中英文对照论文

中英文对照外文翻译汽车变速器设计我们知道，汽车发动机在一定的转速下能够达到最好的状态，此时发出的功率比较大，燃油经济性也比较好。

因此，我们希望发动机总是在最好的状态下工作。

但是，汽车在使用的时候需要有不同的速度，这样就产生了矛盾。

这个矛盾要通过变速器来解决。

汽车变速器的作用用一句话概括，就叫做变速变扭，即增速减扭或减速增扭。

为什么减速可以增扭，而增速又要减扭呢？设发动机输出的功率不变，功率可以表示为 N = w T，其中w是转动的角速度，T 是扭距。

当N固定的时候，w与T是成反比的。

所以增速必减扭，减速必增扭。

汽车变速器齿轮传动就根据变速变扭的原理，分成各个档位对应不同的传动比，以适应不同的运行状况。

一般的手动变速器内设置输入轴、中间轴和输出轴，又称三轴式，另外还有倒档轴。

三轴式是变速器的主体结构，输入轴的转速也就是发动机的转速，输出轴转速则是中间轴与输出轴之间不同齿轮啮合所产生的转速。

不同的齿轮啮合就有不同的传动比，也就有了不同的转速。

例如郑州日产ZN6481W2G型SUV车手动变速器，它的传动比分别是：1档3.704:１；2档2.202:1；3档1.414:1；4档1:1；5档（超速档）0.802:1。

当汽车启动司机选择1档时，拨叉将1/2档同步器向后接合1档齿轮并将它锁定输出轴上，动力经输入轴、中间轴和输出轴上的1档齿轮，1档齿轮带动输出轴，输出轴将动力传递到传动轴上（红色箭头）。

典型1档变速齿轮传动比是3:1,也就是说输入轴转3圈，输出轴转1圈。

当汽车增速司机选择2档时，拨叉将1/2档同步器与1档分离后接合2档齿轮并锁定输出轴上，动力传递路线相似，所不同的是输出轴上的1档齿轮换成2档齿轮带动输出轴。

典型2档变速齿轮传动比是2.2:1，输入轴转2.2圈，输出轴转1圈，比1档转速增加，扭矩降低。

当汽车加油增速司机选择3档时，拨叉使1/2档同步器回到空档位置，又使3/4档同步器移动直至将3档齿轮锁定在输出轴上，使动力可以从轴入轴—中间轴—输出轴上的3档变速齿轮，通过3档变速齿轮带动输出轴。

An Analysis of Cooperative Principles andHumorous Effects in Friend s合作原则的分析和在朋友的幽默效应Humor is a very intriguing and fascinating phenomenon of human society, which is multidimensional, complex and all pervasive. Therefore, many scholars and experts at all times and in all over the world have done profound research on humor.幽默是人类社会的一个非常有趣和引人入胜的现象，这是多方面的，复杂和无孔不入的。

所以，在任何时候，在世界各地的许多学者和专家总是对幽默进行深入的研究。

The significant functions of humor have aroused the interest of many scholars. About 2,000 years ago, people began the research on humor. However, the study of humor is not a simple task for the reason that it is an interdisciplinary science drawing upon a wide range of academic disciplines including biology, psychology, sociology, philosophy, geography, history, linguistics, literature, education, family science, and film studies and so on. Moreover, there are different reasons and purposes for humor. One may wish to be sociable, cope better, seem clever, solve problems, make a critical point, enhance therapy, or express something one could not otherwise express by means of humor.显著幽默的功能已引起许多学者的兴趣。

译文交通拥堵和城市交通系统的可持续发展摘要:城市化和机动化的快速增长,通常有助于城市交通系统的发展，是经济性，环境性和社会可持续性的体现,但其结果是交通量无情增加，导致交通拥挤。

道路拥挤定价已经提出了很多次，作为一个经济措施缓解城市交通拥挤，但还没有见过在实践中广泛使用，因为道路收费的一些潜在的影响仍然不明。

本文首先回顾可持续运输系统的概念,它应该满足集体经济发展,环境保护和社会正义的目标.然后,根据可持续交通系统的特点，使拥挤收费能够促进经济增长，环境保护和社会正义。

