Approved by
财务管理手册说明书
SAMPLE FINANCIALPROCEDURES MANUALApproved by ___________ (organization’s) Board of Directors on ____________ (date)I. GENERAL1. The Board of Directors formulates financial policies, delegates administration of thefinancial policies to the Executive Director and reviews operations and activities.2. The Executive Director has management responsibility including financial management.3. Current job descriptions will be maintained for all employees, indicating financial dutiesand responsibilities.4. Financial duties and responsibilities must be separated so that no one employee hassole control over cash receipts; disbursements; payroll; reconciliation of bank accounts;etc.5. All employees involved with financial procedures shall take vacations or leaves of 5consecutive work days each year. During such periods, back-up personnel who havebeen cross-trained in their duties will perform their tasks.6. A blanket employee dishonesty coverage in the amount of $_________ shall bemaintained.7. Professional financial service providers will be established annually. For _______ (year)these include ___________ (accounting software), __________ (payroll services), the___________ (insurance), ____________ (banking), _______________ (restrictedinvestments and retirement services), and ______________ (auditors).8. The ___________ (staff position) will maintain a current and accurate log of the chart ofaccounts, job accounts and accounting classes.9. These policies and procedures will be reviewed bi-annually by the ___________ (BoardCommittee)II. CASH RECEIPTS (includes checks)1. The ____________ (staff position) opens any mail addressed to _____________(organization name) or without specific addressee. The receipt of checks or cash will berecorded in the accounting system. All other checks or cash will be immediatelyforwarded to the _________________ (staff position).2. The ___________ (staff position) will endorse all checks by rubber stamp to read asfollows:PAY TO THE ORDER OF________ BankAccount #FOR DEPOSIT ONLYOrganization NameAccount NumberThe endorsement stamp will specify into which corporate account (savings, checking) the deposit will be made.3. A report will be printed that includes the source and amount of the receipt as well as thetotal daily deposit amount.4. The checks and cash will then be forwarded to the _______________ (staff position), whowill complete deposit slips in duplicate. Receipts and deposit slip will be placed in an envelope for __________ (Bank).5. If no cash is present, the envelope may be sealed and sent through the US mail. If cashis present, the _______________ (staff position) will verify deposited funds prior tosealing the envelope and making the deposit in person.6. Documentation for all receipts (a copy of check, letter, etc.) will be attached to theduplicate slip and filed chronologically.7. All receipts will be deposited intact. No disbursements will be made from cash or checkreceipts prior to deposit.8. The ______________ (staff position) will record each cash payment received in a numberreceipt book with a duplicate for the payer. Cash shall be locked in a secure location until taken to the bank.9. The Executive Director will receive a copy of all deposit reports for review.10. Checks received at the _______ (other office) location will be endorsed as in #2 aboveand mailed to the mail office for processing. Receipts will be given for cash as in #8 above. Cash will be brought to the main office by a staff or board member.III. CASH DISBURSEMENTSA. CHECK AUTHORIZATION1. All invoices will be immediately forwarded to the ______________ (staff position) who willreview all invoices for mathematical accuracy, validity, conformity to the budget (or other board authorization) and compliance with bid requirements.2. Prior to payment, all invoices will be approved (indicated by initialing) by the________________ (staff position), who will code the invoice with an appropriateexpense or other chart of accounts line item number, class and job number (whereapplicable).a. By approving an invoice, the ______________ (staff position) indicates that it hasbeen reviewed by the ______________ (staff position) and authorizes a check.b. The _____________ (staff position) will ensure that all conditions and specificationson a contract or order have been satisfactorily fulfilled, including inventorying itemsreceived against packing slip counts. The ______________ (staff position) isresponsible for timely follow-up on discrepancies and payment.3. Approved invoices will be entered into the accounting system using the “Enter Bills”screen.4. The __________________ (staff position) will prepare checks on a weekly basis.5. Authorized signers on _____________ (organziation’s) accounts include the ExecutiveDirector, Chair and Treasurer of the Board.B. CHECKS1. The ________________ (staff position) will be responsible for all blank checks.2. All checks, including payroll checks (with the exception of direct deposit payroll items)will be signed by the Executive Director or designated members of the Board ofDirectors.3. The _______________ (staff position) will generate checks for approved invoices throughthe accounting system using “Pay Bills” and/or “Write Checks” screens whereappropriate.4. Voided checks will have "VOID" written boldly in ink on the face and have the signatureportion of the check torn out. Voided checks will be kept on file.5. In no event will:a. invoices be paid unless approved by an authorized signerb. blank checks (checks without a date or payee designated) be signed in advancec. checks be made out to "cash", "bearer", "petty cash", etc.d. checks be prepared on verbal authorization, unless approved by the ExecutiveDirector.6. In the event that it is necessary to issue a duplicate check for checks in an amount over$15, a stop payment will be ordered at the bank on the original check.C. BANK RECONCILIATIONS1. Bank statements will be received directly and opened by the _______________ (staffposition).2. The ________________ (staff position) will reconcile the bank statement monthly.3. The Treasurer of the Board will receive monthly statements of checks paid on allaccounts.4. The Executive Director shall verify the reconciliation of the bank accounts on at least aquarterly basis.5. On all checks outstanding over 90 days, the _____________ (staff position) should takeappropriate action.IV. PURCHASINGA. PURCHASES UNDER $5,0001. All purchases over $500 must be approved in advance by the Executive Director.2. The Project Director is responsible to know if the item ordered is within the budget andguidelines.3. If purchase is less than $150, persons authorized by the Project Director for immediatepurchase and delivery can make the purchase. When this is done, invoice copies are to be turned into the Project Director.B. PURCHASES OVER $5,0001. All purchases including services over $500 must be approved in advance by theExecutive Director.2. Purchases over $5000 will be required to undergo a competitive bid procedure.3. All bid requests will contain clear specifications and will not contain features which undulyrestrict competition.4. The Project Director will be responsible to ensure that all conditions and specifications ofa contract, bid, or order have been satisfactorily fulfilled and will be responsible fortimely follow-up of these purchases.5. The Project Director will obtain at least 3 bids wherever possible unless prior approvalby Executive Committee has been obtained.6. Purchases of over $5000 will not be fragmented or reduced to components of less than$5,000 to avoid the bid process.V. PAYROLLA. TIME