Performance evaluation of a PV ventilated window applying to office building of Hongkong

Performance Evaluation Plan (IVDD)The Performance Evaluation Plan lays out the resources and methods for evaluation the performance of the IVD.There’s a separate standard available for that: EN 13612:2002. It’s very short and doesn’t contain a whole lot of information. You can generally understand what it’s about when you look at the mapping of requirements to document sections table below. Additionally, there are three IMDRF guidance documents which are more relevant for the Performance Evaluation Report:•[GHTF/SG5/N6:2012][imdrf-1]•[GHTF/SG5/N7:2012][imdrf-2]•[GHTF/SG5/N8:2012][imdrf-3]Product•Name: <product name>•Version: <product version>•Basic UDI-DI: <insert UDI-DI, if/when available>Mapping of Requirements to Document SectionsEN 13612:2002 Section Document Section5 3.1 Responsibilities and Resources Performance Evaluation Plan(this one)(all) 3.2 Documentation Performance Evaluation Plan(this one)3.3 Final Assessment and Review Performance EvaluationReport4.1 Preconditions Performance EvaluationReport6, 7 4.2 Evaluation Plan Performance Evaluation Plan(this one)5 4.3 Sites and Resources Performance Evaluation Plan(this one)4.4 Basic Design Information Performance Evaluation Plan7.3(this one)7.4 4.5 Experimental Design Performance Evaluation Plan(this one)4.6 Performance Study Records Performance Evaluation Plan7.5(this one)7.6 4.7 Observations and Unexpected Outcomes Performance Evaluation Plan(this one)4.8 Evaluation Report Performance EvaluationReport5. Modifications During the Performance Evaluation Study Performance Evaluation Plan (this one)86. Re-evaluation Performance Evaluation Plan(this one)87. Protection and Safety of Probands Performance Evaluation Plan(this one)91. List of AbbreviationsAbbreviation ExplanationIVD MD In-vitro diagnostic medical device2. Product•Name: <product name>•Version: <product version>•Basic UDI-DI: <insert UDI-DI, if/when available>•UMDNS-Code:•GMDN-Code:3. Relevant Documents•SOP Performance Evaluation•Performance Evaluation Plan4. Intended UseCopy-paste the intended use of your device here.5. Responsibilities and Resources5.1 PersonnelThese five tasks are explicitly specified in EN 13612, so you should assign them to someone. Feel free to add further tasks if you have any. Of course, one person can take care of multiple tasks.Task Personnel Coordinator with overall responsibility John Doe Assess the validity of test results and data already available John Doe Jr. Specify performance claims which shall be further examined orconfirmedJohn Doe Sr. Specify and document the evaluation plan and the test procedures John Doe II Prepare the evaluation report AlbertEinstein5.2 ResourcesDescribe other resources which you need for performance evaluation, e.g. software and hardware, physical locations.6. Performance Claims of IVD MDFor each performance claim, assess whether it’s applicable to your IVD, i.e. can you measure that specific parameter, based on your device output? Then, add an explanation about what that parameters actually means in the context of your device.An example could be that you’re manufacturing a HIV test. Then, analytical sensitivity is applicable, and your explanation would be something like “proportion of HIV-positive patients who have positive test results”.Performance Claim Applicable? ExplanationAnalytical Sensitivity yes/noDiagnostic SensitivityAnalytical SpecificityDiagnostic SpecificityAccuracyRepeatabilityReproducability7. Evaluation Procedure7.1 List of Laboratories and Other Institutions Taking Part in StudyList the labs which take part in your study. If your product is for self-testing, list the “lay persons” who are your study participants.7.2 Time TableCreate some sort of timeline when to do what.Date ActivityPlan Performance EvaluationConduct Performance EvaluationWrite Performance Evaluation Report7.3 Briefing of InvestigatorsIf your investigators (the people who conduct the study) aren’t familiar with your device, describe how you’ll provide them with the necessary information b eforehand.7.4 Software ValidationThe device is stand-alone software and will be validated in accordance with IEC 62366-1:2015, see SOP Integrated Software Development.7.5 Performance Study RecordsDescribe how and where records of your performance study will be saved. Those could be files which contain your analysis data, or even the input data (i.e., test set) which you used for it.7.6 Observations and Unexpected OutcomesDescribe what you’ll do w hen an unexpected outcome happens. Might not apply to stand-alone software.8. Re-EvaluationSpecify under which conditions your performance evaluation will be repeated. That’s mainly the case when you change your device.9. Protection and Safety of ProbandsDescribe how you ensure the safety of your probands. Probably not be applicable to software in most cases.10. Dates and SignaturesDate and sign the plan. If your document management system supports it, you can digitally sign by typing e.g. your initia ls in the “Signature” field. Otherwise, you can still sign it the old-school way (print it and sign sheet of paper, ugh).Activitiy Name SignatureCreationReviewApprovalTemplate Copyright . See template license.Please don’t remove this notice even if you’ve modified contents of this template.。

performance evaluation 英语4A performance evaluation is a process used to measure an individual's or organization's performance against established standards or goals. It is typically used to identify areas of strength and weakness, and to provide feedback and guidance for improvement.Performance evaluations can be conducted in a variety of settings, including in the workplace, in education, and in sports. In the workplace, performance evaluations are often used to evaluate employees' job performance, to determine promotions and bonuses, and to identify areas where additional training or support may be needed.In education, performance evaluations are used to assess students' academic progress and to identify areas where they may need additional support or instruction. In sports, performance evaluations are used to evaluate athletes' performance and to identify areas where they may need to improve their skills or strategies.The process of conducting a performance evaluation typically involves setting clear performance standards or goals, collecting data or observations about the individual or organization's performance, and comparing that performance to the established standards or goals. The evaluator then provides feedback and guidance to the individual or organization, highlighting areas of strength and areas where improvement is needed.Overall, performance evaluations are an important tool for helping individuals and organizations to improve their performance and achieve their goals. By providing feedback and guidance, performance evaluations can help individuals and organizations to identify areas where they need to focus their efforts in order to achieve greater success.。

