外文资料及翻译(1)
外文文献及翻译
外文文献原稿和译文原稿DATABASEA database may be defined as a collection interrelated data store together with as little redundancy as possible to serve one or more applications in an optimal fashion .the data are stored so that they are independent of programs which use the data .A common and controlled approach is used in adding new data and in modifying and retrieving existing data within the data base .One system is said to contain a collection of database if they are entirely separate in structure .A database may be designed for batch processing , real-time processing ,or in-line processing .A data base system involves application program, DBMS, and database.THE INTRODUCTION TO DATABASE MANAGEMENT SYSTEMSThe term database is often to describe a collection of related files that is organized into an integrated structure that provides different people varied access to the same data. In many cases this resource is located in different files in different departments throughout the organization, often known only to the individuals who work with their specific portion of the total information. In these cases, the potential value of the information goes unrealized because a person in other departments who may need it does not know it or it cannot be accessed efficiently. In an attempt to organize their information resources and provide for timely and efficient access, many companies have implemented databases.A database is a collection of related data. By data, we mean known facts that can be recorded and that have implicit meaning. For example, the names, telephone numbers, and addresses of all the people you know. You may have recorded this data in an indexed address book, or you may have stored it on a diskette using a personalcomputer and software such as DBASE Ⅲor Lotus 1-2-3. This is a collection of related data with an implicit meaning and hence is a database.The above definition of database is quite general. For example, we may consider the collection of words that made up this page of text to be usually more restricted. A database has the following implicit properties:● A database is a logically coherent collection of data with some inherent meaning. A random assortment of data cannot be referred to as a database.● A database is designed, built, and populated with data for a specific purpose. It has an intended group of user and some preconceived applications in which these users are interested.● A database represents some aspect of the real world, sometimes called the miniworld. Changes to the miniworld are reflected in the database.In other words, a database has some source from which data are derived, some degree of interaction with events in the real world, and an audience that is actively interested in the contents of the database.A database management system (DBMS) is composed of three major parts: (1) a storage subsystem that stores and retrieves data in files; (2)a modeling and manipulation subsystem that provides the means with which to organize the data and to add, delete, maintain, and update the data; and (3) an interface between the DBMS and its users. Several major trends are emerging that enhance the value and usefulness of database management systems.●Managers who require more up-to-date information to make effective decisions.●Customers who demand increasingly sophisticated information services and more current information about the status of their orders, invoices, and accounts.●Users who find that they can develop custom applications with database systems in a fraction of the time it takes to use traditional programming languages.●Organizations that discover information has a strategic value; they utilize their database systems to gain an edge over their competitors.A DBMS can organize, process, and present selected data elements from the database. This capability enables decision makers to search, probe, and query database contents in order to extract answers to nonrecurring and unplanned questions that aren’t available in regular reports. These questions might initially be vague and/or p oorly defined, but people can “browse” through the database until they have the needed information. In short, the DBMS will “mange” the stored data items and assemble the needed items from the common database in response to the queries of those who aren’t programmers. In a file-oriented system, user needing special information may communicate their needs to a programmer, who, when time permits, will write one or more programs to extract the data and prepare the information. The availability of a DBMS, however, offers users a much faster alternative communications path.DATABASE QUERYIf the DBMS provides a way to interactively enter and update the database ,as well as interrogate it ,this capability allows for managing personal database. However, it does not automatically leave an audit trail of actions and does not provide the kinds of controls necessary in a multi-user organization .There controls are only available when a set of application programs is customized for each data entry and updating function.Software for personal computers that perform some of the DBMS functions has been very popular .Individuals for personal information storage and processing intended personal computers for us .Small enterprises, professionals like doctors, architects, engineers, lawyers and so on have also used these machines extensively. By the nature of intended usage ,database system on there machines are except from several of the requirements of full-fledged database systems. Since data sharing is not intended, concurrent operations even less so ,the software can be less complex .Security and integrity maintenance are de-emphasized or absent .as data volumes will be small, performance efficiency is also less important .In fact, the only aspect of a database system that is important is data independence. Data independence ,as stated earlier ,means that application programs and user queries need not recognize physical organization of data on secondary storage. The importance of this aspect , particularly for the personal computer user ,is that this greatly simplifies database usage . The user can store ,access and manipulate data at ahigh level (close to the application)and be totally shielded from the low level (close to the machine )details of data organization.DBMS STRUCTURING TECHNIQUESSpatial data management has been an active area of research in the database field for two decades ,with much of the research being focused on developing data structures for storing and indexing spatial data .however, no commercial database system provides facilities for directly de fining and storing spatial data ,and formulating queries based on research conditions on spatial data.There are two components to data management: history data management and version management .Both have been the subjects of research for over a decade. The troublesome aspect of temporal data management is that the boundary between applications and database systems has not been clearly drawn. Specifically, it is not clear how much of the typical semantics and facilities of temporal data management can and should be directly incorporated in a database system, and how much should be left to applications and users. In this section, we will provide a list of short-term research issues that should be examined to shed light on this fundamental question.The focus of research into history data management has been on defining the semantics of time and time interval, and issues related to understanding the semantics of queries and updates against history data stored in an attribute of a record. Typically, in the context of relational databases ,a temporal attribute is defined to hold a sequence of history data for the attribute. A history data consists of a data item and a time interval for which the data item is valid. A query may then be issued to retrieve history data for a specified time interval for the temporal attribute. The mechanism for supporting temporal attributes is to that for supporting set-valued attributes in a database system, such as UniSQL.In the absence of a support for temporal attributes, application developers who need to model and history data have simply simulated temporal attributes by creating attribute for the time interval ,along with the “temporal” attribute. This of course may result in duplication of records in a table, and more complicated search predicates in queries. The one necessary topic of research in history data management is to quantitatively establish the performance (and even productivity) differences betweenusing a database system that directly supports attributes and using a conventional database system that does not support either the set-valued attributes or temporal attributes.Data security, integrity, and independenceData security prevents unauthorized users from viewing or updating the database. Using passwords, users are allowed access to the entire database of the database, called subschemas. For example, an employee database can contain all the data about an individual employee, but one group of users may be authorized to view only payroll data, while others are allowed access to only work history and medical data.Data integrity refers to the accuracy, correctness, or validity of the data in the database. In a database system, data integrity means safeguarding the data against invalid alteration or destruction. In large on-line database system, data integrity becomes a more severe problem and two additional complications arise. The first has to do with many users accessing the database concurrently. For example, if thousands of travel agents book the same seat on the same flight, the first agent’s booking will be lost. In such cases the technique of locking the record or field provides the means for preventing one user from accessing a record while another user is updating the same record.The second complication relates to hardware, software or human error during the course of processing and involves database transaction which is a group of database modifications treated as a single unit. For example, an agent booking an airline reservation involves several database updates (i.e., adding the passenger’s name and address and updating the seats-available field), which comprise a single transaction. The database transaction is not considered to be completed until all updates have been completed; otherwise, none of the updates will be allowed to take place.An important point about database systems is that the database should exist independently of any of the specific applications. Traditional data processing applications are data dependent.When a DMBS is used, the detailed knowledge of the physical organization of the data does not have to be built into every application program. The application program asks the DBMS for data by field name, for example, a coded representationof “give me customer