本科生 毕业设计英文翻译

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库存控制的编制角度分析：理论和案例研究

作者：Leonieke G. Zomerdijk*, Jan de Vries

摘要

库存控制在物流领域得到了深入讨论。现今，许多观念和技术都可以有效地控制库存。例如许多随机模型被用来确定订购数量、技术预测需求还有不同的ABC分析法。显而易见，这些观念和技术的理论背景都显示出了大量的相似之处：他们都源于运营管理学和运筹学。尽管这些观念有着可用价值，但是这种片面的方法在实践中有着他自身的局限性。在这篇文章中，我认为在处理实际的库存控制的问题时要采取更为全面的思考。首先，就是要形成一种编制角度的库存控制。这个观点的中心思想库存编制环境的重要性。这就意味着除了传统的注意事项，订单数量和补货策略以及其他方面也需要注意。例如：职责的分配，库存管理权利的分配，库存信息的质量和相关的决策过程等等。这些情境因素以及传统因素形成了一个用于解决实际库存控制问题的框架图。而这个框架图的其中一个主要特征就是在分析和重新设计库存情况时事非常有用的。其次，这篇文章描述了一个研究结果的案例，而这个案例是关于从应用程序的编制视角来解决实际库存控制问题。案例研究的中心问题时非洲传教士航空组织的备件库存。案例研究表明：该编制视角在处理库存控制问题上市非常有用的。这表明：库存编制环境尤其是有关人员的职责和权利是正确理解库存控制问题的必要条件。此外，这也说明编制视角导致了一个更合适的设计。

关键词：案例研究，库存控制，编制角度

1.前言

在过去的几十年里，库存控制一直是许多论文的热门话题。它也可以当之无愧的被叫做运营领域的精华。因此，大量的观念和技术都可有效地控制库存。例如，随机模型来确定订购数量、技术预测需求以及不同类型的ABC分析。近来，管理系统，如制造资源计划（MRP）和企业资源规划（ERP）已被添加进入这一系统，然而，大多数这些计划都有着相似的理论背景，运营管理和运营研究。这就意味着这些观念和技术主要基于数学的假设和建模的库存情况。虽然这种方法建立的库存控制已被证明在确定库存参数和规划资源上是很有价值的，而其价值就在于能够质疑在处理实际库存控制时出现的问题。例如：普罗素（Plossl）和韦尔奇（Welch）认为许多企业利用库存控制技术来工作但库存并没减少。另一方面，许多企业即使没有利用这些观念和技术也可以在管理总库存投资方面做得很好（Plossl and Welch, 1797, p.26）。此外，如今许多学者认为许多定量方法领域的运营管理学和运筹学不足以应付今天编制的复杂性（如：Hayes, 1998; Lovejoy, 1998; Machuca,1998）。这些学者在运营管理问题上支持一个更为广泛的范围，包括定性方面和在一个编制中有着其他功能领域的联系。因此，这就需要一个库存控制的扩展视图。

在本文中，我们认为在处理库存控制问题时采取编制库存环境是非常重要的。这就意味着除了传统的注意事项，如订单数量和补货策略，环境方面也需要注意。例如：职责和库存管理权限的分配、库存信息的质量和相关的决策过程。这些环境因素以及传统因素都可以在库存控制方面形成一个编制的视角。所以，这篇文章的主题就是这个编制视角的形成和实际应用。

文章结构如下：首先，形成一个编制视角，为此，就需要研究编制库存环境来确定库存控制的各个方面；其次，提出一个框架图以应用编制视角来解决实际库存控制问题；然后，介绍一个已经应用了编制视角的案例的研究方法。而且该案例与非洲传教士航空组织的备件库存有关。第四部分，从案例研究中得出结论。而这个结论就是运用编制环境视角能是人们更好地理解问题，而且能够重新设计一个更适合的库存情况；最后一部分总结全文。

2.库存控制的编制视角

在运营管理学和运筹学中可以找到关于库存控制的许多观点。传统上，有些人关注三个方面：订单数量、订购区间和库存控制系统，而且他们被公认为在库存控制中扮演着重要的角色。比如说：Plossl(1985)和Silveretal(1998)。第一个方面关注于订单数量或者订购多少。为了确定经济订货量，一些相关库存成本发挥着一定的作用，如订购成本和库存成本。第二个方面与订购区间或者订购时间有关。考虑到这一点，需求量和更换规模的过程是非常重要的。最后，第三个方面就是库存管理系统。然而，一般常见与系统控制有关的主题就是ABC分类和信息系统。这三个方面代表了传统的库存情况，此外，这三个方面还被认为是提高库存控制的起点。过去的二十年间，随着运营管理学的发展和成熟，一些新观念已经被添加到库存控制的主题中。这些管理主题包括MRP，即JIT和ERP （Hayes, 1998; Leschke, 1998）。尽管近期的这些观点有着更多的定性性质，但是他们与以前的观点一样在库存控制当面都有着片面性。事实上，大多数观点对大多数库存处在同一个环境中这一事实关注很少或者根本不关注。

