成都理工大学学生毕业设计(论文)外文译文
毕业设计中英文翻译【范本模板】
英文The road (highway)The road is one kind of linear construction used for travel。
It is made of the roadbed，the road surface, the bridge, the culvert and the tunnel. In addition, it also has the crossing of lines, the protective project and the traffic engineering and the route facility。
The roadbed is the base of road surface, road shoulder，side slope, side ditch foundations. It is stone material structure, which is designed according to route's plane position .The roadbed, as the base of travel, must guarantee that it has the enough intensity and the stability that can prevent the water and other natural disaster from corroding.The road surface is the surface of road. It is single or complex structure built with mixture。
The road surface require being smooth，having enough intensity，good stability and anti—slippery function. The quality of road surface directly affects the safe, comfort and the traffic。
毕业设计(论文)外文参考文献译文本
武汉工业学院毕业设计（论文）外文参考文献译文本2011届原文出处IBM SYSTEMS JOURNAL, VOL 35, NOS 3&4, 1996毕业设计(论文)题目音乐图像浏览器的设计与实现院（系）计算机与信息工程专业名称计算机科学与技术学生姓名郭谦学生学号070501103指导教师丰洪才译文要求：1、译文内容须与课题（或专业）有联系；2、外文翻译不少于4000汉字。
隐藏数据技术研究数据隐藏，是一种隐秘的数据加密形式，它将数据嵌入到数字媒体之中来达到鉴定，注释和版权保护的目的。
然而，这一应用却受到了一些限制：首先是需要隐藏的数据量，其次是在“主”讯号受到失真的条件影响之下，对于这些需隐藏数据的可靠性的需要。
举例来说，就是有损压缩以及对有损压缩来说数据遇到被拦截，被修改或被第三方移除等操作的免疫程度。
我们同时用传统的和新式技术来探究解决数据隐藏问题的方法并且对这些技术在以下三个方面的应用：版权保护，防止篡改，和增强型数据嵌入做出评估。
我们能非常方便地得到数字媒体并且潜在地改善了其可移植性，信息展现的效率，和信息呈现的准确度。
便捷的数据访问所带来的负面效果包括以下两点：侵犯版权的几率增加或者是有篡改或修改其中内容的可能性增大。
这项工作的目的在于研究知识产权保护条款、内容修改的相关指示和增加注解的方法。
数据隐藏代表了一类用于插入数据的操作，例如版权信息，它利用“主”信号能够感知的最小变化量来进入到各种不同形式的媒体之内，比如图像、声音或本文。
也就是说，嵌入的数据对人类观察者来说应该是既看不见也听不见的。
值得注意的是，数据隐藏虽然与压缩很类似，但与加密解密技术却是截然不同的。
它的目标不是限制或者管理对“主”信号的存取，而是保证被嵌入的数据依然未被破坏而且是可以恢复的。
数据隐藏在数字媒体中的两个重要应用就是提供版权信息的证明，和保证内容完整性。
因此，即使主讯号遭受诸如过滤、重取样，截取或是有损压缩等破坏行为，数据也应该一直在“主”信号中保持被隐藏的特点。
毕设外文文献+翻译1
毕设外文文献+翻译1外文翻译外文原文CHANGING ROLES OF THE CLIENTS、ARCHITECTSAND CONTRACTORS THROUGH BIMAbstract:Purpose –This paper aims to present a general review of the practical implications of building information modelling (BIM) based on literature and case studies. It seeks to address the necessity for applying BIM and re-organising the processes and roles in hospital building projects. This type of project is complex due to complicated functional and technical requirements, decision making involving a large number of stakeholders, and long-term development processes.Design/methodology/approach–Through desk research and referring to the ongoing European research project InPro, the framework for integrated collaboration and the use of BIM are analysed.Findings –One of the main findings is the identification of the main factors for a successful collaboration using BIM, which can be recognised as “POWER”: product information sharing (P),organisational roles synergy (O), work processes coordination (W), environment for teamwork (E), and reference data consolidation (R).Originality/value –This paper contributes to the actual discussion in science and practice on the changing roles and processes that are required to develop and operate sustainable buildings with the support of integrated ICT frameworks and tools. It presents the state-of-the-art of European research projects and some of the first real cases of BIM application inhospital building projects.Keywords:Europe, Hospitals, The Netherlands, Construction works, Response flexibility, Project planningPaper type :General review1. IntroductionHospital building projects, are of key importance, and involve significant investment, and usually take a long-term development period. Hospital building projects are also very complex due to the complicated requirements regarding hygiene, safety, special equipments, and handling of a large amount of data. The building process is very dynamic and comprises iterative phases and intermediate changes. Many actors with shifting agendas, roles and responsibilities are actively involved, such as: the healthcare institutions, national and local governments, project developers, financial institutions, architects, contractors, advisors, facility managers, and equipment manufacturers and suppliers. Such building projects are very much influenced, by the healthcare policy, which changes rapidly in response to the medical, societal and technological developments, and varies greatly between countries (World Health Organization, 2000). In The Netherlands, for example, the way a building project in the healthcare sector is organised is undergoing a major reform due to a fundamental change in the Dutch health policy that was introduced in 2008.The rapidly changing context posts a need for a building with flexibility over its lifecycle. In order to incorporate life-cycle considerations in the building design, construction technique, and facility management strategy, a multidisciplinary collaboration is required. Despite the attempt for establishing integrated collaboration, healthcare building projects still facesserious problems in practice, such as: budget overrun, delay, and sub-optimal quality in terms of flexibility, end-user?s dissatisfaction, and energy inefficiency. It is evident that the lack of communication and coordination between the actors involved in the different phases of a building project is among the most important reasons behind these problems. The communication between different stakeholders becomes critical, as each stakeholder possesses different setof skills. As a result, the processes for extraction, interpretation, and communication of complex design information from drawings and documents are often time-consuming and difficult. Advanced visualisation technologies, like 4D planning have tremendous potential to increase the communication efficiency and interpretation ability of the project team members. However, their use as an effective communication tool is still limited and not fully explored. There are also other barriers in the information transfer and integration, for instance: many existing ICT systems do not support the openness of the data and structure that is prerequisite for an effective collaboration between different building actors or disciplines.Building information modelling (BIM) offers an integrated solution to the previously mentioned problems. Therefore, BIM is increasingly used as an ICT support in complex building projects. An effective multidisciplinary collaboration supported by an optimal use of BIM require changing roles of the clients, architects, and contractors; new contractual relationships; and re-organised collaborative processes. Unfortunately, there are still gaps in the practical knowledge on how to manage the building actors to collaborate effectively in their changing roles, and todevelop and utilise BIM as an optimal ICT support of the collaboration.This paper presents a general review of the practical implications of building information modelling (BIM) based on literature review and case studies. In the next sections, based on literature and recent findings from European research project InPro, the framework for integrated collaboration and the use of BIM are analysed. Subsequently, through the observation of two ongoing pilot projects in The Netherlands, the changing roles of clients, architects, and contractors through BIM application are investigated. In conclusion, the critical success factors as well as the main barriers of a successful integrated collaboration using BIM are identified.2. Changing roles through integrated collaboration and life-cycle design approachesA hospital building project involves various actors, roles, and knowledge domains. In The Netherlands, the changing roles of clients, architects, and