毕业论文(设计)
外文翻译
原文来源：R es e a r ch P a p e r, J u l y2009,
S o c i al S c i en c e R e s ea r c h
N e t w o rk
中文译文：内部控制透视：理论与概念
学院
专业
姓名
学号
指导教师
年月日
A Clear Look at Internal Controls: Theory and Concepts
Hammed Arad (Philae)
Department of accounting, Islamic Azad University, Hamadan, Iran
Barak Jamshedy-Navid
Faculty Member of Islamic Azad University, Kerman-shah, Iran
Abstract: internal control is an accounting procedure or system designed to promote efficiency or assure the implementation of a policy or safeguard assets or avoid fraud and error. Internal Control is a major part of managing an organization. It comprises the plans, methods, and procedures used to meet missions, goals, and objectives and, in doing so, support performance-based management. Internal Control which is equal with management control helps managers achieve desired results through effective stewardship of resources. Internal controls should reduce the risks associated with undetected errors or irregularities, but designing and establishing effective internal controls is not a simple task and cannot be accomplished through a short set of quick fixes. In this paper the concepts of internal controls and different aspects of internal controls are discussed. Keywords: Internal Control, management controls, Control Environment, Control Activities, Monitoring
1. Introduction
The necessity of control in new variable business environment is not latent for any person and management as a response factor for stockholders and another should implement a great control over his/her organization. Control is the activity of managing or exerting control over something. he emergence and development of systematic thoughts in recent decade required a new attention to business resource and control over this wealth. One of the hot topic a bout controls over business resource is analyzing the cost-benefit of each control.
Internal Controls serve as the first line of defense in safeguarding assets and preventing and detecting errors and fraud. We can say Internal control is a whole system of controls financial and otherwise, established by the management for the smooth running of business; it includes internal cheek, internal audit and other forms of controls.
COSO describe Internal Control as follow. Internal controls are the methods employed to help ensure the achievement of an objective. In accounting and organizational theory, Internal control is defined as a process effected by an organization's structure, work and authority flows, people and management information systems, designed to help the organization accomplish specific goals or objectives. It is a means by which an organization's resources are directed, monitored, and measured. It plays an important role in preventing and detecting fraud and protecting the organization's resources, both physical (e.g., machinery and property) and intangible (e.g., reputation or intellectual property such as trademarks). At the organizational level, internal control objectives relate to the reliability of financial reporting, timely feedback on the achievement of operational or strategic goals, and compliance with laws and regulations. At the specific transaction level, internal control refers to the actions taken to achieve a specific objective (e.g., how to ensure the organization's payments to third parties are for valid services rendered.) Internal control
procedures reduce process variation, leading to more predictable outcomes. Internal controls within business entities are called also business controls. They are tools used by manager's everyday.
* Writing procedures to encourage compliance, locking your office to discourage theft, and reviewing your monthly statement of account to verify transactions are common internal controls employed to achieve specific objectives.
All managers use internal controls to help assure that their units operate according to plan, and the methods they use--policies, procedures, organizational design, and physical barriers-constitute. Internal control is a combination of the following：
1. Financial controls, and
2. Other controls
According to the institute of chartered accountants of India internal control is the plan of organization and all the methods and procedures adopted by the management of an entity to assist in achieving management objective of ensuring as far as possible the orderly and efficient conduct of its business including adherence to management policies, the safe guarding of assets prevention and detection of frauds and error the accuracy and completeness of the accounting records and timely preparation of reliable financial information, the system of internal control extends beyond those matters which relate to the function of accounting system. In other words internal control system of controls lay down by the management for the smooth running of the business for the accomplishment of its objects. These controls can be divided in two parts i.e. financial control and other controls.
Financial controls:
- Controls for recording accounting transactions properly.
- Controls for proper safe guarding company assets like cash stock bank debtor etc
- Early detection and prevention of errors and frauds.
- Properly and timely preparation of financial records I e balance sheet and profit and loss account.
- To maximize profit and minimize cost.
Other controls: Other controls include the following:
Quality controls.
Control over raw materials.
Control over finished products.
Marketing control, etc
6. Parties responsible for and affected by internal control
While all of an organization's people are an integral part of internal control, certain parties merit special mention. These include management, the board of directors (including the audit commit tee), internal auditors, and external auditors.
The primary responsibility for the development and maintenance of internal control rests with an organization's management. With increased significance placed on the control environment, the focus of internal control has changed from policies and procedures to an overriding philosophy and operating style within the organization. Emphasis on these intangible aspects highlights the importance of top management's involvement in the internal control system. If internal control is not a priority for management, then it will not be one for people within the organization either.
As an indication of management's responsibility, top management at a publicly owned organization will include in the organization's annual financial report to the shareholders a statement indicating that management has established a system of internal control that management believes is effective. The statement may also provide specific details about the organization's internal control system.
Internal control must be evaluated in order to provide management with some assurance regarding its effectiveness. Internal control evaluation involves everything management does to control the organization in the effort to achieve its objectives. Internal control would be judged as effective if its components are present and function effectively for operations, financial reporting, and compliance. he boards of directors and its audit committee have responsibility for making sure the internal control system within the organization is adequate. This responsibility includes determining the extent to which internal controls are evaluated. Two parties involved in the evaluation of internal control are the organization's internal auditors and their external auditors.
Internal auditors' responsibilities typically include ensuring the adequacy of the system of internal control, the reliability of data, and the efficient use of the organization's resources. Internal auditors identify control problems and develop solutions for improving and strengthening internal controls. Internal auditors are concerned with the entire range of an organization's internal controls, including operational, financial, and compliance controls.
