Transportation Association of Canada
认证标志
地区认证名称认证标志认证性质中国CCC认证强制中国CQC产品质量认证自愿中国中国节能产品标识自愿中国SRRC认证强制中国中国环保产品认证自愿中国国家免检产品自愿中国中国环保产品认证中国中国环境标志欧洲CE认证强制欧洲ENEC认证自愿欧洲EMC认证强制美国ETL认证自愿美国FCC简介强制美国UL认证自愿美国DOT认证强制美国FDA认证强制俄罗斯PCT认证强制德国TUV认证强制德国GS认证自愿德国VDE认证自愿日本PSE 认证强制日本TELEC认证强制日本JIS认证自愿日本VCCI认证自愿日本JET认证加拿大CSA认证强制加拿大IC认证强制加拿大ULC认证瑞典MPR Ⅱ认证瑞典TCO认证强制瑞典SEMKO认证强制英国BSI认证阿根廷IRAM认证强制阿根廷阿根廷S-MARK认证强制比利时CEBEC认证荷兰KEMA认证强制法国NF认证自愿瑞士SEV认证自愿瑞士S+认证强制澳大利亚SAA认证强制大部分中东SASO认证强制国家各国CB认证自愿中国CNAS认证中国CMA认证中国CAL认证澳洲C-TICK认证蓝牙认证循环再生标志环保使用期限塑料回收标志中国怕雨标志中国易碎物品中国怕晒韩国KC-Mark认证强制瑞典、挪威Nordic标志强制、芬兰、丹麦韩国Ek认证强制意大利IMQ认证香港香港安全标志奥地利OVE认证强制欧盟LVD认证欧盟RoHS强制墨西哥NOM认证强制韩国MIC认证强制哈白俄EAC认证强制乌克兰UkrSEPRO认证强制新加坡Safety-Mark认证强制台湾BSMI认证强制波兰波兰认证强制"绿点"标志自愿Wi-Fi中国企业食品生产许可强制无公害农产品标志绿色食品标志有机食品方圆认证中国CMD标志GMP认证强制NSF认证自愿体系认证再生纸可回收垃圾不可回收垃圾E环保标志由此开启标志禁止翻滚标志防钩温度极限由此夹起双重绝缘标志堆码层数极限由此吊起SNI欧洲各国solar keymark认证自愿ATEX认证监管链认证自愿中国OFDC有机认证美国OCIA认证巴西INMETRO认证强制巴西UC认证简介3C认证的全称为“强制性产品认证制度”，它是中国政府为保护消费者人身安全和国家安全、加强产品质量管理、依照法律法规实施的一种产品合格评定制度。
空运出口操作知识
空运出口操作知识空运出口操作基础知识一．名词解释1）IATA（INTERNATIONAL AIR TRANSPORTATION ASSOCIATION）：国际航空运输协会，1945年世界5家大航空公司自发组织的非政府性民间行业组织。
其总部位于加拿大的蒙特利尔和日内瓦，分部在新加坡。
2）TACT（THE AIR CARGO TARIFF）：航空货物运价手册，由IATA组织出版发行，每年2.6.10月各发行一期，包括RULES（规定手册）和RATES（运价手册）。
其中RULES为我们最常用的工具书。
RULES中1.2 & 1.3 & 1.4 章是我们工作中应用频率最高的部分。
现就这3章内容作一简短介绍。
1.2.3. A 根据城市全称查找城市三字代码，例如：QINGDAO CNTAOQINGDAO 为城市全称，CN 为国家代码，TAO 为三字代码。
1.2.3. B 根据城市三字代码查找城市全称，例如：SYD SYDNEY NSAUSYD 为城市三字代码，SYDNEY 为城市全称，NS 为州名，AU为国家代码。
1.2.4.根据机场全称查找机场三字代码，例如：LONDON，GBHEATHROW--------LHR1.2.5.根据机场三字代码查找机场全称，例如：JFK John F.Kennedy International---------------New York，NY，US1.3.1.1.根据国家全称查找国家二字代码，例如：Country Code AreaChina CN 3 ------中国所在的IATA 运输会议区域，既IATA 3区1.3.1.2.根据国家二字代码查找国家全称及所在的IATA运输会议区域。
例如：Code Country AreaGB United Kingdom 21.3.2 ARGENTINA，AUSTRALIA，BRAZIL，CANADA，U.S.A.州/省二字代码及全称。
航空货物运输-(终稿)
Change life with heart
14
航空运输基础知识
--国际航运组织、国家代码、城市代码、航司代码、空运术语、航空运输特点
航空地理
--运输地理划分、时区划分
空运飞机及集装设备
---种类划分、飞机的装载限制、舱门限制尺寸、飞机种类划分、飞机舱位结构、常用集装设备、集装运输的特点
航空公司出港货物的操作 航空经营方式
航空公司全称 Air China International Corp. Air Canada China Airlines Co .,Ltd Korean Air Dragon Air Japan Air System Co .,Ltd Lufthansa Germany Airline
中文全称 中国国际 加拿大 中华 大韩 港龙 日本 汉莎
其宗旨、目的
1、发展国际航行的原则和技术，促进国际航空运输的规划和发展；
2、保障世界国际民用航空安全有序地发展； 3、满足人民对安全、正常、有效和经济的航空运输的需求； 4、鼓励发展民用飞机、机场等。
Change life with heart
3
航空运输基础知识--国际航运组织
IATA国际航空运输协会 International Air Transportation Association 属民间行业组织，会员有200多个，总部设在瑞士日内瓦。 会员必须是有国际民用航空组织的成员国颁发的定期航班 运输许可证的航空公司。 主要功能： 1、统一航空运输业的客、货、行李操作程序； 2、航空港地面服务程序； 3、指定航空公司两字、三字代号及运输凭证代码； 4、建立、调整、修改国际客货运价； 5、提供结算服务；开展航班时刻研讨； 6、国际业务人员培训、市场预测及运输统计等。
American Association of State Highway and Transportation Officials. (1999). Guide for the D
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Evins, Annotation, Liability for injury or damage caused by collision with portion of load projecting beyond rear or side of motor vehicle or trailer, 21 A.L.R. 3rd 371 (1968).M.C. Dransfield, Annotation, Railroad’s duty to children walking longitudinally along railroad tracks or right of way, 31 A.L.R. 2d 789 (1953).Wade R. Habeeb,Annotation, Railroad’s liability for injury to or death of child on moving train other than as paying or proper passenger, 35 A.L.R. 3rd 9 (1971).James L. Isham, Annotation, Validity and construction of statute or ordinance limiting the kinds or amount of actual damages recoverable in tort action against governmental unit, 43 A.L.R. 4th 19 (1986).R.D. 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D.&C.3d 276 (1980).Status of one at railroad crossing who has walked or intends to walk along tracks,9 A.L.R. 1322 (1920).State of weather as affecting liability for injury to one struck by train or street car, 20 A.L.R. 1064 (1922).Liability of operator of logging road or other private railroad for injury to person on track, 46 A.L.R. 1076 (1927).Liability of railroad company for injury to trespassers or licensees other than employees or passengers struck by object projecting, or thrown, from a passing train, 112 A.L.R. 850 (1938).Liability for death or injury as a result of suction from passing train, 149 A.L.R. 907 (1944).Duty of railroad toward persons using private crossing or commonly used footpath over or along railroad tracks, 167 A.L.R. 1253 (1947).APPENDIX A:DefinitionsThe American Association of State Highway and Transportation Officials (AASHTO) Guide for the Development of Bicycle Facilities (1999): Provides information and guidelines for the planning, design, and maintenance of bicycle facilities. The AASHTO Bike Guide provides information to help accommodate bicycle traffic in a way that is sensitive to bicyclists and other roadway users. It also provides specific information about the design of shared use paths, railroad grade crossings, and path roadway intersections. Centerline: An imaginary line midpoint between the track rails that conforms to the geometry of that track. “Centerline” often is used in reference to the nearest track to an RWT when discussing such issues as setback and separation.Class I Railroad: A railroad with annual gross operating revenue in excess of $250 million based on 1991 dollars.Class II Railroad: Railroads with an annual gross operating revenue of between $250 million and $20 million.Class III Railroad: Railroads with gross operating revenue of less than $20 million. These include short-line and light-density railroads.Commuter Rail: Urban passenger train service for travel between a central city and adjacent suburbs, excluding rapid rail transit and light rail service.Department of Transportation: Established by an Act of Congress in 1966, the U.S. Department of Transportation (USDOT) works to build a safe transportation system. The USDOT includes the Federal Highway Administration, Federal Railroad Administration, Federal Transit Administration, National Highway Traffic Safety Administration, and Surface Transportation Board.Excursion Trains: Generally, trains used by a private enterprise catering to the leisure or tourism market, such as dinner trains or tourist trains to an historical destination. Federal Highway Administration: The Federal Highway Administration (FHW A) coordinates highway transportation programs in cooperation with States and other partners to enhance the country’s safety, economic vitality, quality of life, and the environment. Major program areas include the Federal-Aid Highway Program, which provides Federal financial assistance to the States to construct and improve the National Highway System, urban and rural roads, bridges, and pedestrian and bicycle facilities.Federal Railroad Administration: The Federal Railroad Administration (FRA) promotes safe and environmentally sound rail transportation. FRA sets and enforces safety standards for track, signals, motive power and equipment, hazardous materials, operating practices, and highway-rail crossings. The FRA conducts research and development projects to support its safety mission and enhance the railroad system as a national transportation resource. FRA also administers public education campaigns addressing highway-rail grade crossing safety and the danger of trespassing on rail property. Federal Transit Administration: The Federal Transit Administration (FTA) assists in developing improved mass transportation systems for cities and communities nationwide. Through its grant programs, FTA helps plan, build, and operate transit systems with convenience, cost, and accessibility in mind.Fixed Transit: Transit service with fixed guideways includes heavy and light transit rail. In general usage, fixed transit also is known as rapid rail, rapid transit rail, transit mode, or transit railway.Heavy Rail: Exclusive rights-of-way, multi-car trains, high speed rapid acceleration, sophisticated signaling, and high platform loading characterize fixed transit heavy rail. In general terms, heavy rail also is known as subway, elevated railway, or metropolitan railway (metro).Light Rail: Light rail transit may be exclusive or shared rights-of-way, high or low platform loading, multi-car trains or single cars, automated or manually operated. In general usage, light rail includes trolley cars, streetcars, and tramways.Manual on Uniform Traffic Control Devices: The Manual on Uniform Traffic Control Devices (MUTCD) provides standards and guidelines for traffic control devices that regulate, warn, and guide road users along the highways and byways in the United States. The FHW A published the most recent edition, The Millennium Edition, in December of 2000, with revisions in December 2001. Part 8 provides guidelines for signs, signals, markings, and other warning devices at all highway-rail grade crossings. Part 9 provides standards for bicycle facilities including on-road treatments and shared use paths. Part 10 provides standards and guidelines for highway-light rail grade crossings. See /kno-millennium_12.28.01.htm.National Highway Traffic Safety Administration: The National Highway Traffic Safety Administration (NHTSA) sets and enforces safety and performance standards for motor vehicles and equipment; helps States and local communities reduce the threat of impaired drivers; promotes the use of safety belts, child safety seats, and air bags; provides consumer information on motor vehicle safety topics; conducts research on driver behavior and traffic safety; and promotes traffic safety for pedestrians and bicyclists. Railbanking: The preservation of otherwise abandoned railroad easements for possible future railroad activity by interposition of interim trail use.Rail-Trail: Usually refers to a trail developed on an abandoned or converted railroad line (a rail-to-trail), where there is no active rail service; however, it may be used to refer to any trail associated with active rail or rail property, e.g., RWT.Rail-with-Trail (RWT): Any shared-use path that is located on or directly adjacent to an active railroad or fixed route transit corridor.Setback: The lateral