addition to price more enterprises can effectively shorten the period of goods turnover, really quickly, accurately and efficiently manage the commodity, in order to achieve this goal, is just the logistics system has the efficiency of an enterprise is not enough, it need to coordinate with other enterprises and customers, transportation industry, the relationship between the efficiency of the entire supply chain activities. Therefore lower logistics costs is not just logistics departments or enterprises of the production department, is also sales and procurement departments of responsibility, also the goals to reduce logistics cost through to the enterprise all functional departments. Improve the logistics service is one of the ways to reduce logistics cost, by strengthening the logistics service to customers, contribute to the realization of sales to ensure that the enterprise benefits. , of course, at the same time as the guarantee to improve the logistics service, and to prevent excess of logistics services, more than the necessary logistics service may impede the implementation of the logistics efficiency.Through the reasonable distribution to reduce logistics costDistribution is an important link in logistics services, through the realization of the efficiency of distribution, increase the cubed out and reasonable arrangements to plan, choose reasonable transportation, can reduce the distribution cost and transportation cost. The use of logistics outsourcing to reduce logistics costLogistics outsourcing is an important means of controlling logistics cost. Enterprises logistics outsourcing to specialized third-party logistics companies, through the integration of resources, utilization, not only can reduce the enterprise investment cost and logistics cost, and can make full use of the professional and technical advantages, improve the level of logistics services. The author has some cost of logistics in China has a large enterprise must rely on a survey of logistics cost occupies a considerable proportion in the enterprise, there are a lot of enterprise logistics cost accounts for more than 20% of the cost of sales. They are in the process of practice through different forms of logistics outsourcing, fundamentally reduces the logistics cost, and makes the service quality to rise obviously, so as to get rid of the cycle in some enterprises in the past, made a lot of money, it is made for shipping company. Robust that everyone is familiar with the company to produce nationally famous for bottled purified water, mineral water, bottled water sales process occupies a considerable proportion of the logistics cost, logistics cost accounts for 39% of the cost of sales, as the change of domestic and foreign economic environment, especially the rising oil prices and the national governance of overrun overload, make the enterprise faces a lot of pressure in terms of logistics, so they choose the logistics outsourcing, mainly take personnel outsourcing, outsourcing cargo handling, service outsourcing, logistics cost after change in the cost of sales share dropped to 6.5%.Control and reduce logistics costIn the rapidly development of modern logistics technology gradually perfect logistics system software. With the aid of logistics information system, on the one hand various logistics operations or business processing can accurately and rapidly; On the other hand, the establishment of the logistics information platform, all kinds of information transmitted through the network, so that the whole process of production, circulation enterprises or departments share the resulting profits, fully cope with the possibility of demand, and adjust the business practices of different enterprises and planning, so as to effectively control the happening of the ineffective logistics cost, basically realize the logistics cost is reduced, which fully reflects the logistics of the third profit source.To sum up, the logistics cost control is a comprehensive and systematic project, to build a new control thought, from the global, to obtain good economic benefit, logistics "the third profit source" can really play a role.The domestic situationOur whole society total logistics cost of GDP, down to 21.4% since 1998, seven years in a row in the percentage, is still in the level of 21.3% by 2004. The level of developed countries and foreign logistics is about 8% ~ 10%. So far, our country's logistics industry is still in its infancy, stay in vulgar management, the level of quality and efficiency is not very ideal. The modern logistics concept to China, by contrast, has more than 20 years of history, but the logistics real attention by Chinese companies, was promoted to the height of the strategic management, practical significance of the third party logistics industry, in the 21st century has just begun.At present, the domestic enterprises in the logistics cost control, an exploration is still in the stage, the perceptual component in the majority. Put forward the importance oflogistics costs "black continent" theory, indicate that people know about logistics cost of one-sidedness of "logistics iceberg theory"; Clarify logistics cost control is the enterprise profit point of "the third profit source" hypothesis; Easy logistics cost calculation method - "ABC" logistics calculation method research achievements abroad for Chinese enterprise. It is important to our country enterprise vigilant that these theory are based in the international large-scale enterprise of research. And the logistics industry of our country basic is composed of under $5 billion small and medium-sized enterprises. The existing advanced logistics concept how to reasonable application characteristic of the economic situation in our country, has become a major subject presses for solution.Cost of logistics systemLogistics system includes transportation, warehousing, packaging, handling, distribution, circulation processing, logistics information. Standing in the perspective of enterprise, it is necessary to reduce the isn't a link in the system cost, but from a global control system cost finally. To achieve this goal, need to adjust to the whole logistics system, improvement and optimization, to provide as high as possible as low as possible in the logistics cost of logistics service quality. Logistics each subsystem in its reasonable optimization on the basis of cohesion, to adapt to each other, each other to form the best structure and the operation mechanism, can give full play to the efficiency of each subsystem, and the overall efficiency of the system is able to fully embody. In the end, to ensure that the logistics system has the ability to according to the types of goods, quantity, delivery requirements, transportation conditions, etc., make the goods as soon as possible by origin with minimal link, in the most economic route, the high quality land into the hands of users, in order to achieve the purpose of reduce logistics costs, improve the economic benefit.Mention logistic system, wal-mart (Wal - Mart) group is a must to mention. Wal-mart after 44 years of operation, already have 3 more than 000 chain stores in the United States, in overseas has 1 000 chain stores, as many as 885000 employees, is the world's biggest retail enterprise. It a cost leadership strategy covers the commodity purchase store sales all the links on the transfer process cost and cost control. The company has built 62 distribution centers, distribution service for 4 more than 000 chain stores in the world, the company sales of 80000 products, 85% of these supplies distribution center. The company in the United States more than a total of nearly 30000 domestic large container trailer, 5 more than 500 large cargo truck. Transport amount of 7.75 billion cases each year, the total travel 650 million km. Distribution center is completely automated, each commodity bar code, are marked by a dozen kilometers of conveyor belt transmission products, with a laser scanner and computer to track the storage location of each item and shipping. For reasonable scheduling of the scale of the commodity procurement, inventory, logistics and distribution management, the company has established the specialized computer management systems, satellite positioning system and TV scheduling system, and even have their own satellites. Wal-mart's logistics system is a whole system, on the one hand can guarantee adequate shelf in time, on the one hand, also will try our best to make the inventory to a minimum.The thinking of integrated logistics systemIn reality, the highest level of logistics service and the lowest logistics cost is impossible to set up at the same time, both between them there is a "law of antinomy. High levels of logistics service requires a large number of inventory, enough freight and plenty of storage, this is bound to produce high logistics costs; And lower logistics costs asking for is a small amount of inventory, low freight rates and less storage, which in turn willreduce services, reduce service levels and standards. Wal-mart in the United States to set up the logistics system from the economic scale of its existing well solve the "law of antinomy, found their own logistics service level of the highest and the lowest organic balance between the logistics cost. Automated distribution centers in the United States, it is recognized as the most advanced distribution center, to achieve the goal of high efficiency, low cost, for wal-mart implements the "everyday parity" provides reliable logistics guarantee. To enter the Chinese market, however, didn't immediately put it in the United States of wal-mart's business model copy China to come, but according to the actual situation, timely and reasonable to gradually set up purchasing center and distribution center, in order to upgrade the automation level. Wal-mart's attitude is worth pondering for Chinese companies.(1) transportation cost control. Our country enterprise is limited by the size, neither necessary nor possible in a short period of time with a large transport capacity, less likely to widely used technology such as GPS. Which requires the enterprise must fully use the existing facilities, starting from the global, strive for short transport distance, transport capacity among provinces, less operation, to reach high speed, low transportation costs, transportation, quality and efficient planning and aviation, railway, highway, waterway transport.(2) the distribution cost control. Even the strength of the wal-mart, after also didn't immediately come to China for the layout of the distribution center, but according to the development strategy of business step by step. Chinese enterprises should also follow this principle, according to the distribution network and the development of appropriate scale set up distribution centers. Some production enterprise internal logistics at present didn't have to consider to establish a distribution center, only need to optimize thestorage.(3) the rationalization of logistics facilities and equipment. Every enterprise's logistics has its own characteristics, the enterprise should be to choose the logistics equipment and logistics facilities. Warehouse is self-built or lease, you need to set up the shelf, use what kind of material, specifications of the tray, equipped with what sort of transport, handling tools and vehicles is a problem that every enterprise to consider. Does not require much and all the logistics facilities and equipment, but must be able to adapt to the characteristics of the enterprise. In the commodity circulation in wuhan from best warehousing distribution center has its own European warehouse, take the pallet racking combined with gravity shelves, multi-purpose plastic tray, with van, and four kinds of forklift, including "lumbricus" to serve the needs of logistics. In the third party logistics bureau wuhan branch is rented warehouse, use pallet racking, mainly use wooden pallet, road, rail transport, adequate equipment two forklifts, company-wide on-the-job personnel also less than 30 people.(4) information system reasonably. All the associated with logistics information flow determines the effectiveness of the logistics system, to guide the flow of operations. Contemporary social demand diversification and individuation, production type to develop in the direction of many varieties, small batch, production and processing equipment from the flowing water line of special processing equipment, to adopt a multi-function machining center of flexible manufacturing system (FMS). With a medium-sized commodities flow-through enterprise as an example, its operating varieties are more than 5, 000 at least. The resulting large amounts of information has gone far beyond the human computing ability. Logistics system in order to adapt to this change will need to implement a high degree of information. But the informatization process ofcan and should be gradual. Wal-mart in the United States to use large computers to set up the data center, and wuhan from best warehousing distribution center only used a handheld scanner, electronic counters, etc. A relatively small amount of electronic equipment. The question of whether there is no advanced information system, the key lies in whether can meet the demand of the enterprise logistics management and cost. The development of the logistics systemThe cost of logistics system not only limited to the enterprise internal control. In fact has developed into the Supply Chain enterprise logistics system (Supply Chain) an integral part. Shenlong automobile co., LTD., for example, the company quite a lot of parts by wuhan local purchasing auto parts enterprises. Dpca through qualification assessment and tender way in the selection of suppliers, and they become a community of interests, by sharing information, coordinate with each other, to ensure the dongfeng-citroen automobile spare parts supply, smooth of dpca's internal logistics operation can also help companies control purchasing cost, ensure the quality of products.In fact, the enterprise supply chain are only consider the suppliers, manufacturers, distributors, are not fully consider all stakeholders. Also includes the enterprise logistics system in the broadest sense of the upstream and downstream customers and all stakeholders. To add these factors to the enterprise logistics system, and then a new comprehensive cash flow and information flow, make up a complete enterprise V alue Chain (Value Chain). The stakeholders here refers to the main body of all affected by the enterprise business activities. A brewer, for example, it products to the customers' hands by seller, the related interests may be consumers, third party logistics enterprise, the brewery surrounding residents even by relevant government functional departments, etc. Consumer is the end of product logistics, third-party logistics can provide enterpriseswith services, factory nearby residents may claim of environmental problems caused by the enterprise, government functional departments may to the enterprise management to intervene. The enterprise value chain optimization to provide guarantee for efficient production, improve the service level of the enterprise, reasonable cost reduction, also should pay attention to the social benefits of enterprises properly. Otherwise, the enterprise internal logistics system can be affected by enterprise stakeholders and reach the purpose of the design.conclusionIn the 21st century, our country enterprise is facing the challenge of globalization, the vast majority of industry overcapacity, the buyer's purchasing power is lower than the market supply situation. In this case, the manufacturing and circulation to reduce logistics costs, improve the level of service as an important way to obtain competitive advantage. Logistics system cost reduction does not mean lower service levels at the same time. Control the logistics cost is to reduce the logistics cost to improve the level of service by the best matching point or range, so as to more effectively achieve the purpose of enterprises to reduce costs and promote corporate cutbacks. Chinese enterprises should be selectively absorb the successful experience of international logistics management research, and the theoretical circle to carry out all-round cooperation, to speed up the pace of the development of logistics in China.中文随着科学技术的快速发展和经济全球化趋势的增强，世界经济国家面临着前所未有的机遇和挑战。