Performance evaluation of new product development from a company perspectiveHelen DrivaCentre for Concurrent Enterprising,School of Mechanical,Materials,Manufacturing &Management,University of Nottingham,Nottingham,UK Kulwant S.PawarCentre for Concurrent Enterprising,School of Mechanical,Materials,Manufacturing &Management,University of Nottingham,Nottingham,UK Unny MenonCal Poly State University,IME Department,San Luis Obispo,California,USAIntroduction Performance measurement is an essential element of effective planning and control.However,the degree of effectiveness of anycontrol strategy will depend on the adequacy of the metrics deployed.Historically,accounting-based measures have been relied on for a wide range of managerial monitoringof organizational performance.However,they are generally less than satisfactory for some organizational activities like new product development (NPD).This paper presents the longitudinal case study results which formed an important part of a larger research project,which examinedperformance measurement for NPD,using a triangulation of survey results from industry and academia,including longitudinalvalidation using in-depth case analysis at UKsites of multi-national firms.The focus of this paper is only on the case studies at tencompanies,which was one key component of the research.Full details of the entire project are available in Driva (1997).The structure of this paper includes an introduction to performance measurement from a NPD perspective,a review of state-of-the-art evident in contemporary literature,and an outline of current practice based on a survey of multinational firms.This isfollowed by a detailed discussion of the findings,with concise insights into ten company-based studies which provide a realistic basis for validation and forming general guidelines on the topic of performance measurement realities.Measuring performancePerformance measurement has been anessential element of management control for many years,but up until recently,the only measures consistently made were forfinancial records.It is generally agreed that financial performance measures are most useful at higher levels of management where they can reflect the success of strategies.According to Johnson (1992),relevance was lost between the 1950s and 1980s whenmanagement used cost accounting to drive marketing strategies and control operations.This view is backed up by Dixon et al .(1990)who consider that ``cost-based measures are inconsistent with the new emphasis on quality,JIT and using manufacturing as a competitive weapon''.Activity based costing (ABC)was initially hailed as the answer to all the problems of accounting systems.It is now widely agreed that ABC should be used as a tool for decision making rather than as a replacement for an existing cost accounting system.Financial measures alone cannot adequately reflect factors such as quality,customer satisfaction and employee motivation.By linking development,operational and financial measures,more meaningful ±and directly useful ±results can be obtained.To date,insufficient attention has been directed linking these measures.Activity in the area of concurrentengineering and performance measurement has increased enormously in the last few years (Driva et al .,1999).Notable work here includes that by Gregory (1993),Crawford (1988),Hronec (1993),Globerson (1985)and Sink and Tuttle (1989).In particular,Globerson compiled a useful ``dos and don'ts''list in the design and development ofanThe current issue and full text archive of this journal is available at /ft[368]Integrated ManufacturingSystems12/5[2001]368±378#MCB University Press [ISSN 0957-6061]KeywordsNew product development,Case studies,Performance measurement,Management controlAbstractThe importance of performancemeasurement is generallyrecognized in the literature and by industry.However,the adequacyof metrics applicable to differentaspects of the organization doesnot appear to have been addressed.Provides fresh insight to fill some of the knowledge gapsin this area with particular focuson evaluating productdevelopment performance from a company perspective.Alsopresents insights gained from tencompany-based longitudinal casestudies,which formed one essential part of a much largerresearch project with details ofthe other aspects of the project in Driva.Received:April 1999Revised:January 2000Accepted:July 2000effective performance measurement system. He recommends that for measures to be successful they must be derived from strategy and relate to specific and realistic goals.One of the most comprehensive global investigations of product development and management practices has been in the automobile industry.The conclusions recorded by Clark and Fujimoto(1991)and by Womack et al.(1990)stated that the auto industry example has far-reaching implications that will touch all R&D manufacturing organisations.However,they stop short of proposing a system of performance measures.One of the first studies to focus specifically on NPD was carried out in Canada by Richardson and Gordon(1980).They surveyed15 manufacturing firms,following up with interviews and a study of case literature in manufacturing policy.From this they reported that the traditional performance measures used by these firms inhibit innovation,with the measures focusing on the plant as a whole rather than individual products.An examination of the strength of relationship between innovation and continued market prosperity was one of several projects on success in NPD and innovation that have been carried out by Professor Hart(1996)at Stirling University (Johne and Snelson,1990).She reported that NPD success is often derived from overall company performance,which can be misleading.Mahajan and Wind(1992)carried out one of the few surveys of tools,methods and``models''used for measuring NPD.The main aim of this research was to determine the role of new product``models''in supporting and improving the NPD process. Marketing activities before and after product development(i.e.detailed market study for market identification,positioning and strategy,pre-market volume forecast,market launch planning,etc.)were the main focus of that research.However,the study revealed that there was a low usage of``models''and methods(including focus groups,conjoint analysis,Delphi,QFD and product life cycle models)among the respondents.Our literature review indicates that performance measurement research to date has been confined primarily to financial metrics,with some recent developments for manufacturing metrics by Maskell(1991), some organizational(Neeley et al.,1995)and business measurement systems(Neeley,1998; Black et al.,1998).Some research has been carried out in product development but this has focused on complexity,success and failure aspects(Griffin and Page,1996)and on strategy aspects(Barczack,1995).Currently, more and more attention is paid to assessing the nature of the relationship between business performance,organizational intellectual capital and knowledge management(Hansen et al.,1999;Klein,1998; Svelby,1997).In summary,the literature review revealed that:.There appears to be a lack of cohesive methodology presently available forassessing performance during productdevelopment using concurrentengineering principles(applied on aconsistent rather than on an ad hoc basis). .Use of currently available tools and techniques to assist in controlling product development activities(such as QFD,balanced scorecard(Kaplan and Norton, 1992)and diagnostic tool(Dixon et al.,1990))is fragmented and only used in some limited parts of the product development process(their limited use was laterconfirmed in our company questionnaire results)..There has been an unclear distinction between``hard''and``soft''measures ofperformance or the implications of using them..Measures of performance in product design and development are primarilyinternal measures that focus oncomparing activities and processes toprevious operations and targets.Owing to the diverse nature of products,processes and customers,external benchmarking in this area is often inappropriate(benchmarking across companies in agroup may be an exception)..Some surveys were not backed up by case studies(e.g.Gupta and Wilemon,1996;Nichols et al.,1994)which preventedfollow through of the findings intopractical situations..There is no one set of measures that will remain definitive over time.Performance measures,as with the organization itself, should be flexible to change.Research methodologyA combination of qualitative and quantitative methods was required to allow for large scale and in-depth information to be collected.The data collection phase used a combination of historical information(a literature review,document analysis and meetings with industry and academics in this area),structured questioning(through postal questionnaires and interviews with academics and companies)and in-depth case[369]and Unny Menon Performance evaluation of new product development from a company perspectiveSystems12/5[2001]368±378studies (including observation,sitting in on meetings and content analysis of documents at company sites).Secondly,ten follow-up cases and an in-depth longitudinal case were carried out to clarify specific needs andproblems in performance measurement.The research process concluded with a synthesis to formulate a framework and a performance measurement tool to aid product design and development.A framework was developed (see Figure 1for a high level conceptual view)to assist firms in implementing performance measures for design and development in a manufacturing environment (Driva et al .,1999).This framework encapsulated the themes brought out by the data analysis.Industrial consultation on the applicability of the proposed framework was a central