官方培训资料之PreCast
康普雷斯国际酒店培训体系
目录第一章总则 ................................................................ 3..第二章培训内容和形式 ...................................................... 4.第三章培训组织与管理 ...................................................... 5.第一节基本流程图 (5)第二节培训需求调查 (6)第三节编制各类培训清单 (6)第四节制定具体培训计划 (6)第五节按计划组织实施 (7)第六节培训评估 (8)第七节培训档案 (8)第八节颁发证书.................................. 错...误!未定义书签。
第九节培训效果反馈 (9)第四章受训者的权利与义务 .................................................. 9 .. 第五章培训费用 ............................................................ 9 .... 附录一课程设置 ............................................................ 9 .... 附录二政策及程序 . (10)2-1 培训需求调查政策与程序........................................ 1..0..2-2 培训清单政策与程序.......................................... 1..1...2-3 制定培训计划的政策与程序...................................... 1..1..2-4 培训课程规划的政策与程序..................... 错.. 误!未定义书签。
ACCA培训讲义(非常重要)
ACCA考试培训讲义（非常重要）Contentspage Preface; 11. Working capital management; 32. Sources of finance; 83. Capital investment appraisal; 134. Performance measurement; 205. Costing system, standard cost and variance analysis; 246. Budgeting and budgetary control. 40Examiner‟s approachThe syllabus for Paper 2.4 aims to develop knowledge and understanding in both financial management and management accounting. In financial management, the areas of analyzing the benefits of various sources of finance and capital investment opportunities are the main focus of attention. In management accounting the focus is on the application of management accounting techniques to aid business planning and control.The objectives of the syllabusCandidates who successfully pass the examination are expected to be able to:∙explain the role and purpose of financial management∙evaluate the overall management of working capital∙evaluate appropriate sources of finance for particular situations∙appraise capital investment through the use of appropriate methods∙identify and implement appropriate costing systems and techniques∙prepare budgets and use them to control and evaluate organizational performance∙critically assess the tools and techniques of financial management and controlPaper 2.4 builds on Paper 1.2, Financial Information for Management and candidates are expected to have thorough understanding of the Paper 1.2 syllabus.On completion, Paper 2.4 prepares candidates for more advanced study on Paper 3.3, Performance Management and Paper 3.7, Strategic Financial Management.Format of the examinationThe examination comprises two parts. Part A is a compulsory scenario-based question worth 50 marks. The emphasis in this question will usually be on financial management. As the Part A question is compulsory – it is expected that all students will attempt it in the examination and allocate an appropriate amount of time.Part B contains four shorter questions worth 25 marks each. Candidates are required to answer any two of these. One of the questions will be entirely discursive. Two questions will be taken from the financial management part of the syllabus and two questions will be taken from the management accounting area. The discursive question may be taken from any part of the syllabus. In the examination, the balance between discussion and computation will be largely the same from diet to diet.There have now been several examinations under the new syllabus and recent papers are a useful guide to the format of questions in the examination.Key areasAs indicated in the Syllabus, the key or core areas are:∙financial management objectives∙management of working capital∙sources of finance∙capital expenditure and investment∙costing systems∙standard costing and variance analysis∙budgeting and budgetary control.ConclusionIn order to pass this examination candidates should:∙clearly understand the objectives of the exam as explained in the Syllabus and Study Guide∙have read and thoroughly studied a suitable financial management and control manual ∙read relevant articles published in student accountant∙practice examination standard / style questions on a regular basis∙be able to communicate their understanding clearly in an examination context.1. Working capital management.1.1 Management of stock1.1.1 Some basic formulaestock holding period = average stock held/ cost of salesｘ365daysstock turnover = cost of sales/ average stock heldstock holding period= finished goods holding period + work in progress holding period + raw material holding periodEOQ(how much stock should be reordered)= (2CD/H) ½C stands for fixed cost( order set-up costs) per orderD stands for expected annual sales volumeH stands for holding cost per stock unit per annumTotal annual cost of stock= holding cost + reordering cost=(average stockｘH)+( Number of reorders paｘC)average stock=EOQ/2,number of reorders( it can be not an integer)= D/ EOQ1.1.2 EOQ1.1.2.1 Application of EOQA case : Hexicon plc manufactures and markets automatic washing machines. Among the many hundreds of components which it purchase each year from external suppliers for assembling into the finished article are drive belts, of which it uses 40,000 units pa. It is considering converting its purchasing, delivery and stock control of this item to a just-in-time system. This will raise the number of orders placed but lower the administrative and other costs of placing and receiving orders. Details of actual and expected ordering and carrying costs are given in the table below.Actual PropsedOrdering cost per order $ 100 $25Purchasing cost per item $2.50 $2.50Inventory holding cost 20% 20%(as a percentage of the purchase cost)To implement the new arrangements will require …one-off‟ reorganization costs estimated at $4,000 which will be treated as a revenue item for tax purposes. The rate of corporation tax is 33% and Hexicon can obtain finance at 12%. The effective life span of the new system can be assumed to be 8 years.(i) Determine the effect of the new system on EOQ;(ii) Determine whether the new system is worthwhile in financial terms.(i) Present EOQ =(2CD/H) ½=[(2ｘ$100ｘ40,000)/(20%ｘ$2.50)] ½=4,000 units/orderProposed EOQ = [(2ｘ$25ｘ40,000)/(20%ｘ$2.50)] ½=2,000 units/orderFrom this it can be seen that the EOQ is halved.(ii) First step: holding cost reduced=(4,000/2-2,000/2) ｘ$2.5ｘ20%=$500reordering cost reduced=40,000/4,000ｘ$100-40,000/2,000ｘ$25 =$500total inventory cost reduced=$1,000 ( before tax)Considering tax shield,total inventory cost reduced=$1,000ｘ67%=$670Second step: calculate NPVCash Discount Presentflow factor value1-8 After tax savings $670 4.968 $3,3290 cost of reorganization (4,000) 1.000 (4,000)0 tax saving(again tax shield) 1,320 1.000 1,320Net Present Value 649As NPV is positive, this proposal is worthwhile.1.1.3 JIT1.1.3.1 The definition of JITJIT is a work flow organization technique to allow rapid, high quality, flexible production whilst minimizing stock levels and manufacturing waste.1.1.3.2 The advantages of JIT, eliminating waste at following aspects:(1) WIP, by reducing batch sizes(2) Raw material stock, by the supplier delivering direct to the shop-floor just in time foruse.