Internal control will also be evaluated by the external auditors. External auditors assess the effectiveness of internal control within an organization to plan the financial statement audit. In contrast to internal auditors, external auditors focus primarily on controls that affect financial reporting. External auditors have a responsibility to report internal control weaknesses (as well as reportable conditions about internal control) to the audit committee of the board of directors.
8. Limitations of an Entity's Internal Control
Internal control, no matter how well designed and operated, can provide only reasonable assurance of achieving an entity's control objectives. The likelihood of achievement is affected by limitations inherent to internal control. These include the realities that human judgment in decision-making can be faulty and that breakdowns in internal control can occur because of human failures such as simple errors or mistakes. For example, errors may occur in designing,
Maintaining, or monitoring automated controls. If an entity’s IT personnel do not completely understand how an order entry system processes sales transactions, they may erroneously design changes to the system to process sales for a new line of products. On the other hand, such changes may be correctly designed but misunderstood by individuals who translate the design into program code. Errors also may occur in the use of information produced by IT. For example, automated controls may be designed to report transactions over a specified dollar limit for management review, but individuals responsible for conducting the review may not understand the purpose of such reports and, accordingly, may fail to review them or investigate unusual items.
Additionally, controls, whether manual or automated, can be circumvented by the collusion of two or more people or inappropriate management override of internal control. For example, management may enter into side agreements with customers that alter the terms and conditions of the entity’s standard sales contract in ways that would preclude revenue
recognition. Also, edit routines in a software program that are designed to identify and report transactions that exceed specified credit limits may be overridden or disabled.
Internal control is influenced by the quantitative and qualitative estimates and judgments made by management in evaluating the cost-benefit relationship of an entity’s internal control. The cost of an entity's internal control should not exceed the benefits that are expected to be derived. Although the cost-benefit relationship is a primary criterion that should be considered in designing internal control, the precise measurement of costs and benefits usually is not possible.
Custom, culture, and the corporate governance system may inhibit fraud, but they are not absolute deterrents. An effective control environment, too, may help reduce the risk of fraud. For example, an effective board of directors, audit committee, and internal audit function may constrain improper conduct by management. Alternatively, the control environment may reduce the effectiveness of other components. For example, when the nature of management incentives increases the risk of material misstatement of financial statements, the effectiveness of control activities may be reduced.
9. Balancing Risk and Control
Risk is the probability that an event or action will adversely affect the organization. The primary categories of risk are errors, omissions, delay and fraud In order to achieve goals and objectives, management needs to effectively balance risks and controls. Therefore, control procedures need to be developed so that they decrease risk to a level where management can accept the exposure to that risk. By performing this balancing act "reasonable assurance” can be attained. As it relates to financial and compliance goals, being out of balance can cause
