What Is Strategy?
Michael E.Porter经典文章：《什么是战略？》迈克尔波特_哈佛商业评论04年1月号
Operational effectiveness and strategy are both essential to superior performance, which, after all, is the primary goal of any enterprise. But they work in very different ways.
A company can outperform rivals only if it can establish a difference that it can preserve. It must deliver greater value to customers or create comparable value at a lower cost, or do both. The arithmetic of superior profitability then follows: delivering greater,value allows a company to charge higher average unit prices; greater efficiency results in lower average unit costs.
Ultimately, all differences between companies in cost or price derive from the hundreds of activities required to create, produce, sell, and deliver their products or services, such as calling on customers, assembling final products, and training employees. Cost is generated by performing activities, and cost advantage arises from performing particular activities more efficiently than competitors. Similarly, differentiation arises from both the choice of activities and how they are performed. Activities, then, are the basic units of competitive advantage. Overall advantage or disadvantage results from all a company's activities, not only a few.'
Operational effectiveness fOE) means performing similar activities better than rivals perform them. Operational effectiveness includes but is not limited to efficiency. It refers to any number of practices that allow a company to better utilize its inputs by, for example, reducing defects in products or developing better products faster. In contrast, strategic positioning means performing different activities from rivals' or performing similar activities in different ways.
GRAPH: Operational Effectiveness Versus Strategic Positioning
Differences in operational effectiveness among companies are pervasive. Some companies are able to get more out of their inputs than others because they eliminate wasted effort, employ more advanced technology, motivate employees better, or have greater insight into managing particular activities or sets of activities. Such differences in operational effectiveness are an important source of differences in profitability among competitors because they directly affect relative cost positions and levels of differentiation.
Differences in operational effectiveness were at the heart of the Japanese challenge to Western companies in the 1980s. The Japanese were so far ahead of rivals in operational effectiveness that they could offer lower cost and superior quality at the same time. It is worth dwelling on this point, because so much recent thinking about competition depends on it. Imagine for a moment a productivity frontier that constitutes the sum of all existing best practices at any given time. Think of it as the maximum value that a company delivering a particular product or service can create at a given cost, using the best available technologies, skills, management techniques, and purchased inputs. The productivity frontier can apply to individual activities, to groups of linked activities such as order processing and manufacturing, and to an entire company's activities. When a company improves its operational effectiveness, it
moves toward the frontier. Doing so may require capital investment, different personnel, or simply new ways of managing.
The productivity frontier is constantly shifting outward as new technologies and management approaches are developed and as new inputs become available. Laptop computers, mobile communications, the Internet, and software such as Lotus Notes, for example, have redefined the productivity frontier for sales-force operations and created rich possibilities for linking sales with such activities as order processing and after-sales support. Similarly, lean production, which involves a family of activities, has allowed substantial improvements in manufacturing productivity and asset utilization.
For at least the past decade, managers have been preoccupied with improving operational effectiveness. Through programs such as TQM, time-based competition, and benchmarking, they have changed how they perform activities in order to eliminate inefficiencies, improve customer satisfaction, and achieve, best practice. Hoping to keep up with shifts in the productivity 'frontier, managers have embraced continuous improvement, empowerment, change management, and the so-called learning organization. The popularity of outsourcing and the virtual corporation reflect the growing recognition that it is difficult to perform all activities as productively as specialists.
As companies move to the frontier, they can often improve on multiple dimensions of performance at the same time. For example, manufacturers that adopted the Japanese practice of rapid changeovers in the 1980s were able to lower cost and improve differentiation simultaneously. What were once believed to be real trade-offs- between defects and costs, for example- turned out to be illusions created by poor operational effectiveness. Managers have learned to reject such false trade-offs.
Constant improvement in operational effectiveness is necessary to achieve superior profitability. However, it is not usually sufficient. Few companies have competed successfully on the basis of operational effectiveness over an extended period, and staying ahead of rivals gets harder every day. The most obvious reason for that is the rapid diffusion of best practices. Competitors can quickly imitate management techniques, new technologies, input improvements, and superior ways of meeting customers' needs. The most generic solutions- those that can be used in multiple settings- diffuse the fastest. Witness the proliferation of OE techniques accelerated by support from consultants.
OE competition shifts the productivity frontier outward, effectively raising the bar for everyone. But although such competition produces absolute improvement in operational effectiveness, it leads to relative improvement for no one. Consider the $5 billion-plus U.S. commercial-printing industry. The major players- R.R. Donnelley & Sons Company, Quebecor, World Color Press, and Big Flower Press-are competing head to head, serving all types of customers, offering the same array of printing technologies (gravure and web offset), investing heavily in the same new equipment, running their presses faster, and reducing crew sizes. But the resulting major productivity gains are being captured by customers and equipment suppliers, not
retained in superior profitability. Even industry-leader Donnelley's profit margin, consistently higher than 7% in the 1980s, fell to less than 4.6% in 1995. This pattern is playing itself out in industry after industry. Even the Japanese, pioneers of the new competition, suffer from persistently low profits. (See the insert "Japanese Companies Rarely Have Strategies.")
The second reason that improved operational effectiveness is insufficient- competitive convergence- is more subtle and insidious. The more benchmarking companies do, the more they look alike. The more that rivals outsource activities to efficient third parties, often the same ones, the more generic those activities become. As rivals imitate one another's improvements in quality, cycle times, or supplier partnerships, strategies converge and competition becomes a series of races down identical paths that no one can win. Competition based on operational effectiveness alone is mutually destructive, leading to wars of attrition that can be arrested only by limiting competition.
The recent wave of industry consolidation through mergers makes sense in the context of OE competition. Driven by performance pressures but lacking strategic vision, company after company has had no better idea than to buy up its rivals. The competitors left standing are often those that outlasted others, not companies with real advantage.