The Quality of Accruals and Earnings_ The Role of Accrual Estimation errors

THE ACCOUNTING REVIEWV ol.77Supplement2002pp.35–59The Quality of Accruals and Earnings:The Role of AccrualEstimation ErrorsPatricia M.DechowUniversity of MichiganIlia D.DichevUniversity of MichiganABSTRACT:This paper suggests a new measure of one aspect of the qualityof working capital accruals and earnings.One role of accruals is to shift oradjust the recognition of cashﬂows over time so that the adjusted numbers(earnings)better measureﬁrm performance.However,accruals require as-sumptions and estimates of future cashﬂows.We argue that the quality ofaccruals and earnings is decreasing in the magnitude of estimation error inaccruals.We derive an empirical measure of accrual quality as the residualsfromﬁrm-speciﬁc regressions of changes in working capital on past,present,and future operating cashﬂows.We document that observableﬁrm charac-teristics can be used as instruments for accrual quality(e.g.,volatility of ac-cruals and volatility of earnings).Finally,we show that our measure of accrualquality is positively related to earnings persistence.Keywords:quality of accruals;earnings quality;estimation errors;earningspersistence.Data Availability:Data are available from sources identiﬁed in the paper.I.INTRODUCTIONT his paper suggests a new measure of one aspect of the quality of working capital accruals and earnings.The measure is based on the observation that accruals shift or adjust the recognition of cashﬂows over time,so that the adjusted numbers (earnings),better measureﬁrm performance(e.g.,see Statement of Accounting Concepts We thank workshop participants at The University of Arizona,University of Chicago,Columbia University, Indiana University,University of Michigan,The Accounting Review Conference on Quality of Earnings held at Emory University,the2001Big Ten Research Conference,and especially Dan Collins,Bob Lipe,Mort Pincus, Katherine Schipper,Peter Wysocki,and two anonymous reviewers.Professor Dechow acknowledgesﬁnancial support provided by the Michael A.Sakkinen Research Scholar Fund at the University of Michigan Business School.Professor Dichev acknowledges theﬁnancial support of the Sanford Robertson Assistant Professorship in Business Administration and the Norman Auerbach PricewaterhouseCoopers Faculty Fellowship.3536The Accounting Review,2002Supplement No.1,FASB1978,para.44).For example,recording a receivable accelerates the recog-nition of a future cashﬂow in earnings,and matches the timing of the accounting recognition with the timing of the economic beneﬁts from the sale.However,accruals are frequently based on assumptions and estimates that,if wrong,must be corrected in future accruals and earnings.For example,if the net proceeds from a receivable are less than the original estimate,then the subsequent entry records both the cash collected and the correc-tion of the estimation error.We argue that estimation errors and their subsequent corrections are noise that reduces the beneﬁcial role of accruals.Therefore,the quality of accruals and earnings is decreasing in the magnitude of accrual estimation errors.Our empirical measure of accrual quality is the extent to which working capital accruals map into operating cash ﬂow realizations,where a poor match signiﬁes low accrual quality.The intuition behind this measure is available in both theoretical and practical texts that observe that the beneﬁcial role of accruals is reduced by various limitations,including estimation errors.For example,Palepu et al.(2000)discuss estimation errors as a factor that reduces accounting quality,and suggest that estimation accuracy depends onﬁrm char-acteristics like complexity of transactions and predictability of theﬁrm’s environment.We develop this existing intuition into a practical measure of accrual and earnings quality.Our approach to estimating the quality of accruals is related to two streams of research. First,several studies document the beneﬁts of the accrual process,ﬁnding that earnings is a better measure of performance than the underlying cashﬂows(e.g.,Dechow1994; Dechow et al.1998;Liu et al.2002).We build on this evidence by exploring the trade-offs inherent in the accrual process.Second,a number of studies use models of‘‘discre-tionary accruals’’to investigate the manipulation of accruals to achieve earnings manage-ment goals(see Healy and Wahlen[1999]for a recent review).These studies focus on the opportunistic use of accruals to window-dress and mislead users ofﬁnancial statements. This stream of research suggests that managerial intent affects the incidence and magnitude of accrual estimation errors.In contrast,we argue that even in the absence of intentional earnings management, accrual quality will be systematically related toﬁrm and industry characteristics.This dis-tinction is important because such characteristics are likely to be both observable and recurring(e.g.,the volatility of operations is systematically related to the propensity to make estimation errors)as compared to the determinants of managerial opportunism that are often unobservable and/or sporadic(e.g.,before stock offerings).For our purposes,we do not attempt to disentangle‘‘intentional’’estimation errors from unintentional errors be-cause both imply low-quality accruals and earnings.We develop a model that examines the origination and reversal of working capital accruals in a stylizedﬁrm.The model embodies the intuition that the timing of theﬁrm’s economic achievements and sacriﬁces often differs from the timing of the related cashﬂows, and that the beneﬁt of accruals is to adjust for these cashﬂow timing problems.However, the model also reveals that the beneﬁt of using accruals comes at the cost of including accrual components that initiate and correct estimation errors.We focus on working capital accruals and operating cashﬂows for tractability:the initiation and reversal of these accruals occurs within a year.Our measure of accrual estimation errors is the residuals fromﬁrm-speciﬁc regressions of changes in working capital on last year,present,and one-year ahead cashﬂows from operations.These residuals are unrelated to cashﬂow realizations,and include the estimation errors and their reversals.The standard deviation of these residuals is ourﬁrm-speciﬁc measure of quality of accruals and earnings,where a higher standard deviation signiﬁes lower quality.We illustrate the usefulness of our analysis in two ways.First,we explore the relation between our measure of accrual quality andﬁrm characteristics.The nature of the accrualDechow and Dichev—The Quality of Accruals and Earnings 37process suggests that the magnitude of estimation errors will be systematically related to business fundamentals like the length of the operating cycle and variability of operations.We ﬁnd that accrual quality is negatively related to the absolute magnitude of accruals,the length of the operating cycle,loss incidence,and the standard deviation of sales,cash ﬂows,accruals,and earnings,and positively related to ﬁrm size.Our results suggest that these observable ﬁrm characteristics can be used as instruments for accrual quality.This is im-portant because the regression-based estimation of accrual quality demands long time-series of data and the availability of subsequent cash ﬂows,which makes it costly or infeasible for certain practical applications (e.g.,quality-of-accruals-based trading strategies).Second,we illustrate the usefulness of our analysis by exploring the relation between our measure of accrual quality and earnings persistence.Firms with low accrual quality have more accruals that are unrelated to cash ﬂow realizations,and so have more noise and less persistence in their earnings.Indeed,we ﬁnd a strong positive relation between accrual quality and earnings persistence.However,our measure of accrual quality is theoretically and empirically related to the absolute magnitude of accruals,and Sloan (1996)documents that the level of accruals is less persistent than cash ﬂows.Probing further,we ﬁnd that accrual quality and level of accruals are incremental to each other in explaining earnings persistence,with accrual quality the more powerful determinant.The remainder of the study is organized as follows.Section II presents our model of accrual quality.Section III describes the sample and provides descriptive statistics.Section IV derives the empirical measure of accrual quality and explores the relation between accrual quality and both ﬁrm characteristics and earnings persistence.Our conclusions are provided in Section V .II.THEORETICAL MEASURE OF ACCRUAL AND EARNINGS QUALITY Model of AccrualsOur model of accruals focuses on working capital accruals because cash ﬂow realiza-tions related to working capital generally occur within one year,making both the theory and the empirics more tractable.While the intuition about errors in estimation applies to all accruals,the long lags between noncurrent accruals and cash ﬂow realizations practically restrict the application of our approach to only short-term accruals.We build our accrual framework around the observation that earnings equals cash ﬂows plus accruals,E ϭCF ϩAccruals.Cash ﬂows for any period t can be categorized into three groups:SymbolName CF t t Ϫ1Cash Collections or Payments of Amounts Accrued at t Ϫ1(net)CF t tCurrent Cash Flows (net)CF t t ϩ1Cash Flows Deferred to t ϩ1(net)From an accounting perspective,for each cash ﬂow,the two important events are the receipt or disbursement of the cash ﬂow and the recognition of that cash ﬂow in earnings (as revenue or expense).The subscript refers to the period the cash ﬂow is received or disbursed,and the superscript refers to the period the cash ﬂow is recognized in earnings.For example,CF t t–1denotes that the cash ﬂow occurs after the corresponding amount is recognized in earnings (e.g.,collection of an accounts receivable).CF t t refers to cash ﬂows received or paid in the same period as the cash ﬂows are recognized in earnings.Finally,CF t t ϩ1refers to cash received or paid before the revenue or expense is recognized in earn-ings,such as cash payments for inventory.38The Accounting Review,2002Supplement Summing up,total cash ﬂow for period t is:t Ϫ1t t ϩ1CF ϭCF ϩCF ϩCF (1)t t t t The accounting system provides for accruals,temporary adjustments that shift the rec-ognition of cash ﬂows over time.When recognition of a cash ﬂow is shifted,two accrual entries are created,an opening and a closing accrual.The opening accrual is initiated when either (1)revenue or expense is recognized before the cash is received or paid or (2)cash is received or paid before it is recognized in earnings.The closing accrual is recorded when the other element of this pair has occurred and reverses the accrual portion of the original entry.When cash ﬂows occur after the corresponding revenues and expenses are recognized in earnings,managers must estimate the amount of cash to be received or paid in the future.To the extent that cash ﬂow realizations differ from their accrual estimates,the opening accrual will contain an estimation error that is corrected by the closing accrual.We incorporate this intuition in our model using the following notation for opening and closing accruals related to future cash ﬂows:NameAccrual ϭAmount Accrual for future collectionsA CFt ϩ1/t O ϭCF t ϩ1t ϩεt ϩ1t and payments—OpeningSame sign as related cashﬂowAccrual for future collectionsA CFt /t–1C ϭ–CF t t–1–εt t–1and payments—ClosingOpposite sign of related cashﬂow For accruals,the subscript refers to the corresponding cash ﬂow,while the superscript indicates opening or closing accruals.For example,A CFt ϩ1/t O is an opening accrual related to cash ﬂow CF t ϩ1t .The opening accrual at time t,which reﬂects the expectation of the t ϩ1cash ﬂow,is equal to the actual t ϩ1cash ﬂow plus an error term that reﬂects the difference between the accrual expectation and the cash ﬂow realization.We assume that all accruals are resolved within one period so the closing accrual for cash collections and payments at time t offsets the opening accrual from t Ϫ1.The closing accrual is equal to the actual cash ﬂow collected or paid in t plus an error term equal to the difference between last period’s expectation and this period’s cash ﬂow realization.Thus,each period’s total accruals contain an estimation error in the opening accruals (the actual value of which is determined next period,εt ϩ1t )plus a realized error in the closing accruals (determined from current period cash ﬂow realizations,εt t–1).1We next provide the notation for situations where cash ﬂows are received or paid before their recognition in earnings.In this case,the accounting system recognizes the amount of 1We assume that estimation errors are independent of each other and of the magnitude of the cash ﬂow realizations,within the ﬁrm .While estimation errors can be correlated across ﬁrms (e.g.,bad debt expense proves to be systematically understated in a recession),cross-ﬁrm dependencies are not a problem for our approach because our tests are at the ﬁrm level.Our approach also ignores estimation errors that are correlated at the ﬁrm level (e.g.,an optimistic manager systematically underestimates expenses).This is one of the limitations of our approach.Dechow and Dichev—The Quality of Accruals and Earnings 39the cash ﬂow either as deferred revenue (for cash inﬂows)or a deferred cost (for cash outﬂows):NameAccrual ϭAmount Accrual that defers theA CFt /t ϩ1O ϭ–CF t t ϩ1recognition of cash ﬂows—OpeningOpposite sign of related cash ﬂowAccrual that defers theA CFt–1/t C ϭCF t–1trecognition of cash ﬂows—ClosingSame sign as related cash ﬂow As before,accrual subscripts refer to the corresponding cash ﬂows,while superscripts indicate opening or closing accruals.For example,A CFt /t ϩ1O is an opening accrual related to cash ﬂow CF t t ϩ1.Since deferred cash ﬂows occur before recognition,these accruals contain no estimation error (in the sense of our model).For example,an inventory purchase initiates a positive accrual equal to the purchase price cash outﬂow,while the sale of the inventory triggers a negative accrual equal in magnitude to the initial cash ﬂow.Appendix A provides a discussion and examples of whether and how our model detects accrual estimation errors depending on the timing of related accruals and cash ﬂows.Using Expression (1),and deﬁning total accruals as the sum of opening and closing accruals,allows us to express earnings as:E ϭCF ϩAccruals t t tt Ϫ1t t ϩ1O C O C E ϭ(CF ϩCF ϩCF )ϩ(A ϩA ϩA ϩA )t t t t CFt ϩ1/t CFt /t Ϫ1CFt /t ϩ1CFt Ϫ1/t t Ϫ1t t ϩ1t t t Ϫ1t Ϫ1t ϩ1t E ϭ(CF ϩCF ϩCF )ϩ(CF ϩεϪCF ϪεϪCF ϩCF )(2)t t t t t ϩ1t ϩ1t t t t Ϫ1Re-arranging yields:t t t t t Ϫ1E ϭCF ϩCF ϩCF ϩεϪε.