外文翻译中文
外文翻译：沙滩车
附录1沙滩车的英文名称为A TV［All Terrain V ehicle］，中文意思就是“适合所有地形之交通工具”。
中国官方机构叫四轮全地形车，已制定其生产标准QC/T760-2006《四轮全地形车通用技术条件》。
全地形车的英文是All Terrain Vehicle（适合所有地形的交通工具），缩写是ATV，俗称为“沙滩车”，又称“全地形四轮越野机车”，车辆简单实用，野性能好，外观一般无篷。
总之很难用简单的中文名称来表达它的意义。
AT具有宽大的轮胎能增加与地面的接触面积，产生更大的摩擦力而且能降低车辆对地面的压强，使其容易行驶于沙滩、河床、林道、溪流，以及恶劣的沙漠地形。
可载送人员或运输物品。
All Terrain Vehicle（适合所有地形的交通工具）很难用简单的中文名称来表达它的意义。
根据它的外观，勉强可以译成“全地形四轮越野机车”，但仍觉得很拗口。
通常大家称它为“沙滩车”，因为在软质的沙地上，ATV宽大的轮胎能增加与地面的接触面积，从而产生更大的摩擦力，再配合独特的胎纹使轮胎不易空转打滑，使其容易行驶于沙地，但其实品质良好、性能优良的ATV不仅能行驶在沙滩上，河床、林道、溪流，更恶劣的沙漠地形甚至都能被它轻易征服。
载送人员或运输物品使ATV的功能发挥得淋漓尽致，堪称全能的行动工具。
所以，请不要再叫它“沙滩车”了，它是很优秀的交通工具，也是人类伟大的发明之一。
只是受限于本地环境，不然它会是人们的最佳伴侣之一。
现代全地形车（ATV）的前身源自于三轮且使用低压气胎的机车，开始时它只是为越野赛设计的车，后来逐渐成为比赛赛车、实用运输车、家庭休闲用车等等。
随着在美国等市场的流行，机车由三轮改变至四轮。
随着四轮车辆成为全地形车的主要形式，四轮驱动式ATV车也发展起来。
目前，具有良好的道路通过性，而且具备一定的载货能力的ATV车在美洲、澳洲很受欢迎。
根据中国汽车工业协会2005年的调查，我国在册的ATV总装厂已达122家，每年出口量很大。
外文翻译中英文对照
Strengths优势All these private sector banks hold strong position on CRM part, they have professional, dedicated and well-trained employees.所以这些私人银行在客户管理部分都持支持态度，他们拥有专业的、细致的、训练有素的员工。
Private sector banks offer a wide range of banking and financial products and financial services to corporate and retail customers through a variety of delivery channels such as ATMs, Internet-banking, mobile-banking, etc. 私有银行通过许多传递通道（如自动取款机、网上银行、手机银行等）提供大范围的银行和金融产品、金融服务进行合作并向客户零售。
The area could be Investment management banking, life and non-life insurance, venture capital and asset management, retail loans such as home loans, personal loans, educational loans, car loans, consumer durable loans, credit cards, etc. 涉及的领域包括投资管理银行、生命和非生命保险、风险投资与资产管理、零售贷款（如家庭贷款、个人贷款、教育贷款、汽车贷款、耐用消费品贷款、信用卡等）。
Private sector banks focus on customization of products that are designed to meet the specific needs of customers. 私人银行主要致力于为一些特殊需求的客户进行设计和产品定制。
岩土工程中英文对照外文翻译文献
中英文对照外文翻译(文档含英文原文和中文翻译)原文:Safety Assurance for Challenging Geotechnical Civil Engineering Constructions in Urban AreasAbstractSafety is the most important aspect during design, construction and service time of any structure, especially for challenging projects like high-rise buildings and tunnels in urban areas. A high level design considering the soil-structure interaction, based on a qualified soil investigation is required for a safe and optimised design. Dueto the complexity of geotechnical constructions the safety assurance guaranteed by the 4-eye-principle is essential. The 4-eye-principle consists of an independent peer review by publicly certified experts combined with the observational method. The paper presents the fundamental aspects of safety assurance by the 4-eye-principle. The application is explained on several examples, as deep excavations, complex foundation systems for high-rise buildings and tunnel constructions in urban areas. The experiences made in the planning, design and construction phases are explained and for new inner urban projects recommendations are given.Key words: Natural Asset; Financial Value; Neural Network1.IntroductionA safety design and construction of challenging projects in urban areas is based on the following main aspects:Qualified experts for planning, design and construction;Interaction between architects, structural engineers and geotechnical engineers;Adequate soil investigation;Design of deep foundation systems using the FiniteElement-Method (FEM) in combination with enhanced in-situ load tests for calibrating the soil parameters used in the numerical simulations;Quality assurance by an independent peer review process and the observational method (4-eye-principle).These facts will be explained by large construction projects which are located in difficult soil and groundwater conditions.2.The 4-Eye-PrincipleThe basis for safety assurance is the 4-eye-principle. This 4-eye-principle is a process of an independent peer review as shown in Figure 1. It consists of 3 parts. The investor, the experts for planning and design and the construction company belong to the first division. Planning and design are done accordingto the requirements of the investor and all relevant documents to obtain the building permission are prepared. The building authorities are the second part and are responsible for the buildingpermission which is given to the investor. The thirddivision consists of the publicly certified experts.They are appointed by the building authorities but work as independent experts. They are responsible for the technical supervision of the planning, design and the construction.In order to achieve the license as a publicly certified expert for geotechnical engineering by the building authorities intensive studies of geotechnical engineering in university and large experiences in geotechnical engineering with special knowledge about the soil-structure interaction have to be proven.The independent peer review by publicly certified experts for geotechnical engineering makes sure that all information including the results of the soil investigation consisting of labor field tests and the boundary conditions defined for the geotechnical design are complete and correct.In the case of a defect or collapse the publicly certified expert for geotechnical engineering can be involved as an independent expert to find out the reasons for the defect or damage and to develop a concept for stabilization and reconstruction [1].For all difficult projects an independent peer review is essential for the successful realization of the project.3.Observational MethodThe observational method is practical to projects with difficult boundary conditions for verification of the design during the construction time and, if necessary, during service time. For example in the European Standard Eurocode 7 (EC 7) the effect and the boundary conditions of the observational method are defined.The application of the observational method is recommended for the following types of construction projects [2]:very complicated/complex projects;projects with a distinctive soil-structure-interaction,e.g. mixed shallow and deep foundations, retaining walls for deep excavations, Combined Pile-Raft Foundations (CPRFs);projects with a high and variable water pressure;complex interaction situations consisting of ground,excavation and neighbouring buildings and structures;projects with pore-water pressures reducing the stability;projects on slopes.The observational method is always a combination of the common geotechnical investigations before and during the construction phase together with the theoretical modeling and a plan of contingency actions(Figure 2). Only monitoring to ensure the stability and the service ability of the structure is not sufficient and,according to the standardization, not permitted for this purpose. Overall the observational method is an institutionalized controlling instrument to verify the soil and rock mechanical modeling [3,4].The identification of all potential failure mechanismsis essential for defining the measure concept. The concept has to be designed in that way that all these mechanisms can be observed. The measurements need to beof an adequate accuracy to allow the identification ocritical tendencies. The required accuracy as well as the boundary values need to be identified within the design phase of the observational method . Contingency actions needs to be planned in the design phase of the observational method and depend on the ductility of the systems.The observational method must not be seen as a potential alternative for a comprehensive soil investigation campaign. A comprehensive soil investigation campaignis in any way of essential importance. Additionally the observational method is a tool of quality assurance and allows the verification of the parameters and calculations applied in the design phase. The observational method helps to achieve an economic and save construction [5].4.In-Situ Load TestOn project and site related soil investigations with coredrillings and laboratory tests the soil parameters are determined. Laboratory tests are important and essential for the initial definition of soil mechanical properties of the soil layer, but usually not sufficient for an entire and realistic capture of the complex conditions, caused by theinteraction of subsoil and construction [6].In order to reliably determine the ultimate bearing capacity of piles, load tests need to be carried out [7]. Forpile load tests often very high counter weights or strong anchor systems are necessary. By using the Osterberg method high loads can be reached without install inganchors or counter weights. Hydraulic jacks induce the load in the pile using the pile itself partly as abutment.The results of the field tests allow a calibration of the numerical simulations.The principle scheme of pile load tests is shown in Figure 3.5.Examples for Engineering Practice5.1. Classic Pile Foundation for a High-Rise Building in Frankfurt Clay and LimestoneIn the downtown of Frankfurt am Main, Germany, on aconstruction site of 17,400 m2 the high-rise buildingproject “PalaisQuartier” has been realized (Figure 4). The construction was finished in 2010.The complex consists of several structures with a total of 180,000 m2 floor space, there of 60,000 m2 underground (Figure 5). The project includes the historic building “Thurn-und Taxis-Palais” whose facade has been preserved (Unit A). The office building (Unit B),which is the highest building of the project with a height of 136 m has 34 floors each with a floor space of 1340 m2. The hotel building (Unit C) has a height of 99 m with 24 upper floors. The retail area (Unit D)runs along the total length of the eastern part of the site and consists of eight upper floors with a total height of 43 m.The underground parking garage with five floors spans across the complete project area. With an 8 m high first sublevel, partially with mezzanine floor, and four more sub-levels the foundation depth results to 22 m below ground level. There by excavation bottom is at 80m above sea level (msl). A total of 302 foundation piles(diameter up to 1.86 m, length up to 27 m) reach down to depths of 53.2 m to 70.1 m. above sea level depending on the structural requirements.The pile head of the 543 retaining wall piles (diameter1.5 m, length up to 38 m)were located between 94.1 m and 99.6 m above sea level, the pile base was between 59.8 m and 73.4 m above sea level depending on the structural requirements. As shown in the sectional view(Figure 6), the upper part of the piles is in the Frankfurt Clay and the base of the piles is set in the rocky Frankfurt Limestone.Regarding the large number of piles and the high pile loads a pile load test has been carried out for optimization of the classic pile foundation. Osterberg-Cells(O-Cells) have been installed in two levels in order to assess the influence of pile shaft grouting on the limit skin friction of the piles in the Frankfurt Limestone(Figure 6). The test pile with a total length of 12.9 m and a diameter of 1.68 m consist of three segments and has been installed in the Frankfurt Limestone layer 31.7 m below ground level. The upper pile segment above the upper cell level and the middle pile segment between the two cell levels can be tested independently. In the first phase of the test the upper part was loaded by using the middle and the lower part as abutment. A limit of 24 MN could be reached (Figure 7). The upper segment was lifted about 1.5 cm, the settlement of the middle and lower part was 1.0 cm. The mobilized shaft friction was about 830 kN/m2.Subsequently the upper pile segment was uncoupled by discharging the upper cell level. In the second test phase the middle pile segment was loaded by using the lower segment as abutment. The limit load of the middle segment with shaft grouting was 27.5 MN (Figure 7).The skin friction was 1040 kN/m2, this means 24% higher than without shaft grouting. Based on the results of the pile load test using O-Cells the majority of the 290 foundation piles were made by applying shaft grouting. Due to pile load test the total length of was reduced significantly.5.2. CPRF for a High-Rise Building in Clay MarlIn the scope of the project Mirax Plaza in Kiev, Ukraine,2 high-rise buildings, each of them 192 m (46 storeys)high, a shopping and entertainment mall and an underground parking are under construction (Figure 8). The area of the project is about 294,000 m2 and cuts a 30 m high natural slope.The geotechnical investigations have been executed 70m deep. The soil conditions at the construction site are as follows: fill to a depth of 2 m to 3mquaternary silty sand and sandy silt with a thickness of 5 m to 10 m tertiary silt and sand (Charkow and Poltaw formation) with a thickness of 0 m to 24 m tertiary clayey silt and clay marl of the Kiev and But schak formation with a thickness of about 20 m tertiary fine sand of the But schak formation up to the investigation depthThe ground water level is in a depth of about 2 m below the ground surface. The soil conditions and a cross section of the project are shown in Figure 9.For verification of the shaft and base resistance of the deep foundation elements and for calibration of the numerical simulations pile load tests have been carried out on the construction yard. The piles had a diameter of 0.82 m and a length of about 10 m to 44 m. Using the results of the load tests the back analysis for verification of the FEM simulations was done. The soil properties in accordance with the results of the back analysis were partly 3 times higher than indicated in the geotechnical report. Figure 10 shows the results of the load test No. 2 and the numerical back analysis. Measurement and calculation show a good accordance.The obtained results of the pile load tests and of the executed back analysis were applied in 3-dimensionalFEM-simulations of the foundation for Tower A, taking advantage of the symmetry of the footprint of the building. The overall load of the Tower A is about 2200 MN and the area of the foundation about 2000 m2 (Figure11).The foundation design considers a CPRF with 64 barrettes with 33 m length and a cross section of 2.8 m × 0.8m. The raft of 3 m thickness is located in Kiev Clay Marl at about 10 m depth below the ground surface. The barrettes are penetrating the layer of Kiev Clay Marl reaching the Butschak Sands.The calculated loads on the barrettes were in the range of 22.1 MN to 44.5 MN. The load on the outer barrettes was about 41.2 MN to 44.5 MN which significantly exceeds the loads on the inner barrettes with the maximum value of 30.7 MN. This behavior is typical for a CPRF.The outer deep foundation elements take more loads because of their higher stiffness due to the higher volume of the activated soil. The CPRF coefficient is 0.88 =CPRF . Maximum settlements of about 12 cm werecalculated due to the settlement-relevant load of 85% of the total design load. The pressure under the foundation raft is calculated in the most areas not exceeding 200 kN/m2, at the raft edge the pressure reaches 400 kN/m2.The calculated base pressure of the outer barrettes has anaverage of 5100 kN/m2 and for inner barrettes an average of 4130 kN/m2. The mobilized shaft resistance increases with the depth reaching 180 kN/m2 for outer barrettes and 150 kN/m2 for inner barrettes.During the construction of Mirax Plaza the observational method according to EC 7 is applied. Especially the distribution of the loads between the barrettes and the raft is monitored. For this reason 3 earth pressure devices were installed under the raft and 2 barrettes (most loaded outer barrette and average loaded inner barrette) were instrumented over the length.In the scope of the project Mirax Plaza the new allowable shaft resistance and base resistance were defined for typical soil layers in Kiev. This unique experience will be used for the skyscrapers of new generation in Ukraine.The CPRF of the high-rise building project MiraxPlaza represents the first authorized CPRF in the Ukraine. Using the advanced optimization approaches and taking advantage of the positive effect of CPRF the number of barrettes could be reduced from 120 barrettes with 40 mlength to 64 barrettes with 33 m length. The foundation optimization leads to considerable decrease of the utilized resources (cement, aggregates, water, energy etc.)and cost savings of about 3.3 Million US$.译文:安全保证岩土公民发起挑战工程建设在城市地区摘要安全是最重要的方面在设计、施工和服务时间的任何结构,特别是对具有挑战性的项目,如高层建筑和隧道在城市地区。
精益生产中英文互译
An outline of:Lean Thinking Banish Waste and Create Wealth in YourCorporationBy James P. Womack and Daniel T. JonesNew York, NY: Free Press, Simon & Schuster, Inc., 1996, Second Edition, 2003 Preface to the 2003 Edition. Forecasts are always wrong. That is why lean thinkersstrive to reduce order-to-delivery time. During the 2002 meltdown, this 1996 book went back on the Business Week bestseller list. We have added what we have learned since 1996 in this edition. Lean Thinking is more relevant today. Lean ideas are the single most powerful tool available for creating value and eliminating waste in any organization.Part I: Lean PrinciplesTaiichi Ohno (1912 – 1990), a Toyota executive, identified seven types of waste found in any process:• Transportation. Unnecessary transport of parts under production.• Inventory. Stacks of parts waiting to be completed or finished products waiting to be shipped.• Motion. Unnecessary movement of people working on products.• Waiting. Unnecessary waiting by people to begin the next step.• Over-Processing the product with extra steps.• Over-Production of products not needed.• Defects in the product.We have added an eighth waste: goods and services that do not meet the customer’s needs. Other authors have added: underutilization of peopleLean Thinking is the antidote to waste. There are (5) Lean Principles:• Specify Value. Value can be defined only by the ultimate customer. Value is distorted by pre-existing organizations, especially engineers and experts. They add complexity of no interest to the customer.• Identify the Value Stream. The Value Stream is all the actions needed to bring a product to the customer. If the melter, forger, machiner, and assembler never talk,duplicate steps will exist.• Flow. Make the value-creating steps flow. Eliminate departments that execute a single-task process on large batches.• Pull. Let the customer pull the product from you. Sell, one. Make one.• Pursue Perfection. There is no end to the process of reducing time, space, cost and mistakes.Lean is doing more with less. Use the least amount of effort, energy, equipment, time, facility space, materials, and capital – while giving customers exactly what they want.The Prize We Can Grasp Now. Converting a batch-and-queue system to continuous flow, with pull, will:Double labor productivity• Cut throughput time by 90%• Reduce inventory by 90%• Cut errors by 50%• Cut injuries1: ValueA House or a Hassle-Free Experience? Doyle Wilson Homebuilder found that customers “valued” a hassle-free design process and on-time delivery. All his processes were thenre-aligned to meet this goal.Define Value in Terms of the Whole Product. As the product flows, each firm defines value differently. Think of air travel. Each firm – agent, airline, taxi, currency exchange, customs, immigration – defines their own priorities, duplicates efforts, and works in disharmony with the whole process. The customer is not satisfied.2: The Value StreamThe View from the Aisle. A value stream “map” identifies every action to design, order, and make a specific product. Each step is then sorted into three categories: (1) those that add value, (2) those that add no value but are currently necessary, and (3) those that add no value and can be eliminated. After the third category has been eliminated, the second category should be addressed through flow, pull, and perfection techniques.The Value Stream for a Carton of Cola. The British grocery chain Tesco retails products with thousands of value streams. In the canned cola value stream, three hours of value-added activity take 319 days to perform.3: FlowThe World of Batch-and-Queue. Five-sixths of home-building is waiting for the next set of specialists or rework. Flow principles typically cut half the effort and the time required.The Techniques of Flow. The 1st step is to maintain focus on the product. The 2nd step is to ignore job boundaries and departments IOT remove impediments to continuous flow of the specific product. The 3rd step is to rethink work practices to eliminate backflow, scrap, and stoppages IOT make the product continuously.• Takt time synchronizes the rate of production to the rate of sales. (48) bikes per day sold divided by (8) hours of production = (6) bikes and hour, or (1) bike every tenminutes.• Flow requires all workers and machines to be capable at all times. This requires cross-training.• Flow requires workers to know the status of production at all times. This requires visual controls.• All activities can flow. Concentrate on the value stream for a specific product, eliminateorganizational barriers, and relocate and right-size tools.4: PullPull means that no one upstream should produce anything until the customer downstream asks for it. “Don’t make anything until it is needed, then make it very quickly.” “Sell one, buy one.” “Ship one, make one.”The Bad Old Days of Production. The Toyota bumper replacement system suffered long lead times. The ability to get parts quickly from the next upstream producer enabled re-orders in small amounts. This is the secret to reducing inventory. Cut lead times and inventories. Demand should instantly generate new supply.5: PerfectionThe Incremental Path. Freudenberg-NOK, a gasket manufacturer, improved a single process six times in three years. “Why didn’t they get is right the first time?” Because perfection is continuous.Continuous Radical and Incremental Improvement. If you are spending capital, you are doing it wrong. Once leaders understand the first four lean principles – value specification, value stream identification, flow, andpull – their perfection step starts with policy: a vision of the ideal process, and the step-wise goals and projects to get there. Transparency is everything. Everyone must know what you are attempting to achieve and what area is the first priority. The force behind this is the leader known as the change agent.Part II: From Thinking to Action: The Lean Leap6: The Simple CaseLantech manufacturers stretch wrap machines. “Process Villages” – Sawing department, Machining department, Welding department, Painting department, and Sub-assembly department – all generated long lead times. Batches of ten were manufactured to ship one. Inventory overwhelmed the factory. Order changes created havoc in the plant. “The more inventory yo u have, the less likely you will have the part you need.”• The Lean Revolution. Ron Hicks leaned Lantech. He created four cells, one for each product. He defined standard work: on time, on spec, every time. Takt time wasintroduced: number of products needed per day divided by number of hours (8/8 = 1hour). He right-sized machines to fit inside work cells. He implemented quickchangeover to make multiple different parts with little machine downtime.• Result. Lantech cut 30% excess space, doubled product output, cut defects from 8 per product to 0.8 per product, and cut lead time from sixteen weeks to fourteen hours.On-time shipping rose from 20 to 90%.7: A Harder CaseThe Change Agent. Art Byrne was hired as CEO of Wiremold in 1991. “CEOs are timid to change the shop floor.” Byrne led lean training using a manual he wrote himself. He led toursof the plant to observe waste that his managers were now able to see.• Improvements Must be Fast. Three days was Byrne’s standard.• Post a Scorecard for Each Product Team. Wiremold tracked: Productivity – sales per employee, Service – percent delivered on-time, Inventory – turns, and Quality –mistakes.• Teach People How to See. Create a lean training function. Teach all employees the five principles of lean: Value, Value Stream, Flow, Pull, and Perfection. Teach allemployees lean techniques: standard work, takt time, visual control, pull scheduling,and single-piece flow.• Results. Wiremold freed 50% factory floor space, eliminated a warehouse, and converted $11M of inventory into $24M in sales. Lead time fell from four weeks totwo days.8: The Acid TestPratt & Whitney (P&W). In 1991, CEO Karl Krapek and cost-cutter Mark Coran leanedP&W.• Jet Engines. Founded in 1860, P&W led the aircraft engine business by 1929. When they abandoned piston engines to gamble on jets in 1946, business soared. Production inefficiencies were overlooked.• Overcapacity. Faced with competition in the 1980s, P&W rationalized plant layout and addressed development costs. They needed lower production costs and flexibility toreact to customer needs. Why did P&W need so much space, tools, inventory andpeople to get so little done? Daily output of engines and spare parts could fit insideCEO’s office. Failure to manage ass ets. P&W cut people, cut managers, andoverhauled their entire production culture and processes.• The Monument of all Monuments. A “monument” is a machine or process too big to be moved and whose scale requires operating in batch mode. Monuments are evil, generating huge amounts of waste. P&W had an $80M grinding system, representing obsolete thinking. Although speeding up grinding from 75 minutes to 3 minutes and eliminating multiple manual grinding jobs, in actuality grinding jobs took longer (due to eight-hour changeovers and batch scheduling), and required more people (22 computer technicians). P&W retired the $80M monument, returned to 75-minute production.9: Lean Thinking versus German TechnikPorche. Chairman Wendelin Wiedeking introduced lean thinking to Porche. In 1994, the first-ever Porsche rolled off the line with nothing wrong with it.• Engineers. Porche is led by engineers, intrigued with unique solutions that are difficult to manufacture. Workers are craftsmen. Unfortunately, much craftsmanship is waste.Tinkering with the product – repairing and polishing raw materials, troubleshooting,re-assembling elements, repainting and re-fitting – were thought to be necessaryactivities to produce a high-quality product.• Crisis. 1986 was the boom year. 1992 was the crash. Porche products were tooexpensive. Costs and throughput time had to be slashed. New quality focus: “Stopfixing mistakes that should never have been made.” Reduction in inventory: “Whereis the factory? This is the warehouse!”• Just-in-Time (JIT) Game. Porche asked all their suppliers to play a simulation to learn lean concepts. Lean concepts were critical across all firms contributing to the Porche value stream.• The Remarkable Lean Transition at Porche. In five years, through 1997, Porch doubled its productivity, cut manufacturing space in half, cut lead time for a finished vehicle from six weeks to three days, cut supplier defects 90%, cut inventories 90%,and cut first-time-through errors by 55%.• The German Tradition. The Germans need to stop prioritizing the engineer’s definition of value, “voice of the engineer,” over the customer’s definition of value,“voice of the customer.” A German weakness is a fondness for monster machines that produce large batches: paint booths are an example.• Variety and Refinement Cost. Volkswagen makes four exterior mirrors, nineteen parts each, in seventeen colors. Nissan has four-part mirrors in four colors. Excess varietyoften exceeds the ability of the customer to notice, and his willingness to pay.10: Mighty Toyota; Tiny ShowaShowa has been transformed by its relationship with Toyota. Showa, a radiator manufacturer, had “Process villages” for casting, cleaning, stamping, welding, painting and assembly. Each was run in batch mode with long intervals between tool changes. Mountains of parts were transported and stored between steps.• The Initial Struggle. Taiichi Ohno, lean advisor, promised to reduce three months ofinventory to three days, double labor productivity, and halve plant space for zerocapital investment. This he did.• The Final Element: Rethinking Order-Taking and Scheduling. Showa then leanedorder-taking by scheduling backwards, working to takt time, to synchronize orderswith production slots, exactly four days before shipment time. Orders with incorrectinformation were never passed along.• Toyota Today. Lesson: high-tech automation only works if the plant can run at 100percent output and if the cost of indirect technical support and high-tech tools is lessthan the cost of direct labor saved.Part III: Lean Enterprise11: A Channel for the Stream; a Valley for the ChannelThe Lean Enterprise. No one watches the performance of the whole value stream. Identify all actions to bring a product to the customer, across all firms. There is no privacy. Eachfirm’s costs become transparent.12: Dreaming About PerfectionLong-Distance Travel. Each organization ignores the role of the other parties. The time, cost, and comfort of the total trip are key performance measures. What would travel times be without queues?Construction. 80% of home building is hurry-up and wait, then re-working the construction errors.The Prize We Can Grasp Right Now. Lean thinking can boost productivity while reducing errors, inventories, accidents, space requirements, production lead times, and costs in general. Lean thinking requires little capital.Part IV: Epilogue13: A Steady Advance of Lean ThinkingThis chapter an updated review of Wiremold, Toyota, Porsche, Lantech, and Pratt & Whitney.14: Institutionalizing the RevolutionAn Enhanced Action Plan is the 2003 update to the 1996 plan from Chapter 11.Getting Started [Months 1 – 6]• Find a Change Agent with ability and authority.• Get the Knowledge through an advisor. Start at the big picture before addressing small steps.• Seize a Crisis or create one. Focus on fixing an obvious problem. Small wins. Don’t spend money.• Map your current value streams. Managers need to see. Map also the flow of information going upstream to create a closed circuit. See Rother and Shook, Leaning to See, 1998.• Analyze each step of the Current State. Does this step create value? Is this step capable, available, flexible? Is capacity sufficient? Excessive? Does theinformation flow from the customer smoothly? Every process has a box score:total lead time, value creating time, changeover time, uptime, rework, inventory,every part made every x minutes. If this step went away, what would happen?• Envision the Future State. Draw it.• Begin as soon as possible with an important, visible activity. Convert managers with hand-on activity.• Demand Immediate Results. Everyone should see results which create psychological momentum. One week: less planning, more doing. Identify the waste and remove it.Communicate with your people by showing results at the scene of action.Creating an Organization to Channel Your Streams [Months 6 – 24]• Reorganize Your Firm by product and value streams. Put a Change Agent in charge of each product.• Create a Lean Promotion Team.• Deal with Excess People Early.• Devise a Growth Strategy.• Remove the Anchor Draggers.• When You’ve Fixed Something, Fix It Again.• New: Convince Your Suppliers and Customers to Take the Steps Just Described.Install Business Systems to Encourage Lean Thinking [Months 24 – 48]Create new ways to keep score.• Create new ways to reward people.• Make everything transparent so everyone can see progress.• Teach lean. Learn lean.• Right-size Your Tools to insert directly into the value stream. Large and fast is more efficient but less effective. This wrong assumption is the cornerstone ofbatch-and-queue thinking.• Pay a bonus. Tie bonus amount to the profitability of the firm.Completing the Transformation [Months 48 – 60] Convert to bottom-up initiatives. Lean ideas are democratic and not top-down. Layers of management can be stripped away.New: Convert From Top-Down Leadership to Bottom-Up Initiatives. Toyota gets brilliant results from average managers using brilliant procedures. Competitors get mediocre results from b rilliant managers using mediocre procedures. Don’t search for brilliant managers. Perfect your processes.Reviewer’s CommentsIn 1988 James Womack first described Toyota as a “lean” corporation. Womack and co-writer Daniel Jones described the Toyota Production System (TPS) in The Machine That Changed the World. In 1990, the two toured companies in Europe, North American, and Japan presenting ideas on how to convert mass production practices to lean practices. Lean Thinking, first published in 1996, is a survey of the lean movement. It clearly describes the waste found in mass production, explains the five principles of lean thinking, and then draws lessons from real companies who have successfully implemented lean ideas. Lean Thinking is not a technical how-to text on production, but an enlightened overview of top-level lean ideas and applications. This updated edition includes lessons that the authors have collected between 1996 and 2003, especially the concept of a lean enterprise – a collection of companies working lean together to produce a single product with the least wasted effort and capital. The book is well-written, researched, and organized, and the authors make a strong case that lean is universal and will benefit any organization in any endeavor. Lean thinking and practices are the single most powerful tool for eliminating waste in any organization.中文翻译概述精益思想去除浪费，并在贵公司创造财富由詹姆斯P.沃麦克和丹尼尔T.琼斯纽约编写，纽约：自由出版社，西蒙与舒斯特公司，1996年。
消费者行为心理学中英文外文文献翻译
消费者行为心理学中英文外文文献翻译(含：英文原文及中文译文)英文原文Frontiers of Social PsychologyArie W. Kruglanski 、Joseph P. ForgasFrontiers of Social Psychology is a new series of domain-specific handbooks. The purpose of each volume is to provide readers with a cutting-edge overview of the most recent theoretical, methodological, and practical developments in a substantive area of social psychology, in greater depth than is possible in general social psychology handbooks. The editors and contributors are all internationally renowned scholars whose work is at the cutting-edge of research.Scholarly, yet accessible, the volumes in the Frontiers series are an essential resource for senior undergraduates, postgraduates, researchers, and practitioners, and are suitable as texts in advanced courses in specific subareas of social psychology.Some Social Asp ects of Living in a Consumer SocietyThe following sketches will illustrate that in a consumer society much of the behavior studied by social psychologists relates to consumer stimuli and consumer behavior. Thus, the consumer context provides a rich field for the study of social phenomena and behavior.Consumer Decisions Are UbiquitousWhether we are in the supermarket or not, we are constantly making consumer decisions. We enroll in gyms, use our frequent-flyer miles for a vacation resort, buy health care, choose a restaurant, skip dessert for a healthier lifestyle. In fact, most of our daily decisions do not involve existential decisions such as whom to marry or whether to have children or not, but whether to have tea or coffee, use our credit card or pay cash, or other seemingly trivial decisions. Moreover, many of our daily (consumer) behaviors do not even require intentional decisions. Rather, they may be habitual, such as switching to CNN to get the news or accessing Google when looking up some information. A typical day of a typical person is filled with countless minor consumer decisions or the consequences of previous decisions, starting with the brand of toothpaste in the morning to choosing a movie after work.Consumer Choices Fulfill a Social-Identity FunctionAlthough for most people being a consumer may not be central to their identity, many of their consumer decisions are nevertheless highly identity-relevant insofar as they correspond to a larger set of values and beliefs and express important aspects of the self. Eating a vegetarian diet because one does not want to endorse cruelty to animals and boycotting clothes potentially made by child laborers are some examples. Some people buy a Prius out of environmental concerns; others boycott Japanese cars —such as the Prius —in order to help the local carindustry. In this respect, even the choice between Coke and Pepsi is not necessarily trivial. People who cannot discriminate Coke from Pepsi in a blind test, or who prefer Pepsi, may nevertheless adhere to Coke as a cultural icon. Attempts to change the formula of Coke met with angry protests and opposition. Clearly, consumer products and brands do not only fulfill utilitarian needs (Olson & Mayo, 2000; Shavitt, 1990). In a world of oversupply and differentiating brands, many consumers choose brands in order to express their personality or to affiliate themselves with desired others. They do not simply use a Mac; they are Mac users, and switching to another brand of PC would be akin to treason. From soft drinks to computers, brands may become an ideology. People may also perceive of products as extended selves (Belk, 1988); for example, they may identify with their cars just as they do with pets. Likewise, brands may define social groups. The Harley-Davidson Club is a legendary example; an Internet search revealed clubs for almost every car brand and model. In my hometown, I found a V olkswagen New Beetle Club whose stated purpose is to cultivate contacts between New Beetle Drivers by organizing social events (among others, a visit to a car cemetery). On the road, drivers of the same car model often greet each other. Apparently, driving the same model is sufficient to establish social closeness. Brands, products, and consumption habits not only help to establish social connectivity but also serve as status symbols, defining vertical andhorizontal social boundaries. By using particular brands or consuming specific products, people can express a certain lifestyle or attempt to convey a particular social impression. Subscribing to the opera conveys one’s social position just as going to a monster truck race does. Whether your choice of drink is wine or beer, cappuccino or herbal tea, your order expresses more than merely your taste in beverages.Consumer Choices Affect Social PerceptionGiven that brands and products are part of social expression, it is not surprising that people are judged by the brands and products they use. In particular, products of a social-identity function are used as bases for inferences about a target’s personality traits (Shavitt & Nelson, 2000). Likewise, smoking, food choice and amount of food intake have all been shown to affect social impressions. Depending on the subculture of the perceiver (age, country), different personality traits are assumed in smokers compared with nonsmokers (e.g., Cooper & Kohn, 1989; Jones & Carroll, 1998). Various studies found that eaters of a healthier diet are perceived as more feminine and in general judged more favorably than eaters of unhealthy foods (for a review see V artanian, Herman, & Polivy, 2007). Arguing that a Pepsi drinker is to a Coke drinker what a Capulet was to a Montague is, of course, an exaggeration, but clearly brands may distinguish ingroup from out-group members. Possibly this is most extreme among teenagers, where the brand of jeans is perceived todetermine coolness and popularity. Nevertheless, the phenomenon is not limited to teen culture, as testified by the previous examples of social communities defined by shared brands. In sum, from wet versus dry shaving to driving a Porsche versus a Smart, consumer behavior is used as a cue in person perception. Most likely, such cues also manifest in behavior toward these consumers. Physical attacks on women who wear fur are a most extreme example.Affective Consequences of Consumer BehaviorObviously, consumption and the use of products and services may give pleasure and satisfaction or displeasure and dissatisfaction. People may experience joy from wearing a new sweater or suffer emotional consequences when products or services fail or cause inconvenience. Product use is only one source of affective consumer experiences. The mere act of choosing and acquisition is another. People enjoy or dislike the experience of shopping. They may take pleasure from the freedom of simply choosing between different options (e.g., Botti & Iyengar, 2004), feel overwhelmed and confused by an abundance of options (e.g., Huffman & Kahn, 1998), or feel frustrated by a limited assortment that does not meet their particular needs (e.g., Chernev, 2003). They may experience gratification and a boost in self-esteem from the fact that they can afford a particular consumer lifestyle or grudge the fact that they cannot. Many daily sources of affective experiences involve consumerbehavior in one way or another.The Consumer Context Provides Unique Social InteractionsGranted, we rarely form deep and meaningful relationships with our hairdressers and waiters. Still, the consumer context affords many social interactions over a day. Again, these interactions— even if brief— may constitute a source of affective experiences. The smile of the barista, the compliment from the shop-assistant, and the friendly help from the concierge are just a few examples of how such consumerrelated interactions may make us feel good, worthy, and valued, whereas snappy and rude responses have the opposite effect. Besides, the social roles defined by the consumer context may provide unique opportunities for particular behaviors, interactions, and experiences not inherent in other roles. Being a client or customer makes one expect respect, courtesy, and attendance to one’s needs. For some, this may be the only role in their life that gives them a limited sense of being in charge and having others meet their demands. To give another example, complaining is a form of social interaction that mostly takes place within the consumer context. A search for ―complaint behavior‖ in the PsycI NFO database found that 34 out of 50 entries were studies from the consumer context. (The rest mostly related to health care, which may to some extent also be viewed as consumer context.) Given the importance of the consumer context to social experiences and interactions, it provides a prime opportunity forstudying these social behaviors.•How consumers think, feel, reason, and the psychology of screening for different items (such as brands, products); • Consumer behavior when they shop or make other marketing decisions;•Limits in consumer knowledge or access to information affect decisions and marketing outcomes;•How can marketers adapt and improve their marketing competitiveness and marketing strategies to attract consumers more efficiently?Bergi gives an official definition of consumer behavior: the process and the activities people perform when they research, select, purchase, use, evaluate, and deal with products and services in order to meet their needs. The behavior occurs in a group or an organization where individuals or individuals appear in this context. Consumer behavior includes using and handling products and studying how products are bought. The use of products is generally of great interest to marketers because it may affect how a product is in the best position or how we can encourage increased consumption.The Nicosia model focuses on the relationship between the company and its potential customers. The company communicates with consumers through its marketing messages or advertisements and consumers' reactions to the information they want to buy. Seeing this pattern, we willfind that companies and consumers are interconnected. Companies want to influence consumers. Consumers influence company decisions through their decisions.Consumer sentiment refers to a unique set of emotional reactions to the use of or eliciting a consumer experience in the product, a unique class or relationship of the emotional experience described and expressed (such as joy, anger and fear), such as the structural dimensions of the emotional category or pleasant/unpleasant, Relax/action, or calm/excited. Goods and services are often accompanied by emotional reactions (such as the fear caused by watching a horror movie). Emotional values are often associated with aesthetic choices (such as religion, reason). However, more material and utilitarian products also seem to have emotional value. For example, some foods cause childhood experiences and feel comfortable with them. Izad (1977) developed a method of emotional experience and introduced basic emotions. He uses ten words to distinguish the basic types of emotions: interest, joy, surprise, sadness, anger, disgust, contempt, fear, shame, and guilt. This method has been widely used by consumer research.In order to implement the interpersonal and personal construction in this framework, we use the concept of self-awareness to express the influence of consumer response on society. Self-awareness is defined as the individual's consistent trend to focus directly on inward or outward.This theory identifies two different types of people with self-consciousness. The open self-conscious person pays special attention to other people's views on their outside. The private self-conscious person pays more attention to their inner thoughts and feelings. In this case, we assume that the reputation of consumption may be different based on sensitivity to other people. This proposal is also consistent with previous research. It shows that people with different personal behaviors depend on their sensitivity to interpersonal influences. Dubois and Dikena emphasized that "we believe that the analysis of the direct relationship between consumers and brands is a key to improving understanding of such a market." This original assumption is that of private or The value of the open superior product comes from the inherent social status of these objects. Many existing studies emphasize the role of the role played in the exchange of information about their owners and social relationships.中文译文社会心理学前沿艾瑞·克鲁格兰斯基，约瑟夫·弗加斯社会心理学的前沿是一个新的领域专用手册系列。
国际贸易对碳排放的影响外文文献翻译中英文
外文文献翻译(含：英文原文及中文译文)英文原文The effects of international trade on Chinese carbon emissionsB Wei ，X Fang ，Y WangAbstractInternational trade is an important impact factor to the carbon emissions of a country. As the rapid development of Chinese foreign trade since its entry into the WTO in 2002, the effects of international trade on carbon emissions of China are more and more significant. Using the recent available input-output tables of China and energy consumption data, this study estimated the effects of Chinese foreign trade on carbon emissions and the changes of the effects by analyzing the emissions embodied in trade between 2002 and 2007. The results showed a more and more significant exporting behavior of embodied carbon emissions in Chinese international trade. From 2002 to 2007, the proportion of net exported emissions and domestic exported emissions in domestic emissions increased from 18.32% to 29.79% and from 23.97% to 34.76%, respectively. In addition, about 22.10% and 32.29% of the total imported emissions were generated in processing trade in 2002 and 2007, respectively, which were imported and later exported emissions. Although, most of the sectors showed a growth trend in imported and exportedemissions, sectors of electrical machinery and communication electronic equipment, chemical industry, and textile were still the biggest emission exporters, the net exported emissions of which were also the largest. For China and other developing countries, technology improvement may be the most favorable and acceptable ways to reduce carbon emissions at present stage. In the future negotiations on emissions reduction, it would be more fair and reasonable to include the carbon emissions embodied in international trade when accounting the total emissions of an economy. Keywords: input-output analysis, carbon emissions, international trade, ChinaIntroductionGlobal warming has been considered an indisputable fact. The main reason is that the warming of the global climate system is due to the continuous increase in the concentration of greenhouse gases in the atmosphere, the result of human activities (IPCC, 2007). In order to avoid the possible negative impact on human society's global warming, a series of measures have been taken to reduce global greenhouse gas emissions to slow down global warming. However, around the CO2 emission reduction and the future allocation of carbon emission rights, the game plays a different interest group.With the development of globalization, the impact on the international trade of the environment is becoming more and moresignificant, including the potential impact of carbon emissions from geographical relocation. Many researchers estimate that it is reflected in international trade in certain countries as well as in the world economy (Wykoff and Rupp, carbon emissions in 1994; Schaefer and Lealdesa, 1996, Machado et al., 2001 Year; Munksgaard, Peder and Sen, 2001; Ahmed and Wykov, 2003; Sanchez-Chóliz and Duarte, 2004; Peters and Hess, 2006, 2008; Mäenpää et al, 2007; Keman et al., 2007). The general conclusion is that in a more open economy, the impact of large foreign trade on the carbon emissions of a country. In addition, all these studies have pointed out that import and export trade cannot ignore a relatively open economy; otherwise, energy and carbon emissions figures may be seriously distorted by this economy (Machado et al., 2001). In terms of total volume, the value of China’s trade surplus increased from US$30.43 billion in 2002 to US$261.83 billion in 2007 (National Bureau of Statistics, 2008). The rapid growth of China’s foreign trade will have a significant effect on China’s carbon emissions.As one of the countries with the highest carbon emissions, China is facing increasing pressure to reduce emissions. However, China is also a big country in international trade. The rapid development of China’s economy has led to steady growth in foreign trade. From 1997 to 2002, China’s total import and export value increased by an average annual growth rate of 14.35%. Since joining the World Trade Organization, theaverage annual growth rate of China’s trade has jumped to 28.64%. From 2002 to 2007, the value of exports compared with 2002, it increased by 2.7 times in 2007 to reach US$1.2177.8 billion. Imports also soared to US$955.95 billion in 2007, which was 2.2 times higher than the 2002 imports. In terms of total volume, the value of China’s trade surplus increased from US$30.43 billion in 2002 to US$261.83 billion in 2007 (National Bureau of Statistics, 2008). The rapid growth of China’s foreign trade will have a significant effect on China’s carbon emissions.However, quantitative assessment of the impact of China's international trade in energy use and carbon emissions has only recently begun. Estimates from the IEA (2007) show that China's domestic production and export of energy-related carbon dioxide emissions account for 34% of total emissions, and if it is used in 2004, the weighted average carbon intensity of commodity countries imported from China is estimated. China's net exports of EM-rich CO2 may be more than 17% of total emissions in 2004 (Levin, 2008). Using a single-area input-output model, Pan et al. (2008) estimated that their production of energy and emissions in 2002 accounted for 16% and 19% of China’s net exports of primary energy consumption, respectively, in 2002. In the input-output analysis, China reported that the discharge volume of pre-grid discharges to the United States accounted for about 5%. Weber et al. (2008), ESTI mating production exported from China's carbon dioxide emissions from1987 to 2005. In 2005, about one-third of China's emissions were due to production exports, and this proportion has risen from 12% in 1987 to 21% in 2002. In developed countries, consumption is driving this trend. Wei et al.'s estimation (2009a) also found that the presence of emissions in China's economy in 2002 reflected significant export behavior; in addition, subsequent exports (processing trade played by EMIS--) were total imports of 20 %the above. In addition, using a multi-area input-output model, Peters and Hewei (2008) also found that export emissions represented 24.4% of China's domestic emissions, and the proportion of imports in 2001 was only 6.6%. A similar study by Atkinson et al. (2009) also shows that China is a net exporter of carbon emissions in international trade. In recent years, using ecological input-output based on physical access programs, MOD-Y eling, Chen and Chen (2010) estimated that in 2007 China's export of carbon dioxide emissions and total energy were respectively 32.31% and 33.65% of total emissions.Both the United States and European countries are major importers of China’s export carbon emissions. Using the economic input-output life cycle assessment software, Ruihe Harris (2006) found that about 7% of China’s carbon dioxide emissions from exports to the United States during the period of 1997-2003 were produced by 14% of the total; the US’s CO2 emissions will At 3%-6%, if increased imports from Chinahave been produced in the United States. AP-walking a similar approach, Lee Hewitt found that bilateral trade between the United Kingdom and China (2008) produced about 4% of CO2 emissions. In 2004, China's CO2 emissions were for the UK market to produce goods and the UK trade decreased. About 11%. Weber et al. (2008) also found that most of China’s recent export emissions went to developed countries, approximately 27% of the United States, 19% of the EU-27, and 14% of the remaining Annex B countries, mainly Japan and Australia. And New Zealand. Recently, Xu et al. (2009) studied the impact of energy consumption and exhaust emissions on the environment. From 2002 to 2007, the use of environmental input-output analysis and adjustment of bilateral trade data reflected trade in the East (from China to the United States). Zhang (2009) has also obtained similar results. Energy and CO2 account for about 12% and 17% of China's energy consumption, and China's CO2 emissions are 8% and 12%, respectively.Although China's international trade is a meaningful research on carbon emissions, further related research is necessary because of the rapid development of China's foreign trade, especially the development of processing trade. According to statistics (National Bureau of Statistics, 2008), the export share of processing trade has been more than 50% of total exports since 1996. In 2002 and 2007, the share of processing trade reached 55.26% and 50.71%, which will be processing trade. Thenecessary distinction between the impact of general trade and China's carbon emissions.Since China's input-output table is only 5 years, we have chosen from 2002 (entry to the WTO) to 2007 (the latest issue), and China's international trade input-output table has impact on carbon emissions with the view of the last requirement of this paper. Influence changes. In addition, we distinguish between domestic processing trade and import investment in the assessment of production processes (import emissions and re-exports), which will help us to further understand the impact of international trade on emissions status. In this study, we tried to answer three questions: 1) What is the net emissions generated by foreign trade in China as a big country's foreign trade? 2) China from 2002 to 2007, International How does trade affect carbon emissions? 3) From 2002 to 2007, which departments were the major emitters of China's import and export trade and their roles?Uncertainty in the calculation of carbon emissionsThe calculation of emissions from China's trade reflects a certain degree of uncertainty. One is that the input-output analysis itself has many inherent uncertainties (more discussion in Lenzen, 2001). Based on an input-output table for China's single region, it allows us to obtain a relatively accurate assessment of the emissions that are reflected in China's exports, but this error may be more pronounced when estimatingthe emissions of goods and services exported to China. (Lenzen , 2001; Lenzen et al., 2004). Another important factor of uncertainty is that the calculations come from different regions, which may underestimate the method of importing the carbon intensity factor that is reflected in the import of larger proportion of finished product producing countries and tertiary industries, and the smaller proportion of secondary industries. In addition, the method of pro-grade introduction of the column will inevitably result in some errors in order to obtain a matrix from the inlet of the original import and export table.At present, for reasons of data availability, we cannot fully quantify the accuracy of our calculations, but preliminary estimates suggest that the use of more accurate data results from research will not significantly change the conclusions of this analysis. These restrictions will be improved through the use of multi-zone import and export tables and out-of-zone more detailed industry carbon intensity and sector-to-sector production processes in the future for detailed analysis.Understand the impact of international trade on carbon emissions in ChinaFrom 2002 to 2007, the impact of foreign trade on China’s carbon emissions has greatly expanded. It may be largely related to two factors. The first is the coal-based energy consumption structure. The secondary industry-based production structure will maintain high domestic energyintensity. In 2002, the coal consumption exchange was only 66.3% of the total energy consumption. The 44.8% of China's gross domestic product (GDP) is due to the secondary industry in 2002 (National Bureau of Statistics, 2008). In 2007, related stock prices rose as high as 69.5% and 48.6%, respectively, which will lead to the fact that the unit exports are higher than the carbon emissions reflected in unit imports. The second factor, which may be a more important factor, is the rapid growth of export trade. From 2002 to 2007, China’s exports increased by 246.80%, while imports increased by 199.97% (National Bureau of Statistics, 2008). Export growth is significantly higher than imports, which may lead to a sharp increase in net exports. Decomposition analysis using input and output structures, Liu et al. (2010) also found that the total export expansion of export and energy-intensive products tends to expand, reflecting the export of energy from 1992 to 2005, but the improvement and change of energy efficiency in the primary energy consumption structure can offset part of the impact on export energy. The above driving force is implemented.Although, based on the coal-based energy consumption structure, the carbon dioxide emissions produced by the secondary industry-based production structure, the more important role, it may be difficult for China to adjust because of its endowment characteristics, and in a very short time Its structural characteristics and its current economicdevelop ment stage. In addition, the expansion of China’s foreign trade, including the expansion of the trade surplus, is mainly the result of the market economy’s maximizing its comparative advantage. The development-replacement of China's economy not only provided many of the world's goods and services, but also reduced the nation's production-based relative costs in developed countries. China’s foreign trade has always played an important role in the development of the world economy, due to its huge market, stable government system and abundant cheap labor. Therefore, it can be argued that at the current stage, for China's better methods to reduce the impact of international trade on national or global CO2 emissions should be to improve its production technology, reduce the intensity of energy consumption as a whole, not only to control China The amount of foreign trade. In addition, the imported goods from China should take part in China's carbon emission responsibilities, because the CON-consumer demand of foreign consumers has generated a large amount of China's carbon emissions, especially for consumers in developed countries.ConclusionDespite some uncertainties in this study, most areas produced from the details of the data, we can conclude that international trade has a significant impact on China's carbon emissions, and changed the impact of time on going. Compared with 2002 emissions, domestic exportemissions in 2007 increased from 267.07 MTC to 718.31 MTC, with a speed increase of over 160%; net exports also increased correspondingly, from 204.08 MTC up to 615.65 MTC, over 200% growth rate Now. From 23.97% in 2002, the share of domestic emissions from domestic emissions jumped to 34.76% in 2007. The share of pre-net transplants that exceeded domestic emissions also rose from 18.32% in 2002 to 29.79% in 2007. The results show that more and more significant net export behaviors of implied carbon emissions exist in China's economy and processing trade have more and more significant effects on carbon emissions.Regardless of the emissions of imported emissions or exports, most industries showed a growth trend in 2007. Compared with 2002, emissions although the sectoral emissions have changed for the entire economy from 2002 to 2002, The impact, of which the largest percentage of imported major department or China's export emissions remain unchanged. The largest import emissions (all or actual imports) come from the industries of electrical machinery and communications electronics, chemicals, smelting and rolling plus metals. Electrical machinery and communications electronics equipment, chemicals, textiles and other sectors are the largest emitters of exports, net exports of which are also the largest. Technological progress may be the most favorable and acceptable way for China and other developing countries toreduce their carbon emissions. Considering that the world’s largest carbon emissions and the recent increase in emissions are in developing countries, the historical responsibility for the current responsibilities, developed countries should also take more efforts to help developing countries reduce their carbon emissions. Economic growth through technical assistance And financial support. In the car's list of future emissions reductions, which include the total economic output, the carbon emissions reflected in international trade will be fair and reasonable.中文译文国际贸易对中国碳排放的影响: 一份具有经验性的分析作者：B Wei ，X Fang ，Y Wang摘要国际贸易是一个国家碳排放量重要的影响因素,自2002年加入世贸组织,中国对外贸易的快速发展对碳排放的影响越来越显著。
旅游文献资料中英文外文翻译
旅游文章Passage One天下绝景气吞云梦——黄鹤楼The Imposing Yellow Crane Tower黄鹤楼雄踞长江之滨，蛇山之首，背倚万户林立的武昌城，面临汹涌浩荡的扬子江，相对古雅清俊晴川阁，登上黄鹤楼，武汉三镇的旖旎风光历历在目，辽阔神州的锦绣山河也遥遥在望。
由于这独特的地理位置，以及前人流传至今的诗词、文赋、楹联、匾额、摩岩石刻和民间故事，使黄鹤楼成为山川与人文景观相互倚重的文化名楼，与湖南岳阳楼、江西滕王阁并称为“江南三大名楼”，素来享有“天下绝景”和“天下江山第一楼”的美誉。
Located on the top of Snake Hill, the Yellow Crane Tower stands against Wuchang, faces the vast Yangtze River and the elegant Qingchuan Pavilion. Ascending the tower, you can enjoy the beautiful scenery of Wuhan. Thanks to its unique geological location, and the poems, prose, couplets and folk stories, the Yellow Crane Tower is reputed as one of the “three famous towers south of the Yangtze River”. It enjoys such titles as “best scenery under heaven” and “the first tower under heaven”.关于黄鹤楼因何而建，流传下来很多的传说，这就更给黄鹤楼增加了几分神秘色彩，引得无数人景仰。
传说一：一千多年前，有位姓辛的老人在蛇山上开了酒店，常客中有一道士，回回喝酒不买酒菜，只用随身带着的水果下酒。
外文翻译及中文译文
车床用于车外圆、端面和镗孔等加工的机床称作车床。
车削很少在其他种类的机床上进行，因为其他机床都不能像车床那样方便地进行车削加工。
由于车床除了用于车外圆还能用于镗孔、车端面、钻孔和铰孔，车床的多功能性可以使工件在一次定位安装中完成多种加工。
这就是在生产中普遍使用各种车床比其他种类的机床都要多的原因。
两千多年前就已经有了车床。
现代车床可以追溯到大约1797年，那时亨利•莫德斯利发明了一种具有把主轴和丝杆的车床。
这种车床可以控制工具的机械进给。
这位聪明的英国人还发明了一种把主轴和丝杆相连接的变速装置，这样就可以切削螺纹。
车床的主要部件：床身、主轴箱组件、尾架组件、拖板组、变速齿轮箱、丝杆和光杆。
床身是车床的基础件。
它通常是由经过充分正火或时效处理的灰铸铁或者球墨铸铁制成，它是一个坚固的刚性框架，所有其他主要部件都安装在床身上。
通常在球墨铸铁制成，它是一个坚固的刚性框架，所有其他主要部件都安装在床身上。
通常在床身上面有内外两组平行的导轨。
一些制造厂生产的四个导轨都采用倒“V”，而另一些制造厂则将倒“V”形导轨和平面导轨结合。
由于其他的部件要安装在导轨上并（或）在导轨上移动，导轨要经过精密加工，以保证其装配精度。
同样地，在操作中应该小心，以避免损伤导轨。
导轨上的任何误差，常常会使整个机床的精度遭到破坏。
大多数现代车床的导轨要进行表面淬火处理。
以减少磨损和擦伤，具有更大的耐磨性。
主轴箱安装在床身一端内导轨的固定位置上。
它提供动力。
使工件在各种速度下旋转。
它基本上由一个安装在精密轴承中的空心轴和一系列变速齿轮---类似于卡车变速箱所组成，通过变速齿轮，主轴可以在许多中转速的旋转。
大多数车床有8～18中转速，一般按等比级数排列。
在现代车床上只需扳动2～4个手柄，就能得到全部挡位的转速。
目前发展的趋势是通过电气的或机械的装置进行无级变速。
由于车床的精度在很大程度上取决于主轴，因此主轴的结构尺寸较大，通常安装在紧密配合的重型圆锤滚子轴承或球轴承中。
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运作整合
供应链协作的首要问题是提高运作整合的程度。
供应链协作课达到的好处，直接关系到捕捉效率之间的职能的企业，以及全国的企业，构成了国内或国际供应链。
本章重点阐述的挑战，一体化管理，由研究为什么一体化创造价值，并通过详列的挑战，双方的企业集成和供应链整合。
必不可少的供应链流程是确定的。
注意的是，然后向信息技术提供，以方便集成化供应链规划。
本章最后审查了定价。
在最后的分析，定价的做法和政府是至关重要的供应链的连续性。
为什么整合创造价值
基本的优点与挑战的综合管理介绍了在第1章。
进一步解释整合管理的重要性，有用的指出客户都至少有三个角度的价值。
传统的角度来看，价值是经济价值。
第二个价值的角度来看，是市场价值。
实现双方经济和市场价值是很重要的客户。
然而，越来越多的企业认识到商业上的成功也取决于第三个角度来看，价值，被称为关联性。
物流一体化目标
为实现物流一体化的供应链背景下，6个业务目标必须同时取得：（ 1 ）响应，（ 2 ）差额减少，（ 3 ）库存减少，（ 4 ）托运巩固，（ 5 ）质量，（ 6 ）生命周期支持。
的相对重要性，每个直接关系到公司的物流战略。
响应
一公司的工作能力，以满足客户的要求，及时被称为反应。
作为一再指出，信息技术是促进反应为基础的战略，允许业务的承诺被推迟到最后可能时间，其次是加速投放。
实施对应策略服务，以减少库存承诺或部署在预期客户的需求。
响应服务转向业务重点从预测未来的需求，以容纳顾客对快速订单到出货的基础上。
理想的情况是，在一个负责任的系统中，库存是没有部署，直到客户承诺。
支持这样的承诺，公司必须有物流的属性，库存的可用性和及时交付，一旦客户订单收到。
差异减少
所有经营领域的物流系统很容易受到差额。
方差结果从未能履行任何预期的层面后勤业务不如预期。
举例来说，毫不拖延地在客户订单处理，意想不到的干扰，以便选择，抵港货物损坏，在客户的位置，和/或未能提供在适当的位置上的时间，所有创造无计划的差异，在订单到交货周期。
一个共同的解决办法，以保障对不利的差异是使用库存安全库存，以缓冲行动。
这亦是共同使用的首选运输，以克服意想不到的差异延误交货计划。
这种做法，鉴于其相关的成本高，可以尽量减少使用资讯科技，以维持积极的物流控制。
向程度的差异是最小化，物流的生产力将提高。
因此，差异减少，消除系统中断，是一个基本的目标，综合物流管理。
库存减少
要达到的目标，库存减少，一个综合物流系统必须控制资产的承诺，并把速度。
资产的承诺，是财政的价值部署清单。
把速度，反映了利率，这是充实库存随着时间的推移。
高转率，再加上预期的库存供货，平均资产用于库存正在迅速而有效利用，这就是整体资产承诺支持一个综合运作减至最低。
库存能够而且确实方便可取的好处这是很重要的要请记住。
库存是至关重要的实现规模经济，在制造业和采购。
目的是要减少和管理存货，以尽可能最低的水平，同时实现整体供应链绩效的目标。
联合运输
其中最重要的物流费用是运输。
每个物流美元超过60美分是用于交通运输。
运输成本是直接关系到产品的类型，大小，装运，和运动距离。
许多物流系统功能的实现直接依赖于高的速度，小货件的运输，这是成本高昂。
一个制度的目的是要实现装运巩固在努力降低运输成本。
作为一般规则，规模较大的货物的距离，这是运输，降低成本是每单位。
巩固需要的创新项目结合起来，小装运及时的综合运动。
这种程序需要的多种形式的协调，因为他们超越供应链。
成功的电子商贸实现直接到消费者需要创新的方法来实现有效的巩固。
质量
一个最主要的的业务目标是持续质量改进。
全面质量管理（TQM ）是一个重大举措，全国大部分地区层面的行业。
方面的质量进行了讨论，在第3章和第4条。
如果一个产品变得有缺陷，或者如果服务承诺没有保存，如果没有任何价值，可以补充，由物流过程。
后勤费用，一旦支出，不能扭转或收回。
事实上，当产品质量失败后，客户交付和更换是必要的，物流费用的迅速累积。
除了最初的物流成本，产品必须归还和更换。
这种无计划的变动通常费用多于原来的分布。
基于这个原因，承诺零缺损订单到交货的表现是一个重大的目标，领先的物流。
物流本身是下有挑战性的条件。
的困难，实现零的缺陷物流是放大的事实，即物流业务通常是执行全国广大的地理区域，在所有的时候，一天一夜，并没有直接的监督。
生命周期支持
一体化设计的最后目标是生命周期的支持。
少数项目是出售一些保证，该产品将演出广告。
在某些情况下，最初的增值存货流，以客户必须予以扭转。
产品的回报是常见的是由于越来越严格的质量标准，产品到期约会，并负责危险的后果。
逆向物流的结果也从越来越多的法律，鼓励回收饮料容器和包装材料。
显着的一点关于逆向物流是需要维持的最高控制时，一个潜在的健康不存在赔偿责任，如被污染的产品。
业务的要求，逆向物流范围从最低的总外套，如返回瓶，以作循环再造，最大限度地控制局势中，涉及有缺陷的产品。
公司设计高效率的逆向物流往往是能够回收价值，减少数量的产品，否则可能被取消或出售在一定的折扣。
健全的综合战略，不能制定没有仔细审查扭转的物流需求。
对一些产品，如复印设备，最初的利润，关键在出售的用品和售后的服务，以维持产品。
生命周期支持的重要性是显着不同的情况，其中大部分的利润，实现在售后市场。
企业营销的耐用消费品的消费者或工业设备，致力于生命周期的支持，构成了灵活的和要求的营销机会，以及作为其中一个最大的成本，物流业务。
生命周期支持，需要从摇篮到摇篮物流。
从摇篮到摇篮的后勤支援超越逆向物流及循环再造，以包括的可能性售后的服务，产品召回，以及产品的处置。
企业集成
基层的整合是内部运作的个别公司。
经验不足的管理人员，一体化下的职能管理控制，一个企业可能会出现容易做到。
在实践中，一些最具挑战性的整合问题涉及跨职能的贸易帐在一个特定的公司。
正如前面所指出的，在讨论系统的分析，管理功能是作为大多数企业深深植根最佳做法。