(3) Scrap and rework, by an emphasis on total quality control of design, of the process, andof the material.(4) Finished goods stock, by reducing lead-times so that all products are made to order.(5) Material handling cost, by re-design of the shop-floor so that goods move directlybetween adjacent work centers.The combination of these advantages in JIT leads to:(1) A smooth flow of work through the manufacturing plant.(2) A flexible production process which is responsive to the customer‟s requirements.(3)Customer makes a long-term commitment to future orders.(4)Reduction in capital tied up in stocks.1.2 Management of debtorA firm should establish a policy for credit terms given to its customers, and consider the harmony between sales improvement and cost of credit allowed.1.2.1 Credit Policy1.2.1.1 Establishment of credit policyThe period of credit extend will be set by reference to:(1)elastic ity of demand for the company‟s products;(2)credit terms offered by competitors;(3)risk of bad debts resulting from extended credit periods;(4)financing costs and availability of finance;(5)costs of administrating the credit system.1.2.1.2 Implementation of credit policy(1) Assessing creditworthiness, sources of information are:·Trade references.·Bank references.·Credit agencies and credit associations.·Reports form salesmen.·Information from competitors.·Financial statements analysis.·Credit scoring.(2)Monitoring the credit system·Age analysis·Ratios·Statistical data1.2.3 Financing from debtors1.2.3.1 FactoringFinance factoring is where the factors makes a cash advance to the client, as well as conducting sales ledger administration and debt collection services.(1)Comparison of the costs between existing policy and factoring offer.In general, cost of existing policy at least includes:·funding cost for debtor.·administrative cost.·bad debts lossCost of factoring offer probably includes:·service charge·interest of advance payment(2) A caseA company has monthly credit sales of $200,000, and it gives customers 60 days credit. All customers take the full credit allowed. It has bad debts each year amounting to about 2.5% of sales turnover. It operates with a bank overdraft and pays interest at 8% on its overdraft balance.The company s management is considering whether to use a factor to collect is debts, under a non-recourse factoring arrangement. A factor has indicated that it will take over the administration of the sales ledger and debt collection for a fee of 2% of annual credit sales turnover. This wouldsave the company internal operating costs of $30,000 each year.The factor would also charge 1.5% of turnover for credit insurance.The factor will advance 80% of the value of invoices as soon as they are sent out, and charge interest at 7.75%.If the services of the factor are used, it is anticipated that there will be no change in annual sales turnover and no change in the collection period of 60 days.Required:Assess the financial consequences of using the factor for non-recourse factoring and factor finance.Step 1 Cost of existing policyFunding cost= 2ｘ$200,000ｘ8% =$32,000Bad debts loss= 12ｘ$200,000ｘ2.5%=$60,000Administrative cost=$30,000Total cost of existing policy=$122,000Step 2 Cost of factoring offeringService charge= 12ｘ$200,000ｘ2%= $48,000advance payment charge= 2ｘ$200,000ｘ80%ｘ7.75%= $24,800Reduced funding cost=2ｘ$200,000ｘ8%ｘ20%=$6,400Credit insurance charge= 12ｘ$200,000ｘ1.5%=$36,000Total cost of factoring offering=$ 115,200Step 3 Make comparisonNet benefit= factoring offering- Cost of factoring offering=$122,000-$ 115,200=$6,800(2)Pros and cons of factoring offer·firms can have access to flexible source of finance and improve cash flows by getting the finance provided by factors.·saving administrative cost.·firms can use the factor‟s credit control system to assess the creditworthiness of customers.·factors have experts of debtor management, who can be professional in collecting overdue debtors.·Economy of scale.However, factoring offer is still faced with some problems:·endanger trading relationship and damage goodwill.·when non-recourse factoring offer is selected, the firms lose control over decisions about granting favorable credit to its customers for the sake of other considerations.·firms will possibly be questioned the financial stability.1.2.3.2 Invoice discounting(1) Definition: invoice discounting is a method of raising finance against the security ofdebtors without using the sales ledger administration services of a factor.(2) pros and cons1.3 Management of trade creditors1.3.1 Costs associated with extending credit taken beyond the norm·loss of discounts; (explicit cost)·loss of supplier goodwill; (implicit cost)·more stringent terms for future sales. (implicit cost)1.3.2 Cost of discounts lost.A Case A business is buying $1,000 worth of goods per moth and can take 2.5% discount if it settles accounts within one month. It will lose that source of supply if it delays payment for more than three months. An alternative supply of goods will be difficult to obtain in the event of the business getting a bad name.To work out the cost to the business of taking the extra two months‟ credit and losing the discount, carry out the following steps:Step 1 discount available=2.5%ｘ$1,000=$25Amount due if discount has been taken=$1,000-$25=$975Step2 effective interesting cost of not taking the discount is:Discount available/Discounted amount due=$25/$975=0.0256Effective annual interesting rate=(1+0.0256)6-1=16.4%Step 3 compared with the funding interest rate of the firms1.4 Management of cash1.4.1 Investment of surplus cash1.4.1.1 Factors to be considered:·liquidity: Available for use when needed;·safety: No risk of loss must be taken;·Profitability: Earn highest possible after tax returns.1.4.1.2 Ways of investments·certificate of deposit (CD);·local authority bonds;·Bank deposits with various kinds;·Treasury bills are short term debt instruments;·Finance house deposits.1.4.2 Borrowing from the bank- overdraftThis will be discussed later in combination with the source of finance.1.4.3 Cash management model1.4.3.1 Baumol cash management modelx=2ｘannual cash disbursementsｘcost per sale of securitiesinterest rateEOQ model can be applied to this situation, x means the optimum regular cashinjection into the current account.1.4.3.2 Miller-Orr management modelspread=3ｘ[(transaction costｘ3/4ｘvariance)/interest cost]1/3transaction cost=per sale or purchase of giltsvariance of cash flow= (standard deviation per day)2interest cost= interest cost per dayThis model controls irregular movements of cash and sets the spread between the upper and lower cash balance limits.Lower limit= set by the company;Upper limit= lower limit + spreadReturn point=lower limit + spread/31.5 cash operating cyclecash operating cycle=stock holding period + debtor‟s collection period - creditor‟s payment period Related ratio calculation and analysis will be discussed in combination withperformance measurement.2 sources of financeA firm can generally approach finance through two alternative ways, which are debt finance andequity finance. These may be summarized as follows:Debt finance: (1) short-term; (2) medium-term;(3) long-term;(4) special purpose(1) short-term includes: trade credit, bank overdrafts(2) medium-term includes: bank loans, leasing, hire purchase(HP)(3) long-term includes: bonds, debentures(4) special purpose includes: government grants and loans, convertibles, warrantsEquity finance: (1) new issues; (2) internally generated(1)new issues include: rights issues, placing, issuing to the general public(2)internally generated: retained earningsnote: remember clearly the sources of finance and their category, it will be highly useful for you to answer the question related, such as if a firm is in financial deficit, the examiner will be apt to ask you the way to cope with the crisis, you should use the category above to avoid omitting some sources.2.1 Sources of finance: debt2.1.1 Yield curve(1) Definition: A yield curve is a diagrammatic representation of the term structure of interest rates.The term structure of interest rates refer to the way in which the yield of a security varies according to the term of the security, also means to the length of time before the borrowing will be paid.(2) Shape: In general, redemption yields will rise as term to maturity increase. However, in orderto curb economic growth or inflation the short-term rates will be higher than longer-term rates leading to a falling yield curve.(3) Function: financial manager should inspect the current shape of the yield curve when decidingon the term of borrowings or deposits, since the curve reflects the market‟s expectation of future movements in interest rates.For instance, a yield curve sloping steeply upwards suggests that interest rates will rise in the future, the manager may therefore prefer short-term variable rate borrowing or long-term fixed rate borrowing; a yield curve sloping steeply downwards suggests that interest rates will drop in the future, the manager may therefore prefer long-term variable rate borrowing.2.1.2 Characteristics of debts(1) Debts from the viewpoint of company:Pros: ·debt is cheap compared with equity. Debt is an allowable expense for tax, and the debt holder can accept a lower rate of return because the cost is fixed.·no dilution of control.Cons: ·interest must be paid whatever the earnings of the company.·high geared company will be required a higher dividend by the shareholder to compensate the risk they are faced with.·with fixed maturity dates, provision must be made in advance.·if the interest rates falls, it will be a burden for long-term debt.(2) Debts from the viewpoints of holders:Pros: ·risk is low. Holder‟s income is fixed and has priority in interest paymentwhen liquidation.Cons: ·commonly has no voting rights.2.2 sources of finance: equity (including hybrids)2.2.1 Some definitions of equity·ordinary shares. Preference share is considered part of debt as it bears moreresemblance to debt finance.·rights issue. An offer to the existing shareholders to subscribe for more shares, is in proportion to their existing holding, usually at a relatively cheap price.·bonus issue. A method of altering the share capital without raising cash, it is doneby changing the company‟s reserves into share capital.·scrip dividend. A firm allows its shareholders to take their dividends in the form of new shares rather than cash.·convertible debentures. A loan gives the holder the right to convert loans toordinary shares at a predetermined price.·warrant. A firm give the holder the right to subscribe at a fixed future dates for a certain number of ordinary shares at a predetermined price. It is merely anoption.2.2.2 Right issue(1) The price of right issueTheoretical ex-rights price=[(market value of shares in issue)+ (proceeds from new shareissue)]/number of shares after right issue(2) Characteristics of right issue·pre-condition: a company must have an authorized share capital whichexceeds the share capital that would be in issue after the rights issue.·cost effective: right issue maybe the most cost effective way to raise finance, and it can be used to finance any type of long-term investment.·easily raised: rights issue persuades existing shareholders to buy new shares, who have some levels of commitment to the company already, therefore it can be much easier thanpublic offering.·gain or loss: in an efficient market, the investor is no better nor no worse off by choosing to sell his/her rights.Note：Remember whenever you analyze a question in relation to the price of stock or the gain or loss of some actions, you should try to apply to EMH.2.2.3 Convertible debentures(1) Effect on EPS. Step one is to calculate the adjusted profit after tax, whichadds back the interest on convertible debentures and gives consideration tocorporation tax; Step two is to calculate the diluted shares, which includesthe maximum number of shares converted.A Case On 1 April 20X0, a company issued $1,250,000 8% convertible unsecured loan stock for cash at par. Each $100 nominal of the stock will be convertible in 20X3/X6 into the number ofordinary shares set out below.On 31 December 20X3 124 sharesOn 31 December 20X4 120 sharesOn 31 December 20X5 115 sharesOn 31 December 20X6 110 sharesIssued share capital: $500,000 in 10% cumulative preference shares of $1 and $1,000,000 in ordinary shares of 25p=4,000,000 shares.Corporation tax is 45%.Solution20x1 20x0(1) basic EPSProfit after tax $ 550,000 $ 504,250Less: preference dividend $ (50,000) $ (50,000)Earnings $500,000 $454,250Shares 4,000,000 4,000,000EPS $12.5p $11.4p(2) Diluted EPS 20x1 20x0Profit after tax $550,000 $504,250Less: preference dividend $(50,000) $ (50,000)Add back: interest on convertible $100,000 $75,000(only accountsLoan for 3/4 of a year) Less: corporation tax $45,000 $33,750Adjusted earnings $555,000 $495,500Adjusted shares(w1) 5,550,000 5,162,500Diluted EPS 10p 9.6pW1: for 20x1, the maximum number of shares issuable among 124, 120, 115, 110 is 124, hence the conversion is 124 shares per $100, and thentotal shares=4,000,000+$1,250,000ｘ124/$100=5,550,000for 20x0, the weighted average number of shares:4,000,000ｘ1/4 + 5,550,000ｘ3/4 =5,162,500.(2) Characteristics of convertible debentures·convertibles can provide immediate finance at lower cost since the conversion option effectively reduces the interest rates payable.·convertibles represent attractive investments to investors since they are effectively debts risks for future equity benefits. Hence, finance is relatively easy raised.·convertibles allow for higher gearing levels than would otherwise be the case with straight debt, because costs are potentially lower with convertibles.·where company wish to raise equity finance, but share prices are currently depressed, convertibles offer a safeguard share issue method.·where convertibles are converted into shares, the problem of repayment disappears.2.2.4 Warrant(1) Effect on EPS. Step one is to calculate the number of shares that would have been issued atfair value, step two is to calculate diluted shares left.Case 5On 1 January 20X2 a company issues 1,000,000 shares under option. The net profit for the year is $500,000 and the company already has 4,000,000 ordinary shares in issue at that date.During the year to 31 December 20X2 the average fair value of one ordinary share was $3 and exercise price for shares under option was $2.Calculate the earnings per share for the year ending 31 December 20X2.2.2.5 Dividend(1) Dividend policy, arguments for the relevance of dividend policy·dividend signaling; ·preference for current income; ·taxation.(2) Dividend valuation model:for constant annual dividend: p=d/rfor dividend keep growing: p=d(1+g)/(r-g)where g is the expected annual growth rate in dividend, r is the anticipated returnon investment of the equity shareholders.g=return on new investmentｘthe proportion of earnings keptAnother function: this model can be used to calculate the cash flow after the project life, for example: the cash flow at the end of project life is 10 million, cash flow is expected to grow by2% per year, current discount rate is 9%, what the cash flow after the project life.Solution: use this model=10(1+2%)/(9%-2%)=145.712.3 Capital structure2.3.1 Choosing between equity and debt·Growth and stability of sales. If growth rate is high or stable, high gearing can maximize the gain for equity, debt is a choice then.·Control. Debt is irrelevant to control, while equity will dilute control.·Tax position. If the tax shield doesn‟t work, the company may still suffer agency and insolvent costs. In this situation debt financing is not attractive.·Asset quality. Company with a high proportion of intangible assets will be required to pay a higher return by its creditors, because creditors know it‟s harder to get the money back than company having land and buildings.2.3.2 Comparing debt and equity finance·commonly debt is cheaper than equity on an after-tax basis. One reason is debt is less risky, the other reason is tax shield.·debt is more flexible because it can be borrowed, repaid and re-borrowed in general terms. ·debt is normally evidenced by a straightforward contract, creating rights and obligations on both sides. Equity carries with the additional benefits of ownership of the business, including the right to elect directors and appoint auditors.·however, debt still has some weakness.2.3.3 Gearings(1) Operating gearing. It is the relationship between fixed and variable costs, measuring thecost structure of a company. Firms with high levels of fixed costs are usually regarded as high operating gearing and the operating earnings are more volume-sensitive, because fixed costs must be made irrespective of the level sales volume. Hence a company with higher operating gearing will have greater variability in earnings before interest and tax (EBIT) relative to a given level of variability in sales.Operating gearing= fixed costs/ variable costs(2) Financial gearing. It is used to measure the financial risk in a company‟s long-term capitalstructure. High financial gearing is risky, for fixed interest payment must be made regardless of the level of earnings. Therefore, a company with higher financial gearing will have greater variability in returns to shareholders relative to a given level of variability in earnings before interest and tax (EBIT).Two financial gearings are introduced here, capital gearing and income gearing based generally on book value.·Capital gearing concerns the relationship between the company‟s debt and equity capi tal values, it can be shown by two similar gearings .Total gearing= (preference share capital + long-term debt)/total long-term capitalEquity gearing= (preference share capital + long-term debt)/ordinary shares + reserves ·Income gearing= debt interest/operating profit before debt interest and taxHere debt interest includes preference dividend.(3) Relationship between financial and operating gearingIf the sales of a company vary, the ultimate variability of returns to shareholders will be determined by the level of operating gearing-which determines the EBIT variability- as…amplified‟ by the level of financial gearing. So there is a trade off between operating and financial gearing, if a firm has a high degree of operating gearing, then unless sales were stable, it would prefer to avoid financial gearing , and vice versa.2.4 Weighted cost of capital(WACC)(1)Definition: weighted average cost of capital is the average cost of the company‟sfinance(equity, debentures, bank loans) weighted according to the proportion each element bears to the total pool of capital. WACC is calculated by reference to market value.(2) Effect of gearing level: an increase in gearing leads to: higher equity cost for additional riskshareholders taken; a larger element of cheaper finance.The two opposing effects will impact on W ACC. If the increased cheap debt can outweigh the increase of cost of equity, WACC will decrease. If the increased cheap debt can‟t outweigh the increase of cost of equity, WACC will increase.3 Capital investment appraisal3.1 interest and discount(1) Future value: F=P(1+r)n , the beginning is o year, the future value is at the end of n year; ifyou are required to calculate the value at the beginning of (n+1) year, it is also the value at the end of n year.(2) Present value: P=F/(1+r)n, the same principle applied as future value, the beginning of (n+1)year, is equal to the end of n year.(3) Annuity. Future value at end of year: n=A {[(1+r) n-1]/r}. Based on the assumption that thefirst annuity is invested at the end of the first time period, and the last annuity is invested at the very end of the final time period.Present value of an annuity: P=A/rｘ[1-1/(1+r)n ]Remember the two formulas, in case the time horizon is out of the range in the annuity table.Present value of perpetuity=A/r(4) Special condition for annuityfor example: calculate the discount factor at 10%, year 2-5.First step: calculate the discount factor at 10%, year 1-5 3.791Second step: calculate the discount factor at 10%, year 1 (0.909)Then: the discount factor at 10%, year 2-5 2.882Another method:Year 2-5 amounts to 4years, discount factor at 10%, year 1-4 3.170Discounted to the beginning, discount factor at 10%, year 1 ｘ0.909Then: the discount factor at 10%, year 2-5 2.882This is useful for calculating the tax, generally they are 1 year in arrear.(5) Annual percentage rate (APR)This is used when the payment is made on month or quarter basis.For example: nominal rate: 8%, paid every six months,APR=(1+4%) 2-1=8.16%, also named effective rate.(6) Inflation(1+N)=(1+R)(1+I)3.2 method of capital expenditure appraisal。
ProCAST培训笔记(2007)
2007.04.05～2007.04.091 充型时导热系数与铸件模具间有涂料、无涂料、何种涂料有关。
2 模拟上理论的模拟出来的质量很好，使用上主要是把实际中偏离理论的条件（铸造条件）输入，考虑非理想下的情况。
3 GEOMESH用来去掉不重要的小碎面过程：进入meshcast，打开.gmrst文件面网格←→体网格（面网格是一种过渡，是为了体网格做准备）.sm 面网格文件 .mesh体网格文件要修改可在面网格里修改，在体网格里无法修改MeshcastMeshcast -2D 用于二维的（现在基本不用）Meshcast -3D 三维（常用）Meshcast -3D –M 用于大文件，节省内存①文件输入 .stl 格式不推荐使用（主要用于有限差分法）②必要的修理③生成面网格④生成体网格⑤分析与提高面网格生成前（修理后）自动生成.gmrst文件屏幕上鼠标的操作（没选任何功能按钮的情况下）：左键：旋转实体中键：框选一次，放大一次右键：恢复到初始状态多次做过（把局部剪切出来）操作后，左键一次可以回退一次，中键可回退到初始状态。
坏网格判据：默认为角度小于5°的为坏网格，可以修改次值添加的公共边不会马上被两面识别（显示为蓝色），添加后需把添加的线分两次添加到两面中，具体操作方法见“几何检查后添加边线.gif”黄色线的一种可能：重合面上的公共边（大面上与在其上的小面，两面可分别划分网格）——把公共边变成这种黄色的方法：选中公共边，添加至面上，具体操作可参考“几何检查后添加边线.gif”3D 模型Pro/E .IGES 和.STEP（实体），尽量用IGES，STEP可能会丢线（如圆柱的侧线可能只有一条）Catia 尽量用.model （.step，.iges）I-deas 最好用.unvUG .x_t文件负雅可比检查：检查网格是否扭曲（存在负雅可比的地方不收敛，在procast 计算过程中无法继续计算），有两个地方可进行检查在生成体网格前对.sm 进行检查，红色表示没有生成面网格的面；粉色表示坏网格，黄色（看起来是不好了）表示重复补了多次，删除网格重新补；红色单线表示有缝隙（放大后可见）黄色表示1边线被2个以上面共用可以查看为面153、1437、1438所用可以把此线从一面中去除Check Intersections：相交检查，检查相交网格（或两网格叠在一起）Active Node:先选择节点，提取与该节点相关的网格Adjacent All：与网格相邻网格提取出来（Active Node 操作后操作），用一次或往外扩大一次。
剑桥少儿英语预备级教学计划
剑桥少儿英语预备级( Pre- starter)教学计划（上下学期）教学总量：上学期：unit1-unit16 下期:unit1-unit16课时：24 课时授课提要一、什么是剑桥预备级课程？1、在轻松的氛围中培养孩子的学习兴趣，激发孩子主动学习，为以后的英语学习打下良好的基础。
2、剑桥少儿英语预备级是英语学习的入门课程，可以使零基础的孩子有一定的词汇积累，能够使他们用英语进行简单的交流。
3、剑桥预备级上册一共分为15 单元，从26 个字母学起，每个单元都会配有和字母相关的单词、交际用语、童谣、字母操、歌曲。
教学1、26个字母的听、说、读2、认读100—150 个单词内容3、掌握基本日常用语、基本句型4、就课文情景进行模仿表演5. 额外增加口语面对面，增强学生们在日常生活中的简单用语的交际能力。
教材：乐乐英语（玩中学成长快车系列）课时教学单元教学目标重点单词，句型及短语教学重点【1】Unit1 能简单的学会用英语和别人打招呼；H ello/,Hi Goodmorning/afternoon/evening1、交际句型的听，说。
【2】Unit2 要求学生能掌握简单的单词和字母；Aa Bb Cc Apple ,banana bamboobear2 . 能伴随音乐唱本课歌曲Cat, cathy, ,cake, 3.了解三个英文字母An apple ,please some cake的发音及其自然拼读音【3】U1-U2 复习1-2 单元【4】Unit3 要求学生能够根据认读的字母联想一些有关的单词能认D og, duck ,elephant, eel,frog ,fish, girl, giraffe 1.了解三个字母发音读字母Dd Ee Ff Gg Hello !welcome！have fun! 及其自然拼读音，2.会用所教口语只是交谈【5】Unit4 学习一些简单的单词能认读字母Hh Ii Jj Kk House , hen, horse, ice ,icecream ,jacket it ’s the.l e t1te.用r k所. 教口语知识交谈【6】U1-U4 第一阶段复习【7】Unit5 能够学习一些简单的单词L emon ,lamp, mango,能够认识Ll Mm Nn Nose this is the letter1. 了解this is 短语.L .please read after me!2. 掌握本课三个字母的发音及其自然拼读音【8】Unit6 要求能够在游戏中学习OoPp Orange, pineapple, queen,Stand up, sit down ,come1. 明白并配合本课短语指令here, go back ,run to the 2. 本课字母发音Qqwindow! 3. 用所教口语谈话【9】U5-U6 复习5-6 单元【10】Unit7 要求学生能够听懂简单的问话，并能回答能认读Rr SsRabbit, snake ,turtle.What are they doing ?1. 会说本课的儿歌<<R S T>> They’re raabits 2. 本课字母发音及其Tt自然拼读音3. 了解本课短语【11】Unit8 要求学生能够听懂简单的对话并能够根据字母联想到单U mbrella ,window, vest What’s behind the clouds?词能认读Uu Vv Ww The raabit is behind theclouds【12】U5-U8 其中复习1-8 单元【13】Unit9 要求学生能够能够听懂简单的问题并作出反应能认读F ox , yo-yo, zebraColor it ⋯1. 本课短语color it2. 本课三个字母的发Xx Yy音及其自然拼读音3. 用所教口语谈话Zz【14】Unit10 要求学生能够熟练的掌握26个字母可以根据字母联想A pple, arm ,ant, animal, bike Bus ,book, bird, car, cat, cap,到相应的单词Cow ,duck, dog, door let ’s play a game .Please find Aa【15】 U9-U1 复习 9-10 单元【16】 Unit11能够听懂简单的问句并做回 答：能够学习几个简单的人 B ill , Tom , Nick , Sam , Pat ,Sue, Kim , May..1.复习this is 短语并名并可以看出事物快速的反 Hello ,this is zhang Fan掌握应出是谁【17】 Unit12 能回答简单的问题，分清各 种颜色，可以用颜色来描述一个事物W hite, red, blue, green ,black Orange, yellow,Please show something red1. 颜色掌握2.口语交谈【18】 U9-U1第三阶段复习2【19】 Unit13能够掌握一些简单的公共设 施的单词，并作出简单的回答F arm,school,garden, playground, zoo park ⋯1.理解：where is.. 短语【20】 Unit14要求学生能够回答老师提问 的问题学习数字 1-10Onetwo, three, four, fiveSix, seven, eight, nine, ten How many ..1. how many 短语2.会读数字【21】 复习 13-14 单元【22】 Unit15 要求学生可以熟练的掌握 26 个字母的发音A bcdefghijklmnopqrst【23】 Unit16 要求学生用英语说新年快乐C amera ,mirror, jacket Happy new year!【24】 U1-U1期末复习及口语6测评 下学期（ 1-16）课时教学单元教学目标：重点单词，句型及短语教学重点【1】 Unit1 要求学生能够掌握一些学习工具的单词，并回答老师所提出 P encil–case, pencil , bag,eraser, ruler,pen 1.会说，听文具用品的问题What can you see?【2】 Unit2要求学生能够掌握一些动作的 单词，还能够在老师的提问下P aint ,catch, hop, count, run, bounce, draw, touch,做出这些动作U p down..【3】U1-U2 复习1-2 单元【4】Unit3 认识一些人称的用法I we you,he she ,they, it,you,you and I,you and I【5】Unit4 学会用一些礼貌用语，并和同学之间进行练习这些句子H ello ,I ’n m i c k .she P’a s t and he’s Tom【6】U1-U4 第一阶段复习【7】Unit5 学习掌握一些动物名字的单词。
CTPAT反恐知识培训.pptx
深圳天鹏盛电子有限公司
常有的不符合？(三大区域)
• 安全培训和警觉意识 • 人员安全 • 货柜安全
深圳天鹏盛电子有限公司
常有的不符合？(三大区域)
深圳天鹏盛电子有限公司
常有的不符合？(三大区域)
深圳天鹏盛电子有限公司
货柜车使用高安全性封条,高安全 性封条符合PAS ISO17712标准的
要求，有高安全性证明文件
摄像头 值班保安员
值班保安员在装 货柜之前要对货 柜七个点进行检 查并记录
高保封条上锁
深圳天鹏盛电子有限公司
C-TPAT内容是什么？
深圳天鹏盛电子有限公司
C-TPAT内容是什么？
• 员工 • 访客 • 交付(包括邮件) • 盘问和驱散非授权人员
深圳天鹏盛电子有限公司
什么是C-TPAT?
• 厂方需建立一套完善的安全防护系统(如“厂房巡
视”，包括围栏、大门警卫室、大厦入口、房门通 道、地面楼层窗户、装卸通道及区域、紧急出口、 最后装配区域、货仓区域、电脑信息 、闭路电视 摄像机位置与中央监控室，以及负责监控人员等进 行C-TPAT区域划分和监控）来确保客户的货物不 被盗用、偷窃、货物盗换、混入其它货物或违规人 员进入C-TPAT物流流程区域，来确保客户的整个 货物物流流程（从发货方到收货方）的安全。
深圳天鹏盛电子有限公司
工厂如何实施C-TPAT？
• 实体安全
①建筑物/围墙的设施结构完善,能抵御 非法外力入侵；
②需要有抵制外侵的足够力量(如：保 安、CCTV、照明系班保安24小时对厂区进行CCTV监控
对着大门口的摄 像头
厂房安有大射灯
PRECAST中参数的设置1
PRECAST中参数的设置（USER PRE-DEFINED RUN PARAMETER）一. GENERRAL1.） STANDARDNSTEP 2000 定义模拟时间总步数，时间步数达到该步数时，模拟终止TFINAL 1 0.00000e+000 定义ProCAST模拟时间（如同时定义TFINAL和NSTEP，哪个先达到，按哪个终止模拟）TSTOP 2 0.00000e+000 定义模拟分析终止温度INILEV 0 定义初始步数，第一次模拟INILEV＝0，如继续某一步数模拟，INILEV＝继续模拟步数，（该步长数必须为输出步长的整数倍）。
DT 1 1.00000e-002 定义时间初始时间步长DTMAX 1 1.00000e+000 定义最大时间步长TUNITS 2 （K C F）温度输出单位VUNITS 1 速度输出单位PUNITS 5 压力输出单位QUNITS 1 热流输出单位（这几项是设置单位的，数字对应着可选项的顺序数） 2）ADVANCEDNRSTAR 5 定义允许重新计算次数NPRFR 1 定义xxp.out文件输出频率PRNLEV 0 定义输出节点某项结果，默认值＝0＝0，不输出＝1，输出节点速度＝8，输出节点压力＝16，输出节点温度＝64，输出节点涡流强度＝128，输出节点涡流分散率＝1024，输出节点位移＝8192，输出面热流＝32768，输出节点磁热能SDEBUG 1 定义调试信息，默认值＝1＝0，不记录调试信息＝1，在xxp.out文件中记录求解情况、时间步长控制、自由面模型AVEPROP 0 定义计算每个个单元属性方法＝0，计算每个高斯点属性＝1，计算单元中心属性，以其作为整修单元平均值CGSQ 0 定义CGSQ求解，默认值＝0 ＝0，使用默认TDMA求解＝1，使用CGSQ求解U方程＝2，使用CGSQ求解V方程＝4，使用CGSQ求解W方程＝16，使用CGSQ求解能量方程＝64，使用CGSQ求解涡流强度方程＝128，使用CGSQ求解可压缩流动密度方程LUFAC 1 定义CGSQ求解预处理参数DIAG 16384 对于对称求解，定义DIAG求解项（diagonal preconditioning flag）＝0，对所有采用Cholesky预处理＝8，对压力采用DIAG预处理＝16，对能力采用DIAG预处理＝16384，对辐射采用DIAG预处理NEWTONR 打开能量方程NEWTON Raphson开关USER 0 定义用自定义参数TMODS 2.00000e+000 定义一般步数，时间步长修正因子，如当前时间步长≤NCORL，后继时间时间步长＝当前时间步长*TMODS；如当前时间步长≥NCORL，后继时间步长＝当前时间步长/TMODSTMODR 5.00000e-001 定义重新计算时间步长修正因子，TMODR值小于1，如果不收敛，重新计算步长＝当前步长*TMODRCONVTOL 1.00000e-004 定义非对称TDMA求解收敛误差二. THERMAL1）STANDARDT HERMAL 1 ＝1，执行热分析模拟，并将温度选为基本变量TFREQ 10 定义温度数据输出频率POROS 1 定义是否执行缩松/缩孔模拟分析＝0，不执行缩松/缩孔模拟分析＝1，执行缩松/缩孔模拟分析＝2，执行缩松/缩孔模拟分析，并与溶解气体有关MACROFS 7.00000e-001PIPEFS 3.00000e-001GATEFEED 02）ADVANCEDQFREQ 10000 定义热量数据输出频率USERHO 1FEEDLEN 3 5.00000e+000MOBILE 3.00000e-001 定义活动因子，该参数是液态自由面失去流动性的临界值，默认值为0.3LINSRC 0 微结构分析时，定义source term线性化参数CONVT 1 1.00000e+000 定义温度收敛判据，定义值不应超过液固相区TRELAX 1.000e+000 定义温度驰预参数，该参数用于计算某一预测步长对温度场的初始假设，默认值为1CRELAX 1.00000e+000 定义热容释放参数CLUMP 1.00000e+000 定义电容矩阵团因子CINIT 3.00000e-001三.FLOW1）STANDARDFLOW 3 —定义是否执行流动分析，如果材料属性为非“F”默认值为0，如果材料属性为“F”，默认值为1 ＝0，不执行流动分析＝1，执行流动分析＝3，填充时执行流动分析，但当充满后，且NCYCLE＝1时，只执行热分析＝5，利用边界单元法，计算势流＝9，填充时执行流动分析，但当充满后，且NCYCLE>1时，只执行热分析FREESF 1 定义自由面模型，默认值为0＝1，自由面在动力作用下的快速填充模型＝2，自由面在重力作用下的慢速填充模型＝3，1和2混合模型，根据作用条件，在1和2之间转换GAS 0 —定义是否考虑气体影响，默认值为0＝0，不考虑气体影响＝1，考虑气体影响VFREQ 10 定义速度数据输出频率PREF 7 1 定义参考压力，该压力是为将绝对压力转换为高斯压力而从边界条件压力中减去的部分，该参数应用于有气体、由压力界条件驱动的流动、有出气孔、有进气孔的情况。
Procast操作手册 通力公司的简要教程
Procast培训简要教程Procast基本操作指南Procast铸造模拟的基本流程为：造型——划分表面网格——MeshCAST划分体网格——PreCAST设置边界条件和运行参数——DataCAST——ProCAST解算——PostCAST，ViewCAST处理、分析模拟结果。
下面进行较为详细的说明。
一． Ideas造型与划分表面网格1．造型(simulation + master modeler): 建模顺序为铸件，浇注系统，砂箱。
*注意直浇口面，明冒口面，和砂箱上表面必须在一个平面上。
对于一般的砂芯，可看作砂箱的一部分。
2．Partition（先选铸件，再选砂箱。
）3．划分模型的表面网格（simulation+ meshing）4．输出面网格模型: file, export, ideas simulation universal file, 键入文件名（文件为 *.unv），OK。
二． Meshcast（划分体网格）1．在Dos窗口键入meshcast2．File/open，文件类型选I-deas surface mesh(*.unv)3．Check mesh, Check intersection，检查表面网格质量，提示信息显示在左下角的Message Window中，如表面网格通过，则进入下一步，否则修改4．Tet mesher, full layer（对砂型采用no layer）, gen tet mesh5．Display Ops下(点击bad element, Negative Jac)检查是否有坏单元和负雅各比单元。
如果有坏单元，则Smoothing优化单元(smooth优化建议不要超过两次)，save。
有些坏单元无法消除，需对表面网格进行修改。
6．Exit（生成 *.mesh文件）三． Precast (设定材料的热物性参数，边界条件，运行参数等) 1．在文件所在的目录下键入precast *（*为文件名前缀）2．Geometry, units(mm), meshcast *.mesh，Apply。
presentation 讲义1
IntroductionAll presentations have a common objective. People give presentations because they want to communicate in order to:∙inform∙train∙persuade∙sellA successful presentation is one of the most effective ways of communicating your message. And because English is so widely used in international business, a working knowledge of the vocabulary and techniques used in an English language presentation is a valuable asset.PreparationCan you name the 3 most important things when giving any presentation?Number 1 is . . .PreparationNumber 2 is . . .Preparation!Number 3 is . . .Preparation!!Preparation is everything!With good preparation and planning you will be totally confident and less nervous. And your audience will feel your confidence. Your audience, too, will be confident. They will be confident in you. And this will give you control. Control of your audience and of your presentation. With control, you will be 'in charge' and your audience will listen positively to your message. ObjectiveBefore you start to prepare a presentation, you should ask yourself: "Why am I making this presentation?" Do you need to inform, to persuade, to train or to sell? Your objective should be clear in your mind. If it is not clear in your mind, it cannot possibly be clear to your audience. Audience"Who am I making this presentation to?" Sometimes this will be obvious, but not always. You should try to inform yourself. How many people? Who are they? Business people? Professionalpeople? Political people? Experts or non-experts? Will it be a small, intimate group of 4 colleagues or a large gathering of 400 competitors? How much do they know already and what will they expect from you?Venue"Where am I making this presentation?" In a small hotel meeting-room or a large conference hall? What facilities and equipment are available? What are the seating arrangements?Time and length"When am I making this presentation and how long will it be?" Will it be 5 minutes or 1 hour? Just before lunch, when your audience will be hungry, or just after lunch, when your audience will be sleepy?MethodHow should I make this presentation?" What approach should you use? Formal or informal? Lots of visual aids or only a few? Will you include some anecdotes and humour for variety?Content"What should I say?" Now you must decide exactly what you want to say. First, you should brainstorm your ideas. You will no doubt discover many ideas that you want to include in your presentation. But you must be selective. You should include only information that is relevant to your audience and your objective. You should exclude all other ideas. You also need to create a title for your presentation (if you have not already been given a title). The title will help you to focus on the subject. And you will prepare your visual aids, if you have decided to use them. But remember, in general, less is better than more (a little is better than a lot). You can always give additional information during the questions after the presentation.StructureA well organised presentation with a clear structure is easier for the audience to follow. It is therefore more effective. You should organise the points you wish to make in a logical order. Most presentations are organised in three parts, followed by questions:NotesWhen you give your presentation, you should be - or appear to be - as spontaneous as possible. You should not read your presentation! You should be so familiar with your subject and with the information that you want to deliver that you do not need to read a text. Reading a text is boring! Reading a text will make your audience go to sleep! So if you don't have a text to read, how can you remember to say everything you need to say? With notes. You can create your own system of notes. Some people make notes on small, A6 cards. Some people write down just the title of each section of their talk. Some people write down keywords to remind them. The notes will give you confidence, but because you will have prepared your presentation fully, you may not even need them!RehearsalRehearsal is a vital part of preparation. You should leave time to practise your presentation two or three times. This will have the following benefits:∙you will become more familiar with what you want to say∙you will identify weaknesses in your presentation∙you will be able to practise difficult pronunciations∙you will be able to check the time that your presentation takes and make any necessary modificationsSo prepare, prepare, prepare! Prepare everything: words, visual aids, timing, equipment. Rehearse your presentation several times and time it. Is it the right length? Are you completely familiar with all your illustrations? Are they in the right order? Do you know who the audience is? How many people? How will you answer difficult questions? Do you know the room? Are you confident about the equipment? When you have answered all these questions, you will be a confident, enthusiastic presenter ready to communicate the subject of your presentation to an eager audience.EquipmentEasily your most important piece of equipment is...YOU! Make sure you're in full working order, and check your personal presentation carefully - ifyou don't, your audience will!The overhead projector (OHP) displays overheadtransparencies (OHTs or OHPTs). It has several advantages overthe 35mm slide projector:∙it can be used in daylight∙the user can face the audience∙the user can write or draw directly on the transparencywhile in useThe whiteboard (more rarely blackboard or greenboard) is a useful devicefor spontaneous writing - as in brainstorming, for example. For preparedmaterial, the OHP might be more suitable.The duster is used for cleaning the whiteboard. It is essential that the duster beclean to start with. You may consider carrying your own duster just in case.Markers are used for writing on the whiteboard (delible - you can remove theink) or flipchart (indelible - you cannot remove the ink). They are usuallyavailable in blue, red, black and green. Again, it's a good idea to carry a spare set of markers in case you are given some used ones which do not write well."A good workman never blames his tools."The flipchart consists of several leaves of paper that you 'flip' or turn over. Somepeople prefer the flipchart to the whiteboard, but its use is limited to smallerpresentations.The Slide projector - which must be used in a darkenedroom - adds a certain drama. Some slide projectors can besynchronised with audio for audio-visual (AV)presentations. These projectors are typically used forlarger presentations. The majority take 35mm slides ortransparencies (as seen here), but projectors for 6x6cm slides are also available.Transparencies are projected by an overhead projector or a slide projector onto ascreen - in this case a folding screen which can be packed up and transported.The notebook computer is increasingly being used to display graphics duringpresentations. It is often used in conjunction with an overhead projector, whichactually projects the image from the computer screen onto the wall screen.Handouts are any documents or samples that you 'hand out' or distribute to youraudience. Note that it is not usually a good idea to distribute handouts before yourpresentation. The audience will read the handouts instead of listening to you.Delivery'Delivery' refers to the way in which you actually deliver or perform or give your presentation. Delivery is a vital aspect of all presentations. Delivery is at least as important as content, especially in a multi-cultural context.NervesMost speakers are a little nervous at the beginning of a presentation. So it is normal if you are nervous. The answer is to pay special attention to the beginning of your presentation. First impressions count. This is the time when you establish a rapport with your audience. During this time, try to speak slowly and calmly. You should perhaps learn your introduction by heart. After a few moments, you will relax and gain confidence.Audience RapportYou need to build a warm and friendly relationship with your audience. Enthusiasm is contagious.If you are enthusiastic your audience will be enthusiastic too. And be careful to establish eye contact with each member of your audience. Each person should feel that you are speaking directly to him or her. This means that you must look at each person in turn - in as natural a way as possible. This will also give you the opportunity to detect signs of boredom, disinterest or even disagreement, allowing you to modify your presentation as appropriate.Your objective is to communicate!Body LanguageWhat you do not say is at least as important as what you do say. Your body is speaking to your audience even before you open your mouth. Your clothes, your walk, your glasses, your haircut, your expression - it is from these that your audience forms its first impression as you enter the room. Generally speaking, it is better to stand rather than sit when making a presentation. Be aware of and avoid any repetitive and irritating gestures. Be aware, too, that the movement of your body is one of your methods of control. When you move to or from the whiteboard, for example, you can move fast or slowly, raising or reducing the dynamism within the audience. You can stand very still while talking or you can stroll from side to side. What effect do you think these two different approaches would have on an audience?Cultural ConsiderationsBecause English is so widely used around the world, it is quite possible that many members of your audience will not be native English-speakers. In other words, they will not have an Anglo-Saxon culture. Even within the Anglo-Saxon world, there are many differences in culture. If we hypothetically imagine a German working for an Israeli company making a presentation in English to a Japanese audience in Korea, we can see that there are even more possibilities for cultural misunderstanding. You should try to learn about any particular cultural matters that may affect youraudience. This is one reason why preparation for your presentation is so important. Cultural differences can also be seen in body language, which we have just discussed. To a Latin from Southern France or Italy, a presenter who uses his hands and arms when speaking may seem dynamic and friendly. To an Englishman, the same presenter may seem unsure of his words and lacking in self-confidence.Voice qualityIt is, of course, important that your audience be able to hear you clearly throughout your presentation. Remember that if you turn away from your audience, for example towards the whiteboard, you need to speak a little more loudly. In general, you should try to vary your voice. Your voice will then be more interesting for your audience. You can vary your voice in at least three ways:∙speed: you can speak at normal speed, you can speak faster, you can speak more slowly - and you can stop completely! You can pause. This is a very good technique for gaining your audience's attention.∙intonation: you can change the pitch of your voice. You can speak in a high tone. You can speak in a low tone.