After a decade of impressive gains in operational effectiveness, many companies are facing diminishing returns. Continuous improvement has been etched on managers' brains. But its tools unwittingly draw companies toward imitation and homogeneity. Gradually, managers have let operational effectiveness supplant strategy. The result is zerosum competition, static or declining prices, and pressures on costs that compromise companies' ability to invest in the business for the long term.
II. Strategy Rests on Unique Activities
Competitive strategy is about being different. It means deliberately choosing a different set of activities to deliver a unique mix of value.
Southwest Airlines Company, for example, offers short-haul, low-cost, point-to-point service between midsize cities and secondary airports in large cities. Southwest avoids large airports and does not fly great distances. Its customers include business travelers, families, and students. Southwest's frequent departures and low fares attract pricesensitive customers who otherwise would travel by bus or car, and convenience-oriented travelers who would choose a full-service airline on other routes.
Most managers describe strategic positioning in terms of their customers: "Southwest Airlines serves price- and convenience-sensitive travelers," for example. But the essence of strategy is in the activities-choosing to perform activities differently or to perform different activities than rivals. Otherwise, a strategy is nothing more than a marketing slogan that will not withstand competition.
A full-service airline is configured to get passengers from almost any point A to any point B. To reach a large number of destinations and serve passengers with connecting flights, full-service airlines employ a hub-and-spoke system centered on major airports. To attract passengers who desire more comfort, they offer first-class or
businessclass service. To accommodate passengers who must change planes, they coordinate schedules and check and transfer baggage. Because some passengers will be traveling for many hours, full-service airlines serve meals.
Southwest, in contrast, tailors all its activities to deliver low-cost, convenient service on its particular type of route. Through fast turnarounds at the gate of only 15 minutes, Southwest is able to keep planes flying longer hours than rivals and provide frequent departures with fewer aircraft. Southwest does not offer meals, assigned seats, interline baggage checking, or premium classes of service. Automated ticketing at the gate encourages customers to bypass travel agents, allowing Southwest to avoid their commissions. A standardized fleet of 737 aircraft boosts the efficiency of maintenance.
Southwest has staked out a unique and valuable strategic position based on a tailored set of activities. On the routes served by Southwest, a full-service airline could never be as convenient or as low cost.
Ikea, the global furniture retailer based in Sweden, also has a clear strategic positioning. Ikea targets young furniture buyers who want style at low cost. What turns this marketing concept into a strategic positioning is the tailored set of activities that make it work. Like Southwest, Ikea has chosen to perform activities differently from its rivals.
Consider the typical furniture store. Showrooms display samples of the merchandise. One area might contain 25 sofas; another will display five dining tables. But those items represent only a fraction of the choices available to customers. Dozens of books displaying fabric swatches or wood samples or alternate styles offer customers thousands of product varieties to choose from. Salespeople often escort customers through the store, answering questions and helping them navigate this maze of choices. Once a customer makes a selection, the order is relayed to a third-party manufacturer. With luck, the furniture will be delivered to the customer's home within six to eight weeks. This is a value chain that maximizes customization and service but does' so at high cost.
In contrast, Ikea serves customers who are happy to trade off service for cost. Instead of having a sales associate trail customers around the store, Ikea uses a self-service model based on clear, instore displays. Rather than rely solely on thirdparty manufacturers, Ikea designs its own low-cost, modular, ready-to-assemble furniture to fit its positioning. In huge stores, Ikea displays every product . it sells in room-like settings, so customers don't need a decorator to help them imagine how to put the pieces together. Adjacent to the furnished showrooms is a warehouse section with the products in boxes on pallets. Customers are expected to do their own pickup and delivery, and Ikea will even sell you a roof rack for your car that you can return for a refund on your next visit.
DIAGRAM: Mapping Activity Systems
Although much of its low-cost position comes from having customers "do it themselves," Ikea offers a number of extra services that its competitors do not. In-store child care is one. Extended hours are another. Those services are uniquely aligned with the needs of its customers, who are young, not wealthy, likely to have
children (but no nanny), and, because they work for a living, have a need to shop at odd hours.
The Origins Strategic Positions
Strategic positions emerge from three distinct sources, which are not mutually exclusive and often overlap. First, positioning can be based on producing a subset of an industry's products or services. I call this variety-based positioning because it is based on the choice of product or service varieties rather than customer segments. Variety-based positioning makes economic sense when a company. can best produce particular products or services using distinctive sets of activities.
Jiffy Lube International, for instance, specializes in automotive lubricants and does not offer other car repair or maintenance services. Its value chain produces faster service at a lower cost than broader line repair shops, a combination so attractive that many customers subdivide their purchases, buying oil changes from the focused competitor, Jiffy Lube, and going to rivals for other services.
The Vanguard Group, a leader in the mutual fund industry, is another example of variety-based positioning. Vanguard provides an array of common stock, bond, and money market funds that offer predictable performance and rock-bottom expenses. The company's investment approach deliberately sacrifices the possibility of extraordinary performance in any one year for good relative performance in every year. Vanguard is known, for example, for its index funds. It avoids making bets on interest rates and steers clear of narrow stock groups. Fund managers keep trading levels low, which holds expenses down; in addition, the company discourages customers from rapid buying and selling because doing so drives up costs and can force a fund manager to trade in order to deploy new capital and raise cash for redemptions. Vanguard also takes a consistent low-cost approach to managing distribution, customer service, and marketing. Many investors include one or more Vanguard funds in their portfolio, while buying aggressively managed or specialized funds from competitors.
The people who use Vanguard or Jiffy Lube are responding to a superior value chain for a particular type of service. A variety-based positioning can serve a wide array of customers, but for most it will meet only a subset of their needs.
A second basis for positioning is that of serving most or all the needs of a particular group of customers. I call this needs-based positioning, which comes closer to traditional thinking about targeting a segment of customers. It arises when there are groups of customers with differing needs, and when a tailored set of activities can serve those needs best. Some groups of customers are more price sensitive than others, demand different product features, and need varying amounts of information, support, and services. Ikea's customers are a good example of such a group. Ikea seeks to meet all the home furnishing needs of its target customers, not just a subset of them.
