精益生产英文介绍
精益生产英文资料介绍
General questions about lean operations
What is lean?
Lean operations involve the elimination of waste, whether it be time, mate rials, efficiency or processes. It also means figuratively tightening the belt in pursuit of increased productivi ty gains that will increase a company’s a bility to compete more successfully.
Why lean?
Increased global competition will likely force all but the strong to the sidel ines. Belt tightening and a lean mindset will enable the game to continue as companies steady themselves for the challenges and opportunities that await them.
The truly lean company of today will be a survivor in the global battle for customers and bottom line profits. The need for lean is obvious and the potential rewards are dazzling. There will be those who will probably resis t the necessary changes. Training will start you on the road to overcomin g this resistance and ultimately achieving a successful transition.
Who participates in lean Operations?
Eventually, everyone in the company is a participant in the quest for a lea n organization.
Is lean applicable only to manufacturing?
The concept includes many non-manufacturing areas such as purchasing, c lerical, office and technical. Also, these areas often contribute in making l ean achievements in manufacturing more successful.
What organizations can benefit from lean projects?
Every organization offers goods or services. This includes such diverse sec tors as merchandising, hospitals, banking, insurance, public utilities, gover nment, military, prisons, churches, schools and, of course, manufacturing.
Can lean activities be started in more than one division at a time?
Yes, it can be done, but starting in one division is preferable. The experie nce gained permits corrections and modifications to be introduced with les s fuss. In this way, any “bugs” can be eliminated before the concept is in itiated plant-wide.
How should employees approach problems?
They should approach problems with a positive attitude—one that says, “We can solve it!” Open discussion and use of various problem-solving too ls, in a positive and cooperative manner, will shed new light on any probl em.
How important is it to establish objectives and milestones?
Individuals or groups working on lean projects should be encouraged to es tablish an objective and develop a plan to achieve it. The plan is further broken into milestones so that progress can be constantly measured again st the plan. This information should be charted and posted for all to see and have it serve as a constant reminder.
What if a lean project overlaps into other areas of an organization?
That will happen, especially in the long run, but in the short run and parti cularly the early phases, it should be avoided. We are talking about chan ge and many people resist having to do and support new ways of doing t hings. When it is clear that a project is going to affect more than one are a, try to involve those who will be affected in coming up with solutions.
Examples of measurements and results in a lean environment
Measuring improvements in lean operation organizations requires the use of several traditional and many non-traditional measurements. The followi ng is an explanation of some frequently used measurements and examples of how they have been applied:
Work in process (WIP)
This is a measure of the amount of material which has left raw materials stock but has not yet become finished goods. Examples:
?WIP cut from twenty-two days to one day
o Disc drives and tape storage
?WIP on floor cut 67%
o Electrical circuit breakers
Inventory
Inventory consists of both raw materials and finished goods. Examples: ?Finished goods inventory cut 92%
o Large—size twist drills
?Inventory turns up from 3.5 to 20
o Motorcycle assembly
Floor space requirements
Floor space reductions result in lower costs for utilities, building maintenan ce and capital investment to meet expansion requirements. Examples: ?Space reduced to one—third of original requirements
o Computer printers
?Floor space cut from 51,000 to 9,000 square feet
o Computer logic unit
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Lead-Time
Lead-time is the time which elapses between receipt of an order an
d th
e time the product or service is shipped to the customer. Exa
mples:
?Reduced lead time from 17 weeks to 1 week
o CAD/CAM equipment
?Cut production lead time from 14 days to 2 days
o Defense weapons systems
Flow distance
Flow distance is the distance a part or document travels during the
manufacturing process. Examples:
?Flow distance cut from 1,100 to 180 feet
o Diagnostic drug analyzer
?Flow distance cut from 31,000 to 275 feet
o Computer products
Scrap and rework
Scrap and rework reductions can represent huge savings. Examples:
?Defects reduced 52%, number of inspectors cut from 75 to 6
o Motorcycle assembly
?Scrap and salvage cost reduced 54%
o Electronic air cleaners
Product or model changeover
The speed and frequency of product or model changeovers (set-ups) is an indication of the degree to which the organization can respon d to changing demands in the market place and its ability to efficie ntly reduce inventories by building only what is needed. Examples: ?Reduced from one model changeover per month to several per day
o Self-propelled lawn mowers
?Reduced time per changeover from 8 hours to 18 minutes
o Cough drops
Other measures
Productivity:
?Reduced paperwork by 70% (Kanban)
o Hydraulic valves
?Productivity, including yield, up 35%
o Disc packs and discs
Jobs:
?Number of job categories cut 95%
o Semiconductors
Equipment:
?Storage racks cut 67%
o Circuit breakers
Training
Who provides the training?