∙volume: you can speak at normal volume, you can speak loudly and you can speak quietly.Lowering your voice and speaking quietly can again attract your audience's interest.The important point is not to speak in the same, flat, monotonous voice throughout your presentation - this is the voice that hypnotists use to put their patients' into trance!Visual aidsOf all the information that enters our brains, the vast majority of it enters through the eyes. 80% of what your audience learn during your presentation is learned visually (what they see) and only 20% is learned aurally (what they hear). The significance of this is obvious:∙visual aids are an extremely effective means of communication∙non-native English speakers need not worry so much about spoken English - they can rely more heavily on visual aidsIt is well worth spending time in the creation of good visual aids. But it is equally important not to overload your audience's brains. Keep the information on each visual aid to a minimum - and give your audience time to look at and absorb this information. Remember, your audience have never seen these visual aids before. They need time to study and to understand them. Without understanding there is no communication.Apart from photographs and drawings, some of the most useful visual aids are charts and graphs, like the 3-dimensional ones shown here:Piecharts are circular in shape (like a pie).Barcharts can be vertical (as here) or horizontal.Graphs can rise and fall.Audience ReactionRemain calm and polite if you receive difficult or even hostile questions during your presentation. If you receive particularly awkward questions, you might suggest that the questioners ask their questions after your presentation.LanguageSay what you are going to say,Simplicity and ClarityIf you want your audience to understand your message, your language must be simple and clear. Use short words and short sentences.Do not use jargon, unless you are certain that your audience understands it.In general, talk about concrete facts rather than abstract ideas.Use active verbs instead of passive verbs. Active verbs are much easier to understand. They are much more powerful. Consider these two sentences, which say the same thing:1.Toyota sold two million cars last year.2.Two million cars were sold by Toyota last year.Which is easier to understand? Which is more immediate? Which is more powerful? N°1 is active and N°2 is passive.SignpostingWhen you drive on the roads, you know where you are on those roads. Each road has a name or number. Each town has a name. And each house has a number. If you are at house N° 100, you can go back to N° 50 or forward to N° 150. You can look at the signposts for directions. And you can look at your atlas for the structure of the roads in detail. In other words, it is easy to navigate the roads. You cannot get lost. But when you give a presentation, how can your audience know where they are? How can they know the structure of your presentation? How can they know what is coming next? They know because you tell them. Because you put up signposts for them, at the beginning and all along the route. This technique is called 'signposting' (or 'signalling').During your introduction, you should tell your audience what the structure of your presentation will be. You might say something like this:"I'll start by describing the current position in Europe. Then I'll move on to some of the achievements we've made in Asia. After that I'll consider the opportunities we see for further expansion in Africa. Lastly, I'll quickly recap before concluding with some recommendations."A member of the audience can now visualize your presentation like this:He will keep this image in his head during the presentation. He may even write it down. And throughout your presentation, you will put up signposts telling him which point you have reached and where you are going now. When you finish Europe and want to start Asia, you might say:"That's all I have to say about Europe. Let's turn now to Asia."When you have finished Africa and want to sum up, you might say:"Well, we've looked at the three continents Europe, Asia and Africa. I'd like to sum up now."And when you finish summing up and want to give your recommendations, you might say: "What does all this mean for us? Well, firstly I recommend..."The table below lists useful expressions that you can use to signpost the various parts of your presentation.。
ProCAST压铸教程
一、启动Precast.二、导入网格文件。
如果要进行3D分析，需要导入一个有限元网格文件。
网格文件可以由PA TRAN,IDEAS,ANVIL,ANSYS, ARIES等格式输出。
本教程使用的网格文件由MeshCAST自动生成。
典型的MeshCAST文件的文件名类型prefix.mesh。
操作步骤：GEOMETRY>MESHCAST>APPLY如果使用MeshCAST生成的文件，模型的单位包含在文件里。
如果是由其它的软件生成的文件，必需要进行单位设置。
操作步骤：GEOMETYR>UNITS如果文件导入成功，会出现一个文件检查结果。
（如图）会帮助确认导入文件中正确的节点、元素、实体的数量。
为了方便看几何体，可以使用快捷键。
操作步骤：MATERIAL>SHIFT+X>CTRL+SHIFT+Y>HIDDEN。
三、确定对称面通过选择位于对称面上的3个点来确定一个对称面。
使用网格工具或者造型工具可以找到这些点。
通过定位每个平面上的节点来确定这些点并且标明节点的平面坐标。
对称面必需满足两个条件：l没有热流传过对称面l没有液流经过对称面对称边界条件也会自动生成。
参见本教程后面的边界条件的设置。
操作步骤：GEOMETRY>SYMMETRY>MIRROR1>输入对称面的坐标，X=0>APPLY>SYMMETRY>EXECUTE设置对称面后，屏幕上只显示出一半铸件。
我们只要模拟一半铸件，而不会降低精度，并且还会减少模拟的时间。
图1对称面上的定位点的输入四、导入网格文件的检查导入的文件中是否有坏点对模拟结果有很大的影响。
一定要对导入的文件进行检查。
1、操作步骤：GEOMETRY>CHECK GEOM>NEG-JAC本步骤用来寻找负雅可比元素。
这些元素把内部的面翻到外面或者是平面。
如果网格文件中含有这些元素，模拟中止很大程度上是由于收敛的问题。
ProCAST铸造模拟软件综合培训资料ProCAST.非连续网格模型
6
Non-Coincident
４、为各部分创建界面并设置参数 由于两模具的接触面上有一个单元是完全吻合的， 它们之间的界面被自动识别为连续界面（虽然两部分都是非连续的）。
7
Non-Coincident
在非连续网格模型中，必须把连续界面转为非连续并添加其它界面。 需要注意的是：铸件必须设为Master,铸型设为Slave。
10
Non-Coincident
6、设置重力 在Process菜单下设置重力加速度矢量。
重力加速度y由 三个矢量组成， 根据实际情况设 定大小。
重力加速度 单位
点击单位按 钮，可选择不 同的单位。
11
Non-Coincident
7、设置常量初始条件。 （initial condition->constant)
8
Non-Coincident
不要忘记设置为非连续界面，并设置不同界面上的换热系数。
9
Non-Coincident
5、设置以下边界条件。
Heat：铸型表面设为空冷 Velocity：铸件表面设为“0”（非连续网格模型、虚拟砂箱、无砂箱模型必须设置） Velocity：浇口杯顶面上设置-y方向的速度 Temperature：浇口杯顶面上设置浇注温度
点击不同的区 域，在输入框 内输入其初始 温度，按键盘 回车键确定。
输
8、设置运行参数。（run parameters) 在Preferences中选择“Gravity filling”选项，软件将会自动设置相应的运行参数。
Preferences
Gravity filling
Execute datacast first Confirm
15
Non-Coincident
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3.单击Apply
初始条件定义
1.单击Initial Conditions,定 义初始条件 2.左键选上材料的 初始温度（红色）， 并在输入窗口输入 其初是温度， Enter
运行参数定义
1.单击Run Parameters, 定义运行参数
定义铸 造类型
运行参数定义
1.定义求解 基本参数
1.定义热 力参数
PreCAST
进入路径
单击PreCAST
找到模型工作目录
读入模型文件
1.读入.mesh文件 2.自动弹出模型 的相关信息窗口
材料定义
1.单击Materials/Assign， 弹出材料定义窗口 4.左键单击选 择是否为空腔
4.单击Read， 可查看该材料 的热物理性质 （如左图）
3.右键单击，在弹出 窗口中选择该材料所 属类型
1.单击Boundary Conditions/Assign Surface，弹出边界条 件定义窗口 2.单击Add，在弹出 窗口中选择要定义的 边界条件
3.利用选择工具选 择边界条件的区域， 并单击Store
4.选择边界条件， 并单击Assign
重力定义
1. 单击Process/Gravity, 弹出重力定义窗口 2.用左键单击X、 Y、Z来选择重力 大小和方向
2.用左键选择上面 红色体的材料，并 单击Assign
接触条件定义
1.单击Interface，弹 出接触条件定义窗口 2.右键改变材料 主次，前面为主 （红），后面为 次（绿） 3.左键改变材 料的接触关系 5.全部定义完 后，单击Apply
4.选择材料间的 热转换系数，并 单击Assign
边界条件定