A variant of needs-based positioning arises when the same customer has different needs on different occasions or for different types of transactions. The same person, for example, may have different needs when traveling on business than when traveling for pleasure with the family. Buyers of cans-beverage companies, for example-will likely have different needs from their primary supplier than from their
secondary source.
It is intuitive for most managers to conceive of their business in terms of the customers' needs they are meeting.. But a critical element of needs-based positioning is not at all intuitive and is often overlooked. Differences in needs will not translate into meaningful positions unless the best set of activities to satisfy them also differs. If that were not the case, every competitor could meet those same needs, and there would be nothing unique or valuable about the positioning.
In private banking, for example, Bessemer Trust Company targets families with a minimum of $5 million in investable assets who want capital preservation combined with wealth accumulation. By assigning one sophisticated account officer for every 14 families, Bessemer has configured its activities for personalized service. Meetings, for example, are more likely to be held at a client's ranch or yacht than in the office. Bessemer offers a wide array of customized services, including investment management and estate administration, .oversight of oil and gas investments, and accounting for racehorses and aircraft. Loans, a staple of most private banks, are rarely needed by Bessemer's clients and make up a tiny fraction of its client balances and income. Despite the most generous compensation of account officers and the highest personnel cost as a percentage of operating expenses, Bessemer's differentiation with its target families produces a return on equity estimated to be the highest of any private banking competitor.
Citibank's private bank, on the other hand, serves clients with minimum assets of about $250,000 who, in contrast to Bessemer's clients, want convenient access to loans-from jumbo mortgages to deal financing. Citibank's account managers are primarily lenders. When clients need other services, their account manager refers them to other Citibank specialists, each of whom handles prepackaged products. Citibank's system is less customized than Bessemer's and allows it to have a lower manager-to-client ratio of 1:125. Biannual office meetings are offered only for the largest clients. Both Bessemer and Citibank have tailored their activities to meet the needs of a different group of private banking customers. The same value chain cannot profitably meet the needs of both groups.
The third basis for positioning is that of segmenting customers who are accessible in different ways. Although their needs are similar to those of other customers, the best configuration of activities to reach them is different. I call this access-based positioning. Access can be a function of cus, tomer geography or customer scale-or of anything that requires a different set of activities to reach customers in the best way.
Segmenting by access is less common and less well understood than the other two bases. Carmike Cinemas, for example, operates movie theaters exclusively in cities and towns with populations un-der 200,000. How does Carmike make money in markets that are not only small but also won't support big-city ticket prices? It does so through a set of activities that result in a lean cost structure. Carmike,s small-town customers can be served through standardized, low-cost theater complexes requiring fewer screens and less sophisticated projection technology than big-city theaters. The company's proprietary information system and management process eliminate the
need for local administrative staff beyond a single theater manager. Carmike also reaps advantages from centralized purchasing, lower rent and payroll costs (because of its locations), and rock-bottom corporate overhead of 2% (the industry average is 5%). Operating in small communities also allows Carmike to practice a highly personal form of marketing in which the theater manager knows patrons and promotes attendance through personal contacts. By being the dominant if not the only theater in its markets-the main competition is often the high school football team-Carmike is also able to get its pick of films and negotiate better terms with distributors.
Rural versus urban-based customers are one example of access driving differences in activities. 'Serving small rather than large customers or densely rather than sparsely situated customers are other examples in which the best way to configure marketing, order processing, logistics, and after-sale service activities to meet the similar needs of distinct groups will often differ.
Positioning is not only about carving out a niche. A position emerging from any of the sources can be broad.or narrow. A focused competitor, such as Ikea, targets the special needs of a subset of customers and designs its activities accordingly. Focused competitors thrive on groups of customers who are over-served (and hence overpriced) by more broadly targeted competitors, or underserved (and hence underpriced). A broadly targeted competitor，for example, Vanguard or Delta Air Lines- serves a wide array of customers, performing a set of activities designed to meet their common needs. It ignores or meets only partially the more idiosyncratic needs of particular customer groups.
Whatever the basis- variety, needs, access, or some combination of the three- positioning requires a tailored set of activities because it is always a function of differences on the supply side; that is, of differences in activities. However, positioning is not always a function of differences on the demand, or customer, side. Variety and access positionings, in particular, do not rely on any customer differences. In practice, however, variety or access differences often accompany needs differences. The tastes-that is, the needs-of Carmike's small-town customers, for instance, run more toward comedies, Westerns, action films, and family entertainment. Carmike does not run any films rated NC- 17.
Having defined positioning, we can now begin to answer the question, "What is strategy?" Strategy is the creation of a unique and valuable position, involving a different set of activities. If there were only one ideal position, there would be no need for strategy. Companies would face a simple imperative-win the race to discover and preempt it. The essence of strategic positioning is to choose activities that are different from rivals'. If the same set of activities were best to produce all varieties, meet all needs, and access all customers, companies could easily shift among them and operational effectiveness would determine performance.