distance between the centerline of the “nearest track” (that track located closest to the RWT or other physical feature under consideration) to the nearest edge of the trail or to the separation feature (fence, wall, etc.).Separation: A feature, such as fencing, wall, vegetation, body of water, or vertical elevation difference, that is found, placed, or used to separate a railroad track or railroad corridor and an RWT, sufficient to prevent or discourage access to an active rail right-of-way by trail users.Shared use path: A trail that is physically separated from motorized vehicular traffic by an open space or barrier and either within the highway right-of-way or within an independent right-of-way. Shared use paths may be used by bicyclists, pedestrians, skaters, wheelchair users, runners and other nonmotorized users.Short Line Railroad: See Class III Railroad.Trespasser: A person who enters or remains upon property in the possession of another without a privilege to do so, created by the possessor’s consent or otherwise.APPENDIX B:State-by-State Matrix of Applicable Laws and Statutes Provided by Andrea Ferster, Esq., as of 2002This matrix is intended to present the state of the law as of the year 2002. Every effort has been made to assure accuracy in the information contained in this matrix as provided by Andrea Ferster, Esq. However, due to the broad scope of this project and the fluid nature of state statutory law, the Department of Transportation cannot guarantee complete accuracy of the material presented. For more detailed and up-to-date information, the reader is encouraged to review the relevant state statutes directly.State-by-State matrix of applicable laws and statutesRecreational Use Trail, Rails-to-Trails Program, Recreational Government Tort RailroadState Statute (RUS) Trails System, or Similar Statute Liability Act Fencing LawsAlabama Ala. Code Ala. Code § 41-9-62 et seq. (2000) Ala. Code § 37-2-89 (2000.) § 35-15-1 (1975) Ala. Code § 11-93-1 et seq. (2000) – RR liable if Pub. Serv.Commission has deemed fencenecessary and livestockinjured by unfenced right-of-way; does not apply to injuryto dogsAlaska Alaska Stat. Alaska Stat. § 42.40.420 (Michie 2000.) Alaska Stat. §§ 09.50.250,§ 09.65.200 – allows a municipality or the State to -.300 (Michie 2000.)(Michie 2000) petition to use railroad land, including– limited to along active railroads for public use,undeveloped lands including trails. Must be established thatthe use will not create a safety hazard, andthe municipality or State must enter intoan agreement to indemnify the railroad.Arizona Ariz. Rev. Stat. A nn. Ariz. Rev. Stat. § 12-820§ 33-1551 (West 2000.) et seq. (2000.)Arkansas Ark. Code Ann. Ark. Code Ann. § 22-4-401 et seq.(Michie 2000.) Ark. Code Ann. § 21-9-201 et seq.§§ 18-11-301 to – Trails System Statute (Michie 2000.)-307 (Michie 2000.) – no liability provisionCalifornia Cal. Civ. Code Cal. Pub. Res. Code § 5070 et seq. Cal. Gov’t Code § 810-996.6 Cal. Pub. Util. Code § 846 (West 2000.) (Deering 2000.) et seq.(West 2000.) § 7626 et seq. (West 2000.)– Recreational Trails Act – RR liable for injury to live– limits liability for adjacent property owners stock, domestic animalsinjured due to unfencedright-of-wayColorado Colo. Rev. Stat. A nn. Colo. Rev. Stat. § 33-11-101 et seq. (2000.) Colo. Rev. Stat. A nn. § 24-10-101 Colo. Rev. Stat. A nn.§§ 33-41-101 to -106 – Recreational Trails System Act of 1971 et seq. (West 2000.) § 40-27-102 (West 2000.)(West 2000.) – no liability provision -RR liable if livestock injuredby unfenced right-of-way Connecticut Conn. Gen. Stat. A nn. Conn. Gen. Stat. A nn. § 4-140 Conn. Gen. Stat. A nn.§§ 52-557(f )-(k) et seq. (West 2000.) § 13b-299 (West 2000.)(West 2000.) – administrative claims or – Commissioner ofprocedure Transportation directs whereand when RR Co.’s shoulderect and maintain fences Delaware Del. Code Ann. tit. Del. Code Ann. tit. 10, § 4001 Del. Code Ann. tit.7, §§ 5901–5907 et seq. (2000.) 2, § 1811 (2000.)(2000.) – State and local – RR liable for injury to livestock if injured on unfencedright-of-wayDistrict of Columbia D.C. Code Ann. § 1-1201et seq. (2000.)。
美国协会名称中英文对照
AA Aluminum Association美国铝协会AAB American Association of Bioanalysis美国生物分析协会AABB American Association of Blood Banks美国血库协会AABC Associated Air Balance Council美国空气平衡理事会AACC American Association of Cereal Chemists美国谷物化学师协会AALA American Association for Laboratory Accreditation美国实验室认可协会AAMA American Architectural Manufacturers Association美国建筑制造商协会AAMI Association for the Advancement of Medical Instrumentation美国医疗器械促进协会AAR Association of American Railroads美国铁路协会AASHTO American Association of State Highway & Transportation Officials 美国公路与运输员工协会ABMA American Bearing of Manufacturers Association美国锅炉制造商协会ABS American Bureau of Shipping美国船舶局ABYC American Boat & Yacht Council美国短艇与游艇委员会ACI American Concrete Institute美国混凝土学会ACM Association for Computing Machinery美国计算机械协会ACS American Chemical Society美国化学协会ACGIH American Conference of Governmental Industrial Hygienists美国政府工业卫生工作者会议AES Abrasive Engineering Society美国电镀商协会AFNOR Association Francaise de Normalisation (France)法国标准化协会AGA American Gas Association美国煤气协会AGMA American Gear Manufacturers Association美国齿轮制造商协会AHA American Hardboard Association美国硬纸报协会AHAM Association of Home Appliance Manufacturers 美国家用器具制造商协会AHS American Helicopter Society美国直升机协会AI Asphalt Institute美国沥青学会AIA Aerospace Industries Association of America美国航空航天工业协会AIA American Institute of Architects美国建筑师协会AIA Automated Imaging Association美国自动成像协会AIAA American Institute of Aeronautics & Astronautics 美国航空学和航天学学会AIChE American Institute of Chemical Engineers美国化学工程师学会AIIM Association for Information & Image Management 美国信息和图像管理协会AIP American Institute of Physics美国物理学会AISC American Institute of Steel Construction美国钢结构学会AITC American Institute of Timber Construction美国木结构学会ALMA Aircraft Locknut Manufacturers Association美国飞机锁紧螺母制造商协会ALSC American Lumber Standards Committee美国木材标准委员会AMCA Air Movement & Control Association美国空气运动和控制协会ANS American Nuclear Society美国核协会ANSI American National Standards Institute美国国家标准协会AOA American Optometric Association美国验光协会AOAC Association of Official Analytical Chemists美国官方分析化学师协会AOCS American Oil Chemists Society美国油料化学师协会APA American Plywood Association美国夹板协会API American Petroleum Institute美国石油学会美国公共工程协会AREA American Railway Engineering Association美国铁路工程协会ARI Air-Conditioning & Refrigeration Institute美国空气调节与制冷学会ARINC Aeronautical Radio, Inc.美国航空无线电设备公司ASA Acoustical Society of America美国声学协会ASAE American Society of Agricultural Engineers美国农业工程师学会ASC X3 Information Technology of Information Technology Industry Council (TTT) (formerly CBEMA) 美国信息技术工业理事会信息技术ASCE American Society of Civil Engineers美国国内工程师协会ASHRAE American Society of Heating, Refrigerating & Air Conditioning Engineers美国取暖、制冷与空调工程师协会ASME American Society of Mechanical Engineers美国机械工程师协会ASME BPVC ASME Boiler & Pressure Vessel CodeASME锅炉和压力容器法规ASMT American Society for Medical Technology美国医疗技术协会ASNT American Society for Nondestructive Testing美国无损试验协会ASQC American Society for Quality Control美国质量控制协会ASSE American Society of Safety Engineers美国安全工程师协会ASSE American Society of Sanitary Engineering美国卫生工程协会ASTM American Society for Testing & Materials美国材料和试验协会ATA Air Transport Association of America美国航空运输协会ATSC Advanced Television Systems Commission美国先进电视系统委员会AVS American Vacuum Society美国真空协会AWCI Association of Wall & Ceiling Industries美国墙与天棚工业协会AWS American Welding Society美国焊接协会美国水工程协会BHMA Builders Hardware Manufacturers Association美国建筑五金制造商协会BiCSi Bulding Industry Consulting Services International国际建筑工业咨询服务社BIS Bureau of Indian Standards印度标准局BOCA Bulding Officials & Code Administrators美国建筑员工和法规管理者BSI British Standards Institute英国标准学会CAGI Compressed Air & Gas Institute美国压缩空气与气体协会CAM-I Computer Aided Manufacturing International Manufacturers Association 计算机辅助制造国际制造商协会CBEMA See ASC X3见ASC X3CECC CENELEC Electronic Components Committee欧洲电工标准化委员会电子元器件委员会CEMA Conveyor Equipment Manufacturers Association美国输送装置制造商协会CEN European Committee for Standardization欧洲标准化委员会CENELEC European Committee for Electrotechnical Standardization欧洲电工标准化委员会CGA Compressed Gas Association美国压缩气体协会CGSB Canadian General Standards Board加拿大通用标准委员会CMA Chemical Manufacturers Association美国化学制造商协会CNS Chinese National Standards (ROC)台湾标准CRSI Concrete Reinforcing Steel Institute美国混凝土用钢筋协会CSA Canadian Standards Association加拿大标准协会CSI Construction Specifications Institute美国建筑规格学会CSMA Chemical Specialties Manufacturers Association美国化学特殊制品制造商协会CTFA Cosmetic, Toiletry & Fragrance Association美国化妆品和香水协会DEF STDS British Defense Standards (UK)英国国防标准DIN Deutsches Institut fur Normung, e.V. (Germany)德国标准化协会DRM Drawing Requirements Manual美国制图要求手册DS Dansk Standardiseringsrad (Denmark)丹麦标准协会ECMA European Computer Manufacturers Association欧洲计算机制造商协会EIA Electronic Industries Association美国电子工业协会EIAJ Electronics Industries Association of Japan日本电子工业协会ETSI European Telecommunications Standards Institute欧洲电信标准学会EUROCAE European Organization for Civil Aviation Equipment欧洲民航设备组织FCI Fluid Controls Institute美国流体控制学会FMS Factory Mutual Society美国工厂合作协会FORD Ford Motor Company福特汽车公司FPA Flexible Packaging Association美国软包装协会FSF Flight Safety Foundation美国飞行安全基金会GAMA General Aviation Manufacturers Association美国通用航空制造商协会GM General Motors Company通用汽车公司GOST State Committee for Quality Control and Standards (Russia/CIS) 俄罗斯国家质量控制和标准委员会HI Hydraulic Institute美国水力学会HVI Home Ventilating Institute美国家用通风装置学会IAPMO International Association of Plumbing & Mechanical Officials国际卫生管道和机械员工协会IATA International Air Transport Association国际航空运输协会ICAO International Civil Aviation Organization国际民航组织ICBO International Conference of Building Officials国际建筑员工会议ICEA Insulated Cable Engineers Association美国绝缘电缆工程师协会IEC International Electrotechnical Commission国际电工委员会IEEE Institute of Electrical & Electronic Engineers美国电气与电子工程师协会IES Illuminating Engineering Society美国照明工程协会IFAI Industrial Fabrics Association International国际工业织物协会IFI Industrial Fasteners Institute美国工业紧固件学会IIE Institute of Industrial Engineers美国工业工程师学会IMSA International Municipal Signal Association国际市政信号协会IMO International Maritime Organization国际海事组织IPC Institute for Interconnecting & Packaging Electronic Circuits美国印刷电路学会IPS International Plastics Selector国际塑料选萃ISA Instrument Society of America美国仪表学会ISO International Organization for Standardization国际标准化组织ISUZU ISUZU Motors Limited五十铃汽车公司ITE Institute of Transportation Engineers美国运输工程师学会ITI Information Technology Industry Council美国信息技术工业理事会ITS Institute for Telecommunications Science美国电信科学学会ITU International Telecommunications Union国际电信联盟JSA Japanese Standards Association日本标准协会John Deere Company琼.