be proactive, value-added, and cost-effective and address exposure to risk.
11. Conclusion
The concept of internal control and its aspects in any organization is so important, therefore understanding the components and standards of internal controls should be attend by management. Internal Control is a major part of managing an organization. Internal control is an accounting procedure or system designed to promote efficiency or assure the implementation of a policy or safeguard assets or avoid fraud and error. According to custom definition, Internal Control is a process affected by an entity's board of directors, management and other personnel designed to provide reasonable assurance regarding the achievement of objectives in the following categories namely. The major factors of internal control are Control environment, Risk assessment, Control activities, Information and communication, Monitoring. This article reviews the main standards and principles of internal control and described the relevant concepts of internal control for all type of company.
内部控制透视：理论与概念
哈米德阿拉德（Philae）
会计系，伊斯兰阿扎德大学，哈马丹，伊朗
巴克Joshed -纳维德哈尼
学院会员伊斯兰阿扎德大学，克尔曼伊朗国王，伊朗
摘要：内部控制是会计程序或控制系统，旨在促进效率或保证一个执行政策或保护资产或避免欺诈和错误。内部是一个组织管理的重要组成部分。它包括计划、方法和程序使用，以满足任务，目标和目的，并在这样做，支持基于业绩的管理。内部控制是管理阶层的平等与控制可以帮助管理者实现资源的预期的有效管理的结果通过。内部控制应减少或违规错误的风险关联未被发现的，但设计和建立有效的内部控制不是一个简单的任务，不可能是一个实现通过快速修复短套。在此讨论了内部文件的概念的不同方面的内部控制和管制。
关键词：内部控制，管理控制，控制环境，控制活动，监督
1、介绍
环境需要新的业务控制变量不为任何潜在的股东和管理人士的响应因子为1，另外应执行/她组织了一个很大的控制权。控制是管理活动的东西或以上施加控制。思想的产生和近十年的发展需要有系统的商业资源和控制这种财富一个新的关注。主题之一热一回合管制的商业资源是分析每个控制成本效益。
作为内部控制和欺诈的第一道防线，维护资产以及预防和侦查错误。内部控制，我们可以说是一种控制整个系统的财务和其他方面的管理制定了为企业的顺利运行;它包括内部的脸颊，内部审计和其他形式的控制。
COSO的内部控制描述如下。内部控制是一个客观的方法用来帮助确保实现。在会计和组织理论，内部控制是指或目标目标的过程实施由组织的结构，工作和权力流动，人员和具体的管理信息系统，旨在帮助组织实现。这是一种手段，其中一个组织的资源被定向，监控和测量。它发挥着无形的（重要的作用，预防和侦查欺诈和保护组织的资源，包括生理（如，机械和财产）和乙二醇，声誉或知识产权，如商标）。在组织水平，内部控制目标与可靠性的目标或战略的财务报告，及时反馈业务上的成就，并遵守法律，法规。在具体的交易水平，内部控制是指第三方采取行动以实现一个具体目标（例如，如何确保本组织的款项，在申请服务提供有效的。）内部控制程序reduce程变异，导致更加具有可预见性outcomes。在业务实体内部控制也被称为业务控制。它们是日常的工具使用的经理。
*写作程序，以鼓励遵守，锁定你的办公室，以防止盗窃，并审核您的帐户月结单，以核实交易的具体目标是实现共同的内部控制聘用。
所有管理人员使用的内部控制，以帮助确保他们的经营单位，按照计划，他们使用的方法-政策，程序，组织设计，和身体的障碍，构成。内部控制是对以下组合：
1、财务控制
2、其他控件
根据内部控制研究所印度特许会计师是该组织计划和所有的方法和程序，通过了包括一个由管理机构，以协助实现业务管理的目的是确保尽可能高效有序进行可能的坚持管理政策，对资产的安全护卫预防和信息检测欺诈行为和错误的准确性和完整性的财务会计的可靠记录，及时编制，控制系统内部的事务以外延伸涉及到会计系统的功能。换句话说内部控制系统的控制下由管理奠定了它的对象的顺利运行的业务的成就。这些控件可以分为两个部分，即财务控制和其他控制。
财务控制：
-控制交易的会计记录正确。
-控制适当的安全护卫公司债务人如现金股票等资产银行
-早期发现和预防错误和舞弊。
-正确和及时编制财务记录我é资产负债表和损益表。
-以利润最大化和成本最小化。
其他控制：
其它控制包括以下内容：
质量控制。
控制原材料。
控制成品。
营销控制等
6、负责，受影响的内部控制
虽然一个组织的人都是有效的内部控制的组成部分，某些方面值得特别一提。这些包括管理，董事会（包括审计犯发球），内部审计员和外部审计员。
为发展和维护内部控制的主要责任在于一个组织的管理。随着对控制环境放在更大的重要性，对内部控制的重点已经从政策和程序，以压倒一切的理念和经营作风在组织内。这些无形的方面重点突出了高层管理人员在内部控制系统的参与的重要性。如果内部控制是不是管理工作的重中之重，那么它将不属于任何组织的人之一。
作为管理部门的责任，在公有机构的最高管理层表示将包括在该组织的年度财务报告，股东声明，说明管理层已建立了内部控制的管理层认为是有效的制度。声明还可以提供有关该组织的内部控制制度的具体细节。
内部控制必须进行评估，以提供一些关于其有效性保障管理。内部控制评价涉及所有管理不控制，努力实现其目标的组织。内部控制的评价将作为有效的，如果它的成分和功能是目前有效的运营，财务报告和遵守。他公司的董事和审计委员会已为确保组织内的内部控制制度的责任是足够的。这种责任包括确定在何种程度上的内部控制进行评估。两个内部控制评价有关各方都是该组织的内部审计和外部审计师。
内部审计人员的职责通常包括：确保对内部控制制度是否充分，数据的可靠性，以及该
组织的资源的有效利用。内部审计查明的问题和控制发展，改善和加强内部控制的解决方案。内部审计人员关心的是一个组织的内部控制的范围，包括业务，财务，及合规监控。
内部控制，也可以由外部审计师进行评估。外部审计人员在评估一个组织的内部控制的有效性，以计划的财务报表的审计。相对于内部审计，外部审计的重点主要放在控制影响的财务报告。外聘核数师有责任报告内部控制的弱点（以及有关的内部控制报告的情况）向董事会审计委员会。
8、限制实体的内部控制
内部控制，无手术无论多么精心设计，并能提供的控制目标合理保证实现实体的。该成果的可能性是控制受限制固有的内部。包括现实，人的判断决策可以有故障而在内部控制故障发生的原因人类的失败，如简单的错误或失误。例如，错误可能发生在设计，
维持，或监测自动化控制。如果一个实体的资讯科技人员不完全了解一个订单输入系统处理销售交易，他们可能会错误地设计系统改变到到销售的，以过程产品线换成一个新的，另一方面，这种变化可能是正确的设计，但个人误解谁翻译成程序代码的设计。错误也可能会出现在IT产品使用信息。例如，自动化控制，可设计报告的审查交易超过限额管理的规定美元，但个人负责进行有关检讨可能不明白这样的目的，报告和因此，他们可能无法审查或调查不寻常的物品。
此外，控制，无论是手动或自动的，可控制规避内部勾结的两个或两个以上的管理凌驾于人或不适当的。例如，管理人员可进入方的协定，客户改变的条款和销售条件的实体的标准合同的方式，将排除收入确认。此外，编辑残疾人例程一个软件程序，旨在发现和报告交易，或超过规定的信用额度可能会被改写。