part ofthe process.Two in-depth industrial studies were carried out to test out the viability of the framework by running it through activities on a real product developmentproject.Actual project scenarios were used to test out the benefits and identify any possible drawbacks.This paper will focus only on the results of the follow-up longitudinal cases,comprising ten companies,in our research.These cases have provided invaluable supporting data to validate our overall research study in an empirical manner as well as providingspecific examples and issues which managers face when designing,developing andimplementing performance measures for NPD in manufacturing firms.Furtherinformation on all other findings from the entire research can be found in Driva (1997).Current practice and future plans in performance measurement:case results from industrial applications in UK multinationalsThis section presents the results from follow-up cases with ten respondents of the company questionnaire.Company profilesPostal questionnaires,while being a valuable source of information,can be open toambiguous interpretation.In order to gain a deeper understanding of answers given,a representative sample of the respondents was selected for interview.An important note to add at this stage is that all ten companies are part of multinational corporations.A profile of the interviewed UK multinational companies is shown in Table I.A two to three hour semi-structuredinterview was carried out in each of the ten companies.All interviewees were the same person at the host companies who responded to the questionnaire survey and all were middle to senior-level managers.Interviews were based around questionnaire responses,but also explored the company's experiences with performance measures for product design and development and their plans for the future.Two in-depth cases are included in this paper,with the remaining eight cases available in Driva (1997).All cases followed the same format;background and overview,with the measures currently used and those for future improvements.The data werecollected on the understanding that they are confidential and would be used only for research purposes.Therefore,company names have been disguised.Figure 1The overall framework for new productdevelopment[370]and Unny MenonPerformance evaluation of new product development from a company perspective Systems12/5[2001]368±378Overview of resultsTables II-IV provide summaries of the results of our study.Table II highlights the popularity of brainstorming,CAD andprocess mapping.An interesting finding was that despite academics'general enthusiasm for QFD as observed during ourquestionnaire survey (Driva,1997),it is not widely used by the companies.Within the case study companies,only three had used it ``to some extent''.This was backed up in the wider questionnaire,with only 25per cent of respondents having used it.Another surprise was the lack of use of internal surveys to gauge staff opinion.This is a useful and relatively easy way to investigate a whole range of issues (including current policy and practices,change management,ideas for improvement,etc.).With the increasedemergence of electronic intranets,this task has been made even simpler.Internalfeedback currently seems to be collected on an ad hoc and/or informal basis,regardless of the size of the companies.Increasingly,firms are using process mapping and/orflowcharting to depict visibly how theyoperate.In terms of the product development process,process mapping is especially useful to identify where bottlenecks occur and hence where performance measures can help.In Figure 2we portray the modes of communication for some types ofperformance measures at our ten companies.Management of the measuresThe way in which the measures are managed,including who brought in performance measures,who reports and who deals with them is summarized in Table III.Allrespondents used cross-functional teams to varying extents and eight were ISO 9000accredited.Senior management accounted for nearly all introductions of performance measurement (90per cent).This was greater than for the questionnaire results (75per cent).With the exception of two firms (out of ten),measures were collected through a combination of automatically generated information (e.g.as part of the accounting system,ISO 9000procedures,etc.)and specially generated for design anddevelopment.This was also higher than the questionnaire average (66per cent).A variety of people were responsible for reporting the measures,ranging fromfinance,IT/MIS and individual departments but with project teams taking responsibility in the majority of cases (60per cent).Again,this was higher than the questionnaires (41per cent).Where they did differ from general opinion was in the introduction of more performance measures.Virtually all stages were mentioned by follow-up caserespondents,but their most popular answer was to introduce additional measures at the feasibility stage (40per cent).This contrasts with the questionnaire respondents who considered that the specification stage was where they were most needed.Table IProfiles of follow-up case companies Ref.No.of employees No.of NPD aNature of No.Sector Site wide D&D projects Interviewee position production 1Chemicals 20010070R&D manager Mass2Engineering 48,0002,500500Project manager Project/batch 3Food 300308Technical director Mass 4Clothing 240740-50Technical director Batch 5Ventilation 3001210-20Technical director Mass 6Automotive 185145255Program manager Mass 7Adhesives 901210Technical manager Batch 8Brewing>3008030+Technical manager Batch9Instrumentation 200204Industrial engineer Batch/mass 10Sports equipment40012100sProject managerBatch/massNote:a Number of new product development projects run at one time Use of tools and techniques Reference No.Tools/techniques 12345678910Total Brainstorming 10CAD,CAM,CAE8Concept testing with customers6Design for X6Fishbone analysis4FMEA3Internal surveys 3QFD3Process mapping/flowcharting7Value analysis6[371]and Unny MenonPerformance evaluation of new product development from a company perspective Systems12/5[2001]368±378Types of performance measures usedThe questionnaire responses revealed that the most widespread measures among the ten companies were the monitoring of thenumber of projects completed per annum (80per cent),the number of field trials prior to production (80per cent),the actual versus target time for project completion (70per cent)and the number of new products released per annum (70per cent).Thepreferred frequency of reporting was almost evenly split between monthly and perproject.Scores of those measures used now are plotted along with those that will be used in future in Figures 3-5.They have been grouped into four categories;cost based (Figure 3),time based (Figure 4),quality/reliability based (Figure 5)and general measures (Figure 6)to aid presentation.The follow-up cases allowed theresearchers to determine the three mostimportant measures that are currently beingused in companies (Table IV)and those they would most like to introduce in the future.As these data are of a very qualitative nature,it was decided to present them as they were described,rather than forcing them into categories.This list clearly shows that time and cost are the most important measures ±as would be expected.What is surprising is the lack of quality measures in the top three.Is this because quality-related issues are toodifficult to measure or do the companies in this survey leave quality measures to the quality department?Perhaps there may be some other reason?This could provide an interesting starting point for further research.Performance measures:some notable opinions from the ten firmsAs with current usage of performance measures,differences existed in what wasManagement of the measurespany name (disguised)Who brought in performance measures?How are measures collected?a Who isresponsible for reporting measures?Who measures are visible to (i.e.who sees them)NPD stage where more measures would be most useful Have ISO 9000?Use of cross-functional teams?1Plastico Division IT managerSpecially formulatedCentrallymanaged by IT All senior and project managers Feasibility No Some of the time 2Global pany-wide task forceMixture Project/team based CEO,team,seniormanagement All stages Yes Some of the time 3Petproducts LtdCorporate-led directive as part of ISO 9000MixtureDepartment/finance based CEO,finance,seniormanagement SpecificationYesAll of the time4Seasonswear Plc Technicaldirector Mixture Project/team based Team,senior management,finance Prototyping and tooling Yes Some of the time 5Airvent LtdMDMixture Project/team basedAll;``anyone who asks''Specification Yes Some of the time6Autosystems Inc.MD Specially formulated Project/team basedAll Detailed design Yes All of the time 7GluecoMDMixture Department basedProject team and project managers FeasibilityYes Some of the time 8Brewmasters UK MDMixtureProject/teamand department based(depending on project)AllConcept design 9002All of the time9Weighdex MD Mixture Department based CEO and senior management Feasibility Yes Some of the time10SportscoProject managerMixtureProject/team basedAll managers Feasibility NoSome of the timeNote:a Some measures were automatically generated from existing reporting information and some were specially formulated,with time spent collecting them [372]and Unny MenonPerformance evaluation of new product development from a company perspective Systems12/5[2001]368±378required for future measures across the ten companies.At Plastico,where they have only recently introduced formal performancemeasurement,the technical manager stated:We currently have an ad hoc system,where people monitor their own project time but realistically the results are questionable.Basically,we would like to be