SHEETS1. Each hourly employee will be responsible for completing a time sheet on a biweeklybasis.2. Completed time sheets will be dated and signed by the employee, time cards will bestapled to the back, and both will be submitted to the _____________ (staff position) atthe end of the last working day of each pay period.3. No payroll checks will be issued without a completed time sheet and time card ifrequired.4. Incomplete time sheets and cards will be returned to the employee for correction.5. The _______________ (staff position) will verify the accuracy of the time sheets andaddition.6. Employees will be paid every two weeks, deductions are itemized on each paycheck.B. PAYROLL1. The __________ (vendor name) Payroll System will enter payroll, print payroll checks,make direct deposit transfers print payroll reports and send reports to the ____________ (staff position).2. The _____________ (staff position) will review the payroll checks before they aredistributed.3. The ____________ (staff position) will distribute the payroll checks to the employees.Checks will not be issued to any person other than the employee without writtenauthorization from the employee.4. The _____________ (staff position) is responsible for entering payroll reports into theaccounting system.5. Voluntary terminations will be paid at regular pay date. Involuntary terminations will bepaid on day of separation.C. PAYROLL TAXES1. _______________ (staff position) will prepare and transmit the payroll tax reports, W-2forms, and 1099 forms.2. The _______________ (staff position) will verify payroll tax preparation on a quarterlybasis.D. BENEFITS1. Payroll will be prepared in accordance with the personnel policies and benefit plan. VI. TRAVEL & EXPENSES1. Each employee will complete an expense voucher if any traveling is done. Vouchershould include all expenses including credit card charges. Voucher will reflectreimbursement sources other than _____________ (organization).2. Mileage to and from residence will not be paid by _____________ (organization), exceptfor board members traveling from outside the Twin Cities to board meetings.3. The expense voucher will be submitted within 60 days for payment, with a total, signedby the employee, authorized for payment by the Executive Director.4. Reimbursement will be based upon current travel policies. Receipts must be attachedto the expense voucher for lodging, common carrier transportation, and receipts formeals where required.5. Incomplete expense vouchers will be returned.6. Employees and board members will be reimbursed for travel and other relatedexpenses at the rate set by the Board. The Executive Director must approve employee travel and workshop expenditures prior to their occurrence. The organization willreimburse no more than the standard mileage rate for the business use of a car asestablished by the IRS. _____________ (organization) will reimburse meal expensesincurred in direct connection with _____________ (organization) employment, or a perdiem rate of $___ per day. The mileage rate and per diem rate will be establishedannually by the board.VII. CONSULTANTS1. Consideration will be made of internal capabilities to accomplish services beforecontracting for them.2. Written contracts clearly defining work to be performed, terms and conditions will bemaintained for all consultant and contract services.3. The qualifications of the consultant and reasonableness of fees will be considered inhiring consultants.4. Consultant services will be paid for as work is performed or as delineated in the contract.5. The Board of Directors will approve audit and other significant contracts.6. The ________________ (staff position) will prepare 1099 returns for consultants at year-end.VIII. PROPERTYA. EQUIPMENT1. Equipment shall be defined as all items (purchased or donated) with a unit cost of $500or more and a useful life of more than one year.2. The _______________ (staff position) will maintain an inventory log; which shall list adescription of the item, date of purchase or acquisition, price or fair value of the item and its location.3. A depreciation schedule shall be prepared at least annually for the audited financialstatements.4. The _____________ (staff position) will record all equipment in the accounting system.An entry must be made whenever property is disposed of or acquired.IX. LEASESA. REAL ESTATE1. The Executive Director will review leases prior to submission to the Board of Directorsfor approval.2. All leases, clearly delineating terms and conditions, will be approved by the Board ofDirectors and signed by the Board Chair.3. The Executive Director will keep a copy of each lease on file.4. The Consulting Accountant will be notified of each lease and lease specifications, andwill make proper general journal entries for same.B. EQUIPMENT1. The Executive Director will review all leases.2. All leases, clearly delineating terms and conditions, will be approved and signed by theExecutive Director.3. The Executive Director will keep a copy of each lease on file.4. The Consulting Accountant will be notified of each lease and lease specifications, andwill make proper general journal entries for same.X. INSURANCE1. Reasonable, adequate coverage will be maintained to safeguard the assets of thecorporation. Such coverage will include property and liability, worker’s compensation, employee dishonesty and other insurance deemed necessary.2. The Executive Director will carefully review insurance policies before renewal.3. The Executive Director will maintain insurance policies in insurance files.4. Insurance policies will correspond to the calendar year whenever possible.5. The __________________ (staff position) will prepare and maintain an insurance register. XI. TELEPHONE1. Personal long distance or cellular phone calls made on _____________ (organization’s)telephones by employees must be logged with the _______________(staff position),indicating that it is a personal call. Employees will be billed on these calls.2. _____________ (organization) business calls from phones outside the office should bebilled to the _____________ (organization’s) telephone account.XII. BOOKS OF ORIGINAL ENTRY1. _____________ (organization will utilize a double entry system for accounting for allfunds.2. Adequate documentation will be maintained to support all general entries.3. At the end of each month, the ____________ (staff position) will prepare a BalanceSheet, Statement of Activities, and Statement of Activities by Project that will bereviewed by the Executive Director.4. The Statement of Activities report will include a comparison to the budget.5. _____________ (organization will maintain its accounting records on the accrual basis ina manner that facilitates the preparation of audited financial statements conforming togenerally accepted accounting principles.XIII. GRANTS AND CONTRACTS1. The Executive Director will carefully review each award and contract to ensurecompliance with all financial and programmatic provisions. The ____________ (staffposition) will maintain originals of all grants and contracts in a file. The ConsultingAccountant will prepare initial entries as appropriate to record each award.2. The ______________ (staff position) will prepare and maintain on a current basis aGrant/Contract Summary form for each grant or contract awarded to _____________(organization). This form shall include the name, address, contact person, and phonenumber for the funding organization; the time period applicable to expenditures; allsignificant covenants (such as bonding or liability insurance requirements) andrestrictions on