contractors in hospital building projects are inevitable due the new healthcare policy. Previously under the Healthcare Institutions Act (WTZi), healthcare institutions were required to obtain both a license and a building permit for new construction projects and major renovations. The permit was issued by the Dutch Ministry of Health. The healthcare institutions were then eligible to receive financial support from the government. Since 2008, new legislation on the management of hospital building projects and real estate has come into force. In this new legislation, a permit for hospital building project under the WTZi is no longer obligatory, nor obtainable (Dutch Ministry of Health, Welfare and Sport, 2008). This change allows more freedom from the state-directed policy, and respectively,allocates more responsibilities to the healthcare organisations to deal with the financing and management of their real estate. The new policy implies that the healthcare institutions are fully responsible to man age and finance their building projects and real estate. The government?s support for the costs of healthcare facilities will no longer be given separately, but will be included in the fee for healthcare services. This means that healthcare institutions must earn back their investment on real estate through their services. This new policy intends to stimulate sustainable innovations in the design, procurement and management of healthcare buildings, which will contribute to effective and efficient primary healthcare services.The new strategy for building projects and real estate management endorses an integrated collaboration approach. In order to assure the sustainability during construction, use, and maintenance, the end-users, facility managers, contractors and specialist contractors need to be involved in the planning and design processes. The implications of the new strategy are reflected in the changing roles of the building actors and in the new procurement method.In the traditional procurement method, the design, and its details, are developed by the architect, and design engineers. Then, the client (the healthcare institution) sends an application to the Ministry of Healthto obtain an approval on the building permit and the financial support from the government. Following this, a contractor is selected through a tender process that emphasises the search for the lowest-price bidder. During the construction period, changes often take place due to constructability problems of the design and new requirements from the client.Because of the high level of technical complexity, and moreover, decision-making complexities, the whole process from initiation until delivery of a hospital building project can take up to ten years time. After the delivery, the healthcare institution is fully in charge of the operation of the facilities. Redesigns and changes also take place in the use phase to cope with new functions and developments in the medical world.The integrated procurement pictures a new contractual relationship between the parties involved in a building project. Instead of a relationship between the client and architect for design, and the client and contractor for construction, in an integrated procurement the client only holds a contractual relationship with the main party that is responsible for both design and construction. The traditional borders between tasks and occupational groups become blurred since architects, consulting firms, contractors, subcontractors, and suppliers all stand on the supply side in the building process while the client on the demand side. Such configuration puts the architect, engineer and contractor in a very different position that influences not only their roles, but also their responsibilities, tasks and communication with the client, the users, the team and other stakeholders.The transition from traditional to integrated procurement method requires a shift of mindset of the parties on both the demand and supply sides. It is essential for the client and contractor to have a fair and open collaboration in which both can optimally use their competencies. The effectiveness of integrated collaboration is also determined by the client?s capacity and strategy to organize innovative tendering procedures.A new challenge emerges in case of positioning an architect in a partnership with the contractor instead of with the client. In case of the architect enters a partnership with the contractor, an important issues is how to ensure the realisation of the architectural values as well as innovative engineering through an efficient construction process. In another case, the architect can stand at the client?s side in a strategic advisory role instead of being the designer. In this case, the architect?s responsibility is translating client?s requirements and wishes into the architectural values to be included in the design specification, and evaluating the contractor?s proposal against this. In any of this new role, the architect holds the responsibilities as stakeholder interest facilitator, custodian of customer value and custodian of design models.The transition from traditional to integrated procurement method also brings consequences in the payment schemes. In the traditional building process, the honorarium for the architect is usually based on a percentage of the project costs; this may simply mean that the more expensive the building is, the higher the honorarium will be. The engineer receives the honorarium based on the complexity of the design and the intensity of the assignment. A highly complex building, which takes a number of redesigns, is usually favourable for the engineers in terms of honorarium. A traditional contractor usually receives the commission based on the tender to construct the building at the lowest price by meeting the minimum specifications given by the client. Extra work due to modifications is charged separately to the client. After the delivery, the contractor is no longer responsible for the long-term use of the building. In the traditional procurement method, all risks are placed with theclient.In integrated procurement method, the payment is based on the achieved building performance; thus, the payment is non-adversarial. Since the architect, engineer and contractor have a wider responsibility on the quality of the design and the building, the payment is linked to a measurement system of the functional and technical performance of the building over a certain period of time. The honorarium becomes an incentive to achieve the optimal quality. If the building actors succeed to deliver a higher added-value thatexceed the minimum client?s requirements, they will receive a bonus in accordance to the client?s extra gain. The level of transparency is also improved. Open book accounting is an excellent instrument provided that the stakeholders agree on the information to be shared and to its level of detail (InPro, 2009).Next to the adoption of integrated procurement method, the new real estate strategy for hospital building projects addresses an innovative product development and life-cycle design approaches. A sustainable business case for the investment and exploitation of hospital buildings relies on dynamic life-cycle management that includes considerations and analysis of the market development over time next to the building life-cycle costs (investment/initial cost, operational cost, and logistic cost). Compared to the conventional life-cycle costing method, the dynamic life-cycle management encompasses a shift from focusing only on minimizing the costs to focusing on