Leader training is commonly provided by the coordinator. The leade r trains the members, with help from the coordinator, as necessar y. Member training can be done all at once or a little at a time an d as needed.
What are some of the techniques, expressions and concepts used b
y members of a lean team?
First, team members must be familiar with problem-solving and pro cess control techniques such as: brainstorming, data gathering (sa mpling), Pareto analysis, cause and effect problem analysis, histogr ams, control charts, stratification, scatter diagrams, etc.
Secondly, there are a number of techniques and expressions that s hould be familiar to lean practioners. Some examples include: ?The 5S
?Kaizen activities
?Inventory reduction
?SMED (Single Minute Exchange of Die)
?TPM (Total Preventative Maintenance)
?Poka Yoke (Mistake Proofing)
?Waste Elimination
?The Pull Concept
?Just-In-Time
?Cycle time reduction
?Takt Time
?Other items include
-Lean production layout
-Communication strategies and the “visual factory”
What are the 5S
The 5S are initials of Japanese words that stand for several aspects of housekeeping. The comparable words in English are:
?Sort
-“What is not in use, throw it out”
?Set-In-Order
-“Rearrange the work area”
?Shine
-”Cleanliness is next to godliness”
?Standardize
-“Establish policy guidelines”
?Sustain
-“Keep 5-S activities from unraveling”
Why would we start with cleaning and organizing the workplace? W ell, why not? It is not a daunting task. Actually, it is to everyone’s advantage to start with a clean slate, so to speak. Some degree o
f success is assured. Because the results of cleanin
g and organizin
g are so visible, ideas should abound as employees from one depar
tment observe what is happening in other departments around the plant.
What are Kaizen activities?
Kaizen is a Japanese word that means “continuous improvemen t.” The improvements individually are usually small and incremental, but collectively dramatic. Masaaki Imai, a Japanese consultant, ha s popularized Kaizen as an important business strategy. He believe s the following six major systems should be in place in order to su ccessfully achieve a Kaizen strategy:
?Total quality management
?Just-in-time
?Total productive maintenance
?Policy deployment
? A suggestion system
?Team activities
What is the importance of inventory reduction?
Lead time can be dramatically reduced at a number of places in th e processing of orders.
Work-in-progress (WIP) is a leading cause of long lead time. WIP c an include paperwork, raw materials, in-process inventory and even finished products.
There must be a unified approach between management and operat ors on how to achieve inventory reduction.
Office paperwork can be, and usually is, just as likely to hit “log ja ms” as the physical pro ducts are that are out in the shop.
What is SMED?
SMED stands for “Single Minute Exchange of Die.” If refers to the t ime it should take to set-up a machine to produce a part. In auto motive plants there are numerous instances where it would take th ree or four hours to do a set-up. However, after the application of lean techniques, the set-up time would be reduced to minutes!
What is TPM?
TPM stands for “Total Preventative Maintenance.” The goal of TPM i
s to maximize equipment effectiveness throughout the life of the eq uipment.
The absence of a lean mentality is obvious when machine maintena nce is totally the responsibility of the maintenance specialists. The truth is that operators can contribute in keeping the equipment in good condition. TPM should involve everyone at all levels. The Lea n team can contribute to developing a maintenance system that th ey are a part of. The goal should be zero breakdowns.
What is Poka-Yoke?
Poka-yoke is a Japanese word meaning “mistake proofing.” Poka-yo ke devices can dramatically cut defects. A simple example is the th ree pronged electric plug-in. You can not plug it in wrong! There a re poka-yoke devices to detect errors that have been made. Other poka-yoke devices are designed to shut down the machine before it could create a defective part.
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?wcy506 (2006-8-13 13:11:01)
The continuous improvement coordinator
What is the role of the continuous improvement coordinator?
The coordinator is the individual responsible for successfully coordin ating and directing lean activities within an organization.
What does the coordinator do?
The duties of the coordinator include the following:
?See to it that the policies of the steering committee are und erstood and are followed by everyone involved.
?Establish an ongoing education and training program per the dictates of the steering committee. Personally conducts training an d/or arranges for competent instructors to do it.
?Provides guidance and feedback to team leaders regarding t heir meetings and other activities.
?Maintains awareness of world-class improvement strategies no matter where they are.
?Monitors team progress and achievements.
?Communicates team achievements to other groups througho ut the facility.
What qualifications should the coordinator have?
The coordinator has been described as a facilitator, catalyst, coach, innovator, promoter and teacher. The point is that it takes a speci al person to do the job right. The coordinator should be as comfort able talking to the president of the company as to the entry-level c lerical or factory employee.
When should the coordinators be selected?
When a definite decision is made to implement lean activities. The steering committee is also started at about this same time. Someti mes, the first task of the steering committee is to select the coordi nator.
Who does the coordinator report to?
Usually the coordinator is on the staff of a high-level company offic ial who strongly supports lean activities. In some instances, the co ordinator reports to the company president. In a factory, the coord inator usually reports to the director of manufacturing.
The leader and members
Who is the team leader?
Experience demonstrates that your lean activities will have a greate r chance of success when the supervisor is the initial leader. The l ean concept gains quicker acceptance when it fits into the existing organizational structure. The supervisor is already designated to pe rform a leadership role in that structure. If lean activities did not o perate within the existing organizational setup, it might be viewed by some as a competing organization.
What are examples of duties preformed by the leader?
?Prior to the formation of the team, the prospective leader m ust acquire skills and knowledge related to continuous improvement techniques.
?Provides training in lean operation techniques to the team members.
?Ensures that meetings are job oriented and do not drift into general “bull sessions.” Adheres to the meeting schedule. ?Guides team projects to assure adherence to a logical probl
em solving process.
?Encourage participation from all team members. ?Coordinates closely with the continuous improvement coordi nator.
Do continuous improvement teams develop leaders?
Yes, These lean oriented teams provide the training and experience to make a good leader better. Team activity will also help identify members with leadership potential.
What is the role of the team members?
?Attend all meetings
?Acquire knowledge of the various problem solving technique s by attending designated training sessions
?Contribute suggestions for improvement
?Select team projects
?Communicate openly with co-workers who are not team me mbers about team projects
?Help the team follow an agreed problem solving process
Is there a relationship between the lean team and the job?
Team members are people who normally work together. The projec ts they work on relate to the work they do.
Improvement projects
How are lean projects identified?
Projects may originate from several possible sources, such as: ?Suggestions from team members
?Suggestions from their management ?Recommendations by staff personnel
?Suggestions from other teams
?Suggestions from non-members.
What if a project turns out to be too complex?
Sometimes a team bites off more than it can chew. If so, the coor dinator can help by locating specialists who can assist the team.
Does a lean team ever run out of problems?
No. Members may occasionally think so, but a brainstorming sessio n usually identifies many problems that need immediate attention.
Recognition
What kind of recognition is provided to the teams?
Several forms of recognition are used. The practice varies from co mpany to company but includes:
?Presentations to management
?Write-ups in the organizati on’s activity report ?Recognition in the company newspaper
?Photos and other items posted on bulletin boards ?Certificates
?Trophies, pins, etc.
本科论文 3000字外文翻译
附录A 3 Image Enhancement in the Spatial Domain The principal objective of enhancement is to process an image so that the result is more suitable than the original image for a specific application. The word specific is important, because it establishes at the outset than the techniques discussed in this chapter are very much problem oriented. Thus, for example, a method that is quite useful for enhancing X-ray images may not necessarily be the best approach for enhancing pictures of Mars transmitted by a space probe. Regardless of the method used .However, image enhancement is one of the most interesting and visually appealing areas of image processing. Image enhancement approaches fall into two broad categories: spatial domain methods and frequency domain methods. The term spatial domain refers to the image plane itself, and approaches in this category are based on direct manipulation of pixels in an image. Fourier transform of an image. Spatial methods are covered in this chapter, and frequency domain enhancement is discussed in Chapter 4.Enhancement techniques based on various combinations of methods from these two categories are not unusual. We note also that many of the fundamental techniques introduced in this chapter in the context of enhancement are used in subsequent chapters for a variety of other image processing applications. There is no general theory of image enhancement. When an image is processed for visual interpretation, the viewer is the ultimate judge of how well a particular method works. Visual evaluation of image quality is a highly is highly subjective process, thus making the definition of a “good image” an elusive standard by which to compare algorithm performance. When the problem is one of processing images for machine perception, the evaluation task is somewhat easier. For example, in dealing with a character recognition application, and leaving aside other issues such as computational requirements, the best image processing method would be the one yielding the best machine recognition results. However, even in situations when a
毕业论文英文参考文献与译文
Inventory management Inventory Control On the so-called "inventory control", many people will interpret it as a "storage management", which is actually a big distortion. The traditional narrow view, mainly for warehouse inventory control of materials for inventory, data processing, storage, distribution, etc., through the implementation of anti-corrosion, temperature and humidity control means, to make the custody of the physical inventory to maintain optimum purposes. This is just a form of inventory control, or can be defined as the physical inventory control. How, then, from a broad perspective to understand inventory control? Inventory control should be related to the company's financial and operational objectives, in particular operating cash flow by optimizing the entire demand and supply chain management processes (DSCM), a reasonable set of ERP control strategy, and supported by appropriate information processing tools, tools to achieved in ensuring the timely delivery of the premise, as far as possible to reduce inventory levels, reducing inventory and obsolescence, the risk of devaluation. In this sense, the physical inventory control to achieve financial goals is just a means to control the entire inventory or just a necessary part; from the perspective of organizational functions, physical inventory control, warehouse management is mainly the responsibility of The broad inventory control is the demand and supply chain management, and the whole company's responsibility. Why until now many people's understanding of inventory control, limited physical inventory control? The following two reasons can not be ignored: First, our enterprises do not attach importance to inventory control. Especially those who benefit relatively good business, as long as there is money on the few people to consider the problem of inventory turnover. Inventory control is simply interpreted as warehouse management, unless the time to spend money, it may have been to see the inventory problem, and see the results are often very simple procurement to buy more, or did not do warehouse departments . Second, ERP misleading. Invoicing software is simple audacity to call it ERP, companies on their so-called ERP can reduce the number of inventory, inventory control, seems to rely on their small software can get. Even as SAP, BAAN ERP world, the field of
精益生产英文资料介绍
精益生产英文资料介绍 1,General questions about lean operations 1.1,What is lean? Lean operations involve the elimination of waste, whether it be time, materials, efficiency or processes. It also means figuratively tightening the belt in pursuit of increased productivity gains that will increase a company’s ability to compete more successfully. 1.2,Why lean? Increased global competition will likely force all but the strong to the sidelines. Belt tightening and a lean mindset will enable the game to continue as companies steady themselves for the challenges and opportunities that await them. The truly lean company of today will be a survivor in the global battle for customers and bottom line profits. The need for lean is obvious and the potential rewards are dazzling. There will be those who will probably resist the necessary changes. Training will start you on the road to overcoming this resistance and ultimately achieving a successful transition. 1.3,Who participates in lean Operations? Eventually, everyone in the company is a participant in the quest for a lean organization. 1.4,Is lean applicable only to manufacturing? The concept includes many non-manufacturing areas such as purchasing, clerical, office and technical. Also, these areas often contribute in making lean achievements in manufacturing more successful. 1.5,What organizations can benefit from lean projects? Every organization offers goods or services. This includes such diverse sectors as merchandising, hospitals, banking, insurance, public utilities, government, military, prisons, churches, schools and, of course, manufacturing. 1.6,Can lean activities be started in more than one division at a time? Yes, it can be done, but starting in one division is preferable. The experience
毕业论文(英文翻译)排版格式
英文翻译说明 1. 英文翻译文章输成word，5号新罗马（New Times Roman）字体，1.5倍行间距，将来方便打印和一起装订；英文中的图表要重新画，禁止截图。 2. 整篇论文1.5倍行间距，打印时，用B5纸，版面上空2.5cm，下空2cm，左空2.5cm，右空2cm（左装订）。 3. 论文翻译后的摘要用五号宋体，正文小四号宋体、英文和数字用新罗马（New Times Roman）12、参考文献的内容用五号字体。图和表头用五号字体加粗并居中，图和表中的内容用五号字体。论文翻译的作者用五号字体加粗。 论文大标题………小三号黑体、加黑、居中 第二层次的题序和标题………小四号黑体、加黑、居中 第三层次的题序和标题………小四号宋体、加黑、居中 正文……………………………小四号宋体、英文用新罗马12 页码……………………………小五号居中，页码两边不加修饰符 4. 论文中参考文献严格按照下述排版。 专著格式：序号.编著者.书名[M].出版地: 出版社, 年代, 起止页码 期刊论文格式：序号.作者.论文名称[J]. 期刊名称, 年度, 卷(期): 起止页码 学位论文格式：序号.作者.学位论文名称[D]. 发表地: 学位授予单位, 年度 例子: (1).胡千庭, 邹银辉, 文光才等. 瓦斯含量法预测突出危险新技术[J]. 煤炭学报, 2007.32(3): 276-280. (2). 胡千庭. 煤与瓦斯突出的力学作用机理及应用研究[D]. 北京: 中国矿业大学(北京), 2007. (3). 程伟. 煤与瓦斯突出危险性预测及防治技术[M]. 徐州: 中国矿业大学出版社, 2003.
精益生产英文介绍
精益生产英文资料介绍 General questions about lean operations What is lean? Lean operations involve the elimination of waste, whether it be time, mate rials, efficiency or processes. It also means figuratively tightening the belt in pursuit of increased productivi ty gains that will increase a company’s a bility to compete more successfully. Why lean? Increased global competition will likely force all but the strong to the sidel ines. Belt tightening and a lean mindset will enable the game to continue as companies steady themselves for the challenges and opportunities that await them. The truly lean company of today will be a survivor in the global battle for customers and bottom line profits. The need for lean is obvious and the potential rewards are dazzling. There will be those who will probably resis t the necessary changes. Training will start you on the road to overcomin g this resistance and ultimately achieving a successful transition. Who participates in lean Operations? Eventually, everyone in the company is a participant in the quest for a lea n organization. Is lean applicable only to manufacturing? The concept includes many non-manufacturing areas such as purchasing, c lerical, office and technical. Also, these areas often contribute in making l ean achievements in manufacturing more successful. What organizations can benefit from lean projects? Every organization offers goods or services. This includes such diverse sec tors as merchandising, hospitals, banking, insurance, public utilities, gover nment, military, prisons, churches, schools and, of course, manufacturing.
本科毕业设计(论文)外文翻译基本规范
本科毕业设计（论文）外文翻译基本规范 一、要求 1、与毕业论文分开单独成文。 2、两篇文献。 二、基本格式 1、文献应以英、美等国家公开发表的文献为主（Journals from English speaking countries）。 2、毕业论文翻译是相对独立的，其中应该包括题目、作者（可以不翻译）、译文的出处（杂志的名称）（5号宋体、写在文稿左上角）、关键词、摘要、前言、正文、总结等几个部分。 3、文献翻译的字体、字号、序号等应与毕业论文格式要求完全一致。 4、文中所有的图表、致谢及参考文献均可以略去，但在文献翻译的末页标注：图表、致谢及参考文献已略去(见原文)。（空一行，字体同正文） 5、原文中出现的专用名词及人名、地名、参考文献可不翻译，并同原文一样在正文中标明出处。 二、毕业论文（设计）外文翻译 （一）毕业论文（设计）外文翻译的内容要求 外文翻译内容必须与所选课题相关，外文原文不少于6000个印刷符号。译文末尾要用外文注明外文原文出处。 原文出处：期刊类文献书写方法：[序号]作者（不超过3人，多者用等或et al表示）.题（篇）名[J].刊名（版本）,出版年，卷次（期次）：起止页次. 原文出处：图书类文献书写方法：[序号]作者.书名[M].版本.出版地：出版者,出版年.起止页次. 原文出处：论文集类文献书写方法：[序号]作者.篇名[A].编著者.论文集名[C]. 出版地：出版者，出版年.起止页次。 要求有外文原文复印件。 （二）毕业论文（设计）外文翻译的撰写与装订的格式规范 第一部分：封面
1.封面格式:见“毕业论文（设计）外文翻译封面”。普通A4纸打印即可。 第二部分：外文翻译主题 1.标题 一级标题，三号字，宋体，顶格，加粗 二级标题，四号字，宋体，顶格，加粗 三级标题，小四号字，宋体，顶格，加粗 2.正文 小四号字，宋体。 第三部分：版面要求 论文开本大小：210mm×297mm（A4纸） 版芯要求：左边距：25mm，右边距：25mm，上边距：30mm，下边距：25mm，页眉边距：23mm，页脚边 距：18mm 字符间距：标准 行距：1.25倍 页眉页角：页眉的奇数页书写—浙江师范大学学士学位论文外文翻译。页眉的偶数页书写—外文翻译 题目。在每页底部居中加页码。（宋体、五号、居中） 装订顺序是：封皮、中文翻译、英文原文复印件。
精益生产方式简介(中英文翻译)
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论文及英文翻译格式
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本科论文英文翻译
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精益生产英文术语
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毕业论文外文翻译(中英文)
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
毕业设计论文中英文翻译要求(最新)
附件1（毕业设计一） 材料科学与工程学院毕业实习环节 外文翻译要求 一、翻译论文的选择： 1、与自己毕业设计相关的外文参考文献 2、该译文可以作为设计论文中文献综述中的部分内容； 3、原则上选取的英语原文不超过5页。 二、译文结构内容 1、作者，英文原文题目，期刊名称，卷期号，年份，起止页码， 2、文章题目，作者（保持英文，不需翻译），作者单位（英文不变） 3、摘要，关键词 4、正文部分：引言，试验过程，结果与讨论，结论，参考文献（保持原文 状态） 5、译文中的图标需要翻译，图可以复印后粘贴或扫描插入 三、译文和原文统一装订在一起，独立与毕业论文一起上交 四、几点附属说明 1 文章所在期刊的期刊名及相关信息不要翻译。 2 文章的作者，作者的单位，地址，下注的通讯作者的情况，参考文献不要翻译。3文章的题目，摘要，关键词，及正文都要按照原文的顺序来翻译。 4文章中图表翻译示例如下： 此为翻译前的表格：
此为翻译后的表格： 表1 微波和常规方法加工的粉体金属样品的性能 Table 1 Properties of microwave and conventionally processed powdered metal samples MW 代表微波烧结；conv代表常规方法。大部分微波烧结的 样品的断裂模量比常规方法烧结的要高。许多微波烧结的样品 的密度也是高于常规方法烧成的样品。 MW, microwave processed; conv., conventionally processed. The modulus of rupture(MOR) of most microwave-processed samples is higher than that of the conventional samples. The densities of many microwave-processed samples are also higher than those of conventional samples. 即表头和注释中英文都要。表中其它插入的内容不要翻译。图片也是如此。
本科毕业论文关于英文翻译
本科毕业论文关于英文翻译 英文电影片名翻译初探 摘要：电影作为一种艺术形式，深受大众喜爱。国与国之间的文化交流，电影也是一 个重要组成部分。把国内的好影片介绍出去，把国外的好影片引进来，翻译是重要一环， 而首先吸引观众的就是片名。片名的翻译起着重要的作用。翻译片名，要以传递信息和唤 起美感为目的。在文字转移过程中，应切实保留原作的信息价值和美学价值。既要忠于原 片内容，还要注意文字优美、言简意赅，具有强烈的吸引力和感染力，本文针对目前英文 电影片名翻译的现状，对英文电影片名翻译的有关理论展开讨论，同时提出了翻译片名的 几种基本方法。 关键词：电影;英文电影;片名翻译;方法 电影是人们喜闻乐见的艺术形式，它能传播信息、抒发感情、反映丰富多彩的生活。 给人们带来艺术上的享受。一部好的影片之所以能吸引成千上万的观众，除了演员的精 湛演技、富有哲理的对话以及绚丽多彩的画面外，与其寓意深刻、回味无穷的片名有着 直接的联系。片名，是影视片的品牌商标，看似简单却是作者颇费神思的产物，寥寥 数词凝聚着整个作品的精髓。电影片名翻译是一项重要而富于创造性的工作。佳译能够为 影片锦上添花。对丰富国内观众业余文化生活，促进国际间文化艺术交流起到不可忽视的 作用。翻译片名大多直译，形式与内容皆相似，朴实明了又贴切。但是片名的翻译也是语 际交流，是不同文化之间的交流。观众对象不同，文化和欣赏习惯也有差异，原语与译语 的表达方式和习惯有同有异。片名翻译时，也应深入理解影片的内容蕴涵和风格，揣摩措 词用语，力求准确把握原语与译语的表层意义和联想意义，既要考虑对等，更要考虑到译 名的传意性和可接受性。 一、英文电影片名翻译现状 一一片多名的问题 日前，电影片名翻译中存在着混乱、不规范的现象，一片多名的问题较突出。以影 片Ghost的翻译为例，大陆译为《幽灵》，香港译为《人鬼情未了》台湾则译为《第六感 生死恋》。再如《我知道你是谁》、《有本事来抓我》、《抓的就是你》、《猫鼠游戏》、《神鬼交锋》、《逍遥法外》等种种名字其实都是美国大片Catch Me if You Can的译名。曾火爆全球的歌舞大片《红磨坊》，引进后被武断地改为《梦断花都》，让人觉得一头雾水。 二过分追求票房，大肆炒作地乱译 为了吸引观众的注意力，过分追求票房效果，大肆进行商业炒作，在片名的翻译上商 业味太浓。片名翻译中并常用一些刺激、煽情的文字。如港台把海明威的名作The Sun Also Rises《太阳照样升起》译为《妾是朝阳又照君》，好端端的经典名作，却被胡编成