expenditures; all require financial and program report and due dates; and the chart of accounts line item number for the revenue deposited.3. Payments for projects for which _____________ (organization serves as fiscal agentshall be paid out within one week.4. The Consulting Accountant will prepare financial reports to funding sources as required.5. The Executive Director will review and approve all reports to funding sources.6. It will be the responsibility of the Executive Director to insure that all financial reports aresubmitted on a timely basis.XIV. BUDGETS1. The Executive Director and the _______________(staff position) will prepare thefinancial budget.2. The __________________ (staff position) will insure that budgets are on file.3. The Board of Directors must approve proposed changes in the budget, should theyexceed $______ or _______% of the line item, whichever is greater.XV. LOANS1. The Board of Directors will approve loans.2. A promissory note will be prepared and signed by the Board Chair and another officerof the Board before funds are borrowed.XVI. OTHERA. MINUTES OF MEETINGS1. The Secretary of the Board will prepare accurate minutes of all meetings of the Board ofDirectors and committees.2. The Executive Director will note all items in the minutes relating to finance and takeappropriate action.B. NON-PROGRAM INCOME1. Donations of cash and non-program related income will be separately accounted for.C. ACCOUNTS RECEIVABLE1. Documentation will be maintained for accounts receivable.2. Accounts receivable will be recorded in the books and collected on a timely basis.D. FINANCIAL PROCEDURES1. Financial procedures will be reviewed bi-annually by the Finance Committee. TheBoard of Directors must approve changes to the financial procedure manual prior toimplementation.E. FORM 9901. 1.The Board of Directors in conjunction with the audit will authorize preparation of Form990. Form 990 will be signed by an officer of the Board.2. Copies of Form 990 will be files in the _____________ (staff position)’s files, and a copyof the _____________ (organization’s) Form 990 and Form 1023 shall be located at thefront desk for public inspection and/or copying.F. AUDITS1. The Board of Directors shall annually contract with an independent auditing firm a fullaudit of the books, to be completed prior to the following first of September.G. PERSONNEL FILES1. The _______________ (staff position) will maintain a personnel file for each employee,containing appropriate documents, such as the signed compensation agreement,approval of changes in compensation, an I-9 immigration form, and withholding forms for taxes, benefits, deferred compensation, and charitable contributions.H. FISCAL AGENT STATUS1. The _____________ (organization) executive committee must authorize all fiscalsponsorship arrangements, which are then approved by the board.2. All fiscal sponsorship arrangements will begin with a written agreement, stating the termsof the relationship and the purpose for the use of funds.3. Fiscal sponsorships will be limited to projects for which the _____________(organization’s) executive committee determines that the project is charitable andconsistent with the _____________ (organization’s) mission of strengthening the nonprofit sector, and that no real or perceived conflicts of interest exist with board or executivecommittee members.4. The _____________ (organization) will negotiate with the sponsored project a rate forindirect or direct costs to cover the _____________ (organization’s) expenses ofadministering the temporarily restricted fund.5. Sponsored projects will be required to submit full and complete quarterly and year endreports to the _____________ (organization) by the end of the _____________(organization’s)fiscal year, (date)_____________,: and must include:• detailed expenses using budget categories for original grant;• program accomplishments and activities;• lobbying expenditures; and• amount of remaining funds.6. Any changes in the purpose for which grant funds are spent must be approved in writingby the _____________ (organization) before implementation. The _____________(organization) retains the right, if sponsored project’s breaches the fiscal sponsorshipagreement, or if a sponsored project jeopardizes the _____________ (organization) legal or tax status, to withhold, withdraw, or demand immediate return of grant funds.7. The _____________ (organization’s) executive director will submit quarterly reports to theExecutive Committee, to be circulated to the entire board, on the status of active fiscal sponsorships.8. The _____________ (organization) will file appropriate tax forms for sponsored projects,including IRS form 1099.。
绝密版-外贸产品验收标准-收纳类4:非天然材料(纸绳、纸排、PP带、PP管、棉绳、丙纶丝带)
Created by:Date:Approved by:Revised by:Date:Note:If there is customer’s DCL available,please refer to customer’s DCL for inspection reference.注意:如果客户有其DCL,请参考客户DCL验货。
A面:产品的正常可视面,通常为产品外表面(正面/外侧面),也就是显见面。
“A”Faces–The normal visual surface of a product is usually the external surface of the product(front/outside),that is,the visible surface.B面:产品的底面和内侧面,或不容易看见的面。
“B”Faces–other than“A”,The bottom and inside of the product,or the face that is not easy to see.--------------------------------------Note备注:1.The defect judgement is base on a viewing distance of60cm.缺点判定的基准:60cm距离可见即判Defect,否则不记为Defect.2.If the factory has different viewpoint for the judgment,QC must select and deliver the defective sample to Dept.manager for final decision.如果工厂不同意QC判定,QC应封样寄回公司,请部门主管确认.3.If there are multiple defects in a product,count one as the most serious defect.如果一个产品上有多处缺陷的话,以最严重的缺陷计数一个.产品检验重点:1.外观(工艺要求+一般要求)按照LIII验货产品存在的外观的、生产的缺陷:编织的疏松、紧密程度,编织起头结尾处理,经纬线的条数,表面染色效果2.尺寸:Artwork有显示的,实际的货尺寸不能有负公差;无显示的参照订单SPEC要求和确认样尺寸3.包装:防潮防湿、印刷清晰、便于运输仓储和销售4.测试:产品把手牢固强度测试,产品表面色牢度干擦湿擦测试,稳定性测试5.安规:表面喷涂的符合美国CPSIA要求,*CA Prop65加州65号提案要求English Chinese Cr Ma Mi Comment1.外观Cosmetic/Appearance金属架(涉及工艺:焊接、喷漆、喷涂)Sharp point/edge尖锐的边角V有伤害判为CRRust/oxidization生锈/氧化V生锈判为MACreated by:Date:Approved by:Revised by:Date:变形Over焊渣V V刮手判CR,明显影响卖相的判MI缺陷烤漆脱落V V明显影响卖相的判MA,可见露底判不计缺陷底部不平V V产品自然平放在水平面上,产品晃动当产品有一边大于50cm时一脚离开水平面间隙大于4mm4mm不计缺陷当产品边长小于50cm时一脚离开水平面间隙大于3cm时判为不计缺陷色差V要求:大货与确认样颜色一致,且大货本体颜色一致或套品套内颜色一致;接受MD最深色颜色限度样大货颜色超出限度样范围判为MA涉及工艺:编织、喷漆、染色、丝印)Created by:Date:Approved by: Revised by:Date:编织松散漏编修剪不良V V长度超出产品表面1.5CM判为计缺陷纸排开裂V V A面纸排开裂处孔洞直径超过1CMA面纸排开裂处孔洞直径小于1CMB面不影响卖相不计缺陷。
[英语学习]饭店英文专业术语及日常用语
制度名称Policy:饭店专业术语及日常用语培训
Housekeeping房务管理
Manager经理Room maid房间清理员(女)
Supervisor主任Shift leader领班
Laundry worker洗衣工cleaning staff清洁工
Recreation and Relaxation休闲娱乐
提交人Prepared by:前厅经理
制度编号Policy No.:F/O P&P
生效日期Effective Date:
批准Approved by:总经理
日期Date:
分送Distribution:各部门
制度名称Policy:饭店专业术语及日常用语培训
Engineering工程
director主任supervisor组长
日期Date:
分送Distribution:各部门
制度名称Policy:饭店专业术语及日常用语培训
Check-in入住
Check-out结账
Check-out Time结账
City Ledger挂账
Commercial Rate/Contract Rate/Corporate Rate/商业价/合同价/公司价
End-Of-Day结束日期
E.A(Expected Arrival)预计到店
E.D(Expected Departure)预计离店
E.T.A(Estimated Time of Arrival)预计到店时间
E.T.D(Estimated Time of Departure)预计离店时间
Extension Of Stay延住
制度编号Policy No.:F/O P&P
公司用印申请表
用印申请表
申请部门:申请地区:申请日期:
对方单位:
盖章文件名称主要内容用途说明份数印章名称1
2
3
4
5
6
7
8
9
10
内部律师意见:(涉及各项法律文书、律师函、对外承诺担保须集团律师审核文本)
内部律师审核:日期:
申请人签名:
Applicant signature: 日期 Date:部门负责人签名:
Approved by Dept. Head
日期 Date:
城市总监: Approved by 日期 Date:省级总经理:
Approved by
日期 Date:
大区总经理批准: Approved by 日期 Date:集团业务负责人批准:
Approved by Unit
日期 Date:
CEO 批准:
Approved by CEO
日期 Date:
*公章不应用于购销合同的使用。
*常规盖章申请需由 5 级以上员工提出申请,并经城市总监(含城市总监)以上两级负责人批准。
各级审批人应在 3 个工作日内进行审批回复。
*非常规盖章申请(除工商税务等各类证照常规年检资料、经批准的工商税务等证照信息变更、经批准的对外投资项目、中心消防审查申请、城市内劳动仲裁等)均需报送集团内部律师(涉及法律文件内容风险审核)、集团各业务负责人审核,经总裁办批准盖
