Start-up & Shut Down Procedures - Underground Truck V0810.1
Start-Up_CN启动
第二章 启动
本章介绍了ACS 600 基本的启动过程。
以表格的形式逐步进行了说明。
在第五章 参数中有关于各种参数的详细描述。
ACS 600 变频器能按照下列形式操作：
∙ 使用控制盘或Drive Window PC 工具进行本地控制
∙ 使用NIOC 或NIOB 板上的I/O 连接或通过NAMC 板的现场总线连接
进行外部控制 推荐启动过程使用了 Drive Window 程序(关于 Drive Window 功能信息，请参见在线帮助)。
参数的设定也可通过控制盘来实现的。
如不用数据记录器来显示给定值，可连接并换算模拟输出给示波器。
启动过程仅包括了第一次给ACS 600 通电时的所采取的步骤（例如，输入电机参数）。
在启动后，不必再使用启动功能就可以给ACS 600 上电。
如果启动数据需要改变，那么启动过程可以重复。
一旦出现问题，请参考故障跟踪这一章。
一旦出现重大问题时，请断开主电，并至少等5分钟才能重新开始对单元、电机或电缆的操作。
概述 启动说明概述
第二章启动
第二章启动
第二章启动
第二章启动
第二章启动
第二章启动
第二章启动
第二章启动
第二章启动
当完成 ACS 600 调试时，推荐为该NAMC 板的参数作一个备份文件。
如需要这些参数可以下装到相同型号的一个备份板上。
Drive Window 备份/
恢复功能。
xp start up-windows系统开机启动过程介绍
XP start upTurn the power to start the machine almost every day computer enthusiasts do, in the face of an increase on the screen startup screen appears, we will not feel a little strange, but, the computer display the splash screen when they made some What work? Some friends believe that it is not clear, this paper to introduce open source to appear from the blue sky Windows, the computer in the end have done some things. First, let us know some basic concepts. The first one is very familiar BIOS (basic input output system), BIOS is dealing directly with the hardware, the underlying code, which controls the operating system provides the basic functions of hardware devices. BIOS includes system BIOS (that is often said that the board BIOS), boot the machine was powered on the computer almost every day lovers do, the face appears on the screen depicting the splash screen, and we will not feel a little bit strange, but, the computer screen in the display when they start doing these work? Some friends believe that it is not clear, this paper to introduce open source to appear from the blue sky Windows, the computer in the end have done some things. First, let us know some basic concepts. The first one is very familiar BIOS (basic input output system), BIOS is dealing directly with the hardware, the underlying code, which provides control for the operating system, the basic functions of hardware devices. BIOS includes system BIOS (that is often said that the board BIOS), video card BIOS and other equipment (such as IDE controllers, SCSI card, or NIC, etc.) of the BIOS, where the system BIOS is the protagonist of this paper to discuss, because the computer's startup process is is carried out under itscontrol. BIOS is generally stored in ROM (read-only memory chip) into, even after the shutdown or power down, the code will not disappear. The second basic concept is the memory address, our machines are generally installed 32MB, 64MB or 128MB of memory, the memory bytes are each given an address for CPU to access memory. 32MB address range that is the hexadecimal numbers 0 ~1FFFFFFH, where 0 ~ FFFFFH the low 1MB of memory is very special, because the original 8086 processor, the maximum memory that can be accessed only 1MB,1MB which is called the low end of 640KB as the basic memory, A0000H ~ BFFFFH to be reserved for the graphics card memory to use, C0000H ~ FFFFFH were reserved for the BIOS to use the system BIOS which generally takes the final 64KB or a little more space, graphics card BIOS generally C0000H ~ C7FFFH Department, IDE controller in BIOS C8000H ~ CBFFFH Department. Well, here we take a closer look at the computer's startup process it.From the start-up process, since the power to open the operating system in the start-up screen, this phase of the system BIOS from the control of the master, then it in this process have been completed and wh at work it »said there are two major areas : Booting the system and self-inspection system since the move. BIOS code in fact most of the hardware and testing of the system, these procedures were implemented after reading the CPU process, we call the POST (Power On Self Test: power-self-test). Computer hardware design is perfect self-checking mechanism, in that brief few seconds, can be completed up to hundreds of Procedure. If theself-inspection went smoothly, BIOS will be responsible for loading the operatingsystem boot. In particular, BIOS boot start of the work flow can be briefly described as follows: BStep One: When we press the power switch, power supply began to supply to the motherboard and other devices, when the voltage is also less stable, the control on the motherboard chipset will be sent to the CPU and maintain a RESET (reset) signal, Let the internal CPU automatically returns to the initial state, but the CPU will not immediately execute instructions at the moment. When the chip set to power has already begun testing the stability of power supply (of course, the process from unstable to stable things only a brief moment), it will removed the RESET signal (if it is manually press the Reset button on the computer panel to restart the machine, then release the button will be removed when the RESET signal chipset), CPU immediately started from the address FFFF0H at the instruction from the preceding description is known, the address is actually in the system BIOS address range, whether it is Award BIOS or AMI BIOS , on the instruction here is just a jump, jump to the system BIOS boot code in the real place.Step two: the system BIOS boot code first thing to do is to POST (Power-On Self Test, self-test after power on), POST's main task is to test the system and the existence of some critical equipment can work properly, such as memory and graphics cards and other equipment. Since POST is a pioneer in the testing process, this time not initialize graphics card, if the system BIOS during the POST process discovered some fatal error, for example, did not find a problem with memory or memory (640K of conventional memory at this time only check ), then the systemBIOS will control the speaker sound directly to report errors, the length and frequency of the sound represents the type of error. Under normal circumstances, POST process is very fast, we can hardly feel its presence, POST will be called after other code to a more complete hardware detection.Step Three: Next, the system BIOS looks for the graphics card BIOS, as I said before, stored in the ROM BIOS chip card start address is usually located in the C0000H Department, the system BIOS to find in this place call it after the video card BIOS initialization code to initialize the graphics card BIOS, then the majority of graphics on the screen will show some initial information, introduce manufacturers, graphics chip type, etc., but this picture is almost flashed. System BIOS will then find the BIOS program other devices to find the same to call them after the BIOS initialization code to initialize the internal related equipment.Step four: After all the other equipment to find BIOS, the system BIOS will show its own splash screen, which included the type of system BIOS, serial number and version number and so on.Step Five: Then the system BIOS will detect and display the type and frequency of CPU, and then began to test all the RAM, and also displayed on the screen memory test in progress, we can decide in the CMOS settings or use a simple littletime-consuming time-consuming and more detailed testing methods.Step Six: Memory test passed, the system BIOS will begin testing some of the standard installed on the system hardware, including hard drives, CD-ROM, serial,parallel, floppy and other equipment, while most of the newer version of the system BIOS in this a process also automatically detect and set the memory timing parameters, drive parameters and access modes.Step Seven: Standard equipment testing is completed, the system supports Plug and Play BIOS code inside will begin to detect and configure Plug and Play devices installed in the system, each find a device, the system BIOS will be displayed on the screen device name and model number and other information, while the device is assigned an interrupt, DMA channels and I / O ports and other resources.Step Eight: At this point so far, have been detected all the hardware configuration is completed, the majority of the system BIOS will re-clear the screen and top of the screen shows a table that briefly lists the various standard installed on the system hardware, and their use of resources and some of the relevant operating parameters.Step Nine: The next system will update the BIOS ESCD (Extended System Configuration Data, extended system configuration data). ESCD is the system BIOS and operating system used to exchange as a means of hardware configuration information, the data is stored in the CMOS (a small piece of special RAM, the battery on the motherboard to power supply) into. ESCD data is usually only after the system hardware configuration changes to be updated, so it is not every time you start the machine when we are able to see the "Update ESCD ... Success" such information, however, some motherboards system BIOS ESCD data is saved withWindows 