(3)t t Ϫ1t t ϩ1t ϩ1t Equation (3),which presents earnings as the sum of past,present,and future cash ﬂows plus an adjustment for estimation errors and their correction,expresses the main intuition of the paper.The intertemporal shifting of cash ﬂows reﬂected in the cash ﬂow terms of Equation (3)alleviates the timing problems of using current cash ﬂows as a measure of performance.However,this beneﬁt comes at the cost of using estimates,with the result that earnings includes both errors in estimates and their corrections.Both errors and error corrections reduce the quality of earnings as a measure of performance.Most of our predictions about the relations between the variables in Equations (2)and(3)concern relations studied by existing research.We include them to show that our model embodies the intuitive and well-known properties of earnings,cash ﬂows,and accruals,and as a benchmark and link to existing ing Equations (2)and (3)allows one to make the following predictions:a)Corr(E t ,CF t )ϭϩb)Corr(E t ,Accruals t )ϭϩc)Corr(CF t ,Accruals t )ϭϪ40The Accounting Review,2002SupplementThese predictions,concerning the correlations between contemporaneous earnings,cash ﬂows,and accruals,have been conﬁrmed by,for example,Dechow (1994)and Dechow et al.(1998).d)Corr(E t ,CF t ϩ1)ϭϩe)Corr(Accruals t ,CF t ϩ1)ϭϩThese correlations suggest that earnings,and particularly its accrual portion,anticipates future cash ﬂows.This result has been conﬁrmed by,for example,Finger (1994)and Barth et al.(2001).Note that these predictions are based on ceteris paribus assumptions,so there is a need to control for possible confounding factors.Speciﬁcally,in examining the relation between current accruals and future cash ﬂows,one needs to control for the confounding effect of current cash ﬂows.The reason is that current accruals are negatively related to current cash ﬂows,and future cash ﬂows are (empirically)positively related to current cash ﬂows.f)Corr(E t ,CF t Ϫ1)ϭϩg)Corr(Accruals t ,CF t Ϫ1)ϭϩTo our knowledge,the prediction that current earnings,and particularly its accrual portion,is positively correlated with past cash ﬂows is novel.The intuition is that accruals defer the recognition of some past cash ﬂows into current earnings.As mentioned above,in examining this prediction,it is important to control for the confounding effect of current cash ﬂows.Deriving an Empirical Measure of Quality of AccrualsWe obtain an expression for accruals at time t by rearranging the accrual portion of earnings in Equation (2):t t ϩ1t Ϫ1t t t Ϫ1A ϭCF –(CF ϩCF )ϩCF ϩεϪε.(4)t t Ϫ1t t t ϩ1t ϩ1t Equation (4)conveys that (1)accruals are temporary adjustments that delay or antici-pate the recognition of realized cash ﬂows plus an estimation error term;(2)accruals are negatively related to current cash ﬂows and positively related to past and future cash ﬂows;and (3)the error term captures the extent to which accruals map into cash ﬂow realizations,and can be used as a measure of accrual and earnings quality.To derive practical measures of working capital accrual quality,we use the following ﬁrm-level time-series regression:⌬WC ϭb ϩb *CFO ϩb *CFO ϩb *CFO ϩε.(5)t 01t Ϫ12t 3t ϩ1t Relative to Equation (4),our measure of accruals is changes in working capital,and our proxies for cash ﬂows related to accruals is cash ﬂow from operations (CFO).The residuals from the regression reﬂect the accruals that are unrelated to cash ﬂow realizations,and the standard deviation of these residuals is a ﬁrm-level measure of accrual quality,where higher standard deviation denotes lower quality.The theoretical speciﬁcation in Equation (4)uses only the portions of past,present,and future cash ﬂows that are related to current accruals.Since we cannot identify these cashDechow and Dichev—The Quality of Accruals and Earnings 41TABLE 1Derivation of Sample,1987to 1999Firm-years with available cash from operations,earnings,and changes in accountsreceivable and inventory and total assets reported in the statement of cash ﬂows59,360Firm-years after truncation of the most extreme 1percent of earnings,cash fromoperations,and changes in working capital55,850Firm-years with both lead and lag values of cash from operations30,317Firms with 8or more annual observations1,725Firm-years available for the 1,725ﬁrms used in the remaining analysis15,234Three-digit SIC groups with over 50observations136Firm-years available for the 136industries27,204All data is from Compustat.ﬂow components,the empirical version in Expression (5)uses total CFOs.2Thus,the in-dependent variables in Expression (5)are measured with error,implying that the regression coefﬁcients are likely to be biased toward 0,and the R 2will be reduced.Since the theoretical values of the coefﬁcients from Equation (4)are b 1ϭ1,b 2ϭϪ1,and b 3ϭ1,we expect that 0Ͻb 1Ͻ1,and Ϫ1Ͻb 2Ͻ0,and 0Ͻb 3Ͻ1.Appendix B provides a more expansive treatment of this issue,including simulation results that conﬁrm that the estimated coefﬁ-cients and the R 2will be biased toward zero.Appendix B also reveals that the bias is more severe for b 1and b 3as compared to b 2,because the error component in past and future cash ﬂows is greater than the component in current cash ﬂter in the paper (Section IV),we implement additional tests to control for the effect of this measurement error on our results.Finally,we add an intercept to Expression (5)to capture possible nonzero average accruals (e.g.,average positive working capital accruals due to ﬁrm growth).III.SAMPLE SELECTION,DESCRIPTIVE STATISTICS,AND CALIBRATION TESTSTable 1summarizes our sample selection.Our sample is obtained from the Compustat annual industrial and research ﬁles over 1987to 1999.Given Collins and Hribar’s (2002)result that the balance-sheet approach to deriving CFO leads to noisy and biased estimates,we use CFO as given in the Statement of Cash Flows reported under the Statement of Financial Accounting Standards No.95(SFAS No.95,FASB 1987).3The sample is re-stricted to ﬁrms with complete data for assets,earnings,cash ﬂow from operations,changes in accounts receivable,and changes in inventory.The last two requirements ensure sample ﬁrms have signiﬁcant working capital accruals.Truncating the most extreme 1percent of cash from operations,earnings,and changes in working capital,and requiring at least one 2Property-casualty insurance ﬁrms provide information about their accrual estimates,the subsequent cash ﬂow realizations,and the resulting estimation errors (e.g.,Petroni 1992;Anthony and Petroni 1997;Beaver and McNichols 1998).We do not pursue an industry-speciﬁc analysis because the cross-industry variation in the magnitude of estimation errors is likely to be larger than the typical within-industry variation,and because our interest is in more generalizable results.3This Standard required the presentation of the statement of cash ﬂows for ﬁscal years ending after July 15,1988.However,some ﬁrms adopted this standard early in 1987.42The Accounting Review,2002Supplement year of past and future cash ﬂows and earnings,yields a sample of 30,317ﬁrm-years.In addition,we require at least eight years of data to estimate ﬁrm-speciﬁc regressions.This restriction reduces our sample to 15,234ﬁrm-year observations for 1,725ﬁrms.4For some of our industry-level analyses,less stringent data requirements yield a sample of 27,204ﬁrm-year observations over 136three-digit SIC industries.Cash ﬂow from operations is Compustat item 308.The change in working capital from year t Ϫ1to t (⌬WC),is computed as ⌬AR ϩ⌬Inventory Ϫ⌬AP Ϫ⌬TP ϩ⌬Other Assets (net),where AR is accounts receivable,AP is accounts payable,and TP is taxes payable.Speciﬁcally,⌬WC is calculated from Compustat items as ⌬WC ϭϪ(item 302ϩitem 303ϩitem 304ϩitem 305ϩitem 307).We calculate earnings after short-term accruals but before long-term accruals (Earn)as Earn ϭCFO ϩ⌬WC.We report Earnings before extraordinary items (Prof)as Compustat item 123,and Accruals (Prof-CFO)to provide comparability with other research.All var-iables are scaled by average total assets.We also calculate the length of the operating cycle (OC)as:360/(Sales/Average AR)ϩ360/(Cost of Goods Sold)/(Average Inventory)where Sales is Compustat item 12,cost of goods sold is item 41,AR is item 2,and Inventory is item 3.Descriptive statistics and correlations are provided in Table 2.An examination of Panel A reveals that descriptive statistics are in line with those of other studies using similar variables and time period (e.g.,Barth et al.2001).Earn exceeds CFO,implying that short-term accruals are mostly positive.This is not surprising,given that most ﬁrms are growing and therefore increasing their working capital.As expected,average accruals are negative (Ϫ0.046),primarily because of depreciation.The Pearson correlations in Panels B and C of Table 2illustrate the relations between our sample variables and provide comparability with previous research (results for Spear-man correlations are similar).These empirical correlations are in agreement with existing ﬁndings and the predictions of the model.Speciﬁcally,there is a positive contemporaneous correlation between Earn and CFO (0.73),and between Earn and ⌬WC (0.33),and a neg-ative correlation between CFO and ⌬WC (Ϫ0.41).We also ﬁnd that Accruals and ⌬WC are highly positively correlated (0.75),suggesting that working capital accruals capture much of the variation in total accruals.Consistent with Barth et al.(2001),we ﬁnd that earnings and changes in working capital anticipate future cash ﬂows from operations.Note that the simple correlation between ⌬WC t and CFO t ϩ1is Ϫ0.01and statistically insigniﬁcant.As previously discussed,the reason is that ⌬WC t is negatively correlated with CFO t ,and CFO t is positively correlated with CFO t ϩ1(0.56),which counteracts the expected positive relation between ⌬WC t and CFO t ϩ1.In Panel C of Table 2,we report that the partial correlation between ⌬WC t and CFO t ϩ1,controlling for CFO t ,is 0.29(signiﬁcant at the 0.0001level).We also ﬁnd that working capital accruals are positively related to past cash ﬂows,implying that accruals defer the recognition of some past cash ﬂows.The simple correlation between ⌬WC t and CFO t Ϫ1in Panel B is only 0.008but the partial correlation controlling for CFO t in Panel C is 0.31(signiﬁcant at the 0.0001level).Summarizing,our descriptive statistics and correlation results are in line with predictions and existing results,indicating that our model captures reasonably well some of the key features of accrual accounting.4481ﬁrms have eight available observations,1,054have nine observations,and 190ﬁrms have ten observations.Dechow and Dichev—The Quality of Accruals and Earnings43TABLE2Descriptive Statistics and Correlations for15,234Firm-Year Observations1987to1999Panel A:Descriptive StatisticsMean StandardDeviationLowerQuartile MedianUpperQuartileCashﬂow from operations(CFO)0.0750.0970.0330.0820.131 Change in working capital(⌬WC)0.0150.070Ϫ0.0150.0100.044 Earnings before long-term accruals(Earn)0.0910.0930.0570.0960.141 Earnings before extraordinary items(Prof)0.0300.1130.0090.0420.081 Accruals(Prof-CFO)Ϫ0.0460.098Ϫ0.084Ϫ0.044Ϫ.0035 Total Assets(in millions)2,43610,878502401,215 Panel B:Pearson CorrelationsEarnt CFOt⌬WC t CFO tϩ1CFO tϪ1Earn tϩ1Accruals tProft0.816*0.575*0.292*0.458*0.470*0.540*0.585*Earnt0.728*0.325*0.571*0.575*0.674*0.220*CFOtϪ0.411*0.558*0.549*0.597*Ϫ0.327*⌬WC tϪ0.0110.0080.072*0.745*CFOtϩ10.482*0.735*Ϫ0.024CFOtϪ10.491*Ϫ0.001Earntϩ10.031*Panel C:Partial Correlations(controlling for the effect of CFOt)PearsonCorrelation CFOtϩ1CFOtϪ1⌬WC t0.289*0.306**Signiﬁcant at the0.0001level.Variable deﬁnitions:Cashﬂow from operations(CFO)ϭitem308from the Compustat Statement of Cash Flows;Change in working capital(⌬WC)ϭ⌬ARϩ⌬InventoryϪ⌬APϪ⌬TPϩ⌬Other Assets(net),where AR is accounts receivable,AP is accounts payable,andTP is taxes payable;Earnings before long-term accruals(Earn)ϭCFOϩ⌬WC;Earnings before extraordinary items(Prof)ϭCompustat item123;andAccrualsϭProfϪCFO.All variables are scaled by average total assets.IV.RESULTSAn Empirical Measure of Accrual QualityTable3presents results of regressions of working capital accruals on past,present,and future cashﬂows from operations.First,we presentﬁrm-level regressions(Panel A)because44The Accounting Review,2002SupplementTABLE3Regressions of the Change in Working Capital on Past,Current,and Future Cash Flow from Operations for Firm-Years between1987to1999⌬WC tϭb0ϩb1CFO tϪ1ϩb2CFO tϩb3CFO tϩ1ϩ␧tIntercept b1b2b3Adjusted R2Panel A:Firm-Speciﬁc Regressions(1,725ﬁrms)Mean0.040.17Ϫ0.620.090.47(t-statistic)(23.03)(19.38)(Ϫ57.06)(10.38)Lower quartile0.001Ϫ0.02Ϫ0.91Ϫ0.100.23 Median0.040.14Ϫ0.650.090.55 Upper quartile0.080.35Ϫ0.350.280.80 Panel B:Industry-Speciﬁc Regressions(136industries)Mean0.030.19Ϫ0.510.150.34 (t-statistic)(16.09)(21.10)(Ϫ35.77)(15.33)Lower quartile0.010.11Ϫ0.630.080.22 Median0.030.18Ϫ0.520.150.34 Upper quartile0.040.26Ϫ0.400.230.45 Panel C:Pooled Regression(15,234ﬁrm-year observations)Coefﬁcient0.030.19Ϫ0.510.180.29 (t-statistic)(39.43)(32.12)(Ϫ78.29)(29.18)The t-statistics in Panel A are determined based on the distribution of the1,725coefﬁcients obtained from the ﬁrm-speciﬁc regressions requiring a minimum of eight observations perﬁrm.T-statistics in Panel B are determined based on the distribution of the136coefﬁcients obtained from three-digit SIC grouping regressions requiring a minimum of50observations per grouping.All variables are deﬁned as in Table2.our theory is deﬁned and most naturally applied on aﬁrm-level basis.In addition,we expect that aﬁrm-level speciﬁcation is superior to cross-sectional speciﬁcations because the regression coefﬁcients are likely to differ acrossﬁrms.The reason is that our operating cashﬂow proxies contain measurement error,which is likely to be systematically related toﬁrm characteristics.For example,a long operating cycle implies that substantial future cashﬂows are recognized in current earnings(e.g.,by accruing receivables).As a result, when future cashﬂows related to present accruals are a large part of total future cashﬂows, we expect that total future cashﬂows will load with a larger coefﬁcient in Expression(5). Since such effects are likely related toﬁrm-level characteristics,we believe that aﬁrm-level speciﬁcation is superior.However,we also present industry-speciﬁc and pooled results (Panels B and C),because ourﬁrm-speciﬁc time-series is short,and we are concerned about noisy estimation at theﬁrm level.Results for theﬁrm-speciﬁc regressions in Panel A of Table3are consistent with the theory and the univariate results in Table2.As predicted,current changes in working capital。

