Performance Modeling and Evaluation of MPI-IO on a Cluster
Modeling,Simulat...

Book reviewModeling,Simulation,and Control of Flexible Manufacturing Systems ±A Petri Net Approach;Meng Chu Zhou;Kurapati Venkatesh;Yushun Fan;World Scienti®c,Singapore,19991.IntroductionA ¯exible manufacturing system (FMS)is an automated,mid-volume,mid-va-riety,central computer-controlled manufacturing system.It can be used to produce a variety of products with virtually no time lost for changeover from one product to the next.FMS is a capital-investment intensive and complex system.In order to get the best economic bene®ts,the design,implementation and operation of FMS should be carefully made.A lot of researches have been done regarding the modeling,simulation,scheduling and control of FMS [1±6].From time to time,Petri net (PN)method has also been used as a tool by di erent researcher in studying the problems regarding the modeling,simulation,scheduling and control of FMS.A lot of papers and books have been published in this area [7±14].``Modeling,Simulation,and Control of Flexible Manufacturing Systems ±A PN Approach''is a new book written by Zhou and Venkatesh which is focused on studying FMS using PN as a systematic method and integrated tool.The book's contents can be classi®ed into four parts.The four parts are introduction part (Chapter 1to Chapter 4),PNs application part (Chapter 5to Chapter 8),new research results part (Chapter 9to Chapter 13),and future development trend part (Chapter 14).In the introduction part,the background,motivation and objectives of the book are described in Chapter 1.The brief history of manufacturing systems and PNs is also presented in Chapter 1.The basic de®nitions and problems in FMS design and implementation are introduced in Chapter 2.The authors divide FMS related problems into two major areas ±managerial and technical.In Chapter 4,basic de®nitions,properties,and analysis techniques of PNs are presented,Chapter 4can be used as the fundamentals of PNs for those who are not familiar with PN method.In Chapter 3,the authors presented their approach to studying FMS related prob-lems,the approach uses PNs as an integrated tool and methodology in FMS design and implementation.In Chapter 3,various applications in modeling,analysis,sim-ulation,performance evaluation,discrete event control,planning and scheduling of FMS using PNs are presented.Through reading the introduction part,the readers can obtain basic concepts and methods about FMS and PNs.The readers can also get a clear picture about the relationshipbetween FMS and PNs.Mechatronics 11(2001)947±9500957-4158/01/$-see front matter Ó2001Elsevier Science Ltd.All rights reserved.PII:S 0957-4158(00)00057-X948Book review/Mechatronics11(2001)947±950The second part of the book is about PNs applications.In this part,various applications of using PNs in solving FMS related problems are introduced.FMS modeling is the basis for simulation,analysis,planning and scheduling.In Chapter5, after introduction of several kinds of PNs,a general modeling method of FMS using PNs is given.The systematic bottom-up and top-down modeling method is pre-sented.The presented method is demonstrated by modeling a real FMS cell in New Jersey Institute of Technology.The application of PNs in FMS performance analysis is introduced in Chapter 6.The stochastic PNs and the time distributions are introduced in this Chapter. The analysis of a¯exible workstation performance using the PN tool called SPNP developed at Duke University is given in Section6.4.In Chapter7,the procedures and steps involved for discrete event simulation using PNs are discussed.The use of various modeling techniques such as queuing network models,state-transition models,high-level PNs,object-oriented models for simulations are brie¯y explained.A software package that is used to simulate PN models is introduced.Several CASE tools for PNs simulations are brie¯y intro-duced.In Chapter8,PNs application in studying the di erent e ects between push and pull paradigms is shown.The presented application method is useful for the selection of suitable management paradigm for manufacturing systems.A manufacturing system is modeled considering both push and pull paradigms in Section8.3which is used as a practical example.The general procedures for performance evaluation of FMS with pull paradigm are given in Section8.4.The third part of the book is mainly the research results of the authors in the area of PNs applications.In Chapter9,an augmented-timed PN is put forward. The proposed method is used to model the manufacturing systems with break-down handling.It is demonstrated using a¯exible assembly system in Section9.3. In Chapter10,a new class of PNs called Real-time PN is proposed.The pro-posed PN method is used to model and control the discrete event control sys-tems.The comparison of the proposed method and ladder logic diagrams is given in Chapter11.Due to the signi®cant advantages of Object-oriented method,it has been used in PNs to de®ne a new kind of PNs.In Chapter12,the authors propose an Object-oriented design methodology for the development of FMS control software.The OMT and PNs are integrated in order to developreusable, modi®able,and extendible control software.The proposed methodology is used in a FMS.The OMT is used to®nd the static relationshipamong di erent objects.The PN models are formulated to study the performance of the FMS.In Chapter12,the scheduling methods of FMS using PNs are introduced.Some examples are presented for automated manufacturing system and semiconductor test facility.In the last Chapter,the future research directions of PNs are pointed out.The contents include CASE tool environment,scheduling of large production system,su-pervisory control,multi-lifecycle engineering and benchmark studies.Book review/Mechatronics11(2001)947±950949 mentsAs a monograph in PNs and its applications in FMS,the book is abundant in contents.Besides the rich knowledge of PNs,the book covers almost every aspects regarding FMS design and analysis,such as modeling,simulation,performance evaluation,planning and scheduling,break down handling,real-time control,con-trol software development,etc.So,the reader can obtain much knowledge in PN, FMS,discrete event system control,system simulation,scheduling,as well as in software development.The book is a very good book in the combinations of PNs theory and prac-tical applications.Throughout the book,the integrated style is demonstrated.It is very well suited for the graduate students and beginners who are interested in using PN methods in studying their speci®c problems.The book is especially suited for the researchers working in the areas of FMS,CIMS,advanced man-ufacturing technologies.The feedback messages from our graduate students show that compared with other books about PNs,this book is more interested and easy to learn.It is easy to get a clear picture about what is PNs method and how it can be used in the FMS design and analysis.So,the book is a very good textbook for the graduate students whose majors are manufacturing systems, industrial engineering,factory automation,enterprise management,and computer applications.Both PNs and FMS are complex and research intensive areas.Due to the deep understanding for PNs,FMS,and the writing skills of the authors,the book has good advantages in describing complex problems and theories in a very easy read and understandable fashion.The easy understanding and abundant contents enable the book to be a good reference book both for the students and researchers. Through reading the book,the readers can also learn the new research results in PNs and its applications in FMS that do not contained in other books.Because the most new results given in the book are the study achievements of the authors,the readers can better know not only the results,but also the background,history,and research methodology of the related areas.This would helpthe researchers who are going to do the study to know the state-of-art of relevant areas,thus the researchers can begin the study in less preparing time and to get new results more earlier.As compared to other books,the organization of the book is very application oriented.The aims are to present new research results in FMS applications using PNs method,the organization of the book is cohesive to the topics.A lot of live examples have reinforced the presented methods.These advantages make the book to be a very good practical guide for the students and beginners to start their re-search in the related areas.The history and reference of related research given in this book provides the reader a good way to better know PNs methods and its applications in FMS.It is especially suited for the Ph.D.candidates who are determined to choose PNs as their thesis topics.950Book review/Mechatronics11(2001)947±9503.ConclusionsDue to the signi®cant importance of PNs and its applications,PNs have become a common background and basic method for the students and researchers to do re-search in modeling,planning and scheduling,performance analysis,discrete event system control,and shop-¯oor control software development.The book under re-view provides us a good approach to learn as well as to begin the research in PNs and its application in manufacturing systems.The integrated and application oriented style of book enables the book to be a very good book both for graduate students and researchers.The easy understanding and step-by-step deeper introduction of the contents makes it to be a good textbook for the graduate students.It is suited to the graduated students whose majors are manufacturing system,industrial engineering, enterprise management,computer application,and automation.References[1]Talavage J,Hannam RG.Flexible manufacturing systems in practice:application,design,andsimulation.New York:Marcel Dekker Inc.;1988.[2]Tetzla UAW.Optimal design of¯exible manufacturing systems.New York:Springer;1990.[3]Jha NK,editor.Handbook of¯exible manufacturing systems.San Diego:Academic Press,1991.[4]Carrie C.Simulation of manufacturing.New York:John Wiley&Sons;1988.[5]Gupta YP,Goyal S.Flexibility of manufacturing systems:concepts and measurements.EuropeanJournal of Operational Research1989;43:119±35.[6]Carter MF.Designing¯exibility into automated manufacturing systems.In:Stecke KE,Suri R,editors.Proceedings of the Second ORSA/TIMS Conference on FMS:Operations Research Models and Applications.New York:Elsevier;1986.p.107±18.[7]David R,Alla H.Petri nets and grafcet.New York:Prentice Hall;1992.[8]Zhou MC,DiCesare F.Petri net synthesis for discrete event control of manufacturing systems.Norwell,MA:Kluwer Academic Publishers;1993.[9]Desrochers AA,Al-Jaar RY.Applications of petri nets in manufacturing systems.New York:IEEEPress;1995.[10]Zhou MC,editor.Petri nets in¯exible and agile automation.Boston:Kluwer Academic Publishers,1995.[11]Lin C.Stochastic petri nets and system performance evaluations.Beijing:Tsinghua University Press;1999.[12]Peterson JL.Petri net theory and the modeling of systems.Englewood Cli s,NJ:Prentice-Hall;1981.[13]Resig W.Petri nets.New York:Springer;1985.[14]Jensen K.Coloured Petri Nets.Berlin:Springer;1992.Yushun FanDepartment of Automation,Tsinghua UniversityBeijing100084,People's Republic of ChinaE-mail address:*****************。
EFQM_Model_欧洲质量管理模型

Introducing the EFQM Excellence Model 2010IntroductionAgenda for TodayWhy change the Model?Drivers of change The Core Team The ProcessIntroduction the EFQM Excellence Model 2010Fundamental Concepts of Excellence Criteria and Criterion Parts RADAR and ScoringImplementing the EFQM Excellence Model 2010EFQM Excellence Award 2010 Assessor Training Implementation Guides Self-AssessmentOngoing Review and Update ProcessDrivers of ChangeKey Drivers of ChangeFeedback from EFQM Member Survey (Apr-09) Recognition of strong and emerging trends, such as innovation, risk management and sustainability Feedback from the National Partners, Assessors and Training Faculty Feedback from EU on improving the relevance and visibility of the ModelThe Core Team should:Represent the key stakeholders of EFQM, including key members, public sector, National Partners, assessor and training communities Seek addition feedback and input from academia and relevant EU departments Complete the review for launch at EFQM Forum 2009The revised version of the Model must retain:The “9 box” Model 8 Fundamental Concepts RADAR scoringEFQM Board of Governors requested review (May-09)The Core TeamEFQM Assessor NetworkChristian Forstner, Andre Van Der GeestPublic SectorMarie Lindsay, Jacques PhilippaertsKey MembersMatt FisherEFQM TrainersChris Hakes, Geoff CarterEFQM National PartnersAndre Moll, Andreas RedlingEFQMPierre Cachet, Herve LegenvreReview ProcessEFQMAppoint “Core Team”Core TeamIdentify “Working Group” Request input on key themes Consolidate inputsWorking GroupsProvide input on key themes3 year cycle Identify “key themes” Review Concepts and RADAR Develop 1st Draft Model Develop design template Develop 2nd Draft Model Approve design template Print & distribute Approve final document Review & comment Review & comment Review & comment Review & commentDesign PrinciplesModel should be generic and applicable to all organisations Wording simplified and relevant to all sectors Focus on including emerging trends and topics Language targeted to managers Concepts are action oriented Fundamental Concepts integrated into the Criterion Parts and RADAR Build on the work done in 2005 on reviewing the Fundamental Concepts7If you want to ask questions…At the end of each section, there will be the opportunity to ask questions. If you want to ask a question about the section you’ve just seen, put up your hand and someone will bring a microphone. There will be also time for more general questions at the end of the meeting. After the meeting, you can email us at info@Introducing the EFQM Excellence Model 2010The Fundamental Concepts of ExcellenceAchieving Balanced ResultsDefinitionExcellent organisations meet their Mission and progress towards their Vision through planning and achieving a balanced set of results that meet both the short and long term needs of their stakeholders and, where relevant, exceed them.Key ChangeFocus is now on developing the key set of results required to monitor progress against the vision, mission and strategy, enabling leaders to make effective and timely decisions.11Adding Value for CustomersDefinitionExcellent organisations know that customers are their primary reason for being and strive to innovate and create value for them by understanding and anticipating their needs and expectations.Key ChangeFocus is now on clearly defining and communicating the value proposition and actively engaging customers in the product and service design processes.12Leading with Vision, Inspiration & IntegrityDefinitionExcellent organisations have leaders who shape the future and make it happen, acting as role models for its values and ethics.Key ChangeThe concept is now more dynamic, focusing on the ability of leaders to adapt, react and gain the commitment of all stakeholders to ensure the ongoing success of the organisation.13Managing by ProcessesDefinitionExcellent organisations are managed through structured and strategically aligned processes using fact-based decision making to create balanced and sustained results.Key ChangeThe focus is now on how the processes are designed to deliver the strategy, with end to end management beyond the “classic” boundaries of the organisation.14Succeeding through PeopleDefinitionExcellent organisations value their people and create a culture of empowerment for the balanced achievement of organisational and personal goals.Key ChangeThe focus is now on creating a balance between the strategic needs of the organisation and the personal expectations and aspirations of the people to gain their commitment and engagement.15Nurturing Creativity & InnovationDefinitionExcellent organisations generate increased value and levels of performance through continual and systematic innovation by harnessing the creativity of their stakeholders.Key ChangeThe concept now recognises the need to develop and engage with networks and the need to engage all stakeholders as potential sources of creativity and innovation.16Building PartnershipsDefinitionExcellent organisations seek, develop and maintain trusting relationships with various partners to ensure mutual success. These partnerships may be formed with customers, society, key suppliers, educational bodies or Non-Governmental Organisations (NGO).Key ChangeThe concept has been extended to include partnerships beyond the supply chain and recognises that these should be based on sustainable mutual benefits to succeed.17Taking Responsibility for a Sustainable FutureDefinitionExcellent organisations embed within their culture an ethical mindset, clear values and the highest standards for organisational behaviour, all of which enable them to strive for economic, social and ecological sustainability.Key ChangesThe concept now focuses on actively taking responsibility for the organisation’s conduct and activities and managing it’s impact on the wider community.18Questions?EFQM Excellence Model 2010 EnablersThe ModelChanges to TitlesPolicy & Strategy becomes StrategyThe feedback indicated confusion regarding the definition of the word “policy”, especially in the public sector, where policy is often set by political bodies outside the organisation. It was agreed that “Strategy” is a term that everyone understands.Processes becomes Processes, Products and ServicesOver the previous reviews of the Model, the content of this criterion evolved to become increasingly focused on the customer, although the title remained “Processes”. The change now reflects the content of the criterion.Key Performance Results becomes Key ResultsThe change to the name and the underlying definitions focus this criterion on “achieving what is aimed for in the organisation’s strategy”..1. LeadershipDefinition Excellent organisations have leaders who shape the future and make it happen, acting as role models for its values and ethics and inspiring trust at all times. They are flexible, enabling the organisation to anticipate and react in a timely manner to ensure the ongoing success of the organisation.1a. Leaders develop the mission, vision, values and ethics and act as role models 1b. Leaders define, monitor, review and drive the improvement of the organisation’s management system and performance. 1c. Leaders engage with external stakeholders 1d. Leaders reinforce a culture of excellence with the organisation’s people 1e. Leaders ensure that the organisation is flexible and manages change effectivelyExample of Mapping Concepts to Criteria1a. Leaders develop the mission, vision, values and ethics and act as role modelsSet and communicate a clear direction and strategic focus; they unite their people in sharing and achieving the organisation’s core purpose and objectives – Leading with Vision Inspiration & Integrity Secure the future of the organisation by defining and communicating a core purpose that provides the basis for their overall Vision, values, ethics and corporate behaviour – Taking Responsibility for a Sustainable Future Champion the organisation’s values and are role models for integrity, social responsibility and ethical behaviour, both internally and externally. – Leading with Vision Inspiration & Integrity Foster organisational development through shared values, accountability, ethics and a culture of trust and openness. - Succeeding through People Ensure their people act with integrity and adopt the highest standards of ethical behaviour. – Taking Responsibility for a Sustainable Future Develop a shared leadership culture for the organisation and review and improve the effectiveness of personal leadership behaviours.- adapted from 2003 Model1. LeadershipDefinition Excellent organisations have leaders who shape the future and make it happen, acting as role models for its values and ethics and inspiring trust at all times. They are flexible, enabling the organisation to anticipate and react in a timely manner to ensure the ongoing success of the organisation.1a. Leaders develop the mission, vision, values and ethics and act as role models 1b. Leaders define, monitor, review and drive the improvement of the organisation’s management system and performance. 1c. Leaders engage with customers, partners and representatives of society 1d. Leaders reinforce a culture of excellence with the organisation’s people 1e. Leaders ensure that the organisation is flexible and manages change effectively2. StrategyDefinition Excellent organisations implement their mission and vision by developing a stakeholder focused strategy. Policies, plans, objectives and processes are developed and deployed to deliver the strategy.2a. Strategy is based on understanding the needs and expectations of both stakeholders and the external environment 2b. Strategy is based on understanding internal performance and capabilities 2c. Strategy and supporting policies are developed, reviewed and updated to ensure economic, societal and ecological sustainability 2d. Strategy and supporting policies are communicated and deployed through plans, processes and objectives3. PeopleDefinition Excellent organisations value their people and create a culture that allows the mutually beneficial achievement of organisational and personal goals. They develop the capabilities of their people and promote fairness and equality. They care for, communicate, reward and recognise, in a way that motivates people, builds commitment and enables them to use their skills and knowledge for the benefit of the organisation.3a. People plans support the organisation’s strategy 3b. People’s knowledge and capabilities are developed 3c. People are aligned, involved and empowered 3d. People communicate effectively throughout the organisation 3e. People are rewarded, recognised and cared for4. Partnerships & ResourcesDefinition Excellent organisations plan and manage external partnerships, suppliers and internal resources in order to support strategy and policies and the effective operation of processes.4a. Partners and suppliers are managed for sustainable benefit 4b. Finances are managed to secure sustained success 4c. Buildings, equipment, materials and natural resources are managed in a sustainable way 4d. Technology is managed to support the delivery of strategy 4e. Information and knowledge are managed to support effective decision making and to build the organisational capability5. Processes, Products & ServicesDefinition Excellent organisations design, manage and improve processes to generate increasing value for customers and other stakeholders.5a. Processes are designed and managed to optimise stakeholder value 5b. Products and Services are developed to create optimum value for customers 5c. Products and Services are effectively promoted and marketed 5d. Products and Services are produced, delivered and managed 5e. Customer relationships are managed and enhancedEFQM Excellence Model 2010 ResultsThe ModelChanges to ResultsAll now have the same definition, which is aligned to RADAR Defines “key focus areas” rather than a long list of “possible measures” Criterion 9 is now split as:9a: Key Strategic Outcomes, focusing on what is achieved compared to what was stated in the strategy 9b: Key Performance Indicators, focusing on leading indicators used to predict the strategic outcomesClarifies the scope of Criterion 8, with clear alignment to the strategies adopted by the organisationExample: 6. Customer ResultsDefinition Excellent organisations:Develop and agree a set of performance indicators and related outcomes to determine the successful deployment of their strategy and supporting policies, based on the needs and expectations of their customers. Set clear targets for Key Results based on the needs and expectations of their customers, in line with their chosen strategy. Demonstrate positive or sustained good Customer Results over at least 3 years. Clearly understand the underlying reasons and drivers of observed trends and the impact these results will have on other performance indicators and related outcomes. Anticipate future performance and results. Understand how the Key Results they achieve compare to similar organisations and use this data, where relevant, for target setting. Segment results to understand the experience, needs and expectations of specific customer groups.Example: 6a. PerceptionsThese are the customers’ perceptions of the organisation. They may be obtained from a number of sources, including customer surveys, focus groups, vendor ratings, compliments and complaints. These perceptions should give a clear understanding of the effectiveness, from the customer’s perspective, of the deployment and execution of the organisation’s customer strategy and supporting policies and processes. Depending on the purpose of the organisation, measures may focus on:Reputation and image Product and service value Product and service delivery Customer service, relationship and support Customer loyalty and engagementExample: 6b. Performance IndicatiorsThese are the internal measures used by the organisation in order to monitor, understand, predict and improve the performance of the organisation and to predict their impact on the perceptions of its external customers. These indicators should give a clear understanding of the efficiency and effectiveness of the deployment and execution of the organisation’s customer strategy and supporting policies and processes. Depending on the purpose of the organisation, measures may focus on:Products and services delivery Customer service, relationships and support Complaints and compliments External recognitionQuestions?RADAR & ScoringWhat feedback did we focus on:Measure and act upon what matters (not everything!)Define key results…Move towards more balance for StakeholdersChanged weightingsSustainability demands a forward view.Its not just about the past 3 years. Seek evidence to give confidence that the organisation believes performance will continue in the futureSpeed and flexibility are important (It’s an ever more uncertain world…)Strengthened attributesCreativity and innovation are of increasing importanceAdded attributes38Results: Relevance and usability Scope Integrity Segmentation Performance Trends Targets Comparisons CausesApproach: Sound IntegratedDeployment: Implemented Systematic Assess & Refine: Measurement Learning & Creativity Innovation & ImprovementKey Changes: Enablers1. Seek embedding of refinements over time2. Deploy with a flexibility to manage changes in environment and re-deploy if needed3. Measure both “Efficiency” and “Effectiveness”4. Use creativity to generate new / changed approaches and evaluate, prioritise and use the outcomes40Key Changes: Results1. “Relevance and Usability” comes first with focus on: -”scope/relevance” -’Integrity” - “segmentation”2. A focus on “key” results is added.3. “Targets” and the “Comparisons” judgements will focus on Key Results4. Assessors will seek evidence to understand if the organisation has confidence that performance will be sustained41Balancing the WeightingsPeople 9% 10%People Results 9% 10%Leadership 10%Policy & Strategy Strategy 10% 8%Processes, Processes Products & 14% Services 10%Customer Results 20% 15%Key Performance Key Results Results 15% 15%Partnerships & Resources 9% 10%Society Results 6% 10%Split between 8a & 8b is now 50/50Questions?Summary of Key ChangesThe EFQM Excellence Model2010Summary of Key ChangesFundamental Concepts now full integrated with the 9 criteriaBullets from Fundamental Concepts for the basis of the bullets in the relevant criterion parts Language simplified, number of “may include” bullets reduced and now focus on what excellent organisations do in practiceConcepts incorporated or emphasised include;Creativity and Innovation, Sustainability, Corporate Governance, Organisational Agility, Risk Management, Promoting products & services, Supplier ManagementResults focus on “key results required to achieve the organisation’s vision and strategy”This is written into both the 9 criteria and the RADAR e.g. scope, targets and benchmarks should focus on key results Future focus increased (sustaining excellent performance)Weighting applied to the criteria has been reviewed and simplifiedAll Enablers now 10%, Customer & Key results are 15% each, People & Society are 10% Society results now 50% perception, 50% performanceKey Changes to Criterion PartsSome of the specific changes made include:1e - focus is now on organisational agility and ability to adapt to the changing organisational environment 2a & 2b - 2a focuses on the external drivers of change, 2b focuses on the current and potential capabilities of the organisation 4a - now includes managing suppliers and the scope of "partnerships" extended beyond the supply chain 5a & 5b - the old sub-criteria have been combined to recognise that "process improvement" and "process management" cannot be viewed separately 5c - focus is now on effectively promoting the organisation's products and services to current and potential customersIntegration of Fundamental Concepts into the ModelX = Text from Fundamental Concept directly reflected in sub-criterion x = Adaptation of text from Fundamental Concept appears in the sub-criterionQuestions?Implementing the EFQM Excellence Model 2010。
在战略之前的人们英文

Maximizing customer satisfaction (4)
Demonstrating understanding of the customer’s point of view
(6)
Taking action despite uncertainty (43)
Maintaining a high sense of urgency (25)
Hay JA/JE Guide Chart
Organisation Structure / Processes
Role Clarification Job Analysis
Job Evaluation Grading
Key Performance Indicator
Performance Management
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• Hay Functional Work Culture Model
“Our Functional Work Culture Rewards, Encourages and Supports the Following Behaviors and Activities...”
Minimizing human error (52)
Finding novel ways to capitalize on skills that
performance evaluation理工英语4

performance evaluation理工英语4 Performance EvaluationIntroductionPerformance evaluation is a crucial process in assessing the effectiveness and efficiency of individuals, teams, or organizations. It involves the systematic assessment and measurement of performance against predetermined goals, objectives, and standards. This article aims to explore the concept of performance evaluation, its significance in various contexts, and the different methods used for evaluation.Defining Performance EvaluationPerformance evaluation is defined as the systematic process of assessing and reviewing an individual's or organization's performance in relation to established goals and objectives. It involves analyzing the quality, quantity, and timeliness of work, as well as the overall contribution towards achieving desired outcomes.Significance of Performance EvaluationPerformance evaluation plays a critical role in various contexts, including:1. Employee Performance Evaluation: In organizations, performance evaluation helps assess employees' job performance, identify areas for improvement, and determine reward and promotion opportunities. It provides valuable feedback and helps create a performance-driven culture.2. Team Performance Evaluation: Evaluating team performance is essential for identifying strengths and weaknesses, enhancing collaboration, and optimizing resources. It enables organizations to allocate tasks effectively, promote teamwork, and achieve collective goals.3. Organizational Performance Evaluation: Assessing the overall performance of an organization is essential for strategic planning, decision-making, and performance improvement. It helps identify areas requiring attention and enables organizations to align their objectives with key performance indicators (KPIs).Methods of Performance EvaluationThere are several methods used for performance evaluation, depending on the nature and context of evaluation:1. Rating Scales: This method involves using predefined scales to rate employees' performance against specific criteria. It provides a structured approach and simplifies the evaluation process. However, it can be subjective and may not capture the full extent of performance.2. 360-Degree Feedback: This method involves obtaining feedback from multiple sources, including supervisors, subordinates, peers, and customers. It provides a holistic view of an individual's performance and promotes a comprehensive understanding of strengths and areas for improvement.3. Objective Measurements: Objective measurements involve quantifying performance based on quantifiable data, such as sales figures, production output, or customer satisfaction ratings. This method provides a precise assessment of performance but may not capture qualitative aspects.4. Self-Assessment: Self-assessment encourages individuals to reflect on their performance and identify areas for improvement. It promotes self-awareness, accountability, and personal development. However, it may be biased and influenced by individuals' perceptions.5. Behavioral Observation: This method involves directly observing individuals' behavior in specific work-related situations. It provides valuable insights into work habits, interpersonal skills, and adherence to organizational values. However, it can be time-consuming and may not capture performance in all areas.ConclusionPerformance evaluation is a vital process for assessing and improving individual, team, and organizational performance. It helps organizations align their objectives, motivate employees, and ensure efficient resource allocation. By using appropriate evaluation methods, organizations can drive continuous improvement and achieve long-term success. It is essential for organizations to establish clear evaluation criteria, provide constructive feedback, and support employee development to maximize the benefits of performance evaluation.。
汽车发动机英文参考文献(精选120个最新))

汽车发动机是为汽车提供动力的装置,是汽车的心脏,决定着汽车的动力性、经济性、稳定性和环保性。
下面是搜索整理的汽车发动机英文参考文献,欢迎借鉴参考。
汽车发动机英文参考文献一:[1]Barouch Giechaskiel,Ricardo Suarez-Bertoa,Tero L?hde,Michael Clairotte,Massimo Carriero,Pierre Bonnel,Maurizio Maggiore. Evaluation of NO x emissions of a retrofitted Euro 5 passenger car for the Horizon prize “Engine retrofit”[J]. Environmental Research,2018,166.[2]Shixuan Wang,Ying Liu,Carla Di Cairano-Gilfedder,Scott Titmus,Mohamed M. Naim,Aris A. Syntetos. Reliability Analysis for Automobile Engines: Conditional Inference Trees[J]. Procedia CIRP,2018,72.[3]Kévin Rosset,Violette Mounier,Eliott Guenat,Jürg Schiffmann. Multi-objective optimization of turbo-ORC systems for waste heat recovery on passenger car engines[J]. Energy,2018,159.[4]Mohamed Kamal Ahmed Ali,Hou Xianjun,Mohamed A.A. Abdelkareem,M. Gulzar,A.H. Elsheikh. Novel approach of the graphene nanolubricant for energy saving via anti-friction/wear in automobile engines[J]. Tribology International,2018,124.[5]Shweta Tripathi,K.A. Subramanian. 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Journal of Traffic and Transportation Engineering (English Edition),2018.[10]Xinfeng Zhang,Minghui Luo,Wei Dai,Chuanqi Yao,Jiwen Wang,DaojinHuang,Chunyang Wang. Automotive fuel cell engine test cell design and its thermal flow analysis[J]. International Journal of Hydrogen Energy,2018.[11]K. Sato,T. Sadahiro,M. Yamazaki,M. Iwase. Throttle Valve Control of Automotive Engine based on Boundary Model[J]. IFAC PapersOnLine,2018,51(13).[12]Ajay Kumar Maddineni,Dipayan Das,Ravi Mohan Damodaran. Numerical Investigation of Pressure and Flow characteristics of Pleated Air Filter System for Automotive Engine Intake Application[J]. Separation and Purification Technology,2018.[13]Masahiro Yamazaki,Kotoru Sato,Katsuya Shinozaki,Masami Iwase. Boundary Modeling and Identification of Normal Operation for Automobile Engine[J]. IFAC PapersOnLine,2018,51(31).[14]Guo Bin,Chen Hong,Song Dafeng. Research on Fast Matching Method of Power System Parameters of Parallel Hybrid Electric Vehicles[J]. 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培训效果评估方法培训英文版

Review and interpret the collected data to identify strengths and areas for improvement
Summary evaluation is important because it helps to determine which training objectives and outcomes have been achieved, identify areas that require improvement, and provide feedback to improve future training programs
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Training effectiveness evaluation method training
IntroductionFormative EvaluationSummative EvaluationMixed Methods EvaluationConclusion
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NREL - 储能系统热管理研究

1
2009 DOE Annual Merit Review
Our projects support the three major elements of DOE’s integrated Energy Storage Program to develop advanced energy storage systems for vehicle applications.
efficiency
• Heat capacity & heat generation &
Thermal Imaging at 12C Rate
• Temperatures: Ambient • Profiles: 100% SOC to 0% SOC
• Temperatures: -30 to +30˚C • Profiles: USABC 25 & 50 Wh cycles, CC discharge
1. Thermal Characterization and Analysis Activity
2009 DOE Annual Merit Review
• Objectives (Task 6 of the DOE’s Vehicle Technologies R&D Plan)
– Measure thermal properties of batteries and ultracapacitors – Model thermal performance of batteries – Support USABC and FreedomCAR developers
Objectives/Milestone/Approach
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Objective and impartial: Ensure that the evaluation process is fair and objective, avoiding subjective biases and stereotypes.
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J OURNAL OF I NFORMATION S CIENCE AND E NGINEERING 18, 825-836 (2002)825Short Paper _________________________________________________Performance Modeling and Evaluation of MPI-I/Oon a Cluster *J ACOBO B ARRO, J UAN T OURIÑO, R AMON D OALLOAND V ICTOR M. G ULIAS +Department of Electronics and Systems+Department of Computer ScienceUniversity of A Coruña15071 A Coruña, SpainE-mail: juan@udc.esCluster computing is an area of growing interest in search to support parallel anddistributed applications. Many of these applications are I/O intensive, and the limitedbandwidth of the I/O subsystem of the cluster is an important bottleneck that is usuallyignored. Thus, the performance of parallel I/O primitives is critical for overall clusterperformance. In this work, we characterize the performance of basic ROMIO MPI-I/Oroutines on a PC cluster using the NFS and PVFS file systems. Our goal is to detectweak spots in the use of these routines and to predict their impact on the application’sperformance.Keywords: cluster computing, performance analysis, parallel I/O, MPI-I/O, ROMIO,NFS, PVFS1. INTRODUCTIONMany parallel applications require huge data sets that have to be stored on disk. For instance, the authors have developed parallel scientific and engineering applications in diverse areas such as fluid mechanics [1], image synthesis [2] and environmental chemistry [3] that require efficient I/O to ensure acceptable performance. Out-of-core computation is another typical example of intensive I/O.MPI-I/O [4] provides a standard parallel I/O interface. The performance of the I/O primitives depends not only on the disk and network hardware, but also on the underlying file system. It is clear that programming portability does not mean performance port-ability. Although an exhaustive set of experiments can be done on a cluster to assess quantitatively the performance of the I/O subsystem, we have focused on low-level tests to study basic MPI-I/O primitives. Our aim is to estimate I/O overheads with simple expressions, which can help application developers to design I/O-intensive parallel pro-grams more efficiently. Benchmark suites for MPI-I/O functions were presented in [5, 6].Received August 31, 2001; accepted April 15, 2002.Communicated by Jang-Ping Sheu, Makoto Takizawa and Myongsoon Park.* This research was supported by Xunta de Galicia (Project PGIDT01-PXI10501PR).J ACOBO B ARRO, J UAN T OURIÑO, R AMON D OALLO AND V ICTOR M. G ULIAS826Although the authors did not adopt any particular data model, these reports are good starting points for deriving analytic models and developing more in-depth tests.This work is organized as follows. In the next section, we comment on some related works. Section 2 gives an overview of parallel I/O topics (file systems and MPI-I/O routines). In section 3, the underlying configuration of the cluster used in the experiments is detailed; section 4 presents experimental results and performance models for some MPI-I/O routines, using both the standard NFS file system and PVFS, a parallel file system for clusters. Finally, conclusions are drawn in section 5.1.1 Related WorkMache et al. [7] studied the parallel I/O performance of PVFS on a PC cluster using a ray tracing application as a case study. They also compared the influence of different disk types (IDE vs SCSI) and networks (Fast Ethernet vs Gigabit Ethernet) on I/O performance. Taki and Utard [8] presented a straightforward port of ROMIO [9], an MPI-I/O implementation, on PVFS. They compared typical file accesses and data distributions of parallel applications using ROMIO, on both NFS and PVFS. In our work, we used a new version of PVFS with specific interface to ROMIO. Neither paper focused on specific routines from the MPI-I/O library, and they did not model the behavior of these primitives.In this work, we do not report the raw I/O performance of NFS and PVFS, but rather the performance of specific ROMIO MPI-I/O primitives on both file systems, and we intend to model them analytically. Therefore, the results presented here are user-level oriented in order to give practical help for the development of parallel applications on clusters.2. BACKGROUND TOPICS2.1 File Systems: NFS and PVFSThe most widely available remote file system protocol is the Network File System (NFS) [10], designed by Sun Microsystems as a client-server application. It consists of a client part that imports file systems from other machines and a server part that exports local file systems to other machines. NFS is designed to be stateless. As there is no state to maintain or recover, NFS can continue to operate even during periods of client or server failures. Therefore, it is much more robust than a system that operates with a state, although the state requests to the server increase traffic. In addition, as the number of processors and the file size increase, the NFS server and the network are flooded with the client requests, which is an important bottleneck. In fact, NFS was not designed for large parallel I/O applications that require high-performance concurrent file accesses.The Parallel Virtual File System (PVFS) [11] provides a high-performance and scalable parallel file system, and unlike other proprietary parallel file systems, it was developed for Linux PC clusters. PVFS spreads data out across multiple local disks in cluster nodes. Thus, applications have multiple paths to data through the network (which eliminates single bottlenecks in the I/O path) and multiple disks on which data isE VALUATION OF MPI-I/O ON A C LUSTER 827 stored. PVFS consists of three components: a metadata server, which maintains information in files and directories stored in the parallel file system; I/O servers that store data on local files; and clients that contact these servers to store and retrieve data. The metadata and I/O servers may be placed on dedicated resources or may be shared for computation purposes, in order to achieve a reasonable tradeoff between I/O and computing performance. PVFS provides multiple interfaces, including an MPI-I/O interface via ROMIO.2.2 MPI-I/O RoutinesMPI-I/O is a standard parallel file I/O interface, part of the MPI-2 specification [4]. An MPI file is an ordered list of MPI datatypes. A view of the file defines what data are visible to each processor. It consists of a displacement (an offset from the beginning of the file), an elementary type (the unit of data access and positioning within a file, which can be predefined or user-defined), and a filetype (a template for accessing the file).Data access primitives are classified, based on the coordination, as noncollective (or independent) and collective. Noncollective routines, MPI_File_{read|write}, involve only one processor and an I/O request. Collective routines, MPI_File_{read|write}_all, involve all the processors that have opened a given file, and they can perform better than noncollective routines, because, as all the processors may coordinate, small requests may be merged (see the discussion of collective I/O optimization given later). In addition, MPI provides three types of positioning and, thus, three categories of data access routines: individual file pointer routines that use a private file pointer maintained by each processor and incremented by each read/write (they are the routines listed above); explicit offset primitives that take an argument that defines where the data is read or written, that is, MPI_File_{read|write}_at and the collective version {read|write}_at_all; and shared file pointer primitives, which use a shared file pointer, MPI_File_{read|write}_shared, and the collective {read|write}_ordered. All the enumerated routines are blocking routines; that is, they do not return until data transfer is completed. All of them have nonblocking counterparts, which do not wait for completion, in order to allow overlap of I/O with computation.ROMIO [9] is a portable implementation of MPI-I/O that works on most parallel computers and networks of PCs/workstations, and supports multiple file systems (such as NFS and PVFS). It is optimized for noncontiguous access patterns (using derived datatypes), which are usually found in parallel applications, in order to reduce the effect of high I/O latency. Specifically, it implements data sieving and collective I/O optimizations [12]. Data sieving makes large I/O contiguous accesses and extracts in memory the data really needed, instead of making several small, noncontiguous accesses. Collective I/O optimization performs I/O in two stages: in the first one (the I/O stage), processors perform I/O for the merged request and, in the second one (the communication stage), processors redistribute data among themselves to achieve the desired distribution (this is for reading data; the order of the stages is reversed for writing). A proposal to improve performance of collective I/O of ROMIO on PVFS is presented in [13].J ACOBO B ARRO, J UAN T OURIÑO, R AMON D OALLO AND V ICTOR M. G ULIAS8283. CLUSTER CONFIGURATIONOur PC cluster (see Fig. 1) consists of 24 nodes; one of them acts as a front-end providing services to the rest of the nodes (NFS, for instance). Each node has one AMD K6 processor and two Fast Ethernet interfaces, except for the front-end, which is a dual Pentium-II with an additional network interface attached to the departmental network. Two different networks separate IP administrative traffic from application traffic (MPI programs, for instance), and it is possible to combine both networks into a single virtual network to achieve higher throughput, by bonding both adapters (channel bonding). The switches are 24-port 3Com SuperStack II 3300 units stacked in groups of two with a 1Gbit/s link. They can be managed directly from a console or, once they have an IP address assigned by SNMP, from a telnet session or from an HTML client with Java support. From the management point of view, the switches are crucial devices, especially with Ethernet, where they can be integrated with external networks. Switches are suitable points for monitoring because only they can know the real status of physical links, and because having them probe the nodes avoids extra traffic from a management workstation. In our case, switches implement RMON monitoring: instead of directly managing individual nodes from the front-end or an external workstation, most of the work is done by the switch itself, which is then queried by SNMP from the workstation, thus reducing network traffic and complexity. Further information about the cluster configuration can be found in [14].Fig. 1. PC cluster configuration.E VALUATION OF MPI-I/O ON A C LUSTER 829For illustrative purposes, we have modeled point-to-point latency (MPI_Send) in the cluster as T(n)=206 + 0.106nµs, broadcast latency (MPI_Bcast) as T(n, p) = 206log2p + (0.105log2p)nµs and reduction latency (MPI_Reduce, specifically sum reduction of doubles) as T(n,p) = (435log2p ࢤ 103) + (0.185log2p)nµs, where n is the message size in bytes and p the number of processors. As a comparison, in [15] we obtained the following results for the Fujitsu AP3000 multicomputer, composed of UltraSparc-II processors connected via a high-speed communication network (AP-Net): T(n) = 69 + 0.0162nµs for point-to-point, T(n,p) = 69log2p + (0.0162log2p)nµs for broadcast, and T(n, p) = (90log2p ࢤ 15) + (0.0222log2p)nµs for reduction. As the AP-Net is a costly dedicated network, message-passing latencies in the cluster Fast Ethernet are much higher.4. I/O EXPERIMENTAL RESULTS4.1 Parallel I/O Performance ModelWe have based our work on well-known message-passing communication mod-els [15] with the aim of proposing the following simple model for parallel I/O operations: T(n, p) = K(p)n, where T(n, p) is the execution time of the operation (in seconds), p is the number of processors, n is the file size (in MB), and K(p) is the I/O time per data unit (in s/MB). Additional performance metrics (such as bandwidths) can be easily derived from this model. As we will show in sections 4.3 and 4.4, usually K(p) = k/p or K(p) = k/log2p. We have not considered a “startup” time parameter in this model (this would be the time it takes to perform an I/O operation on an empty file) because its cost is negligi-ble in our framework of large files, which are our target for improving performance in real applications.4.2 Experimental ConditionsWe designed our own I/O tests. They were repeated with different file sizes (from 64KB to 32MB) and different numbers of processors. Timing outliers were taken into account to obtain accurate measures. As each test was repeated several times in a loop, a barrier was included to avoid a pipelined effect, where some processors might start the next call to the I/O operation even before all the processors have finished the current operation. The routine MPI_File_sync, which performs an I/O flush, was also used at appropriate points in the tests to avoid reads/writes from intermediate memory levels that could distort the performance results. The parameter K(p) of the model was derived from a least-squares fit of T against n and p (from p = 2) using the minimum times obtained in the tests.We installed NFS v3 and PVFS v1.5.0 under Debian Linux (kernel 2.2.18). We used ROMIO v1.0.3 with the MPI implementation MPICH v1.2.1 [16]. In practice, it is more usual to use an implicit file pointer than an explicit offset in I/O operations; thus, we discarded this set of primitives in our experiments. Regarding operations with shared file pointers, they involve serialization ordering (not deterministic for noncollective primitives), which is only desirable in some cases (for instance, to implement a log file of a parallel program), and is inappropriate for exploiting parallelismJ ACOBO B ARRO, J UAN T OURIÑO, R AMON D OALLO AND V ICTOR M . G ULIAS830in typical I/O-intensive applications. Moreover, the current version of ROMIO does not support shared file pointers on PVFS. Regarding nonblocking I/O primitives, it is difficult to quantify the global performance because it depends on the computation that can be performed concurrently with the I/O operation in a particular application.In conclusion, we only focused on blocking I/O routines (both collective and noncollective) that use individual file pointers. We also considered in our experiments two file access patterns commonly found in parallel applications: contiguous or block access and interleaved or cyclic access.4.3 NFS PerformanceFig. 2 shows some experimental results for the MPI-I/O routines obtained by using NFS and fixing p = 8 in the first graph and n = 16MB in the second one (some graphs presented in this paper use a log scale on the Y axis to improve readability). We experimentally observed that all the primitives under evaluation (except for interleaved access with collective primitives) did not scale using NFS, in the sense that the read/write latencies did not decrease as the number of processors increased. Latencies were even worse when more processors were employed; see, for instance, interleaved access using the noncollective routines shown in the second graph of Fig. 2, where the latency of the interleaved write shown exceeds the limit of the graph from p = 4. Thus, it was not worth modeling the routines that did not scale to the number of processors. We obtained the following models for interleaved access using collective I/O primitives: T read-all = (1.7045/p )n s , T write-all = (2.0048/log 2p )n s .Fig. 2. Measured MPI-I/O latencies on NFS for different file sizes (left) and number of processors(right) (cont.: contiguous access; int.: interleaved access).Regarding contiguous access, there is not much difference between collective and noncollective primitives. As expected, the collective optimizations described in section2.2 only affected interleaved access.E VALUATION OF MPI-I/O ON A C LUSTER 8314.4 PVFS PerformanceIn the PVFS tests, 8 nodes in the cluster were configured as I/O servers, and one node was dedicated exclusively as a metadata server. Unlike the NFS results, all the primitives analyzed speeded up contiguous I/O using PVFS. After curve fitting, we obtained the following results: T read = (0.1524/p )n s , T read-all = (0.1570/p )n s , T write = (0.0790/log 2p )n s , T write-all = (0.0773/log 2p )n s . As in case of NFS, for a contiguous access, the collective and noncollective routines exhibited practically the same behavior.Regarding interleaved access, only collective primitives speeded up I/O (from p = 2), and they had the same complexity as their contiguous counterparts: T read-all = (1.3222/p )n s , T write-all = (0.7327/log 2p )n s . Although collective I/O was optimized for noncontiguous accesses, note that the constant of the models increased by approximately one order of magnitude with respect to contiguous access.Fig. 3. Measured (meas.) and estimated (est.) MPI-I/O latencies on PVFS for different file sizes,using contiguous access (left) and interleaved access (right).Fig. 4. Measured (meas.) and estimated (est.) MPI-I/O latencies on PVFS for different number ofprocessors, using contiguous access (left) and interleaved access (right).J ACOBO B ARRO, J UAN T OURIÑO, R AMON D OALLO AND V ICTOR M . G ULIAS832Fig. 5. Measured MPI-I/O latencies on PVFS for different file sizes (left) and number of processors(right) (cont.: contiguous access, int.: interleaved access).Fig. 3 depicts measured and estimated (where applicable) latencies for p = 8, using contiguous access in the first graph and interleaved access in the second one. The same results are presented in Fig. 4, for different numbers of processors and a file size of 16MB. In order to compare contiguous vs interleaved latencies, the two graphs of Fig. 5 show the measured results of both kinds of accesses, for p = 8 and n = 16MB, respectively. It can be observed from the latter graph that, although the noncollective routines did not scale for an interleaved access, their latencies were lower than those of the corresponding collective primitives for a small number of processors (typically, 2 or4). However, as p increased, latencies improved through the use of collective primitives (this also happened with NFS; see the interleaved read shown in the second graph of Fig.2). It seems that the overhead of collective optimization in an interleaved access is greater than the benefit of the own optimization for a small value of p .Finally, we found that performance tended to degrade for p > 12, due to the overlap of I/O servers and clients, which shared the same nodes, as the number of clients increased.4.5 Putting it All TogetherTable 1 summarizes the complexity of the models of each primitive, for each file system and access pattern. The empty entries correspond to the routines that do not scale. Performance was better for the modeled read routines, O(1/p), than for the write routines, O (1/log 2p ) although the difference was more pronounced in NFS than in PVFS.Table 1. Model complexity of MPI-I/O routines.NFS PVFSMPI-I/O Routine ContiguousInterleaved Contiguous Interleaved MPI_File_read ____ ____ O(1/p) ____MPI_File_write ____ ____ O(1/log 2p) ____MPI_File_read_all ____ O(1/p) O(1/p) O(1/p)MPI_File_write_all ____ O(1/log 2p) O(1/log 2p) O(1/log 2p)E VALUATION OF MPI-I/O ON A C LUSTER 833Fig. 6 compares the measured read performance using NFS and PVFS, for p = 8 in the first graph and n = 16MB in the second one. The same results are presented for the write operation in Fig. 7 (some noncollective interleaved write results in NFS do not appear because they exceed the limit of the graph). PVFS clearly outperformed NFS although the improvement was greater for write than for read; see, for instance, the latency curves of NFS/PVFS contiguous access for read (right graph of Fig. 6) and write (right graph of Fig. 7). Improvement can also be easily observed for collective interleaved access by comparing the corresponding models for read/write under NFS and PVFS.Fig. 6. Measured MPI-I/O read latencies on NFS and PVFS for different file sizes (left) and numberof processors (right) (cont.: contiguous access, int.: interleaved access).Fig. 7. Measured MPI-I/O write latencies on NFS and PVFS for different file sizes (left) and num-ber of processors (right) (cont.: contiguous access, int.: interleaved access).J ACOBO B ARRO, J UAN T OURIÑO, R AMON D OALLO AND V ICTOR M. G ULIAS8345. CONCLUSIONSCharacterization of the I/O overhead is very important for the development of I/O-intensive parallel codes. In this work, we have presented a comprehensive study of basic MPI-I/O primitives on a PC cluster based on the NFS and PVFS file systems. The results reported here can help application developers tune the file system configuration and select the best I/O routine in order to improve I/O performance.I/O primitives can be more accurately modeled by defining different functions for different file size intervals. Nevertheless, for the sake of generalization, we found it more interesting to show the global functions that have been experimentally proved to have reasonable accuracy. They also provide a clearer overview of the I/O subsystem behavior.In general, ROMIO MPI-I/O routines do not scale using NFS. It is clear that NFS was not designed for parallel I/O. We found that, in many cases, it was better to use POSIX read/fread and write/fwrite routines directly (which have an easier interface, and are widely known to programmers) to achieve even better performance than could be achieved using the corresponding MPI-I/O primitives. A file system specifically designed for parallel I/O (such as PVFS) is, therefore, necessary to speed up MPI-I/O primitives, as we have experimentally shown. Although ROMIO is optimized for noncontiguous accesses using collective primitives, the overhead of these optimizations should be reduced.Network bandwidth is another key parameter in parallel I/O. We have found that our Fast Ethernet network limits I/O performance from a certain number of processors. Thus, faster networks (e.g. Myrinet, Gigabit Ethernet, SCI), should be considered in large cluster configurations when it is critical to achieve good parallel I/O performances for big files.REFERENCES1. M. Arenaz, R. Doallo, J. Touriño, and C. 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Lusk, User’s Guide for MPICH, a Portable Implementation of MPI,2000; /mpi/mpich.Jacobo Barro received the B.S. degree in Computer Science from the University of A Coruña, Spain, in 2001. He is currently a senior software engineer in Softgal S.A., a software firm in A Coruña. His main research area is cluster computing.Juan Touriño is an associate professor of Computer Engineering at the University of A Coruña, where he earned the B.S., M.S. and Ph.D. degrees in Computer Science. His major research interests include performance evaluation of supercomputers, parallel algorithms and applications, parallelizing compilers and cluster/grid computing. He is a member of the ACM and IEEE Computer Society.Ramon Doallo is a professor of Computer Engineering in the Department of Elec-tronics and Systems at the University of A Coruña. He received the B.S., M.S. and Ph.D. degrees in Physics from the University of Santiago de Compostela, Spain. He hasJ ACOBO B ARRO, J UAN T OURIÑO, R AMON D OALLO AND V ICTOR M. G ULIAS836extensively published in the areas of computer architecture and parallel and distributed computing. He is a member of the IEEE.Victor M. Gulias received the B.S., M.S. and Ph.D. degrees in Computer Science from the University of A Coruña, Spain. He has been a lecturer in the Department of Computer Science of this university since 1994. His current research interests are clus-ter computing and novel techniques for the development of concurrent and distributed applications, such as distributed functional programming and design patterns for distrib-uted systems.。