从实用的观点来看，不能忽视库存的环境设置，许多同处于一个编制环境的其他几个因素在库存控制中起着一定的作用。一般来说，这些因素是在运营管理学和运筹学之外但是还是要被考虑到这些领域之内。大多数因素与环境整合库存和信息流动有关。一个显著的例子就是库存管理职责和权限的分配。例如当企业中如果没有人负责库存或者负责人没有足够的权力时就很容易出现库存控制问题。同样的，一个缺乏控制的高库存可能是不正确的库存记录的结果或者是记录系统操作失误的结果。因此，编制环境库存也包括其他几个可以影响库存控制的方面。

为了能够辨别库存编制环境的重要几个方面，它可以分为四个维度：分配任务、决策过程、沟通过程和工作人员。首先，分配任务是库存编制环境的一个重要的维度。根据洛夫乔伊（1998）所说，这个维度应该是运营管理问题上的部分问题，而在这方面的相关特征是负责库存管理人员数量、他们的作用及其在企业中的职位。另一个相关特征就是责任与当局之间的分配。这些特点中的每一个特点都有可能会影响库存控制的有效性。

其次，编制理论表明：决策过程会形成一个重要的编制维度（如，Daft, 1998）。就像其他编制领域，许多库存管理的决策是从年度战略到日常活动的运营决策产

生的。因此，这些决策就会影响最终的库存控制。此外，库存控制的有效性取决于库存决策方式之间的相互关系。例如，很明显，由于错误信息而形成的矛盾的决定或者决策会影响库存控制的有效性。

然后，沟通过程代表编制库存环境的另一个维度。正如编制行为学家所强调的，沟通是所有编制操作的关键环节（如，格林伯格和巴伦，1993；罗宾斯，1993）。在这方面，考虑到库存控制沟通过程的影响是非常重要的。例如：转发的库存信息、信息质量和商品的反馈都对库存控制的有效性有重大影响。

第四个也就是最后一个编制环境维度库存控制工作人员的行为。自从霍桑三四十年代的实验之后，人们普遍认识到社会各方面影响影响编制的功能（德赛尔，1988；保罗，1994）。洛夫乔伊（1998）指出人类的行为不应该在运营管理问题上被忽略。事实上，社会各方面都可以影响库存控制的有效性。例如，冲突可能会妨碍人们传递重要的库存信息。此外，权力可以阻碍库存的决策过程。同样，奖赏制度、不确定性以及不适当性都会影响库存任务的执行。因此，不仅要考虑到任务分配、决策过程和沟通过程等正面方面，还要考虑到行为和潜在因素的非正面方面，这一点是非常重要的。

因此，在库存控制中扮演着重要角色的四个维度应该加以识别。所以在处理库存控制的实际问题时应该考虑到这些维度，以及运营管理学和运筹学的其他注意事项。由此产生一个叫做库存控制的编制透析。而且，它有两个重要的特征。首先，库存控制这一观点着重于多样的观点。这就意味着不再只是关注于订单数量、订购区间和库存控制系统。而且，从属于编制理论和编制行为的其他方面的库存控制也会得到关注。其次，库存控制这一观点是从一个综合的观点切入的。这不仅意味着许多库存控制的不同方面得到了讨论，而且不同维度之间的相关性也得到了广泛关注。这是至关重要的一个方面。因为就是这个相关性最终决定着实际情况中库存控制的有效性。例如，适当的补货策略可以抵消不恰当的责任分配带来的弊端。同样，不良的行为也可能阻碍决策和沟通过程。相关性的缺乏很容易导致利益冲突。因为众所周知，编制人员参与销售、生产和财务等不同的库存控制。（Plossl, 1985; Silver et al, 1998）。因此，需要注意几个维度在库存控制方面的相互反应，而不是各自的传统方面或者交流过程。本文的下一部分将呈现一个框架图，而这个框架图可应用于编制视角来解决实际的库存控制问

题。

3.集成框架图

事实上，就业的库存控制编制视角可以通过图2很好的展示出来。该框架图显示出了一个更能接近实际的库存控制问题的方法，它是基于一个基本的控制回路来显示底层解决问题的过程。一般来说，解决一个问题的起点是一个执行预先设定的标准以下的库存系统，在许多情况下，这些预先设定的标准时根据成本定义的。例如，一些有关成本的“性能”的库存系统是存储成本、缺货成本、订货正本和过时成本。然而，库存系统的性能是指不仅仅是明确定义的成本的标准。实际上，存货管理的主要目的是为了促进供求关系的平衡。所以任何表明不平衡的供求关系也可能指的是表现不佳的库存系统。这儿有些例子症状就是（生产）计划过程的不稳定性，加急订单的出现和低效运行的生产设备。在许多情况下，一个偏离轨道的库存系统会激活一个库存系统的识别功能，而这个库存系统的许多方面都得到了研究。然后，这个识别功能能够重新设计一个新的库存系统。在这个框架图中，有一些指南识别和与设计阶段相呼应的库存控制编制视角的应用程序。首先，应用编制在解决一个库存控制的问题上在一定程度决定了编制的识别过程。这一阶段的目标就是在库存情况上达到一个清晰的认识，在库存控制问题的原因上达到一个全方面的了解。为此，库存系统需要被描述和分析。描述一个库存系统是获得一个全面的描述库存系统的重要步骤。最后的结果应该包括两个方面的详细描述：库存控制和编制环境的库存系统。这样是为了确保那些参与了库存控制问题的大量因素都包含在这个描述之中。因此，第一个应用于实际库存控制的编制视角的指南通过关注任意一个已经确定了参与库存控制的维度就能描述出这样一个库存系统。对描述这样一个库存系统是非常有用的。此表呈现了一个传统方面的详细阐述、任务分配、决策过程、交流过程和库存控制的行为。每个维度分为相关方面和特点方面。虽然列出的这些特点不是面面俱到的，但是它是由一个将在库存情况方面形成相当完整的洞察力而组成的。