*所需要盖章的文件需连同本表一并发送(需盖章文件可是电子文档或扫描文档)。
8D格式
4、明确和核实根本原因(Discipline 4.Define and Verify Root Causes)
第 1 页ຫໍສະໝຸດ KONGTOP起草Prepared By:
8D报告
审核Approved By: 完成日期Completed Date:
5、永久性纠正措施(Discipline 5. Permanent Corrective Actions) NO. 1 纠正措施(permanent Corrective Actions) 负责人 日期
8、客户确认及评价(Discipline 8.Customer satisfaction degree) 第一批产品满意程度:yes( 第二批产品满意程度:yes( 第三批产品满意程度:yes( ) ) ) no( no( no( ) ) ) 与客户_________联系,确认此批出货产品有/无以上不良现象。 与客户_________联系,确认此批出货产品有/无以上不良现象。 与客户_________联系,确认此批出货产品有/无以上不良现象。
起草Prepared By:
审核Approved By:
3、即日纠正措施(Discipline 3. Immediate Containment Actions) NO. 1 2 3 审核 Approved By: 审核日期 Approved Date: 暂时补救的纠正措施(Immediate Containment Actions) 负责人 日期
2 3
4 审核 Approved By: 审核日期 Approved Date:
6、纠正措施效果验证(Discipline 6.Verification of Effectiveness) NO. 1 2 3 审核 Approved By: 7、预防再现措施(Discipline 7.Prevent Recurrence) NO. 1 2 3 审核 Approved By: 审核日期 Approved Date: 预防再发生措施(Prevent Recurrence) 负责人 日期 审核日期 Approved Date: 效果验证(Verification of Effectiveness) 确认人 日期
8D报告格式2
8D报告
纠正措施(permanent Corrective Actions)
负责人
日期
审核 Approved By:
审核日期 Approved Date:
6、纠正措施效果验证(Discipline 6.Verification of Effectiveness)
部门
(Dept):
QA
IQC
生产
姓名 (Name):
2、问题描述(Discipline 2. Problem Description)
工程
开发
文件投诉
提出日 (Date Raised)
提出人员 (Raised by) 要求完成日期 (Due Date)
采购
业务
起草Prepared By:
审核Approved By:
4、明确和核实根本原因(Discipline 4.Define and Verify Root Causes)
日期
起草Prepared By:
审核Approved By:
5、永久性纠正措施(Discipline 5. Permanent Corrective Actions)
第1页
完成日期Completed Date:
KONGTOP
主题 (Subject) 发生地点 (Occurred
Site) 客户 (Customer)
供应厂商 (Supplier)
发生时间 (Occurred Time)
产品编号 (Part Number)
产品名称 (Part Name)
16. 你错过一次晋升机会。你认为自己应为改善这种状况承担多少责任:17 .你正在参加的会议完全是浪费时间。你自认为应为改善这种状况承担多少责任:18. 你组织的活动没能达成目标。你自认为应为改善这种状况承担多少责任:19. 对你试图讨论的某个重要问题,你尊重的人并不理睬,你自认为应为改善这种状况承担多少责任:
approve的用法 (2)
approve的用法一、approve的用法及意义在生活和工作中,我们经常会遇到需要批准、认可或同意某些事物的情况。
这时,我们就可以使用动词"approve"来表达我们对某个事物的肯定态度或认可程度。
"Approve"的意思是通过、批准、认可或赞成某件事情或行为。
二、approve的用法解析1. approve后接名词:当我们同意、批准或认可某个特定的计划、建议或方案时,可以使用approve后接名词短语的结构。
例如:a) The board of directors approved the new budget proposal.(董事会通过了新预算提案。
)b) The teacher approved the students' project on climate change.(老师同意了学生们关于气候变化的项目。
)2. approve of后接名词/代词:当我们表示对某人或某事物持认可态度时,可以使用approve of后接名词/代词短语的结构。
例如:a) My parents don't approve of my decision to quit my job and travel.(我的父母不赞同我辞职旅行的决定。
)b) She doesn't approve of his choice in friends.(她不满意他交友的选择。
)3. approve后接动名词:当我们肯定某个行为或事情的进行时,可以使用approve后接动名词的结构。
例如:a) The manager approved of hiring additional staff to support the project.(经理同意雇佣额外的工作人员来支持该项目。
)b) They appreciated the company's decision to invest in solar energy.(他们赞赏公司投资太阳能的决定。
approve的用法和搭配
approve的用法和搭配approve的用法和搭配:当approve作为及物动词时,中文含义为批准、通过,后接表示事物的名词、代词或动名词作宾语;当approve作为不及物动词时,中文含义为赞成、同意,常与介词of连用,再接包括人在内的名词、代词或动名词作宾语。
approve的中文释义及用法介绍approve作为动词,含义有赞成;同意;批准,通过(计划、要求等);认可;核准。
1、当approve作为及物动词时,中文翻译为批准、通过,后面可以直接加表示事物的名词、代词或动名词作宾语,不能接人称代词或表示人的名词作宾语。
例句:The committee unanimously approved the plan.委员会一致通过了计划。
The course is approved by the Department for Education.课程已获教育部核准。
The Russian Parliament has approved a program of radical economic reforms...俄罗斯议会已经通过一项重大经济改革方案。
We have three suppliers in all who are approved by the Organic Farm Food Association.我们总共有3家获有机农产品协会认可的供货商。
2、当approve作为不及物动词时,中文翻译为赞成、同意,常与介词of连用,其后可接包括人在内的名词、代词或动名词作宾语。
例句:Do you approve of my idea?你同意我的想法吗?She doesn't approve of me leaving school this year.她不同意我今年离校。
Not everyone approves of the festival...不是所有人都赞成庆祝该节日。
approve的用法和搭配
approve的用法和搭配一级标题:探析“approve”的用法和搭配二级标题1:基本含义及常用搭配“Approve”是一个常见的动词,在不同语境中有着不同的用法和搭配。
该词最基本的含义是指对某事物表示赞成、认可或同意,常用于以下几种情况:1. 同意并认可某件事情或观点:例句:I fully approve of their decision to invest in sustainable energy projects.(我完全赞同他们在可持续能源项目上进行投资的决定。
)2. 批准或证实某个计划、行动或文件:例句:The committee approved the proposal to increase the budget for educational programs.(委员会批准了增加教育项目预算的提案。
)3. 表示对某人行为或举止无异议:例句:He is a responsible and reliable individual, and I fully approve of his actions.(他是一个负责任、可靠的人,我完全赞成他的行动。
)4. 指通过制度审核或审批过程获得许可:例句:The construction project has been approved by the local authorities and can now proceed as planned.(这项建设项目已获得当地政府的批准,可以按计划进行了。
)二级标题2:“approve”与介词的常见搭配在实际用法中,动词“approve”经常会与一些介词连用,以构成特定的短语和习惯表达。
以下是其中几种常见的搭配:1. approve of这个短语表示对某事物持赞同态度或表示认可。
例句:I don't approve of violent protests as a means of expressing dissatisfaction.(我不赞成以暴力抗议来表达不满。
餐饮部专业术语
餐饮部专业术语集团企业公司编码:(LL3698-KKI1269-TM2483-LUI12689-ITT289-餐饮部专业术语1—2Hotelstaff饭店人员RoomsDivision房务部Frontoffice前厅部GM(generalmanager)总经理Manager经理ReservationsClerk订房人员AssistantGeneralManager协理Operator总机,接线生Secretary秘书Reception前台Assistantmanager副理Supervisor组长Receptionist大厅柜台的接待员Cashier出纳员Reservations订房Supervisor组长Reservationsclerk订房员Operator总机接待员Shiftleader领班Operator(day/nightshift)总机(日/夜班)BellService/concierge门房服务Captain(bellcaptain)领班Bellboy(bellhop)门厅侍者Bellman门房人员Trainee练习生Valet侍者BusinessCenter商务中心Secretary秘书Interpreter/translator口议员/翻译员Dutymanager值班经理Housekeeping房务管理Manager经理Roommaid房间清理员(女)Supervisor主任Shiftleader领班Laundryworker洗衣工cleaningstaff清洁工RecreationandRelaxation休闲娱乐manager经理assistantmanager副理maintenancetechnician维修工程师lifeguard(游泳池)救生员barber理发师masseuse/masseur按摩师(女/男)diskjockey(DJ)迪斯科舞场唱片音效师hairdresser/hairdesigner/hairstylist美发eventcoordinator盛会/节目联络员F&B(Foodandbeverage)餐饮部Restaurant餐厅manager经理host/hostess男/女接待员assistantmanager副理cashier出纳/收银员busboy打杂小弟waiter/waitress男/女服务生headwaiter/headwaitress男/女领班bar酒吧bartend调酒师musician乐师waiter/waitress男/女服务生roomservice客房服务dayshiftstaff白班职员nightshiftstaff晚班职员Kitchen厨房chef主厨/大厨cook一般小厨师assistantchef二厨kitchenassistant厨房助理师dish-washer洗碗工Administration(Backoffice)行政部PersonnelandTraining人事与训练director主任/处长clerk办事员supervisor组长assistant助理员FinanceandAccounting财务与会计manager经理assistantmanager副理director主任supervisor组长chiefaccountant主任会计师accountant会计师cashier出纳员clerk办事员SalesandMarketing销售与行销director/deputydirector主任/副主任supervisor组长salerepresentative业务代表marketingspecialist行销专员Purchasing采购director主任supervisor组长clerk办事员assistant助理员Security保全director/deputydirector主任/副主任supervisor组长securityguard警卫员shiefleader领班Engineering工程director主任supervisor组长shiefleader领班technician技师repairman修理工mechanic机电修理师plumber水电工Publicrelations公关director/deputydirector主任/副主任公关专员secretary秘书spokesperson发言人1-3Usefulvocabulary其他词语Typesofhotels旅馆的种类motel汽车旅馆businesshotel商务旅馆airporthotel(机场内附设之)过境旅馆touristhotel观光旅馆luxuryhotel(五星级)豪华旅馆resorthotel休闲度假旅馆boutiquehotel(小规模经营的)精致旅馆Typesofrooms房间的种类1.singe(room)单人房Aroomforonepersonwithonesinglebed给一张单人床的房间2.twin(room)两人房Aroomfortwopeoplewithtwosinglebeds两张单人床的房间3.double(room)双人房Aroomwithonelargebedfortwopeople给一张双人床的房间4.suite套房5.Conferenceroom会议室Aroomusedformeetings用来开会的房间6.banquetroom/ballroom宴会厅Alargeroomusedformeetingsorsocialevents用来开会或社会活动的房间Hotelfacilities饭店设施Guestroom客房restaurant餐厅Bar酒吧coffeeshop咖啡厅danceclub迪斯科舞厅shoppingarcade购物区flowershop花店exerciseroom健身房swimmingpool游泳池lobby大厅businesscenter商务中心barbershop理发部beautysalon美容院/发廊spa温泉水疗室sauna三温暖belldesk行李服务台banquetroom/ballroom宴会厅concierge门房服务Generalterms其它特定说法Safety-depositbox保险盒curencyexchange外币兑换valuables贵重物品Valetparking代客泊车tax税Laundryservice 洗衣服务creditcard信用卡Traveler'scheck旅行支票Exercise练习1.Roomtypes房间类型请为下列各类房间找到最适合的房间内部陈述(a.)Aroomwithonelargebedforbedfortwopeople.(b.)Aroomusedformeetings(c.)Aroomforoneperson(d.)Alargeroomusedformeetingorsocialevents.(e.)Aluxuryguestroomwithalivingroomandabedroom(f.)Aroomfortwopeoplewithtwosinglebeds.制度名称Policy:饭店专业术语及日常用语培训1.---------------------------------------singleroom。
8D报告格式(中英文对照)
7、预防再现措施(Discipline 7.Prevent Recurrence)
NO.
预防再现措施(Prevent Recurrence)
确认人 负责人
日期 日期
1
2
审核 Approved By:
审核日期 Approved Date:
8、客户确认及评价(Discipline 8.Customer satisfaction degree)
审核Approved By:
完成日期Completed Date:
第1页
KONGTOP
*****有限公司
5、永久性纠正措施(Discipline 5. Permanent Corrective Actions)
NO.
