An Improved Method for Mission Risk Analysis of the Satellite ACS
研究生英语阅读原文
1、Reaching out for World HealthIn this century, there have been more gains in public health than in the entire previous history of humankind. Many of the major achievements are due principally to science and scientists—John Snow, Louis Pasteur, Robert Koch, and many others rescued civilization from the dark ages of fear of the unknown and the dread shadow of diseases such as cholera and plague. More recently, the conscience and concern of scientists have often been driving forces in advancing health, enhancing the development of new tools, and stimulating international research and control of major global health problems. Consider an example that spans most of this century: poliomyelitis. Its discovery as an infectious disease, the amplification of the virus in tissue culture, the development of killed and live attenuated vaccines, the strategy for their use through an expanded program of vaccination, the introduction of national immunization days, and recent research into improved safety and monitoring methods have all led to an approaching milestone in global public health—the worldwide eradication of polio.However, there is little reason for complacency. Victories are often temporary. Our microbial enemies are incredibly adept at developing new defenses and weaponry and at jumping to new species to create new emerging infections. The very progress of our civilization can threaten our health; for example, transportation technology moves millions of people around the world every day, facilitating the spread of epidemics. And political and economic mismanagement can increase the deprivation of populations; today, less than 10% of the global research and development budget is used to address the largest disease burden, which is found among the poorer populations of the world, and we have no effective vaccines against major scourges such as malaria and AIDS.How can current and future challenges be met? Research is crucial. It is also essential that scientists from different specialities approach problems in an interdisciplinary way. This is a call for talented young scientists from many branches of knowledge to reach out to improve world health and for science policy-makers in governments, agencies, foundations, and industry to underwrite their mission. The stunning pace of change in the health sciences and their engagement with other disciplines such as informatics, chemistry, physics, and social science provide a new opportunity for health in the 21st century. This call is not only for scientists and policy-makers in the industrialized world but also, and perhaps more important, for those in the developing world. The potential, passion, and perception of scientists close to the major problems of world health need to be tapped. This is especially true as the distance between the laboratory and the field continues to shrink rapidly, providing the best-ever scientific opportunity to address global health needs. We should make deliberate use of it, bearing in mind that investment in health is investment in development.Research networks that span national borders will provide essential support for intensified public health efforts. In this context, I welcome the Multilateral Initiative for Malaria (MIM) research.* The efforts by MIM to accelerate capacity buildin g in Africa will be a cornerstone for the “Roll Back Malaria” program on that continent.† Indeed, research will be an integral part of all World Health Organization (WHO) programs, strategically placed to make a difference where it matters most: on the ground.I will put great emphasis on the scientific underpinning of policy in a renewed WHO. I intend to establish a separate function, devoted to health information and the development of evidence-based policy. WHO will be a leading advocate for health. In addition to the scientific evidence required for policy setting, WHO will gather information on the needs of researchers and on advances made in research. These will be reported to decision-makers around the world. Health ministers need little convincing, but WHO will remind presidents, prime ministers, finance ministers, and science ministers that they are health ministers themselves, key to bringing the science of health to bear on the well-being of their people. Our message will be that healthy people help build healthy economies.2、On KnowledgeAs far back as I can remember, the acquisition of knowledge xViias been a prized commodity2 in my family. My father never finished high school3: In 1932, the loss of his own father required that my dad—then 14 years old, the oldest of 5 children, and not yet having completed the seventh grade4一take on5 the role of breadwinner. My mom was the “educated one” in the family, since she had completed the seventh grade, shortly after which difficult economic situations in her own family required her assistance in the family boarding house6, relegating school to7 the category of “less necessary”.After several years of successfully selling vegetables off a truck8 on local street corners, Dad parlayed his industriously generated profits9 into a small delicatessen, which became the source of our family sustenance throughout the launching of all four sons into the world. Although each of us worked in the deli10 as soon as we were old enough to provide any meaningful service (usually beginning about age 7 or 8), Dad，s consistent message was KEducation, boys: That’s what will make your path the most secure.11 Knowledge is the key …knowledge. Don’t end up slicing12 salami for the rest of your life like your dad!” Neither of my p arents ever took a course13 in calculus, or music lessons, or dancing lessons, or any of the many other extracurricular activities for which they had had to struggle to provide for me and my three brothers during our growing-up years.If Dad ever read a novel，I don’t recall it. Mostly, he was so tired at the end of the day (the deli’s hours were 8 am to 11pm Monday through Saturday; Sunday, 9 am to 10 pm) that he would fall asleep in a chair in the living room with the newspaper folded on his lap14. Mom was an avid reader, and she shared her suggestions about good books for me to read. She was an enthusiastic supporter of my growing appreciation of literature, reviewing my grade school book reports15 with glowing approbation. Although it was delivered in distinctly different flavors, reverence for knowledge is what both of my parents shared, and they poured it generously into their children.I have been an academic physician16 for a long, long time~ more than 30 years. Even though I still delight in learning, and in observing the progress of medicine and science, and even though the persistent counsel of my long-departed parents17 to seek knowledge stays with me to this day18，sometimes I，too, need a reminder, which I found can arrive in an unexpected way.I often give educational presentations to colleagues. On one particular occasion recently, I was scheduled to present a dinner lecture19 at a very large continuing medical education meeting in California20. I had considered attending a morning lecture en titled “Hypogonadism in the Midlife Male”，but when I saw the start time was 6:30 am, I reconsidered. Nonetheless, because I was in California, but live in Florida21,1 woke up at 5 am anyway, so I decided, “What theheck.22 I’ll go!”When I entered the au ditorium about 6:15 am, I took a seat next to a very, well, “noticeable” gentleman. I would23 guess him to be about 45 years old; he was bald, with numerous prominent tattoos, and dressed in some sort of camouflage-fatigue outfit24... not the typical “look” for a physician. We didn’t speak, both of us paying some attention to the handout notes25 about the soon- to-begin presentation. Promptly at the conclusion of the lecture, I hurried out to the next lecture.My own presentation at this CME26 course was scheduled for 6:30 pm. When I entered the lecture hall, on my way to the podium, who did I see but27 the same guy who had been sitting next to me earlier that morning. Intending to enjoy some collegial teasing28, I blurted out29，“What are you doing here? Didn’t I see you here at the crack of dawn30? You must have gotten up at 4 in the morning just to get here. You must know just about everything by now!”The man turned toward me and smiled graciously. In a very heavy accent he said, “Learning is a privilege. In my country, one cannot always learn all the things one would wish to know. Learning is a privilege”I don’t remember what I said in response; maybe I just nodded. But as his words sank in31，I was feeling a strong sense of nostalgic reminiscence about similar words from my parents. Sometimes, living in a land of such plenty32, we don't remember to appreciate it. You know the sort of feeling that you experience when you’ve just gotten over33 a head cold34 and can finally breathe normally again, and you feel an intense appreciation of how nice it is to just be able to breathe normally?35 This colleague reminded me how easy it is to take for granted all of the opportunities36 we have for learning and for sharing knowledge. His words struck home37 in such a way that I had to take a mental step back38 and acknowledge my own need to reawaken my appreciation for the privilege of learning.Perhaps it is reverence for knowledge that has fostered so many of my happy years of teaching medicine.39 And in medicine, one has the luxurious pleasure of being surrounded by many others who share that reverence. But sometimes, despite our reverence for knowledge, we forget; in a land of intellectual plenty40，ifs good to be reminded from time to time: Learning is a privilege.4、In a Wordwith the advent of managed care in the United States, the conversation over the direction of medicine (as an industry and as a practice2) has become laden with3 terms heretofore unfamiliar to the majority of health care professionals. These business concepts may be relatively new to the discourse concerning health care，but they have long been standard fare4 in the discussion of effective corporate management5，specifically with respect to W. E. Deming’s6 precepts of “total quality improveme nt7”. These precepts have been widely applied to systems of health care, with what have been reported as beneficial results. Borrowing from the language of corporate management has provided a new way to articulate age-old frustrations of patients with existing systems of care delivery and has helped to point the way toward improving care with a variety of forward- thinking and laudable concepts, such as improving overall patient satisfaction8, reducing the use of unnecessary procedures or tests, and restructuring payment schedules9 to reward those who emphasize preventive, rather than reparative, interventions. Opening the doors of the clinic to the bearers of corporate culture has not been an entirely pleasant experience, however. At timesthey have behaved like rude guests, pointing out flaws in the ways their hosts are conducting business. The interface between those in pinstripes10 and those in white laboratory Pcoats has thus been less than perfect, as is evidenced11 not only by our different ideals and conceptual constructs12, but also in the very language13 used to communicate them. Consider, for example, the supplanting of the traditional titles used by medical professionals to describe themselves, by newer, more business- adapted terms* In an earlier era, medical professionals were known as “physicians” or “doctors' In managed care parlance, “physician” and “doctor” have largely been cast aside for14 the more generic “provider”，ostensibly because its broader meaning encompasses a wider variety of givers of services, including not only medical doctors but nurse practitioners, midwives, and various other allied health professionals. In the vernacular of modern medical care，however, it is perhaps most often used as part of the emerging initialism “PCP”，de noting “primary care provider”，or the person responsible for the majority of the patient’s routine medical care.So much for35 what potentially has been gained by the new jargon. A brief etymologic reflection might intimate a sense of what potentially has been lost.According to philologists, the word fisitien entered the English language in the early 14th century. Derived from the Old French fisique, it denoted a practitioner of the “art of healing”. The Latin word for doctor meant “teacher”; an agent noun of the verb1<s docere^ it meant “to show, to teach, or to appear right17” and carried a connotation of8 that which19 was “seemly，fitting, and decent”. Thus, the ideals conveyed by the words “physician” and “doctor” are integral components of what it mea ns to be a medical professional. “Provider' on the other hand, bears considerably less communicative treasure20. Borrowed from the Latin providere, it means simply “to prepare or supply”. This is accurate enough, but seems rather bland when compared with21the image，proffered by the words “physician，，and “doctor”，of one who shows and teaches22, through the healing art，the way to make things seemly, fitting, and decent23. Thus, the introduction of the term “provider”，while giving the advantage of4 easily invoking a multidisciplinary team, has offered the possibility of5 diluting identification with a professional ideal as old as the practice of medicine and the language used to describe it.Similar changes have occurred with respect to the words used to denote the recipient of medical care. The word typically used for this person has been “patient”. Borrowed from the Old French pacienty the Middle English pacyent indicated a “suffering or sick person under medical treatment”；it carried a connotation of someone who endured pain calmly. The vernacular of managed care has produced two labels for this person. The first，“client”，has what might be considered a relatively appropriate origin. The Anglo-French clyent denoted “one who followed another” or, more literally, “one who leaned on another”. Its meaning in Middle English, however, was restricted to a person who engages the services of a lawyer, and then broadened to include any person who was willing to pay for a good or a service. It would seem that the later, more commercial meaning of “client” is intended by many who invoke it in the discussion of managed care. This conclusion is supported by the increasing use of another term for the patient, the “customer”. Although terms such as “customer satisfaction” h ave provided an impetus for much-needed improvements in the delivery of health care, through the implementation of the concepts of total quality improvement, one wonders if this bargain were not of a Faustian nature26. To gain the stimulus of thinking in terms of customer satisfaction, we have considered cashing in the concept of one who endures suffering for27 one who pays a fee* I am reminded of the wordsof an anonymous surgeon: “Every time a doctor calls a patient a ‘customer，，an angel dies/5 Now there are doubtless28 some who would say these linguistic changes are coincidental, a mere by-product of the advent of a more visible business interest in the commerce and practice of medicine. Perhaps. But it is more likely that they represent an important shift in the ways society in general29一and the medical profession in particular—views the roles of physicians, patients, and the interrelationships between and among them. The philosopher Martin Heidegger30 claimed that “language is the house of Being31”. If he was right, then language is more than a system of codified representation32 of objects, subjects, and concepts, and words are more than auditory cues，serving a merely nominative function. Language is, rather, a storehouse of information about not only the subjects of our words, but our sharpest mental constructs33 and deepest emotional attitudes toward them. It therefore serves a descriptive, or revelatory, function. A final function of language exceeds the realm of the nominative or descriptive34 and enters the provenance of the normative.35 Thus, our words not only indicate what we perceive reality to be; they point to what we think it should be.36Language bears secrets that we are too obtuse or too careful to declare openly. To the astute listener’ however, these secrets are made manifest. As such37, language should describe as accurately and as completely as possible. Therein lies38 the chief difficulty with many of the words that have emerged in the jargon of managed care. They say much that is true, and even say some things that previously we have not been able to articulate quite as clearly. In the final analysis39, however, they do not say enough,40 A physician is a provider, and a patient is a customer, at least in theory. But they are~or should be一more than either of these latter terms imply. Is the distinction important? I submit that41 it is. No father would dream of introducing his progeny at a dinner party as “the chief administrator of lawn care and household waste management for our family” or “my favorite participant in the sport of soccer” or even as “the product of the combination of my genetic material and his mother’s”. Although these titles may convey truthful, and meaningful, information, they do not convey the wealth of concepts and images implied by the simpler, more elegant “my son”.So long as there are ill persons and those who desire to make a career of2 helping them to become well, there will be debate concerning the most effective means of providing health for the receivers of care and compensation for the givers of care. Managed care has brought to that debate the promise of new, more efficient ways to engage in the commerce of medicine. It should not, however, neglect the development of appropriate ways of perceiving the practice of medicine. Whether it does will depend not only on the input of managerial experts but, more importantly, on the contribution of medical professionals who are the inheritors of a living tradition of professional excellence43 and of the rich language used to convey that tradition. Ultimately it is we, the “doctors”，who will decide how we will identify ourselves and our patients, and who will thus determine the timbre of the debate. We may choose to acquiesce to the shifting currents of sociopolitical verbiage and to drift into44 espousing only the concepts it represents. For myself, however, I would like to strive for45 an ideal a bit more noble than becoming an efficient “planner” or “supplier”. Although I may seldom reach it, I would like to stretc h myself toward46 the model of one who “shows and teaches, through the healing art, the way to make things seemly, fitting, and decent”. This is because a patient, by whatever name he or she is called47，remains more than one who is willing to pay for a good or a service. He or she remains one who suffers pain and has presented that pain to those of us in the medical profession that it might, perchance,be alleviated.5、Bridging Science and SocietyThe theme of this year's Annual Meeting of the American Association for the Advancement of Science (AAAS) seems especially timely: Bridging Science and Society. Virtually every major issue now confronting society has a science and technology component, and this means that “the need for general scientific understanding by the public has never been larger, and the penalty for scientific illiteracy never harsher.”* Today, science and technology are receiving unprecedented financial and policy support worldwide, as more countries invest in science and science education with the belief that these investments will enhance economic strength and improve the lives of their citizens. In the United States, the current national leadership frequently focuses on science, science education, and science-based policy-making. As well, the U.S. National Science Board just reported in Science Indicators 2010 that the general citizenry continues to hold scientists in high regard, second only to firefighters in prestige. But this confidence and prestige depend on a belief in the integrity and credibility of science, as well as in the scientific community's ability to help solve global problems. A spate of recent incidents has threatened the public's trust and argues that greater attention is essential to maintaining a strong bridge between science and the rest of society.The ability of science to deliver on its promise of practical and timely solutions to the world's problems does not depend solely on research accomplishments but also on the receptivity of society to the implications of scientific discoveries. That receptivity depends on the public's attitude about what science is finding and on how it perceives the behavior of scientists themselves. The past decade saw substantial tension in the science/society relationship emerge when scientific advances and theories conflicted with certain cultural values or religious beliefs. Much of the turmoil surrounding the teaching of evolution in public schools, for example, derives from conflict between a modern understanding of evolution and religious beliefs in creation. Likewise, objections to embryonic stem cell research arise from the belief of some religions that life begins at the moment of conception. These kinds of tensions are best addressed by engaging with the public on the issues and seeking common ground whenever possible. This approach requires scientists to listen and respond to the public's concerns and to educate their fellow citizens about scientific advances. Public engagement is increasingly being facilitated by governmental and nongovernmental institutions, and it has become a high priority for many individual scientists around the world. A focus on creating a genuine dialogue has consistently been more productive than unidirectional attempts at “public education” about science.Inappropriate behavior by scientists also weakens the bridge between science and society, at times to a degree out of proportion to the incidents. Widely publicized examples of scientific misconduct, or even mere accusations of misconduct, can tarnish the image and diminish the credibility of the entire scientific enterprise. Likewise, undisclosed conflicts of interest, whether real or apparent, can call into question the integrity of the whole scientific community. Scientists also jeopardize the credibility of science by overinterpreting or misstating scientific facts. Recent examples include misinformation on the prospects of Himalayan glaciers and the effects of climate change there, and newly discovered problems with a 1998 report linking vaccines to autism. These types of revelations are highly problematic for policy-makers, the public, and the scientific community. Every such case should be investigated, with a follow-up public explanation. Scientists should not tolerate threats to the integrity of science, whether they come from outside the scientificcommunity or from within it.The scientific community can strengthen the bridge between science and society by ensuring vigorous enforcement of scientific behavioral norms and standards, aggressively focusing on problems of global importance, and actively engaging with the public. As scientists and policy-makers convene in San Diego this week at the AAAS meeting, we all should commit to pursuing these goals.6、The Architecture of EthicsPICTURE A SMALL, one-room cottage in the forest. Then watch as successive generations build onto it, gradually adding rooms. Eventually somebody adds a second story. The building design becomes more complex but the structure's functionality and versatility increases. Later a third story is added. This brings new structural problems but also new possibilities for added functionality. While these possibilities are being exploited, some visionaries are already dreaming of adding a fourth floor.We can use this as an analogy to illustrate a central feature of the moral standards and ethical principles that we humans follow in our dealings with each other and with society as a whole. These principles constitute a structure of interlocking behavioral guidelines that have been growing organically since our ancestors first became human, if not earlier. These standards and principles didn't descend to us from on high as some revealed truth from an intelligent being greater than ourselves. We worked them out through a long and arduous evolutionary process marked by many wrong turns and much social discord. Indeed, the structure is still imperfect and we continue trying to make improvements.This understanding of the source of moral systems is expressed succinctly in Humanist Manifesto III, where it says: "Ethical values are derived from human need and interest as tested by experience."So let's look again at that one-room cottage. Long before our remote ancestors became sapient--while they were still at the Homo erectus stage or even further back on the evolutionary tree--they were social animals, not solitary predators like the great cats. The social unit at first consisted of little more than an extended family. Small bands scattered widely across the savannah subsisted on a mixture of hunting and gathering. To survive at all, the individuals in these wandering bands had to trust each other. Rules evolved that governed each individual's behavior toward other members of the group. An embryonic Golden Rule began to take shape: share the food and other good things, and share the hardships with other members of the group: "One for all and all for one." We are a team and we stick together.For several million years the ancestors of these hunter-gatherers had evolved physically, mostly in response to changes in the physical environment. Bipedalism and increased brain size had led to an increase in the number of years during which the child required parental supervision, which in turn encouraged the practice of monogamy and some limited expansion in the use of verbal symbols. Eventually our ancestral primates evolved into physically modern humans as a new species we call Homo sapiens emerged. That threshold was crossed about 150,000 years ago.The evolutionary pace accelerated during the next 100,000 years. People learned that multi-family tribes could hunt bigger game and survive environmental stress better than the old family-based units. The Golden Rule developed a few bylaws. Our cottage developed a few more rooms. But the rules that governed the behavior of these archaic humans were mostly instinctive, not learned. In technical terms, our social instincts continued for the most part to co-evolve with our physical evolution. Nobody saw fit to build a second story on our structure.Why? Because instinctive application of the Golden Rule only works when everybody in the social unit knows everybody else, as is still the case in small, isolated villages. This makes it difficult for a cheater to violate the accepted behavioral guidelines without getting caught. Minor violations will be noticed and controlled by group disapproval, while in extreme cases the cheater can be expelled. In archaic times the population was spread so thinly that people had very little occasion to meet and interact with outsiders, so cheaters normally had no place else to go. Ergo, very few cheaters, and the system worked without police or other formal instruments of coercion.About fifty thousand years ago everything changed. Language burst its former bounds and enabled people to think in abstractions, even to imagine things that didn't exist in the physical world around them. After a gestation period of a hundred thousand years our human ancestors began to think like we do. It was a truly Promethean transition. We have been special ever since.This critically important milestone in our evolution had all sorts of consequences that intersected with each other in profoundly important ways. People asked questions for the first time and, in an attempt to answer them, imagined divinity. Enter religion. People developed much more efficient ways ofgleaning a living from the environment and radiated out to quickly populate the habitable world. They also began to cooperate in larger groups and formed confederations of tribes.Then, about 10,000 years ago, some of them switched from hunting and gathering to agriculture and animal husbandry, and their numbers multiplied explosively. Now the need for cooperation on a much grander scale became acute. Many of the older in-groups, the village-sized units, coalesced and came under one ruler. New sets of behavioral guidelines were needed--to govern relations between governors and the governed, for example, or to manage trade and commerce.The ancient sense of in-group versus out-group, of "us versus them" was still part of the human heritage, part of human nature. The trick was to build on it and expand its coverage. People needed the ability to tell whether that stranger on the other side of the mountain was really an alien "them" or just another member of "us" that lived too far away to be known personally. Cultural markers evolved to meet this need, such as dialects, religious affiliations, and conventions in dress and manners. Culturally identified in-groups became the norm, the basic template for human social organization.Kingdoms and empires followed. The ground floor of our building was still intact but a second。