name and balance due” would be sent to the DBMS. Without a DBMS the programmer must reserve space for the full structure of the record in the program. Any change in data structure requires changes in all the applications programs.Data Base Management System (DBMS)The system software package that handles the difficult tasks associated with creating ,accessing and maintaining data base records is called a data base management system (DBMS). A DBMS will usually be handing multiple data calls concurrently.It must organize its system buffers so that different data operations can be in process together .It provides a data definition language to specify the conceptual schema and most likely ,some of the details regarding the implementation of the conceptual schema by the physical schema.The data definition language is a high-level language, enabling one to describe the conceptual schema in terms of a “data model “.At the present time ,there are four underling structures for database management systems. They are :List structures.Relational structures.Hierarchical (tree) structures.Network structures.Management Information System(MIS)An MIS can be defined as a network of computer-based data processing procedures developed in an organization and integrated as necessary with manual and other procedures for the purpose of providing timely and effective information to support decision making and other necessary management functions.One of the most difficult tasks of the MIS designer is to develop the information flow needed to support decision making .Generally speaking ,much of the information needed by managers who occupy different levels and who have different levels and have different responsibilities is obtained from a collection of exiting information system (or subsystems)Structure Query Language (SQL)SQL is a data base processing language endorsed by the American NationalStandards Institute. It is rapidly becoming the standard query language for accessing data on relational databases .With its simple ,powerful syntax ,SQL represents a great progress in database access for all levels of management and computing professionals.SQL falls into two forms : interactive SQL and embedded SQL. Embedded SQL usage is near to traditional programming in third generation languages .It is the interactive use of SQL that makes it most applicable for the rapid answering of ad hoc queries .With an interactive SQL query you just type in a few lines of SQL and you get the database response immediately on the screen.译文数据库数据库可以被定义为一个相互联系的数据库存储的集合。
产业集群的外文翻译及原文(族群与集群竞争力)
英文文献资料（一）Clusters and the New Economics of CompetitionMichael E. Porter（Harvard university）Why Clusters Are Critical to CompetitionModern competition depends on productivity, not on access to inputs or the scale of individual enterprises.Productivity rests on how companies compete,not on the particular fields they compete panies can be highly productive in any industry–shoes, agriculture, or semiconductors – if they employ sophisticated methods, use advanced technology,and offer unique products and services. All industries can employ advanced technology; all industries can be knowledge intensive.The sophistication with which companies compete in a particular location, however, is strongly influenced by the quality of the local business environment.1 Companies cannot employ advanced logistical techniques, for example, without a high quality transportation infrastructure. Nor can companies effectively compete on sophisticated service without well-educated employees. Businesses cannot operate efficiently under onerous regulatory red tape or under a court system that fails to resolve disputes quickly and fairly. Some aspects of the business environment, such as the legal system, for example, or corporate tax rates, affect all industries. In advanced economies, however, the more decisive aspects of the business environment are often cluster specific; these constitute some of the most important microeconomic foundations for competition.Clusters affect competition in three broad ways:first, by increasing the productivity of companies based in the area; second, by driving the direction and pace of innovation, which underpins future productivity growth; and third, by stimulating the formation of new businesses, which expands and strengthens the cluster itself. A cluster allows each member to benefit as if it had greater scale or as if it had joined with others formally – without requiring it to sacrifice its flexibility.Clusters and Productivity. Being part of a cluster allows companies to operate more productively in sourcing inputs; accessing information, technology,and needed institutions; coordinating with related companies; and measuring and motivating improvement.Better Access to Employees and Suppliers. Companies in vibrant clusters can tap into an existing pool of specialized and experienced employees, thereby lowering their search and transaction costs in recruiting. Because a cluster signals opportunity and reduces the risk of relocation for employees, it can also be easier to attract talented people from other locations, a decisive advantage in some industries.A well-developed cluster also provides an efficient means of obtaining other important inputs.Such a cluster offers a deep and specialized supplier base. Sourcing locally instead of from distant suppliers lowers transaction costs. It minimizes the need for inventory, eliminates importing costs and delays, and –because local reputation is important –lowers the risk that suppliers will overprice or renege on commitments. Proximity improves communications and makes it easier for suppliers to provide ancillary or support services such as installation and debugging. Other things being equal, then, local outsourcing is a better solution than distantoutsourcing, especially for advanced and specialized inputs involving embedded technology, information, and service content.Formal alliances with distant suppliers can mitigate some of the disadvantages of distant outsourcing. But all formal alliances involve their own complex bargaining and governance problems and can inhibit a company’s flexibility. The close, informal relationships possible among companies in a cluster are often a superior Arrangement.In many cases, clusters are also a better alternative to vertical pared with in-house units, outside specialists are often more cost effective and responsive, not only in component production but also in services such as training. Although extensive vertical integration may have once been the norm, a fast-changing environment can render vertical integration inefficient, ineffective, and inflexible.Even when some inputs are best sourced from a distance, clusters offer advantages. Suppliers trying to penetrate a large, concentrated market will price more aggressively, knowing that as they do so they can realize efficiencies in marketing and in service.Working against a cluster’s advantages in assembling resources is the possibility that competition will render them more expensive and scarce. But companies do have the alternative of outsourcing many inputs from other locations, which tends to limit potential cost penalties. More important, clusters increase not only the demand for specialized inputs but also their supply.Access to Specialized Information. Extensive market, technical, and competitive information accumulates within a cluster, and members have preferred access to it. In addition, personal relationships and community ties foster trust and facilitate the flow of information. These conditions make information more transferable.Complementarities. A host of linkages among cluster members results in a whole greater than the sum of its parts. In a typical tourism cluster, for example, the quality of a visitor’s experience depends not only on the appeal of the primary attraction but also on the quality and efficiency of complementary businesses such as hotels, restaurants, shopping outlets, and transportation facilities. Because members of the cluster are mutually dependent, good performance by one can boost the success of the others.Complementarities come in many forms. The most obvious is when products complement one another in meeting customers’ needs, as the tourism example illustrates. Another form is the coordination of activities across companies to optimize their collective productivity. In wood products, for instance, the efficiency of sawmills depends on a reliable supply of high-quality timber and the ability to put all the timber to use – in furniture (highest quality), pallets and boxes (lower quality), or wood chips (lowest quality). In the early 1990s, Portuguese sawmills suffered from poor timber quality because local landowners did not invest in timber management. Hence most timber was processed for use in pallets and boxes, a lower-value use that limited the price paid to landowners. Substantial improvement in productivity was possible, but only if several parts of the cluster changed simultaneously.Logging operations, for example, had to modify cutting and sorting procedures, while sawmills had to develop the capacity to process wood in more sophisticated ways. Coordination to develop standard wood classifications and measures was an important enabling step. Geographically dispersed companies are less likely to recognize and capture such linkages.Other complementarities arise in marketing. A cluster frequently enhances the reputation of a location in a particular field, making it more likely that buyers will turn to a vendor based there.Italy’s strong reputation for fashion and design, for example, benefits companies involved in leather goods, footwear, apparel, and accessories. Beyond reputation, cluster members often profit from a variety of joint marketing mechanisms, such as company referrals, trade fairs, trade magazines, and marketing delegations.Finally, complementarities can make buying from a cluster more attractive for customers. Visiting buyers can see many vendors in a single trip. They also may perceive their buying risk to be lower because one location provides alternative suppliers. That allows them to multisource or to switch vendors if the need arises. Hong Kong thrives as a source of fashion apparel in part for this reason.Access to Institutions and Public Goods. Investments made by government or other public institutions– such as public spending for specialized infrastructure or educational programs – can enhance a company’s productivity. The ability to recruit employees trained at local programs, for example, lowers the cost of internal training. Other quasi-public goods, such as the cluster’s information and technology pools and its reputation, arise as natural by-products of competition.It is not just governments that create public goods that enhance productivity in the private sector. Investments by companies –in training programs, infrastructure, quality centers, testing