Fundamentals_of_Manufacturing_Accuracy
影响加工精度的基本因素--中英文翻译
Fundamentals of Manufacturing Accuracy Manufacturing can be defined as the transformation of raw materials into useful products through the use of the easiest and least-expensive methods. It is not enough, therefore, to process some raw materials and obtain the desired product.It is, in fact, of major importance to achieve that goal through employing the easiest, fastest, and most efficient methods. If less efficient techniques are used, the production cost of the manufactured part will be high, and the part will not be as competitive as similar parts produced by other manufacturers. Also, the production time should be as short as possible to enable capturing a larger market share.Modern industries can be classified in different ways. There include classification by process, classification by product, and classification based on the production volume and the diversity of products. The classification by process is exemplified by casting industries, stamping industries, and the like. When classifying by product, industries may belong to the automotive, aerospace, and electronics groups. The third method, i.e., classification based on production volume, identifies three main distinct types of production, mass, job shop, and moderate. Let us briefly discuss the features and characteristics of each type.Mass production is characterized by the high production volume of the same (or very similar) parts for a prolonged period of time. An annualproduction volume of less than 50 000 pieces cannot certainly be considered as mass production. As you may expect, the production volume is based upon an established or anticipated sales volume and is not directly affected by the daily or monthly orders. The typical example of mass-produced goods is automobiles.Job-shop production is based on sales orders for a variety of small lots. Each lot may consist of 20 up to 200 or more similar parts, depending upon the customers` needs. It is obvious that this type of production is most suitable for subcontractors who produce varying components to supply various industries. The machines employed must be flexible to handle variations in the configuration of the ordered components ,which are usually frequent. Also, the employed personnel must be highly skilled in order to handle a variety of tasks, which differ for the different parts that are manufactured.Moderate production is an intermediate phase between the job-shop and the mass-production types. The production volume ranges between 10 000 to 20 000 parts, and the machines employed are flexible and multipurpose. This type of production is gaining popularity in industry because of an increasing market demand for customized products.A very important fact of the manufacturing science is that it is almost impossible to obtain the desired nominal dimension when processing a workpiece. This is actually caused by the inevitable, though very slight,inaccuracies inherent in the machine tool as well as by various complicated factors like the elastic deformation and recovery of the workpiece and/or the fixture, temperature effects during processing, and sometimes the skill of the operator. Since it is very difficult to analyze and completely eliminate the effects of these factors, it is more feasible to establish a permissible degree of inaccuracy or a permissible deviation from the nominal dimension that would not affect the proper functioning of the manufactured part in a detrimental way. According to the ISO (International Standardization Organization) system, the nominal dimension is referred to as the basic size of the part. The deviations from the basic size to each side (i.e. , positive or negative ) determine the high and the low limits, respectively, and the difference between those two limits of size is called the tolerance. The tolerance is an absolute value without a sign. As you may expect, the magnitude of the tolerance is dependent upon the basic size and is designated by an alphanumeric symbol called the grade. There are eighteen standard grades of tolerance in the ISO system, and the tolerances can be obtained from the formulas or the tables published by the ISO. It is obvious that smaller tolerances require the use of high-precision machine tools in manufacturing the parts and therefore increase production costs.Before two components are assembled together, the relationship between the dimensions of the mating surfaces must be specified. In otherwords, the location of the zero line to which deviations are referred must be established for each of the two mating surfaces. This actually determines the degree of tightness or freedom for relative motion between the mating surfaces. There are basically three types of fits, namely, clearance fit, transition fit, and interference fit. In all cases of clearance fit, the upper limit of the shaft is always smaller than the lower limit of the mating hole. This is not the case in interference fit, where the lower limit of the shaft is always larger than the upper limit of the hole. The transition fit, as the name suggests, is an intermediate fit. According to ISO, the internal enveloped part is always referred to as the shaft, whereas the surrounding surface is referred to as the hole. Accordingly, from the fits point of view, a key is referred to as the shaft and the keyway as the hole.There are two ways for specifying and expressing the various types of fits, the shaft basis and the hole basis systems. The location of the tolerance zone with respect to the zero line is indicated by a letter, which is always capital for holes and lowercase for shafts, whereas the tolerance grade is indicated by a number, as previously explained. Therefore, a fit designation can be H7/h6, F6/g5, or any other similar form.When the service life of an electric bulb is over, all you do is buy a new one and replace the bulb. This easy operation, which does not need a fitter or a technician, would not be possible without two main concepts,interchangeability and standardization. Interchangeability means that identical parts must be interchangeable, i.e. , able to replace each other, whether during assembly or subsequent maintenance work; without the need for any fitting operations. As you can easily see, interchangeability is achieved by establishing a permissible tolerance, beyond which any further deviation from the nominal dimension of the part is not allowed.影响加工精度的基本因素制造业可以看作是通过使用最简便、最便宜的方法，把原材料转化为有用的产品的方法，但这显然还不够准确,它应该是通过对原材料的加工,进而获得所期望得到的产品。
fundamentals翻译
fundamentals翻译fundamentals的中文翻译是"基础"或"基本原理"。
它指的是任何学科、领域或事物的基本概念、原理和技能。
下面是一些关于fundamentals的用法和中英文对照例句：1. Understanding the fundamentals of mathematics is essential for solving complex problems.理解数学的基础原理对于解决复杂问题至关重要。
2. The fundamentals of physics explain the laws that govern the behavior of the universe.物理学的基本原理解释了统治宇宙行为的定律。
3. Before learning advanced techniques, it is important to master the fundamentals of playing a musical instrument.在学习高级技巧之前，掌握乐器演奏的基本技能是很重要的。
4. The fundamentals of economics include supply and demand, production, and consumption.经济学的基本原理包括供求关系、生产和消费。
5. Building a strong foundation in language fundamentals is crucial for effective communication.在语言基础上建立坚实的基础对于有效沟通至关重要。
6. The fundamentals of programming involve understanding algorithms, data structures, and coding languages.编程的基础包括理解算法、数据结构和编程语言。
Fundamentals of Machine Tools
Fundamentals of Machine ToolsIn many cases products from the primary forming processes must undergo further refinements in size and surface finish to meet their design specifications.To meet such precise tolerance the removal of small amounts of material is ually machine tools are used for such operation.In the United States material removal is a big business—in excess of ＄36×109 per year,including material,labor,overhead,and machine-tools shipments,is spent.Since 60 percent of the machanical and industrial engineering and technology graduate have something connection with the machining industry either through sale,design,or operation of machine shops,or working in related industry,it is wise for an engineering student to devote some time in his curriculum to studying material removal and machine tools.A machine tool provide the means for cutting tools to shape a workpiece to required dimensions;the machine supports the tool and the workpiece in a controlled relationship through the functioning of its basic members,which are as follows:(a)Bed,Structure or Frame.This is the main member which provides a basis for,and a connection between,the spindles and slides;the distorion and vibration under load must be kept to a minimum.(b)Slides and Slideways.The translation of a machine element(e.g. the slide) is normally achieved by straight-line motion under the constraint of accurate guiding surface(the slideways).(c)Spindles and Bearings.Angular displacement take place about an axis of rotation;the position of this axis must be constant within extremely fine limits in machine tools,and is ensured by the provision of precision spindles and bearings.(d)Power Unit.The electric motor is the universally adopted power unit for machine tools.By suitably positioning individual motors,belt and gear transmissions and reduced to a minimum.(e)Transmission Linkage.Linkage is the general term used to denote the mechanical,hydraulic,pneumatic or electric mechanisms which connect angular andlinear displacements in defined relationship.There are two broad divisions of machining operations:(a)Roughing,for which the metal removal rate,and consequently the cutting force,is high,but the required dimensional accuracy relatively low.(b)Finishing,for which the metal removal rate,and consequently the cutting force,is low,but the required dimensional accuracy and surface finish relatively high.It follows that static loads and dynamic loads,such as result from an unbalanced grindingwheel,are rmore significant in finishing operations than in roughing operations.The degree of precision achieved in any machining process will usually be influenced by the magnitude of the deflections,which occur as a result of the force acting.Machine tool frames are generally made in cast iron,although some may be steel casting or mild-steel fabrications.Cast iron is chosen because of its cheapness,rigidity,compressive strength and capacity for damping the vibrations set-up in machine operations.To avoid massive sections in castings,carefully designed systems of ribbing are used to offer the maximum resistance to bending and torsional stresses.Two basic types of ribbing are box and diagonal.The box formation is convenient to produce,apertures in walls permitting the positioning and extraction of cores.Diagonal ribbing provides greater torsional stiffness and yet permits swarf to fall between the sections;it is frequently used for lathe beds.The slides and slideways of a machine tool locate and guide members which move relative to each other,usually changing the position of the tool relative to the workpiece.The movement genenally takes the forms of translation in a straight line,but is sometimes angulai rotation,e.g. tilting the wheel-head of a universal thread-grinding machine to an angle corresponding with the helix angle of the workpiece thread.The basic geometric elements of slides are flat,vee,dovetail and cylinder.These elements may be used separately or combined in various ways according to the applications.Features of slideways are as follows:(a)Accuracy of Movement.Where a slide is to be displaced in a straight line,this line must lie in two mutually perpendicular planes and there must be no sliderotation.The general tolerance for straightness of machine tool slideways is 0—0.02mm per 1000mm;on horizontal surfaces this tolerance may be disposed so that a convex surface results,thus countering the effect of “sag”of the slideway.(b)Means of Adjustment.To facilitate assembly,maintain accuracy and eliminate “play” between slideing members after wear has taken place,a strip is something inserted in the slides.This is called a ually,the grib is retained by socket-head screw passing through elongated slots;and is adjusted by grub-screws secured by lock nuts.(c)Lubrication.Slideways may be lubricated by either of the following systems:1)Intermittently through grease or oil nipples,a method suitable where movements are infrequent and speed low.2)Continuously,e.g. by pumping through a metering value and pipe-work to the point of application;the film of oil introduced between surfaces by these means must be extremely thin to avoid the slide “floating”.If sliding surfaces were optically flat oil would be squeezed out,resulting in the surfaces sticking.Hence in practice slide surfaces are either ground using the edge of a cup wheel,or scraped.Both processes produce minute surface depresssions,which retain “pocket” of oil,and complete separation of the parts may not occur at all points;positive location of the slides is thus retained.