研究结果表明,交通拥堵收费是一个切实有效的方式，可以促进城市交通系统的可持续发展。

一、介绍城市交通是一个在世界各地的大城市迫切关注的话题。

随着中国的城市化和机动化的快速发展,交通拥堵已成为一个越来越严重的问题,造成较大的时间延迟,增加能源消耗和空气污染，减少了道路网络的可靠性．在许多城市,交通挤塞情况被看作是经济发展的障碍.我们可以使用多种方法来解决交通挤塞,包括新的基础设施建设，改善基础设施的维护和操作,并利用现有的基础设施,通过需求管理策略,包括定价机制,更有效地减少运输密度.交通拥堵收费在很久以前就已提出，作为一种有效的措施,来缓解的交通挤塞情况。

交通拥堵收费的原则与目标是通过对选择在高峰拥挤时段的设施的使用实施附加收费,以纾缓拥堵情况．转移非高峰期一些出行路线,远离拥挤的设施或高占用车辆，或完全阻止一些出行,交通拥堵收费计划将在节省时间和降低经营成本的基础上,改善空气中的质量，减少能源消耗和改善过境生产力。

此计划在世界很多国家和地方都有成功的应用。

继在2０世纪70年代初和8０年代中期挪威与新加坡实行收费环,在20０３年2月伦敦金融城推出了面积收费；直至现在,它都是已经开始实施拥挤收费的大都市圈中一个最知名的例子。

然而,交通拥堵收费由于理论和政治的原因未能在实践中广泛使用。

道路收费的一些潜在的影响尚不清楚,和城市发展的拥塞定价可持续性,需要进一步研究。

传感器技术论文中英文对照资料外文翻译文献Development of New Sensor TechnologiesSensors are devices that can convert physical。

chemical。

logical quantities。

etc。

into electrical signals。

The output signals can take different forms。

such as voltage。

current。

frequency。

pulse。

etc。

and can meet the requirements of n n。

processing。

recording。

display。

and control。

They are indispensable components in automatic n systems and automatic control systems。

If computers are compared to brains。

then sensors are like the five senses。

Sensors can correctly sense the measured quantity and convert it into a corresponding output。

playing a decisive role in the quality of the system。

The higher the degree of n。

the higher the requirements for sensors。

In today's n age。

the n industry includes three parts: sensing technology。

n technology。

and computer technology。

软件工程毕业论文文献翻译中英文对照学生毕业设计(论文)外文译文学生姓名: 学号专业名称:软件工程译文标题(中英文):Qt Creator白皮书(Qt Creator Whitepaper)译文出处:Qt network 指导教师审阅签名: 外文译文正文:Qt Creator白皮书Qt Creator是一个完整的集成开发环境(IDE)，用于创建Qt应用程序框架的应用。

Qt是专为应用程序和用户界面，一次开发和部署跨多个桌面和移动操作系统。

本文提供了一个推出的Qt Creator和提供Qt开发人员在应用开发生命周期的特点。

Qt Creator的简介Qt Creator的主要优点之一是它允许一个开发团队共享一个项目不同的开发平台(微软Windows?的Mac OS X?和Linux?)共同为开发和调试工具。

Qt Creator的主要目标是满足Qt开发人员正在寻找简单，易用性，生产力，可扩展性和开放的发展需要，而旨在降低进入新来乍到Qt的屏障。

Qt Creator 的主要功能，让开发商完成以下任务: , 快速，轻松地开始使用Qt应用开发项目向导，快速访问最近的项目和会议。

, 设计Qt物件为基础的应用与集成的编辑器的用户界面，Qt Designer中。

, 开发与应用的先进的C + +代码编辑器，提供新的强大的功能完成的代码片段，重构代码，查看文件的轮廓(即，象征着一个文件层次)。

, 建立，运行和部署Qt项目，目标多个桌面和移动平台，如微软Windows，Mac OS X中，Linux的，诺基亚的MeeGo，和Maemo。

, GNU和CDB使用Qt类结构的认识，增加了图形用户界面的调试器的调试。

, 使用代码分析工具，以检查你的应用程序中的内存管理问题。

, 应用程序部署到移动设备的MeeGo，为Symbian和Maemo设备创建应用程序安装包，可以在Ovi商店和其他渠道发布的。

, 轻松地访问信息集成的上下文敏感的Qt帮助系统。

减速器论文中英文对照资料外文翻译文献What is a Gearbox?A XXX.1.The n of a Gearbox1) The gearbox ces the speed while increasing the output torque。