英文 小四号字，单倍行距，首行缩进2个字符，不能定义文档网格。约3千英文单词。 MCU Description SCM is also known as micro-controller (Microcontroller Unit), commonly used letters of the acronym MCU MCU that it was first used in industrial control. Only a single chip by the CPU chip developed from a dedicated processor. The first design is by a large number of peripherals and CPU on a chip in the computer system, smaller, more easily integrated into a complex and demanding on the volume control device which. INTEL's Z80 is the first designed in accordance with this idea processor, then on the development of microcontroller and dedicated processors have parted ways. 一、SCM history SCM was born in the late 20th century, 70, experienced SCM, MCU, SoC three stages. SCM the single chip microcomputer (Single Chip Microcomputer) stage, mainly seeking the best of the best single form of embedded systems architecture. "Innovation model" success, laying the SCM and general computer completely different path of development. In the open road of independent development of embedded systems, Intel Corporation contributed. MCU the micro-controller (Micro Controller Unit) stage, the main direction of technology development: expanding to meet the embedded applications, the target system requirements for the various peripheral circuits and interface circuits, highlight the object of intelligent control.It involves the areas associated with the object system, therefore,the development of MCU's responsibility inevitably falls on electrical, electronics manufacturers. From this point of view, Intel faded MCU development has its objective factors. In the development of MCU, the most famous manufacturers as the number of Philips Corporation. Philips company in embedded applications, its great advantage, the MCS-51 single-chip micro-computer from the rapid development of the micro-controller. Therefore, when we look back at the path of development of embedded systems, do not forget Intel and Philips in History. 二、Embedded Systems Embedded system microcontroller is an independent development path, the MCU important factor in the development stage, is seeking applications to maximize the solution on the chip; Therefore, the development of dedicated single chip SoC trend of the natural form. As the microelectronics, IC design, EDA tools development, application system based on MCU SoC design have greater development. Therefore, the understanding of the microcontroller chip microcomputer can be, extended to the single-chip micro-controller applications. 三、MCU applications SCM now permeate all areas of our lives, which is almost difficult to find traces of the field without SCM. Missile navigation equipment, aircraft, all types of instrument control, computer network communications and data transmission, industrial automation, real-time process control and data processing, extensive use of various smart IC card, civilian luxury car security system, video recorder, camera, fully automatic washing machine control, and program-controlled toys, electronic pet, etc., which are inseparable from the microcontroller. Not to mention the area of robot control, intelligent instruments, medical equipment was. Therefore, the MCU learning, development and application of the large number of computer applications and
学士学位证书及毕业证英文翻译模板 附录：今天老师给我们留了个作业，让我们把本科毕业证书翻译成英文的，怎么翻译啊~所以请大家帮帮忙吧~谁能给我提供一个毕业证书的英文模版啊~本科毕业证书的啊~越快越好，如果老师满意，多少钱我都不在乎~包括专升本证书，能有工商管理硕士的最好！学士学位证书英语翻译与毕业证英文翻译模板，为爱大学本科生及研究生提供英文毕业证翻译样本。首先请看《办理中英文成绩单、英文毕业证学位证书的须知》。涉及中文或英文成绩单翻译，含英文毕业证书学位证书的证明。学生学位证书英文翻译模板BACHELOR’S DEGREE CERTIFICATE This is to certify that Ms. Wang Danli, born in October 1977, has studied in the Department of Law, xxx University with a specialty of Law from September 1996 to June 2000. Upon completing and passing all the required courses of the 4-year undergraduate program, she is granted graduation. In accordance with the academic degree act of the People’s Republic of China, the aforesaid student is awarded the Bachelor’s Degree in Law. xxx Chairman of Degree Appraising Committee of xx University June 30, 2000 Certificate No.: 103354003888 本科毕业证书翻译模板DIPLOMA This is to certify that Ms. Wang Lan, born on February 29, 1980, has studied in the Department of Foreign Languages,xxxUniversity with a specialty of English from September 1997 to June 2000. Upon completing and passing all the required