laboratories, and so on – also contribute to increased productivity. Such private investments are often made collectively because cluster participants recognize the potential for collective benefits.Better Motivation and Measurement. Local rivalry is highly motivating. Peer pressure amplifies competitive pressure within a cluster,even among noncompeting or indirectly competing companies. Pride and the desire to look good in the local community spur executives to attempt to outdo one another.Clusters also often make it easier to measure and compare performances because local rivals share general circumstances – for example, labor costs and local market access – and they perform similar activities. Companies within clusters typically have intimate knowledge of their suppliers’ costs. Managers are able to compare costs and employees’performance with other local companies. Additionally, financial institutions can accumulate knowledge about the cluster that can be used to monitor performance.Clusters and Innovation. In addition to enhancing productivity, clusters play a vital role in a company’s ongoing ability to innovate. Some of the same characteristics that enhance current productivity have an even more dramatic effect on innovation and productivity growth.Because sophisticated buyers are often part of a cluster, companies inside clusters usually have a better window on the market than isolated competitors do. Computer companies based in Silicon Valley and Austin, Texas, for example, plug into customer needs and trends with a speed difficult to match by companies located elsewhere. The ongoing relationships with other entities within the cluster also help companies to learn early about evolving technology, component and machinery availability, service and marketing concepts, and so on. Such learning is facilitated by the ease of making site visits and frequent face-to-face contact.Clusters do more than make opportunities for innovation more visible. They also provide the capacity and the flexibility to act rapidly. A company within a cluster often can source what it needs to implement innovations more quickly. Local suppliers and partners can and do get closely involved in the innovation process, thus ensuring a better match with customers’ requirements.Companies within a cluster can experiment at lower cost and can delay large commitments until they are more assured that a given innovation will pan out. In contrast, a company relying ondistant suppliers faces greater challenges in every activity it coordinates with other organizations –in contracting, for example, or securing delivery or obtaining associated technical and service support. Innovation can be even harder in vertically integrated companies, especially in those that face difficult trade-offs if the innovation erodes the value of in-house assets or if current products or processes must be maintained while new ones are developed.Reinforcing the other advantages for innovation is the sheer pressure – competitive pressure, peer pressure, constant comparison – that occurs in a cluster. Executives vie with one another to set their companies apart. For all these reasons, clusters can remain centers of innovation for decades.Clusters and New Business Formation.It is not surprising, then, that many new companies grow up within an existing cluster rather than at isolated locations. New suppliers, for example, proliferate within a cluster because a concentrated customer base lowers their risks and makes it easier for them to spot market opportunities. Moreover, because developed clusters comprise related industries that normally draw on common or very similar inputs, suppliers enjoy expanded opportunities.Clusters are conducive to new business formation for a variety of reasons. Individuals working within a cluster can more easily perceive gaps in products or services around which they can build businesses. Beyond that, barriers to entry are lower than elsewhere. Needed assets, skills, inputs, and staff are often readily available at the cluster location, waiting to be assembled into a new enterprise.Local financial institutions and investors, already familiar with the cluster, may require a lower risk premium on capital. In addition, the cluster often presents a significant local market, and an entrepreneur may benefit from established relationships. All of these factors reduce the perceived risks of entry – and of exit, should the enterprise fail.The formation of new businesses within a cluster is part of a positive feedback loop. An expanded cluster amplifies all the benefits I have described – it increases the collective pool of competitive resources, which benefits a ll the cluster’s members. The net result is that companies in the cluster advance relative to rivals at other locations.英文文献中文翻译（二）来源：哈佛商业评论Vol.76第6期 1998年作者：迈克·E. 波特出版时间：1998簇群与新竞争经济学(美）迈克·E. 波特为什么簇群对竞争至关重要?现代竞争取决于生产力, 而非取决于投入或单个企业的规模。
传动系统离合器论文中英文对照资料外文翻译文献
中英文对照资料外文翻译文献Transmission SystemA Basic Parts of the transmission systemThe transmission system applies to the components needed to transfer the drive from the engine to the road wheels. The main components and their purposes are (1) Clutch --- to disengage the drive--- to provide a smooth take-up of the drive(2) Gearbox --- to increase the torque applied to the driving road wheels--- to enable the engine to operate within a given range of speed irrespective of the vehicle speed--- to give reverse motion of the vehicle--- to provide a neutral position so that the engine can run without moving the vehicle(3) Final drive --- to turn the drive through 90°--- to reduce the speed of the drive by a set amount to match the engine to the vehicle(4) Differential --- to allow the inner driving road wheel to rotate slower than the outerwheel when the vehicle is cornering, whilst it ensures that adrive is applied equally to both wheels.B Clutch and Clutch ServiceIn order to transmit the power of the engine to the road wheels of a car, a friction clutch and a change-speed gearbox are normally employed. The former is necessary in order to enable the drive to be taken up gradually and smoothly, while the latter provides different ratios of speed reduction from the engine to the wheels, to suit the particular conditions of running,A clutch performs two tasks:(1) it disengages the engine from the gearbox to allow for gear changing.(2) it is a means for gradually engaging the engine to the driving wheels, when a vehicle is to be moved from rest the clutch must engage a stationary gearbox shaft with the engine; this must be rotating at a high speed to provide sufficient power or else the load will be too great and the engine will start (come to test).C Clutch ActionTo start the engine, the driver must depress the clutch pedal. This disengages the gearbox from the engine. To move the car, the driver must reengage the gearbox to the engine. However, the engagement of the parts must be gradual. An engine at idle develops little power. If the two parts were connected too quickly, the engine would stall. The load must be applied gradually to operate the car smoothly.A driver depresses the clutch pedal to shift the gears inside the gearbox. After the driver releases the clutch pedal, the clutch must act as solid coupling device. It must transmit all engine power to the gearbox, without slipping.The clutch mechanism include three basic parts: driving member, driven member, operating members.●The driving memberThe driving member consists of two parts: the flywheel and the pressure plate. The flywheel is bolted directly to the engine crankshaft and rotates when the crankshaft turns. The pressure plate is bolted to the flywheel. The result is that both flywheel and pressure plate rotate together.●The driven memberThe driven member, or clutch disc, is located between the flywheel and pressure plate. The disc has a splined hub that locks to the splined input shaft on the gearbox .Any rotation of the clutch disc turns the input shaft .Likewise, any motion of the input shaft moves the clutch disc. The splines allow the clutch disc to move forward and backward on the shaft as it engages and disengages.The inner part of the clutch disc, called the hub flange, has a number of small coil springs. These springs are called torsional springs. They let the middle part of theclutch disc turn slightly on the hub. Thus, the springs absorb the torsional vibrations of the crankshaft. When the springs have compressed completely, the clutch moves back until the springs relax. In other words, the clutch absorbs these engine vibrations, preventing the vibrations from going through the drive train.●Operating MembersThese are the parts that release pressure from the clutch disc. The operating members consist of the clutch pedal, clutch return spring, clutch linkage, clutch fork, and throwout bearing. The clutch linkage includes the clutch pedal and a mechanical or hydraulic system to move the other operating members.When the clutch pedal is depressed, the clutch linkage operates the clutch fork .The clutch fork, or release fork, moves the throwout bearing against the pressure plate release levers. These levers then compress springs that normally hold the clutch disc tightly against the flywheel.At this point, the torque of the engine cannot turn the gearbox input shaft. The gears in the gearbox may be shifted or the vehicle can be brought to a full stop.When the clutch pedal is released, the pressure plate forces the clutch disc against the flywheel. The clutch return spring helps raise the pedal.D Clutch ServiceThe major parts of the clutch assembly need no maintenance or lubrication during normal service. However, all linkage parts need lubrication at points of contact. The linkage itself must be adjusted to prevent wear of the clutch disc.