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北斗定位-毕业论文外文文献翻译

北斗定位-毕业论文外文文献翻译

外文文献原稿和译文原稿Beidou positioningPrefaceNavigation satellite systems can provide all time, all weather and high accuracy positioning, navigation and timing services to users on the earth surface or in the near-earth space. It is an important space inf rastructure, which extends people’s range of activities and promotes social development. Satellite navigation is bringing up revolutionary changes to the world politics, economy, military, technology and culture.With a long history and a splendid culture, China is one of the important cradles of early human civilization. In ancient times, Chinese people used the Big Dipper (Beidou) for identifying directions, and invented the world’s first navigation device, the ancient compass (Sinan), which was a great contribution to the development of world civilization. In modern society, the Chinese-built BeiDou(COMPASS) system will become another contribution to the mankind.In early 1980s, China began to actively study the navigation satellite systems in line with C hina’s conditions. In 2000, BeiDou Navigation Demonstration System is basically established, which made China the third nation in possession of an independent navigation satellite system following the United States and Russia. At present, China is steadily accelerating the construction of the BeiDou Navigation Satellite System, and has already successfully launched 10 satellites so far.The BeiDou system will meet the demands of China’s national security, economic development, technological advances and social progress, safeguard national interests and enhance the comprehensive national strength. The BeiDou system will commit to providing stable, reliable and quality satellite navigation services for global users. Along with other GNSS providers, the BeiDou system will jointly promote the development of satellitenavigation industry, make contributions to human civilization and social development, serve the world and benefit the mankind.I. System DescriptionThe BeiDou system is comprised of three major components: space constellation, ground control segment and user terminals. The space constellation consists of five GEO satellites and 30 non-GEO satellites. The GEO satellites are positioned at 58.75°E, 80°E, 110.5°E, 140°E and 160°E respectively. The non-GEO satellites include 27 MEO satellites and three IGSO satellites. The MEO satellites are operating in an orbit with an altitudeof 21,500 km and an inclination of 55°, which are evenly distributed in three orbital planes. The IGSO satellites are operating in an orbit with an altitude of 36,000 km and an inclination of 55°, which are evenly distributed in three inclined geo-synchronous orbital planes. The subsatellite track for the three IGSO satellites are coincided while the longitude of the intersection point is at 118°E, with a phase difference of 120°.Ground control segment consists of several Master Control Stations (MCS), Upload Stations (US) and a network of globally distributed Monitor Stations (MS). The main tasks of MCS are to collect observing data from each MS, to process data, to generate satellite navigation messages, wide area differential data and integrity information, to perform mission planning and scheduling, and to conduct system operation and control. The main tasks of Upload Stations include completing the upload of satellite navigation messages, wide area differential data and integrity information, controlling and managing the payload. The tasks of Monitor Stations include continuous tracking and monitoring of navigation satellites, receiving navigation signals, sending observational data to the Master Control Station for the satellites orbit determination and time synchronization.The user terminals include various BeiDou user terminals, and terminals compatible with other navigation satellite systems, to meet different application requirements from different fields and industries.The time reference for the BeiDou Navigation Satellite System uses BeiDou Time (BDT). BDT’s length of second is a SI second. BDT was zero at 0:00:00 on Janu ary 1, 2006 Coordinated Universal Time (UTC). BDT is a continuous system, traceable to the UTC time maintained by the National Time Service Center (NTSC) of ChineseAcademy ofSciences, which is referred to as UTC (NTSC). The leap seconds with UTC information is broadcasted in the navigation messages. The difference between BDT and UTC maintains within 100ns.The coordinate framework of BeiDou system adopts China Geodetic Coordinate System 2000 (CGCS2000).Upon the full system completion, the BeiDou Navigation Satellite System can provide positioning, navigation and timing services to worldwide users. It can also provide wide area differential services with the accuracy of 1m and short messages services with the capacity of 120 Chinese characters each time.·Main functions: positioning, velocity measurement, one-way and two-way timing, short messages·Service area: global·Positioning accuracy: better than 10m·Velocity accuracy: better than 0.2m/s·Timing accuracy: 20nsII. System DevelopmentThe BeiDou system has followed the development concept of starting with regional services first and expanding to global services later. A three-step development strategy has been taken, with specifics as follows:Phase I: BeiDou Navigation Satellite Demonstration System. In 1994, Chinastarted the construction of BeiDou Navigation Satellite Demonstration System. In 2000, two BeiDou navigation experiment satellites were launched, and the BeiDou Navigation Satellite Demonstration System was basically established. In 2003, the third BeiDou navigation experiment satellite was launched, further enhancing the performance of the BeiDou Navigation Satellite Demonstration System.BeiDou Navigation Satellite Demonstration System consists of three major components: space constellation, ground control segment and user terminals. The space constellation includes three geostationary orbit (GEO) satellites, positioned at longitude of 80 degrees East, 110.5 degrees East and 140 degrees East respectively above the equator. Ground control segment consists of the ground control center and a number of calibrationstations. The ground control center is to complete satellite orbit determination, ionospheric correction, user location determination and user short message information exchange and processing. The calibration ground control stations are mainly to provide the distance measurement and correction parameters to the ground control center.The user terminals include the hand-held type, vehicle type, command type and other types of terminals, capable of position service application, location coordinates information receiving and other functions.The main functions and performance specifications of the BeiDou Navigation Satellite Demonstration System are as follows:·Main functions: positioning, one-way and two-way timing, short message communications;·Service Area: China and the surrounding areas;·Positioning Accuracy: better than 20 meters;·Timing Accuracy: 100 ns one-way, two-way 20 ns;·Short message communications: 120 Chinese characters per time.Phase II: BeiDou Navigation Satellite (regional) System. In 2004, Chinastarted construction of BeiDou Navigation Satellite System. In 2007, the first satellite, a round medium earth orbit satellite (COMPASS-M1) was launched. By 2012, the BeiDou system will consist of 14 satellites, including five GEO satellites, five IGSO satellites (two in-orbit spares), and four MEO satellites.The functions and performance parameters of BeiDou Navigation Satellite (regional) System are as follows:·Main functions: positioning, velocity measurement, one-way and two-way timing, short message communications;·Service Area: China and part of Asia- Pacific region ;·Positioning Accuracy: better than 10 meters;·Velocity Accuracy: better than 0.2 m/s;·Timing Accuracy: 50 ns;·Short message communications: 120 Chinese characters per message.Phase III: BeiDou Navigation Satellite System will completely be established by 2020.III. System ApplicationsSince it was officially brought into service in 2003, the BeiDou Navigation Satellite Demonstration System has been widely used in transportation, marine fisheries, hydrological monitoring, weather forecasting, forest fire prevention, timing for communication systems, power distribution, disaster mitigation, national security, and many other fields, which has been resulting in significant social and economic benefits. Particularly, the system has played an important role in the South China frozen disaster, earthquake relief in Wenchuan, SichuanProvince and Yushu, Qinghai Province, the Beijing Olympic Games, and the Shanghai World Expo.—In the field of transportation, built on the Beidou Navigation Satellite Demonstration System, applications such as Xinjiang Satellite Navigation Monitoring System of Public Transport, the Highway Infrastructure Safety Monitoring System, and the Port Scheduling High-precision Real-time Position Monitoring System, have promoted the BeiDou system and achieved a good demonstration effect.—In marine fisheries, built on the BeiDou Navigation Satellite Demonstration System, the marine fisheries integrated information service platform has provided vessel position monitoring, emergency rescue, information distribution, fishing boats in and out of port management and other services to the fishery administration departments.—The hydrological monitoring system, based on the BeiDou Navigation Satellite Demonstration System, has realized the real-time transmission of hydrological forecast information in mountainous regions, which has improved the accuracy o f the disaster forecasting and has helped the planning and scheduling programs for the flood and drought control.—In the field of weather forecasting, a series of BeiDou terminal equipment have been developed for weather forecast, and various practical and feasible system solutions have been worked out to address the automatic data transmission issues for the China Meteorological Administration and a number of local weather centers and stations.—In the field of forest fire prevention, the BeiDou Navigation Satellite Demonstration System has been successfully used in forest fire prevention system. Its positioning and short message communication services have achieved good results.—In the field of time synchronization for communication systems, the successful implementation of BeiDou two-way timing demonstration program has achieved breakthroughs in some key technical areas such as long distant fiber technology, and an integrated satellite-based timing system has been developed.—In the field of power distribution, built on the BeiDou Navigation Satellite Demonstration System, the successful implementation of power system time synchronization demonstration program has created basis for the high precision applications such as the electric accident analysis, the electricity early warning and protection systems.—In the field of disaster mitigation, the navigation, positioning, short message communications and position reporting capabilities of the BeiDou Navigation Satellite Demonstration System have provided services for the nationwide real-time disaster relief commanding and dispatching, emergency communications, rapid reporting and sharing of disaster information, which has significantly improved the rapid response of the disaster emergency relief and decision-making capability.Upon the full completion, the BeiDou Navigation Satellite System will provide more high-performance positioning, navigation, timing and short-message communication services for civil aviation, shipping, railways, finance, postal and other industries.IV. International Exchange and CooperationThe international exchange and cooperation for the BeiDou Navigation Satellite System will be carried out in an active and pragmatic way, which is in line withChina’s foreign policies, focusing on China's basic tasks and strategic objectives for the construction of navigation satellite systems, using the domestic and international markets and resources in a coordinated way. The international exchange and cooperation will be proceeded in a phased, focus-centered, non-discriminatory and selective approach in accordance with the overall development plan of China's navigation satellite system. It will be built upon the basis of equality, mutual benefit, mutual complementarity, peaceful utilization and mutual development and the generally accepted principles of the international laws.The BeiDou Navigation Satellite System adheres to the open and friendly attitude, and has already carried out extensive exchanges and consultation with the countries that have navigation satellite systems, to promote navigation satellite system compatibility and interoperability globally. Through the exchange and cooperation with countries that do not have a navigation satellite system, we also support their use of the existing resources globally and share the benefits of the satellite navigation development.China's international exchange and cooperation in the field of satellite navigation started in the 1990s. In nearly 20 years, various forms of activities have been carried out with extensive results.In 1994, under the framework of International Telecommunication Union(ITU),China started the BeiDou Navigation Satellite System frequency coordination activities. Satellite network information was submitted in accordance with the BeiDou system construction plan and progress. International frequency coordination has been carried out in a phased, step by step, focus-centered approach. China has actively participated bilateral frequency coordination activities with Europe, the UnitedStates and Russia, and has actively taken part in the World Radiocommunication Conference and the meetings of ITU study groups and working groups.China, as an important member of the International Committee on Global Navigation Satellite Systems (ICG), has participated in every ICG General Assembly Meeting and the ICG Providers Forum. In 2007, China became one of the four core providers designated by the organization. Focusing on compatibility and interoperability, China has carried out the extensive exchange and cooperation with the other navigation satellite systems in the world. The Technical Working Group (TWG) on compatibility and interoperability between BeiDou and Galileo was established. Until now, seven TWG meetings have been held.China actively participates, organizes and hosts international academic exchanges on satellite navigation, which include the American Institute of Navigation (ION) Conferences, the International Symposium on GPS/GNSS (ISGNSS), Munich Satellite Navigation Summit and other international conferences and forums. The China academic conferenceon satellite navigation is held annually, together with many other forums and seminars.China encourages and supports domestic research institutions, industrial enterprises, universities and social organizations, under the guidance of the government policy, to carry out international exchanges, coordination and cooperation activities with other countries and international organizations in the fields of the compatibility and interoperability, satellite navigation standards, coordinates frame, time reference, application development and scientific research. China has been actively engaged in international activities in terms of monitoring and assessment of open service for GNSS to promote the BeiDou Navigation Satellite System better serving the global users, and to promote the development of satellite navigation technology.ConclusionThe rapid development of the BeiDou Navigation Satellite System is attributedto China's reform and opening-up policy as well as the sustainable development of economy. As always, China will continue to promote the Global Navigation Satellite System construction and industrial development, to encourage the use of new satellite navigation technologies to provide new services, meeting the growing diversified needs of the people. By actively propelling international exchanges and cooperation, China will realize the compatibility and interoperability between the BeiDou Navigation Satellite System and other navigation satellite systems in the world. China will provide global customers with high performance and highly reliable positioning, navigation and timing services.The Launch Record of BeiDouNavigation Satellites·October 31, 2000, launch of 1st BeiDou navigation experiment satellite.·December 21, 2000, launch of 2nd BeiDou navigation experiment satellite.·May 25, 2003, launch of the 3rd BeiDou navigation experiment satellite.·February 3, 2007, launch of the 4th BeiDou navigation experiment satellite.·April 14, 2007, launch of the 1st BeiDou navigation satellite.·April 15, 2009, launch of the 2nd Beidou navigation satellite.·January 17, 2010, launch of the 3rd BeiDou navigation satellite.·June 2, 2010, launch of the 4th BeiDou navigation satellite.·August 1, 2010, launch of the 5th BeiDou navigation satellite.·November 1, 2010, launch of the 6th BeiDou navigation satellite. ·December 18, 2010, launch of the 7th BeiDou navigation satellite. ·April 10, 2011, launch of the 8th BeiDou navigation satellite. ·July 27, 2011, launch of the 9th BeiDou navigation satellite. ·December 2, 2011, launch of the 10th BeiDou navigation satellite.译文北斗定位前言卫星导航系统可以提供所有的时间,所有天气情况下用户在地球表面或近地空间的高精度定位、导航和授时服务。

英译汉佳作欣赏

英译汉佳作欣赏

英译汉:佳译赏析巧选主语成妙译(1)原文】饱经沧桑的20世纪仅剩下几个春秋,人类即将跨入充满希望的21世纪。

【译文】I n a few years’ time, mankind will bid farewell to the 20th c entury, a century full of vic issitudes, and enter into the 21s t c entury, a c entury full of hopes.【赏析】1995年,联合国举办纪念成立50周年庆祝活动,江主席出席并发表演说。

原文是该篇演说的第一句,是地道的汉语。

翻译此句时,一般译者往往会亦步亦趋地将原文译为两个分句,分别以“饱经沧桑的20世纪”和“人类”作主语。

但高明的译者吃透了原文的精神,选择mankind为主语统领全句,以准确而地道的英语译出,确实是一则难得的佳译,值得翻译爱好者认真体会。

英译汉:佳译赏析之“肚里的墨水”(2)【原文】T heir family had more money, more hors es, more slaves than any one els e in the Country, b ut the boys had less grammar than mos t of their poor C racker neighbors.【译文】他们家里的钱比人家多,马比人家多,奴隶比人家多,都要算全区第一,所缺少的只是他哥儿俩肚里的墨水,少得也是首屈一指的。

【赏析】原文选自Gone With the Wind。

译文忠实且流畅,算得上好译文,特别值得一提的是译者对grammar的处理,如果照搬字典自然难于翻译,但译者吃透了原句精神,译为“肚里的墨水”,真是再妥帖不过了。

英译汉:佳译赏析之“思前想后”(3)【原文】A nd in these meditations he fell asleep.【译文】他这么思前想后,就睡着了。

毕业设计外文翻译译文

毕业设计外文翻译译文

1 工程概论1.1 工程专业1.2 工业和技术1.3 现代制造业工程专业1 工程行业是历史上最古老的行业之一。

如果没有在广阔工程领域中应用的那些技术,我们现在的文明绝不会前进。

第一位把岩石凿削成箭和矛的工具匠是现代机械工程师的鼻祖。

那些发现地球上的金属并找到冶炼和使用金属的方法的工匠们是采矿和冶金工程师的先祖。

那些发明了灌溉系统并建造了远古世纪非凡的建筑物的技师是他们那个时代的土木工程师。

2 工程一般被定义为理论科学的实际应用,例如物理和数学。

许多早期的工程设计分支不是基于科学而是经验信息,这些经验信息取决于观察和经历,而不是理论知识。

这是一个倾斜面实际应用的例子,虽然这个概念没有被确切的理解,但是它可以被量化或者数字化的表达出来。

3 从16、17世纪当代初期,量化就已经成为科学知识大爆炸的首要原因之一。

另外一个重要因素是实验法验证理论的发展。

量化包含了把来源于实验的数据和信息转变成确切的数学术语。

这更加强调了数学是现代工程学的语言。

4 从19世纪开始,它的结果的实际而科学的应用已经逐步上升。

机械工程师现在有精确的能力去计算来源于许多不同机构之间错综复杂的相互作用的机械优势。

他拥有能一起工作的既新型又强硬的材料和巨大的新能源。

工业革命开始于使用水和蒸汽一起工作。

从此使用电、汽油和其他能源作动力的机器变得如此广泛以至于它们承担了世界上很大比例的工作。

5 科学知识迅速膨胀的结果之一就是科学和工程专业的数量的增加。

到19世纪末不仅机械、土木、矿业、冶金工程被建立而且更新的化学和电气工程专业出现了。

这种膨胀现象一直持续到现在。

我们现在拥有了核能、石油、航天航空空间以及电气工程等。

每种工程领域之内都有细分。

6 例如,土木工程自身领域之内有如下细分:涉及永久性结构的建筑工程、涉及水或其他液体流动与控制系统的水利工程、涉及供水、净化、排水系统的研究的环境工程。

机械工程主要的细分是工业工程,它涉及的是错综复杂的机械系统,这些系统是工业上的,而非单独的机器。

外文资料译文

外文资料译文

CliffhangerLawrenceHargrave路是Wollongong北部一条沿海的路,它是澳洲,New South Wales 风景最优美的路之一, 并且是一个主要的旅游胜地。

路的一个900m截面并且是路的最高的倾斜风险部分在整个国家, 由于岩石掉落和堤防失败的悠久历史。

Richard High报告关于一条壮观的供选择的路线的建筑。

修造在19 世纪60 年代路直到1947 年才作为更低的沿海路被人们知道, 当这改名劳为Lawrence Hargrave Drive (LHD) 。

出生在格林威治,英国在1850年,Lawrence Hargrave 是航空先驱,发明者, 探险家, 泥工和天文学家。

1984年, 他成为了第一人在澳洲飞行,在附近的Stanwell公园。

并且安排沿海路改名以纪念他。

Hargrave 的面孔首先出现在AU$20笔记, 1966年发布。

最初,土轨道,LHD许多年中运载了比较少量的车辆。

在21 世纪作为地方社区和旅游业增长, 大约每天3000辆车在路上行驶。

在2003年8月,随着一项独立研究,发现了路对于公共安全形成了“不可抵御的风险”,负责认为路宣布了一个大修项目为LHD。

在2003年11月,为了加速建筑和压低费用,公路和交通当局(RTA)形成了建筑联盟——Lawrence・Hargrave驱动联盟(LHDA),与Barclay・Mowlem, Coffey Geosciences和Maunsell Austrlia。