德拉公司MSS Manufacturers Standardization Society of the Valve & Fittings Industry 美国阀门和配件制造商标准化协会NACE National Association of Corrosion Engineers美国全国腐蚀工程师协会NAPM National Association of Photographic Manufacturing美国全国摄像制造协会NAS National Aerospace Standards美国国家航空航天标准NATO North Atlantic Treaty Organization北大西洋公约组织NBBPVI National Board of Boiler & Pressure Vessel Inspectors 美国全国锅炉与压力容器检验师委员会NCCLS National Committee for Clinical Laboratory Standards 美国全国临床实验室标准委员会NEBB National Environmental Balancing Bureau美国全国环境平衡局NEC National Electrical Code美国国家电气法规NEMA National Electrical Manufacturers Association美国全国电气制造商协会NFPA National Fire Protection Association美国全国防火协会NFPA National Fluid Power Association美国全国流体动力协会NFPA National Forest Products Association美国全国森林产品协会NISO National Information Standards Organization美国全国信息标准组织NMEA National Marine Electronics Association美国全国航海电子协会NSF Norges Standardiseringsforbund (Norway)挪威标准化协会NSF National Sanitation Foundation美国全国卫生基金会ON Osterreisches Normungistitut (Austria)奥地利标准化协会OSA Optical Society of America美国光学协会OPEI Outdoor Power Equipment Institute美国室外动力设备学会PDI Plumbing & Drainage Institute美国供排水学会RIA Robotic Industries Association美国机器人工业协会RMA Rubber Manufacturers Association美国橡胶制造商协会RTCA Radio Technical Commission for Aeronautics美国航空无线电技术委员会RVIA Recreation Vehicle Industry Association美国车辆保养工业协会SAA Standards Association of Australia澳大利亚标准协会SAE Society of Automotive Engineers美国机动工程师协会SANZ Standards Association of New Zealand新西兰标准化协会SASO Saudi Arabian Standards Organization沙特阿拉伯标准化组织SBAC Society of British Aerospace Companies英国航空航天公司协会SDI Steel Deck Institute美国钢甲板学会SDI Steel Door Institute美国钢门学会SEMI Semiconductor Equipment & Materials Institute美国半导体设备和材料学会SFS Suomen Standardisoimislitto Informaatiopalvelu (Finland)芬兰标准化协会SIS Standardiseringkommissionen I Sverige (Sweden)瑞典标准化委员会SJI Steel Joist Institute美国工字钢梁学会SMACNA Sheet Metal & Air Conditioning Contractors National Association 美国全国金属薄板与空气调节承包商协会SMMA Small Motor Manufacturing Association美国小型发动机制造商协会SMPTE Society of Motion Picture & Television Engineers美国电影与电视工程师协会SPI Society of the Plastics Industry美国塑料工业协会TAPPI Technical Association of Pulp & Paper Industries美国纸浆及造纸工业技术协会TCA Tile Council of America美国瓷砖委员会TIA Telecommunications Industry Association美国电信工业协会TMA Toy Manufacturers of America美国玩具制造商协会TTMA Truck Trailer Manufacturers Association美国卡车拖车制造商协会UL Underwriters Laboratories美国保险商实验室USP U.S. Pharmacopeia美国药典委员会VDE Verband Deutscher Elektrotechniker e.V. (Germany)德国电气工程师协会VDI Vereins Deutscher Ingenieure (Germany)德国工程师协会VRCI Variable Resistive Components Institute美国可变电阻元件学会WSFI Wood & Synthetic Flooring Institute美国木地板和合成纤维地板学会FDA,CFR等其他200多种国外标准、技术法规和合格评定资料。
Step by Step2000听力教程-2-答案unit10
Unit 10News (I)Part I Warming upTapescript.A1.EU --The European Union,is the result of a process of cooperation and integration which began in 1951between six countries.Today it has fifteen member states and its mission is to organize relations between the member states and between their peoples in a coherent manner and on the basis of solidarity.2.FAO-Food and Agricultural Organization,was established in 1945as an autonomous organization related to the United Nations.Its headquarters is in Rome.3.IMF-International Monetary Fund,is an autonomous body affiliated with the United Nations.Its headquarters is in Washington,D.C.4.OECD --The Organization for Economic Cooperation and Development,also known as a rich man's club,was formed in 1961with its secretariat in Paris.It groups 29member countries in an organization to discuss and develop economic and social policy.5.WHO-The World Health Organization;is a specializ ed agency of the United Nations.WHO was formed in 1948,with its headquarters inGeneva.6.WTO --The World Trade Organization,was formed on January 1st,w ww .k h d a w .c o m 课后答案网1995as successor to the General Agreement on Tariffs and Trade (GATT).It is the only global international organization dealing with the rules of trade between nations,with its secretariat in Geneva.B.Tapescript:1.APEC --The Asia-Pacific Economic Cooperation,established in 1989,has since become the primary regional vehicle for promoting open trade and practical economic cooperation among Asia-Pacific economies.Its secretariat is located in Singapore.2.ASEAN --The Association of Southeast Asian Nations,was formed in 1967by Indonesia,Malaysia,the Philippines,Singapore and Thailand to promote political and economic cooperation among the member countries.Now it encompasses all ten countries of Southeast Asia by admitting Cambodia,Brunei Darussalam,Vietnam,Laos and Myanmar.3.NATO --The North Atlantic Treat~,was created by a treaty signed in 1949among Belgium,Canada,Denmark,Iceland,Italy,Luxembourg,the Netherlands,Norway,Portugal,the United Kingdom and the United States.Greece,Turkey and Germany later joined the organization.4.NASA --The National Aeronautics and Space Administration,is a government agency in the U.S.5.OPEC --The Organiz ation of Petroleum Exporting Countries,was created in 1960.Among its members are Algeria,Ecuador,Indonesia,Iran,w w w .k h d a w .c o m 课后答案网Iraq,Kuwait,Libya,Nigeria,and Saudi Arabia.6.UNESCO-The United Nations Educational,Scientific and Cultural Organization,is an agent of the UN with its headquarters in Paris.7.UNICEF --The United Nations International Children's Emergency Fund,an integral part of the United Nations system,was created at the end of World War II to relieve the suffering of children in war torn Europe.For more than 53years UNICEF has been helping governments,communities and families make the world a better place for children.Its headquarters is in New York.C Tapescript 1.Arab leaders have ended an emergency summit in Cairo.2.Chinese Prime Minister Zhu Rongji has arrived in the Middle Western City of Chicago,Illinois.It is the fourth stop on his 9-day visit to theUnited States.3.FINLAND-Citiz ens have elected their country's first woman President of the Social Democratic Party.4.Israeli Prime Minister Ehud Barak and Palestinian leader Yasser Arafathave met for the first time in two months.5.AT THE UNITED NATIONS --Portugal and Indonesia have reestablished diplomatic relations.6.South Korean President Kim Dae Jung has been named the winner of w w w .k h d a w .c o m 课后答案网the Nobel Peace Priz e.7.Tens of thousands of people in France have held demonstrations against growing unemp1oment.8.Two French newsmen held hostage for two and one half months are flying home to France.9.Two hundred more families separated by the Korean War have been reunited.Part IINews itemsA .N ow listen to the first plete the summary for the new news s items and answer the questions you hear on the tape.1.The news items are about the talks between Palestinian leader and Egyptian President on Middle East peace efforts and Mr.Arafat's view on the opening of the U.S.embassy in east Jerusalem.2.a.WHEN?On Tuesday.b.WHAT?It sealed off a West Bank village near Nabulus.Tapescript:1.Palestinian leader Yasser Arafat has met in Egypt with President Hosni Mubarak.They discussed Middle East peace ter,Mr.Arafat said the United States should open its embassy for Palestinians in east st month,President Clinton said he was considering moving w w w .k h d a w .c o m 课后答案网the American embassy in Israel from Tel Aviv to Jerusalem.On Tuesday,Mr.Clinton travels to Cairo for talks with Mr.Mubarak.2.Palestinian leader Yasser Ararat met with Egyptian President Hosni Mubarak Saturday to review the status of Israeli Palestinian peace negotiations.On returning to Gaz a from the Egyptian port city of Alexandria,Mr.Arafat suggested the United States open its embassy for Palestinians in east Jerusalem.Meanwhile,the Israeli army has sealed off a West Bank village near the town of Nfibulus.Witnesses say the sound of guns could be heard as Israeli helicopters circled over Ashila Ashamalia.Questions.a.When will Mr.Clinton travel to Cairo?b.What was the Israeli army doing at the same time?B Now L i sten to the second pair of news plete the newssummary and answer the quest questii ons you hear on the tape.l.The news items are about the building of a railroad and a road that link Pyongyang and Seoul.2.a.WHEN?On Monday.b.WHAT?A special road that 'will connect Northeast Asia toEurope through China and Russia.c.WHAT?They will remove underground bombs/clear landmines at the border.w w w .k h d a w .c o m 课后答案网d.WHEN?In one year.Tapescript1.SOUTH KOREA --Work will begin Monday on a new railroad and a road that will link Pyongyang in North Korea and Seoul in South Korea.The first railroad was cutat the beginning of the Korean War 50years ago.South Korean President Kim Dae Jung has called the new !ink "a special road that will connect Northeast Asia to Europe through China and Russia.'Thousands of soldiers on both sides will put down their weapons to help with the 20-kilometer transportation project.Officials said the soldiers will remove tens of thousands of underground bombs.2.South Korea begins work in just hours on a railway and highway,linking the capitals of the two Koreas,a sign of growing reconciliation after a half century of hostility.Starting on Monday,thousands of soldiers from both the