maximizing the total benefit that can be gained. One of the determining factors for a successful implementation of dynamic life-cycle management is the sustainable design of the building and building components, which means that the design carriessufficient flexibility to accommodate possible changes in the long term (Prins, 1992).Designing based on the principles of life-cycle management affects the role of the architect, as he needs to be well informed about the usage scenarios and related financial arrangements, the changing social and physical environments, and new technologies. Design needs to integrate people activities and business strategies over time. In this context, the architect is required to align the design strategies with the organisational, local and global policies on finance, business operations, health and safety, environment, etc.The combination of process and product innovation, and the changing roles of the building actors can be accommodated by integrated project delivery or IPD (AIA California Council, 2007). IPD is an approach that integrates people, systems, business structures and practices into a process that collaboratively harnesses the talents and insights of all participants to reduce waste and optimize efficiency through all phases of design, fabrication and construction. IPD principles can be applied to a variety of contractual arrangements. IPD teams will usually include members well beyond the basic triad of client, architect, and contractor. At a minimum, though, an Integrated Project should include a tight collaboration between the client, the architect, and the main contractor ultimately responsible for construction of the project, from the early design until the project handover. The key to a successful IPD is assembling a team that is committed to collaborative processes and is capable of working together effectively. IPD is built on collaboration. As a result, it can only be successful if the participants share and apply common values and goals.3. Changing roles through BIM applicationBuilding information model (BIM) comprises ICT frameworks and tools that can support the integrated collaboration based on life-cycle design approach. BIM is a digital representation of physical and functional characteristics of a facility. As such it serves as a shared knowledge resource for information about a facility forming a reliable basis for decisions during its lifecycle from inception onward (National Institute of Building Sciences NIBS, 2007). BIM facilitates time and place independent collaborative working. A basic premise of BIM is collaboration by different stakeholders at different phases of the life cycle of a facility to insert, extract, update or modify information in the BIM to support and reflect the roles of that stakeholder. BIM in its ultimate form, as a shared digital representation founded on open standards for interoperability, can become a virtual information model to be handed from the design team to the contractor and subcontractors and then to the client.BIM is not the same as the earlier known computer aided design (CAD). BIM goes further than an application to generate digital (2D or 3D) drawings. BIM is an integrated model in which all process and product information is combined, stored, elaborated, and interactively distributed to all relevant building actors. As a central model for all involved actors throughout the project lifecycle, BIM develops andevolves as the project progresses. Using BIM, the proposed design and engineering solutions can be measured against the client?s requirements and expected building performance. The functionalities of BIM to support the design process extend to multidimensional (nD), including: three-dimensional visualisation and detailing, clash detection, material schedule, planning, costestimate, production and logistic information, and as-built documents. During the construction process, BIM can support the communication between the building site, the factory and the design office– which is crucial for an effective and efficient prefabrication and assembly processes as well as to prevent or solve problems related to unforeseen errors or modifications. When the building is in use, BIM can be used in combination with the intelligent building systems to provide and maintain up-to-date information of the building performance, including the life-cycle cost.To unleash the full potential of more efficient information exchange in the AEC/FM industry in collaborative working using BIM, both high quality open international standards and high quality implementations of these standards must be in place. The IFC open standard is generally agreed to be of high quality and is widely implemented in software. Unfortunately, the certification process allows poor quality implementations to be certified and essentially renders the certified software useless for any practical usage with IFC. IFC compliant BIM is actually used less than manual drafting for architects and contractors, and show about the same usage for engineers. A recent survey shows that CAD (as a closed-system) is still the major form of technique used in design work (over 60 per cent) while BIM is used in around 20 percent of projects for architects and in around 10 per cent of projects for engineers and contractors.The application of BIM to support an optimal cross-disciplinary and cross-phase collaboration opens a new dimension in the roles and relationships between the building actors. Several most relevant issues are: the new role of a model manager; the agreement on the access right and IntellectualProperty Right (IPR); the liability and payment arrangement according to the type of contract and in relation to the integrated procurement; and the use of open international standards.Collaborative working using BIM demands a new expert role of a model manager who possesses ICT as well as construction process know-how (InPro, 2009). The model manager deals with the system as well as with the actors. He provides and maintains technological solutions required for BIM functionalities, manages the information flow, and improves the ICT skills of the stakeholders. The model manager does not take decisions on design and engineering solutions, nor the organisational processes, but his roles in the chain of decision making are focused on:the development of BIM, the definition of the structure and detail level of the model, and the deployment of relevant BIM tools, such as for models checking, merging, and clash detections;the contribution to collaboration methods, especially decision making and communication protocols, task planning, and risk management;and the management of information, in terms of data flow and storage, identification of communication errors, and decision or process (re-)tracking.Regarding the legal and organisational issues, one of the actual questions is: “In what way does the intellectual property right (IPR) in collaborative working using BIM differ from the IPR in a traditional teamwork?”