able to manage this area more effectively.At Global Engineering Co.things are more advanced,with performance measures beingintegrated into the new product introduction process.The project manager states:We are not satisfied with the number of measures currently used,we need more measures of performance to addressefficiency of the process and ones to giveearly warning of potential problems,etc.The major barrier to this is the lack of systems in place to support more measurement.The company is increasingly aiming to automate data collection because,as the number of projects increases,the cost of data collection becomes more significant.At Petproducts Ltd,the technical director sees performance measures continuing to play an important role:Our main measure has been and always will be (for the foreseeable future)growth.The key for us over the last five years has been to define additional critical measurements and find ways of assessing this performance in a pragmatic manner.I believe we have achieved this.At Seasonswear Plc,the technical director explained that:There are currently no strategic levelmeasures to compare the company divisions globally but I feel it is only a matter of time before this happens.We may eventually write a bespoke package in-house but this could take some time.We would especially like a ``what-if''scenario to help us schedule activities to avoid bottlenecks around the constrained activities.At Airvent Ltd there are severalimprovements that the technical director wants to make to the measurement system in the future:We are a very engineering-led company.While we want to retain this focus,we need to increase our consideration of the marketing aspects.This will be built in to the ``contract [product specification document].At Glueco,the technical manager wanted to focus on seemingly basic goals:The costing of projects is extremely difficult (especially for projects of indeterminate duration)but we really need to get a better approximation ±its currently very much based on gut feeling.However,we areencountering the usual problems of people feeling like they are being tested and tracked and others complaining that it's a waste of time or simply forgetting to fill out the sheets.Another performance measure that we would like to introduce in future is thenumber of new products released per annum against the increased sales generated.At Brewmasters,the engineering project manager had many ideas for future improvements.He stated:We need to find a way of using our resources more effectively.I would like to formalizeTable IVThree most important performance measures usedNo.of companiesTimeAverage time to market 2On-time delivery of PDP 3Schedule adherence 3CostTotal project cost against budget4Profitability analysis ±performance against objectives 2Product cost1Actual to predicted profit on products1Product development cost as percentage of turnover 1Margin analysis 1Quality and customerNo.and nature of engineering change requests (ECRs)per project1Adherence to original product specification 1Field trials 1GeneralPercentage sales from new products vs total sales 1No.of (new)products released p.a.3No.of successful development projects vs total no.of projects 2Money generated by new products over first two years vs total sales value1No.of products taken up (from project portfolio)vs total no.available1Figure 2Communicating performancemeasures[373]and Unny MenonPerformance evaluation of new product development from a company perspective Systems12/5[2001]368±378suggestions for future improvements (that could be fed back into the procedures).At Sportsco,the NPD manager had this to say about future improvements:I would like to see more performancemeasures at the feasibility stage of product development.Better market information would be the biggest improvement to input into the product specification.Of course this is very difficult to achieve.Auto Systems Inc.and Weighdex are the subject of a more comprehensive discussion which is presented in the following section.In general,the follow-up case companies were more advanced in their awareness ofand use of performance measures for design and development than the companies covered via questionnaire research.This is perhaps to be expected,because those who agree to deeply intrusive studies of this nature may have already taken the first steps towards substantial re-engineering of their development processes targeting for substantial improvements.Case study 1±Auto Systems Inc.Auto Systems Inc.(AS)designs and manufactures the full range of brakingsystems for many of the world's automobile manufacturers.It is part of a globalengineering group,with manufacturing sites across the world.The company operates under a matrix structure,with ``heavy-weight''cross-functional teams assigned to work on projects for different customers.The program manager at AS's UK design center explained how projects are organized:We have two types of teams,those working on a particular product type (e.g.brake discs)and those working with one customer.The performance measurement system was designed and implemented by the program manager.He firmly believes that ``measures of performance are a blunt tool''and that essential measurements are applied only to the areas of performance they are likely to improve.``Basically,they need to be valid to your business,otherwise it is likely that improvements will be made against areas that are not core to the problem and which may in fact cause deterioration in other areas of operation''.It was decided that there were three main criteria.First,there needed to be asignificant amount of resource utilized.Second,there are significant bottlenecks in time.Third,the equipment overhead rate is expensive.An additional consideration was that in order to be measured,activities require having a certain amount ofrepetitiveness,where the order of magnitude of the tasks and their complexity is largely the same.Initially four metrics were selected but,after short-term trials,one of them ±concerned with measuring the number of change notes over a period ±was rejected as being too prone to interpretation.The remaining three are listed below.The three most important performance measures they use are:1Actual vs target time for projectcompletion,i.e.schedule adherence where progress is monitored monthly on all projects.CostmeasuresTimemeasures[374]and Unny MenonPerformance evaluation of new product development from a company perspective Systems12/5[2001]368±3782Product cost,monitored monthly during design and development.This includes shop-floor labour costs and material costs.Variance directly affects profit margin,as once the contract has been tendered,that price has to be maintained.There are two ways of costing time;use the functional budget for engineering (current practice)or on a project basis.The company wants to move towards the project basis as it is a more accurate reflection of its activities.3Total cost of project ±monitored monthly.This includes engineers'hours,any purchases and sub-contractors'hours.Without monitoring,project costs may spiral out of control and affect the potential profitability of the project.Projects are measured by the overallperformance of the project team and not by the performance of an individual or function:``There is no point using measures againstpeople.On the individual level,measures need to be made non-threatening by encouraging investigation of the teammember's role to search for improvements''.Performance was monitored by the project manager and communicated.On the subject of softer measures such as communication,the project manager had this to say:Measures of performance must be something you can physically get in your hand.``Communication''is not solid enough ±even if you have a feeling about what is happening,it's hard to prove.For example,how do you assess the cost of failure if it is attributed to communication?More importantly,communication is the cause rather than the effect,so if anything it should feed into other measures.Case study 2±WeighdexWeighdex is a well-established,small to medium sized company that designs and manufactures a range of mechanical and electronic weighing equipment.Products include bench scales,crane-weighers,counting scales and electronic weighingplatforms,manufactured on a make-to-order basis.They are part of a larger group based in the South of England,with another sister company in USA.The company has grown rapidly over the last ten years and isplanning to double its size again over the next three years.As part of this expansion,world exports,which currently represent approximately 15per cent of business,will be targeted as a major growth area.Additionally,a large part of the business comes from the company's reputation for after-sales service.Weighing is very much a trade-led business.Conforming to safety standards and weighing and measuring legislation is a vital part of the productdevelopment process.The company ISO 9001certified and has a comprehensivecontinuous process improvement program.Most bottlenecks that occur during product development tend to revolve around early errors.The industrial engineer stated:Basically (wrong)decisions or mistakes made at the feasibility and concept design stages manifest themselves in later stages,especially during tooling and pre-production.Of course,problems that are not spotted at the start of a project cost far more to resolve at the end.I would like to see more research done and measures taken earlier to prevent these problems occurring.The three most important performance measures they use are:1Actual to predicted profits on products.Figure 6GeneralmeasuresFigure 5Qualitymeasures[375]and Unny MenonPerformance evaluation of new product development from a company perspective Systems12/5[2001]368±378。