第一部分必须掌握，第二部分尽量掌握 第一部分： 1 Finite Element Method 有限单元法 2 专业英语Specialty English 3 水利工程Hydraulic Engineering 4 土木工程Civil Engineering 5 地下工程Underground Engineering 6 岩土工程Geotechnical Engineering 7 道路工程Road (Highway) Engineering 8 桥梁工程Bridge Engineering 9 隧道工程Tunnel Engineering 10 工程力学Engineering Mechanics 11 交通工程Traffic Engineering 12 港口工程Port Engineering 13 安全性safety 17木结构timber structure 18 砌体结构masonry structure 19 混凝土结构concrete structure 20 钢结构steelstructure 21 钢-混凝土复合结构steel and concrete composite structure 22 素混凝土plain concrete 23 钢筋混凝土reinforced concrete 24 钢筋rebar 25 预应力混凝土pre-stressed concrete 26 静定结构statically determinate structure 27 超静定结构statically indeterminate structure 28 桁架结构truss structure 29 空间网架结构spatial grid structure 30 近海工程offshore engineering 31 静力学statics 32运动学kinematics 33 动力学dynamics 34 简支梁simply supported beam 35 固定支座fixed bearing 36弹性力学elasticity 37 塑性力学plasticity 38 弹塑性力学elaso-plasticity 39 断裂力学fracture Mechanics 40 土力学soil mechanics 41 水力学hydraulics 42 流体力学fluid mechanics 43 固体力学solid mechanics 44 集中力concentrated force 45 压力pressure 46 静水压力hydrostatic pressure 47 均布压力uniform pressure 48 体力body force 49 重力gravity 50 线荷载line load 51 弯矩bending moment 52 torque 扭矩53 应力stress 54 应变stain 55 正应力normal stress 56 剪应力shearing stress 57 主应力principal stress 58 变形deformation 59 内力internal force 60 偏移量挠度deflection 61 settlement 沉降 62 屈曲失稳buckle 63 轴力axial force 64 允许应力allowable stress 65 疲劳分析fatigue analysis 66 梁beam 67 壳shell 68 板plate 69 桥bridge 70 桩pile 71 主动土压力active earth pressure 72 被动土压力passive earth pressure 73 承载力load-bearing capacity 74 水位water Height 75 位移displacement 76 结构力学structural mechanics 77 材料力学material mechanics 78 经纬仪altometer 79 水准仪level 80 学科discipline 81 子学科sub-discipline 82 期刊journal ,periodical 83文献literature 84 ISSN International Standard Serial Number 国际标准刊号 85 ISBN International Standard Book Number 国际标准书号 86 卷volume 87 期number 88 专着monograph 89 会议论文集Proceeding 90 学位论文thesis, dissertation 91 专利patent 92 档案档案室archive 93 国际学术会议conference 94 导师advisor 95 学位论文答辩defense of thesis 96 博士研究生doctorate student 97 研究生postgraduate 98 EI Engineering Index 工程索引 99 SCI Science Citation Index 科学引文索引 100ISTP Index to Science and Technology Proceedings 科学技术会议论文集索引 101 题目title 102 摘要abstract 103 全文full-text 104 参考文献reference 105 联络单位、所属单位affiliation 106 主题词Subject 107 关键字keyword 108 ASCE American Society of Civil Engineers 美国土木工程师协会 109 FHWA Federal Highway Administration 联邦公路总署
土木工程专业外语词汇大全中英翻译 1. 综合类 大地工程geotechnical engineering 反分析法back analysis method 基础工程foundation engineering 临界状态土力学critical state soil mechanics 数值岩土力学numerical geomechanics 土soil, earth 土动力学soil dynamics 土力学soil mechanics 岩土工程geotechnical engineering 应力路径stress path 应力路径法stress path method 2. 工程地质及勘察 变质岩metamorphic rock 标准冻深standard frost penetration 冰川沉积glacial deposit 冰积层（台）glacial deposit 残积土eluvial soil, residual soil 层理beding 长石feldspar 沉积岩sedimentary rock 承压水confined water 次生矿物secondary mineral 地质年代geological age 地质图geological map 地下水groundwater 断层fault 断裂构造fracture structure 工程地质勘察engineering geological exploration 海积层（台）marine deposit 海相沉积marine deposit 花岗岩granite 滑坡landslide 化石fossil 化学沉积岩chemical sedimentary rock 阶地terrace 节理joint 解理cleavage 喀斯特karst 矿物硬度hardness of minerals 砾岩conglomerate
河北建筑工程学院 毕业设计（论文）外文资料翻译 系别：机械工程系 专业：机械电子工程 班级：机电（本）091 姓名：张少强 学号： 2009322110 外文出处：English in Mechanical and Electrical Engineering 附件：1、外文原文；2、外文资料翻译译文。 指导教师评语： 签字： 年月日 金属热处理 普遍接受的金属和金属合金的热处理定义是“在某种程度上加热和冷却金属或金属合金，以获得特定的条件和属性。”加热的唯一目的是进行热加工，锻造操作是被排除在这个定义之外的。热处理有时候也用产品表示，同样玻璃和塑料也被排除在这个定义之外。 变换曲线 热处理的基础是在一个单一的图表上绘制的包含三个所有的等温转变曲线或TTT曲线。因为曲线的形状，他们有时候也称为c曲线或s曲线。 TTT曲线绘制，特定的钢在给定的条件下和预定的时间间隔内记录以检查的组织结构转换的