. In terms of combine d work, the IPR of each element is at tached to its creator. Although it seems to be a fully integrated design, BIM actually resulted from a combination of works/elements; for instance: the outline of the building design, is created by the architect, the design for theelectrical system, is created by the electrical contractor, etc. Thus, in case of BIM as a combined work, the IPR is similar to traditional teamwork. Working with BIM with authorship registration functionalities may actually make it easier to keep track of the IPR.How does collaborative working, using BIM, effect the contractual relationship? On the one hand,collaborative working using BIM does not necessarily change the liability position in the contract nor does it obligate an alliance contract. The General Principles of BIM A ddendum confirms: …This does not effectuate or require a restructuring of contractual relationships or shifting of risks between or among the Project Participants other than as specifically required per the Protocol Addendum and its Attachments? (ConsensusDOCS, 2008). On the other hand, changes in terms of payment schemes can be anticipated. Collaborative processes using BIM will lead to the shifting of activities from to the early design phase. Much, if not all, activities in the detailed engineering and specification phase will be done in the earlier phases. It means that significant payment for the engineering phase, which may count up to 40 per cent of the design cost, can no longer be expected. As engineering work is done concurrently with the design, a new proportion of the payment in the early design phase is necessary.4. Review of ongoing hospital building projects using BIMIn The Netherlands, the changing roles in hospital building projects are part of the strategy, which aims at achieving a sustainable real estate in response to the changing healthcare policy. Referring to literature and previous research, the main factors that influence the success of the changing roles can be concluded as: the implementation of an integrated procurementmethod and a life-cycle design approach for a sustainable collaborative process; the agreement on the BIM structure and the intellectual rights; and the integration of the role of a model manager. The preceding sections have discussed the conceptual thinking on how to deal with these factors effectively. This current section observes two actual projects and compares the actual practice with the conceptual view respectively.The main issues, which are observed in the case studies, are: the selected procurement method and the roles of the involved parties within this method;the implementation of the life-cycle design approach;the type, structure, and functionalities of BIM used in the project;the openness in data sharing and transfer of the model, and the intended use of BIM in the future; and the roles and tasks of the model manager.The pilot experience of hospital building projects using BIM in the Netherlands can be observed at University Medical Centre St Radboud (further referred as UMC) and Maxima Medical Centre (further referred as MMC). At UMC, the new building project for the Faculty of Dentistry in the city of Nijmegen has been dedicated as a BIM pilot project. At MMC, BIM is used in designing new buildings for Medical Simulation and Mother-and-Child Centre in the city of Veldhoven.The first case is a project at the University Medical Centre (UMC) St Radboud. UMC is more than just a hospital. UMC combines medical services, education and research. More than 8500 staff and 3000 students work at UMC. As a part of the innovative real estate strategy, UMC has considered to use BIM for its building projects. The new development of the Faculty ofDentistry and the surrounding buildings on the Kapittelweg in Nijmegen has been chosen as a pilot project to gather practical knowledge and experience on collaborative processes with BIM support.The main ambition to be achieved through the use of BIM in the building projects at UMC can be summarised as follows: using 3D visualisation to enhance the coordination and communication among the building actors, and the user participation in design;integrating the architectural design with structural analysis, energy analysis, cost estimation, and planning;interactively evaluating the design solutions against the programme of requirements and specifications;reducing redesign/remake costs through clash detection during the design process; andoptimising the management of the facility through the registration of medical installations andequipments, fixed and flexible furniture, product and output specifications, and operational data.The second case is a project at the Maxima Medical Centre (MMC). MMC is a large hospital resulted from a merger between the Diaconessenhuis in Eindhoven and St Joseph Hospital in Veldhoven. Annually the 3,400 staff of MMC provides medical services to more than 450,000 visitors and patients. A large-scaled extension project of the hospital in Veldhoven is a part of its real estate strategy. A medical simulation centre and a women-and-children medical centre are among the most important new facilities within this extension project. The design has been developed using 3D modelling with several functionalities of BIM.The findings from both cases and the analysis are as follows.Both UMC and MMC opted for a traditional procurement method in which the client directly contracted an architect, a structural engineer, and a mechanical, electrical and plumbing (MEP) consultant in the design team. Once the design and detailed specifications are finished, a tender procedure will follow to select a contractor. Despite the choice for this traditional method, many attempts have been made for a closer and more effective multidisciplinary collaboration. UMC dedicated a relatively long preparation phase with the architect, structural engineer and MEP consultant before the design commenced. This preparation phase was aimed at creating a common vision on the optimal way for collaboration using BIM as an ICT support. Some results of this preparation phase are: a document that defines the common ambition for the project and the collaborative working process and a semi-formal agreement that states the commitment of the building actors for collaboration. Other than UMC, MMC selected an architecture firm with an in-house engineering department. Thus, the collaboration between the architect and structural engineer can take place within the same firm using the same software application.Regarding the life-cycle design approach, the main attention is given on life-cycle costs, maintenance needs, and facility management. Using BIM, both hospitals intend to get a much better insight in these aspects over the life-cycle period. The life-cycle sustainability criteria are included in the assignments for the design teams. Multidisciplinary designers and engineers are asked to collaborate more closely and to interact with the end-users to address life-cycle requirements. However, ensuring the building actors to engage in an integrated collaboration to generate sustainable design solutions that meet the life-cycle。
毕业设计外文文献翻译(原文+译文)
Environmental problems caused by Istanbul subway excavation and suggestionsfor remediation伊斯坦布尔地铁开挖引起的环境问题及补救建议Ibrahim Ocak Abstract：Many environmental problems caused by subway excavations have inevitably become an important point in city life. These problems can be categorized as transporting and stocking of excavated material, traffic jams, noise, vibrations, piles of dust mud and lack of supplies. Although these problems cause many difficulties,the most pressing for a big city like Istanbul is excava tion,since other listed difficulties result from it. Moreover, these problems are environmentally and regionally restricted to the period over which construction projects are underway and disappear when construction is finished. Currently, in Istanbul, there are nine subway construction projects in operation, covering approximately 73 km in length; over 200 km to be constructed in the near future. The amount of material excavated from ongoing construction projects covers approximately 12 million m3. In this study, problems—primarily, the problem with excavation waste(EW)—caused by subway excavation are analyzed and suggestions for remediation are offered.摘要：许多地铁开挖引起的环境问题不可避免地成为城市生活的重要部分。