重庆市2023-2024学年高二下学期期末联合检测试卷英语试题
重庆市2023-2024学年高二下学期期末联合检测试卷英语试题一、阅读理解The Best Art Exhibitions to See in Europe 20242024 is an exciting year for art. But what exactly is showing, and where can you see it? Here are some can’t-miss art exhibitions.Dan Flavin — Dedications in LightsKunstaus Bregenz2 March-18 Aug. 2024The exhibition of artist Dan Flavin focuses on the sensory exploration of light and color in a series of large-scale sculptures. Flooded in light, viewers will see themselves become part of the works. The spaces, along with the objects within it, are set in relation to each other and thus become involving experiences.Survival in the 21st CenturyDeichtorhallen17 March - 3 Nov. 2024“Survival in the 21st Century” deals with some of humanity’s biggest issues: climate change, digital revolution, global injustice etc.. How can we live differently, eat differently, and use technology differently? The exhibition house will become a school for the new century, welcoming the important changes in education and learning.BrancusiCentre Pompidou27 May- 1 July 2024Constantin Brancusi’s art takes center stage with nearly 200 sculptures, photographs, drawings, and films. This exhibition shows us a special way of looking at artists from the 20th century. It uses original sculptures that were borrowed from famous museums around the world to display groups of sculptures together, marking a significant event for the museum’s collection.Art BaselMesse Basel13-16 June 2024Arguably the world’s most famous art event, Art Basel 2024 will present art from over 250 selected galleries across the globe, with works created by more than 4,000 artists. With its significant influence on the art market, Art Basel sets new trends, impacts pricing, and shapes the global art landscape.1．Where can visitors be part of the works?A．Kunsthaus Bregenz.B．Centre Pompidou.C．Deichtorhallen.D．Messe Basel.2．Which exhibition is available in September?A．Dan Flavin — Dedications in Lights.B．Brancusi.C．Survival in the 21st Century.D．Art Basel.3．What do Brancusi and Art Basel have in common?A．They influence the art market globally.B．They show works from the 20th century.C．They focus on the works of a single artist.D．They borrow collections from elsewhere.On a cloudy Saturday morning in July, a team of 15—all over age 65, all women—hunts for trash across Mares Pond on Cape Cod, at depths of up to 8 feet.These are the Old Ladies Against Underwater Garbage (OLAUG). Since 2017, the group has made it its mission to remove trash from ponds across Cape Cod.The group’s existence is owed to Susan Baur, a retired psychologist. A lifelong nature lover, she had begun swimming in ponds on the cape as a safer choice to the ocean. Seeing the growing garbage in the pond, in 2017, she rounded up two friends and approached a stranger with a kayak (皮艇), and together they cleared the litter from a pond. Soon others joined them.While many outsiders have expressed their gratitude to OLAUG for cleaning up the ponds, a number have questioned why they refer to themselves as“old ladies”. Although she admits that it wasn't initially a conscious choice, she now believes that the “old lady” identity is an extremely important part of what the group is about.“Over 65, if you’re healthy enough to do what we’re doing, it is the age of thankfulness,” Baur says. She notes that “women over 65 tend to feel the limitation of aging. ”They lose power and social standing, she says. Part of the goal of OLAUG is to show that older women, working asa team, can do a lot more than people might think.Criticism aside, the most common response is “I want to join you.” And after that first dive, the new members’excitement is easily seen.“They have just swum farther than they’ve ever swum. They've seen what they've never seen. And they’ve done good,” says Baur. “They come back with their hearts beating.”4．What can we learn about OLAUG?A．It is established by Baur’s friends.B．It offers safer swimming ponds.C．It is supported by retired psychologists.D．It aims to remove trash from ponds. 5．What do Baur’s words in paragraph 5 suggest?A．People over 65 are rarely healthy.B．People should be thankful for old age.C．Older women can still contribute to the society.D．Older people may lose chance to do what they like.6．What is the attitude of most new members towards OLAUG?A．Favorable.B．Intolerant.C．Doubtful.D．Unclear. 7．Which of the following is a suitable title for the text?A．OLAUG: Making the World a Cleaner PlaceB．OLAUG: the Only Solution to Underwater TrashC．Old Ladies: Diving Deep for a Cleaner Cape CodD．Old Ladies: Unsung Heroes of Pond ConservationIf you sit at your computer all day and then lie on the sofa for more screen time in the evening, your health can take a hit. However, a body of evidence links inactive lifestyles to an increased risk of diabetes (糖尿病), memory loss and death from heart disease. A new study finds you can cut that risk with strikingly small amounts of activity.Researcher Keith Diaz of Columbia University Medical Center and his colleagues set out to find out what’s the least amount of physical activity a person must do to reduce the health risks of sitting. They invited volunteers to come to their lab and emulate a typical work day.“They’d come in and sit for eight hours,” Diaz explains. The volunteers were connected to continuous glucose (葡萄糖) monitors to measure blood sugar levels, and their blood pressure wasmeasured, too. Then, the participants took walking breaks of different lengths and frequency.The participants walked on an exercise machine at a leisurely pace — about 1.9 miles per hour. “We were really struck by just how powerful the effects were,” Diaz says. People who moved five minutes every half-hour experienced a nearly 60% reduction in post-meal blood sugar rises. “I have never seen that kind of a drop in blood sugar, other than with medication,” Diaz says.More than one out of every three adults in the U.S. has prediabetes, and nearly half of adults have high blood pressure. Both conditions increase the risk of heart disease which is the top cause of death in the U.S.. So, Diaz says many people can benefit from small, frequent movement breaks.Each week, adults are advised to get 150 minutes of moderate-intensity physical activity. It can be broken up into smaller parts, 30 minutes a day, five times a week for example or even shorter breaks that are more frequent. “I think it’s easier to find small amounts of time to get some exercise,” Diaz says.8．What does the underlined word “emulate” in paragraph 2 refer to?A．Describe.B．Imitate.C．Schedule.D．Consider.9．What do participants have to do?A．Measure their blood pressure with each other.B．Take medicines to lower blood sugar levels.C．Take breaks of different length while walking.D．Take irregular walking rests of varying duration.10．What does Diaz suggest adults do?A．Schedule a daily 150-minute exercise.B．Engage in short regular exercise breaks.C．Aim for one long exercise period per week.D．Avoid taking any breaks from work for exercise.11．In which section of a newspaper may this text appear?A．Entertainment.B．Business.C．Education.D．Health.In recent years, some researchers have been exploring the possibility of so-called “automated valet parking”, a function that would allow a car to drive itself from the entrance of a parking to a free parking spot. While this autonomous driving application gathered great research interest, its reliable realization has so far proved challenging.Researchers at Mach Drive in Shanghai recently developed OCEAN, an Openspace Collision-freE trAjectory plaNner for the autonomous parking of vehicles. This planner was found to significantly improve the ability of cars to safely reach a parking spot, without colliding (碰撞) with objects on the way. It was designed to overcome the two primary shortcomings of approaches presented in previous studies tackling autonomous parking. The first of these is the inability to accurately predict collisions, while the second involves poor performance in real-time tests.The OCEAN planner builds on a previously introduced approach called Hybrid Optimization-based Collision Avoidance (H-OBCA), dealing with its primary limitations. Its improved design ultimately improves its ability to avoid collisions, along with its stability and speed in real time. “To avoid collisions, we have redesigned a simpler mathematical model and found a method to deal with the problem, making the solution process faster and more efficient,”Wang, Lu and their colleagues wrote in their paper.They tested their planner on hundreds of simulated (模拟的) scenes and conducted real-world experiments in public parking areas. Their results were highly promising, as OCEAN was found to outperform a variety of methods for autonomous parking applications.“Results show that the proposed method has better system performance compared with other standards,” Wang, Lu and his colleagues explained in their paper. “Our method makes it possible to deploy (部署) large-scale parking planner on low computing power platforms that require real-time performance.”The planner developed by this team of researchers could be improved and tested in additional real-world trials. In the future, it could be deployed by car-making firms, contributing to the introduction of automated vehicle parking technologies.12．What challenge does automated parking face?A．Avoiding collisions with obstacles.B．Reaching a parking spot quickly.C．Increasing in research investment.D．Gathering interest in the research.13．What do we know about OCEAN?A．It performs poorly in real-time tests.B．It is based on a previous study.C．It fails to accurately predict collisions.D．It is tested mainly in public parking areas. 14．What can be inferred from the last two paragraphs?A．The planner fails on real-time platforms.B．The current planner is not perfect enough.C．Parking planner is only for small-scale use.D．The planner has been deployed on many platforms.15．What is the text mainly about?A．The underlying logic of the OCEAN planner.B．The possible application of the OCEAN planner.C．An improved planner for autonomous car parking.D．An introduction to an autonomous driving technology.How to Find Your Dream Career?In a world where we all spend so much time working, the job you have plays a big role in your overall happiness. Here are some steps you can take to help you discover your dream career.● Make a list of your favorite activities16 , so you can start by listing your favorite activities. This may include hobbies or tasks you enjoy doing at work. By answering questions like “What if money weren’t a problem?”, you can figure out the most satisfying aspects of your career.● 17Once you’ve determined your favorite activities, consider why you like them. What do you enjoy about them? For example, if you enjoy doing jigsaw puzzles (拼图游戏), you may find that using problem-solving skills to reach a logical goal motivates you.● Research roles that involve those interestsUnderstanding what you enjoy can help you find roles that include those elements.18 . If you feel motivated by solving problems at work, you can find careers in many fields that focus on solving problems depending on your interests and strengths.● Pursue training and educationAfter you decide on a career that allows you to do what you enjoy, research the education and training requirements for the job. 19 , you might explore different colleges and universities to find a program that works best for you. If your chosen career requires relevant experience, you can start with entry-level roles to gain experience for your dream job.20 . Create a detailed resume and then search for job listings. You can also ask professionals if they can recommend you for a position.A．If it requires a degreeB．Consider the jigsaw puzzle exampleC．If you want to meet job requirementsD．Determine what interests you about themE．Find careers that involve solving problemsF．After that, you can search for open positionsG．A dream career allows you to focus on your passions二、完形填空A few years ago, Ben Gomes received an upsetting call at work. The caller told him that his 92-year-old mother, Thomasinha, was being rushed to the hospital after she had been “ 21 by a car” in the street. He 22 to the hospital to see her.“I was 23 of what might have happened to her,” Gomes 24 . “She is an old lady, and quite weak.”Gomes soon learned the 25 of what had happened. Thomasinha sometimes got 26 from volunteer drivers to a senior center. That day, her jacket cord (细绳) got 27 in the door as she got out of the car. The driver didn’t 28 and drove off, dragging Thomasinha along. Somebody who saw her ran across the street, got in front of the car, and 29 the driver. At this point she 30 , and Gomes believes this is when she broke her hip (髋骨) — a serious 31 for a woman in her 90s.“I’m so incredibly grateful that I was not 32 by the sight that I so feared when I went to the hospital. It’s just too 33 for me to think of,” Gomes said. “Words like ‘thank you’ does not 34 express deep appreciation,” he added. “But I don’t know if I’d have35 words to say than ‘Thank you for what you did for my mother.’”21．A．crashed B．attracted C．killed D．dragged 22．A．returned B．raced C．reported D．applied 23．A．content B．conscious C．scared D．informed 24．A．recalled B．argued C．declared D．insisted 25．A．limits B．details C．consequences D．benefits 26．A．presents B．instructions C．calls D．rides27．A．left B．caught C．fixed D．damaged 28．A．notice B．care C．listen D．respond 29．A．grabbed B．thanked C．stopped D．recognized 30．A．hesitated B．sighed C．stood D．fell 31．A．injury B．mistake C．illness D．difficulty 32．A．frightened B．shocked C．greeted D．moved 33．A．terrible B．wonderful C．confusing D．complex 34．A．freely B．merely C．necessarily D．properly 35．A．longer B．better C．fewer D．truer三、语法填空阅读下面材料，在空白处填入1个适当的单词或括号内单词的正确形式。
改进的加速度再入制导律方案研究
Simulation of Evolved Acceleration Reentry Guidance for ReusableLaunch VehiclesAbstract：The transitional reentry guidance of space shuttles was the base line method that had poor adaptability. Hence Evolved Acceleration Guidance Logic for Entry ( EAGLE) is studied here. Basing on the estimated range-to-go, the reference drag acceleration profile is updated every period. In the lateral profile, basing on the generated reference drag profile, two reversal times are got successively through numerical predictive method. The technique of feedback linearization is used to track the reference drag acceleration profile. The algorithms of updating reference drag profile and searching reversal times are both the method of golden-section search, so the EAGLE method can be performed onboard. The simulation runs of a variety of reentry conditions show that the approach has good robustness and real-time ability.KeyWords: Reentry guidance; Range-to-go; Reference drag acceleration; Lateral guidance1. IntroductionThe reusable launching vehicle (RLV) will become the mainstream of the future space transportation for its advantage of high reliability and low risk. Furthermore, the guidance problem of RLV, especially in thereentry phase, poses a challenge to the safe return of RLV under the threat of high heat rate, high dynamic pressure and high normal load. Except the inequality constraints, RLVis supposed to fly from initial condition to a fixed end( terminal area energy management，TAEM) , which means that the end state of RLV is also constrained. Then the reentry guidance problem can be regarded as a two point boundary value problem ( TPBVP).The transitional reentry guidance for space shuttles is a nominal profile of drag acceleration vs. earth relative velocity tracking one, which is generated by the equipments on groud first and followed by changing the shuttles lift-to-drag ratio (L/D) in the shuttles’ reentry.Evolved Acceleration Guidance Logic for Entry ( EAGLE) is a direct extension of the longitudinal acceleration guidance used for the Shuttle. And its follower is a linear time-varying feed-back controller , but the input of nominal states (drag deceleration , lift to drag ratio , and attitude rate) will be regulated according to the range to the target and the predicted (or nominal ) one. What’s more , the error between them is another feedback item. The cross range is also controlled by the bank reversal logic.2. Reentry Guidance ProblemsNeglecting winds and centripetal acceleration from planet rotation,the 3DOF dynamics for the reentry are described by following dimensionless equations of motion.rV V L r V g V V L g D VV rrV r V φψγγσψγσγγγψγφφψγθtan cos cos cos sin cos cos sin sin sin cos cos cos cos 2-=⎪⎪⎭⎫⎝⎛--=--==== (1)where for better numerical conditioning, all the variables arenormalized or nondimensional. The variable r is the radial distance from the center of the Earth to the vehicle, normalized by the radius of the Earth63710=R （km ）. The longitude and latitude in radian areθ andφ, respectively. The Earth-relative velocityVis normalized by thecircular velocity 00R g V =with 0g = 9.81 2/s m . The termsLandDare the aerodynamic lift and drag accelerations in 0g , respectively. NotethatLandDare also functions of α, the angle of attack, through thedependence of the drag and lift coefficients DC andL C on α. The flightpath angle of the Earth-relative velocity is γ and σ is the bank angle, positive to the right. The velocity azimuth angleψis measured from thenorth in a clockwise direction. The differentiation is with respect to the dimensionless time τ=00/g R t.The gravitational acceleration2rg μ=,Whereμis the gravitational constant, monotonically decreases alongthe trajectory.Since the time is not a critical parameter in entry flight, we willIntroduce an energy-like variable E as the independent variable⎥⎦⎤⎢⎣⎡-+=r R VE μμ022 (2)Energy is an appropriate independent variable for the dynamics, and()VDV rg D V V rV V dt dE -=+--=+=γμγγμsin sin sin /22 (3)To simple the model, the energy parameter E is normalized as follow()()i f i E E E E E --=/~(4)wherei Eis the energy of the vehicle at the initial poit of the reentry, andfEis the he energy at the end. With this definition E~= 0 at the start ofthe entry phase and reaches a value of 1 at the nominal TAEM condition. The reference trajectory variables are provided at a fixed number ofE~points between 0 and 1; linear interpolation is used to obtain the reference variables at intermediate values of E ~.3. Reentry Trajectory ConstraintsIn the entire reentry process, the motion of RLV is constrained by heat rate, dynamic pressure and normal acceleration which can becategorized into “hard constraint ”, which means that these constraints must be satisfied to avoid disaster; meanwhile there are “soft ”constraints called equilibrium glide condition with its purpose to maintain sufficient control authority over γ so that the vehicle wouldn’t be out of control and descend too rapidly. All the trajectory constraints are given as follows:()0cos 2122max 22max2max15.3≥-+≤+≤=≤=rrV L n D L q Vq Q V c Q Eμσρρ (5)wheremaxQ ,maxq andmaxn are maximum limits of heat rate, dynamicpressure and normal load, respectively; c is a constant that related to the geometry characteristic of the vehicle; Eσis a specied bank angle usedto acquire control margin, hereEσ= 5 ~10 .The RLV is supposed to fly to TAEM ( terminal area energy management) to end its reentry phase. And the TAEM is defined by the vehicle ’s states, typ ically the height and velocity. Actually there is a tolerance range over these states:αψγδααδψψδγγδδδ≤-≤-≤-≤-≤-≤-TAEMfTAEMfTAEMfS TAEM fV TAEM f h TAEM f S SV V h h (6)where,ff f f f f S V h αψγ，，，，， is the vehicle ’s parameters at the end ofthe reentry, andTAEMTAEM TAEM TAEM TAEM TAEM S V h αψγ，，，，， is the ideal paramerts at the start of the TAEM. h δV δS δγδψδαδ are allowedtolerances.4. Guidance Law DescriptionThe EAGLE includes two algorithms, the trajectory planning algorithm and the tracking algorithm. The planning algorithm is to generate a reference drag acceleration profile and update it in every specified period. the tracking algorithm is a linear time -varying feed -back controller.4.1. Estimating Range-to-goThe flight path angle γ and the velocity azimuth angle ψ can be ignored in the preliminary estimate ,so according Equ (3) we can get the predicted range to go isdE D dE Ddt V R cffcfcE E EE t t P ⎰⎰⎰=-==11(7)Where c t is current time, f t is terminal time, c E is current energy, fEisterminal energy.Actually for the whole flight, this assumption is feasib le. For the range-to-go and the reference profile is updated in every specified period in real-time, the RLV is more close to TAEM, the range-to-go is more like a straight line, the estimate is more accurate. 