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基于云理论的斜拉索可靠性评价方法

基于云理论的斜拉索可靠性评价方法

收稿日期:2018-01-12基金项目:国家自然科学基金资助项目(51474048);中央高校基本科研业务费专项资金资助项目(N110301001).作者简介:梁力(1955-),男,辽宁丹东人,东北大学教授,博士生导师.第40卷第4期2019年4月东北大学学报(自然科学版)Journal of Northeastern University (Natural Science )Vo l.40,No.4Apr.2019doi :10.12068/j.issn.1005-3026.2019.04.025基于云理论的斜拉索可靠性评价方法梁力1,邢观华1,任艺鹏1,孙爽2(1.东北大学资源与土木工程学院,辽宁沈阳110819;2.沈阳市市政工程设计研究院,辽宁沈阳110015)摘要:为准确评估易损难修的斜拉索的可靠性,保证行车安全舒适,提出一种基于云理论的斜拉索可靠性评估方法.首先根据拉索力学特点和常见病害,以斜拉索的运营状态应力极值、恒载索力变幅、应力幅、基频、服役时间、PE 护套开裂程度及阻尼系统完好程度为指标,建立了斜拉索可靠性评估指标体系.咨询专家意见建立权重云模型,并根据泛概念树的概念扩充原理实现权重的群决策.最后将指标对各等级的平均确定度与权重云模型加权汇总,得到可靠等级确定度的云模型并以此确定最终评级.规范评估结果与拉索实际病害情况对比验证了所提方法结果的合理性和可操作性.关键词:云理论;斜拉索;可靠性评估;指标体系;泛概念树中图分类号:TU 43文献标志码:A文章编号:1005-3026(2019)04-0585-05Reliability Evaluation on Stay Cables Based on Cloud TheoryLIANG Li 1,XING Guan-hua 1,REN Yi-peng 1,SUN Shuang 2(1.School of Resources &Civil Engineering ,Northeastern University ,Shenyang 110819,China ; 2.ShenyangMunicipal Design and Research Institute ,Shenyang 110015,China.Corresponding author :XING Guan-hua ,E-mail :xinggghhh@163.com )Abstract :In order to accurately assess the reliability of the stay cables ,which are vulnerable and difficult to repair ,and to ensure a safety and comfort driving ,a reliability evaluation method on stay cables based on cloud theory was proposed.According to the mechanical characteristics and common defects of cables ,a reliability evaluation index system of stay cables was established by selecting indexes using the extreme stress value ,amplitude of constant load ,stress amplitude ,basic frequency ,service time ,cracking degree of PE sheath and integrity of the damping system.Then the weight cloud models were established according to experts'opinions ,and the group decision weights were obtained from the concept extension of general concept tree.Finally ,a weighted summary was conducted on the average certainty of assessment grade for each index and the weight cloud model.The certainty cloud models of each reliable grade thus can be obtained to determine the final result.The rationality and maneuverability of the method were verified by comparing the specification evaluation results with the actual defect condition.Key words :cloud theory ;stay cables ;reliability evaluation ;index system ;general concept tree 近年来我国修建了众多大跨缆索承重桥梁,由于其体系庞杂,管养难度较高,加之其往往承担着巨大的交通流量,给病害的滋生和发展创造了空间,以拉索为代表的大部分易损难修的缆索构件其病害现状不容乐观.为充分掌握拉索性能,向桥梁管养提供指导,有必要对拉索进行可靠性评估.目前对拉索的评估大多为规范定性评估和以钢丝腐蚀[1]、疲劳[2]性能为主的单属性评估,对评估指标体系的研究不多,且大多方法未考虑评估中广泛存在的不确定性,显然无法保证评估结果的全面性和准确性.近年来数据融合原理在评估决策领域受到广泛关注[3],本文提出一种基于云理论的斜拉索可靠性评估方法,首先基于拉索力学特点和病害原因建立了拉索可靠性评估指标体系.随后在专家主观赋权的基础上利用云理论和泛概念树原理建立了群决策权重云模型.最后将评估指标对各等级的平均确定度与指标权重云模型汇总,得到斜拉索各可靠等级确定度云模型并完成评级.1可靠性评估指标体系合理的指标体系是评估结果准确性的重要保证,从拉索力学特征和病害分析入手,依据独立、有效、全面、可测的原则分别确定安全性、适用性、耐久性评估指标,逐层汇总形成指标体系,见表1.表1斜拉索可靠性评估指标Table 1Reliability evaluation indexes of stay cables目标层准则层基准层指标名称选取理由可靠性安全性A 典型承拉构件,刚度、稳定性问题无需考虑,强度失效由应力控制适用性B 斜拉索的良好功能(适用性)体现在优化全桥内力分布耐久性[4]C 交通流量巨大,汽车荷载效应占主导地位D 密索体系频域广且数值低,阻尼抑振(参数振动)效果有限E 拉索护套易老化开裂,钢丝疲劳损伤将不断累积,潜在病害概率增大F 阻尼系统能有效控制除参数振动以外的大多数振动G索内钢丝锈蚀情况很大程度上取决于PE 护套的开裂程度注:A —运营状态应力极值;B —恒载索力变幅;C —汽车荷载应力幅;D —拉索基频;E —服役时长;F —阻尼系统性能;G —护套损伤程度.1.1测试方法指标可测性是多指标评估的基础,桥梁领域指标来源主要有基于传感器的健康监测、基于人工的检测和有限元计算.其中健康监测往往会产生大量数据淤积,导致效率低下,数据质量常受限于测试噪声和传感器寿命.与监测相比,人工检测数据受噪声污染小,能及时反映早期损伤,且无需昂贵的硬件安装维护成本.有限元可实现多种复杂工况下力学指标的计算,是实测的有效补充.斜拉索可靠性评估指标测试方法见表2.表2评估指标类型及测试方法Table 2Evaluation index type and test method指标名称获取方法备注类型A 有限元恒载、活载、静风、整体升降温离散样本B 检测报告+设计资料T -T dT dˑ100%离散样本C 有限元有限元(主桥)JTG D64—2015疲劳荷载模型I动力分析,取基频常值常值D 设计资料+公式(拉索)Tg 4WL ()槡2常值E 运营维护资料从换索时起算常值F 人工检测评分令专家按表4评分离散评分G人工检测评分令专家按表4评分离散评分注:A G 含义同表1;C E 视为常值偏于安全;T 为实测索力;T d 为设计索力;g 为重力加速度;W 为拉索线重度;L 为索长度.1.2指标区间因指标量纲不同,需要将其化归到统一区间再进行比较.在缺少实桥大数据统计结果时,往往通过线性插值、黄金分割等方法划分区间.为提高与规范匹配性,基于黄金分割原理将[0,100]区间分为5级(见表4),作为基准区间.定量指标按表3界值向[0,100]区间标准化,定性指标按表4标准评分.2云理论的应用云理论可以适应自然界广泛存在的随机性和模糊性,单个云由大量云滴组成,每个云滴可以看作定性概念在定量论域上的一次随机实现,通过685东北大学学报(自然科学版)第40卷表3评估指标界值Table3Boundary values of evaluation indexes 指标等级界值来源应力极值10.3f pk文献[5]50.4f pk JTG/T D65-1—2007索力变幅1ʃ10%JTG/T J21—2011 5ʃ40%文献[6]应力幅1110MPa文献[7]5250MPa JT/T775—2016基频12f振动能量方程5f JTG D60—2015服役年限18a CJ/T504—2016 520a JTG B01—2014注:f pk为高强钢丝标准抗拉强度;f为主桥基频.大量凝聚的云滴可以反映云整体特征[8](期望Ex、熵En、超熵He).云模型种类很多,其中正态云模型对自然科学领域对象具有普适性[8],本文选取正态云模型作为基础云模型,表2中不同类型指标的正态云参数的计算方法见文献[9-10].2.1评估标准云模型1级和5级的分值区间符合单边约束特征,分别建立半降云模型和半升云模型.由区间数据云参数的计算方法得各评估等级的云参数见表5.表4定性指标评分标准Table4Qualitative indexes scoring standard阻尼系统护套开裂分值区间完好几乎完好,护套表面仅存在轻微擦痕[95,100]轻微损坏,但可使用护套表面局部有擦伤,不具备长期发展性[86,95]损坏明显,勉强使用护套局部纵向开裂,裂缝长≤1cm,老化现象不明显,且呈闭合特点[62,86]损坏严重,难以使用护套表面局部纵向裂缝>2条,裂缝长度>3cm,存在老化或部分渗水[38,62]完全损坏,无法使用护套纵向裂缝较多,裂缝长度>5cm,存在锈蚀迹象,内部钢丝裸露[0,38]表5评分区间云参数Table5Cloud parameters for scoring interval等级Ex En He119 6.330.63325040.437440.4490.5 1.50.15597.50.830.083注:当指标归一化量值≤19时,对1级的确定度为1;当指标归一化量值≥97.5时,对5级的确定度为1.2.2评估指标云模型和确定度的计算依据离散样本的云参数计算公式可建立评估指标云模型,令部分常值指标的熵和超熵等于0.文献[11]指出,当样本数量>10时,Ex的误差将小于0.01.对于绝大部分评估指标来说,足以满足精度需求.编制Matlab程序,基于评估指标云模型生成大量能反映指标不确定性的云滴,代入评估标准正向云发生器中计算平均确定度并归一化,以便进一步汇总比较.3指标赋权权重是解决评估问题的关键因素之一,显著影响着结果的准确性.专家赋权过程主观性较强,取均值的做法忽略了这一要点.本文共邀请3位桥梁方向的教师、2位工程师和5位博士生,根据离散样本云参数的计算方法建立某指标下各专家权重云模型,再通过云的概念扩充建立群决策权重云模型.云运算法则见表6.表6云运算法则Table6Cloud algorithms法则公式Ex①(Ex1+Ex2)/2+|En1-En2|/4②Ex1ˑEx2③∑ni=1ExωiμijEn①|Ex1-Ex2|/4+(En1+En2|/2②|Ex1Ex2|ˑEn1Ex()12+En2Ex()2槡2③∑ni=1En2ωiμ槡ijHe①Max(He1,He2)②En10③Ensj10注:①—概念扩充;②—乘法运算;③—加权运算.785第4期梁力等:基于云理论的斜拉索可靠性评价方法3.1运算法则设C i(Ex i,En i,He i)是论域U上某个云模型(对于群决策而言,U为某指标的权重集,Ci可视为第i个专家权重的云模型),群决策过程可参考表6扩充法则.基于表1指标层次,将评估指标权重云模型依据表6乘法运算向上汇总,进而求得下层指标对上层指标的权重云参数,见表7.表7指标权重云参数Table7Cloud parameters of index weights指标Ex En He应力幅0.1350.0120.0012基频0.0470.0080.0008服役时间0.0530.0110.0011阻尼0.0710.0070.0007开裂0.1320.0120.0012应力极值0.4750.0160.0016索力变幅0.0870.0210.0021注:权重期望需要满足归一化条件.3.2最终评级设指标i对等级j的确定度为μij,指标i的权重为ωi,将群决策得到的指标权重ωi的云模型与指标确定度按式(1)相结合可得评估结果S(s1,…,s5),对应的加权法则见表6.sj=∑ni=1ωiμij.(1)4实例验证某公路大桥是一座双塔双索面扁平钢箱梁斜拉桥,半漂浮体系,跨径布置为48m+204m+460 m+204m+48m.拉索采用 7高强镀锌平行钢丝束,斜拉索弹模经Ernst公式修正,按双向对称性取1/4的拉索电算结果进行分析.依据最近桥检结果可知,该桥部分斜拉索存在图1所示病害.图1斜拉索系统病害Fig.1Defects of stay cable system4.1建模与修正由于评估仅需索力及其相关指标,因此使用Midas/civil2015建立单主梁模型,拉索锚固点与梁、塔对应节点为刚性主从联接,拉索使用桁架单元模拟.不考虑下部结构的作用,在主梁支座对应的节点处直接约束相关自由度,模拟支座对主梁的约束.既有桥梁力学特性与设计不同,为保证索力电算与实测值相一致,需要进行参数修正.经大量试算发现2期恒载对索力分布影响很大,考虑铺装层的磨损,将2期恒载在设计值(61.8kN/m)的基础上折减4.6%时,可保证模型恒载索力分布与实测值最为接近,误差绝对值不超过5%,满足工程精度要求.4.2指标云模型以西北侧上游索面的尾索为例,该斜拉索病害主要为护套滑移,按表2方法获取指标并建立各指标云模型.随后,基于指标云模型分别生成10000个云滴,代入表5所示评分区间的正向云发生器中计算平均确定度并归一化.最后,结合表7所示指标权重云模型和表6加权运算法则逐层向上汇总,可以得到该斜拉索可靠性对5个等级的确定度云模型,见表8.表8可靠等级的确定度云模型Table8Certainty degree cloud model of reliability level等级Ex En He10.2920.0250.002520.0460.0050.000530.4350.0190.001940.2070.0130.001350.0020.0010.0001取第j个等级云模型所有云滴的x轴和y轴坐标乘积的平均值Q j作为评级依据,见式(2),根据最大值确定最终评级.珚Qj=∑x j x x jn.(2)式中:x j为斜拉索可靠性j级的某个云滴对该等级的确定度;x xj为x j的确定度(即确定度的确定度);n为该等级云模型的云滴数.有珚Q=(0.207,885东北大学学报(自然科学版)第40卷0.032,0.306,0.148,0.001),可见该拉索可靠性为3级且具有部分4级特征,需加强日常管养维修,防止病害的进一步发展.4.3规范验证基于规范(JTG/T H21—2011)对该桥斜拉索系统进行技术状况评估,斜拉索系统部件技术状况评分PCCI=(94.42,91.74,92.89,65),斜拉索系统技术状况评分SPCI=86.01,对应的定性描述为:功能良好,材料有局部轻度缺损或污染.这一结论与本文方法评估结果和拉索系统实际病害情况相符合.但本方法能量化单根拉索的评级,且指标体系更加科学全面,具有显著优势.可靠性评估与针对病害、缺损的技术状况评定有一定区别,但大多数情况下结构构件可靠性的降低必然会以种种外在病害体现出来.因此,将规范评估结果与本文方法评估结果对比,可作为验证合理性的依据.5结论根据斜拉索力学特点和病害特征,选取了拉索可靠性评估指标,并根据相关规范确定了指标界值,构建了全新的斜拉索可靠性评估指标体系.在此基础上分别建立评估样本和标准的云模型,最终实现了斜拉索可靠性的量化评估.背景工程斜拉索系统功能良好,西北侧上游索面的尾索可靠性评级为3,且有向4级恶化的趋势.参考文献:[1]Faber M H,Enelund S,Rackwitz R.Aspects of parallel wirecable reliability[J].Structural Safety,2003,25:201-225.[2]Castillo E,Ramos A,Koller R,et al.A critical comparison of two models for assessment of fatigue data[J].InternationalJournal of Fatigue,2008,30(1):45-57[3]Khaleghi B,Khamis A,Karray F O,et al.Multi-sensor data fusion:a review of the state of the art[J].Information Fusion,2013,14(1):28-44.[4]Shun I N,Keita S M.Hydrogen embrittlement and corrosion fatigue of corroded bridge wires[J].Journal of ConstructionalSteel Research,2009,65:269-277.[5]刘山洪.斜拉索HDPE防护套的损伤机理及预防对策研究[J].重庆交通大学学报(自然科学版)2013,32(1):888-893.(Liu Shan-hong.Damage mechanism and preventioncountermeasures of HDPE protecting sheath of stayed cables[J].Journal of Chongqing Jiaotong University(NatureScience),2013,32(1):888-893.)[6]李蓉.基于层次分析法的桥梁健康状态模糊综合评价方法的研究及其应用[D].长沙:湖南大学,2007:39-40.(Li Rong.The research and application of the fuzzy syntheticassessment method for health condition evaluation of bridgesbased on AHP[D].Changsha:Hunan University,2007:39-40.)[7]Birkenmaier M,Narayanan R.Fatigue resistance of large high tensile steel stay tendons[R].Bergamo:Springer,1982:663-672.[8]Dong W,Zeng D,Singh V P,et al.A cloud model-based approach for water quality assessment[J].EnvironmentalResearch,2016,149:113-121.[9]Wang G,Xu C,Li D.Generic normal cloud model[J].Information Science,2014,280:1-15.[10]Zhang L M,Wu X G,Ding L Y,et al.A novel model for risk assessment of adjacent buildings in tunneling environments[J].Building and Environment,2013,65:185-194.[11]吕辉军,王晔,李德毅,等.逆向云在定性评价中的应用[J].计算机学报,2003,26(8):1009-1014.(Lyu Hui-jun,Wang Ye,Li De-yi,et al.The application ofbackward cloud in qualitative evaluation[J].Chinese Journalof Computers,2003,26(8):1009-1014.)985第4期梁力等:基于云理论的斜拉索可靠性评价方法。

哈菲利电源变压器诊断仪FRA 5310 Sweep频率响应分析器说明书

哈菲利电源变压器诊断仪FRA 5310 Sweep频率响应分析器说明书

FRA 5310Sweep Frequency Response Analyser for Power Transformer DiagnosisThe FRA 5310 Sweep Frequency Response Analyser detects transformer winding movements and mechanical failures due to mechanical shock, transportation or short circuits.APPLICATIONMany dielectric and mechanical failures in large power transformers are preceded by mechanical changes in the winding structure. These changes, or displacements in the winding, may be the result of:⏹Transportation damage occurring between themanufacturer and the final location⏹Short circuit forces imposed on the windingsresulting from a low impedance fault occurring close to the transformer⏹Natural effects of aging on the insulatingstructures used to support the windingsDetection of these displacements ahead of a dielectric failure can reduce unplanned maintenance costs, and provide the possibility to improve system reliability by preventing outages. Additionally, when damage is discovered, repairs may be targeted to a specific phase winding. METHODThe corresponding HF circuit of a transformer winding is a complex R-L-C-network. The measured frequency response (transfer function) of this network is unique like a fingerprint. Changes in the winding geometry will be reflected by deviations between repeated measurements. Even small winding movements or distortions will cause legible changes in the measured transfer function, which is clearly detectable. Deviations can be caused by short-circuited turns, open windings, mechanical damage to windings or core, loose turns, faulty clamps, etc.DESIGNThe FRA 5310 software and the large touch-screen interface guarantee a very easy-to-use instrument. Load measurements, set configurations, obtain connecting information, repeat previous measurements and do comparisons just on a fingertip. Integrated analysis tools, reporting capability and additional PC software complete this advanced Sweep Frequency Response Analyser.FEATURES AND BENEFITS⏹High measurement reliability and reproducibilitydue to active probes design and a clear definedconnection and grounding technique⏹High signal-to-noise ratio due to output voltage up to12 Vpeak-peak at 50 Ω (24 Vpeak-peak at 1 MΩ)⏹Automatic Interpretation according to ChineseStandard DL / T 911 - 2004⏹Ease of use due to automated Windows test softwareand large color touch screen interface and remote startbutton⏹Rugged, lightweight and small all-in-one field design ⏹Measuring modes (amplitude & phase):▪Transfer Voltage Function U1/U2 (f)▪Impedance Function U1/I2 (f) 1981Previously stored curves are accessed using the History tab sheet, where information can be edited and updated at a later date.Automatic Test Setting (Sequence)Analysis page with limits set according to the standards A complete transformer test measurement list (sequence) can be predefined and executed automatically when required, making it simple to repeat a previous fingerprint measurement, even if the operator has no previous knowledge of the setup.ANALYSIS TOOLSThe analysis system allows multiple stored measurements to be loaded for detailed analysis, comparison, verification, reporting, etc.The measured transfer function curves can be displayed as Magnitude [dB], Phase [°], Impedance [ ] , Admittance [S] and Ratio.Additional comments can be stored with the single analysis displays so expert interpretation andassessments, further test instructions, etc can be included. Various display tools are easily accessible from the touch screen to allow simple analysis: Zoom-in and -out, auto scaling, linear and logarithmic scaling, curve shifting, measuring point labels, save as meta-file, printout, title editing, setup information editing, frequency band display,etc.Two frequency response curves and their difference.Cursors can easily be placed anywhere on the displayed curves giving the user information down to the last measuring point.Differences of curves with a definable limiter function can be calculated allowing parts of the curve to beweighted and highlighted to help the engineer's decision-making.Coherence between two or more curves can becalculated to give the engineer a powerful tool for the assessment and comparison of transformer transfercurves yielding valuable additional information.Transfer functions of 3 phases and their coherence.Interpretation according to Chinese Standard DL / T 911 - 2004 is supported. This interpretation is based on thecomparison of two curve, identifies slight, obvious and severe mechanical changes and differentiate between typical origins of the damage.Comparison of two transfer functions according to Chinese Standard DL / T 911- 2004.REPORT GENERATIONThe measured frequency response curves (raw data) are stored in a measuring data file together with all the related transformer nameplate data and other additional information. Reports can be created from the measured data file (raw data curves) or from any analysis data files previously created.The user can choose different report sizes from diagrams with short setup info to full reporting with all detailed setup and DUT information.Reports are automatically generated in XML- or HTML- format allowing the report file to be opened in a web browser or word processor.Data exportThe measuring files (raw data curves) are stored in XML format and can also be stored in CSV (comma-separated-values) format.They can be directly opened in Microsoft EXCEL or other spreadsheet programs where further customer specific data processing, calculation, comparison and documentation is possible.Any curve can also be stored as a picture for further use in customer specific documentation or reporting.SCOPE OF SUPPLYType 5310 Instrument in rugged shell case,Cable back pack including:▪ 2 Active Probes with 15 m double shielded cables,▪ 2 Ground Tapes 10 m,▪ 2 Ground Tape Clamps,▪User Manual, Test Certificate,▪Mains cable CD with external PC Analysis Software TECHNICAL DATAMeasurementType ActiveprobesFrequency Range 10 Hz .. 10 MHz, user definedVoltage Output max. 12 Vpeak-peak at 50 Ω,max. 24 Vpeak-peak at 1 MΩ, userdefinedInput Impedance selectable 50 Ω or 1 MΩOutput Impedance 50 ΩAccuracy ± 0.1 dB , zero calibratedFeasible accuracy: ± 0.5 dB down to -90dBDynamic range >100 dBMeasuring Points max. 2’000, user defined,logarithmicallyspaced, Protection Against short circuit, overloadData DisplayScaling Logarithmic or Linear, user defined Frequency Range 10 Hz .. 10 MHz, user definedPlot, Frequency vs. Magnitude, Impedance, Phase,Admittance, RatioControllerProcessor Celeron M, 1 GHzRAM 256MBInterfaces USB 2.0 , RS232Data Storage 40 GB Hard DiskDisplay 10.4", SVGA, Color TFTUser Interface built-in Touch ScreenGeneralOperatingTemperature0 .. +50°CStorageTemperature-20 .. +70°CRelative Humidity 10 .. 90 % non-condensingWeight Instrument 8 kg (17 lbs)DimensionsInstrument41 x 31 x 17 cm (16” x 12.2” x 7”)Remote Start Remote start button and indicator inprobeMains Universal, 90 .. 265 VAC,50 / 60 Hz, 75 VAInstrument OS Windows XP embeddedExternal PCSoftwareWindows 98 / 2000 / XPOrder code FRA 5310 No. 3490047Europe, Asia, South & Central America, Australia Haefely Test AG Birsstrasse 3004052 BaselSwitzerland☎ + 41 61 373 4111+ 41 61 373 4912****************China (Sales & Service Office)Haefely Test AG – Beijing Office8-1-602, Fortune StreetNo. 67, Chaoyang Road, Chaoyang DistrictBeijing, 100025P. R. China☎ + 86 10 8578 8099+ 86 10 8578 9908*****************.cnNorth AmericaHipotronics Inc.1650 Route 22PO Box 414Brewster, NY 10509USA☎ + 1 845 279 3644+ 1 845 279 2467*********************。

管理学英文术语

管理学英文术语

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;U9LU96eUB|/\|SSSOOJd ;U9LU96eUB|/\| fga6U!||OJ;UO9 昔戦 6u!pes-|6U!ZIUB6JO 区 44 6ujuue|d 番穗SS9U9Aip9^3 家诲©UOQU归;U9LU96eUB|/\| Sj96eueiu do± sj96eueiu 9|pp!i/\| sj96eueiu 旳卜冏臼J^B BUBIAI 炭'貝'iiE易直一W BueMXef :皋助朗障兀釜出彩汾煮If易:书聃兀團朗障兀釜出罗卿Q纽煮U易【暮鋪】Bounded rationality 有限理性Satisficing 满意Escalation of commitment 承诺升级Intuitive decision making 直觉决策Well-structured problems 结构良好问题 Programmed decision 程序化决策Procedure 程序Rule 规则Policy 政策Poorly structured problems 结构不良问题Nonprogrammed decisions 非程序化决策 Certainty 确定性 Risk 风险性Uncertainty 不确定性Directive style 指导性风格Analytic style 分析性风格Conceptual style 概念性风格Behavioral style 行为性风格Planning 计划Goals 目标Plans 计划Strategic plans 战略计划Operational plans 作业计划Long-term plans 长期计划Short-term plans 短期计划Specific plans 具体性计划Directional plans 指导性计划Single-use plan 单一目标计划Standing plans 标准计划Traditional goal setting 传统目标设定Means-ends chain 手段-结果链Management by objectives (MBO) 目标管理Mission 使命Commitment concept 承诺概念Formal planning department 正式计划部门Strategic management 战略管理Strategic management process 战略管理过程Opportunities 机会Threats 威胁Core competencies 核心能力Strengths 优势Weaknesses 劣势SWOT analysis SWOT 分析Corporate-level strategy 公司层战略Stability strategy 稳定战略Growth strategy 增长战略Related diversification 相关领域多元化经营Unrelated diversification 不相关领域多元化经营Retrenchment strategy 收缩战略BCG matrix BCG 矩阵 波士顿咨询集团矩阵Business-levelstrategy Strategicbusiness unitsCompetitiveadvantage Costleadership strategy Differentiation 集中化战略Functional-level strategy Environmental Scanning Competitor事业层战略 战略经营单位 竞争优势 成本领先战略 差异化战略 职能层战略 环境扫描 竞争者情报、竞争者信息Forecasts 预测Quantitative forecasting Qualitative forecasting Forecasting Techniques 预测技术 Benchmarking 基准化、标杆 Resources 资源Budget 预算Revenue Budgets 收入预算 Expense Budgets 费用预算 Profit Budgets 利润预算 Cash Budgets 现金预算 Scheduling 进度计划、规划 Gantt Charts 甘特图 Load Charts 负荷图 PERT network 计划评审技术网络 Events 事件Activities 活动Slack time 松弛时间 Critical path 关键线路 Breakeven analysis 盈亏平衡分析 Linear programming 线性规划 Project 项目 Project Management 项目管理Scenario 设想方案 第四章 组织 Organizing 组织Organizational structure 组织结构 Organizational design 组织设计 Work specialization 劳动分工 Departmentalization 部门化 Functional departmentalization 职能部门化 Productdepartmentalization 产品部门化 Geographicaldepartmentalization 地区部门化 Process departmentalization 过程部门化Customer departmentalization 顾客部门化Cross-functional teams 跨职能团队 Chain of command 指挥链 Authority 职权 Responsibility 职责 Unity of command 统一指挥 Span of control 管理幅度 Centralization 集权化Decentralization 分权化 Formalization 正规化Mechanistic organization 机械式组织 Organic organization 有机式组织 Unit production 单件生产Mass production 大量生产 Process production 连续生产 Simple structure 简单结构Functional structure 职能型结构Divisional structure 分部型结构Team-based structure 团队结构 Matrix structure 矩阵结构 Project structure 项目结构Autonomous internal units 内部自治单位Boundaryless organization 无边界组织Learning organization 学习型组织 High-performance work practice 高绩效的工作实践Human resource management process 人力资源管理过程 Labor union 工会Human resource planning 人力资源规划 Job analysis 职务分析 Job description 职务说明书 Job specification 职务规范 Recruitment 招聘Decruitment 解聘 Selection process 甄选过程 Validity 效度 Reliability 信度Work sampling 工作抽样 Assessment centers 测评中心Orientation 定向、导向 Performance management system 绩效管理系统 Written essay 书面描述法 Critical incidents 关键事件法 Graphic rating scales 评分表法Behaviorally anchored rating scales (BARS) 行为定位评分法 Multiperson comparisons 多人比较法Group order ranking 分组排序法 Individual ranking 个体排序法 Paired comparison 配对比较法 360 degree feedback 360 度反馈 skill-based pay 按技能付酬Career 职业生涯、职业 Organizational change 组织变革 Change agents 变革推动者 Organizational development (OD) 组织发展 Stress 压力Creativity 创造 Innovation 创新 第五章 领导 Behavior 行为 Organizational behavior 组织行为学 Attitudes 态度Cognitive component 认知成分 Affective component 情感成分 定量预测 定性预测Behavioral component 行为成分 Job satisfaction 工作满意度 Job involvement 工作投入 Organizational commitment 组织承诺Organizational citizenship behavior (OCB) 组织公民行为Cognitive dissonance 认知失调Attitude surveys 态度调查 Personality 人性Big-five model 重要的五大模型 Emotional intelligence (EI) 情感智商 Locus of control 控制点 Machiavellianism 马基雅维里主义 Self-esteem 自尊Self-monitoring 自我监控 Perception 知觉Attribution theory 归因理论 Fundamental attribution error基本归因错误Self-serving bias 自我服务偏见 Selectivity 有选择地接受、选择性 Assumed similarity 假设相似性 Stereotyping 刻板印象Learning 学习Operant conditioning 操作性条件反射Social learning theory 社会学习理论Shaping behavior 行为塑造Motivation 动机Need 需要Hierarchy of needs theory 需要层次理论Physiological needs 生理需要Safety needs 安全需要Social needs 社会需要Esteem needs 尊重需要Self-actualization needs 自我实现需要Theory X X 理论Theory Y Y 理论Motivation-hygiene theory 激励-保健理论Hygiene factors 保健因素Motivators 激励因素Three-needs theory 三种需要理论Need for achievement (nAch) 成就需要Need for power (nPow) 权力需要Need for affiliation (nAff) 归属需要Goal-setting theory 目标设定理论Reinforcement theory 强化理论Reinforcers 强化物Job design 职务设计Job scope 职务范围Job enlargement 职务扩大化Job enrichment 工作丰富化Job depth 职务深度Job characteristic model (JCM) 职务特征模型Skill variety 技能多样性Task identity 任务同一性Task significance 任务重要性Autonomy 自主性Feedback 反馈Equity theory 公平理论Referents 参照对象Expectancy theory 期望理论Compressed workweek 压缩工作周Flexible work hours 弹性工作制Job sharing 职务分担Contingent workers 应急工Telecommuting 电子通信,远程办公Pay-for performance programs 基于绩效的薪酬管理Open-book management 公开帐簿管理Leader 领导者Leadership 领导Behavioral theories 行为理论Autocratic style 权威式Democratic style 民主式Laissez-faire style 放任式Initiating structure 定规维度 Consideration 关怀维度 High-high leader 高-高型领导者 Managerial grid 管理方格论 Fiedler contingency model 菲德勒权变模型 Least-preferred co-worker (LPC) questionnaire 最难共事者问卷Leader-member relations 领导者-成员关系,上下级关系 Task structure 任务结构Position power 职位权力Situational leadership theory (SLT) 情景领导理论Readiness 准备状态 Maturity 成熟度Leader participation model 领导者参与模型 Path-goal theory 路径-目标理论 Transactional leaders 事务型领导者Transformational leaders 变革型领导者 Charismatic leader 超凡魅力的领导者 Visionary leadership 愿景领导者 Legitimate power 法定权 Coercive power 强制权 Reward power 奖赏权 Expert power 专长权 Referent power 模范权 Credibility 可信度 Trust 诚信、信任 Empowerment 授权 Communication 沟通Interpersonal communication 人际沟通Organizational communication 组织沟通 Message 信息 Encoding 编码Channel 通道、渠道 Decoding 解码 Communication process 沟通过程 Noise 噪音Nonverbal communication 非言语沟通 Body language 体态语言Verbal intonation 语调Filtering 过滤Selective perception 选择性知觉Information overload 信息超载Jargon 行话Active listening 积极倾听 Formal communication 正式沟通Informal communication 非正式沟通Downward communication 下行沟通、向下交流 Upward communication 上行沟通、向上交流 Lateral communication 平行沟通、横向交流 Diagonal communication 斜行沟通、越级交流Communication networks 沟通网络 Grapevine 小道信息、谣言E-mail 电子邮件 Instant messaging (IM) 即时信息Voice mail 声音邮件 Fax 传真Electronic data interchange (EDI) 电子数据交换Teleconferencing 电信会议Videoconferencing 视频会议 Intranet 内部互联网 Extranet 外部互联网第六章控制 Control 控制 Market control 市场控制Bureaucratic control 官僚组织控制、层级控制 Control process 控制过程Management by walking around (MBWA) 走动式管理 Range of variation 偏差范围Immediate corrective actionBasic corrective action Feedforward control Concurrent control彻底纠正行动前馈控制同期控制、现场控制Feedback control 反馈控制立即纠正行动。

小子样条件下双路供弹机动作的可靠性评估方法

小子样条件下双路供弹机动作的可靠性评估方法

小子样条件下双路供弹机动作的可靠性评估方法杨丽;孙志礼;杨强;印明昂【摘要】针对双路供弹机可靠性评估的难题,提出了用假设检验确定继承因子的Bayes方法,来避免可靠性评估方法中的数据融合问题.分别运用含有继承因子的Bayes方法、MML方法和LM方法对该机构的工作过程进行了可靠性评估和对比,所提方法既用到了各个单位的历史数据,又用到了系统的试验数据,提高了计算的准确性.采用仿真计算的数据,对所提方法进行了验证,验证结果表明,适当减少单元实验数据或增加历史数据组数,可有效降低系统试验成本,提高研发效率.验证方法为可靠性评估的进一步探索提供参考和依据.【期刊名称】《东北大学学报(自然科学版)》【年(卷),期】2013(034)005【总页数】5页(P687-690,694)【关键词】数理统计学;供弹机构;可靠性评估;小子样;假设检验【作者】杨丽;孙志礼;杨强;印明昂【作者单位】东北大学机械工程与自动化学院,辽宁沈阳110819;东北大学机械工程与自动化学院,辽宁沈阳110819;东北大学机械工程与自动化学院,辽宁沈阳110819;东北大学机械工程与自动化学院,辽宁沈阳110819【正文语种】中文【中图分类】O212.2加强对装备系统的可靠性管理,确保装备系统的可靠性,必须对其可靠性指标进行评估验证.高射速自动炮的供弹机构动作可靠性是高射速火炮总体设计的关键问题之一.对于火炮这样的复杂系统而言,其可靠性评估是一个难题,首先是对武器装备复杂系统的评估方法很少,其次因为可靠性的评估是建立在可靠性数据基础上,需要相当大的数据量,才能保证评估结果的有效性.对于高速火炮武器系统进行试验获得的数据十分有限和昂贵.同样口径、相同工作原理的自动机在单向供弹时对自动机有可靠性指标的要求,在双路供弹时同样有可靠性指标要求,而且往往不低于单向供弹的指标.程刚等[1]对供弹动作可靠性进行了仿真研究,王立权等[2]应用Bayes 方法对末敏弹抛射过程进行了可靠性分析,周虎[3]研究了弹药系统小子样Bayes 贮存可靠性评估了方法及其应用软件的研制.本文在试验数据的基础上采用几种经典的可靠性评估方法,通过定型试验数据,运用概率统计的方法,评估了供弹机构动作的可靠性水平.1 供弹机工作特性分析1.1 供弹机双路供弹工作原理本文采用移动式双路供弹机,它是靠供弹机体横向左右移动进行弹种转换.这种机构设计较单路供弹相比,增加了动作,增加了约束,同时增加了机构.优点是对付不同目标时可选用不同的弹种进行射击,火力机动快,射击效果好,在现代自行火炮中广泛采用[1].供弹机构各运动机构通过相互冲击、碰撞完成各种规定中动作.运动构件的定位误差会引起供弹过程的不平衡,造成自动炮无法准确完成规定动作,导致卡弹、空拔弹等故障.供弹机的结构组成复杂,为说明其动作特性,利用三维建模软件建立实体模型(见图1).图1 双路供弹机供弹机构三维模型Fig.1 3D model of two-ways feedmechanism1.2 供弹动作特性分析供弹机的关键动作主要有三个过程:供弹→排链→拔弹,如图2 所示.图2 供弹动作关系简图Fig.2 Relationship of feed mechanism motion采用弹链供弹,弹和弹链通过进弹口进入供弹系统,通过拨弹轮前将弹规正、轴向定位,保证弹和弹链正常顺利进入拨弹轮.2 供弹机构动作可靠性评估方法由供弹机系统的作用原理和作用过程,该系统由三个单元串联组成,建立可靠性模型(见图3).图3 供弹系统可靠性模型Fig.3 Reliability model of feed mechanism system 2.1 Bayes 方法Bayes 方法[4-6]是基于归纳推理的理论,后被一些统计学者发展为一种系统的统计推断方法.火炮供弹系统属于成败型系统(即服从二项分布),根据Bayes 方法:式中:n 为总样本数;f 为失败数;a,b 为验前超参数;R 为可靠度.式(1)为采用β 验前分布时R 的验后分布密度,此时可靠性下限RL满足:式中:γ 为置信度水平;D 为可靠度方差.2.2 含有继承因子的混合Bayes 方法由于高射速火炮供弹机试验费用昂贵,属于小子样产品试验,利用历史数据或各单元试验数据对整个系统可靠性进行评估.经典Bayes 方法对新试验和原试验数据的评估不够准确.因此,对于各单元试验数据的验前信息进行处理时引入继承因子ρ.得到混合β 验前分布:对于供弹机系统作用的不同环节,使用混合Bayes 处理其验前信息,根据Bayes 方法,式(3)可表示为系统可靠性的验后分布也为β 分布:β(R;a+s,b +n-s),可靠性的点估计和在置信度γ之下,可靠性的置信下限RL,可由式(5),式(6)求出:式中:s 为成功数.2.3 修正的极大似然估计MML 方法MML[7]是利用各单元的试验数据,折算成系统等效试验数和等效成功试验数,根据系统的等效试验信息和本身的试验信息求出经典的精确置信下限作为系统可靠性置信下限的近似值.MML不能进行单元无失败情况的系统的可靠性评估.供弹系统可靠性模型分析知,该系统由三个单元串联,即m=3,设第i 个单元的可靠性为Ri,试验次数ni,成功次数si,系统折合后的试验结果为(n,s),根据文献[3]可得供弹系统单元可靠性点估计为供弹系统可靠性点估计为可得系统可靠性置信下限RL满足:2.4 成败型串联系统可靠性综合的LM[3]法LM 方法的计算结果与试验次数n 的最小值有关.对于成败型串联系统将伪成败型数据(n,f)折合成伪定时截尾指数分布数据(η,z),其中η为等效任务数,z 为伪失败数,计算可得到置信度为γ 的近似置信下限为式中uγ是标准正态分布的γ 下侧分位点.单元和系统的可靠性点估计计算公式同MML 方法中式(7)和式(8).2.5 其他智能评估方法除了上述可靠性评估的方法,常用的智能评估方法还有很多,例如灰色分析法、BP 神经网络、遗传算法、专家系统等[8-9].这些方法各有特点,这里不再介绍.3 供弹机构动作可靠性评估3.1 动作可靠性的点估计与置信下限供弹机实际工作较为复杂,试验数据的采集忽略环境因素的影响.现有一型号供弹机,其可靠性指标为:置信度γ=0.8,工作过程试验数据(s,f)=(19,1),工作过程的三个环节的历史数据和试验数据如表1 所示.表1 供弹机动作过程数据信息Table 1 Data information of feed mechanism motion process根据以上数据,计算得到可靠性点估计和可靠性置信下限计算结果,见表2.表2 供弹机动作可靠性分析数据Table 2 Reliability analysis data of feed mechanism motion3.2 不同置信水平下的可靠性置信下限在不同的置信水平下计算出的三种方法的可靠性置信下限(见表3).表3 不同置信水平下三种方法的可靠性置信下限Table 3 Lower confidence limits of the reliability for different confidence levels with three methods 为了更加直观地表现三种方法的区别,将表3中数据以曲线图的方式表现,如图4 所示.图4 三种方法可靠性置信下限曲线Fig.4 Lower confidence limits of thereliability with three methodsMML 方法和LM 方法这两种经典方法,只使用了各个单元的试验数据,如果单元试验信息中出现零失败的单元时,会引进不确定因素,方法失效,严重影响经典方法的准确性.Bayes 方法计算时既用到了各个单元的历史数据和试验数据,也用到了系统的试验数据,提高了计算的准确性.这种方法较为客观,结果不会依赖于某一试验数据.4 基于Bayes 方法的可靠性验证基于Bayes 方法计算可靠性方面的准确性,在进行系统试验之前,分别取失败数f=0,1,2 用式(6)可以解出满足指标的最小试验次数n.现对它进行可靠性验证,给定一个可靠性指标,假设γ >0.8,使各单元的历史数据不变,改变各单元的试验数据,寻找各单元试验数据与验证系统达到可靠性的系统最小试验数n 的关系.为了排除各单元试验可靠性对结果的影响,三组数据分别保持单元可靠度的点估计不变、变大和变小,计算所需试验次数如表4~6 所示.表4 单元可靠度点估计值不变时所需试验数Table 4 Test mumber of unit reliability point assessment at constant表5 单元可靠度点估计值变大时所需试验数Table 5 Test mumbers needed when unit reliability point assessment rises表6 单元可靠度点估计值变小时所需试验数Table 6 Test mumbers needed when unit reliability point assessment decreases由表可得,无论单元可靠度点估计增大、减小或是不变,在各单元试验数减少的情况下,验证可靠性的所需最小试验数也减小了.在进行可靠性验证的过程中,适当减少单元试验数量或者适当增加历史数据组数,可以降低进行单元试验的成本,从而也减少了系统试验的数量,降低系统试验的成本,提高产品的研发效率.而在单元可靠性点估计改变情况下,试验所需次数也明显发生变化.点估计值升高时,所需试验次数减小;点估计值降低时,所需试验次数增多.因此在对高可靠度单元进行可靠性进行验证时,不需较多的单元试验次数,就可以在系统试验次数较小的情况下验收产品,从而降低了试验成本.5 结论1)经典方法的可靠性置信下限普遍较低,Bayes 方法得到的置信区间小于经典方法,通过Bayes 方法得到的区间估计结果更加精确稳定,具有实际价值.2)通过对Bayes 方法进行可靠性验证可知,适当减少单元试验数量或者适当增加历史数据组数,可以降低进行单元试验的成本,从而也减少了系统试验的数量,降低系统试验的成本,提高产品的研发效率.3)对于高可靠度单元进行Bayes 方法的可靠性验证时,不需较多的单元试验次数,就可以在系统试验次数较小的情况下验收产品,从而降低了试验成本.参考文献:【相关文献】[1]程刚,张相炎,董志强.供弹动作可靠性仿真研究[J].海军工程大学学报,2011,23(2):72 -75.(Cheng Gang,Zhang Xiang-yan,Dong Zhi-qiang.Motion reliability simulation research on feed mechanism[J].Journal of Naval University of Engineering,2011,23(2):72 -75.)[2]王立权,刘荣忠,陆泽橼.应用Bayes 方法进行末敏弹抛射过程可靠性分析[J].弹箭与制导学报,2006,26(4):125 -128.(Wang Li-quan,Liu Rong-zhong,Lu Ze-yuan.Reliability analysis of projecting process about terminal-sensitive projetiles with Bayesian method [J].Journal of Projectiles Rockets Missiles and Guidance,2006,26(4):125 -128.)[3]周虎.弹药系统小子样Bayes 贮存可靠性评估方法研究及其应用软件的研制[D].北京:国防科学技术大学,2006.(Zhou Hu.Researches on Bayesian approach for storage reliability assessment of ammunition system in small sample circumstances and design of its application software[D].Beijing:National University of Defense Technology,2006.) [4]Tencer M,Moss J S,Arrhenius T Z.Average temperature:the effective temperaturefor non-fatigue wearout and long term reliability in variable thermal conditions and climates[J].Components and Packaging Technologys,2004,27(3):602 -607.[5]Gondal Z R,Lee J.Reliability assessment using feed-forward neural network-based approximate meta-models [J].Proceedings of the Institution of Mechanical Engineers,Part O:Journal of Risk and Reliability,2012,226(5):448 -454.[6]Li C Y,Zhang Y M,Younis M.Time-variant reliability assessment and its sensitivity analysis of cutting tool under invariant machining condition based on gamma process [J].Mathematical Problems in Engineering,2012,12:1 -19.[7]Ruan J J,Coccetti D F.Reliability assessment of electrostatically driven MEMS devices:based on a puliseinduced charging technique[J].Journal of Micromechanics and Microengineering,2012,22(4):1 -10.[8]Wang P.Reliability and degradation modeling with random or uncertain failure threshold[C]//2007 Proceedings Annual Reliability and Maintainability Sympsoium.Orlando,2007:390-405.[9]Wu T H,Tian R M,Duffy V.Performing ergonomics analyses through virtual interactive design:validity and reliability assessment [J].Human Factors and Ergonomics in Manufacturing & Service Industries,2012,22(3):256 -268.。

HR英文名词解释

HR英文名词解释

HR英文名词解释1. 人力资源管理Human Resource Management ,HRM)人力资源经理human resource manager) 高级管理人员executive)职业profession)道德标准ethics)操作工:(operative employees)专家:(specialist)人力资源认证协会:(the Human Resource Certification Institute,HRCI)2.外部环境:(external environment)内部环境:(internal environment)政策:(policy)企业文化:(corporate culture)目标:(mission)股东:(shareholders)非正式组织:(informal organization)跨国公司:(multinational corporation,MNC) 管理多样性:(managing diversity)3.工作:(job)职位:(posting)工作分析:(job analysis)工作说明:(job description)工作规范:(job specification)工作分析计划表:(job analysis schedule,JAS)职位分析问卷调查法:(Management Position Description Questionnaire,MPDQ) 行政秘书:(executive secretary)地区服务经理助理:(assistant district service manager)4.人力资源计划:(Human Resource Planning,HRP)战略规划:(strategic planning)长期趋势:(long term trend)要求预测:(requirement forecast)供给预测:(availability forecast)管理人力储备:(management inventory)裁减:(downsizing)人力资源信息系统:(Human Resource Information System,HRIS)5.招聘:(recruitment)员工申请表:(employee requisition)招聘方法:(recruitment methods) 内部提升:(Promotion From Within ,PFW)工作公告:(job posting)广告:(advertising)职业介绍所:(employment agency)特殊事件:(special events)实习:(internship)6.选择:(selection)选择率:(selection rate)简历:(resume)标准化:(standardization)有效性:(validity)客观性:(objectivity)规范:(norm)录用分数线:(cutoff score)准确度:(aiming)业务知识测试:(job knowledge tests)求职面试:(employment interview)非结构化面试:(unstructured interview)结构化面试:(structured interview)小组面试:(group interview)职业兴趣测试:(vocational interest tests)会议型面试:(board interview)7.组织变化与人力资源开发人力资源开发:(Human Resource Development,HRD)培训:(training)开发:(development)定位:(orientation)训练:(coaching)辅导:(mentoring)经营管理策略:(business games)案例研究:(case study)会议方法:(conference method)角色扮演:(role playing)工作轮换:(job rotating)在职培训:(on-the-job training ,OJT)媒介:(media)8.企业文化与组织发展企业文化:(corporate culture)组织发展:(organization development,OD) 调查反馈:(survey feedback)质量圈:(quality circles)目标管理:(management by objective,MBO) 全面质量管理:(Total Quality Management,TQM)团队建设:(team building)9.职业计划与发展职业:(career)职业计划:(career planning)职业道路:(career path)职业发展:(career development)自我评价:(self-assessment)职业动机:(career anchors)10.绩效评价绩效评价:(Performance Appraisal,PA)小组评价:(group appraisal)业绩评定表:(rating scales method)关键事件法:(critical incident method)排列法:(ranking method)平行比较法:(paired comparison)硬性分布法:(forced distribution method) 晕圈错误:(halo error)宽松:(leniency)严格:(strictness)3600反馈:(360-degree feedback)叙述法:(essay method)集中趋势:(central tendency)11.报酬与福利报酬:(compensation)直接经济报酬:(direct financial compensation)间接经济报酬:(indirect financial compensation)非经济报酬:(no financial compensation) 公平:(equity)外部公平:(external equity)内部公平:(internal equity)员工公平:(employee equity)小组公平:(team equity)工资水平领先者:(pay leaders)现行工资率:(going rate)工资水平居后者:(pay followers)劳动力市场:(labor market)工作评价:(job evaluation)排列法:(ranking method)分类法:(classification method)因素比较法:(factor comparison method) 评分法:(point method)海氏指示图表个人能力分析法:(Hay Guide Chart-profile Method)工作定价:(job pricing)工资等级:(pay grade) 工资曲线:(wage curve)工资幅度:(pay range)12.福利和其它报酬问题福利(间接经济补偿)员工股权计划:(employee stock ownership plan,ESOP)值班津贴:(shift differential)奖金:(incentive compensation)分红制:(profit sharing)13.安全与健康的工作环境安全:(safety)健康:(health)频率:(frequency rate)紧张:(stress)角色冲突:(role conflict)催眠法:(hypnosis)酗酒:(alcoholism)14.员工和劳动关系工会:(union)地方工会:(local union)行业工会:(craft union)产业工会:(industrial union)全国工会:(national union)谈判组:(bargaining union)劳资谈判:(collective bargaining)仲裁:(arbitration)罢工:(strike)内部员工关系:(internal employee relations) 纪律:(discipline)纪律处分:(disciplinary action)申诉:(grievance)降职:(demotion)调动:(transfer)晋升:(promotion)2. AAction learning:行动学习Alternation ranking method:交替排序法Annual bonus:年终分红Application forms:工作申请表Appraisal interview:评价面试Aptitudes:资质Arbitration:仲裁Attendance incentive plan:参与式激励计划Authority:职权BBehavior modeling:行为模拟Behaviorally anchored rating scale (bars):行为锚定等级评价法Benchmark job:基准职位Benefits:福利Bias:个人偏见Boycott:联合抵制Bumping/layoff procedures:工作替换/临时解雇程序Burnout:耗竭CCandidate-order error:候选人次序错误Capital accumulation program:资本积累方案Career anchors:职业锚Career cycle:职业周期Career planning and development:职业规划与职业发展Case study method:案例研究方法Central tendency:居中趋势Citations:传讯Civil Rights Act:民权法Classes:类Classification (or grading) method:归类(或分级)法Collective bargaining:集体谈判Comparable worth:可比价值Compensable factor:报酬因素Computerized forecast:计算机化预测Content validity:内容效度Criterion validity:效标效度Critical incident method:关键事件法DDavis-Bacon Act (DBA):戴维斯―佩根法案Day-to-day-collective bargaining:日常集体谈判Decline stage:下降阶段Deferred profit-sharing plan:延期利润分享计划Defined benefit:固定福利Defined contribution:固定缴款Department of Labor job analysis:劳工部工作分析法Discipline:纪律Dismissal:解雇;开除Downsizing:精简EEarly retirement window:提前退休窗口Economic strike:经济罢工Edgar Schein:艾德加•施恩Employee compensation:职员报酬Employee orientation:雇员上岗引导Employee Retirement Income Security Act (ERISA) :雇员退休收入保障法案Employee services benefits:雇员服务福利Employee stock ownership plan (ESOP) :雇员持股计划Equal Pay Act:公平工资法Establishment stage:确立阶段Exit interviews:离职面谈Expectancy chart:期望图表Experimentation:实验Exploration stage:探索阶段FFact-finder:调查Fair day's work:公平日工作Fair Labor Standards Act:公平劳动标准法案Flexible benefits programs:弹性福利计划Flex place:弹性工作地点Flextime:弹性工作时间Forced distribution method:强制分布法Four-day workweek:每周4天工作制Frederick Taylor:弗雷德里克•泰罗Functional control:职能控制Functional job analysis:功能性工作分析法GGeneral economic conditions:一般经济状况Golden offerings:高龄给付Good faith bargaining:真诚的谈判Grade description:等级说明书Grades:等级Graphic rating scale:图尺度评价法Grid training:方格训练Grievance:抱怨Grievance procedure:抱怨程序Group life insurance:团体人寿保险Group pension plan:团体退休金计划Growth stage:成长阶段Guarantee corporation:担保公司Guaranteed fair treatment:有保证的公平对待Guaranteed piecework plan:有保障的计件工资制Gain sharing:收益分享HHalo effect:晕轮效应Health maintenance organization (HMO) :健康维持组织IIllegal bargaining:非法谈判项目Impasse:僵持Implied authority:隐含职权Incentive plan:激励计划Individual retirement account (IRA) :个人退休账户In-house development center:企业内部开发中心Insubordination:不服从Insurance benefits:保险福利Interviews:谈话;面谈JJob analysis:工作分析Job description:工作描述Job evaluation:职位评价Job instruction training (JIT) :工作指导培训Job posting:工作公告Job rotation:工作轮换Job sharing:工作分组Job specifications:工作说明书John Holland:约翰•霍兰德Junior board:初级董事会LLayoff:临时解雇Leader attach training:领导者匹配训练Lifetime employment without guarantees:无保证终身解雇Line manager:直线管理者Local market conditions:地方劳动力市场Lockout:闭厂MMaintenance stage:维持阶段Management assessment center:管理评价中心Management by objectives (MBO) :目标管理法Management game:管理竞赛Management grid:管理方格训练Management process:管理过程Mandatory bargaining:强制谈判项目Mediation:调解Merit pay:绩效工资Merit raise:绩效加薪Mid career crisis sub stage:中期职业危机阶段NNondirective interview:非定向面试OOccupational market conditions:职业市场状况Occupational orientation:职业性向Occupational Safety and Health Act:职业安全与健康法案Occupational Safety and Health Administration (OSHA) :职业安全与健康管理局Occupational skills:职业技能On-the-job training (OJT) :在职培训Open-door:敞开门户Opinion survey:意见调查Organization development(OD) :组织发展Outplacement counseling:向外安置顾问PPaired comparison method:配对比较法Panel interview:小组面试Participant diary/logs:现场工人日记/日志Pay grade:工资等级Pension benefits:退休金福利Pension plans:退休金计划People-first values:"以人为本"的价值观Performance analysis:工作绩效分析Performance Appraisal interview:工作绩效评价面谈Personnel (or human resource) management:人事(或人力资源)管理Personnel replacement charts:人事调配图Piecework:计件Plant Closing law:工厂关闭法Point method/Policies:政策Position Analysis Questionnaire (PAQ) :职位分析问卷Position replacement cards:职位调配卡Pregnancy discrimination act:怀孕歧视法案Profit-sharing plan利润分享计划Programmed learning:程序化教学QQualifications inventories:资格数据库Quality circle:质量圈RRanking method:排序法Rate ranges:工资率系列Ratio analysis:比率分析Reality shock:现实冲击Reliability:信度Retirement:退休Retirement benefits:退休福利Retirement counseling:退休前咨询Rings of defense:保护圈Role playing:角色扮演SSkip-level interview:越级谈话Social security:社会保障Speak up! :讲出来!Special awards:特殊奖励Special management development techniques:特殊的管理开发技术Stabilization sub stage:稳定阶段Staff (service) function:职能(服务)功能Standard hour plan:标准工时工资Stock option:股票期权Straight piecework:直接计件制Strategic plan:战略规划Stress interview:压力面试Strictness/leniency:偏紧/偏松Strikes:罢工Structured interview:结构化面试Succession planning:接班计划Supplement pay benefits:补充报酬福利Supplemental unemployment benefits:补充失业福利Salary surveys:薪资调查Savings plan:储蓄计划Scallion plan:斯坎伦计划Scatter plot:散点分析Scientific management:科学管理Self directed teams:自我指导工作小组Self-actualization:自我实现Sensitivity training:敏感性训练Serialized interview:系列化面试Severance pay:离职金Sick leave:病假Situational interview:情境面试Survey feedback:调查反馈Sympathy strike:同情罢工System Ⅳ组织体系ⅣSystem I:组织体系ⅠTTask analysis:任务分析Team building:团队建设Team or group:班组Termination:解雇;终止Termination at will:随意终止Theory X:X理论Theory Y:Y理论Third-party involvement:第三方介入Training:培训Transactional analysis (TA) :人际关系心理分析Trend analysis:趋势分析Trial sub stage:尝试阶段UUnsafe conditions:不安全环境Unclear performance standards:绩效评价标准不清Unemployment insurance:失业保险Unfair labor practice strike:不正当劳工活动罢工Unsafe acts:不安全行为VValidity:效度value-based hiring:以价值观为基础的雇佣Vroom-Yetton leadership trainman:维罗姆-耶顿领导能力训练Variable compensation:可变报酬Vestibule or simulated training:新雇员培训或模拟Vesting:特别保护权Voluntary bargaining:自愿谈判项目Voluntary pay cut:自愿减少工资方案Voluntary time off:自愿减少时间WWage carve:工资曲线Work samples:工作样本Work sampling technique:工作样本技术Work sharing:临时性工作分担Worker involvement:雇员参与计划Worker's benefits:雇员福利3. 目标mission/ objective集体目标group objective内部环境internal environment外部环境external environment计划planning组织organizing人事staffing领导leading控制controlling步骤process原理principle方法technique经理manager总经理general manager行政人员administrator主管人员supervisor企业enterprise商业business产业industry公司company效果effectiveness效率efficiency企业家entrepreneur权利power职权authority职责responsibility科学管理scientific management现代经营管理modern operational management行为科学behavior science生产率productivity激励motivate动机motive法律law法规regulation经济体系economic system管理职能managerial function产品product服务service利润profit满意satisfaction归属affiliation 尊敬esteem自我实现self-actualization人力投入human input盈余surplus收入income成本cost资本货物capital goods机器machinery设备equipment建筑building存货inventory(2)经验法the empirical approach人际行为法the interpersonal behavior approach集体行为法the group behavior approach 协作社会系统法the cooperative social systems approach社会技术系统法the social-technical systems approach决策理论法the decision theory approach 数学法the mathematical approach系统法the systems approach随机制宜法the contingency approach管理任务法the managerial roles approach 经营法the operational approach人际关系human relation心理学psychology态度attitude压力pressure冲突conflict招聘recruit鉴定appraisal选拔select培训train报酬compensation授权delegation of authority协调coordinate业绩performance考绩制度merit system表现behavior下级subordinate偏差deviation检验记录inspection record误工记录record of labor-hours lost销售量sales volume产品质量quality of products先进技术advanced technology顾客服务customer service策略strategy结构structure(3)领先性primacy普遍性pervasiveness忧虑fear忿恨resentment士气morale解雇layoff批发wholesale零售retail程序procedure规则rule规划program预算budget共同作用synergy大型联合企业conglomerate资源resource购买acquisition增长目标growth goal专利产品proprietary product竞争对手rival晋升promotion管理决策managerial decision商业道德business ethics有竞争力的价格competitive price 供货商supplier小贩vendor利益冲突conflict of interests派生政策derivative policy开支帐户expense account批准程序approval procedure病假sick leave休假vacation工时labor-hour机时machine-hour资本支出capital outlay现金流量cash flow工资率wage rate税收率tax rate股息dividend现金状况cash position资金短缺capital shortage 总预算overall budget资产负债表balance sheet可行性feasibility投入原则the commitment principle 投资回报return on investment生产能力capacity to produce实际工作者practitioner最终结果end result业绩performance个人利益personal interest福利welfare市场占有率market share创新innovation生产率productivity利润率profitability社会责任public responsibility董事会board of director组织规模size of the organization组织文化organizational culture目标管理management by objectives 评价工具appraisal tool激励方法motivational techniques控制手段control device个人价值personal worth优势strength弱点weakness机会opportunity威胁threat海一角营销人网个人责任personal responsibility顾问counselor定量目标quantitative objective定性目标qualitative objective可考核目标verifiable objective优先priority工资表payroll(4)策略strategy政策policy灵活性discretion多种经营diversification评估assessment一致性consistency应变策略consistency strategy公共关系public relation价值value抱负aspiration偏见prejudice审查review批准approval主要决定major decision分公司总经理division general manager 资产组合距阵portfolio matrix明星star问号question mark现金牛cash cow赖狗dog采购procurement人口因素demographic factor地理因素geographic factor公司形象company image产品系列product line合资企业joint venture破产政策liquidation strategy紧缩政策retrenchment strategy战术tactics(5)追随followership个性individuality性格personality安全safety自主权latitude悲观的pessimistic静止的static乐观的optimistic动态的dynamic灵活的flexible抵制resistance敌对antagonism折中eclectic(6)激励motivation潜意识subconscious地位status情感affection欲望desire压力pressure满足satisfaction自我实现的需要needs forself-actualization尊敬的需要esteem needs归属的需要affiliation needs 安全的需要security needs生理的需要physiological needs维持maintenance保健hygiene激励因素motivator概率probability强化理论reinforcement theory反馈feedback奖金bonus股票期权stock option劳资纠纷labor dispute缺勤率absenteeism人员流动turnover奖励reward(7)特许经营franchise热诚zeal信心confidence鼓舞inspire要素ingredient忠诚loyalty奉献devotion作风style品质trait适应性adaptability进取性aggressiveness热情enthusiasm毅力persistence人际交往能力interpersonal skills行政管理能力administrative ability智力intelligence专制式领导autocratic leader民主式领导democratic leader自由放任式领导free-rein leader管理方格图the managerial grid工作效率work efficiency服从obedience领导行为leader behavior支持型领导supportive leadership参与型领导participative leadership指导型领导instrumental leadership成就取向型领导achievement-oriented leadership。

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UNIVERSITY OF NIŠThe scientific journal FACTA UNIVERSITATISSeries: Working and Living Environmental Protection Vol. 1, No 3, 1998, pp. 33 - 40Editor of series: Ljiljana Rašković, e-mail: ral@kalca.junis.ni.ac.yuAddress: Univerzitetski trg 2, 18000 Niš,YU, Tel. +381 18 547-095, Fax: +381 18 547-950http:// ni.ac.yu/Facta

OPERATOR'S RELIABILITY ASSESSMENTUSING EXPERT METHOD OF PAIRED COMPARISON

UDC:62.51

Suzana SavićFaculty of Occupational Safety, Niš,YugoslaviaAbstract. The importance of human reliability assessment in production systems isconsidered in this paper. The approaches for human reliability quantification are alsogiven in this paper. The factors influencing the reliability of the operator's activity areparticularly analyzed and their quantification is carried out. The method of pairedcomparison is applied in order to bring together the influences of certain reliabilityfactors. Thus, a complex reliability index is created on the basic of which it is possibleto assess the operator's activity reliability.

1. INTRODUCTION

The attitude that a reliable technical system is the basic of production systemreliability has resulted in highly-reliable technical systems and technology. Nevertheless,even highly reliable technical systems and technological processes are subject to failuresthe initial cause of which does not lie in them. If the causes resulting from the impact ofthe environment on the considered system are left out, the most frequent factor of thesystem unreliability is human errors, incorrectly or untimely performed tasks, i.e.unperformed tasks. According to so far performed researches [3], man is the immediatecause of 20% − 90% of all system failures (60% − 70% in land transport, ≅ 75% in airtransport, ≅ 70% in industry, in the army from 74% during the period of peace up to 90%during war). This fact has led to a sharp increase of interest in studying human reliabilityfor the purpose of eliminating, i.e. reducing human errors in production systems.The actualization of system safety and risk problem has extremely intensified thestudy of human reliability in the sense of creating a uniform methodology for itsquantification. The problem of system safety is outstandingly current now a days due togreat power capacities of production systems and to the application of now (stillinsufficiently examined) technologies and materials.

Received November 23, 1998S. SAVIĆ34According to the data [1,3,6], 50% of the most serious accidents in industry andtransportation have taken place over the last 20 years of this century and 33% of themhappened during the 1980 s. Only a few of them are the following: Sevezo (Italy), Bazel(Switzerland), Three Mile Island (USNRC), Bhopal (India), Chernobyl (Ukraine).The two greatest world catastrophes (Bhopal - 1984, Chernobyl - 1986) were provedto have been caused not only organization and management, as well as by inadequatesafety measures [3,5]. To the immediate consequences reflected in a large number ofhuman victims also enormous material losses due to system ravage, unforeseeable andimmeasurable genetically and ecological consequences should be added.All the above mentioned facts point out the necessity of human reliability assessmentas an integral part of system risk assessment. This assessment should include not onlyoperators (immediate executors of particular tasks) but also people involved in systemglobal organization and management.

2. APPROACHES FOR HUMAN RELIABILITY QUANTIFICATION

In human reliability quantification analytical, expert and fuzzy approaches are applied.Analytical approach for reliability quantification is based on the creation of themathematical dependence P = f(Pik), i = 1,...m (m is the number of operation types),

k = 1,...l, (l is the number of elementary probabilities necessary for the reliabilityassessment of a particular operation type performance). It is assumed that all Pik

probabilities are known. There fore , for human reliability assessment familiarity with

quantitative values of all probabilities characterizing possible errors in all operation typesis necessary. This points out the need for acquiring a large number of relevant dataconcerning human errors for the purpose of calculating valid quantification of reliabilityindices by statistical data processing. It is difficult to acquire the necessary amount ofrelevant data for the assessment of particular reliability indices due to the following facts:− latch of awareness about the usefulness of recording and collecting data;− confidentiality, i.e. readiness not to publish data;− various causes and mechanisms of an error;− data outdating with respect to permanent innovation technology and the demands ofworking place;− inappropriate generalization of experimental data;− long time needed for collecting necessary data (which might cause data outdatingeven in the course of collecting).As a result of the above mentioned difficulties analytical approach based on the theoryof probability and mathematical statistics gradually yields to more modern approaches.The problem of the initial data relevance for human reliability assessment can beresolved by interval quantitative assessment. This procedure does not yield obtaining theaccurate index value, but an interval of possible values the size of which depends on therequired assessment validity and on a form of the statistical function of assessmentsdistribution. Interval assessments are expressed by fuzzy-values and fuzzy-numbers sothat the theory of possibility and the theory of fuzzy-sets are introduced to the field ofhuman reliability assessment. The necessity of their application is confirmed by objectivecomplexity of human activities in modern production systems and by the peculiarity of

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