毕业设计论文中英文翻译要求
毕业设计论文中英文翻译要求Graduation Thesis Translation RequirementsEnglish translation of Graduation Thesis:1. Accuracy: The English translation of the Graduation Thesis should accurately reflect the content and meaning of the original Chinese text. It should convey the same ideas and arguments as presented in the original text.2. Clarity: The translation should be clear and easy to understand. The language used should be appropriate and the sentences should be well-structured.3. Grammar and Syntax: The translation should follow the rules of English grammar and syntax. There should be no grammatical errors or awkward sentence constructions.4. Vocabulary: The translation should make use of appropriate vocabulary that is relevant to the topic of the Graduation Thesis. Technical terms and concepts should be accurately translated.5. Style: The translation should maintain the academic style and tone of the original Chinese text. It should use formal language and avoid colloquial or informal expressions.6. References: If the Graduation Thesis includes citations or references, the English translation should accurately reflectthese citations and references. The formatting of citations and references should follow the appropriate style guide.7. Proofreading: The English translation should be thoroughly proofread to ensure there are no spelling or punctuation errors. It should also be reviewed for any inconsistencies or inaccuracies.Minimum word count: The English translation of the Graduation Thesis should be at least 1200 words. This requirement ensures that the translation adequately captures the main points and arguments of the original text.It is important to note that there may be specific guidelines or requirements provided by your academic institution or supervisor for the translation of your Graduation Thesis. Please consult these guidelines and follow them accordingly.。
毕业论文的外文译文
毕业论文的外文译文Due to the increasing importance of communication and cooperation in today's globalized world, businesses are constantly looking for ways to improve their cross-cultural communication skills. One area where these skills are crucial is in the internationalization of companies, where firms require a deep understanding of the cultural differences in order to be successful. This requires a comprehensive understanding of not only language, but also the cultural norms and values of the target market. In this thesis, we will explore the importance of cross-cultural communication in international businesses and how it can be improved.The primary challenge in cross-cultural communication is the language barrier. While English is the dominant language in international business, many firms find that it's not enough to communicate effectively with their target market. There are cultural differences in the way people use language, as well as differences in nonverbal communication such as body language and facial expressions. For instance, in Japan, it's common to nod and smile even if one does not agree with astatement, whereas in the United States, a lack of disagreement often means agreement. These differences can lead to misunderstandings in business conversations, which can ultimately harm business relationships.In order to overcome these language barriers, companies need to invest in language training for their employees. This training should focus not only on the language itself, but also on the cultural norms and values associated with the language. For example, a Japanese training program might teach students about the concepts of harmony and respect in Japanese culture, and how these values influence the way people communicate with each other. By understanding these cultural norms, employees will be able to communicate more effectively with their Japanese counterparts.Another challenge in cross-cultural communication is understanding the cultural context of business interactions. In some cultures, business is conducted in a more formal manner, with a strong emphasis on hierarchy and protocol. In other cultures, business is more informal and relaxed. Companies need to understand these differences in order to work effectively in international markets.To overcome these context challenges, companies should incorporate cultural training into their employee training programs. Cultural training should focus on the history, customs, and traditions of the target market. It should also address the specific business practices and protocol required for success in that market.In conclusion, cross-cultural communication is a key determinant of success in international businesses. In order to succeed in foreign markets, companies must have a deep understanding of the language, cultural norms, and values of their target market. This requires a comprehensive training program that not only focuses on language skills, but also on the cultural context of business interactions. With the right training and support, companies can improve their cross-cultural communication skills and achieve success in global markets.。
(完整版)_毕业设计英文翻译_及格式
毕业设计(论文)英文翻译题目专业班级姓名学号指导教师职称200年月日The Restructuring of OrganizationsThroughout the 1990s, mergers and acquisitions a major source of corporate restructuring, affecting millions of workers and their families. This form of restructuring often is accompanied by downsizing. Downsizing is the process of reducing the size of a firm by laying off or retiring workers early. The primary objectives of downsizing are similar in U.S. companies and those in other countries:●cutting cost,●spurring decentralization and speeding up decision making,●cutting bureaucracy and eliminating layers of especially they did five years ago. One consequence of this trend is that today’s managers supervise larger numbers of subordinates who report directly to them. In 1990, only about 20 percent of managers supervise twelve or more people and 54 percent supervised six or fewer.Because of downsizing, first-line managers quality control, resources, and industrial engineering provide guidance and support. First-line managers participate in the production processes and other line activities and coordinate the efforts of the specialists as part of their jobs. At the same time, the workers that first-line managers supervise are less willing to put up with authoritarian management. Employees want their jobs to be more creative, challenging, fun, and satisfying and want to participate in decisions affecting their work. Thus self-managed work teams that bring workers and first-line managers together to make joint decisions to improve the way they do their jobs offer a solution to both supervision and employee expectation problems. When you ’t always the case. Sometimes entire divisions of a firm are simply spun off from the main company to operate on their own as new, autonomous companies. The firm that spun them off may then become one of their most important customers or suppliers. That AT&T “downsized” the old Bell Labs unit, which is now known as Lucent Technologies. Now, rather than - return is free to enter into contracts with companies other than AT&T. this method of downsizing is usually called outsourcing.Outsourcing means letting other organizations perform a needed service andor manufacture needed parts or products. Nike outsources the production of its shoes to low-cost plants in South Korea and China and imports the shoes for distribution in North America. These same plants also ship shoes to Europe and