内部控制是影响的定量和定性的估计和控制的判断作出管理评估一个公司的内部成本效益的关系。在控制成本的一个实体的内部不应超过所带来的利益是预期。虽然成本效益的关系是首要的标准，应考虑在设计内部控制，精密测量和福利的费用通常是不可能的。
自定义，文化和公司治理制度可能抑制欺诈，但他们不是绝对的威慑。一个有效的控制环境，也可能有助于减少欺诈风险。例如，一个有效的董事会董事，审计委员会和内部审计功能可以限制管理层的不当行为。另外，控制环境，可减少对其他部门的效力。例如，当激励性质的管理增加了财务报表重大错报风险的，控制的有效性的活动可能会减少。
9、权衡风险与控制
风险的概率是一个事件或行动会产生不利影响的组织。类别的风险的基本都是错误，遗漏，延误和欺诈为了实现目标和目的，管理需要有效地平衡风险和控制。因此，控制程序，必须制定减少风险，使他们到一个水平，管理可以接受的风险这一点。通过执行这个平衡法“合理的保证”，可以实现的。由于涉及到财政和遵守的目标，正在失去平衡可能会导致以下问题：
为了达到一个平衡风险与控制，内部控制应积极主动，增值，成本效益和解决所面临的风险。
11、结论
该组织内部控制的概念，并在任何方面是如此的重要，因此了解组件和内部控制标准应参加由管理。内部控制是一个组织管理的重要组成部分。内部控制是一种错误的会计程序或系统，旨在促进效率或保证一个执行政策或保护资产或避免欺诈和。按照惯例的定义，分类，即内部控制是一个过程的影响下由一个实体的董事会中，管理人员和其他人员设计方面的成就，提供合理保证的目标。内部控制的主要因素是控制环
境，风险评估，控制活动，信息与沟通，监控。本文综述了主要的标准和内部控制原则，并介绍公司的类型为所有相关的内部控制的概念。
外文出处： 《Exploiting Software How to Break Code》By Greg Hoglund, Gary McGraw Publisher : Addison Wesley Pub Date : February 17, 2004 ISBN : 0-201-78695-8 译文标题： JDBC接口技术 译文： JDBC是一种可用于执行SQL语句的JavaAPI（ApplicationProgrammingInterface应用程序设计接口）。它由一些Java语言编写的类和界面组成。JDBC为数据库应用开发人员、数据库前台工具开发人员提供了一种标准的应用程序设计接口，使开发人员可以用纯Java语言编写完整的数据库应用程序。 一、ODBC到JDBC的发展历程 说到JDBC，很容易让人联想到另一个十分熟悉的字眼“ODBC”。它们之间有没有联系呢？如果有，那么它们之间又是怎样的关系呢？ ODBC是OpenDatabaseConnectivity的英文简写。它是一种用来在相关或不相关的数据库管理系统（DBMS）中存取数据的，用C语言实现的，标准应用程序数据接口。通过ODBCAPI，应用程序可以存取保存在多种不同数据库管理系统（DBMS）中的数据，而不论每个DBMS使用了何种数据存储格式和编程接口。 1．ODBC的结构模型 ODBC的结构包括四个主要部分：应用程序接口、驱动器管理器、数据库驱动器和数据源。应用程序接口：屏蔽不同的ODBC数据库驱动器之间函数调用的差别，为用户提供统一的SQL编程接口。 驱动器管理器：为应用程序装载数据库驱动器。 数据库驱动器：实现ODBC的函数调用，提供对特定数据源的SQL请求。如果需要，数据库驱动器将修改应用程序的请求，使得请求符合相关的DBMS所支持的文法。 数据源：由用户想要存取的数据以及与它相关的操作系统、DBMS和用于访问DBMS的网络平台组成。 虽然ODBC驱动器管理器的主要目的是加载数据库驱动器，以便ODBC函数调用，但是数据库驱动器本身也执行ODBC函数调用，并与数据库相互配合。因此当应用系统发出调用与数据源进行连接时，数据库驱动器能管理通信协议。当建立起与数据源的连接时，数据库驱动器便能处理应用系统向DBMS发出的请求，对分析或发自数据源的设计进行必要的翻译，并将结果返回给应用系统。 2．JDBC的诞生 自从Java语言于1995年5月正式公布以来，Java风靡全球。出现大量的用java语言编写的程序，其中也包括数据库应用程序。由于没有一个Java语言的API，编程人员不得不在Java程序中加入C语言的ODBC函数调用。这就使很多Java的优秀特性无法充分发挥，比如平台无关性、面向对象特性等。随着越来越多的编程人员对Java语言的日益喜爱，越来越多的公司在Java程序开发上投入的精力日益增加，对java语言接口的访问数据库的API 的要求越来越强烈。也由于ODBC的有其不足之处，比如它并不容易使用，没有面向对象的特性等等，SUN公司决定开发一Java语言为接口的数据库应用程序开发接口。在JDK1．x 版本中，JDBC只是一个可选部件，到了JDK1．1公布时，SQL类包（也就是JDBCAPI）
An Analysis of Working Capital Management Results Across Industries Greg Filbeck. Schweser Study Program Thomas M. Krueger. University of Wisconsin-La Crosse Abstract Firms are able to reduce financing costs and/or increase the funds available for expansion by minimizing the amount of funds tied up in current assets. We provide insights into the performance of surveyed firms across key components of working capital management by using the CFO magazine’s annual Working Capital Management Survey. We discover that significant differences exist between industries in working capital measures across time. In addition. we discover that these measures for working capital change significantly within industries across time. Introduction The importance of efficient working capital management is indisputable. Working capital is the difference between resources in cash or readily convertible into cash (Current Assets) and organizational commitments for which cash will soon be required (Current Liabilities). The objective of working capital management is to maintain the optimum balance of each of the working capital components. Business viability relies on the ability to effectively manage receivables. inventory. and payables. Firms are able to reduce financing costs and/or increase the funds available for expansion by minimizing the amount of funds tied up in current assets. Much managerial effort is expended in bringing non-optimal levels of current assets and liabilities back toward optimal levels. An optimal level would be one in which a balance is achieved between risk and efficiency. A recent example of business attempting to maximize working capital management is the recurrent attention being given to the application of Six Sigma? methodology. Six Sigma? methodologies