(d)Protection.To maintain slideways in good order,the following conditions must be met:1)Ingress of foreign matter,e.g. swarf,must be prevented.Where this is no possible,it is desirable to have a form of slideway,which does not retain swarf,e.g. the inverted vee.2)Lubricating oil must be retained.The adhensive property of oil for use on vertical or inclined slide surface is important;oils are available which have been specially developed for this purpose.The adhesiveness of oil also prevents it being washed away by cutting fluids.3)Accidental damage must be prevented by protective guards.A machine tool performs three major functions:1)it rigidly supports the workpiece or its holder and the cutting tool; 2)it provides relative motion between the workpieceand the cutting tool; 3)it provides a range of feeds and speeds.Machines used to remove metal in the form of chips are classified in four general groups:those using single-point tools,those using multipoint tools,those using random-point tools(abrasive),and those that considered special.Machines using basically the single-point cutting tools include:1)engine lathes,2)turret lathes , 3)tracing and duplicating lathes, 4)single-spindle automatic lathes,5)multi-single automatic lathes , 6)shapers and planers, 7)boring machines.Machines using multipoint cutting tools include:1)drilling machines, 2)milling machines, 3)broaching machines, 4)sawing machines, 5)gear-cutting machines.Machines using random-point cutting tools include:1)cylindrical grinder,2)centreless grinders, 3)surface grinders.Special metal removal methods include:1)chemical milling, 2)electrical discharge machining, 3)ultrasonic machining. The lathe removes material by rotating the workpiece against a cutter to produce external or internal cylindrical or conical surfaces.It is also commonly used for the production of flat surfaces by faing,in which the workpiece is rotated while the cutting tool is moved perpendicularly to the axis of rotation.The engine lathe is the basic turning machine from which other turning machines have been developed.The drive motor is located in the base and drives the spindle through a combination of belts and gears,which provides the spindle speeds from 25 to 1500 rpm.The spindle is a sturdy hollow shaft,mounted between heavy-duty bearings,with the forward end used for mounting a drive plate to impart positive motion to the workpiece.The drive plate may be fastened to the spindle by threads,by a cam lock mechanism,or by a thread collar and key.The lathe bed is cast iron and provides accurately ground sliding surfaces(way)on which the carriage rides.The lathe carriage is a H-shaped casting on which the cutting tool is mounted in a tool holder.The apron hangs from the front of the carriage and contains the driving gears that move the tool and carriage along or across the way to provide the desired tool motion.A compound rest,located above the carriage provides for rotation of the tool holder through any desired angle.A hand wheel and feed screw are provided with a hand wheeland feed screw for moving the compound rest perpendicular to the lathe way.A gear train in the apron provides power feed for the carriage both along and across the way.The feed box contains gears to impart motion to the carriage and control the rate at which the tool moves relative to the workpiece.On a typical lathe feeds range from 0.002 to 0.160 in. per revolution of the spindle,in about 50 steps.Since the transmission in the feed box is driven from the spindle gears,the feeds are directly related to the spindle speed.The feed box gearing is also used in thread cutting and provides from 4 to 224 threads per in.The connecting shaft between the feed box and the lathe apron are the feed rod and the lead screw.Many lathe manufacturers combine these two rods in one,a practice that reduces the cost of the machine at the expense of accuracy.The feed rod is used to provide tool motion essential for accurate workpiece and good surface finishes.The lead screw is used to provide the accurate lead necessary for the thread cutting.The feed rod is driven through a friction clutch that allows slippage in case the tool is overloaded.This safety device is not provided in the lead screw,since thread cutting cannot tolerate slippage.Since the full depth of the thread is seldom cut in one pass,a chasing dial is provided to realign the tool for subsequent passes.The lathe tailtock is fitted with an accurate spindle that has a tapered hole for mounting drills,drill chucks,reamers,and lathe centers.The tailstock can be moved along the lathe ways to accommodate various lengths of workpieces as well as to advance a tool into contact with the worpiece.The tailstock can be offset relative to the lathe ways to cut tapers or conical surfaces.The turret lathe is basically an engine lathe with certain additional features to provide for semiautomatic operation and to reduce the opportunity for human error.The carriage of the turret lathe is provided with T-slots for mounting a tool-holding device on both sides of the lathe ways with tools properly set for cutting when rotated into position.The carriage is also equipped with automatic stops that control the tool travel and provide good reproduction of cuts.The tailstock of the turret lathe is of hexagonal design,in which six tools can be mounted.Althogh a large amount of time is consumed in setting up the tools and stops for operation,the turret lathe,once set,can continue toduplicate operations with a minimum of operator skill until the tools become dulled and need replacing.Thus,the turret lathe is economically feasible only for production work,where the amount of time necessary to prepare the machine for operation is justifiable in terms of the number of part to be made.Tracing and duplicating lathes are equipped with a duplicating device to automatically control the longitudinal and cross feed motions of the single-point cutting tool and provide a finished part of required shape and size in one or two passes of the tools.The single-spindle automatic lathe uses a vertical turret as well as two cross slids.The work is fed through the machine spindle into the chuck,and the tools are operated automatically by cams.The multispindle automatic lathe is provided with four,five,six,or eight spindles,with one workpiece mounted in each spindle.The spindles index around a central shaft,with the main tools slide accessible to all spindles.Each spindle position is provided with a side tool-slide operated independently.Since all of the slides are operated by cams,the preparation of this machine may take several days,and a production run of at least 5000 parts is needed to justify its use.The principal advantage of this machine is that all tools work simultaneously,and one operator can handle several machines.For relatively simple parts,multispindle automatic lathes can turn out finished products at the rate of 1 every 5 sec.A shapers utilizes a single-point tool in a tool holder mounted on the end of the ram.Cutting is generally done on the forward stroke.The tool is lifted slightly by the clapper box to prevent excessive drag across the work,which is fed under the tool during the return stroke in preparation for the next cut.The column house the operating mechanisms of the shaper and also serves as a mounting unit for the work-supporting table.The table can be moved in two directions mutually perpendicular to the ram.The tool slide is used to control the depth of the cut and is manually fed.It can be rotated through 90 deg. On either side of its normal vertical position,which allows feeding the tool at an angle to the surface of the table.Two types of the driving mechanisms for shapers are a modified Whitworth quick-return mechanism and a hydraulic drive.For the Whitworth mechanism,the motor drives the bull gear,which drives a crank arm with an adjustable crank pin to control the length of the stroke.As the bull gear rotates,the rocker arm is forced to reciprocate,imparting this motion to the shaper ram.The motor on a hydraulic shaper is used only to drive the hydraulic pump.The remainder of the shaper motions are controlled by the direction of the flow of the hydraulic oil.The cutting stroke of the mechanically driven shaper uses 220 deg. of rotation of the bull gear,while the return stroke uses 140 deg..This gives a cutting stroke to return stroke ratio of 1.6 to 1.The velocity diagram shows that the velocity of the tool during the cutting stroke is never constant,while the velocity diagram for a hydraulic shaper shows that for most of the cutting stroke the cutting speed is constant.The hydraulic shaper has an added advantage of infinitely variable cutting speeds.The principal disadvantage of this type of machine is the lack of a definite limit at the end of the ram stroke,which may allow a few thousandths of an inch variation in stroke length.A duplicating device that makes possible the reproduction of contours from a sheet-metal template is available.The sheet metal template is used in conjunction with hydraulic control.Upright drilling machines or drill presses are available in a variety of sizes and types,and are equipped with a sufficient range of spindle speeds and automatic feeds to fit the needs of most industries.Speed ranges on a typical machine are from 76 to 2025 rpm.,with drill feed from 0.002 to 0.20 in. per revolution of the spindle.Radial drilling machines are used to drill workpieces that are too large or cumbersome to conveniently move.The spindle with the speed and feed changing mechanism is mounted on the radial arm;by combing the movement of the radial arm around column and the movement of the spindle assembly along the arm,it is possible to align the spindle and the drill to any position within reach of the machine.For work that is too large to conveniently support on the base,the spindle assembly can be swung out over the floor and the workpiece set on the floor beside the machine.Plain radial drilling machine provide only for vertical movement of thespindle;universal machines allow the spindle to swive about an axis normal to the radial arm and the radial arm to rotate about a horizontal axis,thus permitting drilling at any angle.A mutispindle drilling machine has one or more heads that drive the spindles through universal joints and telescoping splined shafts.All spindles are usually driven by the same motor and fed simultaneously to drill the desired number of holes.In most machines each spindle is held in an adjustable plate so that it can be moved relative to the others.The area covered by adjacent spindles overlap so that the machine can be set to drill holes at any location within its range.The milling operation involves metal removal with a rotating cutter.It includes removal of metal from the surface of a workspiece,enlarging holes,and form cutting,such as threads and gear teeth.Within an knee and column type of milling machine the column is the main supporting member for the other components,and includes the base cotaining the drive motor,the spindle,and the cutter.The cutter is mounted on an arbor held in the spindle,and supported on its outer extremity by a bearing in the overarm.The knee is held on the column in dovetail slots,the saddle is fastened to the knee in dovetail slots,and the table is attached to the saddle.Thus,the build-up of the knee and column machine provide three motions relative to the cutter.A four motion may be provided by swiveling the table around a vertical axis provided on the saddle.Fixed-bed milling machines are designed to provide more rigidity than the knee and column type.The table is mounted directly on the machine base,which provides the rigidity necessary for absorbing heavy cutting load,and allows only longitudinal motion to the table.Vertical motion is obtained by moving the entire cutting head.Tracer milling is characterized by coordinated or synchronized movements of either the paths of the cutter and tracing elements,or the paths of the workpiece and model.In a typical tracer mill the tracing finger follow the shape of the master pattern,and the cutter heads duplicate the tracer motion.。
公司理财精要版原书第12版习题库答案Ross12e_Chapter20_TB
Fundamentals of Corporate Finance, 12e (Ross)Chapter 20 Credit and Inventory Management1) Brown's Hardware offers a discount of two percent on their commercial accounts if payment is received within ten days. Otherwise, payment is due within 30 days. This credit offering is referred to as the:A) terms of sale.B) credit analysis.C) collection policy.D) payables policy.E) collection float.2) Jillian was recently hired to determine the probability that individual customers of a major retailer will fail to pay for their charge sales. Jillian's job best relates to which one of the following?A) Terms of saleB) Credit analysisC) Collection policyD) Payables policyE) Customer service3) Town Hardware sells goods on credit with payment due 30 days after purchase. If payment is not received by the 30th day, the store mails a friendly reminder to the customer. If payment is not received by the 45th day, the store calls the customer and requests payment and also stops offering credit to that customer. These procedures are referred to as the store's:A) customer service policy.B) credit policy.C) collection policy.D) payables policy.E) disbursements policy.4) The terms of sale generally include all of the following except the:A) credit period.B) cash discount.C) type of credit instrument.D) discount period.E) customer's credit capacity.5) The primary purpose of credit analysis is to:A) determine the optimal credit period.B) analyze the effects of granting a cash discount.C) determine the optimal discount period, if any.D) summarize the frequency and amount of sales by customer.E) evaluate whether or not a customer will pay.6) The period of time that extends from the day a credit sale is made until the day the bank credits the seller's account with the payment for that sale is known as the ________ period.A) floatB) cash collectionC) salesD) accounts receivableE) discount7) Which one of the following will increase a firm's investment in accounts receivables?A) An increase in the number of days for which credit is grantedB) A decrease in credit salesC) An increase in cash salesD) A decrease in the average collection periodE) A decrease in average daily credit sales8) A firm's total investment in accounts receivables depends primarily on the firm's:A) total sales and cash discount period.B) cash to credit sales ratio.C) bad debt ratio.D) average collection period and amount of credit sales.E) amount of credit sales and cash discount percentage.9) Which one of the following statements is correct if you purchase an item with credit termsof 3/15, net 45?A) If you pay within 3 days, you will