An organizational perspective on inventory control:

Theory and a case study

Abstract

Inventory control is a well-covered area in literature. Nowadays, many concepts and techniques are available for effectively controlling inventories. Eminent examples are stochastic models to determine order quantities, techniques for forecasting demand and different kinds of ABC analysis. Remarkably enough, the theoretical backgrounds of these concepts and techniques show a great deal of similarity: they all stem from the field of operations management and operations research. Despite the value of the available concepts, such a one-sided approach has its limitations in practice. In this article it is argued that it is important to take a broader view when dealing with practical inventory control problems. First of all, an organizational perspective on inventory control is developed. The main idea behind this perspective is the importance of the organizational context of inventories. This means that in addition to the traditional points for attention, such as order quantities and replenishment strategies, other aspects need attention as well. They are, for example, the allocation of responsibilities and authorities regarding inventory management, the quality of inventory information and the relevant decision-making processes. These contextual factors as well as the traditional factors are mapped out and integrated into a framework to be used in solving practical inventory control problems. One of the main features of the framework is that it is useful in both analyzing and redesigning an inventory situation. Secondly, this article describes the results of a case study regarding the application of the organizational perspective to a practical inventory control problem. The in Africa. The case study shows that the organizational perspective on inventory control is very helpful in dealing with inventory control problems. It is illustrated that taking into account the

organizational context of inventories, especially the responsibilities and authorities of the persons concerned, is a necessity to accurately understand inventory control problems. In addition, it is illustrated that the organizational perspective leads to a more appropriate redesign.

1. Introduction

During the last few decades inventory control has been the topic of many publications. It may fairly be called one of the classics in operations literature. As a result, a large collection of concepts and techniques is available for effectively controlling inventories. There are for example stochastic models to determine order quantities,techniques for forecasting demand and different kinds of ABC analysis. Recently management systems such as manufacturing resource planning(MRP) and enterprise resource planning (ERP)have been added. However, most of these contribution shave similar theoretical background: the field of operations management and operations research. This means the concepts and techniques are mainly based on mathematical assumptions and modeling inventory situations. Although this established approach to inventory control has proved to be very valuable in determining inventory parameters and planning resources, its value can be questioned in dealing with practical inventory control problems. Plossl and Welch for instance state that many firms have inventory control techniques working but they are not reducing inventories. On the other hand, some others are doing a fine job of managing the total inventory investment even without these tools (Plossl and Welch, 1979, p. 26). In addition,nowadays’ authors realize that many of the quantitative methods from the field of operations management and operations research are insufficient to cope with today’s organizational complexity(e.g.Hayes,1998;Lovejoy, 1998; Machuca,1998). These authors favor a broader scope on operations management issues,

including qualitative aspects and linkages with other functional areas in an organization. Therefore, there seems to be a need for an extended view on inventory control.

In this article we argue that it is highly important to take the organizational context of inventories into account when dealing with inventory control problems. This means that in addition to the traditional points for attention, such as order quantities and replenishment strategies,contextual aspects need attention as well.They are for example the allocation of responsibilities and authorities regarding inventory management,the quality of inventory information and the relevant decision-making processes. These contextual factors as well as the traditional factors can be integrated into an organizational perspective on inventory control. The development and practical application of this organizational perspective are the main topics of this article.

The article is organized as follows. First, the organizational perspective on inventory control is developed. To that end, the organizational context of inventories is investigated to determine aspects that play a part in inventory control. Second, a framework is presented to facilitate the application of the organizational perspective to practical inventory control problems. The third section of this article describes the research methodology of a performed case study in which the organizational perspective has been applied. The case study regards the spare parts inventory of a missionary aviation organization in Africa. Fourth, the results following from the case study are presented. It can be concluded that taking the organizational context of inventories into account leads to a better understanding of the problem and to a more appropriate redesign of the inventory situation. The final section of this article summarizes the conclusions.