help companies measure and ensure quality in all areas of the enterprise. When used to identify and rectify discrepancies. inefficiencies and erroneous transactions in the financial supply chain. Six Sigma? reduces Days Sales Outstanding (DSO). accelerates the payment cycle. improves customer satisfaction and reduces the necessary amount and cost of working capital needs. There appear to be many success stories. including Jennifer Towne’s (2002) report of a 15 percent decrease in days that sales are outstanding. resulting in an increased cash flow of approximately $2 million at Thibodaux Regional Medical Center. Furthermore. bad debts declined from $3.4 million to $600.000. However. Waxer’s (2003) study of multiple firms employing Six Sigma? finds that it is really a “get rich slow” technique with a rate of return hovering in the 1.2 – 4.5 percent range. Even in a business using Six Sigma? methodology. an “optimal” level of working capital management needs to be identified. Even in a business using Six Sigma? methodology. an “optimal” level of working capital management needs to be identified. Industry factors may impact firm
###大学 本科毕业设计（论文）文献综述 课题名称： 学院（系）： 年级专业： 学生姓名： 指导教师： 完成日期：
燕山大学本科生毕业设计（论文） 一、课题国内外现状 中厚板轧机是用于轧制中厚度钢板的轧钢设备。在国民经济的各个部门中广泛的采用中板。它主要用于制造交通运输工具（如汽车、拖拉机、传播、铁路车辆及航空机械等）、钢机构件（如各种贮存容器、锅炉、桥梁及其他工业结构件）、焊管及一般机械制品等［1~3］。 1 世界中厚板轧机的发展概况 19世纪五十年代，美国用采用二辊可逆式轧机生产中板。轧机前后设置传动滚道，用机械化操作实现来回轧制，而且辊身长度已增加到2m以上，轧机是靠蒸汽机传动的。1864年美国创建了世界上第一套三辊劳特式中板轧机，当时盛行一时，推广于世界。1918年卢肯斯钢铁公司科茨维尔厂为了满足军舰用板的需求，建成了一套5230mm四辊式轧机，这是世界上第一套5m以上的轧机。1907年美国钢铁公司南厂为了轧边，首次创建了万能式厚板轧机，于1931年又建成了世界上第一套连续式中厚板轧机。欧洲国家中厚板生产也是较早的。1910年，捷克斯洛伐克投产了一套4500mm二辊式厚板轧机。1940年，德国建成了一套5000mm四辊式厚板轧机。1937年，英国投产了一套3810mm中厚板轧机。1939年，法国建成了一套4700mm 四辊式厚板轧机。这些轧机都是用于生产机器和兵器用的钢板，多数是为了二次世界大战备战的需要。1941年日本投产了一套5280mm四辊式厚板轧机，主要用于满足海军用板的需要。20世纪50年代，掌握了中厚板生产的计算机控制。20世纪80年代，由于中厚板的使用部门萧条，许多主要产钢国家的中厚板产量都有所下降，西欧国家、日本和美国关闭了一批中厚板轧机（宽度一般在3、4米以下）。国外除了大的厚板轧机以外，其他大型的轧机已很少再建。1984年底，法国东北方钢铁联营敦刻尔克厂在4300mm轧机后面增加一架5000mm宽厚板轧机，增加了产量，且扩大了品种。1984年底，苏联伊尔诺斯克厂新建了一套5000mm宽厚板轧机，年产量达100万t。1985年初，德国迪林冶金公司迪林根厂将4320mm轧机换成4800mm 轧机，并在前面增加一架特宽得5500mm轧机。1985年12月日本钢管公司福山厂新型制造了一套4700mmHCW型轧机，替换下原有得轧机，更有效地控制板形，以提高钢板的质量。 - 2 -
毕业设计（论文）外文文献翻译 文献、资料中文题目：软件开发概念和设计方法文献、资料英文题目： 文献、资料来源： 文献、资料发表（出版）日期： 院（部）： 专业： 班级： 姓名： 学号： 指导教师： 翻译日期： 2017.02.14
外文资料原文 Software Development Concepts and Design Methodologies During the 1960s, ma inframes and higher level programming languages were applied to man y problems including human resource s yste ms,reservation s yste ms, and manufacturing s yste ms. Computers and software were seen as the cure all for man y bu siness issues were some times applied blindly. S yste ms sometimes failed to solve the problem for which the y were designed for man y reasons including: ?Inability to sufficiently understand complex problems ?Not sufficiently taking into account end-u ser needs, the organizational environ ment, and performance tradeoffs ?Inability to accurately estimate development time and operational costs ?Lack of framework for consistent and regular customer communications At this time, the concept of structured programming, top-down design, stepwise refinement，and modularity e merged. Structured programming is still the most dominant approach to software engineering and is still evo lving. These failures led to the concept of "software engineering" based upon the idea that an engineering-like discipl ine could be applied to software design and develop ment. Software design is a process where the software designer applies techniques and principles to produce a conceptual model that de scribes and defines a solution to a problem. In the beginning, this des ign process has not been well structured and the model does not alwa ys accurately represent the problem of software development. However,design methodologies have been evolving to accommo date changes in technolog y coupled with our increased understanding of development processes. Whereas early desig n methods addressed specific aspects of the