other parts of Asia for distribution. Thus today’s managers face a new challenge: t o plan, organize, lead, and control a company that may as a modular corporation. The modularcorporation is most is most common in three industries: apparel, auto manufacturing, and electronics. The most commonly out-sourced function is production. By out sourcing production, a company can switch supplier best suited to a customer’s needs.Decisions about what to outsource and what to keep in- to contract production to another company is a sound business decision to contract production to another company is a sound business decision, at least for U.S. manufacturers. It appears to the unit cost of production by relieving the company of some overhead, and it frees the company to allocate scarce resources to activities for which the company examples of modular companies are Dell Computer, Nike, Liz Claiborne fashions, and ship designer Cyrix.As organizations downsize and outsource functions, they become flatter and smaller. Unlike the behemoths of the past, the new, smaller firms are less like autonomous fortresses and more like nodes in a net work of complex relationships. This approach, called the network form of organization, involves establishing strategic alliances among several entities.In Japan, cross-ownership and alliances among firms－called keiretsu－both foreign and U.S. auto parts producers. It also owns 49 percent of Hertz, the car rental company that is also a major customer. Other alliances include involvement in several research consortia. In the airline industry, a common type of alliance is between an airline and an airframe manufacture. For example, Delta recently agreed to buy all its aircraft from Boeing. Boeing Airlines. Through these agreements, Boeing guarantees that it will be able to sell specified models of its aircraft and begin to adapt their operations to the models they will be flying in the future. Thus both sides expect to reap benefits from these arrangements for many years.Networks forms of organizations are prevalent in access to the universities and in small, creative organizations. For example, the U.S. biotechnology industry is characterized by network of relationships between new biotechnology firms dedicated to research and new products development and established firms in industries that can use these new products, such as pharmaceuticals. In return for sharing technical information with the larger firms, the smaller firms gain access to their partners’ resources for product testing, marketing, and distribution. Big pharmaceutical firms such as Merk or Eli Lily gain from such partnerships because the smaller firms typically development cycle in the larger firms.Being competitive increasingly requires establishing and managing strategic alliances with other firms. In a strategic alliance, two or more firms agree to cooperate in a venture that is expected to benefit both firms.企业重组整个20世纪90年代中，合并和收购一直是企业重组的主要起源，影响着千百万的工人和他们的家庭。
毕业设计外文翻译原文
CLUTCHThe engine produces the power to drive the vehicle. The drive line or drive train transfers the power of the engine to the wheels. The drive train consists of the parts from the back of the flywh eel to the wheels. These parts include the clutch, th e transmission, the drive shaft, and the final drive assembly (Figure 8-1).The clutch which includes the flywheel, clutch disc, pressure plate, springs, pressure plate cover and the linkage necessary to operate the clutch is a rotating mechanism between t he engine and the transmission (Figure 8-2). It operates through friction which comes from contact between the parts. That is the reason why the clutch is called a friction mechanism. After engagement, the clutch must continue to transmit all the engine torque to the transmission depending on the friction without slippage. The clutch is also used to disengage the engine from the drive train whenever the gears in the transmission are being shifted from one gear ratio to another.To start the engine or shift the gears, the driver has to depress the clutch pedal with the purpose of disengagement the transmission from the engine. At that time, the driven members connected to the transmission input shaft are either stationary or rotating at a speed that is slower or faster than the driving members connected to the engine crankshaft. There is no spring pressure on the clutch assembly parts. So there is no friction between the driving members and driven members. As the driver lets loose the clutch pedal, spring pre ssure increases on the clutch parts. Friction between the parts also increases. The pressure exerted by the springs on the driven members is controlled by the driver through the clutch pedal and linkage. The positive engagement of the driving and driven members is made possible by the friction between the surfaces of the members. When full spring pressure is applied, the speed of the driving and driven members should be the same. At themoment, the clutch must act as a solid coupling device and transmit al l engine power to the transmission, without slipping.However, the transmission should be engaged to the engine gradually in order to operate the car smoothly and minimize torsional shock on the drive train because an engine at idle just develops little power. Otherwise, the driving members are connected with the driven members too quickly and the engine would be stalled.The flywheel is a major part of the clutch. The flywheel mounts to the engine’s crankshaft and transmits engine torque to the clutch assembly. The flywheel, when coupled with the clutch disc and pressure plate makes and breaks the flow of power from the engine to the transmission.The flywheel provides a mounting location for the clutch assembly as well. When the clutch is applied, the flyw heel transfers engine torque to the clutch disc. Because of its weight, the flywheel helps to smooth engine operation. The flywheel also has a large ring gear at its outer edge, which engages with a pinion gear on the starter motor during engine cranking.The clutch disc fits between the flywheel and the pressure plate. The clutch disc has a splined hub that fits over splines on the transmission input shaft. A splined hub has grooves that match splines on the shaft. These splines fit in the grooves. Thus, t he two parts are held together. However, back-and-forth movement of the disc on the shaft is possible. Attached to the input shaft, At disc turns at the speed of the shaft.The clutch pressure plate is generally made of cast iron. It is round and about the same diameter as the clutch disc. One side of the pressure plate is machined smooth. This side will press the clutch disc facing are against the flywheel. The outer side has various shapes to facilitate attachment of spring and release mechanisms. The two primary types of pressure plate assemblies are coil spri ng assembly and diaphragmspring (Figure 8-3).In a coil spring clutch the pressure plate is backed by a number of coil springs and housed with them in a pressed-steel cover bolted to the flywheel. The springs push against the cover. Neither the driven plate nor the pressure plate is connected rigidly to the flywh eel and both can move either towards it or away. When the clutch pedal is depressed a thrust pad riding on a carbon or ball thrust bearing i s forced towards the flywheel. Levers pivoted so that they engage with the thrust pad at one end and the pressure plate at the other end pull the pressure plate ba ck against its springs. This releases pressure on the driven plate disconnecting the gearbox from the engine (Figure 8-4).Diaphragm spring pressure plate