4.2. Generating Reference Drag Acceration ProfileAccording Eq. (7) we can get that changing the fuction of the darg acceleration vs energy can change the range-to-go. EAGLE chooses a drag profile using a 3-segment linear spline fit for a profile that fits within the drag versus velocity constraints and gives the correct value for downrange distance. These constraints can include thermal, dynamic pressure, normal acceleration, and equilibrium glide constraints. The lateral motion is determined through a bank reversal chosen to minimize the final crossrange.The reference darg acceleration vs energy profile is supposed as Figure 1, where 0D is the darg acceleration at the start time of thereentry,1Dis a constant darg acceleration,fD is the darg accelerationat the terminal time of the reentry. For 0D and fD can be computedaccording the initial coditions and terminal coditions offline, so there is only one parameter1Drequired to be sought.D fD 1DFig 1 supposed reference darg acceleration vs energy4.3 Bank Reversal ManagementEAGLE plans a fixed number of bank reversals. To meet the last crossrange error which can be predicted by a numeric integral strategy the bank reversal time is got through the golden-section search method. Because the reference darg acceleration profile shoud be updated until to TAEM , the last crossrange error would increased after the first bank reversal. If the range-to-go is long, the last crossrange error would be unacceptable. To avoid above error a second bank reversal is planned. Actually to get enough crossrange maneuverability to perform a second bank reverse the first bank reversal time is completed earlier than the time computed by the golden-section search method according the predicted range-to-go.4.4 Tacking the Reference Drag Acceleration ProfileRefered to reference [ 1 ] the trajectory tracking algorithm with feedback linearization is adopted, in which the bank angle is the main control variable and the angle of attack is scheduled. The profile tracking law is as follow()()()dt D D f h f D f D L D L c⎰-+∆+∆+=03210//()()D L D L c//cos =σ where ()c D L / is the lift-to-drag ratio, D∆ is the difference between the actual drag acceleration and desired one, h∆ is the difference betweenthe actual change altitude rate and the reference one, and1f ,2f ,3faregains changed with the energy of the RLV.The reference lift-to-drag ratio and altitude rate of the reference drag acceleration porfile is like the formula of reference [1]. The function between the drag acceleration and the energy of RLV is supposed to be linearly related, as below()fi f EE C D D -+=wherei Cis a constant variable. And the reference lift-to-drag ratio()0/D L is⎪⎪⎭⎫⎝⎛-=⎪⎭⎫⎝⎛f V D g D L 201 ss s gh VV h h g Dh D g h h V DV h g V h gr V D g D L 2222212000220020+⎪⎪⎭⎫ ⎝⎛++++++⎪⎪⎭⎫ ⎝⎛-=⎪⎭⎫⎝⎛The reference altitude rate 0h is⎥⎦⎤⎢⎣⎡-+--=D D s i s C V Cgh V V C DV h h 22230 Where s h is the index of the air density formulation assumed.5. Simulations and AnalysisA 3-DOF simulation of the X-33 is used for the conceptual development of the EAGLE method. Limited by the article length, only a few typical simulation results are given here. To facilitate discussion the terminal conditions are simplified. We assume the target airport is located0 degree latitude and 125 degrees east longitude. The reentry missions areas follow table.Table 1 Initial coditions of typical reentry missionsMission 1 Mission 2 Mission 3 Mission 4 Mission 5 Altitudel (Km) 120000 120000 120000 120000 120000 Longitude ( ) 70 E 70 E 70 E 70 E 70 E Latitude ( ) 0 0 0 0 0 Velocity (sm/) 7620 7620 7620 7620 7620 Flight path angle ( ) -1.0 -1.0 -1.0 -1.0 -1.0 Velocity azimuth angle ( ) 0 0 0 15 -15Compared with mission 1, the difference of mission 2 and 3 is onlythe latitude which is located at each side of the equator. Mission 2 and 3can be considered as missions having a large crossrange. Compared withmission 1, the difference of mission 4 and 5 is only the initial velocityazimuth angle which is 15 and -15 respectively.Fig 2 Latitude and longitude Histories of typical missionsFrom the simulation results we can get that the absolute value of thebank angles of mission 2 and 3 are the same, but has different sign. Thesituation of mission 4 and 5 is similar with mission 2 and 3. So we onlygive the simulation results of mission 1, 2 and 4 in Fig 3.Fig 3 Bank angle histories of typical missions From simulation results we also get that the actual drag acceleration profile is not a 3-segment linear curve like Fig 1, but a irregular curve. This is because there are always errors in the process of estimating range-to-go and tracking the reference drag profile. So the value of the reference constant dragD is different in every iterative circle. Fig 41show the reference drag acceleration profile and tracking results of mission 1. Fig 4 also can show us the tracking method is efficient.Fig 4Actual and reference drag profiles6. ConclusionsAn entry guidance algorithm, called EAGLE (Evolved Acceleration Guidance Logic for Entry) was introduced. The algorithm based on theranging technology , to regulate the nominal profile parameters for tracking controller. The results of these simulations show that EAGLE achieves the desired entry performance for almost all the cases and the allowable entry performance for all the cases. There should be some amelioration to do, such as regulating the angle-of-attack to enhance the ranging ability.References：[ 1 ]赵汉元. 飞行器再入动力学和制导[M ] . 国防科技大学出版,1997.[ 2 ] Harpold J C，Graves CA. Shuttle Entry Guidance [ J] . Journal of the Astronautical Sciences, July -September, 1979, XXV II( 3) : 239 - 268. [ 3 ] D T Chen, A Saraf, JA Leavitt and K D Mease. Performance of Evolved Acceleration Guidance Logic for Entry ( EAGLE) [ J] .A IAA - 2002 - 4456, August, 2002.[ 4 ] John M Hanson. Test Results for Entry Guidance Methods for Space Vehicles [J]. Journal of Guidance, Control, and Dynamics, November- December 2004, 27 (6).[ 5 ] J Hanson. A Plan for Advanced Guidance and Control Technology for 2nd Generation Reusable Launch Vehicles [C]. A IAA 2002 - 4557, Proceedings of the 2002 AIAA GN&C Conference.[ 6 ] J M Hanson, D J Coughlin, G A Dukeman, J A Milqueen and J W McCarter. Ascent, Transition, Entry, and Abort Guidance AlgorithmDesign for the X-33 Vehicle[ J] . A IAA - 98 -4409, July, 1998.[ 7 ] Kuang - Yang Tu, Mohamm ad S Munir and Kenneth D Mease. Drag-Based Predictive Tracking Guidance for Mars Precision Landing[ J] . Journal of Guidance , Control and Dynamics, July-August 2000, 23( 4 ) .[ 8 ]Hussein Youssef, Rajiv Chowdhry, Howard Lee, et al.Predictor-Corrector Entry Guidance for Reusable Launch Vehicles[ R ]. AIAA-2001-4043, 2001[ 9 ] Lu P ing. Predictor-corrector entry guidance for low lifting vehicles [R] . AIAA 2007-6425, 2007。
动态域名解析的方法
动态域名解析的方法Dynamic Domain Name System (DNS) resolution is a method used to translate domain names to IP addresses in real-time, allowing websites to dynamically change their hosting servers without disrupting user access. This technology plays a crucial role in ensuring seamless online experiences for users, especially in cases where websites need to switch servers or scale up for increased traffic. Dynamic DNS services provide flexibility and reliability to website owners, allowing them to manage their online presence effectively.动态域名系统（DNS）解析是一种用于实时将域名翻译成IP地址的方法，使得网站能够在不中断用户访问的情况下动态更改其托管服务器。
这项技术在确保用户能够无缝在线体验方面起着至关重要的作用，特别是在网站需要切换服务器或扩展以处理增加的流量的情况下。
动态DNS服务为网站所有者提供了灵活性和可靠性，使他们能够有效管理其在线存在。
One of the key benefits of dynamic DNS is its ability to provide failover and load balancing functionality, ensuring that websites remain accessible even if one server goes down. This redundancy iscrucial for maintaining uptime and preventing service disruptions, especially for mission-critical websites that cannot afford any downtime. By automatically updating DNS records in real-time, dynamic DNS ensures that users are always directed to an available server, optimizing website performance and reliability.动态DNS的一个关键好处是其提供故障转移和负载平衡功能，确保即使一个服务器宕机，网站仍然可访问。
英语四六级翻译高频考点社会民生部分必背的15个例句
英语四六级翻译高频考点社会民生部分必背的15个例句DThe phenomenon of holiday economy showsthat Ch inese people’s consumption concept is undertaking great changes.According to statistics, the demands of Chinese consumers are shifting from thebasic necessities of life to leisure, comfort and personal development.Therefore, the structure of products should be adjusted accordingly to adapt tosocial development. On the other hand, services should be improved to satisfypeople’s demand for an improved quality of life.3、泰山的每个季节都有独特的魅力。
春天，绿茵茵的山坡上，争奇斗妍的花朵到处可见。
夏天泰山的雷暴雨堪称奇观。
秋天，枫树叶漫山遍野，蔚蓝色的河水川流不息。
冬天，雪盖群峰松披霜，景观素雅悲壮，别有一番情趣。
喜逢艳阳日，极目远眺，重峦叠嶂，尽收眼帘。
//但遇天阴时，环顾四周，苍茫大地，尽入云海。
泰山的日出与日落，闻名遐尔。
壮观的自然风景以及不可计数的历史名胜，激发了古代文人墨客，为之舞文弄墨，创作了无数经典佳作。
泰山历来是画家骚客所钟情的聚集地。
//Each season here hasits beauty: bright flowers in full bloom covering the green slopes in spring,spectacular summer thunderstorms which are rarely seen elsewhere, blue riversrunning across the mountains overlaid with red maple leaves in fall, andsnow-capped mountains and frosted pine trees in winter that stage a quietsolemn spectacle of particular interest. On a clearday one can see the peaks risingone after another. // When the skyis overcast, the horizon disappears into asea of clouds. Mount Taiis most famous forits spectacular sunrise and sunset. Its landscapeand numerous historical siteshave inspired many great classics ofancient writers, scholars andcalligraphers. Mount Tai has long beenthepreferred gathering place of artists and poets.//这个句子有难度，建议大家先看完昨天的那些，更多四六级资料，到到我空间去看，QQ939507739，这几天QQ随便加4、为了切实保护儿童权益，中国的立法、司法、政府各有关部门以及社会团体都建立了相和促进保护儿童事业的健康发展。
制作运营方案 英文
制作运营方案英文Introduction:In today's fast-paced business environment, having awell-crafted and effective operations plan is essential for the success of any organization. An operations plan outlines the strategies and processes that a company will use to ensure efficiency, productivity, andsustainability in its day-to-day operations. It serves as a roadmap for the organization, providing a clear direction and guidance for achieving its goals and objectives.In this article, we will discuss the key components of an effective operations plan and provide a step-by-step guide to crafting one. We will also explore the benefits of having a solid operations plan and the best practices for implementing and monitoring it.Key Components of an Effective Operations Plan:1. Mission and Objectives:The first step in crafting an operations plan is to define the organization's mission and objectives. This involves understanding the purpose of the business and setting specific, measurable, achievable, relevant, and time-bound (SMART) goals. The mission and objectives will serve as the foundation for the rest of the operations plan, guiding the decisions and actions of the organization.2. Organizational Structure:The next component of an operations plan is the organizational structure, which outlines the hierarchy of the company, the roles and responsibilities of each department, and the reporting relationships. A well-defined organizational structure helps to streamline communication, improve coordination, and enhancedecision-making within the organization.3. Process Improvement:Process improvement is a critical aspect of an operations plan, as it focuses on identifying and eliminating inefficiencies in the company's operations. This involves analyzing the current processes, identifying bottlenecks and waste, and implementing strategies to streamline and optimize the workflow. Process improvement can lead to increased productivity, reduced costs, and improved quality of products or services.4. Supply Chain Management:Efficient supply chain management is essential for the smooth functioning of a company's operations. An operations plan should outline the strategies for managing the sourcing, production, and distribution of goods or services, as well as the coordination with suppliers, manufacturers, and logistics providers. Effective supply chain management can lead to costsavings, faster delivery times, and improved customer satisfaction.5. Inventory Management:Effective inventory management is crucial for businesses that deal with physical products. An operations plan should include strategies for monitoring, controlling, and optimizing the company's inventory levels to ensure that the right products are available at the right time and in the right quantities. Proper inventory management can lead to reduced carrying costs, minimized stockouts, and improved cash flow.6. Quality Control:Ensuring the quality of products or services is a key responsibility of the operations function. An operations plan should include a comprehensive quality control strategy that outlines the standards, processes, and tools for monitoring and maintaining the quality of the company's offerings. A strong focus on quality control can lead to increased customer satisfaction, improved brand reputation, and reduced rework or returns.7. Risk Management:Every business faces risks, whether they are related to market fluctuations, compliance issues, or natural disasters. An operations plan should include a risk management strategy that identifies potential risks, assesses their impact, and outlines mitigation plans.Effective risk management can help the organization to anticipate and mitigate potential threats, thereby protecting its assets and reputation.8. Technology Integration:In today's digital age, technology plays a critical role in the operations of businesses. An operations plan should include a strategy for integrating technology into the company's operations, such as implementing new software, automating processes, or leveraging data analytics. Technology integration can lead to improved efficiency, better decision-making, and enhanced competitiveness in the market.Crafting an Effective Operations Plan:Having discussed the key components of an effective operations plan, let's now explore the steps to crafting one. The process of creating an operations plan can be broken down into the following steps:Step 1: Conduct a SWOT Analysis:Before crafting an operations plan, it's essential to conduct a SWOT (strengths, weaknesses, opportunities, and threats) analysis of the organization. This involves evaluating the internal strengths and weaknesses of the company, as well as the external opportunities andthreats in the market. The SWOT analysis provides valuable insights that can be used to inform the development of the operations plan.Step 2: Define the Mission and Objectives:Based on the findings of the SWOT analysis, the next step is to define the mission and objectives of the organization. The mission statement should clearly articulate the purpose and values of the business, while the objectives should be specific, measurable, achievable, relevant, and time-bound. The mission and objectives will serve as the guiding principles for the rest of the operations plan.Step 3: Establish Organizational Structure:The next step is to establish the organizationalstructure of the company, including the hierarchy, roles, and reporting relationships. This involves defining the various departments, teams, and positions within the organization, as well as clarifying the responsibilitiesof each. A well-defined organizational structure helps to improve communication, coordination, and decision-making within the company.Step 4: Identify Key Processes:Once the organizational structure is established, thenext step is to identify the key processes that drive the operations of the business. This involves mapping out the core activities, workflows, and dependencies within the organization, as well as identifying any inefficienciesor bottlenecks. Understanding the key processes is essential for implementing process improvement strategies.Step 5: Develop Process Improvement Strategies:Based on the analysis of the key processes, the next step is to develop process improvement strategies to streamline and optimize the workflow. This may involve reengineering the processes, eliminating unnecessary steps, and automating repetitive tasks. The goal is to enhance efficiency, reduce costs, and improve the overall performance of the organization.Step 6: Design Supply Chain Management Strategy:The next step is to design a supply chain management strategy that outlines how the sourcing, production, and distribution of goods or services will be managed. This may involve identifying strategic suppliers, optimizing production schedules, and establishing efficientlogistics networks. A well-designed supply chain management strategy can lead to cost savings, faster delivery times, and improved customer satisfaction.Step 7: Implement Inventory Management Plan:For businesses that deal with physical products, the next step is to implement an inventory management plan that outlines how the company's inventory levels will be monitored and controlled. This may involve setting up inventory tracking systems, implementing just-in-time inventory practices, and optimizing reorder points. Effective inventory management can lead to reducedcarrying costs, minimized stockouts, and improved cash flow.Step 8: Establish Quality Control Measures:Ensuring the quality of products or services is acritical aspect of the operations function. The next step is to establish quality control measures that outline the standards, processes, and tools for monitoring and maintaining the quality of the company's offerings. This may involve implementing quality assurance protocols, conducting regular inspections, and gathering customer feedback. A strong focus on quality control can result in increased customer satisfaction and loyalty.Step 9: Develop Risk Management Plan:Every business faces risks, and it's essential to develop a risk management plan that identifies potential threats and outlines mitigation strategies. This may involve conducting risk assessments, implementing safety protocols, and establishing contingency plans for various scenarios. Effective risk management can help the company anticipate and mitigate potential threats, thereby protecting its assets and reputation.Step 10: Integrate Technology:In the digital age, integrating technology into the operations of the business is crucial for staying competitive. The final step is to develop a technology integration plan that outlines how the company willleverage technology to improve its operations. This may involve implementing new software, automating processes, or leveraging data analytics. Technology integration can lead to improved efficiency, better decision-making, and enhanced competitiveness in the market.Benefits of Having an Effective Operations Plan:An effective operations plan offers numerous benefits for the organization, including:1. Improved Efficiency:A well-crafted operations plan can lead to improved efficiency in the company's day-to-day operations. By streamlining processes, optimizing workflows, and leveraging technology, the organization can reduce waste, minimize lead times, and enhance overall productivity.2. Cost Savings:Efficient operations can lead to cost savings for the organization. By eliminating inefficiencies, optimizing inventory levels, and improving quality control, the company can reduce its operating costs and improve its bottom line.3. Enhanced Quality:A strong focus on quality control, through the implementation of standardized processes and quality assurance measures, can lead to improved quality of products or services. This can result in increasedcustomer satisfaction and loyalty, as well as a positive brand reputation.4. Better Decision-Making:An operations plan provides a clear roadmap for the organization, enabling better decision-making at all levels. By establishing clear objectives, defining responsibilities, and implementing performance metrics, the company can make informed decisions that align with its long-term strategic goals.5. Improved Customer Satisfaction:Efficient operations and high-quality products or services can lead to improved customer satisfaction. By delivering products or services that meet or exceed customer expectations, the company can build customer loyalty and foster positive relationships with its client base.6. Enhanced Competitiveness:A well-crafted operations plan can help the organization to stay competitive in the market. By leveraging technology, optimizing supply chain management, and improving the quality of its offerings, the company can differentiate itself from the competition and attract more customers.Best Practices for Implementing and Monitoring an Operations Plan:Implementing and monitoring an operations plan is as important as crafting one. To ensure the successful implementation of the operations plan, it's essential to follow these best practices:1. Engage Stakeholders:The successful implementation of an operations plan requires the engagement and commitment of all stakeholders, including employees, managers, and executives. It's important to communicate the objectives and strategies of the operations plan to everyone in the organization and ensure their buy-in and participation.2. Set Clear Goals and Metrics:To monitor the progress of the operations plan, it's essential to set clear, measurable goals and establish key performance indicators (KPIs) to track the organization's performance. By monitoring these metrics, the company can identify areas for improvement and adjust its strategies accordingly.3. Communicate and Train:Effective communication and training are crucial for the successful implementation of an operations plan. It's important to clearly communicate the objectives, strategies, and expectations of the operations plan toall employees, as well as to provide them with the necessary training and resources to execute their roles effectively.4. Establish a Feedback Mechanism:An effective feedback mechanism is essential formonitoring the progress of the operations plan and identifying areas for improvement. The organizationshould establish regular channels for gathering feedback from both internal and external stakeholders, and usethis feedback to make informed decisions and adjustmentsto the operations plan.5. Continuously Improve:Operations management is an ongoing process, and it's essential to continuously review, evaluate, and improvethe operations plan. The organization should regularly conduct performance reviews, identify opportunities for optimization, and adapt its strategies to changes in the market or industry.Conclusion:Crafting an effective operations plan is essential forthe success of any organization. By defining the mission and objectives, establishing the organizational structure, optimizing key processes, and implementing strategies for supply chain management, inventory management, andquality control, the company can improve its efficiency, reduce costs, and enhance its competitiveness.By following the best practices for implementing and monitoring the operations plan, the organization can ensure the successful execution of its strategies andachieve its long-term goals and objectives. An effective operations plan serves as a roadmap for the company, providing a clear direction and guidance for achieving sustainable growth and success in the marketplace.。
战术背心英语
战术背心英语Tactical vests have become an essential piece of equipment for a wide range of professionals, from law enforcement officers and military personnel to outdoor enthusiasts and security personnel. These versatile garments offer a unique combination of functionality, protection, and adaptability, making them a valuable asset in various operational scenarios.At the core of a tactical vest's design is the ability to carry and organize essential gear and equipment. These vests typically feature a modular system, allowing users to customize the configuration based on their specific needs and the demands of the task at hand. This flexibility is achieved through the integration of numerous pockets, pouches, and attachment points, enabling the wearer to securely stow and access items such as ammunition, communication devices, medical supplies, and tools.One of the primary advantages of tactical vests is the enhanced load distribution they provide. By transferring the weight of carried items from the user's shoulders to their torso, these vests help to alleviatethe strain and fatigue associated with carrying heavy loads for extended periods. This improved weight management not only enhances the wearer's comfort but also helps to maintain their agility and mobility, which can be crucial in high-stress situations.In addition to their load-bearing capabilities, tactical vests often incorporate protective features to safeguard the wearer. Many models are designed to accommodate ballistic plates, which provide a high level of protection against various threats, including handgun rounds and shrapnel. This integrated armor system can be a vital asset for law enforcement officers, military personnel, and others who may face the risk of hostile actions.Beyond the realm of personal protection, tactical vests can also serve as a platform for mission-specific equipment. Depending on the user's role and the operational environment, these vests can be outfitted with specialized accessories, such as radio pouches, magazine holders, and utility compartments. This customization allows the wearer to streamline their gear and optimize their performance for the task at hand, whether it's conducting a covert surveillance operation, responding to an emergency, or engaging in tactical training.The versatility of tactical vests extends beyond their practical applications. These garments have also become a symbol ofprofessionalism and expertise, particularly in the fields of law enforcement, military, and security. The distinctive appearance and robust construction of tactical vests convey a sense of authority and preparedness, which can be beneficial in situations where a strong visual presence is required.However, the widespread adoption of tactical vests has also raised some concerns. Critics have argued that the proliferation of these garments, especially in civilian contexts, can contribute to a militarization of public spaces and a perception of increased threat levels. There are also concerns about the potential for the misuse or abuse of tactical equipment by individuals or groups with malicious intentions.To address these concerns, many manufacturers and regulatory bodies have implemented measures to ensure the responsible and ethical use of tactical vests. This includes the development of guidelines and standards for the design, production, and distribution of these garments, as well as the implementation of training programs to educate users on the proper and lawful utilization of tactical equipment.Despite these challenges, the value and importance of tactical vests in a wide range of operational settings remain undeniable. These versatile garments have become an essential tool for professionalswho require a high level of functionality, protection, and adaptability in their day-to-day activities. As technology and operational demands continue to evolve, the role of tactical vests in enhancing the capabilities and safety of those who serve and protect is likely to become even more critical in the years to come.。