North and South put aside their weapons to help with the work.Among other things,the soldiers must clear land mines within the demilitarized z one at the border.The project should be completed in one year.Questions.a.When will the project begin?b.What does President Kim Dae Jung call the new link?c.What will the soldiers on both sides do to help with the work?d.When will the project be finished?w w w .k h d a w .c o m 课后答案网C Here is the final pair of news items.Listen carefully,comp compll ete the news summary and answer the fol followinglowing questions you hear on the tape .1.The two news items are about the talks among the Presidents of South Africa,Nigeria and Zimbabwe on the political and economic problems in Zimbabwe.2.a.WHAT?The land reform program.b.HOW MANY?Most of the 4,500farms/several thousandfarms.c.WHY?Because the government wants to give them to the blacks who have no land.Tape Tapesc sc script:ript:1.HARARE --South African President Thabo Mbeki has arrived in Zimbabwe for talks with President Robert Mugabe.They are to discuss the political and economic problems of Zimbabwe Nigerian President Olusegtm Obasanjo is expected to join the talks when he arrives in Harare later Thursday .Officials say the main discussion will be about Zimbabwe's disputed land reform program.The government plans to seiz e most of the4,500farms owned by whites and give them to blacks who have no land.2.Presidents of South Africa and Nigeria are meeting in Harare with their Zimbabwean counterpart for talks focusing on the country's social and economic crisis.Officials say Zimbabwean President Robert Mugabe's w w w .k h d a w .c o m 课后答案网controversial land reform program will be on the agenda.His government has identified several thousand white-owned farms it plans to redistribute to landless blacks without compensations for the owners.Questions:a.What will the main discussion be about?b.How many farms does the government plan to seiz e from the whites?c.Why does the government plan to seiz e those farms?Part IIIIsrael early elections A.The political situation in IsraelFormer Prime Minister:Mr.Benjamin Netaanyaahu Mr.Barak winning a victory over Netanyahu in 1999Ariel Sharon's visit to a holy place in Jerusalem,resulting in violence in the West Bank and Gaz aMr.Barak losing support for his failure a.to end the violence in the West Bank and Gaz a,andb.to reach a final peace agreement with the Palestinians Mr.Barak's announcementto call early elections in April or MayPossible candidates for Prime Minister:a.Ehud Barak:leader of the Labor Partyb.Ariel Sharon:leader of the Likud Party w w w .k h d a w .c o m 课后答案网c.Benjamin Netanyahu:a Likud Party memberB.N ow L i sten to the news report again and answer the following questions with key words.1.How many people died in the violence in the West Bank and Gaz a?about 300people2.When did Israel occupy the West Bank and Gaz a?in 19673.What proposals did Mr.Barak offer to Palestinian leader Yasser Arafat?Did Yasser Arafat accept them?Palestinian rule/over 90%/the West Bankand Gaz a/reje cted 4.Why did Ariel Sharon visit Jerusalem?show Israeli control/Holy City 5.What do the Palestinians want?a permanent agreement Palestine/east Jerusalem/capitalTapescript:Israel has begun to prepare for early elections expected in April or May.Prime Minister Ehud Barak agreed to call early elections in a surprise announcement this week.Parliament had threatened to dismiss hisgovernment and force new elections.Mr.Barak has lost support for failing to end the violence in the West Bank and Gaz a.About 300people have died so far,mostly Palestinians.Israel took control of those areas in the 1967war.Palestinian w w w .k h d a w .c o m 课后答案网protesters demand an end to Israeli occupation.Mr.Barak is also blamed for failing to reach a final peace agreement in talks near Washington in July.Mr.Barak offered Palestinian rule over 90percent of the West Bank and Gaz a.Palestinian leader Yasser Arafat rejected his proposals.Mr.Barak is a former general who campaigned for office on promises to work for peace.He heads the Labor Party.Israelis elected him to a four-year term in May of 1999.Mr.Barak won a huge victory over former Prime Minister Benjamin Netanyahu.anyahu withdrew from politics after his defeat.But observers say he is preparing for a return.In fact,they say he could defeat Ariel Sharon,the leader of the opposition Likud Party,as that party's candidate for Prime Minister.Many people blame Ariel Sharon for the current situation in the Palestinian territories.The violence began in September,after he visited a holy place in Jerusalem sacred to both Muslims and Jews.With him were hundreds of Israeli soldiers and police.He said he wanted to show Israeli control over the Holy City,For the past several weeks,Prime Minister Barak had been seeking an emergency coalition with Likud in an effort to end the violence.But he refused to give Mr.Sharon the power to veto peace efforts.Ariel Sharon is strongly disliked among Arabs for his part in Israel's invasion of w w w .k h d a w .c o m 课后答案网southern Lebanon.Mr.Barak will remain Prime Minister until the elections.Experts say in order for him to win a second term,he must reduce the violence in the West Bank and Gaz a.They say he also needs a major peace deal with the Palestinians.The Palestinians say they want a permanent agreement,one that would create an independent Palestine with east Jerusalem as its capital.Part IV Short talks on listening skillsThe "Inverted Pyramid"in News ReportingBroadcasting news in English has some particular characteristics,such as its style,its structure,the choice of words,and the logical order of presentation,etc.The standardized narrative procedure in news reporting is often called the "inverted pyramid.'That is to say,the most important information is usually included in the news lead.And a news lead,in a sense,is also a condensed form of a complete news story.Each succeeding sentence becomes less significant,providing further information on the "who,""what,""where,""when"or "how."If we want to sum up a certain news item,we can take words from either inside or outside the news stories.We can say,for example,"this news item is about somebody's view on something,'or "it's about the relationship between country A and country B.'Other words such as w w w .k h d a w .c o m 课后答案网comments,remarks,attitudes,analysis canalso be very useful.Apart from current news,radio reports on some breakthroughs in science and technology also help update our knowledge about the world.However,vocabulary has proved to be a problem that often hinders our understanding of the new information.Therefore,in order to enhance our ability in listening,words that frequently appear in some popular science programs should be carefully studied.Besides,if we have a close examination of the experiment reports,we may find that they are often divided into different parts or paragraphs on the "subjects,"the "test or experiment procedures,"the "observations,"the "findings or results''and so on.This kind of knowledge also helps us in following the latest developments in science.w w w .k h d a w .c o m 课后答案网。
CertainTeed 干涸墙板角垫产品说明书
SAFETY DATA SHEETSection 1: Identification1.1 Product identifier:Structus®Product names: AQUABEAD® Water-Activated Drywall Corner TrimLEVELLINE® Drywall Corner TrimNO-COAT® Structural Laminate Drywall Corners1.2 Recommended Uses:Interior building product for drywall corner installationRestrictions on use: None identified1.3 Supplier:CertainTeed Gypsum, Inc.20 Moores RoadMalvern, PA 19355Web Site: CertainTeed Gypsum Canada, Inc. 2424 Lakeshore Road West, Mississauga, Ontario, CanadaL5J 1K4Web Site: 1.4 Emergency telephone number:In case of an emergency call Team-1 Environmental Services Inc.1-800-32 SPILL; 1-800-327-7455 (24 hrs)Section 2: Hazards Identification2.1 Classification:Not classified under any hazard classes.2.2 Label elements:Not classified2.3 Other hazards:Solid composite article.This SDS contains valuable information critical to the safe handling and proper use of the product. This SDS should beretained and available for employees and other users of this product.Section 3: Composition/Information on IngredientsChemical Name CAS No.Wt.%Contains no hazardous ingredientsSection 4: First Aid Measures4.1 Description of first aid measures:Inhalation: Get medical advice if you feel unwell or are concerned.Eye Contact: Gently brush product off the face. Do not rub eyes. Let the eyes water naturally for a few minutes. Look right and left, then up and down. If particle does not come out, rinse eye cautiously with lukewarm, gently flowing water for 5minutes or until particle is removed. If irritation persists get medical attention. DO NOT attempt to manually remove anything stuck to the eye.Skin Contact: If on skin, wash with plenty of water. If skin irritation or rash occurs get medical attention.Ingestion: Get medical advice if you feel unwell or are concerned.SAFETY DATA SHEET4.2 Most important symptoms / effects acute and delayed:Eye Contact: Particles from cutting may cause irritation as an abrasive in the eye.Skin Contact: Sharp edges may cut the skin.4.3 Indication of any immediate medical attention and special treatment needed:Not applicableSection 5: Firefighting Measures5.1 Extinguishing media:Use water and other extinguishing media appropriate to the surrounding fire conditions.5.2 Specific hazards arising from the product:Product is combustible if involved in a fire.Under fire conditions products of combustion may include sulfur oxides, carbon monoxide and carbon dioxide.5.3 Special protective equipment and precautions for fire-fighters:As for any fire, evacuate the area and fight the fire from a safe distance. Firefighters must wear full protective equipmentincluding self-contained breathing apparatus with chemical protection clothing.Section 6: Accidental Release