纠正措施(permanent Corrective Actions)
一
二
负责人
日期
第一批产品满意程度:yes( ) 第二批产品满意程度:yes( ) 第三批产品满意程度:yes( )
no( ) no( ) no( )
与客户_________联系,确认此批出货产品有/无以上不良现象。 与客户_________联系,确认此批出货产品有/无以上不良现象。 与客户_________联系,确认此批出货产品有/无以上不良现象。
备注(Memo)
表单编Hale Waihona Puke :保存期限:三年第2页
2、问题描述(Discipline 2. Problem Description)
工程
开发
采购
业务
起草Prepared By:
审核Approved By:
3、即日纠正措施(Discipline 3. Immediate Containment Actions)
英文常用词组
一、动词短语:look for(寻找)、take care of(照顾)、give up(放弃)、put off(推迟)、think about(考虑)、try on(试穿)、turn off(关闭)、work out(解决)、come up with(提出)、get along with(相处)、keep up with(跟上)、make progress(取得进步)、do well in(擅长)、go on (继续)、happen to(碰巧)、belong to(属于)、pay attention to (注意)、stand for(代表)、make sense(有意义)、set up(建立)、break down(分解)、look forward to(期待)、pass by(路过)、run out of(用完)、get in touch with(取得联系)、stay in touch(保持联系)、be interested in(对……感兴趣)、be good at(擅长)、be afraid of(害怕)、be capable of(能够)、be used to(习惯于)、be responsible for(对……负责)、be proud of(以……为骄傲)、be familiar with(熟悉)、be grateful to(感激)、be committed to(致力于)、be devoted to(献身于)、be addicted to(沉迷于)、be opposed to (反对)、be related to(与……相关)、be associated with(与……联系)、be influenced by(受……影响)、be determined by(由……决定)、be based on(以……为基础)、be aware of(意识到)、be concerned about(关心)、be worried about(担心)、be nervous about (紧张)、be confident about(自信)、be happy with(对……满意)、be satisfied with(满足于)、be disappointed with(对……失望)、be angry with(生……的气)、be strict with(对……严格)、be patient with(对……有耐心)、be kind to(对……友善)、be nice to(对……好)、be friendly to(对……友好)、be polite to(对……礼貌)、be respectful to(尊重……)、be grateful to(感激……)、be thankful to (感谢……)、be sorry for(为……感到抱歉)、be ashamed of(为……感到羞愧)、be jealous of(嫉妒……)、be envious of(羡慕……)、be proud of(为……感到骄傲)、be confident of(对……有信心)、be sure of(确定……)、be certain of(确信……)、be afraid of(害怕……)、be worried about(担心……)、be nervous about(紧张……)、be happy about(高兴……)、be excited about(兴奋……)、be interested in(对……感兴趣)、be passionate about(对……充满热情)、be committed to(致力于……)、be devoted to(献身于……)、be loyal to(忠诚于……)、be attached to(依恋……)、be addicted to(沉迷于……)、be dependent on(依赖……)、be independent of(独立于……)、be influenced by(受……影响)、be inspired by(受……启发)、be motivated by(受……激励)、be encouraged by(受……鼓励)、be supported by(受……支持)、be opposed by(受……反对)、be restricted by(受……限制)、be limited by(受……限制)、be prohibited by(被……禁止)、be protected by(被……保护)、be guaranteed by(被……保证)、be insured by(被……保险)、be funded by(被……资助)、be sponsored by(被……赞助)、be regulated by (被……监管)、be inspected by(被……检查)、be audited by(被……审计)、be evaluated by(被……评估)、be approved by(被……批准)、be authorized by(被……授权)、be recognized by(被……认可)、be respected by(被……尊重)、be admired by(被……钦佩)、be loved by(被……爱)、be hated by(被……恨)、be liked by(被……喜欢)、be disliked by(被……不喜欢)、be appreciated by(被……欣赏)、be praised by(被……赞扬)、be criticized by(被……批评)、be blamed by(被……责备)、be punished by(被……惩罚)、be rewarded by(被……奖励)、be thanked by(被……感谢)、be forgiven by(被……原谅)、be forgotten by(被……忘记)、be remembered by(被……记住)。
8D报告模板
负责人(principal)
1
第一时间xxx,并完成xx,xxx
xxx
2
排查当日xxx计划xxxx
xxx
审核Approved By:
审核日期Approved Date:
4、明确和核实根本原因(Discipline 4. Define and Verify Root Causes):5个WHY,系统、深入、准确的挖掘
xx
2
更新管理考核制度,xxx
xx
3
平行展开,xxxx
xx
审核Approved By:
审核日期Approved Date:
8、客户确认及评价(Discipline 8. Customer satisfaction degree):报告工作,肯定成绩,指出不足
效果确认
客户评价
备注(Memo)
VT经理审批:
NO.
部门(Dept)
姓名(Name)
职位 (Position)
1
xxxxxx
xxx
主管
电话(Phone) xxx
2
xxxxxx
xxx
项目负责
xxx
3
xxxxxx
xxx
项目负责
xxx
4
xxxxxx
xxx
项目负责
xxx
2、问题描述(Discipline 2. Problem Description):把握现场、现状、现实三原则,用5W2H客观描述问题
7、预防再现措施(Discipline 7. Prevent Recurrence):水平展开和标准化
NO.
预防再现(Prevent Recurrence)
负责人(principal)
8D报告(中英双语)
外部小组
组长
小组成员
External team
Team Leader
2. 问题描述 Problem Description:
Team Member(s)
起草 Prepared By:
批核 Approved By:
完成日期 Completed Date:
2020.2.16
外销许丽君经理投诉南非订单根据工程给的资料重量计算是11.195吨,实际海关检查的重量是12.995
8D REPORT 8D 报告
主 题: Subject: 发生地点 Occurred Site:
客户名称 Customer Name:
外销订单出货箱重及尺寸错误
海关
南非Ellies
发生时间
Occurred Time 供应商/责任单位 Spulier/Responsibility
发行时间 Issued Date:
8. 结案 Problem Closure: 改善绩效或结果有效性的确认 Performance/Results Verification for 改善合乎目标?Meet Objective?
Yes ( ) No ( )
若不符合,则须填写新8D号码 If "No", please mark up the new8D number. 新8D号码 New 8D No.:
批核 Approved By:
完成日期 Completed Date:
2020.2.20
1.SAP系统资料错误;2.
5. 永久纠正措施 Permanent Corrective Actions:
起草 Prepared By:
批核 Approved By:
服务质量标准
两汉:诸葛亮先帝创业未半而中道崩殂,今天下三分,益州疲弊,此诚危急存亡之秋也。
然侍卫之臣不懈于内,忠志之士忘身于外者,盖追先帝之殊遇,欲报之于陛下也。
诚宜开张圣听,以光先帝遗德,恢弘志士之气,不宜妄自菲薄,引喻失义,以塞忠谏之路也。
宫中府中,俱为一体;陟罚臧否,不宜异同。
若有作奸犯科及为忠善者,宜付有司论其刑赏,以昭陛下平明之理;不宜偏私,使内外异法也。
侍中、侍郎郭攸之、费祎、董允等,此皆良实,志虑忠纯,是以先帝简拔以遗陛下:愚以为宫中之事,事无大小,悉以咨之,然后施行,必能裨补阙漏,有所广益。
将军向宠,性行淑均,晓畅军事,试用于昔日,先帝称之曰“能”,是以众议举宠为督:愚以为营中之事,悉以咨之,必能使行阵和睦,优劣得所。
亲贤臣,远小人,此先汉所以兴隆也;亲小人,远贤臣,此后汉所以倾颓也。
先帝在时,每与臣论此事,未尝不叹息痛恨于桓、灵也。
侍中、尚书、长史、参军,此悉贞良死节之臣,愿陛下亲之、信之,则汉室之隆,可计日而待也。
臣本布衣,躬耕于南阳,苟全性命于乱世,不求闻达于诸侯。
先帝不以臣卑鄙,猥自枉屈,三顾臣于草庐之中,咨臣以当世之事,由是感激,遂许先帝以驱驰。
后值倾覆,受任于败军之际,奉命于危难之间,尔来二十有一年矣。
先帝知臣谨慎,故临崩寄臣以大事也。
受命以来,夙夜忧叹,恐托付不效,以伤先帝之明;故五月渡泸,深入不毛。
今南方已定,兵甲已足,当奖率三军,北定中原,庶竭驽钝,攘除奸凶,兴复汉室,还于旧都。
此臣所以报先帝而忠陛下之职分也。
至于斟酌损益,进尽忠言,则攸之、祎、允之任也。
愿陛下托臣以讨贼兴复之效,不效,则治臣之罪,以告先帝之灵。
若无兴德之言,则责攸之、祎、允等之慢,以彰其咎;陛下亦宜自谋,以咨诹善道,察纳雅言,深追先帝遗诏。
臣不胜受恩感激。
今当远离,临表涕零,不知所言。
approve的用法和短语
approve的用法和短语一、approve的基本意义和用法批准(approve)是一个常见的动词,用来表示对某人或某物的行为、计划、建议等表示认可并同意。
它在正式或非正式的场合中都有广泛应用。
接下来将会详细介绍approve的不同用法和相关短语。
二、基本用法1. "approve of""approve of"意为“赞成”,表示某人同意或支持某事物。
例如,“我强烈赞成新政策”可以译为“I strongly approve of the new policy”。
2. "approve + 名词""approve + 名词"的结构经常被用来描述对特定事物的认可,比如产品、计划、决定等。
例如,“他们批准了这项新工程”的翻译是“They approved the new project”。
3. "approve + 从句"当我们想要表达对某个事件或行为正式认可时,可以使用"approve + 从句"的结构。
例如,“公司决定批准她出国参加会议”可以改写为“The company decided to approve her going abroad for the conference”。
三、短语及例句1. give one's approval (表达同意)该短语与“批准”一样地表示对某事物持肯定态度。
“政府给予项目立项的批准”可以翻译为“The government has given its approval to the project”。
2. approve by (经……的批准)该短语用于表明一个计划、建议或行动已经通过相关机构或个人的批准。
例如,“这项决定已经由公司董事会批准”可改写为“This decision has been approved by the boar d of directors”。
approve用法及搭配
approve用法及搭配approve用法:approve的基本意思是“赞成/同意”,主要用于上级对下级的计划和建议等表示赞同或在程序上的“批准/通过”,有时也可含有“尊敬/钦佩”的意味;常用搭配是:approve of,表示“赞成”或“对···予以认可”的意思。
一、approve 读音英式读音:[əˈpruːv]美式读音:[əˈpruːv]二、approve 词性及释义(v.):赞成、同意、批准、通过(计划、要求等)、认可、核准等含义;三、approve 用法approve的用法1:approve的基本意思是“具有或表达赞同意见”。
主要用于上级对下级的计划、建议等表示赞同或在程序上“批准”或“通过”。
有时可含有“尊敬”“钦佩”的意味。
approve的用法2:approve作“赞成,同意”解用作不及物动词时,常与of连用,这时其后可接包括人在内的名词、代词或动名词作宾语。
approve的用法3:approve作“批准,通过”解时用作及物动词,可接表示物或事物的名词、代词或动名词作宾语。
注意approve不接人称代词或表示人的名词作宾语,也不接动词不定式。
四、approve 双语例句例句 1. The plan was approved without qualification.这项计划获得无条件批准。
例句 2. The accounts were formally approved by the board.账目已由董事会正式批准。
例句 3. The course is approved by the Department for Education.课程已获教育部核准。
例句 4. Children must use an approved child restraint or adult seat belt.儿童必须使用经过认可的儿童安全带或成人座椅安全带。
例句 5. She didn't approve of their choice of reading matter.她不赞同他们选用的阅读材料。
Approved by
I n t e r n a t i o n a l I n s t i t u t e f o r A p p l i e d S y s t e m s A n a l y s i s • A - 2 3 6 1 L a x e n b u rg • A u s t r i a Tel: +43 2236 807 • Fax: +43 2236 71313 • E-mail: info@iiasa.ac.at • Web: www.iiasa.ac.at
Approved by Sten Nilsson(nilsson@iiasa.ac.at) Leader, Sustainable Boreal Forest Resources Project
Interim Reports on work of the International Institute for Applied Systems Analysis receive only limited review. Views or opinions expressed herein do not necessarily represent those of the Institute, its National Member Organizations, or other organizations supporting the work.