9x does not use the same data format, so Windows 9x startup process in its own data in the ESCD will change into their own format, but the next time you start the machine, even if the hardware configuration has not changed, the system BIOS will be the ESCD data format change back, and so on, will cause every time you start the machine, the system BIOS must be updated again ESCD, which is why some machines in each startup will display information about the reasons.Step Ten: ESCD update is completed, the system BIOS boot code will be its final task, that is, the boot sequence specified by the user from a floppy disk, hard disk or CD-ROM to start.To start from the C drive, for example, the system BIOS will read and execute on the hard disk master boot record, master boot record partition table and then to find from the first active partition, and then read and execute the active partition of the partition boot record, and read the partition boot record and will be responsible for the implementation of IO.SYS, which is the most basic DOS and Windows 9x system files. Windows 9x's IO.SYS first initialize some important system data, and then to show the familiar blue and white, in this picture below, Windows will continue to be part and DOS GUI (graphical user interface) portion of the guide and initialization. If the system is being installed in multiple operating system boot tools, usually the master boot record will be replaced with the guidance of the software code that will allow the user to choose an operating system, and then read and execute theoperating system's basic Boot code (DOS and Windows, basic boot code is the partition boot record).Described above is the computer power switch (or press the Reset button) when the cold start initialization to complete all work in DOS, if we press Ctrl Alt Del key combination (or from Windows, select Restart the computer ) to the hot start, then the POST process will be skipped, starting directly from the third step, another step in the detection of the fifth test the CPU and memory will no longer be. We can see that both the cold start or warm start, the system BIOS are repeated over and over again, and these we usually do not pay attention to things, but it is these monotonous hardware detection step for us to be able to provide normal use of the computer foundation.。
ABB XFC XRC Series START-UP流量计算机 说明书
切勿在主电池组断开的情况下连接充电器。（请参见第 8 页和第 9
页）
L C
代码应在充电电源连接后消失。显然，太阳能供电的设备将依
赖阳光的强度。
设置：
12. 将运行 PCCU32 的 FS/2 或笔记本电脑与设备相连。要使用 FS/2，必 须作为单管应用从工厂订购系统并且具有 FS/2 支持。PCCU32 必须 具有软件版本 4.3 或更高版本，FS/2 必须为 2018583-007 XFC 板上的 J1 或 XRC 板上的 J16。 连接器位于这两个板上的相同位置。（请参见第 7 页以及图 5 和图 6）
10. 显示屏应迅速经历启动过程，然后开始滚过默认的显示项。（如果不
是这样，请参见第 19 页上的提示）这通常确保组件和连线正确。有
关典型默认显示，请参考第 15 页上的“标准显示”。有关位置、符
锂电池
1. 确认”Memory Backup” 为”Enabled”，并且在 XFC 的 J13 或 XRC 的 J1 的上部两个针脚上有跳线。
2. 确认 LL（低锂电池警报）未显示在 A7 信号器上（默认）此警报指示 锂电池的电压低于 2.5 伏特并且应被替换。
太阳能电池板安装
Totalflow •
21. 收集数据并查看事件和特性文件，以确保所有参数都正确设置。
22. 可选：在确保所有设置和校准都已完成并且设备是在计算流量的线路 上后，建议使用 PCCU 发送 "Reset Volume"（重置流量）命令。这 使得设备还原为默认状态，此状态被视为正确即时数据的正式起点。 "Reset Volume"（重置流量）将记录在 “Events” 文件中，以标记日期 和时间。
用硅树脂喷剂或特氟纶胶带将 U 形螺栓贴到 2 英寸的管道上，以避免 磨损。（请参见图 1 和图 2） 5. 将多支管安装到设备的底部；设备的右端口通常为高压力（上行 侧）。检查 AMU 模块编号，查看其设计流向是从左到右 (4CYC) 还 是从右到左 (4AYC)。您还可以查看传感器，（H 或 +）表示高面， （L 或 –）表示低面。对于直接安装多支管，方向非常重要。（请参 见图 3，了解典型多支管配置情况） 6. 将不锈钢管线从多支管连接到导压阀。使用相等的多支管以避免损坏 传感器，向多支管施加压力并检查是否有泄漏情况。为得到最佳度 量，请将孔口较大、长度较短的等长仪表管线向下倾斜到导压阀（每 3 英尺最少 1 英寸）。
Case start-Up-
20 minutes
• 工作计划
– answer
30 minutes
first – 交付物/任务/行动 – 团队组成 – 角色和职责
BOS CaseStart-Up 11
Case Start-Up 议程示例 (2 of 2)
内容 Time Required
15 minutes 25 minutes
Case Start-Up 议程灵活化 (1 of 3)
Agenda Item Example Approach
• •
团队成员介绍 项目背景
内容 – 目标 – 关键问题 – 方法或步骤
–
• 要每人描述他/她的背景和兴趣，并且他们希望从该项目
中收获什么
• 描述项目背景，并说明你为什么对该项目感兴趣 • 用一些项目建议书和项目启动材料中的幻灯片 • 阐明关键的问题和业务决定 • 介绍客户公司，包括重要的产品或服务 • 显示组织结构图，明确关键客户人员 • 描述客户敏感性 • 运用已准备的answer-first 逻辑金字塔和交付物、时间表
幻灯片 (或者经团队讨论的假设以及answer-first logic pyramid) • 获取团队成员对于任务和行动的反映 • 讨论基于客户项目说明书的重点和非重点 • 明确关键途径以及可能的障碍
BOS CaseStart-Up 13
•
客户背景
公司描述 – 公司组织架构 – 客户团队成员
–
•
工作计划
Case Start-Up 建立良好的沟通体系
在项目启动阶段同主管/经理，项目成员，客户 项目领导交流可以使你：
• 在项目目标和交付物上取得一致 • 制定一个全面的时间表以及初步同意的最终期限 • 明确任务和责任 • 获取重要的客户信息 • 了解团队成员的职业发展目标 • 讨论工作的风格
A start-up business—创业才是硬道理 你还好意思啃老吗？K
A start-up business—创业才是硬道理你还好意思啃老吗？A 21-year-old recently bought an apartment right after his graduation. More importantly, he bought it with money he earned all by himself.最近，一位21岁的小伙儿刚刚毕业，就为自己买了一套公寓，而更重要的是，买公寓的钱都是他自己挣的。
Liu Dun, a finance major at Zhongnan University of Economics and Law, has started up an Internet company and made a fortune.这位小伙儿就是刘敦（音译），毕业于中南财经政法大学金融专业。
他自己创办了一家网络公司，并且因此发家致富。
But doing business is not as important to Liu as doing what he is passionate about, which is promoting the city he lives in.但是，对他而言，从商赚钱并没有那么重要，相比之下，宣传自己生活的城市让他更有热情。
Born in Wuhan, Hubei province, Liu has a strong connection to the city. He loves the people there, who are straightforward, which leads many to believe they are rude. He loves the city because of its diversity. He wants to imitate Ma Yun, CEO of Alibaba, who set up a business in his beloved hometown.作为土生土长的湖北武汉人，刘敦和这个城市“血脉相连”。
bissiness start-up
☺ 小传
李嘉诚的成功经营
♪ 启示一：立志创业，有备无患 ♪ 启示二：不畏艰辛，人定胜天 ♪ 启示三：浑身是胆，真诚创业
♪ 启示四：智慧创业，多元化经营
海尔集团首席执行官—张瑞敏
☺
在中国企业界，张瑞敏无疑是最成功的企业家。海尔在他提出的“名牌战略” 思想指导下，紧紧抓住中国改革开放的有利时机，不断创新，不断进取，通过技 术开发、精细化管理、资本运营、兼并控股、国际化等手段，使一个昔日亏损 147万元的街道小厂变成今日年销售额超过400亿元、跨地区、跨行业、跨所有制 和跨国经营的中国家电企业的龙头。在中国企业界，张瑞敏是最成功的企业家。
智力资本时代的代言人--比尔· 盖茨
☺ 他的成功，激励了一大批聪明的年轻人登上财富快车，并成为时代的弄潮儿。
他的成功，预示着智力资本时代的到来——每一个掌握了知识、信息和创意的 人，只要方法得宜，就能将头脑中的无形财富变成梦想中的一切！
☺ 小传：比尔· 盖茨的成功经营 ♪ 启示一：信息决定输赢，信息流是公司的生命线 ♪ 启示二：成功依赖于高效率的企业程序 ♪ 启示三：尽快学会新商业规则
☺ 李嘉诚是香港的大企业家，美国的《财富》杂志曾公
布：在全世界98位亿万富翁中，拥有25亿美元资产的李嘉诚，名列第26位； 美国《富李嘉诚由一名店铺学徒登上华人首富宝座，绝非一朝一夕、一蹴而就的运气。
他成功的秘诀是：勤学苦练、勇于拼搏；以诚相交、信誉为本；目光远大， 稳健发展；人才至上，集思广益；抓住机遇，全力投入。
LOGO
bissiness start-up
Just do it, Setting up Your own Company
不具备创业人格的十类人
缺少职业意识的人 优越感过强的人 惟上是从，只会说“是”的人 偷懒的人 片面和骄傲的人 僵化和死板的人 感情用事的人 “多嘴多舌”与“固执己见” 的人 胆小怕事，毫无主见的人 患得患失又容易自满的人
XilinxFPGA 的power-up配置和 start-up过程
Xilinx FPGA的power-up配置和 start-up过程FPGA的配置分为3步，1．清除配置SRAM2．下载配置数据3． Start-up过程激活逻辑Power-up配置从上图可见，配置在FPGA上电时自动进行。
上电后，FPGA自动开始清楚RAM的内容（此时，外围电路应使/program=1），清除RAM后，FPGA使/INIT变为无效，开始装载配置bit（如果保持/INIT信号有效，则可以延迟装载bit，INIT是双向端口）。
装载bit的过程中，FPGA会做CRC检查，发现错误则把/INIT信号拉低。
配置完成后done变高。
配置时序如下图所示。
也可以通过把/program置低开始（在不重新上电的情况下开始配置FPGA）对Xilinx FPGA的配置有四个主要步骤（不重新上电的情况下开始配置FPGA）：（1）配置存储器清空(Clearing Configuration Memory)将PROGRAM管脚拉低300ns以上。
当PROGRAM拉低后，开始配置存储器，将存储器清空。
此时INIT将被拉低，当PROGRAM置高后，FPGA将继续将INIT置低直到完全清除完所有的配置存储器。
当INIT变高时，配置便可以开始了。
（2）加载配置数据（Loading Configuration Data）当INIT变高时，便可以配置FPGA了。
配置时，先将CCLK置低，再将数据发送到DIN上，延时45ns以上，再将CCLK置高，该位数据便写入到了FPGA中（数据是低位在前），然后再准备下一次的输入。
如此反复，将所有数据输入完毕为止。
（3）CRC错误校验（CRC Error Checking）在加载数据过程中，嵌入到配置文件中的CRC值同FPGA计算出来的值比较，若有CRC 校验错误产生，则INIT置低，且FPGA停止加载。
Start-up过程默认的start-up过程在DONE信号变高并延迟一个CCLK后进行，此时global tri-state signal(GTS)信号释放，这样允许器件output打开。
Start-up Commissioning
ABB LUMMUS GLOBAL, INC.PRECOMMISSIONING, COMMISSIONING, and STARTUP SERVICES(ADVISORY ROLE)INTRODUCTIONStartup of today's chemical and petrochemical units is most demanding and requires careful planning and preparation of both the plant equipment and the operating organization. Each detailed activity must be executed meticulously, otherwise one single oversight can result in expensive delays during the initial operation. ABB Lummus Global Inc. (LGI) is well experienced in these pre-commissioning and commissioning activities and can provide the in-depth experience, guidance and qualified personnel necessary to deliver a unit safely prepared and ready to achieve a smooth startup.To assist Owners in this effort, LGI can assign to the jobsite an Initial Operations (IO) team, whose responsibility is to oversee the completion of construction and initial operation of the new plant. This team, working with the site contractor, subcontractor and owners, will help plan and direct the various activities associated with the preparation and testing of the plant for initial operation. Detailing these activities with the completion of construction will require detailed planning, scheduling and close cooperation between IO, Construction, Process Lice nsors, and Owner’s personnel.To ensure that nothing is missed during the latter months of construction, LGI strongly advocates the use of a "systems concept" of completing the plant by systems or segments to best fit the commissioning and startup activities schedule. Such an approach results in the earliest possible startup date often referred to as "oil-in", since precommissioning and commissioning activities on completed test systems can begin prior to the mechanical completion of the entire plant. T he “systems approach” allows construction and precommissioning activities to take place simultaneously and this can significantly reduce the time required to commission the new plant.TERMINOLOGYIt is important to define the terms "Precommissioning", "Mechanical Completion" and "Commissioning" as