数量。众所周知共析钢（T80）在超过723℃形成的是奥氏体，在此温度下形成的是珠光体。为了形成珠光体碳原子应该分散形成渗碳体。扩散是一个过程需要足够的时间来完成奥氏体向珠光体的转变。我们可以注意到在不同的样本内在任何的温度下数量都在发生变化。这些点被绘制在以时间和温度为轴的坐标内。通过这些点共析钢的变换曲线如图1所示。曲线的左极端代表在任何给定的温度下奥氏体向珠光体的转变。同样的右极端代表完成所需要的时间。这两个曲线之间转换的点代表部分转换。水平线条s M和f M发代表开始和完成的马氏体转变。 热处理工艺的分类 在某些情况下，热处理在技术和使用程序上是分开的。而在其他情况下，,描述或简单的解释是不够的，因为相同的技术常常可以获得不同的目标。例如，应力消除和回火需要相同的设备和利用相同时间和温度循环。然而这是两个不同的过程。 图8.1 T80钢在等温间隔下的热处理图 以下对热处理的描述主要是根据他们之间的关系来安排的。正火指加热铁合金到高于它转变温度上的一个合适温度(通常是50°F到100°F或28℃到56℃)。接下来是在精致空气至少是在低于其转变温度范围下冷却。由此产生的结构和性能和通过完全退火是一样的。对大多数铁合金来说正火和退火是不一样的。 正火通常被用作调节处理，尤其是没有经过高温锻造或其他热加工的精炼粒钢。正火的成功通常由另一个热处理来完成如奥氏体化的淬火、退火或回火。 退火是一个通用术语，它表示一个热处理，包括加热和保持在一个合适的温度后以一个合适的冷却速度冷却。它主要用来软化金属材料，但它同时也会产生其他属性或期望的微观结构。
土力学词汇英汉对照 编写人：邵俐 审核人：刘松玉、张克恭 东南大学交通学院 二00五年三月
A absorbed water 吸着水 accumulation sedimentation method 累积沉淀法 active earth pressure主动土压力E a activity index 活性指数A adamic earth,red soil 红粘土 additional stress(pressure)of subsoil 地基附加应力（压力）σ z adverse geologic phenomena 不良地质现象aeolian soils 风积土 aeolotropic soil 各向异性土 air dried soils 风干土 allowable subsoil bearing capacity 地基容许承载力［σ0］ allowable settlement 容许沉降 alluvial soil 冲积土 angle between failure plane and major principal plane破坏面与大主平面的夹角 angle of internal，external (wall) friction 内摩擦角?、外(墙背)摩擦角 angular gravel,angular pebble 角砾anisotropic soil 各向异性土 aquifer 含水层 aquifuge,impermeabler layer 不透水层 area of foundation base 基础底面面积A artesian water head 承压水头 artificial fills 人工填土 artificial foundation 人工地基 Atterberg Limits 阿太堡界限 attitude 产状 average consolidation pressure 平均固结压力 σ average heaving ratio of frozen soil layer 冻土层的平均冻胀率η average pressure ,additional pressure of foundation base 基底平均压力、平均附加压力p、p0B base tilt factor of foundation 基础倾斜系数b c、b q、bγ base tilt factors基底倾斜系数b c、b q、bγ bearing capacity 承载力 bearing capacity factors 承载力系数N c,、N q,、Nγ [California]Bearing Ratio [CBR] 承载比 bearing stratum 持力层 bedrock,original rock 基岩 beginning hydraulic gradient 起始水力梯度(坡降)i o Biot consolidation theory 比奥固结理论 Bishop’s slice method 比肖普条分法 bound water 结合水(束缚水) boulder 漂石 Boussinesq theory 布辛奈斯克理论 bridge 桥梁 bridge pier 桥墩 broken stone，crushed stone 碎石 bulk modulus 体积模量 buried depth of foundation 基础埋置深度d buoyant density 浮密度ρ' buoyant gravity density(unit weight) 浮重度（容重）γ’ C California Bearing Ratio(CBR)加州承载比 capillary rise 毛细水上升高度 capillary water 毛细（管）水 categorization of geotechnical projects 岩土工程分级 cementation 胶结作用 central load 中心荷载（轴心荷载） characteristic value of subsoil bearing capacity 地基承载力特征值f ak chemical grouting 化学灌浆 circular footing圆形基础 clay 粘土 clay content 粘粒含量 clay minerals 粘土矿物
汉译英翻译格式规范 I 格式规范 1. 正文标题、机构名称、图表格名称和表头中所有单词（除虚词外）的首字母均大 写；但标题为句子的情况除外； 2. 译文中出现的标准、规范名称，单独出现时每个单词首字母均应大写并斜体，不 加引号；在表格中出现时不用斜体； 3. 摄氏度符号统一从“符号”“Times new roman”中找到“°”（位于最右一列）插 入，然后在后面加上大写“C”，即“°C”； 4. 排比和并列的内容，标点应统一。一般做法是中间采用“;”，最后一个采用“.”， 最后一个与倒数第二个之间用“; and”； 5. 数值范围的表示形式应是：110-220 kV，而不是110 kV～220 kV；注意：数字和 连字符之间没有空格，数字和单位之间有空格数字与单位之间要加一个空格，但“°C”、“°F”和“%”除外； 6. 在英文中，百分号应采用英文半角“%”，而不可采用中文全角“%”； 7. 公式中的符号从“插入公式”中选择； 8. 文本框中第一个单词首字母大写； 9. 1号机组和2号机组、一期和二期的表示方法：Unit 1 & 2；Phase I & II； 10. 第x条（款、项）和第y条（款、项）的表示方法：Article x and Article y，即表 示条（款、项）的词不能省略； 11. 文件中出现公式时，公式后说明性文字的“其中”、“式中”统一译为“Where:”， 注意其后加冒号；对公式中的字母和符号进行解释时，采用“-”，其前后均不空格，“-”后的首字母为小写；公式后的说明要用分号，最后采用句号。例如： Where: F sc-short circuit current force (lb/ft); V-velocity; P-gas density. 12. 冒号后首字母小写； 13. 大于号、小于号、等号两边均有空格； 14. 表格的标题和标题栏字体加粗； 15. 注意上下标与原文一致； 16. 直径符号φ的输入方法：插入，符号，字体选择Symbol，然后选择输入φ，并采用 斜体；
英语专业文献翻译 题目: 基于交通服务感知质量的效用评价方法姓名: 丁贞钰 学院: 工学院 专业: 交通运输 班级: 101班 学号: 30210101 指导教师: 陈青春职称: 副教授 2013年11月25日 南京农业大学教务处制