Unit3 Times Change 第 2 课时
Unit3Times ChangeUsing Language分层作业练习I 单词拼写1.China's dairy industry has been booming for more than a decade, with the aid of agovernment ______________ (倡议)to get Chinese to drink more milk.2.He puts his project at risk if he doesn't fulfill these promises for________(改革).3.The professor devoted himself to studying the structure of_________ (坚实的) surface.4.These visitors from western countries spokes highly of the Chinese___________(社会主义的)experiment in many aspects.5.You will be asked to fill in a form with details of your birth and___________ (职业).6.As a professional ____________ (记者),she has always had a nose for a good story.7.People are aware that it is wrong to sacrifice environmentalprotection to promote__________ (经济方面的) growth.8.Work began on the__________(重建)of the road, which was what local people had waitedfor long.9.Both sides agreed to make joint efforts to open a new_______ (时代)in the China-Germanystrategic partnership.10.The officials often ____________ (强调) that it necessary to maintain the rights of blackpeople.II 单句语法填空1.When we went into the the chemistry lab, an experiment___________ (conduct) by our tutor.2. A few students recalled that a new large library __________ (rebuild) in this school at thattime about five years ago.st week, they hurried to the reading room to do some reading after school, only to be toldthat it ______________ (decorate) then.4.We should lay___________(emphasize)on this issue and make every effortto help them adapt to a new life.5.As a significant part in social life,culture has had deep influence_______ the developmentof our society, including our education.6.It’s hoped that the treaty will pave the way__________peace in the Middle East.7.Clearly,the task of_____________ (reconstruct)would demand much patience,hardwork,and sacrifice.8.It has allowed China accomplish in four decades ________ took Western industrializedcountries over 200 years to achieve.9.The Belt and Road Project will mean a new dawn for trade and investment between countries,________ (lead) into a new times of prosperity.10.Can you imagine _________ different life is for the older and younger generations in the cityof Shenzhen?III 选词并用其适当的形式填空。
2023届山东省济宁市高考一模英语试题
2023届山东省济宁市高考一模英语试题一、阅读理解“I was sleeping on the street for nine days. If it weren’t for Crisis, I might have died,” said Eddie, who was a chef for years, working in luxurious hotels in London. He lost his job and his health declined. He spent all his savings on rent and was forced to leave his home when they ran out.He stayed with a friend, but it was crowded, and his friend eventually asked him to leave. Eddie found out about Crisis by chance and was referred to a Crisis at Christmas hotel.Eddie was given a Crisis coach, who supported him in finding somewhere to live and he was given a phone, which he used to look for work. Eddie is settled in his new home. His health condition is much better and he is looking forward to the future.Right now thousands of people at the sharp end of poverty are being pushed into homelessness. People are being left with no options than to go without basics like food, heating or keeping a roof over their heads.Please donate today to end someone’s homelessness and support to leave homelessness behind for good.·£10 monthly could provide a warm welcome and help someone take their first stepsout of homelessness.·£32 monthly could help fund one-to-one specialist coaching in housing, benefits, well-being and work.·£64 monthly could help fund one of our support workers to assist someone trapped in temporary accommodation in looking for affordable and settled housing.·£100 monthly could buy a household starter kit, filled with essentials someone might not be able to afford, to help them settle into their new home.Please search ‘Crisis at Christmas’ to make your donation. Here is how:***********Room 006, Freepost, Crisis at ChristmasScan the QR codewith your phonecamera to donate 1．What is Crisis at Christmas?A．A hotel.B．A health center.C．An employment agency.D．A charity organization.2．What difference can you make to a beneficiary with a donation of £32 monthly? A．Helping rent a luxurious house.B．Helping throw a welcome party.C．Helping buy household necessities.D．Helping get personalized guidance.3．How many ways are there to make a donation?A．One.B．Two.C．Three.D．Four.Bard, Kinetic (Coffee House Press, 2023) by Anne Waldman, one of the most important living American poets, is a new collection of autobiographical (自传体的) pieces, including published and unpublished essays, correspondence, interviews, and poems from the last 20 years.Though the origin of the texts and poems is relatively recent, Bard, Kinetic tracks Waldman’s life from her childhood in Greenwich Village to the present. Rather than a memoir (回忆录) , this energetic collection integrates her stories into contexts — literary, political, spiritual, familial.In Sketch, the first and longest piece in the book, Waldman describes what guided her to poetry from an early age — Her intellectual and artistic parents encouraged her “to read widely, to write, think, talk about it, be curious and critical.” Reading Sketch for its wonderful autobiographical details and the successful moments that run through Waldman’s life is a pleasure. In Interview with Poetas, Madrid 2018, another piece from the book’s second section, she wrote, “We need cultural and humanitarian revolution. We need poetry to remind us of the magic we have had that needs attendance and recharge.” Her voice and vision have a collective width.Waldman insists on combining art with nearly every aspect of her life. Bard, Kinetic, at all points, a high-energy construct, and at all points, an energy-discharge, puts readers on the path to recognizing poetry as a mental aid, as an action that reaches across geography, species, and time. As she wrote in the book’s preface, she commands herself to “keep pushing for knowledge, study with a deeper investigation and a deeper action. The action, totally necessary”. These are high aims that Waldman has insisted on, tirelessly, her entire life. Waldman shines. Her heart could be our heart.This new book is best read as a companion of V ow to Poetry (2001), Waldman’s previous collection of interviews and autobiographical essays, which will help readers appreciate this book better.4．What do we know about Bard, Kinetic by Waldman?A．It is a memoir.B．It documents her life and work.C．It is her first collection of poems.D．It is to be issued by Coffee House Press. 5．What’s the purpose of paragraph 3?A．To add relevant background information.B．To help readers gain partial insight into the book.C．To persuade readers to conduct selective reading.D．To introduce Waldman’s writing styles.6．What is implied in the underlined sentence “Her heart could be our heart.” in paragraph 4?A．We should stick to our goals.B．We should learn poems by heart.C．We should seek fame and wealth.D．We should enjoy life to our hearts’ content.7．What’s the text?A．A diary entry.B．A news report.C．A book review.D．An autobiography.Many important decisions boil down to a choice between keeping the supposed safety and risking going out for a chance at getting something even better. Though risk-taking preferences vary between individuals, research with humans shows that we’re all generally less willing to take risks in situations with more ambiguous（模糊的）outcomes. “The finding should also apply to risk-taking in chimps（黑猩猩）, one of our closest evolutionary（进化的）ancestors,” said Haux, from Max Planck Institute for Human Development.To test the evolutionary roots of human risk preference, Haux and his colleagues measured 55 chimps living in reserves for their risky and ambiguous choices in an experimental setting. In each trial, they chose a ball from one of two pots. One pot was always safe because it contained two balls filled with one peanut each. In the risky condition, the second pot also contained two balls, but one was filled with two peanuts and the otherwith nothing. In the ambiguous condition, the balls in the second pot still contained two rewards or nothing, but the contents in the pot was entirely invisible to the chimps.On average, chimps chose the risky pot over the safe pot 55% of the time but chose the ambiguous pot over the safe pot in just 25% of trials. This suggests that chimps, like humans, prefer to avoid situations with ambiguous versus known risks.“Structural similarities in risk preferences of humans and one of our closest living relatives are likely to reflect adaptations to similar dynamics in evolution. While many other factors may influence human risk-taking preferences, the parallels between human and chimp behavior suggest that evolutionary adaptions have helped set a consistent baseline,” Haux said.Future work will compare how the risk-taking preferences of chimps living in reserves may differ from those living in zoos or in the wild, as well as how they compare to those of bonobos, another close evolutionary relative of humans, Haux added.8．Why was the research on risk preference conducted on chimps?A．To test their intelligence level.B．To guide them to make wise decisions.C．To prove the evolutionary consistency.D．To distinguish each individual’s difference.9．Which illustrates the risky condition in the experimental setting?A．B．C．D．10．What does the underlined word “parallels” in paragraph 4 probably mean? A．Conflicts.B．Interactions. C．Misunderstandings.D．Similarities.11．What can be inferred from the last paragraph?A．The range of the subjects will be extended.B．Haux is satisfied with the current research.C．Bonobos are a close evolutionary relative of humans.D．The research topic will be shifted into another field.With lunar exploration rocketing, it poses many challenges. Among them is a fundamental question metrologists (计量学家)worldwide are working to answer: what time is it on the Moon?The Moon doesn’t currently have an independent time. Each lunar mission uses its own timescale to coordinated universal time, or UTC—the standard against which the earth’s clocks are set. The approach works when the Moon hosts a handful of independent missions, but it will be a problem when there are multiple craft working together. Space agencies will also want to track them using satellite navigation, which relies on precise timing signals.The most pressing need for lunar time comes from plans to create a dedicated global navigation satellite system (GNSS) for the Moon. To tackle this problem, representatives of space agencies and academic organizations worldwide met in November 2022 to start drafting recommendations on how to define lunar time.Defining lunar time is not simple. According to the Special Theory of Relativity, clocks tick slower in stronger gravitational fields. The Moon’s gravitational pull is weaker than Earth’s, meaning a lunar clock would run faster than an Earth one.Defining a lunar standard, with which all clocks are compared, will involve installing at least three master clocks that tick at the Moon’s natural pace, and whose output is combined by an algorithm (算法)to generate a more accurate ‘virtual’ timepiece.What happens then depends on which option metrologists choose. They might decide to base lunar time on UTC．The alternative would be to use the synthesized (同步)output of the lunar atomic clocks as the Moon’s own independent, continuous time, and to track its relationship to UTC．That way, even if the connection with Earth is lost, clocks on the Moon will still agree with each other, allowing safe navigation and communications.Setting lunar time is part of a much bigger picture. It will one day work for the more-distant planets that space agencies are ultimately targeting, such as Mars.12．What’s the main idea of paragraph 2?A．The working principle of UTC．B．The achievements of space mission.C．The urgency to develop satellite navigation.D．The problem of current lunar timing method.13．What is the major barrier to defining lunar time?A．Lack of professional guidance.B．The disagreement among metrologists.C．Different gravitational pull on the Moon.D．The complexity of installing master clocks.14．What’s the advantage of defining the Moon’s independent time?A．Keeping the clocks on the Moon corresponding.B．Preventing spacecraft losing connection with the Earth.C．Helping humans land on the more-distant planets.D．Making it easier to synchronize with UTC all the time.15．What’s the best title of the text?A．What Time Is It on the Moon?B．When will Man Settle on the Moon?C．Lunar exploration: A Career Bound to ReviveD．GNSS: A More Precise Lunar Tracking System二、七选五STEM vs. STEAMSTEM is short for Science, Technology, Engineering and Mathematics. The term was coined by Judith Ramaley while a director at National Science Foundation in 2001. Since then, STEM-focused education has been extended to many countries beyond the United States. However, education is a constantly evolving game. ____16____ One of the latest philosophies gaining steam is adding an arts component to the STEM educational focus, thus, creating the STEM vs. STEAM debate.The believers in STEM education want the focus to remain on the core STEM principles. ____17____ Tasks involving product design encourage students to draw and create. Adding arts will take away from the original intention of focusing on the STEM disciplines.____18____ They argue that adding arts to STEM is a way to develop strong STEM students who think creatively. Several studies have shown that engaging students’ arts strength increases their motivation when it comes to STEM activities. ____19____ Furthermore, for kids who might be turned off from STEM subjects due to a dislike of numbers, highlighting the artistic component of lessons can reach out and draw them in.While they seem to be opposed, both sides of this argument may have the right idea.____20____ Consider the growing field of computer animation, where you must have both artistic abilities and strong technology fields. Also, the most basic of all children’s toys, wooden blocks, are an incredible example of STEAM exploration. They bring design, geometry, and engineering concepts to our youngest learners, setting them up for a lifetime of creative thinking.A．The STEAMers disagree.B．Actually, science and arts are inseparable.C．It consistently introduces new theories and practices.D．Their idea is that there are already enough arts in their approach.E．Thus, good teachers are always learning to keep pace with updated knowledge.F．It also improves the probability of success in complicated tasks and challenges. G．They believe adding art makes the STEM courses accessible to more students.三、完形填空One snowy night, a pair of beagles（比格犬）was struggling on a rural highway. The father-to-be looked around anxiously, trying to seek ____21____ for his dear companion. Frequently he would look at her ____22____, feeling guilty she labored along, her way made heavier by the new life growing inside her. They ____23____ for a warm, dry place. When her ____24____ came, it must not be out here along the roadway.As ____25____ would have it, Gus Kiebel, a county wildlife officer, who was driving home from work, spotted the pair. He ____26____ to the shoulder of the road immediately.The beagles made no effort to ____27____ when Gus bent down and stretched out his hands to them. Gus ____28____ their tags（狗牌）by his truck’s headlights and tried to ring, but the falling snow ____29____ the screen. He placed the dogs in his truck, _____30_____ his phone and called again. A man answered and instantly grew _____31_____ when Gus told him why he was calling.“I already gave them away,” the man responded coldly.Obviously, these beagles were _____32_____. Meeting their large begging eyes, Gus felt his heart _____33_____. “Putting them back in the snow is out of the _____34_____,” Gus thought to himself, “I must bring them home.”It’s a simple story, but it speaks to the best of our nature: Kindness and love can keep cruelty and cold at _____35_____.21．A．shelter B．shade C．instructions D．routes 22．A．patiently B．helplessly C．fondly D．proudly 23．A．waited B．prepared C．cheered D．longed 24．A．trouble B．opportunity C．time D．turn 25．A．life B．luck C．history D．news 26．A．pulled over B．turned up C．headed off D．sped up 27．A．submit B．bark C．struggle D．escape 28．A．tore B．adjusted C．untied D．read 29．A．colored B．misted C．dusted D．damaged 30．A．dried B．charged C．examined D．grabbed 31．A．persuasive B．defensive C．curious D．grateful 32．A．discovered B．licensed C．identified D．abandoned 33．A．racing B．sinking C．aching D．beating 34．A．blue B．question C．way D．world 35．A．bay B．hand C．ease D．peace四、用单词的适当形式完成短文阅读下面短文，在空白处填入1个适当的单词或括号内单词的正确形式。
An Improved Heuristic Algorithm for UAV Path Planning in 3D Environment
An Improved Heuristic Algorithm for UAV Path Planning in 3D Environment Zhang Qi1, Zhenhai Shao1, Yeo Swee Ping2, Lim Meng Hiot3, Yew Kong LEONG4 1School of Communication Engineering, University of Electronic Science and Technology of China2Microwave Research Lab, National University of Singapore3Intelligent Systems Center, Nanyang Technological University4Singapore Technologye-mail:beijixing2006@,zhenhai.shao@, eleyeosp@.sg,emhlim@.sg, leongyk@Abstract—Path planning problem is one of core contents of UAV technology. This paper presents an improved heuristic algorithm to solve 3D path planning problem. In this study the path planning model is built based on digital map firstly, and then the virtual terrain is introduced to eliminate a significant amount of search space, from 3-Dimensions to 2-Dimensions. Subsequently the improved heuristic A* algorithm is applied to generate UAV trajectory. The algorithm is featured with various searching steps and weighting factor for each cost component. The simulation results have been done to validate the effectiveness of this algorithm.Keywords-unmanned aerial vehicle (UAV); path planning; virtual terrain; heuristic A* algorithmI.I NTRODUCTIONPath planning is required for an unmanned aerial vehicle (UAV) to meet the objectives specified for any military or commercial application. The general purpose of path planning is to find the optimal path from a start point to a destination point subject to the different operational constraints (trajectory length, radar exposure, collision avoidance, fuel consumption, etc) imposed on the UAV for a particular mission; if, for example, the criterion is simply to minimize flight time, the optimization process is then reduced to a minimal cost problem.Over decades several path planning algorithms have been investigated. Bortoff [1] presented a two-step path planning algorithm based on Voronoi partitioning: a graph search method is first applied to generate a rough-cut path which is thereafter smoothed in accordance with his proposed virtual-force model. Anderson et al. [2] also employed Voronoi approaches to generate a family of feasible trajectories. Pellazar [3], Nikolos et al. [4] and Lim et al. [5] opted for genetic algorithms to navigate the UAV. The calculus-of-variation technique has been adopted in [6]-[7] to find an optimal path with minimum radar illumination.In this paper, an improved heuristic algorithm is presented for UAV path planning. The path planning environment is built in section II, and the algorithm is depicted in section III, the following section presents experimental results which can validate the effectiveness of the proposed algorithm.II.P ATH PLANNING MODELSeveral factors must be taken into account in path planning problem: terrain information, threat information, and UAV kinetics. These factors form flight constraints which must be handled in planning procedure.Many studies use the mathematical function to simulate terrain environment [4]. This method is quick and simple, but compared with the real terrain which UAV flying across, it lacks of reality and universality. In this study, terrain information is constructed by DEM (digital elevation model) data, which is released by USGS (U.S. Geological Survey) as the true terrain representation.Threat information is also considered in path planning. In modern warfare, almost all anti-air weapons need radar to track and lock air target. Here the main threat is radar illumination. Radar threat density can be represented by radar equation, because the intrinsic radar parameters are determined before path planning. The threat density can be regarded inversely proportional to R4, where R is the distance from the UAV’s current location to a particular radar site.For simplicity, UAV is modeled as a mass point traveling at a constant velocity and its minimum turning radius is treated as a fixed parameter.III.P ATH PLANNING A PPRO A CHA.Virtual terrain for three-dimensional path planningUnlike ground vehicle routing planning, UAV path planning is a 3D problem in real scenario. In 3D space, not only terrain and threat information is taken into account, but also UAV specifications, such as max heading angle, vertical angle, and turning radius are incorporated for comprehensive consideration.The straightforward method for UAV path planning is partitioning 3D space as 3D grid and then some algorithms are applied to generate path. However, for any algorithm the computational time is mainly dependent on the size of search space. Therefore, for efficiency consideration, a novel concept of constructing a 2D search space which is based on original 3D search space is proposed, which is called virtual terrain. The virtual terrain is constructed above the real terrain according to the required flight safety clearance2010 Second International Conference on Intelligent Human-Machine Systems and Cyberneticsheight, as it is shown in Figure 1. . A’B’C’D’ is the real terrain and ABCD is virtual terrain. H is the clearance height between two surfaces. Virtual terrain enables path planning in 2D surface instead of 3D grid and can reduce search spaceby an order of magnitude.Figure 1. virtual terrain above real terrainB. Path planning algorithmA* algorithm [8]-[9] is a well-known graph search procedure utilizing a heuristic function to guide its search. Given a consistent admissible condition, A* search is guaranteed to yield an optimal path [8]. At the core of the algorithm is a list containing all of the current states. At each iterative step, the algorithm expands and evaluates the adjacent states of all current states and decides whether any of them should be added to the list (if not in the list) or updated (if already in the list) based on the cost function:()()()f n g n h n =+ (1)where f(n) is the total cost at the current vertex, g(n)denotes the actual cost from the start point to the current point n , and h(n) refers to the pre-estimated cost from the current point n to the destination point. For applications that entail searching on a map, the heuristic function h(n) is assigned with Euclidean distance.UAV path planning is a multi criteria search problem. The actual cost g(n) in this study is composed by three items: distance cost D(n), climb cost C(n) and threat cost T(n). So g(n) can be described as follows:()()()()g n D n C n T n =++ (2) Usually, the three components of g(n) are not treatedequally during UAV task. One or two is preferred to the others. We can achieve this by introducing a weighting factor w in (2).123()()()()g n w D n w C n w T n =++ (3) w i is weighting factor and 11mi i w ==∑. For example, ifthreat cost T(n) is for greater concern in particular task, the value of w i should be increased respectively.C. The improvement of path planning strategyVirtual terrain in part A enhanced computational efficiency by transforming 3D path planning space into 2D search plane. The further improvement can be achieved by applying a new developed strategy. The path planner expands and evaluates next waypoint in virtual terrain by this developed strategy is shown in Fig. 2, 3. This planning strategy employs various searching steps by defining a searching window which can represent the information acquired by UAV on board sensors. It enables different searching steps to meet different threat cost distribution. After searching window is set, UAV performance limits is imposed in searching window based on virtual terrain. Here the UAV performance limits include turning radius, heading and vertical angle. In Fig. 3, the point P(x, y, z) is current state, and the arrow represents current speed vector. The gray points show available states which UAV can reach innext step under the limits imposed by UAV performance.Figure 2.Searching windowFigure 3. Available searching states at P(x, y, z)IV. SIMULATIONSimulation is implemented based on section II andsection III. In this simulation, terrain data is read from USGS1 degree DEM. The DEM has 3 arc-second interval alonglongitude and latitude respectively. Also five radar threats are represented according radar equation in simulation environment. Here clearance height h is set 200 to definevirtual terrain. UAV maximal heading angle and vertical angle is 20。
提高判断能力英语作文模板
提高判断能力英语作文模板Title: Improving Judgment and Decision-Making Skills。
Introduction。
In today's fast-paced and complex world, the ability to make sound judgments and decisions is crucial. Whether it's in our personal lives, professional careers, or social interactions, our ability to assess situations, weigh options, and make wise choices can greatly impact our success and well-being. However, judgment and decision-making are not innate skills; they can be developed and honed through practice and learning. In this article, we will explore some strategies and techniques for improving judgment and decision-making skills in various aspects of life.Understanding the Basics of Judgment and Decision-Making。