they apply to a project. LGI’s terminology is as follows:Precommissioning typically covers non operating activities such as punch and checkout, pressure testing of vessels and piping, testing of electrical equipment, loop checking of instruments, construction flushing and drying/cleaning, cold alignment checks, setting and calibration of instruments, etc.Mechanical Completion is that point in time when plant construction is complete in accordance with drawings, specifications and applicable codes and the equipment is ready for commissioning.Commissioning covers all operating activities required to prepare the plant for "oil-in"or feedstock introduction such as line flushing, steam blowing, lube oil circulation, instrumentation prove out, motor run-in, hot alignment, equipment run-in, refractory dry-out, purging and testing or "dummy" operations of process unit systems and equipment on air, water, steam, hydrocarbons, etc.An additional term frequently used within the industry is “Ready for Startup” or “RFSU”. LGI’s understanding of this term is as follows:Ready for Startup means that all commissioning activities are complete including inventorying of systems with process fluids necessary to operate systems in a standby condition prior to introduction of feedstocks to make products.LGI’s scope of advisory precommissioning, commissioning and startup services typically offered is described in the section that follows.SCOPE OF SERVICESA. PRECOMMISSIONINGPrecommissioning support is provided in the home office during the detailed engineering phase and in the field during the latter stages of construction. Assistance by the Initial Operations team to the project would include the following activities:HOME OFFICE SUPPORT1. P&ID Screening and HAZOP ReviewsP&ID screening Is performed at the time the drawings are issued for approval. All drawings are reviewed and checked for the following:-Safety-Operability of Systems-Commissioning requirements-Control of systems-Isolation requirements-Maintenance requirements-Winterization requirementsHAZOP reviews are conducted when the P&ID’s are approved for design. All approved drawings are reviewed to ensure that all safety concerns have been addressed and are properly incorporated into the approved drawing. This effort includes a detailed walkthrough of all alarms, interlocks, shutdowns and isolation actions to ensure that all systems function as designed.2. Preparation of Test SystemsThis would require marking up a reproducible set of P&I diagrams into hydrostatic/pneumatic test systems and numbering each test system. Each test system would have specified the test pressure, so that it does not exceed any design pressure permitted on any line or piece of equipment within the system.Additionally, an overall test system index would also be prepared.3. Preparation of Commissioning/Startup Activities ScheduleThis is a detailed sequencing of all major startup activities necessary to prepare the plant for oil-in. The sequence is based on a functional identification of operating systems and their startup priorities and is usually presented in the form of a bar chart or network arrow diagram. Activities would begin at the time of catalyst loading or activation of utilities and would include all the major steps required before the introduction of feedstock. The activities would be listed in their proper sequence with their estimated duration.4. Defining the Operating SystemsA "systems concept" of completing the plant by systems or segments to best fitthe commissioning and startup activities will be used. This involves defining/grouping the test systems and all their associated equipment, i.e., electrical, instrumentation, rotating equipment, vessels, tanks, exchangers, etc., into functioning operational systems showing their completion priorities.5. Review of Commissioning ProceduresLGI will review the Supervisory Operating Manual containing Precommissioning, Commissioning, and Startup procedures for completeness. Also included will be a critical review of Special Procedures for activities such as equipment cleaning and dry-out, chemical cleaning, catalyst loading / activation / regeneration, decoking, drier switching, process Quality Control and the like. The Supervisory Operating Manual will be revised to reflect any procedure modifications developed during the course of the plant commissioning, startup and performance tests. (Note: This activity usually commences in the home office and is completed in the field).FIELD SUPPORT1. Verification of Construction CompletionThis would involve a line-by-line detailed check of the actual physical installation against the latest P&I drawings, job specifications, piping hanger and support drawings, vendor drawings, etc., for erection of the unit in accordance with all drawings and applicable specifications. The systems would also be checked from an operating viewpoint for proper location and orientation of valves, vents, drains, steam tracing and traps, sample connections, etc. Punch lists of deviations, installation errors, missing items, etc., are prepared and given to the appropriate construction department for correction or completion. Equipment and activities included in this inspection and checkout would be:a. Vessel Internals - This would include going through selected towers and vessels tocheck the installation of trays, baffles, demisters, spargers, etc., and verifyingthat the dimensions of all weirs, downcomers, distributors, thermowells, etc.,are within specification and are properly oriented, as well as assuring theinternal cleanliness of each vessel prior to final closure.b. Non-operating Adjustments - All non-operating adjustments, packing of pumps andvalves and cold alignment of equipment performed by the constructionsubcontractors will be spot-checked, witnessed and periodically inspected toensure proper records are being kept.c. Electrical Installation - This would involve review of single line diagrams forpower distribution circuits and motor controls, grounding and interlock logicagainst the physical installation. We would also witness continuity checks andmeggar testing of power cables, as well as witness and advise on interlockfunction checks.d. Instrument Installation - Review of instrument installation for correctness toensure all is installed in accordance with the instrument drawings andspecifications.e. System Pressure Testing - Although the construction contractor is responsiblefor the actual pressure testing of each system prior to mechanical completion,the LGI IO personnel, would review the testing program and the methods usedto ensure satisfactory tightness, as well as witness and sign off on each testcompleted.2. Turnover Documentationa. Prepare and issue operating systems isolation, turnover and acceptanceprocedure.b. Collect, assemble and prepare all operating system turnover documentation forclients care, custody and control.B. COMMISSIONINGIndividual commissioning activities would begin during the last months of construction as soon as equipment and piping are released as ready for commissioning and the system is turned over to owner for his care, custody and control. The LGI IO team would review, monitor and advise owners operating and maintenance personnel on the following:1. Preparation of Detailed Commissioning/Startup Activities ScheduleUsing the overall commissioning/startup activities schedule described above, (in A-1), LGI IO would advise and assist the operations planning and operatingpersonnel to develop detailed arrow diagrams for each of the activitieslisted in the overall schedule. These network arrow diagrams would show the planning, precommissioning, commissioning and in-service activities necessary to place each system into service.2. Equipment Run-In - Monitor running in of the equipment such as blowers, pumps,compressors, motors, turbines, and other machinery or mechanical equipment.3. Systems Cleaning - Monitor the cleaning of systems either by flushing, blowing orchemical cleaning by reviewing directives for the necessary temporary connections, utilities and proper line up of the system to be cleaned. Before each system is closed for operation, the lines and equipment would be inspected for cleanliness.4. Vessel Loading - Ensure all catalyst, packing, resin and desiccant loading isperformed in a proper manner and that accurate records and samples of each material loaded are retained.5. Instrumentation - Monitor the checking of control loops to demonstrate properaction and direction of controllers, valves and auxiliary power circuits, the demonstration of alarm settings and interlock systems, orifice plate bore verification, activation of flow meters, transmitters and recorders during the initial pump or equipment run-in and stroking of valves over their full range.6. Refractory Dry-out - Advise on dry-out operation of all refractory lined equipmentand