The torque output。

is the motor output multiplied by the n。

but it should not exceed the XXX.2) The gearbox also ces the inertia of the load。

which decreases by the square of the n。

Most motors have an inertia value that can be XXX.2.Types of GearboxesCommon gearboxes include bevel gear cers (including parallel-axis bevel gear cers。

worm gear cers。

and cone gear cers)。

ary gear cers。

cycloid cers。

worm gear cers。

XXX.mon Gearboxes1) The main feature of the worm gear cer is its reverse self-locking n。

which can achieve a large n。

The input and output shafts are not on the same axis or in the same plane。

However。

it generally has a large volume。

low n efficiency。

and low n.2) XXX and power。

It has a small size and high n。

Your Paper's Title Starts Here: Please Centeruse Helvetica (Arial) 14论文的题目从这里开始：用Helvetica (Arial)14号FULL First Author1, a, FULL Second Author2,b and Last Author3,c第一第二第三作者的全名1Full address of first author, including country第一作者的地址全名，包括国家2Full address of second author, including country第二作者的地址全名，包括国家3List all distinct addresses in the same way第三作者同上a email,b email,c email第一第二第三作者的邮箱地址Keywords:List the keywords covered in your paper. These keywords will also be used by the publisher to produce a keyword index.关键字：列出你论文中的关键词。

这些关键词将会被出版者用作制作一个关键词索引。

For the rest of the paper, please use Times Roman (Times New Roman) 12论文的其他部分请用Times Roman (Times New Roman) 12号字Abstract. This template explains and demonstrates how to prepare your camera-ready paper for Trans Tech Publications. The best is to read these instructions and follow the outline of this text.Please make the page settings of your word processor to A4 format (21 x 29,7 cm or 8 x 11 inches); with the margins: bottom 1.5 cm (0.59 in) and top 2.5 cm (0.98 in), right/left margins must be 2 cm (0.78 in).摘要：这个模板解释和示范供稿技术刊物有限公司时，如何准备你的供相机使用文件。