performance evaluation methodsPerformance evaluation is one of the most critical aspects of any organization. It refers to the process of assessing an employee's work performance against predetermined standards of performance. The primary objective of performance evaluation is to identify the strengths and weaknesses of an employee and provide feedback to help them improve their work.There are several methods of performance evaluation used in organizations. This article will discuss some of these methods in detail.1. Self-EvaluationSelf-evaluation is a method of performance evaluation in which employees assess their performance against predetermined goals and standards. This method involves employees reflecting on their work, identifying their strengths and weaknesses, and documenting their accomplishments.Self-evaluation can be a valuable tool, as it allows employees to take ownership of their performance, encourages self-reflection, and can improve communication between employee and employer.2. Peer EvaluationPeer evaluation is a method of performance evaluation in which an employee's performance is assessed by their colleagues. This method involves colleagues providing feedback on the employee's work, interpersonal skills, and overall contribution to the team.Peer evaluation can be a useful tool, as it provides employees with valuable feedback from their colleagues, encourages teamwork and collaboration, and can help identify areas for improvement.3. Manager EvaluationManager evaluation is a method of performance evaluation in which an employee's performance is assessed by their manager. This method involves the manager providing feedback on the employee's work performance, as well as their contribution to the organization.Manager evaluation can be effective if the manager has a good understanding of the employee's work and can provide constructive feedback. However, this method can also be biased, as managers may be influenced by personal biases or factors outside of work.4. 360-Degree Feedback360-degree feedback is a method of performance evaluation in which an employee's performance is assessed by multiple sources, including colleagues, managers, and customers. This method involves gathering feedback from a variety of perspectives to provide a comprehensive view of theemployee's performance.360-degree feedback can be an effective tool, as it provides a more complete picture of an employee's performance, encourages collaboration and teamwork, and can help identify areas for improvement.In conclusion, there are several methods of performance evaluation used in organizations. Each method has itsstrengths and weaknesses, and the most effective method will depend on the objectives of the evaluation and the culture of the organization. Employers should consider using a varietyof methods to provide a comprehensive view of an employee's performance and encourage ongoing development and improvement.。

