1 Analysis of Request
穆迪 评级方法
Rating Methodology Request for CommentBank Financial Strength Ratings: Revised MethodologySummaryThis report details Moody’s proposal to revise our rating methodology for assigning Bank Financial Strength Ratings (BFSRs) globally.1 This revision does not change the main factors that Moody’s considers in rating banks. However,the revised approach provides a single, global methodology instead of separate methodologies for mature and develop-ing markets. It also establishes specific ranges for each factor that relate to different rating categories. The updated methodology is intended to provide investors and issuers with a transparent set of guidelines allowing them to better understand our rating process and how we reach our decisions.T o this end, we have developed a rating scorecard that uses a common set of globally available financial metrics together with key qualitative factors that Moody’s analysts consider critical in evaluating a bank’s intrinsic financial strength and specific weights for each factor. This scorecard will be used by Moody’s analysts as the first step in deter-mining BFSRs. It should also enable investors and issuers to independently estimate a BFSR for most banks within two notches. This report describes the scorecard and discusses some of its limitations as well as some of the further adjust-ments that Moody’s analysts may employ in assigning BFSRs.The revised methodology is also intended to improve the consistency of Moody’s BFSRs. As previously announced, Moody’s intends to incorporate joint-default analysis (JDA) into our assessment of external support for banks later this year.2 We believe the updated BFSR methodology will help ensure that existing BFSRs are indeed “pure” measures of stand-alone financial strength and do not include external support. This is important in order to avoid double counting external support when we implement JDA for banks. We are requesting comments because we believe that the implementation of this methodology could lead to changes in the BFSRs for a significant number of banks, although we do not expect most of those to exceed 2 notches.Readers should note that this methodology is not an exhaustive treatment of every factor considered by Moody’s in assigning bank financial strength ratings, but it should enable our constituents to better understand how and why we arrive at a BFSR. Moody’s welcomes comments or suggestions on this proposal from market participants. Comments should be sent to cpc@ by September 29, 2006.1.Moody's current approach is outlined in the following Rating Methodology reports: "Bank Credit Risk -- An Analytical Framework for Banks in Developed Markets," April 1999 and "Bank Credit Risk in Emerging Markets -- An Analytical Framework," July 1999.2.Please see "Request for Comment: Incorporation of Joint-Default Analysis for Systemic Support into Moody's Bank Rating Methodology ," October 2005; "Update to Proposal to Incorporate Joint-Default Analysis into Moody's Bank Rating Methodology ," April 2006; and "Bank Joint Default Analysis: Rating Methodology Update," August 2006.New YorkDavid Fanger 1.212.553.1653Rosemarie Conforte Jeanne Del Casino Greg Bauer Laura Levenstein LondonLynn Exton 44.20.7772.5454Adel Satel Antonio Carballo MadridMaria Cabanyes 34.91.310.14.54TokyoMutsuo Suzuki 81.3.5408.4000Yasunobu Doi SingaporeDeborah Schuler 65.6398.8300Hong KongJerry Chien 852.2916.1121 Contact PhoneSeptember 2006About Moody’s Bank Financial Strength RatingsBank credit risk is a function of a bank’s (i) intrinsic financial strength, (ii) the likelihood that it would benefit from external support in the case of need, and (iii) the risk that it would fail to make payments owing to the actions of a sov-ereign. Moody’s assigns credit risk ratings to banks and their debt obligations using a multi-step process that incorpo-rates both a bank’s intrinsic risk profile and specific external support and risk elements that can affect its overall credit risk.Moody’s Bank Financial Strength Ratings (BFSRs) represent Moody’s opinion of a bank’s intrinsic safety and soundness. Assigning a BFSR is the first step in Moody’s bank credit rating process.Unlike Moody’s deposit and debt ratings, BFSRs do not address either the probability of timely payment (i.e. default risk) or the loss that an investor may suffer in the event of a missed payment (i.e. severity of loss). Instead, BFSRs are a measure of the likelihood that a bank will require assistance from third parties such as its owners, its industry group, or official institutions, in order to avoid a default. BFSRs do not take into account the probability that the bank will receive such external support, nor do they address the external risk that sovereign actions may interfere with a bank’s ability to honor its domestic or foreign currency obligations.In order to differentiate Moody’s BFSRs from our bank deposit and debt ratings, we use different rating symbols. Moody’s BFSRs range from A to E, with “A” for banks with the greatest intrinsic financial strength and “E” for banks with the least intrinsic financial strength. A “+” modifier may be appended to ratings below the “A” category and a “-”modifier may be appended to ratings above the “E” category to identify those banks which are placed higher (+) or lower (-) in a rating category.Moody’s introduced BFSRs in 1995, and currently assigns them to almost a thousand banks and deposit-taking financial institutions worldwide. The factors considered in the assignment of BFSRs were described in Moody’s last bank rating methodologies published in 1999, and continue to form the basis of our updated approach as described in this report. These include bank-specific elements such as financial fundamentals, franchise value, and business and asset diversification, as well as risk factors in the bank’s operating environment, such as the strength and prospective performance of the economy, the structure and relative fragility of the financial system, and the quality of banking reg-ulation and supervision.The following diagram shows how BFSRs fit into Moody’s overall approach to assigning bank credit ratings. The left side shows the principal factors that are used to determine a bank’s BFSR. This report describes how these are measured and analyzed to derive a BFSR.2Moody’s Rating MethodologyThe right side of the diagram summarizes the specific external support and risk elements that are combined with the BFSR to determine Moody’s local currency and foreign currency deposit and debt ratings. In October 2005 Moody’s proposed to incorporate joint-default analysis (JDA) into how it evaluates external support factors for banks; we published updates on this proposal in April and August 2006. We expect to publish and implement a final method-ology incorporating JDA into Moody’s bank credit ratings later this year.The BFSR will be mapped directly to the baseline credit assessment in Moody’s JDA framework. Like the BFSR, a baseline credit assessment is a measure of an issuer’s stand-alone default risk assuming there is no systemic or other external support. For banks, the baseline credit assessment reflects what the local currency deposit rating would be without any assumed external support from a government or other third party. In the October 2005 request for com-ment we published a mapping showing how Moody’s BFSRs translate into a baseline credit assessment for banks using Moody’s traditional alphanumeric rating scale.A more detailed discussion of how Moody’s evaluates the risk elements that affect foreign currency ratings for banks can be found in the 1999 bank rating methodologies, as well as in more recent publications.3About the Rated UniverseMoody’s currently assigns BFSRs to 959 financial institutions globally (as of August 21, 2006). These financial institu-tions generally fall under the category of deposit-taking institutions, including commercial banks, savings banks, build-ing societies, cooperative banks, thrifts, and government-owned banks. Moody’s BFSRs may also be assigned to other types of financial institutions such as multilateral development banks, government-sponsored financial institutions and national development financial institutions.In a number of countries Moody’s also assigns BFSRs to a variety of other financial institutions (such as mortgage banks or other specialized banks) that, although they do not take deposits, are still chartered and regulated as banks and usually obtain some funding from the interbank market.BFSRs are generally assigned to individual banks, including those that are subsidiaries or affiliates of another bank. Therefore, there are some banking groups that have a number of banks with different BFSRs.The rated universe is spread throughout the world, with the highest concentrations in Europe, followed by the Americas, Asia (excluding Japan), Japan and the Middle East. Rated banks range in size from over $1 trillion in total assets to as small as $150 million. Some may be truly diversified global institutions, while others may operate on an extremely limited scale in a small local market.Distribution of Moody’s Bank Financial Strength Ratings3.Please see "Revised Country Ceiling Policy," June 2001; "Emerging Market Bank Ratings in Local and Foreign Currency: The Implications of Country Risk and Insti-tutional Support," December 2001; "The Implications of Highly Dollarized Banking Systems for Sovereign Credit Risk," March 2003; and "Piercing the Country Ceil-ing: An Update," January 2005.Moody’s Rating Methodology3The inherent riskiness of the banking business – as characterized by high leverage (equity capital of only 5-10% of total assets), illiquid assets (loans) financed by short-term liabilities (deposits), and a cyclical business environment –makes it difficult for all but a select number of banks that are generally extremely large and diversified to achieve and maintain a BFSR in the range from A to a high B. Solid, diversified and sustainable franchises and excellent manage-ment are also necessary attributes of A and B BFSRs.However, barring systemic stress and provided there is reasonable client confidence, banking, if conservatively managed without excessive risk-taking, is also a business allowing a stable generation of interest and fee income, albeit perhaps at a lower level of overall profitability. Therefore, BFSRs in the C category are generally available to a large number of banks even if they have limited scale and franchises, and average financials. Many institutions fall under this category. BFSRs of D are generally assigned to those that either are exhibiting modest capital, earnings, or business franchise, thus limiting their ability to deal with asset quality problems or other potential balance sheet risks, or are subject to unpredictable and unstable operating environments. BFSRs of E are typically restricted to those institutions that are under pressure to maintain their capital due to external and internal factors such as a highly volatile operating environment, recurring losses and asset quality problems, or a very high risk profile. However, regulatory forbearance can allow even insolvent banks to operate for an extended period of time, until the regulatory authorities arrange for either a rescue or a restructuring, or place the bank into liquidation.Industry Overview and Current Risk CharacteristicsThe global banking industry is made up of a highly varied group of firms offering a wide range of products and pursu-ing a wide range of business models and customers. While most banks face the same fundamental risks -- credit risk, liquidity risk, market risk, interest rate risk, and operational risk -- the extent of such risks vary considerably depending upon the products sold, the bank’s funding profile, and the markets in which it operates.General vs. Specific RisksBanking risk can be broadly divided into general risks, which apply to all banks within a system and derive to a large extent from a country’s economic strength, and specific risks, which are the product of the bank itself. In mature mar-kets, it is rare for serious difficulties experienced by a bank to be solely attributable to general risks, even though such risks certainly do have an impact on the bank’s performance. In most cases, bank failure in mature markets is the result of factors such as mismanagement, risky strategies, structurally poor performance, and franchise collapse. It is, in gen-eral, the weak banks and the highly risky banks that are the first to suffer in a shrinking or increasingly competitive market.In developing markets, general risks loom larger. Not only can general risks be more severe, but it may also be dif-ficult for any bank to avoid the consequences of a severe economic shock (such as a massive currency devaluation) or a deep economic recession. Clearly, banks which are better managed and have stronger earnings, franchises, and balance sheets are better placed to cope with general risks. However, in cases where general risks present a significant threat to the banking system of the country in question, it may well be that no bank can be assigned a BFSR at the upper end of the scale.4Moody’s Rating MethodologyFive Broad Categories of BankingOverall, the diversity of the sector can be broken down into five broad categories of banking institutions. Many banks may actually pursue a combination of these models, but we believe it is useful to address each of them separately to clarify the different risks that different banks can face.1. Wholesale banks: These banks focus on serving large corporate or institutional customers. While many wholesale banks have traditionally focused primarily on lending (and, in some countries, making equity investments), they fre-quently offer a much broader array of services to their customers, including not just loans but also treasury manage-ment and transaction services, foreign exchange services, trade finance, derivatives, debt and equity underwriting and market-making, and insurance. Because their customers are often very large entities, wholesale banks, especially smaller ones, can have significant customer concentration risks; they may also have industry concentration risks, espe-cially if they operate primarily within a particular region or market. Also, while a portion of their activities may be funded with corporate customer deposits, typically such banks are heavily reliant upon wholesale funding from both the interbank and capital markets. Such funding can be highly confidence-sensitive, exposing the bank to substantial liquidity risk if it is not conservatively managed.4Since their customers tend to be concentrated in larger cities and economic regions, wholesale banks generally do not require as substantial a physical presence as most retail banks. With fewer fixed costs, this often means a more flex-ible cost structure. However, customers can develop strong relationships with individual bankers (instead of with the bank itself), making retention of personnel a critical element to long-term success.As discussed below, both globalization and the growth of local capital markets can pose significant challenges for wholesale banks, as more of their customers have the ability to tap the capital markets directly for funding. This can lead to greater earnings volatility, as wholesale banks increase their capital markets activities in order to retain their customers, and also expand into potentially riskier lending businesses to replace lost lending opportunities.2. Retail banks: These banks focus primarily on serving individuals and/or small and middle market businesses. They may offer a wide array of products, including deposit-taking and lending, asset management and insurance, cash man-agement and transaction services, and even trade finance and foreign exchange services. A defining feature of such banks is that they are often locally or regionally focused. This reflects the retail nature of the customer base. While some functions may be centralized, direct customer interaction remains an important part of the service most retail banks provide. Given the wide dispersion of potential customers (both individuals and businesses), and their preference for local interaction, this requires a physical presence in the form of retail branches. Many retail banks also site their branches in clusters to benefit from classic network economies, although this is not always the case. (This is especially true for retail banks serving individuals; retail banks serving only small and middle market businesses may have less need for clusters of branches, but are still likely to require more branches than a wholesale bank.) As retail banks grow, they may develop more and more clusters of branches, growing from merely a local or regional presence into a national or even international one. Nonetheless, even an international retail bank can usually best be thought of as a combination of local retail banks.Given the need to have a significant physical infrastructure and to support significant daily customer transaction volumes, most retail banks have fairly inflexible cost structures. This makes stable revenue generation critical. T o address this need, most retail banks focus on generating recurring business with relationship customers and increasing the level of cross-selling of products including insurance products. Because their customers are small, retail banks do not usually have significant customer concentration risks; however, they may still have industry concentration risks since they frequently operate within a particular region.5Retail banks are often funded primarily with customer deposits. However, pressure to grow assets and earnings, especially in more mature markets, can lead to loan growth that far outstrips deposit growth. Such banks must rely more heavily upon wholesale funding, which can pressure net interest margins, reducing the bank’s profitability, while at the same time also exposing it to greater liquidity risk and interest rate risk.As discussed below, both de-regulation and technological innovation can pose a significant threat to retail banks because they provide their customers with greater access to competing products through alternative distribution chan-nels, and may also reduce competitors’ costs to provide those products. While retail banking has not traditionally pos-sessed much in the way of economies of scale, to the extent that such technological innovations create economies of scale, it may pose even greater challenges to the smaller retail providers.4.Please see discussion of Liquidity Management under Rating Factor 2.5.Please see discussion on Credit Risk Concentrations under Rating Factor 2.Moody’s Rating Methodology53. Universal banks: These banks are not so much a separate business model from either retail banks or wholesale banks, but rather are usually characterized by a combination of retail banking and wholesale banking, frequently also combined with activities such as private banking, asset management, or insurance. Universal banks often rank among the largest banks in a country. Universal banking can potentially provide greater earnings diversification as well as a more stable funding profile (to the extent that the more deposit-rich retail banking activities