Measures6.1 Personal precautions, protective equipment and emergency procedures:Wear gloves as needed to protect hands from sharp edges.6.2 Environmental precautions:Prevent releases into the environment.6.3 Methods and material for containment and cleaning up:Pick up or scoop spilled material and place in an appropriate container for re-use or disposal.Section 7: Handling and Storage7.1 Precautions for safe handling:Wear protective gloves as needed to protect hands from sharp edges.Normal and recommended cutting methods are the use of hand-held snips. Avoid sanding, grinding and cutting operations that generate dusts.7.2 Conditions for safe storage, including any incompatibilities:Store in dry condition, protected from weather and out of direct sunlight.Section 8: Exposure Controls / Personal Protection8.1 Control parameters:Occupational Exposure Limits: Consult local authorities for acceptable exposure limits.Ingredient ACGIH® TLV® U.S. OSHA PELParticles Not Otherwise Specified (PNOS)10 mg/m3 (inhalable);3 mg/m3 (respirable fraction)15 mg/m3 (total dust);5 mg/m3 (respirable fraction)Cellulose (paper fiber) 10 mg/m315 mg/m3 (total dust);5 mg/m3 (respirable fraction)SAFETY DATA SHEET8.2 Exposure controls:Engineering Controls: General ventilation is adequate for application of product in its original form. If airborne particulates are generated, monitor dust concentrations in air and provide local exhaust ventilation when any exposure guideline is exceeded.Eye/Face Protection: Not required but it is good practice to wear safety glasses.Skin Protection: Wear protective gloves as needed to prevent cuts.Respiratory Protection: When dust concentrations in air exceed the occupational exposure guidelines, always take the following precautions:•Wear a NIOSH approved dust respirator.•Maintain adequate ventilation and air circulation.•Warn others in the area.A respiratory protection program that meets the regulatory requirement, such as OSHA’s 29 CFR 1910.134, ANSI Z88.2 or CanadianStandards Association (CSA) Standard Z94.4, must be followed whenever workplace conditions warrant a respirator’s use. Section 9: Physical and Chemical Properties9.1 Information on basic physical and chemical properties:Appearance: Solid. Colored paper surface.Odor: OdorlessOdor threshold: Not applicablepH: Not applicableMelting point/freezing point: Not applicableInitial boiling point and boiling range: Not applicableFlash point: Not applicableFlammability: Not availableAuto-ignition temperature: Not applicableUpper/lower flammability or explosive limits: Not applicableEvaporation rate: Not applicableVapor pressure: Not applicableVapor density: Not applicableRelative density: Not availableSolubility (ies): Insoluble in waterPartition coefficient (n-octanol/water): Not applicableDecomposition temperature: Not availableViscosity: Not applicableSection 10: Stability and Reactivity10.1 Reactivity:Not reactive10.2 Chemical Stability:Stable at normal ambient and anticipated storage and handling conditions.10.3 Possibility of Hazardous Reactions:None known.10.4 Conditions to Avoid:Not available10.5 Incompatible Materials:None known.10.6 Hazardous Decomposition Products:None known.SAFETY DATA SHEETSection 11: Toxicological Information11.1 Likely routes of exposureSkin contact11.2 Acute toxicityInhalation: Data not available. None of the component substances are considered toxic or harmful by inhalation.Ingestion: Data not available. None of the component substances are considered toxic or harmful if swallowed.Skin: Component substances are not absorbed through the skin.11.3 Acute toxicity data:Acute Toxicology data are not available for this solid article.11.4 Skin corrosion / irritationData not available. Component substances are not considered to be skin irritants.11.5 Serious eye damage / irritationParticulates in the eye may cause irritation by mechanical action.11.6 STOT (Specific Target Organ Toxicity) – Single exposureData not available.11.7 STOT (Specific Target Organ Toxicity) – Repeated exposureData not available.11.8 Aspiration hazardDoes not meet criteria for classification for aspiration toxicity.11.9 Sensitization - respiratory and/or skinNot known to be a skin or respiratory sensitizer.11.10 CarcinogenicityNo ingredients of this product have been evaluated for carcinogenicity by the International Agency for Research on Cancer(IARC) or the American Conference of Governmental Industrial Hygienists (ACGIH®).11.11 Reproductive toxicityDevelopment of offspring: Data not availableSexual function and fertility: Data not availableEffects on or via lactation: Data not available11.12 Germ cell mutagenicityData not available11.13 Interactive effectsData not availableSection 12: Ecological Information12.1 Toxicity:Ecotoxicity data are not available.12.2 Persistence and degradability:Not available12.3 Bioaccumulative potential:Not available12.4 Mobility in soil:Not available12.5 Other adverse effects:Not availableSAFETY DATA SHEETSection 13: Disposal Considerations13.1 Disposal methods:Do NOT discharge into any sewers, on the ground or into any body of water.The required hazard evaluation of the waste and compliance with the applicable hazardous waste laws are the responsibilityof the user. Dispose of contents/container in accordance with local, regional, national and international regulations.Section 14: Transport Information14.1 UN NumberNot regulated by international transport regulations (IMDG, UN Model Regulations).14.2 UN proper shipping nameNot applicable14.3 Transport hazard class(es)Not applicable14.4 Packing groupNot applicable14.5 Environmental hazardsNot available14.6 Special precautions for userNot available14.7 U.S. Hazardous Materials Regulation (DOT 49CFR):Not regulated14.8 Canada Transportation of Dangerous Goods (TDG) Regulations:Not regulatedSection 15: Regulatory Information15.1 Safety, health and environmental regulations/legislation specific for the substance or mixture:USAOSHA:Not considered a hazardous chemical by the OSHA Hazard Communication Standard 29CFR1910.1200 (2012).TSCA Status:Substances are listed on the TSCA inventory or are exempt.CanadaWHMIS Classification:WHMIS 1988: Not controlled.WHMIS 2015: Not classified in any WHMIS hazard class.NSNR Status:Component substances are listed on the on the DSL or are exempt.SAFETY DATA SHEETRevision date:March 29, 2016References and sources for data:CCOHS, CheminfoRTECS, Registry of Toxic Effects of Chemical SubstancesNIOSH, Pocket Guide to Chemical Hazards.Manufacturer SDSs for the constituent products.Legend to abbreviations:ACGIH – American Conference of Governmental Industrial HygienistsGHS- Globally Harmonized System for Classification and Labeling.OSHA - Occupational Safety and Health AdministrationTLV - Threshold Limit ValueWHMIS – Workplace Hazardous Materials Information System.Additional information:Information listed is believed to be accurate but not warranted or guaranteed.。
ITW_集团Brochure
今天，在中国市场，ITW比以往任何时候都 要强大。我们在大陆拥有45个业务部门以及 近5000名员工并持续为客户提供高质量的 产品和解决方案，我们各个部门的员工，在 ITW全球大家庭中，都是‘闪耀新星’。
值我们在华15周年来临之际，作为业务遍及 中国乃至全球的广泛领域的最大工业制造企 业之一，我们的营业收入和员工人数呈指数 级增长，并对目前这一市场地位颇感自豪。
作为全球性的多元化生产企业，我们涉足诸 多工业领域，业务遍及中国以及全球市场， 我们的营业额和员工数量飞速增长，值此跨 入中国市场十五周年之际，我希望与大家分 享我无比强烈的自豪感。
伊利诺伊工具制造公司（纽约证券交易 所代码：ITW）是一家拥有近百年的历 史的多元化的制造企业，通过提供专业 知识、创新思维和增值产品来满足不同 行业客户关键需求。ITW在57个国家拥 有800多个分散在各地的业务部门，员 工总数约6万人。在这些人才中许多人 都掌握专门的工程或科学知识，他们为 我们的全球创新领导地位各尽其职。让 我们引以为豪的是，目前我们在全球拥 有或正在申请的专利数量已经超过了1 万9千项。
我们的工业产品组合包括汽车、建筑、工业 包装、焊接、测试和测量、食品设备、消费 包装、表面装饰、聚合和流体化工等。由于 ITW的组织结构考虑了当地的决策流程和企 业管理，因此我们的业务部门都能够以最大 的灵活性和最快的响应速度，在本地市场执 行以客户为中心的商业解决方案。
我们涉足的行业包括汽车、建筑、工业包 装、焊接、测试和测量、食品设备、日用包 装、表面装饰、聚合和流体化工等。我们的 组织架构支持本地决策和企业管理，在本土 市场，我们坚持执行“以客户为中心”的解 决方案，我们业务部门能够以最大的灵活性 和最快的速度针对客户以及市场所需作出反 应。
Association of State Highway and Transportation
NCHRP Web Document 41 (Project SP20-24[11]): Contractor’s Final ReportPhase I ReportTask 1 of 3: Synthesis ofAsset Management PracticePrepared for:National Cooperative Highway Research ProgramTransportation Research BoardNational Research CouncilSubmitted by:Cambridge Systematics, Inc.Cambridge, MassachusettswithParsons Brinckerhoff Quade and Douglas, Inc.Roy Jorgensen Associates, Inc.Paul D. ThompsonFebruary 2002ACKNOWLEDGMENTThis work was sponsored by the American Association of State Highway and Transportation Officials (AASHTO), in cooperation with the Federal Highway Administration, and was conducted in the National Cooperative Highway Research Program (NCHRP), which is administered by the Transportation Research Board (TRB) of the National Research Council.DISCLAIMERThe opinion and conclusions expressed or implied in the report are those of the research agency. They are not necessarily those of the TRB, the National Research Council, AASHTO, or the U.S. Government. This report has not been edited by TRB.NCHRP Project 20-24(11)Task 1 – Synthesis of Asset Management Practice ForewordState transportation officials at all levels face the task of managing a wide range of assets to meet public, agency, and legislative expectations. These assets include the physical transportation infrastructure (e.g., guideways, structures, and associated features and appurtenances) as well as other types of assets: e.g., an agency’s human resources, finan-cial capacity, equipment and vehicle fleets, materials stocks, real estate, and corporate data and information.Recognizing its growing importance to transportation agencies worldwide, the American Association of State Highway and Transportation Officials (AASHTO) in 1998 adopted transportation asset management as a priority initiative. At that time a Task Force was formed to develop and implement a Strategic Plan for the Task Force on Transportation Asset Management 2000-2010. To respond to several tasks in this Strategic Plan, the National Cooperative Highway Research Program (NCHRP) awarded Project 20-24(11) toa study team headed by Cambridge Systematics, Inc. The goal of this