Overview Background ADL SCORM General Introduction
外文全文数据库检索
经济）都进行了全文收录。此数据库通过 EBSCOhost
每日更新。
3.Environment Complete 环境数据库
提供农业、生态系生态学、能源、可再生能源、海洋与淡 水科学、地理学、污染与废弃物管理、环境科技、环境法、公 共政策、社会影响、都市规划等相关领域的丰富内容。 Environment Complete 收录 1,700 多个国内与国际标题（包 括 1,094 个当前核心标题）超过 1,957,000 条可追溯到 20 世 纪 40 年代的记录以及超过 120 篇专题论文。本数据库还收录 超过 680 种期刊的全文。
网址: 使用权限:联入中国农业大学校园网中的任何计算机(IP地址在
校园网内)都可通过图书馆主页或以上提供的网址进入EBSCO数 据库进行检索。
检索系统: EBSCO公司提供的专用检索系统。
格式：文摘和索引、HTML全文、PDF全文、HTML+PDF全文；
其它数据库:MEDLINE、Newspaper Source、ERIC、
Regional Business News、GreenFILE 等。
1．Academic Source Premier 学术研究数据库
提供了近 4,700 种出版物全文，其中包 括 3,600 多种同行评审期刊。它为 100 多种 期 刊 提 供 了 可 追 溯 到 1975 年或 更 早 年 代 的 PDF 回溯资料，并提供了 1000 多个题名的可 检索参考文献。此数据库通过 EBSCOhost 每日 进行更新。
一. Springer LINK全文电子期刊
SpringerLink数据库由德国Springer（施普林 格）出版社出版；2004年底，Springer与 Kluwer Academic Publisher合并； SpringerLink数据库提供包括原Springer和原 Kluwer出版的全文期刊、图书、科技丛书和参 考书的在线服务。
Backplane-Manufacturing-Introduction
磁片、磁带 底片
资料传送 蓝图
顾客 业务 工程制前 生产管理 裁板
图面 工作底片
程序 制作规范
5
网板制作 钻孔、成型机
October 14, 2005
Backplane BOM - PCB Introduction 4. 多层线路板制作流程
4.2 内层制作
内层干膜 蚀铜
AOI检查 预叠板及叠板
October 14, 2005
1
Backplane Application
1. Function Introduction
背板是 PCB 中具有专业化性质的特殊产品，它的主要功能就是提供一个系统的 连接支持，使得各种 PCB 板通过它实现彼此之间的互联互通。一般情况下，它被放 置在机框机架内，牢牢固定在其中，而各类 PCB 板，则通过各种连接器直接与其相 连接，再通过其内部的走线，实现各个 PCB 之间的相互连通。
The surface mount components also see much higher temperatures during soldering. They must be designed with this requirement in mind, Because of their smaller size, it is sometimes not possible to provide part markings on them. If the devices get mixed up, they must be positively identified or thrown away.
在多层板 PCB 中，我们将各层分类为信号层（Signal），电源层（Power）或是 地线层（Ground）。如果 PCB 上的零件需要不同的电源供应，通常这类 PCB 会 有两层以上的电源与电线层。
ASHRAE Standard 90.1-2010
Equipment Efficiency Changes
The following is a summary of updates to the equipment efficiencies required by 90.1-2010. Air conditioners and heat pumps. Efficiencies for air conditioners and heat pumps have been improved substantially in recent years. In fact, when compared to the 1989 standard, there is approximately a 17 percent Energy Efficiency Ratio (EER) improvement in the larger sizes and 30 percent in the 5- to 20-ton category. For small, less than 5-ton, equipment the change is approximately 34 percent Seasonal Energy Efficiency Ratio (SEER) improvement. Equipment schedules now incorporate a new term called Integrated Energy Efficiency Ratio (IEER). This new metric was developed for unitary products to replace Integrated Part Load Value (IPLV) and encourage designs that have better part-load performance. (Addendum S)
Overview
5 W. Scacchi, CMAG Presentation, 9 March 2007
Other Motivating Applications
• Game-based virtual worlds
– Most MMOG companies don’t know their own processes, nor those active/emerging within game community (e.g., external/gray markets for in-game resources)
Discovering socio-technical and cultural evolution processes
• New OSSD processes under study
– Joining and contributing to a project in progress – Role-task migration: from project periphery to center – Alliance formation and community development
Process discovery
• Participant observation (online, Web-based ethnography) to tailor process meta-model • Collection, annotation, and tracking of participant created/modified artifacts
– Objects of interaction marking events and event flow – How objects are situated in facilitating collaboration, conflict, or conflict mitigation – Requires scalable, concurrent content crawling and indexing – Guided by meta-model and multi-mode process models
Extech CD Regulated Power Supply Modelos 382203 y
Manual del usuarioFuente de poder CD regulada con tres salidas Modelos 382203 (Análogo) y 382213 (Digital)IntroducciónFelicitaciones por seleccionar la Fuente de poder CD regulado Modelos 382203 (análogo) o 382213 (digital) de Extech. Los modelos 382203 y 382213 son fuentes de poder reguladas de estado sólido y compactos, apropiadas para muchas aplicaciones incluyendo pruebas de banco, servicio de campo, equipo de telecomunicaciones y diversión.Descripción del medidor1. Pantallas LCD Voltaje y Corriente2. LED indicador de estado de límite de corriente3. Interruptor de encendido con LED de estado4. Terminales de salida 5V y 12V fijo5. Terminales de salida alimentación variable6. Perillas de ajuste de voltaje y corriente variableNota: El Modelo 382213 (escalas LCD) se muestra arriba. El Modelo 382203 (mostrado en la portada) usa escala análoga.Operación1. La Fuente de poder debe ser alimentada con voltaje de línea nominal (110V ó 220V) dentro de+ 5%.2. Antes de encender, retire todas las cargas conectadas y fije la perilla de ajuste de voltajetotalmente contrarreloj (salida 0V CD).3. Para operar la fuente de alimentación como fuente de corriente constante, la salida de corrientedebe fijarse entre 10% y 100% del valor nominal (3A). El indicador de limitación de corriente se iluminará al activarse el circuito limitador de corriente.4. Use las perillas para ajuste de corriente y voltaje para fijar las salidas variables de corriente yvoltaje respectivamente. Use las terminales de salida variable para conexiones.5. Para las salidas de 5VCD y 12VCD, use las terminales de salida fija.6. Las pantallas análoga o digital indicaran las salidas reales de corriente y voltaje.7. Mantenga libre de obstrucciones las rejillas de ventilación del medidor (arriba y lados) paraprevenir sobrecalentamiento.Especificaciones382203382213Indicador Análogo doble conescalas Pantalla LCD doble de 3dígitosSalida de voltaje, CD0-30VSalida de corriente, CD0 - 3 amperiosIndicador de límite decorrienteLED de estadoPrecisión ± 7% de la escala total ± 1% de la escala total + 2dígitosOndulación y Ruido< 5mVRegulación de línea< 0,05% + 10mVVoltaje fijo de salida5V / 0,5A (Continuo); 1A (máx.)12V / 0,5A (Continuo); 1A (máx.)Tensión110/220VCA 50/60Hz (conmutable) Dimensiones152 x 142 x 242mm(6 x 5,6 x 9,5") (WxHxD)Peso4,5 kg (10 lbs.)Copyright (c)2012 Extech Instruments Corporation (a FLIR company) Reservados todos los derechos, incluyendo el derecho de reproducción total o parcial en cualquier medi o.。
Reflections_on_Research_and_Development_Management
Chinese Business Review, Jan.-Mar. 2023, Vol. 22, No. 1, 31-36doi: 10.17265/1537-1506/2023.01.004 Reflections on Research and Development ManagementInnovation in Huawei EnterprisesZHAO Yao, DING Hui, WANG TingyongSunrui Marine Environment Engineering Co., Ltd, Qingdao, P.R. ChinaAs an advanced global provider of information and communication technology solutions, Huawei has alwaysmaintained a leading position in the ICT field and is committed to achieving a future information society and buildinga better fully connected world. Looking at the rapid development of Huawei, it is inseparable from its comprehensiveand advanced enterprise management innovation concept, which is also one of the main reasons for helping Huaweibecome a world-class enterprise. “Huawei has not succeeded, it is just growing ” is a famous quote from Ren Zhengfei,the main founder and president of Huawei. In the context of the rapid development of the Internet industry andinformation technology, enterprises must establish the concept of innovative development, implement innovationmanagement, and create a good production and development environment. This paper analyzes the content ofHuawei ’s enterprise management innovation, including Huawei ’s management philosophy, management mode,management status quo, and management innovation suggestions, understands and grasps the choice of enterprisemanagement mode, learns advanced enterprise management experience, and provides reference for other enterprisesto practice innovation management.Keywords: Huawei R&D, management model, organizational structure, process managementIntroductionHuawei Technology Co., Ltd. (referred to as Huawei) has internationally advanced 5G technology and has become an industry leader with its strong technical strength, constantly developing in a new direction. Huawei, as the leading private enterprise in China, tries to innovate and transform to adapt to the market development situation, sets up innovative development concepts, further innovates