基于交通服务感知质量的效用评价方法 Hideyuki Kita a Akira Kouchi b a Department of Civil Engineering, Graduate School of Engineering, University of Kobe, 1-1, Rokkodai-cho, Nada-ku, Kobe, 658-8501, Japan b Infrastructural Planning Department, Chodai Co. Ltd., 2-20-6, Shin-machi, Nishi-ku, Osaka, 550-0013, Japan 摘要：本研究旨在开发一个通过宏观交通状态数据评价微观驾驶环境的模型，并且展示一系列基于驾驶员视觉的交通服务质量估算方法的模型。该方法由三部分组成，第一部分通过宏观数据评价行驶速度和时间间隔分配，第二部分评价作为行驶速度和时间间隔联合概率的基点效用。第三部分通过利用经验公式的基点概率分布估计基段效用。通过一个研究案列论证所提出的方法。 关键词：驾驶员感知；交通服务质量；基础效用评价；估计方法；交通调查数据；相关函数 1 引言 交通服务质量直接关系到驾驶员的利益。为了提高交通服务质量，应采取必要措施提高驾驶员对道路规划和交通管理的满意度。采取适当的基于驾驶员感知的方法来评价路用性能是必要的。弄清驾驶员服务质量感知结构对区分驾驶员感知服务质量也是必要的。 从驾驶员感知的角度对服务质量的评价已经有了很大成就,研究人员对评价驾驶员感知结构的感知服务质量做了比以前更多的尝试，但是感知服务质量的层次结构依旧很少被人认识。基于驾驶员的感知结构的层次结构，包括基点服务质量、基段服务质量和基面服务质量。通过参考感知结构的服务质量，Kita(2000)提出了测量服务质量的方法的基本框架。这个框架的基本思想是服务质量的最小单位是微观驾驶环境，比如在每个路段驾驶员的视野范围内相对速度和空间时间间隔。驾驶员对于特定路段的服务质量感知是这些基点服务质量的集合。然而关于感知服务质量的重要因素—微观驾驶环境的数据却很难获得。另一方面，宏观交通状态变量，比如由微观交通状况变量集合的数据—速率，可以很容易的通过车辆检测器。在给定宏观交通状况下，捕捉发生在什么样的微观环境和到什么程度是必要的。但是，没有研究与以上观点相关，直到本文作者对他的认识。 本研究的目的是开发一个通过宏观交通状况变量评价微观驾驶环境的方法，并提出一系列对宏观交通状态变量的基点服务质量的测量和对根据驾驶感知结构和服务质量层次结构基点服务质量的基段服务质量的测量方法。通过使用上面的方法，获得有关驾驶员感知结构的宏观交通状况数据，评价基于驾驶员感知的基段服务质量。 本文组织如下。第2部分，概括评价服务质量领域的相关文献。第3部分，表述包括提出的方法论的一系列方法的概要和基本思想。第4部分，概述运用宏观交通状态变量估计微观驾驶环境的方法。第5部分，开发了一种联系基点感知服务质量和考虑认知倾向的基段感知服务质量的模型，并对概率分布之间的关系效用进行微观分析。第6部分，通过运用从车辆检测器上获得的实际交通状况数据检测本文所表述的理论模型的有效性。第7部分，结论。 2 文献综述 已经做过很多关于驾驶员感知的服务质量评价工作。但由于篇幅有限，只把文献大纲列出如下。更多信息可以从Kita and Kouchi(2010)中获得。有一些研究阐述了交通服务质量应该基于驾驶员的微观驾驶环境的感知评价交通服务质量(Morrall and Werner (1990), Ishibashi et al. (2006))。有一些研究试图找到一个可以展现与感知交通服务质
岩土工程中英文词汇对照 来源：刘燚龙[Jet]的日志 一. 综合类 1.geotechnical engineering岩土工程 2.foundation engineering基础工程 3.soil, earth土 4.soil mechanics土力学 cyclic loading周期荷载 unloading卸载 reloading再加载 viscoelastic foundation粘弹性地基 viscous damping粘滞阻尼 shear modulus剪切模量 5.soil dynamics土动力学 6.stress path应力路径 7.numerical geotechanics 数值岩土力学 二. 土的分类 1.residual soil残积土 groundwater level地下水位 2.groundwater 地下水 groundwater table地下水位 3.clay minerals粘土矿物 4.secondary minerals次生矿物 https://www.doczj.com/doc/b8985955.html,ndslides滑坡 6.bore hole columnar section钻孔柱状图 7.engineering geologic investigation工程地质勘察 8.boulder漂石 9.cobble卵石
10.gravel砂石 11.gravelly sand砾砂 12.coarse sand粗砂 13.medium sand中砂 14.fine sand细砂 15.silty sand粉土 16.clayey soil粘性土 17.clay粘土 18.silty clay粉质粘土 19.silt粉土 20.sandy silt砂质粉土 21.clayey silt粘质粉土 22.saturated soil饱和土 23.unsaturated soil非饱和土 24.fill (soil)填土 25.overconsolidated soil超固结土 26.normally consolidated soil正常固结土 27.underconsolidated soil欠固结土 28.zonal soil区域性土 29.soft clay软粘土 30.expansive (swelling) soil膨胀土 31.peat泥炭 32.loess黄土 33.frozen soil冻土 三. 土的基本物理力学性质 https://www.doczj.com/doc/b8985955.html, compression index 2.cu undrained shear strength
翻译练习一（英译汉）小组讨论情况记录 小组成员：赵一，钱二，孙三，李四 本次讨论记录、执笔人：赵一 1.本次翻译文本的目标读者是？ 2.本次翻译任务需要达成的目的是？ 3.请用注释的形式写出“翻译根据”。翻译根据包括（但不限于）根据翻译目的 对翻译方法（策略）的选择；术语的出处或论证过程；译文选词、造句、结构、篇章等方面的考虑； 原文：在国内众多的历史课本或辅导爱国读本中，讲到北宋的社会经济，往往说这时期出现了中国第一个商标。这枚传说中的白兔商标现存于中国历史博物馆，中间一个白兔图，寓“玉兔捣药”之意. 译文：In various Chinese history textbooks and patriotic readings[i], one thing is always covered in the economic development[ii] of the Northern Song Dynasty—the emergence[iii] of China’s first trademark, which is now kept in the National Museum of Chinese History[iv]. This legendary trademark was designed with a white rabbit image in the middle, implying the message of the Jade Rabbit pounding medicine[v] [i]辅导爱国读本 第一步，理解中文。 所谓“辅导爱国读本”一般指供学生课下阅读的旨在培养爱国情操的材料(当然也可以面向社会读者)，内容可以涵盖从古至今国家经济政治文化等各方面情况：讲成就可以培养人们的民族自尊心、自信心、自豪感等等；也可以讲失败、讲教训，激励人们奋发图强，建设祖国。…这些在中国都属于“爱国主义教育”的内容。文中要讲的是北宋出现了中国历史上第一枚商标，这是经济发展的标志之一，算是“成就”，同时此商标设计上又体现了浓郁的中国传统文化特色（玉兔捣药），因此自然会被写入爱国读本让大家了解。 第二步，理解基础上做出一个译文。
流体力学英语词汇翻译(2) 流体力学英语词汇翻译(2)流体力学英语词汇翻译(2)动量厚度momentum thickness 能量厚度energy thickness 焓厚度enthalpy thickness 注入injection 吸出suction 泰勒涡taylor vortex 速度亏损律velocity defect law 形状因子shape factor 测速法anemometry 粘度测定法visco[si] metry 流动显示flow visualization 油烟显示oil smoke visualization 孔板流量计orifice meter 频率响应frequency response 油膜显示oil film visualization 阴影法shadow method 纹影法schlieren method 烟丝法smoke wire method
丝线法tuft method 氢泡法nydrogen bubble method 相似理论similarity theory 相似律similarity law 部分相似partial similarity 定理pi theorem, buckingham theorem 静[态]校准static calibration 动态校准dynamic calibration 风洞wind tunnel 激波管shock tube 激波管风洞shock tube wind tunnel 水洞water tunnel 拖曳水池towing tank 旋臂水池rotating arm basin 扩散段diffuser 测压孔pressure tap 皮托管pitot tube 普雷斯顿管preston tube 斯坦顿管stanton tube 文丘里管venturi tube u形管u-tube 压强计manometer