NCHRP project is todevelop information on transportation asset management and to apply these findings in producing a Transportation Asset Management Guide for use by AASHTO members and other transportation agencies. The Guide will help agencies to develop and apply the principles, techniques, and tools that can advance the management of their transportation assets.The overall management framework that has been developed in this study is flexible enough to be adapted and refined for use with, respectively, each type of transportation agency asset listed above. To develop the depth as well as breadth of material needed to build a meaningful first-edition Transportation Asset Management Guide, however, the scope of this study has focused on the particular set of assets that constitutes an agency’s physical transportation infrastructure. This concentration enables asset management principles, methods, examples, and research recommendations to be developed in a con-crete, practical, and understandable way. It facilitates comparisons with corresponding work by transportation agencies overseas and by the private sector, which have for the most part adopted a similar scope in their studies. It provides a specific frame of reference within which differences among state departments of transportation (DOTs) can be addressed by particular business management models, approaches, and procedures.This study therefore interprets transportation asset management as a strategic approach to managing physical transportation infrastructure. Transportation asset management in this context promotes more effective resource allocation and utilization based upon qual-ity information. This concept covers a broad array of DOT functions, activities, and deci-sions: e.g., transportation investment policies; institutional relationships between DOTs and other public and private groups; multimodal transportation planning; program development for capital projects and for maintenance and operations; delivery of agency programs and services; and real-time and periodic system monitoring. All of these man-agement processes have important implications for an agency’s attainment of its goals in public policy, financial resource availability, engineering standards and criteria, mainte-nance and operations levels of service, and overall system performance.NCHRP Project 20-24(11)Task 1 – Synthesis of Asset Management PracticeA number of support activities are involved as well. Information technology can informmany of these management processes, and agencies have already expended considerable sums to develop asset management systems, databases, and other analytic tools. These systems must, however, complement the decision-making processes and organizational structures of individual agencies if they are to operate effectively and support good asset management at all organizational levels. Effective communication of information on asset management between an agency and its governing bodies, stakeholders, and customers is likewise critical to success.The objectives of this study are to gather information on asset management practices in the U.S. and overseas, develop a framework for transportation asset management, and apply this framework to produce the Transportation Asset Management Guide.The study is organized in two phases:• Phase I encompasses information gathering, framework development, and recommen-dation of a research program; and• Phase II deals with production of the Guide.Work to date has completed Phase I. The products of Phase I have been issued in three separate volumes:• Task 1: A synthesis of current information and practices in asset management;• Task 2: A comprehensive framework for transportation asset management to provide the framework for development of the Guide; and• Task 3: A prioritized program of research in asset management.This report constitutes the first volume above, providing a synthesis of current practice.Agencies worldwide have studied asset management concepts and techniques for several years to see how they apply to transportation and other civil infrastructure. Several transportation and public works agencies overseas have already developed handbooks and references describing asset management and its applications. The Organization for Economic Cooperation and Development (OECD), representing countries with advanced economies in North America, Europe, Australia, and Asia, has recently conducted a study of its member nations to document current asset management practices. Within the U.S., AASHTO and the Federal Highway Administration (FHWA) have co-sponsored a series of national workshops. These workshops have explored “what is asset management?”and identified how practices and techniques applied in public- and private-sector organi-zations can apply to transportation specifically. AASHTO’s Strategic Plan for the Task Force on Transportation Asset Management outlines several goals, strategies, and tasks to nurture and promote transportation asset management among member agencies over a 10-year period. The FHWA has organized an Office of Transportation Asset Management and produced a Primer that describes relevant concepts, practices, and tools.State departments of transportation (DOTs) have also begun to consider how asset man-agement can apply to their management and decision processes. Some agencies have undertaken formal studies of where asset management can improve their practices andNCHRP Project 20-24(11)Task 1 – Synthesis of Asset Management Practice information, and have developed asset management plans to coordinate actions long-term. Other DOTs may not have produced a formal plan; they have, however, identified goals, business and decision processes, management systems, and organizational respon-sibilities that can improve their “way of doing business” and thereby advance their trans-portation asset management approaches.This report summarizes this state of practice in asset management and its application to transportation infrastructure. It reviews work by national, state, and provincial transpor-tation agencies and professional associations in the U.S. and overseas, and related studies by international organizations. It also describes private-sector asset management approaches that are used in selected industries, to identify principles and practices that may have value in public-sector applications. This information will provide background to development of the Transportation Asset Management Guide in Phase II of this study. An important finding of this synthesis is that while good asset management is guided by a set of basic principles of good practice, state DOTs differ significantly in the types of asset management challenges that they face. Their asset management focus and the specific techniques that may be of most value must be tailored to their institutional, organiza-tional, financial, technological, and managerial settings.NCHRP Project 20-24(11)Task 1 – Synthesis of Asset Management PracticeThis page intentionally left blank.NCHRP Project 20-24(11)Task 1 – Synthesis of Asset Management Practice Table of ContentsSummary......................................................................................................................... S-1S.1 Introduction............................................................................................................S-1S.2 Transportation Asset Management in the U.S...................................................S-2 National Organizations.........................................................................................S-2State Transportation Agencies..............................................................................S-2 S.3 International Experience.......................................................................................S-3S.4 Private Sector Experience......................................................................................S-5S.5 Concluding Observations.....................................................................................S-51.0 Introduction.................................................................................................................... 1-11.1 Purpose.................................................................................................................... 1-11.2 Definitions...............................................................................................................1-21.3 Outline of Report....................................................................................................1-52.0 National Experience...................................................................................................... 2-12.1 Asset Management Executive Workshops.........................................................2-12.2 Organizational Initiatives.....................................................................................2-32.3 FHWA Asset Management Primer......................................................................2-53.0 State DOT Practice........................................................................................................ 3-13.1 Overview.................................................................................................................3-13.2 Improved Planning, Programming, and Monitoring........................................3-2Strategic View of Transportation System...........................................................3-2Performance-Based Planning and Programming..............................................3-4Executive-Level Program Review........................................................................3-5Performance Measures..........................................................................................3-5Proactive Risk Reduction......................................................................................3-63.3 Better Information and Analytic Capabilities....................................................3-7Surveys of State Practice.......................................................................................3-7Next-Generation Management and Data Systems............................................3-9Other New System Developments......................................................................3-103.4 Transportation Operations Strategies.................................................................3-103.5 Organizational Practices........................................................................................ 3-113.6 Institutionalizing Asset Management Statewide...............................................3-123.7 GASB 34 Reporting Compliance..........................................................................3-134.0 International Experience.............................................................................................. 4-14.1 Overview.................................................................................................................4-14.2 Organization for Economic Cooperation and Development...........................4-1Overview................................................................................................................. 4-1Definitions and Concepts......................................................................................4-2NCHRP Project 20-24(11)Task 1 – Synthesis of Asset Management PracticeTable of Contents(continued)Implementation of Asset Management...............................................................4-2Asset Management Development Model...........................................................4-44.3 Australia and New Zealand.................................................................................4-5Austroads................................................................................................................ 4-5Transit New Zealand.............................................................................................4-6International Infrastructure Management Manual...........................................4-94.4 Transportation Association of Canada................................................................4-13Primer...................................................................................................................... 4-13Study Report...........................................................................................................4-154.5 United Kingdom: English Highways Agency...................................................4-174.6 Government of Victoria Asset Management Series..........................................4-18Definition................................................................................................................. 4-18Asset Management Framework...........................................................................4-18Asset Management Guidance...............................................................................4-18Asset Management Catalogue..............................................................................4-194.7 Asset Management in a Competitive Environment..........................................4-194.8 Auckland................................................................................................................. 4-205.0 Private Sector Experience............................................................................................. 5-15.1 Nature of Review...................................................................................................5-15.2 Summary of Findings............................................................................................5-15.3 General Public versus Private Comparisons......................................................5-25.4 Industry and Company Backgrounds.................................................................5-3Automotive Industry.............................................................................................5-3Banking Industry....................................................................................................5-4Ocean Shipping Industry......................................................................................5-5Railroad Industry...................................................................................................5-65.5 Practices Applicable to Asset Management.......................................................5-7High Value of Time................................................................................................5-7Alignment between Actions and Goals..............................................................5-7Employee Incentives..............................................................................................5-9Program, Budget, and Procurement Flexibility.................................................5-9Management Strategy Tied to Asset Criticality.................................................5-10Asset Valuation......................................................................................................5-11Importance of Preventive Maintenance..............................................................5-11Outsourcing............................................................................................................ 5-12Tradeoff Analyses..................................................................................................5-13Electronic Data Collection.....................................................................................5-14Clear Asset “Ownership”...................................................................................... 5-14Risk Management...................................................................................................5-14NCHRP Project 20-24(11)Task 1 – Synthesis of Asset Management Practice Table of Contents(continued)6.0 Conclusion...................................................................................................................... 6-16.1 State of Asset Management Practice....................................................................6-16.2 Challenges to Asset Management Implementation..........................................6-2Institutional Challenges........................................................................................6-3Technical Challenges.............................................................................................6-3 References....................................................................................................................... R-1NCHRP Project 20-24(11)Task 1 – Synthesis of Asset Management PracticeThis page intentionally left blank.List of Tables1.1 Definitions of Transportation Asset Management....................................................1-33.1 Results of Asset Management Surveys........................................................................3-8 List of Figures2.1 FHWA’s Generalized Asset Management System Components.............................2-64.1 OECD’s Asset Management System Process..............................................................4-34.2 Infrastructure Manual’s Total Asset Management Process......................................4-104.3 TAC Asset Management Framework..........................................................................4-164.4 Victoria’s Integrated Approach to Asset Management............................................4-19Summaryn S.1 IntroductionThis report presents a synthesis of current practice in asset management. It reviews cur-rent approaches by transportation agencies and other organizations in the U.S. and over-seas, and examples from selected private industries for comparison.Several trends have driven a growing interest in transportation asset management in the U.S. These include a transition from a period of major construction to one focusing more on operations and maintenance, increasing demands on transportation systems, con-tinuing constraints on resources, and financial reporting standards for infrastructure assets. The need to assess tradeoffs in resource allocation and utilization decisions is becoming more evident in several areas: e.g., among competing modes, between system preservation and improvement or expansion, across transportation program categories, and between preventive and corrective work.Several organizations in the U.S. and overseas have conducted asset management studies in transportation and other public works. While a number of definitions of asset man-agement have been proposed, they have certain themes in common:• Asset management adopts a comprehensive view of physical assets, embodying all classes of infrastructure that are addressed in an agency’s programs.• Asset management considers the entire life-cycle of an asset from initial acquisition through maintenance, operations, and renewal, and to abandonment if needed.• Asset management entails a systematic analysis of asset needs and recommended allo-cations of resources to address these needs.• While it depends upon information technology, asset management represents more than simply an integration of existing management systems.• Asset management combines engineering principles with economic methods and sound business and decision processes. It seeks economic efficiency and cost-effectiveness in its outcomes.