provide funding for some of the wholesale activities) than either retail banking or wholesale banking can provide on their own. However, the complexity of managing a universal bank can require considerable managerial resources. Furthermore, the disparate activities of a universal bank can at times pose conflicts of interest which, if not carefully managed, can cause reputation damage, harming the franchise. In some jurisdictions, the complexity of a universal bank also raises questions about the depth or effectiveness of regulatory oversight over such disparate activities.4. Policy banks: Moody’s defines policy banks as state-owned institutions that have explicit or implicit public policy mandates. Some state-owned banks have specific public policy mandates. These banks are often heavily dependent on government-directed business, which may or may not be profitable. Other state-owned banks, while not subject to specific public policy mandates, may still have to contend with bureaucratic controls and pressure from politicians that forces them to lend to certain favored industries or regions. Even though such banks may have substantial market shares, they frequently have weak earnings, lack strong management, and suffer from poor asset quality and controls. This usually translates into low BFSRs, although such banks also usually benefit from regulatory forbearance or other forms of government assistance, providing support to their deposit and debt ratings. Even when well run, policy banks usually still have substantial industry concentrations, reflecting their reason for being or the limitations of their char-ters.5. Specialized banks: These are niche players, most often specialized lenders such as mortgage banks, development banks, public-sector lenders, credit card banks, or export-finance entities. Some are the legacy of past government pol-icies and regulatory barriers that disappeared following deregulation and liberalization, while others were formed as a direct result of deregulation and technological innovation. Because they often have limited product offerings and/or a limited customer base, specialized banks can be more vulnerable to competitive pressures or changing economic con-ditions. However, some specialized banks, either by virtue of still-strong regulatory barriers or through substantial economies of scale and a dominant market share, usually combined with a focus on less volatile loan products such as public sector lending or mortgages, can still support high BFSRs. As with wholesale banks, specialized banks are typi-cally heavily reliant upon wholesale funding. Such funding can be highly confidence-sensitive, exposing the bank to substantial liquidity risk if it is not conservatively managed.Although the risks are somewhat different, we also include captive banks in this category. Captives are usually owned or controlled by an industrial corporation and are used to provide financing for customers purchasing products sold by the corporation, and/or to provide internal financing to the corporate and its affiliates, serving in essence as the corporate’s treasury function. Similar to other specialized banks, captives tend to have limited product offerings and a limited customer base. Even when they are lending to customers rather than to the corporate itself, their performance can still be significantly affected by the performance of the corporate.Key Industry Risks: Transformation Will Continue, Whether Banks are Ready or NotThe global banking industry is in the midst of a significant transformation, driven by substantial changes in the busi-ness environment. This transformation, begun in some countries well over a decade ago, is now occurring at different rates of change in most countries around the world. While much of the change is occurring in mature markets, devel-oping markets are also affected. These developments pose significant challenges and risks for all banks. Many banks are struggling to adjust to the substantial changes already underway. Moody’s expects that many banks will not succeed in making the transformation, and will either be driven to consolidate with a more successful competitor or will gradu-ally weaken as its franchise and earnings power are eroded away. Six major catalysts are driving this transformation. •Deregulation – is breaking down barriers within the banking industry in many countries and enabling banks to adopt diversification strategies and to compete against each other on a level playing field. In some countries it is also allowing for the entrance of new specialized competitors.•Disintermediation – a byproduct of deregulation, it is brought about by financial liberalization and the expansion of capital markets, allowing both borrowers and investors to bypass banks in favor of capital market products. The growing trend towards privatization of pension funds is also creating a growing pool of funds managed by invest-ment professionals, helping to fuel this trend.•Technological Innovation – is reducing transaction and information costs, facilitating the creation of new distri-bution channels, and allowing for innovation in retail lending (data mining), funding (securitization), and risk management (derivatives). At the same time, such technologies may also be creating potential economies of scale where none previously existed.6Moody’s Rating Methodology•Globalization – pressures banks to follow their business customers around the world, and forces them to compete with other banks globally for those customers’ business. Globalization gives banks in developing markets access to growing pools of funding due to the growth of global capital markets. However, many banks obtaining first-time access to wholesale funding have shown themselves to be ill-equipped for the liquidity risks such funding can pose. •Privatization – Governments are increasingly seeking to get out of the business of banking. While this is clearly not universal, and in some cases is being done with great reluctance, nonetheless the privatization of formerly state-owned banks could potentially reduce subsidized competition, benefiting all banks competing in the same market. However, the social or political costs of such actions may be more than some governments are willing to tolerate. And for the management of formerly state-owned banks it can be a considerable challenge to develop a credit culture based on analyzing a client’s ability to repay loans, as opposed to relying on imputed state guaran-tees.•Increased shareholder power – with more banks being owned by private investors and with more investment funds being managed by professional investors, banks globally are facing increasing pressure from powerful insti-tutional shareholders for higher returns. T o remain competitive in this more unforgiving market, banks are increasingly shifting to shareholder value-creation strategies, which may not always benefit bondholders. Framework for Assigning Bank Financial Strength RatingsMoody’s bank ratings reflect our opinion of long-term relative risk and are, of necessity, forward-looking in nature because they apply to liabilities that may pay out over long periods of time. Historical experience has shown that look-ing only at the current financial condition of a bank is not always an accurate predictor of its future financial perfor-mance and financial strength. We believe there are significant qualitative factors which play an important role in determining the stability and predictability of a bank’s financial performance over time. Thus Moody’s analytical approach includes significant qualitative analysis in addition to quantitative analysis, and incorporates the opinions and judgments of experienced analysts.As noted above, the factors considered in the assignment of Bank Financial Strength Ratings were described in Moody’s last bank rating methodologies published in 1999, and remain at the basis of the updated methodology. We focus on five key rating factors that we believe are critical to understanding a bank’s financial strength and risk pro-file. They are:1. Franchise Value2. Risk Positioning3. Regulatory Environment4. Operating Environment5. Financial FundamentalsIn the following sections we review the five key rating factors, discuss why each factor is important to our BFSRs, and explain the relevant metrics or “sub-factors” that we use to measure performance for each key rating factor. Some of the metrics that we consider important are purely quantitative, while others include elements of qualitative judg-ment or – where hard data is not reasonably accessible — educated estimates. For those involving a qualitative assess-ment, we have provided qualitative descriptions that we believe help to differentiate among risk profiles at different banks. T o dampen the cyclical nature of the industry, most of the financial metrics we use are three-year averages.For each of these factors, the methodology outlines in a summary mapping table either the range of financial met-rics or the qualitative description that would typically correspond with a given BFSR level, ranging from A to E. Evaluating OutliersIt is unlikely that every bank’s BFSR will be consistent with the rating level guidelines for every rating factor. This is because a bank typically has a variety of strengths and weaknesses which combine to reflect its overall financial risk profile. For those banks that show up as frequent outliers for their respective rating category, there could be several different explanations. The most obvious one would be that there is likely pressure on its BFSR, either up or down. But there also may be unique characteristics of the bank’s accounting, regulatory or market environment that limit the comparability of certain key factors and metrics. And finally, some elements of the bank’s business or financial profile may receive greater weight in our analysis.Moody’s Rating Methodology7。
SOLIDWORKS Flow Simulation 用户手册说明书
SOLIDWORKS SOLIDWORKS Flow SimulationDassault Systèmes SolidWorks Corporation175 Wyman StreetWaltham, MA 02451 U.S.A.© 1995-2021, Dassault Systemes SolidWorks Corporation, a Dassault Systèmes SE company, 175 Wyman Street, Waltham, Mass. 02451 USA. All Rights Reserved.The information and the software discussed in this document are subject to change without notice and are not commitments by Dassault Systemes SolidWorks Corporation (DS SolidWorks).No material may be reproduced or transmitted in any form or by any means, electronically or manually, for any purpose without the express written permission of DS SolidWorks.The software discussed in this document is furnished under a license and may be used or copied only in accordance with the terms of the license. 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Contractor/ Manufacturer: Dassault Systemes SolidWorks Corporation, 175 Wyman Street, Waltham, Massachusetts 02451 USA.Document Number: PMT2243-ENGContents IntroductionAbout This Course . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2Prerequisites . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2Course Design Philosophy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2Using this Book . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2Lessons . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2About the Training Files. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3Windows. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3User Interface Appearance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3Conventions Used in this Book . . . . . . . . . . . . . . . . . . . . . . . . . . . 3Use of Color . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4More SOLIDWORKS Training Resources. . . . . . . . . . . . . . . . . . . . . . 4Local User Groups . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 Lesson 1:Creating a SOLIDWORKS Flow Simulation ProjectObjectives. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5Case Study: Manifold Assembly. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6Problem Description. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6Stages in the Process. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6Model Preparation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7Internal Flow Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7External Flow Analysis. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7Manifold Analysis. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8Lids. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8Lid Thickness . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9Manual Lid Creation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9iContents SOLIDWORKS SimulationiiAdding a Lid to a Part File . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Adding a Lid to an Assembly File . . . . . . . . . . . . . . . . . . . . . . . . 10 Checking the Geometry . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 Internal Fluid Volume. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 Invalid Contacts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 Project Wizard . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 Dependency . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21 Exclude Cavities Without Flow Conditions. . . . . . . . . . . . . . . . . 21 Adiabatic Wall . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 Roughness. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 Computational Domain. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 Mesh . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31 Load Results Option. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31 Monitoring the Solver. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32 Goal Plot Window . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33 Warning Messages . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33 Post-processing. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36 Scaling the Limits of the Legend . . . . . . . . . . . . . . . . . . . . . . . . . 38 Changing Legend Settings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38 Orientation of the Legend, Logarithmic Scale . . . . . . . . . . . . . . . 38 Discussion. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51 Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51 Exercise 1: Air Conditioning Ducting . . . . . . . . . . . . . . . . . . . . . . . . 52Lesson 2:MeshingObjectives. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59Case Study: Chemistry Hood . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60Project Description. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60Computational Mesh. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64Basic Mesh . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64Initial Mesh. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64Geometry Resolution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65Minimum Gap Size. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65Minimum Wall Thickness . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65Result Resolution/Level of Initial Mesh. . . . . . . . . . . . . . . . . . . . . . . 68Manual Global Mesh Settings. . . . . . . . . . . . . . . . . . . . . . . . . . . . 70Control Planes. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83Exercise 2: Square Ducting. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 84Exercise 3: Thin Walled Box . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 91Exercise 4: Heat Sink . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 97Exercise 5: Meshing Valve Assembly . . . . . . . . . . . . . . . . . . . . . . . 102Boundary Conditions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 102SOLIDWORKS Simulation Contents Lesson 3:Thermal AnalysisObjectives. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 103Case Study: Electronics Enclosure. . . . . . . . . . . . . . . . . . . . . . . . . . 104Project Description. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 104Fans. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 111Fan Curves . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 111Derating . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 111Perforated Plates. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 113Free Area Ratio. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 115Discussion. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 119Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 119Exercise 6: Materials with Orthotropic Thermal Conductivity . . . . 120Exercise 7: Electric Wire . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 126Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 132 Lesson 4:External Transient AnalysisObjectives. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 133Case Study: Flow Around a Cylinder. . . . . . . . . . . . . . . . . . . . . . . . 134Problem Description. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 134Stages in the Process. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 135Reynolds Number. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 135External Flow . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 135Transient Analysis. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 137Turbulence Intensity. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 137Solution Adaptive Mesh Refinement . . . . . . . . . . . . . . . . . . . . . . . . 138Two Dimensional Flow. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 138Computational Domain. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 139Calculation Control Options. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 139Finishing. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 140Refinement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 140Solving . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 140Saving. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 140Drag Equation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 142Unsteady Vortex Shedding. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 144Time Animation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 145Discussion. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 149Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 149Exercise 8: Electronics Cooling . . . . . . . . . . . . . . . . . . . . . . . . . . . . 150iiiContents SOLIDWORKS Simulation Lesson 5:Conjugate Heat TransferObjectives. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 161Case Study: Heated Cold Plate. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 162Project Description. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 162Stages in the Process. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 162Conjugate Heat Transfer. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 163Real Gases. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 163Goals Plot in the Solver Window. . . . . . . . . . . . . . . . . . . . . . . . 166Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 168Exercise 9: Heat Exchanger with Multiple Fluids . . . . . . . . . . . . . . 169 Lesson 6:EFD ZoomingObjectives. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 173Case Study: Electronics Enclosure. . . . . . . . . . . . . . . . . . . . . . . . . . 174Project Description. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 174EFD Zooming. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 174EFD Zooming - Computational Domain . . . . . . . . . . . . . . . . . . 177Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 184 Lesson 7:Porous MediaObjectives. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 185Case Study: Catalytic Converter. . . . . . . . . . . . . . . . . . . . . . . . . . . . 186Problem Description. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 186Stages in the Process. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 186Associated Goal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 187Porous Media . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 189Porosity. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 189Permeability Type. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 189Resistance. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 189Matrix and Fluid Heat Exchange . . . . . . . . . . . . . . . . . . . . . . . . 189Specific area . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 189Dummy Bodies. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 192Design Modification. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 197Discussion. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 201Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 201Exercise 10: Channel Flow. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 202 Lesson 8:Rotating Reference FramesObjectives. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 209Rotating Reference Frame . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 210Part 1: Averaging. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 210Case Study: Table Fan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 210Problem Description. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 211Stages in the Process. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 211 ivSOLIDWORKS Simulation ContentsNoise Prediction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 217Broadband Model. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 217Part 2: Sliding Mesh. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 218Case Study: Blower Fan. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 218Problem Description. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 218Tangential Faces of Rotors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 220Time Step . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 223Part 3: Axial Periodicity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 225Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 228Exercise 11: Ceiling Fan. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 229Boundary Conditions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 229Computational Domain. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 230 Lesson 9:Parametric StudyObjectives. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 231Case Study: Piston Valve . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 232Problem Description. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 232Stages in the Process. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 232Parametric Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 233Steady State Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 233Parametric Study. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 235Part 1: Goal Optimization. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 236Input Variable Types . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 237Target Value Dependence Types . . . . . . . . . . . . . . . . . . . . . . . . 238Output Variable Initial Values . . . . . . . . . . . . . . . . . . . . . . . . . . 239Running Optimization Study . . . . . . . . . . . . . . . . . . . . . . . . . . . 239Part 2: Design Scenario. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 243Part 3: Multi parameter Optimization. . . . . . . . . . . . . . . . . . . . . . . . 246Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 250Exercise 12: Variable Geometry Dependent Solution . . . . . . . . . . . 251Boundary Conditions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 252 Lesson 10:Free SurfaceObjectives. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 253Case Study: Water Tank . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 254Problem Description. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 254Free Surface . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 254Volume of Fluid (VOF) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 254Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 261Exercise 13: Water Jet . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 262Theoretical Results. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 268Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 268Exercise 14: Dam-Break Flow . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 269Experimental Data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 275Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 276References. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 276vContents SOLIDWORKS Simulation Lesson 11:CavitationObjectives. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 277Case Study: Cone Valve . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 278Problem Description. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 278Cavitation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 278Discussion. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 281Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 281 Lesson 12:Relative HumidityObjectives. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 283Relative Humidity. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 284Case Study: Cook House . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 284Problem Description. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 284Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 290 Lesson 13:Particle TrajectoryObjectives. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 291Case Study: Hurricane Generator. . . . . . . . . . . . . . . . . . . . . . . . . . . 292Problem Description. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 292Particle Trajectories - Overview. . . . . . . . . . . . . . . . . . . . . . . . . . . . 292Particle Study - Physical Settings. . . . . . . . . . . . . . . . . . . . . . . . 297Particle Study - Wall Condition . . . . . . . . . . . . . . . . . . . . . . . . . 298Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 299Exercise 15: Uniform Flow Stream. . . . . . . . . . . . . . . . . . . . . . . . . 300 Lesson 14:Supersonic FlowObjectives. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 305Supersonic Flow. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 306Case Study: Conical Body . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 306Problem Description. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 306Drag Coefficient. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 307Shock Waves. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 311Discussion. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 312Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 312 Lesson 15:FEA Load TransferObjectives. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 313Case Study: Billboard. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 314Problem Description. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 314Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 318 vi。
英语拒绝言语行为探讨资料
英语拒绝言语行为探讨内容导读：语境的改变,拒绝言语行为的表达方式和交际策略也会不断变化。
在选择拒绝言语行为遵循的语用原则时,本文采纳了索振宇的得体原则。
在得体原则的指导下,本文总结出了直接拒绝策略和间接拒绝策略。
根据得体原则和拒绝言语行为的交际策略,以访谈和电视剧中的拒绝语为语料进行分析,并对其进行归纳总结。
本文的研究对跨文化交际和英拒绝言语行为是人类在生活交往中经常碰到的一种言语行为,是针对对方的请求、邀请、建议或提供之后,说话人所做出的一种“分歧|英语教学论文|作性”选择。
拒绝也被诸多学者定义为对话中“不期待的第二部分”。
布朗和列文森把拒绝言语行为划分为明显的面子威胁行为的种类,因此它的交际策略使用得恰当与否直接影响到交际能否顺利进行以及交际双方关系能否顺利发展。
本文对英语拒绝言语行为进行了系统研究,细致阐述了英语拒绝言语行为的特点、分类以及影响因素。
影响拒绝言语行为的因素是语境,随着语境的改变,拒绝言语行为的表达方式和交际策略也会不断变化。
在选择拒绝言语行为遵循的语用原则时,本文采纳了索振宇的得体原则。
在得体原则的指导下,本文总结出了直接拒绝策略和间接拒绝策略。
根据得体原则和拒绝言语行为的交际策略,以访谈和电视剧中的拒绝语为语料进行分析,并对其进行归纳总结。
本文的研究对跨文化交际和英语教学有一定指导作用,让学生在日常生活中,针对不同的语境能更地道的拒绝他人的请求、邀请、建议和提供,从而达到顺利交际的目的。
作者希望本文能对今后将要进行拒绝言语行为研究的学者有一定的参考价值。
【关键词】：拒绝言语行为交际策略语境得体原则【论文提纲】：•Abstract6-7•摘要7-8•Contents8-10•ChapterOneIntroduction10-12• 1.1PurposeandSignificanceoftheResearch10• 1.2ObjectsandMethodsoftheResearch10-11• 1.3OutlineoftheResearch11-12•ChapterTwoABriefIntroductiontoSpeechActTheory12-16• 2.1BackgroundofSpeechActTheory12• 2.2AnOverviewofSpeechActTheory12-16• 2.2.1Austin'-142.2.2.2IntroductionofIndirectSpeechTheory14-152.2.2.3FelicityConditionsforImplementingSpeechAct15-16ChapterThreeAnOverviewofRefusalSpeechAct16-243.1PreviousStudiesonRefusalSpeechAct16-183.2TheDefinitionandCharacteristicsofRefusalSpeechAct18-193.3TheCategorizationsofRefusalSpeechAct193.4InfluencinsContributiontoSpeechActTheory12-13• 2.2.2Searle'sDevelopmentofSpeechActTheory13-16• 2.2.2.1ClassificationsofSpeechAct13-14• 2.2.2.2IntroductionofIndirectSpeechTheory14-15• 2.2.2.3FelicityConditionsforImplementingSpeechAct15-16 •ChapterThreeAnOverviewofRefusalSpeechAct16-24• 3.1PreviousStudiesonRefusalSpeechAct16-18• 3.2TheDefinitionandCharacteristicsofRefusalSpeechAct18-19• 3.3TheCategorizationsofRefusalSpeechAct19• 3.4InfluencingFactorsonRefusalSpeechAct19-24• 3.4.1Co-textFactorsontheRefusals20-21• 3.4.2ContextofSituationontheRefusals21-24 •ChapterFourPragmaticPrincipleandCommunicationStrategiesofEnglis hRefusalSpeechAct24-35• 4.1PragmaticPrincipleofEnglishRefusalSpeechAct24-28• 4.1.1RefusalsandTactPrinciple25-28• 4.1.1.1PolitenessMaxim25-27• 4.1.1.2HumorMaxim27• 4.1.1.3RestraintMaxim27-28• 4.2CommunicationStrategiesofEnglion52-545.2.4RefusalsofOffer54-575.3Summary57-61ChapterSixConclusion61-63Bibliography63-66Acknowledgements66上一页 1 2 3shRefusalSpeechAct28-35• 4.2.1DirectRefusalStrategies28-30• 4.2.2IndirectRefusalStrategies30-35 •ChapterFivePragmaticAnalysisofEnglishRefusalSpeechActs35-61 • 5.1EnglishRefusalSpeechActsinInterviews35-46• 5.1.1TheFeatureofInterview35• 5.1.2RefusalsofRequest35-45• 5.1.3RefusalsofSuggestion45-46• 5.2EnglishRefusalSpeechActsinTVSeries46-57• 5.2.1RefusalsofRequest46-49• 5.2.2RefusalsofInvitation49-52• 5.2.3RefusalsofSuggestion52-54• 5.2.4RefusalsofOffer54-57• 5.3Summary57-61•ChapterSixConclusion61-63•Bibliography63-66•Acknowledgements66。
常用商务英语缩写
常用商务英语缩写 1 C&F(cost&freight)成本加运费价T/T(telegraphic transfer)电汇付款交单 4 D/A (document against acceptance)承兑交单(certificate of origin)一般原产地证普惠制7 CTN/CTNS(carton/cartons)纸箱只、个、支等9 DL/DLS(dollar/dollars)美元10 DOZ/DZ(dozen)打11 PKG(package)一包，一捆，一扎，一件等12 WT(weight)13 .(gross weight)毛重14 .(net weight)净重declaration)报关单16 EA(each)每个，各17 W (with)具有w/o(without)没有19 FAC(facsimile)传真20 IMP(import)进口EXP（export）出口22 MAX (maximum)最大的、最大限度的(minimum)最小的，最低限度24 M 或MED (medium)中等，中级的M/V（merchant vessel）商船26 (steamship)船运27 MT或ton)公吨28 DOC (document)文件、单据29 INT（international国际的30 P/L (packing list)装箱单、明细表31 INV (invoice)票32 PCT (percent)百分比33 REF （reference）参考、查价34（express mail special）特快传递35 STL.(style)型36 T或LTX或TX(telex)电传37 RMB（renminbi）人民币38（shipping marks）装船标记39 PR或PRC(price) 价格(purchase)购买、购货41 S/C（sales contract）销售确认书42（letter of credit）信用证43 B/L （bill of lading）提单44（free on board）离岸价45 CIF （cost,insurance&freight保险加运费价BA bank acceptance 银行承兑汇票bal. balance 余额、差额banky. bankruptcy 破产、倒闭Bat battery 电池. bearer bond 不记名债券., B/B bill book 出纳簿B/B bill bought 买入票据、买入汇票b&b bed & breakfast 住宿费和早餐费. blind copy 密送的副本BC buyer credit 买方信贷B/C bills for collection 托收汇票. bank clearing 银行清算b/d brought down 转下页Bd. bond 债券B/D bills discounted 已贴现票据B/D bank draft 银行汇票both dates inclusive, both days inclusive 包括头尾两天B/E bill of entry 报关单., B/E bill of exchange 汇票BEP breakeven point 保本点、盈亏临界点b/f brought forward 承前BF bonded factory 保税工厂Bfcy. Beneficiary 受益人B/G, b/g bonded goods 保税货物BHC Bank Holding Company 银行控股公司BIS Bank of International Settlements 国际清算银行bit binary digit 两位数Bk. bank 银行Bk. book 帐册., B/L bill of lading 提货单B/L original bill of lading original 提货单正本bldg. building 大厦BMP bank master policy 银行统一保险BN bank note 钞票BO branch office 分支营业处BO buyer’s option 买者选择交割期的远期合同BOM beginning of month 月初bill of materials 用料清单BOO build-operate-own 建造—运营—拥有BOOM build-operate-own-maintain 建造—运营—拥有—维护BOOT build-operate-own- transfer 建造—运营—拥有—转让 balance of payments 收支差额BOT balance of trade 贸易余额BOY beginning of year 年初., B/P bills payable 应付票据Br. branch 分支机构BR bank rate 银行贴现率., B/R bills receivable 应收票据Brok. broker or brokerage 经纪人或经纪人佣金., BS, B/S balance sheet 资产负债表B/S bill of sales 卖据、出货单B share B share B 股bank telegraphic transfer 银行电汇BV book value 票面价值c. cents 分C cash; coupon; currency 现金、息票、通货C centigrade 摄氏（温度）C. A. chartered accountant; chief accountant 特许会计师、主任（主管）会计师C. A. commercial agent 商业代理、代理商C. A. consumers’ association 消费者协会C/A capital account 资本帐户C/A current account 往来帐C/A current assets 流动资产C. A. D cash against documnet 交单付款can. cancelled 注销cap. capital 资本CAPM capital asset pricing model 固定资产计价模式C. A. S. cost accounting standards 成本会计标准c. b., C. B. cash book 现金簿CBD cash before delivery 先付款后交货C. C. cashier’s check 银行本票C. C contra credit 贷方对销c/d carried down 过次页、结转下期CD certificate of deposit 存单c/f carry forward 过次页、结转CG capital gain 资本利得CG capital goods 生产资料、资本货物C. H. custom house 海关C. H. clearing house 票据交换所Chgs charges 费用Chq. cheque 支票C/I certificate of insurance 保险凭证CIA certified internal auditor 注册内部审计员c. i. f. , C. I. F. cost, insurance and freight 到岸价，货价+保险+运费C. I. T. comprehensive income tax 综合所得税Ck. check 支票C. L. call loan 短期拆放C / L current liabilities 流动负债C. M. A. certificed management accountant 注册管理会计师CMEA, Comecon Council for Mutual Economic Assistance 经济互助委员会CML capital market line 资本市场线性CMO Collateralised Mortgage Obligations 担保抵押贷款债务CMV current market value 现时市场价值CN consignment note 铁路运单CN credit note 贷方通知书c/o carried over 结转后期C. O., C/O cash order 现金汇票、现金订货C. O. certificate of origin 产地证明书Co. company 公司COBOL Common Business Oriented Language 通用商业语言CoCom Coordinating Committee for Multilateral Export Controls 多边出口控制协调委员会c. o. d, C. O. D. cash on delivery 货到付款Col. column 帐栏Coll. collateral 担保、抵押物Coll. collection 托收Com.; comm. commission 佣金cont. container 集装箱cont., contr. contract 契约、合同conv., cv., cvt. convertible 可转换的、可兑换的Cor. corpus 本金Cor. correspodent 代理行Corp. corporation 公司CP. commercial paper 商业票据C. P. A certified Public Accountant 注册公共会计师CPB China Patent Bureau 中国专利局CPI consumer price index 消费者价格指数CPM cost per thousand 每一千个为单位的成本CPP current purchasing power 现行购买力Cps. coupons 息票CPT carriage paid to 运费付至......C/R company’s risk 企业风险Cr. credit 贷记、贷方CR carrier’s risk 承运人风险CR current rate 当日汇率、现行汇率CR cash receipts 现金收入CR class rate 分级运费率CS civil servant; civil service 公务员、文职机关CS convertible securities 可转换证券C. S. capital stock 股本CSI customer satisfaction index 顾客满意指数csk. cask 木桶CT corporate treasurer 公司财务主管CT cable transfer 电汇ct crate 板条箱ctge cartage 货运费、搬运费、车费Cts. cents 分CTT capital transfer tax 资本转移税cu cubic 立方CU customs unions 关税联盟cu. cm. cubic centimeter 立方厘米cu. in. cubic inch 立方英寸cu. m. cubic meter 立方米cu. yd. cubic yard 立方码cum. pref. cumulative preference (share) 累积优先（股）cur. curr. current 本月、当月CV convertible security 可转换债券CVD countervailing duties 抵消关税、反倾销税. P. analysis Cost Volume Profit analysis 本---量---利分析C. W. O. cash with order 订货付款Cy. currency 货币CY calendar year 日历年CY container 整装货柜CY container yard 货柜堆场、货柜集散场D degree; draft 度、汇票D/A deposit account 存款帐户D/A document against acceptance 承兑交单d/a days after acceptance 承兑后......日（付款）D. A. debit advice 欠款报单D. B day book 日记帐、流水帐DB method declining balance (depreciation) method 递减余额折旧法D. C. F. method discounted cash flow method 现金流量贴现法D/D documentary draft 跟单汇票D. D.; D/D demand draft 即期汇票D/d; d/d days after date 出票后......日(付款)d. d. dry dock 干船坞DDB method double declining balance (depreciation) method 双倍递减余额折旧法D. D. D deadline delivery date 交易最后日期def. deficit 赤字、亏损dem. demurrage 滞期费Depr. depreciation 折旧d. f; D. F.; d. frt. dead freight 空舱费D. G dangerous goods 危险货物diff. difference 差额Dis. discount 折扣、贴现dish’d; dishd dishonored 不名誉、拒付D. I. T double income-tax(relief) 双重所得税（免征）div.; divd dividend 红利、股息D-J Dow Jones & Co. 美国道—琼斯公司DJIA Dow Jones Industrial Average (Stock Index) 道—琼斯工业股票指数DJTA Dow Jones Transportation Average 道—琼斯运输平均数DJUA Dow Jones Utility Average 道—琼斯公用事业平均数DK Don’t know 不知道DL direct loan 直接贷款DL discretionary limit 无条件限制DLD deadline date 最后时限Dls. ; Dol(s); Doll(s) dollars 元DM Deutsche Mark; D-mark; Deutschmark; 德国马克DMCs developing member countries 发展中国家DN date number 日期号DN; D/N debit note 借记通知单DNR do not reduce 不减少do.; dto. ditto 同上、同前D/O delivery order 发货单Doc(s) documents 凭证、单据、文件doc. att. documents attached 附单据、附件Doc. code document code 凭证（单据）编号D. O. G. days of grace 宽限日数DOR date of request 要求日DP; D/P document against payment 交单付款DPI disposable personal income 个人可支配收入DPOB date and place of birth 出生时间和地点DPP damp proofing 防潮的Dr. debit 借记、借方D. R.; DR discount rate 贴现率、折扣率Dr debtor 债务人DR deposit receipt 存单、存款收据dr. drawer 借方DS; d/s days after sight(days’ sight) 见票后.......日(付款) ds.; d’s days 日dstn. destination 日的地(港)DTC Deposit taking company 接受存款公司DTC Deposit Trust Company 储蓄信托公司dup.; dupl.; dupte. duplicate 副本DVP delivery versus payment 付款交货dy.; d/y day; delivery 日、交货dz dozen 一打- f feet 英尺F dealt in flat 无息交易的f. following (page) 接下页f. fairs 定期集市F. A. face amount 票面金额F. A. fixed assets 固定资产F. A freight agent 货运代理行FA free alongside 启运港船边交货FABB Fellow of the British Association of Accountants and Auditors 英国会计师和审计师协会会员FAC facility 设施、设备fast as can 尽快FACT factor analysis chart technique 因素分析图解法fad. free delivery (discharge, dispatch) 免费送货F. A. F. free at factory 工厂交货FAIA Fellow of the Association of International Accountants 国际会计协会会员F. A. Q fair average quality （货品）中等平均质量F. A. S. free alongside ship 发运地船边交货价FASB Financial Accounting Standards Boards 财务会计标准委员会FAT fixed asset transfer 固定资产转移FAT factory acceptance test 工厂验收试验FB foreign bank 外国银行F. B. E. foreign bill of exchange 外国汇票F. C. fixed capital 固定资本F. C. fixed charges 固定费用F. C. future contract 远期合同fc. franc 法郎FCA Fellow of the Institute of Chartered Accountants 特许会计师学会会员FCG foreign currency guarantee 外币担保FCL full container load 整货柜装载FCL/LCL full container load/less (than)full container load 整装/分卸FCR forwarder’s cargo receipt 货运代理行收据FCT forwarding agent’s certificate of transport 货运代理行领货证fd. fund 资金FDB method fixed rate on declining balance method 定率递减余额折旧法FDI foreign direct investment 外商直接投资FDIC Federal Deposit Insurance Corporation 联邦储蓄保险公司FE foreign exchange 外汇FE future exchange 远期外汇FF French franc 法国法郎fib free into barge 驳船上的交货价FIBC financial institution buyer credit policy 金融机构买方信贷险FIFO first in, first out 先进先出法fin. stadg.