第1页 共19页中文3572字毕业论文（设计）外文翻译标题：危机管理-预防，诊断和干预一、外文原文标题：标题：Crisis management: prevention, diagnosis and Crisis management: prevention, diagnosis andintervention 原文：原文：The Thepremise of this paper is that crises can be managed much more effectively if the company prepares for them. Therefore, the paper shall review some recent crises, theway they were dealt with, and what can be learned from them. Later, we shall deal with the anatomy of a crisis by looking at some symptoms, and lastly discuss the stages of a crisis andrecommend methods for prevention and intervention. Crisis acknowledgmentAlthough many business leaders will acknowledge thatcrises are a given for virtually every business firm, many of these firms do not take productive steps to address crisis situations. As one survey of Chief Executive officers of Fortune 500 companies discovered, 85 percent said that a crisisin business is inevitable, but only 50 percent of these had taken any productive action in preparing a crisis plan(Augustine, 1995). Companies generally go to great lengths to plan their financial growth and success. But when it comes to crisis management, they often fail to think and prepare for those eventualities that may lead to a company’s total failure.Safety violations, plants in need of repairs, union contracts, management succession, and choosing a brand name, etc. can become crises for which many companies fail to be prepared untilit is too late.The tendency, in general, is to look at the company as a perpetual entity that requires plans for growth. Ignoring the probabilities of disaster is not going to eliminate or delay their occurrences. Strategic planning without inclusion ofcrisis management is like sustaining life without guaranteeinglife. One reason so many companies fail to take steps to proactively plan for crisis events, is that they fail to acknowledge the possibility of a disaster occurring. Like an ostrich with its head in the sand, they simply choose to ignorethe situation, with the hope that by not talking about it, it will not come to pass. Hal Walker, a management consultant, points out “that decisions will be more rational and better received, and the crisis will be of shorter duration, forcompanies who prepare a proactive crisis plan” (Maynard, 1993) .It is said that “there are two kinds of crises: those that thatyou manage, and those that manage you” (Augustine, 1995). Proactive planning helps managers to control and resolve a crisis. Ignoring the possibility of a crisis, on the other hand,could lead to the crisis taking a life of its own. In 1979, theThree-Mile Island nuclear power plant experienced a crisis whenwarning signals indicated nuclear reactors were at risk of a meltdown. The system was equipped with a hundred or more different alarms and they all went off. But for those who shouldhave taken the necessary steps to resolve the situation, therewere no planned instructions as to what should be done first. Hence, the crisis was not acknowledged in the beginning and itbecame a chronic event.In June 1997, Nike faced a crisis for which they had no existi existing frame of reference. A new design on the company’s ng frame of reference. A new design on the company’s Summer Hoop line of basketball shoes - with the word air writtenin flaming letters - had sparked a protest by Muslims, who complained the logo resembled the Arabic word for Allah, or God.The council of American-Islamic Relations threatened aa globalNike boycott. Nike apologized, recalled 38,000 pairs of shoes,and discontinued the line (Brindley, 1997). To create the brand,Nike had spent a considerable amount of time and money, but hadnever put together a general framework or policy to deal with such controversies. To their dismay, and financial loss, Nike officials had no choice but to react to the crisis. This incident has definitely signaled to the company that spending a little more time would have prevented the crisis. Nonetheless,it has taught the company a lesson in strategic crisis management planning.In a business organization, symptoms or signals can alert the strategic planners or executives of an eminent crisis. Slipping market share, losing strategic synergy anddiminishing productivity per man hour, as well as trends, issues and developments in the socio-economic, political and competitive environments, can signal crises, the effects of which can be very detrimental. After all, business failures and bankruptcies are not intended. They do not usually happen overnight. They occur more because of the lack of attention to symptoms than any other factor.Stages of a crisisMost crises do not occur suddenly. The signals can usuallybe picked up and the symptoms checked as they emerge. A company determined to address these issues realizes that the real challenge is not just to recognize crises, but to recognize themin a timely fashion (Darling et al., 1996). A crisis can consistof four different and distinct stages (Fink, 1986). The phasesare: prodromal crisis stage, acute crisis stage, chronic crisisstage and crisis resolution stage.Modern organizations are often called “organic” due tothe fact that they are not immune from the elements of their surrounding environments. Very much like a living organism, organizations can be affected by environmental factors both positively and negatively. But today’s successfulorganizations are characterized by the ability to adapt by recognizing important environmental factors, analyzing them, evaluating the impacts and reacting to them. The art of strategic planning (as it relates to crisis management)involves all of the above activities. The right strategy, in general, provides for preventive measures, and treatment or resolution efforts both proactively and reactively. It wouldbe quite appropriate to examine the first three stages of acrisis before taking up the treatment, resolution or intervention stage.Prodromal crisis stageIn the field of medicine, a prodrome is a symptom of the onset of a disease. It gives a warning signal. In business organizations, the warning lights are always blinking. No matter how successful the organization, a number of issues andtrends may concern the business if proper and timely attentionis paid to them. For example, in 1995, Baring Bank, a UK financial institution which had been in existence since 1763,ample opportunitysuddenly and unexpectedly failed. There wasfor the bank to catch the signals that something bad was on thehorizon, but the company’s efforts to detect that were thwarted by an internal structure that allowed a single employee both to conduct and to oversee his own investment trades, and the breakdown of management oversight and internalcontrol systems (Mitroff et al., 1996). Likewise, looking in retrospect, McDonald’s fast food chain was given the prodromalsymptoms before the elderly lady sued them for the spilling ofa very hot cup of coffee on her lap - an event that resulted in a substantial financial loss and tarnished image of thecompany. Numerous consumers had complained about thetemperature of the coffee. The warning light was on, but the company did not pay attention. It would have been much simplerto pick up the signal, or to check the symptom, than facing the consequences.In