receive a discount of 15 percent.B) If you pay within 15 days, you will receive a discount of 3 percent.C) If you do not pay within 15 days, you will be charged interest at a rate of 3 percent per month.D) If you pay 3 percent of your purchases within 15 days, you will have 45 days to pay for the remainder.E) One-third of your purchase is due in 15 days and the rest is due in 45 days.10) Assume you put your purchases on your credit card and then take advantage of any cash discounts offered. Which one of these credit terms do you prefer?A) 1/10, net 20B) 2/5, net 30C) 2/10, net 30D) 1/15, net 45E) 2/15, net 3011) You need to charge your purchases and know that you will not be able to pay within the discount period. Which one of these credit terms is best-suited to you?A) 1/5, net 15B) 2/5, net 30C) 2/5, net 20D) 1/10, net 45E) 2/10, net 3012) Which one of the following statements is correct?A) The credit period begins when the discount period ends.B) The discount period is the length of time granted to a customer to pay for a purchase.C) The credit period begins on the invoice date.D) With terms of 2/10, net 30, the net credit period is 20 days.E) With EOM dating, all sales are assumed to have occurred on the 15th of each month.13) Which one of these is frequently cited as an appropriate upper limit to the credit period offered by a seller?A) The buyer's inventory periodB) The seller's inventory periodC) The seller's operating cycleD) The buyer's operating cycleE) The buyer's receivables period14) Phil's Print Shop grants its customers the right to pay for their print jobs within 30 days of the ROG. Thus, the customers' credit period begins when they:A) review and approve the print order.B) renew their contract on a revolving print order.C) reorder a previously approved print job.D) receive their print jobs.E) request a new job be printed.15) Scott purchased a shovel, a rake, and a wheelbarrow from The Local Hardware Store yesterday. Today, the store issued a bill for these items and mailed it to Scott. What is the name given to this bill?A) Ledger statementB) WarrantyC) IndentureD) ReceiptE) Invoice16) Geoff Industries offers its credit customers a two percent discount if they pay within ten days. This discount is referred to as a ________ discount.A) cashB) purchaseC) collectionD) marketE) receivables17) Any written proof that a customer owes you money for goods or services provided is referred to as a(n):A) account document.B) sales draft.C) credit instrument.D) commercial paper.E) letter of debt.18) Which one of the following factors most supports a longer credit period being offered to customers?A) Higher consumer demandB) Lower priced merchandiseC) Increased credit riskD) More perishable merchandiseE) Increased competition19) Which one of the following statements related to credit periods is correct?A) Longer credit periods are granted for sales of perishable items.B) Inexpensive goods tend to have longer credit periods.C) Smaller accounts tend to have longer credit periods.D) Sellers may offer different credit periods to different customers.E) Newer products tend to have shorter credit periods.20) A trade discount of 2/5th, EOM terms:A) grants customers five days to pay after month end.B) offers no credit to customers.C) means the full amount is due by the 5th of the month following the month of sale.D) means the invoice is overdue only after month-end.E) means the full amount is due the last day of the month following the month of sale.21) Under credit terms of 1/5, net 15, customers should:A) Always pay on the 15th day.B) take the discount and pay immediately.C) take the discount and pay on the day following the day of sale.D) either take the discount or pay on the 15th day.E) both take the discount and pay on the 15th day.22) A 2/10, net 30 credit policy:A) is an expensive form of short-term credit if a buyer forgoes the discount.B) provides cheap financing to the buyer for 30 days.C) is an inexpensive means of reducing the seller's collection period if every customer takes the discount.D) tends to have little effect on the seller's collection period.E) tends to increase the seller's investment in receivables as compared to a straight net 30 policy.23) The Painted House offers credit terms of 2/10th, EOM. Assume you purchase an item on credit from this store on Monday, November 3. When is payment due for this purchase if you do not take the discount?A) November 3B) November 13C) November 30D) December 31E) December 1024) Which one of the following credit instruments is commonly used in international commerce?A) Open accountB) Sight draftC) Time draftD) Banker's acceptanceE) Promissory note25) A conditional sales contract:A) passes title to the goods sold to the buyer at the time the contract is signed.B) normally calls for one lump sum payment on the contract payment date.C) allows the seller to retain ownership of the goods sold until the customer has fully paid for the purchase.D) is payable immediately upon receipt.E) is a formal bid for a project.26) Which one of these statements is correct?A) A firm's cash cycle generally decreases when it switches from a cash to a credit policy, all else equal.B) Most customers will forgo the discount and pay at the end of the credit period.C) Total revenues generally decrease if both the quantity sold and the price per unit increase when credit is granted.D) Only the cost of default should be considered before granting credit.E) A firm may have to increase its long-term borrowing if it decides to grant credit to its customers.27) When considering a switch from an all-cash credit policy to a net 30 credit policy all of the following should be considered except the:A) revenue effects.B) effects on the variable costs.C) cost of the discount.D) probability of default.E) change in the fixed costs.28) The optimal amount of credit equates the incremental costs of carrying the increase in accounts receivable to the incremental:A) decrease in the cash cycle.B) benefit from decreasing the inventory level.C) cash flows from increased sales.D) increase in bad debts.E) gain in net profits.29) Assume you are viewing a graph that compares costs with the amount of credit extended. Both the carrying costs and the opportunity costs of credit are depicted. What is the function called that represents the summation of these carrying and opportunity costs?A) Opportunity cost curveB) Credit extension curveC) Credit cost curveD) Terms of sale graphE) Optimal sales graph30) Assume that RSF is a wholly owned subsidiary of the Rolled Steel Company. RSF provides credit financing solely for large ticket items purchased from the Rolled Steel Company. Which one of the following terms describes RSF?A) Credit departmentB) Parent companyC) Captive finance companyD) Credit unionE) Service unit31) When credit policy is at the optimal point, the:A) total costs of granting credit will be maximized.B) carrying costs of credit will be equal to zero.C) opportunity cost of credit will be equal to zero.D) carrying costs will equal the opportunity costs.E) total costs will equal the opportunity costs.32) Which of the following characteristics are most associated with a firm that adopts a liberal credit policy?A) Mostly one-time customers and excess capacityB) Low carrying costs and full productionC) Low carrying costs and high variable costsD) Low variable costs and predominately repeat customersE) Excess capacity and high variable costs33) If you extend credit for a one-time sale to a new customer, you risk an amount equal to the:A) sales price of the item sold.B) variable cost of the item sold.C) fixed cost of the item sold.D) profit margin on the item sold.E) fixed and variable costs of the item sold.34) Which one of the following statements is correct?A) If the majority of a firm's new customers become repeat customers, then there is a strong argument against extending credit even if the default rate is low.B) A customer's past payment history reveals little information in relation to his or her future tendency to pay.C) A suggested policy for offering credit to new customers is to limit the amount of their initial credit purchase.D) The risk of issuing credit is the same for a new customer as it is for an existing customer.E) The recommended policy for new customers is to extend an offer of a high credit limit as an enticement to get their business.35) When evaluating the creditworthiness of a customer, the term capital refers to the:A) type of goods the customer wishes to obtain.B) customer's financial reserves.C) types of assets the customer wants to pledge as collateral.D) customer's willingness to pay bills in a timely fashion.E) nature of the customer's line of work.36) Which one of the five Cs of credit refers to a customer's willingness to pay its bills?A) CharacterB) CapacityC) CollateralD) ConditionsE) Capital37) Which one of the five Cs of credit refers to the general economic situation in the customer's line of business?A) CapacityB) CharacterC) ConditionsD) CapitalE) Collateral38) The basic factors to be evaluated in the credit evaluation process, the five Cs of credit, are:A) conditions, control, cessation, capital, and capacity.B) conditions, character, capital, control, and capacity.C) capital, collateral, control, character, and capacity.D) character, capacity, control, cessation, and collateral.E) capacity, character, collateral, capital, and conditions.39) Roger's Home Appliances offers credit to customers it deems qualified based on a numerical value that estimates the probability that the customer will default if credit is granted to them. Theprocess of computing this numerical value is referred to as:A) credit scoring.B) Credit capacity.C) receipts assessment.D) conditions for credit.E) consumer analysis.40) You are an accounting intern and today you are compiling a spreadsheet with column headings of: Invoice number; Customer number; < 30 days; 31-60 days; 61-90 days; > 90 days. You will list every unpaid invoice with the amount owed entered into the appropriate column based on the number of days between the sale date and today. Once you have completed that, you will sort the report by customer number and total the amounts listed in each column. What is this report called?A) Credit reportB) Aging scheduleC) Risk assessment reportD) Turnover delineationE) Receivables consolidation report41) Which one of the following statements is correct?A) Firms may opt to refuse additional credit to a delinquent customer.B) Seasonal sales have little, if any, impact on aging schedule percentages.C) Normally, firms call their delinquent customers prior to sending them a past due letter.D) If a firm wishes to sell a delinquent receivable, it must do so prior to the customer filing for bankruptcy.E) Expected decreases in the average collection period are a cause of concern.42) Which one of the following inventory items is probably the least liquid?A) Plywood held in inventory by a home builderB) A wheel barrow held in inventory by a garden centerC) A partially assembled interior for a new vehicleD) A set of tires owned by an automobile manufacturerE) A toy owned by a retail toy store43) Which one of the following inventory items is probably the most liquid?A) A custom made set of kitchen cabinetsB) Metal cabinets for dishwashersC) Wheat stored in a grain siloD) A customized drill pressE) A partially built modular home44) Which one of the following inventory-related costs is considered a shortage cost?A) Storage costsB) Insurance costC) Loss of customer goodwillD) Theft costE) Opportunity cost of capital used for inventory purchases45) The ABC approach to inventory management is based on the concept that:A) inventory should arrive at the time it is needed in the manufacturing process.B) the inventory period should be constant for all inventory items.C) basic inventory items that are essential to production and also inexpensive should be ordered in small quantities only.D) a small percentage of inventory items represents a large percentage of inventory cost.E) one-third of a year's inventory needs should be on hand, another third should be on order, and the last third should be unordered.46) The EOQ model is designed to determine how much:A) total inventory a firm needs during any one year.B) total inventory costs will be for any one given year.C) inventory should be purchased at one time.D) inventory will be sold per day.E) a firm loses in sales per day when an inventory item is depleted.47) A particular inventory manager orders items only in quantities that minimize inventory costs. What is this restocking quantity called?A) Short order quantityB) Refill unit quantityC) Economic order quantityD) Minimum stock levelE) Re-order limit48) Allison has developed a set of procedures for determining the amount of each raw material she needs to have in inventory if she is to keep the assembly lines operating efficiently. These procedures are commonly referred to by which one of the following terms?A) First-in, first-out methodB) The Baumol modelC) Net working capital planningD) Economic order proceduresE) Materials requirements planning49) Which one of the following is a characteristic of a just-in-time inventory system?A) High level of dependence on supplier performanceB) Low inventory turnover ratesC) Long inventory periodsD) Unusually high inventory levelsE) Large, infrequent re-orders of raw materials50) At the optimal order quantity size, the:A) total cost of holding inventory is fully offset by the restocking costs.B) carrying costs are equal to zero.C) restocking costs are equal to zero.D) total costs equal the carrying costs.E) carrying costs equal the restocking costs.51) The EOQ model is designed to minimize:A) production costs.B) inventory obsolescence.C) the carrying costs of inventory.D) the costs of replenishing inventory.E) the total costs of holding inventory.52) Which one of the following items is most likely a derived-demand inventory item?A) Wrenches held in inventory by a hardware storeB) Tires held in inventory by a tractor manufacturerC) Shoes on display in a retail storeD) Toys just received by a toy storeE) Wheat harvested by a farmer53) Inventory needs under a derived-demand inventory system are:A) primarily dependent upon the competitive demands placed on a firm's suppliers.B) based on the anticipated demand for the finished product.C) based on minimizing the cost of restocking inventory.D) held constant over time.E) determined by a Kanban system.54) A just-in-time inventory system:A) eliminates all inventory costs.B) reduces the inventory turnover rate.C) averages long-term inventory needs.D) focuses on immediate production needs.E) maximizes inventory costs.55) The incremental investment in receivables under the accounts receivable approach is equal to:A) P −νQ'.B) PQ'.C) PQ + ν(Q'− Q).D) P(Q'− Q).E) PQ(Q'− Q).56) The accounts receivable approach to credit policy supports the theory that:A) a firm's risk of offering credit to a new customer is limited to the cost of the items sold.B) the best credit policy is an all-cash policy.C) the cost of offering credit to a new customer is the same as the cost of offering credit to an existing customer.D) increasing receivables guarantees increasing profits.E) the default risk of a credit policy is the same as the default risk under an all cash-policy if your customers remain the same.57) Which two of the following are the key elements in determining the break-even default rate on a credit policy?A) Credit price and cash price assuming a zero default rateB) Required rate of return and percentage discount for cash customersC) Variable cost per unit and required rate of returnD) Sales price and variable cost per unit for credit customersE) Credit price and discount rate for cash customers58) On average, CT Motors has daily credit sales of $42,390, an inventory period of 53 days, anda collection period of 26 days. What is the average accounts receivable balance?A) $757,900B) $968,810C) $1,102,140D) $1,015,500E) $896,30059) Music City has an average collection period of 34.6 days and an average daily investment in receivables of $71,407. What are the annual credit sales given a 365-day year?A) $668,407B) $577,109C) $753,282D) $625,893E) $767,12360) Turner's offers credit terms of net 30 with payments received an average of 2.8 days past their due date. Annual credit sales are $2.38 million. What is the average book value of accounts receivable? Assume a 365-day year.A) $213,874B) $223,333C) $211,667D) $215,407E) $223,59361) Winters' just purchased $42,911 of goods from its supplier with credit terms of 1/5, net 25. What is the discounted price?A) $40,765B) $41,209C) $42,482D) $42,911E) $43,30062) Today, October 12, Nadine's Fashions purchased merchandise from a supplier. The credit terms are 2/10, net 30. By what day does Nadine's have to make the payment to receive the discount? Assume a 30-day month.A) October 12B) October 14C) October 22D) October 27E) November 1263) The Green Hornet offers credit terms of 2/5, net 20. Based on experience, 93 percent of all customers will take the discount. The firm sells 487 units each month at a price of $649 each. What is the average book value of accounts receivable? Assume a 365-day year.A) $60,274B) $68,272C) $62,866D) $67,012E) $65,38764) A firm offers credit terms of 2/15, net 45. What effective annual interest rate does the firm earn when a customer forgoes the discount?A) 18.67 percentB) 20.45 percentC) 23.37 percentD) 25.34 percentE) 27.86 percent65) A supplier grants credit terms of 1/5, net 30. What is the effective annual rate of the discount on a purchase of $5,000?A) 17.24 percentB) 15.80 percentC) 18.80 percentD) 19.03 percentE) 12.27 percent66) Cape May Products currently sells 487 units a month at a price of $79 a unit. The firm believes it can increase its sales by an additional 42 units if it switches to a net 30 credit policy. The monthly interest rate is .25 percent and the variable cost per unit is $31.50. What is the incremental cash inflow from the proposed credit policy switch?A) $1,774B) $1,995C) $2,746D) $3,318E) $3,37567) Home Accents currently sells 219 units a month at a price of $46 a unit. If it switches to a net 30 credit policy, monthly sales are expected to increase by 28 units. The monthly interest rateis .57 percent and the variable cost per unit is $21. What is the net present value of the proposed credit policy switch?A) $112,145B) $108,895C) $106,507D) $586,799E) $621,13568) Currently, Glasgow Importers sells 855 units a month at a price of $39 a unit. By switching to a net 30 credit policy, sales should increase to 950 units while the price remains constant. The monthly interest rate is .61 percent and the variable cost per unit is $8. What is the net present value of the proposed credit policy switch?A) $513,360B) $516,892C) $490,200D) $537,520E) $448,68269) Currently, Tanner's sells 69 units a month at an average price of $499 a unit. The company thinks it can increase sales by an additional 32 units a month if it switches to a net 30 credit policy. The monthly interest rate is .48 percent and the variable cost per unit is $216. What is the incremental cash inflow of the proposed credit policy switch?A) $10,120B) $9,056C) $12,760D) $17,810E) $15,96870) New Products currently sells a product with a variable cost per unit of $23 and a unit selling price of $49. At the present time, the firm only sells on a cash basis with monthly sales of 733 units. The monthly interest rate is .48 percent. What is the value of Q' at the switch break-even point if the firm adopted a net 30 credit policy? Assume the selling price per unit and the variable costs per unit remain constant.A) 739.66 unitsB) 736.34 unitsC) 728.47 unitsD) 740.29 unitsE) 743.18 units71) Quest is considering a change in its cash-only sales policy. The new terms of sale would be net one month. The required return is .98 percent per month. Currently, the firm sells 420 units per month at $736 per unit. Under the new policy, the firm expects sales of 475 units also at $736 per unit. The variable cost per unit is $426. What is the NPV of switching?A) $1,228,750B) $1,407,246C) $1,335,021D) $1,238,250E) $1,056,78472) Saucier Co. currently sells 1,208 units a month for total monthly sales of $209,600. The firm is considering replacing its current cash only credit policy with a net 30 policy. The variable cost per unit is $106 and the monthly interest rate is .71 percent. What is the new sales quantity at the switch break-even level of sales? Assume the selling price per unit and the variable costs per unit remain constant.A) 1,143 unitsB) 1,267 unitsC) 1,230 unitsD) 1,306 unitsE) 1,148 units73) The Cellar Door currently sells 1,849 units a month for total monthly sales of $627,800. The company is considering replacing its current cash only credit policy with a net 30 policy. The variable cost per unit is $214 and the monthly interest rate is .87 percent. What is the new sales quantity at the switch break-even level of sales?A) 1,711 unitsB) 1,779 unitsC) 1,814 unitsD) 1,957 unitsE) 1,893 units74) The Dilana Corporation is considering a change in its cash-only policy. The new terms would be net one period. The required return is 1.5 percent per period. The firm has current sales of 3,500 units per month at a price of $71 per unit. The new policy is expected to increase sales to 3,550 units at a price of $71 per unit. The cost per unit is constant at $38. What is the incremental cash inflow of the new policy?A) $1,880B) $1,420C) $1,500D) $1,995E) $1,65075) A new customer has placed an order for a turbine engine that has a variable cost of $1.12 million per unit and a credit sales price of $1.64 million. Credit is extended for one period. Based on historical experience, payment for about 1 out of every 178 such orders is never collected. The required return is 2.1 percent per period. What is the NPV per unit if this is a one-time order?A) $516,407B) $421,819C) $477,244D) $534,290E) $351,05676) You can make a one-time sale if you will grant a new customer 30 days to pay. This customer wants to purchase an item with a sales price of $499 and a variable cost of $287. You estimate the probability of default at 33 percent. The monthly interest rate is .98 percent. Should you grant credit to this customer? Why or why not?A) Yes; because the NPV of the potential sale is $33.05B) Yes; because the NPV of the potential sale is $44.09C) Yes; because the NPV of the potential sale is $13.02D) No; because the NPV of the potential sale is −$13.05E) No; because the NPV of the potential sale is −$2.6577) The Cycle Shoppe has decided to offer credit to its customers during the spring selling season. Sales are expected to be 64 bikes with an average cost of $329 each. Four percent of customers are expected to default. To help identify those individuals, the shop is considering subscribing to a credit agency. The initial charge for their services is $250 with an additional charge of $7.50 per individual report. What is the amount of the net savings from subscribing to the credit agency?A) $108B) $92C) $84D) $112E) $10378) Assume all sales are one-time credit sales with a probability of collection of 96 percent. The variable cost per unit is $1.67, the sales price per unit is $4.99, and the monthly interest rate is1.35 percent. What is the NPV of a credit sale of one item?A) $3.18B) $2.87C) $3.38D) $2.92E) $3.0679) Assume a sales price of $119 per unit, a $76 per unit variable cost, an average default rate of 3 percent, and a monthly interest rate of 1.25 percent. What is the net present value of a new repeat customer who never defaults on his or her payment?A) $5,733B) $3,364C) $2,617D) $8,817E) $9,52080) Assume an average selling price of $547 per unit, a variable cost per unit of $339, a monthly interest rate of 1.1 percent, and a default rate of 3.1 percent. What is the NPV of extending credit for 30 days to all who are expected to become repeat customers?A) $17,984B) $19,787C) $12,304D) $18,662E) $13,60981) Lakeside Market sells 848 units of an item priced at $49 each year. The carrying cost per unit is $2.26 and the fixed costs per order are $46. What is the economic order quantity?A) 192 unitsB) 221 unitsC) 197 unitsD) 186 unitsE) 163 units82) High Mountain consistently sells 2,400 pairs of $189 skates annually. The fixed order costs is $56 and the carrying costs are $3.85 a pair. What is the economic order quantity?A) 246 pairsB) 215 pairsC) 229 pairsD) 264 pairsE) 248 pairs。
SMT 不良描述中英文对照
常用英语词汇与缩写：Accuracy：精度Additive Process：加成工艺Adhesion：附着力Aerosol：气溶剂Angle of attack：迎角Anisotropic adhesive：各异向性胶Annular ring：环状圈Application specific integrated circuit ：ASIC特殊应用集成电路Array：列阵Artwork：布线图Automated test equipment：ATE自动测试设备Bond lift-off：焊接升离Bonding agent：粘合剂CAD/CAM system：计算机辅助设计与制造系统Capillary action：毛细管作用Chip on board ：COB板面芯片Circuit tester：电路测试机Cladding：覆盖层Cold cleaning：冷清洗Cold solder joint：冷焊锡点Conductive epoxy：导电性环氧树脂Conductive ink：导电墨水Conformal coating：共形涂层Copper foil：铜箔Copper mirror test：铜镜测试Cure：烘焙固化AOI（Automatic optical inspection）：自动光学检查Assembly：组件ATE（Automated test equipment）：自动测试设备Bare Chip：裸芯片BGA（Ball grid array）球栅列阵Blind via：盲孔Blowholes：吹孔Bridge：锡桥Bridging：搭锡bulk feeder：散装式供料器Buried via：埋孔Chamber System：炉膛系统Chip：片状元件Circuit tester：电路测试机cleaning after soldering：焊后清洗Cold solder joint：冷焊锡点Component Check：元件检查Component density：元件密度Component Pick-Up：元件拾取Component Transport：元件传送Component：元件convection reflow soldering：热对流再流焊Copper Clad Laminates：覆铜箔层压板Copper foil：铜箔Copper mirror test：铜镜测试CSP（Chip Scale Package）：芯片规模的封装CTE（Coefficient of the thermal expansion）：温度膨胀系数Cure：烘焙固化Cursting：发生皮层Cycle rate：循环速率Data recorder：数据记录器Defect：缺陷Delamination：分层Desoldering：卸焊Dewetting：去湿DFM：为制造着想的设计Dispersant：分散剂Documentation：文件编制Downtime：停机时间Durometer：硬度计Desoldering：卸焊Device：器件Dewetting：缩锡DIP：双列直插Downtime：停机时间Dpm（defects per million）：百万缺陷率dual wave soldering：双波峰焊Dull Joint：焊点灰暗Environmental test：环境测试Eutectic solders：共晶焊锡Excessive Paste：膏量太多FCT（Functional test）：功能测试feeder holder：供料器架feeders：供料器Fiducial：基准点Fillet：焊角Fine-pitch technology ：FPT密脚距技术Fixture：夹具Flexibility：柔性flexible stencil：柔性金属漏版Flip chip：倒装芯片flux bubbles：焊剂气泡flying：飞片FPT（Fine-pitch technology）：密脚距技术Full liquidus temperature：完全液化温度Golden boy：金样Fundamentals of Solders and Soldering焊料及焊接基础知识Soldering Theory焊接理论Microstructure and Soldering显微结构及焊接Effect of Elemental Constituents on Wetting焊料成分对润湿的影响Effect of Impurities on Soldering杂质对焊接的影响Solder Paste Technology焊膏工艺Solder Powder 锡粉Solder Paste Rheology锡膏流变学Solder Paste Composition & Manufacturing锡膏成分和制造SMT Problems Occurred Prior to Reflow回流前SMT问题Flux Separation助焊剂分离Paste Hardening焊膏硬化Poor Stencil Life网板寿命问题Poor Print Thickness印刷厚度不理想Poor Paste Release From Squeegee锡膏脱离刮刀问题Smear印锡模糊Insufficiency锡不足Needle Clogging针孔堵塞Slump塌落Low Tack低粘性Short Tack Time 粘性时间短SMT Problems Occurred During Reflow回流过程中的SMT问题Cold Joints冷焊Nonwetting不润湿Dewetting反润湿Leaching浸析Intermetallics金属互化物Tombstoning立碑Skewing歪斜Wicking焊料上吸Bridging桥连Voiding空洞Opening开路Solder Balling锡球Solder Beading锡珠Spattering飞溅SMT Problems Occurred at Post Reflow Stage回流后问题White Residue白色残留物Charred Residue炭化残留物Poor Probing Contact探针测接问题Surface Insulation Resistance or Electrochemical Migration Failure表面绝缘阻抗或电化迁移缺陷Delamination/Voiding/Non-curing Of Conformal Coating/Encapsulants分层/空洞/敷形涂覆或包封的固化问题Challenges at BGA and CSP Assembly and Rework Stage BGA、CSP组装和翻修的挑战Starved Solder Joint少锡焊点Poor Self-Alignment自对位问题Poor Wetting润湿不良Voiding空洞Bridging桥连Uneven Joint Height焊点高度不均Open开路Popcorn and Delamination爆米花和分层Solder Webbing锡网Solder Balling锡球Problems Occurred at Flip Chip Reflow Attachment倒装晶片回流期间发生的问题Misalignment位置不准Poor Wetting润湿不良Solder Voiding空洞Underfill Voiding底部填充空洞Bridging桥连Open开路Underfill Crack底部填充裂缝Delamination分层）Filler Segregation填充分离Insufficient Underfilling底部填充不充分Optimizing Reflow Profile via Defect Mechanisms Analysis回流曲线优化与缺陷机理分析Flux Reaction助焊剂反应Peak Temperature峰值温度Cooling Stage冷却阶段Heating Stage加热阶段Timing Considerations时间研究Optimization of Profile曲线优化Comparison with Conventional Profiles与传统曲线的比较Discussion讨论Implementing Linear Ramp Up Profile斜坡式曲线general placement equipment：中速贴装机Golden boy：金样Halides：卤化物Hard water：硬水Hardener：硬化剂high speed placement equipment：高速贴装机hot air reflow soldering：热风再流焊ICT（In-circuit test）：在线测试In-circuit test：在线测试Insufficient Paste：膏量不足JIT（Just-in-time）：刚好准时laser reflow soldering：激光再流焊LCCC（Leadless Ceramic Chip Carrier）：无引脚陶瓷芯片载体Lead configuration：引脚外形Line certification：生产线确认located soldering：局部软钎焊low speed placement equipment：低速贴装机low temperature paste：低温焊膏Machine vision：机器视觉Mean time between failure ：MTBF平均故障间隔时间Manhattan effect：曼哈顿现象melf：圆柱形元件metal stencil：金属漏版Misalignment：偏斜Modularity：模块化Movement：移位no-clean solder paste：免清洗焊膏Non-Dewetting：不沾锡Nonwetting：不熔湿的optic correction system ：光学校准系统Organic activated ：OA有机活性的Packaging density：装配密度Photoploter：相片绘图仪Placement equipment：贴装设备past mask：焊膏膜(漏板）paste shelf life：焊膏贮存寿命PCB（Printed circuit board）：印刷电路板Pick-and-place：拾取-贴装设备placement accuracy：贴装精度placement direction：贴装方位Placement equipment：贴装设备placement pressure：贴装压力Placement Procedure：元件放置placement speed：贴装速度PLCC（Plastic Leaded Chip Carrier）：塑型有引脚芯片载体Poor Tack Retention：粘着力不足precise placement equipment：精密贴装机PTH （Pin Through the Hole）：通孔安装QFP（Quad Flat Package）：多引脚方形扁平封装Reflow soldering：回流焊接Repair：修理Repeatability：可重复性Rheology：流变学repeatability：重复性resolution：分辨率Rework：返工rotating deviation：旋转偏差Schematic：原理图Semi-aqueous cleaning：不完全水清洗Shadowing：阴影Silver chromate test：铬酸银测试Slump：坍落Solder bump：焊锡球Solderability：可焊性Soldermask：阻焊Solids：固体。
50本经济学ebook下载,包括部分教材
50本经济学ebook下载,包括部分教材50本经济学ebook下载，包括部分教材目录如下：期权、期货和衍生政权Options, futures and other derivatives, 6thmarketing management（10th）Investments--Bodie, Kane, Marcus 5ed国家竞争优势-中文版Principles Of marketingFundamentals of Financial Management, 10eInvestment Analysis And Portfolio Management(Reilly.Brown)7eJohn.Wiley.&.Sons.-.Analysis of equity investments.V aluationSolutions-Casella-BergerA_Handbook_of_Statistical_Analyses_Using_Stata(4th_Editio n)Handbook of Statistical Analyses Using SAS, Second Edition Advanced Macroeconomics 3rd ed. 4 Jul 2006宏观经济、微观经济《微观经济学》讲稿2005版Advanced Macroeconomics( by David Romer)Macroeconomics-5thEditionmicroeconomics--16edition--萨缪尔森布兰查德、费希尔《宏观经济学(高级教程)》多恩布什《宏观经济学》中译本多恩布什----宏观经济学（第八版英文版）高级国际金融学教程（国际宏观经济学基础）高级微观经济学－范里安(英文版)宏观经济学(曼昆第四版)讲义宏观经济学英文版讲义____曼昆宏观经济学中文版____曼昆微观经济学微观经济学（第四版，Robert S）微观经济学：现代观点·[美]H.范里安著Paul Wilmott Introduces Quantitative FinanceBusiness Analysis and V aluation Test and CasesFundamentals of Financial Management, 10eInvestment Analysis And Portfolio Management(Reilly.Brown)7eJohn.Wiley.&.Sons.-.Analysis of equity investments.V aluationInvestment Analysis and Portfolio Managementmyers fundamental of corporate finance, 3rd RossCorporate Finance (Stephen A. Ross 6th E 2002.02)Krugman_Obstfeld_-_International_Economics, 6thInternational Economics PPT2007 Handbook of International Auditing, Assurance, and Ethics Pronouncements Documenting Oracle Databases - Complete Oracle database schema auditing Options, Futures, and Other Derivatives下载地址：myers fundamental of corporate finance, 3rd RossISBN: 0-07-553109-7/doc/cc2449147.html,/?d=V9OI8M9Q Corporate Finance (Stephen A. Ross 6th E 2002.02)ISBN: 0-390-32000-5/doc/cc2449147.html,/?d=NRE6MRC2 Krugman_Obstfeld_-_International_Economics, 6thISBN: 0-321-11639-9/doc/cc2449147.html,/?d=PN9KZX2Q International Economics PPT/doc/cc2449147.html,/?d=7L42XSW5 2007 Handbook of International Auditing, Assurance, and Ethics Pronouncements ISBN: 1-931949-66-2/doc/cc2449147.html,/?d=P83TSP1N Documenting Oracle Databases - Complete Oracle database schema auditing ISBN: 0-9740716-6-8/doc/cc2449147.html,/?d=O4BM77G OOptions, Futures, and Other Derivatives cn期权、期货和衍生政权ISBN: 7-5080-1192-9/doc/cc2449147.html,/?d=H15MFW7 QOptions, futures and other derivatives, 6thISBN: 0-13-149908-4/doc/cc2449147.html,/?d=KOR0H6NS /doc/cc2449147.html,/?d=HBCKC1XC *************************************************marketing management（10th）ISBN: 0-536-63099-2/doc/cc2449147.html,/?d=O5EIBZJZ Investments--Bodie, Kane, Marcus 5edISBN: 0-390-32002-1/doc/cc2449147.html,/?d=KNVDTI47 国家竞争优势-中文版ISBN: 7-5080-2395-1/doc/cc2449147.html,/?d=ZJK6XYP6Paul Wilmott Introduces Quantitative Finance/doc/cc2449147.html,/?d=WA9GRYOVBusiness Analysis and V aluation Test and Cases/doc/cc2449147.html,/?d=OJJ1DW3F Fundamentals of Financial Management, 10e/doc/cc2449147.html,/?d=7DSEO94C Investment Analysis And Portfolio Management(Reilly.Brown)7e/doc/cc2449147.html,/?d=RBZHD3QP John.Wiley.&.Sons.-.Analysis of equity investments.V aluation ISBN: 0-935015-76-0/doc/cc2449147.html,/?d=5V57J66G Investment Analysis and Portfolio Management/doc/cc2449147.html,/?d=E21112OF Principles Of MarketingISBN: 0-13-262254-8/doc/cc2449147.html,/?d=RT8KEOB8 Fundamentals of Financial Management, 10e/doc/cc2449147.html,/?d=7DSEO94C Investment Analysis And Portfolio Management(Reilly.Brown)7e/doc/cc2449147.html,/?d=RBZHD3QP John.Wiley.&.Sons.-.Analysis of equity investments.V aluation ISBN: 0-935015-76-0/doc/cc2449147.html,/?d=5V57J66G Solutions-Casella-Berger/doc/cc2449147.html,/?d=SNB7P4DK A_Handbook_of_Statistical_Analyses_Using_Stata(4th_Editio n) /doc/cc2449147.html,/?d=8WOKCJ8MHandbook of Statistical Analyses Using SAS, Second Edition /doc/cc2449147.html,/?d=IBTJ50AW *************************************************宏观经济、微观经济《微观经济学》讲稿2005版/doc/cc2449147.html,/?d=XNKA4677 Advanced Macroeconomics( by David Romer)ISBN: 0-07-053667-8/doc/cc2449147.html,/?d=OZSY6053 Macroeconomics-5thEditionISBN: 没写/doc/cc2449147.html,/?d=J1K2K6K3 microeconomics--16edition--萨缪尔森ISBN: 7-5-80-1578-9/doc/cc2449147.html,/?d=GRHKWLQ Q布兰查德、费希尔《宏观经济学(高级教程)》ISBN: 没写/doc/cc2449147.html,/?d=I09KDY0O 多恩布什《宏观经济学》中译本ISBN: 没写/doc/cc2449147.html,/?d=3I80KQYQ 多恩布什----宏观经济学（第八版英文版）ISBN: 没写/doc/cc2449147.html,/?d=78M2U5YX 高级国际金融学教程（国际宏观经济学基础）ISBN: 7－5049－2770－8/doc/cc2449147.html,/?d=OBDYE2FH 高级微观经济学－范里安(英文版)ISBN: 0－393－95735－7/doc/cc2449147.html,/?d=3E3JLUUJ 宏观经济学(曼昆第四版)讲义/doc/cc2449147.html,/?d=116Q8VW D宏观经济学英文版讲义____曼昆/doc/cc2449147.html,/?d=SSTZL8Y8 宏观经济学中文版____曼昆ISBN: 没写/doc/cc2449147.html,/?d=4ZYX5O3W 微观经济学ISBN:/doc/cc2449147.html,/?d=KDIQLJ76 微观经济学高级教程第三版·[美]哈尔·瓦里安著ISBN: 7－5058－1226－2/doc/cc2449147.html,/?d=3XNA6NU O微观经济学（第四版，Robert S）ISBN: 7－300－03496－9/doc/cc2449147.html,/?d=IG38D2SC 微观经济学：现代观点·[美]H.范里安著ISBN: 7－208－01885－5/doc/cc2449147.html,/?d=KT9FK03P Advanced Macroeconomics 3rd ed. 4 Jul 2006 ISBN: 0-07-287730-8/doc/cc2449147.html,/?d=0ZGYUJOK。
Fundamentals of Manufacturing Technology
Introduction
What is Manufacturing Technology It is defined that the basic subjects are mechanical products, including parts, components and machines, emphasizing the operating processes and methods involved for machining and assembly. Significance of Mechanical Manufacturing A Machine Industry and Its Significance B Manufacturing Technology United States, West Europe, Japan, China C Nation and defence power Property and Subject of the Course It is an very important fundamental course in Specialty of Mechanical Engineering；Examined compulsory course .
Contents and Features of the Course
Main Contents A) Preface:development of the subject, procedure of the production,pattern and location of the component in machining B) Machining accuracy and controlling C) Machined surface quality and stipulation D) Planning of mechanical processes E) Design of assembly process procedures E) Design principles and methods of jigs/fixtures for machine tools F)Trends & developments in manufacturing technology
Keysight NFA系列噪声度分析器说明书
Noise Figure AnalyzersN8972A N8973A N8974A N8975ANFA SeriesA Flexible and Intuitive User InterfaceThe user interface on the new NFA series of Noise Figure Analyzers is intuitive and easy to use, with easy to find keys, which are sized and then placed in the relevant key group according to function. The soft-key depths have been kept to a minimum and there are clear visual indicators on the screen showing the current machine state.Easy Measurement SetupThe NFA series of Noise Figure Analyzers now takes the pain out of complex measurement setups, with their simple but instructive menus. The built-in help button gives key function and remote pro-gramming commands, that should eliminate the need to carry man-uals when setting up measurements.Low Instrumentation UncertaintyWhen making noise figure measurements, a key parameter to be aware of is measurement uncertainty. The NFA has a low instru-mentation uncertainty to aid in accurate and repeatable measure-ment of manufacturers’ components. In addition, to aid customers in setting their components/systems specifications, Agilent has pro-duced a web-based uncertainty calculator that will give customers information on how to improve and classify their measurement specifications more accurately.For more information, visit our web site at: /find/nfIncrease Measurement ThroughputIn manufacturing environments, fast measurement speed and repeatability are critical. The NFA series of Noise Figure Analyzers now include many features that can reduce your measurement time and increase throughput. The frequency list function allows you to select specific points within a complete measurement span to make your measurement. The Sweep averaging function allows a real-time update to the screen during a measurement, as you adjust the per-formance of the DUT during a sweep. Both these functions, as well as the limit line functionality for quick and easy pass/fail testing and the additional ability to recall complete calibrated instrument states, increase productivity and measurement throughput.Enhanced ConnectivityThe built-in floppy disk drive, GPIB, RS232 serial and Printer port connectors allow quick and easy data transfer between the analyzer and a PC or workstation. There is also a built-in VGA connector for connecting a large-screen monitor.Color Graphical DisplayTo enhance usability, the new Noise Figure Analyzers now come with an integrated 17 cm full color LCD display, for simultaneous viewing of noise figure and gain against frequency. There are three different formats for viewing measurements, the two separate chan-nel or combined graph format, a table format, and a spot frequency noise figure and gain measurement “meter” format.Ease of AutomationThe NFA series of Noise Figure Analyzers include 2 industry-stan-dard GPIB ports and an RS232 serial port, to aid in the automated control of the instrument. The second GPIB port is dedicated to Local oscillator control. The default control language is SCPI, but users can also define custom LO commands.Ease of IntegrationTo aid with the integration of the new analyzer into manufacturing environments, Agilent has produced a Programmers Reference Manual containing example programs to help migrate to the new system. The NFA is not code compatible with the 8970B, nor can it control the 8971C.Full Measurement CapabilityFeatures present in all NFA series noise figure analyzers•ENR data automatically loaded into NFA series noise figure analyzer when using SNS noise source•Floppy disk loading and saving of ENR data when used with a 346 or 347 noise source•Enhanced analysis through Limit lines and Marker functions •Enhanced PC and printer connectivity and VGA output•Internal data storage capable of storing up to 30 different state,trace, and setup files (dependent upon measurement complexity)•4 MHz measurement bandwidth•Frequency list mode, which enables the user to avoid known, polluted frequencies during a measurement or, used tactically to speed up a measurementFeatures only Available on the N8973A, N8974A, N8975A•Lower noise figure measurement uncertainty ±<0.05 dB•Six user selectable bandwidths (100 KHz, 200 KHz, 400 KHz, 1 MHz, 2 MHz, and 4 MHz)• Enhanced speed•A flexible and intuitive user interface •Easy measurement setup •Low instrument uncertainty•Color graphical display of noise figure and gain versus frequency •Enhanced PC and printer connectivity•SNS, 346 and 347 Series noise source compatible•Ability to automatically upload ENR calibration data from SNS Series noise source•Local oscillator control through second dedicated GP-IB •3-year warranty as standardN8973ANoise Figure AnalyzersN8972A N8973A N8974A N8975A NFA Series Key SpecificationsSpecifications apply over 0°C to +55°C unless otherwise noted. Theanalyzer will meet its specifications after 2 hours of storage withinthe operating temperature range, 60 minutes after the analyzer isturned on, with Alignment running. A user calibration is requiredbefore corrected measurements can be made.Frequency RangeNFA Series:N8972A10 MHz to 1.5 GHzN8973A10 MHz to 3 GHzN8974A10 MHz to 6.7 GHzN8975A10 MHz to 26.5 GHzMeasurement Speed (nominal)8 Averages 64 AveragesN8972A:<100 ms/measurement<80 ms/measurementN8973A:<50 ms/measurement<42 ms/measurementN8974A:<70 ms/measurement<50 ms/measurementN8975A:<70 ms/measurement <50 ms/measurementMeasurement Bandwidth (nominal)N8972A:4 MHzN8973A, N8974A, N8975A:4 MHz, 2 MHz, 1 MHz, 400 kHz, 200 kHz, 100 kHzNoise Figure and Gain(Performance is dependent upon ENR of noise source used)N8972A Noise Source ENR4 – 7 dB12 – 17 dB20 – 22 dBNoise FigureMeasurement range0 to 20 dB0 to 30 dB0 to 35 dBInstrument uncertainty±<0.1 dB±<0.1 dB±<0.15 dBGainMeasurement range–20 to +40 dBInstrument uncertainty±<0.17 dBN8973A, N8974A and Noise Source ENRN8975A(10 MHz to 3.0 GHz) 4 – 7 dB12 – 17 dB20 – 22 dBNoise FigureMeasurement range0 to 20 dB0 to 30 dB0 to 35 dBInstrument uncertainty±<0.05 dB±<0.05 dB±<0.1 dBGainMeasurement range –20 to +40 dBInstrument uncertainty±<0.17 dBN8974A and N8975A Noise Source ENR(>3.0 GHz) 4 – 7 dB12 – 17 dB20 – 22 dBNoise FigureMeasurement range0 to 20 dB0 to 30 dB0 to 35 dBInstrument uncertainty±<0.15 dB±<0.15 dB±<0.2 dBGainMeasurement range–20 to +40 dBInstrument uncertainty±<0.17 dBCharacteristic1Noise figure at 23ºC ±3ºC (10 MHz to 3.0 GHz)Characteristic1Noise figure at 23ºC ±3ºC (3.0 GHz to 26.5 GHz)Characteristic values are met or bettered by 90% of instruments with 90%confidence.Frequency ReferenceStandard Opt.1D5Aging±<2 ppm1/year±<0.1 ppm/yearTemperature stability±<6 ppm±<0.01 ppmSettability ±<0.5 ppm±<0.01 ppmTuning Accuracy (Start, Stop, Center, Marker)4 MHz Measurement Bandwidth (default on all models of Noise FigureAnalyzer)Frequency Error10 MHz – 3.0 GHz±<Reference error + 100 kHz3.0 GHz – 26.5 GHz±<Reference error + 400 kHz<4MHz Measurement Bandwidth (functionality not present in N8972A)Frequency Error10 MHz – 3.0 GHz±<Reference error + 20 kHz3.0 GHz – 26.5 GHz±<Reference error + 20% of measurementbandwidthParts Per Million (10e-6)1086421050010001500200025003000Frequency (MHz)NoiseFigure(dB)8911112Frequency (MHz)NoiseFigure(dB)3388347756517418833818791871721956118112724136814492153761626171451829189131879716812156522419233342421251225986265Noise Figure AnalyzersN8972A N8973A N8974A N8975AGeneral SpecificationsDimensionsWithout handle: 222 mm H x 375 mm W x 410 mm D With handle (max): 222 mm H x 409 mm W x 515 mm D Weight (typical, without options)N8972A:15.3 kg N8973A:15.5 kg N8974A:17.5 kg N8975A:17.5 kgData Storage (nominal)Internal drive: 30 traces, states or ENR tables Floppy disk: 30 traces, states or ENR tablesPower RequirementsOn (line 1): 90 to 132 V rms, 47 to 440 Hz, 195 to 250 V rms, 47 to 66 Hz Power consumption: <300 W Standby (line 0): <5 W Temperature RangeOperating: 0ºC to +55ºC Storage: –40ºC to +70ºCHumidity RangeOperating: Up to 95% relative humidity to 40ºC (non-condensing)Altitude range: Operating to 4,600 meters Calibration Interval1-year minimum recommendedElectromagnetic CompatibilityComplies with the requirements of the EMC directive 89/336/EEC. This includes Generic Immunity Standard EN 50082-1:1992 and Radiated Interference Standard CISPR 11:1990/EN 55011:1991, Group 1 Class A.The conducted and radiated emissions performance typically meets CISPR 11:1990/EN 55011:1991 Group 1 Class B limits.Warranty3-Year warranty as standardKey LiteratureNoise Figure Analyzers, NFA Series, Brochure, p/n 5980-0166ENoise Figure Analyzers, NFA Series, Data Sheet, p/n 5980-0164ENoise Figure Analyzers, NFA Series, Configuration Guide, p/n 5980-0163EFundamentals of RF and Microwave Noise Figure Measurements, App note 57-1, p/n 5952-8255E Noise Figure Measurement Accuracy, App note 57-2, p/n 5952-370610 Hints for Making Successful Noise Figure Measurements, p/n 5980-0228E N8972A and N8973A, NFA Series, Noise Figure Analyzer ProgrammingExamples, p/n 5968-9498EOrdering InformationN8972A 10 MHz to 1.5 GHz NFA Series Noise Figure Analyzer N8973A 10 MHz to 3.0 GHz NFA Series Noise Figure Analyzer N8974A 10 MHz to 6.7 GHz NFA Series Noise Figure Analyzer N8975A 10 MHz to 26.5 GHz NFA Series Noise Figure AnalyzerAll options, other than those marked with *, can be ordered at any time for use with an instrument.Frequency ReferenceN897xA-1D5NFA series high stability frequency reference*Calibration DocumentationN897xA-A6J NFA series ANSI Z540 compliant calibration with test data*AccessoriesN897xA-1CP NFA series rackmount and handle kit N897xA-UK9NFA series front panel coverN897xA-1FP NFA series calibration, performance verification and adjustment softwareDocumentationA hard copy and CD version of the English language Quick Reference Guide, User’s Guide, Programmers Reference, and Calibration andPerformance Verification Manual are included with the NFA as standard.Selections can be made to change the localization of the manual set or to delete the hardcopy.N897xA-AB0NFA series manual set for Taiwan – Chinese localization N897xA-AB1NFA series manual set – Korean localization N897xA-AB2NFA series manual set – Chinese localization N897xA-ABE NFA series manual set – Spanish localization N897xA-ABF NFA series manual set – French localization N897xA-ABZ NFA series manual set – Italian localization N897xA-ABD NFA series manual set – German localization N897xA-ABJ NFA series manual set – Japanese localization N897xA-0B0Delete hardcopy manual set*Note: The localized options will include a localized version of the Quick Reference Guide and User Guide, and an English language version of the Programmers Reference, and Calibration and Performance Verification Manual.Additional DocumentationN897xA-0B1NFA series manual set (English version)N897xA-0B2NFA series user manual (English version)N897xA-0BF NFA series programmers reference (English version)Service Options:Warranty and Service Standard warranty is 3 years. For warranty and service of 5 years, please order R-51B-001-5F: “3 year Return-to Agilent warranty extended to 5 years” (quantity = 1).Calibration 2For 3 years, order 36 months of the appropriate calibration plan shown below. For 5 years, specify 60 months.R-50C-001Standard calibration plan*R-50C-002Standard compliant calibration plan*Options not available in all countries。
CMA美国注册管理会计师考试 中文 p1 试题及答案119
美国注册管理会计师考试中文p1 试题及答案1、一家制造公司在期初开始生产一批产品，那时还没有在制品。
在生产过程的一开始就加入直接材料，直接人工和间接费用在生产过程中被均匀地加入。
如果在期末，产品完成了60%的转换成本。
那么这些成本在以下哪项帐号中?A、直接材料成本在材料存货中，所有转换成本在在制品存货中B、60%的转换成本在在制品存货中，直接材料在产成品存货中C、60%的转换成本在工厂间接费用中，直接材料成本在产成品存货中D、所有成本都在在制品存货中试题解析：在制品存货中包含所有已经开始生产，但在期末还未完工的直接材料成本和转换成本。
虽然直接材料在生产过程开始时就加入，但由于产品没有完成，材料成本仍在未完成的产品中。
2、以下哪项不是期间费用?A、公司副总裁汽车的折旧B、销售佣金C、数据输入成本D、钻床的钻头试题解析：钻床的钻头是产品成本，因为他们直接与生产相关，并且提供可衡量的未来收益。
销售与管理成本、营销成本、数据处理以及高管的成本都是期间费用。
3、一个企业有$100,000的直接材料成本，$50,000的直接人工成本，以及$80,000的间接费用。
以下哪项是正确的?A、主要成本是$130,000; 转换成本是$150,000B、主要成本是$150,000; 转换成本是$130,000C、主要成本是$180,000; 转换成本是$150,000D、主要成本是$150,000; 转换成本是$180,000试题解析：主要成本是直接人工成本和直接材料成本的和。
转换成本是直接人工成本和间接费用的和4、一个公司在他的会计系统中有一个收集和组织成本信息的方法，称为(1)_______。
这个系统执行(2)_______，这个系统(3)_______间接成本，以及(4)_______ 直接成本。
A、(1)成本归集，(2)成本分配，(3)分摊，(4)追溯B、(1) 成本分配，(2)成本归集，(3)分摊，(4)追溯C、(1) 成本归集，(2)成本分摊，(3) 追溯，(4)分摊D、(1)成本分配，(2)成本归集，(3)追溯，(4)分摊试题解析：成本归集在一个会计系统里收集和组织成本。
ISO 9000-2015基础与术语(E,20150915)
© ISO 2015Quality management systems — Fundamentals and vocabularySystèmes de management de la qualité — Principes essentiels et vocabulaireINTERNATIONAL STANDARDISO 9000Fourth edition 2015-09-15Reference number ISO 9000:2015(E)ISO 9000:2015(E)ii© ISO 2015 – All rights reservedCOPYRIGHT PROTECTED DOCUMENT© ISO 2015, Published in SwitzerlandAll rights reserved. Unless otherwise specified, no part of this publication may be reproduced or utilized otherwise in any form or by any means, electronic or mechanical, including photocopying, or posting on the internet or an intranet, without prior written permission. Permission can be requested from either ISO at the address below or ISO’s member body in the country of the requester.ISO copyright officeCh. de Blandonnet 8 • CP 401CH-1214 Vernier, Geneva, Switzerland Tel. +41 22 749 01 11Fax +41 22 749 09 47copyright@ --`,,,``,`````,,``,,,``,`,,,-`-`,,`,,`,`,,`---ISO 9000:2015(E)Contents Page Foreword (iv)Introduction (v)1 Scope (1)2 Fundamental concepts and quality management principles (1)2.1 General (1)2.2 Fundamental concepts (2)2.2.1 Quality (2)2.2.2 Quality management system (2)2.2.3 Context of an organization (2)2.2.4 Interested parties (2)2.2.5 Support (2)2.3 Quality management principles (3)2.3.1 Customer focus (3)2.3.2 Leadership (4)2.3.3 Engagement of people (5)2.3.4 Process approach (6)2.3.5 Improvement (6)2.3.6 Evidence-based decision making (7)2.3.7 Relationship management (8)2.4 Developing the QMS using fundamental concepts and principles (9)2.4.1 QMS model (9)2.4.2 Development of a QMS (9)2.4.3 QMS standards, other management systems and excellence models (10)3 Terms and definitions (10)3.1 Terms related to person or people (10)3.2 Terms related to organization (11)3.3 Terms related to activity (13)3.4 Terms related to process (15)3.5 Terms related to system (16)3.6 Terms related to requirement (18)3.7 Terms related to result (20)3.8 Terms related to data, information and document (23)3.9 Terms related to customer (25)3.10 Terms related to characteristic (26)3.11 Terms related to determination (27)3.12 Terms related to action (29)3.13 Terms related to audit (30)Annex A (informative) Concept relationships and their graphical representation (33)Bibliography (47)Alphabetical index of terms (49)© ISO 2015 – All rights reserved iiiISO 9000:2015(E)ForewordISO (the International Organization for Standardization) is a worldwide federation of national standards bodies (ISO member bodies). The work of preparing International Standards is normally carried out through ISO technical committees. Each member body interested in a subject for which a technical committee has been established has the right to be represented on that committee. International organizations, governmental and non-governmental, in liaison with ISO, also take part in the work. ISO collaborates closely with the International Electrotechnical Commission (IEC) on all matters of electrotechnical standardization.The procedures used to develop this document and those intended for its further maintenance are described in the ISO/IEC Directives, Part 1. In particular the different approval criteria needed for the different types of ISO documents should be noted. This document was drafted in accordance with the editorial rules of the ISO/IEC Directives, Part 2 (see /directives). Attention is drawn to the possibility that some of the elements of this document may be the subject of patent rights. ISO shall not be held responsible for identifying any or all such patent rights. Details of any patent rights identified during the development of the document will be in the Introduction and/or on the ISO list of patent declarations received (see /patents).Any trade name used in this document is information given for the convenience of users and does not constitute an endorsement.For an explanation on the meaning of ISO specific terms and expressions related to conformity assessment, as well as information about ISO’s adherence to World Trade Organization (WTO) principles in the Technical Barriers to Trade (TBT) see the following URL: /iso/foreword.html. The committee responsible for this document is Technical Committee ISO/TC 176, Quality management and quality assurance, Subcommittee SC 1, Concepts and terminology.This fourth edition cancels and replaces the third edition (ISO 9000:2005), which has been technically revised.iv© ISO 2015 – All rights reservedISO 9000:2015(E)IntroductionThis International Standard provides the fundamental concepts, principles and vocabulary for quality management systems (QMS) and provides the foundation for other QMS standards. This International Standard is intended to help the user to understand the fundamental concepts, principles and vocabulary of quality management, in order to be able to effectively and efficiently implement a QMS and realize value from other QMS standards.This International Standard proposes a well-defined QMS, based on a framework that integrates established fundamental concepts, principles, processes and resources related to quality, in order to help organizations realize their objectives. It is applicable to all organizations, regardless of size, complexity or business model. Its aim is to increase an organization’s awareness of its duties and commitment in fulfilling the needs and expectations of its customers and interested parties, and in achieving satisfaction with its products and services.This International Standard contains seven quality management principles supporting the fundamental concepts described in 2.2. In 2.3, for each quality management principle, there is a “statement” describing each principle, a “rationale” explaining why the organization would address the principle, “key benefits” that are attributed to the principles, and “possible actions” that an organization can take in applying the principle.This International Standard contains the terms and definitions that apply to all quality management and QMS standards developed by ISO/TC 176, and other sector-specific QMS standards based on those standards, at the time of publication. The terms and definitions are arranged in conceptual order, with an alphabetical index provided at the end of the document. Annex A includes a set of diagrams of the concept systems that form the concept ordering.NOTE Guidance on some additional frequently-used words in the QMS standards developed by ISO/TC 176, and which have an identified dictionary meaning, is provided in a glossary available at: http://www.iso. org/iso/03_terminology_used_in_iso_9000_family.pdf--`,,,``,`````,,``,,,``,`,,,-`-`,,`,,`,`,,`---© ISO 2015 – All rights reserved v--`,,,``,`````,,``,,,``,`,,,-`-`,,`,,`,`,,`---Quality management systems — Fundamentals and vocabulary1 ScopeThis International Standard describes the fundamental concepts and principles of quality management which are universally applicable to the following:— organizations seeking sustained success through the implementation of a quality management system;— customers seeking confidence in an organization’s ability to consistently provide products andservices conforming to their requirements;— organizations seeking confidence in their supply chain that product and service requirements willbe met;— organizations and interested parties seeking to improve communication through a commonunderstanding of the vocabulary used in quality management;— organizations performing conformity assessments against the requirements of ISO 9001;— providers of training, assessment or advice in quality management;— developers of related standards.This International Standard specifies the terms and definitions that apply to all quality management and quality management system standards developed by ISO/TC 176.2 Fundamental concepts and quality management principles2.1 GeneralThe quality management concepts and principles described in this International Standard give the organization the capacity to meet challenges presented by an environment that is profoundly different from recent decades. The context in which an organization works today is characterized by accelerated change, globalization of markets and the emergence of knowledge as a principal resource. The impact of quality extends beyond customer satisfaction: it can also have a direct impact on the organization’s reputation.Society has become better educated and more demanding, making interested parties increasingly more influential. By providing fundamental concepts and principles to be used in the development of a quality management system (QMS), this International Standard provides a way of thinking about the organization more broadly.All concepts, principles and their interrelationships should be seen as a whole and not in isolation of each other. No individual concept or principle is more important than another. At any one time, finding the right balance in application is critical.INTERNATIONAL STANDARD ISO 9000:2015(E)© ISO 2015 – All rights reserved1N o r e p r o d u c t i o n o r n e t w o r k i n g p e r m i t t e d w i t h o u t l i c e n s e f r o m I H SISO 9000:2015(E)2.2 Fundamental concepts2.2.1 QualityAn organization focused on quality promotes a culture that results in the behaviour, attitudes, activities and processes that deliver value through fulfilling the needs and expectations of customers and other relevant interested parties.The quality of an organization’s products and services is determined by the ability to satisfy customers and the intended and unintended impact on relevant interested parties.The quality of products and services includes not only their intended function and performance, but also their perceived value and benefit to the customer.2.2.2 Quality management systemA QMS comprises activities by which the organization identifies its objectives and determines the processes and resources required to achieve desired results.The QMS manages the interacting processes and resources required to provide value and realize results for relevant interested parties.The QMS enables top management to optimize the use of resources considering the long and short term consequences of their decision.A QMS provides the means to identify actions to address intended and unintended consequences in providing products and services.2.2.3 Context of an organizationUnderstanding the context of the organization is a process. This process determines factors which influence the organization’s purpose, objectives and sustainability. It considers internal factors such as values, culture, knowledge and performance of the organization. It also considers external factors such as legal, technological, competitive, market, cultural, social and economic environments. Examples of the ways in which an organization’s purpose can be expressed include its vision, mission, policies and objectives.2.2.4 Interested partiesThe concept of interested parties extends beyond a focus solely on the customer. It is important to consider all relevant interested parties.Part of the process for understanding the context of the organization is to identify its interested parties. The relevant interested parties are those that provide significant risk to organizational sustainability if their needs and expectations are not met. Organizations define what results are necessary to deliver to those relevant interested parties to reduce that risk. Organizations attract, capture and retain the support of the relevant interested parties they depend upon for their success.2.2.5 Support2.2.5.1 GeneralTop management support of the QMS and engagement of people enables:— provision of adequate human and other resources;— monitoring processes and results;2 © ISO 2015 – All rights reservedISO 9000:2015(E)— determining and evaluating of risks and opportunities;— implementing appropriate actions.Responsible acquisition, deployment, maintenance, enhancement and disposal of resources support the organization in achieving its objectives.2.2.5.2 PeoplePeople are essential resources within the organization. The performance of the organization is dependent upon how people behave within the system in which they work.--`,,,``,`````,,``,,,``,`,,,-`-`,,`,,`,`,,`---Within an organization, people become engaged and aligned through a common understanding of the quality policy and the organization’s desired results.2.2.5.3 CompetenceA QMS is most effective when all employees understand and apply the skills, training, education and experience needed to perform their roles and responsibilities. It is the responsibility of top management to provide opportunities for people to develop these necessary competencies.2.2.5.4 AwarenessAwareness is attained when people understand their responsibilities and how their actions contribute to the achievement of the organization’s objectives.2.2.5.5 CommunicationPlanned and effective internal (i.e. throughout the organization) and external (i.e. with relevant interested parties) communication enhances people’s engagement and increased understanding of:— the context of the organization;— the needs and expectations of customers and other relevant interested parties;— the QMS.2.3 Quality management principles2.3.1 Customer focus2.3.1.1 StatementThe primary focus of quality management is to meet customer requirements and to strive to exceed customer expectations.2.3.1.2 RationaleSustained success is achieved when an organization attracts and retains the confidence of customers and other relevant interested parties. Every aspect of customer interaction provides an opportunity to create more value for the customer. Understanding current and future needs of customers and other interested parties contributes to the sustained success of the organization.2.3.1.3 Key benefitsSome potential key benefits are:— increased customer value;© ISO 2015 – All rights reserved 3ISO 9000:2015(E)— increased customer satisfaction;— improved customer loyalty;— enhanced repeat business;— enhanced reputation of the organization;— expanded customer base;— increased revenue and market share.2.3.1.4 Possible actionsPossible actions include:— recognize direct and indirect customers as those who receive value from the organization;— understand customers’ current and future needs and expectations;— link the organization’s objectives to customer needs and expectations;— communicate customer needs and expectations throughout the organization;— plan, design, develop, produce, deliver and support products and services to meet customer needs and expectations;— measure and monitor customer satisfaction and take appropriate actions;— determine and take action on relevant interested parties’ needs and appropriate expectations that can affect customer satisfaction;— actively manage relationships with customers to achieve sustained success.2.3.2 Leadership2.3.2.1 StatementLeaders at all levels establish unity of purpose and direction and create conditions in which people are engaged in achieving the organization’s quality objectives.2.3.2.2 RationaleCreation of unity of purpose and the direction and engagement of people enable an organization to align its strategies, policies, processes and resources to achieve its objectives.2.3.2.3 Key benefitsSome potential key benefits are:— increased effectiveness and efficiency in meeting the organization’s quality objectives;— better coordination of the organization’s processes;— improved communication between levels and functions of the organization;— development and improvement of the capability of the organization and its people to deliver desired results.--`,,,``,`````,,``,,,``,`,,,-`-`,,`,,`,4 © ISO 2015 – All rights reserved2.3.2.4 Possible actionsPossible actions include:— communicate the organization’s mission, vision, strategy, policies and processes throughout the organization;— create and sustain shared values, fairness and ethical models for behaviour at all levels of the organization;— establish a culture of trust and integrity;— encourage an organization-wide commitment to quality;— ensure that leaders at all levels are positive examples to people in the organization;— provide people with the required resources, training and authority to act with accountability;— inspire, encourage and recognize the contribution of people.2.3.3 Engagement of people2.3.3.1 StatementCompetent, empowered and engaged people at all levels throughout the organization are essential to enhance the organization’s capability to create and deliver value.2.3.3.2 RationaleIn order to manage an organization effectively and efficiently, it is important to respect and involve all people at all levels. Recognition, empowerment and enhancement of competence facilitate the engagement of people in achieving the organization’s quality objectives.2.3.3.3 Key benefitsSome potential key benefits are:— improved understanding of the organization’s quality objectives by people in the organization and increased motivation to achieve them;— enhanced involvement of people in improvement activities;— enhanced personal development, initiatives and creativity;— enhanced people satisfaction;— enhanced trust and collaboration throughout the organization;— increased attention to shared values and culture throughout the organization.2.3.3.4 Possible actionsPossible actions include:— communicate with people to promote understanding of the importance of their individual contribution;— promote collaboration throughout the organization;— facilitate open discussion and sharing of knowledge and experience;— empower people to determine constraints to performance and to take initiatives without fear;© ISO 2015 – All rights reserved 5— recognize and acknowledge people’s contribution, learning and improvement;— enable self-evaluation of performance against personal objectives;— conduct surveys to assess people’s satisfaction, communicate the results and take appropriate actions.2.3.4 Process approach2.3.4.1 StatementConsistent and predictable results are achieved more effectively and efficiently when activities are understood and managed as interrelated processes that function as a coherent system.2.3.4.2 RationaleThe QMS consists of interrelated processes. Understanding how results are produced by this system enables an organization to optimize the system and its performance.2.3.4.3 Key benefitsSome potential key benefits are:— enhanced ability to focus effort on key processes and opportunities for improvement;— consistent and predictable outcomes through a system of aligned processes;— optimized performance through effective process management, efficient use of resources and reduced cross-functional barriers;— enabling the organization to provide confidence to interested parties related to its consistency, effectiveness and efficiency.2.3.4.4 Possible actionsPossible actions include:— define objectives of the system and processes necessary to achieve them;— establish authority, responsibility and accountability for managing processes;— understand the organization’s capabilities and determine resource constraints prior to action;— determine process interdependencies and analyse the effect of modifications to individual processes on the system as a whole;— manage processes and their interrelations as a system to achieve the organization’s quality objectives effectively and efficiently;— ensure the necessary information is available to operate and improve the processes and to monitor, analyse and evaluate the performance of the overall system;— manage risks which can affect outputs of the processes and overall outcomes of the QMS.2.3.5 Improvement2.3.5.1 StatementSuccessful organizations have an ongoing focus on improvement.6 © ISO 2015 – All rights reserved N o r e p r o d u c t i o n o r n e t w o r k i n g p e r m i t t e d w i t h o u t l i c e n s e f r o m I H S2.3.5.2 RationaleImprovement is essential for an organization to maintain current levels of performance, to react to changes in its internal and external conditions and to create new opportunities.2.3.5.3 Key benefitsSome potential key benefits are:— improved process performance, organizational capability and customer satisfaction;— enhanced focus on root cause investigation and determination, followed by prevention and corrective actions;— enhanced ability to anticipate and react to internal and external risks and opportunities;— enhanced consideration of both incremental and breakthrough improvement;— improved use of learning for improvement;— enhanced drive for innovation.2.3.5.4 Possible actionsPossible actions include:— promote establishment of improvement objectives at all levels of the organization;— educate and train people at all levels on how to apply basic tools and methodologies to achieve improvement objectives;— ensure people are competent to successfully promote and complete improvement projects; --`,,,``,`````,,``,,,``,`,,,-`-`,,`,,`,`,,`---— develop and deploy processes to implement improvement projects throughout the organization;— track, review and audit the planning, implementation, completion and results of improvement projects;— integrate improvement consideration into development of new or modified products and services and processes;— recognize and acknowledge improvement.2.3.6 Evidence-based decision making2.3.6.1 StatementDecisions based on the analysis and evaluation of data and information are more likely to produce desired results.2.3.6.2 RationaleDecision-making can be a complex process and it always involves some uncertainty. It often involves multiple types and sources of inputs, as well as their interpretation, which can be subjective. It is important to understand cause and effect relationships and potential unintended consequences. Facts, evidence and data analysis lead to greater objectivity and confidence in decision making.2.3.6.3 Key benefitsSome