VDS / SA, Z.I La Foge E, C.P. 37, CH – 1816 Chailly/Montreux, Switzerlande-mail : info@vdssa.ch, Homepage : www.vdssa.ch Tel. +41 (0)21 964 26 61, Fax +41 (0)21 964 56 90Die evacuation: Valve or chill vent?Dr. Christophe BagnoudRené BiggerVDS SA Vacuum Die-casting Service, Montreux, SwitzerlandABSTRACTNo one would deny that the use of vacuum in high-pressure die-casting has brought about crucial improvements in quality. For more than twenty years, VDS has devoted considerable effort to developing high-speed vacuum shut-off valves with very high performance and excellent reliability. In addition VDS produces high quality chill vents that satisfy a certain level of evacuation requirements.Extensive research and testing has shown that the vacuum valve will always offer a quality advantage in vacuum pressure die-casting. The associated control systems ensure reliable operation while maintaining a high rate of production. Today more than ever VDS is at the cutting edge of technology in this field.This article describes the advantages of the vacuum exhaust valve over the chill vent, and covers a number of practical points concerning good design and operation of the valves and the process.INTRODUCTIONVacuum pressure die-casting makes it possible to produce high-quality thin-walled parts with predictable and repeatable mechanical properties with or without heat treatment or welding. The process requires fast, accurate control of the vacuum and precise timing of its cut-off, which in practice demands an advanced vacuum valve with fast, efficient and reliable behaviour.Many vacuum die-casters ask themselves if it is possible to use chill vents instead of a vacuum valve without sacrificing too much performance during casting and without detracting from the quality of the product. The aim of this paper is to help the reader resolve this question, and further, to present some advanced die-casting tools for improving the quality of the whole die-casting process and for monitoring the improvement.For over twenty years, VDS has devoted considerable effort to developing high-speed vacuum shut-off valves with very high performance and reliability, as well as long lifespan chill vents. The control systems used with VDS’s ProVac® valves and chill vents already ensure reliable operation and sophisticated process analysis; however, VDS has recently developed the Vacuum Analysing and Monitoring Process (VAMP), a powerful tool towards attaining high integrity in vacuum die-casting. Many years of extensive research, development, and testing have finally resulted in the best system for satisfying the requirements of the most demanding customers.This article will deal with the question of the choice between vacuum valve and chill vent.VDS / SA, Z.I La Foge E, C.P. 37, CH – 1816 Chailly/Montreux, Switzerlande-mail : info@vdssa.ch, Homepage : www.vdssa.ch Tel. +41 (0)21 964 26 61, Fax +41 (0)21 964 56 90 DIE-EVACUATION VALVE OR CHILL VENT ?1. FIRST STEP, THE VACUUM LEVELThe first major step towards a high integrity vacuum die-casting process is to choose an appropriate vacuum system. There are three essential requirements:• A vacuum tank with a large volume relative to that of the die cavity. This is necessary for rapid evacuation, a high level of vacuum in the die, and effective elimination of impurities, dirt and so on after the shot.•High vacuum in the tank: it should be at the most one millibar.•Good sealing throughout to reduce air leaks to a minimum.2. A CORNELIAN CHOICE∗, OR ON THE HORNS OF A DILEMMAWhat is the best choice between a high-speed die-evacuation valve and a chill vent ? In making this decision it is important to keep in mind that it is desired to cast high-quality products and to be able to monitor the consistency and performance of the process (for repeatability, safety, Statistical Process Control and so on).To resolve this dilemma, three aspects need to be considered: the technical criterion for the choice, monitoring this criterion, and practical considerations such as reliability and ease of maintenance. These are dealt with respectively in the following sections 3, 4 and 5.3. TECHNICAL CRITERION FOR THE CHOICEThe criterion is the level of vacuum in the die cavity just as the metal enters, at the end of the slow movement of the shot piston (just over one or two seconds after the piston begins to move). The best way to determine this is to measure it directly, comparing evacuation devices of a comparable size well suited to the casting weight. The appropriate size of the high-speed valve or of the chill vent will be affected by its critical evacuation section. This is the smallest section that the exhausting gas passes through. The smaller the evacuation section, the longer is the evacuation time. For a valid comparison the measurement has to be made with a valve and a chill vent having the same critical evacuation section, with a machine set up for high vacuum tightness.VDS has a continuously operable laboratory test bench, which was built to optimise the design of its ProVac® valves and chill vents. The equipment permits the evacuation of gas volumes from 0.1 to 40 litres, and directly measures the pressure in the die cavity as well as that at the valve or chill vent. The measurements have been performed for a large number of casting shot-weights, performing the evacuation in an extremely tight die and shot sleeve. Precise absolute pressure transducers and a high-speed data acquisition system were used to measure and record the pressures.In a typical case the tests were made for a 4 kg shot-weight part (evacuation volume of 3 litres), comparing the ProVac® Plus 2000 vacuum valve and the ProVac® chill vent Cv2000, each one having the same critical evacuation section of 60 mm2. Figure 1 shows the evolution of the measured pressures in this example. The two similar steep curves correspond to the pressures at the vacuum valve and the chill vent, while the less steep curves show the pressure in the die cavity. The pressure in the die cavity is the critical one because it is the determining factor for the quality of the casting.∗In the French language a cornelian choice is a dilemma, a very difficult choice between valid alternativesVDS / SA, Z.I La Foge E, C.P. 37, CH – 1816 Chailly/Montreux, Switzerlande-mail : info@vdssa.ch , Homepage : www.vdssa.ch Tel. +41 (0)21 964 26 61, Fax +41 (0)21 964 56 900100200300400500600700800900100000.511.522.5Time [s]P r e s s u r e [m b a r ]Fig. 1. Pressure with respect to time at entry to the valve and the die for the ProVac® Standard Plus 2000 valve andthe ProVac® Cv2000 chill vent, both using the ProVac® PLC-250 vacuum system.A surprising resultComparing the performance of the valve and the chill vent, Figure 1 shows that valve evacuates the three litres of gas to achieve a cavity pressure of 100 mbar in just 1.3 seconds, whereas the chill vent has not attained this level of vacuum even after the unacceptably long time over 2.5 seconds. This result is highly significant in relation to casting quality. Notice also that with the valve the die cavity pressure has fallen to 50 mbar after 1.8 seconds.It is unsurprising that the measurements at the vacuum valve or chill vent (the most usual measurement used to monitor the degree of evacuation for critical parts!) are almost identical.In a further test, a bigger chill vent was used, the ProVac® Cv3000, with twice the evacuation section of 120 mm 2, and even this took about 1.5 seconds to reach 100 mbar, 20% longer than the valve. Of course using so large a chill vent for such a small shot weight would be quite impractical in reality, (large vacuum channels and loss of metal, very high projected surface, higher price, poor process repeatability and so on).Generally speaking, a chill vent takes two to three times longer to evacuate the die than a high-speed valve. This remarkable difference in evacuation capability is the result of the higher airflow resistance of the chill vent compared to that of the vacuum valve.A chill vent is a device made of two half-blocks designed to allow very fast heat removal, to force the molten metal to freeze quickly (Fig. 2). The clearance between the two half-blocks is narrow (0.5 - 1 mm) and wide. It is also wavy, to increase the surface area and the heat transfer. The structure itself of the chill vent therefore prevents the easy passing through of the gas. This is not the same for a high-speed vacuum valve.VDS / SA, Z.I La Foge E, C.P. 37, CH – 1816 Chailly/Montreux, Switzerlande-mail : info@vdssa.ch , Homepage : www.vdssa.ch Tel. +41 (0)21 964 26 61, Fax +41 (0)21 964 56 90Fig. 2. The ProVac® Cv1000, Cv2000 and Cv3000 chill vents.4.PRACTICAL MEASUREMENT OF THE VACUUMAs Figure 1 has shown, it is difficult to predict what is happening into the die during the evacuation, since the pressure is normally only measured at the vacuum valve or chill vent, and therefore the measurement of the evacuation showsapproximately the same behaviour for both evacuation devices in spite of huge differences in evacuation performance. So is any measurement possible in practice?Vacuum measurement in a valve – a valid measurementThe Figure 3 illustrates the method used for pressure measurement at the ProVac ® high-speed valve. When the aspiration piston closes the aspiration hole, the hole for the measurement of vacuum is closed at the same time. The last pressure before the closure is the measured level of the vacuum, and this value is recorded and stored.VDS / SA, Z.I La Foge E, C.P. 37, CH – 1816 Chailly/Montreux, Switzerlande-mail : info@vdssa.ch , Homepage : www.vdssa.ch Tel. +41 (0)21 964 26 61, Fax +41 (0)21 964 56 90Vacuum measurement in a chill vent - an invalid measurementFig. 4. Pressure measurement for a chill vent. The gap towards the aspiration hole is open (left) and closed bysolidified aluminium A (right)Figure 4 illustrates the method normally used for the pressure measurement at a chill vent. At the moment when the die cavity is sealed off from the vacuum by the solidified aluminium between the two chill vent half-blocks, the manometer remains directly coupled to the vacuum tank. The recorded measurement of the pressure therefore bears no relation to the vacuum in the die. 5. PRACTICAL CONSIDERATIONSCutting the vacuum runners into the dieAdequate vacuum runners must be cut into the die from the casting parts or overflows to the vacuum valve or chill vent. To ensure the best evacuation, the runner sections should be dimensioned adequately. The main runner section, the sum of the side runner section and the total gate section should all be similar to or slightly bigger than the critical evacuation section described in Section 3.MaintenanceSince not only gas but also dirt, die release agent, and ash have to be evacuated through the evacuation device a certain amount of maintenance is needed. A high-speed valve has high precision moving parts, and VDS recommends carrying out maintenance after 5000 shots to prolong valve life and ensure product consistency (but there have been many instances of customers’ successfully putting off maintenance until more than 20,000 shots). Acting on the following points will keep long-term maintenance costs low.Design for low maintenance i. For easy and quick maintenance, the valve mechanism should be made of a small number of large componentsFirst the parts won’t break so easily and second, cleaning will be easier and quicker. ii. The mechanism should be designed for low friction, with suitable low-wear materials. Each failure or broken part will increase maintenance costs while also stopping production. iii. Choose a valve with a reliable mechanismMechanisms and their reliability differ greatly from one valve to the other. A careful risk analysis of the closure mechanism makes it possible to determine what the failure potentials are, and if the valve is reliable.VDS / SA, Z.I La Foge E, C.P. 37, CH – 1816 Chailly/Montreux, Switzerlande-mail : info@vdssa.ch , Homepage : www.vdssa.ch Tel. +41 (0)21 964 26 61, Fax +41 (0)21 964 56 90iv. Choose valve runners that guarantee reliable closureThe shape of the vacuum channels strongly affects reliability. Incoming metal at very high speed shows an atomized metal front. The front should be directed towards a “security zone” where it is imprisoned, and then should be conducted as late as possible near the evacuation piston. Such an arrangement can much reduce the incidence of failures.Figure 5 show the two half blocks of a vacuum valve. Thevacuum channels have been cut on the ejector-side of the die according to a special shape for high security.VDS strongly recommends cutting the vacuum channels on the side opposite to that carrying the closure mechanism. This ensures that the heat removed from the liquid metal will mainlyescape without disturbing the high precision mechanism.Fig. 5. The ProVac® Standard Plus 2000 vacuum valve, withthe Typhoon vacuum runnersUse operating practices that reduce maintenance iii. Use a long and powerful blow-out procedureThe blow-out serves two purposes, the first being to cool the valve’s internal mechanism and the second to clean it. Therefore it is recommended to use a strong flow of air during blow-out, and to maintain it throughout the whole die lubrication operation. iv. Manage the thermal cycling of the valve as you do for the dieIt is recommended to spray the valve during the die release agent spraying phase. At each production cycle the amount of heat carried into the valve has to be removed just as it is for the die, in order to ensure steady state casting operations. 6. SUMMARY OF THE DIFFERENCESTable 1: This table recapitulates many differences between high-speed valve and chill ventHigh-speed vacuum valveadvant -ageChill ventadvant -ageHigh evacuation capacityyes Reduced evacuation capacity Feedback by vacuum measurementyes Wrong feedbackSecurity excellent if a high security valve is usedyes Security excellent if process well under control“Low” maintenance “No” maintenance yes Low projected surfaceyes High projected surface Aspiration check and readiness for the next shotyes No readiness checkNot sensitive to casting parameter increase yes Sensitive to high speed increase or other casting parameter increase Affordable costLow costyes Satisfies all advanced requirements yes Does not satisfy all advanced requirements Good process repeatability yes Limited process repeatabilityHigh technologyOld technologyVDS / SA, Z.I La Foge E, C.P. 37, CH – 1816 Chailly/Montreux, Switzerlande-mail : info@vdssa.ch , Homepage : www.vdssa.ch Tel. +41 (0)21 964 26 61, Fax +41 (0)21 964 56 90CONCLUSIONAdvanced high security high-speed valve and chill vents are not competing but complementary evacuation devices for helping the die-caster on his way towards high quality and a secure and repeatable die-casting process. With the fullknowledge of the facts, particularly giving attention to the drawbacks/advantages listed in Table 1, a chill vent can be used to economic advantage provided that the quality requirements are not very high.For high integrity casting , where high quality casting with low porosity as well as repeatability in the process and evidence of the optimal fabrication are required, a high-speed secure vacuum valve is the only solution.。