一，翻译时间 1，试译文件需在发布任务的2天之内上传，我们将根据提交上来的试译文件选出中标作品，并发站内信通知，注意查收。为方便联系，可以在提交试译文件时留下联系方式（QQ，邮箱，最好是手机） 2，提交作品到指定的邮箱，不能按时交任务的话，要及时通知我。 5，如果稿件由于质量问题被退回，要求从退回日期算起一天之内发回。 二，翻译格式要求 1.应为纯文本格式，编码UTF-8, 统一使用Editplus 3。见附件 介于Editplus界面，左右宽度很大，总的拉动下面那个Bar，可以调整。找到左上Document，点击下拉出现菜单，选择Word-wrap Options...再选择enable word-wrap,然后下面那个format 选80，应该就可以了。 2.格式采用一段英文一段中文的方式（不是一句一句对应，而是一段一段），英 文下面跟中文，可以按照自然段的格式，不要把英文删掉。 使用中文标点，包括逗号（，），句号（。），省略号（……），引号（“”），破折号（——）等都用专门的全角中文标点，而不要使用英文标点。 3. <>表示一条评论的开始，要求一条一条翻译。不要搞混。<>中的内容保留， 不要做任何变动。 4，翻译文本应为纯文本格式，在保存翻译文件的时候点下拉框选编码UTF-8，不要更改原文件名。 三，翻译内容注意事项 1.TripAdvisor 一定要翻译成“到到网”，这个是网站的中文名字。 2.题目括号<>里面的酒店名不需要翻译，正文中的地名，酒店名尽量要翻译（可 在到到网和携程网上找），正文中的人名不需要翻译。 3.Review 里会有一些带感情色彩的话，特别是褒义的，在翻译的时候一定要把 这种感情给表现出来，语气也可以强烈些。比如说，“Amazing Value”有些人把它翻成“物有所值”，但也有些人把它翻成“物超所值”，肯定是后者表达的感情色彩更强烈，也更贴切。
沈阳建筑大学考试评分标准专用纸 2007 年 春 季学期 科目 土力学(B) 适用年级、专业 土木04-9，10 —————————————————————————————————— 一 Fill in the blanks (total 15 points, 1 points per blank) 1. mm d mm 2075.0≤< 2. G s , w 3.一个有效应力园 4. 水 , 孔隙. 5. 2 45? - 6. 水力梯度 7, 沉降， 承载力 8, 主固结， 次固结 9, 4C 10, 40 11, 孔隙体积 二、Judge the following statement right or wrong. Mark with R for the rights and W for the wrongs (total 10 points, 2 points per problem) W R R W W 三、Explain the following concepts or definition(total 15 points, 3points per problem) 1. void ratio 孔隙比：孔隙体积与土粒体积之比， s v v v e /= 2. coefficient of curvature C c 曲率系数定义为（C c ）60 102 30d d d C c =,曲率系数C c 描写累积曲线的分布范围，反映曲线的整体形 状。 3. compression modulus 压缩模量：土体在完全侧限的条件下，竖向应力增量与竖向应变增量的比值 4. overconsolidation 土在应力历史上（固结过程中）所受到的最大有效应力，称之为前期固结应力. 前期固结应力与现有的自重应力之比大于1时，土体处于超固结状态。
1.Sales Agreement The agreement, (is) made in Beijing this eighth day of August 1993 by ABC Trading Co., Ltd., a Chinese Corporation having its registered office at Beijing, the People’ Repubic of China (hereinafter called “Seller”) and International Tradi ng Co., Ltd., a New York Corporation having its registered office at New York, N.Y., U.S.A. (hereinafter called “Buyer”). 2.WITNESSETH WHEREAS, Seller is engaged in dealing of (product) and desires to sell (product)to Buyer, and WHEREAS, Buyer desires to purchase(product) from Sellers, Now, THEREFORE, it is agreed as follows: 3.Export Contract This Contract is entered into this 5th day of August 1993 between ABC and Trading Co., Ltd. (hereinafter called “Seller”) who agrees to sell, and XYZ Trading Co., Ltd. (hereinafter called “Buyer”) who agrees to buy the following goods on the following terms and condition. 4.Non-Governmental Trading Agreement No. ＿＿This Agreement was made on the＿day of＿19＿, BETWEEN ＿ (hereinafter referred to as the Seller) as the one Side and ＿ (hereinafter referred to as the Buyer) as the one other Side. WHEREAS, the Seller has agreed to sell and the buyer has agreed to buy ＿ (hereinafter referred to as the Goods ) the quantity, specification, and price of which are provided in Schedule A. IT IS HEREBY AGREED AS FOLLOWS: 5.Contract For Joint-Operation Enterprise ＿＿ COMPANY LTD., a company duly organized under the Law of ＿＿ and having its registered office at (hereinafter called “Party A”) AND ＿＿ COMPANY LTD., a company duly organized under the Law of ＿＿ and having its registered office at (hereinafter called “Party B”) Party A and Party B (hereinafter referred to as the “Parties”) agree to jointly form a Co-operation Venture Company (hereinafter referred to as the “CVC”) in accordance with “the Laws of the People’s Republic of China on Joint Ventures Using Chinese and Foreign Investment” and the “Regulations for the Implementation of the Laws of the People’s Republic of China on Joint Ventures Using Chinese and Foreign Investment” and other applicable laws and regulations. 6.MODEL CONTRACT Contract No. Date: Seller: Signed at: Address: Cable Address: Buyer: Address: Cable Address: The Seller and the Buyer have agreed to conclude the following transactions according to the terms and conditions stipulated below: https://www.doczj.com/doc/b8985955.html, of Commodity: 2.Specifications: 3.Quantity: 4.Unit Price: 5.Total Price: U.S.$: 6.Packing: 7.Time of Shipment: days after receipt of L/C. 8.Loading Port & Destination Port: From via to . 9.Insurance: