2#转炉横移烟道及活动烟罩机械设备拆除与安装施工方案
高职英语2课文翻译
Unit31.It’s importa nt to know your objecti ves on a busines s trip,and to set out with those goals in mind and how toaccompl ish them.But along the way,somethi ng ratheramazing happens when you travelon busines s.You may go to some prettyamazing places,and get chances to see thingsyou would have never soughtout on your own.翻译：了解出差的目的，出发时牢记目标并清楚如何达成目标，这些都是很重要的。
但在途中也会发生一些有趣的事情。
你可能会去到一些令人惊叹的地方，有机会看到你自己可能永远都发现不了的东西。
s s.There are times when you have complet ed your work and 2.Busines s trips don’t have to be all about busine,attract ions and good food.The first resourc e to find out what is reallyyou can take in some of the local colorn g is the locals. If you go to a faraway town to conduct busines s cool to enjoy in the city or town you are visitiwith a partner or vendor, they are often more than happy to show you the lay of the land and what is fun to see and do in the town.翻译：商务旅行不必都是生意。
2用英语怎么写
1.2用英文怎么写2的英文是two。
词汇分析音标：英[tuː] 美 [tu]释义：n. 两个adj. 两个的num. 二短语Two Whatevers 两个凡是Two Women 烽火母女泪；两个女人；战地两女性；两女Two Cops 特警冤家；两个警察；锄暴特警；两个刑警Two Soldiers 两个士兵；两名士兵；同胞兄弟；幽默英语故事两名士兵Two Lamps 两盏巨灯Perfect Two 新天生一对；天生一对；咸菜贤才大贤永才例句1、They teamed Class One with Class Two.他们将一班和二班编成一队。
我们用两个师包围了这座城市。
3、We talked about two hours, but he hedged over my questions.我们用两个师包围了这座城市。
4、Working together for two months welded them into a group.在一起工作两个月使他们形成了一个团体。
5、He died two months ago.他两个月前去世了。
2.2的英文怎么写2的英文是two。
two英 [tu：] 美 [tu]n. 两个；两个东西；两点钟；一对；adj. 两个的；我同；num. 两个；第二；二；双语例句1. It's a long way to go for two people in their seventies.对于两个七十几岁的人来说，这段路太远了。
他在那儿的时候体重下降了2英石。
3. I undid the bottom two buttons of my yellow and grey shirt.我解开了自己黄灰相间的衬衫上最下面的两个纽扣。
4. It would be difficult to find two men who were more dissimilar.很难找到彼此间差异更大的人了。
2氧化镁化学式
2氧化镁化学式《2氧化镁化学式》嘿，同学们！今天咱们来好好唠唠这个氧化镁的化学式MgO，虽然看起来就这么简单的两个字母和一个数字，但这里面包含的化学知识可不少呢！首先，咱们得说说这个氧化镁是怎么形成的，这就涉及到化学键啦。
化学键就像是原子之间的小钩子，把原子们紧紧地连在一起。
在氧化镁里呢，是离子键在起作用。
咱可以把离子键想象成带正电和带负电的原子像超强磁铁般吸在一起。
镁原子（Mg）它容易失去2个电子，就变成了带2个正电荷的镁离子（Mg²⁺），而氧原子（O）呢，它特别想得到2个电子，于是就变成了带2个负电荷的氧离子（O²⁻）。
这一个带正电，一个带负电，就像磁铁的正负极一样，“嗖”的一下就吸到一块儿了，形成了氧化镁（MgO）。
再来说说化学平衡，这就好比是一场拔河比赛。
把反应物看成是一队人，生成物看成是另一队人。
在反应开始的时候，反应物这边人多力量大，就一个劲儿地往生成物那边转化，这就是正反应。
但是随着生成物这边的人越来越多，它们又会往反应物那边转化，这就是逆反应。
当两边转化的速度一样快的时候，就像拔河两边力量相等了，谁也拉不动谁了，这时候就是达到了化学平衡状态，反应物和生成物的浓度也就不再变化了。
不过呢，这个平衡也不是一成不变的，如果我们改变一些条件，就像拔河的时候一方突然来了几个帮手，这个平衡就会被打破，然后又会重新建立新的平衡。
那分子的极性又是什么呢？咱们可以把分子想象成小磁针。
就拿水来说，水是极性分子，它就像一个小磁针一样，氧一端像磁针南极带负电，氢一端像北极带正电。
而二氧化碳就不一样了，二氧化碳是直线对称的分子，就像一个两边一样重的扁担，两边的力量相互抵消了，所以它是非极性分子，就没有像小磁针那样有一端带正电一端带负电的情况。
接着讲讲配位化合物吧。
配位化合物就像是一场聚会，中心离子就是这个聚会的主角，而配体呢，就像是来参加聚会的小伙伴，不过这些小伙伴有个特殊的本事，就是能提供孤对电子来和主角共享。
全新版大学英语(第二版)综合教程2课文背诵段落原文及翻译
11 To restore balance to my life, I force myself back into the real world. I call people, arrange to meet with the few remaining friends who haven't fled New York City. I try to at least get to the gym, so as to set apart the weekend from the rest of my week. I arrange interviews for stories, doctor's appointments -- anything to get me out of the house and connected with others.
13 However, I do not want to overstate my case. There is enormous creativity to be found in Chinese scientific, technological and artistic innovations past and present. And there is a danger of exaggerating creative breakthroughs in the West. When any innovation is examined closely, its reliance on previous achievements is all too apparent (the "standing on the shoulders of giants" phenomenon).
周边地面 2
周边地面——对没有地下室的建筑指底层房间外墙内侧两米范围内的地面。
对有地下室埋墙的建筑，指从室外地面和埋墙的交线算起向下两米内为周边地面。
非周边地面——对没有地下室的房间指底层地面中周边地面以外的部分。
有地下室埋墙的建筑，非周边地面指埋墙和地面面积的和减去从室外地面和埋墙交线算起向下两米的面积。
关于周边地面和非周边地面的几点说明1．周边地面和非周边地面的定义周边地面指距外墙内表面2m以内的地面，其余部分划为非周边地面。
位于室外地面以下的外墙（地下室外墙）应从与室外地面相平的墙壁算起，往下2m范围内为周边地面，其余部分划为非周边地面。
2．节能标准中对周边地面和非周边地面传热阻的计算《民用建筑节能设计标准》（采暖居住部分）JGJ26-95和《公共建筑节能设计标准》GB50189-2005对周边地面和非周边地面热阻采用了不同的计算方法，应分别对待。
A) 居住建筑：换热阻计算依据来源于《供热工程》（贺平孙刚编著）。
由于室内热量通过地面传到室外的路程长短不同，即热阻值不同，靠近外墙的室内地面，距离室外路程短，热阻值小，传热量大，反之远离外墙的地面热阻值大，传热量小，离外墙8m以远的地面，传热量基本不变。
基于上述情况，在工程上一般采用近似方法计算，把地面沿外墙平行的方向分成四个计算地带（每2m为一个地带，8m以外地面按第四地带考虑），如图1示。
1) 对于贴土非保温地面（组成地面的各层材料导热系数λ都大于1.16W/m?℃），各地带的传热系数和换热阻如下：周边地面传热系数限值为0.52 W / m2·℃地区，考虑到非保温地面第一地带（周边地面）的传热系数为0.47 W / m2·℃，小于限值0.5 2W / m2·℃,可不做保温；非周边地面（第二、三、四地带）不做保温时传热系数最大值为0.23 W / m2·℃,小于限值0.3 W / m2·℃，同样也能满足非周边地面限值的要求。
现代大学英语中级写作(上)_Unit 2
No mistakes
Questions to think about Is this a directive or informative process
analysis? It is an informative process analysis giving the history of Liquid Paper. What is the central idea of the essay? Is the thesis statement presented or implied? The central idea is how Liquid Paper was invented and how it became a big business. The thesis statement is implied.
What is Process Analysis?
• A process analysis(PA) is a step-by-step explanation of how to do something , or how something works/ is done or made, or how something happened.
2的书写方法
2的书写方法在日常生活中，我们经常会涉及到数字2的书写。
无论是在学习、工作还是生活中，正确的书写方法都是非常重要的。
下面，我们就来详细了解一下数字2的书写方法。
首先，我们要明确数字2的基本形态。
数字2是阿拉伯数字中的一个，它的基本形态是一个弯曲的弧线，上面有一个小圆圈。
这是我们最常见的数字2的书写形式，也是最标准的书写形式。
在书写时，我们需要注意保持数字2的整体形状，保持圆润、匀称，不要出现歪斜、变形等情况。
其次，我们要注意数字2的书写顺序。
在书写数字2时，一般是从上到下、从左到右的书写顺序。
首先画出数字2的上半部分的曲线，然后再画下半部分的曲线，最后在上半部分的曲线上方画一个小圆圈。
这样的书写顺序可以帮助我们更好地掌握数字2的书写方法，保持数字的整体形状和美观度。
除了基本形态和书写顺序外，我们还需要了解数字2的书写规范。
在正式的文件、文书、报告中，数字2的书写需要符合一定的规范。
一般来说，数字2要与其他数字保持一致的字体、大小和风格，以保持整个文档的统一性和美观度。
在手写时，我们也需要注意字迹工整、规范，避免出现潦草、模糊的情况。
此外，数字2的书写还需要注意与其他数字的区分。
在一些情况下，数字2可能会与字母z混淆，因此在书写时要特别小心，确保数字2的书写清晰可辨，不会引起误解。
总的来说，正确的数字2的书写方法对我们的学习、工作和生活都是非常重要的。
通过掌握数字2的基本形态、书写顺序和书写规范，我们能够更好地书写出整洁、规范的数字2，提高书写质量，避免出现错误和混淆。
希望大家能够重视数字2的书写方法，不断提升自己的书写水平，为自己的学习和工作增添亮点。
2021 年全国硕士研究生入学统一考试英语(二)试题真题(打印版)
2021 年全国硕士研究生入学统一考试英语(二)试题Section I Use of EnglishDirections:Read the following text.Choose the best word(s) for each numberedblank and mark A,B, C or D on ANSWER SHEET 1. (10 points)Section Reading ComprehensionPart ADirections:Read the following four texts.Answer the questions below each textby choosing A, B, C, or D. Mark your answers on ANSWER SHEET 1.(40 points)Reskilling is something that sounds like a buzzword but is actually arequirement if we plan to have a future where a lot of would-beworkers do not get left behind.. We know we are moving into a period where the jobs in demandwill change rapidly, as will the requirements of the jobs that remain.Research by the WEF detailed in the Harvard Business Review, findsthat on average 42 per cent of the core skills " within job roles willchange by 2022. That is a very short timeline, so we can onlyimagine what the changes will be further in the future.The question of who should pay for reskilling is a thorny one Forindividual companies, the temptation is always to let go of workerswhose skills are no longer demand and replace them with thosewhose skills are.That does not always happen.AT&T is often given asthe gold standard of a company who decided to do a massivereskilling program rather than go with a fire-and-hire strategy.ultimatelyretraining 18,000employees. Prepandemic,othercompanies including Amazon and Disney had also pledged to createtheir own plans. When the skills mismatch is in the broader economythough, the focus usually turns to government to handle. Efforts inCanada and elsewhere have been arguably languid at best, and havegiven us a situation where we frequently hear of employers beggingfor workers even at times and In regionswhere unemployment is high.With the pandemic, unemployment is veryhigh indeed. In February,at 3.5 per cent and 5.5 per cent respectively,unemployment rates inCanada and the United States were at generational lows and workershortages were everywhere.As of May, those rates had spiked up to13.3 per cent and 13.7 per cent, and although many worker shortageshad disappeared, not all had done so. In the medical field, to take anobvious example,the pandemic meant that there were still clearshortages of doctors, nurses and other medical personnelOf course, it is not like you can take an unemployed waiter andtrain him to be a doctor in a few weeks, no matter who pays for it.Buteven if you cannot close that gap, maybe you can close others, anddoing so would be to the benefit of all concerned That seems to bethe case in Sweden, where the pandemickick-started a retrainingprogram where business as well as government had a role.Reskiling in this way would be challenging in a North Americancontext. You can easily imagine a chorus of"you cant do that,"because teachers or nurses or whoever have special skills, and usingany support staff who has been quickly trained is bound to end indisaster. Maybe. Or maybe it is something that can work 'ell inSweden,with its history of co-operation between business,labourand government, but not in North Americawhere our history is verydifferent. Then again, maybe it is akin to wartime, when extraordinarythings take place, but it is business as usualafter the fact.And yet, asin war the pandemic is teaching us that many things, including rapidreskilling, can be done if there is a will to do them. In any case,Swedens work force is now more skilled, in more things,and moreflexible than it was before.Of course, reskilling programs, whether for pandemic needs or thepostpandemic world,are expensive and at a time when everyonesbudgets are lean this may not be the time to implement them.Thenagain,extending income support programs to get us through thenext months is expensive, too, to say nothing of the cost of having aswath of long-term unemployed in thePOST-COVID years Given that,perhaps we should think hard about whether the pandemic canjump-start us to a place where reskilling becomes much more than abuzzword.B.PreDaacancies for the unemplovo teau.e1C. Retrain their cabin staff for better servicesD.finance their staff' s college educationText 2When Microsoft bought task managennent app Wunderlist andmobile calendar Sunrise in 2015, it pickecup two newcomers thatwere attracting considerable buzz in Silicon Valley. Microsoft' s ownOffice dominates the market for"productivity"software, but thestart-ups represented a new wave of technology designed from theground up for the smartphone world.Both apps, however, were later scrapped, after Microsoft said it hadused their best features in its own productsTheir teams of engineersstayed on, making them two of the many" acqui-hires"that thebiggest companies have used to feed their insatiable hunger for techtalent.To Microsoft’ s critics,the fates of Wunderlist and Sunrise areexamples of a remorseless drive by Big Tech to chew up anyinnovative companies that lie in their path. " They bought theseedlings and closed them down,"complained Paul Arnold, a partnerat San Francisco-based Switch Ventures, putting paid to businessesthat might one day turn into competitors. Microsoft declined tccomment.Like other start-up investors,Mr Arnold ' s own business oftendepends on selling start-ups to larger tech companies,though headmits to mixed feelings about the result:"I think these things aregood for me, if I put my selfish hat on. But are they good for theAmerican economy? I don' t know.”The US Federal Trade Commission says it wants to find the answerto that question. This week, it asked the five most valuable US techcompanies for information about their many smallacquisitions ovelthe past decade. Although only a research project at this stage, therequest has raised the prospect of regulators wading into early-stagetech markets that until now have been beyond their reach.Given their combined market value of more than $5.5tn,riflingthrough such small deals —many of them much less prominent thanwunderlist and Sunrise —might seem beside the point. Betweenthem,the five companies (Apple，Microsoft,Google，Amazon andFacebook) have spent an average of only $3.4bn a year on sub-$1bnacquisitions over the past five years a drop in the ocean compared with their massive financial reserves, and the more than$130bn of venture capital that was invested in the US last year.However, critics say that the big companies use such deals to buytheir most threatening potential competitcrs before their businesseshave a chance to gain momentum, in some cases as part of a"buyand kill" tactic to simply close them down31. What is true about Wuderlist and sunrise after their acquisitionsA.Their market values declined.B. Their tech features improvedC. Their engineers were retainedD. Their products werere-priced.32. Microsoft's critics believe that the big tech companies tend toA. ignore public opinionsB.treat new tech talent unfairlyC.exaggerate their product qualityD.eliminate their potential competitors.33. Paul Arnold is concerned that small acquisitions miahtA. harm the national economyB. worsen market competitionC. discourage start-up investorsD.weaken big tech companies.34. The US Federal Trade Commission intend toA. examine small acquisitionsB. limit Big Tech'’ s expansionC. supervise start-ups’operationsD.encourage research collaboration35. For the five biggest tech companies, their small acquisition haveA. brought little financial pressureB. raised few management challengesC.set an example for future dealsD. generated considerable profitsText 4we're fairly good at judging people based on first impressions,thin slices of experience ranging from a glimpse of a photo to afive-minute interaction, and deliberation can be not only extraneousbut intrusive. In one study of the ability she dubbed"thin slicing,"the late psychologist Nalini Ambady asked participants to watchsilent 10-second video clips of professors and to rate the instructor's overall effectiveness. Their ratings correlated strongly withstudents’ end-of-semester ratings.Another set of participants had tccount backward from 1,000 by nines as they watched the clips,occupying their conratings were just asaccurate, demonstrie social processing.Critically, anotherninute writing downreasons for their Jjudgment,betore giving the rating. Accuracydropped dramatically. Ambady suspected that deliberation focusedthem on vivid but misleading cues,such as certain gestures orutterances, rather than letting the complex interplay of subtle signalsform a holistic impression. She found similar interference whenparticipants watched 15-second clips of pairs of people and judgedwhether they were strangers, friends, or dating partners.Other research shows we' re better at detecting deception andsexual orientation from thin slices when we rely on intuition insteadof reflection.“It' s as if you' re driving a stick shift," says Judith Hall,a psychologist at Northeastern University,"and if you start thinkingabout it too much, you can' t remember what you’ re doing. But if yougo on automatic pilot, you' re fine. Much of our social life is like that."Thinking too much can also harm our ability to form preferencesCollege students' ratings of strawberry jams and college coursesaligned better with experts' opinions when the students weren'tasked to analyze their rationale. And peoplemadecar-buyingdecisions that were both objectively better and more personallysatisfying when asked to focus on their feelings rather than on details,but only if the decision was complex — when they had a lot o1information to process.Intuition ' s special powers are unleashed only in certaincircumstances. In one study, participants completed a battery of eighttasks, including four that tapped reflective thinking (discerning rules,comprehending vocabulary) and four that tapped intuition andcreativity (generating new products or figures of speech).Then theyrated the degree to which they had used intuition ( "gut feelings,""hunches,"“my heart”). Use of their gut hurt their performance onthe first four tasks,as expected, and helped them on the restSometimes the heart is smarter than the head.36. Nalini Ambabys study deals with_A. instructor student interactionB.the power of people's memoryC. the reliability of first impressionsD.People’s ability to influence others37. In Ambaby ' s study,rating accuracydropped whenparticipants_A. gave the rating in limited timeB. focused on specific detailsC. watched shorter video clipsD. discussed with on another38.Judith Hall mentions driving to mention that_A. memory can be selectiveB.reflection can be distractingC. social skills must be cultivatedD. deception is difficult to detect39. When you are making complex decisions, it is advisable to_A. follow your feelingsB. list your preferencesc. seek expert adviceD.collect enough data40.(缺)Directions:In the following article, some sentences have been removed. FotQuestions 41—45, choose the most suitable one from the list A—G tcfit into each of the numbered blanks.There are two extra choiceswhich do not fit in any of the blanks. Mark your answers on ANSWERSHEET 1.(10 points)A. Stay calmB. Stay humbleC. Don’t make judgmentsD.Be realistic about the risksE. Decide whether to waitF.Ask permission to disagreeG. Identify a shared goalHow to Disagree with Someone More Powerful than YouYour boss proposes a new initiative you think won' t work.Youlsenior colleague outlines a project timeline you think is unrealistic.What do you say when you disagree with someone who has morepower than you do? How do you decide whether it’s worth speakingup? And if you do, what exactly should you say? Here' s how tcdisagree with someone more powerful than you.41.You may decide it' s best to hold off on voicing your opinion.Maybe you haven’t finished thinking the problem through, the wholediscussion was a surprise to you, or you want to get a clearer sense oiwhat the group thinks. If you think other people are going to disagree too, you might want to gather your army first. People can contributeexperience or information to your thinking—all the things that wouldmake the disagreement stronger or more valid. It's also a good ideato delay the conversation if you' re in a meeting or other public space.Discussing the issue in private will make the powerful person feel lessthreatened.42.Before you share your thoughts,think about what the powerfulperson cares aboutit may be "the credibility of their team orgetting a project done on time. You' re more likely to be heard if youcan connect your disagreement to a higher purpose.When you dospeak up, don' t assume the link will be clear. You’ ll want to state itovertly, contextualizing your statements so that you' re seen not as adisagreeable underling but as a colleague whos trying to advance ashared goal. The discussion will then become more like a chess gamethan a boxing match.43.This step may sound overly deferential, but it' s a smart way to givethe powerful person psychological safety and control. You can saysomething like,“I know we seem to be moving toward a first-quartercommitment here.I have reasons to think that won' t work.T d like to lay out my reasoning. Would that be OK?"This gives the person achoice,allowing them to verbally opt in.And, assuming they say yes.it willmake, you feel more confidentabout voicing yourdisagreement.44._You might feel your heart racing or your face turning red, but dcwhatever you can to remain neutral in both your words and actions,When your body language communicates reluctance or anxiety,itundercuts the message. Itsends a mixed message, and yourcounterpart gets to choose what to read. Deep breaths can help, ascan speaking more slowly and deliberately. When we feel panicky wetend to talk louder and faster. Simply slowing the pace and talking inan even tone helps the other person calm down and does the samefor you. It also makes you seem confident, even if you aren't.45._Emphasize that you're offering your opinion, not gospel truth. Itmay be a well-informed, well-researched opinion, but it' s still anopinion, my talk tentatively and slightly understate your confidence.Instead of saying something like, " If we set an end-of-quarterdeadline, we'll never make it,:" say,“This is just my opinion, but ldon't see how we will make that deadline." Having asserted yourposition(as a position，not as a fact) demonstrate equal curiosityabout other views.Remind the person that this is your point of view,and then invite critique. Be open to hearing other opinions.Part CDirections:Translate the following text into Chinese. Write your translation onthe ANSWER SHEET. (10 points)We tend to think that friends and family members are our biggestsource of connection, laughter and warmth . While that may well betrue, researchers have also recently found that interacting withstrangers actually brings a boost in mood and feelings of belongingthat we didn't expect.In one series of studies,researchers instructed Chicago- areacommuters using publictransportation to strike up a conversationwith someone near them. On average,participants who followed thisinstruction felt better than those who had been told to stand or sit insilence.The researchers also argued that when we shy away fromcasual interactions with strangers,It is often due to a misplacedanxiety that they might not want to talk to us. Much of the time,however, this belief is false . As it tums outmany people are actuallyperfectly wiling to talk- and may even beflattered to receive yourattention .Section m WritinPart A51. Directions:Suppose you are organising an online meeting. Write an email to Jackan international student.(1) invite him to participate,and(2) tell him the detailsYou should write neatly on ANSWER SHEET 2.Do not sign your own name at the end of the e-mail. Use " LiMing"instead.Do not write the address. (10 points)Part B52.Directions:Write an essay based on chart below. In your writing,you should(1) interpret the chart,and(2) give your commentsYou should write about 150words on theANSWERhave a chance to gain momentum, in some cases as part of a"buyand kill" tactic to simply close them down31. What is true about Wuderlist and sunrise after their acquisitionsA.Their market values declined.B. Their tech features improvedC. Their engineers were retainedD. Their products werere-priced.32. Microsoft's critics believe that the big tech companies tend toA. ignore public opinionsB.treat new tech talent unfairlyC.exaggerate their product qualityD.eliminate their potential competitors.33. Paul Arnold is concerned that small acquisitions miahtA. harm the national economyB. worsen market competitionC. discourage start-up investorsD.weaken big tech companies.34. The US Federal Trade Commission intend toA. examine small acquisitionsB. limit Big Tech'’ s expansionC. supervise start-ups’operationsD.encourage research collaboration35. For the five biggest tech companies, their small acquisition haveA. brought little financial pressureB. raised few management challengesC.set an example for future dealsD. generated considerable profitsText 4we're fairly good at judging people based on first impressions,thin slices of experience ranging from a glimpse of a photo to afive-minute interaction, and deliberation can be not only extraneousbut intrusive. In one study of the ability she dubbed"thin slicing,"the late psychologist Nalini Ambady asked participants to watchsilent 10-second video clips of professors and to rate the instructor's overall effectiveness. Their ratings correlated strongly withstudents’ end-of-semester ratings.Another set of participants had tccount backward from 1,000 by nines as they watched the clips,occupying their conratings were just asaccurate, demonstrie social processing.Critically, anotherninute writing downreasons for their Jjudgment,betore giving the rating. Accuracydropped dramatically. Ambady suspected that deliberation focusedthem on vivid but misleading cues,such as certain gestures orutterances, rather than letting the complex interplay of subtle signalsform a holistic impression. She found similar interference whenparticipants watched 15-second clips of pairs of people and judgedwhether they were strangers, friends, or dating partners.Other research shows we' re better at detecting deception andsexual orientation from thin slices when we rely on intuition insteadof reflection.“It' s as if you' re driving a stick shift," says Judith Hall,a psychologist at Northeastern University,"and if you start thinkingabout it too much, you can' t remember what you’ re doing. But if yougo on automatic pilot, you' re fine. Much of our social life is like that."Thinking too much can also harm our ability to form preferencesCollege students' ratings of strawberry jams and college coursesaligned better with experts' opinions when the students weren'tasked to analyze their rationale. And people madecar-buyingdecisions that were both objectively better and more personallysatisfying when asked to focus on their feelings rather than on details,but only if the decision was complex — when they had a lot o1information to process.Intuition ' s special powers are unleashed only in certaincircumstances. In one study, participants completed a battery of eighttasks, including four that tapped reflective thinking (discerning rules,comprehending vocabulary) and four that tapped intuition andcreativity (generating new products or figures of speech).Then theyrated the degree to which they had used intuition ( "gut feelings,""hunches,"“my heart”). Use of their gut hurt their performance onthe first four tasks,as expected, and helped them on the restSometimes the heart is smarter than the head.36. Nalini Ambabys study deals with_A. instructor student interactionB.the power of people's memoryC. the reliability of first impressionsD.People’s ability to influence others37. In Ambaby ' s study,rating accuracydropped whenparticipants_A. gave the rating in limited timeB. focused on specific detailsC. watched shorter video clipsD. discussed with on another38.Judith Hall mentions driving to mention that_A. memory can be selectiveB.reflection can be distractingC. social skills must be cultivatedD. deception is difficult to detect39. When you are making complex decisions, it is advisable to_A. follow your feelingsB. list your preferencesc. seek expert adviceD.collect enough data40.(缺)Directions:In the following article, some sentences have been removed. FotQuestions 41—45, choose the most suitable one from the list A—G tcfit into each of the numbered blanks.There are two extra choiceswhich do not fit in any of the blanks. Mark your answers on ANSWERSHEET 1.(10 points)A. Stay calmB. Stay humbleC. Don’t make judgmentsD.Be realistic about the risksE. Decide whether to waitF.Ask permission to disagreeG. Identify a shared goalHow to Disagree with Someone More Powerful than YouYour boss proposes a new initiative you think won' t work.Youlsenior colleague outlines a project timeline you think is unrealistic.What do you say when you disagree with someone who has morepower than you do? How do you decide whether it’s worth speakingup? And if you do, what exactly should you say? Here' s how tcdisagree with someone more powerful than you.41.You may decide it' s best to hold off on voicing your opinion.Maybe you haven’t finished thinking the problem through, the wholediscussion was a surprise to you, or you want to get a clearer sense oiwhat the group thinks. If you think other people are going to disagree too, you might want to gather your army first. People can contributeexperience or information to your thinking—all the things that wouldmake the disagreement stronger or more valid. It's also a good ideato delay the conversation if you' re in a meeting or other public space.Discussing the issue in private will make the powerful person feel lessthreatened.42.Before you share your thoughts,think about what the powerfulperson cares aboutit may be "the credibility of their team orgetting a project done on time. You' re more likely to be heard if youcan connect your disagreement to a higher purpose.When you dospeak up, don' t assume the link will be clear. You’ ll want to state itovertly, contextualizing your statements so that you' re seen not as adisagreeable underling but as a colleague whos trying to advance ashared goal. The discussion will then become more like a chess gamethan a boxing match.43.This step may sound overly deferential, but it' s a smart way to givethe powerful person psychological safety and control. You can saysomething like,“I know we seem to be moving toward a first-quartercommitment here.I have reasons to think that won' t work.T d like to lay out my reasoning. Would that be OK?"This gives the person achoice,allowing them to verbally opt in.And, assuming they say yes.it willmake, you feel more confidentabout voicing yourdisagreement.44._You might feel your heart racing or your face turning red, but dcwhatever you can to remain neutral in both your words and actions,When your body language communicates reluctance or anxiety,itundercuts the message. Itsends a mixed message, and yourcounterpart gets to choose what to read. Deep breaths can help, ascan speaking more slowly and deliberately. When we feel panicky wetend to talk louder and faster. Simply slowing the pace and talking inan even tone helps the other person calm down and does the samefor you. It also makes you seem confident, even if you aren't.45._Emphasize that you're offering your opinion, not gospel truth. Itmay be a well-informed, well-researched opinion, but it' s still anopinion, my talk tentatively and slightly understate your confidence.Instead of saying something like, " If we set an end-of-quarterdeadline, we'll never make it,:" say,“This is just my opinion, but ldon't see how we will make that deadline." Havingasserted yourposition(as a position，not as a fact) demonstrate equal curiosityabout other views.Remind the person that this is your point of view,and then invite critique. Be open to hearing other opinions.Part CDirections:Translate the following text into Chinese. Write your translation onthe ANSWER SHEET. (10 points)We tend to think that friends and family members are our biggestsource of connection, laughter and warmth . While that may well betrue, researchers have also recently found that interacting withstrangers actually brings a boost in mood and feelings of belongingthat we didn't expect.In one series of studies,researchers instructed Chicago- areacommuters using public transportation to strike up a conversationwith someone near them. On average,participants who followed thisinstruction felt better than those who had been told to stand or sit insilence.The researchers also argued that when we shy away fromcasual interactions with strangers,It is often due to a misplacedanxiety that they might not want to talk to us. Much of the time,however, this belief is false . As it tums outmany people are actuallyperfectly wiling to talk- and may even beflattered to receive yourattention .Section m WritinPart A51.Directions:Suppose you are organising an online meeting. Write an email to Jackan international student.(1)invite him to participate,and(2) tell him the detailsYou should write neatly on ANSWER SHEET 2.Do not sign your own name at the end of the e-mail. Use " LiMing"instead.Do not write the address. (10 points)Part B52.Directions:Write an essay based on chart below. In your writing,you should(1) interpret the chart,and (2)give your commentsYou should write about 150words on theANSWERSHEET.(15points)60.0%,50.0% ,4.0%s30.0N)23.9%20.ogsy,10.0gy .px.hep.0.0%。
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目录1、工程概述 (1)2、编制依据 (1)3、施工准备 (1)4、主要设备拆除 (2)5、主要设备安装 (3)6．质量保证措施 (4)7．健康、安全、环保措施 (4)8、工机具计划 (6)9、劳动力计划 (7)10、施工进度计划 (7)1、工程概述天津冶金集团轧三友发钢铁有限公司炼钢厂2#转炉汽化冷却烟道由末段烟道、固定烟道二段、炉口移动断、活动烟罩等主要部件组成。
根据甲方要求，拆除移动段和活动烟罩，其中活动烟罩和炉口移动段烟道分别吊挂和支撑在烟罩横移小车上，横移小车安装在+18米平台行走轨道上。
根据设计图纸及现场实际情况分析，氧枪检修孔尺寸不满足移动段拆除和吊装，而转炉炉前有加料跨200t行车梁和烟罩横移小车轨道梁阻碍，也没有足够空间让移动段在此自由上下拆装。
2#转炉+18米平台烟道横移小车轨道梁内边缘宽5米，烟道横移段外径最大尺寸为4.535米，横移烟道可以在此吊下；横移小车轨道之间正上方+22.5米平台根据设计图纸计算也有足够空间落下横移烟道；+8.5米平台2#转炉减速机与其正对面钢结构立柱间距为5.7米，也足够横移烟道在此处向加料跨方向移动拆除和吊装，所以本次2#转炉移动烟道和活动烟罩设备更换选择在横移小车轨道间垂直空间内利用炉顶20t行车配合拆装。
2、编制依据2.1业主提供的图纸（中冶东方工程技术有限公司设计）；2.2《机械设备安装工程施工及验收通用规范》GB 50231-2009 ;2.3《炼钢机械设备工程安装验收规范》GB 50403-2007；2.4《轧机机械设备工程安装验收规范》GB 50386-2006；2.5《冶金机械液压、润滑和气动设备工程安装验收规范》GB50387-2006；2.6《钢结构制作安装施工规程》YB9254-95；2.7《焊接件通用技术条件》JB/T5000.3-1998；2.8《工业管道工程施工及验收规范》GB50235-2010；3、施工准备3.1施工前2#转炉前加料跨200行车、30t行车和炉顶行车能正常使用。
3.2施工前，保证独立的水、电、气正常供应。
3.3 施工前业主须将+8.5米平台、+18米平台和+22.5米平台所以影响拆装以及横移小车移动轨道边上的灰料等杂物清理干净。
3.4施工前需要拆除设备吊装空间范围内的+8.5米平台到+18米平台之间的炉体冷却水给水管道、回水管道、转炉编码器及其支座、除尘罩及延伸到转炉炉后部位的除尘管道、除尘管道下小平台及其爬梯、炉侧影响活动烟罩横移的部分炉侧挡火板、转炉减速机旁护栏、横移小车隔热板等影响设备拆装的障碍。
3.5 施工前需要拆除设备吊装空间范围内的+18米平台横移小车轨道之间的活动盖板、钢结构梁以及氧枪行走装置底部小平台；3.6施工前需要拆除设备吊装空间范围内的+22.5米平台横移烟道随横移小车移动空间范围内的活动盖板及钢结构梁，并将侧面所有悬挂备用氧枪全部吊走；3.7施工前需要拆除横移烟道上所有保温装置、放掉行走小车以及横移烟道和隔热板内部水；3.8各种工机具准备齐全，具体见后面机具表；3.9设备进场后检查是否合格，检查设备安装预设的各基准点和中心标板；3.10 在施工前业主须派遣横移小车操作人员及炉顶行车操作人员配合施工；3.11在施工前将横移小车两边搭设操作平台以及安全网，并在拆除的钢盖板拆装孔四周焊接临时护栏；3.12 施工前业主对烟道各个部位准备好备件，拆除后发现需要更换可以及时处理，避免时间上的浪费。
4、主要设备拆除横移烟道与其他各工艺设施之间关系尺寸图见附图一。
横移烟道垂直方向设计尺寸为11.1米，其最底端到横移小车升降装置导轮顶面距离为5.176米（见附图一），也就是说横移烟道吊出横移小车至少需要向上吊起5.176米才能吊出横移小车从而能横向移动，而横移烟道顶端和底端正上方均有钢结构大梁（见附图梁一和梁二）阻挡，其中梁二底部到横移烟道垂直部分最大实体处距离为4.174米，远远小于横移烟道需要提升的高度5.176米，所以横移烟道在向上垂直吊起必然受到阻挡。
在此，根据设计图纸，横移烟道下部垂直部分是对称机构，这样，横移烟道旋转一定角度不会影响横移烟道吊出受到横移小车其他部位阻挡，并且可以避开横移烟道顶部正上方钢结构大梁（见附图一梁一）的阻碍，但从附图上看，横移烟道旋转90度后虽然避开了梁一，但是旋转90度时刚好与梁二干涉85mm，并且梁二底部最大实体尺寸处与梁二垂直方向上干涉786mm，而钢梁二与横移小车炉后方向轨道梁间距为3.7米，烟道垂直下落最大实体处尺寸为4.535米，横移烟道垂直吊下也要受到钢梁二的阻碍。
经我方技术人员与业主相关专业人员根据设计图纸和现场实际情况商讨，决定不移动横移小车，而是将横移小车上阻碍横移烟道向吊装孔横向移动方向的车架等部件拆除，然后利用炉顶行车将横移烟道横向吊到吊装孔正上方，从而拆除。
附图一横移烟道拆除具体步骤如下：1、拆除与横移烟道连接的外部冷却水管道，拆除阻碍横移烟道移动方向范围内的下料系统、其他管道等工艺设施；2、放掉横移烟道、活动烟罩、横移小车、隔热板内部水，拆除横移烟道保温罩；3、拆除横移小车底部部分影响横移烟道从侧面吊出的隔热板以及横移小车上部分阻挡横移烟道吊装的部件；4、下降活动烟罩到转炉炉口位置，利用固定支架固定住活动烟罩，拆除活动烟罩升降装置与活动烟罩的连接且拆除影响横移烟道移动方向的小车上升降装置部件；5、焊接固定支架固定住横移小车端梁，防止割除阻碍横移烟道移动方向的梁时变形，不易回装；整体割除影响横移烟道移动的小车梁框架，用行车调走，注意保护割除件；6、利用行车和葫芦吊住横移烟道，首先拆开横移烟道与烟道一段之间的膨胀节等连接，连接点下面不要站人，防止有意外物品落下伤人；拆开+22.5米平台固定支座和横移小车固定支架；检查是否还有阻碍活动烟罩、横移烟道横向移动空间范围内的其他障碍；7、利用行车和葫芦调整好悬空位置后，横向吊动到吊装孔正上方。
将横移烟道下部侧面靠住炉后方向横移小车轨道梁，旋转横移烟道90°使其倾斜口朝向转炉方向，利用手拉葫芦调整使得横移烟道倾斜口朝上水平，此时，横移烟道贴靠在小车轨道梁上的部位到横移烟道上部最大实体处尺寸为3689mm，而梁二与横移小车炉后方向轨道梁最小距离为3700mm，可以吊落下横移烟道；当横移烟道吊落直到横移烟道上部最大实体处接触炉后方向小车轨道梁时，附图一中横移烟道上部最大实体处厚度为1382mm，而梁二与炉后小车轨道梁最小距离为2880mm，整个横移烟道上部已经全部避开梁二，将横移烟道向梁二方向移动避开炉后方向小车轨道梁，从而利用行车和调整手拉葫芦将横移烟道落下到+8.5米平台斜靠在转炉减速机上；8、利用脚手架在+18米平台钢梁上挂上手拉葫芦拉住烟道顶部，同时利用炉顶行车以及卷扬机配合将烟道头部往炉前+8.5米平台操作室方向移动完全下放到+8.5米平台，再利用加料跨30t行车配合将横移烟道完全挪动到加料跨，利用200t行车吊走横移烟道；9、用炉顶行车吊住活动烟罩，去掉固定活动烟罩的支架，吊下活动烟罩运到加料跨吊走；10、利用炉顶行车将水冷炉口从吊装孔拆除。
5、主要设备安装横移烟道和活动烟罩的安装难点主要在于横移烟道的吊装，以及活动烟罩与转炉本体在工作位置配合好后，调整横移烟道与固定一段烟道、活动烟罩之间的相互连接配合。
横移烟道和活动烟罩具体安装步骤如下：1、吊装水冷炉口；2、利用加料跨30t行车、炉顶行车、手拉葫芦将活动烟罩导运至吊装孔下，将活动烟罩吊到横移下车底部转炉上支撑固定住，待横移小车割除部分恢复后再安装；3、利用加料跨30t行车、炉顶行车、手拉葫芦将横移烟道导运至吊装孔下，横移烟道应上部斜靠在转炉减速机上，便于有足够空间吊装。
4、利用炉顶横车和手拉葫芦、卷扬机等将横移烟道导运到转炉减速机上斜靠后，在各吊装受力点系上钢丝绳利用炉顶行车和行车吊钩上10t手拉葫芦调整烟道空间位置，缓缓从吊装孔吊上去，期间不断调整手拉葫芦和横移烟道位置、角度，顺利将横移烟道吊入横移小车，此时，需要先恢复横移小车拆除部件的安装，清除掉小车框架里边废渣，调整好升降装置导轮等位置后焊接。
然后将升降装置恢复安装，并连接上活动烟罩。
由于固定一段长期受热以及横移烟道制造误差等影响，横移烟道的调整根据实际情况来控制，横移烟道下部通过活动烟罩与转炉口配合来调整，横移烟道上部通过横移烟道上氧枪口与悬挂在氧枪升降小车上的氧枪来控制。
当横移烟道上部和下部分别与氧枪及转炉口配合调整完毕，并且活动烟罩升降无卡阻后，连接横移烟道与固定一段之间的膨胀节的连接件，连接+22.5米平台固定支座；5、恢复下料系统、烟道本体与外部冷却水系统连接等工艺设施的安装。
6．质量保证措施6．1质量保证体系建立以项目经理为核心，专业技术负责人为质量保证措施的组织者和主要实施者，各职能、工种齐全的项目质量保证体系。
见下图6.2 质量保证措施6.2.1 编制详细的施工方案和技术交底卡，并向所有参战人员作全面、详细的技术交底.6.2.2作好顾客财产的现场保护：①设备现场清点，设备预检查，测量；②每次清洗检查后须用轻机油保护，并做好设备的防尘、防风、防锈蚀措施。
6.2.3各工种严格按其操作工艺程序施工，做到“检查好上道工序，干好本工序，服务下工序。
”即上道工序检查未合格前，不得进入本次工序，本次工序未达到合格前，不得流通到下道工序。
6.2.4 做好施工全过程的检验、检查、检测记录，认真实行“三检制”（自检、互检、专检）。
6.2.5施工全过程，严格按《炼钢机械设备工程安装验收规范》GB 50403-2007进行施工和质量检测。
6.2.6 为确保设备吊装质量，须作好吊装机械、机具、索具检查检验和现场场地的平整夯实。
6.2.7 即时向业主、监理单位通报设备到货质量情况和设备安装进度情况。
我方提供的主要材料必须具有出厂合格证、材质证明书、和必要的试验报告。
6.3 质量控制重点6.3.1 横移烟道吊装质量。
6.3.2 活动烟罩吊装质量。
7．健康、安全、环保措施7．1健康、安全、环保保证体系建立以项目经理为核心（安全第一责任人），项目部生产经理为直接领导，项目部安全员现场监督，工种齐全，层层负责的安全、健康、环保保证体系。
7.2安全、健康、环保措施7.2.1施工人员进入施工现场、生活、办公区域不得随意破坏生产、生活设施，不得在构筑物建筑物上乱写乱画，不得损坏现场所有的企业标识和公益标识及广告等。
7.2.2施工前，由专业技术负责人编制好施工方案，安全技术交底卡，对施工班组进行讲解，由班组长或班组安全员作好安全记录，（做到安全工作有可追溯性）。
项目部安全员监督检查；7.2.3 特殊工种必须持证上岗，安全员对其验证；7.2.4施工人员必须严格遵守国家安全统一规范《建筑施工安全检查标准》GBJ59-99之规定和建筑安装工人安全技术操作规程；7.2.5施工前必须作好安全劳动保护措施，安装作业在两个独立基础墩上，在合适位置须拉好安全绳，正确系好安全带，戴好安全帽，并作好安全标识；7.2.6汽车吊座车及施工区域须用碎石或钢渣夯填密实；7.2.7吊车运行时，必须由经验丰富专人统一指挥，指挥手式和哨声须与吊车司机和相关所有起重工一致；7.2.8钢丝绳使用前，必须认真检查有无损伤或断丝，若有缺陷不得使用。