conduct an inspection after dry-out.7. Tower Inventory - Advise on the estimate of the quantity and type of materialsneeded and the methods used to inventory the various towers and systems before initial startup.C. STARTUPOnce the unit is commissioned, the LGI IO team will be present in an advisory capacity to assist and advise owners personnel during the initial startup to ensure this is accomplished smoothly and safely.To fulfill our responsibility in this area, LGI IO will:1. Advise and Issue Specific Operating Instructions as RequiredNormally, the procedures and practices outlined in the unit's Supervisory Operating Manual will be followed. However, as these manuals cannot cover every conceivable operating situation, it may be necessary for LGI IO to issue specific operating instructions to cover critical areas of operation as they arise.Any additional operating procedures and practices required to operate or control the units will be given to owners Operating Supervisors either in writing, if time permits, or verbally, if immediate action is required.2. Advise the Owners Operations Supervisors During the Introduction of Feedstock tothe UnitLGI Process and Operations Specialists will be present to monitor and provide technical advice during the critical first startup. They will help troubleshoot any problems that may arise and investigate any deviations that occur.The LGI Startup Specialists will assist their Owner supervisory counterparts who would be responsible to see that the instructions are carried out by the Owners operators. IO personnel will monitor the plant operations and suggest any operating changes for stable, efficient operation.3. Stabilize the UnitLGI will advise Owner’s supervision on how to bring the unit on stream and up to design rate. Control variables and flow rates will be specified to stabilize the unit at design rate in preparation for the acceptance test and during the performance test.4. Conduct Performance TestThe LGI IO team will assist with the preparation of the guarantee procedures and documentation and witness the instrument calibration. They will issue operatingguidelines and monitor operating conditions during the execution of theperformance test.。
START-UP AND SHUT-DOWN CONTROL SYSTEM
专利名称：START-UP AND SHUT-DOWN CONTROL SYSTEM发明人：TAKIGAWA TOMOHIRO申请号：JP14368380申请日：19801016公开号：JPS5769408A公开日：19820428专利内容由知识产权出版社提供摘要：PURPOSE:To eliminate an idle time in a shut-down stare by isolating the output of a recording controller from an operation terminal in the shut-down state and by generating an output signal, breaking from the output level of the recording controller with a prescribed gradient, by using an integrator and then supplying it to the operation terminal. CONSTITUTION:When an up signal turn on and off, the terminals (c) and (b), and (c) and (a) of a switch S1 are connected to each other respectively and when a following down signal turns on and off, the terminals (f) and (e), and (f) and (d) of a switch S2 are connected to each other. When the down signal turn on, an output K2 with the opposite polarity from a constant output generator 7 is integrated by an integrator 4, instead of the output DELTAWV of a recording controller 2 as the arithmetic value of the deviation between a target value SV and an actual value PV, and the resulting signal is supplied to an operation terminal. The manipulated variable MV, therefore, breaks from the output DELTAMV of the recording controller 2 up to the point in time at a constant variation rate. Since a selector 8 is set as MV>K3, it outputs the MV normally, but generates an output of the constant K3 by the high selector 3 when it requires the output of the constant K3.申请人：FUJI DENKI SEIZO KK 更多信息请下载全文后查看。
Start-up control of in-cylinder fuel injection spa
专利名称：Start-up control of in-cylinder fuel injectionspark ignition internal combustion engine发明人：Iriya, Yuichi,Fukuzumi, Masahiro,Ishii,Hitoshi,Kikuchi, Tsutomu申请号：EP04015385.0申请日：20040630公开号：EP1496230A2公开日：20050112专利内容由知识产权出版社提供专利附图：摘要：An in-cylinder fuel injection internal combustion engine (1) is started up bymeans of compression stroke fuel injection from the beginning of cranking of the engine(1) to the end of a stratified combustion start-up period TST. If the engine (1) reaches complete combustion during the period, a warm-up operation is begun immediately. If the engine (1) does not reach complete combustion during the period, start-up of the engine (1) is continued using intake stroke fuel injection. By means of this control, stable start-up is assured while suppressing the discharge of unburned fuel during start-up of the engine (1).申请人：Nissan Motor Co., Ltd.地址：2 Takara-cho, Kanagawa-ku Yokohama-shi, Kanagawa JP国籍：JP代理机构：Grünecker, Kinkeldey, Stockmair & Schwanhäusser Anwaltssozietät更多信息请下载全文后查看。
A start-up business作文
A start-up business作文Many times, we emphasize the importance of a good business model for enterprise development, especially for some start-ups, who think that a good model can make up for their inherent deficiencies in management and achieve rapid development. It is true, but there is often a misunderstanding that a good business model lies in its uniqueness and innovation. As long as it is not thought of by others or not in the existing market, it is your own wealth. As we were superstitious about Idea in those years, we finally found that "for an entrepreneur, a really good model should be suitable for him, that is, he has the ability to operate and can effectively integrate the existing resources. On this basis, he can achieve real innovation.In the era of fierce competition in the Internet, just when an idea was thought of, thousands of people may have thought of it at the same time. In fact, hundreds of enterprises may be practicing the same business model that looks promising, but in the end, only one enterprise may actually successfully operate it. Here, in addition to the small differences that may lead to different results in the actual operation of each model, what really plays a decisive role is the actual operation capabilities of different companies. I want to build a virtual entertainment community for home PC users, which is done by Lenovo and by a student team. The effect must be different. Similarly, if the operation of e-commerce payment authentication system is involved, there is actually a dead end without bank relationship and background.In fact, the operation capability mentioned here does not involve the specific operation and management process of the company. Only the resources that entrepreneurs can develop and mobilize, including capital, channels, customers, etc. We often say, "Entrepreneurs should do their best "What you are good at here is not only about your ability, but also about theresource conditions of your environment. When designing your own business model, it is very important to have an objective measurement of yourself and the conditions of your environment, and to recognize what you can do and what links you can invest in to achieve the maximum benefits, rather than blindly imitating and following the successful model of others. There was a time when young entrepreneurs often had a model Wrong understanding, thinking that simply building a website is entrepreneurship, and can become Yang Zhiyuan and Zhang Chaoyang. Now everyone has gradually calmed down and understood that success stories cannot be copied.Let's talk about student entrepreneurship. With the adjustment of the NASDAQ stock market, student entrepreneurship has also entered a corresponding trough. Gone are the days when you can get investment from venture capitalists with a novel website concept. Now, VCs have been very pragmatic and calm. They are more optimistic about the projects that are original and have certain barriers with Internet application prospects, and their requirements in the market and management are relatively simple. Because this is a relatively easy model for students or young entrepreneurs who do not have much business experience. There are also many details here. For example, for technology companies at the start-up stage, whether they need to directly face the user market is a matter for careful consideration. If you link your technology directly with the final client application, you need to measure your market capabilities, channels, customer base and other resources. If you can't do a good job in technology and market on the existing basis, you may have to give up those models that appear to have higher added value, and do what you can do first at this stage.。
startup settings意思
startup settings意思Startup Settings（启动设置）是指在计算机启动过程中可以进行的一系列配置和选项，用于指定系统的启动行为和参数。
通过修改启动设置，用户可以对计算机的启动过程进行自定义和优化，以满足个人需求。
在操作系统启动时，计算机会按照一定的流程和规则进行初始化和加载。
而启动设置则提供了一种方式，允许用户在启动过程中修改或指定某些参数，从而改变系统的行为。
这些参数可以包括启动设备、启动顺序、启动模式、启动时的选项等。
启动设置通常通过BIOS（Basic Input/Output System，基本输入/输出系统）或UEFI（Unified Extensible Firmware Interface，统一可拓展固件接口）进行配置。
在计算机启动时，用户可以通过按下特定的键（如F2、DEL等）进入BIOS或UEFI设置界面，然后在相应的页面中进行启动设置的修改。
在启动设置中，有一些常见的选项和配置可以进行调整，包括：1. 启动设备：指定计算机从哪个设备（如硬盘、光盘、USB等）加载操作系统。
用户可以通过设置启动设备的顺序来改变启动顺序，以便优先从某个设备启动。
2. 启动模式：选择计算机的启动模式，如传统的BIOS模式或新型的UEFI模式。
不同的启动模式可能会影响系统的兼容性和性能。
3. 安全启动：启用或禁用安全启动功能，该功能可以防止未经授权的操作系统或驱动程序加载，提高系统的安全性。
4. 启动选项：设置启动时的一些特定选项，如启用或禁用启动日志、启用或禁用启动画面等。
5. 内存和处理器设置：调整计算机的内存和处理器相关的设置，如内存频率、处理器超频等。
Startup Settings的作用是为用户提供了一种个性化和优化系统启动过程的方式。
通过调整启动设置，用户可以根据自己的需求和硬件配置，优化系统的启动性能、改变启动顺序、增加系统的安全性等。
Startup Settings也为计算机维护和故障排除提供了一些功能。
How to start a start-up
March 2005(This essay is derived from a talk at the Harvard Computer Society.)You need three things to create a successful startup:to start with good peopleto make something customers actually wantto spend as little money as possible.Most startups that fail do it because they fail at one of these. A startup that does all three will probably succeed.And that's kind of exciting, when you think about it, because all three are doable. Hard, but doable. And since a startup that succeeds ordinarily makes its founders rich, that implies getting rich is doable too. Hard, but doable.If there is one message I'd like to get across about startups, that's it. There is no magically difficult step that requires brilliance to solve.The IdeaIn particular, you don't need a brilliant idea to start a startup around. The way a startup makes money is to offer people better technology than they have now. But what people have now is often so bad that it doesn't take brilliance to do better.Google's plan, for example, was simply to create a search site that didn't suck. They had three new ideas: index more of the Web, use links to rank search results, and have clean, simple web pages with unintrusive keyword-based ads. Above all, they were determined to make a site that was good to use. No doubt there are great technical tricks within Google, but the overall plan was straightforward. And while they probably have bigger ambitions now, this alone brings them a billion dollars a year. [1]There are plenty of other areas that are just as backward as search was before Google. I can think of several heuristics for generating ideas for startups, but most reduce to this: look at something people are trying to do, and figure out how to do it in a way that doesn't suck.For example, dating sites currently suck far worse than search did before Google. They all use the same simple-minded model. They seem to have approached the problem by thinking about how to do database matches instead of how dating works in the real world. An undergrad could build something better as a class project. And yet there's a lot of money at stake. Online dating is a valuablebusiness now, and it might be worth a hundred times as much if it worked.An idea for a startup, however, is only a beginning. A lot of would-be startup founders think the key to the whole process is the initial idea, and from that point all you have to do is execute. Venture capitalists know better. If you go to VC firms with a brilliant idea that you'll tell them about if they sign a nondisclosure agreement, most will tell you to get lost. That shows how much a mere idea is worth. The market price is less than the inconvenience of signing an NDA.Another sign of how little the initial idea is worth is the number of startups that change their plan en route. Microsoft's original plan was to make money selling programming languages, of all things. Their current business model didn't occur to them until IBM dropped it in their lap five years later.Ideas for startups are worth something, certainly, but the trouble is, they're not transferrable. They're not something you could hand to someone else to execute. Their value is mainly as starting points: as questions for the people who had them to continue thinking about.What matters is not ideas, but the people who have them. Good people can fix bad ideas, but good ideas can't save bad people.PeopleWhat do I mean by good people? One of the best tricks I learned during our startup was a rule for deciding who to hire. Could you describe the person as an animal? It might be hard to translate that into another language, but I think everyone in the US knows what it means. It means someone who takes their work a little too seriously; someone who does what they do so well that they pass right through professional and cross over into obsessive.What it means specifically depends on the job: a salesperson who just won't take no for an answer; a hacker who will stay up till 4:00 AM rather than go to bed leaving code with a bug in it; a PR person who will cold-call New York Times reporters on their cell phones; a graphic designer who feels physical pain when something is two millimeters out of place.Almost everyone who worked for us was an animal at what they did. The woman in charge of sales was so tenacious that I used to feel sorry for potential customers on the phone with her. You could sense them squirming on the hook, but you knew there would be no rest for them till they'd signed up.If you think about people you know, you'll find the animal test is easy to apply.Call the person's image to mind and imagine the sentence "so-and-so is an animal." If you laugh, they're not. You don't need or perhaps even want this quality in big companies, but you need it in a startup.For programmers we had three additional tests. Was the person genuinely smart? If so, could they actually get things done? And finally, since a few good hackers have unbearable personalities, could we stand to have them around?That last test filters out surprisingly few people. We could bear any amount of nerdiness if someone was truly smart. What we couldn't stand were people with a lot of attitude. But most of those weren't truly smart, so our third test was largely a restatement of the first.When nerds are unbearable it's usually because they're trying too hard to seem smart. But the smarter they are, the less pressure they feel to act smart. So as a rule you can recognize genuinely smart people by their ability to say things like "I don't know," "Maybe you're right," and "I don't understand x well enough."This technique doesn't always work, because people can be influenced by their environment. In the MIT CS department, there seems to be a tradition of acting like a brusque know-it-all. I'm told it derives ultimately from Marvin Minsky, in the same way the classic airline pilot manner is said to derive from Chuck Yeager. Even genuinely smart people start to act this way there, so you have to make allowances.It helped us to have Robert Morris, who is one of the readiest to say "I don't know" of anyone I've met. (At least, he was before he became a professor at MIT.) No one dared put on attitude around Robert, because he was obviously smarter than they were and yet had zero attitude himself.Like most startups, ours began with a group of friends, and it was through personal contacts that we got most of the people we hired. This is a crucial difference between startups and big companies. Being friends with someone for even a couple days will tell you more than companies could ever learn in interviews. [2]It's no coincidence that startups start around universities, because that's where smart people meet. It's not what people learn in classes at MIT and Stanford that has made technology companies spring up around them. They could sing campfire songs in the classes so long as admissions worked the same.If you start a startup, there's a good chance it will be with people you know from college or grad school. So in theory you ought to try to make friends with asmany smart people as you can in school, right? Well, no. Don't make a conscious effort to schmooze; that doesn't work well with hackers.What you should do in college is work on your own projects. Hackers should do this even if they don't plan to start startups, because it's the only real way to learn how to program. In some cases you may collaborate with other students, and this is the best way to get to know good hackers. The project may even grow into a startup. But once again, I wouldn't aim too directly at either target. Don't force things; just work on stuff you like with people you like.Ideally you want between two and four founders. It would be hard to start with just one. One person would find the moral weight of starting a company hard to bear. Even Bill Gates, who seems to be able to bear a good deal of moral weight, had to have a co-founder. But you don't want so many founders that the company starts to look like a group photo. Partly because you don't need a lot of people at first, but mainly because the more founders you have, the worse disagreements you'll have. When there are just two or three founders, you know you have to resolve disputes immediately or perish. If there are seven or eight, disagreements can linger and harden into factions. You don't want mere voting; you need unanimity.In a technology startup, which most startups are, the founders should include technical people. During the Internet Bubble there were a number of startups founded by business people who then went looking for hackers to create their product for them. This doesn't work well. Business people are bad at deciding what to do with technology, because they don't know what the options are, or which kinds of problems are hard and which are easy. And when business people try to hire hackers, they can't tell which ones are good. Even other hackers have a hard time doing that. For business people it's roulette.Do the founders of a startup have to include business people? That depends. We thought so when we started ours, and we asked several people who were said to know about this mysterious thing called "business" if they would be the president. But they all said no, so I had to do it myself. And what I discovered was that business was no great mystery. It's not something like physics or medicine that requires extensive study. You just try to get people to pay you for stuff.I think the reason I made such a mystery of business was that I was disgusted by the idea of doing it. I wanted to work in the pure, intellectual world of software, not deal with customers' mundane problems. People who don't want to get dragged into some kind of work often develop a protective incompetence at it. Paul Erdos was particularly good at this. By seeming unable even to cut a grapefruit in half (let alone go to the store and buy one), he forced other peopleto do such things for him, leaving all his time free for math. Erdos was an extreme case, but most husbands use the same trick to some degree.Once I was forced to discard my protective incompetence, I found that business was neither so hard nor so boring as I feared. There are esoteric areas of business that are quite hard, like tax law or the pricing of derivatives, but you don't need to know about those in a startup. All you need to know about business to run a startup are commonsense things people knew before there were business schools, or even universities.If you work your way down the Forbes 400 making an x next to the name of each person with an MBA, you'll learn something important about business school. After Warren Buffett, you don't hit another MBA till number 22, Phil Knight, the CEO of Nike. There are only 5 MBAs in the top 50. What you notice in the Forbes 400 are a lot of people with technical backgrounds. Bill Gates, Steve Jobs, Larry Ellison, Michael Dell, Jeff Bezos, Gordon Moore. The rulers of the technology business tend to come from technology, not business. So if you want to invest two years in something that will help you succeed in business, the evidence suggests you'd do better to learn how to hack than get an MBA. [3]There is one reason you might want to include business people in a startup, though: because you have to have at least one person willing and able to focus on what customers want. Some believe only business people can do this-- that hackers can implement software, but not design it. That's nonsense. There's nothing about knowing how to program that prevents hackers from understanding users, or about not knowing how to program that magically enables business people to understand them.If you can't understand users, however, you should either learn how or find a co-founder who can. That is the single most important issue for technology startups, and the rock that sinks more of them than anything else.What Customers WantIt's not just startups that have to worry about this. I think most businesses that fail do it because they don't give customers what they want. Look at restaurants.A large percentage fail, about a quarter in the first year. But can you think of one restaurant that had really good food and went out of business?Restaurants with great food seem to prosper no matter what. A restaurant with great food can be expensive, crowded, noisy, dingy, out of the way, and even have bad service, and people will keep coming. It's true that a restaurant with mediocre food can sometimes attract customers through gimmicks. But that approach is very risky. It's more straightforward just to make the food good.It's the same with technology. You hear all kinds of reasons why startups fail. But can you think of one that had a massively popular product and still failed?In nearly every failed startup, the real problem was that customers didn't want the product. For most, the cause of death is listed as "ran out of funding," but that's only the immediate cause. Why couldn't they get more funding? Probably because the product was a dog, or never seemed likely to be done, or both.When I was trying to think of the things every startup needed to do, I almost included a fourth: get a version 1 out as soon as you can. But I decided not to, because that's implicit in making something customers want. The only way to make something customers want is to get a prototype in front of them and refine it based on their reactions.The other approach is what I call the "Hail Mary" strategy. You make elaborate plans for a product, hire a team of engineers to develop it (people who do this tend to use the term "engineer" for hackers), and then find after a year that you've spent two million dollars to develop something no one wants. This was not uncommon during the Bubble, especially in companies run by business types, who thought of software development as something terrifying that therefore had to be carefully planned.We never even considered that approach. As a Lisp hacker, I come from the tradition of rapid prototyping. I would not claim (at least, not here) that this is the right way to write every program, but it's certainly the right way to write software for a startup. In a startup, your initial plans are almost certain to be wrong in some way, and your first priority should be to figure out where. The only way to do that is to try implementing them.Like most startups, we changed our plan on the fly. At first we expected our customers to be Web consultants. But it turned out they didn't like us, because our software was easy to use and we hosted the site. It would be too easy for clients to fire them. We also thought we'd be able to sign up a lot of catalog companies, because selling online was a natural extension of their existing business. But in 1996 that was a hard sell. The middle managers we talked to at catalog companies saw the Web not as an opportunity, but as something that meant more work for them.We did get a few of the more adventurous catalog companies. Among them was Frederick's of Hollywood, which gave us valuable experience dealing with heavy loads on our servers. But most of our users were small, individual merchants who saw the Web as an opportunity to build a business. Some had retail stores, but many only existed online. And so we changed direction to focus on theseusers. Instead of concentrating on the features Web consultants and catalog companies would want, we worked to make the software easy to use.I learned something valuable from that. It's worth trying very, very hard to make technology easy to use. Hackers are so used to computers that they have no idea how horrifying software seems to normal people. Stephen Hawking's editor told him that every equation he included in his book would cut sales in half. When you work on making technology eas ier to use, you're riding that curve up instead of down. A 10% improvement in ease of use doesn't just increase your sales 10%. It's more likely to double your sales.How do you figure out what customers want? Watch them. One of the best places to do this was at trade shows. Trade shows didn't pay as a way of getting new customers, but they were worth it as market research. We didn't just give canned presentations at trade shows. We used to show people how to build real, working stores. Which meant we got to watch as they used our software, and talk to them about what they needed.No matter what kind of startup you start, it will probably be a stretch for you, the founders, to understand what users want. The only kind of software you can build without studying users is the sort for which you are the typical user. But this is just the kind that tends to be open source: operating systems, programming languages, editors, and so on. So if you're developing technology for money, you're probably not going to be developing it for people like you. Indeed, you can use this as a way to generate ideas for startups: what do people who are not like you want from technology?When most people think of startups, they think of companies like Apple or Google. Everyone knows these, because they're big consumer brands. But for every startup like that, there are twenty more that operate in niche markets or live quietly down in the infrastructure. So if you start a successful