物流英语专有词汇中英对照

1(LIS)——logistics information system：物流信息系统provide less cost and cycle time for companies.purchasing information system 采购信息系统transport information system 运输信息系统quality management information system 质量管理信息系统sales information system 销售信息系统2 ICO——inventory controlling system 库存控制系统3MRP——material requiring planning 物料需求归化4OMS——Operations Management System运营管理系统（order订单管理系统）5WMS——warehouse management systemTMS——transport management system6GPA——Agreement on Government Procurement政府采购协定7 LTL——less than truck load零担货运8TEU ——twenty foot equivalent unit标准箱(系集装箱运量统计单位,以长20 英尺的集装箱为标准)9POS——point of sale销售点10ERP——enterprise resource planning11VMI——vendor managed inventory供应商管理库存12XML——extensible markup language可扩展标记语言13GPS——global positioning system14VMS——供应商管理系统RMS——retailer management system15 (EDI) ——electronic data interchange 电子数据交换16(GPS) ——global positioning system 全球定位系统17 W/R warehouse receipt 仓单18 ULS——unit loads systems 单位包装系统（pallet 数量大）19 OPS ——order picking system 拣货式系统20 EXW——Ex Works 工厂交货（……指定地点）FCA——free carrier货交承运人（……指定地点）FAS——Free along ship船边交货（……指定装运港）FOB——free on board船上交货（……指定装运港）CFR——cost，freight 成本加运费（……指定目的港）CIF——cost，insurance，freight成本、保险费加运费付至（……指定目的港）CPT——Carriage Paid to运费付至（……指定目的地）CIP——Carriage and Insurance Paid to运费、保险费付至（…指定目的地）DAF——Delivered at Frontier边境交货（……指定地点）DES——Delivered Ex Ship目的港船上交货（……指定目的港）DEQ——Delivered Ex Quay目的港码头交货（……指定目的港）DDU——Delivered Duty Unpaid未完税交货（……指定目的地）DDP——Delivered Duty paid完税后交货（……指定目的地）21(FCL) ——full container load 整箱货22.整车货(Full-Truck-Load)23JIT——just in time（production、distribution）及时制24OEM——original equipment manufacture原始设备制造商25SCM——supply chain management26SCOR——supply chain operation reference供应链操作参考模型27TPL——third party logistics28 LLP——Lead Logistics Provider 领导物流厂商29MRp——materials requirements planning物料需求计划30EOS——electronic ordering system电子订货系统31QR——quick response32RFI——radio frequency identification射频自动识别33ACT——automatic cargo tracking自动货物追踪34AS\RS——automated storage and retrieval system自动储存和回收系统35DC——distribution center36upc——universal product code （bar code）37 JAZ ——just about zero38 LLP ——lead logistics provider领先物流39 VMI vendor managed inventory 供应商管理库存42PI——proforma invoice形式发票43CI——commercial invoice 商业发票44PU ——polyurethane聚酯45 PE ——polyethylene聚乙烯46SKU ——stock keeping unit订货存储单位短语中翻英Inventory days of supply供应天数Inventory planning 库存规划Inventory consolidation 库存合并Inventory model库存模型•Inventory deployment 配置•Inventory cycle周期•Inventory turns周转量•Inventory turnover周转率2 Aggregate inventory control库存总量控制Overall level of inventory库存总体水平3 Inside temperature库内温度4 cost efficiency 成本效率性Stock availability 存货可得性Stock carrying cost 存货周转成本Stock holding cost 库存维持成本Stock location 存货点•Stock rotation 库存周转•Stock sheet 库存清单Stock turnover 库存周转率5 receiving dock收货装卸平台6 Put-away 入库7 Order-picking 订单拣货8 Shipping 装车9Trigger-point method replenishment program 临界点补货法10 demand forecasting and planning 需求预测与计划11Labor planning 工作人员作业计划12Inventory-level planning 库存水平计划13Accounting report 会计报表14Status report 财务状况报表153transport document 运输单据16 Warehouse stock transfer receipt advice 仓库库存周转收货单17Warehouse operation 仓库作业18Bonded warehouse 保税仓库19Bar coding条形码20销售订单sales orders21 Freight consolidation 货物拼装22Routing and scheduling shipments23Claims processing24Tracking shipments25出票Issue背书ENDORSEMENT 承兑ACCEPTANCE 贴现DISCOUNT 付款PAYMENT 拒付DISHONOR26 ex-factory price出厂价27 retail price零售价28 each node（节点）in the supply chain29 point of origin 原产地30 point of consumption消费地31 physical distribution实体配送32distribution of physical goods实体物资的配送33integration and optimization of resources资源的整合与优化34efficiency increase提高效率35cost reduction降低成本35 distribution processing 流通加工36安全库存safety stock37库存周期inventory cycle time38前置期（或提前期）lead time39.Customer service（客户服务）40.Order processing（订单处理）41Return goods handling.退货处理42 Material handling 物料搬运43.Parts and service support零件和服务支持44 Forecasting demands 需求预测45 Warehousing and storage 仓储与保管46Plant and warehouse site selection47line’freight tariff班轮定价表48basic rate基本运费率49inquiry 询盘offer报盘counter offer还盘acceptance收盘50托盘化palletization51arrival notice 到达通知52cash—in—advance预付货款Cash—on—delivery货到付款53 continuous replenishment连续补货54proforma invoice形式发票55Customer broker关税代理人56freight consolidation合并运输57order product mixing组合订购的产品58 inbound| outbound logistics内向外向物流57forward| reverse logistics 正向逆向物流58availability of goods 现货性59 stockout缺货60delayer the management level 减少管理层61 order placement 下订单62 Lose and damage 货损货差63 Channel of distribution 分销渠道64run lengths 运营时间65corrugated materials瓦楞纸材料66pick products挑拣货物67piggyback service背负式服务68commercial invoice 商业发票69receiving dock装卸平台70pick slip拣货单71Franchise dealer经销商72 throughout volume吞吐量73Documentary credit信用单证74consignment note托运单75Booking note订仓单customer power客户实力Longterm orientation 长期定位leveraging technology 杠杆技术Bullwhip effect牛鞭效应demand pull需求拉动Supply pull供应拉动benchmark标准化Data mining数据挖掘strategic alliance战略同盟Franchising 特许经营logistics outsourcing 物流外包Customized定制化的International transport cargo insurance Labor planning总做人员作业计划status report财务状况报表2d bar code二维码Method of shipment运输方式Logistics document物流单证Combined transport联运safety stock 安全库存Order cycle time订单处理周期Neural packing中性包装order picking 订单分拣Virtual warehouse 虚拟仓库landbridge transport大陆桥运输International multimodal transport国际多式联运Time |voyage charter 定期租船航次租船Consigner consignee收货人carrier shipper托运人Port congestion surcharge 港口拥堵附加费Seaworthy packaging适合海运的包装Shockproof | damage| anticorrosive | rot proof| insect proof technique防震|防破损|防锈|防霉|防虫Special| dangerous goods packagingHandling charges 处置收费Identification 识别标志Shrink wrap收缩膜cellulose wadding 纤维填充物Order picking and storage equipment牛皮纸kraft paper 瓦楞纸corrugated paper简答题1What Is Logistics Information System答：Logistics information system (LIS) is defined as the “people, equipment, and procedures used to gather, sort, analyze, evaluate, and distribute needed, timely and accurate information to decision makers”.2 Warehouse = place to store inventory?答：warehousing is a range of logistics operations which involve multiple functions such as storage, packaging,etc. Warehouse is viewed as a place to store inventory to facilitate the movement of goods from suppliers to customers.Warehousing is involved in SC process:Sourcing/inbound logisticsProcessing/manufacturingOutbound distributionReverse logistics (returns, recycling, etc.)3 Logistics, supply chain, transport物流、供应链和运输三者之间的关系？答Logistics is part of the supply chain process and it involves the management of the supply chain from start to finish.Transport is the conveyance of goods or people from one place to another。

防盗窃的英文作文初一

防盗窃的英文作文初一1. Keep your valuables safe at all times, whetheryou're at home or out and about. Don't leave your belongings unattended or in plain sight.2. Be aware of your surroundings and trust your instincts. If something doesn't feel right, it probably isn't. Stay alert and stay safe.3. Lock your doors and windows, even when you're at home. Don't make it easy for thieves to break in and steal your possessions.4. Invest in a good quality alarm system to deter potential burglars. It's better to be safe than sorry.5. Don't share too much information on social media about your whereabouts or your valuable possessions. You never know who might be watching.6. If you see something suspicious, don't hesitate to report it to the authorities. It's better to be proactive and prevent a crime than to deal with the aftermath.7. Consider joining a neighborhood watch program to keep an eye out for each other and create a safer community for everyone.8. Don't underestimate the importance of good lighting around your property. A well-lit area is less likely to attract unwanted attention from thieves.9. Keep an inventory of your valuables and consider marking them with a unique identifier. This can help authorities track down stolen items and increase the chances of recovery.10. Remember, prevention is key when it comes to protecting your home and belongings from theft. Stay vigilant, stay safe.。

控制计划和作业指导书不一致5why

控制计划和作业指导书不一致5why英文版Control Plan vs. Work Instructions: The 5 Whys AnalysisIn the manufacturing industry, it is crucial to have accurate and consistent documentation to ensure the smooth flow of production and maintain product quality. However, discrepancies between control plans and work instructions can lead to confusion, errors, and ultimately, product failures. In this article, we will explore the issue of control plans and work instructions not aligning and apply the 5 Whys analysis to identify the root causes of the problem.What is the problem?The problem we are addressing is the inconsistency between control plans and work instructions. This inconsistency can lead to operators following incorrect procedures, which can result in product defects, increased scrap rates, and customer complaints.Why is this problem happening?There can be several reasons for the inconsistency between control plans and work instructions. Here are some possible explanations:Lack of communication: There may be a lack of communication between different departments within the manufacturing organization. For example, the quality control department may update the control plan without notifying the production department, resulting in outdated work instructions.Incomplete or inaccurate documentation: Control plans and work instructions may be incomplete or inaccurate due to human error or a lack of standardized processes. This can lead to confusion and operators following incorrect procedures.Changes in production processes: Production processes may change over time, and these changes may not be reflected in the control plan or work instructions. This can lead to operators following outdated procedures.Why are these reasons causing the problem?The reasons listed above are causing the problem because they lead to operators having access to inconsistent and outdated information. When operators rely on incorrect procedures, it can result in product defects, increased scrap rates, and customer complaints. Additionally, inconsistent documentation can lead to decreased efficiency and increased costs due to rework and downtime.Why did these reasons develop?The reasons for the inconsistency between control plans and work instructions developing can be traced back to several factors:Organizational culture: If there is a lack of a culture of continuous improvement and communication within the manufacturing organization, it can lead to outdated and inconsistent documentation.Training and knowledge gaps: Operators may not be properly trained on new procedures or may lack the knowledgeto understand and follow complex control plans and work instructions.Resource constraints: Limited resources, such as time and budget, may prevent regular updates to control plans and work instructions.Why are these underlying causes present?The underlying causes of the inconsistent documentation are present due to:Management support: If management does not prioritize documentation and communication within the organization, it can lead to outdated and inconsistent control plans and work instructions.Standardized processes: The absence of standardized processes for updating and reviewing control plans and work instructions can lead to human error and inconsistencies.Organizational structure: Complex organizational structures may hinder communication and coordination between differentdepartments, leading to outdated and inconsistent documentation.How to address the root causes?To address the root causes of the inconsistent documentation issue, the following actions can be taken: Enhance communication: Establish clear communication channels between different departments within the manufacturing organization to ensure timely updates and notifications.Implement standardized processes: Develop standardized processes for creating, updating, and reviewing control plans and work instructions to minimize human error and inconsistencies.Provide training and support: Ensure operators are properly trained on new procedures and have the necessary knowledge to understand and follow control plans and work instructions.Prioritize documentation: Management should prioritize documentation and communication within the organization toensure accurate and consistent control plans and work instructions.By addressing the root causes of the inconsistent documentation issue, manufacturers can improve product quality, reduce scrap rates, and enhance customer satisfaction. By implementing the 5 Whys analysis, manufacturers can gain a deeper understanding of the problem and develop effective solutions to address it.中文版控制计划与作业指导书不一致：5个为什么分析在制造业中，准确的、一致的文档对于确保生产的顺畅进行和维持产品质量至关重要。

我的一次劳动实践英语作文

我的一次劳动实践英语作文My Labor Practice ExperienceAs a young individual embarking on the journey of personal and professional development, I recently had the opportunity to engage in a labor practice experience that has left an indelible mark on my life. This experience not only broadened my understanding of the practical aspects of the working world but also instilled in me a newfound appreciation for the value of hard work and the importance of adaptability in the face of challenges.The labor practice experience I undertook was a diverse and multifaceted endeavor that allowed me to explore various facets of the working environment. From the outset, I was struck by the level of organization and coordination required to ensure the smooth operation of the organization. Every task, no matter how seemingly mundane, was executed with a level of precision and attention to detail that was truly impressive.One of the most significant aspects of my labor practice experiencewas the opportunity to work alongside seasoned professionals who were not only experts in their respective fields but also possessed a deep understanding of the intricacies of the organization. These individuals served as invaluable mentors, guiding me through the various tasks and responsibilities I was entrusted with, and imparting their knowledge and expertise in a manner that was both informative and inspiring.As I immersed myself in the daily operations of the organization, I quickly realized that the work was not merely a collection of tasks to be completed but rather a complex and interconnected web of processes that required a keen eye for detail and a willingness to adapt to changing circumstances. Whether it was managing inventory, coordinating logistics, or engaging with customers, each day presented new challenges that tested my problem-solving skills and my ability to think on my feet.One particularly memorable incident occurred during my time in the organization's production department. I was tasked with overseeing the assembly of a complex piece of equipment, a responsibility that initially seemed daunting. However, with the guidance of my experienced colleagues and a steadfast determination to succeed, I was able to navigate the various steps of the assembly process, troubleshoot any issues that arose, and ultimately deliver a finished product that met the organization's high standards.The sense of accomplishment I felt in that moment was truly empowering, and it served as a testament to the value of perseverance and the importance of not being deterred by challenges. This experience taught me that even the most complex tasks can be broken down into manageable steps, and that with the right mindset and the support of a skilled team, seemingly insurmountable obstacles can be overcome.Beyond the technical aspects of my labor practice experience, I was also struck by the culture of the organization and the way in which it fostered a sense of community and collaboration among its employees. From the daily team meetings to the informal social gatherings, there was a palpable sense of camaraderie and a genuine desire to support one another in the pursuit of the organization's goals.This culture of teamwork and mutual support was particularly evident during times of high stress or increased workload. Rather than retreating into individual silos, the employees of the organization would come together, pooling their resources and expertise to tackle the challenges at hand. This collaborative spirit not only enhanced the overall efficiency of the organization but also served to cultivate a sense of belonging and shared purpose among the employees.As my labor practice experience drew to a close, I found myself reflecting on the invaluable lessons I had learned and the ways in which this experience had shaped my personal and professional development. I had gained a deeper understanding of the complexities of the working world, the importance of adaptability and problem-solving skills, and the power of teamwork and collaboration in achieving success.Moreover, this experience had instilled in me a newfound appreciation for the dedication and hard work of the individuals who comprise the backbone of any organization. The long hours, the attention to detail, and the unwavering commitment to excellence that I witnessed on a daily basis served as a humbling reminder of the sacrifices and efforts that go into the successful operation of a business.In the months and years to come, I am confident that the lessons I have learned and the skills I have acquired during my labor practice experience will continue to serve me well as I navigate the next chapter of my life. Whether I choose to pursue a career in the same industry or explore new avenues, the invaluable insights and experiences I have gained will undoubtedly inform my decisions and guide me towards a future filled with meaningful contributions and personal growth.In conclusion, my labor practice experience has been a transformative and enriching journey that has left an indelible mark on my personal and professional development. Through this experience, I have gained a deeper appreciation for the complexities of the working world, the value of hard work and perseverance, and the power of teamwork and collaboration. As I look towards the future, I am filled with a renewed sense of purpose and a determination to apply the lessons I have learned to make a positive impact in whatever endeavors I choose to pursue.。