2. An organizational perspective on inventory control

Within the area of operations management and operations research many contributions regarding inventory control can be found. Traditionally they focus on three topics that are widely recognized to play an important part in inventory control: order quantities, order intervals and inventory control systems. See, for example, Plossl (1985) and Silveret al. (1998). The first topic regards order quantities or how much to order. In order to determine economic order quantities, several costs associated with inventories play a part, such as ordering costs and inventory carrying costs. The second topic regards the order interval or when to order. In this respect demand and lead-time processes are important. Finally, the third topic regards the inventory control system. Common subjects concerning systems for controlling inventories are ABC classifications and information systems. These three aspects represent the traditional characteristics of an inventory situation. In addition, they are considered to be starting points for improving inventory control. Over the past two decades, as the field of operations management has developed and matured, several new concepts have been added to the list of relevant inventory control topics. These more management-oriented topics include MRP, just-in-time (JIT) and ERP (Hayes,1998; Leschke, 1998). Although these recent contributions have a more qualitative nature, they show the same one-sided scope on inventory control as the previous contributions. In fact,most contributions pay little or no attention to the fact that the majority of inventories are situated in an organizational context.

From a practical point of view it seems that the organizational setting of inventories should not be disregarded. Being situated within an organizational context several other factors play a part in inventory control. In general these factors lie outside the field of operations management and operations research but should nevertheless be taken into

consideration. Most factors regard the organizational incorporation of inventories and the associated information flows. A significant example concerning inventory management is the allocation of responsibilities and authorities. Inventory control problems can easily arise when for instance nobody in the organization is responsible for the inventory or the responsible person has insufficient authorities to carry out the task.Likewise, high inventory values indicating a lack of control may just be the result of inaccurate inventory records or of a reporting system that does not function well. Thus, the organizational context of inventories also contains several aspects that can affect inventory control.

In order to identify significant aspects in the organizational context of inventories four dimensions can be distinguished. They are the allocation of tasks, decision-making processes, communication processes and behavior of the parties involved,as displayed in Fig. 1. First, the allocation of tasks is an important dimension in the organizational context of inventories. According to Lovejoy (1998) this dimension should be part of the foundations of an integrated view on operations management issues. Relevant characteristics in this respect are the number of people that are responsible for inventory management, their functional positions and their hierarchical positions in the organization. Another relevant characteristic is the fit between allocated responsibilities and authorities. Each one of these characteristics might influence the effectiveness of inventory control.

Second, organizational theory shows that decision-making processes form a significant organizational dimension (e.g. Daft, 1998). Like in other organizational areas, many decisions are made in inventory management, varying from annual strategic decisions to operational decisions concerning day-to-day activities. The resulting inventory

control is influenced by how these decisions are made. Furthermore, the effectiveness of inventory control depends on the ways in which inventory decisions relate to each other and to other decisions in the organization. It is evident that, for instance, contradicting decisions or decisions that are based on wrong information can influence the effectiveness of inventory control.

Third, communication processes represent another dimension in the organizational context of inventories. As stressed by organizational behaviorists,communication is a key process underlying all aspects of organizational operations (e.g.Greenberg and Baron, 1993; Robbins, 1993). In this respect it is important to consider the influence of communication processes on inventory control.For example, the forwarding of inventory information,the quality of that information and the provision of feedback can have a large impact on the effectiveness of inventory control.

The fourth and final dimension of the organizational context that is important with respect to inventory control is the behavior of the parties involved. Since the Hawthorne experiments in the thirties it is widely recognized that social aspects influence the functioning of organizations (Dessler,1986; Paul et al., 1994). Lovejoy (1998) points out that human behavior should not be ignored in operations management issues. In fact, social aspects can be significant determinants of the effectiveness of inventory control. For example,conflicts might prevent people from passing on important inventory information. In addition,power can obstruct decision-making processes concerning inventory. Likewise, motivational problems,uncertainty or incompetence influence the ways in which inventory tasks are executed. Therefore, it is important to consider not only the formal aspects of the allocation of tasks,decision-making processes and communication processes, but also the informal aspects in terms of behavior and underlying factors.

Hence, in the organizational context of inventories four dimensions that play a significant part in inventory control can be identified. These dimensions should be taken into consideration when dealing with practical inventory control problems, additional to the traditional points for attention following from the field of operations management and operations research. The resulting approach can be called an organizational perspective on inventory control. This approach has two important characteristics. In the first place, the concept of inventory control is looked at from a multiform point of view. This means attention is no longer focused on just order quantities, order intervals and inventory control systems. Instead, other aspects of inventory control, belonging to the fields of organizational theory and organizational behavior, are highlighted as well. In the second place, the concept of inventory control is looked at from an integrated point of view. This means not only several different sides of inventory control are discussed, but also a great deal of attention is paid to the coherence between the different dimensions.This is an important aspect, since it is the coherence that ultimately determines the effectiveness of inventory control in a practical situation.For example, suitable replenishment strategies can be counteracted by inappropriate allocation of responsibilities. In the same way undesirable behavior may disturb sound decision-making and communication processes. A lack of coherence can easily arise as a result of conflicting interests. It is generally accepted that organizational members involved in for instance sales, production or finance value inventories differently (Plossl, 1985;Silver et al., 1998). Depending on their involvement in determining aspects of inventory control,there will be little or much coherence. Thus, it is desirable to pay attention to the interaction between the several dimensions of inventory control rather than to traditional aspects or

communication processes separately. The next section of this article presents a framework that can be used to apply the organizational perspective to practical inventory control problems.