performance review翻译绩效评估绩效评估是一种对员工在工作中的表现和成果进行评估的过程。

通过绩效评估，公司可以评估员工的工作表现，了解其优点和不足，并为进一步职业发展和提升提供指导。

以下是一些常见的绩效评估用语和中英文对照例句：1. Exceeds expectations（超出预期）：该用语用于形容员工的工作表现超出了预期的水平。

Example: John consistently exceeds expectations by completing tasks ahead of schedule and producing high-quality work.（约翰始终超出预期，提前完成任务并且提供高质量的工作。

）2. Meets expectations（达到预期）：该用语用于形容员工的工作表现达到了预期的水平。

Example: Sarah consistently meets expectations by completing tasks on time and meeting all quality standards.（萨拉始终达到预期，按时完成任务并且符合所有质量标准。

）3. Needs improvement（需要改进）：该用语用于指出员工的工作表现有待改进。

Example: Tom's performance needs improvement in termsof meeting deadlines and attention to detail.（汤姆在按时完成任务和关注细节方面需要改进。

）4. Exemplary（典范）：该用语用于形容员工的工作表现非常出色，是其他员工的楷模。

Example: Emily's exemplary performance is an inspiration to her colleagues and has significantly contributed to the success of the team.（艾米丽的典范表现是同事们的榜样，对团队的成功做出了重要贡献。