IR-98-033 / June
The Pan Siberian Forest Industry Model (PSFIM): A theoretical concept for forest industry analysis
Michael Obersteiner (oberstei@ihs.ac.at)
8D报告样本
3月3日生产500件加工验证,∮4.1销孔内砂眼得到解决,后续量产无发现。
8.结案Problem Closure:
改善绩效或结果有效性的确认Performance/Results Verification for Closure
新CAR号码
New CAR No.
结案人
Closed By:
审 核Reviewed By:
4.明确和核实根本原因Define and Verify Root Causes:
起草Prepared By:
陈修华
批核Approved By:
张硕秋
完成日期
Completed Date:
1月18日
该位置∮4.1销孔成型时排溢不良,导致卷气,残留在产品内部
5.永久纠正措施Permanent Corrective Actions:
杜坤
批核Approved By:
江知励
完成日期
Completed Date:
1月18日
增加该处作为制程巡检的项目,用X光进行检查确认
7.有效性确认Effectiveness Verification:
起草Prepared By:
杜坤
批核Approved By:
江知励
完成日期
Completed Date:
起草Prepared By:
陈修华
批核Approved By:
张硕秋
完成日期
Completed Date:
1月18日
如图,∮4.1销孔位置增加渣包,加强排溢,使得产品内部的卷气排除
6.预防问题再发生措施Actions to Prevent Problem Recurrence:
劳动安全三级教育卡管理规定
1.All employees (including regular employees, causal employees and trainees) must be educated by the three-grade labour safety regulations brought on by the hotel and fill in the three-grade education card.
部门级和班组级劳动安全教育由部门和班组负责。部门级和班组级教育卡为每位
员工,由教育人和被教育人签字后,部门统一保管。
5.The education card should be taken care of by a designated person. He must ensure that this is implemented annually. If a government officer inspects it, he must show the education card promptly, and the information on the card must be accurate.
10.All test papers are kept on file at the hotel.
所有参加入店教育员工的考试卷,存于酒店个人材料中,试卷题后附。
劳动安全三级教育分为酒店级、部门级和班组级三级。每年进行一次教育。
3.Human Resources is in charge of the hotel’s grade education. Every employee must fill in one education card and it will then be collected by Human Resources.
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International Institute for Applied Systems Analysis • A-2361 Laxenburg • Austria Tel: +43 2236 807 • Fax: +43 2236 71313 • E-mail: info @iiasa.ac.at • Web: www.iiasa.ac.atInterim Reports on work of the International Institute for Applied Systems Analysis receive only limited review. Views or opinions expressed herein do not necessarily represent those of the Institute, its National Member Organizations, or other organizations supporting the work.Approved byINTERIM REPORTContents1. Background12.Official Industrial Wood Supply Estimates12.1 Official Industrial Wood Supply Estimates — USA22.2 Official Industrial Wood Supply Estimates — Canada33. Concerns about Official Estimates — USA43.1 Growth/Drain Ratio43.2 Reforestation63.3 Demographic Impacts73.4 Stocking and Productivity Estimates73.5 Increment Estimates83.6 Topographical Restrictions83.7 Inventory Data93.8 Ownership93.9 Sustainable Forest Management113.10 Best Management Practice Guidelines123.11 Quality Decline and Changed Assortment Distribution133.12 Governmental Regulations133.13 Regional Supply Analyses134. Canada174.1 Increment/Sustainable Yield174.2 AAC Calculations174.3 Reforestation184.4 Inventory Data194.5 Native Forestry194.6 Sustainable Forest Management194.7 Regional Supply Analyses205. Overall Alternative Estimates235.1 USA235.2 Canada236. Discussion247. References26AbstractThis paper analyzes the current wood supply estimates for North America. The result of the analysis casts doubts whether the North American supplies are sustainable. It is obvious that current estimates do not consider many of the aspects of sustainable forest management but are based on a concept of the availability of timber. It can be concluded that there is a lack of consistent national projections in both the USA and Canada. The North American analyses do not take into account that the wood supply issue is driven by the political economy and not only by the market economy. North America has a lot to gain if future analyses of the supply would be carried out based on a political economic concept.AcknowledgmentsThe authors are very thankful for comments and contributions made on earlier versions of the manuscript by Dr. Mike Apsey, former President of COFI, British Columbia, Canada, Dr. Tom Schmidt, USDA Forest Service, St. Paul, USA, and Professor Frederick Cubbage, North Carolina State University, USA.About the AuthorsSten Nilsson is Counselor to the Director and Project Leader of the Forest Resources Project at the International Institute for Applied Systems Analysis (IIASA), Laxenburg, Austria. Ralph Colberg is the President of Decisions Support Inc., Columbus, Georgia, USA. Robert Hagler is the President of Wood Resources International Ltd., Reston, Virginia, USA. Peter Woodbridge is an Associate with Ernst & Young, Vancouver, British Columbia, Canada.How Sustainable AreNorth American Wood Supplies?Sten Nilsson, Ralph Colberg, Robert Hagler and Peter Woodbridge1. BackgroundThe issue of a sustainable supply of industrial wood has been investigated on several occasions (e.g., Nilsson 1996, WRI 1997, 1998, Duinker et al. 1998). In these previous studies, there were difficulties matching North American estimates. We think that some estimates of the United States of America (USA) and Canadian industrial roundwood supply are overestimated based on the lack of considering the impact of sustainable forest management and by the use of different assumptions. Perhaps the major concern is that the current analyses of future wood supplies are driven by either price (Haynes et al. 1995) or issues (Cubbage et al. 1996a, Apsey and Reed 1995). This difference in assumptions causes problems when comparing potential outcomes and when trying to get a complete and consistent picture of the future wood supply. In addition, most analyses do not take into account the fact that wood supply during the 1990s has not been driven by the market economy but by the political economy. With political economy we mean “the ways in which various sorts of government affect the allocation of scarce resources in society through their laws and politics as well as the ways in which the nature of the economic system and the behavior of people acting on their economic interests affects the form of government and the kinds of laws and politics that get made” (Johnson 1996). There is probably no shortage of wood from a market economic point of view, but the political economy puts serious constraints on the availability of the identified supply based on a pure market economic approach (Nilsson 1996). The objective of this paper is to illustrate our concerns and draw some conclusions leading to more realistic forecasts.2.Official Industrial Wood Supply EstimatesIn order to discuss wood supply estimates, there is a need to define what we mean with wood supply. One basic approach is the “sustainable wood supply”. In this case the supply is defined as the sustainable yield (net annual growth or annual allowable cut) on productive, closed non-reserved forests (e.g., WRI 1997). But to sort out a more realistic future, the impact of government policies on forest utilization, developing utilization technologies, landowner attitudes, land use, environmental constraints, etc.on sustainable wood supply has to be considered. This measure is what can be realistically expected to happen, given the multiple policy constraints in vogue and technical constraints (Apsey and Reed 1995). This supply is called “cut potential” (e.g., Jaakko Pöyry 1994), “timber availability” (e.g., Apsey and Reed 1995) or “probable wood supply” (e.g., WRI, 1997). The probable supply is substantially lower than the sustainable wood supply. In the following text we use the term “probable wood supply”. The third level of supply is the “economic wood supply” taking the market economy into account and “economic supply” is defined as supply equals the demand. Normally the “economic supply” is lower than the “probable supply” because the element of cost has been explicitly introduced and compared with prices. In some regions significant amounts of probable supply are not affordable given the assumptions on price trends and real increase in marginal logging costs.2.1 Official Industrial Wood Supply Estimates — USAHaynes et al. (1995), published by the USDA Forest Service, throughout this paper is considered the official wood supply estimate for the USA. The most recently published information on official projected roundwood harvests (total harvests including industrial wood and fuel wood) for the USA is an “economic supply” and estimates that the level of harvesting will increase from 509.4 million m3 in 1990 to 716 million m3 by the year 2040 (Table 1). This represents an increase of 41 percent over the 50 year time span, reflecting that a substantial increase in harvest levels in the USA is expected. The volumes presented in Table 1 are based on estimates for timberland only. Timberland is forest land with at least 10 percent stocking of trees that is considered available for harvest.In addition to these timberland estimates, harvesting occurs on nonforest lands with trees. Nonforest lands with trees are lands that have trees present but with non-forest dominant land uses (rangelands with trees and urban lands are some examples). In 1992, harvesting from nonforest lands with trees constituted 43 million m3. The estimated harvest levels presented in Table 1 do not differentiate between harvests for industrial wood and those for fuelwood. We adjusted the estimate so that it is valid for industrial wood only by deducting the estimated fuelwood harvest (Haynes et al. 1995) for each projected period. The estimate on industrial roundwood harvests after this calculation is presented in Table 2.Table 1. Projections of total roundwood harvests on timberland in the United States between 2000 and 2040 (Haynes et al., 1995).Year of HarvestSpecies Group20002010202020302040(Million m per year)Coniferous314.1322.6353.8384.9413.2 Deciduous237.7263.2280.2288.7302.8 Total551.8585.8634.0673.6716.0Table 2. Estimate of industrial roundwood harvests on timberland in the United States between 2000 and 2040 (Haynes et al. 1995).Year of HarvestSpecies Group20002010202020302040(Million m3 per year)Coniferous294.3297.2328.4362.3387.8 Deciduous155.6175.4189.6189.6192.4 Total449.9472.6518.0551.9580.2 Within the USA, there is a shift in estimated supply over time predicted on a regional basis to the South (Table 3). Some 90 percent of increased coniferous harvest and 70 percent of the increased deciduous harvest is predicted to take place in the South. It is expected that, in the future, the majority of the wood supply from the USA will be from southern and western regions.Table 3. Estimates on economic supply of total timber harvests on timberland and regions (Haynes et al. 1995).Year of Harvest20002010202020302040 Region Con.1Dec.2Con.1Dec.2Con.1Dec.2Con.1Dec.2Con.1Dec.2(Million m3 per year)Northeast23.256.326.961.728.366.828.672.229.279.8 North central11.064.013.667.414.469.914.773.014.477.8 Southeast83.545.688.950.191.151.286.050.492.350.4 South central94.061.792.072.5109.277.5137.377.0147.779.0 West102.511.6101.613.0110.614.4118.615.6131.015.9 Total314.2239.2323.0264.7353.6279.8385.2288.2414.6302.9 Con. = Conifer.2 Dec. = Deciduous.3 Totals do not match totals in Table 1 due to rounding.The USA analyses (Haynes et al. 1995) are carried out by employing rather sophisticated models that include price as a consideration for availability of supply. The USA analytical system provides for a balancing of supply and demand including export and import flows into and outside North America.2.2 Official Industrial Wood Supply Estimates — Canada Estimates of Canadian industrial roundwood production stem from UNFAO (1998) and are based on official Canadian figures presented by EDF (1995), UNFAO (1996), and CCFM (1997). The forecast on future industrial roundwood production encompasses assumptions about future demand, prices, and changes in technology over time but it isnot an economic supply estimate but rather a “probable supply” estimate. It also assumes some expansion of the economically accessible forest-land base in Canada (Table 4).Table 4. Canadian industrial roundwood production and annual allowable cut levels and projections (UNFAO 1998).19701980199019952000200520102015(Million m per year)117151156183194202213227 Industrial Roundwood Production(“probable wood supply”)Annual Allowable Cut (AAC)228228253233n.a.n.a.n.a.n.a.The industrial roundwood production estimate includes both coniferous and deciduous species. Since 1970, the majority of production increase has been in coniferous, although deciduous removals have grown at a faster rate. In 1970, coniferous production constituted 91 percent of total removals compared to 85 percent in 1994 (EDF 1995, Natural Resources Canada 1997). In 1993, AAC totaled 230.4 million m3 with the deciduous component representing 25 percent of the total (EDF 1995). This deciduous harvesting level indicates a relation of 75 percent coniferous and 25 percent deciduous in the roundwood estimate presented in Table 4.The level of sophistication is substantially lower in Canadian analyses compared with the USA analytical system. The official timber supply analyses rely on provincial analyses as reflected in allowable cut calculations, which are not always completely transparent (UNFAO 1996) and lack consistent standards and definitions. It seems that the official Canadian estimates are closely tied to potential net growth estimates.3. Concerns about Official Estimates — USA3.1 Growth/Drain RatioCubbage et al. (1994) presented a study on the growth to drain ratio for the Southern United States. They found that twenty of the south’s fifty-one forest survey units had coniferous removals that exceeded growth as of the most recent inventories. The average growth to drain ratio for these twenty units was 0.74. The authors also carried out timber inventory projections for the six southeastern states and predicted a decrease in the coniferous inventory in five of the six states. Of special concern was the predicted dramatic drop in inventories for Georgia and Mississippi of some 34 to 40 percent between 1990 and 2010. Cubbage et al. (1995a and b, 1996a) and Cubbage and Abt (1996) presented additional analyses on the Southern situation. In these documents, they estimated growth/drain ratios for the entire South of 1.51 for deciduous and 0.88 for coniferous species groups. They concluded that:“The national RPA (Haynes et al. 1995) indicate that the South isprojected to increase its total magnitude and national share of timberharvest for decades. Our capability to achieve and maintain theseprojected increases in timber supply, however is moot.”Colberg (1996) investigated the growth to drain ratio in 14 southern states and found that the ratio averaged between 0.6 and 0.8 for coniferous species groups. In this study it is pointed out that for most of the South’s “pine producing region” the growth to drain ratios average 0.68. The author points out that these ratios are significantly lower than US Forest Service estimates, which he felt were outdated. Colberg (1996) concluded that:“There is firm evidence that coniferous inventories are declining in mostof the South’s major timber-growing regions and for the next 15 to 20years there will not be enough coniferous volume to meet current millrequirements.”Colberg (1998) illustrates that the US Forest Service drain estimates in the South represent “average” annual removals for the previous inventory cycle. The difference with the “current” mill consumption is significant. The latter figure is more than 20 percent higher than the US Forest Service estimates for the South. Smith (1998) shares the opinion that the collected official drain data is not consistent. Cubbage and Abt (1998b) state that the official deciduous harvest data probably underestimate removals significantly.Lindberg (1997) projects a similar growth to drain ratio for southern pine as Colberg (1996), namely 0.7. Random Lengths (1997) states that Virginia, Tennessee, Oklahoma, Florida and North Carolina are the only states in the South currently growing more coniferous timber than they harvest. South Carolina and the Georgia North-Central Unit are growing only about 75 percent of what they are harvesting. The Alabama North-Central and East-Central Units, Louisiana Southwest and Northwest Units, Mississippi Southwest and North Southeast Units, and Georgia Southwest and Central Units are growing 80 percent or less of what they are harvesting.Cubbage and Abt (1997, 1998b) have aggregated the latest Forest Inventory and Analysis (FIA) data to determine the current inventory, growth and removal situation for all regions of the South. Based on this data the coniferous growth and removals are currently about equal in the South (a growth/drain ratio of 0.98) and with a ratio of 1.37 for deciduous. But the surplus timber inventories are far away from mill locations (Cubbage et al.1995b) and it can be concluded that coniferous harvest still exceeds growth in most regions with large mill locations. If the most recent data is correct, this indicates that growth to removal imbalances have improved recently.The anxiety regarding over-harvesting is not only concentrated in the South, but is also a frequent concern in other regions. Irland and Maass (1989) and Irland (1996) report that much of the harvest in the 12 states constituting the so-called “frostbelt” in the North is concentrated in removing sawlogs and veneer logs and leaves behind poorly-stocked stands of firewood and pulpwood. They felt that the only way to sustain and increase the harvest in the frostbelt region was by an increased harvest of low quality wood from now through the foreseeable future.Growth to drain ratios according to Haynes et al. (1995) are presented in Table 5 for the years 1991 through 2040. The ratio for the owner group “Other private lands” shows avery low value for the dominating part of the projection period for both coniferous and deciduous species groups. This is the owner group that is estimated to take care of most of the increased wood supply that is expected to be needed to meet the future demand between 1991 and 2040. A ratio of less than 1.0 is no problem if there is sufficient unused forest inventory to tap from, and if efficient reforestation is carried out after harvesting. But as will be illustrated later in the text, this does not seem to be the case for the “Other private lands” ownership group.Table 5. National level growth to drain ratio (Calculated from Haynes et al. 1995).19912040ConifersNational Forests 1.54 2.87Other public forests 1.47 1.38Forest industry0.780.99Other private lands 1.190.86DeciduousNational Forests 1.82 1.55Other public forests 2.70 2.44Forest industry 1.000.77Other private lands 1.370.683.2 ReforestationColberg (1996, 1998) has followed the development of coniferous volumes harvested and the reforestation rate in the South since 1960. Thus, the comparison is made between planted areas and volumes harvested which, to some extent, is a mixing of apples and oranges. But harvested volumes can be used as a substitute for harvested areas. For example, in 1997 the coniferous consumption by all of the mills in the USA South totaled 189.6 million m³. This represents current mill consumption levels rather than the historical averages developed by the US Forest Service in their periodic surveys, and is substantially higher than US Forest Service estimates. Of the total wood consumption, only 36.8 million m³ stemmed in 1997 from thinnings or partial cuts. The remaining 152.8 million came from clearcuts. The average industrial harvest volume for southern yellow pine is 56 to 84 m³ per ha. If the higher number is used, 1.82 million ha must be clearcut in order to provide the 152.8 million m³ required to satisfy 1997 demand levels. The US Forest Service reports 0.69 million ha seeded or planted in 1997. While some of the remaining 1.13 million ha was reseeded to pine, most reverted to a lower quality stand with a sizable hardwood component. Based on these calculations, Colberg (1996) found that harvested coniferous areas have doubled during the time period studied but at the same time seeded or planted areas only increased by 13 percent. Rooks (1998) made the conclusion that reforestation of coniferous forests has been practiced by a large number of industrial forest owners in the South. But, in the case of deciduous forests in the South, he also concluded that limited reforestation has taken place. White (1998) points out that most of the deciduous forest management in the South is coppice with standards of low quality.However, WRI (1998) expects an increase in pine plantations in the South in the future. It is expected that the new plantation area will come from continued conversion of natural pine stands to plantations on the remainder of industry land, and a strong timberland investment industry, which will act as a driver and consolidator for a portion of the “Other Private Lands.” WRI (1998) estimates that pine plantations in the South will increase from the current 12.9 million ha to some 17 million ha by the year 2030, an increase of some 33 percent. This can be compared with the Moffat et al. (1998) estimate (based on an opinion survey) that planted pine area will increase by 7 percent in the South by the year 2020. Colberg (1998) concludes that in study after study, from Texas to the Carolinas, there is not a single instance where “near term” softwood inventories have increased.3.3 Demographic ImpactsDe Forest et al. (1991) and Rooks (1998) conclude that the economic growth in the southern USA has led to a major population growth. It is stated that about 25 percent of the total timberland area and growing stock are in counties with major metropolitan areas in the South (De Forest et al. 1991). It is identified in the article that the increase in urban population may become a major drawback on forest utilization. One estimate in the latter article is that:“over the next 10 to 15 years, hundreds of square miles of rural forestland will essentially become off-limits to the forest products industry.”Decisions Support Inc. has carried out similar analysis and found also that 25 percent of the South’s softwood volumes were located in metro counties. It could also be seen in this study that these same counties were providing a disproportionate share of the harvest volumes. Industry is buying a sizable amount of inexpensive wood cut from metro areas that are being cleared for construction. While this may be beneficial now, these same sites will no longer be available for future timber growth. Wear (1998) estimates that in 2020 additional 2–2.5 million ha of forest land in the US South have been lost for urban development.In addition to losses due to development, it has been projected that cropland needs nationwide may rise by 20 million ha by 2020 (Joint Council of Food and Agriculture Sciences, 1984). The southern USA will be one of the primary sources of this new cropland area and the only land-use that easily lends itself to cropland production in the south is forest land. A 1988 study (USDA, 1988) estimated that 10 million ha of timberland in the South had high or medium potential for conversion to cropland over the next 35 years. If these projected land conversions occur, the potential for the South to meet the growing wood fiber supply will be limited.3.4 Stocking and Productivity EstimatesMost forest stands are not maintained at full stocking (generally more stands will be either under- or over-stocked than will be fully stocked), yet potential stand productivity estimates in the USA are based on full stocking. As a result, assessments of realized productivity are often overestimated if based on potential productivity since stands thatare under- or over-stocked will not reach their productivity potentials. The difference between potential productivity and realized growth needs to be assessed.In addition, more than 1.6 million hectares of timberland in the southern USA was classified as being nonstocked in 1992 (Smith et al. 1994). These nonstocked timberlands represented 70 percent of the total nonstocked forest land in the Eastern USA in 1992. However, the area of nonstocked timberland in the Southern USA represents only 2 percent of the total timberland base of the USA. Estimates of future sustainable wood supply based on area of forest land must discount these nonstocked areas.3.5 Increment EstimatesThere are uncertainties in USA increment estimates. Haynes et al. (1995) show an increase in the net conifer growth in the South Central USA of 35 percent (with a declining land base of timberlands) between 1990 and 2040. It is difficult to agree with such increases in the rate of increment given the conditions for reforestation that since 1960 there has been a 13 percent increase in reforestation but a two-fold increase in clearcuts (Colberg, 1996, 1998). It is reasonable to assume that the net annual growth in well-managed pine plantations can be increased by as much as 35 percent by the year 2040. The problem arises when these increases are applied to all of the South’s timberland. Only industry lands are being managed to provide maximum wood and fiber yields, and represent less than a quarter of the South’s commercial timberland. Few believe that public lands will provide any appreciable harvest volumes in future years, and history has taught us that without “up-front” incentives, few non-industrial private land owners will plant their cut-over timberlands after harvesting. Adams (1998) points out that there are no sufficient incentives for private non-industrial landowners to manage their forest lands for their future wealth and productivity.3.6 Topographical RestrictionsForest inventory data for the USA on a regional level do not consider the potential limitations regarding topography when determining area of timberland and associated volumes. Topography can limit not only harvesting but other management activities such as regeneration and/or thinning as well. Topographical restrictions on implementing management will limit the production potential, however, this may be moot if the wood fiber produced cannot be harvested.The western USA will perhaps have the most easily recognized and severe topographical restrictions but this type of restriction occurs throughout the USA. Steep, dry, rocky slopes in the south to bogs and swamps in the Lake States are some examples of topography that will limit harvesting the existing timber on these sites. There is a dramatic reduction in the operability in the US South when the average soil moisture in the surface of 12 inches reaches 40 percent (Carrath and Brown, 1996). Operability is a data element for forest inventories in the southern USA, for example 12 million ha of wetlands, but is not incorporated into national estimates of timberland available for harvest. Decisions Support Inc. has carried out resource studies for the USA South andfound that as much as 40 percent of the deciduous inventories are not available for industrial use. Pacheco et al. (1997), Cubbage et al. (1997), Cubbage and Abt (1998a) estimate the deciduous area reduction to 30–50 percent. These inventories are growing on slopes too steep to log, wetland sites, or in-stream or roadside reserves. There is a similar situation for pine but the deduction is 10 to 15 percent (Decisions Support Inc.). Cubbage et al. (1997) and Cubbage and Abt (1997) also estimate the deduction for coniferous forests to 10–15 percent. UNFAO (1998) shows that of a total area of 298.1 million ha of forests in the US, 122.7 million ha are inaccessible for wood supply and 19.2 million ha are legally protected areas, which results in an area available for wood supply of 156.2 million ha. This latter figure is 30 to 35 ha million less than the timberland area used in the projections by Haynes et al. (1995).3.7 Inventory DataUSDA Forest Service, Forest Inventory and Analysis (FIA) data have been collected using different methodologies in different areas of the country. While on a local scale this creates some comparison problems, it has been possible to accurately gather and collate this data on an aggregated national scale. FIA data based on field plots and their analyses are recognized internationally for their scientific quality (and in fact form the basis for many of the comparisons provided in this paper), the problem arises when this data is used for projections into the future (Colberg 1996, Flowers et al. 1993, Kaiser 1994, Martin and Darr 1997). Colberg (1998) states that using a timber-supply forecasting system similar to the ATLAS model used by the Forest Service in the Haynes et al. (1995) forecasts, but with supply and demand assumptions that are based on observed data rather than theoretical abstractions, a sizable supply gap is foreseen for the US South with softwood inventories declining as much as 40 percent by the year 2015.3.8 OwnershipHaynes et al. (1995) expect the relative contribution of non-industrial lands to total timber harvests to grow in all regions, while the share from industry and public lands is expected to decline (Table 6). Almost 60 percent of private forest owners have less than 10 acres and less than 1 percent of the owners have 45 percent of the total timberland in the USA (Table 7). The majority of the timberland in the larger land ownership category is associated with forest industry. A much wider proportion of private lands in the South and in the North are in smaller ownerships in comparison to the remainder of the country. Birch (1996a and b) stresses that management goals vary widely among different ownerships. Studies show that the degree of active forest management increases with the size of the forest holding (RTI, 1992). A study by Birch (1994) identified that only about 3 percent of private owners identified timber production as their primary objective and only 5 percent of private owners identified income from timber as a goal. However, about 70 percent of the responding landowners expressed that timber production was an ownership goal but not necessarily their primary objective for owning timberland. Owen (1998) argues that the increasing fragmentation of the forests due to changed ownership and ownership objectives are the real threat to。