3. An integrated framework

The employment of the organizational perspective on inventory control in practice can be facilitated by means of the framework presented in Fig.

2. The framework displays a way of approaching practical inventory control problems.It is based on a basic control loop to represent the underlying problem-solving process. In general,the starting point for a problem-solving process is an inventory system that performs below pre-set standards. In many cases, these pre-set standards are defined in terms of costs. Some examples of costs associated with the ‘performance’of inventory systems are storing costs, stock-out costs,ordering costs and costs due to obsolescence. The performance of an inventory system refers, however,not only to well-defined cost criteria.Actually, the main purpose of inventory management is to facilitate the smoothing between supply and demand. So any symptom indicating a lack of harmony between supply and demand may refer to a poor performance of the inventory system. Examples of some of these symptoms are instabilities in the (production) planning process,the existence of numerous rush orders and inefficient operation of production facilities. In many cases a deviating performance of the inventory system will activate a diagnosis of the inventory situation in which several aspects regarding inventory control are investigated (cf.Fig. 2). The outcome of this diagnosis then serves as input for the construction of a redesign of the inventory system.

Within this framework, there are a few guidelines for the diagnosis and redesign phase following from the application of the organizational perspective on inventory control. To begin with, applying the organizational perspective on inventory control in a problem-solving

process partly determines the structuring of the diagnosis phase of the process. The objective of this phase is to achieve a clear insight in the inventory situation under consideration and a thorough understanding of the cause(s) of the inventory control problem. To that end, the inventory system needs to be described and analyzed. With regard to describing an inventory system it is important to obtain a comprehensive description of the inventory system. The end result should contain detailed descriptions of both traditional aspects of inventory control and aspects from the organizational context of the inventory system. This is to ensure a large amount of factors that might play a part in the inventory control problem are included in the description.Therefore, the first guideline of applying the organizational perspective on inventory control in practice regards describing an inventory system by paying attention to each of the five dimensions that have been identified to play a part in inventory control. The table in Fig. 3 can be a useful tool to do so. The table presents an elaboration of traditional aspects, the allocation of tasks, decision-making processes, communication processes and behavior regarding inventory control. Each dimension is divided into relevant aspects and their characteristics. Although the list of characteristics is by no means meant to be exhaustive, it is composed in such a way that it will lead to a fairly complete insight in an inventory situation. The second guideline of applying the organizational perspective on inventory control in practice regards analyzing an inventory system. When trying to determine causes for an inventory control problem, all five dimensions should be taken into account. It is important to begin with analyzing each of the five dimensions separately and subsequently focus on analyzing the coherence between the dimensions. This implies that firstly for each of the dimensions it is investigated in what ways it contributes to the inventory control problem. The table in Fig. 3 can

provide starting points for identifying possible causes. This part of the analysis might reveal for instance that an inappropriate replenishment strategy is applied or that communication systems are not functioning properly. Secondly, the findings from every dimension are integrated to determine how the dimensions relate to each other. For example, malfunctioning communication systems might cause the inappropriate replenishment strategy.In addition, the malfunctioning communication systems might be the result of an inappropriate allocation of tasks. Doing so, it will become clear what causes the inventory control problem from an organizational perspective.

Besides guidelines for the diagnosis of an inventory control problem, the organizational perspective on inventory control also provides guidelines for the redesign of an inventory system.Based on an accurate understanding of the inventory control problem, the redesign aims to improve the situation or solve the problem by means of recommendations. From the organizational point of view it is important to take all five dimensions of inventory control into consideration. However, unlike in the description and analysis of an inventory system, the five dimensions are not expected to be equally important. Depending on the outcomes of the diagnosis of an inventory system, it might be sufficient to redesign just one of the dimensions. In other cases, a redesign of the entire system might be required. Still, in all cases it remains necessary to consider each of the five dimensions, since they are closely interrelated. For example, changing the allocation of tasks can influence communication processes.Likewise, improving decision-making processes can solve behavioral problems. Therefore, the third guideline of applying the organizational perspective in practice regards redesigning an inventory system by taking the five dimensions of inventory control into account, although it is not needed to change them all.

To conclude, the framework presented in Fig. 2 facilitates the practical employment of the organizational perspective on inventory control. The accompanying guidelines provide support in diagnosing and redesigning an inventory system. This way of applying the organizational perspective to practical inventory control problems is expected to lead to more satisfying solutions. In the first place this is due to the comprehensive description and analysis of an inventory system. Compared to the traditional approach to inventory control, the organizational approach is more likely to capture the complex environment most inventories are situated in. This is expected to lead to a more accurate understanding of the inventory control problem. In the second place, more satisfying solutions are to be expected because of more appropriate redesigns. Traditionally, redesign were focused on changes in order quantities,order intervals or inventory control systems.However, it has been argued that in several practical situations the organizational context of inventories needs to be changed in order to improve inventory control. Therefore, the organizational perspective paying attention to both traditional and contextual aspects will lead to more appropriate redesigns. The next sections of this article describe the research design and results of a case study in which the organizational perspective has been applied to a practical inventory control problem.