●Free-play AdjustmentYou can make only one adjustment on the clutch linkage —the free-play adjustment. Free play is the allowable space between the throwout bearing and the pressure plate release levers. This space is important because it prevents pressure on the levers that could keep the clutch from engaging fully. In other words, the throwout bearing must be slightly away from the pressure plate levers so that the bearing applies no pressure on the levers. On the other hand, there must not be too much freeplay between the bearing and the levers. With too much clearance, the clutch cannot fully disengaged when the driver press the clutch pedal to the floor. In most cases, you measure the free play at the clutch pedal, rather than at the bell housing.The free play allows some motion at the beginning of the clutch pedal travel, before the pedal meets resistance. Since the distance varies with the type of pressure plate, check the service manual. Usually, free play should be about 20 to 25mm.Free play can be adjusted at some point where the clutch linkage consists of threaded rods with locknuts. The rod closest to the clutch fork is the most common adjustment point. Begin by locating the rod and locknut beneath the vehicle. Then determine which way to turn the adjustment nuts to get the correct free play at the pedal. You can get a rough estimate of free play by moving the clutch fork to see if it still has some movement. The best way to make the adjustment is to loosen the locknut and move the adjustment nut a few turns. Then check the free play at the pedal. Continue making adjustments until you have the correct free play. When the free-play adjustment meets the manufacturer’s specification, tighten the locknut.Check the free-play adjustment every six months and make any adjustment. Clutches need adjustment that often, since free play decreases slightly as the clutch disc wears. However, the need for frequent adjustments means a problem in the clutch mechanism itself.There must be free play between the throwout bearing and pressure plate release levers. Problems can result from “riding the clutch”. A driver who rests one foot on the clutch pedal causes the throwout bearing to rub against the clutch release levers. As a result, the throwout bearing becomes worn quickly. Also, the clutch disc may wear out due to slippage because the parts are not fully engaged.●Clutch FaultsThe following are the main faults:Slip —failure of the surface to grip resulting in the driven plate revolving slower than the engine flywheel : Clutch gets hot and emits an odor.Spin or drag —failure of the plates to separate resulting in noise from thegearbox when selecting a gear: most noticeable when thevehicle is stationary.Judder —a vibration which occurs when the clutch is being engaged , i.e. when the vehicle is stationary.Fierceness —sudden departure of the vehicle even though the pedal is being released gradually.E The Clutches（supplementary contract）A clutch is a friction device used to connect and disconnect a driving force from a driven member. In automotive applications, it is used in conjunction with an engine flywheel to provide smooth engagement and disengagement of the engine and manual transmission.Since an internal combustion engine develops little power or torque at low rpm, it must gain speed before it will move the vehicle. However, if a rapidly rotating engine is suddenly connected to the drive line of a stationary vehicle, a violent shock will result.So gradual application of load, along with some slowing of engine speed , is needed to provide reasonable and comfortable starts. In vehicles equipped with a manual transmission, this is accomplished by means of a mechanical clutch.The clutch utilizes friction for its operation. The main parts of the clutch are a pressure plate, and a driven disk. The pressure plate is coupled with the flywheel, while the driven disk is fitted to the disk by the springs so that the torque is transmitted owing to friction forces from the engine to the input shaft of the transmission. Smooth engagement is ensured by slipping of the disk before a full pressure is applied.The automobiles are equipped with a dry spring-loaded clutch. The clutch is termed “dry”because the surfaces of the pressure plate and driven disks are dry in contrast to oil-bath clutches in which the plate and disks operate in a bath of oil. It is called “springloaded”because the pressure plate and the driven disk are always pressed to each other by springs and are released only for a time to shift gears or to brake the automobile.In addition to the plate and disk, the clutch includes a cover, release levers, a release yoke, pressure springs and a control linkage. The clutch cover is a steel stamping bolted to the flywheel. The release levers are secured inside the cover on the supporting bolts. The outer ends of the release levers are articulated to the pressure plate. Such a construction allows the pressure plate to approach the cover or move away from it, all the time rotating with the cover or move away from it, all the time rotating with the flywheel. The springs spaced around the circumference between the pressure plate and the clutch cover clamp the driven disk between the pressure plate and the flywheel.The springs are installed with the aid of projections and sockets provided on the cover and pressure plate. The pressure plate sockets have thermal-insulation gaskets for protecting the springs against overheating.The clutch release mechanism can be operated either mechanically or hydraulically. The mechanically-operated release mechanism consists of a pedal, a return spring, a shaft with lever, a rod m release yoke lever, a release yoke, a release ball bearing with support and a clutch release spring. When the clutch pedal is depressed, the rod and shaft with yoke shift the release bearing and support assembly. The release bearing presses the inner ends of the release levers, the pressure plate is moved away from the driven disk and the clutch is disengaged. To engage the clutch , the pedal is released, the release bearing and support assembly is shifted back by the return spring thus releasing the release levers so that the pressure plate is forced by its springs towards the flywheel to clamp the driven disk and engage the clutch.The clutch hydraulically-operated release mechanism consists of a clutch pedal , clutch release spring , a main cylinder , a pneumatic booster, pipelines and hoses and a lever of the clutch release yoke shaft. Time main cylinder accommodates a piston with a cup. The pneumatic booster serves to decrease the pedal force required disengage the clutch. The booster includes two housings with the servo diaphragm clamped in between. The housing accommodates pneumatic, hydraulic and servo plungers. When the clutch pedal is pushed, the fluid pressure from the main cylinder is transmitted through the pipelines and hoses to the hydraulic and servo plungers of the pneumaticbooster.The servo arrangement is intended for automatic change of the air pressure in the pneumatic cylinder proportionally to the force applied to the pedal. The plunger moves with the diaphragm, the outlet valve closes and the inlet valve opens thus admitting the compressed air to the pneumatic plunger piston. The forces created by the pneumatic and hydraulic plungers are added together and are applied through the push rod to the release yoke shaft lever; the lever turns the shaft and the release yoke, thus disengaging the clutch. After the clutch pedal is released, the outlet valve opens and the air from the cylinder is let out to the atmosphere.Automatic clutches were used in certain U.S. and European cars. American Motors’“E-Stick”clutch eliminated the need for physical operation of the clutch system called “Hydrak”, which consisted of a fluid flywheel connected to a single, dry disk clutch.In the “E-Stick” set up, the pressure plate levers “engage” the clutch disk rather than “release” them. Also, the clutch remains disengaged until a servo unit is applied by oil pressure when the shift lever is placed “in gear” with the engine running.The “Hydrak”unit also begins operation when the lever is “in gear”. This activates a booster unit, which disengages the clutch disk. The hydraulic clutch parts are bridged over by a free-wheel unit, which goes into action when the speed of the rear wheel is higher than the speed of the engine. A special device controls engagement of the mechanical clutch, depending on whether the rear axle is in traction or is pushed by car momentum.A more-or-les unusual clutch pressure plate set-up is used on late model Chrysler and American Motors cars. Called a semi-centrifugal clutch, the pressure plate has six cylindrical rollers which move outward under centrifugal force until they contact the cover. As engine speed increases, the rollers wedge themselves between the pressure plate and cover so that the faster the clutch rotates, the greater the pressure exerted on the pressure plate and disk.传动系统A基本传动系统的组成部份传动系统是将发动机动力转移到驱动轮的结构。
外文文献翻译(图片版)
本科毕业论文外文参考文献译文及原文学院经济与贸易学院专业经济学（贸易方向）年级班别2007级 1 班学号3207004154学生姓名欧阳倩指导教师童雪晖2010 年 6 月 3 日目录1 外文文献译文（一）中国银行业的改革和盈利能力（第1、2、4部分） (1)2 外文文献原文（一）CHINA’S BANKING REFORM AND PROFITABILITY（Part 1、2、4） (9)1概述世界银行（1997年）曾声称，中国的金融业是其经济的软肋。
当一国的经济增长的可持续性岌岌可危的时候，金融业的改革一直被认为是提高资金使用效率和消费型经济增长重新走向平衡的必要（Lardy，1998年，Prasad，2007年）。
事实上，不久前，中国的国有银行被视为“技术上破产”，它们的生存需要依靠充裕的国家流动资金。
但是，在银行改革开展以来，最近，强劲的盈利能力已恢复到国有商业银行的水平。
但自从中国的国有银行在不久之前已经走上了改革的道路，它可能过早宣布银行业的改革尚未取得完全的胜利。
此外，其坚实的财务表现虽然强劲，但不可持续增长。
随着经济增长在2008年全球经济衰退得带动下已经开始软化，银行预计将在一个比以前更加困难的经济形势下探索。
本文的目的不是要评价银行业改革对银行业绩的影响，这在一个完整的信贷周期后更好解决。
相反，我们的目标是通过审查改革的进展和银行改革战略，并分析其近期改革后的强劲的财务表现，但是这不能完全从迄今所进行的改革努力分离。
本文有三个部分。
在第二节中，我们回顾了中国的大型国有银行改革的战略，以及其执行情况，这是中国银行业改革的主要目标。
第三节中分析了2007年的财务表现集中在那些在市场上拥有浮动股份的四大国有商业银行：中国工商银行（工商银行），中国建设银行（建行），对中国银行（中银）和交通银行（交通银行）。
引人注目的是中国农业银行，它仍然处于重组上市过程中得适当时候的后期。
第四节总结一个对银行绩效评估。
能源类外文文献翻译（译文1）
太阳能蒸馏：一种有前途的供水代替技术，它使用免费的能源，技术简单，清洁Hassan E.S.Fath埃及，亚历山大，亚历山大大学机械学院工程系摘要：太阳能蒸馏为盐水淡化提供了一种替代技术，它使用免费的能源、技术简单、清洁，为人类提供所需的部分淡水。
太阳能蒸馏系统的发展已经证明：当天气情况良好，并且需求不太大时，比如少于200立方米／天，它在海水淡化过程中有一定的适用性。
太阳能蒸馏器的产量低这个问题迫使科学家研究许多提高蒸馏器产量和热效率，以此来降低产水的费用。
本文对许多最新发展的单效和多效太阳能蒸馏器进行了整体评论和技术评估。
同时，对蒸馏器构造的发展、各部件在运行过程中出现的问题、对环境的影响也进行了阐述。
关键词：太阳能;海水淡化1.简介在淡水需求超出了淡水资源所能满足的量的地方，对低质量的水进行去盐处理是一种合适的淡水来源途径。
对盐水或海水脱盐处理取得淡水满足了社会基本的需求。
一般说来，它不会对环境造成严重的损害作用。
因此，进行海水淡化的工序和工厂在数量上和能力上都有了巨大的进步。
许多不同的海水淡化技术被用来从盐水中分离淡水，包括有：多级闪蒸（MSF）、多效（ME）、蒸汽压缩(VC)、反渗透（RO）、离子交换、电渗析、相变和溶剂萃取。
但是，这些技术只能产生少量的淡水，因而是昂贵的。
另一方面，用来驱动这些技术的传统能源也会对环境产生消极的作用。
而太阳能蒸馏为盐水淡化技术提供了一种有前途的替代处理过程，它使用免费的能源，技术简单，清洁，并能为人类提供所需的部分淡水。
太阳能蒸馏系统的发展已经证明：当天气情况良好，并且需求不太大时，比如少于200立方米／天，它在海水淡化过程中有一定的适用性。
太阳能蒸馏器的产量和热效率，以此来最小化产水费用。
这些方法中包括被动的和主动的单效蒸馏器。
一些工作者也曾试图都产生的水蒸气在外部凝结（在额外的凝结表面上）。
另一方面，浪费的凝结潜热也被利用，从而增加馏出水的产量和提高效率。
外文翻译中英文——预应力混凝土建筑