startup, odds are you'll start one of those.Another way to say that is, if you try to start the kind of startup that has to be a big consumer brand, the odds against succeeding are steeper. The best odds are in niche markets. Since startups make money by offering people something better than they had before, the best opportunities are where things suck most. And it would be hard to find a place where things suck more than in corporate IT departments. You would not believe the amount of money companies spend on software, and the crap they get in return. This imbalance equals opportunity. If you want ideas for startups, one of the most valuable things you could do is find a middle-sized non-technology company and spend a couple weeks just watching what they do with computers. Most good hackers have no more idea ofthe horrors perpetrated in these places than rich Americans do of what goes on in Brazilian slums.Start by writing software for smaller companies, because it's easier to sell to them. It's worth so much to sell stuff to big companies that the people selling them the crap they currently use spend a lot of time and money to do it. And while you can outhack Oracle with one frontal lobe tied behind your back, you can't outsell an Oracle salesman. So if you want to win through better technology, aim at smaller customers. [4]They're the more strategically valuable part of the market anyway. In technology, the low end always eats the high end. It's easier to make an inexpensive product more powerful than to make a powerful product cheaper. So the products that start as cheap, simple options tend to gradually grow more powerful till, like water rising in a room, they squash the "high-end" products against the ceiling. Sun did this to mainframes, and Intel is doing it to Sun. Microsoft Word did it to desktop publishing software like Interleaf and Framemaker. Mass-market digital cameras are doing it to the expensive models made for professionals. Avid did it to the manufacturers of specialized video editing systems, and now Apple is doing it to Avid. Henry Ford did it to the car makers that preceded him. If you build the simple, inexpensive option, you'll not only find it easier to sell at first, but you'll also be in the best position to conquer the rest of the market.It's very dangerous to let anyone fly under you. If you have the cheapest, easiest product, you'll own the low end. And if you don't, you're in the crosshairs of whoever does.Raising MoneyTo make all this happen, you're going to need money. Some startups have been self-funding-- Microsoft for example-- but most aren't. I think it's wise to take money from investors. To be self-funding, you have to start as a consulting company, and it's hard to switch from that to a product company.Financially, a startup is like a pass/fail course. The way to get rich from a startup is to maximize the company's chances of succeeding, not to maximize the amount of stock you retain. So if you can trade stock for something that improves your odds, it's probably a smart move.To most hackers, getting investors seems like a terrifying and mysterious process. Actually it's merely tedious. I'll try to give an outline of how it works. The first thing you'll need is a few tens of thousands of dollars to pay yourexpenses while you develop a prototype. This is called seed capital. Because so little money is involved, raising seed capital is comparatively easy-- at least in the sense of getting a quick yes or no.Usually you get seed money from individual rich people called "angels." Often they're people who themselves got rich from technology. At the seed stage, investors don't expect you to have an elaborate business plan. Most know that they're supposed to decide quickly. It's not unusual to get a check within a week based on a half-page agreement.We started Viaweb with $10,000 of seed money from our friend Julian. But he gave us a lot more than money. He's a former CEO and also a corporate lawyer, so he gave us a lot of valuable advice about business, and also did all the legal work of getting us set up as a company. Plus he introduced us to one of the two angel investors who supplied our next round of funding.Some angels, especially those with technology backgrounds, may be satisfied with a demo and a verbal description of what you plan to do. But many will want a copy of your business plan, if only to remind themselves what they invested in.Our angels asked for one, and looking back, I'm amazed how much worry it caused me. "Business plan" has that word "business" in it, so I figured it had to be something I'd have to read a book about business plans to write. Well, it doesn't. At this stage, all most investors expect is a brief description of what you plan to do and how you're going to make money from it, and the resumes of the founders. If you just sit down and write out what you've been saying to one another, that should be fine. It shouldn't take more than a couple hours, and you'll probably find that writing it all down gives you more ideas about what to do.For the angel to have someone to make the check out to, you're going to have to have some kind of company. Merely incorporating yourselves isn't hard. The problem is, for the company to exist, you have to decide who the founders are, and how much stock they each have. If there are two founders with the same qualifications who are both equally committed to the business, that's easy. But if you have a number of people who are expected to contribute in varying degrees, arranging the proportions of stock can be hard. And once you've done it, it tends to be set in stone.I have no tricks for dealing with this problem. All I can say is, try hard to do it right. I do have a rule of thumb for recognizing when you have, though. When everyone feels they're getting a slightly bad deal, that they're doing more than they should for the amount of stock they have, the stock is optimally apportioned.There is more to setting up a company than incorporating it, of course: insurance, business license, unemployment compensation, various things with the IRS. I'm not even sure what the list is, because we, ah, skipped all that. When we got real funding near the end of 1996, we hired a great CFO, who fixed everything retroactively. It turns out that no one comes and arrests you if you don't do everything you're supposed to when starting a company. And a good thing too, or a lot of startups would never get started. [5]It can be dangerous to delay turning yourself into a company, because one or more of the founders might decide to split off and start another company doing the same thing. This does happen. So when you set up the company, as well as as apportioning the stock, you should get all the founders to sign something agreeing that everyone's ideas belong to this company, and that this company is going to be everyone's only job.[If this were a movie, ominous music would begin here.]While you're at it, you should ask what else they've signed. One of the worst things that can happen to a startup is to run into intellectual property problems. We did, and it came closer to killing us than any competitor ever did.As we were in the middle of getting bought, we discovered that one of our people had, early on, been bound by an agreement that said all his ideas belonged to the giant company that was paying for him to go to grad school. In theory, that could have meant someone else owned big chunks of our software. So the acquisition came to a screeching halt while we tried to sort this out. The problem was, since we'd been about to be acquired, we'd allowed ourselves to run low on cash. Now we needed to raise more to keep going. But it's hard to raise money with an IP cloud over your head, because investors can't judge how serious it is.Our existing investors, knowing that we needed money and had nowhere else to get it, at this point attempted certain gambits which I will not describe in detail, except to remind readers that the word "angel" is a metaphor. The founders thereupon proposed to walk away from the company, after giving the investors a brief tutorial on how to administer the servers themselves. And while this was happening, the acquirers used the delay as an excuse to welch on the deal. Miraculously it all turned out ok. The investors backed down; we did another round of funding at a reasonable valuation; the giant company finally gave us a piece of paper saying they didn't own our software; and six months later we were bought by Yahoo for much more than the earlier acquirer had agreed to pay. So we were happy in the end, though the experience probably took severalyears off my life.Don't do what we did. Before you consummate a startup, ask everyone about their previous IP history.Once you've got a company set up, it may seem presumptuous to go knocking on the doors of rich people and asking