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(完整版)_毕业设计英文文献51单片机中英文文献翻译_

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外文资料名称： Design and performance evaluation of vacuum cleaners using cyclone technology 外文资料出处：Korean J. Chem. Eng., 23(6), (用外文写) 925-930 (2006) 附件： 1.外文资料翻译译文 2.外文原文

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故障概率模型的数控车床 摘要：领域的失效分析被计算机数字化控制

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南京理工大学 毕业设计(论文)外文资料翻译 教学点：南京信息职业技术学院 专业：电子信息工程 姓名：陈洁 学号： 014910253034 外文出处：《 Pci System Architecture 》 (用外文写) 附件： 1.外文资料翻译译文；2.外文原文。 指导教师评语： 该生外文翻译没有基本的语法错误，用词准确，没 有重要误译，忠实原文；译文通顺，条理清楚，数量与 质量上达到了本科水平。 签名： 年月日 注：请将该封面与附件装订成册。

附件1：外文资料翻译译文 64位PCI扩展 1.64位数据传送和64位寻址：独立的能力 PCI规范给出了允许64位总线主设备与64位目标实现64位数据传送的机理。在传送的开始，如果回应目标是一个64位或32位设备，64位总线设备会自动识别。如果它是64位设备，达到8个字节（一个4字）可以在每个数据段中传送。假定是一串0等待状态数据段。在33MHz总线速率上可以每秒264兆字节获取（8字节／传送＊33百万传送字／秒），在66MHz总线上可以528M字节／秒获取。如果回应目标是32位设备，总线主设备会自动识别并且在下部4位数据通道上（AD[31::00]）引导，所以数据指向或来自目标。 规范也定义了64位存储器寻址功能。此功能只用于寻址驻留在4GB地址边界以上的存储器目标。32位和64位总线主设备都可以实现64位寻址。此外，对64位寻址反映的存储器目标（驻留在4GB地址边界上）可以看作32位或64位目标来实现。 注意64位寻址和64位数据传送功能是两种特性，各自独立并且严格区分开来是非常重要的。一个设备可以支持一种、另一种、都支持或都不支持。 2.64位扩展信号 为了支持64位数据传送功能，PCI总线另有39个引脚。 ●REQ64#被64位总线主设备有效表明它想执行64位数据传送操作。REQ64#与FRAME#信号具有相同的时序和间隔。REQ64#信号必须由系统主板上的上拉电阻来支持。当32位总线主设备进行传送时，REQ64#不能又漂移。 ●ACK64#被目标有效以回应被主设备有效的REQ64#（如果目标支持64位数据传送），ACK64#与DEVSEL#具有相同的时序和间隔（但是直到REQ64#被主设备有效，ACK64#才可被有效）。像REQ64#一样，ACK64#信号线也必须由系统主板上的上拉电阻来支持。当32位设备是传送目标时，ACK64#不能漂移。 ●AD[64::32]包含上部4位地址／数据通道。 ●C/BE#[7::4]包含高4位命令/字节使能信号。 ●PAR64是为上部4个AD通道和上部4位C/BE信号线提供偶校验的奇偶校验位。 以下是几小结详细讨论64位数据传送和寻址功能。 3.在32位插入式连接器上的64位卡

毕业设计外文翻译格式实例.

理工学院毕业设计(论文)外文资料翻译 专业：热能与动力工程 姓名：赵海潮 学号：09L0504133 外文出处：Applied Acoustics, 2010(71):701~707 附件： 1.外文资料翻译译文；2.外文原文。

附件1：外文资料翻译译文 基于一维CFD模型下汽车排气消声器的实验研究与预测Takeshi Yasuda, Chaoqun Wua, Noritoshi Nakagawa, Kazuteru Nagamura 摘要目前，利用实验和数值分析法对商用汽车消声器在宽开口喉部加速状态下的排气噪声进行了研究。在加热工况下发动机转速从1000转/分钟加速到6000转/分钟需要30秒。假定其排气消声器的瞬时声学特性符合一维计算流体力学模型。为了验证模拟仿真的结果，我们在符合日本工业标准（JIS D 1616）的消声室内测量了排气消声器的瞬态声学特性，结果发现在二阶发动机转速频率下仿真结果和实验结果非常吻合。但在发动机高阶转速下（从5000到6000转每分钟的四阶转速，从4200到6000转每分钟的六阶转速这样的高转速范围内），计算结果和实验结果出现了较大差异。根据结果分析，差异的产生是由于在模拟仿真中忽略了流动噪声的影响。为了满足市场需求，研究者在一维计算流体力学模型的基础上提出了一个具有可靠准确度的简化模型，相对标准化模型而言该模型能节省超过90％的执行时间。 关键字消声器排气噪声优化设计瞬态声学性能 1 引言 汽车排气消声器广泛用于减小汽车发动机及汽车其他主要部位产生的噪声。一般而言，消声器的设计应该满足以下两个条件：（1）能够衰减高频噪声，这是消声器的最基本要求。排气消声器应该有特定的消声频率范围，尤其是低频率范围，因为我们都知道大部分的噪声被限制在发动机的转动频率和它的前几阶范围内。（2）最小背压，背压代表施加在发动机排气消声器上额外的静压力。最小背压应该保持在最低限度内，因为大的背压会降低容积效率和提高耗油量。对消声器而言，这两个重要的设计要求往往是互相冲突的。对于给定的消声器，利用实验的方法，根据距离尾管500毫米且与尾管轴向成45°处声压等级相近的排气噪声来评估其噪声衰减性能，利用压力传感器可以很容易地检测背压。 近几十年来，在预测排气噪声方面广泛应用的方法有：传递矩阵法、有限元法、边界元法和计算流体力学法。其中最常用的方法是传递矩阵法（也叫四端网络法）。该方