如何保护我们的财产安全英语作文

如何保护我们的财产安全英语作文全文共3篇示例，供读者参考篇1How to Protect Our Property SecurityAs students, we often find ourselves living away from home, whether it's in a dorm room, an apartment, or a shared house. While this newfound independence is exciting, it also comes with responsibilities – one of which is ensuring the safety and security of our personal belongings. Unfortunately, property crimes such as theft, burglary, and vandalism are all too common, especially in student-populated areas. It's crucial for us to take proactive measures to safeguard our possessions and prevent falling victim to these crimes.The first step in protecting our property is being mindful of our surroundings and taking basic precautions. When leaving our living spaces, we should always double-check that doors and windows are securely locked. It's also wise to avoid leaving valuable items in plain sight, as this can attract potential thieves. Instead, we should keep them out of view or stored in a safe place. Additionally, we should be cautious about sharing toomuch information on social media regarding our living situations or when we'll be away from our homes, as this can make us vulnerable targets.Another crucial aspect of property security is investing in reliable security measures. For those living in dorms or apartments, it's essential to have sturdy locks on doors and windows. If possible, we should consider installing additional security devices such as deadbolts, window locks, or even security cameras. These measures can deter potential intruders and provide an extra layer of protection for our belongings.In shared living situations, it's important to establish trust and open communication with our roommates or housemates. We should discuss and agree upon security protocols, such as locking doors and windows, and being mindful of letting strangers into our shared space. It's also a good idea to keep an inventory of our valuable possessions and to consider investing in renters' insurance, which can provide coverage in case of theft or damage.While taking physical security measures is crucial, we should also be mindful of cybersecurity threats. As students, we often rely heavily on our laptops, smartphones, and other electronic devices, which can contain sensitive personal and financialinformation. To protect our digital assets, we should use strong and unique passwords for our accounts, enable two-factor authentication whenever possible, and be cautious of phishing attempts or suspicious links and attachments.In addition to individual efforts, we can also work together as a community to enhance property security on campus or in student-populated areas. Neighborhood watch programs, where residents collaborate to monitor and report suspicious activities, can be effective in deterring crime. We can also advocate for improved lighting, security cameras, and regular patrols inhigh-risk areas.Furthermore, it's important to educate ourselves and our peers about property security best practices. Campus organizations, resident advisors, or local law enforcement agencies may offer seminars or workshops on this topic. Attending these events can provide valuable insights and tips on how to better safeguard our belongings and be more vigilant against potential threats.While taking precautions and implementing security measures is crucial, it's also important to know what steps to take in the unfortunate event that a property crime does occur. If we fall victim to theft or burglary, we should immediately reportthe incident to the proper authorities, such as campus security or the local police department. Providing detailed information and filing a report can increase the chances of recovering stolen items and potentially identifying and apprehending the perpetrators.In conclusion, protecting our property security as students is a collective responsibility. By being proactive, implementing appropriate security measures, and fostering a culture of awareness and cooperation, we can significantly reduce the risk of falling victim to property crimes. While no method is foolproof, taking these steps can provide peace of mind and help us enjoy our independence without constant worry about the safety of our belongings.篇2How to Protect Our Property SafetyAs students, we often have to juggle multiple responsibilities, from attending classes and completing assignments to participating in extracurricular activities and maintaining a social life. Amidst all these commitments, it's easy to overlook the importance of safeguarding our personal belongings. However, ensuring the safety of our property should be a top priority, asthe consequences of theft or loss can be devastating, both emotionally and financially.The first step in protecting our property is to cultivate a heightened sense of awareness. We must remain vigilant and mindful of our surroundings, especially in crowded areas like school hallways, cafeterias, or public transportation. Thieves often capitalize on our distracted states, seeking opportunities to swiftly snatch unsecured items. By staying alert and keeping a watchful eye on our belongings, we can significantly reduce the chances of falling victim to opportunistic theft.One of the most effective ways to deter potential thieves is through the proper use of locks and security devices. Investing in high-quality locks for our lockers, backpacks, and other storage spaces can go a long way in deterring would-be thieves. Additionally, considering the use of tracking devices or applications that allow us to locate our valuable items, such as laptops or smartphones, can be a wise precaution.Another crucial aspect of property protection is exercising caution when sharing personal information or possessions. We should be wary of leaving our belongings unattended, even for a brief moment, as this presents an opportunity for theft. Furthermore, it's essential to be cautious when lending ourdevices or valuables to others, as we can never be entirely certain of their intentions or level of responsibility.In our digital age, cybersecurity is equally important as physical security. We must take steps to safeguard our online accounts and personal information from potential breaches or identity theft. Using strong and unique passwords, enabling two-factor authentication, and being cautious about sharing sensitive information online can help mitigate the risks associated with cyber threats.Collaboration and collective effort are also crucial in maintaining a secure environment for our property. We should foster a culture of mutual respect and accountability within our school community, encouraging peers to report any suspicious activities or incidents of theft. Additionally, forming or joining student organizations focused on raising awareness and implementing measures to enhance property safety can be a powerful way to collectively address this issue.It's also important to familiarize ourselves with the policies and procedures established by our educational institution regarding property safety. Many schools have dedicated security personnel, surveillance systems, and reporting mechanisms in place to address concerns and incidents related to theft or loss.Understanding these resources and cooperating with relevant authorities can significantly improve our chances of recovering lost or stolen items.In the unfortunate event that our property is stolen, it's essential to act promptly and follow the proper reporting procedures. Notifying school authorities, filing a police report, and providing detailed descriptions of the stolen items can increase the likelihood of their recovery. Additionally, keeping records of serial numbers, receipts, and photographs of valuable items can aid in the identification process.Moreover, we should consider exploring legal avenues and seeking guidance from school counselors or local law enforcement agencies if we become victims of theft. These resources can provide valuable support and advice on navigating the legal system and pursuing appropriate recourse.While the potential for property theft or loss is an unfortunate reality, it's crucial to maintain a positive and proactive mindset. Rather than living in constant fear or paranoia, we should strive to strike a balance between reasonable precautions and enjoying our educational experiences without undue stress or anxiety.In conclusion, protecting our property safety as students requires a multifaceted approach. By cultivating awareness, implementing physical and digital security measures, fostering a collaborative environment, understanding institutional policies, and taking prompt action in the event of theft, we can significantly reduce the risks and mitigate the consequences of property-related incidents. Ultimately, taking responsibility for our belongings and adopting a proactive mindset will not only safeguard our possessions but also contribute to a safer and more secure learning environment for all.篇3How to Protect Our Property SafetyAs students, we often have a lot of valuable belongings with us - laptops, phones, books, and more. Unfortunately, theft and property crimes can happen anywhere, even on campus or around town. It's important to take steps to protect our property and keep our valuables safe. Here are some tips on how we can better secure our possessions.First, let's talk about our homes, dorms, or apartments. No matter where we live, we should always lock our doors and windows when leaving, even if just for a short time. An unlockeddoor is an open invitation for thieves. Install good quality locks and consider getting a portable door lock or wedge for extra security from the inside.If we have expensive items like electronics, jewelry or cash, don't leave them out in plain sight near windows where they could attract criminals. Use a safe or lockbox to secure valuables, or find creative hiding spots. Curtains or blinds should be closed when away to avoid displaying our belongings.It's also smart to get renter's insurance for our living space, which can cover the cost of stolen items. Take photos and document serial numbers of valuables too in case they are ever lost or taken. This evidence helps prove ownership.When out and about on campus, always keep bags, purses, and backpacks closed and near our body. Wear them across the body instead of just over one shoulder so they're harder to snatch. Only carry what we need for the day and leave unnecessary valuables at home when possible.In the library, computer lab, dining hall or anywhere else, never leave our things unattended, not even for a minute. It only takes seconds for a thief to strike. If we must step away, ask a friend to watch our stuff or take belongings with us.Invest in quality locks or cables to secure laptops and devices, and don't forget to enable tracking software in case they are lost or stolen. Engraving our name or ID number on belongings can also help identify our property.For our vehicles, keep them locked at all times and park in well-lit areas close to buildings or foot traffic. Don't leave any valuables visible - stow items in the trunk or storage area before reaching our destination. An empty vehicle is less tempting to thieves.Consider using anti-theft devices like steering wheel locks, brake locks or fuel cut-off tools. Etch the VIN on windows, headlights and taillights so they're traceable if stolen parts show up elsewhere. Many colleges offer discounted anti-theft services for student vehicles too.When riding bikes on campus, always use a high-qualityU-lock attaching both wheels and the frame to the rack. Cables can be cut too easily. Register our bikes with campus security and take photos to help identify it if stolen.Be cautious about sharing personal info, schedules, or details on social media about being away from home. This advertises that our place is unoccupied, inviting potential intruders.Know our neighbors and look out for any suspicious activity around homes or vehicles. Report any concerns promptly to campus security, resident advisors, or local police. Working together as a community helps deter criminals.If we do become victims of theft, report it immediately and provide as many details as possible - where it happened, item descriptions, security camera footage if available. The sooner authorities are alerted, the better chance of recovery.At larger events like concerts or sports games where pickpockets are common, only bring essentials like ID, payment cards and keys. Use cross-body bags or front pockets to store wallets, phones and other small valuables. Remain aware of our surroundings and anyone getting too close for comfort in crowds.It's unfortunate that we have to be so cautious, but property crimes are a reality nowadays. By taking some basic security precautions and using common sense, we can make it much harder for criminals to target our possessions. A few simple habits can go a long way in deterring theft and keeping our belongings safe during our student years and beyond.。

订货计划不合理的原因

订货计划不合理的原因英文回答：Reasons for an unreasonable ordering plan can vary depending on the specific circumstances and context. Here are some possible reasons:1. Inaccurate demand forecasting: One of the main reasons for an unreasonable ordering plan is inaccurate demand forecasting. If the forecasted demand is significantly higher or lower than the actual demand, it can lead to overstocking or stockouts, respectively.2. Lack of historical data analysis: Without proper analysis of historical sales data, it becomes challenging to identify patterns and trends in demand. This can result in an inappropriate ordering plan that does not align with the actual demand patterns.3. Inefficient inventory management: Poor inventorymanagement practices can also contribute to an unreasonable ordering plan. If there is inadequate tracking of inventory levels, it becomes difficult to determine the optimal reorder points and quantities.4. Lack of communication and collaboration: Ineffective communication and collaboration between different departments within the organization can lead to an unreasonable ordering plan. If the sales team does not provide accurate information about customer demand to the procurement team, it can result in ordering quantities that do not match the actual requirements.5. Supplier-related issues: Unreasonable ordering plans can also arise due to supplier-related issues. For example, if there are delays in the delivery of goods or if the supplier cannot meet the required quantities, it candisrupt the ordering plan.6. Inadequate consideration of lead time: Lead time, which is the time it takes for an order to be fulfilled from the moment it is placed, is a crucial factor indetermining the ordering plan. If lead time is not properly considered, it can result in stockouts or excess inventory.中文回答：订货计划不合理的原因可能因具体情况和背景而异。