assemblies are widely used in most modern cars. The diaphragm spring is a single thin sheet of metal which yields when pressure is applied to it. When pressure is removed the metal springs back to its original shape. The centre portion of the diaphragm spring is slit into numerous fingers that act as release levers. When the clutch assembly rotates with the engine these weights are flung outwards by centrifugal forces and cause the levers to pre ss against the pressure plate. During disengagement of the clutch the fingers are moved forward by the release bearing. The spring pivots over the fulcrum ring and its outer rim moves away from the flywheel. The retracting spring pulls the pressure plate a way from the clutch plate thus disengaging the clutch (Figure 8-5).When engaged the release bearing and the fingers of the diaphragm spring move towards the transmission. As the diaphragm pivots over the pivot ring its outer rim forces the pressure plate against the clutch disc so that the clutch plate is engaged to the flywheel.The advantages of a diaphragm type pres sure plate assembly are its compactness, lower weight, fewer moving parts, less effort to engage, reduces rotational imbalance by providin g a balanced force around the pressure plate and less chances of clutch slippage.The clutch pedal is connected to the disengagement mechanism either by a cable or, more com monly, by a hydraulic system. Either way, pushing the pedal down operates the dise ngagement mechanism which puts pressure on the fingers of the clutch diaphragm via a release bearing and causes the diaphragm to release the clutch plate. With a hydraulic mechanism, the clutch pedal arm operates a piston in the clutch master cylinder. Thi s forces hydraulic fluid through a pipe to the clutch release cylinder where another piston operates the clutch disengagement mechanism. The alternative is to link the clutch pedal to the disengagement mechanism by a cable.The other parts including the cl utch fork, release bearing, bell-housing, bell housing cover, and pilot bushing are needed to couple and uncouple the transmission. The clutch fork, which connects to the linkage, actually operates the clutch. The release bearing fits between the clutch fork and the pressure plate assembly. The bell housing covers the clutch assembly. The bell housing c over fastens to the bottom of the bell housing. This removable cover allows a mechanic to inspect the clutch without removing the transmission and bell housing. A pilot bushing fits into the back of th e crankshaft and holds the transmission input shaft.A Torque ConverterThere are four components inside the very strong housing of the torque converter:1. Pump;2. Turbine;3. Stator;4. Transmission fluid.The housing of the torque converter is bolted to the flywheel of the engine, so it turns at what ever speed the engine is running at. The fins that make up the pump of the torque converter are at tached to the housing, so they also turn at the same speed a s the engine. The cutaway below shows how everything is connected inside the torque converter (Figure 8-6).The pump inside a torque converter is a type of centrifugal pump. As it spins, fluid is flung to the outside, much as the spin cycle of a washing machine flings water and clothes to the outside of the wash tub. As fluid is flung to the outside, a vacuum is created that draws more fluid in at the center.The fluid then enters the blades of the turbine, which is connected to the transmission. The turbin e causes the transmission to spin, which basically moves the car. The blades of the turbine are curved. This means that the fluid, which enters the turbine from the outside, has to change direction before it exits the center of the turbine. It is this directional change that causes the turbine to spin.The fluid exits the turbine at the center, moving in a different direction than when it entered. The fluid exits the turbine moving opposite the direction that the pump (and engine) is turning. If the fluid were allowed to hit the pump, it would slow the engine down, wasting power. This is why a torque converter has a stator.The stator resides in the very center of the torque converter. Its job is to redirect the fluid returning from the turbine before it hits the pump again. This dramatically increases the efficiency of the torque converter.The stator has a very aggressive blade design that almost completely reverses the direction of the fluid. A one-way clutch (inside the stator) connects the stator to a fixed shaft in the transmission. Because of this arrangement, the stator cannot spin with the fluid - i tc a n s p i n o n l y i n t h e o p p o s i t ed i re c t i o n,f o r c i ng th e f l ui d t oc h a n g ed i re c t i o n a s i t h i t s t h e s t a t o r b l a d e s.Something a little bit tricky happens when the car gets moving. There is a point, around 40 mph (64 kph), at which both the pump and the turbine are spinning at almost the same speed (the pump alwaysspins slightly faster). At this point, the fluid returns from the turbine, entering the pump already moving in the same direction as the pump, so the stator is not needed.Even though the turbine changes the direction of the fluid and flings it out the back, the fluid still ends up moving in the direction that the turbine is spinning because the turbin e is spinning faster in one direction than the fluid is being pumped in the other direction. If you were standing in the back of a pickup moving at 60 mph, and you threw a ball out the back of that pickup at 40 mph, the ball would still be going forward at 20 mph. This is similar to what happens in the tur bine: The fluid is being flung out the back in one direction, but not as fast as it was going to start with in the other direction.At these speeds, the fluid actually strikes the back sides of the stator blades, causing the stator to freewheel on its one-way clutch so it doesn’t hinder the fluid moving through it.Benefits and Weak PointsIn addition to the very important job of allowing a car come to a complete stop without stalling the engine; the torqu e converter actually gives the car more torque when you accelerate out of a Stop. Modern torque converters can multiply the torque of the engine by two to three times. This effect only happens when the engine is turning much faster than the transmission.At higher speeds, the transmission catches up to the engine, eventually moving at almost the same speed. Ideally, though, the transmission would move at exactly the same speed as the engine, because this difference in speed wastes power. This is part of th e reason why cars with automatic transmissions get worse gas mileage than cars with manual transmissions.To counter this effect, some cars have a torque converter with alockup clutch. When the two halves of the torque converter get up to speed, this clutch locks them together, eliminating the slip page and improving efficiency.。
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Distribution Patterns of Gold Deposits
in the Archaean Manica-Mutare-OdziGreenstone Belt
S. Mondlane, P. Dirks, H. Jelsmaand T. Blenkinsop
The Manica - Mutare - Odzi (MMO) greenstone belt in WestMozambique and East Zimbabwe is a late Archaean linearstructure that was intruded by the Penhalonga granodiorite atca. 2.74 Ga. The ENE-trending belt comprises ultramaficmetavolcanic rocks along the margins and coarse clasticmetasedimentary rocks in the central zone. Rock units areintensely folded and a regional penetrative foliation hasdeveloped. Fold axes generally plunge shallowly either to theeast or to the west and parallel the regional mineral lineation.