potential key benefits are:— improved decision making processes;© ISO 2015 – All rights reserved 7— improved assessment of process performance and ability to achieve objectives;— improved operational effectiveness and efficiency;— increased ability to review, challenge and change opinions and decisions;— increased ability to demonstrate the effectiveness of past decisions.2.3.6.4 Possible actionsPossible actions include:— determine, measure and monitor key indicators to demonstrate the organization’s performance;— make all data needed available to the relevant people;— ensure that data and information are sufficiently accurate, reliable and secure;— analyse and evaluate data and information using suitable methods;— ensure people are competent to analyse and evaluate data as needed;— make decisions and take actions based on evidence, balanced with experience and intuition.2.3.7 Relationship management2.3.7.1 StatementFor sustained success, organizations manage their relationships with relevant interested parties, such as providers.2.3.7.2 RationaleRelevant interested parties influence the performance of an organization. Sustained success is more likely to be achieved when the organization manages relationships with all of its interested parties to optimize their impact on its performance. Relationship management with its provider and partner networks is of particular importance.2.3.7.3 Key benefitsSome potential key benefits are:— enhanced performance of the organization and its relevant interested parties through responding to the opportunities and constraints related to each interested party;— common understanding of objectives and values among interested parties;— increased capability to create value for interested parties by sharing resources and competence and managing quality related risks;--`,,,``,`````,,``,,,``,`,,,-`-`,,`,,`,`,,`---— a well-managed supply chain that provides a stable flow of products and services.2.3.7.4 Possible actionsPossible actions include:— determine relevant interested parties (such as providers, partners, customers, investors, employees or society as a whole) and their relationship with the organization;— determine and prioritize interested party relationships that need to be managed;8 © ISO 2015 – All rights reserved— establish relationships that balance short-term gains with long-term considerations;— gather and share information, expertise and resources with relevant interested parties;— measure performance and provide performance feedback to interested parties, as appropriate, to enhance improvement initiatives;— establish collaborative development and improvement activities with providers, partners and other interested parties;— encourage and recognize improvements and achievements by providers and partners.2.4 Developing the QMS using fundamental concepts and principles2.4.1 QMS model2.4.1.1 GeneralOrganizations share many characteristics with humans as a living and learning social organism. Both are adaptive and comprise interacting systems, processes and activities. In order to adapt to their varying context, each needs the ability to change. Organizations often innovate to achieve breakthrough improvements. An organization’s QMS model recognizes that not all systems, processes and activities can be predetermined; therefore it needs to be flexible and adaptable within the complexities of the organizational context.2.4.1.2 SystemOrganizations seek to understand the internal and external context to identify the needs and expectations of relevant interested parties. This information is used in the development of the QMS to achieve organizational sustainability. The outputs from one process can be the inputs into other processes and are interlinked into the overall network. Although often appearing to be comprised of similar processes, each organization and its QMS is unique.2.4.1.3 ProcessesThe organization has processes that can be defined, measured and improved. These processes interact to deliver results consistent with the organization’s objectives and cross functional boundaries. Some processes can be critical while others are not. Processes have interrelated activities with inputs to deliver outputs.2.4.1.4 ActivityPeople collaborate within a process to carry out their daily activities. Some activities are prescribed and depend on an understanding of the objectives of the organization, while others are not and react to external stimuli to determine their nature and execution.2.4.2 Development of a QMSA QMS is a dynamic system that evolves over time through periods of improvement. Every organization has quality management activities, whether they have been formally planned or not. This International Standard provides guidance on how to develop a formal system to manage these activities. It is necessary to determine activities which already exist in the organization and their suitability regarding the context of the organization. This International Standard, along with ISO 9004 and ISO 9001, can then be used to assist the organization to develop a cohesive QMS.A formal QMS provides a framework for planning, executing, monitoring and improving the performance of quality management activities. The QMS does not need to be complicated; rather it needs to accurately© ISO 2015 – All rights reserved 9。
《成本管理会计》第二章FAQ
《成本管理会计》第二章FAQ第一篇：《成本管理会计》第二章FAQ福师《成本管理会计》第二章成本会计流程FAQ一、成本会计经历了怎样的的发展历程？1、早期成本会计（1880——1920）2、近代成本会计（1921——1945）20世纪初，美国开始推行泰罗制的科学管理制度，美国会计学家提出标准成本制度，成本会计开始注重事先制定成本标准，注重成本控制和分析，形成了管理成本会计的雏形。
预算控制开始被引入成本会计体系，弹性预算是20世纪20年代成本会计的最大发现。
成本会计应用范围更加广泛和深入，成本会计形成了完全独立的学科。
3、现代成本会计（1945——）成本会计重点转移到预测、决策和规划成本，形成着重管理的经营型成本会计，加强事前成本控制，实行最优化控制。
美国管理学家德鲁克在20世纪50年代提出目标管理理论，成本会计开始引入目标成本的计算，实施责任成本核算，将成本目标分解为各级责任单位的责任成本。
实行变动成本法，1936年由美国会计师哈里斯提出。
20世纪末，质量成本概念基本形成，开始推行质量成本核算。
4、当代成本会计的发展趋势企业外部环境变化给成本会计带来的冲击；作业成本法（ABC）和作业成本管理（ABM）的产生；管理理论与方法的创新给成本会计带来的影响：适时制（JIT）全面质量管理（TQM）战略管理基准管理和持续改进限制理论（TQC）成本企划（TC）二、关于成本的经济含义的观点主要有哪些？马克思的成本价格理论是其劳动价值理论的组成部分。
马克思在《资本论》第三卷“成本价格与利润”一章中，比较集中地阐述了成本价格理论。
在理论和实务界，形成了“c+v”、“c”、“c+v+mˊ”(mˊ指应计入成本的m部分)1、劳动耗费论——成本实质上是一种耗费，而一切耗费归根到底都是劳动耗费，即物化劳动与活劳动的耗费。
2、资本耗费论——资金是企业从事生产经营活动的条件，商品生产的过程是资金垫支过程和资金耗费过程的统一，这种资金垫支和耗费应以c+v为度。
自动化课程简介中英文
自动化课程简介中英文Title: Introduction to Automation Course in Chinese and EnglishIntroduction:Automation is an essential aspect of modern technology and plays a crucial role in various industries. This article provides an overview of the automation course, highlighting its importance and key components in both Chinese and English.1. Importance of Automation Course:1.1 Enhances Efficiency: Automation helps streamline processes and tasks, reducing the need for manual intervention and increasing productivity.1.2 Improves Accuracy: Automated systems are designed to perform tasks with precision, minimizing errors and ensuring consistent results.1.3 Enhances Safety: Automation eliminates the need for human intervention in hazardous environments, reducing the risk of accidents and injuries.2. Key Components of Automation Course:2.1 Programming Basics: Students will learn the fundamentals of programming languages used in automation, such as Python, Java, or C++.2.2 Control Systems: The course covers the principles of control systems, including feedback loops, sensors, and actuators.2.3 Industrial Applications: Students will explore real-world applications of automation in industries such as manufacturing, healthcare, and transportation.3. Hands-on Experience:3.1 Lab Exercises: The course includes practical lab sessions where students can apply theoretical concepts to real-world scenarios.3.2 Project Work: Students will work on automation projects, applying their knowledge to design and implement automated systems.3.3 Industry Partnerships: The course may collaborate with industry partners to provide students with hands-on experience in automation technologies.4. Career Opportunities:4.1 Automation Engineer: Graduates of the course can pursue careers as automation engineers, designing and implementing automated systems.4.2 Robotics Specialist: Automation course prepares students for roles in robotics, developing and programming robotic systems.4.3 Process Control Engineer: Automation skills are in demand in industries such as manufacturing, where process control engineers optimize production processes.5. Future Prospects:5.1 Industry 4.0: Automation is a key component of Industry 4.0, the fourth industrial revolution that emphasizes automation, data exchange, and smart technologies.5.2 Emerging Technologies: The automation course prepares students for emerging technologies such as artificial intelligence, machine learning, and Internet of Things.5.3 Continuous Learning: Automation is a dynamic field, and the course equips students with the skills to adapt to new technologies and advancements in automation.In conclusion, the automation course provides students with essential skills and knowledge to excel in the field of automation, offering a pathway to exciting career opportunities in a rapidly evolving technological landscape.。
】考虑代表第种产品的产值是生产该...
36.崔永刚基于AHP的企业战略联盟合作伙伴优化选择[期刊论文]-天津商学院学报 2004(1)
37.Das T K.Teng B S A Resource-based theory of strategic alliance 2000(01)
12.Beaver G.C Prince Innovation Entrepreneurship and Competitive Advantage in the Entrepreneurial Venture 2002(01)
13.Beverly Hills.Sage Hamel G Competition for Competence and Interpartner Learning within
10.Baird IS.MA Lyles.JB Orris The Choice of International Strategies by Small Businesses 1994(01)
11.Barney J Firm Resources and Sustained Competitive Advantage 1991(01)
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Bankruptcy prediction with Non-financial variables
2
Abstract
Corporate financial failure prediction is one of the most important issues for management, investors, governments, and other stakeholders. In this thesis, the prediction sample is based on 30 failed and 30 non-failed companies from industrial engineering in U.S. markets. Twenty financial variables are selected through the factor analysis while non-financial variables would directly add into logistic regression to establish forecasting models. Time period is from 1995 to 2009 in order to find the effects of financial crisis on corporate failure. Thus, I incorporate financial crisis into the prediction model, but it does not have significant influence in financial failure in industrial engineering. The finding and other researches in this field support the significance of opinions from auditors in prediction power. The prediction models developed by both financial and non-financial factors have better predictive abilities and explanatory power compared with financial based models. However, Ohlson model (1980) show higher prediction accuracy for one year before failure to comparable models developed through factor analysis.
Fundamentals of Lean Manufacturing
it is not as important to simply “check the box”!
9
Problem Solving Techniques
Problem Statement Affinity Diagram 5 Whys Ishakawa Fishbone 8D Dozens/hundreds more…..
DFSS AQS JIT
Driven for Action Continuous Improvement: Cycle Time = Takt Time We will review the items in yellow.
5
st 1
Focus-Tactical Items
We will have two primary items to focus on in this
Today we’ll review the various tools within this toolbox.
3
What does Lean Manufacturing mean?
Lean Manufacturing is about speed Speed through manufacturing improves Cash Flow. To maximize Cash Flow, we need to minimize waste. To minimize waste, we need to build a house without waste.
the effectiveness in which the Problem is Addressed. Each of us are comfortable with using specific tools. What are you “Comfort Tools”? Below are a few:
Fundamentals of Mechanical Engineering
dead mild steel 极软碳钢 presswork n. 印刷 印刷品 印刷, carburize v. 使渗碳 bright drawn steel 光拔 精拔，拉光 钢 光拔[精拔 拉光]钢 精拔， lining n.衬套 套筒 衬垫 涂层 衬套, 衬套 套筒, 衬垫, chisel n. 凿子 shear n. 剪, 切, 剪床 vt., vi剪[切]断 剪切断 blade n. 刀刃 刀片 刀刃,
chromium n. 铬 critical adj. 评论的 鉴定的 批评的 危急的 评论的, 鉴定的, 批评的, 危急的, 临界的 softening n. 软化 低温处理 退火 软化, 低温处理, retain vt.保持, 保留 vt.保持 保持, instead of 代替 而不是 不...而... 代替; 而不是; 而 cementite n. 渗碳体，碳化铁 渗碳体， stainless steel n. 不锈钢 ferrite n. 铁素体
hyper- eutectoid 过共析的 hypo- eutectoid 亚共析的 hardenability n. 可硬性 淬透性 可淬性 可硬性,淬透性 淬透性,可淬性 niobium n. 铌 vanadium n. 钒, 铅矿 carbonitride 碳氮化物 precipitate n. 沉淀物 vt. 使陷入 促成 使沉淀 使陷入, 促成,
substitution n. 代(用), 代[更]替, 置[替, 变]换 用 更替 替 换 substitution of polymers for metals 用聚合物代替金属 tin-plate vt. 在...上涂锡 上涂锡 abundance n. 丰富 充裕 丰富, crust n. 壳，地壳 silicate n. 硅酸盐 aluminosilicate n. [化]铝矽酸盐 化 铝矽酸盐 non-ferrous adj. 有色的，非铁或钢的（金属） 有色的，非铁或钢的（金属）
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在国际公差标准系统中有十八个标准公差等级，公差值可以在公认的国际公差表中 查到。很明显，小公差应用于高精度机床零件，因此增加生产成本。
Thank You !!!
4
Unit 5 Fundamentals of Manufacturing Accuracy
Self introduction
Hello, everyone ，My name is Huangcheng ,I came from Hunan Province.I like swimming 、read a Book and listen to music. My
by an alphanumeric symbol called the grade.
后者是一个绝对值没有符号，也可以通过增加偏差改变其值。最大的允许值是取 决于基础尺寸和以字母数字为代号的公差等级。
There are eighteen standard grades of tolerance in the ISO system, and the tolerances can be obtained form the formulas or the tables pub1ished by the ISO. It is obvious that smaller tolerances require the use of high precision machine tools in manufacturing the parts and therefore increase production costs.
偏离基本尺寸两侧（即，正或负的）确定的上，下极限，这两个极限值之间的 大小就是公差。
The latter is an absolute value without a sign and can also be obtained by adding the absolute values
of the deviations. The magnitude of the tolerance is dependent upon the basic size and is desig织）系统中，公称尺寸被称为零件的基本尺寸。
The deviations from the basic size to each side (i.e.,positive or negative) determine the high and the low limits, respectively, and the difference between those two limits of size is called the tolerance.
dream is to be an engineer.
According to the ISO (International Standardization Organization) system, the nominal dimension is referred to as the basic size of the part.