the innovation management mode, management system, and enterprise organization, so as to create a good enterprise management atmosphere and realize the development and growth of enterprises through management innovation. The development and implementation of enterprise management innovation work is conducive to optimizing the internal environment, improving efficiency, promoting economic efficiency, better adapting to market changes, and ensuring long-term and stable development of enterprises. Acknowledgement: This work was supported by MOE (Ministry of Education in China) Project of Humanities and Social Sciences (No. 20YJC630022), Shandong Province Natural Science Foundation (No. ZR2017MG033), Fundamental Research Funds for the Central Universities (No. HIT.HSS.201875).ZHAO Yao, master, engineer, Sunrui Marine Environment Engineering Co., Ltd, Qingdao, P.R. China.DING Hui, master, engineer, Sunrui Marine Environment Engineering Co., Ltd, Qingdao, P.R. China.WANG Tingyong, master, researcher, Sunrui Marine Environment Engineering Co., Ltd, Qingdao, P.R. China.DA VID PUBLISHINGDDEVELOPMENT MANAGEMENT INNOV ATION IN HUAWEI ENTERPRISES32Huawei Management ModeOrganizational Management ModeHuawei’s strong matrix project team cooperation and management model effectively enhances the core competitiveness of the enterprise and achieves sustained high-speed operation of the company. This organizational structure model can maintain the relative stability of internal business within the enterprise and quickly adjust to meet the ever-changing needs of the front-end market, thus constructing a process that quickly responds to customer needs. It plays a strong supporting role in the company’s high-speed operation and continuous acquisition of competitiveness, making Huawei a qualitative leap in research and development innovation in recent years. At the same time, this organizational structure model can also fully utilize human resources, allowing enterprises to quickly allocate talents and establish project teams for product development in the shortest possible time, greatly improving work efficiency.Employment Management ModeThe recruitment management model with Huawei’s excellent R&D personnel quality model as the main thread quickly and efficiently selects people who meet the research and development needs, ensuring that the needs of new product development and research are constantly supplemented, providing a good starting point for enterprises to build a quality based human resource management system. This quality model based on innovative thinking, goal orientation, teamwork, learning ability, perseverance, and initiative has selected a large number of high-quality R&D talents for Huawei, and created a number of high-performance R&D teams. It is the root of Huawei’s technological innovation and product innovation, and the most effective capital for Huawei to stand on the international frontier market and compete with communication giants. At the same time, by comparing the quality model of excellent R&D personnel, it can effectively encourage R&D personnel to continuously train and learn, strive to improve their abilities in various aspects, actively improve their job qualification requirements, and continuously create a space for R&D personnel to improve their career.Performance Management ModeThe performance management model of Huawei’s R&D personnel is related to the company’s performance and employee development. This performance evaluation model, which is closely integrated with the company’s R&D strategy and focuses on key performance indicators, ensures the development of new products guided by market demand. This model balances the relationship between long-term and short-term indicators, as well as performance indicators and skill indicators, based on research and development strategies. It leads to an assessment mechanism centered on key performance indicators, which combines individual and organizational goals through the success of project team performance goals. At the same time, this model attaches great importance to employee development and emphasizes that improving employee abilities is the foundation for promoting enterprise performance development. Therefore, in the process of performance evaluation, communication and coaching should be strengthened to help employees continuously improve their work methods and skills, improve work efficiency, strive to achieve the company’s strategic business goals, continuously enhance the company’s core competitiveness, and promote sustainable development of the enterprise.Salary Incentive ModelThe competitive salary incentives and training incentives for Huawei R&D personnel ensure the stability of the R&D team and the improvement of technical capabilities. R&D personnel are Huawei’s most importantDEVELOPMENT MANAGEMENT INNOV ATION IN HUAWEI ENTERPRISES33human resources, mastering the core technology of the enterprise, and serving as the driving force and source of the company’s core competitiveness. Therefore, Huawei has always tilted its compensation policies towards R&D personnel and adopted a series of incentive measures. If R&D personnel in the same industry have relatively high salaries, coupled with long-term incentives from internal stock options, Huawei has effectively avoided the loss of R&D talents and attracted countless external R&D talents to join. The broad salary offered by Huawei R&D personnel effectively combines the qualification standards of Huawei R&D personnel, allowing them to receive substantial salaries in the same salary level based on their outstanding performance and contributions to the team, ensuring that R&D personnel continuously improve their job skills while receiving high salaries. Thus, it greatly meets the self actualization needs of R&D personnel and works more efficiently.Huawei Organizational StructureHuawei has established a clear and comprehensive organizational structure, with an audit committee under the board of directors to ensure the independence and authority of the audit. At the same time, external auditors and a supervisory board are established to supervise the board of directors. In terms of organizational structure, the allocation of powers and responsibilities among functions, regions, and public institutions is clear, promoting the rational operation of the group. Moreover, unlike traditional organizational structures with a single dimension, Huawei adopts a two-dimensional matrix structure, which is divided into regional organizations composed of development, production, and sales from two dimensions: region and product line. At the same time, Huawei has established business units and regional organizations as profit centers, each responsible for profits. Regional centers are associated with business units, and indicators such as product revenue, profit, and cash flow have an inclusive and inclusive relationship. Product line optimization brings cost savings and demand growth, contributing to regional organizations. The profit center adopts joint and several liability, which can combine production and sales incentives, avoid defects caused by the organizational structure of the unit, and clarify the responsibilities of each organization to avoid the phenomenon of responsibility shifting.Huawei’s strategic orientation is to lean towards both ends of the smile curve, research and development, and the market. Its organizational structure is a reflection of this orientation, with a large R&D and market, small production, and a dumbbell shaped structure. Research and development and marketing are two key points to ensure a company’s profitability. Huawei’s organizational structure effectively ensures that the company’s business always has good profits, as shown in Figure 1.Figure 1. Huawei organizational structure chart.DEVELOPMENT MANAGEMENT INNOV ATION IN HUAWEI ENTERPRISES34Many companies emphasize the stability of their organizational structure, while Huawei is different. Everyone in Huawei is prepared to adapt to changes, and its organizational structure is also a matrix structure that can adapt to