howtokeepussafe英语作文

howtokeepussafe英语作文全文共3篇示例，供读者参考篇1In today's world, safety has become an increasingly important concern for individuals everywhere. With various threats and dangers present in our society, it is crucial that we take proactive measures to protect ourselves and keep ourselves safe. In this essay, we will explore some key strategies and tips on how to keep ourselves safe in different aspects of our lives.Firstly, personal safety is of utmost importance. It is essential to be aware of our surroundings and to trust our instincts. If we feel unsafe or threatened in any situation, we should try to remove ourselves from that situation as quickly as possible. It is also important to be cautious when walking alone, especially at night or in unfamiliar areas. It is advisable to walk in well-lit areas and to inform someone of our whereabouts. Additionally, having a personal safety device such as a whistle or pepper spray can provide an extra layer of protection.Furthermore, in the digital age, cybersecurity has become a significant concern. It is essential to protect our personalinformation and online accounts from hackers and cybercriminals. One key tip is to create strong, unique passwords for each of our accounts and to enable two-factor authentication whenever possible. It is also important to be cautious when clicking on links or downloading attachments from unknown sources, as they may contain malware or viruses. Regularly updating our antivirus software and being aware of phishing scams can also help to prevent cyberattacks.Moreover, road safety is a crucial aspect of keeping ourselves safe. It is important to follow traffic rules and regulations, such as wearing seat belts, obeying speed limits, and avoiding distractions while driving. In addition, it is essential to be aware of other road users, such as pedestrians and cyclists, and to respect their right of way. Driving under the influence of alcohol or drugs is extremely dangerous and should be avoided at all costs. By practicing defensive driving techniques and maintaining our vehicles in good condition, we can reduce the risk of accidents and keep ourselves safe on the road.In terms of home safety, there are several measures we can take to protect ourselves and our belongings. Installing a home security system, such as surveillance cameras or motion sensors, can deter potential burglars and provide peace of mind. It is alsoimportant to secure our doors and windows with sturdy locks and to avoid leaving spare keys in obvious places. Lighting up the exterior of our homes can also help to prevent break-ins, as well-lit areas are less attractive to intruders. In addition, it is advisable to keep valuables out of sight and to create a home inventory in case of theft or natural disasters.Lastly, in the event of an emergency, it is important to know how to respond and seek help. Memorizing important phone numbers, such as emergency services and trusted contacts, can save valuable time in a crisis. It is also important to have a first aid kit on hand and to know basic first aid techniques, such as CPR and wound care. Creating a family emergency plan and practicing it regularly can ensure that everyone knows what to do in case of a fire, earthquake, or other disaster. Staying informed about potential hazards in our area, such as severe weather or environmental risks, can also help us to prepare and stay safe.In conclusion, keeping ourselves safe requires a combination of awareness, preparedness, and caution in different aspects of our lives. By following these tips and strategies, we can reduce the risk of harm and protect ourselves from various threats anddangers. Ultimately, safety is a personal responsibility that we must take seriously in order to lead a secure and fulfilling life.篇2Title: How to Keep Us SafeIntroduction:In today's world, safety is a growing concern for everyone. From natural disasters to man-made threats, it is important for us to take proactive measures to keep ourselves safe. This article will discuss various ways in which we can ensure our own safety and the safety of those around us.Home Safety:One of the most significant steps we can take to keep ourselves safe is ensuring the safety of our homes. This includes installing security systems, locking doors and windows, and being vigilant of any suspicious activity in our neighborhoods. It is also essential to have an emergency plan in place in case of a fire or other disaster.Personal Safety:In addition to home safety, it is crucial to take steps to ensure our personal safety. This includes being aware of oursurroundings, avoiding dangerous situations, and trusting our instincts. It is also important to communicate with others about our whereabouts and have a plan in place in case of an emergency.Road Safety:Road safety is another crucial aspect of keeping ourselves safe. This includes following traffic laws, wearing seatbelts, and not driving under the influence of drugs or alcohol. It is also important to be aware of pedestrians and cyclists while driving and to practice defensive driving techniques.Health and Wellbeing:Maintaining our health and wellbeing is essential for our overall safety. This includes eating a balanced diet, getting regular exercise, and managing stress levels. It is also important to have regular check-ups with healthcare professionals and to seek help when needed.Community Safety:Finally, keeping our communities safe is a collective effort that requires everyone's participation. This includes reporting suspicious activity to authorities, volunteering in neighborhoodwatch programs, and advocating for policies that promote safety and security for all.Conclusion:In conclusion, keeping ourselves safe requires a combination of awareness, preparation, and action. By taking steps to ensure the safety of our homes, ourselves, and our communities, we can create a safer and more secure environment for everyone. Let us all do our part to keep us safe.篇3How to Keep Us SafeIn today's world, it is more important than ever to prioritize safety and security. With various threats, such as cyber attacks, natural disasters, and even terrorism, it is crucial to take measures to keep ourselves and our loved ones safe. Here are some tips on how to keep us safe in different aspects of our lives:1. Personal safety:- Always be aware of your surroundings, especially when walking alone or in unfamiliar areas.- Trust your instincts. If a situation feels unsafe, leave immediately.- Carry a whistle or a personal alarm for emergency situations.- Avoid sharing personal information with strangers, both in person and online.2. Home safety:- Install quality locks on all doors and windows.- Ensure that all entry points are well-lit, especially at night.- Consider installing a security system with cameras and alarms.- Do not leave spare keys hidden outside your home.- Have a plan in place for emergencies, such as a fire escape plan.3. Cybersecurity:- Use strong, unique passwords for all online accounts.- Enable two-factor authentication whenever possible.- Be cautious of unsolicited emails or messages, as they may contain malware or phishing attempts.- Regularly update your devices and software to protect against vulnerabilities.- Avoid sharing personal information on social media.4. Travel safety:- Research your destination before traveling, including any safety recommendations or travel advisories.- Keep copies of important documents, such as your passport and itinerary, in a secure location.- Stay alert in crowded areas, such as airports or train stations.- Avoid carrying large amounts of cash and use a money belt for valuables.- Stay in well-reviewed accommodations and avoid walking alone at night in unfamiliar areas.5. Emergency preparedness:- Create an emergency kit with essential supplies, such as water, food, first aid supplies, and medications.- Have a communication plan in place with your family or roommates in case of an emergency.- Stay informed about local emergency procedures and evacuation routes.- Be prepared for different types of emergencies, such as natural disasters or medical emergencies.- Practice drills for different scenarios, such as a fire or earthquake.By following these tips and being proactive about safety measures, we can better protect ourselves and our loved ones in various situations. Remember that safety is a priority, and it is up to each of us to take responsibility for our own well-being. Stay informed, stay aware, and stay safe.。

资损防控事前流程

资损防控事前流程Asset loss prevention and control is an essential process for businesses to safeguard their resources and maintain financial stability. 资产损失的防控是企业确保其资源安全并保持财务稳定的重要过程。

It involves the implementation of proactive measures and the development of strategies to minimize the possibility of financial losses due to various factors such as theft, fraud, or operational inefficiencies. 它涉及实施积极的措施和制定策略，以最大程度地减少由于盗窃、欺诈或运营效率低下等各种因素导致的财务损失的可能性。

One of the key aspects of asset loss prevention and control is the establishment of robust security protocols and procedures. 资损防控的关键方面之一是建立健全的安全协议和程序。

This includes the installation of security systems such as surveillance cameras, access control measures, and alarm systems to deter and detect any unauthorized access or suspicious activities. 这包括安装安全系统，如监控摄像头、门禁措施和报警系统，以阻止和检测任何未经授权的访问或可疑活动。

如何长期储藏物资英语作文

如何长期储藏物资英语作文下载温馨提示:该文档是我店铺精心编制而成，希望大家下载以后，能够帮助大家解决实际的问题。

文档下载后可定制随意修改，请根据实际需要进行相应的调整和使用，谢谢!并且，本店铺为大家提供各种各样类型的实用资料，如教育随笔、日记赏析、句子摘抄、古诗大全、经典美文、话题作文、工作总结、词语解析、文案摘录、其他资料等等，如想了解不同资料格式和写法，敬请关注!Download tips: This document is carefully compiled by theeditor. I hope that after you download them,they can help yousolve practical problems. The document can be customized andmodified after downloading,please adjust and use it according toactual needs, thank you!In addition, our shop provides you with various types ofpractical materials,such as educational essays, diaryappreciation,sentence excerpts,ancient poems,classic articles,topic composition,work summary,word parsing,copyexcerpts,other materials and so on,want to know different data formats andwriting methods,please pay attention!Storing supplies for the long term requires careful planning and organization. It is essential to ensure that the items remain in good condition and are easily accessible when needed. Here are some tips to help you effectively store your supplies:1. Proper packaging: It is crucial to pack the supplies in a way that protects them from moisture, pests, and damage. Use airtight containers, such as plastic bins or vacuum-sealed bags, to keep out moisture and prevent spoilage. Additionally, consider using pest control measures like mothballs or silica gel packets to deter insects.2. Labeling: Clearly label each container with its contents and the date of storage. This will help you easily identify and rotate your supplies, ensuring that the oldest items are used first. Use waterproof markers or labels to prevent smudging or fading over time.3. Storage location: Choose a cool, dry, and dark place to store your supplies. Avoid areas that are prone to temperature fluctuations or direct sunlight, as these can degrade the quality of certain items. Basements, pantries, or dedicated storage rooms are ideal options.4. Stock rotation: Regularly check and rotate your supplies to maintain freshness and prevent waste. Use the "first in, first out" method, where you consume the oldest items first and replace them with newly purchased ones. This practice ensures that your supplies remain up to date and usable.5. Inventory management: Keep an inventory list of all your stored supplies. This will help you keep track of what you have and what needs to be replenished. Update the list regularly and include details such as quantity, expiration dates, and usage instructions.6. Emergency supplies: Apart from long-term storage, it is essential to have a separate stash of emergency suppliesthat can be easily accessed during unexpected situations. This may include items like flashlights, batteries, non-perishable food, and water.7. Regular maintenance: Periodically inspect your stored supplies for any signs of damage, spoilage, or expiration. Discard any items that are no longer usable or safe to consume. This practice ensures that your supplies are always in good condition and ready to be used when needed.Remember, long-term storage of supplies requires ongoing attention and maintenance. By following these tips, you can ensure that your stored items remain in good condition and are readily available for any situation that may arise.。

Nonconforming Product Control不合格品控制程序(中英文)

1.0 PURPOSE 目的1.1 The procedure defines process of identification, record, separate and disposes nonconformingmaterials and products to prevent them being further processed, used and delivered.定义不合格品的标识、记录、隔离和处理流程，防止可疑或不合格的成品、半成品、原材料等混用或误用，确保不被进一步加工、使用和交付。

2.0 SCOPE 范围2.1 Apply to any nonconforming materials and products in Cheersson, such as: nonconformities in newproduct, inspection in Incoming, Process, shipment inspection, customer return and any other suspect Material.适用于新产品导入、进货检验、过程检验、出货检验、搬运不良、客户退回产品以及各种可疑产品的控制和处理。

3.0 DEFINITIONS 定义3.1 Suspect Material or Product: any material or product whose status or conformity is uncertain. 可疑品：指检验或试验、测试状况无法确定的物料或产品，可疑品按不合格品处理。

3.2 Non-conformity: Material or products don't meet the specification.不合格品：不满足要求的材料或产品。

4.0 REFERENCE DOCUMENTS 参考文件4.1 ISO/TS 16949 Clause 8.3 - Control of nonconforming product 不合格品控制4.2 PD-S7-01 Corrective & Preventive Action Procedure 纠正预防措施程序5.0 RECORDS 记录5.1 FN-QA-004 Nonconforming products disposal Form 不良品处理单5.2 FN-QA-037 Material review board application Sheet 特采申请单5.3 FN-QA-036 Deviation permit registration form 偏离许可登记表5.4 FN-QA-010 Quality nonconformance data collection record 不良品记录5.5 FN-QA-011 Quarantine LOG 产品隔离日志5.6 FN-QA-012 Sorting Sheet 挑选记录5.7 FN-AS-002 Rework record 返工记录6.0 RESPONSIBILITY6.1 The department who find the defects should identify and separate the nonconforming products andinform quality dept.不合格品发现部门对不合格品进行标识和隔离，通知质量部。

储物间管理制度的英文缩写

储物间管理制度的英文缩写1. PurposeThe purpose of this policy is to establish the guidelines for the management of the storage room in order to ensure efficient and organized storage of items and to maintain a safe and clean environment.2. ScopeThis policy applies to all employees and individuals who have access to the storage room. It covers the proper procedures for storing, organizing, and maintaining the items in the storage room.3. Responsibilities- The Facilities Manager is responsible for overseeing the storage room and ensuring that all items are properly stored and organized.- All employees are responsible for following the guidelines set forth in this policy and for maintaining the cleanliness and orderliness of the storage room.4. AccessAccess to the storage room is restricted to authorized personnel only. Individuals must obtain approval from the Facilities Manager before accessing the storage room. Keys or access codes will be provided to those who are authorized to enter the storage room.5. Storage GuidelinesAll items stored in the storage room must be labeled with the following information:- Item name- Date of storage- Owner of the item (if applicable)Items must be stored in a manner that allows for easy access and retrieval. Heavy items should be stored on lower shelves, while lighter items should be stored higher up. All items should be stored in a way that minimizes the risk of damage or injury.6. Inventory ManagementThe Facilities Manager is responsible for maintaining an accurate inventory of all items stored in the storage room. A log book will be kept to record all items that are added or removed from the storage room. The log book will be regularly reviewed to ensure that all items are accounted for.7. MaintenanceThe storage room must be kept clean and free of debris at all times. Any spills or messes must be promptly cleaned up. Regular inspections will be conducted to ensure that the storage room is well-maintained.8. SecuritySecurity measures will be implemented to prevent unauthorized entry into the storage room. Surveillance cameras may be installed to monitor the storage room and deter theft or vandalism.9. ComplianceAll employees and individuals with access to the storage room are required to comply with the guidelines set forth in this policy. Failure to comply may result in disciplinary action. 10. TrainingAll employees will receive training on the proper procedures for storing items in the storage room. The Facilities Manager will provide guidance and instruction on how to effectively organize and maintain the storage room.11. ReviewThis policy will be reviewed on an annual basis to ensure that it remains current and effective. Any necessary updates or changes will be made at that time.12. ConclusionThe proper management of the storage room is essential for maintaining a safe and organized working environment. By following the guidelines outlined in this policy, we can ensure that the storage room is well-maintained and that all items are easily accessible.。

货品储存制度范本英文简称

Storage System TemplateIntroduction:The storage system template is a comprehensive guide that outlines the essential components and procedures for effectively managing and organizing inventory in a storage facility. This template serves as a standardized framework for maintaining accurate records, optimizing space utilization, and ensuring efficient inventory management.1. Inventory Classification:- Item Description: Provide a detailed description of each item, including its name, specifications, and any other relevant information.- Item Category: Classify items into appropriate categories based on their nature, such as raw materials, finished goods, or consumables.- Item Code: Assign a unique identifier to each item for easy tracking and reference.2. Storage Layout:- Zone Planning: Divide the storage facility into different zones based on item categories, accessibility, or other relevant factors.- Racking System: Implement an organized racking system to maximize space utilization and facilitate easy retrieval of items.- labeling: Apply clear and visible labels on storage bins, shelves, and items for easy identification.3. Inventory Management:- Receiving: Establish a protocol for receiving goods, including inspection, verification, and documentation of received items.- Putaway: Develop a systematic method for placing items in their designated storage locations based on factors such as item frequency, size, and weight.- Picking: Implement efficient picking procedures to fulfill orders, ensuring accurate and timely delivery of items.- Replenishment: Regularly monitor inventory levels and replenish stock as needed to maintain optimal inventory levels and prevent stockouts.4. Inventory Tracking:- Barcode/RFID System: Utilize barcode or RFID technology to track inventory movements and maintain accurate stock records.- Inventory Software: Adopt an inventory management software system to automate data entry, generate reports, and analyze inventory trends.- Regular Audits: Conduct regular physical inventory audits to verify the accuracy of recorded stock levels and identify any discrepancies.5. Safety and Security:- Access Control: Implement strict access control measures, including secure entry points, ID badges, and visitor logs.- Fire Safety: Install appropriate fire safety equipment, such as fire extinguishers, sprinkler systems, and emergency exit signs.- Pest Control: Establish a regular pest control program to prevent infestations that could damage inventory or compromise stored goods.- Security Surveillance: Install surveillance cameras and alarm systems to deter theft and monitor activities within the storage facility.6. Documentation and Record-Keeping:- Inventory Records: Maintain up-to-date records of all inventory transactions, including receipts, putaway logs, picking lists, and delivery documents.- Storage Manual: Create and distribute a storage manual to all relevant personnel, outlining procedures, policies, and best practices for storage operations.- Training Records: Keep records of training sessions conducted forstaff to ensure they are aware of and adhere to storage system protocols. Conclusion:The storage system template provides a comprehensive framework for managing and organizing inventory in a storage facility. By implementing the outlined components and procedures, businesses can optimize space utilization, maintain accurate records, and ensure efficient inventory management. Regular monitoring, evaluation, and updates to the storage system are essential to adapt to changing business needs and ensure continuous improvement in storage operations.。