Before we delve into specific strategies, it's important to understand the basics of judgment and decision-making. Judgment refers to the process of forming an opinion or evaluation about a situation, person, or event based on available information and personal experiences. Decision-making, on the other hand, involves choosing a course of action from multiple alternatives. Both processes are influenced by cognitive biases, emotions, and external factors, making them inherently complex.Strategies for Improving Judgment and Decision-Making Skills。
外文翻译之售后服务
After-sales service necessary evil or strategic opportunity?Milind M. LeleAbstract：In response to questions about how to provide the correct level of after sales service in the faceof shifting customer needs and expectations, SLC Consultants, Inc. has developed an after-sales service framework, which examines the costs customers absorb when their equipment fails. Describes a framework which helps manufacturers identify the most cost-effective service strategies for different customer segments, and determine how these strategies should influence equipment design. Suggests that the framework can also be used to predict how product and service strategies must change in response to new technologies and evolving customer needs.How should equipment manufacturers respond to shifting customer needs, to provide after-sales service that sustains the competitive advantage of a complete product offering? What changes should they make in product design and support strategy? Which technological developments, such as modularity, redundancy, and greater component reliability, will be critical to their success?To answer these questions, we at SLC Consultants Inc. have developed our aftersales service framework, which examines the costs customers absorb when their equipment fails. Our approach helps manufacturers identify the most cost-effective service strategies for different customer segments, and determine how these strategies should influence equipment design. We also use the framework to predict how product and service strategies must change in response to new technologies and evolving customer needs.Customers’ costsWhen equipment fails, customers incur two types of cost: fixed and variable. Fixed costs occur regardless of the duration of equipment downtime. Usually these are the expense of parts and labour involved in fixing a malfunction. They might include the cost of the entire repair process, including, for example, the effort of ordering parts or sending an inoperative component to the manufacturer for service. Fixed costs are often out-of-pocket costs, especially for consumer goods when a product is no longer under warranty. Variable costs, which change according to the duration of equipment downtime, can be either out-of-pocket expenses – pay for idle workers, for example – or the opportunity costs of diverted resources and production time lost until repairs are completed.Basic service strategiesWe can classify service strategies into three basic groups: those that are product or design related, those that concentrate on the service support system, and those that reduce customer risk.Product design-related strategiesThese focus on increasing product reliability, building in redundancy, and adopting a modularproduct design.Reliability improvement reduces customers’ total costs. This is usually the first approach used by firms to improve service support.Modular design can reduce variable costs both by making equipment easier to repair and by allowing customers to replace modular components themselves. The entire product is divided into modules or components, many or all of which can be removed for repair or replacement. This approach is often referred to as “swap-out” maintenance.Built-in redundancy, products or systems designed with two or more of each critical component, allows a backup to take over if apart fails. Mission-critical non-stop computing applications are a prime example.Support system-related strategiesThese concentrate on changing the way manufacturers provide service. These approaches can address either improvements in system design or reductions in equipment repair.Improved system response time. Support systems often react slowly to equipment failure. Providing additional service technicians, moving them closer to customers or even on-site, and filling orders for emergency parts more rapidly will improve service response.Reduction in equipment repair time. Complementing reduced response time, improved service technician training, on-site or built-in diagnostic equipment, better-equipped mobile repair vans, and designing equipment for fast module swap-outs can cut repair time.Reducing or minimizing customer risk strategiesSome support strategies reduce buyer risk chiefly through warranties and service conracts. Warranties minimize customer out-of-pocket costs during the immediate post purchase period, allaying any fears regarding equipment reliability. Service contracts reduce or eliminate buyer uncertainty over maintenance costs.The frameworkManufacturers can use these three basic service strategies in combinations that vary according to customer needs and willingness to pay, available and affordable technology and equipment design. Choosing the best service approach for a given product is a complex balance, however, between buyers’ costs and requirements.The characteristics of customer costs and expectations allows us to determine the mostcost-effective design and support strategy for a given situation. Any product can be assigned to one of four after-sales service segments: disposable, repairable, rapid response and never fail. Figure 1 illustrates the relationship between types of cost, the four market segments, and representative products in each category.Appropriate strategiesEach segment has corresponding optimal support strategies manufacturers should employ.DisposableWhen product failure produces relatively modest customer fixed and variable costs, a disposable product design is the best option. The manufacturer strives to build in reliability, concentrating less on product designs amenable to replacement or repair. The product lasts, minimizing the buyer’s risk of premature failure. But when it fails, it is discarded.Small household appliances, such as toasters and inexpensive office and industrial maintenance-repair-operations (MRO) equipment, fall into the low-fixed, low-variable cost corner of the market shown in Figure 1.Timex, particularly in its earliest years, provided a classic case of catering to the disposable segment. Its watches were inexpensive, had a one-year warranty, and lasted long enough to keep buyers from complaining when replacing them. Swatch currently uses a similar approach.RepairableIn this segment, customer fixed costs are high relative to the variable costs of failure. Consequently, the best strategy is reasonable (at least competitively comparable) reliability with product and service system designs that minimize customer out-of-pocket repair costs.Do-it-yourself repair kits, low-cost third-party repair service, and design simplicity epitomize successful design options.Such strategies are appropriate for products such as personal computers, PC peripherals and other expensive desk-top equipment, as well as large household appliances and high-ticket entertainment gear.Customer requirements play a critical role in the producer’s strategy choice, however. When a business customer has several computers, for example, the failure of one of them is not a disaster.Downtime could incur onerous opportunity costs, however, for an office relying on one computer for customer records, financial controls, communication, etc. In those cases, variable costs of downtime skyrocket, dwarfing fixed costs and making the strategies discussed in the rapid response segment more appropriate.Rapid responseWhen the variable costs of failure assume prime importance, the favoured strategy is arapid response with designs and service systems that minimize total downtime when a breakdown occurs. Reliability is of course important, but the key task for the manufacturer is balancing the expense of rapid response (via owned or outsourced field service infrastructures and loaners) with the cost of design facilitating quick problem diagnosis (remote read-outs, for example) and repair (such as modular replacement).IBM and AT&T are leaders in implementing such balanced strategies, as are farm and construction equipment makers Caterpillar and Deere. For example, just a few hours downtime can be critical to a crop harvest or a construction site’s deadline.Never failWhen the fixed and variable costs of equipment breakdown are both relatively high, failure is not an acceptable o ption for customers, and “never fail” design and service strategies are best. Building the customer’s trust in the relationship with the manufacturer is essential. Component or system-level redundancy is a typical design solution. When that is not feasible, service providers turn to strategies such as stringent uptime maintenance, continuous monitoring, and on-site repair personnel. Large mainframes, PBXs, and central office telecommunications switches are examples of products sold to this segment.However, whenever a firm uses redundancy, it becomes the dominant strategy for all competitors serving this segment. For example, Tandem Computer’s fault-tolerant designs have supplanted more conventional approaches in mission-critical computing applications where uninterrupted performance is essential.Key conclusionsBecause the SLC after-sales service framework covers all instances where service is important, any conclusions we draw from it have broad application.Evolving customer expectations and technological change determine the characteristics of service segments. Segment shapes are therefore fluid and will change as well. A product catering to the repairable segment today might need to adopt strategies for the disposable segment tomorrow.The keys for success are substantially different in each of these segments, as summarized in Figure 2. Strategic emphasis shifts considerably from segment to segment as well. For example, with disposables it is essential to bring total price below the threshold at which customers will no longer pay for a repair. On the other hand, sustaining advantage in the rapid response segment requires the ability to improve total system performance: design, manufacturing, and service.Shifts from one segment to another are of crucial importance because they signal potentially major changes in the industry. Tandem shifted one segment of mainframes from rapid response to never fail, creating a new niche not dominated by IBM.Strategic implicationsIn the past, changes in technology and customer needs occurred gradually, permitting product design and marketing strategy to evolve at an equally slow pace. Manufacturers no longer have that luxury of time. Managers must anticipate how the accelerating rate of technological development and rapid shifts in customers’ priorities will affect their product strategies.They will find their products shifting positions among the fixed-to-variable cost relationships shown in Figure 1, changing market segments and appropriate strategies in the process. The SLC after-sales service framework thus is an early warning system, advising management to change course in advance of major upheavals. Companies can determine how future generations of equipment should be designed by analysing likely changes in customers’ costs and projecting future technological developments.Such forecasting is vital for products that are now on the edge of a segment, such as larger disk drives, medium-sized copiers, and super mini-computers. Yet, anticipating change is critical for established product types as well. Declining prices have caused small office copiers, for instance, to shift from the repairable segment towards the disposable. Lower prices no longer justify major repair costs, and major small copier components such as drum cartridges are themselves fully disposable.Similarly, personal computers have moved from the rapid response segment towards the repairables as those machines proliferate, minimizing the average user’s high variable cost offailure. It is cheaper for the customer to purchase a spare PC (or go to a printing centre such as Kinko’s) and rely on carry-in repair shops rather than pay for on-site service. Rapid obsolescence nudges specific PC models closer to the disposable segment as well.Conventional strategies will falterThe net effect in those and other high-volume product categories will be to reduce substantially the size of the rapid response segment. Fewer customers will demand fast repair, leading to major alterations in those products’ s ervice strategies:* Service contracts will become an endangered species. Once a product moves into the never fail or disposable segments, customers will no longer be willing to payanywhere from 2 to 10 per cent of the purchase price for service. For example, most owners of personal computers now opt for an extended warranty; ten years ago. they would have chosen the more expensive. on-site maintenance contract. Also, lowend home and small-office computer printers have become reliable and cheap enough to make service contracts unnecessary.* Support services will be unbundled. Equipment makers will be forced to set separate prices for parts, warranties, training, and walk-in service to meet the dissimilar needs of different groups of customers.* Profits will be squeezed. Service and support revenue once represented a major source of total corporate profits. Competitive pressures are already eroding profits on equipment sales, and changing service requirements will take away companies’ last source of relief. In the future, manufacturers face the unpleasant prospect of being squeezed in both areas.Preparing for changeThe SLC after-sales services framework is an invaluable diagnostic tool for equipment manufacturers. Managers can use it to identify potential weaknesses quickly in their current product or service strategies, redirect long-term plans for product development, and determine whether to act as reactors or initiators of change.Diagnostic toolAnalysing customers’ fixed and variable costs will allow companies to determine rapidly which of the four segments their products should pursue. They then should compare their current approaches to design and service to the strategies appropriate to chosen segments, determining how well they are positioned today. Managers must be careful to use customers’ perceptions of costs and evaluate service and product design along the lines of the keys for success shown in Figure 2.The analysis might reveal some common mistakes, such as:* reliability is not high enough to support a disposable design;* manufacturing costs are too high to permit disposable design pricing;* designers are still concentrating on making the product repairable, increasing manufacturing costs;* never fail designs are “over-engineered” and too expensive; and* logistic systems are unable to meet the demands of the rapid response segment.Initiate change or respond?Equipment manufacturers must choose: initiate change or wait until leading-edge customers are ready to accept it. The SLC framework helps to identify the best timing. Initiators have the advantage of moving first and avoiding further investment in obsolescing designs. However, pioneers bear the risk of calling the market incorrectly. Reactors avoid making the wrong decision, but risk making it too late as competitors surpass them. Xerox, for instance, moved too slowly as Canon’s innovative disposable copier cartridge revolutionized the small copier market.Keys for successThe strategic significance of the SLC aftersales service framework is considerable. It identifies the best combination of product design and service strategies for any set of customer needs. It also highlights the key for success in each segment, and illustrates how strategic emphasis shifts from segment to segment. In addition, the framework predicts how technology and customer costs and expectations will affect marketing and operations strategies. Finally, it acts as an early warning system. Customers shifting from one segment to another often signal major structural change within an industry.。
新视野大学英语读写译4U校园第三单元课后测试答案
选词填空（15选10）10题，总分值：20分Directions：Fill in the blanks in the following passage by selecting suitable words from the word bank. Each word can be used only once.Somebody ought to defend the workaholic. These people are unjustly accused,abused, and 1) teased – often termed sick or abnormal.However, some social researchers 2) deduce from the resources of mostsignificant social achievements that workaholics are, in fact, the real achievers.One-third of American business and 3) commerce is carried on the shoulders ofworkaholics. There is a wide-spread feeling against excellence –evenan 4) admiration of commonness. It is as though we are against those who makeuncommon sacrifices because they 5) enjoy doing something.Now, it is time for us to 6) revive the respect for excellence. We do not seem torealize that very little excellence is 7) achieved by living a so-called well-balancedlife. Edison, Ford, Einstein, Freud and most 8) predecessors in various fields hadsingle-minded devotion to work whereby they sacrificed many things, including familyand friendship. Some people say that workaholics bear guilt by not being goodparents or spouses. But guilt can 9) exist in the balanced life also. Consider howmany normal people find, at middle-age, that they have never done anything well –they are going to 10) regret for being less than what they could have become. Isn’tthat a pity, too?• A. enjoy• B. react• C. administrate• D. teased• E. exist• F. commerce•G. revive•H. received•I. deduce•J. regret•K. financial•L. retailer•M. achieved•N. predecessors•O. admiration参考答案：1) teased 2) deduce 3) commerce 4) admiration 5) enjoy 6) revive7) achieved 8) predecessors 9) exist 10) regret∧收起解析长篇阅读10题，总分值：40分Directions：You are going to read a passage with 10 statements attached to it. Each statement contains information given in one of the paragraphs. Identify the paragraph from which the information is derived. You may choose a paragraph more than once. Each paragraph is marked with a letter.The Rise of the Social EntrepreneurA) UBS, a Swiss private bank with many of the world’s richest people among itsclients, is conducting an interesting experiment in Brazil, Mexico and Argentina. Ithas formed an alliance with Ashoka, a global organization that invests in leading“social entrepreneurs” – people who use creative business practice with the potentialto solve a social problem. The alliance is offering a new prize for socialentrepreneurship, to bring together two groups of people who might never meet inother cases. “As the biggest wealth manager in the region, we are at the crossroadsbetween capital and ideas – so why not bring the people with capital together with thepeople who have ideas?”B) The social entrepreneurs that are shortlisted (入围) must have been workingsuccessfully with Ashoka for at least three years. Winning the prize is not really thepoint. Simply being selected to be in the room with a bunch of wealthy people givesthe social entrepreneurs great trustworthiness with potential donors, and evenrunners-up (第二名) have a good chance of coming away with a new financial supporter or some other form of help. Héctor Castillo Berthier, who runs an innovative project for troubled Mexican teenagers, came third in last year's Mexican prize, but still got a crucial donation and free use of office space.C) Ashoka is not alone in bringing social entrepreneurs together with the wealthy and powerful. Social entrepreneurs now rub shoulders with the world's business and political elite at the World Economic Forum in Davos. Ashoka was founded in 1980 by Bill Drayton, a former McKinsey consultant, who expects the rise of social entrepreneurship to generate huge benefits. He says it is now helping to bring about a productivity miracle in what he calls the “citizen half of the world” (education, welfare and so on), a sector that for three centuries has lagged behind the “business half of the world”. The emergence of more social entrepreneurs, and their improved access to growth capital as they get better connected to philanthropists (慈善家), is creating enormous productivity opportunities for the citizen sector.D) The citizen sector is mainly made up of government plus the non-profit sector. Both government and non-profits have traditionally been run inefficiently. The productivity miracle is due both to a shift from government provision to more efficient private provision and by an increase in the efficiency of the non-profit sector.E) However, the improvement the efficiency may still have some way to go. In 2004, Bill Bradley, a former presidential candidate, and two consultants claimed that, in America alone, there was a “$100 billion opportunity” for the non-profit sector to improve its efficiency through better management. But is social entrepreneurship the best way to achieve that? There is no easy answer, because nobody is sure what exactly the term means. In a book on the rise of social entrepreneurship, David Bornstein notes that most discussion of social entrepreneurship tends to revolve around “how business and management skills can be applied to achieve social ends”. He himself sees social entrepreneurs as “transformative forc es: people with new ideas to address major problems who are persistent in the pursuit of their visions”.F) Mr. Schramm of the Kauffman Foundation, which promotes a better understanding of entrepreneurship, says that being an entrepreneur means being a risk-taker, but a high risk of failure may be the last thing that many non-profits need. Mr. Omidyar, a philanthropist and the founder of eBay, is uncomfortable with the label either, which he feels implies a disapproval of profits that he does not share. But his fellow philanthropist from eBay, Mr. Skoll, thinks social entrepreneurship has something going for it. The mission of his foundation is “to advance systemic change to benefit communities around the world by investing in, connecting and celebrating social entrepreneurs”.G) Among other things, Mr. Skoll has endowed the Skoll Centre for Social Entrepreneurship at Oxford University's Saïd Business School. This is part of a growing trend for academic institutions, including nowadays most business schools. Harvard Business School started teaching a course on social enterprise 12 years ago. Mr. Schramm worries that some of these courses are more likely to turn students against capitalism. But Mr. Whitehead, a former Goldman Sachs boss, sees it as part of a trend among the elite in many countries who want to make not just money but “a difference”.H) Certainly the number of business-school graduates going into the non-profit sector has increased. That appeals to the new philanthropists, who want to see people like themselves in charge of the non-profit organizations they support. But these new professionals may achieve as much by using the latest management techniques to improve the performance of existing non-profit organizations than by creating new ones through social entrepreneurship.I) Mr. Collins, the management master, says getting the right people is arguably even more important in the non-profit world than it is in business, because it is often harder for non-profits to get rid of employees once they are “on the bus”. Business leaders can fire people more easily and can spend money on buying talent. But some social entrepreneurs have found their own ways of securing top talent. Wendy Kopp, who in 1989 founded Teach for America – a non-profit organization – made it clear from the start that only the best would do. By last year, over 97,000 people had applied to work for her organization, but only 14,000 had been accepted. Ms Kopp's ability to pick and choose boosted her credibility with her philanthropic supporters and enabled her to raise more money.J) Many non-profit organizations have been cautious of working with big donors because their money can come with too many strings attached. And that is starting to change. Barbara Stocking, the boss of Oxfam, a global charity, says they now want to raise more money from the sort of wealthy philanthropists it has not targeted in the past –if only because in Britain there haven't been many of them. “I'm not sure we have been asking for enough money,” s he says.K) But the main problem for many non-profit organizations is how to get bigger. “One of the problems is that well-run non-profits don't necessarily grow,” says Nigel Morris, the co-founder of a credit-card company. True, growth isn't everything. Indeed, Mr. Collins worries that non-profits will put scale before genuine effectiveness: “One of the markers of mediocre (平庸的) companies is that they become obsessed with scale and growth,” he says. But donors need to decide if they simply want to buy services from a non-profit, or whether they want to invest in helping the organization grow. If growth is important to them, they need to become a lot less critical aboutexpenses.L) There is no merger-and-acquisition (并购) market in the non-profit world. And for all sorts of reasons, there are far too many non-profits. Philanthropists could help by encouraging consolidation (整合), says John Studzinski, co-head of HSBC's investment bank and an active philanthropist. “In homelessness work, I'm a great advocate of consolidation. There are about 40 homelessness projects in London;only eight are any good,” he