毕业设计外文资料翻译译文

附件1：外文资料翻译译文 包装对食品发展的影响 一个消费者对某个产品的第一印象来说包装是至关重要的，包括沟通的可取性，可接受性，健康饮食形象等。食品能够提供广泛的产品和包装组合，传达自己加工的形象感知给消费者，例如新鲜包装/准备，冷藏，冷冻，超高温无菌，消毒（灭菌），烘干产品。 食物的最重要的质量属性之一，是它的味道，其影响人类的感官知觉，即味觉和嗅觉。味道可以很大程度作退化的处理和/或扩展存储。其他质量属性，也可能受到影响，包括颜色，质地和营养成分。食品质量不仅取决于原材料，添加剂，加工和包装的方法，而且其预期的货架寿命（保质期）过程中遇到的分布和储存条件的质量。越来越多的竞争当中，食品生产商，零售商和供应商；和质量审核供应商有显着提高食品质量以及急剧增加包装食品的选择。这些改进也得益于严格的冷藏链中的温度控制和越来越挑剔的消费者。 保质期的一个定义是：在食品加工和包装组合下，在食品的容器和条件，在销售点分布在特定系统的时间能保持令人满意的食味品质。保质期，可以用来作为一个新鲜的概念，促进营销的工具。延期或保质期长的产品，还提供产品的使用时间，方便以及减少浪费食物的风险，消费者和/或零售商。包装产品的质量和保质期的主题是在第3章中详细讨论。 包装为消费者提供有关产品的重要信息，在许多情况下，使用的包装和/或产品，包括事实信息如重量，体积，配料，制造商的细节，营养价值，烹饪和开放的指示，除了法律准则的最小尺寸的文字和数字，有定义的各类产品。消费者寻求更详细的产品信息，同时，许多标签已经成为多语种。标签的可读性是为视障人士的问题，这很可能成为一个对越来越多的老年人口越来越重要的问题。 食物的选择和包装创新的一个主要驱动力是为了方便消费者的需求。这里有许多方便的现代包装所提供的属性，这些措施包括易于接入和开放，处置和处理，产品的知名度，再密封性能，微波加热性，延长保质期等。在英国和其他发达经济体显示出生率下降和快速增长的一个相对富裕的老人人口趋势，伴随着更加苛

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Highway Subgrade Construction in Expansive Soil Areas Jian-Long Zheng1 Rui Zhang2 and He-Ping Yang3 1 Professor and President, ChangSha Univ. of Science and Technology, Chiling Road 45, Changsha, Hunan 410076, China. E-mail: zjl_csust@https://www.sodocs.net/doc/1611263258.html, 2 Ph.D. Candidate and Lecturer, School of Highway Engineering, ChangSha Univ. of Science and Technology, Chiling Road 45, Changsha, Hunan 410076, China. E-mail: zr_csust@https://www.sodocs.net/doc/1611263258.html, 3Professor, School of Highway Engineering, ChangSha Univ. of Science and Technology, Chiling Road 45, Changsha, Hunan 410076, China. E-mail: cscuyang@https://www.sodocs.net/doc/1611263258.html, (Accepted 22 May 2007) Introduction Expansive soil is predominantly clay soil that undergoes appreciable volume and strength changes following a change in moisture content. These volume changes can cause extensive damage to the geotechnical infrastructure, and the damage is often repeatable and latent in the long term (Liao 19848). China is one of the countries with a wide distribution of expansive soils. They are found in more than 20 provinces and regions, nearly 600,000?km2in extent. It has been estimated that the planned highways totaling 3,300?km in length pass through expansive soils areas (Zheng and Yang 200422). Improper highway construction in such areas could well lead to great losses and damage to the environment. In 2002, the Chinese Ministry of Communications (CMOC) sponsored a research project, “A Complete Package for Highway Construction in Expansive Soil Areas,” whose primary objective was to solve expansive soil problems in highway engineering. A research group with personnel from Changsha University of Science and Technology (CUST) was set up. Comprehensive laboratory tests, field investigations, and analyses were carried out, aimed at solving highway engineering problems in several different expansive soil areas. A complete presentation of the results of this research is beyond the scope of this paper, but the research on subgrade