外文资料：Prestressed Concrete BuildingsPrestressed concrete has been widely and successfully applied to building construction of all types.Both precast pretensioned members and cast-tensioned structures are extensively employed,sometimes in competition with one another, most effectively in combination wit each other.Prestressed concrete offers great advantages for incorporation in a totalaspects of these, that is, structure plus other building. It is perhaps the “integrative”functions,which have made possible the present growth in use of prestressed concrete buildings.These advantages include the following:Structural strength; Structure rigidity;Durability;Mold ability,into desired forms and shapes;Fire resistance;Architectural treatment of surfaces;Sound insulation;Heat insulation; Economy; Availability, through use of local materials and labor to a high degree.Most of the above are also properties of conventionally reinforced concrete. Presrressing,however,makes the structural system more effective by enabling elimination of the technical of difficulty,e.g.,cracks that spoil the architectural treatment.Prestressing greatly enhance the structure efficiency and economy permitting longer spans and thinner elements.Above all,it gives to the architect-engineer a freedom for variation and an ability to control behavior under service conditions.Although prestressed concrete construction involves essentially the same consideration and practices as for all structures, a number of special points require emphasis or elaboration.The construction engineer is involved in design only to a limited extent. First,he muse be able to furnish advice to the architect and engineer on what can he done. Because of his specialized knowledge of techniques relating to prestressed concrete construction, he supplies a very needed service to the architect-engineer.Second, the construction engineer may be made contractually responsible for the working drawings;that is,the layout of tendons,anchorage details,etc.It is particularly important that he gives careful attention to the mild steel and concrete details to ensure these are compatible with his presressing details.Third, the construction engineer is concerned with temporary stresses, stresses at release, stresses in picking, handling and erection, and temporary condition prior to final completion of the structure, such as the need of propping for a composite pour.Fourth,although the responsibility for design rests with the design engineer, nevertheless the construction engineer is also vitally concerned that the structure be successful form the point of view of structural integrity and service behavior. Therefore he will want to look at the bearing and connection details, camber, creep, shrinkage,thermal movements,durability provisions,etc.,and advise the design engineer of any deficiencies he encounters.Information on new techniques and especially application of prestressing to buildings are extensively available in the current technical literature of national and international societies.The International Federation of Prestressing(I.F.P)has attempted to facilitate the dissemination of this information by establishing a Literature Exchange Service,in which the prestressing journals of some thirty countries are regularly exchanged.In addition,an Abstract is published intermittently by I.F.P The Prestressed Concrete Institute(USA)regularly publishes a number of journals and pamphlets on techniques and applications, and proceduresare set up for their dissemination to architects and engineers as well as directly to the construction engineer. It is important that he keep abreast of these national and worldwide developments, so as to be able to recommend the latest and best that is available in the art,and to encourage the engineer to make the fullest and most effective use of prestressed concrete in their buildings.With regard to working drawings, the construction engineer must endeavor to translate the design requirements into the most practicable and economical details of accomplishment,in such a way that the completed element or structure fully complies with the design requirement;for example, the design may indicate only the center of gravity of prestressing and the effective prestress force. The working drawing will have to translate this into tendons having finite physical properties and dimensions.If the center of gravity of pre-stressing is a parabolic path then,for pre-tensioning,and approximation by chords is required,with hold-down points suitably located.The computation of pre-stress losses,form transfer stress to effective stress, must reflect the actual manufacturing and construction process used,as well as thorough knowledge of the properties of the particular aggregates and concrete mix to be employed.With post-tensioning, anchorages and their bearing plates must be laid out in their physical dimension. It is useful in the preparation of complex anchorage detail layouts to use full-scale drawings, so as to better appreciate the congestion of mild steel and anchorages at the end of the member. Tendons and reinforcing bars should be shown in full size rather than as dotted lines. This will permit consideration to be given as to how the concrete can be placed and consolidated.The end zone of both pre-tensioned and post-tensioned concrete memberssubject to high transverse or bursting stresses. These stresses are also influenced by minor concrete details,such as chamfers.Provision of a grid of small bars (sometimes heavy wire mesh is used), as close to the end of a girder as possible, will help to confine and distribute the concentrated forces. Closely spaced stirrups and/or tightly spaced spiral are usually needed at the end of heavily stressed members.Recent tests have confirmed that closeness of spacing is much more effective than increase in the size of bars. Numerous small bars, closely spaced, are thus the best solution.Additional mild-steel stirrups may also be required at hold-down points to resist the shear. This is also true wherever post-tensioned tendons make sharp bends. Practical consideration of concretion dictates the spacing of tendons and ducts. The general rules are that the clear spacing small be one-and-one-half times the maximum size of coarse aggregate. In the overall section, provision must be made for the vibrator stinger.Thus pre-stressing tendons must either be spaced apart in the horizontal plane, or, in special cases, bundled.In the vertical plane close contact between tendons is quite common.With post-tensioned ducts,however,in intimate vertical contact,careful consideration has to be given to prevent one tendon form squeezing into the adjacent duct during stressing.This depends on the size of duct and the material used for the duct.A full-scale layout of this critical cross section should be ually,the best solution is to increase the thickness ( and transverse strength ) of the duct, so that it will span between the supporting shoulders of concrete.As a last rest\ort it may be necessary to stress and grout one duct before stressing the adjacent one.This is time-consuming and runs the risks of grout blockage due to leaks from one duct to the other. Therefore the author recommendsthe use of heavier duct material,or else the respacing of the ducts.The latter,of course, may increase the prestressing force required.中文翻译：预应力混凝土建筑预应力混凝土已经广泛并成功地用于各种类型的建筑。
毕设外文文献+翻译1
外文翻译外文原文CHANGING ROLES OF THE CLIENTS、ARCHITECTSAND CONTRACTORS THROUGH BIMAbstract:Purpose –This paper aims to present a general review of the practical implications of building information modelling (BIM) based on literature and case studies. It seeks to address the necessity for applying BIM and re-organising the processes and roles in hospital building projects. This type of project is complex due to complicated functional and technical requirements, decision making involving a large number of stakeholders, and long-term development processes.Design/methodology/approach–Through desk research and referring to the ongoing European research project InPro, the framework for integrated collaboration and the use of BIM are analysed.Findings –One of the main findings is the identification of the main factors for a successful collaboration using BIM, which can be recognised as “POWER”: product information sharing (P),organisational roles synergy (O), work processes coordination (W), environment for teamwork (E), and reference data consolidation (R).Originality/value –This paper contributes to the actual discussion in science and practice on the changing roles and processes that are required to develop and operate sustainable buildings with the support of integrated ICT frameworks and tools. It presents the state-of-the-art of European research projects and some of the first real cases of BIM application in hospital building projects.Keywords:Europe, Hospitals, The Netherlands, Construction works, Response flexibility, Project planningPaper type :General review1. IntroductionHospital building projects, are of key importance, and involve significant investment, and usually take a long-term development period. Hospital building projects are also very complex due to the complicated requirements regarding hygiene, safety, special equipments, and handling of a large amount of data. The building process is very dynamic and comprises iterative phases and intermediate changes. Many actors with shifting agendas, roles and responsibilities are actively involved, such as: the healthcare institutions, national and local governments, project developers, financial institutions, architects, contractors, advisors, facility managers, and equipment manufacturers and suppliers. Such building projects are very much influenced, by the healthcare policy, which changes rapidly in response to the medical, societal and technological developments, and varies greatly between countries (World Health Organization, 2000). In The Netherlands, for example, the way a building project in the healthcare sector is organised is undergoing a major reform due to a fundamental change in the Dutch health policy that was introduced in 2008.The rapidly changing context posts a need for a building with flexibility over its lifecycle. In order to incorporate life-cycle considerations in the building design, construction technique, and facility management strategy, a multidisciplinary collaboration is required. Despite the attempt for establishing integrated collaboration, healthcare building projects still faces serious problems in practice, such as: budget overrun, delay, and sub-optimal quality in terms of flexibility, end-user’s dissatisfaction, and energy inefficiency. It is evident that the lack of communication and coordination between the actors involved in the different phases of a building project is among the most important reasons behind these problems. The communication between different stakeholders becomes critical, as each stakeholder possesses different setof skills. As a result, the processes for extraction, interpretation, and communication of complex design information from drawings and documents are often time-consuming and difficult. Advanced visualisation technologies, like 4D planning have tremendous potential to increase the communication efficiency and interpretation ability of the project team members. However, their use as an effective communication tool is still limited and not fully explored. There are also other barriers in the information transfer and integration, for instance: many existing ICT systems do not support the openness of the data and structure that is prerequisite for an effective collaboration between different building actors or disciplines.Building information modelling (BIM) offers an integrated solution to the previously mentioned problems. Therefore, BIM is increasingly used as an ICT support in complex building projects. An effective multidisciplinary collaboration supported by an optimal use of BIM require changing roles of the clients, architects, and contractors; new contractual relationships; and re-organised collaborative processes. Unfortunately, there are still gaps in the practical knowledge on how to manage the building actors to collaborate effectively in their changing roles, and to develop and utilise BIM