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An inventory control problem for deteriorating items with back-ordering and ﬁnancialconsiderationsAta Allah Taleizadeh a ,⇑,Mohammadreza Nematollahi ba School of Industrial and Systems Engineering,College of Engineering,University of Tehran,Tehran,Iran bDepartment of Industrial Engineering,Iran University of Science and Technology,Tehran,Irana r t i c l e i n f o Article history:Received 15June 2012Received in revised form 28February 2013Accepted 31May 2013Available online 26June 2013Keywords:Inventory control Delayed payment Deterioration InﬂationTime value of money Shortagea b s t r a c tThis paper investigates the effects of time value of money and inﬂation on the optimal ordering policy in an inventory control system.We proposed an economic order quantity model to manage a perishable item over the ﬁnite horizon planning under which back-ordering and delayed payment are assumed.The demand and deterioration rates are con-stant.The present value of total cost during the planning horizon in this inventory system is modeled ﬁrst,then a three phases solution procedure is proposed to derive the optimal order and shortage quantities,and the number of replenishment during the planning hori-zon.Finally,the proposed model is illustrated through numerical examples and the sensi-tivity analysis is reported to ﬁnd some managerial insights.Ó2013Elsevier Inc.All rights reserved.1.IntroductionIn real world problem,deterioration of many items such as chemicals,volatile liquids,blood banks,medicines and some other goods during storage period is non-negligible.In general,deterioration is deﬁned as the decay,damage,spoilage,evap-oration and obsolescence of stored items and it results in decreasing usefulness [1].So,the management and holding of inventories of perishable items becomes an important problem for inventory managers.In the other hand,delayed payment is an important form of ﬁnancing for businesses in a broad range of industries and economies that extremely well-developed and are being used in ﬁnancial markets.Furthermore,both inﬂation and time value of money issues will have main effects in ﬁnancial markets.All of the above mentioned issues (deteriorating items,delayed payment,inﬂation and time value of money)are separately regarded in some inventory models.But as is shown in Table 1there are a few researches in which only number of all of the considered topics are mentioned together.Also there is no research in which all of them had been considered.For instance,Ghare and Schrader [22]were the pioneers to establish an inventory model for deteriorating items.Covert and Philip [18]extended Ghare and Schrader’s constant deterioration rate to a two-parameter Weibull distribution.In continue this topic was investigated with many researchers.Aggarwal and Jaggi [2]proposed an inventory control model for deteriorating items in which shortage was not permitted.Hariga and Ben-daya [24]developed lot-sizing problem with time-dependent demand under inﬂationary conditions.Ray and Chaudhuri [51]developed a ﬁnite time-horizon EOQ model with backordering where the varying demand rate whereas the effects of inﬂation and the time value of money are taken into account.Chen [10]considered situation in which the demand rate is time-proportional and shortages are fully Backordered.He investigated the effects of inﬂation and time-0307-904X/$-see front matter Ó2013Elsevier Inc.All rights reserved./10.1016/j.apm.2013.05.065⇑Corresponding author.Tel.:+989363447171.E-mail addresses:Ata.taleizadeh@ ,taleizadeh@ut.ac.ir (A.A.Taleizadeh),mr.nematollahi@ (M.Nematollahi).94 A.A.Taleizadeh,M.Nematollahi/Applied Mathematical Modelling38(2014)93–109Table1Brief literature review.No Inventory Control System Shortage Deterioration Delayed Payment Inﬂation Time Value of Money Solution Method[2]EOQ[[Non-closed-form[3]EPQ[[[[Closed-form[4]EOQ x x x Closed-form[5]EOQ x x Closed-form[6]EOQ x Closed form[7]EOQ[[[Closed-form[8]EOQ[Closed-form[1]EOQ[[[Closed-form[9]EOQ[[[Closed-form[10]EOQ[[[[Non-closed-form[11]EOQ[[[[Non-closed-form[12]EOQ[[[[Non-closed-form[13]EOQ[Closed-form[14]EOQ[[Closed-form[15]EOQ[[[[Non-closed-form[16]EOQ[[Closed-form[17]EOQ[[Closed-form[18]EOQ x Closed-form[19]EOQ x x Non-closed-form[20]EOQ[[[[Non-closed-form[21]EOQ[[Non-closed-form[22]EOQ x Closed-form[23]EOQ[[Non-closed-form[24]EOQ[[Non-closed-form[25]EOQ[[[[Non-closed-form[26]EOQ[[[[Non-closed-form[27]EPQ[[Closed-form[28]EOQ[Closed-form[29]EOQ[Closed-form[30]EPQ[Closed-form[31]EOQ[[Non-closed-form[32]EOQ[Closed-form[33]EOQ[[Non-closed-form[34]EOQ[[[Non-closed-form[35]EOQ[Closed-form[36]EOQ[[[[Closed-form[37]EOQ[[[Non-closed-form[38]EOQ[Closed-form[39]EOQ[[Non-closed-form[40]EOQ[[[Non-closed-form[41]EOQ[[Closed-form[42]EOQ[[[Closed-form[43]EOQ[Non-closed-form[44]EOQ[[[[Non-closed-form[45]EPQ[[[Non-closed-form[46]EOQ[Closed-form[47]EOQ[[[[Non-closed-form[48]EOQ[Non-closed-form[49]EOQ[[Closed-form[50]EOQ[[Closed-form[51]EOQ[[[Non-closed-form[52]EPQ[[Non-closed-form[53]EOQ[[[Non-closed-form[54]EOQ[[[Non-closed-form[55]EOQ[Closed-form[56]EOQ[[Non-closed-form[57]EPQ[[[Non-closed-form[58]EPQ[[Non-closed-form[59]EOQ[Closed-form[60]EPQ[Closed-form[61]EOQ[[[Non-closed-form[62]EOQ[[[Non-closed-form[63]EOQ[[[[Closed-form value of money too.Chung and Lin[15]developed an EOQ model for deteriorating items taking account of time value of money over aﬁxed planning horizon.Liao and Chen[41]developed an EOQ model under a situation in which the effects of the inﬂation,deterioration,initial stock-dependent demand rates and wholesaler’s permissible delay in payment are dis-A.A.Taleizadeh,M.Nematollahi/Applied Mathematical Modelling38(2014)93–10995 cussed while shortage is not allowed.Yang[61]developed two-warehouse inventory management problem for perishable products with constant demand rate and backordering shortages under inﬂation.In this paper in contrast to the traditional deterministic two-warehouse inventory model with shortages at the end of each replenishment cycle,an alternative model in which each cycle begins with shortages and ends without shortages is proposed here[61].Chang[7]extended an EOQ model under a situation in which the retailer considers permissible delay of payments for purchaser if he/she orders a large quantity.In this work shortages are not permitted and the effects of the deterioration and inﬂation rates,and delayed pay-ment policy are as well discussed.Hou[25]developed an EOQ model overﬁnite planning horizon for perishable products with stock-dependent demand rate and full backordering under inﬂation and time value money.Ghosh and Chaudhuri [23]developed an EOQ model with a quadratic demand,shortages and time-proportional deterioration in all cycles while Mukhopadhyay et al.[48]developed and EOQ model for perishable items in which demand is price dependent.Dye[21]ex-tended joint pricing and ordering policy for perishable products whereas shortage is partially being backlogged.Mohan and Gopalakrishnan[46]proposed a multi products EOQ model with delayed payment and budget limitation.Chang et al.[9] investigated an inventory model for deterioration items in which both delayed payment and inﬂation are considered.Chung and Huang[17]developed an EOQ model with delayed payment and full backordering shortage.In continue,Hu and Liu[26] developed the EPQ model with delayed payment and full backordering shortage.Jaggi et al.[36]developed EOQ model for perishable products whereas partial backordering,linear trend in demand and inﬂation are assumed.Sarkar and Moon[58] investigated the effects of inﬂation in an imperfect production system.The effects of time-value of money and inﬂation on order quantity of the product with random life cycle are investigated by Moon and Lee[64].Sarkar et al.[65]extended an EOQ model for perishable items under inﬂation,permissible delay of payment and backordering.Huang[66]developed an integrated single vendor single buyer model under conditions of order processing cost reduction and permissible delay in payments when shortage is not permitted.Chen and Kang[67]developed and integrated inventory control model with per-missible delay in payments for determining the optimal order quantity time and replenishment frequency.Chung[68]stud-ied a supply chain problem in which optimal order quantity with partially permissible delay in payments derived analytically.Cheng et al.[69]developed an inventory control model for deteriorating items in which trapezoidal type de-mand and partial backlogging are assumed.Chung and Lin[70]studied trade credit issue in a supply chain model proposed to determine the order quantity of a deteriorating item.Urban[71]developed the work of Min et al.[19]with relaxing the boundary condition imposed in their model that ensures the entire stock is depleted at the end of each order cycle and resolving the potential unbounded solution resulting from a linear demand function by constraining the maximum inventory level.More over some related articles are Cárdenas-Barrón[72–74],Widyadana et al.[75],Chung et al.[76]and Wee et al. [77,78].Above literature review of the mentioned topic and Table1show EOQ model is not developed under situation in which shortage,inﬂation,time value of money and delayed payment over theﬁxed planning horizon are investigated.So in this paper we want to investigate these issues together and derive a comprehensive model to determine the economic order quantity.2.Assumptions and notationsThe mathematical model in this paper is developed with the following assumptions:Planning horizon isﬁnite.Single item inventory control is mentioned.Demand and deterioration rates are constant.Deterioration occurs as soon as the items are received into inventory.There is no replacement or repair of deteriorating items during the period under consideration.Shortage is allowed and will totally be backordered.Delayed payment strategy is offered by the seller.Inﬂation rate is constant and time value of money is considered.The lead time is zero.The inventory level at the end of the planning horizon will be zero.The cost factors are deterministic,but will be inﬂated under constant inﬂation rate.The order and shortage quantities are continues decision variables.The number of replenishments are restricted to integer one.The total relevant cost consists ofﬁxed ordering,purchasing,holding,shortage,interest payable,and interest earned from sales revenue during the permissible period.The last order is only being placed to satisfy the shortage of last period.The goal of the model is to determine the decision variables under which the net present value of total cost during the horizon planning is minimized.96 A.A.Taleizadeh,M.Nematollahi/Applied Mathematical Modelling38(2014)93–109Under above assumptions following notations are used to develop the model whereðj¼0;1;2;...;NÞ.2.1.Parameters:A:Theﬁxed ordering cost per replenishment,$/order,C:The unit purchasing price at time zero,$/item,CðtÞ:The unit purchasing cost at time t,ðCðtÞ¼CeÀRtÞ,D:The constant demand rate per unit time,H:The length of theﬁnite planning horizon,i:The constant inﬂation rate,IðtÞ:The inventory level at time t,I c:The interest charged per$per year by the supplier,I e:The interest earned per$per year by the purchaser,I h:The holding cost rate per unit time excluding interest charges,M:The