ERP-An ERP investigation on the

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电梯应急预案英语

电梯应急预案英语

I. IntroductionThis Emergency Response Plan (ERP) is designed to provide a structured and efficient response to elevator accidents within our building. The purpose of this plan is to ensure the safety of all occupants and minimize the impact of such incidents. This document outlines the procedures to be followed in the event of an elevator emergency, including evacuation, communication, and coordination with emergency services.II. Scope of the PlanThis ERP applies to all elevator accidents, including but not limited to:- Power failures- Mechanical breakdowns- Emergency stop activations- Elevator entrapment- Fire-related incidents affecting elevator operationsIII. ResponsibilitiesA. Building Management- Ensure that all elevator systems are regularly maintained and inspected.- Provide training to staff on emergency response procedures.- Post emergency contact information in visible locations within the building.- Coordinate with emergency services during incidents.B. Elevator Operators- Monitor elevator operations and report any anomalies to building management immediately.- Follow established emergency procedures during accidents.- Assist occupants in exiting the elevator safely if required.C. Occupants- Familiarize themselves with emergency procedures and elevator operation.- Remain calm and cooperative during an elevator accident.- Follow instructions from building staff and emergency services personnel.IV. Emergency ProceduresA. Power Failure1. Elevator operators should immediately assess the situation and activate the emergency stop button if necessary.2. Building management should notify occupants of the power failure and advise them to remain calm.3. Elevator operators should communicate with occupants to reassure them and provide instructions on how to exit the elevator if required.4. Once the power is restored, the elevator operators should inspect the system for damage and report any issues to building management.B. Mechanical Breakdown1. Elevator operators should immediately activate the emergency stop button and secure the elevator.2. Notify building management and occupants of the breakdown.3. Elevator operators should communicate with occupants to reassure them and provide instructions on how to exit the elevator if required.4. Building management should coordinate with a qualified technician to repair the elevator.C. Emergency Stop Activation1. Elevator operators should activate the emergency stop button to secure the elevator.2. Notify building management and occupants of the situation.3. Communicate with occupants to reassure them and provide instructions on how to exit the elevator if required.4. Elevator operators should inspect the elevator for damage and report any issues to building management.D. Elevator Entrapment1. Elevator operators should activate the emergency stop button and secure the elevator.2. Notify building management and occupants of the entrapment.3. Communicate with occupants to reassure them and provide instructions on how to exit the elevator if required.4. Elevator operators should wait for emergency services to arrive and assist occupants in exiting the elevator safely.5. Building management should coordinate with emergency services to ensure the safe evacuation of all occupants.E. Fire-Related Incidents1. Elevator operators should immediately activate the emergency stop button and secure the elevator.2. Notify building management and occupants of the fire.3. Follow the building's fire evacuation plan.4. Elevator operators should assist occupants in exiting the elevator if required and follow the fire evacuation route.V. Communication- Elevator operators should use the building's public address system to communicate with occupants during emergencies.- Building management should establish a central command center to coordinate communication and response efforts.- All communication should be clear, concise, and reassuring.VI. Post-Incident Actions- Conduct a thorough investigation to determine the cause of the elevator accident.- Implement any necessary corrective actions to prevent future incidents.- Provide additional training to staff and occupants as needed.VII. ConclusionThis Emergency Response Plan is a critical component of our building's safety program. By following the procedures outlined in this document, we can ensure the safety and well-being of all occupants in the event of an elevator accident. Regular training and drills will further enhance our ability to respond effectively to such incidents.。

应急处置预案英语

应急处置预案英语

I. IntroductionThe purpose of this Emergency Response Plan (ERP) is to outline the procedures and protocols to be followed in the event of an emergency at our organization. This plan aims to ensure the safety and well-being of all personnel, visitors, and property within our premises. The ERP is designed to be a comprehensive guide for all individuals involved in the emergency response process.II. Definitions- Emergency: Any unexpected event that poses a threat to the safety, health, or well-being of individuals or the property of the organization.- Emergency Response Team (ERT): A group of individuals trained to respond to emergencies and provide assistance as needed.- Emergency Coordinator: The designated individual responsible for overseeing the implementation of the ERP and coordinating emergency response activities.- Evacuation: The process of safely moving individuals out of a hazardous area.III. Emergency Types1. Fire: This includes any fire-related incidents, such as a small fire,a large fire, or a fire involving hazardous materials.2. Chemical Spill: Any accidental release of chemicals that may pose a health or environmental risk.3. Medical Emergency: Any illness or injury that requires immediate medical attention.4. Bomb Threat: Any report of a bomb or suspicious device.5. Natural Disasters: Earthquakes, floods, hurricanes, or other natural events that may impact the organization.6. Other Emergencies: Any other situation that the Emergency Coordinator deems an emergency.IV. Emergency Response Procedures1. Activation of the Emergency Response Plan- Upon detection of an emergency, the first responder shall immediately notify the Emergency Coordinator.- The Emergency Coordinator will assess the situation and activate the ERP accordingly.2. Notification and Evacuation- The Emergency Coordinator will ensure that all individuals are promptly notified of the emergency.- In the event of an evacuation, the Emergency Coordinator will coordinate with the ERT to ensure a safe and orderly evacuation.3. First Aid and Medical Assistance- The Emergency Coordinator will ensure that medical assistance is provided to individuals requiring immediate care.- The ERT will assist in providing first aid and coordinating with emergency medical services if necessary.4. Containment and Mitigation- The ERT will work to contain and mitigate the emergency to prevent further damage or harm.- This may involve securing hazardous materials, controlling fires, or taking other necessary actions.5. Communication- The Emergency Coordinator will maintain communication with all relevant authorities, emergency services, and stakeholders throughout the incident.- Updates will be provided to all personnel and stakeholders as necessary.6. Post-Emergency Actions- The Emergency Coordinator will oversee the recovery and cleanup process.- A thorough investigation will be conducted to determine the cause of the emergency and identify any lessons learned.V. Training and Drills1. All personnel will receive training on the ERP and their respective roles during an emergency.2. Regular drills will be conducted to ensure that all individuals are familiar with the procedures and can respond effectively in an emergency situation.VI. Appendices- Emergency Contact List- Evacuation Routes and Assembly Points- First Aid and Medical Supplies List- Emergency Equipment ListThis Emergency Response Plan is a living document that will be reviewed and updated as necessary. It is the responsibility of all individuals to familiarize themselves with the contents of this plan and to comply with its procedures and protocols.。

ERP 英文选择题

ERP 英文选择题

One benefit of ERP systems is that by having standard user interfaces, less ________ of employees is required.Select one:a. None of theseb. managementc. qualityd. traininge. numbersIn the tiered architecture, the ERP application is stored on the ________ tier.Select one:a. presentation logicb. datac. middlewared. hardwaree. business logicAn ERP architecture consists of both a physical architecture and a :Select one:a. logical architecture.b. system architecture.c. system documentation.d. labor component.e. database.An organization must first do a ________ to help narrow down the ERP vendors to a select few.Select one:a. performance reviewb. system analysisc. vendor reviewd. needs assessmentIn the ERP systems, they must meet the organizational needs in todays's competitive environment to be:Select one:a. None of theseb. cross functional, static and global.c. cross functional, dynamic, and siloed.d. cross functional, dynamic and global.e. mono functional, dynamic and global.ERP systems are ________ which means they can be accessed using a web client.Select one:a. functionalb. cross-functionalc. integratedd. real-timee. web-enabledWhen an ERP system is upgraded, this means that the IT staff will have to upgrade not only the existing application, but also any ________ they have made.Select one:a. modificationsb. decisionsc. designsd. clarificationse. protectionsAll of the following are components of an ERP system except:Select one:a. tools.b. hardware.c. processes.d. databases.e. people.ERP systems integrate a business' processes across their:Select one:a. sales activities.b. functional dependencies.c. value chain.d. system boundaries.A strong commitment from ________ is critical for the success of an ERP system.Select one:a. usersb. system administratorsc. vendorsd. peoplee. management________ is the time from "go live" to about 90 days after, or until the number of issues and problems have been reduced.Select one:a. Testing and Debuggingb. Rationalizationc. Stabilizationd. Analysise. ImplementationA ________ system is an integrated information system that supports all the functions of the enterprise in real-time.Select one:a.Managementb. None of thesec. Decentralizedd. ERPe. SiloBusiness organizations have become ________.Select one:a. more layeredb. All of thesec. less complexd. more complexe. easier to manageThe ________ approach to implementing an ERP system helps organizations lower the long-term maintenance of the ERP application.Select one:a. waterfallb. data flowc. RADd. layeredDuring the 1960s and 1970s most organizations designed their systems in a ________ manner.Select one:a. componentizedIncorrectb. cross-functionalc. cohesived. siloe. interrelatedERP vendors embed ________ in their software.Select one:a. datab. componentsc. protocols.d. best practicese. upgradesMaking modifications to the ERP software will ________ the investment in the system and introduce higher implementation risk.Select one:a. simplifyb. None of thesec. increased. decreasee. reinforceBecause they lack the skill sets and time necessary to develop it ________, most organizations choose to purchase ERP software from a vendor.Select one:a. organicallyb. cross-functionallyc. in-housed. modularizede. efficientlyERP system implementation failures are often caused by lack of attention to the business processes and the ________ components.Select one:a. hardwareb. interrelatedc. peopled. softwaree. databaseAs opposed to ERP systems, e-Business systems are focused more on integrating ________ processes.Select one:a. None of theseb. softwarec. externald. hardwaree. internalIt is not uncommon for employees to ________ the changes in their roles and department boundaries due to the new ERP system.Select one:a. requestb. resistc. None of thesed. sabotagee. embraceERP systems help to increase the efficiency of the organization and worker productivity by providing a ________ for all corporate data, information, and knowledge.Select one:a. platformb. central repositoryc. decentralized archived. networke. architectureChecking inventory is an example of a :Select one:a. database.b. system function.c. business process.d. software function.One of ERP Systems's goals is to make information flow between ________ and the system. Select one:a. marketingb. accountingc. All of thesed. productione. finance________ an ERP system during the implementation increases the cost of the system and increases the implementation risks.Select one:a. Delayingb. Diagrammingc. Integratingd. Outsourcinge. ModifyingA ________ implementation involves considerable modifications to the ERP software. Select one:a.vanillab. cross-functionalc. vendor-drivend. web-enablede. chocolateThe CEO of a firm probably requires less quantity of information but a very high ________ of information.Select one:a. costb. transferc. None of thesed. qualitye. amountA "vanilla" ERP implementation is when the organization decides to implement the ERP software:Select one:a. "as is."b. without complex interfaces.c. with B2B capabilities.d. quickly.e. with special additions.The general goal of an Information System is to convert data into useful:Select one:a. data flows.b. information.c. tools.d. procedures.A ________ is a dynamic sub-organization that can be created and eliminated depending on need.Select one:a. departmentb. IT groupc. matrix groupd. Business Unite. strategic groupThe concept of ________ means that clean data can be entered once and then reused across all applications.Select one:a. data integrationb. cross-data reportsc. data flowsd. system integratione. real-time accessA ________ is defined as a series of tasks or activities grouped to achieve a business function or goal.Select one:a. system prototypeb. software designc. information systemd. business processWhich of the following is not a component of an Information System?Select one:a. outputb. peoplec. datad. hardwaree. softwareAn ERP system works on a ________ database that allows various departments to share information and communicate with each other.Select one:a. None of theseb. archivec. silod. ERPe. singleA ________ organization focuses all its business processes around improving its relationship with its customers.Select one:a. customer-centricb. sales orientedc. non-profitd. verticalBeing able to approve a customer's credit application on the spot is an example of how integrated systems can provide better:Select one:a. information visibility.b. resources.c. support.d. market research.Because systems integration often involves sharing information across departments, this often creates ________ among the functional departments.Select one:a. better decisionsb. power conflictsc. new opportunitiesd. network failuresAn organization that wants to connect its systems with its partners and suppliers needs to have a robust ________ system in place.Select one:a. supply chainb. ERPc. TPSd. DSSERP systems are integrated, multi-module ________ software packages.Select one:a. platformb. networkc. web-serviced. databasee. applicationThe business process view flattens the organization from a hierarchical to a ________ structure.Select one:a. verticalb. horizontalc. relationald. matrixA side benefit of integration is that the organization is forced to ________ its hardware, software, and IT policies.Select one:a. upgradeb. standardizec. reengineerd. reviewSystems integration means allowing access to a shared data resource by people from different ________ areas of the organization.Select one:a. logicalb. functionalc. decisionald. geographicalTo avoid support and maintenance problems with the integrated system it is important to create a ________ IT help desk and support.Select one:a. centralizedb. networkc. strategicd. businesse. distributedThe current generation of ERP systems does not work well with ________ architecture on legacy platforms.Select one:a. in-houseb. gridc. cross-platformd. centralizede. distributedAt the physical level, systems integration means providing seamless connectivity between ________ systems.Select one:a. functionalb. heterogeneousc. distributedd. softwareAt the ________ level, ERP systems require organizations to focus on business processes rather than functions.Select one:a. logicalb. hardwarec. presentationd. middlewaree. physical________ systems focus on individual tasks and/or functions rather than on a process and supporting team collaboration.Select one:a. Verticalb. Matrixc. Silod. HierarchicalThe hierarchical layers of an organization from strategic planning to operational control represent ________ silos.Select one:a. horizontalb. matrixc. cornd. verticalHershey's ERP project failed initially because they failed to break their existing:Select one:a. functional silos.b. chocolate bars.c. software development patterns.d. hardware resources.e. cross-functional roles.Business ________ reengineering involves changing the mindset of employees to do their tasks in a new way.Select one:a. taskb. systemc. softwared. functione. processIntegrated systems should ________ share information with one another.Select one:a. seamlesslyb. slowlyc. rarelyd. neverIf there is a system failure or a major disaster it is crucial that a good ________ system for the integrated system be in place.Select one:a. hardwareb. crisis managementc. electricald. databasee. backup and recoveryIn general, the biggest benefits of implementing an integrated system include a reduction in inventory and ________ costs.Select one:a. directb. siloc. materiald. personnele. indirectInformation systems that are used for generating reports for mid-level managers are known as:Select one:a. DSS.b. databases.c. MIS.d. ESS.The first step in systems integration is to take inventory of the various IT ________ being used in the organization.Select one:a. hardware componentsb. resourcesc. web-enabled applicationsd. integrated systemse. databasesOne step in the systems integration process is to develop a policy on whether older, ________ systems will be supported and maintained.Select one:a. functionalb. legacyc. departmentald. business________ tools are good for short-term integration of existing applications in the organization.Select one:a. Data integrationb. Real-time accessc. Middlewared. Business process integratione. HardwareMany benefits of integrated systems are ________ so they are difficult to quantify.Select one:a. decisionalb. intangiblec. operationald. tangiblee. financialManually reentering data in a system ________ leads to more errors and inaccuracies. Select one:a. rarelyb. neverc. usuallyd. alwaysTo get employees to do their task in a new way, managers must get them to shift their focus from achieving ________ goals to organizational goals.Select one:a. departmentalb. individualc. functionald. practicale. ProceduralThe evolution of Information Systems is often viewed as a ________ change process in which technologies, human factors, organizational relationships and tasks change continuously. Select one:a. easyb. socio-technicalc. automatedd. SimplifiedERP systems come with built-in ________ for a variety of functions such as entering a customer order.Select one:a. vendorsb. tasksc. processesd. rolese. usersOne benefit of the ________ module is that it helps companies comply with the government rules of the Sarbanes-Oxley Act.Select one:a. sales and marketingb. accountingc. financed. productionThe ________ module uses data collection technologies such as RFID and bar codes to improve resource allocation for cross-docking processes.Select one:a. salesb. accountingc. procurementd. transportatione. productionIn the ERP system, user ________ are set up to define access right for every user in the portal.Select one:a. securityb. rolesc. applicationd. web-servicesEmployee data is managed in the ________ module.Select one:a. human resourceb. credit managementc. databased. sales and marketinge. purchasingA drawback of the two-tier ERP architecture is that it requires expensive ________ for integrating other systems.Select one:a. middlewareb. 3 tier systemsc. None of thesed. 1 tier systemse. n-tier systemsThe GUI resides on the ________ layer of the three-tier system architecture.Select one:a. applicationb. logicalc. GUId. presentatione. None of theseThe GUI resides on the ________ tier.Select one:a. None of theseb. logicalc. presentationd. GUIe. ApplicationERP vendors embed their best business ________ in their software to help businesses improve their productivity and performance.Select one:a. tasksb. decisionsc. functionsd. practicese. productsThe next generation web-based architectures will help to deliver ________ access to ERP systems.Select one:a. centralizedb. short termc. limitedd. None of thesee. ubiquitousThe term ________ refers to system architectures that can have any number of distinct tiers including 4-tiers and more.Select one:a. 4 tierb. n-tierc. frontierd. m-tiere. None of theseThe enterprise system architecture can be viewed from two different angles; the functional angle and the ________ angle.Select one:a. logicalb. networkc. systemd. decisionalThe ERP system ________ determines the relationships between all the complex IT components.Select one:a. layoutb. middlewarec. architectured. networkThe IT components of an ERP system architecture include the hardware, software and the: Select one:a. organization.b. middleware.c. data.d. security.The ________ tier acts as the intermediary between the client applications and the database. Select one:a. logicalb. middlewarec. businessd. presentationIn the newer Web-based architecture, the ________ layer is split into the Web Services tier and the Web Browser tier.Select one:a. networkb. presentationc. applicationd. databasee. securityThe IT infrastructure in organizations has moved from centralized to client-server and ________.Select one:a. recentralizedb. unmanageablec. distributedd. siloede. None of theseIf the ERP vendor's software and best practices do not match the organization's needs, it may be necessary to ________ the ERP software.Select one:a. compartmentalizeb. upgradec. individualized. customizee. proceduralizeIn a typical two-tier architecture, the server handles both the ________ and database duties. Select one:a. networkb. applicationc. user accessd. securitye. protocol controlThe ________ module provides tools and data warehousing capabilities.Select one:a. business intelligenceb. asset managementc. project managementd. self-servicee. databaseThe ________ tier consists of a web browser and a reporting tool.Select one:a. databaseb. applicationc. GUId. logicale. presentationA fully functioning ERP system needs a high availability ________ in order to support the growth of the user population and its expansion out to the supply chain partners.Select one:a. APIb. networkc. application serverd. databasee. GUIThird party system integration can be done in either the portal or the ________ layer. Select one:a. None of theseb. presentationc. GUId. logicale. applicationIf a company wants to streamline their procurement processes, they would probably choose to implement the ________ module.Select one:a.financeb. asset managementc. inventory managementd. logisticse. purchasingThe first generation of the distributed IT architecture involved ________ tiers.Select one:a. nb. None of thesec. twod. threee. oneThe core of many ERP systems is the ________ module.Select one:a. purchasingb. process managementc. sales and marketingd. logisticse. financeIn ________ environments, clients only need access to the Internet and a standard browser like Internet Explorer with a few plug-ins to interact with ERP applications.Select one:a. n-tier client/serverb. web-basedc. server-centricd. client-centricOrder placement and schedule is handled in the ________ module.Select one:a. purchasingb. logisticsc. sales and marketingd. asset managemente. financeIn the three-tier architecture, the application, database, and ________ layers are separated into independent operating units.Select one:a. protocol controlb. networkc. securityd. presentatione. applicationUsers input data in the ________ tier.Select one:a. businessb. applicationc. logicald. databasee. presentationOnline Analytical Processing is the foundation of the ________ module in ERP.Select one:a. e-Commerceb. business intelligencec. performance managementd. project managementERP vendors break the software up into ________ which organizations can selectively implement to support their different functional areas.Select one:a. programsb. applicationsc. systemsd. modulesResearch shows that large companies lose up to ________ per minute every time their ERP system goes down.Select one:a. $218Kb. $3Kc. $3.6Md. $18Ke. $13KThe ________ client/server architecture has been shown to improve performance for groups with a large number of users.Select one:a. three-tierb. None of thesec. one-tierd. two-tiere. four-tierMany ERP implementations fail to realize all the benefits because they don't provide the system with enough network ________.Select one:a. softwareb. bandwidthc. trafficd. hardwaree. None of theseAs organizations grew they tended to create a hodge-podge of siloed information systems that lacked ________.Select one:a. diversityb. integrationc. None of thesed. analysise. modularityOne benefit of ERP systems is that they allow organizations to quickly form and break ________ with other companies.Select one:a. web servicesb. alliancesc. networksd. protocolsEarly business organizations focused on breaking complex work tasks into ________ tasks that could be more easily managed and controlled.Select one:a.non-workingb. smallerc. largerd. more complexBecause of the tremendous load that an ERP system places on the corporate LAN and WAN, it is crucial that companies go through network ________, when deploying an ERP system. Select one:a. downtimeb. capacity planningc. implementationsd. None of thesee. upgradesThe global organization that helps to promote the use of a common language is called ________.Select one:a. OASISb. ICANNc. NCAAd. None of thesee. NetweaverThe web-based portal is part of the ________ tier.Select one:a. presentationb. None of thesec. Applicationd. applicatione. GUIIn the traditional ERP life cycle a gap analysis should be conducted in the ________ stage. Select one:a. implementationb. scope and commitmentc. acquisition and developmentd. investigatione. analysis and designThe ________ ERP life cycle approach has a deliverable due at the end of each stage. Select one:a. object orientedb. None of thesec. traditionald. vendor drivene. rapidTo keep the costs down and also to minimize the chance of surprises, it is generally a good rule of thumb to minimize the number of:Select one:a. purchases.b. special tools.c. embedded processes.d. customizations.The SDLC uses a ________ approach for problem solving.Select one:a. directb. systemc. technicald. logicale. heuristicThe phases of the traditional SDLC include investigation, design, implementation, ________, maintenance.Select one:a. feasibilityb. value propositionc. analysisd. purchasinge. ASAPThe ________ provide knowledge to embed business rules and input for interface and report design.Select one:a. SMEsb. IT gurusc. decision makersIncorrectd. managersStage ________ of the ERP life cycle is similar to the investigation stage of the SDLC. Select one:a. fourb. twoIncorrectc. oned. None of thesee. threeWhen the government wants to develop a new procurement tracking system for its military they would probably build it using:Select one:a. the ERP life cycle.b. SDLC processes.c. end-user development.d. prototyping.The SDLC provides a systematic process for planning, ________, and creating an information system for organizations.Select one:a. managingb. designingc. visualizingd. purchasinge. financingThe implementation phase of the ERP life cycle is also sometimes called the ________ stage. Select one:a. shortestb. failurec. None of thesed. longeste. Go-LiveIn silo systems information is captured and re-entered several times and is not available in ________.Select one:a. back-upsb. hardcopyc. real-timed. batchesBecause of the high initial setup costs for the integrated system, it is particularly crucial to have a strong commitment from:Select one:a. the IT staff.b. the employees.c. the consultants.d. top management.________ is not a stage of the traditional ERP life cycle.Select one:a. Acquisition and Developmentb. Analysis and Designc. Implementationd. Investigatione. Scope and CommitmentA ________ analysis is used to compare the functions provided by the ERP system to the operational processes necessary to run the business.Select one:a. None of theseb. gapc. scoped. investigatione. iterativeWhich of the following is not a typical problem with using the SDLC process for developing a new system?Select one:a. too rigorousb. too much documentationc. takes too longd. too expensiveIf a sales manager developed a Microsoft Access database to help his salespeople track their customer contact information, this would be an example of an application developed using: Select one:a. end-user development.b. SDLC processes.c. the ERP life cycle.d. prototyping.The primary task of the ________ phase of the traditional SDLC is to determine the user requirements of the new system.Select one:a. analysisb. designc. investigationd. maintenancee. implementationThe most critical success factor for ERP systems is to have a solid commitment of the: Select one:a. end users.b. top management.c. consultants.d. IT department.The ________ approach to system conversion has the highest risk of the different conversion approaches.Select one:a. direct cutoverb. None of thesec. paralleld. pilote. phasedIn the traditional ERP life cycle, by the end of the ________ stage, the team should have a prototype or sandbox of the ERP software up and running and accessible to the entire team, consultants, and SMEs.Select one:a. analysis and designb. scope and commitmentc. acquisition and developmentd. operationse. implementationWhen using the prototyping approach, one does not go through the ________ stages of the traditional SDLC.Select one:a. design and analysisb. implementation and investigationc. analysis and investigationd. maintenance and analysis________ is not an example of a vendor-driven ERP development methodology.Select one:a. BIMb. Rapid-ERPc. FastTrackd. Total Solutionse. ASAPFor ERP implementations, it is best if the ________ is composed of people with a wide variety of IT and business skills.Select one:a. technical groupb. development teamc. consulting teamd. management teame. change management groupIn the ________ phase of the traditional SDLC, the team should do a thorough analysis of the costs and benefits of the proposed system.Select one:a. investigationb. designc. implementationd. maintenancee. analysisCompared with the traditional SDLC, the ERP life cycle is more focused on reengineering organizational ________ and change management.Select one:a. functionsb. productsc. decisionsd. processese. practicesAn Information System includes each of the following except:a. data.b. culture.c. software.d. hardware.The ERP life cycle is often just as rigorous as the traditional ________ life cycle.a. networkb. SDLCc. projectd. BIMHardware and software are acquired and installed in the ________ of the traditional SDLC life cycle.a. investigationb. implementationc. analysisd. designe. maintenanceSystem failures often occur when not enough attention is devoted to ________ management from the beginning.a. lowerb. shrinkingc. changed. uppere. None of theseIn a ________ ERP life cycle implantation, employees are empowered to make the decisions to keep the project moving forward.a. rapidb. None of thesec. vendor drivend. object-orientede. traditionalMost ERP vendors and consultants try to compete against each other by having different:a. GUIs.b. databases.c. application servers.d. implementation methodologies.e. APIs.ERP system development can make use of prototyping methodologies by using a ________ to get more immediate user feedback as the system is being developed.a. Web serverb. Web-based input formc. sandboxd. CASE toolA ________ module helps customers get more direct access to applications such as tracking the status of their orders.a. self-serviceb. business intelligencec. sales managementd. project managemente. databaseOne of ERP Systems’ goals is to make information flow between ________ and the system. Select one:a. marketingb. financec. productiond. All of thesee. accounting。

安全生产管理制度英文简称

安全生产管理制度英文简称

The Safety Production Management System (SPMS) is a comprehensive framework designed to ensure the safety and health of employees, prevent accidents and incidents, and maintain a safe working environment in any organization. Below is an expanded description of the various components and elements that make up the SPMS, along with their corresponding English abbreviations.1. Safety Policy (SP): The foundation of the SPMS, the safety policy outlines the organization's commitment to safety and health, the expectations of management, and the rights and responsibilities of employees.2. Safety Management Plan (SMP): A detailed plan that outlines the objectives, responsibilities, and resources required to implement the safety policy. It includes risk assessments, safety goals, and action plans.3. Risk Assessment (RA): A systematic process to identify, analyze, and evaluate potential hazards in the workplace. This process is often abbreviated as RA and involves identifying risks, assessing their likelihood and severity, and determining appropriate control measures.4. Safety Training and Education (STE): A crucial component of the SPMS, STE ensures that employees are adequately trained and educated on safety procedures, emergency response, and hazard recognition. The abbreviation for this is often STE.5. Safety Inspections (SI): Regular inspections of the workplace to identify potential hazards and ensure compliance with safety standards. The abbreviation for this is SI.6. Incident Reporting and Investigation (IRI): A process for employeesto report accidents, near-misses, and hazards. The IRI also involves investigating incidents to determine their causes and prevent recurrence. The abbreviation for this is IRI.7. Corrective and Preventive Actions (CPA): Actions taken to correct existing hazards and prevent future incidents. This includesimplementing new controls, modifying existing procedures, or providing additional training. The abbreviation for this is CPA.8. Emergency Response Plan (ERP): A plan that outlines the actions to be taken in the event of an emergency, including evacuation procedures,first aid, and emergency contacts. The abbreviation for this is ERP.9. Safety Audits (SA): Periodic audits conducted to ensure that the SPMS is effectively implemented and maintained. The abbreviation for this is SA.10. Safety Performance Indicators (SPI): Key performance indicators used to measure the effectiveness of the SPMS. These may include the number of accidents, the severity of injuries, and compliance with safety regulations. The abbreviation for this is SPI.11. Safety Committee (SC): A committee responsible for overseeing the implementation and effectiveness of the SPMS. The abbreviation for this is SC.12. Safety Culture (SCulture): The attitudes, perceptions, and behaviors of employees towards safety in the workplace. A strong safety culture is essential for the success of the SPMS. The abbreviation for this is SCulture.13. Safety Leadership (SL): The role of management in setting the tone for safety in the organization. Effective safety leadership ensures that safety is a priority at all levels of the organization. The abbreviation for this is SL.14. Safety Communication (SComm): The process of sharing safety information, instructions, and updates within the organization.Effective communication is vital for the success of the SPMS. The abbreviation for this is SComm.15. Safety Documentation (SDoc): All written materials related to the SPMS, including policies, procedures, and records. Proper documentation is essential for demonstrating compliance with safety regulations. The abbreviation for this is SDoc.The Safety Production Management System (SPMS) is a dynamic and evolving framework that requires continuous improvement and adaptation to changing circumstances. By implementing and maintaining a robust SPMS, organizations can create a safer work environment, reduce the risk of accidents and incidents, and protect the health and well-being of their employees.。

ERP专业词汇中英对照

ERP专业词汇中英对照

ERP专业词汇中英对照1 ABM Activity-based Management 基于作业活动管理2 AO Application Outsourcing 应用程序外包3 APICS American Production and Inventory Control Society,Inc 美国生产与库存管理协会4 APICS Applied Manufacturing Education Series 实用制造管理系列培训教材5 APO Advanced Planning and Optimization 先进计划及优化技术6 APS Advanced Planning and Scheduling 高级计划与排程技术7 ASP Application Service/Software Provider 应用服务/软件供应商8 ATO Assemble To Order 定货组装9 ATP Available To Promise 可供销售量(可签约量)10 B2B Business to Business 企业对企业(电子商务)11 B2C Business to Consumer 企业对消费者(电子商务)12 B2G Business to Government 企业对政府(电子商务)13 B2R Business to Retailer 企业对经销商(电子商务)14 BIS Business Intelligence System 商业智能系统15 BOM Bill Of Materials 物料清单16 BOR Bill Of Resource 资源清单17 BPR Business Process Reengineering 业务/企业流程重组18 BPM Business Process Management 业务/企业流程管理19 BPS Business Process Standard 业务/企业流程标准20 C/S Client/Server(C/S)\Browser/Server(B/S) 客户机/服务器\浏览器/服务器21 CAD Computer-Aided Design 计算机辅助设计22 CAID Computer-Aided Industrial Design 计算机辅助工艺设计23 CAM Computer-Aided Manufacturing 计算机辅助制造24 CAPP Computer-Aided Process Planning 计算机辅助工艺设计25 CASE Computer-Aided Software Engineering 计算机辅助软件工程26 CC Collaborative Commerce 协同商务27 CIMS Computer Integrated Manufacturing System 计算机集成制造系统28 CMM Capability Maturity Model 能力成熟度模型29 COMMS Customer Oriented Manufacturing Management System 面向客户制造管理系统30 CORBA Common Object Request Broker Architecture 通用对象请求代理结构31 CPC Collaborative Product Commerce 协同产品商务32 CPIM Certified Production and Inventory Management 生产与库存管理认证资格33 CPM Critical Path Method 关键线路法34 CRM Customer Relationship Management 客户关系管理35 CRP capacity requirements planning 能力需求计划36 CTI Computer Telephony Integration 电脑电话集成(呼叫中心)37 CTP Capable to Promise 可承诺的能力38 DCOM Distributed Component Object Model 分布式组件对象模型39 DCS Distributed Control System 分布式控制系统40 DMRP Distributed MRP 分布式MRP41 DRP Distribution Resource Planning 分销资源计划42 DSS Decision Support System 决策支持系统43 DTF Demand Time Fence 需求时界44 DTP Delivery to Promise 可承诺的交货时间45 EAI Enterprise Application Integration 企业应用集成46 EAM Enterprise Assets Management 企业资源管理47 ECM Enterprise Commerce Management 企业商务管理48 ECO Engineering Change Order 工程变更订单49 EDI Electronic Data Interchange 电子数据交换50 EDP Electronic Data Processing 电子数据处理51 EEA Extended Enterprise Applications 扩展企业应用系统52 EIP Enterprise Information Portal 企业信息门户53 EIS Executive Information System 高层领导信息系统54 EOI Economic Order Interval 经济定货周期55 EOQ Economic Order Quantity 经济订货批量(经济批量法)56 EPA Enterprise Proficiency Analysis 企业绩效分析57 ERP Enterprise Resource Planning 企业资源计划58 ERM Enterprise Resource Management 企业资源管理59 ETO Engineer To Order 专项设计,按订单设计60 FAS Final Assembly Schedule 最终装配计划61 FCS Finite Capacity Scheduling 有限能力计划62 FMS Flexible Manufacturing System 柔性制造系统63 FOQ Fixed Order Quantity 固定定货批量法64 GL General Ledger 总账65 GUI Graphical User Interface 图形用户界面66 HRM Human Resource Management 人力资源管理67 HRP Human Resource Planning 人力资源计划68 IE Industry Engineering/Internet Exploration 工业工程/浏览器69 ISO International Standard Organization 国际标准化组织70 ISP Internet Service Provider 互联网服务提供商71 ISPE International Society for Productivity Enhancement 国际生产力促进会72 IT/GT Information/Group Technology 信息/成组技术73 JIT Just In Time 准时制造/准时制生产74 KPA Key Process Areas 关键过程域75 KPI Key Performance Indicators 关键业绩指标76 LP Lean Production 精益生产77 MES Manufacturing Executive System 制造执行系统78 MIS Management Information System 管理信息系统79 MPS Master Production Schedule 主生产计划80 MRP Material Requirements Planning 物料需求计划81 MRPII Manufacturing Resource Planning 制造资源计划82 MTO Make To Order 定货(订货)生产83 MTS Make To Stock 现货(备货)生产84 OA Office Automation 办公自动化85 OEM Original Equipment Manufacturing 原始设备制造商86 OPT Optimized Production Technology 最优生产技术87 OPT Optimized Production Timetable 最优生产时刻表88 PADIS Production And Decision Information System 生产和决策管理信息系统89 PDM Product Data Management 产品数据管理90 PERT Program Evaluation Research Technology 计划评审技术91 PLM Production Lifecycle Management 产品生命周期管理92 PM Project Management 项目管理93 POQ Period Order Quantity 周期定量法94 PRM Partner Relationship Management 合作伙伴关系管理95 PTF Planned Time Fence 计划时界96 PTX Private Trade Exchange 自用交易网站97 RCCP Rough-Cut Capacity Planning 粗能力计划98 RDBM Relational Data Base Management 关系数据库管理99 RPM Rapid Prototype Manufacturing 快速原形制造100 RRP Resource Requirements Planning 资源需求计划101 SCM Supply Chain Management 供应链管理102 SCP Supply Chain Partnership 供应链合作伙伴关系103 SFA Sales Force Automation 销售自动化104 SMED Single-Minute Exchange Of Dies 快速换模法105 SOP Sales And Operation Planning 销售与运作规划106 SQL Structure Query Language 结构化查询语言107 TCO Total Cost Ownership 总体运营成本108 TEI Total Enterprise Integration 全面企业集成109 TOC Theory Of Constraints/Constraints managemant 约束理论/约束管理110 TPM Total Productive Maintenance 全员生产力维护111 TQC Total Quality Control 全面质量控制112 TQM Total Quality Management 全面质量管理113 WBS Work Breakdown System 工作分解系统114 XML eXtensible Markup Language 可扩展标记语言115 ABC Classification(Activity Based Classification) ABC分类法116 ABC costing 作业成本法117 ABC inventory control ABC 库存控制118 abnormal demand 反常需求119 acquisition cost ,ordering cost 定货费120 action message 行为/活动(措施)信息121 action report flag 活动报告标志122 activity cost pool 作业成本集123 activity-based costing(ABC) 作业基准成本法/业务成本法124 actual capacity 实际能力125 adjust on hand 调整现有库存量126 advanced manufacturing technology 先进制造技术127 advanced pricing 高级定价系统128 AM Agile Manufacturing 敏捷制造129 alternative routing 替代工序(工艺路线)130 Anticipated Delay Report 拖期预报131 anticipation inventory 预期储备132 apportionment code 分摊码133 assembly parts list 装配零件表134 automated storage/retrieval system 自动仓储/检索系统135 Automatic Rescheduling 计划自动重排136 available inventory 可达到库存137 available material 可用物料138 available stock 达到库存139 available work 可利用工时140 average inventory 平均库存141 back order 欠交(脱期)订单142 back scheduling 倒排(序)计划/倒序排产? 143 base currency 本位币144 batch number 批号145 batch process 批流程146 batch production 批量生产147 benchmarking 标杆瞄准(管理)148 bill of labor 工时清单149 bill of lading 提货单150 branch warehouse 分库151 bucketless system 无时段系统152 business framework 业务框架153 business plan 经营规划154 capacity level 能力利用水平155 capacity load 能力负荷156 capacity management 能力管理157 carrying cost 保管费158 carrying cost rate 保管费率159 cellular manufacturing 单元式制造160 change route 修改工序161 change structure 修改产品结构162 check point 检查点163 closed loop MRP 闭环MRP164 Common Route Code(ID) 通用工序标识165 component-based development 组件(构件)开发技术166 concurrent engineering 并行(同步)工程167 conference room pilot 会议室模拟168 configuration code 配置代码169 continuous improvement 进取不懈170 continuous process 连续流程171 cost driver 作业成本发生因素172 cost driver rate 作业成本发生因素单位费用173 cost of stockout 短缺损失174 cost roll-up 成本滚动计算法175 crew size 班组规模176 critical part 急需零件177 critical ratio 紧迫系数178 critical work center 关键工作中心179 CLT Cumulative Lead Time 累计提前期180 current run hour 现有运转工时181 current run quantity 现有运转数量182 customer care 客户关怀183 customer deliver lead time 客户交货提前期184 customer loyalty 客户忠诚度185 customer order number 客户订单号186 customer satisfaction 客户满意度187 customer status 客户状况188 cycle counting 周期盘点189 DM Data Mining 数据挖掘190 Data Warehouse 数据仓库191 days offset 偏置天数192 dead load 空负荷193 demand cycle 需求周期194 demand forecasting 需求预测195 demand management 需求管理196 Deming circle 戴明环197 demonstrated capacity 实际能力198 discrete manufacturing 离散型生产199 dispatch to 调度200 DRP Distribution Requirements Planning 分销需求计划201 drop shipment 直运202 dunning letter 催款信203 ECO workbench ECO工作台204 employee enrolled 在册员工205 employee tax id 员工税号206 end item 最终产品207 engineering change mode flag 工程变更方式标志208 engineering change notice 工程变更通知209 equipment distribution 设备分配210 equipment management 设备管理211 exception control 例外控制212 excess material analysis 呆滞物料分析213 expedite code 急送代码214 external integration 外部集成215 fabrication order 加工订单216 factory order 工厂订单217 fast path method 快速路径法218 fill backorder 补足欠交219 final assembly lead time 总装提前期220 final goods 成品221 finite forward scheduling 有限顺排计划222 finite loading 有限排负荷223 firm planned order 确认的计划订单224 firm planned time fence 确认计划需求时界225 FPR Fixed Period Requirements 定期用量法226 fixed quantity 固定数量法227 fixed time 固定时间法228 floor stock 作业现场库存229 flow shop 流水车间230 focus forecasting 调焦预测231 forward scheduling 顺排计划232 freeze code 冻结码233 freeze space 冷冻区234 frozen order 冻结订单235 gross requirements 毛需求236 hedge inventory 囤积库存237 in process inventory 在制品库存238 in stock 在库239 incrementing 增值240 indirect cost 间接成本241 indirect labor 间接人工242 infinite loading 无限排负荷243 input/output control 投入/产出控制244 inspection ID 检验标识245 integrity 完整性246 inter companies 公司内部间247 interplant demands 厂际需求量248 inventory carry rate 库存周转率249 inventory cycle time 库存周期250 inventory issue 库存发放251 inventory location type 仓库库位类型252 inventory scrap 库存报废量253 inventory transfers 库存转移254 inventory turns/turnover 库存(资金)周转次数255 invoice address 发票地址256 invoice amount gross 发票金额257 invoice schedule 发票清单258 issue cycle 发放周期259 issue order 发送订单260 issue parts 发放零件261 issue policy 发放策略262 item availability 项目可供量263 item description 项目说明264 item number 项目编号265 item record 项目记录266 item remark 项目备注267 item status 项目状态268 job shop 加工车间269 job step 作业步骤270 kit item 配套件项目271 labor hour 人工工时272 late days 延迟天数273 lead time 提前期274 lead time level 提前期水平275 lead time offset days 提前期偏置(补偿)天数276 least slack per operation 最小单个工序平均时差277 line item 单项产品278 live pilot 应用模拟279 load leveling 负荷量280 load report 负荷报告281 location code 仓位代码282 location remarks 仓位备注283 location status 仓位状况284 lot for lot 按需定货(因需定量法/缺补法)285 lot ID 批量标识286 lot number 批量编号287 lot number traceability 批号跟踪288 lot size 批量289 lot size inventory 批量库存290 lot sizing 批量规划291 low level code 低层(位)码292 machine capacity 机器能力293 machine hours 机时294 machine loading 机器加载295 maintenance ,repair,and operating supplies 维护修理操作物料296 make or buy decision 外购或自制决策297 management by exception 例外管理法298 manufacturing cycle time 制造周期时间299 manufacturing lead time 制造提前期300 manufacturing standards 制造标准301 master scheduler 主生产计划员302 material 物料303 material available 物料可用量304 material cost 物料成本305 material issues and receipts 物料发放和接收306 material management 物料管理307 material manager 物料经理308 material master,item master 物料主文件309 material review board 物料核定机构310 measure of velocity 生产速率水平311 memory-based processing speed 基于存储的处理速度312 minimum balance 最小库存余量313 Modern Materials Handling 现代物料搬运314 month to date 月累计315 move time , transit time 传递时间316 MSP book flag MPS登录标志317 multi-currency 多币制318 multi-facility 多场所319 multi-level 多级320 multi-plant management 多工厂管理321 multiple location 多重仓位322 net change 净改变法323 net change MRP 净改变式MRP324 net requirements 净需求325 new location 新仓位326 new parent 新组件327 new warehouse 新仓库328 next code 后续编码329 next number 后续编号330 No action report 不活动报告331 non-nettable 不可动用量332 on demand 急需的333 on-hand balance 现有库存量334 on hold 挂起335 on time 准时336 open amount 未清金额337 open order 未结订单/开放订单338 order activity rules 订单活动规则339 order address 订单地址340 order entry 订单输入341 order point 定货点342 order point system 定货点法343 order policy 定货策略344 order promising 定货承诺345 order remarks 定货备注346 ordered by 定货者347 overflow location 超量库位348 overhead apportionment/allocation 间接费分配349 overhead rate,burden factor,absorption rate 间接费率350 owner's equity 所有者权益351 parent item 母件352 part bills 零件清单353 part lot 零件批次354 part number 零件编号355 people involvement 全员参治356 performance measurement 业绩评价357 physical inventory 实际库存358 picking 领料/提货359 planned capacity 计划能力360 planned order 计划订单361 planned order receipts 计划产出量362 planned order releases 计划投入量363 planning horizon 计划期/计划展望期364 point of use 使用点365 Policy and procedure 工作准则与工作规程366 price adjustments 价格调整367 price invoice 发票价格368 price level 物价水平369 price purchase order 采购订单价格370 priority planning 优先计划371 processing manufacturing 流程制造372 product control 产品控制373 product family 产品系列374 product mix 产品搭配组合375 production activity control 生产作业控制376 production cycle 生产周期377 production line 产品线378 production rate 产品率379 production tree 产品结构树380 PAB Projected Available Balance 预计可用库存(量)381 purchase order tracking 采购订单跟踪382 quantity allocation 已分配量383 quantity at location 仓位数量384 quantity backorder 欠交数量385 quantity completion 完成数量386 quantity demand 需求量387 quantity gross 毛需求量388 quantity in 进货数量389 quantity on hand 现有数量390 quantity scrapped 废品数量391 quantity shipped 发货数量392 queue time 排队时间393 rated capacity 额定能力394 receipt document 收款单据395 reference number 参考号396 regenerated MRP 重生成式MRP397 released order 下达订单398 reorder point 再订购点399 repetitive manufacturing 重复式生产(制造)400 replacement parts 替换零件401 required capacity 需求能力402 requisition orders 请购单403 rescheduling assumption 重排假设404 resupply order 补库单405 rework bill 返工单406 roll up 上滚407 rough cut resource planning 粗资源计划408 rounding amount 舍入金额409 run time 加工(运行)时间410 safety lead time 安全提前期411 safety stock 安全库存412 safety time 保险期413 sales order 销售订单414 scheduled receipts 计划接收量(预计入库量/预期到货量)415 seasonal stock 季节储备416 send part 发送零件417 service and support 服务和支持418 service parts 维修件419 set up time 准备时间420 ship address 发运地址421 ship contact 发运单联系人422 ship order 发货单423 shop calendar 工厂日历(车间日历)424 shop floor control 车间作业管理(控制) 425 shop order , work order 车间订单426 shrink factor 损耗因子(系数)427 single level where used 单层物料反查表428 standard cost system 标准成本体系429 standard hours 标准工时430 standard product cost 标准产品成本431 standard set up hour 标准机器设置工时432 standard unit run hour 标准单位运转工时433 standard wage rate 标准工资率434 status code 状态代码435 stores control 库存控制436 suggested work order 建议工作单437 supply chain 供应链438 synchronous manufacturing 同步制造/同期生产439 time bucket 时段(时间段)440 time fence 时界441 time zone 时区442 top management commitment 领导承诺443 total lead time 总提前期444 transportation inventory 在途库存445 unfavorable variance, adverse 不利差异446 unit cost 单位成本447 unit of measure 计量单位448 value chain 价值链449 value-added chain 增值链450 variance in quantity 量差451 vendor scheduler,supplier scheduler 采购计划员/供方计划员452 vendor scheduling 采购计划法453 Virtual Enterprise(VE)/ Organization 虚拟企业/公司454 volume variance 产量差异455 wait time 等待时间456 where-used list 反查用物料单457 work center capacity 工作中心能力458 workflow 工作流459 work order 工作令460 work order tracking 工作令跟踪461 work scheduling 工作进度安排462 world class manufacturing excellence 国际优秀制造业463 zero inventories 零库存464465 Call/Contact/Work/Cost center 呼叫/联络/工作/成本中心466 Co/By-product 联/副产品467 E-Commerce/E-Business/E-Marketing 电子商务/电子商务/电子集市468 E-sales/E-procuement/E-partner 电子销售/电子采购/电子伙伴469 independent/dependent demand 独立需求/相关需求件470 informal/formal system 非/规范化管理系统471 Internet/Intranet/Extranet 互联网/企业内部网/企业外联网472 middle/hard/soft/share/firm/group ware 中间/硬/软/共享/固/群件473 pegging/kitting/netting/nettable 追溯(反查)/配套出售件/净需求计算474 picking/dispatch/disbursement list 领料单(或提货单)/派工单/发料单475 preflush/backflush/super backflush 预冲/倒冲法/完全反冲476 yield/scrap/shrinkage (rate) 成品率/废品率/缩减率477 scrap/shrinkage factor 残料率(废品系数)/损耗系数478479 costed BOM 成本物料清单480 engineering BOM 设计物料清单481 indented BOM 缩排式物料清单482 manufacturing BOM 制造物料清单483 modular BOM 模块化物料清单484 planning BOM 计划物料清单485 single level BOM 单层物料清单486 summarized BOM 汇总物料清单487488 account balance 账户余额489 account code 账户代码490 account ledger 分类账491 account period 会计期间492 accounts payable 应付账款493 accounts receivable 应收账款494 actual cost 实际成本495 aging 账龄496 balance due 到期余额497 balance in hand 现有余额498 balance sheet 资产负债表499 beginning balance 期初余额500 cash basis 现金收付制501 cash on bank 银行存款502 cash on hand 现金503 cash out to 支付给504 catalog 目录505 category code 分类码506 check out 结帐507 collection 催款508 cost simulation 成本模拟509 costing 成本核算510 current assets 流动资产511 current liabilities 流动负债512 current standard cost 现行标准成本513 detail 明细514 draft remittance 汇票汇出515 end of year 年末516 ending availables 期末可供量517 ending balance 期末余额518 exchange rate 汇率519 expense 费用520 financial accounting 财务会计521 financial entity 财务实体522 financial reports 财务报告523 financial statements 财务报表524 fiscal period 财务期间525 fiscal year 财政年度526 fixed assets 固定资产527 foreign amount 外币金额528 gains and loss 损益529 in balance 平衡530 income statement 损益表531 intangible assets 无形资产532 journal entry 分录533 management accounting 管理会计534 manual reconciliation 手工调账535 notes payable 应付票据536 notes receivable 应收票据537 other receivables 其他应收款538 pay aging 付款账龄539 pay check 工资支票540 pay in 缴款541 pay item 付款项目542 pay point 支付点543 pay status 支付状态544 payment instrument 付款方式545 payment reminder 催款单546 payment status 付款状态547 payment terms 付款期限548 period 期间549 post 过账550 proposed cost 建议成本551 simulated cost 模拟成本552 spending variance,expenditure variance 开支差异553 subsidiary 明细账554 summary 汇总555 tax code 税码556 tax rate 税率557 value added tax 增值税558559 as of date , stop date 截止日期560 change lot date 修改批量日期561 clear date 结清日期562 date adjust 调整日期563 date available 有效日期564 date changed 修改日期565 date closed 结束日期566 date due 截止日期567 date in produced 生产日期568 date inventory adjust 库存调整日期569 date obsolete 作废日期570 date received 收到日期571 date released 交付日期572 date required 需求日期573 date to pull 发货日期574 earliest due date 最早订单完成日期575 effective date 生效日期576 engineering change effect date 工程变更生效日期577 engineering stop date 工程停止日期578 expired date 失效日期,报废日期579 from date 起始日期580 last shipment date 最后运输日期581 need date 需求日期582 new date 新日期583 pay through date 付款截止日期584 receipt date 收到日期585 ship date 发运日期586587 allocation 已分配量588 alphanumeric 字母数字589 approver 批准者590 assembly 装配(件)591 backlog 未结订单/拖欠订单592 billing 开单593 bill-to 发票寄往地594 bottleneck 瓶颈资源595 bulk 散装596 buyer 采购员597 component 子件/组件598 customer 客户599 delivery 交货600 demand 需求601 description 说明602 discrete 离散603 ergonomics 工效学(人类工程学) 604 facility 设备、功能605 feature 基本组件/特征件606 forecast 预测607 freight 运费608 holidays 例假日609 implement 实施610 ingredient 配料、成分611 inquire 查询612 inventory 库存613 item 物料项目614 job 作业615 Kanban 看板616 level 层次(级)617 load 负荷618 locate 定位619 logistics 后勤保障体系;物流管理620 lot 批次621 option 可选件622 outstanding 逾期未付623 overhead 制造费用624 override 覆盖625 overtime 加班626 parent 双亲(文件)627 part 零件628 phantom 虚拟件629 plant 工厂,场所630 preference 优先权631 priority 优先权(级) 632 procurement 采购633 prototyping 原形测试634 queue 队列635 quota 任务额,报价636 receipt 收款、收据637 regeneration 全重排法638 remittance 汇款639 requisition 请购单640 returned 退货641 roll 滚动642 routing 工艺线路643 schedule 计划表644 shipment 发运量645 ship-to 交货地646 shortage 短缺647 shrink 损耗648 spread 分摊649 statement 报表650 subassembly 子装配件651 supplier 供应商652 transaction 事务处理653 what-if 如果怎样-将会怎样654655 post-deduct inventory transaction processing 后减库存处理法656 pre-deduct inventory transaction processing 前减库存处理法657 generally accepted manufacturing practices 通用生产管理原则658 direct-deduct inventory transaction processing 直接增减库存处理法659 Pareto Principle 帕拉图原理660 Drum-buffer-rope 鼓点-缓冲-绳子661663 Open Database Connectivity 开放数据库互连664 Production Planning 生产规划编制665 Work in Process 在制品666 accelerated cost recovery system 快速成本回收制度667 accounting information system 会计信息系统668 acceptable quality kevel 可接受质量水平669 constant purchasing power accounting 不买够买力会计670 break-even analysis 保本分析671 book value 帐面价值672 cost-benefit analysis 成本效益分析673 chief financial office 财务总监674 degree of financial leverage 财务杠杆系数675 degree of operating leverage 经济杠杆系数676 first-in , first-out 先进先出法677 economic lot size 经济批量678 first-in ,still-here 后进先出法679 full pegging 完全跟踪680 linear programming 线性规划681 management by objective 目标管理682 value engineering 价值工程683 zero based budgeting 零基预算684 CAQ computer aided quality assurance 计算机辅助质量保证685 DBMS database management system 数据库管理系统686 IP Internet Protocol 网际协议687 TCP Transmission Control Protocol 传输控制协议689690 API Advanced Process Industry 高级流程工业691 A2A Application to Application 应用到应用(集成)692 article 物品693 article reserves 物品存储694 assembly order 装配订单695 balance-on-hand-inventory 现有库存余额696 bar code 条形码697 boned warehouse 保税仓库698 CPA Capacity Requirements Planning 能力需求计划699 change management 变革管理700 chill space 冷藏区701 combined transport 联合运输702 commodity inspection 进出口商品检验703 competitive edge 竞争优势704 container 集装箱705 container transport 集装箱运输706 CRP Continuous Replenishment Program 连续补充系数707 core competence 核心才能708 cross docking 直接换装709 CLV Customer Lifetime Value 客户生命周期价值710 CReM Customer Relationship Marketing 客户关系营销711 CSS Customer Service and Support 客户服务和支持712 Customer Service Representative 客户服务代表713 customized logistics 定制物流714 customs declaration 报关715 cycle stock 经常库存716 data cleansing 数据整理717 Data Knowledge and Decision Support 数据知识和决策支持718 data level integration 数据层集成719 data transformation 数据转换720 desktop conferencing 桌面会议721 distribution 配送722 distribution and logistics 分销和后勤723 distribution center 配送中心724 distribution logistics 销售物流725 distribution processing 流通加工726 distribution requirements 分销量727 DRP distribution resource planning 配送/分销资源计划728 door-to-door 门到门729 drop and pull transport 甩挂运输730 DEM Dynamic Enterprise Module 动态企业建模技术731 ECR Efficient Consumer Response 有效顾客反应732 e-Government Affairs 电子政务733 EC Electronic Commerce 电子商务734 Electronic Display Boards 电子公告板735 EOS Electronic order system 电子订货系统736 ESD Electronic Software Distribution 电子软件分发737 embedding 插入738 employee category 员工分类739 empowerment 授权740 engineering change effect work order 工程变更生效单741 environmental logistics 绿色物流742 experiential marketing 直效行销(又称体验行销)743 export supervised warehouse 出口监管仓库744 ERP Extended Resource Planning 扩展资源计划745 field sales/cross sale/cross sell 现场销售/交叉销售/连带销售746 franchising 加盟连销权747 FCL Full Container Load 整箱货748 Global Logistics Management 全球运筹管理749 goods collection 集货750 goods shed 料棚751 goods shelf 货架752 goods stack 货垛753 goods yard 货场754 handing/carrying 搬运755 high performance organization 高绩效组织756 inland container depot 公路集装箱中转站757 inside sales 内部销售758 inspection 检验759 intangible loss 无形消耗760 internal logistics 企业物流761 international freight forwarding agent 国际货运代理762 international logistics 国际物流763 invasive integration 侵入性集成764 joint distribution 共同配送765 just-in-time logistics 准时制物流766 KM Knowledge Management 知识管理767 lead (customer) management 潜在客户管理768 learning organization 学习型组织769 LCL less than container load 拼装货770 load balancing 负载平衡771 loading and unloading 装载772 logistics activity 物流活动773 logistics alliance 物流联盟774 logistics center 物流中心775 logistics cost 物流成本776 logistics cost control 物流成本管理777 logistics documents 物流单证778 logistics enterprise 物流企业779 logistics information 物流信息780 logistics management 物流管理781 logistics modulus 物流模数782 logistics network 物流网络783 logistics operation 物流作业784 LRP Logistics Resource Planning 物流资源计划785 logistics strategy 物流战略786 logistics strategy management 物流战略管理787 logistics technology 物流技术788 MES Manufacture Execute System 制造执行系统789 mass customization 大规模定制790 NPV Net Present Value 净现值791 neutral packing 中性包装792 OLAP On-line Analysis Processing 联机/在线分析系统793 OAG Open Application Group 开放应用集成794 order picking 拣选795 outsourcing 外包796 package/packaging 包装797 packing of nominated brand 定牌包装798 palletizing 托盘包装799 PDA Personal Digital Assistant 个人数据助理800 personalization 个性化801 PTF Planning time fence 计划时界802 POS Point Of Sells 电子收款机803 priority queuing 优先排队804 PBX Private Branch Exchange 专用分组交换机805 production logistics 生产物流806 publish/subscribe 发布/订阅807 quality of working life 工作生活品质808 Quick Response 快速反映809 receiving space 收货区810 REPs Representatives 代表或业务员811 return logistics 回收物流812 ROI Return On Investment 投资回报率813 RM Risk Management 风险管理814 sales package 销售包装815 scalability 可扩充性816 shipping space 发货区817 situational leadership 情境领导818 six sigma 六个标准差819 sorting/stacking 分拣/堆拣820 stereoscopic warehouse 立体仓库821 storage 保管822 stored procedure 存储过程823 storehouse 库房824 storing 储存825 SRM Supplier Relationship Management 供应商关系管理826 tangible loss 有形消耗827 team building 团队建立828 TEM Technology-enabled Marketing 技术辅助式营销829 TES Technology-enabled Selling 技术辅助式销售830 TSR TeleSales Service Representative 销售服务代表。

事故处理预案英语

事故处理预案英语

I. IntroductionThis Emergency Response Plan (ERP) is designed to provide a structured and coordinated approach to the management of accidents that may occur within our organization. The purpose of this plan is to minimize the impact of accidents on the affected individuals, the organization, and the public. This plan shall be followed by all employees, contractors, and visitors to ensure the safety and well-being of everyone involved.II. Scope of the PlanThis plan applies to all accidents occurring within the premises of our organization, including but not limited to:- Physical injuries- Chemical spills- Electrical accidents- Fire incidents- Natural disastersIII. Definitions- Accident: Any unplanned event that results in injury, illness, damage to property, or environmental harm.- Emergency: Any situation that poses an immediate threat to life, health, or property.- Incident: Any event that has the potential to become an accident.IV. Responsibilities- Management: The management is responsible for ensuring that this plan is implemented and maintained. This includes:- Establishing and reviewing the plan regularly.- Ensuring that all employees are trained on the plan and its procedures.- Providing necessary resources and support for the effective implementation of the plan.- Employees: All employees are responsible for:- Familiarizing themselves with the plan and its procedures.- Reporting any accidents or near-misses immediately.- Co-operating with emergency response personnel during an accident.- Contractors and Visitors: Contractors and visitors are expected to:- Adhere to the safety policies and procedures of the organization.- Report any accidents or near-misses to the appropriate personnel.V. ProceduresA. Pre-Accident Measures1. Risk Assessment: Conduct regular risk assessments to identify potential hazards and implement appropriate control measures.2. Safety Training: Provide regular safety training to all employees, contractors, and visitors.3. Personal Protective Equipment (PPE): Ensure that appropriate PPE is provided and used when necessary.4. Safety Inspections: Conduct regular safety inspections to identify and rectify any potential hazards.B. Accident Reporting1. Immediate Reporting: Any accident must be reported immediately to the supervisor or designated person responsible for accident reporting.2. Accident Report Form: Complete an accident report form detailing the circumstances of the accident, including the names of those involved and any witnesses.3. Investigation: A thorough investigation will be conducted to determine the cause of the accident and identify any deficiencies in the existing safety measures.C. Emergency Response1. First Aid: Ensure that first aid kits are readily available and that trained first aiders are on-site.2. Evacuation: Implement an evacuation plan in the event of a fire or other emergency. All employees should be familiar with the evacuation routes and assembly points.3. Emergency Services: Contact the appropriate emergency services (e.g., police, fire, medical) as required.4. Communication: Maintain open communication channels with all parties involved in the accident response.D. Post-Accident Measures1. First Aid: Provide necessary first aid to the injured person(s).2. Medical Attention: Arrange for medical attention for any person requiring further treatment.3. Documentation: Document all aspects of the accident, including the actions taken and the outcome.4. Review and Analysis: Review the accident report and investigate the root cause to prevent similar incidents from occurring in the future.VI. Training and Drills- Training: Conduct regular training sessions to ensure that all employees are familiar with the ERP and its procedures.- Drills: Conduct periodic drills to test the effectiveness of the emergency response plan and to familiarize employees with the procedures.VII. Review and Update- Regular Review: The ERP shall be reviewed and updated annually or as necessary to ensure its effectiveness.- Feedback: Feedback from employees, contractors, and visitors shall be considered during the review process.VIII. Appendices- Appendix A: List of emergency contacts- Appendix B: Evacuation plan- Appendix C: First aid procedures- Appendix D: List of emergency response equipment and suppliesIX. ConclusionThis Emergency Response Plan is a comprehensive guide to managing accidents within our organization. By following the procedures outlined in this plan, we aim to minimize the impact of accidents and ensure the safety and well-being of all individuals involved. It is the responsibility of everyone within our organization to be aware of and adhere to this plan to create a safe working environment.。

事故预案的英语

事故预案的英语

I. IntroductionThis Emergency Response Plan (ERP) is designed to outline the procedures and protocols to be followed in the event of an emergency or accident at [Company Name]. The purpose of this plan is to ensure the safety and well-being of all personnel, minimize damage to property, and maintain business continuity. This plan shall be reviewed and updated annually to ensure its effectiveness.II. ScopeThis ERP applies to all employees, contractors, and visitors of [Company Name]. It covers all facilities and activities conducted by the company.III. Emergency DefinitionsFor the purpose of this plan, the following definitions apply:1. Emergency: Any unexpected event that poses a threat to the health, safety, or property of individuals or the company.2. Accident: An unexpected event that results in injury, illness, or damage to property.3. Hazard: Any condition, situation, or substance that has the potential to cause harm.IV. Emergency Response OrganizationA. Emergency Response Team (ERT)The ERT is responsible for coordinating and implementing the emergency response. The team consists of the following members:1. Emergency Response Coordinator (ERC): The ERC is responsible for overall coordination of the emergency response, including communication, resource allocation, and ensuring the plan is followed.2. First Responders: First responders are individuals trained to provide immediate assistance during an emergency, such as first aid attendants, fire marshals, and security personnel.3. Support Staff: Support staff includes individuals who assist the ERTin various capacities, such as administrative support, communication,and logistics.B. Designated Emergency Contacts1. ERC: [ERC Name]2. Local Emergency Services: [Local Police/EMS/Fire Department Contact Information]3. Local Emergency Coordinator: [Local Emergency Coordinator Contact Information]V. Emergency Response ProceduresA. Pre-Emergency Planning1. Conduct risk assessments to identify potential hazards and emergency scenarios.2. Develop and implement preventive measures to mitigate risks.3. Train employees on emergency procedures, including first aid, evacuation routes, and communication protocols.4. Establish emergency response equipment and supplies.B. Emergency Detection1. All employees must be vigilant and report any potential emergencies immediately.2. First responders should be trained to recognize and respond to emergency situations promptly.C. Initial Response1. Upon detection of an emergency, the ERC will activate the ERT and initiate the emergency response.2. First responders will provide immediate assistance, such as first aid, evacuation, and fire suppression.3. The ERC will coordinate communication between the ERT, affected personnel, and external agencies.D. Evacuation1. All employees must follow the designated evacuation routes and procedures.2. The ERC will ensure that all personnel are accounted for and that no one is left behind.3. In the event of a fire, the ERC will ensure that all fire exits are clear and that smoke detectors are operational.E. Medical Response1. First aid attendants will provide immediate medical assistance to injured personnel.2. The ERC will contact local emergency services for further medical support if necessary.F. Damage Assessment1. The ERC will assess the extent of the damage and coordinate with relevant authorities for recovery efforts.2. The ERC will notify affected departments and personnel of any necessary changes in operations.G. Communication1. The ERC will maintain regular communication with all personnel, providing updates on the situation and instructions.2. Communication channels include email, text messages, and phone calls.H. Post-Emergency Actions1. The ERC will conduct a thorough investigation of the incident to determine the cause and prevent future occurrences.2. The ERC will review and update the ERP as necessary based on the findings of the investigation.3. The ERC will notify all personnel of any changes to the ERP and conduct additional training if required.VI. Training and DrillsA. Annual Training1. All employees will receive annual emergency response training, including first aid, evacuation procedures, and communication protocols.2. First responders will receive specialized training to enhance their skills and preparedness.B. Drills1. The company will conduct regular emergency drills to ensure the effectiveness of the ERP.2. Drills will include various scenarios, such as fire, chemical spills, and medical emergencies.VII. Record KeepingAll emergency incidents, drills, and training activities will be documented and maintained in a secure location. This documentation will be reviewed annually to identify areas for improvement and ensure compliance with applicable regulations.VIII. ConclusionThis Emergency Response Plan is a comprehensive guide to managing emergencies and accidents at [Company Name]. By following this plan, we aim to protect the health, safety, and well-being of our employees, minimize damage to property, and maintain business continuity. Regular training, drills, and updates to the plan will ensure our readiness to respond effectively to any emergency situation.。

事故应急预案英文

事故应急预案英文

I. IntroductionThis Emergency Response Plan (ERP) is designed to provide a structured approach for the effective management of accidents that may occur within our organization. The plan outlines the procedures to be followed in the event of an accident, ensuring the safety of all personnel, minimizing property damage, and facilitating a prompt and efficient recovery process.II. ScopeThis ERP applies to all employees, contractors, and visitors within our organization. It covers all types of accidents, including but notlimited to:- Slip, trip, and fall accidents- Chemical spills- Fire incidents- Medical emergencies- Equipment malfunctions- Vehicle accidentsIII. Emergency Response Team (ERT)A dedicated Emergency Response Team (ERT) will be established to oversee the implementation of this plan. The ERT will consist of the following members:- Emergency Coordinator: Responsible for overall coordination of the response efforts.- First-Aid Attendant: Provides immediate medical assistance to injured individuals.- Security Officer: Ensures the safety of all personnel and maintains order during the incident.- Communication Officer: Manages internal and external communication during the emergency.- Evacuation Team: Assists in the safe evacuation of personnel from the affected area.- Property Damage Assessment Team: Evaluates the extent of property damage and coordinates with relevant authorities.IV. ProceduresA. Immediate Response1. Identify the Emergency: Recognize the nature of the accident and activate the ERP.2. Alert the ERT: Notify the Emergency Coordinator immediately.3. Secure the Area: Isolate the accident scene to prevent further harm and ensure the safety of others.4. Provide First Aid: Render immediate first aid to injured individuals if trained to do so.5. Evacuate if Necessary: If the situation poses a threat to life, initiate the evacuation procedure.6. Contact Authorities: Notify the appropriate authorities (e.g., fire department, police, medical services) as required.B. Post-Evacuation1. Assess the Situation: Determine the extent of the damage and the potential risks involved.2. Ensure Safety: Confirm that the area is safe for all personnel and restrict access to the affected area.3. Coordinate with Authorities: Work closely with authorities to facilitate the recovery process.4. Document the Incident: Record the details of the accident, including the time, location, and individuals involved.5. Investigate the Cause: Conduct a thorough investigation to identify the root cause of the accident.6. Implement Corrective Measures: Develop and implement measures to prevent a recurrence of the incident.V. CommunicationDuring an emergency, clear and timely communication is crucial. The Communication Officer will:- Provide regular updates to the ERT and other relevant personnel.- Maintain contact with external authorities and stakeholders.- Ensure that all employees, contractors, and visitors are informed of the situation and any necessary actions.VI. Training and DrillsRegular training sessions and drills will be conducted to ensure that all personnel are familiar with the ERP and their roles during an emergency. Training will include:- First aid and CPR- Fire safety and extinguisher use- Evacuation procedures- Emergency response protocolsVII. ConclusionThis Emergency Response Plan is a comprehensive guide to managing accidents within our organization. By adhering to the procedures outlined in this plan, we can minimize the impact of accidents and ensure the safety and well-being of all personnel. Regular review andupdates to the plan will be conducted to address any changes in the organization or new risks that may arise.。

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An ERP investigation on the temporal dynamics of emotionalprosody and emotional semantics in pseudo-andlexical-sentence contextSilke Paulmanna,*,Sonja A.Kotza,baMax Planck Institute for Human Cognitive and Brain Sciences,Neuropsychology of Language,P.O.Box 500355,04303Leipzig,GermanybDay Care Clinic of Cognitive Neurology,University of Leipzig,GermanyAccepted 12November 2007Available online 3January 2008AbstractPrevious evidence supports differential event-related brain potential (ERP)responses for emotional prosodic processing and integra-tive emotional prosodic/semantic processing.While latter process elicits a negativity similar to the well-known N400component,tran-sitions in emotional prosodic processing elicit a positivity.To further substantiate this evidence,the current investigation utilized lexical-sentences and sentences without lexical content (pseudo-sentences)spoken in six basic emotions by a female and a male speaker.Results indicate that emotional prosodic expectancy violations elicit a right-lateralized positive-going ERP component independent of basic emo-tional prosodies and speaker voice.In addition,expectancy violations of integrative emotional prosody/semantics elicit a negativity with a whole-head distribution.The current results nicely complement previous evidence,and extend the results by showing the respective effects for a wider range of emotional prosodies independent of lexical content and speaker voice.Ó2007Elsevier Inc.All rights reserved.Keywords:Emotional prosody;Emotional semantics;ERPs;Integration1.IntroductionWhen we speak we can use a variety of emotional into-nations to give a specific meaning to a verbal expression.Dependent on the rise and fall pattern of the voice the interpretation of an utterance can change.Thus,emotional speech relies on psychoacoustic parameters such as funda-mental frequency (F 0)and intensity,or loudness.Together with speech rate,or duration,and rhythm,these parame-ters constitute emotional prosody.Banse and Scherer (1996)defined acoustical profiles in vocal emotion expres-sion with the help of several acoustic parameters.One of their main findings was that each emotion seems to have its own acoustic profile.For example,the vocalization of anger reveals a higher F 0than the vocalization of sadness.Furthermore,intensity measures reveal louder vocaliza-tions of happy than of sad utterances.To properly commu-nicate emotional meaning,emotional prosody needs to be integrated with emotional semantics (Kotz &Paulmann,2007)next to other non-verbal functions such as mimicry and gestures (e.g.,Pourtois,de Gelder,Vroomen,Rossion,&Crommelinck,2000).Even though such a cognitive pro-cess is crucial in every day communication,little is known about the underlying mechanism and the time-course of such an integration process.Therefore,the main aim pur-sued in the current research was to further substantiate the relative contribution of emotional channels,and the time-course of both emotional prosody and of emotional prosody with emotional semantics.One general finding in the emotion literature is that emotional stimuli seem to be processed differently from neutral stimuli.One explanation that has been put forward for this processing difference is the evolutionary signifi-cance of emotions,i.e.,emotional stimuli can lead to prior-0093-934X/$-see front matter Ó2007Elsevier Inc.All rights reserved.doi:10.1016/j.bandl.2007.11.005*Corresponding author.Fax:+15143988123.E-mail address:Silke.Paulmann@mail.mcgill.ca (S.Paulmann)./locate/b&lAvailable online at Brain and Language 105(2008)59–69itized processing strategies(see also e.g.,Schupp,Jungho¨-fer,Weike,&Hamm,2004).These prioritized processing strategies may enforce attentional orienting or faster pro-cessing of emotional stimuli.Indeed,there is accumulating electrophysiological evidence that emotional differentiation occurs as early as200ms after stimulus onset during both visual emotional word processing(e.g.,Begleiter,Porjesz, &Garozzo,1979;Schapkin,Gusev,&Kuhl,2000),and auditory emotional sentence processing(e.g.,Paulmann& Kotz,in press).More specifically,we have shown that this first differentiation occurs independent of attention,i.e., under implicit processing demands,for both lexical-(Paul-mann&Kotz,in press)and non-lexical vocal emotional stimuli(Paulmann,2006).However,not only the processing of vocal emotions per se,but also the integration of emotional channels seems to occur outside the focus of attention(e.g.,Kotz&Paul-mann,2007;Pourtois et al.,2000).For instance,Pourtouis and colleagues investigated the integration of emotional auditory and visual stimuli,and report a larger N100 amplitude for congruent than incongruent visual and audi-tory emotional stimuli pairs(Pourtois et al.,2000).More-over,Bostanov and Kotchoubey(2004)studied affective prosodic recognition in a context violation paradigm using emotional exclamations(e.g.,‘‘Wow’’,‘‘Oooh’’,etc.).They reported a N300to contextually incongruous exclamation, and interpret this component as an indicator of expectancy violation comparable to the well-known N400.If early neg-ativities reported in the literature(e.g.,Bostanov&Kotc-houbey,2004;Kotz&Paulmann,2007)are indeed a form of the classical N400,this would provide evidence that emotional context may speed up speech processing, leading to an earlier onset of well established event-related brain potential(ERP)components(e.g.,Bostanov&Kotc-houbey,2004;Kotz&Paulmann,2007).Last,in a recent study by Wambacq and Jerger(2004),a standard oddball paradigm was applied to investigate emotional prosodic and lexical-semantic information processing of single words.The authors report a larger N400amplitude in response to semantic than to prosodic stimuli.In contrast, they found a larger P3a amplitude for prosodic than for semantic stimuli.Interestingly,for stimuli carrying both emotional prosodic and semantic information a reduced N400and an increased P3a was observed.Arguing along similar lines as Besson and colleagues(Besson,Magne,& Scho¨n,2002),Wambacq and Jerger(2004)proposed that even irrelevant semantics cannot be ignored.In short,there is accumulating evidence that processing vocal emotions (with or without the integration of further emotional infor-mation,such as semantics)is a very rapid and non-atten-tional process.Moreover,some emotional channels may be more important than others during emotional process-ing,e.g.,a predominant processing of emotional semantic over emotional prosodic information has been reported.In one of our previous studies(Kotz&Paulmann, 2007),we investigated the integrative time-course of emo-tional prosody with neutral semantics and of emotional prosody with emotional semantics by means of a cross-splicing procedure.Cross-splicing offers a unique possibil-ity to investigate the temporal dynamics of integrative pro-cesses as it allows for temporal synchronization of information.Due to the time-locking of critical deviation points in an on-going speech signal with respect to two experimental conditions,the cross-splicing technique allows to directly compare the respective brain responses of two critical conditions.In particular,this technique allows manipulating expectations specific to emotional prosody or to emotional prosody and emotional semantics (see Section2for detailed explanation),the two emotional information channels investigated in the present study. Based on the observation that semantically(e.g.,Van Pet-ten&Kutas,1988)and emotionally(e.g.,Schirmer,Kotz, &Friederici,2002;Schirmer,Kotz,&Friederici,2005)mis-matching context information leads to integration difficul-ties of mismatching information,we argue the following.If expectancy deviation leads to increased integration diffi-culty,such integration difficulty should result in different event-related potential(ERP)modulations as a function of information specific expectancy deviation.Thus,emo-tional prosodic expectancy deviation should elicit a differ-ent ERP response than expectancy deviation in context of emotional prosody and emotional semantics.While emotional prosodic integration is referred to acoustic cor-relates such as perceived pitch,duration,and intensity, and their online integration in a speech stream,combined emotional prosodic/semantic integration requires the inte-gration of acoustical information and lexical information. Our previous data clearly revealed qualitatively different ERP components elicited as a function of integration dur-ing emotional prosodic processing and combined emo-tional prosodic/semantic processing.More specifically,we showed that expectancy violations of emotional(angry and happy)prosody elicited a right-lateralized positivity, while combined emotional prosodic/semantic(angry and happy)expectancy violations elicited an early negativity in the ERP(Kotz&Paulmann,2007).These results are also in line with studies that showed differential processing for linguistic prosodic processing and combined prosodic/ semantic processing(Aste´sano,Besson,&Alter,2004).The present study follows up our previous work by extending these different processing dynamics in three dimensions.First,the minimal use of different emotional prosodies(i.e.,angry,happy)was extended.Building on the assumption that human emotions engage distinct neu-ral networks(e.g.,Adolphs,2002)that relate to emotion-specific processing mechanisms,we investigated six basic emotional prosodies(anger,disgust,fear,happiness,pleas-ant surprise,and sadness),even though some previous evi-dence argues for emotion-independent integration of emotional prosody and semantics(e.g.,Kotz&Paulmann, 2007;Schirmer et al.,2002;Schirmer et al.,2005).Thus, one critical research question at stake was to investigate if the integration of emotional prosody and semantics is truly emotion-independent or not.Second,we included dif-60S.Paulmann,S.A.Kotz/Brain and Language105(2008)59–69ferent speaker voices(female/male).This is a critical manipulation,as emotional and linguistic information are encoded via the properties of a speaker voice.We put this to test as our previous evidence indicated encoding differ-ences for female and male speaker voices in a cross-lan-guage perception study(Pell,Kotz,Paulmann,& Alasseri,2005).Furthermore,this manipulation is crucial as natural differences between female and male voices are reported,i.e.,female voices are usually higher pitched than male voices(e.g.,Lattner,Meyer,&Friederici,2005).We hypothesize that if previously reported effects were related to prosodic change detection mechanism(in emotional context)only,they should operate relatively independently of speaker st,to investigate the nature of emo-tional prosody processing,stimuli with no semantic content (e.g.,pseudo-stimuli)should lead to clear prosodic effects independent of lexical-semantic parable tofiltered speech,morphologically marked pseudo-sen-tences spoken with the varying emotional intonation pat-terns allow eliminating lexical content while preserving emotional prosody.In particular,to understand the rela-tive contribution and the underlying mechanisms of emo-tional prosody it seems necessary to test this information type without confounding information such as emotional semantics.To this end,we tested six basic emotional into-nations in emotionally and morphologically marked pseudo-sentences(emotional prosodic condition)and in lexical-sentences(combined emotional prosodic/semantic condition).This approach allows comparing the unfolding of emotional prosody independent of lexical content with the online integration of emotional prosody with emotional semantics in lexical content.As our previous evidence showed a right-lateralized positive ERP component for the processing of‘pure’emo-tional prosodic mismatches and additional evidence(e.g., Vingerhoets,Berckmoes,&Stroobant,2003)suggests emo-tional prosodic lateralization,a replication and extension of such a lateralized effect should add to the existing debate on the lateralization of emotional prosody.To summarize,the current experiment aims to further substantiate and to specify the(temporal)integration of prosody and semantics in emotional context.Moreover, we aim to further specify the relative contribution of emo-tional prosody and emotional prosody with semantics in an emotional utterance by establishing an ERP correlate for prosodic and prosodic/semantic deviance detection in emo-tional context.Based on sparse previous evidence(Kotz& Paulmann,2007),we hypothesize that if registration of expectancy violation is truly valence-independent,i.e.,the same response is elicited for positive and negative emo-tions,emotional prosodic expectancy violations of all six basic emotions should lead to an early right-lateralized positive ERP effect,while violations of emotional pros-ody/semantic expectancies should lead to an early bilater-ally distributed negative ERP effect(see also Aste´sano et al.,2004;Kotz&Paulmann,2007).In particular,we asked whether previously reported ERPs elicited in response to prosodic expectancy violations embedded in neutral semantic could be compared to ERPs elicited in response to expectancy violations when no lexical content is present.Theoretically,there should be no difference between the two approaches,i.e.,we expect to replicate earlier results that is,prosodic expectancy violations elicit a right-lateralized positive ERP component shortly after the splicing point.Also,if the two hypothesized expectancy violation effects are solely related to emotional prosodic (and semantic)integration processing,they should be elic-ited irrespective of speaker type.2.Materials and methods2.1.MaterialWe presented semantically and prosodically matching stimuli(210lexical-and210pseudo-sentences)for each of six basic emotions(anger,fear,disgust,happiness,pleas-ant surprise,sadness)and neutral(30sentences each).In addition,the original recordings(i.e.,the lexical-and pseudo-sentences)were cross-spliced in two ways:2.1.1.Prosodic expectancy violation conditionWe merged the acoustical signals of thefirst part of a prosodically neutral start of a pseudo-sentence(e.g.,‘‘Hung set/Mon set’’)and the second part of an emo-tional-prosodically end of a pseudo-sentence(e.g.,‘‘den Nestol verbarsicht ind gekobelt’’).bined semantic-prosodic expectancy violation conditionHere,we merged the acoustical signal of thefirst part of a semantically and prosodically neutral start of a sentence (e.g.,‘‘Er hat/Sie hat’’;translation:‘‘He has/She has’’)and the second part of an emotional semantically and prosodi-cally matching end of a sentence(e.g.,‘‘den Gewinn ver-doppelt und verdreifacht’’;literal translation:‘‘doubled and tripled the prize’’)(see Fig.1for graphical display of splicing procedure).The splicing procedure resulted in180cross-spliced lex-ical-and180cross-spliced pseudo-sentences.As all sen-tences were spoken by a female and a male speaker,a total of1560trials were presented in two sessions.The mean splicing point was calculated by measuring the mean duration of the neutral start of the sentences that were used as splicing templates(‘‘Er hat/Sie hat’’vs.‘‘Hung set/Mon set’’articulated by two speakers).The mean splicing point occurred at350ms after sentence onset for emotional pro-sodically incongruent sentences and at338ms after sen-tence onset for combined incongruent sentences.Emotional prosodic valence ratings were obtained in two earlier rating studies(one for the lexical and one for the pseudo-sentences;see Paulmann,Pell,&Kotz,2008, for details on the lexical rating study).In both studies,par-ticipants rated the emotional category of each sentence in a forced-choice task(seven response alternatives).In addi-S.Paulmann,S.A.Kotz/Brain and Language105(2008)59–6961tion,the sentences were rated according to their intensity on a5-point scale(ranging fromÀ2to+2).In the follow-ing,the percentage correct(%)and respective standard deviations(SD)for each emotional category and sentence type are listed.Lexical-sentences:anger:96%(SD:3.9),dis-gust;95%(SD:6.9),fear:72%(SD:14.2),happy:75%(SD: 9.4),neutral:95%(SD:5.0),pleasant surprise:49%(SD: 12.0),sad:81%(SD:12.7).Pseudo-sentences:anger:91% (SD:3.4),disgust;70%(SD:9.4),fear:64%(SD:12.3), happy:58%(SD:8.3),neutral:94%(SD:3.1),pleasant surprise:55%(SD:8.8),sad:71%(SD:7.5).Nouns and verbs in lexical-sentences were controlled for word frequency so that there was no difference between the emotional categories(Baayen,Piepenbrock,&van Rijn,1995).All sentences were taped with a video camcorder attached to a high-quality clip-on microphone and later digitized at16-bit/44.1kHz sampling rate.The stimulus material was presented in a mono format and was prosodically analyzed(i.e.pitch,intensity,and duration) using Praat(Boersma&Weenink,2003;see Table1for results).2.2.ParticipantsFifteen healthy female(mean age:24years(SD1.96)), and15healthy male(mean age:25years(SD 2.02)) right-handed volunteers that had not participated in the rating studies took part in two counterbalancedexperimen-62S.Paulmann,S.A.Kotz/Brain and Language105(2008)59–69tal sessions separated by at least3days.All participants were university students and native speakers of German with no reported hearing or neurological problems.All participants had normal or corrected-to-normal vision and were paid for their participation.2.3.ProcedureEach participant was seated comfortably at a distance of 115cm from a computer monitor in a sound-attenuating chamber.Sentences were presented via loudspeakers located to the left and right side of the computer.After sen-tence offset a visual probe was presented for300ms.Partic-ipants had to respond as quickly and accurately as possible if the visual probe word had occurred in the previous sen-tence or not.Half of the participants pressed the yes-button with their right hand and the no-button with their left hand (vice versa)on a two-button response panel.The Experi-mental Run Time System(ERTS;Beringer,1993)was used to run the experiment.Participants were asked to avoid eye movements during sentence presentation.The inter-trial-interval was1500ms.Four experimental lists contained all sentences in pseudo-randomized order.In each list,half of the sentences were spoken by the female speaker,the other half by the male speaker.One version of one of the four lists was presented in thefirst session and the other version was presented in the second session.Half of the participants began with thefirst version and the remaining with the second version.The electroencephalogram(EEG)was recorded with59 Ag–Ag Cl electrodes mounted in an elastic cap according to the modified expanded10–20system(American Electro-encephalographic Society),each referenced to the nose (NZ).Bipolar horizontal and vertical EOGs were recorded for artifact rejection purposes.Artifacts caused by eye or muscular movements were rejected off-line on a subject-by-subject basis and were omitted from the ERP analysis. Trials contaminated by EOG or movement artifacts were rejected with a threshold of30.00l V.Electrode resistance was kept below5k-X.Data were re-referenced offline to linked mastoids.EEG signals were recorded continuously with a band pass between DC and70Hz and digitized at a rate of250Hz.ERPs werefiltered off-line with a7Hz low pass for graphical display only.Based on previous evidence and additional time-line analyses,ERP time windows were defined(see Kotz& Paulmann,2007).1Thus,ERPs were averaged with a 200ms pre-stimulus baseline for the following time win-dows:between450and650ms(i.e.for the combined pro-sodic/semantic expectancy violation,and between700and 1000ms for the prosodic expectancy violation.All statisti-cal analyses were computed including correct trials only.2.4.Data analysisBehavioral results were not analyzed because no prior hypotheses were made with regard to the effect expectancy deviance detection may have on probe verification.Please note that the task was only administered to ensure that par-ticipants listened to the sentences.This was clearly the case as accuracy scores for the two different conditions revealed very good sentence comprehension(matching pseudo-sen-tences:93.2%SD: 5.8;mismatching pseudo-sentences: 92.8%SD:5.9;matching lexical-sentences:97.5%SD:3.7; mismatching lexical-sentences:96.8%SD:4.0).ERPs for the two different conditions were calculated with separate analyses of variance(ANOVAs)to analyze the two different time windows.2Mean amplitudes were calculated treating M(match:prosodically(and semanti-cally)matching stimuli vs.mismatch:mismatching stimuli), P(emotional prosodies of anger,disgust,fear,happiness, pleasant surprise,sadness),and Speaker(female vs.male voice)as repeated-measures factors.In addition,we included the factor Session(first vs.second)to control for possible session effects.Distributional differences were calculated by the factors HEMI(left vs.right hemisphere) and REG(anterior,central,and posterior region;for list of electrodes in each region see Fig.2).We also included SexTable1The table lists results from the acoustical analyses of the unspliced (matching)sentences that were included in the current studyType EMOTION Mean F0(Hz)Mean dB Duration(s)Lexical-sentences Anger268.26±32.8666.54±2.35 2.58±0.24 Disgust185.97±67.8166.24±2.56 2.94±0.56 Fear184.57±68.2565.49±2.89 3.37±1.03 Happy199.01±65.8365.03±2.48 2.47±0.22 Neutral159.16±40.0865.93±2.51 2.72±0.34 Pleasantsurprise290.28±73.3266.80±3.11 2.53±0.28 Sadness159.57±33.6465.88±2.41 2.71±0.35Pseudo-sentences Anger259.85±30.7371.03±1.93 2.85±0.33 Disgust190.46±44.3969.45±2.53 3.60±0.42 Fear189.99±61.8568.26±2.87 3.62±0.78 Happy260.51±80.7771.28±1.94 2.86±0.34 Neutral169.46±34.5369.04±3.00 3.40±0.50 Pleasantsurprise313.87±66.3271.41±2.47 3.15±0.34 Sadness181.11±26.7069.33±2.29 3.07±0.41Means displayed are collapsed across speaker voices.The table lists meanpitch(measured in Hz),mean intensity(measured in dB),and duration ofsentence(measured in seconds)as well as respective standard deviations(±).1As our previous research revealed ERP effects90ms after the splicingpoint for the combined violation and340ms after the splicing point forprosodic expectancy violations,we aimed to replicate these effects incomparable time-windows in the current study.Based on this evidence andadditional time-line analyses,we thus ran statistical analyses for ERPeffects110ms after the splicing point for the combined violation and350ms after the splicing point for prosodic expectancy violations.2Even though the current experimental design would have allowed toinclude a factor time-window in the statistical analysis,we opted to stayconsistent with our previous approach to data analysis in order to be ableto compare results(i.e.,test-retest reliability;see Kotz&Paulmann,2007).Thus,the two conditions were analyzed separately in two different timewindows.S.Paulmann,S.A.Kotz/Brain and Language105(2008)59–6963(female/male)as a between-subject factor.3The Geissser–Greenhouse correction (Geisser &Greenhouse,1959)was applied to all repeated-measures with greater than one degree of freedom in the numerator.Only significant inter-actions with critical factors (P,M)are reported in step-down analyses.Effect size was estimated by omega-square (X 2),i.e.,the coefficient of determination that represents the proportion of variance in the dependent variable accounted for by the independent variable.For between-subject designs,X 2effect sizes greater than 0.138are con-sidered large effects,indices between 0.048and 0.138are considered medium effects,and values between 0.0009and 0.048are considered small effects (c.f.,Olejnik &Algi-na,2003).3.ERP Results3.1.Prosodic expectancy violation:700ms to 1000ms In the time window between 700and 1000ms a signifi-cant effect of M was found (F (1,28)=4.13,p =.05,X 2=0.05)with more positive-going waveforms for emo-tional prosodically mismatching sentences than for match-ing sentences.Also,the critical main effect for M interacted significantly with HEMI (F (1,28)=11.99,p <.01,X 2=0.08).Step-down analyses by HEMI revealed a signif-icant M effect (F (1,28)=8.43,p <.01,X 2=0.11)at right hemisphere electrode-sites,indicating more positive-going ERP waveforms for emotional prosodically mismatching than for matching sentences.Moreover,there was a signif-icant interaction between Speaker ·P ·M (F (5,140)=4.31,p <.01,X 2=0.02).Step-down analyses were carried out by Speaker and then by Speaker and P which revealed a significant M effect for sentences spoken by the male speaker with an angry prosody (F (1,28)=4.18,p =.05,X 2=0.05),showing more positive-going waveforms for mismatching than matching sentences.In addition,we found an M effect for fearful prosody (F (1,28)=20.00,p <.001,X 2=0.24).Here,mismatching sentences showed more negative-going ERP waveforms than matching sentences.Taken together,the results revealed a positive-going ERP effect at right hemisphere electrode-sites for all emo-tional prosodic mismatching sentences in comparison to matching sentences.Results also indicate that only mis-matching angry sentences spoken by a male speaker elicit a bilateral positivity for mismatching sentences,while fear-ful mismatching sentences elicit a more negative-going ERP waveform than matching fearful sentences.(See Fig.2for a graphical display of ERPs for all prosodically matching and mismatchingsentences.)Fig.2.The illustration shows ERPs elicited by spliced and unspliced sentences at selected electrode-sites.For both conditions,waveforms show the average for emotional incongruent sentences (dotted)and emotional congruent sentences (solid)from 200ms prior to stimulus onset up to 1200ms post-stimulus onset.3The present study investigated the time-course of emotional prosody and combined emotional prosody with semantics.As previous research has suggested that listeners’sex may influence implicit emotional prosody processing,Sex was included as a between-subject factor.64S.Paulmann,S.A.Kotz /Brain and Language 105(2008)59–69bined semantic/prosodic expectancy violation:450ms to650msIn the time window of450–650ms,the ERP analysis revealed a main effect for Speaker(F(1,28)=16.29, p<.001,X2=0.20),with amplitudes being more nega-tive-going for the male than the female speaker.A critical main effect of M was also significant(F(1,28)=8.54, p<.01,X2=0.11)revealing a more negative-going compo-nent for mismatching than matching sentences.This effect was not qualified by region.An interaction between Speaker and P(F(5,140)=2.7,p<.05,X2=0.01)allowed for a step-down analysis by Speaker.The P effect was only significant for sentences articulated by the female speaker (F(5,140)=3.03,p<.05,X2=0.03)revealing varying neg-ative-going amplitudes for emotional sentences;however, since P did not interact with the critical factor M,post-hoc comparisons were not carried out.Again,results revealed a significant difference between ERP amplitudes elicited by the male and the female speaker.Moreover,results showed a whole-head distrib-uted negative-going ERP effect for combined prosodically and semantically mismatching sentences compared to matching sentences(see Fig.2for a graphical display of ERPs for all prosodically and semantically matching and mismatching sentences and see Table2for summary of ERP results).4.DiscussionPrevious investigations on the integration of emotional prosody and emotional semantics only allowed looking into this phenomenon by means of cross-modal manipula-tions(e.g.,Schirmer et al.,2002;Schirmer et al.,2005). However,this approach does not reflect natural online integration of different information types.By means of cross-splicing,the integration and time-course develop-ment of different information types can be time-locked and give a more direct measure of online integration(Kotz &Paulmann,2007).The present study aimed to substanti-ate and to specify the integrative time-course of emotional prosody without semantics and of emotional prosody with emotional semantics.In this context,we also tested whether expectancy violations of either information type varied as a function of emotional valence or speaker gen-der.The current results substantiate previous ERP effects (Aste´sano et al.,2004;Kotz&Paulmann,2007),but extend these to pseudo-sentences spoken in six basic emotions by both female and male speakers.The results clearly show that specific brain responses occur with a different time-course when(1)emotional prosodic expectancy is not ful-filled,or(2)when expectancy of both emotional semantics and emotional prosody is not fulfilled.The ERP effects elic-ited in the two conditions thus show a different time-course,topography,and polarity.In the following,these effects will be discussed in relation to previous evidence; however,as the combined expectancy violation effect was mainly a replication and extension of our previous result (Kotz&Paulmann,2007),specific emphasis is given to the emotional prosodic expectancy violation condition out of semantic context.4.1.Expectancy violations in emotional context:A speaker-independent effect?Shortly after the splicing point(approx.350ms),emo-tional prosodic expectancy violations elicit a right-lateral-ized positive-going ERP effect while combined semantic/ prosodic expectancy violations elicited an early negative ERP effect(approx.110ms after the splicing point).As the transfer of prosodic(emotional or linguistic)informa-tion occurs via the properties of the speaker voice,we asked if expectancy violations are detected independent of speaker voice.This hypothesis was confirmed:prosodic expectancy violation elicited a positivity,and combined expectancy violation elicited a negativity irrespective of speaker voice.Even though the current data reveal a general speaker effect in the combined violation(not dis-cussed here),no significant interaction between expectancy violation and speaker voice was observed.This strengthens the interpretation that processing of prosodic expectancy violations in an emotional context is not dependent on the gender of the speaker voice,but may solely be related to the emotional attributes of a stimulus(see Kotz&Paul-mann,2007,and also discussion below).4.2.Expectancy violations in emotional context:A valence-independent effect?Most existing electrophysiological studies on the inte-gration of emotional channels have concentrated on one or two specific emotions(e.g.,Kotz&Paulmann,2007; Pourtois et al.,2000;Schirmer et al.,2002;Schirmer et al.,2005).However,there is evidence that processingTable2Summary of ERP F-and p-values for both conditions in both timewindows for all main effectsSource df F Value p ValueProsodic expectancy violation:700–1100msSex 1.280.01.9396Session 1.28 2.35.1368Speaker 1.28 3.57.0691P 5.140 1.19.3181M 1.28 4.13.0518HEMI 1.289.04.0055REG 2.56 1.26.2799Combined semantic/prosodic expectancy violation:450–650msSex 1.28 1.30.2633Session 1.28 4.46.0437Speaker 1.2816.29.0004P 5.140 1.61.1761M 1.288.54.0068HEMI 1.28 2.37.1349REG 2.5625.16<.0001S.Paulmann,S.A.Kotz/Brain and Language105(2008)59–6965。

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