says.M) There is also a role to be played by philanthropists in encouraging non-profits to develop other sources of finance, to reduce their dependence on the goodwill of donors. Providing fee-generating services is one strategy. Doing work for the government is another. Many non-profits have long generated revenues in this way.11)Many non-profit organizations are now faced with the difficulty in promoting their growth and scale. K12)The growing number of social entrepreneurs and better chances to get growth capital will help improve the productivity of the citizen sector. C13)Business schools are now attaching increasing importance to the courses on social entrepreneurship. G14)The number of non-profit organizations is larger than necessary due to various reasons. L15)Philanthropists can encourage non-profit organizations to be more financially independent of sponsors with two strategies. M16)In an experiment by an alliance for social entrepreneurship, potential sponsors are likely to trust social entrepreneur seven if they have not won any prize. B17)It is difficult to determine whether social entrepreneurship is the most effective means to improve the efficiency of non-profit sector. E18)Non-profit organizations are not so flexible in hiring or firing their employeescompared with those for-profit organizations. I19)Due to the restrictions combined with the funding, many non-profit organizations arecareful when they cooperate with wealthy sponsors. J20)New philanthropists are attracted by the rising number of graduates with businessdegrees entering the non-profit sector. H参考答案：11) K 12) C 13) G 14) L 15) M 16) B 17) E 18) I 19) J20) H∧收起解析阅读理解10题，总分值：40分Directions：Read the following passages carefully. Each passage is followed by some questions or unfinished sentences. For each of them there are four choices marked A, B, C, and D. Choose the best answer to each question.Something big is happening to the human race – something that could be called theGreat Transformation.Take the energy for example. Some people worry about what will happen when thedeposits of petroleum are gone, but researchers are already finding all kinds of newways to obtain energy. Someday, solar power collected by satellites circling the earthor nuclear power manufactured by mankind may give us all the energy we need foran expanding civilization. Space exploration promises to open up many newterritories for human settlement, as well as leading to the harvest of mineralresources like the asteroids (小行星).Scientific research continues to open up previously undreamed-of possibilities.Seventy years ago, few people could even imagine things like computers or lasers.Today, a host of newly emerging technologies such as artificial intelligence andgenetic engineering are opening up all kinds of new paths for technologists.Like it or not, our advancing technology has made us masters of the earth. We not only dominate all the other animals, but we are reshaping the world's plant life and even its soil and rocks, its waters and surrounding air. Mountains are being dug up to provide minerals and stone for buildings. The very ground under our feet is washing away as we chop down the forests, plow up the fields, and excavate (挖掘) foundations for our buildings.Human junk is cluttering (拥塞) up not only the land but even the bottom of the sea.And so many chemicals are being released into the air by human activities that scientists worry that the entire globe may warm, causing the polar icecaps to melt and ocean waters to flood vast areas of the land.No one knows what the Great Transformation means or where it will ultimately lead.But this mysterious Transformation is the biggest story of all time. It is the story of the human race itself.21)By “the Great Transformation”, the author means ______________.22)What energy source is mentioned as a way to provide our energy needs in the future?23)According to the scientists, what directly leads to flooding in vast areas of the land?24)What tone does the author convey when he describes the impacts of advancing technology?25)Which of the followings can best summarize the article?A. The development in science and technology makes humans powerful enough toachieve anything possible.B. The Great Transformation changes human life remarkably, yet it is hard to tell whether the changes are positive.C. Advanced technology guarantees that human beings are living in a world better than before.D. Changes brought about by human efforts will surely destroy the mountains andsea, and cause disaster to the earth.参考答案：21) B 22) D 23) C 24) A 25) B∧收起解析What is the use of a plan?The concept that a plan itself means very little isn’t a new idea. Who would think that spending a year doing a business plan is a good thing, or that formal business plans spell success?Business plans are sometimes overdone and misused, but the planning process is critical. About 60 years ago, Dwight D. Eisenhower said, “The plan is useless; it’s the planning that’s important.” That’s still true today. In fact, all business plans are wrong.They’re the work of humans guessing the future, dealing with uncert ainty and making assumptions. Still, the planning process is absolutely essential. A startup entrepreneur’s planning process should start with a plan and continue with a plan vs.reality review, progress tracking and course correction.Planning is about controlling your destiny: Establish your business goals and outline the steps needed to achieve them –don’t just react to events. While your plan will be wrong, of course, how would you track what is going wrong without it? You can’t havea route without a starting point and a destination, but even the most well-plannedroute may require some detours (绕道).For the best results, planning should be concrete and specific. For each step in your plan, create dates, deadlines and clearly assigned responsibilit ies. You can’t track your progress and steer your company efficiently with vague generalities (概述). In real-world planning, form follows function. When new businesses seek investors they usually need formal plans. Investors who say they don't need formal plans still need to see your strategy, focus, priorities, commitments, dates and deadlines. The content has to be there, regardless of the format. Although you may not need aformal plan, all businesses need to go through the planning process. There will always be examples of businesses with great plans that fail and businesses with no plans that succeed, but I feel it’s very dangerous to tell startup entrepreneurs they don’t need a plan. The truth of the matter is that most of us need more planning, not more rationalizations for not doing it.26)What does the quotation from Dwight D. Eisenhower imply?27)Why does the author say that “all business plans are wrong”?28)What’s the most important function of a plan?29)What elements should be included in a plan?30)What can we infer from the passage?A. All plans are wrong, so no specific plan is necessary for a project.B. Planningshould be as detailed as possible with the most well-planned route.C. Awareness of strategy, focus, and commitments is critical to any project.D. Whether you are able to draw up a formal plan or not controls your destiny.参考答案：26) B 27) D 28) A 29) B 30) C∧收起解析。
内部管理风险的英语
内部管理风险的英语一、单词1. Risk- 英语释义：The possibility of something bad happening.- 用法：可作名词，例如“Internal management risk should not be ignored.”（内部管理风险不应被忽视。
）- 双语例句：Thepany is facing a high risk of internal management disorder.（公司正面临着内部管理混乱的高风险。
）2. Internal- 英语释义：Relating to the inside of something.- 用法：形容词，如“internal management”（内部管理）。
- 双语例句：Internal management systems play a crucial role in apany's development.（内部管理系统在公司发展中起着至关重要的作用。
）3. Management- 英语释义：The act of running and controlling a business or organization.- 用法：名词，例如“Effective management can reduce internal risks.”（有效的管理能够降低内部风险。
）- 双语例句：The management of thepany is responsible for internal management risks.（公司的管理层对内部管理风险负责。
）4. Inefficiency- 英语释义：Lack of effectiveness or the state of not being able to produce desired results without wasting resources.- 用法：名词，如“Management inefficiency is a significant internal management risk.”（管理低效是一个重要的内部管理风险。
互联网求职英语作文
互联网求职英语作文英文回答：Online job searching has become an increasingly popular method of finding employment in today's interconnected world. The internet offers a vast pool of job openings, accessible to candidates from all backgrounds and locations. Here are some key advantages of using the internet for job searching:Wider reach: Online job boards and company websites provide access to a much larger pool of job openings compared to traditional methods like newspaper advertisements or personal networking. This increases the chances of finding a suitable position that matches your skills and interests.Convenience and flexibility: Internet job searchingcan be done anytime, anywhere, as long as you have an internet connection. You can browse openings at your ownpace, apply for multiple positions simultaneously, and track your progress conveniently.Improved efficiency: Online job search tools allow you to refine your search criteria based on factors such as industry, location, job title, and experience level. This helps you narrow down your options and focus on the most relevant opportunities.Access to company information: Company websites and online profiles provide valuable insights into the culture, values, and mission of potential employers. This information can help you make informed decisions about which companies to apply to.Networking opportunities: Some online job platforms offer networking features that allow candidates to connect with professionals in their field, expand their network, and learn about potential job openings through referrals.However, while online job searching offers numerous benefits, it also comes with certain challenges:Competition: The vast number of job seekers using online platforms can increase competition for available positions. It's important to tailor your resume and cover letter to each specific job you apply for to stand out from the crowd.Scams: Unfortunately, there are individuals who use online job searching to perpetrate scams. Be cautious of unsolicited job offers that seem too good to be true or request upfront payments. Thoroughly research any company or organization before providing personal information or making financial commitments.Privacy concerns: Online job search platforms collect personal data from candidates, which raises privacy concerns. Be mindful of the information you share and read the privacy policies of websites before submitting your resume.To maximize your success in online job searching, consider the following tips:Create a professional online presence: Establish a strong LinkedIn profile, optimize your resume for keywords, and build a portfolio showcasing your skills and experience.Network and engage: Join industry groups, participatein online forums, and connect with professionals in yourfield to expand your network and learn about potential job openings.Tailor your applications: Customize your resume and cover letter for each job you apply for, highlighting the relevant skills and experience that match the job requirements.Follow up: After applying for a job, follow up withthe hiring manager to express your continued interest. Be polite and professional in your communication.Stay persistent: Online job searching can be a time-consuming process. Don't get discouraged if you don't receive an immediate response. Keep applying for positions,networking, and refining your skills until you secure your desired job.中文回答：互联网求职英语作文。
13044_div
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Models
HP 8/24 SAN Switch HP 8/24 Base (16) Full Fabric Ports Enabled SAN Switch HP 8/8 and 8/24 SAN Switch 8Gb 8-port Upgrade LTU Power Pack+ Upgrade
HP 8/24 SAN Switch
DA - 13044
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QuickSpecs
Features and Benefits
HP 8/24 SAN Switch
Key Features and Benefits
Superior Performance 8Gb/s full duplex performance to enable up to 384 Gbit/s of uncongested throughput Optional enhanced ISL Trunking combines up to eight ISLs between a pair of switches into a single, logical high-speed trunk capable of up to 64 Gbit/s of throughput Flexible storage connectivity The only SAN solutions providing the complete HP SAN Switch functionality from Embedded to Enterprise. The HP Bseries line of products allows the capability to apply the complete SAN Switch functionality to an affordable entry level SAN deployment and then to grow that deployment to the largest SAN fabric solutions supported by HP. Reduced Total Cost of Ownership for SAN Infrastructure Enables storage consolidation, simplified management of data center SAN environment Broadest range of compatibility with SAN products Multi-vendor server and storage environment Widest range of HP SAN solutions Interoperability with more than 3 Million HP SAN Switch installed base HP Power Pack+ Software Bundle (Optional) - highest supported modular functionality Adaptive Networking -optimizes fabric behavior Trunking - highest throughput between switches (64Gb/sec) Proactive threshold monitor (Fabric Watch) Advanced Performance Monitor Extended Fabric Server Application Optimization - server/edge switch Quality of Server Broadest Range of HP Packaged SAN Services Mission critical SAN Services SAN-ES Assessment and installation services for security Highest integration with Storage Essentials via: SAN Switch API SAN Switch element managers
工商管理外文参考文献翻译
工商管理外文参考文献翻译外文参考文献翻译题目: 城市之星客户服务管理浅析学院: 经济管理学院专业:工商管理班级: 0601学号: 200607080130学生姓名: 雷月茜导师姓名: 胡琳完成日期: 2010年04月23日一、外文参考文献原文All too often, marketers of homogenous products fail to identifytheir competitive advantage, resulting in dismal results. Similarly, SME participants find it difficult to identify such competitive advantages. Fortunately, the Franchise Model facilitates the notion of ‘ being in business for yourself, but not on your own’. The reason for this caseis to facilitatecompetitive advantage within a Home Entertainment SME Franchise environment, enabling participants to successfully compete with thecorporate environment. The outcome is to identify and implement Service Profit Chain (Heskett et al, 1997) initiatives, linking customer service to long term profitability and growth.The home video industry is a product of technology. Prior to the introduction of the home VCR in 1976, there was no way to watch movies at home, except as shown on broadcast television, and no one had thought of a retail store where movies could be rented for the night. In the course of the past quarter-century, those VCR's and those video rental stores became the foundation for a US$ 17 billion industry.This study researches the Home Entertainment Video Rental industry, consisting predominantly of SME home entertainment outlets. The particular analysis is in a leading South African Franchise system, consisting of family owned ‘Franchisees’.The service profit chain will centre on analysis from the 'gurus' on the topic, specific reference to " The Service Profit Chain- how Leading Companies Link Profit and Growth to Loyalty, Satisfaction, and Value, as depicted by Heskett. J, Sasser. W, Schlesinger. L, (1997). Concepts, models and frameworks will also be researched from leading customer service oriented organizations, including Southwest Airlines, Xerox, Wal-mart, Taco Bell, Au Bon Pain Restaurants, British Airways, and other relevant leaders in their respective fields.The service profit chainwill be analysed from the above sources, whereby customer satisfaction, customer loyalty and customer value are linked to the long term profitability and growth of Blockbusters Video.CRM systems have become the rule for customer service centers. Now managers are taking the next step; to arm their agents with a knowledge base that can deliver fast, accurate answers. They are reaping the benefits of integrating a true knowledge management system with CRM - such as decreasing escalation rates, shorter call times and increased first call resolution.Customer relationship management (CRM) solutions have been widely accepted by1global enterprises seeking to improve customer satisfaction and retention. But it takes more than just technology to maintain customer relationships. It takes improved business processes and a method for providing customers with the information that they demand in anefficient and effective manner. This is where knowledge management (KM) comes in to play in the customer interaction center.Today, industry experts recommend customer service and support knowledge bases as a critical component of successful CRM. According to Tim Hickernell, senior analyst with the META Group, "Service strategies that include knowledge bases, accessible to both agents and customers across all deployed points of interaction, can optimize cost of service and increase customer satisfaction by providing a more consistent customer experience." META concludes that by 2004, companies seeking customer service superiority will add cross-channel knowledge bases and escalation capabilities .Knowledge management is often an enterprisewide initiative...a discipline that encompasses managing and sharing knowledge across all departments within an organization. However, quite often organizations choose to kick-off KM on a departmental basis. With customersatisfaction as a mission-critical driver for all businesses, especially today when repeat business from existing customers can make or break a company, many companies are choosing to invest in knowledge managementfor their customer contact centers. Other common implementations occur within IT help desks, human resources departments and sales organizations. It's important to remember that organizations must tailor KM processes and tools to the specific needs and goals of each department.Today, knowledge management is not just for agents accessing a knowledge base. Allowing customer access to self-service knowledge bases is a must. The bonus of Web self-service (also referred to as e-service or online self-help) is that customers are happier with your company if they can quickly and easily find answers without having to contact the call center, and companies can reduce operating expenses by deflecting queries to the Web.It's not enough, however, to put the information on the Web and ask your customer to go find it. You need to make the information timely, accurate, easy to find and in the format that most customers want. By knowledge-enabling your online customer service, you empower customersto find answers quickly through dynamic FAQs or knowledge search engines.Both FAQs and search engines must generate dynamic responses in order to be useful, meaning that they must learn and adapt from usage. This type of technology is referred to as a self-learning2search engine. To be considered a true self-learning search, the system must learn from previous experiences had by customers withsimilar issues. It must be self-organizing, in that it is always moving the most relevant information to the top of the search results. It also must be tied into a reporting system that monitors knowledge usage - which items in the knowledge base are being used most frequently and which are not being accessed.At its simplest, customer service is being influenced andrevitalized by information technology. Regardless of how one visualizes customer service, either from a logistics or marketing perspective, information technology now assumes an important role in customer service. Information technology is a powerful tool or enabler in the arena of customer service. Information technology is essentially in the processof migration, from the support function to the front-line functions where the customer is served, as indeed is customer service itself.In particular, the degree of marketing orientation and itsrelationship to both customer service and information technologyrequires further quantitative measurement. A greater understanding would facilitate marketing managers in identifying other areas in which information technology may be of use.One of the most remarkable features of the debate on workplaceskills over the last few years has been the increasing emphasis placedon soft skills and attitudes. In part this is because work itself is changing. The rise of the service sector has meant that increasing numbers of people in employment are (at least in part) delivering a service and are themselves part of the process being sold. This is perhaps most dramatically apparent where the ‘service’ is itself entertainment. In Disneyworld staff are expected to be physically attractive, friendly, helpful, smiling and able to follow scripted exchanges (Van Maanen, 1991). But these dramatic elements and the emphasis on aesthetic and emotional ‘skills’ are not restricted to the entertainment industry, rather they are increasingly accepted as a‘normal’ aspect of servicework (Hancock and Tyler, 2000). So staff in restaurants, bars and hotels are hired on (and groomed in) aspects of their looks (Nickson et al., 2001); flight attendants are monitored onlooks, weight and consistent helpfulness (Hochschild, 1983); andcall centre workers are expected to infuse their voice with appropriate emotions (Callaghan and Thompson, 2002; Wray-Bliss, 2001; Taylor andT yler, 2000). Even official reviews of the state of the nation’s skills emphasis personal qualities and attributes (Skills Task Force). Work, it seems, is increasingly about appearing, being andfeeling as well as doing.The picture presented in these organisations is not one of opening the public sector to3market forces or responsiveness to customers but of confusion. Here additional levels of monitoring and new performance measures are introduced and customer service was emphasised often over areas where those serving have little control. As might be predicted, the implications for employee skills are also mixed. At one level training, at least in areas relevant to customer service, is increasing at others technical skills still needed to complete the work are not being reproduced and it is difficult to see, rhetorical or structurally, many incentives for them to be developed in the future.Most chief executives say that customer satisfaction is a number-one priority for their companies. Given a little background information on what has really transpired in their companies, however, many will admit that pressures for short-term results create thinking processes and decisions that often negatively impacts customer service. Management needs to carefully and critically assess how their companies have performed at developing and implementing a customer-focused service strategy.Too many companies limp along with less than top-notch customer service.Well-intentioned goals to achieve and sustain a high level of customer service often exist. Yet, customer service is often one ofthose perpetual problems in the process of being solved, but without measurable results. Executive management is often very frustrated with the seeming inability to solve the customer service competitive dilemma once and for all.Customer service is a competitive weapon that can easilydifferentiate one supplier from another. A lot of talk today is centered on quality, new processes and systems, continuous improvement and the like, b ut it must be aimed at customer satisfaction or it isn’t worth muchover the longer term. The same old way of doing business is just not good enough; the complex job of redefining and implementing new processes, policies, systems and measurement are mandatory to solidify your company’s future.In most industries, customers have become more sophisticated and demanding of their supply chains. Suppliers that offer the most in customer-defined quality products, pricing and quickorder turnaroundwill outperform their competitors and easily gain more marketshare in the future as customers clamor for more. For management, a high level of customer service must become a measurable result.The discipline to adhere to a good customer service and operational strategy can create substantial rewards. A notable example of effective strategy and disciplined adherence is Dell Computer. Dell provides its customers with a quality product, flexible product configurations,4quick response and a reasonable price. The marketplace responded by buying more and more product from Dell and its stock went up 10.000 percent over the past five years.World class companies have taken more market share by providing notably better customer service. Executives know that to stand out in a crowded field of competitors, customer service is a very critical component in achieving and maintaining a high level of customer satisfaction. When pressures move the organization to meet only performance goals and measurements such as overhead absorption, shipping dollar targets, labor efficiency, purchase price variance and the like, however, customer service often takes a back seat to these other concerns. The result can be a plunge in customer satisfaction and ultimately, if allowed to continue, an erosion in market share.Finally, and in broad terms, the evolution and revolution of customer service will continue and therefore deserves further investigation. Specifically, empirical research should aim tocrystallize the transitional process and variables necessary for an organization to broaden its definition and understanding of customer transaction service to customer relationship service. This should assist marketing academics and managers face the competitive challenges of a new century.二、外文参考文献翻译很多时候，营销的同质产品不能确定自己的竞争优势，在令人沮丧的结果产生。
Fortinet与OTORIO安全地推动工业IT OT融合的自动化安全协同与应对说明书
Fortinet and OTORIOSecurity SolutionSecure Industrial IT/OT Convergence Through Automated Security Orchestration and ResponseExecutive SummaryAs industrial internet technology (IT) and operational technology (OT) systems converge, creating an ever-connected, modernized production floor, organizations are facing expanded attack surfaces. The more digitally advanced an organization becomes, the more susceptible it is to cyberattacks, making secure digital operations a top challenge facing the industry today.Fortinet and OTORIO have established a technology partnership to address this challenge and enable secure industrial growth with the Fortinet FortiGate next-generation firewall (NGFW) and FortiSIEM with RAM2, the OTORIO Industrial security orchestration, automation, and response (SOAR) platform. Customers benefit from advanced cyber risk management capabilities from OTORIO, while leveraging the best validated security protection in the industry from Fortinet.The Fortinet and OTORIO Joint SolutionThe OTORIO RAM2 platform automates security orchestration and response by integrating with leading security systems. Together, RAM2 and FortiGate provide continuous cyber risk assessment of the OT network using Fortinet Security Fabric application programming interfaces (APIs). The OTORIO security engine correlates events from FortiGate with data and events from multiple security and industrial systems to generate insights about how to prevent risk and alert about security incidents that may otherwise be missed. The OTORIO RAM2 platform empowers the security operations team to immediately and intelligently mitigate threats, while the generated alerts enrich FortiSIEM and secure converging OT and IT environments. OTORIO Product Name and DescriptionOTORIO RAM2 is a centralized, simplified, and automated industrial cyber risk management solution. It is an unparalleled SOAR platform, drawing from industrial and security data sources to automate and coordinate converged IT/OT security tasks for rapid remediation and response. The RAM² platform easily integrates with a variety of production floor data:nn Nonintrusive, meaning it does not interfere with production by utilizing existing solutionsnn Industrial native design specifically for operations, considers the business impact while simplifying security tasksnn Risk impact assessment of operational and business impact for operations and managementnn Improved collaboration between operational and cybersecurity teamsnn Unified tool for the operational team centralizes OT security systems in one place Joint Solution Components nn Fortinet Next-generation Firewall (NGFW), FortiSIEMnn OTORIO RAM2Joint Solution Benefitsnn Secures IT/OT convergence by integrating OTORIO OT alerts with FortiSIEMnn Provides firewall segmentation assessments based on contextual attack graph simulationnn Improves operational continuity with ongoing OT risk assessment and risk reduction nn Bridges the OT security skills gap through automated mitigation stepsnn Offers practical remediation actions that minimize production interference (e.g., patching on the production floor)SOLUTION BRIEFn n Full visibility into production floor statusn n Prioritized, actionable, smart mitigation that suggests remediation playbooks to help prevent potential attacks and reduce manual processesn n Continuous, integrated threat intelligence based on unique industrial control systems vulnerabilitiesDiagram of Joint SolutionUse CasesContinuous assessment of the attack surfaceOTORIO RAM 2 includes an advanced threat-intelligence database with vulnerabilities unique to industrial systems in the OT network. RAM 2 integrates with FortiGate to collect firewall events and configuration rules that are used in the creation of the OT network’s digital twin. RAM 2 simulates an attack graph based on the network topology, considers the operational and business impact of the affected assets and operational processes, and determines the asset vulnerabilities.It identifies the highest risks to operational continuity and suggests the most impactful configuration changes insegmentation and firewall rules for virtual patching. The joint Fortinet and OTORIO solution enables an alternative method for mitigation, which is critical for operational continuity.Figure 1: Comprehensive IT/OT protection from Fortinet and OTORIO.Converged OT/IT SOCOTORIO RAM2 enhances FortiSIEM as an industrial IT solution by providing a single point for all security alerts from theOT network. RAM2 orchestrates industrial systems and protocols to collect data and correlate it for the generation ofOT-specific alerts. Security teams can manage a unified priority queue of the alerts with FortiSIEM. The RAM2 feeds FortiSIEM with alerts in a unified format that complements IT data with additional insights regarding industrial assets within operational processes. Together, these solutions add important industrial context that reflects potential impacts on operational continuity, hence bridging the gap between the operational team and the cyber analysts.About OTORIOOTORIO is leading in safe industrial transformation. It delivers an industrial-native SOAR, providing centralized and simplified security automation and cyber risk reduction. The company is led by former Israel Defense Forces cybersecurity experts with decades of experience defending mission-critical infrastructures.The OTORIO comprehensive offering of products and professional services address the different stages an industrial company faces when embarking on digital transformation. Its mission is to provide industries the security they need to utilize digital technologies, improve productivity, and grow their business. Learn more at . Copyright © 2021 Fortinet, Inc. All rights reserved. Fortinet, FortiGate, FortiCare and FortiGuard, and certain other marks are registered trademarks of Fortinet, Inc., and other Fortinet names herein may also be registered and/or common law trademarks of Fortinet. All other product or company names may be trademarks of their respective owners. Performance and other metrics contained herein were attained in internal lab tests under ideal conditions, and actual performance and other results may vary. Network variables, different network environments and other conditions may affect performance results. Nothing herein represents any binding commitment by Fortinet, and Fortinet disclaims all warranties, whether express or implied, except to the extent Fortinet enters a binding written contract, signed by Fortinet’s General Counsel, with a purchaser that expressly warrants that the identified product will perform according to certain expressly-identified performance metrics and, in such event, only the specific performance metrics expressly identified in such binding written contract shall be binding on Fortinet. For absolute clarity, any such warranty will be limited to performance in the same ideal conditions as in Fortinet’s internal lab tests. Fortinet disclaims in full any covenants, representations, and guarantees pursuant hereto, whether express or implied. Fortinet reserves the right to change, modify, transfer, or otherwise revise this publication without notice, and the most current version of the publication shall be applicable.July 9, 2021 5:32 AM558759-A-0-EN。
戴维 战略管理(第17版)全套英文教辅案例david_sm17_case_im_06
Case 6 – Bank of America Corporation (BAC) – 2018 –Teachers’ Note by Forest R. DavidCase AbstractHeadquartered in Charlotte, North Carolina, Bank of America Corporation serves individuals, businesses, institutional investors, and large corporations and governments worldwide on a variety of financial needs. Having over 209 thousand employees, Bank of America reported 2017 revenues in excess of $87 billion. The company operates in over 40 countries and all 50 US states with a footprint that includes 80 percent of the US population. The company has over 16,000 ATMs and 34 million accounts with 25 million mobile users and 5,500 branches. The company serves over three million small business owners and is considered the global leader in investment banking and trading. By some metrics, Bank of America is the second largest bank in the United States.The organization is made up of Bank of America, Merrill Lynch, US Trust, and Bank of America Merrill Lynch and offers eight lines of businesses. These include retail, preferred and small business, Merrill Lynch Wealth Management, and US Trust for individual consumers. The company offers commercial, corporate, and investment banking to businesses. For institutional investors, Bank of America offers brokerage, banking, trust, and retirement products.Vision Statement AnalysisEffective vision statements exhibit five characteristics that can be used as guidelines for writing or evaluating vision statements. Any vision statement that scores a 5 out of 5 on these characteristics is exemplary. In Chapter 2, this vision statement assessment technique is referred to as “The 5 out of 5 Test.”1.Clear: reveals type of industry and what firm strives to become2.Futuristic: reveals what the firm strives to become or accomplish within 5 years3.Concise: one sentence in length4.Unique: reveals the firm’s competitive advantage5.Inspiring: motivates readers to support the firmAs presented in the case, Bank of America’s vision statement is “to build meaningful connections that help make your financial life better.” The statement arguably does not meet any of the five characteristics listed above for an exemplary vision statement. An improved vision statement for Bank of America could read as follows:Mission Statement AnalysisThe 10 desired characteristics of an effective mission statement are as follows:1. Broad in scope; does not include monetary amounts, numbers, percentages, ratios, or objectives2. Concise; fewer than one hundred words in length3. Inspiring4. Identifies the utility of a firm’s products5. Reveals that the firm is socially responsible6. Reveals that the firm is environmentally responsible7. Includes nine components: customers, products or services, markets, technology, concern forsurvival/growth/profits, philosophy, distinctive competence, concern for public image,concern for employees8. Reconciliatory; resolves divergent views among stakeholders9. Enduring but never cast in stone10. Attracts customers; is written from a customer perspectiveThe 9 desired components of an effective mission statement are as follows:1. Customers—Who are the firm’s present and potential customers?2. Products or services—What are the firm’s major products or services?3. Markets—Geographically, where does the firm compete?4. Technology—Is the firm technologically current?5. Concern for survival, growth, and profitability—Is the firm committed to growth and financialsoundness?6. Philosophy—What are the basic beliefs, values, aspirations, and ethical priorities of the firm?7. Distinctive competence—What is the firm’s major competitive advantage?8. Concern for public image—Is the firm responsive to social, community, and environmentalconcerns?9. C oncern for employees—Are employees a valuable asset of the firm?As indicated in the case, Bank of America’s mission statement (paraphrased) is given as follows (and critiqued by the authors with #’s insid e parentheses):“We are here to help make financial lives better by connecting clients and communities to the resources they need to be successful (7). We are focused on responsible growth, environmental, social, and governance (ESG) leadership, helping to create jobs, developing communities, fostering economic mobility, and addressing society’s biggest challenges (8). We manage risk and provide a return to our clients and shareholders (5). We recognize that we can only be successful when the individuals, companies, communities, and employees we serve are successful (1).”The author critique reveals that the existing statement lacks five components: # 2, 3, 4, 6, and 9. A proposed mission statement for Bank of America that includes the nine components and meets the ten characteristics is given below:Bank of America aspires to be the global leader in delivering financial and investment solutions (2, 3) for individuals, small businesses, corporations, and municipalities (1). We incorporate the latest technology (4), act responsibly (6, 7), appreciate our dedicated employees (9), strive to enhance the communities we serve (8), and seek to grow and prosper for our shareholders (5). (49 words)External Factor Evaluation (EFE) MatrixCompetitive Profile MatrixFinancial Ratio AnalysisInternal Factor Evaluation (IFE) MatrixStrength-Weakness-Opportunity-Threat (SWOT) MatrixSO Strategies1.Invest $800 million in underwriting activities in Germany (S2, S4, S9, O1).2.Form contracts with 30 new athletic teams to provide credit cards with the athletic team’slogo present on the card (S3, S7, S10, O5, O8).3.Invest $200 million advertising to customers the benefits of switching all assets to Bankof America due to the equity-trading platform of Merrill Edge and other savings benefits when the two accounts are combined (S1, S3, S6, S7, O4, O5, O6, O7).4.Expand the underwriting business in the USA by $600 million as the stock market is at anall-time high (S4, O2).WO Strategies1.Increase capital to mergers and acquisitions by $600 million (W8, O2).2.Invest $800 million in underwriting activities in Germany (W1, W2, W3, O1).3.Divest the poorest performing assets in the Global Wealth & Investment Managementdivision (W3, O5, O8).ST Strategies1.Invest $1,200 million in the Global Markets division with focus on clients in the currencybusiness to better take advantage of wild currency swings (S3, S8, T1, T2, T3).2.Continue to divest all underperforming businesses (S3, S5, S7, T3, T4, T6, T10).3.Invest $500 million to help prevent cybercrime (S1, S2, S3, S5, T7).4.Institute a small annual fee on most credit cards (S10, T8, T9).WT Strategies1.Divest the poorest performing assets in the Global Wealth & Investment Managementdivision (W3, T1, T2, T10).2.Increase presence in Eastern Europe by $500 million (W4, W5, T1, T2, T6).3.Increase capital to mergers and acquisitions by $600 million (W8, T1, T2).4.Hire 50 new experts and devote increased capital to producing the single best bankingmobile platform on the planet (W1, W2, W10, T4, T5, T9, T10).Strategic Position and Action Evaluation (SPACE) AnalysisBoston Consulting Group (BCG) Matrix Analysis1.Consumer Banking2.Global Wealth & Investment Management3.Global Banking4.Global MarketsNote: Regarding BOA’s RMSP, JP Morgan is the leader in Division 1 and 2. For purposes of this note, the division names BOA uses were used. There may be slight differences in how the two rival firms allocate businesses across similar division names.Internal-External (IE) Matrix Analysis1. Consumer Banking2. Global Wealth & Investment Management3. Global Banking4. Global MarketsGrand Strategy Matrix AnalysisQuantitative Strategic Planning Matrix (QSPM) Analysis1.Strategy 1: Increase capital to mergers and acquisitions by $600 million.2.Strategy 2: Invest $800 million in underwriting activities in Germany. Recommendations with Associated Costs1. Increase capital to mergers and acquisitions by $600 million.2. Invest $800 million in underwriting activities in Germany.3. Divest the poorest performing assets in the Global Wealth & Investment Managementdivision.4. Invest $1,200 million in the Global Markets division with focus on clients in thecurrency business to better take advantage of wild currency swings.5. Invest $500 million to help prevent cybercrime.6. Hire 50 new experts and devote increased capital to producing the single best bankingmobile platform on the planet for an investment of $500 million.Total Investment = $3,600 millionOrganizational Chart AnalysisChapter 7 presents 15 guidelines for developing an effective organizational chart, as follows:1.Instead of chairman of the board, make it chairperson of the board.2.Make sure the board of directors reveals diversity in race, ethnicity, gender, and age.3.Make sure the chair of the board is not also the CEO or president of the company.4.Make sure the CEO of the firm does not also carry the title president.5.Reserve the title president for the division heads of the firm.6.Include a COO if divisions are large or geographically dispersed.7.Make sure only presidents of divisions report to the COO.8.Make sure functional executives such as CFO, CIO, CMO, CSO, R&D, CLO, CTO, andHRM report to the CEO, not the COO.9.Make sure every executive has one boss, so lines in the chart should be drawn accordingly,assuring unity of command.10.Make sure span of control is reasonable, probably no more than 10 persons reporting to anyother person.11.Make sure diversity in race, ethnicity, gender, and age is well represented among corporateexecutives.12.Avoid a functional type structure for all but the smallest firms.13.Decentralize, using some form of divisional structure, whenever possible.e an SBU type structure for large firms with more than 10 divisions.15.Make sure executive titles match product names as best possible in division-by-product andSBU-designated firms.Bank of America (BOA) appears to operate from a divisional-by-product type structure with two divisional Presidents and a Head of Global Wealth and Investment Management reporting to a Chief Administrative Officer.Exhibit 1 - BOA’s Top Executives and Organizational Structure1. Brian Moynihan, Chairman of the Board and CEO2. Dean Athanasia, President, Preferred and Small Business Banking, andCo-head, Consumer Banking3. Catherine Bessant, Chief Operations and Technology Officer4. Sheri Bronstein, Global HR Executive5. Paul Donofrio, CFO6. Anne Finucane, Vice Chairman7. Geoffrey Greener, Chief Risk Officer8. Christine Katziff, Corporate General Auditor9. Terry Laughlin, Vice Chairman, Head of Global Wealth and InvestmentManagement10. David Leitch, Global General Counsel11. Thomas Montag, Chief Operating Officer12. Thong Nguyen, President of Retail Banking and Co-head of ConsumerBanking13. Andrea Smith, Chief Administrative Officer14. Bruce Thompson, Vice Chairman13 4 5 6 7 8 10 11 13 142 9 12Note: #2, #9, and #12 report to #13.Author Suggestions to Improve the Organizational Chart Presented in the Case1.#2, #9, #12, and #13 should all become Presidents of regions, such as President NortheastUSA, President Southeast USA, President Western USA, President Outside USA and all report to the COO (#11). There is need to monitor and maximize each branch office as a separate profit center, headed by a branch manager. This whole structure should be astrategic business unit, (SBU) with the units being by-region, and numerous state regional managers reporting to their respective SBU President.2.Brian Moynihan should be either CEO or Chair of the Board, not both, so appoint areplacement for the position he relinquishes. We suggest that he be Chair of the Board and let #6 or #14 be CEO.3.Change Chairman to Chair or Chairperson.4.Clarify in the titles of #6 and #14 what responsibilities do the Vice Chairman positionshave.5.In #2, delete the idea of Co-Heads.6.The new chart should look something like the following:12 3 4 5 6 7 8 9 108 9 10 11Numbers 8 through 11 are regional Presidents reporting to the COO that could be #6. Perceptual Map AnalysisCorporate Valuation Analysis (in millions)EPS/EBIT Analysis (in millions)Projected Financial Statements1.Adjustment to Plant Property and Equipment of $500 million in projected year 1 and$500 million in projected year 2.2.All $3,600 million will be raised in in projected year 1, 100% through debt.3.Increase dividends over all 3 projected years, as revealed in the retained earnings table.Retained Earnings TableProjected Financial Ratio AnalysisEpilogueBank of America has become the first Wall Street bank to pick Dublin to be its new base for its European Union (EU).The move is because Britain is planning to officially leave the European Union in March 2019. Numerous international banks are planning to set up subsidiaries in the European Union to ensure they can continue to serve clients in case their London operations lose the ability to operate in the bloc after Britain leaves the Union. Similarly, Citigroup Inc. and Morgan Stanley have picked Frankfurt, Germany as bases for the EU hubs post Brexit.Unlike nearly all other large banks, Bank of America is planning to open as many as 500 branches in new markets, many of them in areas where JPMorgan Chase has ceased operations or is competing as the only really large bank. Specifically, Bank of America has outlined plans toexpand in nine markets, five of which are JPMorgan Chase strongholds where the company has historically had the benefit of being the only megabank in town. For example, in Ohio, Bank of America is opening new offices in Cincinnati, Columbus, and Cleveland. Likely to follow are Lexington, Kentucky and Indianapolis, Indiana. The nation's largest banks have started looking inland for growth.Adding branches is the only way for America's megabanks to grow since a law prohibits banks from acquiring others when they control more than 10 percent of the nation's deposits. So, as smaller banks are rapidly acquiring and merging with one another to scale their operations, Bank of America has to grow the old-fashioned way by opening new branches in new markets.On September 8, 2018, Bank of America surpassed 36 million digital banking clients across its online and mobile banking offerings, including more than 25 million clients using the bank’s mobile app, which continues to add thousands of new users every day. Also on that day, the company revealed that its artificial intelligence-driven, virtual financial assistant named Erica, surpassed 3 million users. Since its full launch in June 2018, Erica users have nearly doubled every month. The bank’s customers are most often engaging Erica to search transactions, view upcoming bills and account balances, and get their credit scores and account numbers.Bank of America’s clients increasingly turn to Zelle to pay friends and family. There are now more than 4 million active Zelle P2P users – an increase of more than 80 percent through September 2018 year-over-year.。
全新版大学英语综合教程第三册单词
全新版大学英语综合教程第三册单词第一单元get by be good enough but not verygood 过得去frustration the state or an instance of being frustrated挫折；令人失望contentment满足haul transport ,as with a truck,cart (用马车，卡车)搬运improvement the act or an instance of improving or bing improved 改进supplement补充；增加pursue strive to gainor accomplish努力去获得，追求wicked evil or bad邪恶的；坏的at that point an that very moment;right then就在那时on balance with all thing considered总的来说illustrate provide with visual features;larify by use of examples举例说明digest a short account of written materials or data文摘；摘要boundary sth.that indicates or fixs a limit or extent 边界；分界线generate bring into existence,produce形成；产生insurance保险；保险费minor lesser or smaller in amount or improtance较少的；较小的aside from except for,in addition to 除了suspect belive to the true,likely or probable;怀疑budget预算requirement要求，必要条件scale relative level or degree规模on a small /large scale小规模地resist keep from giving in to or enjoying抵制profit an advantageous gain or return 利润(n&&v)invest commit in order to gain a financial return投资whip up make quickly快速做成miss out on sth 未得到某物，在某事上不成功，失去（得益或享乐的）机会get through come successfully to the end度过workforce worker considered as a boy劳动力dizzy make dizzy or confused使选晕（迷惑）array an impressively large number一系列，大量commute 每天乘车往返两地mushroom grow or expand rapidly迅速增长economic 经济学的；经济方面的make sense have an understandable meaning；be sensible 有意义的get along survive ,manage过得去just about almost几乎invole cause to part in;include by necessity第二单元Slender 苗条的；细长的close to the side/besideconfident 有信心的；确信的feeling or showing trust in oneself or one’s ability5racial 种族的slavery 受奴役的状态；奴隶制the state of being a slave or the practice of owning slaves mission 特殊使命，任务particular task or duty undertaken by an individual or a groupforge 建立，伪造create by means of much hard workcivil 公民的of or relating to the citizens of a countrybe intent on(sth./doing sth) 热中于，坚决要做be eager and determined to do sthon the side 作为兼职；秘密地as an additional job or source of income/secretlycapture 抓捕；捕获capturing or being capturedconviction坚定的看法或信仰firm opinion or beliefimpose 把……强加于place a officially onas for 至于with regard totransport 运输disguise 伪装，假扮make look or sound different from normal / give a false appearance abolish 废除end the existence ofcompel强迫，强求get or bring about by force / forcepass for 被当作appear like / be accepted or looks upon aspusu sb around摆布what to do in an impolite or threatening waymake the best of 充分利用accept an unsatisfactory situation cheerfully and try to manage as well as you canat risk有危险in danger / threatened by the possibility of lossfame 名声声望trial 审判arrest逮捕seize with the authority of the lawlegal合法的allowed or done according to the lawpeer 仔细看凝视look closely or carefully / esp as if unable to see wellbe tired of厌倦的become bored withoppose 反对disagree with sth and try to prevent it from happeningrepresentation 代表sth that representsthreat 恐吓威胁motivate激起provide with a motive for doing sthurgent 紧迫的急迫的needing immediate attention / action or decision第三单元vulnerabl e exposed to danger or attack;unprotected易受攻击的；无防御的hook up to connect or attach to with or as if with a hook 连接到buil d in make(sth) as part of the structure使成为建筑物的一部分feature给……以显著地位，突出；由……主演barrier (n) thing that prevents progress or movement障碍wand er (vi) move about without a fixed purpose 漫游，闲逛，徘徊terror (n) 恐怖without/with not so much as 甚至连……都没……be bathed in cover or envelop as if with liquid 沉浸于analyze分析civilize cause to improve from a primitive stage of human society to a more.developmed one开化，使文明refl ection a thing bringing discredit or criticism; id ea arising from thinking; refl ecting or being reflected有损声誉的事，思考；反映whistl e哨子outsmart (vt) 比……精明；智胜universal.affecting or d one by all peopl e or things in the worl d or in a particular group;applicable to all cases. 全体的; 共同的; 普遍的threaten威胁; 恐吓; 扬言于trap prevent(sb) from escaping from (somewhere,esp, a dangerous place) 使陷于困境d epart die; go away; esp. on a journey. 死; 离开; 起程advocate speak in favor of; support. 主张; 提倡recommend make a favorabl e judgement of. 推荐wrap hold (sb/sth) by putting your arms, legs,fingers etc. around them 包扎;缠绕count on rely on. 依靠; 指望;in one’s favor to the advantage of sb. 对某人有利atmosphere气氛; 大气belief 信念; 相信aggressive always ready to quarrel or attack; threatening. 爱挑衅的;好斗的;侵略的confirm provide evidence for the truth of; establish the truth of 证实;确认agil e able to move quickly and easily. 敏捷的;灵活的squeeze press (sth) firmly. 挤;挤塞draw the line at sth/d oing sth refuse to do or refuse to tolerate sth. 拒绝做某事;绝不容忍某事on the line at risk. 冒险take the plunge take a bol d decisive step,esp. after thinking about it for some time. (尤指经过一番思考后)采取断然行动第四单元disarm vi.裁军;解除武装;放下武器vt. 使缴械;使息怒;解除武装;缓和complicated复杂的；难解的；construct 修建，建造;构成;创立loose not firmly fastened in place not restrained 松的，不受束缚，自由的approva believe that sb.or sth. is good or suitable;agree offically 赞同；同意，批准mess sth.which looks dirty or untidy 脏乱状态anniversary a data on which sth.special or important happened in a previous years周年纪念日impressive having a strong effect on sb...through size importance ect.给人以深刻的印象Stimulate make interested and excited 使兴奋，刺激imagination the ability to form pictures or ideas in your mind 想象力shield protect ...from being harmed or damaged 保护，保卫despite in spite of 尽管retain keep or continue to have sth 保持，保有triumph gain a victory or success after a difficult struggle 取得胜利或成功resistance refusal to accept new ideas ,chances..抵制反抗beyond doubt allowing no uncertainty毫无疑问in a row happening a number of times,one after another 连续地not give/care a fig not be at all concerned about or interested in 对。
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An Improved Method for Mission Risk Analysis of the Satellite ACSXiaopeng Li, China Astronautics Standards InstituteFuqiu Li, China Astronautics Standards InstituteLiming Ren, PhD., China Astronautics Standards InstituteMing J. Zuo, PhD., University of AlbertaKey Words: attitude control system, phased-mission system, risk analysis, DFT, CCFSUMMARY & CONCLUSIONSThe attitude control system (ACS) is crucial for the satellite operation in the space, and it is a typical phased-mission system (PMS). Some features caused by the system designs bring difficulties in the ACS mission risk analysis, and the traditional risk analysis method probabilistic risk assessment (PRA) must be modified to model and analyze the redundant and dynamic features in the system. This paper proposes an improved method for mission risk analysis based on the traditional PRA framework, and combines the dynamic fault tree (DFT) and Bayesian networks (BN) methods with the traditional framework to solve the redundancy features, operation sequence dependencies, and relevant failure properties of some components in the ACS. This method can give a more accurate description of the ACS mission, and the analysis results show that this proposed method can provide more useful information for system design improvements.1 INTRODUCTIONDue to the harsh environment and the long mission time, the components of the ACS, such as the sensors and actuators are prone to failure. The occurrence of such component failures may cause the loss of accurate attitude control, reduction of the satellite life, or even the failure of the mission. Proper mission risk analysis method of the ACS has been a key concern in the aerospace industry. A typical mission profile of the ACS can be divided into three successive phases: the initial attitude determination (IAD) phase, the attitude adjustment (AA) phase, and the attitude maintenance (AM) phase. In each phase, the ACS will carry out different operations with different components. Due to reliability requirements and weight restrictions, some redundant options have been implemented in the ACS, and the components are connected through the internal bus. Thus, the ACS has some special features in mission risk analysis, such as the dynamic and redundant characteristics, operation sequence dependencies, and common cause failures (CCF). The PRA method can quantify the mission risk of a system with event tree (ET) and fault tree (FT) models, but it is not effective for capturing the dynamic and redundant characteristics of the ACS. Thus, it is difficult to model and analyze the ACS mission risk with traditional PRA.Considering the above problems, an improved PRA method with DFT and BN methods is proposed. This method can be illustrated in the following steps. First, based on the traditional PRA framework, the ACS hierarchy and its mission phases in construction of the system risk model are defined. Then, the initial and pivotal events are developed to form the event sequence diagrams (ESD) of the ACS to represent the scenarios leading the ACS from the initiating events to the undesirable outcomes. The following step, DFT and BN methods are used to model and quantify the pivotal events, which describe the spare components, priority ranking of the initial attitude determination style in the IAD phase, the x-out-of-y: G configuration of the attitude maneuver style in the AA phase, and CCF in the AM phase. At last, the risks of the components and the scenarios in all mission phases are analyzed and aggregated through the uncertainty analysis and Monte Carlo simulation to give the ACS mission risk analysis results.2 BACKGROUNDThe ACS is a complex system, which includes three types of components, and its mission profile consists of three phases. Due to the reliable design and phased mission profile, the ACS has some special features in the mission risk analysis.2.1 System ConfigurationThe ACS is made up of three types of components, which are sensors, actuators and controllers, respectively. The sensors contain gyroscopes (GYR), star sensors (STS), earth sensors (ES) and sun sensors (SUS). The actuators include momentum wheels (MW), magnetorquers (MT) and thrusters (THR). The controllers are the control computers, including the central control units (CCU) and emergency control units (ECU). The system configuration is shown in Fig.1. When the ACS operates, the components will be used in different ways according to the mission request.Figure 1 The configuration of the ACS2.2 System Mission ProfileThe typical mission profile of the ACS consists of three phases mentioned above: the IAD phase, the AA phase, and the AM phase, shown in Fig.2. In the IAD phase, the ACS will use the GRY, the STS, the ES and SUS to determine the initial attitude of the satellite. In the following phase, the actuators, including the MW, the MT, and the THR will be used to adjust the attitude of the satellite. In the last phase, under the control orders, the ACS will use both the sensors and the actuators at the same time to maintain the attitude of the satellite.Figure 2 The mission profile of the ACS2.3 System Risk FeaturesFor the reason of increasing reliability and life requirements, the ACS design uses some redundant options, and the components are connected through the internal bus. Such an ACS has the following features. First, at the component level, some sensors have identically redundant units; with one in operation while the other in standby. Some actuators use the x-out-of-y: G configuration, that is, at least x of the y actuators must be working satisfactorily. Second, at the system level, some functions must be performed following a specific sequence. For example, when the ACS determines the satellite’s initial attitude, it will choose several types of adjusting the attitude one after another. Third, at the mission level, because the control command and actuation data transmissions all go through the internal bus, this component is critical to the success of the ACS operation. All these features must be considered in the ACS mission risk analysis.3 TRADITIONAL METHODSThe risk analysis is normally carried out by qualitative and quantitative methods. For the ACS, because of its importance for the satellite, the quantitative risk analysis will be more useful for design improvements. The quantificationof the system risk is very often carried out by the traditional methods including ET, FT and PRA [1-3], and the application of these methods depends on the system characteristic and data available.3.1 ET MethodThe ET method is very important in risk analysis, which is an inductive or forward-looking analysis method, starting with a specified initiating event (IE) and ending up with the possible consequences of this event, called the end states. One or more barriers will be installed between the initiating event and the end-states in some well-designed systems. The development of the event chains will depend on whether or not these barriers are able to function, and will also be determined by other states or events. Any barrier and event/state of this type will lead to a branching of the ET, which is called a pivotal event (PE).The ET method is relatively simple and easily understood, and it can define the system risk as a product of event frequency and its consequences, but it can not capture the time dependent and dynamic features in the ACS. Some improvements are being studied, including adding the time-dependent events and their probabilities by Monte Carlo simulation (MCS) and dynamic risk analysis using bow-tie approach [4-5]. 3.2 FT MethodThe FT method is used for identifying and classifying hazards, and calculating the system top failure event or accident occurrence probability. It relies on a top-down logic, and gives the sequence of faults leading to the system top failure or accident. At the bottom of the FT model, basic failure events are provided with accompanying failure rates or probabilities obtained from a variety of sources.The FT method is also a static solution, and is used based on several assumptions. It can express neither time-dependent, nor sequence-dependent dynamic behaviors. Thus, time dependent safety properties cannot be performed through FT method. There are different directions in the development of the FT method, and one is the DFT method [6]. The DFT method integrates the dynamic and sequential features in the FT to model and analyze logic sequential relationships among the basic failure events. 3.3 PRA MethodPRA is a comprehensive, structured, and logical analysis method aimed at identifying and assessing risks in complex technological systems for the purpose of improving safety and performance [7]. It can quantify the mission risk of a complex space system with ET and FT models. In the aerospace field, PRA is used widely to quantitatively assess the mission risk and find the design weaknesses for some complex projects, such space shuttle, crew exploration vehicle and satellites.The application of the PRA method has made great achievements in mission risk analysis, and PRA provides one extendible framework for quantitative risk assessment ofcomplex and phased-mission aerospace systems. However, it is difficult to model and analyze the ACS mission risk with traditional PRA, because of its spare and other sequence dependencies, and relevant failures properties of some components.From the analysis above, traditional methods are efficient for the static system risk analysis, but not sufficient to model and analyze the ACS special risk features. Finding a proper model and analysis framework that is capable of synthesizing the traditional methods functions and the special features in the ACS is the main propose of this paper. Based on the flexible framework, the component characteristics, the mission phases, and the risk data and information can be integrated to quantitatively assess the ACS mission risk.4 IMPROVED METHODThe improved method proposed in this paper is based on the PRA method framework, and improvements will be added in the pivotal event modeling methods. First, the steps of building the risk model for the system will be given, and then the modeling methods for the special risk features will be studied, and at last, the improved method will be demonstrated.4.1 Steps of Building the Risk ModelThe model of the quantitative mission risk assessment will be built in accordance with the following steps:(1) Create the project and build the hierarchy;(2) Define the mission phases;(3) Define operational time intervals (OTI) and IEsapplicability;(4) Create ESDs of the IEs;(5) Quantify IEs and PEs;(6) Associate ESDs to OTIs.In this paper, the IEs will be analyzed and determined first. Then the ESDs of the ACS will be built after determining the PEs of each IEs. Then the IE and PEs of each ESD will be quantified and integrated through the software tool Quantitative Risk Assessment System (QRAS). As a PRA tool, QRAS provides the capability of modeling the hierarchical structure of the system and dividing the system operation into phases and sub-phases. It allows the aggregation of the end state results in the system and sub-systems. This integrated environment for modeling system PRA, right from system hierarchy to basic event level probability models, differentiates QRAS from other available PRA tools.4.2 Modeling Methods for Risk FeaturesBecause of the dynamic behavior of the system such as sequence-dependent events, spares and dynamic redundancy management, traditional FT methods are only useful for modeling static system reliability. They are unable to analyze dynamic systems such the ACS. In order to solve this problem, the concept of DFT is introduced by adding the sequential notion through introducing the dynamic gates to the traditional FT approach. We consider four dynamic gates including the priority AND (PAND) and the standby or spare (SPARE) in this paper. The modeling power of DFT has gained the attention for safety critical systems, and several approaches have been reported to implement dynamic gates, especially the Monte Carlo simulation approach [8]. With the help of dynamic gates, the ACS spare and sequence-dependent failure behaviors can be evaluated using DFT that are compact and easy to understand.BN are increasingly used in many complex system risk analysis and management based on probabilistic and uncertain knowledge. BN consists of both qualitative and quantitative aspects. BN takes advantage of the "d-separation’’ criterion and the chain rule for quantitative analysis [9]. CCF is a specific class of dependent failures that affect the complex systems including redundant components. Typically, the models used to deal with CCF describe the manifestation of CCF events on the system through the use of parameters (failure rates, probabilities of failure), which are estimated from statistical data [11]. BN can model, describe and quantify the dependant failure relationships of CCF through setting the CCF as a root node.4.3 Summary of the Improved MethodThe improved method based on the traditional PRA method framework is shown in Fig. 3. In this improved method, the IEs, PEs and ESDs of the ACS will be defined with the same steps in the traditional method. The differences between the improved and traditional methods are the PE modeling methods, which depend on the features of the PEs.If a PE does not include the components which have dynamic or dependent failures, then the risk model will be built by the normal FT method. If the PE contains dynamic components, the risk model will be built through the DFT model. If a PE has dependent failures components, BN method will be adopted to build the risk model. The mission risk analysis process of the ACS will be carried out by the software tool QRAS.At this point, the improved method has been fully described. We next use it to analyze the ACS mission risk, and give the analysis results.Figure 3 The improved method framework5 EXAMPLE AND ANALYSIS RESULTSFor the ACS, the IEs of the mission risk model can be considered in two aspects. One aspect focuses on the failures or events of the ACS internal components, and the other one focuses on the disturbances caused by the external reasons. In fact, both aspects should be included in practical engineering. Because of the many components in the ACS, the IEs from the internal failures or events will be complex. For the reason of simplifying the problems and showing the method, the IE causedin this paper. 5.1 Model Buildingthe control algorithm, the OTI, main degradation, MLS means means mission failure.three MW to work phase risk model, shown in Fig.6.can be shown in Fig.7.and carry out the analysis.Table 1 The OTI and components of the IE USSP for the ACSMission Phase OTI/sMain ComponentsRisk Features IAD100 GRY , STS, ES and SUSSpare Components Priority Ranking of IADStyleAA 200 MW, MT, and THR x-out-of-y:G ConfigurationAM500GRY , SUS, MW , CCU,and ECUCCFESD 1ESD 2ESD 3ESD 4Figure 6 The risk model of the AA phaseFigure 7 The risk model of the AM phase5.2 Risk AnalysisThe risk analysis of the ACS consists of two steps. The first step is calculating the success probabilities of the PEs according to the components risk data, and the second step is to determine the mission end states of the ACS caused by the IE USSP, and get the state mean probabilities and uncertainties.The types of quantification model for the PEs can be instantaneous, success/failure, time based and fault tree. In this paper, we choose the success/failure type. The risk data of the risk models for different mission phases are shown in Tab.2. The occurrence probability of USSP is supposed to be 0.9979 with the confidence level 0.95.With the data in Tab.2, the quantifications of the PEs can be finished and the success probabilities of the PEs can be obtained, shown in Tab.3.Then the software QRAS is used to execute the mission risk analysis and the probabilities of the mission end states are calculated and shown in Tab.4. According to the results, the ACS mission success mean probability under the external USSP is 0.722. And, the sum of the mean probabilities of theother mission end states is 0.2364, which means some design improvements, reliability tests and other reliability data will be needed for the further analysis to reduce this probability.Table 2 The risk data of the ACS componentsComponent Failure Probability Confidence Level GYR 0.1023 0.95STS OPERA TION 0.0677 0.95STS HOT SPARE 0.0589 0.95 SUS 0.1204 0.95ES1/2 0.117 0.95MT 0.023 0.95 MW1/2/3 0.032 0.95THR 0.1089 0.95GRY 0.1246 0.95SUS 0.1468 0.95MW 0.067 0.95CCU 0.0014 0.95ECU 0.00270.95Internal bus CCF 0.0124 0.95At the same time, the uncertainty distribution analysis results for each of the end states of the ACS mission under the IE USSP can be obtained. In this paper, the MF end state uncertainty analysis result, which is under observation mostly, is shown in Fig.8. Fig.8 shows mission failure end state has a 7.64% mean probability of occurring due to the logic of the ESD and OTIs associated with the ACS components, and the mission failure end state probability ranges from 3.54% to 18.9%. Although this probability is the aggregate of the probabilities for all end states of type MF under the ACS, it is too discrete. Some design and analysis improvement work must be added to the ACS to narrow the distribution gap. Meanwhile, some reliability test should carried out and reduce the components reliability uncertainties from the beginning. Other end states uncertainties distribution can be obtained at the same time, but due to limited space, all these figures will not be shown in this paper.Table 3 The success probabilities of the PEsMission Phase OTI/s PESuccessProbabilityConfidenceLevel IAD 100s PE1 0.928 0.95AA 500s PE2 0.919 0.95AM 200s PE3 0.899 0.95Table 4 Risk analysis results of the ACS missionEnd State Mean ProbabilityMS 0.722MD 0.0835MLS 0.0765MF 0.0764Figure 8 MF end state uncertainty analysis results (get fromQRAS)This section takes the external initial event USSP for example to illustrate the improved risk analysis method, and the mission risk analysis results can be accessed. Although the ACS may suffer some other internal initial events at the same time, this method proposed in this paper will work also.6 DISCUSSIONSThis paper proposes an improved PRA method combined DFT and BN method with the traditional PRA framework, and shows the method application through an ACS example. In the future, the method will be improved further accordance with the following aspects:(1) Multi failure modes and other features to be included inthis mission risk analysis method; both the components multi failure modes and the system level risk features will be considered at the mission profile;(2) More credible reliability and risk data to be collected; thedata from the components and subsystem design, testand in orbit will be collected simultaneously, and give more precise analysis results to the new design;(3) Software tools with the risk features to be developed. It isnecessary to combine the FT/DFT, BN model and analysis software tools with QRAS to form a more useful workshop for the complex system risk and reliability analysis, so that the special risk features in thedifferent system levels can be described more accurately.REFERENCES[1]Stroeve SH, Blom HAP Bakker GJ. Contrasting safetyassessments of a runway incursion scenario: event sequence analysis versus multi-agent dynamic risk modeling. Reliability Engineering and System Safety2013; 109:133–49.[2]Dan M. Shalev and Joseph Tiran. Condition-based faulttree analysis (CBFTA): A new method for improved fault tree analysis (FTA), reliability and safety calculations.Reliability Engineering and System Safety2007; 92:1231–1241.[3]Lydia Lam Lee, Antonino J. Ingegneri, Ming Li, andDavid F. Everett. Probabilistic Risk Assessment: A Practical & Cost Effective Approach. Proceeding of Annual Reliability and Maintainability Symposium, 2007;147-151.[4]Radim Bris, Sava Medonos, Chris Wilkins, and AdamZdráhala. Time-dependent risk modeling of accidental events and responses in process industries. ReliabilityEngineering and System Safety 2014; 125:54–66.[5]Nima Khakzad, Faisal Khan, and Paul Amyotte.Dynamic risk analysis using bow-tie approach.Reliability Engineering and System Safety2012;104:36–44.[6]Jan Magott, and Pawel Skrobanek. Timing analysis ofsafety properties using fault trees with time dependencies and timed state-charts. ReliabilityEngineering and System Safety 2012; 97:14–26.[7]Stamatelatos, M., et al. Probabilistic Risk AssessmentProcedures Guide for NASA Manager and Practitioners.NASA, version 1.1.[8]K. DurgaRao, V. Gopika, V.V.S. Sanyasi Rao, H.S.Kushwaha , A.K. Verma, and A. Srividya. Dynamic fault tree analysis using Monte Carlo simulation in probabilistic safety assessment. Reliability Engineering and System Safety 2009; 94: 872-883.[9]Nima Khakzad, Faisal Khan, and Paul Amyotte. Safetyanalysis in process facilities: Comparison of fault tree and Bayesian network approaches. ReliabilityEngineering and System Safety 2011; 96: 925-932. [10]Athena Zitrou, Tim Bedford, and Lesley Walls. Bayesgeometric scaling model for common cause failure rates.Reliability Engineering and System Safety2010;95:70-76.BIOGRAPHIESXiaopeng Li, PhD CandidateChina Astronautics Standards Institute89 Xiaotun RoadFengtai District, Beijing 100071 China e-mail: lixiaopeng200501@Xiaopeng Li is a PhD student in the School of Mechatronic Engineering at the University of Electronic Science and Technology of China (UESTC). He received the BS (2008) and MS (2011) degrees from the same university. He joined China Astronautics Standards Institute (CASI) in 2011. His research interests include complex aerospace system reliability and risk analysis.Fuqiu Li, Master Degree, REChina Astronautics Standards Institute89 Xiaotun RoadFengtai District, Beijing 100071 Chinae-mail: lifuqiu2004@Fuqiu Li received her BS (1998) and MS (2003) degrees from the LiaoNing Technical University. She joined CASI in 2003, which is the only institute responsible for space industry standards in China and represents China within Space Committee, Technical Committees of International Standards Organization (ISO/TC20 SC14). Her research interests include space standards on reliability, FMEA, risk management, risk evaluation, etc.Liming Ren, PhD, REChina Astronautics Standards Institute89 Xiaotun RoadFengtai District, Beijing 100071 Chinae-mail: lmren505@Liming Ren graduated from Northwestern Polytechnical University (NPU) in 1994. He joined CASI in 1997. He spent a year as a visiting scholar at the Mixed-Signal Circuit Simulation Laboratory at the University of Arkansas in 2002. His current research interests include reliability and safety analysis, aerospace engineering applications, and risk management.Ming J Zuo, PhD, ProfessorDepartment of Mechanical Engineering,University of Alberta,Edmonton, AB, T6G2G8 Canada.e-mail: ming.zuo@ualberta.caMing J Zuo received his Ph.D. in Industrial Engineering from Iowa State University, Ames, Iowa, U.S.A. He is currently Professor in the Department of Mechanical Engineering at the University of Alberta, Canada. His research interests include system reliability analysis, maintenance modeling and optimization, signal processing, and fault diagnosis. He is Associate Editor of IEEE Transactions on Reliability and Department Editor of IIE Transactions. He is Fellow of the Institute of Industrial Engineers, the Engineering Institute of Canada, and International Society of Engineering Asset Management. He received RAAS 2012 Ralph A. Evans / P. K. McElroy Award for Best Paper, “Fault diagnosis for multi-state equipment with multiple failure modes.”。