期末论文 院系 专业班级 学号 学生姓名 成绩评定
管理原则 也许在那些关于管理者这门学科的书中有许多关于管理的定义。许多定义是相对扼要和简单化的。一位早期的学者将它定义为“清楚地知道你想让人们去做什么，然后看着他们以最好最廉价的方式去完成它”。管理实际上是一个非常复杂的过程——远远比那些定义让我们知道的要复杂得多。因此，我们要建立一种管理的定义，从而能更好地了解这过程的实质。 管理是在一定的环境条件下通过对人员技术和资金等资源的利用和协调去设立和完成某一个组织目标的过程。这个过程有若干个核心包括计划和决策，组织，人员，领导，管理和控制。所有从事于这些工作的负责人在更大或更小的程度上都依赖于他们所承担的特殊的责任。当谈论管理的定义时，我们不应该忽略管理的原则。 管理的最基本原则在文明诞生时就存在了。当人们第一次开始群居生活和首次提高他们的生活质量时它就存在了。2500年前，巴比伦国王尼布甲尼撒二世决定把他的沙漠王国变成绿洲去取悦他的妻子。在公元前6世纪，尼布甲尼撒二世耗尽了国家财政部的金钱，雇佣劳动者和技术人员利用有限的资源建造一个宫殿，建造了完善的管网系统，把当地河流的水输送到皇宫里。当工程完成后，他在平台上种植漂亮稀有的花草树木。巴比伦的空中花园改变了这座城市。 尼布甲尼撒二世制定了一个目标。他要把沙漠中的主要城市变成绿洲。他利用和协调人员，技术和金钱去完成这一目标。他从王室金库中获得的资金去雇佣民工和技师并从附近地区购买材料。他在这种只能提供原始水管装置，建筑技术以及只能从茫茫沙漠中取得有限的材料的环境下完成了目标。最终，每个人在这个工程商所付出的努力创造了世界七大奇观之一。 2500年前，人们完成某项巨大的任务所运用的管理过程与如今运用的基本原理相似，管理者在执行这个过程是将它分成了5个部分。 这篇文章的主旨在于表达有关管理过程的一些观点和如何将它运用到我们所面临的不同的情况中去。你们所要学习的管理原则是指指导管理者的宗旨，原则或者是组织规范。他们会提供一个行动框架，为了有效的使用他们，一个人必须培养和使用技能的决策。理智决策是识别某个问题或机会，找到可行的方法去处理它并选择最好的方法的过程。因此，决策是最重要的管理活动。管理者必须决定去实施管理的每个功能以及每种情况所需要采取的相应的原则。 在这一点上，我们对于管理必须有两点最基本的理解。首先，在特定的环境下运用各种资源设立完成目标。第二，为了确保组织的成功，组织者必须满足他的技术要求，行政要求和责任制度。尽管这听起来很简单，但这两个原则却经过了几个世纪的发展才形成的。之后将要提到的所有原则都是随着时间的推移从各种来源中汲取的。一些原则来源于各人的直觉，然而其他的则反映了组织中那些成功企业家，著名商业巨子或者是富有创新精神的工作者的经验。直到十九世纪，直觉和经验仍是管理原则的基本来源 尽管本能和直觉曾经是商业管理的基础，但现在创业者创立新的企业经常以他们的直觉进行管理。在十九世纪70年代至80年代的电脑产业中，对技术很精通，但对管理知之甚少的企业家成立了数以百计的硬件和软件公司，一些存活下来，更多的则不是。许多公司开始发展得好是得益于创
Study on Project Cost Control of Construction Enterprises By: R. Max Wideman Abstract With the increasing maturity of construction market, the competition between construction enterprises is becoming fierce. The project profit is gradually decreasing. It demands that all construction enterprises enhance their cost control, lower costs, improve management efficiency and gain maximal profits. This paper analyses the existing problems on project cost control of Chinese construction enterprises, and proposes some suggestions to improve project cost control system. Key Words ：Construction enterprises, Project management, Cost control After joining the WTO, with Chinese construction market becoming integrated, the competition among architectural enterprises is turning more intense. Construction enterprises must continually enhance the overall competitiveness if they want to develop further at home and abroad construction market. Construction Enterprises basically adopt the "project management-centered" model, therefore, it is particularly important to strengthen project cost control. 1.The Current Domestic Project Cost Classification and Control Methods Cost refers to the consumption from producing and selling of certain products, with the performance of various monetary standing for materialized labor and labor-consuming. Direct and indirect costs constitute the total cost, also known as production cost or manufacturing cost. Enterprise product cost is the comprehensive indicator to measure enterprise quality of all aspects. It is not only the fund compensation scale, but also the basis to examine the implementation of cost plan. Besides, it can provide reference for product pricing According to the above-mentioned definition and current domestic cost classification, construction project cost can be divided into direct costs and indirect costs. Direct costs include material cost, personnel cost, construction machinery cost, material transportation cost, temporarily facility cost, engineering cost and other direct cost. Indirect costs mainly result from project management and company's cost-sharing, covering project operating costs (covering the commission of foreign projects), project's management costs (including exchange losses of
四川理工学院毕业设计（文献综述）红外遥控电动玩具车的设计 学生：程非 学号：10021020402 专业：电子信息工程 班级：2010.4 指导教师：王秀碧 四川理工学院自动化与电子信息学院 二○一四年三月