• Asset management seeks to make the best use of existing processes and tools, and to build upon them rather than duplicate them.Many agencies today already routinely engage in a number of practices that potentially can contribute to good asset management. This report acknowledges the potentially widespread understanding, if not application, of these activities: e.g., the definition of performance measures, use of management systems and information, and adoption ofNCHRP Project 20-24(11)Task 1 – Synthesis of Asset Management Practiceperformance-based planning and programming procedures. However, rather than docu-menting each instance of these types of approaches, the focus is on how they can be com-bined or enhanced to improve asset management practice more strategically: e.g., the capability to merge data and systems to obtain a more holistic view of asset condition and performance, and the embodiment of planning and programming procedures within a policy-driven, customer-oriented framework.n S.2 Transportation Asset Management in the U.S.National OrganizationsThe American Association of State Highway and Transportation Officials (AASHTO) and the Federal Highway Administration (FHWA) have played leadership roles in building an awareness of transportation asset management throughout the U.S. transportation com-munity. These organizations co-sponsored a series of executive workshops or seminars on the subject to help formulate and crystallize key ideas and action steps needed to begin developing an approach to transportation asset management in the U.S. National work-shops were held in Washington, D.C., in 1996; at Rensselaer Polytechnic University in 1997; and in Scottsdale, Arizona, in 1999.Recognizing the growing importance of asset management to transportation agencies worldwide, AASHTO in 1998 formed a Task Force on Transportation Asset Management.This Task Force developed a 10-year Strategic Plan outlining goals, strategies, and tasks needed to implement transportation asset management within the U.S. This NCHRP study responds to a number of the tasks in this Strategic Plan.The Federal Highway Administration (FHWA) has created an Office of Asset Management to provide leadership in, and serve as an advocate for, more systematic management of highway infrastructure as a public investment. This office plays a strong role in promoting system preservation, management tools such as pavement management, bridge management, and applications for economic analysis of system investments, new technology, and outreach and partnering activities. It works with the public and private sector and academia to conduct nationwide programs in asset management.In 1999, the FHWA Office of Asset Management developed an Asset Management Primer to build a foundation for discussion throughout the FHWA and among other interested parties regarding asset management. This document was an early and effective mecha-nism to structure and communicate ideas regarding transportation asset management as it applied to U.S. transportation organizations.Other national organizations such as the American Public Works Association (APWA), the Civil Engineering Research Foundation (CERF), the National Science and Technology Council (NSTC), and the Transportation Research Board (TRB) have formed task forces and/or sponsored research and workshops on asset management. Several universities have established programs to provide educational and academic research services in sup-port of asset management.NCHRP Project 20-24(11)Task 1 – Synthesis of Asset Management Practice State Transportation AgenciesSite visits were made to departments of transportation (DOTs) in Arizona, California, Colorado, Michigan, New York, Pennsylvania, and Washington State. The purpose of these visits was to obtain examples of current asset management practice and to discuss with key managers the objectives, approaches, and priorities with which they anticipated pursuing asset management in the future. Some of these DOTs have begun to develop their own asset management plans; others have undertaken management innovations that, while not necessarily part of a formally adopted asset management approach, are nonetheless interesting examples of ways in which asset management practice can be improved.It is clear from the DOT interviews that there is no single, “correct”approach to asset management. Rather, the practice must be evaluated in the context of several factors affecting the agency’s infrastructure and its management principles and culture. The types of advances that practices in these agencies illustrate include the following:• Improved planning, programming, and monitoring:− Strategic view of transportation systems;− Performance-based planning and prioritization;− Executive-level program review;− Performance measures; and− Proactive Risk Reduction.• Better information and analytic capabilities (i.e., management and data systems);• Transportation operations strategies;• Organizational practices;• Institutionalizing asset management statewide; and• GASB 34 reporting compliance.n S.3 International ExperienceAsset management has been studied by transportation and public works organizations overseas for several years. Detailed methodological handbooks and reports have been produced, for example, by different levels of government and industry groups in Australia, and by New Zealand and Canada. Other countries, states, provinces, or cities have taken steps to improve individual aspects of asset management, even if these are not yet part of a comprehensive plan. This report reviews asset management documents from the following international sources, summarizing the definitions, concepts, procedures, and techniques as they are presented in each source.。
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Performance Based Winter Maintenance Operations Decision Making Leland D. Smithson, PE SICOP Coordinator American Association of State Highway and Transportation Officials
Paper prepared for presentation at the Measuring Performance Indicators For Decision-making in Winter Maintenance Operations Session
Of the 2004 Annual Conference of the Transportation Association of Canada Québec, City, Québec ABSTRACT Measuring performance for winter maintenance operations decision-making is a multi-disciplinary process. It involves both earth and atmospheric sciences, multifaceted application of physics and chemistry and effective communication of roadway and weather conditions into the motor vehicle operator’s decision-making process. The global aspects of winter maintenance operations call for an integrated systems approach combining the skills of the meteorologists, operations personnel and motorists.
The first section of this paper will briefly outline the nexus of the basic research in the Strategic Highway Research Program, which provided the foundational approach for introducing advanced road weather information equipment and data into the winter maintenance operations process and document the successful implementation of the technology. It will also examine the education and training processes used to change a workforce culture from a reactive winter maintenance response to a proactive/systematic approach that has raised level of service, reduced cost and lessened the negative impact to the environment. Performance indicators will be illustrated and training investments quantified and explained.
The second section of the paper will discuss progress being made in field testing a maintenance decision support system which utilizes computer applications of treatment strategy algorithms to assist operation decision makers in optimizing treatment solutions. Rapid computer iterations assist the decision maker faced with quick developing or changing winter storms.
The third section of the paper will explore Intelligent Transportation System (ITS) application opportunities for informing motorists of current and forecasted road-weather conditions. Current usage will be documented as well as how the information will likely assist motorists within the next few years with their trip making decisions to improve both mobility and safety. PERFORMANCE BASED WINTER MAINTENANCE OPERATIONS DECISION MAKING
Background Safe, reliable, all weather, every season mobility continues to be the demand of the motoring public. Meeting these demands posses unique problems for winter maintenance operations personnel and the motoring public. Winter maintenance operations decision-making is a multi-disciplinary process. It involves both earth and atmospheric sciences for maintenance operations and effective communication of roadway and weather conditions into the motor vehicle operator decision-making process. The global aspects of winter maintenance operations call for an integrated systems approach combining the skills of the meteorologists, operations personnel and the motorist.
Foundational Research Background During the past decade, research has made great strides in providing new materials, methods and equipment for improving the winter maintenance and safety of transportation facilities. Topping the list of accomplishments is the way state and local governments are approaching snow and ice control operations. The state of the art has moved from reactive snow and ice control (initiating operations after the snow or ice begin to form) to a focus on proactive snow and ice control (beginning operations before the storm to prevent the bonding of ice or snow pack to the pavement).
Acquiring the Knowledge The Strategic Highway Research Program (SHRP) began the process in 1988 with major investigative works on 1) Road Weather Information Systems (RWIS) and 2) Anti-icing (AI) operations (References 1 & 2). Due to the very short time span of the program (5 years) the major resources were directed to accomplishing the research and very little effort was spent on technology transfer and implementation. The feeling was that the state and local agencies would see the good in the research and simply adopt it.
An International Winter Technology Scanning Tour program followed the sunset of SHRP (Reference 3). This 1994 winter maintenance operations scan of Japan, Germany and Austria provided new knowledge about how other countries were utilizing RWIS, advanced material applications, and improved equipment design.