another case, Jack in the Box, a fast food chain, had several customers suffer intestinal distress after eating at their restaurants. The prodromal symptom was there, but the company took evasive action. Their initial approach was to lookaround for someone to blame. The lack of attention, the evasiveness and the carelessness angered all the constituent groups, including their customers. The unfortunate deaths thatptoms,occurred as a result of the company’s ignoring thesymand the financial losses that followed, caused the company to realize that it would have been easier to manage the crisis directly in the prodromal stage rather than trying to shift theblame.Acute crisis stageA prodromal stage may be oblique and hard to detect. The examples given above, are obvious prodromal, but no action wasWebster’s New Collegiate Dictionary, an acute stage occursacutewhen a symptom “demands urgent attention.” Whether the acutesymptom emerges suddenly or is a transformation of a prodromalstage, an immediate action is required. Diverting funds and other resources to this emerging situation may cause disequilibrium and disturbance in the whole system. It is onlythose organizations that have already prepared a framework forthese crises that can sustain their normal operations. For example, the US public roads and bridges have for a long time reflected a prodromal stage of crisis awareness by showing cracks and occasionally a collapse. It is perhaps in light of the obsessive decision to balance the Federal budget that reacting to the problem has been delayed and ignored. This situation has entered an acute stage and at the time of this writing, it was reported that a bridge in Maryland had just collapsed.The reason why prodromes are so important to catch is thatit is much easier to manage a crisis in this stage. In the caseof most crises, it is much easier and more reliable to take careof the problem before it becomes acute, before it erupts and causes possible complications (Darling et al., 1996). In andamage. However, the losses are incurred. Intel, the largest producer of computer chips in the USA, had to pay an expensiveprice for initially refusing to recall computer chips that proved unreliable o n on certain calculations. The f irmfirm attempted to play the issue down and later learned its lesson. At an acutestage, when accusations were made that the Pentium Chips were not as fast as they claimed, Intel quickly admitted the problem,apologized for it, and set about fixing it (Mitroff et al., 1996). Chronic crisis stageDuring this stage, the symptoms are quite evident and always present. I t isIt is a period of “make or break.” Being the third stage, chronic problems may prompt the company’s management to once and for all do something about the situation. It may be the beginning of recovery for some firms, and a deathknell for others. For example, the Chrysler Corporation was only marginallysuccessful throughout the 1970s. It was not, however, until the company was nearly bankrupt that amanagement shake-out occurred. The drawback at the chronic stage is that, like in a human patient, the company may get used to “quick fixes” and “band “band--aid”approaches. After all, the ailment, the problem and the crisis have become an integral partoverwhelmed by prodromal and acute problems that no time or attention is paid to the chronic problems, or the managers perceive the situation to be tolerable, thus putting the crisison a back burner.Crisis resolutionCrises could be detected at various stages of their development. Since the existing symptoms may be related todifferent problems or crises, there is a great possibility thatthey may be misinterpreted. Therefore, the people in charge maybelieve they have resolved the problem. However, in practicethe symptom is often neglected. In such situations, the symptomwill offer another chance for resolution when it becomes acute,thereby demanding urgent care. Studies indicate that today anincreasing number of companies are issue-oriented and searchfor symptoms. Nevertheless, the lack of experience in resolvinga situation and/or inappropriate handling of a crisis can leadto a chronic stage. Of course, there is this last opportunityto resolve the crisis at the chronic stage. No attempt to resolve the crisis, or improper resolution, can lead to grim consequences that will ultimately plague the organization or even destroy it.It must be noted that an unsolved crisis may not destroy the company. But, its weakening effects can ripple through the organization and create a host of other complications.Preventive effortsThe heart of the resolution of a crisis is in the preventiveefforts the company has initiated. This step, similar to a humanbody, is actually the least expensive, but quite often the mostoverlooked. Preventive measures deal with sensing potential problems (Gonzales-Herrero and Pratt, 1995). Major internalfunctions of a company such as finance, production, procurement, operations, marketing and human resources are sensitive to thesocio-economic, political-legal, competitive, technological, demographic, global and ethical factors of the external environment. What is imminently more sensible and much more manageable, is to identify the processes necessary forassessing and dealing with future crises as they arise (Jacksonand Schantz, 1993). At the core of this process are appropriate information systems, planning procedures, anddecision-making techniques. A soundly-based information system will scan the environment, gather appropriate data, interpret this data into opportunities and challenges, and provide a concretefoundation for strategies that could function as much to avoid crises as to intervene and resolve them.Preventive efforts, as stated before, require preparations before any crisis symptoms set in. Generally strategic forecasting, contingency planning, issues analysis, and scenario analysis help to provide a framework that could be used in avoiding and encountering crises.出处：出处：Toby TobyJ. Kash and John R. Darling . Crisis management: prevention, diagnosis 179-186二、翻译文章标题：危机管理：预防，诊断和干预译文：本文的前提是，如果该公司做好准备得话，危机可以更有效地进行管理。

英文原文：Hｏw Ｒeal Ｉs Chｉna’s Real Estate Bubｂle And ＷhaｔShｏｕld Be Done ａｂｏut ＩtThinｋ U.S. houｓｉｎg priceｓ havｅｇone beｒserk？Ｔry ｔho ｓe in Ｓｈanｇhai aｎd Ｂeijing， where the cost oｆｈoｍeｓ has ｂeeｎ rｉsing an ｅstｉmaｔｅd 25％ａnnually in ｒecent yeaｒs。

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第 1 页中英文对照资料外文翻译文献原 文To image edge examination algorithm researchAbstract ：Digital image processing took a relative quite young discipline,is following the computer technology rapid development, day by day obtains th widespread application.The edge took the image one kind of basic characteristic,in the pattern recognition, the image division, the image intensification as well as the image compression and so on in the domain has a more widesp application.Image edge detection method many and varied, in which based on brightness algorithm, is studies the time to be most long, the theory develo the maturest method, it mainly is through some difference operator, calculates its gradient based on image brightness the change, thus examines the edge, mainlyhas Robert, Laplacian, Sobel, Canny, operators and so on LOG 。