建筑在2004年6月开始在AU$ 4900 m 部分的百万(US$ 37 百万)替换在Clifton 和Coalcliff 之间。

并且路预计在2006 年的早期通车。

在项目中心是二座桥梁, 你跨过南部的海湾和其他中间陆岬, 将连接形成一座唯一665 m 长的桥梁。

路线然后将回到现有的对准线通过北海湾。

新路, 包括桥梁, 将有两个3.5 米宽的车道, 一个是双车道, 1米宽路肩。

外文原文及译文

外文原文及译文

外文原文及译文一、外文原文Subject:Financial Analysis with the DuPont Ratio: A UsefulCompassDerivation:Steven C. Isberg, Ph.D.Financial Analysis and the Changing Role of Credit ProfessionalsIn today's dynamic business environment, it is important for credit professionals to be prepared to apply their skills both within and outside the specific credit management function. Credit executives may be called upon to provide insights regarding issues such as strategic financial planning, measuring the success of a business strategy or determining the viability of an acquisition candidate. Even so, the normal duties involved in credit assessment and management call for the credit manager to be equipped to conduct financial analysis in a rapid and meaningful way.Financial statement analysis is employed for a variety of reasons. Outside investors are seeking information as to the long run viability of a business and its prospects for providing an adequate return in consideration of the risks being taken. Creditors desire to know whether a potential borrower or customer can service loans being made. Internal analysts and management utilize financial statement analysis as a means to monitor the outcome of policy decisions, predict future performance targets, develop investment strategies, and assess capital needs. As the role of the credit manager is expanded cross-functionally, he or she may be required to answer the call to conduct financial statement analysis under any of these circumstances. The DuPont ratio is a useful tool in providing both an overview and a focus for such analysis.A comprehensive financial statement analysis will provide insights as to a firm's performance and/or standing in the areas of liquidity, leverage, operating efficiency and profitability. A complete analysis will involve both time series and cross-sectional perspectives. Time series analysis will examine trends using the firm's own performance as a benchmark. Cross sectional analysis will augment the process by using external performance benchmarks for comparison purposes. Every meaningful analysis will begin with a qualitative inquiry as to the strategy and policies of the subject company, creating a context for the investigation. Next, goals and objectives of the analysis will be established, providing a basis for interpreting the results. The DuPont ratio can be used as a compass in this process by directing the analyst toward significant areas of strength and weakness evident in the financial statements.The DuPont ratio is calculated as follows:ROE = (Net Income/Sales) X (Sales/Average Assets) X (Average Assets/Avenge Equity)The ratio provides measures in three of the four key areas of analysis, eachrepresenting a compass bearing, pointing the way to the next stage of the investigation.The DuPont Ratio DecompositionThe DuPont ratio is a good place to begin a financial statement analysis because it measures the return on equity (ROE). A for-profit business exists to create wealth for its owner(s). ROE is, therefore, arguably the most important of the key ratios, since it indicates the rate at which owner wealth is increasing. While the DuPont analysis is not an adequate replacement for detailed financial analysis, it provides an excellent snapshot and starting point, as will be seen below.The three components of the DuPont ratio, as represented in equation, cover the areas of profitability, operating efficiency and leverage. In the following paragraphs, we examine the meaning of each of these components by calculating and comparing the DuPont ratio using the financial statements and industry standards for Atlantic Aquatic Equipment, Inc. (Exhibits 1, 2, and 3), a retailer of water sporting goods.Profitability: Net Profit Margin (NPM: Net Income/Sales)Profitability ratios measure the rate at which either sales or capital is converted into profits at different levels of the operation. The most common are gross, operating and net profitability, which describe performance at different activity levels. Of the three, net profitability is the most comprehensive since it uses the bottom line net income in its measure.A proper analysis of this ratio would include at least three to five years of trend and cross-sectional comparison data. The cross sectional comparison can be drawn from a variety of sources. Most common are the Dun & Bradstreet Index of Key Financial Ratios and the Robert Morris Associates (RMA) Annual Statement Studies. Each of these volumes provide key ratios estimated for business establishments grouped according to industry (i.e., SIC codes). More will be discussed in regard to comparisons as our example is continued below. As is, over the two years, Whitbread has become less profitable.Leverage: The Leverage Multiplier (Average Assets/Average Equity)Leverage ratios measure the extent to which a company relies on debt financing in its capital structure. Debt is both beneficial and costly to a firm. The cost of debt is lower thanthe cost of equity, an effect which is enhanced by the tax deductibility of interest payments in contrast to taxable dividend payments and stock repurchases. If debt proceeds are invested in projects which return more than the cost of debt, owners keep the residual, and hence, the return on equity is "leveraged up." The debt sword, however, cuts both ways. Adding debt creates a fixed payment required of the firm whether or not it is earning an operating profit, and therefore, payments may cut into the equity base. Further, the risk of the equity position is increased by the presence of debt holders having a superior claim to the assets of the firm.二、译文题目:杜邦分析体系出处:史蒂文c Isberg运输研究所硕士论文杜邦分析体系财务分析与专业信用人员的角色转变在当今动态商业环境中,信贷的专业人士申请内部外部的特定信贷管理职能的技能非常重要。

毕业设计(论文)外文原文及译文

毕业设计(论文)外文原文及译文

毕业设计(论文)外文原文及译文一、外文原文MCUA microcontroller (or MCU) is a computer-on-a-chip. It is a type of microcontroller emphasizing self-sufficiency and cost-effectiveness, in contrast to a general-purpose microprocessor (the kind used in a PC).With the development of technology and control systems in a wide range of applications, as well as equipment to small and intelligent development, as one of the single-chip high-tech for its small size, powerful, low cost, and other advantages of the use of flexible, show a strong vitality. It is generally better compared to the integrated circuit of anti-interference ability, the environmental temperature and humidity have better adaptability, can be stable under the conditions in the industrial. And single-chip widely used in a variety of instruments and meters, so that intelligent instrumentation and improves their measurement speed and measurement accuracy, to strengthen control functions. In short,with the advent of the information age, traditional single- chip inherent structural weaknesses, so that it show a lot of drawbacks. The speed, scale, performance indicators, such as users increasingly difficult to meet the needs of the development of single-chip chipset, upgrades are faced with new challenges.The Description of AT89S52The AT89S52 is a low-power, high-performance CMOS 8-bit microcontroller with 8K bytes of In-System Programmable Flash memory. The device is manufactured using Atmel's high-density nonvolatile memory technology and is compatible with the industry-standard 80C51 instruction set and pinout. The on-chip Flash allows the program memory to be reprogrammed in-system or by a conventional nonvolatile memory programmer. By combining a versatile 8-bit CPU with In-System Programmable Flash on a monolithic chip, the Atmel AT89S52 is a powerful microcontroller which provides a highly-flexible and cost-effective solution to many embedded control applications.The AT89S52 provides the following standard features: 8K bytes ofFlash, 256 bytes of RAM, 32 I/O lines, Watchdog timer, two data pointers, three 16-bit timer/counters, a six-vector two-level interrupt architecture, a full duplex serial port, on-chip oscillator, and clock circuitry. In addition, the AT89S52 is designed with static logic for operation down to zero frequency and supports two software selectable power saving modes. The Idle Mode stops the CPU while allowing the RAM, timer/counters, serial port, and interrupt system to continue functioning. The Power-down mode saves the RAM contents but freezes the oscillator, disabling all other chip functions until the next interrupt or hardware reset.Features• Compatible with MCS-51® Products• 8K Bytes of In-System Programmable (ISP) Flash Memory– Endurance: 1000 Write/Erase Cycles• 4.0V to 5.5V Operating Range• Fully Static Operation: 0 Hz to 33 MHz• Three-level Program Memory Lock• 256 x 8-bit Internal RAM• 32 Programmable I/O Lines• Three 16-bit Timer/Counters• Eight Interrupt Sources• Full Duplex UART Serial Channel• Low-power Idle and Power-down Modes• Interrupt Recovery from Power-down Mode• Watchdog Timer• Dual Data Pointer• Power-off FlagPin DescriptionVCCSupply voltage.GNDGround.Port 0Port 0 is an 8-bit open drain bidirectional I/O port. As an output port, each pin can sink eight TTL inputs. When 1s are written to port 0 pins, the pins can be used as high-impedance inputs.Port 0 can also be configured to be the multiplexed low-order address/data bus during accesses to external program and data memory. In this mode, P0 has internal pullups.Port 0 also receives the code bytes during Flash programming and outputs the code bytes during program verification. External pullups are required during program verification.Port 1Port 1 is an 8-bit bidirectional I/O port with internal pullups. The Port 1 output buffers can sink/source four TTL inputs. When 1s are written to Port 1 pins, they are pulled high by the internal pullups and can be used as inputs. As inputs, Port 1 pins that are externally being pulled low will source current (IIL) because of the internal pullups.In addition, P1.0 and P1.1 can be configured to be the timer/counter 2 external count input (P1.0/T2) and the timer/counter 2 trigger input (P1.1/T2EX), respectively.Port 1 also receives the low-order address bytes during Flash programming and verification.Port 2Port 2 is an 8-bit bidirectional I/O port with internal pullups. The Port 2 output buffers can sink/source four TTL inputs. When 1s are written to Port 2 pins, they are pulled high by the internal pullups and can be used as inputs. As inputs, Port 2 pins that are externally being pulled low will source current (IIL) because of the internal pullups.Port 2 emits the high-order address byte during fetches from external program memory and during accesses to external data memory that use 16-bit addresses (MOVX @ DPTR). In this application, Port 2 uses strong internal pull-ups when emitting 1s. During accesses to external data memory that use 8-bit addresses (MOVX @ RI), Port 2 emits the contents of the P2 Special Function Register.Port 2 also receives the high-order address bits and some control signals during Flash programming and verification.Port 3Port 3 is an 8-bit bidirectional I/O port with internal pullups. The Port 3 output buffers can sink/source four TTL inputs. When 1s are written to Port 3 pins, they are pulled high by the internal pullups and can be used as inputs. As inputs, Port 3 pins that are externally being pulled low will source current (IIL) because of the pullups.Port 3 also serves the functions of various special features of the AT89S52, as shown in the following table.Port 3 also receives some control signals for Flash programming and verification.RSTReset input. A high on this pin for two machine cycles while the oscillator is running resets the device. This pin drives High for 96 oscillator periods after the Watchdog times out. The DISRTO bit in SFR AUXR (address 8EH) can be used to disable this feature. In the default state of bit DISRTO, the RESET HIGH out feature is enabled.ALE/PROGAddress Latch Enable (ALE) is an output pulse for latching the low byte of the address during accesses to external memory. This pin is also the program pulse input (PROG) during Flash programming.In normal operation, ALE is emitted at a constant rate of 1/6 the oscillator frequency and may be used for external timing or clocking purposes. Note, however, that one ALE pulse is skipped during each access to external data memory.If desired, ALE operation can be disabled by setting bit 0 of SFR location 8EH. With the bit set, ALE is active only during a MOVX or MOVC instruction. Otherwise, the pin is weakly pulled high. Setting the ALE-disable bit has no effect if the microcontroller is in external execution mode.PSENProgram Store Enable (PSEN) is the read strobe to external program memory. When the AT89S52 is executing code from external program memory, PSENis activated twice each machine cycle, except that two PSEN activations are skipped during each access to external data memory.EA/VPPExternal Access Enable. EA must be strapped to GND in order to enable the device to fetch code from external program memory locations starting at 0000H up to FFFFH. Note, however, that if lock bit 1 is programmed, EA will be internally latched on reset. EA should be strapped to VCC for internal program executions.This pin also receives the 12-volt programming enable voltage (VPP) during Flash programming.XTAL1Input to the inverting oscillator amplifier and input to the internal clock operating circuit.XTAL2Output from the inverting oscillator amplifier.Special Function RegistersNote that not all of the addresses are occupied, and unoccupied addresses may not be implemented on the chip. Read accesses to these addresses will in general return random data, and write accesses will have an indeterminate effect.User software should not write 1s to these unlisted locations, since they may be used in future products to invoke new features. In that case, the reset or inactive values of the new bits will always be 0.Timer 2 Registers:Control and status bits are contained in registers T2CON and T2MOD for Timer 2. The register pair (RCAP2H, RCAP2L) are the Capture/Reload registers for Timer 2 in 16-bit capture mode or 16-bit auto-reload mode.Interrupt Registers:The individual interrupt enable bits are in the IE register. Two priorities can be set for each of the six interrupt sources in the IP register.Dual Data Pointer Registers: To facilitate accessing both internal and external data memory, two banks of 16-bit Data Pointer Registers areprovided: DP0 at SFR address locations 82H-83H and DP1 at 84H-85H. Bit DPS = 0 in SFR AUXR1 selects DP0 and DPS = 1 selects DP1. The user should always initialize the DPS bit to the appropriate value before accessing the respective Data Pointer Register.Power Off Flag:The Power Off Flag (POF) is located at bit 4 (PCON.4) in the PCON SFR. POF is set to “1” during power up. It can be set and rest under software control and is not affected by reset.Memory OrganizationMCS-51 devices have a separate address space for Program and Data Memory. Up to 64K bytes each of external Program and Data Memory can be addressed.Program MemoryIf the EA pin is connected to GND, all program fetches are directed to external memory. On the AT89S52, if EA is connected to VCC, program fetches to addresses 0000H through 1FFFH are directed to internal memory and fetches to addresses 2000H through FFFFH are to external memory.Data MemoryThe AT89S52 implements 256 bytes of on-chip RAM. The upper 128 bytes occupy a parallel address space to the Special Function Registers. This means that the upper 128 bytes have the same addresses as the SFR space but are physically separate from SFR space.When an instruction accesses an internal location above address 7FH, the address mode used in the instruction specifies whether the CPU accesses the upper 128 bytes of RAM or the SFR space. Instructions which use direct addressing access of the SFR space. For example, the following direct addressing instruction accesses the SFR at location 0A0H (which is P2).MOV 0A0H, #dataInstructions that use indirect addressing access the upper 128 bytes of RAM. For example, the following indirect addressing instruction, where R0 contains 0A0H, accesses the data byte at address 0A0H, rather than P2 (whose address is 0A0H).MOV @R0, #dataNote that stack operations are examples of indirect addressing, so the upper 128 bytes of data RAM are available as stack space.Timer 0 and 1Timer 0 and Timer 1 in the AT89S52 operate the same way as Timer 0 and Timer 1 in the AT89C51 and AT89C52.Timer 2Timer 2 is a 16-bit Timer/Counter that can operate as either a timer or an event counter. The type of operation is selected by bit C/T2 in the SFR T2CON (shown in Table 2). Timer 2 has three operating modes: capture, auto-reload (up or down counting), and baud rate generator. The modes are selected by bits in T2CON.Timer 2 consists of two 8-bit registers, TH2 and TL2. In the Timer function, the TL2 register is incremented every machine cycle. Since a machine cycle consists of 12 oscillator periods, the count rate is 1/12 of the oscillator frequency.In the Counter function, the register is incremented in response to a1-to-0 transition at its corresponding external input pin, T2. In this function, the external input is sampled during S5P2 of every machine cycle. When the samples show a high in one cycle and a low in the next cycle, the count is incremented. The new count value appears in the register during S3P1 of the cycle following the one in which the transition was detected. Since two machine cycles (24 oscillator periods) are required to recognize a 1-to-0 transition, the maximum count rate is 1/24 of the oscillator frequency. To ensure that a given level is sampled at least once before it changes, the level should be held for at least one full machine cycle.InterruptsThe AT89S52 has a total of six interrupt vectors: two external interrupts (INT0 and INT1), three timer interrupts (Timers 0, 1, and 2), and the serial port interrupt. These interrupts are all shown in Figure 10.Each of these interrupt sources can be individually enabled or disabledby setting or clearing a bit in Special Function Register IE. IE also contains a global disable bit, EA, which disables all interrupts at once.Note that Table 5 shows that bit position IE.6 is unimplemented. In the AT89S52, bit position IE.5 is also unimplemented. User software should not write 1s to these bit positions, since they may be used in future AT89 products. Timer 2 interrupt is generated by the logical OR of bits TF2 and EXF2 in register T2CON. Neither of these flags is cleared by hardware when the service routine is vectored to. In fact, the service routine may have to determine whether it was TF2 or EXF2 that generated the interrupt, and that bit will have to be cleared in software.The Timer 0 and Timer 1 flags, TF0 and TF1, are set at S5P2 of the cycle in which the timers overflow. The values are then polled by the circuitry in the next cycle. However, the Timer 2 flag, TF2, is set at S2P2 and is polled in the same cycle in which the timer overflows.二、译文单片机单片机即微型计算机,是把中央处理器、存储器、定时/计数器、输入输出接口都集成在一块集成电路芯片上的微型计算机。

外文文献及译文

外文文献及译文

外文文献及译文译文一作者:Wikipedia来源:/wiki/History_of_the_Indian_caste_system,2007年12 年15月访问。

历史上印度的种姓制度起源关于种姓制度的发源地,至今仍然模糊。

2001年,由犹他州大学的Michael率领的人员进行遗传研究,发现印度人和欧洲人具有相称的种姓职级,上层种姓与欧洲人最为相似,而低种姓是越来越像亚洲人。

研究人员认为,印欧发言者从西北大陆进入印度,参与或是取代了原dravidian发言者的发言。

后来他们可能已经建立了种姓制度,并把自己放在较高种姓。

研究报告的结论认为,印度的种姓“是最有可能成为原亚洲在遗传亲缘关系种姓的起源,其在西欧亚大陆外加剂的影响下形成亚洲人和欧洲人在职级方面的相关性差异。

””因为本研究采取了单一的地理区域即印度的样本,所以调查结果是否可以一概而论仍有待调查1995年乔安娜等人进行了早期的研究,斯坦福大学已得出的结论是“三个独特基因种姓群体没有明确的分离线”,尽管如此“还是能推断出一些根据种姓类聚的从属关系”。

2002-03年度汤匙,吉维席尔德等人得出结论认为“自从新世纪以来印度部落和种姓的人口基因获得主要来自南部和西部的亚洲人,并已获得从外部地区流入的有限基因”。

2006年印度国家生物制品研究所进行遗传研究,从32部落和45种姓群体的男子测试样本中得出结论认为:印度人已获得极少数印欧发言者的基因。

根据2006年伊斯梅尔等人的一项研究表明,印度孕产妇基因库中的绝大数(> 98 %)与印第安欧洲和dravidian的基因有或多或少的统一。

,而inavsions后,晚世纪解决可能已大部分是男性介导。

研究得出结论认为,“低种姓群体有可能起源于同层次进行记名表决时出现内部的部落群体与蔓延的新石器时代的农民,比雅利安人的到来大大提前”,“印支欧洲人建立了自己的上种姓的同时,这已经发展成种姓一样内部结构的部落”。

外文文献原稿和译文

外文文献原稿和译文

(空一行)原□□稿(空一行) IntroductionThe "jumping off" point for this paper is Reengineering the Corporation, by Michael Hammer and James Champy . The paper goes on to review the literature on BPR. It explores the principles and assumptions behind reengineering, looks for commonfactors behind its successes or failures, examines case studies, and presents alternatives to "classical" reengineering theory . The paper pays particular attention to the role of information technology in BPR. In conclusion, the paper offers somespecific recommendations regarding reengineering. Old Wine in New BottlesThe concept of reengineering traces its origins back to management theories developedas early as the nineteenth century . The purpose of reengineering is to "make all your processes the best-in-class." Frederick Taylor suggested in the 1880's that managers use process reengineering methods to discover the best processes for performing work, and that these processes be reengineered to optimize productivity. BPR echoes the classical belief that there is one best way to conduct tasks. In Taylor's time, technology did not allow large companies to design processes in across-functional or cross-departmental manner. Specialization was the state-of-theart method to improve efficiency given the technology of the time.(下略)正文内容:新罗马“TimesNewRoman ”字体,小四号字。

外文参考文献译文及原文

外文参考文献译文及原文

广东工业大学华立学院本科毕业设计(论文)外文参考文献译文及原文系部城建学部专业土木工程年级 2011级班级名称 11土木工程9班学号 23031109000学生姓名刘林指导教师卢集富2015 年5 月目录一、项目成本管理与控制 0二、Project Budget Monitor and Control (1)三、施工阶段承包商在控制施工成本方面所扮演的作用 (2)四、The Contractor's Role in Building Cost Reduction After Design (4)一、外文文献译文(1)项目成本管理与控制随着市场竞争的激烈性越来越大,在每一个项目中,进行成本控制越发重要。

本文论述了在施工阶段,项目经理如何成功地控制项目预算成本。

本文讨论了很多方法。

它表明,要取得成功,项目经理必须关注这些成功的方法。

1.简介调查显示,大多数项目会碰到超出预算的问……功控制预算成本。

2.项目控制和监测的概念和目的Erel and Raz (2000)指出项目控制周期包括测量成……原因以及决定纠偏措施并采取行动。

监控的目的就是纠偏措施的...标范围内。

3.建立一个有效的控制体系为了实现预算成本的目标,项目管理者需要建立一……被监测和控制是非常有帮助的。

项目成功与良好的沟通密...决( Diallo and Thuillier, 2005)。

4.成本费用的检测和控制4.1对检测的优先顺序进行排序在施工阶段,很多施工活动是基于原来的计……用完了。

第四,项目管理者应该检测高风险活动,高风险活动最有...重要(Cotterell and Hughes, 1995)。

4.2成本控制的方法一个项目的主要费用包括员工成本、材料成本以及工期延误的成本。

为了控制这些成本费用,项目管理者首先应该建立一个成本控制系统:a)为财务数据的管理和分析工作落实责任人员b)确保按照项目的结构来合理分配所有的……它的变化--在成本控制线上准确地记录所有恰...围、变更、进度、质量)相结合由于一个工程项目......虑时间价值影响后的结果。

外文翻译--创业板市场

外文翻译--创业板市场

外文文献翻译译文一、外文原文原文:China's Second BoardI. Significance of and events leading to the establishment of a Second BoardOn 31 March 2009 the China Securities Regulatory Commission (CSRC issued Interim Measures on the Administration of Initial Public Offerings and Listings of Shares on the ChiNext [i.e., the Second Board, also called the Growth Enterprise Market] ("Interim Measures"), which came into force on 1 May 2009. This marked the creation by the Shenzhen Stock Exchange of the long-awaited market for venture businesses. As the original plan to establish such a market in 2001 had come to nothing when the dotcom bubble burst, the market's final opening came after a delay of nearly 10 years.Ever since the 1980s, when the Chinese government began to foster the development of science and technology, venture capital has been seen in China as a means of supporting the development of high-tech companies financially. The aim, as can be seen from the name of the 1996 Law of the People's Republic of China on Promoting the Conversion of Scientific and Technological Findings into Productivity ,was to support the commercialization of scientific and technological developments. Venture capital funds developed gradually in the late 1990s, and between then and 2000 it looked increasingly likely that a Second Board would be established. When the CSRC published a draft plan for this in September 2000, the stage was set. However, when the dotcom bubble (and especially the NASDAQ bubble) burst, this plan was shelved. Also, Chinese investors and venture capitalists were probably not quite ready for such a move.As a result, Chinese venture businesses sought to list on overseas markets (a so-called "red chip listing") from the late 1990s. However, as these listings increased, so did the criticism that valuable Chinese assets were being siphoned overseas.On thepolicy front, in 2004 the State Council published Some Opinions on Reform, Opening and Steady Growth of Capital Markets ("the Nine Opinions"), in which the concept of a "multi-tier capital market" was presented for the first time. A first step in this direction was made in the same year, when an SME Board was established as part of the Main Board. Although there appear to have been plans to eventually relax the SME Board's listing requirements, which were the same as those for companies listed on the Main Board, and to make it a market especially for venture businesses, it was decided to establish a separate market (the Second Board) for this purpose and to learn from the experience of the SME Board.As well as being part of the process of creating a multi-tier capital market, the establishment of the Second Board was one of the measures included in the policy document Several Opinions of the General Office of the State Council on Providing Financing Support for Economic Development ("the 30 Financial Measures"), published in December 2008 in response to the global financial crisis and intended as a way of making it easier for SMEs to raise capital.It goes without saying that the creation of the Second Board was also an important development in that it gives private equity funds the opportunity to exit their investments. The absence of such an exit had been a disincentive to such investment, with most funds looking for a red chip listing as a way of exiting their investments. However, with surplus savings at home, the Chinese authorities began to encourage companies to raise capital on the domestic market rather than overseas. This led, in September 2006, to a rule making it more difficult for Chinese venture businesses to list their shares on overseas markets. The corollary of this was that it increased the need for a means whereby Chinese private equity funds could exit their investments at an early opportunity and on their own market. The creation of the Second Board was therefore a belated response to this need.II. Rules and regulations governing the establishment of the Second BoardWe now take a closer look at some of the rules and regulations governing the establishment of the Second Board.First , the Interim Measures on the Administration of Initial Public Offerings andListings of Shares on the ChiNext, issued by the CSRC on 31 March 2009 with effect from 1 May 2009. The Interim Measures consist of six chapters and 58 articles, stipulating issue terms and procedures, disclosure requirements, regulatory procedures, and legal responsibilities.First, the General Provisions chapter. The first thing this says (Article 1) is: "These Measures are formulated for the purposes of promoting the development of innovative enterprises and other growing start-ups" This shows that one of the main listing criteria is a company's technological innovativeness and growth potential. The Chinese authorities have actually made it clear that, although the Second Board and the SME Board are both intended for SMEs of similar sizes, the Second Board is specifically intended for SMEs at the initial (rather than the growth or mature) stage of their development with a high degree of technological innovativeness and an innovative business model while the SME Board is specifically intended for companies with relatively stable earnings at the mature stage of their development. They have also made it clear that the Second Board is not simply a "small SME Board." This suggests to us that the authorities want to see technologically innovative companies listing on the Second Board and SMEs in traditional sectors listing on the SME Board.Next, Article 7 says: "A market access system that is commensurate with the risk tolerance of investors shall be established for investors on the ChiNext and investment risk shall be fully disclosed to investors." One noteworthy feature is the adoption of the concept of the "qualified investor" in an attempt to improve risk control.Furthermore, Article 8 says: "China Securities Regulatory Commission (hereinafter, CSRC) shall, in accordance with law, examine and approve the issuer’s IPO application and supervise the issuer’s IPO activities. The stock exchange shall formulate rules in accordance with law, provide an open, fair and equitable market environment and ensure the normal operation of the ChiNext." Until the Second Board was established, it was thought by some that the stock exchange had the right to approve new issues. Under the Interim Measures, however, it is the CSRC that examines and approves applications.First, offering conditions. Article 10 stipulates four numerical conditions for companies applying for IPOs.Second, offering procedures. The Interim Measures seek to make sponsoring securities companies more responsible by requiring them to conduct due diligence investigations and make prudential judgment on the issuer’s growth and render special opinions thereon.Third, information disclosure. Article 39 of the Interim Measures stipulates that the issuer shall make a statement in its prospectus pointing out the risks of investing in Second Board companies: namely, inconsistent performance, high operational risk, and the risk of delisting. Similarly,Fourth, supervision. Articles 51 and 52 stipulate that the stock exchange (namely, the Shenzhen Stock Exchange) shall establish systems for listing, trading and delisting Second Board stocks, urge sponsors to fulfill their ongoing supervisory obligations, and establish a market risk warning system and an investor education system.1. Amendments to the Interim Measures on Securities Issuance and Listing Sponsor System and the Provisional Measures of the Public Offering Review Committee of the China Securities Regulatory Commission2. Rules Governing the Listing of Shares on the ChiNext of Shenzhen Stock Exchange Next, the Shenzhen Stock Exchange published Rules Governing the Listing of Shares on the ChiNext of Shenzhen Stock Exchange on 6 June (with effect from 1 July).3. Checking investor eligibility As the companies listed on the Second Board are more risky than those listed on the Main Board and are subject to more rigorous delisting rules (see above), investor protection requires that checks be made on whether Second Board shares are suitable for all those wishing to invest in them.4. Rules governing (1) application documents for listings on the ChiNext and (2) prospectuses of ChiNext companies On 20 July the CSRC published rules governing Application Documents for Initial Public Offerings and Listings of Shares on the ChiNext and Prospectuses of ChiNext Companies, and announced that it would begin processing listing applications on 26 July.III. Future developmentsAs Its purpose is to "promote the development of innovative enterprises and other growing start-ups",the Second Board enables such companies to raise capital by issuing shares. That is why its listing requirements are less demanding than those of the Main Board but also why it has various provisions to mitigate risk. For one thing, the Second Board has its own public offering review committee to check how technologically specialized applicant companies are, reflecting the importance attached to this. For another, issuers and their controlling shareholders, de facto controllers, and sponsoring securities companies are subject to more demanding accountability requirements. The key factor here is, not surprisingly, disclosure. Also, the qualified investor system is designed to mitigate the risks to retail investors.Once the rules and regulations governing the Second Board were published, the CSRC began to process listing applications from 26 July 2009. It has been reported that 108 companies initially applied. As of mid-October, 28 of these had been approved and on 30 October they were listed on the Second Board.As of 15 December, there are 46 companies whose listing application has been approved by CSRC (including the above-mentioned 28 companies). They come from a wide range of sectors, especially information technology, services, and biopharmacy. Thus far, few companies in which foreign private equity funds have a stake have applied. This is because these funds have tended to go for red-chip listings.Another point is movement between the various tiers of China's multi-tier capital market. As of early September, four companies that are traded on the new Third Board had successfully applied to list on the Second Board. As 22 new Third Board companies meet the listing requirements of the Second Board on the basis of their interim reports for the first half of fiscal 2009, a growing number of companies may transfer their listing from the new Third Board to the Second Board. We think this is likely to make the new Third Board a more attractive market for private equity investors.The applicants include companies that were in the process of applying for a listing on the SME Board. The CSRC has also made it clear that it does not see theSecond Board simply as a "small SME Board" and attaches great importance to the companies' innovativeness and growth potential. Ultimately, whether or not such risks can be mitigated will depend on whether the quality of the companies that list on the Second Board improves and disclosure requirements are strictly complied with. For example, according to the rules governing Prospectuses of ChiNext Companies, companies are required to disclose the above-mentioned supplementary agreements as a control right risk. The point is whether such requirements will be complied with.Since there is a potentially large number of high-tech companies in China in the long term, whether or not the Second Board becomes one of the world's few successful venture capital markets will depend on whether all these rules and regulations succeed in shaping its development and the way in which it is run.The authorities clearly want to avoid a situation where the Second Board attracts a large number of second-rate companies and becomes a vehicle for market abuse as it would then run the risk of becoming an illiquid market shunned by investors who have lost trust in it. Indeed, such has been the number of companies applying to list on the Second Board that some observers have expressed concern about their quality.There has also been some concern about investor protection. For example, supplementary agreements between private equity funds and issuers pose a risk to retail investors in that they may suddenly be faced with a change in the controlling shareholder. This is because such agreements can result in a transfer of shares from the founder or controlling shareholder to a private equity fund if the company fails to meet certain agreed targets or in a shareholding structure that is different from the apparent one, for example. The problem of low liquidity, which has long faced the new Third Board market, where small-cap high-tech stocks are also traded, also needs to be addressed.Meanwhile, the Second Board's Public Offering Review Committee was officially established on 14 August. It has 35 members. A breakdown reveals that the number of representatives of the CSRC and the Shenzhen Stock Exchange has been limited to three and two, respectively, to ensure that the committee has the necessary number of technology specialists. Of the remainder, 14 are accountants, six lawyers,three from the Ministry of Science and Technology, three from the China Academy of Sciences, two from investment trust companies, one from an asset evaluation agency, and one from the National Development and Reform Commission (NDRC). It has been reported that the members include specialists in the six industry fields the CSRC considers particularly important for Second Board companies (namely, new energy, new materials, biotechnology and pharmaceuticals, energy conservation and environmental protection, services and IT).Source: Takeshi Jingu.2009.“China's Second Board”. Nomura Journal of Capital Markets Winter 2009 V ol.1 No.4.pp.1-15.二、翻译文章译文:中国创业板市场一、建立创业板市场及其意义2009年3月31日中国证券监督管理委员会(以下简称“中国证监会”)发行《中国证监会管理暂行办法》,首次在创业板市场上[即,第二个板,也叫创业板市场](“暂行办法”) 公开募股,从 2009年的5月1日开始生效,这标志着深圳证券交易所市场这个人们期待已久的合资企业即将诞生。

外文资料原文及译文

外文资料原文及译文

外文资料原文及译文南通大学法政与管理学院2009年06月HOW DO THE CHINESE PERCEIVE HARMONIOUSCORPORATE CULTURE:An Empirical Study on Dimensions of Harmonious Corporate CultureLianke SONG,Hao YANG,Lan YANGABSTRACT The Sixth Plenary Session of the 16th Central Committee of the Communist Party of China points out creating harmonious culture is an important task for building socialist harmonious society. Building harmonious culture needs all companies to create harmonious culture, because a company is a basic social unit. Henceforth, many Chinese companies advocate building harmonious corporate culture. Scholars must study basic theories for harmonious corporate culture. This study tried to answer two questions: What is harmonious corporate culture in Chinese mind and how do different Chinese perceive harmonious corporate culture? Firstly, this paper analyzed background of harmonious corporate culture from Chinese traditional culture and era needs. Secondly, authors designed an open-ended questionnaire and sent them to employees in Jiangsu and Shanghai. 329 questionnaires were collected and 291 questionnaires were valid, representing a response rate of 88.45%. Thirdly, this study explored dimensions of harmonious corporate culture and identified different viewpoints from different group. Finally, this paper discussed the results and pointed out limitations of this study and future research. The results of this paper were on basis of defining, measuring, analyzing, and creating harmonious corporate culture.1. THEORETICAL BACKGROUND AND QUESTIONSThe Fourth Plenary Session of the 16th Central Committee of the Communist Party of China puts forward building socialist harmonious societies and the sixth plenary session of the 16th central committee of the communist party of China points out creating harmonious culture is an important task for building socialist harmonious society. Building harmonious culture needs all companies to create harmonious culture, because a company is a basic social unit[1].Why do Chinese corporations advocate harmonious corporate culture? Maybe Chinese traditional culture and era needs are responsible.Chinese philosophy has a history of several thousand years. Its origins are often traced back to the Book of Changs (yi jing), which introduced some of the most fundamental terms of Chinese philosophy. Its first flowering is generally considered to have been in about the 6th century BC, but it draws on an oral tradition that goes back to Neolithic times.The Tao Te Ching (dao de jing) of Lao Tzu (lao zi) and the Analects (lun yu)of Confucius (kong zi) both appeared around the 6th century BC, around the time of early Buddhist philosophy.Confucianism focuses on the fields of ethics and politics, emphasizing personal and governmental morality, correctness of social relationships, justice, traditionalism, and sincerity. Confucianism and legalism are responsible for creating the world’s first meritocracy. Confucianism was and continues to be a major influence on Chinese culture. Harmonious culture is meant to respect the tradition of established virtue under Confucius upon "harmony with differences" while exploring extensively our cultural resources and cultural ideas or beliefs.The Chinese schools of philosophy, except during the Qin Dynasty, can be both critical and tolerant of one another. Despite the debates and competition, they generally have cooperated and shared ideas, which they would usually incorporate with their own.Harmony was a central concept in Chinese ancient philosophy. Confucian, Taoist, Buddhist and Legalist that are the major Chinese traditions all prize “harmony” as an ultimate value, but they disagree on how to achieve it. Confucians in particular emphasize the single-character term for “harmony” (he), which appears in all of Confucianism’s “Four Books and Five Classics” (si shu wu jing). The most forceful articulation of identification of personal and communal harmony comes from the Doctrine of the Mean (zhong yong), which defines harmony as a state of equilibriumw here pleasure, anger, sorrow and joy are moderated and restrained, claiming “all things in the universe to attain the way”.During the Industrial and Modern Ages, Chinese philosophy began to integrate the concepts of Western philosophy. Chinese philosophy attempted to incorporate democracy, republicanism and industrialism. Mao Zedong added Marxism, Stalinism and other communist thoughts. The government of the People’s Republic of China initiates Socialism with Chinese Characteristics.The theoretical bases of harmonious socialist society are Marxism-Leninism, Mao Zedong Thoughts, Deng Xiaoping Theory, and the important thought of "Three Represents" (That is, the CPC must always represent the development trend of China's advanced productive forces, the orientation of China's advanced culture, and the fundamental interests of the overwhelming majority of the people in China.).Six main characteristics of a harmonious society are democracy and the rule of law, fairness and justice, integrity and fraternity, vitality, stability and order, and harmony between man and nature. The principles observed in building a harmonious socialist society are as the following: people oriented; development in a scientific way; in-depth reform and opening up; democracy and the rule of law; properly handling the relationships between reform, development and stability; and the participation of the whole society under the leadership of the Party.The authors tried to define harmonious corporate culture: harmonious corporate culture is the corporate culture that adheres to people-oriented principle and considers harmony as a core concept, by managing in good faith and scientific administration to achieve harmony among enterprises, society and nature, and eventually make enterprises develop harmoniously and healthily.Chinese traditional culture is the basis of harmonious corporate culture. Era need is the direction of harmonious corporate culture. “Harmonious Corporate Culture” is a new identification and is different from any existent conceptions. What is harmonious corporate culture? This study wants to answer this question by analyzing Chinese viewpoints from open-ended questionnaires.Question 1: What is harmonious corporate culture in Chinese mind?Harmonious corporate culture is a new and special conception for Chinese. General views of Chinese can be found by searching dimensions of harmonious corporate culture. In fact, different people have different ideas. Maybe there are differences among different groups, which can be classified by sex, age, education and position. This study will find and explain those differences.Question 2: How do different Chinese perceive harmonious corporate culture?Today, many Chinese companies advocate building harmonious corporate culture. Understanding conception and characters of harmonious corporate culture are very important. This paper will answer two questions which are the basis of this field.2. METHODS2.1 Sample and ProcedureThe empirical analysis was carried out in Jiangsu and Shanghai. J iangsu’s economic and social development has always been taking the lead in China. Shanghai is China’s chief industrial and commercial centre and one of its leading centres of higher education and scientific research. They both lie in center of China’s eas t coast. We can know what modern Chinese are thinking and hoping by studying employees in Jiangsu and Shanghai.Questionnaires couldn’t be counted because we used both paper version and computer version. From January 2007 to January 2008, authors sent questionnaires to employees who worked in Jiangsu and Shanghai. 329 questionnaires were returned and 291 questionnaires were valid, representing a response rate of 88.45%.Table 1 summarizes the key statistics for the sample used in the study.Table 1 Characteristics of the sample2.2 MeasuresThe authors designed an open-ended questionnaire based on the purpose of the study. This scale only used one question to collect information for answering question 1 of this study. This question is “Please use ten words or ten sentences to describe harmonious corporate culture”.3. RESULTSThis research found out that there were some similar viewpoints about harmonious corporate culture from collected questionnaires. The authors classify these viewpoints into 15 dimensions after holding 10 study group meetings. Some dimensions were identified based on China’s traditional culture and present policies. Table 2 lists 15 dimensions in English and Chinese because of some dimensions with Chinese characteristics.Table 2 Dimension and frequency of harmonious corporate cultureThis s tudy calculated dimensions’ frequencies from different groups to know different people’s ideal harmonious corporate culture. Table 3 shows statistics for male’s and female’s viewpoints on harmonious corporate culture.Table3 Frequency and order of harmonious corporate culture from female and male4. DISCUSSION AND CONCLUSION4.1 ResultsSome companies advocate building harmonious corporate culture and some companies boast that they possess harmonious corporate culture after the central government calls on all society to create harmonious culture. But what is harmonious corporate culture? Some scholars wanted toexplain it, but nobody has answered this question by empirical study. The authors answered question 1 of this study by analyzing collected data. A lot of standpoints were found, but some standpoints could be integrated as one because they possess same meaning but are described with different words. The study group held 10 meetings to discuss harmonious corporate culture dimensions based on questionnaires. Finally, 15 dimensions were identified. They are People oriented, steady development, scientific administration, vitality, stability and order, fraternity and concord, unity and cooperation, fairness and impartiality, democratic participation, managing in good faith, pursuing excellence, social responsibility, energy conservation and environmental protection, incorporating things of diverse nature, and common development and win-win situation. The result answered question 1: What is harmonious corporate culture in Chinese mind?Dimensions were arranged on frequency. People oriented ranked first. People oriented in China has three sources: Max’s study of humanity; “People first” descending from Chinese history and new anthropocentric[2]. The Chinese like speaking “people oriented” relating to Chinese traditional culture. The genesis of people oriented is traceable to the Western Zhou Dynasty and people oriented became the core thought of Confucianism which influenced the Chinese deeply. Many archaism were concerned with people oriented, such as “The pe ople are the most important element in a state; next are the gods of land and grain; least is the ruler himself[3].”(min wei gui, she ji ci zhi, jun wei qing) Many scholars also considered people oriented is the core and basis of harmonious corporate culture[4][5].This paper compared different groups’ viewpoints to answer question 2 -- how do different Chinese perceive harmonious corporate culture?People oriented, unity and cooperation, vitality, and fraternity and concord were ranked from 1 to 4 by female and male. The same results made the authors surprised. But they are different in fifth dimension. The fifth of female is democratic participation and the fifth of male is stability and order. Female status was lower than male in ancient China. Female had to comply with the three obedience and the four virtues (san cong si de) in past. The three obediences (obey her father before marriage, her husband when married, and her sons in widowhood) and the four virtues (morality, proper speech, modest manner and diligent work) of women in ancient China, which were spiritual fetters of wifely submission and virtue imposed on women in feudal society. Female status is improving after female deputy attended the first National Congress of the Communist Party ofChina. Today, Chinese female think much of the rights of women, so democratic participation is the fifth dimension. The ancient belief “Men’s work centers around outside, women’s work centers around the home[6]”(nü zheng wei hu nei, nan zheng wei hu wai) which c ame from The Book of Changes (yi jing). Man had to work hard in society to earn money and get honour for his family. Today, both man and woman work in government, company, school, hospital and so on, but man always plays a major role and assumes primary responsibility in society and at home for traditional culture. The change is fast and the competition is fierce in modern society, so man is facing great pressure. This is the reason why man hopes to live and work in a more stable environment, so stability and order is the fifth dimension.People oriented, unity and cooperation, and vitality were ranked from 1 to 3 by Managerial employee and Nonmanagerial employee. Scientific administration and democratic participation were ordered as the fourth dimension by managerial employee. Managerial employee looks deeper and thinks further than nonmanagerial employee because managerial employee is at higher level and holds more responsibility in organization. Managerial employee cares about management questions. Fraternity and concord was ordered as the fourth dimension by nonmanagerial employee. Nonmanagerial employee concerns less about enterprises’ overall operation and management state than managerial employee does. They understand harmonious corporate culture from their own specific the work and life. Nonmanagerial employee does specific task and needs direct corporation. They believe that the staffs’ civilized language and behaviours, mutual understanding, the warm atmosphere of interpersonal relationships in the enterprise are very important aspects of harmonious corporate culture. Nonmanagerial employee cares about good relationship. Generally speaking, the differences of the harmonious corporate culture dimensions understanding between managerial employee and nonmanagerial employee are closely related to their location in the organizational structure and their working content in the enterprise.People oriented was ordered as first dimension and unity and cooperation was ordered as the second dimension by all persons whatever their education background is Vitality was ordered as the third dimension by all responders except persons who got a master or doctor degree. The responders whose highest education qualification over master degree ordered scientific administration as the second dimension too. The person holding advanced academic degree has more opportunity to be promoted to managerial position, so they think scientific administration is very important in aharmonious environment. Compared with other groups,the relatively higher education group who get undergraduate degree, are more interested in stability and order, fairness and impartiality dimensions. People in this group are the middle and high-level managers in the enterprise, that is, not only they are familiar with the overall state of the enterprise, but also they understand deeply internal staffs’ living conditions characteristics. Therefore, they put more attention on stability and order, fairness and impartiality dimensions.All groups ordered people oriented, unity and cooperation, and vitality as most important three dimensions. The same results showed what core contents for harmonious corporate culture are.4.2 Limitations and Future ResearchThis study was just an exploratory study. The authors searc hed harmonious corporate culture’s dimensions by open-ended questionnaire. But the validity of these results need to be proved by more studies. The authors will design close-ended questionnaire based on this study and collect new data. Dimensions of harmonious corporate culture will be confirmed by exploratory factor analysis and confirmatory factor analysis.This paper only discussed what harmonious corporate culture is. In the future, how to create harmonious corporate culture should be studied.The authors compared viewpoints from different sex, position and education. Age, birthplace, nationality and work experience influence individual thought too. Different opinions from different groups should be identified in future study.China should act as not only the defender of Chinese culture but an explorer and promoter of the new harmonious culture. Harmony is the social theme for present China. Studying basic theory of harmonious corporate culture will contribute to our society.REFERENCES[1] Lianke SONG, Dongtao, YANG, Hao YANG. Why do companies create harmonious cultures? Comparing the influence of different corporate cultures on employees. Enterprise Management and Change in a Transitional Economy. 2008. p595-603.[2] LU Wanglin. On theoretic s ource of “human oriented” -- analyzing the scientific factor of “scientific development view” from one point of view. Hebei Academic Journal, 26 (5), 2006,p228-230.[3] Mencius. The Mencius. Warring States time.[4] Liangbo CHENG, Lincheng JING. An search on creating harmonious corporate culture. Group Economy, (17), 2007, p294-295.[5] Xiangkui GENG. Extracting kernel of Confucianism to create harmonious corporate culture. Theoretical Research, (3), 2007, p47-48.[6] The Book of Changes.中国人如何认识和谐企业文化?——关于和谐企业文化维度的实证研究宋联可杨浩杨兰摘要党的十六届六中全会指明建设和谐文化是构建社会主义和谐社会的重要任务。

财务风险管理外文文献翻译译文

财务风险管理外文文献翻译译文

Although financial risk has increased significantly in recent years, risk and risk management are not contemporary issues. The result of increasingly global markets is that risk may originate with events thousands of miles away that have nothing to do with the domestic market. Information is available instantaneously, which means that change, and subsequent market reactions, occur very quickly. The economic climate and markets can be affected very quickly by changes in exchange rates, interest rates, and commodity prices. Counterparties can rapidly become problematic. As a result, it is important to ensure financial risks are identified and managed appropriately. Preparation is a key component of risk management.Risk provides the basis for opportunity. The terms risk and exposure have subtle differences in their meaning. Risk refers to the probability of loss, while exposure is the possibility of loss, although they are often used interchangeably. Risk arises as a result of exposure.Exposure to financial markets affects most organizations, either directly or indirectly. When an organization has financial market exposure, there is a possibility of loss but also an opportunity for gain or profit. Financial market exposure may provide strategic or competitive benefits.Risk is the likelihood of losses resulting from events such as changes in market prices. Events with a low probability of occurring, but that may result in a high loss, are particularly troublesome because they are often not anticipated. Put another way, risk is the probable variability of returns.Since it is not always possible or desirable to eliminate risk,understanding it is an important step in determining how to manage it. Identifying exposures and risks forms the basis for an appropriate financial risk management strategy.Financial risk arises through countless transactions of a financial nature, including sales and purchases, investments and loans, and various other business activities. It can arise as a result of legal transactions, new projects, mergers and acquisitions, debt financing, the energy component of costs, or through the activities of management, stakeholders, competitors, foreign governments, or weather. When financial prices change dramatically, it can increase costs, reduce revenues, or otherwise adversely impact the profitability of an organization. Financial fluctuations may make it more difficult to plan and budget, price goods and services, and allocate capital.There are three main sources of financial risk:1. Financial risks arising from an organization’s exposure to changes in market prices, such as interest rates, exchange rates, and commodity prices.2. Financial risks arising from the actions of, and transactions with, other organizations such as vendors, customers, and counterparties in derivatives transactions3. Financial risks resulting from internal actions or failures of the organization, particularly people, processes, and systemsFinancial risk management is a process to deal with the uncertainties resulting from financial markets. It involves assessing the financial risks facing an organization and developing management strategies consistent withinternal priorities and policies. Addressing financial risks proactively may provide an organization with a competitive advantage. It also ensures that management, operational staff, stakeholders, and the board of directors are in agreement on key issues of risk.Managing financial risk necessitates making organizational decisions about risks that are acceptable versus those that are not. The passive strategy of taking no action is the acceptance of all risks by default.Organizations manage financial risk using a variety of strategies and products. It is important to understand how these products and strategies work to reduce risk within the context of the organization’s risk tolerance and objectives.Strategies for risk management often involve derivatives. Derivatives are traded widely among financial institutions and on organized exchanges. The value of derivatives contracts, such as futures, forwards, options, and swaps, is derived from the price of the underlying asset. Derivatives trade on interest rates, exchange rates, commodities, equity and fixed income securities, credit, and even weather.The products and strategies used by market participants to manage financial risk are the same ones used by speculators to increase leverage and risk. Although it can be argued that widespread use of derivatives increases risk, the existence of derivatives enables those who wish to reduce risk to pass it along to those who seek risk and its associated opportunities.The ability to estimate the likelihood of a financial loss is highly desirable. However, standard theories of probability often fail in the analysis of financial markets. Risks usually do not exist in isolation, and theinteractions of several exposures may have to be considered in developing an understanding of how financial risk arises. Sometimes, these interactions are difficult to forecast, since they ultimately depend on human behavior.The process of financial risk management is an ongoing one. Strategies need to be implemented and refined as the market and requirements change. Refinements may reflect changing expectations about market rates, changes to the business environment, or changing international political conditions, for example. In general, the process can be summarized as follows:1、Identify and prioritize key financial risks.2、Determine an appropriate level of risk tolerance.3、Implement risk management strategy in accordance with policy.4、Measure, report, monitor, and refine as needed.DiversificationFor many years, the riskiness of an asset was assessed based only on the variability of its returns. In contrast, modern portfolio theory considers not only an asset’s riskiness, but also its contribution to the overall riskiness of the portfolio to which it is added. Organizations may have an opportunity to reduce risk as a result of risk diversification.In portfolio management terms, the addition of individual components to a portfolio provides opportunities for diversification, within limits. A diversified portfolio contains assets whose returns are dissimilar, in other words, weakly or negatively correlated with one another. It is useful to think of the exposures of an organization as a portfolio and consider the impact of changes or additions on the potential risk of the total.Diversification is an important tool in managing financial risks.Diversification among counterparties may reduce the risk that unexpected events adversely impact the organization through defaults. Diversification among investment assets reduces the magnitude of loss if one issuer fails. Diversification of customers, suppliers, and financing sources reduces the possibility that an organization will have its business adversely affected by changes outside management’s control. Although the risk of loss still exists, diversification may reduce the opportunity for large adverse outcomes.Risk Management ProcessThe process of financial risk management comprises strategies that enable an organization to manage the risks associated with financial markets. Risk management is a dynamic process that should evolve with an organization and its business. It involves and impacts many parts of an organization including treasury, sales, marketing, legal, tax, commodity, and corporate finance.The risk management process involves both internal and external analysis. The first part of the process involves identifying and prioritizing the financial risks facing an organization and understanding their relevance. It may be necessary to examine the organization and its products, management, customers, suppliers, competitors, pricing, industry trends, balance sheet structure, and position in the industry. It is also necessary to consider stakeholders and their objectives and tolerance for risk.Once a clear understanding of the risks emerges, appropriate strategies can be implemented in conjunction with risk management policy. For example, it might be possible to change where and how business is done, thereby reducing the organization’s exposure and risk. Alternatively, existingexposures may be managed with derivatives. Another strategy for managing risk is to accept all risks and the possibility of losses.There are three broad alternatives for managing risk:1. Do nothing and actively, or passively by default, accept all risks.2. Hedge a portion of exposures by determining which exposures can and should be hedged.3. Hedge all exposures possible.Measurement and reporting of risks provides decision makers with information to execute decisions and monitor outcomes, both before and after strategies are taken to mitigate them. Since the risk management process is ongoing, reporting and feedback can be used to refine the system by modifying or improving strategies.An active decision-making process is an important component of risk management. Decisions about potential loss and risk reduction provide a forum for discussion of important issues and the varying perspectives of stakeholders.Factors that Impact Financial Rates and PricesFinancial rates and prices are affected by a number of factors. It is essential to understand the factors that impact markets because those factors, in turn, impact the potential risk of an organization.Factors that Affect Interest RatesInterest rates are a key component in many market prices and an important economic barometer. They are comprised of the real rate plus a component for expected inflation, since inflation reduces the purchasing power of a lender’s assets .The greater the term to maturity, the greater theuncertainty. Interest rates are also reflective of supply and demand for funds and credit risk.Interest rates are particularly important to companies and governments because they are the key ingredient in the cost of capital. Most companies and governments require debt financing for expansion and capital projects. When interest rates increase, the impact can be significant on borrowers. Interest rates also affect prices in other financial markets, so their impact is far-reaching.Other components to the interest rate may include a risk premium to reflect the creditworthiness of a borrower. For example, the threat of political or sovereign risk can cause interest rates to rise, sometimes substantially, as investors demand additional compensation for the increased risk of default.Factors that influence the level of market interest rates include:1、Expected levels of inflation2、General economic conditions3、Monetary policy and the stance of the central bank4、Foreign exchange market activity5、Foreign investor demand for debt securities6、Levels of sovereign debt outstanding7、Financial and political stabilityYield CurveThe yield curve is a graphical representation of yields for a range of terms to maturity. For example, a yield curve might illustrate yields for maturity from one day (overnight) to 30-year terms. Typically, the rates are zero coupon government rates.Since current interest rates reflect expectations, the yield curve provides useful information about the market’s expectations of future interest rates. Implied interest rates for forward-starting terms can be calculated using the information in the yield curve. For example, using rates for one- and two-year maturities, the expected one-year interest rate beginning in one year’s time can be determined.The shape of the yield curve is widely analyzed and monitored by market participants. As a gauge of expectations, it is often considered to be a predictor of future economic activity and may provide signals of a pending change in economic fundamentals.The yield curve normally slopes upward with a positive slope, as lenders/investors demand higher rates from borrowers for longer lending terms. Since the chance of a borrower default increases with term to maturity, lenders demand to be compensated accordingly.Interest rates that make up the yield curve are also affected by the expected rate of inflation. Investors demand at least the expected rate of inflation from borrowers, in addition to lending and risk components. If investors expect future inflation to be higher, they will demand greater premiums for longer terms to compensate for this uncertainty. As a result, the longer the term, the higher the interest rate (all else being equal), resulting in an upward-sloping yield curve.Occasionally, the demand for short-term funds increases substantially, and short-term interest rates may rise above the level of longer term interest rates. This results in an inversion of the yield curve and a downward slope to its appearance. The high cost of short-term funds detracts from gains that would otherwise be obtained through investment and expansion and make the economyvulnerable to slowdown or recession. Eventually, rising interest rates slow the demand for both short-term and long-term funds. A decline in all rates and a return to a normal curve may occur as a result of the slowdown.尽管近年来金融风险大大增加,但风险和风险管理不是当代的主要问题。

审计风险外文文献翻译最新译文

审计风险外文文献翻译最新译文

审计风险外文文献翻译最新译文The n of Audit Risk ControlXXXIn any market。

the optimal n of resources is an internal XXX。

however。

n asymmetry exists een investors and creditors。

debtors and regulators。

and other regulated XXX verify the financial n of foreign enterprises and other n to ensure that the market's main body has as close to complete n as possible。

This process is known as the audit.XXX' subjective ns。

which are usually based on sampling surveys。

XXX。

audit risk is XXX.n:The auditing n has e an essential part of the market economy。

XXX the development of the capital market。

It holds a XXX the financial market。

However。

in recent years。

due to the repeatedn of cases XXX accountants。

the industry has XXX。

A 2002study published in the American Journal of Accounting Statistics revealed that the number of lawsuits against auditors in the United States over the past 15 years is far more than the total number of lawsuits in the industry's 105-year history。

汽车 专业 外文 文献 英文 翻译

汽车 专业 外文 文献 英文 翻译

外文文献原稿和译文原稿A New Type Car -- Hybrid Electric VehicleWith skyrocketing fuel prices and changes in weather patterns, many car manufacturers claimed to develop the kind of vehicles that will increase the mileage and reduce the emissions. Hybrid car is a kind of vehicle which can meet above requirements. A hybrid car features a small fuel-efficient gas engine combined with an electric motor that assists the engine.The reasons of building such a complicated machine are twofold: to reduce tailpipe emissions and to improve mileage. Firstly, hybrid cars are good for the environment. They can reduce smog by 90 percent and they use far less gasoline than conventional cars. Meanwhile, hybrid cars burn less gasoline per mile, so they release fewer greenhouse gases. Secondly, hybrid cars are economical. Hybrid cars, which run on gas and electricity, can get up to 55 to 60 miles per gallon in city driving, while a typical SUV might use three times as much gas for the same distance! There are three reasons can mainly account for that: 1) Hybrid engines are much smaller than those on conventional cars. A hybrid car engine is to accommodate the 99% of driving time when a car is not going up hills or accelerating quickly. When extra acceleration power is needed, it relies on the battery to provide additional force. 2) Hybrid gasoline engine can shut off when the car is stopped and run off their electric motor and battery.3) Hybrid cars often recover braking energy. Electric motors could take the lost kinetic energy in braking and use it to charge the battery. Furthermore, hybrids are better than all-electric cars because hybrid car batteries recharge as you drive so there is no need to plug in. Most electric cars need to be recharged every 50-100miles. Also, most electric cars cannot go faster than 50-60 mph, while hybrids can.Hybrid cars bridge the gap between electric and gasoline-powered cars by traveling further and driving faster and hybrid gas-electric cars are proving to be a feasible alternative at a time of high gas prices. So, in my opinion, hybrid cars will have a bright future.How Does Hybrid Electric Vehicle Work?You probably own a gasoline or diesel-engine car. You may have heard of electric vehicles too. A hybrid vehicle or hybrid electric vehicle (HEV) is a combination of both. Hybrid vehicles utilize two or more sources of energy for propulsion. In the case of HEVs, a combustion engine and an electric motor are used.How it works depends on the type of drive train it has. A hybrid vehicle can either have a parallel or series or parallel-series drive train.Parallel HybridThe parallel hybrid car has a gas tank, a combustion engine, transmission,electric motor, and batteries.A parallel hybrid is designed to run directly from either the combustion engine or the electric motor. It can run using both the engine and the motor. As a conventional vehicle, the parallel hybrid draws its power from the combustion engine which will then drive the transmission that turns the wheels. If it is using the electric motor, the car draws its power from the batteries. The energy from the batteries will then power the electric motor that drives the transmission and turns the wheel.Both the combustion engine and the electric motor are used at the same time during quick acceleration, on steep ascend, or when either the engine or the motor needs additional boost.Since the engine is directly connected to the wheels in a parallel drive train, it eliminates the inefficiency of converting mechanical energy into electrical energy and back. This makes a very effective vehicle to drive on the highway.Series HybridThe series hybrid car also has a gas tank, a combustion engine, transmission, electric motor, and batteries with the addition of the generator. The generator can be the electric motor or it can be another separate component.The series configuration is the simplest among the 3. The engine is not connected to the transmission rather it is connected to the electric motor. This means that the transmission can be driven only by the electric motor which draws its energy from the battery pack, the engine or the generator.A hybrid car with a series drive train is more suited for city driving conditions since the engine will not be subjected to the varying speed demands (stop, go, and idle) that contributes to fuel consumption.Series-Parallel HybridThe series-parallel configuration solves the individual problems of the parallel and series hybrid. By combining the 2 designs, the transmission can be directly connected to the engine or can be separated for optimum fuel consumption. The Toyota Prius and the Ford Escape Hybrid use this technology.Honda’s hybridFor those of you who have toyed with the idea of buying a hybrid but were discouraged by the price, you are not alone. In fact, despite the growing concern for the environment, not to mention the skyrocketing price of gas, hybrid cars still only represent a small percentage of global car sales, and a major reason for this is the cost.Hybrids are considered the wave of the future because they not only reduce emissions, addressing the issue of climate change, but they get great gas mileage, an important consideration with the current price of oil. It should be noted that hybrids can also improve the power of the engine, which compromises any advantages in fuel efficiency and emissions. Whatever the application, however, the technology makes the cars more expensive.Because of this, they are the vehicle of choice for only a small niche of people who can afford them, and they currently enjoy a special status amongst the image conscious celebrity-set. For most average consumers, however, they are not an option.That may soon change.Honda Motor Corporation, one of the largest car manufacturers in the world and a leader in fuel efficient technology, has unveiled it’s plan to introduce a low-cost hybrid by 2009. If they can pull it off, they hope to make the hybrid a more mainstream car that will be more appealing to the general public, with the ultimate goal of achieving greater sales and broader appeal than their current incarnation.This, of course, is making Detroit nervous, and may signal a need for American car makers to start making greener and more fuel efficient vehicles, something they could afford to ignore in the past because hybrid cars weren’t worth their attention (due to such a small market share) while gas-guzzling SUVs have such high profit margins.Honda, meanwhile, has had to confront a growing need to compete with Toyota, which has not only grown to be the world’s largest automaker, but makes the car that has become synonymous with the hybrid movement, the Prius. Honda is therefore faced with the seemingly insurmountable task of challenging Toyota’s dominance in the market.Concurrently, Toyota is racing to lower production costs on the Prius, as well, which would hopefully result in a lower cost to the consumer. All eyes are on a potentially favorable car buyers market in 2009.In the meantime, with even adamant global warming naysayers warming up (no pun intended) to the possibilities of an ecological disaster on the horizon, maybe it’s time that we got over our need to drive huge SUVs and start moderating our fuel consumption.Then again, as gas prices hovering around $4.00 and with no ceiling in sight, we may have little choice in the matter.Engine Operating PrinciplesMost automobile dngines are internal combustion, reciprocating 4-stroke gasoline engines, but other types have been used, including the diesel, the rotary ( Wankel ) , the 2-srtoke, and stratified charge.Reciprocating means up and down or banck and forth, It is the up and down action of a piston in the cylinder blick, or engine block. The blick is an iron or aluminum casting that contains engine cylinders and passges called water jackets for coolant circulation. The top of the block is covered with the cylinder head. Which forms the combustion chanber. The bottom of the block is covered with an oil pan or oil sump.Power is produced by the linear motion of a piston in a cylinder. However, this linear motion must be changed into rotary motion to turn the wheels of cars of trucks. The piston is attached to the top of a connecting rod by a pin, called a piston pin or wrist pin. The bottom of the connecting rod is attached to the crankshaft. The connecting rod transmits the up-and-down motion of the piston to the crankshaft, which changes it into rotary motion.The connecting rod is mounted on the crankshaft with large beaings called rodbearings. Similar bearings, called main bearings, are used to mount the crankshaft in the block. Shown in Fig. 1-1The diameter of the cylinder is called the engine bore. Displacement and compression ratio are two frequently used engine specifications. Displacement indicates engine size, and compression ratio compares the total cylinder volume to compression chamber volume.The term stroke is used to describe the movement of the iston within the cylinder, as well as the distance of piston travel. Depending on the type of engine the operating cycle may require either two or four strokes to complete. The 4-stroke engine is also called Otto cycle engine, in honor of the German engineer, Dr. Nikolaus Otto, who first applied the principle in 1876. In the 4-stroke engine, four strokes of the piston in the cylinder are required to complete one full operating cycle. Each stroke is named after the action it performs intake, compression, power, and exhaust in that order, shown in Fig1-2.1、Intake strokeAs the piston moves down, the vaporized mixture of fuel and air enters the cylinder through open intake valve. To obtain the maximum filling of the cylinder the intake valve opens about 10°before t.b.c., giving 20°overlap. The inlet valve remains open until some 50°after b.d.c. to take advantage of incoming mixture.2、 Compression strokeThe piston turns up, the intake valve closes, the mixture is compressed within the combustion chamber, while the pressure rise to about 1Mpa, depending on various factors including the compression ratio, throttle opening and engine speed. Near the top of the stroke the mixture is ignited by a spark which bridges the gap of the spark plug.3、 Power strokeThe expanding gases of combustion produces a rise in pressure of the gas to some 3.5Mpa, and the piston is forced down in the cylinder. The exhaust valve opens near the bottom of the stroke.4、Exhust strokeThe piston moves back up with the exhaust valve open some 50°before b.d.d., allowing the pressure within the cylinder to fall and to reduce ‘back’pressure on the piston during the exhaust stroke, and the burned gases are pushed out to prepare for the next intake stroke.The intake valve usually opens just before the exhaust stroke. This 4-stroke cycle is continuously repeared in every as long as the engineremains running.A 2-stroke engine also goes through four actions to complete one operating cycle.However, the intake and the compression actions are combined in one seroke, and the power and exhaust actions are combined in the other stroke. The term2-stroke cycle or 2-stroke is preferred to the term 2-cycle, which is really not accurate.In automobile engines, all pistons are attached to a single crankshaft. The more cylinders an engine has, the more power strokes produced for cach revolution. This means that an 8-cylinder engine runs more smoothly bdcause the power atrokes arecloser together in time and in degrees of engine rotation.The cylinders of multi-cylinder automotive engines arranged in one of three ways. 1、Inline engines use a single block of cylinder.Most 4-cylinder and any 6-cylinder engines are of this design. The cylinders do not have to be vertical. They can be inclined either side.2、V-type engines use two equal bands of cylinders, usually inclined 60degrees or 90degrees from the cach other. Most V-type engines have 6 or 8 cylinders, although V-4 and V-12 engines have been built.3、Horizontally opposed or pancake engines have two equal banks of cylinders 180degreeas apart. These space saving engine designs are often air-cooled, and are found in the Chevrolet Carvair, Porsches, Subaus, and V olkswagens. Subaus design is liquid cooled.Late-model V olkswagen vans use a liquid-cooled version of the air cooled VWhorizontally opposed engine.译文新型汽车----混合动力汽车在油价飞涨的今天,汽车制造商被要求发展一种排放低,行驶里程长的汽车。

外文翻译资料及译文

外文翻译资料及译文

附录C:外文翻译资料Article Source:Business & Commercial Aviation, Nov 20, 2000. 5-87-88 Interactive Electronic Technical Manuals Electronic publications can increase the efficiency of your digital aircraft and analogtechnicians.Benoff, DaveComputerized technical manuals are silently revolutionizing the aircraft maintenance industry by helping the technician isolate problems quickly, and in the process reduce downtime and costs by more than 10 percent.These electronic publications can reduce the numerous volumes of maintenance manuals, microfiche and work cards that are used to maintain engines, airframes, avionics and their associated components."As compared with the paper manuals, electronic publications give us greater detail and reduced research times," said Chuck Fredrickson, general manager of Mercury Air Center in Fort Wayne, Ind.With all the advances in computer hardware and software technologies, such as high quality digital multimedia, hypertext and the capability to store and transmit digital multimedia via CD-ROMs/ networks, technical publication companies have found an effective, cost-efficient method to disseminate data to technicians.The solution for many operators and OEMs is to take advantage of today's technology in the form of Electronic Technical Manuals (ETM) or Interactive Technical Manuals (IETM). An ETM is any technical manual prepared in digital format that has the ability to be displayed using any electronic hardware media. The difference between the types of ETM/IETMs is the embedded functionality and implementation of the data."The only drawback we had to using ETMs was getting enough computers to meet our technicians' demand," said Walter Berchtold, vice president of maintenance at Jet Aviation's West Palm Beach, Fla., facility.A growing concern is the cost to print paper publications. In an effort to reduce costs, some aircraft manufacturers are offering incentives for owners to switch from paper to electronic publications. With an average printing cost of around 10 cents per page, a typical volume of a paper technical manual can cost the manufacturer over $800 for each copy. When producing a publication electronically, average production costs for a complete set of aircraft manuals are approximately $20 per copy. It is not hard to see the cost advantages of electronic publications.Another advantage of ETMs is the ease of updating information. With a paper copy, the manufacturer has to reprint the revised pages and mail copies to all the owners. When updates are necessary for an electronic manual, changes can either be e-mailed to theowners or downloaded from the manufacturer's Web site.So why haven't more flight departments converted their publications to ETM/IETMs? The answer lies in convincing technicians that electronic publications can increase their efficiency."We had an initial learning curve when the technicians switched over, but now that they are familiar with the software they never want to go back to paper," said Fredrickson.A large majority of corporate technicians also said that while they like the concept of having a tool that aids the troubleshooting process, they are fearful to give up all of their marked-up paper manuals.In 1987, a human factors study was conducted by the U.S. government to compare technician troubleshooting effectiveness, between paper and electronic methodology, and included expert troubleshooting procedures with guidance through the events. Results of the project indicated that technicians using electronic media took less than half the time to complete their tasks than those using the paper method, and technicians using the electronic method accomplished 65 percent more in that reduced time.The report also noted that new technicians using the electronic technical manuals were 12-percent more efficient than the older, more experienced technicians. (Novices using paper took 15 percent longer than the experts.)It is interesting that 90 percent of the technicians who used the electronic manuals said they preferred them to the paper versions. This proved to the industry that with proper training, the older technicians could easily transition from paper to electronic media.Electronic publications are not a new concept, although how they are applied today is. "Research over the last 20 years has provided a solid foundation for today's IETM implementation," said Joseph Fuller of the U.S. Naval Surface Warfare Center. "IETMs such as those for the Apache, Comanche, F-22, JSTAR and V-22 have progressed from concept to military and commercial implementation."In the late 1970s, the U.S. military investigated the feasibility of converting existing paper and microfilm. The Navy Technical Information Presentation System (NTIPS) and the Air Force Computer- based Maintenance Aid System (CMAS) were implemented with significant cost savings.The report stated that transition to electronic publications resulted in reductions in corrective maintenance time, fewer false removals of good components, more accurate and complete maintenance data collection reports, reduction in training requirements and reduced system downtime.The problem that the military encountered was ETMs were created in multiple levels of complexity with little to no standardization. Options for publications range from simple page-turning programs to full-functioning automated databases.This resulted in the classification of ETMs so that the best type of electronic publication could be selected for the proper application.Choosing a LevelWith all of the OEM and second- and third-party electronic publications that are available it is important that you choose the application level that is appropriate for your operation.John J. Miller, BAE Systems' manager of electronic publications, told B/CAthat "When choosing the level of an ETM/IETM, things like complexity of the aircraft and its systems, ease of use, currency of data and commonality of data should be the deciding factors; and, of course, price. If operational and support costs are reduced when you purchase a full-functioning IETM, then you should purchase the better system."Miller is an expert on the production, sustainment and emerging technologies associated with electronic publications, and was the manager of publications for Boeing in Philadelphia.Electronic publications are classified in one of five categories. A Class 1 publication is a basic electronic "page turner" that allows you to view the maintenance manual as it was printed. With a Class 2 publication all the original text of the manual is viewed as one continuous page with no page breaks. In Class 3, 4 and 5 publications the maintenance manual is viewed on a computer in a frame-based environment with increasing options as the class changes. (See sidebar.)Choosing the appropriate ETM for your operation is typically limited to whatever is being offered on the market, but since 1991 human factors reports state the demand has increased and, therefore, options are expected to follow.ETM/IETM ProvidersCompanies that create ETM/IETMs are classified as either OEM or second party provider. Class 1, 3 and 4 ETM/IETMs are the most commonly used electronic publications for business and commercial operators and costs can range anywhere from $100 to $3,000 for each ETM/ IETM. The following are just a few examples ofETM/IETMs that are available on the market.Dassault Falcon Jet offers operatorsof the Falcon 50/50EX, 900/900EX and 2000 a Class 4 IETM called the Falcon Integrated Electronic Library by Dassault (FIELD). Produced in conjunction with Sogitec Industries in Suresnes Cedex, France, the electronic publication contains service documentation, basic wiring, recommended maintenance and TBO schedules, maintenance manual, tools manual, service bulletins, maintenance and repair manual, and avionics manual.The FIELD software allows the user to view the procedures and hot- link directly to the Illustrated parts catalog. The software also enables the user to generate discrepancy forms, quotation sheets, annotations in the manual and specific preferences for each user.BAE's Miller said most of the IETM presentation systems have features called "Technical Notes." If a user of the electronic publication notices a discrepancy or needs to annotate the manual for future troubleshooting, the user can add a Tech Note (an electronic mark-up) to the step or procedure and save it to the base document. The next time that or another user is in the procedure, clicking on the tech note icon launches a pop-up screen displaying the previous technician's comments. The same electronic transfer of tech notes can be sent to other devices by using either a docking station or through a network server. In addition, systems also can use "personal notes" similar to technical notes that are assigned ID codes that only the authoring technician can access.Requirements for the FIELD software include the minimum of a 16X CD-ROM drive,Pentium II 200 MHz computer, Windows 95, Internet Explorer 4 SP 1 and Database Access V3.5 or higher.Raytheon offers owners of Beech and Hawker aircraft a Class 4 IETM called Raytheon Electronic Publication Systems (REPS). The REPS software links the frame-based procedures with the parts catalog using a single CD-ROM.Raytheon Aircraft Technical Publications said other in- production Raytheon aircraft manual sets will be converted to the REPS format, with the goal of having all of them available by 2001. In addition Raytheon offers select Component Maintenance Manuals (CMM). The Class 1 ETM is a stand-alone "page-turner" electronic manual that utilizes the PDF format of Adobe Acrobat.Other manufacturers including Bombardier, Cessna and Gulfstream offer operators similar online and PDF documentation using a customer- accessed Web account.Boeing is one manufacturer that has developed an onboard Class 5 IETM. Called the Computerized Fault Reporting System (CFRS), it has replaced the F-15 U.S. Air Force Fault Reporting Manuals. Technologies that are currently being applied to Boeing's military system are expected to eventually become a part of the corporate environment.The CFRS system determines re-portable faults by analyzing information entered during a comprehensive aircrew debrief along with electronically recovered maintenance data from the Data Transfer Module (DTM). After debrief the technicians can review aircraft faults and schedule maintenance work to be performed. The maintenance task is assigned a Job Control Number (JCN) and is forwarded electronically to the correct work center or shop. Appropriate information is provided to the Air Force's Core Automated Maintenance System (CAMS).When a fault is reported by pilot debrief, certain aircraft systems have the fault isolation procedural data on a Portable Maintenance Aid (PMA). The JCN is selected on a hardened laptop with a wireless Local Area Network (LAN) connection to the CFRS LAN infrastructure. The Digital Wiring Data System (DWDS) displays aircraft wiring diagrams to the maintenance technician for wiring fault isolation. On completion of maintenance, the data collected is provided to the Air Force, Boeing and vendors for system analysis.Third party IETM developers such as BAE Systems and Dayton T. Brown offer OEMs the ability to subcontract out the development of Class 1 through 5 ETM/IETMs. For example, Advantext, Inc. offers PDF and IPDF Class 1 ETMs for manufacturers such as Piper and Bell Helicopters. Technical publications that are available include maintenance manuals, parts catalogs, service bulletins, wiring diagrams, service letters and interactive parts ordering forms.The difference between the PDF and IPDF version is that the IPDF version has the ability to search for text and include hyperlinks. A Class 1 ETM, when printed, is an exact reproduction of the OEM manuals, including any misspellings or errors. Minimum requirements for the Advantext technical publications is a 486 processor, 16 MB RAM with 14 MB of free hard disk space and a 4X CD-ROM or better.Aircraft Technical Publishers (ATP) offers Class 1, 2 and 3 ETM/ IETMsfor the Beechjet 400/400A; King Air 300/ 350, 200 and 90; Learjet 23/24/25/28/29/35/36/55; Socata TB9/10/20/21 and TBM 700A; Sabreliner 265-65, -70 and -80; andBeech 1900. The libraries can include maintenance manuals, Illustrated parts bulletins, wiring manuals, Airworthiness Directives, Service Bulletins, component maintenance manuals and structural maintenance manuals. System minimum requirements are Pentium 133 MHz, Windows 95 with 16 MB RAM, 25 MB free hard disk space and a 4X CD-ROM or better.Additional providers such as Galaxy Scientific are providing ETM/ IETMs to the FAA. This Class 2, 3 and 4 publication browser is used to store, display and edit documentation for the Human Factors Section of the administration."Clearly IETMs have moved from research to reality," said Fuller, and the future looks to hold more promise.The Future of Tech PubsThe use of ETM/IETMs on laptop and desktop computers has led research and development corporations to investigate the human interface options to the computer. Elements that affect how a technician can interface with a computer are the work environment, economics and ease of use. Organizations such as the Office of Naval Research have focused their efforts on the following needs of technicians: -- Adaptability to the environment.-- Ease of use.-- Improved presentation of complex system relationship.-- Maximum reuse and distribution of engineering data.-- Intelligent data access.With these factors in mind, exploratory development has begun in the areas of computer vision, augmented reality display and speech recognition.Computer vision can be created using visual feedback from a head- mounted camera. The camera identifies the relative position and orientation of an object in an observed scene, and the object is used to correlate the object with a three-dimensional model. In order for a computer vision scenario to work, engineering data has to be provided through visually compatible software.When systems such as Sogitech's View Tech electronic publication browser and Dassault Systemes SA's Enovia are combined, a virtual 3D model is generated.The digital mockup allows the engineering information to directly update the technical publication information. If a system such as CATIA could be integrated into a Video Reference System (VRS), then it could be possible that a technician would point the camera to the aircraft component, the digital model identifies the component and the IETM automatically displays the appropriate information.This example of artificial intelligence is already under development at companies like Boeing and Dassault. An augmented reality display is a concept where visual cues are presented to users on a head-mounted, see-through display system.The cues are presented to the technician based on the identification of components on a 3D model and correlation with the observed screen. The cues are then presented as stereoscopic images projected onto the object in the observed scene.In addition a "Private Eye" system could provide a miniature display of the maintenance procedure that is provided from a palm- size computer. Limited success hascurrently been seen in similar systems for the disabled. The user of a Private Eye system can look at the object selected and navigate without ever having to touch the computer. Drawbacks from this type of system are mental and eye fatigue, and spatial disorientation.Out of all the technologies, speech recognition has developed into an almost usable and effective system. The progression through maintenance procedures is driven by speaker-independent recognition. A state engine controls navigation, and launches audio responses and visual cues to the user. Voice recognition software is available, although set up and use has not been extremely successful.Looking at other industries, industrial manufacturing has already started using "Palm Pilot" personal digital assistants (PDAs) to aid technicians in troubleshooting. These devices allow the technician to have the complete publication beside them when they are in tight spaces. "It would be nice to take the electronic publications into the aircraft, so we are not constantly going back to the work station to print out additional information," said Jet Aviation's Berchtold.With all the advantages that a ETM/ IETM offers it should be noted that electronic publications are not the right solution all of the time, just as CBT is not the right solution for training in every situation. Only you can determine if electronic publications meet your needs, and most technical publication providers offer demo copies for your review. B/CA IllustrationPhoto: Photograph: BAE Systems' Christine Gill prepares a maintenance manual for SGML conversion BAE Systems; Photograph: Galaxy Scientific provides the FAA's human factors group with online IETM support.; Photograph: Raytheon's Class 4 IETM "REPS" allows a user to see text and diagrams simultaneously with hotlinks to illustrated parts catalogs.外文翻译资料译文部分文章出处:民航商业杂志,2000-11-20,5-87-88交互式电子技术手册的电子出版物可以提高数字飞机和模拟技术的效率。

5、外文文献翻译(附原文)产业集群,区域品牌,Industrial cluster ,Regional brand

5、外文文献翻译(附原文)产业集群,区域品牌,Industrial cluster ,Regional brand

外文文献翻译(附原文)外文译文一:产业集群的竞争优势——以中国大连软件工业园为例Weilin Zhao,Chihiro Watanabe,Charla-Griffy-Brown[J]. Marketing Science,2009(2):123-125.摘要:本文本着为促进工业的发展的初衷探讨了中国软件公园的竞争优势。

产业集群深植于当地的制度系统,因此拥有特殊的竞争优势。

根据波特的“钻石”模型、SWOT模型的测试结果对中国大连软件园的案例进行了定性的分析。

产业集群是包括一系列在指定地理上集聚的公司,它扎根于当地政府、行业和学术的当地制度系统,以此获得大量的资源,从而获得产业经济发展的竞争优势。

为了成功驾驭中国经济范式从批量生产到开发新产品的转换,持续加强产业集群的竞争优势,促进工业和区域的经济发展是非常有必要的。

关键词:竞争优势;产业集群;当地制度系统;大连软件工业园;中国;科技园区;创新;区域发展产业集群产业集群是波特[1]也推而广之的一个经济发展的前沿概念。

作为一个在全球经济战略公认的专家,他指出了产业集群在促进区域经济发展中的作用。

他写道:集群的概念,“或出现在特定的地理位置与产业相关联的公司、供应商和机构,已成为了公司和政府思考和评估当地竞争优势和制定公共决策的一种新的要素。

但是,他至今也没有对产业集群做出准确的定义。

最近根据德瑞克、泰克拉[2]和李维[3]检查的关于产业集群和识别为“地理浓度的行业优势的文献取得了进展”。

“地理集中”定义了产业集群的一个关键而鲜明的基本性质。

产业由地区上特定的众多公司集聚而成,他们通常有共同市场、,有着共同的供应商,交易对象,教育机构和其它像知识及信息一样无形的东西,同样地,他们也面临相似的机会和威胁。

在全球产业集群有许多种发展模式。

比如美国加州的硅谷和马萨诸塞州的128鲁特都是知名的产业集群。

前者以微电子、生物技术、和风险资本市场而闻名,而后者则是以软件、计算机和通讯硬件享誉天下[4]。

外文翻译原文及配套译文

外文翻译原文及配套译文

Business process re-engineering –saviour or just another fad?One UK health care perspectiveAnjali PatwardhanHealth Service Management Centre,Birmingham,UK,and Dhruv Patwardhan University of Newcastle,Newcastle upon Tyne,UKAbstractPurpose –Pressure to change is politically driven owing to escalating healthcare costs and an emphasis on efficiency gains,value for money and improved performance proof in terms of productivity and recently to some extent by demands from less satisfied patients and stakeholders.In a background of newly immerging expensive techniques and drugs,there is an increasing consumer expectation,i.e.quality services.At the same time,health system managers and practitioners are finding it difficult to cope with demand and quality expectations.Clinicians are frustrated because they are not recognised for their contribution.Managers are frustrated because meaningful dialogue with clinicians is lacking,which has intensified the need for change to a more efficient system that satisfies all arguments about cost effectiveness and sustainable quality services.Various strategies,originally developed by management quality “gurus”for engineering industries,have been applied to health industries with variable success,which largely depends on the type of health care system to which they are applied.Design/methodology/approach –Business process re-engineering is examined as a quality management tool using past and recent publications.Findings –The paper finds that applying business process re-engineering in the right circumstances and selected settings for quality improvement is critical for its success.It is certainly “not for everybody”.Originality/value –The paper provides a critical appraisal of business process re-engineering experiences in UK healthcare.Lessons learned regarding selecting organisations and agreeing realistic expectations are addressed.Business process re-engineering has been evaluated and reviewed since 1987in US managed health care,with no clear lessons learned possibly because unit selection and simultaneous comparison between two units virtually performing at opposite ends has never been done before.Two UK pilot studies,however,add useful insights.Keywords Business process re-engineering,Total quality management,Continuous improvement,Medical management,Health services,United KingdomPaper type ViewpointHistory of quality management in health careTo know how health care organisations became interested in industrial quality development tools and how business process re-engineering (BPR)emerged as an option,we have to go back to 1987when the Quality Improvement in Health Care National Demonstration Project (NDP)was launched as an experiment (Godfrey,n.d.).A total of 21health-care organisations participated and promised to support this study lasting eight-months.The aim was to look at the applicability of industrial quality-improvement methods to health care.Support included free consulting,The current issue and full text archive of this journal is available at/0952-6862.htmBPR –saviour or just a fad?289Received 29November 2006Revised 10February 2007Accepted 25May 2007International Journal of Health Care Quality Assurance Vol.21No.3,2008pp.289-296q Emerald Group Publishing Limited 0952-6862DOI 10.1108/09526860810868229materials,access to training courses and reviews.The funding companies included many of the USA’s leading organisations such as Corning,Ford,Hewlett-Packard,IBM and Xerox.At the final stages of the project evaluations it was clear that out of 21organisations,15health care organisations made significant progress –mainly financial and patient satisfaction gains,target and project time keeping and investment in research and development.The NDP was extended for three years,which eventuallyevolved into the Institute for Healthcare Improvement,a not-for-profit organisation –dedicated to providing health-care quality management ter,BPR emerged as an alternative for managers in organisations frustrated with slow improvements,not encompassing the whole organisation experiencing total quality management (TQM).The TQM key target was to convert an organisation’s structure,culture and services to patient/consumer rather than organisation-focused goals (Harvey and Millett,1999).Why change?Traditionally health care systems were mostly “governed”by clinicians (Shutt,2003)because patient outcomes;that is,recovery from illness,were the sole responsibility of all professionals directly involved in patient plexity and variance in health care studies reveal that outcome has many determinants;i.e.pharmacy,pathology,technical support and information technology.It was also realised that cost containment and good quality care needed teamwork,communication,time management,etc.(Shutt,2003).Sir Roy Griffiths,in the early 1980s,developed hospital general management and the greater involvement of clinicians in resource management initiatives (DHSS,1984).Today,apart from political motives,change is driven by escalating health care costs,increased demands for quality care,value for money services,patient expectation and third-party payers in managed health care systems.These intensified the need for change to more efficient health care systems.What is BPR?BPR,also known business transformation and process change management,was introduced to the business world by Frederick Taylor in his article The Principles of Scientific Management in the 1900s (wikipedia,2006).In the 1990s,Hammer and Champy (1993)introduced Reengineering the Corporation ,which gave birth to BPR.BPR is “the analysis and design of workflows and processes within and between organizations”(Devenport and Short,1990,p.11).Teng et al.(1994)on the other hand,defined BPR as critical analysis and radical redesign of existing business processes to achieve breakthrough improvements in performance measures.Hammer and Champy (1993),similarly,defined BPR as fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in critical contemporary performance measures such as cost,quality,service and speed.From a health care viewpoint,BPR is a management approach that rethinks present practices and processes in business and its interactions.It attempts to improve underlying process efficiency by applying fundamental and radical approaches by either modifying or eliminating non-value adding activities and redeveloping the process/structure/culture (McNulty and Ferlie,2000).However,in the health sector,a wide variety of patient groups make the health care service a complex project to redesign along these lines,thereby rendering changes context and time sensitive.IJHCQA 21,3290BPR key featuresHealth care’s BPR approach means starting with clean slate and rethinking services using a patient-focused approach.With the benefit of hindsight BPR identifies delays caused by unnecessary steps or potential errors that are built into processes.It is presumed that redesigning processes by removing these errors dramatically improves care quality.The BPR approach,therefore,raises expectations about dramatic results. Consequently,high returns on investment are anticipated.The process,planned strategically,is explained in Taylor’s BPR framework(wikipedia,2006): .defining BPR’s purpose and goal;.identifying requirements that meet clients’needs;.defining project scope,including appropriate activities such as process mapping;.assessing the environment using,for example,force-field analyses;.re-engineering business processes and activities;.implementing redesigned processes;and.monitoring redesign success and failure.BPR vs TQMComparing BPR with other popular quality management methods helps us to appreciate and highlight key features in a health care context(Harvey and Millett,1999).TQM or continuous quality improvement(CQI)refers to programmes and initiatives that emphasise incremental improvement in work processes and outputs over an open-ended time period.In contrast,BPR refers to discrete initiatives intended to radically redesign and improve work processes within a time frame.Some people think TQM is best suited to quality in health care improvement though it is an incremental stepwise,slow but holistic approach.In practice,TQM and BPR are customer-oriented and both encourage managers and practitioners to take a customer view point.Both are team approaches that involve process control.The TQM protagonists assume that existing health care practices and systems are principally right but improvements are needed.The BPR supporters,on the other hand,assume that health care systems and practices areflawed and need replacing.Those using TQM expect and believe in stepwise increments in performance as opposed to BPR experts who look for dramatic results.TQM aims to improve all levels for all stakeholders and at all steps,while BPR aims at specified areas only.Standardisation and supporting documentation is a TQM key point.Believing in consistent and cost-effective performance and minimising process or system defects, prevents rather than corrects problems(Field and Swift,1996).Those that use the BPR approach,on the other hand,areflexible and assume that standardisation increases process complexity(Harvey and Millett,1999).Nevertheless,BPR is a drastic change leading to staff resistance.Moreover,it is a top-down approach,so management support and commitment is vital to success.Innovation,therefore,is a risky process when used for“sick organisations”.The TQM incremental method,on the other hand,follows a gradual approach that is mostly bottom-up.It involves employees and often based on Deming’s principles that direct improvements through plan-do-study-act(PDSA)cycle.TQM,therefore,is suitable for improving quality in any organisation,although some amendments to suit context may be needed.Application in managed health care generated different results BPR–saviour or just a fad?291when dissimilar processes were applied in different scenarios.Business process re-engineering,therefore,may not suite everyone because it works better when applied to sick organisations or in fundamentally defective systems (Bashein et al.,1994).The TQM approach is about a cultural change as it is built into practices hooked on daily routines.The BPR method is a target-oriented process that is time sensitive because if not completed as planned then success may be jeopardised.The TQM primary enableris statistical process control,while in BPR it is information and technology (Harvey and Millett,1999).Advantages of applying BPR to health service quality improvementUsing BPR in the health sector was a response to frustrations amongst managers in organisations who perceived TQM’s incrementalism and ability to achieve organisation-wide change had failed.King’s College Hospital experience (Grimes,2000;Harrison et al.,1992)suggests that BPR could be best tried to achieve previously unachieved levels of efficiency in scenarios when other efforts/methods had been unsuccessful.The driving forces for change were aspirations to develop a more efficient system that satisfies consumers’demands for service quality and value for money (Bowns and McNulty,1999).At the same time,BPR makes it possible to sustain such quality without necessarily costing more,even though we know that health care costs are rising steeply.The third and most important aspiration in the King’s project was to improve professionals’job satisfaction,what they felt they always deserved.The aim was to orient health care towards and focus on patients rather than organisation needs.The BPR approach focuses on rethinking and redesigning processes from scratch,giving staff opportunities to revisit services in detail,thereby pointing out improvement areas.It strips all non-value adding and unnecessary steps from the process to make services more efficient.Although it is managed top-down and dominated by managers and leaders,decision making is done at the coal-face,thereby empowering the team.The BPR approach provides a flexible work environment,culture and work practices.It can be valuable for organisations in deep difficulties and performing poorly.In such a crisis,re-engineering may be the only way organisations can survive (Harvey and Millett,1999).Where major structural and cultural deficiencies are identified or are obvious as a poor performance cause,BPR is the best way to handle that scenario –evident from King’s College Hospital experiences (Bowns and McNulty,1999).BPR limitations in health care quality improvementWe know that BPR is a top-down approach that staff may resist.It is cited by autonomous clinical professionals as “a brutal and inappropriate technique”(Jones,1996,p.4284).Implementing BPR in health care scenarios,where clinicians are key players,therefore,is not only difficult but also unsafe (McNulty and Ferlie,2000).Thus,BPR may lead to ownership loss and employee de-motivation because they are not involved in planning and change management.Generally,change processes are less-well understood by employees (Jones,1996,p.4284):Quality would seem unlikely to be forthcoming if re-engineering is imposed from the top down in a rigid and mechanistic fashion ...If organizational change is to be effective and sustainable,this will also require the active engagement of,and learning by,employees rather than grudging compliance with management diktat.IJHCQA 21,3292Quality improvement in European public services elaborated health care TQM and BPR as quality improvement tools.It was acknowledged that many business approaches to quality improvement,including TQM and re-engineering,failed to take account of health care’s complexity and the nature of professionalised knowledge.The language and values used in most of these projects were alien to clinicians and so were rejected as management fads.It seems that BPR requires massive culture and structure change if it is to improve quality of the same magnitude.It may be that radical overnight transformation may sound impressive but unrealistic.Structural and cultural change needs time to develop,be accepted and absorbed at all levels, particularly in health care settings.In short,BPR is a high-cost and high-risk project. Seventy-percent of all industries could not achieve their targets–a BPR success rate around30per cent.In the health care sector,on the other hand,from the literature we reviewed,there is no successfigure available.BPR carries an unrealistic scope and expectation most of the time,which may be a reason for its70per cent failure rate.Its top-down nature and success depends on sustained management commitment and inspirational leadership,which is not easily measured and may not be available up to the threshold needed.BPR may make only a unit change in time.To be meaningful,it needs to be followed by a CQI exercise.Once changes are brought about,BPR-based change needs CQI projects to have sustained results.It is always contested that BPR does not take account of human processes–evident from Jones’(1996,p.4284) quotation:Such a perspective is seen as promoting the idea that you can design a perfect process, implement it exactly as you planned and the organizational machine will carry it out faultlessly.Setting on one side questions about the reliability of this whole process,it is evident that BPR neglects the important role of human creativity in making process work. As we raised earlier,BPR usually innovates one process at a time rather than a whole organisation approach.The process that is changed,therefore,might not have an effect on overall organisational performance that can be measured especially those perceived by consumers.In other words,BPR may have a drastic effect on one specific process but none or very little on total organisational performance.A simple illustration for improving inpatient admissions shows that BPR alone cannot improve services.There will be need also to improve day care,outpatient,primary care and emergency services. All have an effect on an organisation’s inpatient services because they are interlinked and interdependent.Moreover,BPR’s effect can be difficult to assess in this context since NHS organisations lack specific measures(Bowns and McNulty,1999).The extent to which BPR is applicable to health care systemsThe UK BPR health care experience comes from two centrally funded pilot studies:(1)King’s College Hospital,London(KCH);and(2)Leicester Royal Infirmary(LRI).The KCH project was evaluated by a Brunel team(Packwood et al.,1998;Grimes,2000) and the LRI scheme by Sheffield and Warwick(Bowns and McNulty,1999).Employees in these organisations shared their BPR experiences during evaluation.Consequently, both studies generated interesting and valuablefindings as they highlighted to what extent BPR could be applied to health care systems.However,the two hospitals were BPR–saviour or just a fad?293extremes,i.e.KCH was a “sick”unit at the time of the study.LRI,on the other hand,was one of the best teaching hospitals (McNulty and Ferlie,2000)with little scope to improve.At the end of the pilot studies it was evident from reports that both hospitals could not reach expectations especially the drastic changes and improvements anticipated at the beginning of the BPR projects.Both reduced waiting times and length of stay along with faster diagnostic processes.King’s,over and above theseimprovements,also made £1million savings (Grimes,2000)–attributed to “waste reduction”by process mapping followed by removing non-value adding activities and by increasing efficiency in the renewed system (Packwood et al.1998).This suggests that BPR is not for everybody and that selecting units to which BPR can be applied is important to achieve desired results.When the two trusts ran the pilot,they also continued to work on their generic and core improvement initiatives at different levels in the process and so it was difficult to attribute success to BPR alone or to assess its relative contribution to overall improvements.One approach to identify suitable sub processes for applying BPR is process mapping from “door to door”,which helps capture all the process components and applying a lean approach (Jones and Mitchell,2006,p.23).Identifying value-added activities highlights the non-value-added ones.Each non-value-added activity can be measured and analysed to assess its impact and ways to eliminate activity.Resource availability,deadline,cost,generic skills and above all,urgency to change help users select the right improvement tool.Also,as raised earlier,change management success is closely related to team morale,ownership and motivation.To achieve quality in health care services,therefore,two key staff groups –managers and clinicians,who come from different cultural backgrounds and are knowledgeable in different ways,need to work as a team.Understanding and cooperation are crucial if difficult tasks are to be accomplished (Shortell et al.1998).However,BPR’s failure to consider the human aspects of processes may make it difficult to integrate BPR into health care services.The BPR approach sounds impressive but unrealistic because soft structural and cultural change need time to develop particularly in health care settings.We believe that BPR can help to improve health services if it is meticulously planned and applied diligently.In short,even with all BPR’s limitations,it is still capable of delivering dramatic results not least because it forces staff to think from outside the scenario or process as a whole and work to deadlines (Bowns and McNulty,1999).Conclusions and recommendationsHealth care is a more complex system than any manufacturing industry.As a service provider with a major human component there are safety and efficiency issues rather than cost and efficacy,which separates health care from industry.BPR,like other single approaches to improve service quality,are likely to be unsuitable for health care (Shortell and Ferlie,2001),which is comprised of a number of sub processes.It has many stakeholders at different levels and there is wide variation in its internal customer (e.g.,fellow professionals)and external customer (i.e.patients)needs.We accept that BPR can be used as a tool for improving some sub-process or sub-unit activity.An example could be what happened in the LRI where BPR was tried as a quality improvement tool in bed management,pathology and OPD service innovation,etc.;but not applied in areas where clinician’s precision was paramount or where BPR was accepted less-well.In these areas,therefore,views on the methods’suitability forIJHCQA 21,3294quality improvements were mixed.That is,TQM and BPR ideally should always be followed by CQI methods for service improvement to be sustainable and effective.In short,quality management tools designed for industry should be applied to health services with proper selection,caution and care.ReferencesBashein,B.J.,Markus,M.L.and Riley,P.(1994),“Preconditions for BPR success:and how to prevent failures”,Information Systems Management,Vol.11No.2,pp.7-13.Bowns,I.R.and McNulty,T.(1999),Re-engineering Leicester Royal Infirmary–Executive Summary,School of Health and Related Research,University of Sheffield,Sheffield. Devenport,T.and Short,J.(1990),“The new industrial engineering information technology and BPR”,Sloan Management Review,Summer,pp.11-27.DHSS(1984),Health Services Management:Implementation of the NHS Management Inquiry, DHSS Circular HC(84)13,DHSS,London.Field,S.W.and Swift,K.G.(1996),Effecting a Quality Change:An Engineering Approach,Arnold, London.Godfrey,B.(n.d.),“Quality health care”,Quality Digest,available at:/ sep96/health.htm(accessed on15October2006).Grimes,K.(2000),Changing the Change Team,King’s College Hospital,London.Hammer,M.and Champy,J.(1993),Reengineering the Corporation:A Manifesto for Business Revolution,Harper Business Books,New York,NY.Harrison,S.,Hunter,D.,Marnoch,G.and Pollitt,C.(1992),Just Managing:Power and Culture in the NHS,Macmillan,Basingstoke.Harvey,S.and Millett,B.(1999),“OD,TQM and BPR:a comparative approach”,Australian Journal of Management and Organizational Behavior,Vol.2No.3,pp.30-42.Jones,D.and Mitchell,A.(2006),Lean Thinking for the NHS:A Report Commissioned by the NHS Confederation,pamphlet RA395.G7,NHS Confederation,London.Jones,M.(1996),“Re-engineering”,in Warner,M.(Ed.),International Encyclopedia of Business and Management,Routledge,London.McNulty,T.and Ferlie,E.(2000),Reengineering Health Care:The Complexities of Organisational Transformation,Oxford University Press,Oxford.Packwood,T.,Pollitt,C.and Roberts,S.(1998),“Good medicine?A case study of business process reengineering in a hospital”,Policy and Politics,Vol.26No.4,pp.401-15. Shortell,S.and Ferlie,E.(2001),“Improving quality of healthcare in the United Kingdom and the United States:a framework for change”,The Milbank Quarterly,Vol.79No.2,May, pp.281-315.Shortell,S.M.,Waters,T.M.and Clarke,K.W.B.(1998),“Physicians as double agents: maintaining trust in an era of multiple accountabilities”,Journal of the American Medical Association,Vol.280No.12,pp.1102-8.Shutt,J.A.(2003),“Balancing the health care scorecard”,Managed Care,September,pp.42-6. Teng,J.T.C.,Grover,V.and Fiedler,K.(1994),“Business process reengineering:charting a strategic path for the information age”,California Management Review,Vol.36No.3, pp.9-31.wikipedia(2006),“Frederick Winslow Taylor”,available at:/wiki/ Frederick_Winslow_Taylor(accessed2December2006).BPR–saviour or just a fad?295Further reading Davies,H.T.O.(2000),“Organizational culture and quality of health care”,Quality in Health Care ,Vol.9No.2,pp.111-9.Malhotra,Y.(1998),“Business process redesign:an overview”,IEEE Engineering Management Review ,Vol.26No.3,pp.214-25.Pollitt,C.(1996),“Business approaches to quality improvement:why are they hard for the NHS toswallow?”,Quality in Health Care ,Vol.5No.2,pp.104-10.Raymond,L.,Bergeron, F.and Rivard,S.(1980),“Determinants of business processreengineering success in small and large enterprises:an empirical study in the Canadian context”,Journal of Small Business Management ,Vol.36,pp.72-85.Corresponding authorAnjali Patwardhan can be contacted at:doctoranjali@IJHCQA 21,3296To purchase reprints of this article please e-mail:reprints@ Or visit our web site for further details:/reprints。

外文文献翻译原文+译文

外文文献翻译原文+译文

外文文献翻译原文Analysis of Con tin uous Prestressed Concrete BeamsChris BurgoyneMarch 26, 20051、IntroductionThis conference is devoted to the development of structural analysis rather than the strength of materials, but the effective use of prestressed concrete relies on an appropriate combination of structural analysis techniques with knowledge of the material behaviour. Design of prestressed concrete structures is usually left to specialists; the unwary will either make mistakes or spend inordinate time trying to extract a solution from the various equations.There are a number of fundamental differences between the behaviour of prestressed concrete and that of other materials. Structures are not unstressed when unloaded; the design space of feasible solutions is totally bounded;in hyperstatic structures, various states of self-stress can be induced by altering the cable profile, and all of these factors get influenced by creep and thermal effects. How were these problems recognised and how have they been tackled?Ever since the development of reinforced concrete by Hennebique at the end of the 19th century (Cusack 1984), it was recognised that steel and concrete could be more effectively combined if the steel was pretensioned, putting the concrete into compression. Cracking could be reduced, if not prevented altogether, which would increase stiffness and improve durability. Early attempts all failed because the initial prestress soon vanished, leaving the structure to be- have as though it was reinforced; good descriptions of these attempts are given by Leonhardt (1964) and Abeles (1964).It was Freyssineti’s observations of the sagging of the shallow arches on three bridges that he had just completed in 1927 over the River Allier near Vichy which led directly to prestressed concrete (Freyssinet 1956). Only the bridge at Boutiron survived WWII (Fig 1). Hitherto, it had been assumed that concrete had a Young’s modulus which remained fixed, but he recognised that the de- ferred strains due to creep explained why the prestress had been lost in the early trials. Freyssinet (Fig. 2) also correctly reasoned that high tensile steel had to be used, so that some prestress would remain after the creep had occurred, and alsothat high quality concrete should be used, since this minimised the total amount of creep. The history of Freyssineti’s early prestressed concrete work is written elsewhereFigure1:Boutiron Bridge,Vic h yFigure 2: Eugen FreyssinetAt about the same time work was underway on creep at the BRE laboratory in England ((Glanville 1930) and (1933)). It is debatable which man should be given credit for the discovery of creep but Freyssinet clearly gets the credit for successfully using the knowledge to prestress concrete.There are still problems associated with understanding how prestressed concrete works, partly because there is more than one way of thinking about it. These different philosophies are to some extent contradictory, and certainly confusing to the young engineer. It is also reflected, to a certain extent, in the various codes of practice.Permissible stress design philosophy sees prestressed concrete as a way of avoiding cracking by eliminating tensile stresses; the objective is for sufficient compression to remain after creep losses. Untensionedreinforcement, which attracts prestress due to creep, is anathema. This philosophy derives directly from Freyssinet’s logic and is primarily a working stress concept.Ultimate strength philosophy sees prestressing as a way of utilising high tensile steel as reinforcement. High strength steels have high elastic strain capacity, which could not be utilised when used as reinforcement; if the steel is pretensioned, much of that strain capacity is taken out before bonding the steel to the concrete. Structures designed this way are normally designed to be in compression everywhere under permanent loads, but allowed to crack under high live load. The idea derives directly from the work of Dischinger (1936) and his work on the bridge at Aue in 1939 (Schonberg and Fichter 1939), as well as that of Finsterwalder (1939). It is primarily an ultimate load concept. The idea of partial prestressing derives from these ideas.The Load-Balancing philosophy, introduced by T.Y. Lin, uses prestressing to counter the effect of the permanent loads (Lin 1963). The sag of the cables causes an upward force on the beam, which counteracts the load on the beam. Clearly, only one load can be balanced, but if this is taken as the total dead weight, then under that load the beam will perceive only the net axial prestress and will have no tendency to creep up or down.These three philosophies all have their champions, and heated debates take place between them as to which is the most fundamental.2、Section designFrom the outset it was recognised that prestressed concrete has to be checked at both the working load and the ultimate load. For steel structures, and those made from reinforced concrete, there is a fairly direct relationship between the load capacity under an allowable stress design, and that at the ultimate load under an ultimate strength design. Older codes were based on permissible stresses at the working load; new codes use moment capacities at the ultimate load. Different load factors are used in the two codes, but a structure which passes one code is likely to be acceptable under the other.For prestressed concrete, those ideas do not hold, since the structure is highly stressed, even when unloaded. A small increase of load can cause some stress limits to be breached, while a large increase in load might be needed to cross other limits. The designer has considerable freedom to vary both the working load and ultimate load capacities independently; both need to be checked.A designer normally has to check the tensile and compressive stresses, in both the top and bottom fibre of the section, for every load case. The critical sections are normally, but not always, the mid-span and the sections over piers but other sections may become critical ,when the cable profile has to be determined.The stresses at any position are made up of three components, one of which normally has a different sign from the other two; consistency of sign convention is essential.If P is the prestressing force and e its eccentricity, A and Z are the area of the cross-section and its elastic section modulus, while M is the applied moment, then where ft and fc are the permissible stresses in tension and compression.c e t f ZM Z P A P f ≤-+≤Thus, for any combination of P and M , the designer already has four in- equalities to deal with.The prestressing force differs over time, due to creep losses, and a designer isusually faced with at least three combinations of prestressing force and moment;• the applied moment at the time the prestress is first applied, before creep losses occur,• the maximum applied moment after creep losses, and• the minimum applied moment after creep losses.Figure 4: Gustave MagnelOther combinations may be needed in more complex cases. There are at least twelve inequalities that have to be satisfied at any cross-section, but since an I-section can be defined by six variables, and two are needed to define the prestress, the problem is over-specified and it is not immediately obvious which conditions are superfluous. In the hands of inexperienced engineers, the design process can be very long-winded. However, it is possible to separate out the design of the cross-section from the design of the prestress. By considering pairs of stress limits on the same fibre, but for different load cases, the effects of the prestress can be eliminated, leaving expressions of the form:rangestress e Perm issibl Range Mom entZ These inequalities, which can be evaluated exhaustively with little difficulty, allow the minimum size of the cross-section to be determined.Once a suitable cross-section has been found, the prestress can be designed using a construction due to Magnel (Fig.4). The stress limits can all be rearranged into the form:()M fZ PA Z e ++-≤1 By plotting these on a diagram of eccentricity versus the reciprocal of the prestressing force, a series of bound lines will be formed. Provided the inequalities (2) are satisfied, these bound lines will always leave a zone showing all feasible combinations of P and e. The most economical design, using the minimum prestress, usually lies on the right hand side of the diagram, where the design is limited by the permissible tensile stresses.Plotting the eccentricity on the vertical axis allows direct comparison with the crosssection, as shown in Fig. 5. Inequalities (3) make no reference to the physical dimensions of the structure, but these practical cover limits can be shown as wellA good designer knows how changes to the design and the loadings alter the Magnel diagram. Changing both the maximum andminimum bending moments, but keeping the range the same, raises and lowers the feasible region. If the moments become more sagging the feasible region gets lower in the beam.In general, as spans increase, the dead load moments increase in proportion to the live load. A stage will be reached where the economic point (A on Fig.5) moves outside the physical limits of the beam; Guyon (1951a) denoted the limiting condition as the critical span. Shorter spans will be governed by tensile stresses in the two extreme fibres, while longer spans will be governed by the limiting eccentricity and tensile stresses in the bottom fibre. However, it does not take a large increase in moment ,at which point compressive stresses will govern in the bottom fibre under maximum moment.Only when much longer spans are required, and the feasible region moves as far down as possible, does the structure become governed by compressive stresses in both fibres.3、Continuous beamsThe design of statically determinate beams is relatively straightforward; the engineer can work on the basis of the design of individual cross-sections, as outlined above. A number of complications arise when the structure is indeterminate which means that the designer has to consider, not only a critical section,but also the behaviour of the beam as a whole. These are due to the interaction of a number of factors, such as Creep, Temperature effects and Construction Sequence effects. It is the development of these ideas whichforms the core of this paper. The problems of continuity were addressed at a conference in London (Andrew and Witt 1951). The basic principles, and nomenclature, were already in use, but to modern eyes concentration on hand analysis techniques was unusual, and one of the principle concerns seems to have been the difficulty of estimating losses of prestressing force.3.1 Secondary MomentsA prestressing cable in a beam causes the structure to deflect. Unlike the statically determinate beam, where this motion is unrestrained, the movement causes a redistribution of the support reactions which in turn induces additional moments. These are often termed Secondary Moments, but they are not always small, or Parasitic Moments, but they are not always bad.Freyssinet’s bridge across the Marne at Luzancy, started in 1941 but not completed until 1946, is often thought of as a simply supported beam, but it was actually built as a two-hinged arch (Harris 1986), with support reactions adjusted by means of flat jacks and wedges which were later grouted-in (Fig.6). The same principles were applied in the later and larger beams built over the same river.Magnel built the first indeterminate beam bridge at Sclayn, in Belgium (Fig.7) in 1946. The cables are virtually straight, but he adjusted the deck profile so that the cables were close to the soffit near mid-span. Even with straight cables the sagging secondary momentsare large; about 50% of the hogging moment at the central support caused by dead and live load.The secondary moments cannot be found until the profile is known but the cablecannot be designed until the secondary moments are known. Guyon (1951b) introduced the concept of the concordant profile, which is a profile that causes no secondary moments; es and ep thus coincide. Any line of thrust is itself a concordant profile.The designer is then faced with a slightly simpler problem; a cable profile has to be chosen which not only satisfies the eccentricity limits (3) but is also concordant. That in itself is not a trivial operation, but is helped by the fact that the bending moment diagram that results from any load applied to a beam will itself be a concordant profile for a cable of constant force. Such loads are termed notional loads to distinguish them from the real loads on the structure. Superposition can be used to progressively build up a set of notional loads whose bending moment diagram gives the desired concordant profile.3.2 Temperature effectsTemperature variations apply to all structures but the effect on prestressed concrete beams can be more pronounced than in other structures. The temperature profile through the depth of a beam (Emerson 1973) can be split into three components for the purposes of calculation (Hambly 1991). The first causes a longitudinal expansion, which is normally released by the articulation of the structure; the second causes curvature which leads to deflection in all beams and reactant moments in continuous beams, while the third causes a set of self-equilibrating set of stresses across the cross-section.The reactant moments can be calculated and allowed-for, but it is the self- equilibrating stresses that cause the main problems for prestressed concrete beams. These beams normally have high thermal mass which means that daily temperature variations do not penetrate to the core of the structure. The result is a very non-uniform temperature distribution across the depth which in turn leads to significant self-equilibrating stresses. If the core of the structure is warm, while the surface is cool, such as at night, then quite large tensile stresses can be developed on the top and bottom surfaces. However, they only penetrate a very short distance into the concrete and the potential crack width is very small. It can be very expensive to overcome the tensile stress by changing the section or the prestress。

本科毕业设计(论文)外文翻译译文

本科毕业设计(论文)外文翻译译文

本科毕业设计(论文)外文翻译译文学生姓名:院(系):油气资源学院专业班级:物探0502指导教师:完成日期:年月日地震驱动评价与发展:以玻利维亚冲积盆地的研究为例起止页码:1099——1108出版日期:NOVEMBER 2005THE LEADING EDGE出版单位:PanYAmericanYEnergyvBuenosYAiresvYArgentinaJPYBLANGYvYBPYExplorationvYHoustonvYUSAJ.C.YCORDOVAandYE.YMARTINEZvYChacoYS.A.vYSantaYCruzvYBolivia 通过整合多种地球物理地质技术,在玻利维亚冲积盆地,我们可以减少许多与白垩纪储集层勘探有关的地质技术风险。

通过对这些远景区进行成功钻探我们可以验证我们的解释。

这些方法包括盆地模拟,联井及地震叠前同时反演,岩石性质及地震属性解释,A VO/A V A,水平地震同相轴,光谱分解。

联合解释能够得到构造和沉积模式的微笑校正。

迄今为止,在新区有七口井已经进行了成功钻探。

基质和区域地质。

Tarija/Chaco盆地的subandean 褶皱和冲断带山麓的中部和南部,部分扩展到玻利维亚的Boomerange地区经历了集中的成功的开采。

许多深大的泥盆纪气田已经被发现,目前正在生产。

另外在山麓发现的规模较小较浅的天然气和凝析气田和大的油田进行价格竞争,如果他们能产出较快的油流而且成本低。

最近发现气田就是这种情况。

接下来,我们赋予Aguja的虚假名字就是为了讲述这些油田的成功例子。

图1 Aguja油田位于玻利维亚中部Chaco盆地的西北角。

基底构造图显示了Isarzama背斜的相对位置。

地层柱状图显示了主要的储集层和源岩。

该油田在Trija和冲积盆地附近的益背斜基底上,该背斜将油田和Ben i盆地分开(图1),圈闭类型是上盘背斜,它存在于连续冲断层上,Aguja有两个主要结构:Aguja中部和Aguja Norte,通过重要的转换压缩断层将较早开发的“Sur”油田分开Yantata Centro结构是一个三路闭合对低角度逆冲断层并伴随有小的摆幅。

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(学号):0771437长春理工大学光电信息学院毕业设计(论文)译文Remote-controlled car transmission design遥控车传动设计姓名王垒垒学院机电工程分院专业机械设计制造及其自动化班级0771437指导教师修涛2011 年 6 月20 日TV broadcast bodywork design requirements Introduce bodywork designInstall broadcast is a comprehensive system engineering, the body is the complex system is an important part of. In the broadcast, the body part in carrying out all broadcast video recording needed, audio and peripheral equipment, provide an outside the workplace. Not only such, still must ensure the safety equipmentoperation and smooth transhipment, The design quality, not only directly affect the task of broadcast programs, but also to the whole system of safe transport equipment.Bodywork design, is the first consideration in the broadcast of the design, the first thing to do, It will have a direct relationship to other system design.Bodywork designing technical requirements for design, should according to the hull of broadcast equipment size and purpose to choose, The general is installed cameras number, the risk is bigger also. According to the former chapter 8, use the broadcast cameras, can consider to choose medium broadcast. In television broadcast often faced severe external environment, and considering carrying equipment and broadcast task too many factors such as particularity, broadcast in the modification of car when the car to the body, structure and so on a series of chassis project careful overall consideration, through special design and processing, can meet the basic requirements of television. The following are the technical requirements for design body.The safety performance of the broadcast must conform to the state auto industry standards, car body processing and chassis USES the overseas broadcast depot exterior processing technology, size and payload must conform to the state department of traffic regulations. Car chassis and selection: international famous brand high-end products, the truck chassis on all equipment shall be loaded under the condition of the truck with 20% less than 200 surplus, engine, air suspension design, power electronic speed, hydraulic control 85KM/h, air conditioning system design, driving with anti-lock brakes (ABS) emission standards, with European standards, 111 2.5 meters wide.Car body requirements:TiZong compartments 10-11 meters long, no more than is 3.8 meters high and wide 2.5 meters, the right side is four meters long pull box. Box body use fixed number of year more than 15 years, the car body structure of aluminum alloy frame, with high strength and insulation, Material requirement is accord with international standard of environmental protection, flame retardant materials. Vehicle requirements, dustproof, waterproof and sealed anti-rust, anticorrosion, preventing electromagnetic interference, antistatic, After the integration of box body must be rain experiment (including the side after pulling open box, when jose) experiments, the static pressure side tilt impact experiment. The surface with high strength and durable products in the process of paint, paint baking room. Body after processing, vehicle has left from the Angle, finally, from the smallest drive vehicle spacing, minimum turning radius basic technical parameters.Body: the space layout design requirements, and fully consider the reasonable layout of the camera, lens, earphone, tripod, cable, microphone, tools and equipment accessories storage space. For the car fixed equipment should consider appropriate carry scheme.In the national standard of vehicles, within the scope of the space as far as possible, spacious internal headroom maximization, the lateral pull section 2.2 meters, internal clear part and internal headroom wife 2.0 cars, cars GaoCheng 4 meters in vitro.According to the different type of programme production division, scientific and reasonable utilization of working space. The workspace shouldHave partition, and pass the adornment with door, audio broadcasting acoustic requirements.Car chassis and selectionGenerally speaking, the car chassis and is generally together of choose and buy, the first to calculate the weight, then the broadcast and calculate the maximum weight, total quality, Choose total capacity calculation model is bigger than that.This design calculation, for example (hereinafter data for each half xiang estimated) :The total weight of two car electronic equipment nominal total weight (1 ton) + internal cables and connectors total weight (0.3 tons) ten outsideCable and cable reels total weight (0.5 tons of air-conditioning equipment and power) and total weight (l) + containing side and tons of heavy trunk TiZong compartments (5 tons) + car chassis total weight (5.5 tons) = 13.8 tons. Maximum loading 17.25 tons.Additionally, want to consider the traffic situation and task destination of local geography environment, For been poor road conditions or the environment, should choose the output power of the engine and have left corner to corner and Outlines the chassis (in after modification, this part of the parameters change), In order to protect the precision bearing, should choose the equipment with air suspension design of air suspension system (increase chassis, can effectively increase the stability and the operation is necessary in the smallest increase car from the ground clearance and increase the car go right Angle of comparison, through calculation. Head and chassis selection for: Germany, MANLE18.280 car chassis and 18 tons, the highest quality of loading, electronic power output of 280 horsepower maximum speed did 85k: / h, exhaust emission standard requirements, chassis for double-axis braking, rear suspension system (air adjusting range to 14Omm - 80mm), to 18.5 ° Angle (left), (6.5 ° Angle, hydraulic steering system, ABS system.Bodywork design types and carsBody type selection, according to the technical requirements for broadcast medium body choice to build. At present, we have the choice of two types: the body dragged hang cabinet type body and direct box type bodywork. Straight hang cabinet is cabinet of body directly placed in vehicle chassis. Drag hanging box type body is only a few on-axis (l), or on the trailer to move. Now broadcast and dimensions of the body, but are strict standard practice. Straight hang cabinet body type hanging box type than drag of small size, because the body size by means of transport together for this decision, countries have limited body length. Generally speaking, it adopts the body from 8 to 10 metres, car - 10-12 meters to. Drag hang cabinet type body USES is 13.6 meters standards body length, but due to the design needs may be more or less. For example, do the length of 18 meters above the hull. Considering the high road, there is through the general standard limits, cannot exceed 4 meters high, usually for 3.7-390 meters, width is 2.5 meters. Because of this part of the city and the surrounding roads are narrow, many sites around the gate, and narrow space, low broadcast to think of site near the area is restricted, models. Additionally, the demand is moderate, considering the number of these factors, so the choice of pull with lateral directbox type car. Hang cabinet type body straight by lateral pull cars, can expand workspace technology area, reduce the length of the body and the height, make whole have shorter turning radius, and good road through sex, increase flexibility of moving body. Drag hanging bodywork, high center of gravity, stability, not only in the city driving speed is slow, even in the highway is compared with straight, and drag hang trailer for highway and car case typed driver requirement is high. However, until the body hangs box type, the car chassis and broadcast is permanently connected compartment, Because of the reliability of the car and car box part is the reliability of the chassis, therefore the reliability of the system reliability of normal operation. However, in the car with tow lock, in case.Car body designThe whole system design is compartments of the follow-up work, it relates to broadcast other system design. In the initial stage of design, construction, as a first consideration should choose the material, then compartments of air conditioning, consider bodywork layout and installation requirements of technical equipment, etc; put At the same time, the design details must be considered the perfect follow-up function. The car body from design to completion, need at least 4 to 5 months. Various processes are certain order, therefore, in the design of the system should have planning and management. Car layout. The car compartment, broadcast early material body USES a lot of hardwood as their framework with the period, the most commercial body design, In the 1960s began to aluminum frame, aluminum envelope special design direction. 4 when turning radius: automotive steering wheel steering, car outside the center, under support vehicles, track circle radius. Steering wheel turned to limit position for minimum radius of turn ramming turn radius of glory. Now, a better and more stable fiber materials of aluminium surface (aluminum) chromate salt a sandwich board structure of interlining, Therefore, most use these new materials and structure to build the whole body, the conventional materials is added as internal store content ark, entrances, and other auxiliary area.Through the comparison, FRP (GRP6 or FRP6) or aluminium surface material qualitative sheet intercalation sandwiches are high, with design, long service life, magnetic, insulation, sound insulation, etc.Sandwich board, according to the different surface material, is divided into: steel surface materials and aluminum/GRP surface materials. When the materials of large area, steel surface material can produce vertical crease, and aluminum/GRP surface materials (not crease) consecutive. In addition, the surface of aluminum excellent in reason, including anodized, apparent into processing, coating and electroplating, therefore, to broadcast, choose aluminium surface or surface suitable materials.For frame materials (stainless steel and aluminium), we fully consider the various factors. Stainless steel welding joint with high mechanical strength, rigidity and fatigue resistance, can satisfy the demand for hull integrity structure. Among the austenitic stainless steel, with excellent energy absorption ability, considering safety construction, it is elected. In the vehicle weight after comparison, choose steel material than aluminum material slightly heavier 10%. Through comparing, aluminum plate type: the surface of metal sheet intercalation sandwiches and mixed structure of the body. This bodywork austenitic stainless steel body frame structure (profiles do using stainless steel welding aluminum easier than because of stainless steel, aluminum) sandwiches sandwich plate surface of car do. For Windows and doors, choose body surface sandwich sandwich plateGRP. Box body side sandwich sandwich plate thickness 50 cars, total body top sheet intercalation 55mm thick sandwiches, the total volume of reinforcement and the cabins lockers by certain thickness of stainless steel. This new design of body structure, give full play to the advantages of two kinds of materials, and make a new body than the current domestic other body, has more advantages than traditional vehicle weight of car-body reduce 40%, Aluminum/GRP materials sandwich insulation sandwich board, make car is very quiet, Body structure is due to decorate, Car body USES sandwich plate containing special since maintain sandwich super structure, high strength, good resistance to impact and the support ability, to ensure the long-term stability of the hull structure, can reduce maintenance costs. In addition, sophisticatedelectronics wooden store content ark, the table at the edge of the wooden edge material selection, was processed by the hardwood, insect and moistureproof, Rappel/abseil stations should be at the man-made fabrics such as screen window instead of natural.The design and processing of carriageWhen a detailed schedule chart, after the completion of the body frame can from inside to outside began to build. From the bodywork design to completion probably need 4-5 months, then consider all equipment purchase, If the plan is completed in body, thoughtful, you can install equipment. At the beginning of the process, frame first is fixed on the car chassis rack. For special car body, chassis rack and body between the special elastic adhesive filling, can guarantee the bodywork multiple components in their long remain relatively fixed position, extended body life. When the body, the engineer will cabins sandwich plate design requirements by large Windows, doors and maintenance (etc), calculated platform, dig, then without fixed whole car chassis. For different area, we adopt profiles between sheet buckles after heightenning strength the special adhesive elastic method, minimum connection screw fastening and reduce the use of welding, hardware are stainless steel. In addition, in need of welding, choose good welding materials electroplating. On roof and floor, also used similar plank and processing method, But in these areas under the floor and big flower board inside, must design the air conditioning intake on spear strike price, exhaust pipe and cable etc. Air inlet 11 feet by ten working area through porous ceiling is completed, therefore essential in insulation layer under the appropriate design of pipe, In the porous metal plate, aluminum materials, and should choose the eye. The air filter condensation prevention. In order to avoid air turbulence generated in pipe noise, the design of many such pipe, the number of air conditioning, these specifications depending on pipes adopts non-toxic ammoniac Yun foam body. For simplified equipment maintenance, design the level off and maintenance. After repair, below half open platform made floor, ceiling upper, which makes it very convenient maintenance maintenance personnel. Maintain doors equipped with gas leading hoop, can easily open doors: all of the mouth, and the dust, shimei, and under the unified set with a key can open all the lock of the door. On both sides of the car body skirt locker, design for the camera lens, the tripod, backup, cable, tools and equipment store empty, They are designed to key can open mode. Because the body with cars, so in design and installation of the bottom side pull the two squares retractable cable protection pipe, through the cable from here to the body of internal also should be carefully considered. Within the sound broadcast require special environment, and therefore must choose sound-absorbing materials of wall and ceiling, we choose is porous sound-absorbing board (belong toimpedance compound aluminum mufflers), internal filling composite sound-absorbing material. Car floor selects anti-static floor, easy cleaning. In the equipment design, the frame and the console keep back the gap in 50, This is after wiring brought convenient, also increased the equipment of cabinet, in order to control temperature air circulation. For the broadcast from appearance, can choose their own cars in the standard color swatches, so the color to the international standard RAL9010 color car choose pure white (to go out at the camera calibration quick white balance). After the integration, car body 10.06 presidents, total height 3.75 m, width 2.5 m, right side, 4m bandwidth, can pull lm. The manufacturer to rain experiment box body (including the lateral spread), full pull box when inclined to static experiment, high impact experiment, Meet the design requirements. When our car modified in the rear car modification, rear skirt do for design of dress, car tilting such modified normal operation technical parameters for the final horn, left: from high 437mm, driving the minimum distance from the ground. Minimum turning radius, the vehicle 9.65 m.Bodywork layout desig nThe number of hull layout including partition door, the work area, etc. According to the practice of the body, broadcastIs divided into three separate areas: director area, centralization, audio area. With the setting TV production, more standardized, scientific and set each region also distribution and the corresponding locations.电视转播车车体的设计要求车体设计介绍安装转播车是一项综合性的系统工程,车体是这个复杂系统的重要组成部分。

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