as an optimal ICT support of the collaboration.This paper presents a general review of the practical implications of building information modelling (BIM) based on literature review and case studies. In the next sections, based on literature and recent findings from European research project InPro, the framework for integrated collaboration and the use of BIM are analysed. Subsequently, through the observation of two ongoing pilot projects in The Netherlands, the changing roles of clients, architects, and contractors through BIM application are investigated. In conclusion, the critical success factors as well as the main barriers of a successful integrated collaboration using BIM are identified.2. Changing roles through integrated collaboration and life-cycle design approachesA hospital building project involves various actors, roles, and knowledge domains. In The Netherlands, the changing roles of clients, architects, and contractors in hospital building projects are inevitable due the new healthcare policy. Previously under the Healthcare Institutions Act (WTZi), healthcare institutions were required to obtain both a license and a building permit for new construction projects and major renovations. The permit was issued by the Dutch Ministry of Health. The healthcare institutions were then eligible to receive financial support from the government. Since 2008, new legislation on the management of hospital building projects and real estate has come into force. In this new legislation, a permit for hospital building project under the WTZi is no longer obligatory, nor obtainable (Dutch Ministry of Health, Welfare and Sport, 2008). This change allows more freedom from the state-directed policy, and respectively, allocates more responsibilities to the healthcare organisations to deal with the financing and management of their real estate. The new policy implies that the healthcare institutions are fully responsible to man age and finance their building projects and real estate. The government’s support for the costs of healthcare facilities will no longer be given separately, but will be included in the fee for healthcare services. This means that healthcare institutions must earn back their investment on real estate through their services. This new policy intends to stimulate sustainable innovations in the design, procurement and management of healthcare buildings, which will contribute to effective and efficient primary healthcare services.The new strategy for building projects and real estate management endorses an integrated collaboration approach. In order to assure the sustainability during construction, use, and maintenance, the end-users, facility managers, contractors and specialist contractors need to be involved in the planning and design processes. The implications of the new strategy are reflected in the changing roles of the building actors and in the new procurement method.In the traditional procurement method, the design, and its details, are developed by the architect, and design engineers. Then, the client (the healthcare institution) sends an application to the Ministry of Healthto obtain an approval on the building permit and the financial support from the government. Following this, a contractor is selected through a tender process that emphasises the search for the lowest-price bidder. During the construction period, changes often take place due to constructability problems of the design and new requirements from the client. Because of the high level of technical complexity, and moreover, decision-making complexities, the whole process from initiation until delivery of a hospital building project can take up to ten years time. After the delivery, the healthcare institution is fully in charge of the operation of the facilities. Redesigns and changes also take place in the use phase to cope with new functions and developments in the medical world.The integrated procurement pictures a new contractual relationship between the parties involved in a building project. Instead of a relationship between the client and architect for design, and the client and contractor for construction, in an integrated procurement the client only holds a contractual relationship with the main party that is responsible for both design and construction. The traditional borders between tasks and occupational groups become blurred since architects, consulting firms, contractors, subcontractors, and suppliers all stand on the supply side in the building process while the client on the demand side. Such configuration puts the architect, engineer and contractor in a very different position that influences not only their roles, but also their responsibilities, tasks and communication with the client, the users, the team and other stakeholders.The transition from traditional to integrated procurement method requires a shift of mindset of the parties on both the demand and supply sides. It is essential for the client and contractor to have a fair and open collaboration in which both can optimally use their competencies. The effectiveness of integrated collaboration is also determined by the client’s capacity and strategy to organize innovative tendering procedures.A new challenge emerges in case of positioning an architect in a partnership with the contractor instead of with the client. In case of the architect enters a partnership with the contractor, an important issues is how to ensure the realisation of the architectural values as well as innovative engineering through an efficient construction process. In another case, the architect can stand at the client’s side in a strategic advisory role instead of being the designer. In this case, the architect’s responsibility is translating client’s requirements and wishes into the architectural values to be included in the design specification, and evaluating the contractor’s proposal against this. In any of this new role, the architect holds the responsibilities as stakeholder interest facilitator, custodian of customer value and custodian of design models.The transition from traditional to integrated procurement method also brings consequences in the payment schemes. In the traditional building process, the honorarium for the architect is usually based on a percentage of the project costs; this may simply mean that the more expensive the building is, the higher the honorarium will be. The engineer receives the honorarium based on the complexity of the design and the intensity of the assignment. A highly complex building, which takes a number of redesigns, is usually favourable for the engineers in terms of honorarium. A traditional contractor usually receives the commission based on the tender to construct the building at the lowest price by meeting the minimum specifications given by the client. Extra work due to modifications is charged separately to the client. After the delivery, the contractor is no longer responsible for the long-term use of the building. In the traditional procurement method, all risks are placed with the client.In integrated procurement method, the payment is based on the achieved building performance; thus, the payment is non-adversarial. Since the architect, engineer and contractor have a wider responsibility on the quality of the design and the building, the payment is linked to a measurement system of the functional and technical performance of the building over a certain period of time. The honorarium becomes an incentive to achieve the optimal quality. If the building actors succeed to deliver a higher added-value thatexceed the minimum client’s requirements, they will receive a bonus in accordance to the client’s extra gain. The level of transparency is also improved. Open book accounting is an excellent instrument provided that the stakeholders agree on the information to be shared and to its level of detail (InPro, 2009).Next to the adoption of integrated procurement method, the new real estate strategy for hospital building projects addresses an innovative product development and life-cycle design approaches. A sustainable business case for the investment and exploitation of hospital buildings relies on dynamic life-cycle management that includes considerations and analysis of the market development over time next to the building life-cycle costs (investment/initial cost, operational cost, and logistic cost). Compared to the conventional life-cycle costing method, the dynamic life-cycle management encompasses a shift from focusing only on minimizing the costs to focusing on maximizing the total benefit that can be gained. One of the determining factors for a successful implementation of dynamic life-cycle management is the sustainable design of the building and building components, which means that the design carries sufficient flexibility to accommodate possible changes in the long term (Prins, 1992).Designing based on the principles of life-cycle management affects the role of the architect, as he needs to be well informed about the usage scenarios and related financial arrangements, the changing social and physical environments, and new technologies. Design needs to integrate people activities and business strategies over time. In this context, the architect is required to align the design strategies with the organisational, local and global policies on finance, business operations, health and safety, environment, etc.The combination of process and product innovation, and the changing roles of the building actors can be accommodated by integrated project delivery or IPD (AIA California Council, 2007). IPD is an approach that integrates people, systems, business structures and practices into a process that collaboratively harnesses the talents and insights of all participants to reduce waste and optimize efficiency through all phases of design, fabrication and construction. IPD principles can be applied to a variety of contractual arrangements. IPD teams will usually include members well beyond the basic triad of client, architect, and contractor. At a minimum, though, an Integrated Project should include a tight collaboration between the client, the architect, and the main contractor ultimately responsible for construction of the project, from the early design until the project handover. The key to a successful IPD is assembling a team that is committed to collaborative processes and is capable of working together effectively. IPD is built on collaboration. As a result, it can only be successful if the participants share and apply common values and goals.3. Changing roles through BIM applicationBuilding information model (BIM) comprises ICT frameworks and tools that can support the integrated collaboration based on life-cycle design approach. BIM is a digital representation of physical and functional characteristics of a facility. As such it serves as a shared knowledge resource for information about a facility forming a reliable basis for decisions during its lifecycle from inception onward (National Institute of Building Sciences NIBS, 2007). BIM facilitates time and place independent collaborative working. A basic premise of BIM is collaboration by different stakeholders at different phases of the life cycle of a facility to insert, extract, update or modify information in the BIM to support and reflect the roles of that stakeholder. BIM in its ultimate form, as a shared digital representation founded on open standards for interoperability, can become a virtual information model to be handed from the design team to the contractor and subcontractors and then to the client.BIM is not the same as the earlier known computer aided design (CAD). BIM goes further than an application to generate digital (2D or 3D) drawings. BIM is an integrated model in which all process and product information is combined, stored, elaborated, and interactively distributed to all relevant building actors. As a central model for all involved actors throughout the project lifecycle, BIM develops andevolves as the project progresses. Using BIM, the proposed design and engineering solutions can be measured against the client’s requirements and expected building performance. The functionalities of BIM to support the design process extend to multidimensional (nD), including: three-dimensional visualisation and detailing, clash detection, material schedule, planning, cost estimate, production and logistic information, and as-built documents. During the construction process, BIM can support the communication between the building site, the factory and the design office– which is crucial for an effective and efficient prefabrication and assembly processes as well as to prevent or solve problems related to unforeseen errors or modifications. When the building is in use, BIM can be used in combination with the intelligent building systems to provide and maintain up-to-date information of the building performance, including the life-cycle cost.To unleash the full potential of more efficient information exchange in the AEC/FM industry in collaborative working using BIM, both high quality open international standards and high quality implementations of these standards must be in place. The IFC open standard is generally agreed to be of high quality and is widely implemented in software. Unfortunately, the certification process allows poor quality implementations to be certified and essentially renders the certified software useless for any practical usage with IFC. IFC compliant BIM is actually used less than manual drafting for architects and contractors, and show about the same usage for engineers. A recent survey shows that CAD (as a closed-system) is still the major form of technique used in design work (over 60 per cent) while BIM is used in around 20 percent of projects for architects and in around 10 per cent of projects for engineers and contractors.The application of BIM to support an optimal cross-disciplinary and cross-phase collaboration opens a new dimension in the roles and relationships between the building actors. Several most relevant issues are: the new role of a model manager; the agreement on the access right and Intellectual Property Right (IPR); the liability and payment arrangement according to the type of contract and in relation to the integrated procurement; and the use of open international standards.Collaborative working using BIM demands a new expert role of a model manager who possesses ICT as well as construction process know-how (InPro, 2009). The model manager deals with the system as well as with the actors. He provides and maintains technological solutions required for BIM functionalities, manages the information flow, and improves the ICT skills of the stakeholders. The model manager does not take decisions on design and engineering solutions, nor the organisational processes, but his roles in the chain of decision making are focused on:the development of BIM, the definition of the structure and detail level of the model, and the deployment of relevant BIM tools, such as for models checking, merging, and clash detections;the contribution to collaboration methods, especially decision making and communication protocols, task planning, and risk management;and the management of information, in terms of data flow and storage, identification of communication errors, and decision or process (re-)tracking.Regarding the legal and organisational issues, one of the actual questions is: “In what way does the intellectual property right (IPR) in collaborative working using BIM differ from the IPR in a traditional teamwork?”. In terms of combined work, the IPR of each element is at tached to its creator. Although it seems to be a fully integrated design, BIM actually resulted from a combination of works/elements; for instance: the outline of the building design, is created by the architect, the design for the electrical system, is created by the electrical contractor, etc. Thus, in case of BIM as a combined work, the IPR is similar to traditional teamwork. Working with BIM with authorship registration functionalities may actually make it easier to keep track of the IPR.How does collaborative working, using BIM, effect the contractual relationship? On the one hand,collaborative working using BIM does not necessarily change the liability position in the contract nor does it obligate an alliance contract. The General Principles of BIM A ddendum confirms: ‘This does not effectuate or require a restructuring of contractual relationships or shifting of risks between or among the Project Participants other than as specifically required per the Protocol Addendum and its Attachments’ (ConsensusDOCS, 2008). On the other hand, changes in terms of payment schemes can be anticipated. Collaborative processes using BIM will lead to the shifting of activities from to the early design phase. Much, if not all, activities in the detailed engineering and specification phase will be done in the earlier phases. It means that significant payment for the engineering phase, which may count up to 40 per cent of the design cost, can no longer be expected. As engineering work is done concurrently with the design, a new proportion of the payment in the early design phase is necessary.4. Review of ongoing hospital building projects using BIMIn The Netherlands, the changing roles in hospital building projects are part of the strategy, which aims at achieving a sustainable real estate in response to the changing healthcare policy. Referring to literature and previous research, the main factors that influence the success of the changing roles can be concluded as: the implementation of an integrated procurement method and a life-cycle design approach for a sustainable collaborative process; the agreement on the BIM structure and the intellectual rights; and the integration of the role of a model manager. The preceding sections have discussed the conceptual thinking on how to deal with these factors effectively. This current section observes two actual projects and compares the actual practice with the conceptual view respectively.The main issues, which are observed in the case studies, are:the selected procurement method and the roles of the involved parties within this method;the implementation of the life-cycle design approach;the type, structure, and functionalities of BIM used in the project;the openness in data sharing and transfer of the model, and the intended use of BIM in the future; and the roles and tasks of the model manager.The pilot experience of hospital building projects using BIM in the Netherlands can be observed at University Medical Centre St Radboud (further referred as UMC) and Maxima Medical Centre (further referred as MMC). At UMC, the new building project for the Faculty of Dentistry in the city of Nijmegen has been dedicated as a BIM pilot project. At MMC, BIM is used in designing new buildings for Medical Simulation and Mother-and-Child Centre in the city of Veldhoven.The first case is a project at the University Medical Centre (UMC) St Radboud. UMC is more than just a hospital. UMC combines medical services, education and research. More than 8500 staff and 3000 students work at UMC. As a part of the innovative real estate strategy, UMC has considered to use BIM for its building projects. The new development of the Faculty of Dentistry and the surrounding buildings on the Kapittelweg in Nijmegen has been chosen as a pilot project to gather practical knowledge and experience on collaborative processes with BIM support.The main ambition to be achieved through the use of BIM in the building projects at UMC can be summarised as follows:using 3D visualisation to enhance the coordination and communication among the building actors, and the user participation in design;integrating the architectural design with structural analysis, energy analysis, cost estimation, and planning;interactively evaluating the design solutions against the programme of requirements and specifications;reducing redesign/remake costs through clash detection during the design process; andoptimising the management of the facility through the registration of medical installations andequipments, fixed and flexible furniture, product and output specifications, and operational data.The second case is a project at the Maxima Medical Centre (MMC). MMC is a large hospital resulted from a merger between the Diaconessenhuis in Eindhoven and St Joseph Hospital in Veldhoven. Annually the 3,400 staff of MMC provides medical services to more than 450,000 visitors and patients. A large-scaled extension project of the hospital in Veldhoven is a part of its real estate strategy. A medical simulation centre and a women-and-children medical centre are among the most important new facilities within this extension project. The design has been developed using 3D modelling with several functionalities of BIM.The findings from both cases and the analysis are as follows. Both UMC and MMC opted for a traditional procurement method in which the client directly contracted an architect, a structural engineer, and a mechanical, electrical and plumbing (MEP) consultant in the design team. Once the design and detailed specifications are finished, a tender procedure will follow to select a contractor. Despite the choice for this traditional method, many attempts have been made for a closer and more effective multidisciplinary collaboration. UMC dedicated a relatively long preparation phase with the architect, structural engineer and MEP consultant before the design commenced. This preparation phase was aimed at creating a common vision on the optimal way for collaboration using BIM as an ICT support. Some results of this preparation phase are: a document that defines the common ambition for the project and the collaborative working process and a semi-formal agreement that states the commitment of the building actors for