permissible delay in settling account,r:The discount rate,representing the time value of money,R:rÀi,representing the net constant discount rate of inﬂation,T:The length of each replenishment cycle,T j:The total time that is elapsed up to and including the j th replenishment cycle where T0¼0,T1¼T,and T N¼H, t j=The time at which the inventory level in the j th replenishment cycle drops to zero,V:The unit selling price at time zero,$/item,VðtÞ:The selling price per unit at time t,VðtÞ¼VeÀRt,h:The constant deterioration rate,units/unit time,p:The shortage cost per unit time,$/unit/unit time,pðtÞ::The shortage cost per unit per unit time at time t,ðpðtÞ¼p eÀRtÞ.2.2.Decision variablesF:The fraction of replenishment cycle where the net stock is positive,.N:The number of replenishments during the planning horizon,N¼HT2.3.Dependent variablesC s:The present value of shortage cost during theﬁrst replenishment cycle,C P:The present value of holding cost during theﬁrst replenishment cycle,I b:The maximum shortage quantity,I m:The maximum inventory level,IC:The interest payable during theﬁrst replenishment cycle,IE:The interest earned during theﬁrst replenishment cycle,Q:The order quantity in each replenishment,TC A:The totalﬁxed ordering cost during,ð0;HÞTC h:The total holding cost during,ð0;HÞTC P:The total purchasing cost during,ð0;HÞTC S:The total shortage cost during,ð0;HÞTIC:The total interest cost during,ð0;HÞTIE:The total interest earned during,ð0;HÞTC:The total relevant cost during,ð0;HÞ.3.Model formulationAs it shown in Fig.1,we assume the length of planning horizon H¼NT;where N is an integer decision variable repre-senting the number of replenishments to be made during H;and T is time between two replenishments.The inventory level at time t decreases because of demand and deterioration.So according to this description the changes of inventory respect to time can be shown using the following differential Equations;dIðtÞþh IðtÞ¼ÀD;06t6t1;ð1ÞdtdIðtÞ¼ÀD;t16t6T:ð2ÞConsidering the boundary conditions,Iðt1Þ¼0,for theﬁrst differential equation gives;IðtÞ¼Dhe hðt1ÀtÞÀ1ÂÃ;06t6t1ð3ÞAnd for the second differential equation we have;IðtÞ¼ÀDðtÀt1Þ;t16t6T:ð4ÞAccording to Eqs.(3)and(4)the maximum inventory quantity at the beginning of each period and maximum shortage quantity at the end of each period are:I m¼Ið0Þ¼Dhe hðt1ÞÀ1ÂÃ¼Dhe h FHÀ1h i;ð5ÞI b¼DðTÀt1Þ¼D HÀFH:ð6ÞSince we have mentioned the delayed payment policy,the total inventory cost of buyer depends on the delayed payment time,M,which may be before t1ðM6t1Þor after this timeðM>t1Þ.Soﬁrstly we determine the same costs which exist in both cases and in continue the speciﬁc costs of each case will be determined.3.1.Fixed ordering costSince the numbers of replenishment or period is N,theﬁxed ordering coat over the planning horizon under net present value and inﬂation considerations is;TC A¼X Nj¼0AðjTÞ¼X Nj¼0AeÀðjRTÞ¼AeÀðNþ1ÞRTÀ1eÀRTÀ1!:ð7ÞSince the independent decision variables are N and F,using T¼H,Eq.(7)can be changed to:TC AðN;FÞ¼AeÀNþ1NðÞRHÀ1eÀRH NÀ1"#:ð8Þ3.2.Holding cost excluding interest costIn order to determine the holding cost,ﬁrstly the average inventory quantity should be ing Eq.(3)the average inventory is;¼Z t10IðtÞdt¼Z t1Dhe hðt1ÀtÞÀ1ÂÃdt¼DhÀ1hÀt1þe h t1h!¼Dh2e h t1Àh t1À1ÂÃ:ð9ÞThen,using Eq.(9)the holding cost over the planning horizon under net present value and inﬂation considerations is;TC h¼X NÀ1j¼0I h CðjÞI¼X NÀ1j¼0I h CeÀðjRTÞI¼I h CDhe h t1Àh t1À1ÂÃeÀNRTÀ1eÀRTÀ1!;ð10ÞA.A.Taleizadeh,M.Nematollahi/Applied Mathematical Modelling38(2014)93–10997T ¼H yields to;TC h ðN ;F Þ¼I h CD h 2e h FHN Àh FH N À1 !e ÀRH À1e ÀRHN À1!:ð11Þ3.3.Shortage costSimilar to the holding cost,ﬁrstly the average shortage should be determined which is shown in Eq.(12).B¼ZTt 1I ðt Þdt ¼HN ÀFHN ÀÁÂD H NÀFH N ÀÁ2¼D 2H N ÀFH N2:ð12ÞUsing Eq.(12),the shortage cost over the planning horizon under net present value and inﬂation considerations is;TC S ¼X N À1j ¼0p ðj Þ¼X N À1j ¼0p eÀðjRT Þ¼pe ÀNRT À1!ð13ÞT ¼H yields to;TC S ðN ;F Þ¼p D 2H N ÀFHN2e ÀRH À1e ÀRHN À1!:ð14Þ3.4.Purchasing costAccording to Fig.1,the purchasing cost of j th cycle is being calculated by Eq.(15).C p ðj Þ¼C ðj ÞI m þC ðj þ1ÞT I b ¼C ðj ÞD he h FH N À1h i þC ðj þ1ÞT D H N ÀFHN ;j ¼0;1;2;...;N :ð15ÞSo,the total purchasing cost over the planning horizon with considering T ¼H Nwill be;TC p ðN ;F Þ¼X N À1j ¼0C p ðj Þ¼CD e h FH N À1h i e ÀRH À1e ÀRH À1 !þCDe ÀRHN H ÀFH e ÀRH À1e ÀRHÀ1 !:ð16Þ3.5.Interest charged and earnedRegarding interests charged and earned,we have the following two possible cases based on the values of M 6t 1andM 6t 1which are described as follow.3.5.1.Case 1:M 6t 13.5.1.1.Interest earned.As items are sold and before the replenishment account is settled,the sales revenue is used to earn interest.At the beginning of the time interval,the backordered quantity which is I b ,should be replenished ﬁrst and the max-imum accumulated sold until M is equal to R M0Dtdt .For the ﬁrst case which is shown in Fig.2,the interest earned for the ﬁrst cycle is;IE 1¼I e V ð0ÞI b M þZMDtdt !¼I e V ð0ÞMD H N ÀFH NþDM 22"#ð17ÞAnd total interest earned using T ¼H will be;TIE 1ðN ;F Þ¼X N À1j ¼0IE 1ðj Þ¼X N À1j ¼0IE 1e ÀðjRT Þ¼VI e MD H N ÀFH N þDM 22"#e ÀRH À1e ÀRH N À1 !:ð18Þ3.5.1.2.Interest charged.When the replenishment account is settled,the situation is reversed and effectively the items still instock,which is equal to R t1M I ðt Þdt ,have to be ﬁnanced at interest rate I c .So for the ﬁrst period the interest payable is;IC 1¼I c C ð0ÞZt 1M I ðt Þdt !¼I c C ð0ÞZt 1MD h e h ðt 1Àt ÞÀ1ÂÃdt !¼I c C ð0ÞD h À1h Àt 1þe h ðt 1ÀM ÞhþM !ð19ÞAnd total interest payable over the planning horizon using T ¼H will be;98 A.A.Taleizadeh,M.Nematollahi /Applied Mathematical Modelling 38(2014)93–109TIC 1ðN ;F Þ¼X N À1j ¼0IC 1ðj Þ¼X N À1j ¼0IC 1e ÀðjRT Þ¼CI cD h À1h ÀFH N þe h FH ÀM ðÞh þM "#e ÀRH À1e ÀRHN À1 !:ð20ÞSo the total cost function of the ﬁrst case,M 6t 1,is;TC 1ðN ;F Þ¼A e ÀN þ1N ðÞRH À1e ÀRH N À1"#þp D 2H N ÀFH NÀÁ2þCDe ÀRHN H N ÀFH N ÀÁþCD h e h FHN À1h i þI h CD h 2e h FH N Àh FH N À1h i þCI c D h e h FH ÀMðÞh þM À1h ÀFH N !ÀVI e MD H ÀFH ÀÁþDM 2h i 0B B B B B B B B@1C C C C C C C C A e ÀRH À1e ÀRH N À1 !:ð21Þ3.5.2.Case 2:M 6t 13.5.2.1.Interest earned.Similar to the ﬁrst case,at the beginning of the time interval,the backordered quantity which is I b ,should be replenished ﬁrst and its interest earned for the ﬁrst cycle will be I e V ð0ÞMI b .Then the maximum accumulated solduntil M is equal to R t10Dtdt while the interest earned will beI e V ð0ÞðM Àt 1ÞDt 1þDt 212"#:So,for the ﬁrst case which is shown in Fig.3,the interest earned for the ﬁrst cycle is;IE 2¼I e V ð0ÞI b M z}|{1þðM Àt 1ÞDt 1zﬄﬄﬄﬄﬄﬄﬄﬄﬄ}|ﬄﬄﬄﬄﬄﬄﬄﬄﬄ{2þZ MDt 1dt zﬄﬄﬄﬄﬄﬄﬄ}|ﬄﬄﬄﬄﬄﬄﬄ{32666437775¼I e V ð0ÞMD H ÀFH þM ÀFH D FH þDF 2H 22N "#ð22ÞAnd total interest earned over the horizon planning using T ¼H will be;TIE 2ðN ;F Þ¼X N À1j ¼0IE 2ðj Þ¼X N À1j ¼0IE 2e ÀðjRT Þ¼I e V ð0ÞMD H ÀFH þM ÀFH D FH þDF 2H 22N "#e ÀRH À1e ÀRH À1 !:ð23Þ3.5.2.2.Interest charged.In this case when the replenishment account is settled,the number of items which are in stock iszero,so the interest payable will be zero.So the total cost function of the ﬁrst case,M >t 1,is;TC 2ðN ;F Þ¼A e ÀN þ1N ðÞRH À1e ÀRH N À1"#þI h CD h 2e h FH NÀh FH NÀ1hi þCD h e h FH N À1h i þCDe ÀRH N H ð1ÀF Þþp D H ÀFH ÀÁ2ÀVI e DH N M ð1ÀF ÞþM ÀFH2NÀÁF ÂÃ0B B B @1C C C A e ÀRH À1e ÀRH N À1 !:ð24ÞA.A.Taleizadeh,M.Nematollahi /Applied Mathematical Modelling 38(2014)93–10999So,theﬁnal objective function of our model becomes;Min:TCðN;FÞ¼TC1ðN;FÞ;M6t1 TC2ðN;FÞ;M>t1 &S:t:06F61N P0;Integer:ð25ÞIn the following section we will discuss about the solution method.4.Solution methodIn real world problem,the values of deterioration and inﬂation rates are usually very small.Utilizing a truncated Taylor series expansion for the exponential term,we have;e h k¼1þh kþ1ðh kÞ2:ð26ÞUsing the above approximation,the total relevant cost of theﬁrst case,when M6t1,(shown in Eq.(21))can be rewritten as;TC1ðN;FÞ¼AþI h CDh1h FHÀÁ2h iþp D HÀÁ2ð1ÀFÞ2þCDhh FHNþ12h FHNÀÁ2h iþCDeÀRH N HNÀFHNÀÁþCI c Dh1h2FHÀMÀÁ2h iÀVI e MD HÀFHÀÁþDM2h i8>>>><>>>>:9>>>>=>>>>;eÀRHÀ1eÀRH NÀ1!þAeÀRH:ð27ÞTheﬁrst derivative of TC1ðN;FÞis;@TC1 @F ¼I h CDH2NFþp DH2NðFÀ1ÞþCDH1þF h HÂÃÀCDH eÀRH NþCI c DHNF HNÀMÂÃþVI e MDHN()eÀRHÀ1eÀRH NÀ1!ð28ÞAnd the second order derivative is;@2TC1 @F2¼I h CDH2N2þp DH2N2þCDHNh HNþCI c DHNHNþ()eÀRHÀ1eÀRH NÀ1!P0:ð29ÞWhich is strongly positive and shows theﬁrst objective function for any given integer N,is convex over F. Setting Eq.(28)equal to zero gives;F1¼p HÀCNþCNeÀRH NþðCI cÀVI eÞMNðpþCðhþI cþI hÞÞH:ð30Þ100 A.A.Taleizadeh,M.Nematollahi/Applied Mathematical Modelling38(2014)93–109Since we have assumed that inﬂation rate is ever more than discount rate,so Eq.(30)is always non-negative.In continue, using Eq.(26),the total relevant cost of the second case,when M>t1,(shown in Eq.(24))can be rewritten as;TC2ðN;FÞ¼AþI h CDh212h FHNÀÁ2h iþp D2HNÀÁ2ð1ÀFÞ2þCD h FHþ1h FHÀÁ2h iþCDeÀRH HÀFHÀÁÀVI e MD HNÀFHNÀÁþMÀFHNÀÁD FHNþDF2H22N2h i8>>>><>>>>:9>>>>=>>>>;eÀRHÀ1eÀRH NÀ1!þAeÀRH:ð31ÞTheﬁrst derivative of TC2ðN;FÞis;@TC2 @F ¼I h CDH2N2Fþp DH2N2ðFÀ1ÞþCDHN1þF h HNÂÃÀCDH eÀRH NþVI e DH2N2F8<:9=;eÀRHÀ1eÀRH NÀ1!ð32ÞAnd the second order derivative is;@2TC2 @F2¼I h CDH2N2þp DH2N2þCDHNh HNþVI eDH2N2!()eÀRHÀ1eÀRH NÀ1!P0:ð33ÞWhich is strongly positive and shows the second objective function for any given integer N,is convex over F. Setting Eq.(32)equal to zero gives;F2¼p HÀCNþCNeÀRH NðI h CþpþC hþVI eÞH:ð34ÞSince we have assumed that inﬂation rate is ever more than discount rate,so Eq.(34)is always non-negative.In order to determine the optimal policy,following solution procedure is proposed.4.1.1.Theﬁrst phaseA.Deriving the optimal value of N1and F1.A.1.Firstly consider n1¼1and using Eq.(30),calculate F1ðn1Þ.ing Eq.(27),calculate the objective function value(TC1ðn1;F1ðn1ÞÞ.A.3.Consider n1¼n1þ1and using Eq.(30)calculate F1ðn1Þ.ing Eq.(27),calculate the objective function value(TC1ðn1;F1ðn1ÞÞ.A.5.If TC1ðn1;F1ðn1Þ>TC1ðn1À1;F1ðn1À1ÞÞ,consider N1¼n1À1,F1¼F1ðn1À1Þand go to step B,else go to stepA.3and continue this procedure until the stopping criteria is met.B.Deriving the optimal value of N2and F2.B.1.Firstly consider n2¼1and using Eq.(34)calculate F2ðn2Þ.ing Eq.(31),calculate the objective function value(TC2ðn2;F2ðn2ÞÞ.B.3.Consider n2¼n2þ1and using Eq.(34)calculate F2ðn2Þ.ing Eq.(31),calculate the objective function value(TC2ðn2;F2ðn2ÞÞ.B.5.If TC2ðn2;F2ðn2ÞÞ>TC2ðn2À1;F2ðn2À1ÞÞ,consider N2¼n2À1,F2¼F2ðn2À1Þand go to the second phase,elsego to step B.3and continue this procedure until the stopping criteria is met.4.1.2.The second phaseAccording to the results of theﬁrst phase,following four possible cases may occur.The First Possibility:M6F1ðn1À1ÞÂHn1À1&M>F2ðn2À1ÞÂHn2À1:In this case,do the following steps:pare the both objective functions of TC1ðn1À1;F1ðn1À1ÞÞand TC2ðn2À1;F2ðn2À1ÞÞ.C.1.If TC1ðn1À1;F1ðn1À1ÞÞ6TC2ðn2À1;F2ðn2À1ÞÞthen NÃ¼n1À1and FÃ¼F1ðn1À1Þ.C.2.If TC1ðn1À1;F1ðn1À1ÞÞ>TC2ðn2À1;F2ðn2À1ÞÞthen NÃ¼n2À1and FÃ¼F2ðn2À1Þ.C.3.Now go to the third phase.The second possibility:M>F1ðn1À1ÞÂH1&M>F2ðn2À1ÞÂH2:In this case,since theﬁrst criterion is not met following steps should be performed to obtain the new values of ðn1;F1ðn1ÞÞ.C.Deriving the optimal value of new N1and F1.A.A.Taleizadeh,M.Nematollahi/Applied Mathematical Modelling38(2014)93–109101。