成 都 理 工 大 学
学生毕业设计（论文）外文译文
学生姓名：杨劲松
学号：200601010302
专业名称：地质学
译文标题（中英文）：太古代马尼卡-穆塔雷-奥济绿岩带金矿分布模式（Distribution Patterns of Gold Deposits in the Archaean Manica-Mutare - OdziGreenstone Belt）
译文出处：GondwanaResearch, V.4,No.4,2001
指导教师审阅签名：
太古代马尼卡——穆塔雷——奥济绿岩带金矿分布模式
S.曼德拉，P.德勒克斯，H.杰斯马，T.布伦金索普
晚太古代的马尼卡——穆塔雷——奥济(MMO)绿岩带呈线型分布在西部莫桑比克和东部津巴布韦上，大约2.74亿年前被津巴布韦的彭哈隆加花岗闪长岩侵入。北东东向延伸沉积物和岩石分布。岩石单元发生强烈变形褶皱，同时形成区域性剥理线理构造。褶皱向东西方向缓慢倾伏，总体方向与原始矿物的线理构造相平行。
这些结果，通过解译并与遥感图片分析的构造和线理相比较，可以看出在绿岩带上金矿沿着5千米宽的狭长地带成群分布，主要方向是北东东——南西西，北西——南东和南北向分布。这种长条状构造分布在区域地质图件上面并不是很明显，暗示了受地下深部构造所控制而在地表没明显的出露。
解译图象上分析可知这种北东东——南西西方向与绿岩带构造方向密切相关。同时，北西——南东向和南北向在矿床特征分析上大致是连续的，除开接触矿脉和层控矿床只是显示出北东——南西向生长。在所有矿床分析中北东——南西向被这绿岩带构造方向所掩盖了。在地质解译图中细脉浸染状矿床主要呈北西——南东分布。韧性剪切带金矿和受断裂控制的矿床主要是呈北东——南西和北西——南东向展部，大致共轭分布。此外在奥济绿岩带附近有一明显的东西构造方向，这与马尼卡和穆塔雷绿岩带附近的南北向对比明显。相比较而言，石英脉型金矿要更分散一点，显示出不同的分布方向。比如说在马尼卡区域北西——南东向、北东——南西向和南北向更多一点，而在穆塔雷地区北西——南东向和南北向却更加重要。在奥济区域内主要的矿床分布方向是石英脉型矿床呈北东——南西向分布。这北西——南东向和南北向控制金矿床的分布在津巴布韦克拉通的其他绿岩带上也已经被验证了，比如说在马沙瓦地区(布伦金索普, 1991)。以上这种分布规律当金矿床再按硫化物矿物共生次序细分亚类时也同样适用，比如说毒砂和辉铋矿——赤铅矿主要呈北东——南西向展部。
The MMO greenstone belt has produced ca. 84 tonnes of Au(Forster et al., 1996) mainly from shear zone hosted, fault hostedand quartz vein hosted deposits. Mineralization followscorridors, which seem to control the localisation of the deposits.Fry analysis helps to define the underlying structural directionscontrolling the distribution of gold deposits, which may not bedirectly obvious otherwise. This is done by enhancing lineartrends in an X - Y data points. Fry analysis was used to determinethe spatial relationships of gold deposits. The input data wereextracted from existing records (geological maps, bulletins andmine reports) of mine positions. Sixty out-of 243 deposits werefield checked during the present study and were found to bewithin a maximum offset range of ca. 100 meters in Latitudeand ca. 50 meters in Longitude. This offset is deemed acceptable,as it is not known exactly at what point the previous locationwas taken (main shaft or adit entrance, first adit, etc.).
MMO绿岩带附近已经开采了128顿金矿(福斯特, 1996)，矿床成因主要为韧性剪切带、断层和石英脉控制。矿化主要沿控矿岩浆的通道展部。弗雷分析帮助我们确定了控矿的隐伏构造方向，这些方面不太直接明显容易观察。这可以通过提高线性趋势中X-Y数据点。
弗雷分析常常被用来确定矿床的空间关系。通过现有矿床位置数据（地质图，分析和开采报告）提取有效数据进行分析。在现有的研究条件下，243个矿床实验数据中已有60个得到了野外验证，经度误差约50米以内，纬度误差约100米以内。这误差是可以接受的，尽管你不能确切知道精确的坐标位置（主矿井或者坑道入口，第一坑道等）。这种分析方法常常被用在绿岩带上各种矿床矿脉中。我们已经多次利用这种方法理论对金矿分类如下：断层/剪切带控制（112个矿床），石英脉（170个矿床），层控/接触矿脉（22个矿床），管状、浸染状矿脉（20个矿床）以及一些共生硫化物矿床。对矿床分类，那些因素：硫化物、矿床地质特征和区域线型模式等有可能被忽视，但在弗雷分析中，这些因素应被重点考虑。
在津巴布韦克拉通和绿岩带上主要的矿床分布方向（北西——南东向，南北向和北东——南西向）可以解释为深部地壳断裂引导成矿流体分布，并最终控制金矿床在地面上的分布方向。在解译图象上这种假定因为硫化物分布不同所引起不同方向的矿床分布是否反映了不同时期的成矿事件，或者说明已经存在的金和硫化物集合体受构造再生过程和再活化作用而形成的不同相带，这个问题还有待进一步探讨和研究。