collaboration. Other than UMC, MMC selected an architecture firm with an in-house engineering department. Thus, the collaboration between the architect and structural engineer can take place within the same firm using the same software application.Regarding the life-cycle design approach, the main attention is given on life-cycle costs, maintenance needs, and facility management. Using BIM, both hospitals intend to get a much better insight in these aspects over the life-cycle period. The life-cycle sustainability criteria are included in the assignments for the design teams. Multidisciplinary designers and engineers are asked to collaborate more closely and to interact with the end-users to address life-cycle requirements. However, ensuring the building actors to engage in an integrated collaboration to generate sustainable design solutions that meet the life-cycle performance expectations is still difficult. These actors are contracted through a traditional procurement method. Their tasks are specific, their involvement is rather short-term in a certain project phase, their responsibilities and liabilities are limited, and there is no tangible incentive for integrated collaboration.From the current progress of both projects, it can be observed that the type and structure of BIM relies heavily on the choice for BIM software applications. Revit Architecture and Revit Structure by Autodesk are selected based on the argument that it has been widely used internationally and it is compatible with AutoCAD, a widely known product of the same software manufacturer. The compatibility with AutoCAD is a key consideration at MMC since the drawings of the existing buildings were created with this application. These 2D drawings were then used as the basis to generate a 3D model with the BIM software application. The architectural model generated with Revit Architecture and the structural model generated by Revit Structure can be linked directly. In case of a change in the architectural model, a message will be sent to the structural engineer. He can then adjust the structural model, or propose a change in return to the architect, so that the structural model is always consistent with the architectural one.Despite the attempt of the design team to agree on using the same software application, the MEP consultant is still not capable to use Revit; and therefore, a conversion of the model from and to Revit is still required. Another weakness of this “closed approach”, which is dependent to the use of the same software applications, may appear in the near future when the project further progresses into the construction phase. If the contractor uses another software application, considerable extra work will be needed to make the model creted during the design phase to be compatible for use in the construction phase.。
外文文献
英文文献资料外文文献一：Food safety: the shocking truth about the food industrySource: Author: Marion Nestle、Refrigeration technology, pasteurization, pesticides, disease control, these technologies so that safe food into the 20th century, public health's greatest achievements. This book view is that food safety problems also depend on politics. September 2001 events to dispel this view of the doubts about aviation aircraft used by terrorists as a destruction of weapons to civilians and public figures have anthrax spores sent folder of letters, the consequences of these events shows, food, water can easily become a a tool for terrorists, it has also become the federal government for food safety control problem.This chapter will sum up this book referred to in the various food safety problems. Some of them threatened to keep animals healthy, very few will lead to a number of human diseases. Even so, these issues impact on human well-being is deep; large-scale destruction of breeding animals, affecting the livelihood of many people, limiting personal freedom. The 20th century, 90's and early 21st century, an outbreak of mad cow disease and foot and mouth disease Although this is only because of errors caused by the production process, but still brings a lot of destructive. In contrast, bio-terrorism is the deliberate use of biological and chemical substances to achieve their political objectives. For food safety issues,Bio-terrorism extends food safety issues and political outreach; deliberate destruction, excluding any consequences of innocent injury.In this chapter, we will discuss how the rise of bio-terrorism, food safety issues and extend the extension of food safety issues. In the United States, food safety, usually refers to the family food supply reliability. E-mail from the anthrax incident, the food safety issues, also includes safety from biological terrorism. Our discussion will be the beginning of some zoonotic diseases: such as mad cow disease, foot and mouth disease, anthrax. In recent years, these zoonotic diseases harmful to humans is relatively small. Today, for these zoonotic diseases, we are concerned that they may give rise to disease, destruction of food supply system,To become a tool for bio-terrorism aspect. This chapter summarizes the discussion of this book, fromsociety and from a personal point of view what action should be taken to face these issues, as well as food safety issues present and future.The political animal diseasesOne of the consequences of globalization is that of food cross-border long-distance rapid transit, affecting food supply all kinds of disease can easily spread from one country to another country. Animal diseases have a commercial impact, if a country has come to infectious diseases of animals, other countries will refuse to import the kinds of animal meat. The impact of business at the same time there are political consequences.Britain's mad cow disease and foot and mouth disease occurred as a result of beef in the production process caused by mismanagement, compared to the U.S. anthrax letters is a result of vandalism. However, this three kinds of threatening to cause great panic, they are difficult to detect control, can cause severe disease. Moreover, these three kinds of threats against people for the food supply, as well as confidence in the Government.Mad cow is the mid-20th century, 90 of the most popular of a food security crisis, the epidemic is mainly limited to the United Kingdom. With regard to BSE-related issues and our discussion, mainly because of political issues and scientific issues intertwined Among them, public confidence had a great impact. For example, the British Government in the BSE crisis in the practice is also considered to result in distrust of genetically modified food one of the reasons. The beginning of the 20th century, 80 years, no one had heard of the disease, but in 1999, this disease affects at least 175,000 British cattle. The consequences are very serious: 400 million head of livestock were slaughtered, the loss of 70 billion U.S. dollars,Spread to 18 countries worldwide national boycott of British beef. By 2001 only, although "only" 120 people died of the human variant of mad cow disease, it is estimated the death toll will reach 10 million people. Because mad cow disease revealed the modern politics of food safety issues, it is worth detailing.英文文献中文翻译06013618 胡冬敏外文翻译一：作者：玛丽恩·内斯特尔出版时间：2004年11月食品安全：令人震惊的食品行业真相（美）玛丽恩·内斯特尔冷藏技术，巴氏消毒，杀虫剂，疾病控制，这些技术使安全食品成为20世纪公众健康最伟大的成就之一。
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一曲人性美的田园牧歌
———《边城》之美
摘要: 沈从文以乡下人的主体视角审视城乡对峙的现状, 热情讴歌了湘西人民的人性美, 描绘了一个瑰丽而温馨的边城世界, 展现出一个诗意的自然环境: 精致柔美而宁静, 远离都市的喧嚣与浮华。
从而提出了他的人与自然和谐共存, 本于自然, 回归自然的哲学。
关键词: 人性美; 田园牧歌; 桃源仙境
《边城》是沈从文的代表作, 也是中国现代文学史上优秀的中篇小说之一, 被人们誉为中国现代文学牧歌传说中的顶峰一颗千古不磨的珠玉。
20世纪20年代初, “京派”文人作家群的首席小说家、“乡下人”，沈从文, 从湘西地区的灵山秀水中走出, 以其30年复杂的人生阅历为基础, 通过老船夫、翠翠等人物形象的描绘, 对人类生命与人性的释放形式及其原因进行了探究、认知与感慨, 热情讴歌了湘西人民的人性美。
可以说, 《边城》是沈从文理想人生的缩影, 是一首作家写给故乡的赞美诗, 是作者远离边城而作于都市的梦, 是一曲优美动人的湘西人性美的颂歌。
施蛰存说: “从文处于苗汉杂居的湘西, 他最熟悉的是这一地区的风土人情。
非但熟悉, 而且热爱”。
在沈从文童年记忆中, 存储着一幅理想世界中美丽湘西地域风俗画: 那里的男人豪爽仗义, 刚健顽强; 那里的女人纯朴善良, 热情厚道。
他们重承诺, 守信义, 敢爱敢恨, 对爱情忠贞不渝。
这些普通的山民村妇、痴男怨女和他们的动人故事与美好人性, 便成了沈从文永远的生命崇拜图腾。
由此, 沈从文怀着探究人生“生命的形式”, 抨击否定虚伪人性, 赞美宣示美好人性的初衷, 创作了《边城》。
“有一小溪, 溪边有座白色小塔, 塔下住了一户单独的人家。
这人家只一个老人, 一个女孩子, 一只黄狗。
小溪流下去, 绕山岨流, 约三里便汇入茶峒的大河。
人若过溪越小山走去, 则只一里路就到了茶峒城边。
溪流如弓, 山路如弦, 故远近有了小小差异。
小溪宽约二十丈, 河床为大片石头作成。
静静的水即或深到一篙不能落底, 却依然清澈透明, 河中游鱼来去皆可以计数。
”
这是《边城》展示给我们的、一幅好似浓墨勾勒渲染的水墨风景画: 山环
水抱, 芳草鲜明, 落英缤纷, 阡陌交通, 怡然自得。
作者用以韵味隽永的语言, 赞颂了未受现代文明污染的优美的人生方式和生命形态, 表现了一种返璞归真的价值取向。
近水人家多在桃杏花里, 春天只需注意,凡有桃花处必有人家, 凡有人家处必可沽酒。
夏天则晒晾在日光下耀目的紫花布衣裤, 可作为人家所在的旗帜。
秋冬来时, 房屋在悬崖上的, 滨水的, 无处不朗然入目。
黄泥的墙, 乌黑的瓦……。
这些充满了自然真朴与生息的传神描写, 给人以极美的享受。
如今, 城镇的物质建设虽然显得腾飞发达, 在其背后, 又露出对生态触目惊心的破坏。
在生活空间日趋狭小的背景下, 人的心灵显得更加狭窄。
为了自身的利益, 大家似乎都卷入你争我夺的漩涡之中。
今天, 数千里之遥, 朝发夕至, 交通可谓便捷, 但人的沟通却是那样的艰难。
《边城》充分体现了沈从文创作这篇小说的宗旨: “我要表现的本是一种‘人生形式’, 一种优美、健康、自然而又不悖乎人生形式……为人类‘爱’字作一度恰如其分的说明。
”人性美在《边城》中发挥到了极致: “管这渡船的,就是住在塔下的那个老人。
活了七十年, 从二十岁起便守在这小溪边, 五十年来不知把船来去渡了若干人。
年纪虽那么老了, 本来应当休息了, 但天不许他休息, 他仿佛便不能够同这一分生活离开。
他从不思索自己的职务对于本人的意义, 只是静静的很忠实的在那里活下去。
”的确, 沈从文通过边城人性美的描写, 表现出了他的理想的人生形式。
边地山城, 民风淳朴, 沈从文在渲染自然美的同时, 更赞美了生活在这儿的纯朴的人们。
老船夫为人朴直、忠于职守、无私奉献, 有一副重义轻利的古道热肠, 他守在小溪边, 数十年如一日, 也从来不肯轻易接受别人一丝一毫的馈赠, 即使硬给他还要退回去, 实在难却的, 则买了烟和茶再招待乡亲。
他疼爱翠翠, 在她烦心的时候为她讲故事、唱歌; 操心她的亲事, 想促成她的爱情, 引翠翠注意夜晚的歌声。
翠翠是老船夫生活的精神依托。
这相依为命的祖孙俩使我们看到了人世间至纯至美的祖孙之爱。
“翠翠在风日里长养着, 把皮肤变得黑黑的, 触目为青山绿水, 一对眸子清明如水晶。
自然既长养她且教育她, 为人天真活泼, 处处俨然如一只小兽物。
人又那么乖, 如山头黄麂一样, 从不想到残忍事情, 从不发愁, 从不动气。
平时在渡船上遇陌生人对她有所注意时, 便把光光的眼睛瞅着那陌生人, 作成随时皆可举步逃入深山的神气, 但明白了人无机心后, 就又从从容容的在水边玩耍了。
”
翠翠是湘西山水孕育出来的一个美的精灵和化身, 她有着水晶一样清澈透明的性情。
随着情窦初开, 她伤春感怀,心事重重, 喜欢把野花戴在头上装扮新娘
子, 喜欢摘象征着爱情的虎耳草。
朦朦胧胧中, 她又多了些思索, 多了些梦-------譬如看到团总家王小姐有一副麻花纹的银手镯, 心中便有些韵羡、发痴。
可是, 她纯净的爱情, 超过一切世俗利害关系。
翠翠和恋人初次见面的场景非常有浪漫情调。
那时,二佬曾经说过一句话, 说: “你在这里, 大鱼会吃掉你。
”结果这个大鱼吃你这句话, 就成了后来两个人关系发展的一种隐喻。
只要提起这句话, 翠翠心头就会洋溢起浓郁的诗意,一种温柔的回忆。
翠翠在爱情中的表现向来被视为人性美的表现。
说到天宝、傩送两位年轻人的时候, 又写得那样受人欢迎: “两个年青人皆结实如小公牛, 能驾船, 能泅水, 能走长路。
凡从小乡城里出身的年青人所能够作的事, 他们无一不作, 作去无一不精。
年纪较长的, 如他们爸爸一样, 豪放豁达, 不拘常套小节。
年幼的则气质近于那个白脸黑发的母亲, 不爱说话, 眼眉却秀拔出群, 一望即知其为人聪明而又富于感情。
”他们勤劳能干、吃苦耐劳, 虽为船总的儿子,但绝非纨绔子弟。
天宝是一个敢作敢为的人, 同时又是一个胸怀宽广的人。
他爱上了翠翠, 却走“车路”请媒人, 失败后外出闯滩, 忍痛割爱, 成全弟弟。
傩送是一个心地善良,敢于追求, 富有责任心的人。
他和翠翠一见钟情, 不走车路, 要走“马路”以比唱情歌定输赢, 可第一天晚上却想代替不善歌唱的大哥去邀唱。
在这场奇异的感情角逐中, 兄弟二人都展示了坦荡磊落的情怀。
因此, 这二男一女双凤求凰式的爱情纠葛, 绝不是个廉价庸俗的三角恋爱故事, 而是一首充满凄美苍凉意味的田园牧歌。
更让人称奇的那只小狗也显得格外乖巧、懂事: “有时又和祖父黄狗一同在船上, 过渡时和祖父一同动手, 船将近岸边, 祖父正向客人招呼: ‘慢点, 慢点’时, 那只黄狗便口衔绳子, 最先一跃而上, 且俨然懂得如何方为尽职似的,把船绳紧衔着拖船拢岸。
”
“边城人”虽有富贵贫贱之分和社会地位高低差别, 但他们都互相亲善着, 扶持着。
如涨水码头船总顺顺大方洒脱、仗义慷慨、诚心公道, 被誉为涨水码头一方豪杰绅士。
无论谁有求于他, 他都慷慨解囊, 替人解难, 不因家境富实而盛气凌人, 而能够常常体恤穷苦人。
比如,送给老船夫鸭、粽子等。
老船夫死后, 他资助并组织安排以料理丧事。
“边城”的人们未经商业文化的浸染, 商人亦好义远利。
比如, 屠户见老船夫前来买肉, 特意切一块好肉给他, 执意不收老人的钱。
船工、翠翠、天宝、傩送、商客各式人等均待人以诚。
“凡是只求个心安理得”, 淳朴自然、真挚善良的“边
城人”让我们感受到了一种浓浓的人情美、人性美, 边城因此也成为读者心中一个安静的、平和的桃园仙境。
至此, 作者那种人与自然“和谐共存”, 本于自然, 回归自然的思想, 读者也就不难明白了。
看多了高楼华厦, 看惯了车水马龙, 我们的心憧憬着一片远方的土地, 沈从文笔下的湘西是我们心中朦胧勾勒出的天堂。
青山、绿水、河边的艄公、十六岁的翠翠、江流木排上的天宝、龙舟中生龙活虎的傩送……《边城》中的一切都是那样纯净自然, 景致柔美而宁静, 远离都市的喧嚣与浮华, 有一种出尘而卓然的清丽, 似林泉深处悠然飘出的牧歌, 展现出一个诗意的生存环境。
沈从文以“乡下人”的主体视角审视当时城乡对峙的现状, 批判现代文明在进入中国的过程中所显露出的丑陋。
《边城》里的文字是鲜活的, 处处是湿润透明的湘楚景色,处处是淳朴赤诚的风味人情。
在我们这个霓虹闪烁的大都市里, 它好似一股清泉, 一缕清风, 吹走了人们脸上的尘土,带来一丝温馨。
我们呼唤文学作品中的纯净而美好的风景和人情, 期待它由“童话变为现实”。