(stndg.) financial standing 资信状况fin. stat. (F/S) financial statement 财务报表. financial year 财政年度FINA following items not available 以下项目不可获得FIO free in and out 自由进出F. I. T free of income tax 免交所得税fl. florin 盾FLG finance lease guarantee 金融租赁担保flt. flat 无利息FMV fair market value 合理市价FO free out 包括卸货费在内的运费fo. folio 对折、页码FOB free on board （启运港）船上交货、离岸价格FOB airport FOB airport (启运）机场交货（价）FOBST free on board stowed and trimming 包括清理及平仓的离岸价格free of charge 免费FOCUS Financial and Operations Combined Uniform Single Report 财务经营综合报告FOK fill or kill 要么买进或卖出，要么取消FOR free on rail (or road) 铁路或（公路）上交货价for’d., fwd forward; forwarded 转递FOREX foreign exchange 外汇FOS free on steamer 蒸汽船上交货（价）FOUO for official use only 仅用于公事FOW, f. o. w. free on wagon （启运站）火车上交货（价）FOX Futures and Options Exchange 期货和期权交易所FP floating policy 浮动政策FP fully paid 已全付的FRA forward rate agreement 远期利率协议FRCD floating rate certificate of deposit 浮动利率存单frt., frgt. forward 期货、远期合约free case no charge for case 免费事例FREF fixed rate export finance 固定利率出口融资frt. & grat. freight and gratuity 运费及酬金Frt. fwd freight forward 运费待付Frt. ppd freight prepaid 运费已付FS final settlement 最后结算FSR feasibility study report 可行性研究报告FTW free trade wharf 码头交易FTZ free trade zone 自由贸易区fut. futures 期货、将来FV face value 面值FVA fair value accounting 合理价值法FWD forward (exchange) contract 远期合约. foreign exchange 外汇FX broker foreign exchange broker 外汇经纪人fxd fixed 固定的FXRN fixed rate note 定息票据FY fiscal year (financial year) 财政（务）年度fy. pd. fully paid 全部付讫FYI for your information 供您参考--作者：JIMMY --发布时间：2005-7-8 12:35:22 -- E. exchange; export 交易所、输出 E. & O. E. errors and omissions excepted 如有错漏，可加更正 except as otherwise noted 除非另有说明EAT earnings after tax 税后收益EB ex budgetary 预算外EBIT earnings before interest and tax 扣除利息和税金前收益EBS Electronic Broking Service 电子经纪服务系统EBT earning before taxation 税前盈利EC European Community; European Commission 欧洲共同体、欧洲委员会EC export credit 出口信贷EC error corrected 错误更正Ec. exempli causa 例如Ec. ex coupon 无息票ECA export credit agency 出口信贷机构ECAFE Economic Commission for Asia and the Far East 亚洲及远东经济委员会ECE Economic Commission for Europe 欧洲经济委员会ECG Export Credit Guarantee 出口信用担保ECI export credit insurance 出口信用保险ECR export credit refinancing 出口信贷再融资ECT estimated completion time 估计竣工时间ECU European Currency Unit 欧洲货币单位E/D export declaration 出口申报单ED ex dividend 无红利、除息、股利除外EDD estimated delivery date 预计交割日EDI electronic data interchange 电子数据交换EDOC effective date of change 有效更改日期EDP Electronic Data Processing 电子数据自理E. E.; errors excepted 如有错误，可加更正EERI Effective Exchange Rate Indexes of Hong Kong 港汇指数EET East European Time 东欧时间EF export finance 出口融资EF Exchange Fund 外汇基金EFT electronic funds transfer 电子资金转帐EFTA European Free Trade Area (Association) 欧洲自由贸易区（协会）EGM Extraordinary Genaral Meeting 特别股东大会EIB Export-Import Bank 进出口银行EIL WB Economic Integration Loan 世界银行经济一体化贷款EL export license 出口许可证ELI extra low impurity 极少杂质EMF European Monetary Fund 欧洲货币基金EMIP equivalent mean investment period 等值平均投资期EMP end-of month payment 月末付款EMP European main ports 欧洲主要港口EMS European Monetary System 欧洲货币体系EMS express mail service 邮政特快专递EMU European Monetary Union 欧洲货币联盟enc enclosed 停业encl(s). enclosure 附件encd. enclosed 附件End. ; end. endorsement 背书Entd. entered 登记人EOA effective on or about 大约在.......生效EOD every other day 每隔一日EOE European Options Exchange 欧洲期权交易EOM end of month 月底EOQ economic order quantity 最底订货量EOS end of season 季末EOU export-oriented unit 出口型单位EOY end of year 年终EPD earliest possible date 最早可能日期EPN export promissory note 出口汇票EPOS electronic point of sale 电子销售点EPR earnings price ratio 收益价格比率EPR effective protection rate 有效保护率EPS earnings per share 每股收益额、每股盈利额 E. P. T excessprofit tax 超额利润税EPVI excess present value index 超现值指数EPZ export processing zone 出口加工区ERM exchange rate mechanism 汇率机制ERS Export Refinance Scheme 出口再融资计划ESOP Employee Stock Ownership Plan 职工持股计划Est. estate 财产、遗产EST Eastern Standard Time 美国东部标准时间et seq. et sequents 以下ETA estimated time of arrival 预计到达时间ETD estimated tiem of departure 预计出发时间ETDZ Economic and Technological Development Zone 经济技术开发区ETLT equal to or less than 等于或少于ETS estimated time of sailing 预计启航时间EU European Union 欧盟EUA European Units of Account 欧洲记帐单位ex.;exch exchange 汇兑、况换excl. exclusive 另外、不在内ex cont.from contract 从合同ex cp. ex coupon 无息票ex div. ex dividend 无股息Exp. export 出口Extd. extend 展期EXW ex works 工厂交货价商务英语：集装箱术语缩写时间：2005-06-06 18:08 本网LCL LessThan ContainerLoad拼箱40 HC 40 H igh Cubic 40柜40 HR F 40 H igh Refrigerator 40冻柜GeneralCargo普通柜Sem i Hazardous半危险品H azardous危险品O／T O penTop开顶柜F R Flatrack R efrigerator冻柜CY ContainerYard集装箱堆场CFS ContainerFreightStation集装箱处理站TEU Twenty feet Equivalent Units 20尺集装箱FEU Forty feetE quivalent Units 40尺集装箱A／W All Water全水路（主要指由美国西岸中转至东岸或内陆点的货物的运输方式）M LB M iniLand Bridge迷你大陆桥（主要指由美国西岸中转至东岸或内陆点的货物的运输方式）外企公司常用缩写：1、RGDS: Regards2、TKS: Thanks3、ASAP: As soon as posible 越快越好4、BTW: By the way 顺便说一下5、FW: Foward 提出6、COD: Code of conduct 公司行为规范准则7、OL: Office lady 办公室女职员8、EG: For example9、FYI: For you information 意思是不管你的事，你看一下就好了10、ETC: Estimated time of complete 预计完成时间11、ETS: Estimated time of shipping 预计船期12、NG: No good 不合格13、FNG: Fucking new guy 常指把事情搞得一团糟的新员工14、CC: Carbon copy 抄送差额c/- (or c/s)---------------cases 箱bar. or 桶; 琵琶桶ca.; c/s; or cases 箱. clause---------------Both to blame collision clause 船舶互撞条款 C/D--------------cash against documents 付款交单B/C-------------------------Bills for collection 托收单据取消 ; 注销Christ 公元前，Assurance, Freightdown 转下(= 成本加保费. 运费价draft 银行汇票, cancelled，cancellation取消 ; 注销Bill----------------------Discounted 贴现票据取消 ; 注销dates inclusive 包括首尾两日商品目录bdle. ; 把; 捆C/B------------------------clean bill 光票. ; B/E ; B. of Exchange 汇票before delivery 先付款后交单forward 接下页centimetre 立方厘米；立方公分B/G-----------------------Bonded goods 保税货物copy 复写纸；副本（指复写纸复印的）bg. ; b/s-----------------bag(s) 袋of Commerce 商会银行业务Commodity Inspection Bureau 中国商品检验局篮; 筐C/d------------------------carried down 转下bl.; (s) 包cent-----------------------centum(L.) 一百Blading-------------------Bill of Lading 提单Cert. ; ; certified 证明书; 证明大厦feet 立方英尺B/L Bill of Lading 提单C/f------------------------Carried forward 接后; 结转 (下页 ) 包 , barrels 桶商议; Compare 比较bot. ; bott. ; btl--------bottle 瓶C.& and Freight 成本加运费价格商标; 牌CFS; Freight Station 集装箱中转站; 货运站破碎公毫桶 ; 琵琶桶's proportion of General Average 共同海损分摊额b/s-----------------------bags; bales 袋 ; 包货物Bs/L----------------------Bills of Lading 提单 (复数)费用瓶支票蒲式耳of Insurance 保险凭证;箱Consular Invoice 领事发票; 领事签证箱 (复数), 盒 (复数)lnsurance Freight 成本.保险费加运费价格& lnsurance Freight & Commission 成本. 保险费加运费，佣金价格(L) , panny or pence 便士& Insurance Freight & Exchange 成本. 保险费 . 运费加汇费的价格D/A---------------------Document against Acceptance 承兑交单& I-----------------Cost Insurance Freight & Interest 成本. 保险费. 运费加利息的价格d/a---------------------days. after acceptance 承兑后若干天 (交款)in Order; Cash with order 订货时付款. ，D/D--------------Demand draft 即期汇票;Delivered at docks 码头交货桶D/d---------------------documentary draft 跟单汇单; clause 级; 条款; 项十二月CLP------------------------Container Load Plan 集装箱装箱单deld--------------------delivered 交付cm-------------------------centimetre 厘米; 公分交付; 交货cm2------------------------square centimetre 平方厘米; 平方公分部; 股; 处cm3------------------------cubic centimetre 立方厘米; 立方公分目的港;目的地CMB------------------------国际公路货物运输条约D/f---------------------dead freight 空舱费CMI------------------------Comit'e Maritime International 国际海事委员会汇票c/n------------------------cover note 暂保单; 预保单直径CNC------------------------新集装箱运输差额; 差异公司dis. , disc't-----------discount 贴现; 折扣; 贴现息c/o------------------------care of 转交dls. ; 元C/O ; of origin 产地证明书Dmge--------------------Damage 损坏, on delivery or Collection delivery 货到付款目的港; 目的地COFC-----------------------Container on Flat Car 平板车装运集装箱D/N---------------------debit note 欠款账单佣金单据invoice 领事签证发票doc. attached 附单据; 附证件Cont. ; 合同; 合约dols. ; 元FCL---------------Full Container Load 整箱货[广告] 福步学堂考试,考验你熟悉论坛的程度>>>LAURALU注册会员P r o d u c t s M a r k e t s状态离线#2发表于 2005-6-20 16:29 资料个人空间个人短信加为好友只看该作者FCL---------------Full Container Load 整箱货ETFL----------------expected time of finishing loading 预计装完时间. & of capture and seizure clause 战争险不保条款ex------------------per or out of 搭乘例如除外；example 例子;样本Feb---------------February 二月Exch----------------exchange 兑换；汇兑from alongside 船边交货价or excluding 除外； from general average 共同海损不赔ex． interest 无利息instance 例如；free in 船方不负担装船费出口数字费用in and out 船方不负担装卸费特别的；额外的in, out and stowed 船方不负担装卸费及理舱费in, out, stowed and trimmed 船方不负担装卸费.理舱费及平舱费克；公分in wagon 承运人不负担装入货车费．； G/A-------------General Average 共同海损（保险用语） ounce 液唡加仑F/O---------------in favor of 交付给…；以…为受益人货物out 船方不负担卸货费克；公分on aircraft 飞机上交货价。
Analysis_of_Common_Law_in_the_Perspective_of_Compa
Research on Literary and Art Development2022, VOL. 3, NO. 4, 62-65DOI: 10.47297/wsprolaadWSP2634-786513.20220304Analysis of Common Law in the Perspective of Comparative Legal CultureKaigong Zhang1, Qingyang Zhang21College of literature and Media, Dongguan University of Technology, Dongguan 5238082Shenzhen Youyuanxiang Cultural communication Co.,Ltd,Shenzhen 518000ABSTRACTCommon law systems have always been an important source of referencein Western law, and are an important force in legal civilization. Comparedwith other European countries and continental laws, the laws of commonlaw countries have a longer historical background and continuity, andreflect the interaction and connection between law, freedom and rights intheir legal connotation, and their legal procedures pay more attention toexperience and practical performance, reflecting the kernel thatinstitutions take precedence over justice. China should reasonably studythe common law, study it in depth and systematically, understand the lifeof common law from the historical perspective, explain the spirit ofcommon law from the ideological perspective, explore the mechanism ofcommon law from the institutional perspective, and analyze thesignificance of common law from the theoretical perspective, all of whichare very valuable.KEYWORDSComparative Law; Common Law; Cultural Perspective1 IntroductionWestern legal civilization has a long history and has had a significant impact on the modern world in the process of human legal civilization. One of the two major legal systems in the West is the common law system. Besides making great contributions to Western legal civilization, many of its ideas and systems, principles and ideals, theories and doctrines, methods and procedures have also had a significant impact on the development of human legal civilization. An in-depth study of the historical practices, operational mechanisms, legal systems and cultural branches of the common law system will help enhance Chinese legal theory, strengthen the understanding of common law, and promote the development of the rule of law in China.2 Continuity of LawHaving continuity is a characteristic of common law. This tradition not only adapted to the social evolution of England in the Middle Ages and overcame many obstacles, but also withstood the impact of social modernity and has been able to continue without historical interruption and has a strong vitality. In Britain, the judicial acts of the courts played an important role in the creation, development and unification of the legal system, while the legal system itself played an important role in the administration and unification of politics.Academics have different opinions on whether English law has been modernized. English lawResearch on Literary and Art Development63 seems to lack the modern formal rationality and the temperament of modern law, but, rather than undergoing a fundamental transformation, English law has successfully adapted to contemporary economic, political and social developments in Britain, and has not impeded the modernization of Britain.With the foreign colonial expansion of the British Empire, English law was all over the place, and many countries follow it to this day. At least one-third of the world's population currently resides in countries or regions that have adopted or are heavily influenced by this legal system.In the 20th century, the economic crisis forced the United States to abandon legal formalism and instead support substantive, logical legislation, which led to Roosevelt's New Deal. After that, U.S.-centered legal realism dominated the country for some time. The civil rights movement came into full swing in the 1960s with demands for "equality between blacks and whites" and "equal rights for men and women“. In response to these movements, U.S. law strengthened the protection of civil rights.Since the United States began to embark on the path of neoliberalism, there have been significant changes in the way law has developed. American law during this period was dominated by a new formalism of public law and a policy analysis approach to assessing competing interests. Thereafter, with the deepening of economic and legal globalization, American law spread rapidly around the world and quickly overtook the influence of English law, plundering the legal reforms of developing countries such as the Soviet Union and Eastern Europe, encroaching on a large part of the territory of civil law systems, and influencing the legal development of the European Union and its member states. As a result, both the common law system and the international legal system underwent significant changes. From isolated colonies and small island governments, the United Kingdom and the United States eventually merged into a single superpower, and hegemonic states of the international system emerged one after another, which is why the common law systems have received so much attention in recent years.3 The Exploration of Law, Freedom and RightsSeparation of powers and balances of powers are the primary features of the Anglo-American constitutional structure. In Britain, the legislative, executive, and judicial branches of government were operating under a system of mutual checks and balances. Of course, the British government at that time adopted a functional model of separation of powers within the government, and the separation of powers in terms of structure was not obvious. However, this did not prevent them from each performing their respective duties. Parliament has had supreme power since the 19th century, and although not technically bound, there is a clear binding link between the upper and lower houses of Parliament. Since Britain's accession, the principle of legislative supremacy has been limited by the EC. The common law is a set of principles, whereas according to general jurisprudence, legislation merely creates rules. According to general jurisprudence, principles are fundamental in nature and relate to the direction of values. On the other hand, rules are usually specific to certain issues and have the essence of expediency; they cannot be modified or dictated at will. When there is a contradiction between the two, principles take precedence. Moreover, the English king has only symbolic constraints on the legislative, executive and judicial branches of government.The second characteristic of Anglo-American constitutionalism is its emphasis on individual rights and liberties. In Britain, there is no stand-alone written constitution, or even a single constitutional area, and common law rules apply to constitutional matters such as civil rights and liberties. Due to this, many historical charters of rights were included in the general defiance ofKaigong Zhang and Qingyang Zhang 64wealthy aristocrats to gain additional freedoms and privileges. As the demand for civil rights and liberties grew, the rights of minorities in particular became increasingly important. At the same time, the British government was under increasing pressure as social values tended to diversify and demands for rights and liberties grew, and demands for relief and protection were made. All of this pointed to the incompatibility of conventional procedures for the protection of civil rights and liberties, which led to the adoption of the Human Rights Act in 1998, giving substance and clarity to the rights and liberties of British citizens. This was a key turning point in the development of the British Constitution. As a result of the ratification and implementation of this fundamental document, the protection of the rights and freedoms of the individual in the UK has developed in a new way.A developed civil society is the third key aspect of British and American constitutionalism. In England, the emergence of the third class and its participation in politics in the late Middle Ages contributed to the development of representative democracy, and the ongoing Charter movement contributed to the expansion of civil rights and liberties.4 The Orientation on ProcedureCommon law places more emphasis on procedure than civil law. The English Magna Carta era was the period when the concept of legal process first emerged. Indeed, writ actions are very similar to the initial development of English common law. A party must first request a writ from a judge in order to affirm and defend his or her substantive rights. Such a writ was the "official proof" of the commencement of the remedy of legal proceedings. In the early stages of the development of English law, procedural law was hidden in the substantive law. Only recently has the English Bill of Rights been passed, guaranteeing jury trials, legal representation, and public trials. In common law, procedural errors made in the enactment, implementation and administration of legislation often resulted in the invalidation of its substantive provisions. But many of these errors have improved with development.The importance of procedure is reflected in the adversarial trial process used in common law. It is a favorable situation. Through "cross-examination," the parties clarify the facts of the case; the jury decides what is "true" and the judge simply applies the law to the facts. The judge plays a direct role in revealing the truth. The defendant's "confession" and the facts verified by the parties are used only as a reference for the court. Finally, the horizontal relationship of equality between the parties in Britain and the United States represents an individualistic legal culture, while in Europe, the vertical relationship of inequality between the plaintiff and the defendant reflects a nationalistic legal culture.5 Focus on Experience and the IndividualCommon law places more emphasis on experience. First, the common law is the result of practical development, rather than the product of some illogical reasoning. Most of the concepts and categories of property, contract and tort law "developed" from the ancient primitive writ, given that this type of litigation still has an impact on common law. Second, in contrast to the rational design-based codified law of the continental countries, case law, which adheres to the principle of precedent, is characterized by the function and development of traditional empiricism. Finally, the evolution of the British and American constitutionalism is the result of experience rather than rational design. For example, experience led to the dilution of the British royal power, the formation of the principle of parliamentary supremacy, and the emergence of cabinet responsibility. In65 Research on Literary and Art Developmentaddition, empiricism is clearly reflected in the definition and adjustment of federal and state governmental powers, the basis for judicial review, and the progressive development of civil rights in the United States.6 ConclusionIn sum, the above evidence suggests that, despite the apparent breadth and richness of Chinese common law studies, most of them are still limited to the direct introduction and restatement of proverbs and quotations. Therefore, it is imperative for Chinese jurisprudence to conduct an in-depth and methodical study of common law, to understand it from a historical perspective, to explain it from a conceptual perspective, to discover it from an institutional perspective, to analyze it from a theoretical perspective, to evaluate it from a practical perspective, to draw experiences and lessons from Western and global legal civilization, to discover its mechanisms, to fully learn the useful parts of it, to remove its dross and absorb the essence, so as to help China's law to develop fully.About the AuthorKaigong Zhang (1974-08), Male, Han, Dongguan City, Guangdong Province, Double Bachelor, Lecturer, International Law, College of literature and Media, Dongguan University of Technology.Qingyang Zhang (2001-05), Female, Han, Luoyang City, Henan Province, Intercultural communication. References[1] Gao Hongjun. Common Law in Comparative Legal Culture Perspective [J]. Legal Culture Studies, 2020(01):41-59.[2] Han Wenzhu. A Comparative Analysis of Chinese and Western Legal Systems and Reflections from the Analysis ofHot Cases[J]. Law and Society, 2015(26): 1-4.[3] Gao Hongjun. Common Law from the Perspective of Comparative Legal Culture[J]. Chinese and Foreign Law, 2012,24(03): 445-461.。
班组长常用工作英文缩写
常用工作英文缩写●红色：应知应会（理解含义,挑选讲解常用）●黑色（可知可会）●穿插管理知识和背景知识（课中要求的必须会，闭卷考试）LOTO: lock out- tag outTB: turn backFTB: field turn back5M1E：Man、Machine、Material、Environment、Measure、Method、人、机、料、环、法、测(鱼骨图)5W1H：Why、What、Who、When、Where、How 为何/做什么/谁做/时间/地点/如何做BOM：物料清单（Bill Of Material）6S：Seiri、Seiton、Seiso、Seiketsu、Shitsuke、Safety 整理、整顿、清扫、清洁、素养、安全+ 节约7SAPQP：Advanced Product Quality Planning产品质量先期策划BPR：企业流程再造（Business Process Reengineering）BTF：计划生产（Build To Forecast）BTO：订单生产（Build To Order）CP：Control Plan 控制计划CPM：要径法（Critical Path Method）项目管理/时间管理Description:品名Decision ：决策、判定Description ：描述Device：装置Do：执行Equipment：设备EMC：电磁相容（Electric Magnetic Capability）Equipment Variation：设备变异FA: Failure Analysis：失效分析Fatigue：疲劳肥体格FIFO：First in, First out先进先出FMEA：Potential Failure Mode and Effects Analysis 潜在失效模式及后果分FMS：弹性制造系统（Flexible Manufacture System）定制化、非标FPY: First-Pass Yield （第一次通过）合格率Gauge system 测量系统Grade 等级Histogram: 直方图 20/80Improvement: 改善Initial review: 先期审查Measurement: 测量Median 中位数Occurrence: 发生率Operation Instruction: 作业指导书Organization: 组织Parto 柏拉图Policy 方针Population 群体Practice 实务(践)Prevention 预防Probability 机率Process capability analysis 制程能力分析（图）Projects 项目Quality manual 品质手册Random experiment 随机试验Repair 返修Repeatability 再现性Reproducibility 再生性Responsibilities 职责Review 评审Rework返工Rolled yield 直通率RPN: Risk Priority Number 风险系数失效模式分析Scrap 报废Size 规格SOP: Standard Operation Procedure 标准作业书Specification 规范Standard Deviation 标准差Sum of squares 平方和Traceability 追溯Training 培训UCL: Upper Control Limit 管制（控制）上限USL: Upper Size Limit 规格上限Validation 确认Variable 计量值Verification 验证Version 版本VOC: Voice of Customer 客户需求AOD：Accept On Deviation 特采UAI Use As It 特采DIM：Dimension 尺寸N：Number 样品数GS：General Specification 一般规格ISO：国际标准组织（International Organization for Standardization）JIT：Just In Time准时（交货）MO：制令（Manufacture Order）MRO：请修（购）单（Maintenance Repair Operation）ODM：委托设计与制造（Original Design & Manufacture）OEM：委托代工（Original Equipment Manufacture）PDCA：Plan、Do、Check、Action 策划、实施、检查、处置PFC：Process Flow Chart过程流程图PMC：Production & Material Control 生产和物料控制PCs Pieces 个(根,块等)PRS：Pairs 双(对等)CTN：Carton 卡通箱PAL：Pallet/skid 栈板D/C：Date Code 生产日期码SWR ：Special Work Request 特殊工作需求L/N ：Lot Number 批号P/N：Part Number 料号N/A：Not Applicable 不适用QTY：Quantity 数量I/O ：input/output 输入/输出NG ：Not Good 不行,不合格C=0 Critical=0 极严重不允许APP：Approve 核准,认可,承认CHK：Check 确认ASS'Y：Assembly 装配,组装LRR：Lot Reject Rate 批退率NG：Not Good 不良TBA ：To Be Assured 待定,定缺PPAP：Production Part Approval Process生产件批准程序PPB：十亿分之一Flux：助焊剂P/N:料号L/N：Lot Number批号Version：版本Quantity：数量Valid date：有效日期ICT: In Circuit Test (线路测试)ATE：Automatic Test Equipment自动测试设备PPM：Parts Per Million 每百万零件不合格数PR：采购申请（Purchase Request）PS：Package Specification 包装规范SPEC：Specification 规格QA：Quality Audit 质量审核/Quality Assurance 质量保证SFC：现场控制（Shop Floor Control）workshopSMART：精明原则Specific Measurable Achievable Result Oriented Timed（具体的描述、可以测量的、可以通过努力实现的、有结果导向性的、有时间性的）SPC：Statistical Process Control统计过程控制T/U: Touch Up (锡面修补)I/N:手插件P/T:初测F/T: Function Test (功能测试-终测)AS 组立assemblage assemblyP/K:包装MDA: manufacturing defect analysis制程不良分析(ICT) RUN-IN:老化实验HI-pot：高压测试High-Potential (Hi-Pot) Test DPPM: Defect Part Per Million(不良率的一种表达方式：百万分之一) 1000PPM即为0.1% Corrective Action: (CAR改善对策)ACC：允收acceptREJ:拒收rejectS/S：Sample size抽样检验样本大小SI-SIV：Special I-Special IV特殊抽样水平等级CON：Concession 让步、特许/ Waive放弃、搁置特采OBA:开箱稽核open box auditS/O: Sales Order (业务订单)P/O: Purchase Order (采购订单)P/R: Purchase Request (请购单)QVL: qualified vendor list合格供应商名册KPI: Key performance indicate重要绩效指标Q/R/S：Quality/Reliability/Service质量/可靠度/服务STL: ship to line（料到上线）NTF: No trouble found误判MRB: material review board（物料审核小组）MRB: Material reject bill退货单SOP: standard operation process（标准作业程序）SIP: Specification inspection process制程检验规格TOP: Test Operation Process (测试作业流程)WI: working instruction（作业指导书）FAR: failure aualysis report故障分析报告CAR: Corrective action report改善报告ISAR ：首批样品认可(Initial Sample Approval Request) LOG: Logistics (后勤支持)CIP：Continual Improvement Plan持续改善计划8D Sheet: 8 Disciplines sheet ( 8D单)4L ：逐批订购法(Lot-for-Lot)FYI/R:for your information/reference仅供参考ASAP:尽快S/T:Standard time标准时间TPM: total production maintenance：全面生产保养ESD Wrist strap：静电环Electro-Static discharge SWOT：Strength, Weakness, Opportunity, Threat优势﹐弱点﹐机会﹐威胁Vibration Testing：振动测试MAT'S：Material材料LRR：Lot Reject Rate批退率ATIN：Attention知会ATT7M1I: Manpower , Machine , Material , Method, Market , Management , Money , Information人力，机器，材料，方法, 市场，管理，资金，资讯Action 行动Activity 活动Analysis of Variance 方差分析Approved 承认批准Attribute 计数值Average 平均数Brainstorming Techniques 脑力风暴法Cause and Effect Matrix 因果图(鱼骨图)CL: Center Line 中心线Check Sheets 检查表Complaint 投诉Conformity 合格（符合）Control 控制Control chart 控制(管制)图Correction 纠正Data 数据TCQ：Time、Cost、Quality时间、成本、质量TOC：限制理论（Theory of Constraints）瓶颈理论WIP：在制品（Work In Process）in process out PPE：Product Engineer 产品工程IE: Industrial engineer 工业工程DOE:实验设计PMC:企划W/H:仓库SI: 客验CRITICAL DEFECT:严重缺点（CR）MAJOR DEFECT:主要缺点（MA）MINOR DEFECT:次要缺点（MI）MAX: Maximum最大值MIN: Minimum最小值DIA：iameter直径DIM：Demension尺寸LCL: Lower control limit管制下限UCL: Upper control limit管制上限EMI:电磁干扰ESD:静电防护EPA:静电保护区域Compatibility：兼容性Marking：标记markerDWG drawing图面Standardization：标准化ZD: Zero defect零缺点Tolerance：公差忍受Auditor：审核员auditRework：重工redoID：identification识别,鉴别,证明PILOT RUN: (试投产)FPIR：First Piece Inspection Report首件检查报告FAA:首件确认CP: capability index（准确度）目标管理QT: Quality target品质目标QP: Quality policy目标方针QI: Quality improvement品质改善CPI: Continuous Process Improvement 连续工序改善Consensus：一致PD: Production Department (制造)Shipping: (进出口)AOQ：Average Output Quality平均出货质量AOQL：Average Output Quality Level平均出货质量水平QIT: Quality Improvement Team 品质改善小组QIP：Quality Improvement Plan品质改善计划M.Q.F.S: Material Quality Feedback Sheet (来料品质回馈单)SCAR: Supplier Corrective Action Report (供货商改善对策报告)MPQ: Material Packing Quantity (物料最小包装量)SPS：Switching power supply 电源箱PCB：Printed Circuit Board 印刷电路板WDR：Weekly Delivery Requirement 周出货要求DSCN: Delivery Schedule Change Notice (交期变更通知)RCCP：粗略产能规划(Rough Cut Capacity Planning)TQC：全面质量管理（Total Quality Control）QA：品质保证（Quality Assurance）QC：Quality Control 质量控制QCC：品管圈（Quality Control Circle）QFD：Quality Function Development质量功能展开QM：Quality Manual质量手册QMS：Quality Management Systems质量管理体系QP：Quality Procedure质量程序文件/Quality Planning质量策划/Quality Plan 质量计划QP-QC-QI：质量三步曲，质量计划－质量控制－质量改进RMA：退货验收（Returned Material Approval）TQM：Total Quality Management全面质量管理TQM：全面品质管理（Total Quality Management）QC: Quality control品质管理IQC: Incoming quality control 进料检验LQC: Line Quality Control 生产线品质控制IPQC: In process quality control 制程检验FQC: Final quality control 最终检验OQC: Outgoing quality control 出货检验QA: Quality assurance 品质保证QE: Quality engineer 品质工程CE: component engineering零件工程EE: equipment engineering设备工程ME: manufacturing engineering制造工程TE: testing engineering测试工程PC: producing control生管Subject matter：主要事项FQC：成品质量管理（Finish or Final Quality Control）CRP：产能需求规划（Capacity Requirements Planning）OQC：出货质量管理（Out-going Quality Control）ABB：实施作业制预算制度（Activity-Based Budgeting）ABM：作业制成本管理（Activity-Base Management）、CAD：Computer-Aided Design 计算机辅助能力设计CMK：机器能力指数COPS：Customer Oriented Processes顾客导向过程CPK：过程能力指数EC：设计变更/工程变更（Engineer Change）ECRN：原件规格更改通知（Engineer Change Request Notice）ERP：Enterprise Requirement Planning企业需求计划VOE: Voice of Engineer 工程需求Inventory stock report:庫存清单报告CP：capability index 能力指数IPQC: 制程质量管理（In-Process Quality Control）IQC：进料质量管理（Incoming Quality Control）OLAP：在线分析处理（On-Line Analytical Processing）OPT：最佳生产技术（Optimized Production Technology）PCC：Product control center 生产管制中心PPC：Production Plan Control 生产计划控制ID/C：Identification Code (供货商)识别码。
英文缩写_全称
abbreviate from(来源)
Advanced Business Application Programming 高级商务应用程序 Activities Based Costing 基于成本的活动 Automatic insertion 自动 插入 Automated Inspection Technology 自动检查技 术 Accelerated life test 加速老化试 验 Approved Manufacturer Lists 批准的制 造商列表 Approved Manufacturers Parts Lists 批准的制造 商元件列表 Analysis of Variance 方差分析法 Automatic Optical Inspection 自动光学 检查 American Production and Inventory Control Society 美国产品和投资控制协会 Advanced Product Quality Planning and Control Plan 产品质量先期策划和控制计划 Advanced Planning System 高级计划 系统 As soon as possible Available to Promise Approved Vendor List 应商列表 Ball Grid Array 格阵列 Bill Of Materials 单 Bill of Material 单 Boards per hour 生产板数 Business Process Procedure 程 Bottom Side Quality Control Board System Test 统测试 Business Unit Co-ordinator 员 Business Unit Director Business Unit Manager Corrective Action Committee 委员会 Computer Aided Design 助设计 Computer Aided Engineering 助工程 Computer Aided Manufacture 助制造 Corrective action plan Corrective Action Report 报告 尽快 批准的供 球形栅 物料清 物料清 每小时 商务处理流 板子系 商务协调 商务总监 商务经理 纠正行动 计算机辅 计算机辅 计算机辅 矫正计划 纠正动作
商务英语与国际市场沟通测试 选择题 61题
1. What does the acronym "CIF" stand for in international trade?A) Cost, Insurance, and FreightB) Cash in FlightC) Currency in ForeignD) Central International Fund2. Which of the following is a common method of payment in internationa l trade?A) PayPalB) Letter of CreditC) BitcoinD) Cash on Delivery3. In a business email, what is the purpose of using a "CC" line?A) To send a carbon copy to another recipientB) To send a confidential messageC) To send a copy to the CEOD) To send a copy to the customer service4. What is the primary function of a "Pro Forma" invoice?A) To provide a detailed description of goodsB) To serve as a binding contractC) To give an estimated price before a final agreementD) To request payment from the buyer5. Which of the following is NOT a component of the SWOT analysis?A) StrengthsB) WeaknessesC) OpportunitiesD) Obligations6. What does "FOB" stand for in shipping terms?A) Free on BoardB) First Order BasisC) Foreign Original BrandD) Fixed Original Budget7. Which document is used to declare the value of goods for customs pur poses?A) Commercial InvoiceB) Packing ListC) Bill of LadingD) Customs Declaration8. What is the main purpose of a "Non-Disclosure Agreement" (NDA)?A) To protect the confidentiality of shared informationB) To declare the non-availability of goodsC) To prevent the disclosure of company profitsD) To ensure the non-disclosure of employee records9. In international trade, what does "ETA" stand for?A) Estimated Time of ArrivalB) Estimated Time of ActionC) Expected Time of ArrivalD) Early Time of Arrival10. Which of the following is a key element of a business proposal?A) Personal anecdotesB) Detailed budgetC) Family historyD) Favorite recipes11. What is the primary purpose of a "Certificate of Origin"?A) To certify the origin of goodsB) To certify the quality of goodsC) To certify the price of goodsD) To certify the weight of goods12. Which of the following is a common business etiquette in internatio nal communication?A) Using slang and abbreviationsB) Being overly casualC) Respecting cultural differencesD) Ignoring time zones13. What does "ETD" stand for in shipping terms?A) Estimated Time of DepartureB) Estimated Time of DeliveryC) Expected Time of DepartureD) Early Time of Departure14. Which document outlines the terms and conditions of a shipment?A) Commercial InvoiceB) Packing ListC) Bill of LadingD) Shipping Agreement15. What is the main purpose of a "Letter of Credit"?A) To provide a line of credit to the buyerB) To guarantee payment to the sellerC) To provide a discount on goodsD) To secure a loan for the buyer16. In business communication, what does "FYI" stand for?A) For Your InformationB) For Your InspectionC) For Your InterestD) For Your Improvement17. Which of the following is a key component of a business plan?A) Personal goalsB) Market analysisC) Favorite sports teamsD) Family vacation plans18. What is the primary purpose of a "Purchase Order"?A) To place an order for goodsB) To request a refundC) To inquire about pricesD) To negotiate a contract19. Which of the following is a common business document used in intern ational trade?A) Wedding invitationB) Recipe bookC) Bill of LadingD) Novel20. What does "B2B" stand for in business terms?A) Business to BusinessB) Business to BuyerC) Business to BankD) Business to Board21. Which of the following is a key element of a business presentation?A) Humorous anecdotesB) Clear objectivesC) Personal opinionsD) Family photos22. What is the main purpose of a "Sales Invoice"?A) To request payment for goods soldB) To provide a receipt for goods purchasedC) To list the ingredients of a productD) To describe the manufacturing process23. In international trade, what does "DDP" stand for?A) Delivered Duty PaidB) Delivered Duty PrepaidC) Delivered at DestinationD) Delivered at Dock24. Which of the following is a common business term for a meeting?A) PowwowB) HuddleC) ConferenceD) Chitchat25. What is the primary purpose of a "Business Model Canvas"?A) To plan a vacationB) To outline a business strategyC) To decorate an officeD) To organize a party26. Which document is used to list the contents of a shipment?A) Commercial InvoiceB) Packing ListC) Bill of LadingD) Customs Declaration27. What does "B2C" stand for in business terms?A) Business to ConsumerB) Business to CompanyC) Business to CustomerD) Business to Client28. Which of the following is a key element of a business report?A) Personal diary entriesB) Detailed analysisC) Favorite moviesD) Family tree29. What is the main purpose of a "Credit Note"?A) To provide credit to the buyerB) To correct an overchargeC) To request a discountD) To inquire about a product30. In international trade, what does "EXW" stand for?A) Ex WorksB) Ex WarehouseC) Ex FactoryD) Ex Ship31. Which of the following is a common business document used in negoti ations?A) Wedding albumB) Recipe cardC) ContractD) Novel32. What does "RFP" stand for in business terms?A) Request for ProposalB) Request for PaymentC) Request for ProductD) Request for Permission33. Which of the following is a key element of a business strategy?A) Personal hobbiesB) Market researchC) Favorite foodsD) Family traditions34. What is the primary purpose of a "Quotation"?A) To provide a quote for a serviceB) To request a quote for a serviceC) To provide a quote for a productD) To request a quote for a product35. Which of the following is a common business term for a project?A) HobbyB) EndeavorC) Leisure activityD) Social event36. What is the main purpose of a "Terms of Service"?A) To outline the rules of a serviceB) To provide a menu of servicesC) To list the ingredients of a serviceD) To describe the manufacturing process of a service37. In international trade, what does "FCA" stand for?A) Free CarrierB) Free CarriageC) Free CartageD) Free Cargo38. Which of the following is a common business document used in accoun ting?A) Wedding invitationB) Recipe bookC) InvoiceD) Novel39. What does "B2G" stand for in business terms?A) Business to GovernmentB) Business to GroupC) Business to GuildD) Business to Guild40. Which of the following is a key element of a business letter?A) Personal anecdotesB) Formal languageC) Family historyD) Favorite recipes41. What is the primary purpose of a "Memorandum of Understanding"?A) To outline an agreement between partiesB) To provide a receipt for goods purchasedC) To list the ingredients of a productD) To describe the manufacturing process42. Which document is used to transfer ownership of goods in shipping?A) Commercial InvoiceB) Packing ListC) Bill of LadingD) Customs Declaration43. What does "B2E" stand for in business terms?A) Business to EmployeeB) Business to EmployerC) Business to EnvironmentD) Business to Enterprise44. Which of the following is a key element of a business contract?A) Personal diary entriesB) Detailed termsC) Favorite moviesD) Family tree45. What is the main purpose of a "Debit Note"?A) To provide credit to the buyerB) To correct an underchargeC) To request a discountD) To inquire about a product46. In international trade, what does "CPT" stand for?A) Carriage Paid ToB) Carriage Paid ThroughC) Carriage Paid TowardsD) Carriage Paid To Destination47. Which of the following is a common business document used in market ing?A) Wedding albumB) Recipe cardC) BrochureD) Novel48. What does "RFQ" stand for in business terms?A) Request for QuotationB) Request for QualityC) Request for QuantityD) Request for Question49. Which of the following is a key element of a business proposal?A) Personal hobbiesB) Market analysisC) Favorite foodsD) Family traditions50. What is the primary purpose of a "Specification"?A) To provide a detailed description of goodsB) To request a refundC) To inquire about pricesD) To negotiate a contract51. Which of the following is a common business term for a task?A) HobbyB) EndeavorC) Leisure activityD) Assignment52. What is the main purpose of a "Service Level Agreement"?A) To outline the level of service providedB) To provide a menu of servicesC) To list the ingredients of a serviceD) To describe the manufacturing process of a service53. In international trade, what does "DAP" stand for?A) Delivered at PlaceB) Delivered at PointC) Delivered at PortD) Delivered at Place of Destination54. Which of the following is a common business document used in procur ement?A) Wedding invitationB) Recipe bookC) Purchase OrderD) Novel55. What does "B2B2C" stand for in business terms?A) Business to Business to ConsumerB) Business to Business to CompanyC) Business to Business to CustomerD) Business to Business to Client56. Which of the following is a key element of a business presentation?A) Personal anecdotesB) Clear objectivesC) Personal opinionsD) Family photos57. What is the primary purpose of a "Terms and Conditions"?A) To outline the rules of a serviceB) To provide a menu of servicesC) To list the ingredients of a serviceD) To describe the manufacturing process of a service58. Which document is used to certify the quality of goods?A) Commercial InvoiceB) Packing ListC) Bill of LadingD) Certificate of Quality59. What does "B2B2B" stand for in business terms?A) Business to Business to BusinessB) Business to Business to BuyerC) Business to Business to BankD) Business to Business to Board60. Which of the following is a key element of a business report?A) Personal diary entriesB) Detailed analysisC) Favorite moviesD) Family tree61. What is the main purpose of a "Complaint Letter"?A) To express dissatisfaction with a serviceB) To provide a receipt for goods purchasedC) To list the ingredients of a productD) To describe the manufacturing process答案：1. A2. B3. A4. C5. D6. A7. A8. A9. A10. B11. A12. C13. A14. D15. B16. A17. B18. A19. C20. A21. B22. A23. A24. C25. B26. B27. A28. B29. B30. A31. C32. A33. B34. A35. B36. A37. A38. C39. A40. B41. A42. C43. A44. B45. B46. A47. C48. A49. B50. A51. D52. A53. A54. C55. A56. B57. A58. D59. A60. B61. A。
英语专业四级写作便条note
Express accurately and without errors
Check grammar and spelling
01
Proofread your writing to ensure there are no grammar
or spelling errors.
Use appropriate tense
Part
04
Example analysis of note notes
Message bar instance
Messief note that provides information about a meeting. It includes the date, time, and location of the meeting.
Use a salutation such as "Dear [Name]," or "To Whom It May Concern," depending on the context of your note.
Main content
01
Begin by stating the purpose of your note. This should be clear and direct, and it should give the reader a sense of what the note is about.
VS
Example
"Subject: Confirmation of Meeting Dear Alice, I look forward to our meeting tomorrow at 10 am. Please confirm your availability. Best regards, Bob"
ABAQUS显隠转换分析
.2.1 Transferring results between Abaqus analyses: overviewProducts: Abaqus/Standard Abaqus/Explicit Abaqus/CAEReferences•“Transferring results between Abaqus/Explicit and Abaqus/Standard,”Section 9.2.2•“Transferring results from one Abaqus/Standard analysis to another,”Section 9.2.3•“Transferring results from one Abaqus/Explicit analysis to another,”Section 9.2.4•*IMPORT•*IMPORT ELSET•*IMPORT NSET•*IMPORT CONTROLS•*INSTANCE•“Transferring results between Abaqus analyses,” Section 16.6 of the Abaqus/CAE User's ManualOverviewAbaqus provides the capability to import a deformed mesh and its associated material state from Abaqus/Standard into Abaqus/Explicit and vice versa. Thiscapability is particularly useful in manufacturing problems; for example, the entire sheet metal forming process (which requires an initial preloading, forming, and subsequent springback) can be analyzed. In this case the initial preloading can be simulated with Abaqus/Standard using a static procedure and the subsequent forming process can be simulated with Abaqus/Explicit. Finally, the springback analysis can be performed with Abaqus/Standard.Abaqus also provides the capability to transfer desired results and model information from an Abaqus/Standard analysis to a new Abaqus/Standard analysis or from an Abaqus/Explicit analysis to a new Abaqus/Explicit analysis, where additional model definitions may be specified before the analysis is continued. For example, during an assembly process an analyst may first be interested in the local behavior of a particular component but later is concerned with the behavior of the assembled product. In this case the local behavior can first be analyzed in an Abaqus/Standard or Abaqus/Explicit analysis. Subsequently, the model information and results from this analysis can be transferred to a second Abaqus/Standard or Abaqus/Explicit analysis, where additional model definitions for the other components can be specified, and the behavior of the entire product can then be analyzed.For this capability to work, the same release of Abaqus/Explicit and Abaqus/Standard must be run on computers that are binary compatible.ABAQUS可以从隐式计算结果到显示计算进行分析，，该问题在求解一些问题是非常有用的，例如薄钢的锻造过程（经历预加载，成形和回弹），该分析预加载可以通过std分析，锻造过程可以通过XPT进行分析，最后回弹可以再用std进行分析。
工厂中常用英语及缩写
英文缩写英文全称4M&1E Man, Machine, Method, Material, Environment "BABT" Mark British Approval Board of Telecommunications "BEAB" Mark British Electrotechnical Approval Board "CCC" Mark China Compulsory Certificate"CE" Mark Conformite Europenne"CSA" Mark Canadian Standard Association"D" Mark Demko (Denmark National Certification Body) "ENEC" Mark European Norm Electrical Certification. "FCC" Mark Federal Communication Commission"FI" Mark Fimko (Finland National Certification Body) "GS" Mark Geprufte Siecherheit (Safety-Tested in German) "N" Mark Nemko (Norway National Certification Body) "S" Mark Semko (Sweden National Certification Body) "UL" Mark Underwriters Laboratory"VCCI" Mark Voluntary Control Council for Interference3S Standardization Simplfication Specification4M Man Machine Material Method5S Housekeeping Term (Japanese)7QC Tools7 Quality Control Tools8-D8-DisciplineA2LA American Assosiation for LaboratoryAC Alternating CurrentAc/Re Accept/RejectACR Action and Countermeasure ReportADSL Asymmetric Digital Subscriber LineAGM Assistant Genaral ManagerAGPAI Automatic InsertionAL Aluminium wireAM Assistant ManagerANSI American National Standard InstituteAP Accounts PayableAPQP Advanced Product Quality PlanAPS Advanced Planning SchedulingAQL Acceptable Quality LevelAQL Acceptance Quality LevelAQL Acceptable Qulity LevelART ArtworkARTWRK ArtworkASAP As soon as possibleASFASL Approved Supplier ListASP Analog Signal ProcessorASSY AssemblyASTM American Society of Testing MaterialATAPI AT Attachment Peripheral InterfaceATE Automatic Test EquipmentATO Assembly To OrderATP Available To PromiseATXAUDAVL Approved Vendor ListAWB Air Way BillB/L Bill of LadingB/L Bill of LandingB/S Balance SheetBAT Baby ATBBSBCC Blink Carbon CopyBD BoardBGA Ball Grid ArrayBIOS Basic Input Output SystemBL BaselineBL Back Light DisplayBLK Black ColourBM BenchmarkBOC Breach of ContractBOM Bill of MaterialBR Best RegardsBRKT BracketBS British StandardBTO Built to OrderBTW By the wayBUM Business Unit ManagerBV Book ValueBX BoxC&ED/CAED Cause and Effect DiagramC.O.O.Country of Origin / Certificate of OriginC.Y.Container YardC/N Credit NotesCA Corrective ActionCAD Computer-aided DesignCADCAD Computer Aided DesignCAM Computer Aided ManufacturingCAM Computer Aided CenterCAP Capacitor [C]CAR Corrective Action Request / Corrective Action ReportCAR Corrective Active ReportCAV Constant Angular VelocityCB Certification BodiesCBL Cable [J or W]CC Carbon CopyCCAP Ceramic Capacitor [C]CCAR Customer Corrective Action Request / Customer CorrectiveAction ReportCCB Change Control BoardCCIC China Import & Export Commodity Inspection Corporation CD Clock Digit DisplayCDBD Card BoardCD-DACD-I Computer Disc-InteractiveCD-MO CD-Magnet OpticalCD-ROM Compact Disc-Read Only MemoryCDTCD-WO CD-Write OnceCD-WriteCE Commuttee of EuropeCEO Chief Executive OfficerCFO Chief Finance OfficerCFR Cost And Freight (…named port of destination)CFS Container Freight StationCHFCI Continuous ImprovementCI Custom InvoiceCIF Cost, Insurance & Freight (…named port of destination)CIF Cost Insurance and FreightCIP Carriage and Insurance Paid to (…named port of destination) CIRC Cross-Interleaved Reed solomon CodeCI報單CKD Component KitCLCA Closed Loop Corrective ActionCLV Constant Linear VelocityCNYCOB Chip on BoardCOC Certificate of ConformanceCOD Cash on DeliveryCOM Customer Order ManagementCONN Connector [J or P]CONN HSG Connector HousingCOO Chief Operating OfficerCOQ Customer Oriented QualityCPK Indixes of Capability ProcessCPN Customer Part NumberCPT Carriage Paid to (…destination)CPU Central Processing UnitCPU Center processor UnitCQE Customer Quality EngineerCR Cargo ReceiptCR Critical DefectCRES Ceramic Resistor [R]CRP Capacity Requirement PlanningCRR Contract /PO Review RecordCS Customer SampleCT Cycle TimeCTF Critical-to-FunctionCTQ Critical-to-QualityCVR CoverCWO Cash with OrderCX Cotco Specially DisplayD&B Dice BondingD&T Data (electronic document)D.N.Delivery NoteD.O.Delivery OrderD/A Document Against AcceptanceD/A Delivery Against AcceptanceD/A Documents Against AcceptanceD/D Demand DraftD/L DownloadD/P Document Against Payment / Delivery PreformanceD/P Delivery Against PaymentD/P Documents Against PaymentDA Deviation AuthorizationDC Direct CircuitDCC Document Control CentreDCC Data Control CenterDE Design EngineerDFM Design for ManufacturabilityDFMEA Design Failure Mode and Effect Analysis DFMEA Design Failure Model Effective Analysis DFSS Design for Six SigmaDFT Design for TestDIO Diode [D]DIOD Diode [D]DIP Dual In-line PackageDJ Discrete JobDKKDLC Direct Labor CostDM Dot Matrix DisplayDMR Defect Material ReviewDN Deviation NoticeDOA Dead On ArrivalDOCCON Document ControlDOE Design of ExperimentDOE Design Of ExperimentsDP Decimal PointDPPM Defective Part Per MillionDR Delivery RequisitionDSC Differential Scanning ColorimeterDSP Digital Signal ProcessorDTD Door to DoorDV Design Verification / Design Validation DVD Digital Video DiscDVI Digital Video InteractiveDVT Design Verification TestDWG,DrawingDZDE.&.O.E Errors and Omissions Exceptede.g.For ExampleECC Error Checking and CorrectionECN Engineering Change NoticeECN Engineering Corrective NoticeECN Engineer Change NotesECO Engineering Change OrderECR Engineer Change RequestEDC Error Detection and CorrectionEDI Electronics Data InterchangeEE Electrical EngineerELG Export Letter of GuaranteeEMC Electromagnetic Compatibility Testing EMC Electromagtic ComponentEMCEMI Electromagnetic InterferenceEMI Electromagtic InterferenceEMIEMS Equipment Management System / Electronic ManagementSystemEMS Electronics Manufacturing ServicesEOL End-of-LifeEOM End of MonthEOW End of WeekEPP Engineering Pre-productionEPR Engineering Pilot RunEQ Emotion QuotientERP Enterprise Resource PlanningES Engineering SampleESD Electrostatic DischargeETA Expected Time of ArrivalETA Estimated Time of ArrivalETD Expected Time of DeliveryETD Estimated Time of DepartureEURF/T Functional TestF1FO First-In-First-OutFA First Article / Failure AnalysisFAE Failure Analysis EngineerFAE Field Application EngineerFAR Failure Analysis ReportFC Formal ContractFCA Free Carrier (…named place)FCB Flexible Circuit BoardFCBA Flexible Circuit Board AssemblyFCC Federal Communications CmmissionFCL Full Container LoadFCT Functional TestFDA Food and Drags AdministrationFERR FerriteFFF Fit Form FunctionFFT Final Functional TestFG Finished GoodsFGS Finished Goods StoreFI Final InspectionFIFO First-In & First-OutFIFO First In First OutFLTR Filter [FL]FM Force MajureFM Factory ManagerFMEA Failure Mode and Effect AnalysisFMEA Failure Model Effective AnalysisFOB Free On Board (…named port of shipment)FOB Free On BoardFPC Flexible Printed CircuitFPCA Flexible Printed Circuit AssemblyFPW Flexible Printed WiringFPWB Flexible Printed Wiring BoardFPY First Pass YieldFQC Final Quality ControlFSTNR FastenerFTY First Test YieldFU Fuse [F]FV Forward CircuitFW FirmwareFYI For your informationGBPGE General ElectronicGIP General Inspection PlanGM Genaral ManagerGR&R Gauge Repeatability & ReproducibilityGS Golden SampleHE Hardware EngineerHER Earn HoursHKDHL HandloadHPN Hip Fung Part NumberHR Human ResourcesHTOL High Temperature Operational LifeHV High VoltageI/M Instruction ManualI/O Input / OutputI/S Inspection StandardI/T Inventory TurnIBM International of Business AdministrationiBOM Indented Bill of MaterialIC Inspection CertificateIC Integrated CircuitIC Integrated Circuit [U]IC SKT IC SocketICT In-circuit TestIDA Infrared Data AssociationIDCTR Inductor [L, T, X]IDE Integrated Drive ElectronicsIE Industrial EngineerIE Industrial EngineeringIEC Internatonal Electrotechnical CommissionIEC International Electronics CommitteeIECEE International Electrotechnical Commission for ElectricalEquipmentIF Invariable FrequencyIFF Information Feedback FormILC Irrevocable Letter of CreditILC Indirect Labor CostILG Import Letter of GuaranteeIND Inductor [L, T, X]INSTR InstructionINSTR MNL Instruction ManualINT Inter mittentINV InvoiceINV InventoryIP Inspection ProcedureIPA Isopropyl AlcoholIPC Institute of Packaging and InterconnectsIPO International Purchasing OperationIPO Internation Purchasice OfficeIPQC In-process Quality ControlIQ Intelligence QuotientIQA Internal Quality AuditIQA Incoming Quality Assurance/ Internal Quality Auditor IQC Incoming Quality ControlIR Infra-redIR Reverse CurrentIRRISO International Organization for StandartizationISO International Standard OrganizationIT Information TechnologyITS Information Technology SystemJEDEC Joint Electron Device Engineering CouncilJIS Japanese Industrial StandardsJIS Japanese Industrial StandardJISC Japanese Industrial Standards CommitteeJIT Just In TimeJMPR Jumper wire [J or W]JPEG Joint Photographic Experts GroupJPYJQA Japan Quality Assurance OrganizationJSA Japanese Standards AssosiationJV Joint VentureKEMA K-E-M-AKETI Korean Electric Testing InstituteKPI Key Performance IndicatorKPIV Key Process Input VariableKPOV Key Process Output VariableKT Kepner Tregoe Potential Problem AnalysisKTL Korea Testing Laboratory (formerly KAITECH) KWDL/A Lead AuditorL/C Letter of CreditL1, L2, …L7Level 1, level 2…..level 7LAR Lot Acceptance RateLB Light Bar DisplayLBL LabelLC Letter of CreditLCD Liquid Crystal DisplayLCL Lower Control LimitLCL Loose Container Load / Less Than Container Load LD Led Digit DisplayLED Light Emitting Diode [LED or D]LED Light Emitting DiodeLG Letter of GuaranteeLIFO Last-In-First-OutLOB Line of BalanceLOI Letter of IntentLPXLQC Line Quality ControlLSL Lower Specification LimitLSR Line Stoppage ReportLYT Low Yield TriggingM ManagerMA Manual AssemblyMA Major DefectMAIC Measure-Analyze-Improve-ControlMAT'L MaterialMBP Master Build PlanMD Managing DirectorMD Mini DiscMDS Master Demand ScheduleME Manufacturing Engineer / Mechanical Engineer/MaterialEngineerME Manufacturering EngineerMEMO MEMOMES Management Execution SystemMFL Material Follow-up ListMI Manual InsertMI Minor DefectMIDI Musical Instrument Digital InterfaceMIL MilitaryMil-Std Military StandardMIS Management Information SystemMMS Material Management SystemMN Manufacturing NoticeMNC Multi-national CompaniesMNL ManualMOPMOQ Minimum Order QuantityMOU Memorandum of UnderstandingMP Mass ProductionMPEG Moving Picture Experts GroupMPI Manufacturing Process InstructionsMPN Manufacturing Part NumberMPS Master Production SchedulingMPS Mass Production ScheduleMR Material RequisitionMRB Material Review BoardMRP Material Requirement PlanningMRP Material Require PlanningMRR Management Review ReportMRS Marketing Require SpecificationMRSO Material Resume Ship OrderMS Manual SolderingMS Master SchedulingMSA Measurement System AnalysisMSD Moisture-sensitive DevicesMSDS Material Safety Data SheetMSSO Material Stop Ship OrderMT Mail TransferMTBA Mean Time Between AssistMTBF Mean Time Between FailureMTBF Mean Time Between FailureMTC Material Transfer ChitMTF Material Transfer FormMTM Motion & Time Study MethodMTO Make To OrderMTS Make To StockMTS Motion & Time StudyMTTR Mean Time To RepairMTTR Mean Time Te RepairMYRN/A Not AcceptanceN/A or NA Not ApplicableNCB National Certification BodiesNCN Non-conformity NoticeNCR Non-conformity / Non-conformance ReportNDA Non Disclosure AgreementNG No GoNIST National Institute of Standard & TechnologyNOKNPI New Product IntroductionNPXNRE Non Recovery Expanses /Non Returnable Expanses NRP Non-conformity Recurrent Prevention Report NRS Non-conformity Return SheetNZDO/E Order EntryO/I Operational InstructionOA Open AccountOA Open AccountOBA Out-of-Box AuditOBI Out-of-Box InspectionOBM OriginalOBUOC Out-of-ControlOCAP Out-of-Control Action PlanODM Original Design ManufacturerODM Original Design ManufacturingODM Original Design ManufactureOEM Original Equipment ManufacturerOEM Origianal Equipment ManufactureOFC Operation Flow ChartOHI On Hand InventoryOJT On-Job-TrainingOJT On Job TrainningOM Operations ManagerOpen Open circuitOQA Out-going Quality AssuranceOQC Out-going Quality ControlOQM Outgoing Quality ManagementORT On-going Reliability TestOSC Oscillator [Y]OSHA Occupational Safety and Health Administration OTD On time deliveryOTW On the wayOWB Ocean Way BillP&P Pick & PlaceP.O Purchase OrderP.O.Purchase Order / Payment OrderP/I Proforma InvoiceP/IP/L Packing ListP/N Purchase NumberP/N Parts NumberP/O Purchase OrderPA Preventive ActionPC Purchase ContractPC Production ControllerPC Personal ComputerPCB Printed Circuit BoardPCB Print Current BoardP-Chart Pecentage ChartPCM Pulse Code ModulationPCN Packing Corrective NoticePCP Process Control PlanPD Product DesignPDA Perisonal Digital AssistantPDC Passive Data CollectionPDCA Plan-Do-Check-ActionPDCC Production Data Control CenterPDR Process Deviation Request/ReportPE Product Engineer / Process Engineer/Procurement Engineer PE Product EngineeringPERT Program Evaluation and Review TechniquePFC Power Factor CorrectionPhoto-CDPHPPI Preforma InvoicePIC Person-in-ChargePKRPL Packing ListPM Preventive MaintenancePM Program Manager / Purchasing Manager / Production Manager PM Production MarketPMC Production Material ControllerPMC Production and Material planning&ControlPMG Process Monitor GroupPMI Product Manufacturing InstructionPMP Process Management PlanPN Purge NoticePNL PanelPO Purchase OrderPP Pre-productionPP Production PlanningPPA Potential Problem AnalysisPPAP Production Part Approval ProcessPPM Part per MillionPPM Parts Per MillionPPR Production Pilot RunPQC Production Quality CertificationPQC Process Quality ControlPQE Product Quality EngineerPQR Process Qualification Report / Product Qualification Report PR Process ReviewPR Purchase RequisitionPR Pilot RunPRO ProductionPROD ProductionPS Production SamplePS Production SupervisorPSS Production Scheduling SystemPTH Plated Through HolePV Product ValidationPW BRD Printed Wiring BoardPWA Printed Wiring AssemblyPWB Printed Wiring BoardPWBA Printed Wiring Board AssemblyQ.I.Quality IndexQ.I.P Quality Improvement ProgramQA Quality AssuranceQC Quality ControlQCC Quality Control CirclesQE Quality EngineerQM Quality Manual / Quality ManagerQM Quality ManagerQMR Quality Management RepresentativeQMS Quality Management SystemQP Quality PolicyQRE Quality Reliability EngineeringQS Quality System / Quality StandardQTY QuantityQ'TY QuantityQVL Quality Vendor ListQ監Quality AuditR&D Research & DevelopmentR&D Research&DevelopmentR.P.N Risk Process NumberRD Research & DevelopmentRef ReflectorRES Resistor [R]RESP ResponsibleREV RevisionRFC Response Flow ChartRFQ Request For QuotationRH Relative HumidityRI or R/I Receiving InspectionRLY Relay [K]RMA Return Material AuthorizationRMA Return Material AuthorizedRPN Risk Priority NumberRTV Return-to-VendorRVT RivetRWK ReworkS & P Sales and Purchase AgreementS.O.Sales OrderS/O Shipping OrderS/S or SS Sample SizeSA Shipping AdviceSA System AnalyseSA System AnalysisSAE Settement after exportSAR Supplier Audit ReportSBE Settement before exportSBR Special Build RequestSC Sales ContractSCAR Supplier Corrective Action Request/Report SCC Standards Council of CanadaSCHEM Schematic DiagramSCM Supplier Chain ManagementSCRN ScreenSCRW ScrewSCSI Small Computer System InterfaceSD Surface Digit DisplaySDSD Sale DepartmentSE Software Engineer / System Engineer SEKSFC Shop Floor ControlSGDSGS Sosiete Generale de SurveillanceShort Short CircuitSHR Standard HoursSI Source Inspector/ Source InspectionSI System IntegrationSIP Standard Inspection ProcedureSKD Semi KitSKT SocketSL Surface LED LampSL Sight Letter of CriditSLA Skipped-lot AuditSM Sales Manager / Senior ManagerSMD Surface-mount DevicesSMD Surface Mounted DeviceSML Shortage Material ListSMT Surface-mount TechnologySMT Surface Mounted TechnologySMT Surface Mount TechnologySNR Sample Run NoticeSO Shipping OrderSOP Standard Operating ProcedureSOP Standard Opeation ProcessSOP Standard Operation ProcedureSPC Statistical Process ControlSPC Statistic Process ControlSPC Statistical Prcess ControlSPCR SpacerSPEC SpecificationSQC Statistical Quality ControlSQE Supplier Quality EngineerSR Sales ReturnSR-Chart Short-Run ChartSSCRN Silk Screen PrintingSSO Stop Ship OrderSTS Ship-to-StockSTS Ship To StockSUB-ASSY Sub-AssemblySURSW Switch [SW]SWB Sea Way BillSWP Standard Work ProcedureT & C Term and ConditionT/S Trouble - ShootingT/T A Advance Telegraphic TransferTAT Turn-around-TimeTCB Telecommunication Certification Body TE Test EngineerTEMP TemperatureTg Glass TransitTH Through HoleTHBTMCL Temperature Cycle Reliability Test TNKY TurnkeyTOV Time of ValidityTPEDP Third Party Test Data ProgramTPM Total Prevention MaintenanceTPY Throughput YieldTQ Thank YouTQA Total Quality AssuranceTQM Total Quality ManagementTR Trust ReceiptTSD Test Support DepartmentTT Telegraphic TransferTUV TUV Rheinland GroupTWDTYP TypicalU/L UploadU/P or UP Unit PriceUAI Use-as-IsUC Undertaking ClauseUCL Upper Control LimitUKAS United Kingdom Accreditation ServiceUL Underwriters LaboratoriesUL Underwriter's LaboratoriesUL Usance Letter of CreditUML Urgent Material ListUSB Universal Serial BusUSDUSL Upper Specification LimitUV Ultra-violetUV UltravioletVA Visual AidVA/VE Value Anglysis / Value Engineering VAD Visual Aid DisplayVCAR Vendor Corrective Action Request/Report VE Value EngineeringVer VersionVF Variance FrequencyVHR Vendor History RecordVideo-CDVIP Very ImportantVMI Visual Mechancial InspectionVMI Vendor Managed InventoryVOC Voice of CustomerVP Vice PresidentVR Variance RateVR Voltage Regulator [VR, V or U]VSR Vendor Scoring &RatingW&B Wire BondingW/WithW/O WithoutWHT White ColourWHTOLWHTRBWI Work InstructionWIP Work In ProgressWIP Work In ProcessWIP Working in ProcessWN Waiver NoticeWR Wire [J or W]WR TERM Wire TerminalWS Work Standard / Workmanship Standard WS Working SampleWSHR WasherXFMR Transformer [T]XSTR Transistor [Q or U]X'TAL Crystal [Y]ZD Zero DefectsReviewAuditBurn-InQuality CostQuality PolicyQuality ObjectiveConformityNon-ConformityReliabilityLiabilityMIL-STD-105D Yield Rate Operation Process Operation Research Optimum Solution Work Simplify Brain Storming Outstanding Blance Debit Note Railway Bill Phase-InPhase-Out System Procedure IndexReleaseProject Plan WindowProject Leader Plug And Play Bare Bone PostponeWork In Process Lead Time Alternate BOM Pending Assemble Component Reservation Access Time Random Seek SwapDVD-RAMDVD-Title Inflation DeflationVendor Rating Life TestSpindle Motor Control Run Report Error CodeOrderBufferClean Room中文解释人，机器，方法，物料，环境- 可能导致或造成问题的根本原因为IT,无线电通讯和电讯产品提供认证和服务的机构为销售到英国（UK）的电气产品的安全性提供认证的独立机构中国强制认证 -中国于2003年8月1日将"CCIB"和"CCEE"归纳于"CCC"认证中，将原有的进出口货品检查和出口产品质量认证归纳于这一体系“CCC”。
商务英语谈判和会话unit1new
Questions that suggest an answer or bias the response in a specific direction
Perception skills
Logical arguments
Presenting facts, statistics, and evidence to support one's position
Negotiating differences
Resolving differences and negotiating solutions to problems
Phase of achieving an agreement
Summarizing the negotiation results
Summarizing the main points of the negotiation and highlighting the key issues
Start stage
Greeting and introduction
01
Expressing greetings and introducing one self
and the other party
Outlining the negotiation agenda
02
Briefly introducing the topics and objectives of
Open and Honey Communication
Use open and honey language to discover your ideas and positions, while examining the other party's views
外贸各种证明
分析证书certificate of analysis2 一致性证书cettificate of conformity3 质量证书certificate of quality4 测试报告test report5 产品性能报告product performance report6 产品规格型号报告product specification report7 工艺数据报告process data report8 首样测试报告first sample test report9 价格／销售目录price ／sales catalogue10 参与方信息party information11 农产品加工厂证书mill certificate12 家产品加工厂证书post receipt13 邮政收据post receipt14 重量证书weight certificate15 重量单weight list16 证书cerificate17 价值与原产地综合证书combined certificate of value adn origin18 移动声明Ａ．ＴＲ．１movement certificate Ａ．ＴＲ．１19 数量证书certificate of quantity20 质量数据报文quality data message21 查询query22 查询回复response to query105 订购单purchase order110 制造说明manufacturing instructions120 领料单stores requisition130 产品售价单invoicing data sheet140 包装说明packing instruction150 内部运输单internal transport order190 统计及其他管理用内部单证statistical and oter administrative internal docu-ments 201 直接支付估价申请direct payment valuation request202 直接支付估价单direct payment valuation203 临时支付估价单rpovisional payment valuation204 支付估价单payment valuation205 数量估价单quantity valuation request206 数量估价申请quantity valuation request207 合同数量单contract bill of quantities-BOQ208 不祭价投标数量单unpriced tender BOQ209 标价投标数量单priced tender BOQ210 询价单enquiry211 临时支付申请interim application for payment212 支付协议agreement to pay215 意向书letter of intent220 订单order221 总订单blanket order222 现货订单sport order223 租赁单lease order224 紧急订单rush order225 修理单repair order226 分订单call off order227 寄售单consignment order228 样品订单sample order229 换货单swap order230 订购单变更请求purchase order change request231 订购单回复purchase order response232 租用单hire order233 备件订单spare parts order240 交货说明delivery instructions241 交货计划表delivery schedule242 按时交货delivery just-in-time245 发货通知delivery release270 交货通知delivery note271 装箱单packing list310 发盘／报价offer／quotation311 报价申请request for quote315 合同contract320 订单确认acknowledgement of order325 形式发票proforma invoice326 部分发票partial invoice327 操作说明operating instructions328 铭牌name／product plate330 交货说明请求request for delivery instructions335 订舱申请booking request340 装运说明shipping instructions341 托运人说明书(空运) shipper's letter of instructions(air) 343 短途货运单cartage order(local transport)345 待运通知ready for despatch advice350 发运单despatch order351 发运通知despatch advice370 单证分发通知advice of distrbution of documents 380 商业发票commercial invoice381 贷记单credit note382 佣金单commission note383 借记单debit note384 更正发票corrected invoice385 合并发票consolidated invoice386 预付发票prepayment invoice387 租用发票hire invoice388 税务发票tax invoice389 自用发票self-billed invoice390 保兑发票delcredere invoice393 代理发票factored invoice394 租赁发票lease invoice395 寄售发票consignment invoice396 代理贷记单factored credit note409 银行转帐指示instructions for bank transfer412 银行汇票申请书application for banker's draft425 托收支付通知书collection payment advice426 跟单信用证支付通知书documentary credit payment advice427 跟单信用证承兑通知书documentary credit acceptance advice428 跟单信用证议付通知书documentary credit negotiation advice429 银行担保申请书application for banker's guarantee430 银行担保banker's guarantee431 跟单信用证赔偿单documentary credit letter of indemnity435 信用证预先通知书preadvice of a credit447 托收单collection order448 单证提交单documents presentation form450 付款单payment order451 扩展付款单extended payment order452 多重付款单multiple payment order454 贷记通知书credit advice455 扩展贷记通知书extended credit advice456 借记通知书debit advice457 借记撤消reversal of debit458 贷记撤消reversal of credit460 跟单信用证申请书documentary credit application465 跟单信用证documentary credit466 跟单信用证通知书documentary credit notification467 跟单信用证转让通知documentary credit transfer advice468 跟单信用证更改通知书documentary credit amendment notification 469 跟单信用证更改单documentary credit amendment481 汇款通知remittance advice485 银行汇票banker's draft490 汇票bill of exchange491 本票promissory note492 帐户财务报表financial statement of account493 帐户报表报文statement of account message520 保险赁证insurance certificate530 保险单insurance policy550 保险申报单(明细表) insurance declaration sheet (bordereau)575 保险人发票insurer's invoice580 承保单cover note610 货运说明forwarding instructions621 货运代理给进口代理的通知forwarder's advice to import agent622 货运代理给出口商的通知forwarder's advice to exporter623 货运代理发票forwarder's invoice624 货运代理收据证明forwarder's certificate of receipt630 托运单shipping note631 货运代理人仓库收据forwarder's warehouse receipt632 货物收据goods receipt633 港口费用单port charges documents635 入库单warehouse warrant640 提货单delivery order650 装卸单handling order655 通行证gate pass700 运单waybill701 通用(多用)运输单证universal (multipurpose) transport document702 承运人货物收据goods receipt, carriage703 全程运单house waybill704 主提单master bill of lading705 提单bill of lading706 正本提单bill of lading original707 副本提单bill of lading copy708 空集装箱提单empty container bill709 油轮提单tanker bill of lading710 海运单sea waybill711 内河提单inland waterway bill of lading712 不可转让的海运单证(通用) non-negotiable maritime transport document (generic) 713 大副据mate's receipt714 全程提单house bill of lading715 无提单提货保函letter of indemnity for non-surrender of bill of lading716 货运代理人提单forwarder's bill of lading720 铁路托运单(通用条款) rail consignment note (generic term)722 陆运单road list-SMGS723 押运正式确认escort official recognition724 分段计费单证recharging document730 公路托运单road cosignment note740 空运单air waybill741 主空运单master air waybill743 分空运单substitute air waybill744 国人员物品申报crew's effects declaration745 乘客名单passenger list746 铁路运输交货通知delivery notice(rail transport)750 邮递包裹投递单despatch note (post parcels)760 多式联运单证(通用) multimodal／combined transport document (generic)761 直达提单through bill of lading763 货运代理人运输证书forwarder's certificate of transport765 多式联运单证(通用) multimodal transport document (generic)766 多式联运提单combined transport bill of lading／multimoda bill of lading 770 订舱确认booking confirmation775 要求交货通知calling foward notice780 运费发票freight invoice781 货物到达通知arrival notice(goods)782 无法交货的通知notice of circumstances preventing delvery (goods) 783 无法运货通知notice of circumstances preventing transport (goods) 784 交货通知delivery notice (goods)785 载货清单cargo manifest786 载货运费清单freight manifest787 公路运输货物清单bordereau788 集装箱载货清单container manifes (unit packing list)789 铁路费用单charges note790 托收通知advice of collection791 船舶安全证书safety of ship certificate792 无线电台安全证书safety of radio certificate793 设备安全证书safety of equipment certificate794 油污民事责任书civil liability for oil certificate795 载重线证书loadline document796 免于除鼠证书derat document797 航海健康证书maritime declaration of health798 船舶登记证书certificate of registry799 船用物品申报单ship's stores declaration810 出口许可证申请表export licence, application811 出口许可证export licence812 出口结汇核销单exchange control declaration, exprot820 T出口单证(海关转运报关单)(欧共体用) despatch note moder T821 T1出口单证(内部转运报关单)(欧共体用) despatch note model T1822 T2出口单证(原产地证明书) despatch note model T2823 T5管理单证(退运单证)(欧共体用) control document T5824 铁路运输退运单re-sending consigment note825 T2L出口单证(原产地证明书)(欧共体用) despatch note model T2L830 出口货物报关单goods declaration for exportation833 离港货物报关单cargo declaration(departure)840 货物监管证书申请表application for goods control certificate841 货物监管证书申请表goods control certificate850 植物检疫申请表application for phytosanitary certificate851 植物检疫证书phytosanilary certificate852 卫生检疫证书sanitary certificate853 动物检疫证书veterinary certifieate855 商品检验申请表application for inspection certificate856 商品检验证书inspection certificate860 原产地证书申请表certificate of origin, application for861 原产地证书certificate of origin862 原产地申明declaration of origin863 地区名称证书regional appellation certificate864 优惠原产地证书preference certificate of origin865 普惠制原产地证书certificate of origin form GSP870 领事发票cosular invoice890 危险货物申报单dangerous goods declaration895 出口统计报表statistical doucument, export896 国际贸易统计申报单intrastat declaration901 交货核对证明delivery verification certificate910 进口许可证申请表import licence, application for911 进口许可证import licence913 无商业细节的报关单customs declaration without commercial detail914 有商业和项目细节的报关单customs declaration with commercial and item detail 915 无项目细节的报关单customs declaration without item detail916 有关单证related document917 海关收据receipt (Customs)925 调汇申请application for exchange allocation926 调汇许可foreign exchange permit927 进口外汇管理申报exchange control declaration (import)929 进口货物报关单goods declaration for implortation930 内销货物报关单goods declaration for home use931 海关即刻放行报关单customs immediate release declaration932 海关放行通知customs delivery note933 到港货物报关单cargo declaration (arrival)934 货物价值申报清单value declaration935 海关发票customs invoice936 邮包报关单customs deciaration (post parcels)937 增值税申报单tax declaration (value added tax)938 普通税申报单tax declaration (general)940 催税单tax demand941 禁运货物许可证embargo permit950 海关转运货物报关单goods declaration for customs transit951 TIF国际铁路运输报关单TIF form952 TIR国际公路运输报关单TIR carnet953 欧共体海关转运报关单EC carnet954 EUR1欧共体原产地证书EUR 1 certificate of originATA 暂准进口海关文件ATA carnt960 欧共体统一单证single administrative document961 海关一般回复general response (Customs)962 海关公文回复document response (Customs)963 海关误差回复error response (Customs)964 海关一揽子回复packae response (Customs)965 海关计税／确认回复tax calculation ／confirmation response (Customs) 966 配额预分配证书quota prior allocation certificate990 最终使用授权书end use authorization991 政府合同government contract995 进口统计报表statistical document, import996 跟单信用证开证申请书application for documentary credit998 先前海关文件／报文previous Customs document／message。
商务英语写作1Notes
The Importance of Business English Writing
Effective Communication: Business English Writing is essential for clear and effective communication within and across organizations It enables professionals to share information, collaborate, and make decisions with precision and timelines
Definition
Business English Writing refers to the use of English in written communication within the business context It involves the writing of emails, memories, reports, proposals, and other official documents
Example
A business letter might be used to confirm a meeting, request information, or provide feedback on a product or service
Business Report
• Purpose: Business reports are used to communicate information about a business or project to relevant stakeholders They can be internal or external reports
审批流程 节点组成
审批流程节点组成The approval process in a company consists of various nodes that serve different purposes in the flow of tasks and decision-making. These nodes can include the initiation of a request, review and analysis, approval or rejection, and final execution of the decision. Each step is crucial for ensuring the efficiency and effectiveness of the approval process.审批流程中的节点是公司中不同目的的任务流和决策的重要组成部分。
这些节点可以包括请求的发起，审查和分析，批准或拒绝，以及最终执行决定。
每一步都至关重要，以确保审批流程的效率和有效性。
The initiation of a request node is where a task or proposal is first introduced into the approval process. This step is crucial because it sets the foundation for the entire flow of the approval process. It is important for the requester to provide clear and detailed information to facilitate a smooth transition to the next node.请求发起节点是任务或建议首次引入审批流程的地方。
我家一位厨师,自你题目英语作文
我家一位厨师,自你题目英语作文英文回答：As a respected culinary professional with extensive experience in the industry, I am pleased to provide a comprehensive analysis of the request you have presented. I will endeavor to address your inquiries in a clear and informative manner.Upon careful consideration of your request, I have identified several key areas that require clarification. Allow me to elaborate on these points:1. Job Title and Responsibilities: The request does not specify the exact job title or responsibilities of the chef in question. It is important to clearly define theseaspects to provide an accurate assessment.2. Time Period: The request does not indicate the time period for which the chef's performance should be evaluated.Specifying a specific time frame will ensure that the evaluation is both comprehensive and impartial.3. Evaluation Criteria: The request does not provide specific criteria or metrics for evaluating the chef's performance. Identifying clear objectives and standardswill facilitate a meaningful evaluation.4. Evaluation Methods: The request does not specify the methods to be used for evaluating the chef's performance. Outlining the planned methods, such as observation, interviews, or performance reviews, will ensure a transparent and objective evaluation process.In order to provide a more precise and tailored response, I kindly request that you provide additional details regarding the aspects mentioned above. This information will enable me to conduct a thorough evaluation and provide you with a comprehensive assessment of thechef's performance.中文回答：为了给您提供准确、全面的答复，请允许我向您提出一些澄清问题：1. 厨师职务和职责，您未提及厨师的具体职务或职责范围。
结题申请书 承担任务填
结题申请书承担任务填英文回答：Project Closure Request.Tasks Undertaken.During the tenure of the project, the following tasks were successfully completed:1. Requirements Gathering and Analysis:Conducted thorough requirements gathering sessions with stakeholders to identify project objectives and functional specifications.Analyzed requirements to determine feasibility, prioritize needs, and establish acceptance criteria.2. Design and Development:Designed and developed a comprehensive solution that met all project requirements.Implemented and tested the solution using industry best practices and coding standards.3. Testing and Validation:Conducted rigorous testing to ensure the solution met all functional and non-functional requirements.Documented test results and obtained user sign-off to validate the solution's performance and functionality.4. Deployment and Implementation:Deployed the solution to the production environment.Provided training and support to end-users to ensure a smooth transition to the new system.5. Monitoring and Maintenance:Established a monitoring framework to track the solution's performance and identify potential issues.Provided ongoing maintenance and support to ensure the solution remained operational and up-to-date.6. Documentation and Knowledge Transfer:Documented the solution's design, implementation, and operational procedures.Transferred knowledge to the organization's technical team to ensure the solution's long-term sustainability.中文回答：结题申请书。
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REQUEST FOR PROPOSALS (RFP) for PILOT PROJECTSThe Oregon Healthy WorkForce Center seeks applications for Pilot Projects. A maximum of $100,000 is available for one 2-year project beginning in July, 2012. The proposal is due June 1, 2012.Mission of Oregon Healthy WorkForce CenterThe Oregon Healthy WorkForce Center was established in September, 2011 as a NIOSH Center of Excellence. The mission of the Center is to conduct research designed to improve the Total Worker Health (NIOSH TM) - occupational health, safety and personal wellness - of workers by implementing intervention strategies that protect health in the workplace and promote a healthy lifestyle. The goal is a healthier, safer worker and workforce. We seek to fund pilot projects that will expand our portfolio of research on programs that improve occupational health, safety, and personal wellness. Proposals may focus or be powered on one of these three areas, but the proposed intervention must address all three. For more information about the Center: http:// /xd/research/centers-institutes/croet/oregon-healthy-workforce-center/ EligibilityThe Principal Investigator (PI) must have an appointment at an Oregon state institution (University, College, or state agency) and eligible to obtain federal or state research grants through that organization. Multi-disciplinary, multi-investigator and multi-organization collaborations are encouraged. PIs may submit only one proposal to this announcement, but anyone may be a collaborator on multiple proposals.ProposalsFunding is $100K per year that may be spread over 2 years ($50K/year is preferred but with justification a different allocation of funds is acceptable).Submissions: must include the following sections and not exceed the specified page limits:• Cover Letter with the title and date of the proposal, signed by the PI• Title sheet (1 page max)- Title- PI- All investigators- Total dollar request- Time period of request- 150 word abstract- Signatures of the PI and authorized institutional official• Relevance to the Oregon Healthy WorkForce Center mission (0.5 page max)• Research Proposal (3 pages max)- Specific Aims- Hypothesis or Goal- Background and Relevance to the workplace- Preliminary Findings (if available; not required)- Research plan (specific plans including study design, statistical analysis and power)- Timeline and quantifiable benchmarks (at least one every 6 months)- Significant potential challenges• Innovation and Significance (0.5 page max)• Plans for obtaining future funding; or, if to be completed in 2 years, identify the product and methods of dissemination (0.5 page max)• References (limit of 15) – not included in page limits• NIH-type budget (example available on request). Indirect or institutional overhead costs are not allowed (standard personnel overhead costs are allowed); a letter signed by the authorized institutional official acknowledging this requirement or limitation is required.• Support letter from the targeted workplace(s) where the work will be carried out• Relevant available resources, including potential staffing or plans to obtain (1 page max)• Biographical sketches (include position, education, up to 15 publications, current funding) (3pages/investigator max)• Justification is required If requesting PI salary, major equipment, or conference travelProposal Format Requirements• Submit the proposal as a PDF• Font: Arial 11 point• Single Space pages• Number pages consecutively• ½ inch margins on all 4 sides• Figures, graphs, diagrams, charts must have legible type (may be smaller than 11 point) but must be within the allowable number of pages SubmitquestionsandPDFoftheproposaltoKendraEvansbyemailat:*****************Review Process• Proposals will be initially reviewed by the Oregon Healthy WorkForce Center Internal Steering Committee to ensure that the Aims/Goals of the proposal are consistent with the Pilot Project guidelines and that ALL THREE areas of total worker health - occupational health, occupational safety and personal wellness - are addressed in the proposal (however the proposal may be powered to change only one). All proposals meeting this benchmark will be distributed to a review team.• Review team will be selected to be knowledgeable about the area of research. It will consist of at least two individuals. Reviewers will not be employed at OHSU/CROET or investigators in the Oregon Healthy WorkForce Center. Although the reviews will be anonymous, ratings will be provided to the proposal PI. The Oregon Healthy WorkForce Center Internal Steering Committee (ISC) (all PIs + Chair) will pass/reject the highest rated proposal(s) by a majority vote of the PIs + Chair. An oral presentation will be required of the leading proposal; a pass/fail vote will be held on the leading proposal. Center PIs from the same institution as the PI or investigators of the proposal will be absent for any discussions or votes.Progress Reports: Chalk-TalksProject PIs will give oral chalk-talks in the Oregon Healthy WorkForce Center program once every 6 months of the project, describing benchmark achievement, unique and/or challenging elements of the research. Any proposed project design changes must be the subject of a chalk-talk to ensure review by the Director of the Center’s Design and Analysis Core. The PI must inform the Center in writing of any proposed change in the project goals, design, benchmarks, budget (major), and of any significant change in project deliverables. Continuation of funding will be dependent upon achievement of benchmarks in the submitted proposal. Final ReportA final report will be provided one month after the conclusion (termination) of the project.Evaluation CriteriaThe reviewers will employ the following review criteria:• Each criterion lists specific issues or examples as a guide to the reviewers):• Scale of 1.0 - 5.0, where 1.0 is Outstanding)1. Conception and organization of the proposal ………………. Score _____2. Impact and significance ………………………………….…… Score _____3. Excellence in science and design is required, with the Randomized Controlled Trial design receiving thehighest scores. (Prior to funding, the design be reviewed and approved by the Director of the Oregon Healthy WorkForce Center’s Design and Analysis Core.) ... Score _____4. Quality and track record of PI and team (or potential) ….…. Score _____5. Exit strategy: Plan for acquiring substantial future funding or dissemination plan if a completed product isproposed at the end of 2 years ………………………….…… Score ____6. Overall evaluation ………………………………………..…… Score _____ Total Score ______The “Overall Evaluation” category will capture aspects (both positive and negative) not included specifically in the other categories, but should reflect the overall judgment of the reviewer of the excellence of the proposal. The Total score will be the sum of the six individual scores. A brief statement (e.g., bullet or phrase) will be provided to reflect the basis for the score on each criterion of the evaluation.。
质控英语缩写
质控英语缩写AABR Application Based ReliabilityANOV A Analysis of VarianceBBOM Bill of MaterialCCAR Capital Authorized RequestCDT Cycle Destruction TestCMM Coordinate Measure MachineCNM Customer Needs MapCNR Catalogue Number RequestCOF Cost of FailureCPK Process CapabilityCPS Coil Per Slot 每槽线圈数CPT Consumer Power ToolsCTQ Critical to QualityDDC Distribution CenterDOE Design of ExperimentsDPMO Defects Per Million Opportunities DPS Daily Production Schudule DPU Defects Per UnitsEECN Engineering Change NoticeEdnet Engineering Data IntranetEP Engineering ProceduresES Engineering SpecificationsESL Engineering Sample LotFFAI First Article InspectionFMEA Failure Mode and Effective AnalysisGGR&R Gauge Repeatibility & ReproducibilityHHOQ House of QualityHPP High Price PointIIE Industry EngineerIQC Incoming Quality ControlJJIT Just in TimeMMAIC Measure, Analyze, Improve, Control MC Material ContralMFG/PRO Manufacturing ProgramMPP Mid Price PointMRP Material Resource Plan MSA Mean Square or Measurement System MSA Measurement System Analysis MSL Manufacturing Sample LotNOOPP Opening Price PointPPDN Product Discontinuance NoticePDR Product Development RequestPEC Primary Engineering CentrePFMEA Process Failure Mode Effective Action DFMEA Design Failure Mode Effective Action PM Product Manager PP Process PerformancePPM Performance per Million Opportunities PS Performance StandardPQC Process Quality ControlPSI Primary SKU IndicationPCI Product Change InitiatorPCC Product Change CoordinatorQQFD Quality Function DesignRSSBU Strategy Business UnitsSC Supply ChainSEC Secondary Engineering CentreSKU Stock Keeping UnitsSPC Statistical Process ControlSQA Stock Quality AuditSQC Statistical Quality ControlSQE Supplier Quality EngineerTTBD To Be DecidedTPC Turn Per Coil 每线圈匝数UUPC Universal Product CodeVWWO Work OrderXYYTD Year to DateZ品质⼈员名称类QC quality control 品质管理⼈员FQC final quality control 终点品质管制⼈员IPQC in process quality control 制程中的品质管制⼈员OQC output quality control 最终出货品质管制⼈员IQC incoming quality control 进料品质管制⼈员TQC total quality control 全⾯质量管理POC passage quality control 段检⼈员QA quality assurance 质量保证⼈员OQA output quality assurance 出货质量保证⼈员QE quality engineering 品质⼯程⼈员FAI first article inspection 新品⾸件检查FAA first article assurance ⾸件确认TVR tool verification report 模具确认报告CP capability index 能⼒指数CPK capability index of process 模具制程能⼒参数SSQA standardized supplier quality 合格供应商品质评估OOBA out of box audit 开箱检查QFD quality function deployment 品质机能展开FMEA failure model effectiveness analysis 失效模式分析FA final audit 最後⼀次稽核CAR corrective action request 改正⾏动要求corrective action report 改正⾏动报告制程统计品管专类SPC Statistical Process Control 统计制程管制SQC Statistical Quality Control 统计品质管制UCL Upper Central Limit 管制上限LCL Lower Central Limit 管制下限MAX Maximum 最⼤值MIN Minimum 最⼩值GRR Gauge Reproducibility&Repeatability 量具之再制性及重测性判断量可靠与否DIM Dimension 尺⼨DIA Diameter 直径FREQ Frequency 频率N Number 样品数其它品质术语类QCC Quality Control Circle 品质圈QIT Quality Improvement Team 品质改善⼩组PDCA Plan Do Check Action 计划执⾏检查总结ZD Zero Defect 零缺点QI Quality Improvement 品质改善QP Quality Policy ⽬标⽅针TQM Total Quality Management 全⾯品质管理MRB Material Reject Bill 退货单LQL Limiting Quality Level 最低品质⽔准RMA Return Material Audit 退料认可QAN Quality Amelionrate Notice 品质改善活动ADM Absolute Dimension Measuremat 全尺⼨测量QT Quality Target 品质⽬标7QCTools 7 Quality Controll Tools 品管七⼤⼿法通⽤之件类ECN Engineering Change Note⼯程变更通知(供应商) ECO Engineering Change Order ⼯程改动要求(客户) PCN Process Change Notice ⼯序改动通知PMP Product Management Plan ⽣产管制计划SIP Specification In Process 制程检验规格SOP Standard Operation Procedure 制造作业规范IS Inspection Specification 成品检验规范BOM Bill Of Material 物料清单PS Package Specification 包装规范SPEC Specification 规格DWG Drawing 图⾯系统⽂件类QC Quality System 品质系统ES Engineering Standarization ⼯程标准IWS International Workman Standard ⼯艺标准ISO International Standard Organizatio国际标准化组织GS General Specification ⼀般规格CMCS China Manufact Compaq StampingCompaq产品在龙华冲压⼚制造作业规范PMC Production & Material Control⽣产和物料控制PPC Production Plan Control ⽣产计划控制MC Material Control 物料控制ME Manafacture Engineering 制造⼯程部PE Project Engineering 产品⼯程部A/C Accountant Dept 会计部P/A Personal & Administration ⼈事⾏政部DC Document Center 资料中⼼QE Quality Engineering 品质⼯程(部)QA Quality Assurance 品质保证(处)QC Quality Control 品质管制(课)PD Product Department ⽣产部LAB Labratry 实验室IE Industrial Engineering ⼯业⼯程R&D Research & Design 设计开发部。
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• This is an informal request for information followed by a request for action form an administration staff member to a colleague. This is message is informal but still businesslike between two co-workers.
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Sample 3 Regina, Could you go down to the grocery to buy some cereals for the weekend, please? I’ve got to attend a fundraising at my kids’ school. I’ll pay you back this evening. Thanks. Susan Sample 2 is an informal note between a married couple. There is not need for an explanation why the writer cannot do it herself, for this is routine matter between the couple. But S3 is a request written to a guest staying in the writer‟s house. The note is about the same matter as the note above, yet the tone and wording are rather different.
• The two requests are made informally by a student to a professor, but the tone is more tentative and polite. Note the address form „Dear‟ and the titled surname.
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Sample 5
Peter — Don’t forget: Pick Geography book this afternoon. Will need it THIS EVENING.
Bob (Mon. 9. 10 Please let me know as soon as possible Sally’ email address.
• This is fax memo between two business associates. The succinct, accurate language used for the message is common in business communications. Note that some non-essential linguistic items are dropped. The message begins with some necessary background information for the recipient to act on and then proceeds with the request itself.
Summary
• Context • Range between a quick note to a family member, a friend, or a co-worker in everyday contexts, and a rather businesslike E-mail message to a business associates. • Components • (1) requesting for something; and • (2) giving the reasons for making the request.
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• Thank you. •
• Sample 7 • Dear Prof. Hoffman, • I am writing my paper on Martin Eden. I would be very grateful if you could lend me your Jack London: Essays in Criticism for a few days. Please leave the book in my mailbox, #218. Many thanks, • Zhai Shuhua • Sample 8 • Dear Professor Stone, • I have called several times to ask for a favor, but I seem never to find you at your office. I was wondering if I could borrow your typewriter for two days — to fill out some important forms. If it is possible, will you please contact me at the El Camino Hall in Room 402 (631- 3201 phone / fax)? Thanks. • Sara Ho
• This one is a formal business communication between two colleagues. But note that in spite of the formal language used in the message, the missing subject of the last sentence gives a touch of informality to the request.
• Practice 1. You have just arrived in America to study at a college. Write a note to the college administration officer asking fro information about the library and cafeteria. 2. You don‟t know the neighbors very well, but you know they are at home all day, while you aren‟t. Ask them to take in a parcel that‟s arriving for you tomorrow by express mail.
• This is an informal E-mail message to a colleague, requesting him to forward some information to a third party. It‟s a brief, clear, and conversational. Note the friendly style for the forwarded message.
Sample 10
• • • • • • To: Sue Green <xxxxx@xxxxxxx> From: Barbara Smith <xxxxx@xxxxxxx> Sent: Monday, June 11, 20xx4:20 PM Subject: Registration File Hi Sue, The student named Ahmet Alcott has a copy of his I-20 in our file. While cleaning our file, Ephie has pulled the file and his transcript shows that the last time he registered was in 8/02 at which time he withdrew. I don’t know if you have a more complete file. If you do, perhaps you would want to contact the student if you have not done so already based on your own cleanup. Let me know. Also, have you heard anything regarding those three students who I e-mailed you about last week? They have applied for Grad Assistantship and they are not registered full time. Thanks, Barbara
Sample 9 • To: Blair Simons <xxxxx@xxxxxxx> • From: Nicka Sewell <xxxxx@xxxxxxx> • Sent: Tuesday, May 04, 20xx5:40 PM • Subject: More Information… • Dearest Blair, • Can you please forward this information on to students? Thanks, Nicka • For those interested in the 20xx College Spirit Squad, please forward your summer address, phone number and /or e-mail to my Hot-mail account at neeks007@ before you leave for summer break! Have a great summer!