1前言 1.1 研究方向 随着科技的发展，越来越多的现代化电器走进了普通老百姓的家庭，而这些家用电器大都由红外遥控器操控，过多不同遥控器的混合使用带来了诸多不便。因此，设计一种智能化的学习型遥控器，学习各种家用电器的遥控编码，实现用一个遥控器控制所有家电，已成为迫切需求。首先对红外遥控接收及发射原理进行分析，通过对红外编码理论的学习，设计以MSP430单片机为核心的智能遥控器。其各个模块设计如下：红外遥控信号接收，红外接收器把接收到的红外信号经光电二极管转化成电信号，再对电信号进行解调，恢复为带有一定功能指令码的脉冲编码；接着是红外编码学习，利用单片机的输入捕捉功能捕捉载波的跳变沿，并通过定时器计时记下载波的周期和红外信号的波形特征，进行实时编码；存储电路设计，采用I2C总线的串行E2PROM(24C256)作为片外存储器，其存储容量为8192个字节，能够满足所需要的存取需求；最后是红外发射电路的设计，当从存储模块中获取某红外编码指令后，提取红外信号的波形特征信息并进行波形还原；将其调制到38KHZ的载波信号上，通过三极管放大电路驱动红外发光二极管发射红外信号，达到红外控制的目的。目前，国外进口的万能遥控器价格比较昂贵，还不能真正走进普通老百姓的家中。本文在总结和分析国外设计的基础上，设计一款以MSP430单片机为核心的智能型遥控器，通过对电视机和空调的遥控编码进行学习，能够达到预期的目的，具有一定的现实意义。 1.2 发展历史 红外遥控由来已久，但是进入90年代，这一技术又有新的发张，应用范围更加广泛。红外遥控是一种无线、非接触控制技术，具有抗干扰能力强，信息传输可靠，功耗低，成本低，易实现等显著优点，被诸多电子设备特别是家用电器广泛采用，并越来越多的应用到计算机系统中。 60年代初，一些发达国家开始研究民用产品的遥控技术，单由于受当时技术条件限制，遥控技术发展很缓慢，70年代末，随着大规模集成电路和计算机技术的发展，遥控技术得到快速发展。在遥控方式上大体经理了从有线到无限的超声波，从振动子到红外线，再到使用总线的微机红外遥控这样几个阶段。无论采用何种方式，准确无误传输新信号，最终达到满意的控制效果是非常重要的。最初的无线遥控装置采用的是电磁波传输信号，由于电磁波容易产生干扰，也易受干扰，因此逐渐采用超声波和红外线媒介来传输信号。与红外线相比，超声传感器频带窄，所能携带的信息量少扰而引起误动作。较为理想的是光控方式，逐渐采用红外线的遥控方式取代了超声波遥控方式，出现了红外线多功能遥控器，成为当今时代的主流。 1.3 当前现状 红外线在频谱上居于可见光之外，所以抗干扰性强，具有光波的直线传播特性，不易产生相互间的干扰，是很好的信息传输媒体。信息可以直接对红外光进行调制传输，例如，信息直接调制红外光的强弱进行传输，也可以用红外线产生一定频率的载波，再用信息对载波进调制，接收端再去掉载波，取到信息。从信
外文翻译 专业机械设计制造及其自动化学生姓名刘链柱 班级机制111 学号1110101102 指导教师葛友华
外文资料名称： Design and performance evaluation of vacuum cleaners using cyclone technology 外文资料出处：Korean J. Chem. Eng., 23(6), (用外文写) 925-930 (2006) 附件： 1.外文资料翻译译文 2.外文原文
应用旋风技术真空吸尘器的设计和性能介绍 吉尔泰金，洪城铱昌，宰瑾李， 刘链柱译 摘要：旋风型分离器技术用于真空吸尘器 - 轴向进流旋风和切向进气道流旋风有效地收集粉尘和降低压力降已被实验研究。优化设计等因素作为集尘效率，压降，并切成尺寸被粒度对应于分级收集的50％的效率进行了研究。颗粒切成大小降低入口面积，体直径，减小涡取景器直径的旋风。切向入口的双流量气旋具有良好的性能考虑的350毫米汞柱的低压降和为1.5μm的质量中位直径在1米3的流量的截止尺寸。一使用切向入口的双流量旋风吸尘器示出了势是一种有效的方法，用于收集在家庭中产生的粉尘。 摘要及关键词：吸尘器; 粉尘; 旋风分离器 引言 我们这个时代的很大一部分都花在了房子，工作场所，或其他建筑，因此，室内空间应该是既舒适情绪和卫生。但室内空气中含有超过室外空气因气密性的二次污染物，毒物，食品气味。这是通过使用产生在建筑中的新材料和设备。真空吸尘器为代表的家电去除有害物质从地板到地毯所用的商用真空吸尘器房子由纸过滤，预过滤器和排气过滤器通过洁净的空气排放到大气中。虽然真空吸尘器是方便在使用中，吸入压力下降说唱空转成比例地清洗的时间，以及纸过滤器也应定期更换，由于压力下降，气味和细菌通过纸过滤器内的残留粉尘。 图1示出了大气气溶胶的粒度分布通常是双峰形，在粗颗粒（>2.0微米）模式为主要的外部来源，如风吹尘，海盐喷雾，火山，从工厂直接排放和车辆废气排放，以及那些在细颗粒模式包括燃烧或光化学反应。表1显示模式，典型的大气航空的直径和质量浓度溶胶被许多研究者测量。精细模式在0.18?0.36 在5.7到25微米尺寸范围微米尺寸范围。质量浓度为2?205微克，可直接在大气气溶胶和 3.85至36.3μg/m3柴油气溶胶。
I / 11 本科毕业设计外文翻译 <2018届） 论文题目基于WEB 的J2EE 的信息系统的方法研究 作者姓名[单击此处输入姓名] 指导教师[单击此处输入姓名] 学科(专业 > 所在学院计算机科学与技术学院 提交日期[时间 ]
基于WEB的J2EE的信息系统的方法研究 摘要：本文介绍基于工程的Java开发框架背后的概念，并介绍它如何用于IT 工程开发。因为有许多相同设计和开发工作在不同的方式下重复，而且并不总是符合最佳实践，所以许多开发框架建立了。我们已经定义了共同关注的问题和应用模式，代表有效解决办法的工具。开发框架提供：<1）从用户界面到数据集成的应用程序开发堆栈；<2）一个架构，基本环境及他们的相关技术，这些技术用来使用其他一些框架。架构定义了一个开发方法，其目的是协助客户开发工程。 关键词：J2EE 框架WEB开发 一、引言 软件工具包用来进行复杂的空间动态系统的非线性分析越来越多地使用基于Web的网络平台，以实现他们的用户界面，科学分析，分布仿真结果和科学家之间的信息交流。对于许多应用系统基于Web访问的非线性分析模拟软件成为一个重要组成部分。网络硬件和软件方面的密集技术变革[1]提供了比过去更多的自由选择机会[2]。因此，WEB平台的合理选择和发展对整个地区的非线性分析及其众多的应用程序具有越来越重要的意义。现阶段的WEB发展的特点是出现了大量的开源框架。框架将Web开发提到一个更高的水平，使基本功能的重复使用成为可能和从而提高了开发的生产力。 在某些情况下，开源框架没有提供常见问题的一个解决方案。出于这个原因，开发在开源框架的基础上建立自己的工程发展框架。本文旨在描述是一个基于Java的框架，该框架利用了开源框架并有助于开发基于Web的应用。通过分析现有的开源框架，本文提出了新的架构，基本环境及他们用来提高和利用其他一些框架的相关技术。架构定义了自己开发方法，其目的是协助客户开发和事例工程。 应用程序设计应该关注在工程中的重复利用。即使有独特的功能要求，也
A FIELD STUDY:SMALL MANUFACTURING COMPANIES In this section, the implementation of the proposed Integrated ABC-EVA System at two small manufacturing companies is presented. The managers of the companies wished for their company names to remain anonymous. T herefore, they will be referred to as “Company X” and “Company Y” from here on. Prior to the field study, both companies were using traditional costing systems. The overhead was allocated to product lines based on direct labor hours. In both companies, managers felt that their traditional costing systems were not able to provide reliable cost information. 