them to invest tens of thousands of dollars in something that is really just a bunch of guys with some ideas. But when you look at it from the rich people's point of view, the picture is more encouraging. Most rich people are looking for good investments. If you really think you have a chance of succeeding, you're doing them a favor by letting them invest. Mixed with any annoyance they might feel about being approached will be the thought: are these guys the next Google?Usually angels are financially equivalent to founders. They get the same kind of stock and get diluted the same amount in future rounds. How much stock should they get? That depends on how ambitious you feel. When you offer x percent of your company for y dollars, you're implicitly claiming a certain value for the whole company. Venture investments are usually described in terms of that number. If you give an investor new shares equal to 5% of those already outstanding in return for $100,000, then you've done the deal at a pre-money valuation of $2 million.How do you decide what the value of the company should be? There is no rational way. At this stage the company is just a bet. I didn't realize that when we were raising money. Julian thought we ought to value the company at several million dollars. I thought it was preposterous to claim that a couple thousand lines of code, which was all we had at the time, were worth several million dollars. Eventually we settled on one millon, because Julian said no one would invest in a company with a valuation any lower. [6]What I didn't grasp at the time was that the valuation wasn't just the value of the code we'd written so far. It was also the value of our ideas, which turned out to be right, and of all the future work we'd do, which turned out to be a lot.The next round of funding is the one in which you might deal with actual venture capital firms. But don't wait till you've burned through your last round of funding to start approaching them. VCs are slow to make up their minds. They can take months. You don't want to be running out of money while you're trying to negotiate with them.Getting money from an actual VC firm is a bigger deal than getting money from angels. The amounts of money involved are larger, millions usually. So the deals take longer, dilute you more, and impose more onerous conditions.。
对于振荡器的启动start-up测量
对于振荡器的启动/start-up测量—利用CNT-90/CNT-91实现对于振荡器的启动测量Pendulum仪器技术资料2007年11月问题在振荡器制造的过程中普遍的一个问题便是如何确定振荡器的启动表现。
换一句话说，便是振荡器加电多久以后方才能有满足精度要求的稳定频率输出。
其精度极限在标准条件下大约为1个或者几个ppm。
解决方案Pendulum公司的CNT-90或CNT-91时间间隔测试仪/计数器/分析仪对于上述问题提供了一套非常经济的解决方案。
上述两种仪器均有连续的时间标记频率测量功能。
这两种仪器在该特定应用方面上的具体区别在于：CNT-91有2倍于CNT-90的更好的时间分辨率，CNT-91的时间分辨率为50ps,而CNT-90为100ps，并且还有内置式的频率背靠背（FREQ BtB）测量功能。
通过该功能，客户可以避免在各个测量量之间的静寂时间，而在一般频率测量中，静寂时间是难以避免的。
与普通频率测量相比（有静寂时间），客户在对低频振荡器进行测量时，在同一总的测量时间之内可以获得2倍的频率测量采样点数目。
CNT-90的在短时间测量中的分辨率为100ps/（测量时间），但却没有频率背靠背测量功能，仅有普通频率测量工能（伴随着较短的静寂时间）。
但是CNT-90和CNT-91均有原始时间标记测量模式，为PC上的后期处理提供零静寂时间测量数据，这些数据中包含有输入信号周期数信息以及总测量时间信息。
从而使得通过远程或者对CNT-90本地操作来计算频率或周期的背靠背信息成为可能。
设定1．将供电电源与被测试振荡器（DUT）相连，同时通过串联的一个电容和二极管与CNT-90和CNT-91的输入A相连接（如图1所示）。
2．将DUT的输出通过一个电阻与CNT-90的输入A（同一输入！）相连接（如图1所示）。
TimeView）的3．将CNT-90或CNT-91通过USB或GPIB接口与运行有应用程序（如TM PC相连接。
tempo-2 site start-up 说明书
TEMPO-2 Site Start-Up GuidePrior to site activation we require some start-up Study Documents and Training Certificates for all delegated study staff. This document will walk you through the completion of these start up tasks and direct you to resources you may find helpful.Regulatory Binder:Please provide the following regulatory and training documents for your site and all delegated study staff: 1) Individual Training Documents:☐mRS (Modified Rankin Scale) Certification☐NIHSS Certification☐TEMPO-2 Specific Training Video Certifications:1.tNK Reconstitution and Administration2.Obtaining Informed Consent3.iDatafax (database) trainingTraining videos can be accessed at:http://ucalgary.ca/dcns/research/tempo-2/tempo-2-videosSelect "Cancel UofC Access login"Then enter:User Name: TEMPO2Password: Stroke33When finished, click the "COMPLETION CERTIFICATE" button for each “Consent & TNKAdministration” and “iDatafax Training”☐Good Clinical Practice (GCP) Certification☐Current Health Professional License☐Signed and dated CV2) Site Level Regulatory Documents☐Executed Clinical Trial Agreement☐Local Ethics Approval (relative amendments/correspondence)☐Approved Patient Consent Form/ Surrogate (if applicable)☐Signed Protocol Acceptance Letter☐Local Lab Accreditation☐Local Lab Normals/ Accepted Values☐Ethics Membership List☐Clinical Trial Site Information Form (Canada only)☐Qualified Investigator Undertaking Form (Canada only)Study Documents:The following documents will be sent to you via email:☐DOA- Delegation of Authority log☐Staff Training Log (please complete at SIV)☐Protocol Acceptance Signature Page☐Subject Enrollment Log☐Monitoring Log☐CRF Source - Word and PDF (please use this as Source)☐TEMPO2 Enrollment Checklist (optional to use and please amend as per your site)☐CRF Completion Instructions☐TEMPO2 Consent labels☐Dosing Labels for CRF (suggest use of bright colored labels)☐Day 90 Blinded Attestation FormThese documents, along with other resources for TEMPO-2, are also available on the study website:https://www.ucalgary.ca/dcns/research/tempo-2/tempo-2-documentsSelect "Cancel UofC Access login"Then enter - User Name: TEMPO2/ Password: Stroke33TEMPO-2 Randomizer/ Study Manager:❖http://tempo2.cru.ucalgary.ca/❖Please email Carol Kenney (*******************) to request randomization access for members of your team who will be randomizing. TNK Administration Training certificates must be completed prior to receiving randomization access.❖All of the above listed required Regulatory Documents must be uploaded to Study Manager. You may request Manager access to maintain your site’s files or Johanna Delongchamp can assist your site with uploading your Regulatory Documents. Email: ********************iDatafax (Database):❖iDatafax Training certificates must be completed prior to receiving database access. Please email Carol Kenney (*******************) to request database access for those members of your teamresponsible for data entry.❖PI’s are required to have access for Electronic Sign Off (3 places) in the database.❖The CRU (Clinical Research Unit) at the University of Calgary manages the database. Qiao Zhang is the ProjectManagerforTEMPO-2.Email:**********************Imaging Transfer:❖Marina Salluzzi is the manager of the CPAC Central Imaging for TEMPO2. She will contact you to set up electronic transfer of images to the University of Calgary. Email: ********************.Contract:❖Michelle Wright is the Finance and Contract Manager for TEMPO2. Email: ******************Should you have any questions regarding the above list, please don’t hesitate to contact us at the TEMPO-2 Coordinating Centre at ******************. We look forward to your collaboration and contributions to this international trial.。
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V0810.1
Operator/Inspector_____________________ Date__________________ Time__________________
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Evaluator Comments For more information, please refer to the Operation and Maintenance Manual or any other applicable manuals and instructions for this product. If you
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STARTING THE MACHINE…
Perform Walk Around of Machine and be sure no Lock-out Tag-out warning tags are on the machine
Turn the Battery Disconnect Switch to ON Inspect, Adjust Seat and Fasten Seat Belt Inspect, Adjust Mirrors
Move Transmission Control Lever to Neutral Engage the Parking Brake Ensure the Body is Grounded Move the Hoist Lever into FLOAT
Ensure all Personnel are Clear of Machine Check Rear Vision Camera Sound Horn
Check Backup Alarm
Make Sure Steering Frame Lock is in Unlocked Position Move Hydraulic Controls to HOLD Position Engage Parking Brake
Turn Key Start Switch to START, Crank Engine and Release when Engine starts
MACHINE WARM-UP…
Allow Machine to Warm Up for 5 Minutes at Low IDLE Perform Secondary Brake Test
Check Gauges and Action Lights Frequently
Check Hydraulic Oil Tank and Transmission Oil Levels T
MOVING THE MACHINE…
Ensure Area is Clear
Manual Retarder UP, ARC ON, Park Brake Applied Depress Service Brake Pedal Release the Parking Brake
Move Transmission Control Lever to desired direction and Gear Release Service Brake Pedal and depress Accelerator Pedal
MACHINE SHUT DOWN…
Park the Machine on Smooth, Level Area Transmission Selector to Neutral Set Parking Brake
Move Throttle Control to LOW IDLE and run for 5 Minutes Turn Key Start Switch to OFF and remove Key
Turn Battery Disconnect Switch to OFF, remove Key Dismount Machine using 3-Point Contact
Block Wheels if Parking for Extended Period Conduct Post-Operation Walk-Around Inspection
Start-Up & Shut Down Procedures: Underground Trucks。