changes. Alternatively, it can be said that any product innovation at Huawei must be accompanied by changes in organizational structure, while major technological innovations occur at Huawei every three months. Just like entrepreneurship, once a department identifies an opportunity, it will lead the organization of a new team with the aim of seizing the opportunity and creating benefits. At this point, the organizational structure has changed, but the new team still follows the original process. All members of the new team only temporarily left the original department for this project, and after the project is completed, they will return to the original department. One transformation ends.Huawei Process ManagementHuawei advocates a process oriented enterprise management approach, with clear structured processes guiding any business activities such as product planning, product development, and supply chain.The Integrated Product Development Management Model (IPD) integrates theoretical and practical achievements such as gate management, PACE (Product and Cycle Time Excellence) management, and concurrent engineering, based on solving practical problems in enterprises. For several years, IPD has helped Huawei establish a world-class R&D management system and optimized Huawei’s overall operation, which has been proven to be an effective R&D management system. It enables Huawei to better integrate various fields for parallel product development, focus on investment decision-making and analysis, shorten development cycles, and reduce development costs. According to relevant statistical results, the launch cycle of parallel development of new products has been shortened by more than 40% compared to traditional serial development methods, and the development cost has been reduced by more than 30%. The main business process of Huawei’s IPD includes business strategy and BP/SP management process, market demand management process, and integrated product development process, as shown in the following figure: ArrayFigure 2. Huawei IPD main business flow.DEVELOPMENT MANAGEMENT INNOV ATION IN HUAWEI ENTERPRISES35ConclusionWe use meta-analysis to analyze 63 literature, and the results show that the relationship between firm’s social capital and innovation performance is positive and significant. Therefore, investing in the construction of social capital can help companies improve their innovation performance and achieve long-term development.The analysis of the moderating effects of situational factors shows that cultural background and the age of the firm have an important impact on the relationship between firm’s social capital and innovation performance, the effects of collectivism and new enterprises are more significant, and positive impact of the relationship between industry characteristics and firm’s social capital and innovation performance is not significant. Therefore, for enterprises, the impact of different cultural backgrounds on corporate attitudes and behavior patterns is profound and significant, and it should be used to coordinate the development of corporate innovation activities; Although new enterprises have their own unfavorable conditions, they are better at using relationship networks to exert their value. Although the industry has different technological content and different resource elements required for innovative activities, enterprises can use their own advantages to achieve innovations that meet their conditions.This paper also has some important practical implications. The meta-analysis in this paper has certain limitations that need to be improved in the future. Firstly, the literature collection only focuses on the research that directly addresses social capital and innovation performance, and ignores similar descriptions such as network structure. At the same time, no unpublished papers have been collected. In the future, it may join to enhance universality. Secondly, when selecting situational factors, due to the lack of literature data itself, the author does not analyze other variables that may have an impact on the relationship between social capital and innovation performance, such as the size of the enterprise, which can be analyzed in the future.ReferencesChen, M. H., & Wang, H. Y. (2018). Knowledge sharing, social capital, and financial performance: The perspectives of innovation strategy in technological clusters. Knowledge Management Research & Practice, 16(1), 89-104.Delgado, V. M., & Gregorio, M. C. (2016). Intellectual capital and radical innovation: Exploring the quadratic effects in technology-based manufacturing firms. Technovation, 54, 35-47.Dost, M., & Badir, Y. F. (2019). Generation or adoption? The role of social capital. Management Decision, 57(7), 1457-1471. Duodu, B., & Rowlinson, S. (2019). The effect of social capital on exploratory and exploitative innovation: Modelling the mediating role of absorptive capability. European Journal of Innovation Management, 23(4), 649-674.Eiteneyer, N., Bendig, D., & Brettel, M. (2019). Social capital and the digital crowd: Involving backers to promote new product innovativeness. Research Policy, 48(8),103744.1-103744.15.Giuseppe, C. (2020). Social capital and its effect on networked firm innovation and competitiveness. Industrial Marketing Management, 89, 422-430. Retrieved from /10.1016/j.indm.arman.2020.03007Ozkan, N., Cakan, S., & Kayacan, M. (2017). Intellectual capital and financial performance: A study of the Turkish banking sector.Borsa Istanbul Review, 17(3), 190-198.Presutti, M., Cappiello, G., & Johanson, M. (2020). Analysing social capital and product innovativeness in the relationship evolution of born-global companies the mediating role of knowledge acquisition.International Entrepreneurship and Management Journal, 18, 1347-1371. Retrieved from https:///10.1007/s11365-020-00663-0Safran, B., & Zdemirci, A. (2020). The dark or bright side of entrepreneurs’ social capital: Effects on creativity and innovation.Business Management and Strategy, 11(1), 17-39.Srivastava, M. K., & Gnyawal, D. R. (2017). When do relational resources matter? Leveraging portfolio technological resources for breakthrough innovation. IEEE Engineering Management Review, 45(2), 83-96.DEVELOPMENT MANAGEMENT INNOV ATION IN HUAWEI ENTERPRISES36Sulistyo, H. (2016). Innovation capability of SMEs through entrepreneurship, marketing capability, relational capital and empowerment. Asia Pacific Management Review, 21(4), 196-203.Yeşil, S. D., & Inci, F. (2019). Exploring the relationship between social capital, innovation capability and innovation. Innovation: Organization & Management, 21(4), 506-532.Zhao, J., Li, Y., & Liu, Y. (2016). Organizational learning, managerial ties, and radical innovation: evidence from a merging economy. IEEE Transactions on Engineering Management, 63(4), 489-499.。
幕墙专业英语
Adaptor 扣件Alum. Panel 铝板Annealed glass 退火玻璃Anodizing 阳极氧化Axial 轴向的Backer rod 泡沫棒Bead 压条Bedding 衬垫Blade 百页片Butt weld 对接焊缝Close interval 间距紧凑Criteria 标准Critical 危险的，临界的Critical point (受力)临界点Curtain wall typical plan 玻璃幕墙标准层平面图Curtain wall detail 玻璃幕墙节点图Curtain wall development 玻璃幕墙展示图Deduction 折减，扣除Deflect 挠度Desiccant 干燥剂Detail 详图Developed area 展开面积Die 冲模Distributed 均匀的分布的Double Glazing 双层（中空）玻璃Double side tape 双面胶带Downwind 顺风面Drive pin 射钉Earthquake load 地震荷载Eccentric 偏心的Embedment 预埋件Expansion bolt 膨胀螺栓Exposed frame 明框exposed framing glass curtain wall 明框幕墙Fabricate 加工Facial Glass面玻璃Figured Glass压花玻璃Fillet weld角焊缝Fin Glass 肋玻璃Fire rating clip 防火棉插Float glass浮法玻璃Foam rod 泡沫填充棒Free Stand type 坐落式Full glass curtain wall 全玻璃幕墙Gasket 密封垫Granite Cladding 干挂石Groove 凹槽Head transom 头料Heat exchanger 空气循环Heat reflecting coated curtain wall 热反射镀膜幕墙Heat strengthened glass 半钢化玻璃Hidden frame 隐框Hidden framing glass curtain wall 隐框幕墙High-span 大跨度Immediate 当地的Inertial moment 惯性矩Inclined glass curtain wall 斜玻璃幕墙Joist 托梁Laminated glass 夹胶玻璃Lateral 侧面的，旁边的Layout 层Location blocks 定位块Metal spacer 金属隔片MR(moisture resistance) 防潮Overall thickness 总厚度Overlapping 搭接Penetration butt 对接埋入焊Podium 裙房Polished glass 抛光玻璃Powder coat 粉末喷涂Pre-cast 预埋Prefabrication 配件预制PVF2 coating 氟碳喷涂Railing 扶手栏杆Rain-screen 雨幕Rectangle hollow section 矩形管Reflective glass 反射玻璃Restrain 约束Sag/cave in 凹陷Sash window 上下推窗Self-weight 自重Semi-exposed framing glass curtain wall半隐框玻璃幕墙Setting block 垫块Shading coefficient 遮阳系数Shell system 壳体结构Shopdrawing 施工图Sill transom 尾料Simply supported beam 简支梁Single glass tempered 单层钢化玻璃Site-ground 室外地面Site-welding 现场焊接Skeleton and skin system 骨架结构Skylight 采光顶Slag cotton 矿棉Slope 倾斜Spider fixing 固定爪Steel bracket 钢角码Strut 支柱Suction 吸力Sunshade 遮阳，天棚Super-structure 主体结构Supplier供应商Switchbox 配电箱Symmetry 对称的Terrain 地带，范围The arm of force 力臂Tinted 染色的Tower 塔楼Triangle 三角形Underground network of pipes 地下管网Universal column 通用柱Unsymmetrical 不对称的Upwind 迎风面Variable 变量Visible light transmittance 可见光透过率Visible light reflectance 可见光反射率Water-proof glass 防水玻璃Water-resistance glass 抗水玻璃Weep hole 泄水孔Welding line 焊缝1mmthick EPDM separator 1mm厚绝缘胶片4-way lock 四点锁4mmTHK. Made of AL. and plastic 4mm复合铝板。
scorm overview
SCORM Overview前言在21世纪中，随着信息科技的快速发展，计算机与网络科技之发展，以带领我们进入一个数字学习（e-learning）的环境，有赖于国家竞争力的提升，运用网络的便捷，学习者可以不受时间与空间的限制，在最短的时间内寻找到所需的资源。
就目前而言，若要设计一套网络教学系统，就必须要先建置教学教材数据库。
但由于时间与成本的花费，是一笔相当可观的金额，并非在短时间内就可完成的。
所以，如何运用现有的资源，让彼此可以各取所需的分享教材资源，以缩短制作过程所需花费的时间与重复制作的浪费。
因此，数字学习将是未来时代的重要趋势。
为何需要SCORM如上所说，科技信息快速的发展，进入一个数字学习的环境，多数的学习网站，不论信息质量多么可观，终究必须面对一些问题，一是「教材资源难以相互整合沟通」，二是「学习成效难以公正评估」。
数字学习活动的流程包括课程内容之数字化、课程教材的封装、规范课程内容的传递模式与流程，学习过程的安排、记录与追踪，评量的方式等。
数字学习标准之重要目的之一，便是将课程管理流程设定共通规格与方式的交换，以此为基础，达到教材互通重复使用的功效，学习者也能轻易地各取所需。
除了课程管理的问题外，学习过程的交换，认证体系的建立等等，这些也都是数字学习标准的拟议内容，这些问题绝对是推动标准化进展的重要力量。
数字学习的规格标准，所参考组织的技术规格，包括有AICC(Aviation Industry CBT committee)、IMS (Instructional Management System)、IEEE (Institute of Electrical and Electronic Engineers) 、ARIADNE(Alliance of Remote Instructional Authoring & Distribution Networks for Europe)等；经过时期演进，以ADL先导计划所整理的SCORM 标准与Saba 公司所提出的ULF，对数字学习环境的稳定性、实用性为最高。
Autodesk Fusion 360 Generative Design基础知识说明书
Learning Objectives• Change the way you design using Generative Design • Define, generate, and explore a generative design study• Build knowledge of what generative design is and how it could change the way we thinkof design• Learn how to increase product performance on componentsMFG500646Basics Generative Design in Fusion 360Alessandro Gasso AutodeskDescriptionGenerative design is changing the way we design, engineer, and manufacture the products oftomorrow. By capitalizing on cloud technology, hundreds or thousands of higher-performing design options can be generated based on objectives, enabling users to make tradeoffs for different materials, performance, and production options. The benefits of generative design are also not restricted to just the world of additive manufacturing, but can also be capitalized on with subtractive manufacturing, and even as design inspiration for traditional techniques. In this presentation we will learn how to use Generative Design to create multiple models that meet production, performance and cost requirements and choose which ones to produce.Speaker(s)Alessandro Gasso is currently employed as Fusion 360 / Generative Design Adoption Specialist within the Customer Success Organization at Autodesk, Inc. Over the past 21 years withAutodesk, Ale has worked in various roles including product support specialist for Inventor, the lead for the EMEA Inventor Product Support Team, EMEA technical lead of Inventor software, premium support specialist leading the PSS Manufacturing Team, manufacturing industry technical lead, and Enterprise Solutions leads manager. Ale was the co-author of the Being Inventive Inventor blog, and he has spoken at Autodesk University from 2012 to 2020. BeforeAutodesk, Ale worked for 7 years as a mechanical designer for a company in the defense industry. Ale is a native of Italy who speaks English, Italian, French, Spanish, and Portuguese, and he holds a master's degree in electromechanical engineering from the University of Naples (Napoli).Generative DesignTo power this technology requires a step change in software to drive not a function of the system, but the entire process.So far in the history of engineering software, we have seen 3 waves of disruption, but thanks to these new trends, we’re about to witness a 4th.In the first wave of disruption, we saw 2D CAD revolutionize design through the ability to reuse and edit content.In the second wave of disruption, we saw 3D parametric deliver massive leaps in productivity through its ability to control change.In the 3rd wave of disruption, we saw model-based design equip engineers with the technology necessary to simulate behavioral characteristics of designs in order to improve product performance and quality.But in this next, 4th wave of disruption, we will witness the advent of a new technology that empowers engineers to automate the process of generating huge volumes of design and manufacturing instructions, optimized to the precise requirements of the customer and the manufacturing process being utilized, so that organizations can deliver not just one great product, but hundreds of thousands of uniquely optimized solutions, at scale, for an infinitely variable market demand.This is what we call generative design and manufacture.What is Generative DesignGenerative Design is a design exploration technology.Simultaneously generate multiple CAD-ready solutions based on real-word manufacturing constraints and product performance requirements.Designers or engineers input design parameters (such as materials, size, weight, strength, manufacturing methods, and cost constraints) into generative design software and the software explores all the possible combinations of a solution, quickly generating hundreds or even thousands of design options. From there, the designers or engineers can filter and select the outcomes to best meet their needs.How Generative Design helps the product development processIn the traditional approach, we must evaluate and validate the manufacturability of few concepts before sending one of them to production.This can lead to numerous iterations, feedback cycles and restarts, which elongates the time to manufacture.Generative Design generates a wide range of designs that meet the requirements.The result is complex, high-performance structures that human designers would never have conceived.Unlike topological optimization, the software explores all possible permutations of a solution, considering even today's production capabilities and technologies, quickly generating design alternatives.What makes the design exploration unique is its ability to analyze all the possible variants of a solution and present the list of possible choices to the designer, who will be able to make an educated decision on tradeoffs for a given design challenge and produce it, reducing the time to go from the design to production and therefore, increasing the productivity and amplifying ability to innovate.Another big advantage that Generative Design offers is the is the parts consolidation.The example below is a component of the seat belt of an electric car.Generative Design allowed to replace the 8 components of the original design with one that resulted 40% lighter and 20% stronger than the original design.By the way, the real advantage was that the General Motors could pick the part that then they have produced looking at the 150 design options for the same problem.The generated outcomes were for an additive production, but Generative Design in NOT exclusive to Additive Manufacturing.Generative Design is also for more “traditional” manufacturing production technology.Thanks to the collaboration of a company called aPriori, for most of the material that we use for generating the outcomes we can also estimate the cost for producing the part and this is going to help even further for doing the tradeoff and select the outcome(s) we want to produce.Why Generative Design?Today, the design teams have less time to come up with new ideas and to conceptualize and there are challenges with tribal knowledge where just one or two people have all the ideas in their heads.Downstream manufacturing processes are not considered during the design phase and late-stage changes are costly.So Why Generative Design?For