1 Company X Company X, located in Pittsburgh, Pennsylvania, was a small manufacturing company with approximately 30 employees. Company X’s main products l ines were Overlays、Membranes、Laser、Roll Labels and N’Caps. In the mid 1990’s, a group of investors purchased the company from the previous owner-manager who had retired. At the time of the study, the company was managed by its former vice-president, who was supported by a three-person management group. Investors were primarily concerned with financial performance rather than daily decision-making. The management group was very eager to participate in the field study for two reasons. First, the management was under pressure from their new investors who were not satisfied with the current return from existing product lines; Second, management was trying to identify the most lucrative product line in order to initiate a marketing campaign with the biggest impact on overall profits. 2 Company Y Company Y, also located in Pittsburgh, Pennsylvania, was owned and managed by three owner-managers who bought the company from a large corporation in the mid 1990’s, Company Y employed approximately 40 people. The majority of this compa ny’s business was in the area of manufacturing electrical devices and their main product lines were Motors and Motor Parts、Breakers、and Control Parts. Company Y sold its products in the domestic market as well as abroad. A portion of the company’s output was sold directly to end-users, while the remainder was sold with the help of independent distributors. The management of Company Y was
中英文资料对照外文翻译 Design phase of the project cost management Abstract Project cost management is the basic contents to determine reasonable and effective control of the project cost. Described the current stage of the project cost management situation on the strengthening of the various stages of construction cost management of the importance of and raised a number of key initiatives. Keywords：cost of the construction project cost management status investment decision phase of the design phase of the implementation phase of the cost management in a market economy, Even under the WTO and China's accession to the world community, China's construction industry how to effectively control construction cost of the construction and management of an important component part. However, the current budget for the construction projects - estimate, budget, Super budget accounts for the "super three" is still widespread and that eventually led to a serious loss of control of project investment. Project cost management is the basic contents to determine reasonable and effective control of the project cost. As the project cost to the project runs through the entire process, stage by stage can be divided into Investment Decision stage, the design and implementation phases. The so-called Project Cost effective control is the optimization of the construction plans and design programs on the basis of in the building process at all stages, use of certain methods and measures to reduce the cost of the projects have a reasonable control on the scope and cost of the approved limits.
毕业设计（论文） 外文翻译 题目西安市水源工程中的 水电站设计 专业水利水电工程 班级 学生 指导教师 2016年
研究钢弧形闸门的动态稳定性 牛志国 河海大学水利水电工程学院，中国南京，邮编210098 nzg_197901@https://www.doczj.com/doc/961732725.html,，niuzhiguo@https://www.doczj.com/doc/961732725.html, 李同春 河海大学水利水电工程学院，中国南京，邮编210098 ltchhu@https://www.doczj.com/doc/961732725.html, 摘要 由于钢弧形闸门的结构特征和弹力，调查对参数共振的弧形闸门的臂一直是研究领域的热点话题弧形弧形闸门的动力稳定性。在这个论文中，简化空间框架作为分析模型，根据弹性体薄壁结构的扰动方程和梁单元模型和薄壁结构的梁单元模型，动态不稳定区域的弧形闸门可以通过有限元的方法，应用有限元的方法计算动态不稳定性的主要区域的弧形弧形闸门工作。此外，结合物理和数值模型，对识别新方法的参数共振钢弧形闸门提出了调查，本文不仅是重要的改进弧形闸门的参数振动的计算方法，但也为进一步研究弧形弧形闸门结构的动态稳定性打下了坚实的基础。 简介 低举升力，没有门槽，好流型，和操作方便等优点，使钢弧形闸门已经广泛应用于水工建筑物。弧形闸门的结构特点是液压完全作用于弧形闸门，通过门叶和主大梁，所以弧形闸门臂是主要的组件确保弧形闸门安全操作。如果周期性轴向载荷作用于手臂，手臂的不稳定是在一定条件下可能发生。调查指出:在弧形闸门的20次事故中，除了极特殊的破坏情况下，弧形闸门的破坏的原因是弧形闸门臂的不稳定;此外，明显的动态作用下发生破坏。例如:张山闸，位于中国的江苏省，包括36个弧形闸门。当一个弧形闸门打开放水时，门被破坏了，而其他弧形闸门则关闭，受到静态静水压力仍然是一样的，很明显，一个动态的加载是造成的弧形闸门破坏一个主要因素。因此弧形闸门臂的动态不稳定是造成弧形闸门(特别是低水头的弧形闸门)破坏的主要原是毫无疑问。