the first time, the computers are helping us, instead of us having to feed it every sketch, extrusion and stay on top on what can be manufactured.Generative Design provides cost and manufacturing options in the beginning, not in the end when 100’s of hours has been spent in the design process.Generative Design offers more options to choose from. So, the design engineers can do what they are good at, what is problem solving and using their skills to pick the best design for the task.How Generative Design worksThe first step for setting up a Generative Design study consists in creating the geometries of the Design Space. That is, the Preserve Geometry, the Obstacle Geometry and the Starting Shape (optional)The Preserve Geometry typically includes the connection points to attach the design to other objects or interact with them or you interact with, such as handles. This is the geometry where you apply the loads and constraints for the study. This geometry is incorporated into the final design.The Obstacle Geometry represents areas we want to avoid, because we need clearances for things like fastener and tool access, other components of the assembly, possibly the motion of some of them, etc. The solver does not add any material to these spaces.The Starting Shape is the initial shape from which the solver generates the outcome. The starting shape is optional.For completing the setup, the Design Conditions (Loads and Constraints), the Design Criteria (Optimization objectives and Manufacturing constraints) and the materials must be defined.Based on that, Generative Design generates the outcomes, from where it is possible to select the one(s) to be produced.The model to be produced can be exported as a “CAD-ready” solid model, that can be still edited and validate in Fusion 360 or any other CAD software, for be prepared for the production.Trade-offAt the end of the outcome generation, it's up to us to decide the part we want to produce, based on our experience, our needs, the budget,etc.But we can take this decision watching all the possible solution for the problem we want to solve.In this example one part has been designed in a traditional way, while the other two are two outcomes created with Generative Design, one for 3-axis milling production the other one for 2.5-axis milling production.For the same material, the part designed in a traditional way looks overengineered, with values for the Factor of Safety and the Mass too high.The outcomes created with Generative Design, respect the value of the Factor of Safety that has been set as target for the study and are much lighter of the human designed solution.The one for 3-axis milling production is lighter than the one for 2.5-axis, but the Cost Estimation tells us that is more expensive to produce (longer Cycle Time).Based on this information, we can decide to produce the lighter but more expensive part, because, for instance it is meant for the aerospace industry, where the higher production cost will be compensated by the fuel saving.Otherwise, we can decide to produce the 2.5-axis milling part that it is cheaper and good enough for our needs.Another advantage that Generative Design offers, besides the possibility to make an educated decision about the part we want to produce is that is that the solver generated 100 versions in 20 minutes for each manufacturing type, as opposed to the human designed equivalent that took 3 and a half hours to fully validate 3 alternatives as part of the manual process.End-to-End workflowWe are going to use Generative Design for redesign a triple clamp of a motorcycle that has been designed with a traditional approach.The objective is to redesign a lighter a better performing component exploring more innovative solutions that can be produced also with traditional manufacturing methods, like milling and 2-axis cutting.Generative Design StudyWe open the file and switch to the Generative Design workspace and create a Structural Component study.For the study settings we use a medium/fine Synthesis Resolution and select the “Alternative Outcomes” checkbox.This option is available if the “Experimental Generative Solver and Features” checkbox is selected in Preferences > Preview Features and allows the use of “in-development” experimental solver technologies for the creation of generative outcomes, so that we can get more outcomes for the same material and manufacturing type.Design SpaceWe edit the model using the Edit Model workspace inside the Generative Design one for creating the objects we need for setting up the Generative Design study. That is, the Preserve Geometry and the Obstacle Geometry.All the modifications we do in the Edit Model workspace, do not impact the original design.We finish the Edit Model and, back to the Generative Design workspace, we specify the Preserve and the Obstacle geometries.Design ConditionsNext, we define the Load Cases applying loads and constraints to the Preserve Geometry to simulate to simulate the stresses that the component receives while using the motorcycle.Design CriteriaWe define the Objectives of the study.The additional options that allow to set the targets for Modal Frequency, Displacement and Buckling are also related Experimental Generative Solver preview, if this is enabled in the Preferences. By the way, not all the manufacturing types support yet these options and if we use them we get less outcomes.We then select the Manufacturing processes we may use for producing the part.MaterialsFinally, we select the materials we want the solver is going to explore in combination with the manufacturing typesWe can select up to seven materials in a single study.GenerateAfter that, we are ready to generate the outcomes.The Generative Design solver explores and provides results for un-restricted, the additive process, standard milling up to 5 Axis and for metal casting, for each material selected.ExploreWithin the explorer window, we can filter and validate different results and compare them against a min and max cost estimate based on material, production volume, manufacturing methods and shape complexity.The results are saved in the cloud, and we can pick and choose from multiple pre-validated concept models.In this case we have download three possible design alternatives for the same material. 2 Axis Cutting, 2.5 and 5 Axis Milling.ValidateThe outcomes from Generative Design are fully editable. We can modify the end results and make the tweaks we would like. As a validation point, we run a stress analysis simulation in Fusion 360 using the same loads and constraints inherited from the Generative Design Study, for verifying the component does not break and that the factor of safety respects the Generative Design setting.Then we program the machining of the model in the manufacture workspace.Finally, we can replace the original design with one of the Generative Design outcomes.In this case, we have used the one for the traditional 2 Axis Cutting production, that according to the cost estimation is also the cheapest, that we have verified with the stress analysis that is going to resist to the stresses that the component receives while using the motorcycle and is also going to be 37% lighter than the original design.ConclusionsIn this example, we have redesigned a triple clamp of a motorcycle with Generative Design.The original design was created with a traditional approach.Setting up the Generative Design study, we could explore more design options, with a better fit to each manufacturing process, spending less time getting a more competitive solution.Learning resourcesBeginnerso https:///view/fusion360/ENU/courses/#generat ive-designAdvancedo https:///certification/learn/course/fusion360-generative-design-manufacturing-applications-experto https:///certification/learn/course/fusion360-generative-design-intro-expert。
工业互联网PaaS平台Predix技术介绍
建立在 Cloud Foundry
*
GE Confidential – Distribution authorized to individuals with need to know only
是一个领先的开源平台 由 Cloud Foundry 社区 发展, 现由 GE CF 道场 为 工业用例 继续发展
DevOps
*
GE Confidential – Distribution authorized to individuals with need to know only
What is it?
Benefits To Platform Subscribers
Tools and Processes that stress Communication, Collaboration (information sharing and web service usage), Integration, Automation, and Measurement of cooperation between Developers and its Operations
1 Engineering
3 Operations
5 Culture
4 Financials
DevOps CI / CD (continuous integration / continuous delivery) Paired programming (eXtreme programming)
DevOps Op Center BizOps (business operations)
Invent and simplify Be a minimalist Bias for action Cultivate a meritocracy Disagree and commit
场效应管详解课件
SUMMAR Y
03
场效应管的应用
在数字电路中的应用
总结词
场效应管在数字电路中主要用作开关控制，具有低导通电阻、高速开关特性和 低静态功耗等优点。
详细描述
在数字电路中，场效应管常用于逻辑门电路、触发器、寄存器等数字逻辑电路 中，作为开关元件控制信号的通断。由于其低导通电阻和高开关速度，场效应 管能够实现高速、低功耗的数字逻辑功能。
噪声系数
场效应管在工作过程中产生的噪声与输入 信号的比值，表示场效应管的噪声水平。 噪声系数越低，信号质量越好。
失真系数
场效应管在工作过程中产生的非线性失真 与输入信号的比值，表示场效应管的失真 水平。失真系数越低，信号质量越好。
极限参数
01
02
03
04
最大漏极电流
场效应管能够承受的最大漏极 电流。超过该电流值可能会损
焊接操作
在焊接场效应管时应使用适当的焊接温度和时间，避免过热或时间 过长导致性能下降或损坏。
电源开关
在开关电源时应先关闭电源开关，避免瞬间电流过大对场效应管造 成损坏。
REPORT
CATALOG
DATE
ANALYSIS
SUMMAR Y
06
场效应管的发展趋势与 展望
当前发展状况
场效应管在电子设备 中广泛应用，如放大 器、振荡器、开关等 。
的能量损耗和电磁干扰，提高电源的整体性能。
REPORT
CATALOG
DATE
ANALYSIS
SUMMAR Y
04
场效应管的检测与代换
检测方法
1 2 3
判断电极
通过测量电极间的电阻来判断场效应管的电极， 通常G极与D极之间的电阻较小，S极与D极之间 的电阻较大。
IBM TRIRIGA 产品文档说明书
Sign in | Register IBMSearchIBM Profiles Communities Apps1-3 of 3Previous Next Show 102550 items per page Previous Next TRIRIGA Wiki HomeFacilities Management …Facilities MaintenanceEnvironmental & Energ …Real Estate ManagementCapital Project Manage …CAD Integrator-Publish …IBM TRIRIGA Connector …IBM TRIRIGA AnywhereIBM TRIRIGA Applicatio …Release NotesMedia LibraryBest PracticesUpgradingWhen upgrading, plea …Release Versions Sum …Importing Patch Helpe …Upgrade from TRIRIG …Upgrade to TRIRIGA P …Upgrade to TRIRIGA A …Republishing Busines …Update DateTime syst …Upgrade Forms to Us …Upgrade from TRIRIG …Upgrade from TRIRIG …Applying an IBM TRIRI …▪Migrating from JBoss …Reducing process tim …Upgrading existing Ap …Importing the optional …Upgrading WAS LibertyTroubleshootingUX FrameworkContact Privacy Terms of use Accessibility Report abuse Cookie Preferences You are in: IBM TRIRIGA > Upgrading > Migrating from JBoss Application Server (community edition) to WebSphere Application Server Feed for this page |Feed for these commentsSubmit WikisSearch This Wiki IBM TRIRIGA Log in to participate IndexMembersTrash TagsFind a Taganalysis applicationavailability_section best_practicescad change_managementchanges comparecompare_revisionscustomizations customizedatabase db2 exchangefind_available_times gantt_chartgantt_scheduler groupmemory_footprint modificationsmodify object_labelobject_revisionoperating_system oracle performance platformproblem_determination reportsreserve reserve_performancerevision revisioningsingle_sign-on snapshot spacesql_server sso support system system_performancetags: track_customizations tririga troubleshoot tuningupgrade ux version versioningCloud ListMembersMigrating from JBoss Application Server (community edition) to WebSphere Application Server |Updated December 14, 2015 by clange |Tags: None Page Actions 1Beginning with version 3.4, IBM TRIRIGA Application Platform no longer supports deployment on JBoss Application Server (community edition) for production environments.As an alternative, you can migrate your existing IBM TRIRIGA Application Platform deployment on JBoss Application Server to IBM WebSphere Application Server during the IBM TRIRIGA Application Platform version 3.5 upgrade process. As part of your purchase of IBM TRIRIGA Application Platform version 3.5, you are entitled to a licensed copy of IBM WebSphere Application Server.Refer to WebSphere Application Server: Overview and quick start to gain a high level understanding of how IBM WebSphere Application Server fits in your environment.For information about deploying in your environment, refer to Installing and configuring your application serving environment .Important note: If you have Custom Task code that calls the Kettle runtime directly, and you do not use the TRIRIGA RunETL Java class, when you migrate to WebSphere Application Server, or if you upgrade to WebSphere Application Server v8 or newer, you may run into classloading issues with the jars required for ETL, To get your Custom Task logic to work on WebSphere Application Server, you may need to create custom classloader logic to handle the .jar files in the tririga_home /lib/etl folder, and use this custom classloader logic as a wrapper your ETL calls.1.Ensure that the IBM TRIRIGA database and application server are running.2.Log on to the JBoss Application Server host as an administrator.3.Download IBM TRIRIGA version 10.5 and IBM TRIRIGA Application Platform version 3.5 from the IBM Passport Advantage website. Download instructions are provided in the IBM TRIRIGA 10.5 and IBM TRIRIGA Application Platform 3.5 Download Instructions document . Ensure that you also download the optional packages listed for IBM WebSphere Application Server, including the Quick Start guide. Select the IBM Installation Manager package appropriate for the operating system of your application server. IBM Installation Manager is used to install IBM WebSphere Application Server images that you download.4.Install IBM WebSphere Application Server. Refer to the Quick Start for IBM WebSphere Application Server V8.5.5 for Multiplatform Multilingual guide you downloaded from IBM Passport Advantage for instructions.5.Run the IBM TRIRIGA Application Platform installer file. Follow the installation instructions.a.For the installation set, select IBM TRIRIGA Application Platform .b.For the installation type, select Platform Upgrade .6.When prompted, provide the installation location for the current JBoss Application Server deployment.7.When prompted to choose the application server, select WebSphere. Specify the WebSphere Application Server information in the next set of screens.a.Specify the information for the WebSphere Application Server configuration, such as the cell, node, server, profile, and home. Log on to the WebSphere Application Server and run the manageprofiles.[bat|sh]–listProfiles command to identify the cell, node, server, profile, and home values. WebSphere Application Server home is defined as C:\Program Files\IBM\WebSphere\AppServer , for example.b.Specify the WebSphere Application Server administrator user name and password. The server must be running after this step to verify that the configuration was specified correctly and needed for the deployment.c.Optional : Define an alternative application context path that accesses the IBM TRIRIGA application. This path must begin with a slash (/).d.Specify the minimum and maximum Java memory setting values in megabytes.e.Specify the server host name.f.Optional : Select production mode. This selection sets the value of the ProductionMode property in the TRIRIGAWEB.properties file.8.Select your database type. Consult with your database administrator specify the database information in the next set of plete and review the installation information in the final set of screens.a.Specify the names of the Simple Mail Transfer Protocol (SMTP) mail server and web server.b.Optional : Install IBM Tivoli® Directory Integrator and specify port numbers for IBM Tivoli Directory Integrator to use.c.Review the URL that the installer is using to test the data schema connection.d.Review the results of the test. If the test fails, verify that the database is running.e.Review the pre-installation summary and click Install .10.Click Next .If you want to monitor the progress in the directory where IBM TRIRIGA is installed, you can open the ant.log file in a log monitoring utility. In Windows, you can run the WinTail utility. In UNIX, you can run the tail –f ant.log command.11.When the installation is complete, click Done .12.Verify that your license files are in the tririga_root \config\licenses directory.13.Optional : If you made customizations that were saved in the userfiles directory, copy those files into the upgrade installation.14.Restart IBM TRIRIGA by locating the WebSphere Application Server directory with the appropriate method.On Windows servers, start the WebSphere Application Server service IBM WebSphere Application Server V8.5 - NODENAME from Control Panel > Administrative Tools > Services .On UNIX servers, run the stopServer and startServer commands and specify the server name:WEBSPHERE_HOME /profiles/AppSrv01/bin/stopServer.sh SERVER_NAMEWEBSPHERE_HOME /profiles/AppSrv01/ bin/startServer.sh SERVER_NAMEAlternatively, you can start the application through the WebSphere Application Server admin console. Log into the WebSphere Application Server admin console, go to Applications > All Applications , select the IBM TRIRIGA application and click Stop and then Start .AnthLC commented on June 15, 2014 Permalink What is the process if client decides to migrate to Oracle Weblogic?clange commented on June 16, 2014 Permalink The instructions for WebLogic should be similar. I don't believe WebLogic was officially tested, however.PaulLacey commented on June 18, 2014 PermalinkJust to clarify - although WebLogic may not have been tested against these migration instructions, IBM TRIRIGA does maintain compatibility with WebLogic per the IBM TRIRIGA Compatibility matrix at https:///developerworks/community/wikis/home?lang=en#/wiki/IBM%20TRIRIGA1/page/Complete%20IBM%20TRIRIGA%20Support%20and%20Compatibility%20Matrix. Instructions for installing TRIRIGA on WebLogic are at /support/knowledgecenter/SSHEB3_3.4.0/com.ibm.tap.doc_3.4.0/product_ments (3)Versions (3)Attachments (0)About。
m&s Company Overview
Company OverviewM&S was founded by Michael Marks and Thomas Spencer in Leeds in 1894 (Marks and Spencer, 2008). It went on to become one of the UK’s leading department stores and enduring brands. Through good times and economic turbulence, it remained a traditionally English brand with a focus on quality, value-for-money and practicality.M&S specialises in selling food and drink, apparel and household items, but it has also recently diversified into financial products such as credit cards and insurance.The company was in a difficult financial position in the early 2000s due to problems with its supply chain and poor product offerings. The most difficult was perhaps the year ending March 31, 2001 when net profit was as low as £2.8m on revenue of more than £8bn (M&S, 2008). However, following the appointment of Sir Stuart Rose as the CEO in 2004, the retailer managed to turn its fortunes and has since achieved a r e m a r k a b l e g r o w t hi n p r o f i t s d u e t o r i g o r o u s c o s t c u t t i n g,e x t e n s i v e s t o r e refurbishment and aggressive marketing campaigns. Thus, profit before tax (£937m)and net profit (£660m) for the year ending March 31, 2007 were at their highest since1998 (M&S, 2007). However, due to the credit crunch in the US and difficult trading conditions in the UK over the 2007 Christmas period, the company’s sales growth saw a marked slow-down and its shares plummeted almost overnight (Economist,2008).M&S i st ra d i t i o n a l l y c a l l e d a‘b e l l-w e a t h e r’o f t h e U K r e t a i l i n g i n d u s t r y,which means that if M&S is struggling, hard times are ahead for the whole sector.。
EM12c_Technical_Overview_CN
Host 2
Agent
WLS Plug-In
Web Logic
FA Plug-In
Fusion Apps
Oracle Enterprise Manager
Copyright © 2011, Oracle and/or its affiliates. All rights reserved.
强健的和可扩展的基础架构 目标端的插件
– 分配, 确认, 优先级, 跟踪状态, 升级, 降级
Copyright © 2011, Oracle and/or its affiliates. All rights reserved.
正要处理 的事件 根据过滤 产生的事 件列表
选定的事 件的细节
Copyright © 2011, Oracle and/or its affiliates. All rights reserved.
Copyright © 2011, Oracle and/or its affiliates. All rights reserved.
强健的和可扩展的基础架构 改进的管理型和可诊断性
• 从控制台可进行多种管理操作 • 针对企业管理器的支持工作台
– 对控制台和告警系统中的问题进行快速诊断 – 自动化的诊断数据收集, 打包和上传
跟踪事件处理人和处理状态
查看摘要
Copyright © 2011, Oracle and/or its affiliates. All rights reserved.
Copyright © 2011, Oracle and/or its affiliates. All rights reserved.
Oracle VM
Exadata/non-Exadata
MMOG-LE Overview 培训教材
• 对于符合标准项目，应该包括证明 符合标准的客观证据和如何保持。
• 对于不适用的标准，应该包括定义 为不适用的原因以及所有用户相关 信息。
• 在初始评估过程中，评估员应该 在备注栏中对每个不适用标准记 录“不适用”原因。
• 必须包括用户的书面批准以便收 到不适用标准的分数信用。
• 第一个柱形图显示出，在评分总结 工作表中的评估日期之时，有多少 个标准是符合的。
• 柱形按分值(F3, F2, and F1)显示出 符合的和不符合标准的项目数量， 以及那些不适用或和“无目标日期” 的项目数量
• 后面的柱形显示的是，根据差距分 析中的目标日期，每个月月底相应 的状态。
Cindy Cheng QAD China
3)
Is the process documented in a procedure and/or work instruction that can be easily understood by all personnel,
including existing, new and backup employees (MMOG/LE 2.2.1)?流程有程序文件，作业指导书文档可以方便的让所有现
的长期、中期和短期需求进行比较。必须有一个流程以确保任何可能影响他们运作的风险 发生时，能快速的和客户沟通
领导层的信息
Bill Hurles Executive Director, GPSC
当今的汽车工业要求交货周期越来越短，物 料交付表现越来越可靠。要求供应链所有层 级的信息流动和产品流动更快，更灵活和更 有效比以往任何时候都明显。对已经使用 MMOG/LE自评工具的公司的追踪记录表明溢 价发运运费降低了，废品降低了，库存维持 成本降低及用户满意度提高了。
ComplementOverview补充概述
Complement OverviewThe complement system is a complex branch of the body’s immune system that destroys and removes foreign particles. While the complement system is essential to maintaining health, it can also become over-activated, contributing to the development of numerous chronic diseases.Alexion is a world leader in complement inhibition — the selective blocking of the complement cascade — and was the first company to discover, develop and commercialize a terminal complement inhibitor, Soliris® (eculizumab). Soliris is approved for the treatment of paroxysmal nocturnal hemoglobinuria (PNH), a progressive and life-threatening disease characterized by the excessive destruction of red blood cells (hemolysis), and for the treatment of patients with atypical hemolytic uremic syndrome (aHUS), an ultra-rare, life-threatening, genetic disease that can progressively damage vital organs. Soliris is not indicated for the treatment of patients with Shiga toxin E coli‐related hemolytic uremic syndrome (STEC‐HUS).Today, Alexion and independent investigators are exploring the role of complement inhibition in the treatment of other rare and serious conditions in hematology, nephrology, neurology and ophthalmology. Complement BiologyThe human immune system responds to foreign organisms such as bacteria and viruses in two ways: It can make antibodies that bind to such invaders in the blood, marking them for destruction by white blood cells, or it can employ specific complement proteins that are already in the blood to mark and attack these foreign particles.When complement proteins become activated and bind to the surfaces of foreign particles, it triggers a cascade, or chain reaction, in which one complement protein leads directly to the creation of the next one. The complement proteins then form holes or pores in the invading organisms, causing their destruction. Complement proteins can also mark foreign particles for removal by white blood cells.While complement is essential in protecting the body from foreign organisms, it can also destroy healthy cells and tissue. In PNH, for example, a genetic error in cell proteins results in a deficiency in complement inhibitors that normally protect red blood cells. PNH red blood cells are then recognized by the immune system as foreign particles, and are destroyed by complement. In aHUS, healthy tissue is attacked when complement is activated inappropriately or excessively.Complement InhibitionThe groundbreaking complement inhibition technology of Soliris has the potential to transform the lives of patients with a variety of diseases that involve complement activation. Soliris works by inhibiting the complement protein C5, which acts at a relatively late stage in the complement cascade. When activated, C5 is directly involved in activating host cells, attracting immune cells that can cause inflammation, and destroying cells by triggering pore formation. By blocking the complement cascade at this point, the normal disease-preventing functions of complement remain largely intact, while the activity of C5 that leads to inflammation and cell destruction is impeded.Another potential target within the complement system is C3. When the complement system is activated, a fragment of C3 known as C3d is generated and attaches itself to injured cells and tissue. By specifically targeting these areas of inflammation, undesirable complement activity can be blocked and inflammation can be controlled without disrupting the appropriate functioning of the entire complement system. Alexion’s innovative pipeline contains several unique complement inhibitors with distinct mechanisms of action. Through research and development efforts across the complement platform, Alexion strives to enhance the world’s understanding of the complement system and unlock its vast potential in treating some of the most life-threatening and debilitating diseases.Learn more about complement inhibition at .。
Section Overview
SECTION OVERVIEW Chris D. Nugent* and Dewar D. FinlayINTRODUCTIONIn this section the role of wireless and mobile communication technologies supporting healthcare management is exemplified. All cases illustrate how the convergence of modern technology with healthcare practices can have the resulting intended effect of improved patient care. Three of the chapters describe the role of mobile communication technologies in situations where conventional healthcare practice is not possible namely the management of disaster situations and remote and extreme environments. The remaining two chapters focus on specific medical modalities and the role that mobile communication technology can offer in improving the healthcare and patient management process.It is evident that natural or non-natural disasters can have devastating effects at a social level. Disaster management protocols are designed to address the havoc of the situation and facilitate regaining control as quickly as is possible. Many rescue personnel are involved in such situations and co-ordination of their activities both at the site, centrally and nationally are key to the overall success of the operation. As identified by Widya et al., one of the major challenges in disaster management is addressing the management of the process through improved usage of Information and Communication Technology (ICT). Widya et al. have presented adaptable models with the ability to ‘virtually’ separate the roles of those involved in disaster situations and assign them to places of need without physically moving them and hence offering immediate support. Doarn et al. in their chapter also recognise the importance of ICT in disaster management and stress the necessity of prior preparation as the key to management of a real disaster. Coupled with the design of the communications infrastructure, Doarn et al. present the need and detail of effective planning and the education and training of such plans. *Chris D Nugent, University of Ulster, Jordanstown, Northern Ireland, BT37 0QB. Email: cd.nugent@.515C.D. NUGENT and D.C. FINLAY 516Effective usage of telemedicine in disaster situations is presented in the form of a number of case studies.Remote situations can be characterised by separation distances in excess of hundreds or even thousands of kilometers. In Nicogossian et al.’s chapter the need to effectively manage healthcare delivery in remote, extreme and hostile environments such as Mt. Everest and the Antarctic is presented. In this study it is shown how communication technologies can provide effective healthcare management and successful support where otherwise no support, or significantly delayed support, would be evident.On a more specific application level the chapters by del Pozo et al. and Nugent et al. show how the effective integration of mobile communication technologies can be used in chronic disease management and medication management respectively. In these it is shown how ‘off the shelf’ mobile technologies can be adapted through an underpinning, adaptable and interoperable Internet based communications infrastructure to provide management of healthcare and assessment by medical professionals. Key to these approaches is the mobile aspect to both the patient and the medical professional solutions and their entry to the ICT based healthcare model through their convenience and choice of technological solution.In all of the following chapters, the role of ICT and mobile communications has been identified as the potential key to improvement upon current processes. It is shown how that as the technology has evolved over the last century, so to has its role in healthcare and with this, improved processes and remote support which can be offered.。
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Content Structure (Content Packaging, SCORM 1.2 only) SCORM 1.0/1.1 SCORM 1.0/1.1 CSF (AICC CMI CSF) Sequencing (will be available in SCORM 1.3) IMS Simple Sequencing Spec. (currently public draft 0.7.5) SCORM 1.2 SCORM 1.2 CP (IMS CP Spec. 1.1.2)
2/2 Move learning resources between different LMSs
Package learning resources, being independent of LMSs Enable the interoperability of learning resources
Task 1: adapt learning resources into the SCORM 1.2 Content Model Task 2: represent the course structure using SCORM 1.2 Content Packaging Spec. Task 3: annotate & manage learning resource metadata Task 4: construct the SCORM 1.2 RTE
Based on IMS Content Packaging Spec. 1.1.2, SCORM CSF (SCORM 1.0/1.1) is deprecated
4/4: SCORM 1.2 RTE Data Model is slightly improved
Several elements of Data Model are deprecated
2/4: SCORM Metadata Spec. 1.2 is updated.
Based on IMS Learning Resource Metadata Spec. 1.2.1 (IEEE LOM 6.1)
3/4: SCORM Content Packaging Spec. 1.2 is firstly introduced
Towards Interoperability and Reusability of Learning Resources:
A SCORM-conformant Courseware for Computer Science Education
Changtao Qu, and Wolfgang Nejdl
Facilitating the exchange of learning resources between our partner universities Improving the interoperability and reusability of learning resources
Exchange of Learning Resources: Typical Scenarios
Design and Implementation: Task 1/4
Adapt learning resources into the SCORM 1.2 Content Model
Content Aggregation Content Aggregation SCO Assets
Assets
SCORM 1.2 conformant courseware: “Introduction to Java Programming”
SCORM Content Structure (Content Packaging, SCORM 1.2)
Represent the intended behaviours of a learning experience, and Package learning resources for the movement between different LMSs (SCORM 1.2) Facilitate the exchange of learning resources
Learning Resources: Interoperability and Reusability
Key: standard-oriented instead of proprietary development
Learning resource metadata annotation
DCMES, IEEE LOM/IMS Learning Resource Metadata Spec., ADL SCORM, ARIADNE Educational Metadata Recommendation, etc.
Course structure represented using SCORM 1.2 CP
Design and Implementation: Task 3/4 (Part 1)
Annotate learning resource metadata (all aggregation levels)
Design and Implementation: Task 2/4
Represent the course structure using SCORM 1.2 CP
Restricted by IMS CP 1.1.2 XML Schema and SCORM 1.2 CP XML Schema
Learning resource packaging
IMS CP Spec., SCORM 1.2 CP Spec., etc.
ADL SCORM: History
SCORM (Sharable Content Object Reference Model)
Released by ADL (Advanced Distributed Learning)
Restricted by IMS Metadata Spec. 1.2.1 XML DTD and IMS Metadata Spec. 1.2.1 XML Schema
Metadata Application Profile of a Conten Aggregation
SCORM 1.2 Conformant Courseware Design and Implementation: Task List
1/4 Adapt learning resources into the SCORM 1.2 Content Model 2/4 Represent the course structure using SCORM 1.2 CP Spec. 3/4 Annotate & manage learning resource metadata 4/4 Construct the SCORM 1.2 RTE
ADL SCORM: General Features (2/3)
SCORM Content Model (SCORM 1.0/1.1/1.2)
Define the content components of a learning experience enable the reuse of learning resources at different aggregation levels in that all content components are annotated according to the SCORM metadata Spec.
SCORM 1.3 SCORM 1.2 SCORM 1.1 SCORM 1.0
Jan. 2000
Jan. 2001
Oct.ADL SCORM: General Features (1/3)
Good compatibility with other learning resource specifications
Learning Lab Lower Saxony University of Hannover, Germany
The 2nd IEEE International Conference on Advanced Learning Technologies (IEEE ICALT 2002) Kazan, Tatarstan, Russia, Sept. 9-12, 2002
Overview
Background ADL SCORM: General Introduction
History, general features, SCORM 1.2 highlights
SCORM 1.2 Conformant Courseware Design & Implementation
Metadata Spec. downwards compatibility SCORM 1.0 IMS Metadata Spec. 1.0 IEEE LOM 3.5 SCORM 1.1 IMS Metadata Spec. 1.1 IEEE LOM 3.5 SCORM 1.2 IMS Metadata Spec. 1.2.1 IEEE LOM 6.1
Learning resource aggregation representation
AICC CMI CSF (Content Structure Format), SCORM 1.0/1.1 CSF, SCORM 1.2 CP (Content Packaging) Spec., IMS CP Spec., etc.
1/2 Exchange Learning resources at different aggregation levels (e.g., course, lesson, raw material)