建筑土木毕业设计中英文翻译4

英文原文 Components of A Building and Tall Buildings Andre 1. Abstract Materials and structural forms are combined to make up the various parts of a building, including the load-carrying frame, skin, floors, and partitions. The building also has mechanical and electrical systems, such as elevators, heating and cooling systems, and lighting systems. The superstructure is that part of a building above ground, and the substructure and foundation is that part of a building below ground. The skyscraper owes its existence to two developments of the 19th century: steel skeleton construction and the passenger elevator. Steel as a construction material dates from the introduction of the Bessemer converter in 1885.Gustave Eiffel (1832-1932) introduced steel construction in France. His designs for the Galerie des Machines and the Tower for the Paris Exposition of 1889 expressed the lightness of the steel framework. The Eiffel Tower, 984 feet (300 meters) high, was the tallest structure built by man and was not surpassed until 40 years later by a series of American skyscrapers. Elisha Otis installed the first elevator in a department store in New York in 1857.In 1889, Eiffel installed the first elevators on a grand scale in the Eiffel Tower, whose hydraulic elevators could transport 2,350 passengers to the summit every hour. 2. Load-Carrying Frame Until the late 19th century, the exterior walls of a building were used as bearing walls to support the floors. This construction is essentially a post and lintel type, and it is still used in frame construction for houses. Bearing-wall construction limited the height of building because of the enormous wall thickness required；for instance, the 16-story Monadnock Building built in the 1880’s in Chicago had walls 5 feet (1.5 meters) thick at the lower floors. In 1883, William Le Baron Jenney (1832-1907) supported floors on cast-iron columns to form a cage-like construction. Skeleton construction, consisting of steel beams and columns, was first used in 1889. As a consequence of skeleton construction, the enclosing walls become a “curtain wall” rather than serving a supporting function. Masonry was the curtain wall material until the 1930’s, when light metal and glass curtain walls were used. After the introduction of

毕业设计英文翻译1

Center Lathe 4.1 INTRODUCTION Lathe is the oldest machine tool invented, starting with the Egyptian tree lathes. In the Egyptian tree lathe, one end of the rope wound round the workpiece is attached to a flexible branch of a tree while the other end is pulled by the operator, thus giving the rotary motion to the workpiece. This primitive device has evolved over the last two centuries to be one of the most fundamental and versatile machine tools with a large number of uses in all manufacturing shops. The principal form of surface produced in a lathe is the cylindrical surface. This is achieved by rotating the workpiece while the single point cutting tool removes the material by traversing in a direction parallel to the axis of rotation and termed as turning as shown in Fig.4.1.The popularity of the lathe due to the fact that a large variety of surfaces can be produced. Different types of lathes are used in manufacturing shops. Some of them are: (a)Centre lathe (b)Tool room lathes (c)Special purpose lathes (d)Copying lathe (e)Gap bed lathe (f)Capstan and turret lathes (g)Automatic lathes The centre lathe is the most common lathe which derives its name from the way a workpiece is clamped by centres in a lathe, though this is not the only way in which the job is mounted. This is sometimes also called as engine lathe in view of the fact that early lathes were driven by steam engines. This is generally used for more general applications and thus the construction of the machine tool is more rigid. The tool room lathe is generally meant for applications of tool making, where the accuracy desired is much higher than that is normally required for general production

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编号： 毕业设计(论文)外文翻译 （原文） 院（系）：应用科技学院 专业：机械设计制造及其自动化 学生姓名：邓瑜 学号：0501120501 指导教师单位：应用科技学院 姓名：黄小能 职称： 2009年 5 月20 日

The Injection Molding The Introduction of Molds The mold is at the core of a plastic manufacturing process because its cavity gives a part its shape. This makes the mold at least as critical-and many cases more so-for the quality of the end product as, for example, the plasticiting unit or other components of the processing equipment. Mold Material Depending on the processing parameters for the various processing methods as well as the length of the production run, the number of finished products to be produced, molds for plastics processing must satisfy a great variety of requirements. It is therefore not surprising that molds can be made from a very broad spectrum of materials, including-from a technical standpoint-such exotic materials as paper matched and plaster. However, because most processes require high pressures, often combined with high temperatures, metals still represent by far the most important material group, with steel being the predominant metal. It is interesting in this regard that, in many cases, the selection of the mold material is not only a question of material properties and an optimum price-to-performance ratio but also that the methods used to produce the mold, and thus the entire design, can be influenced. A typical example can be seen in the choice between cast metal molds, with their very different cooling systems, compared to machined molds. In addition, the production technique can also have an effect; for instance, it is often reported that, for the sake of simplicity, a prototype mold is frequently machined from solid stock with the aid of the latest technology such as computer-aided (CAD) and computer-integrated manufacturing (CIM). In contrast to the previously used methods based on the use of patterns, the use of CAD and CAM often represents the more economical solution today, not only because this production capability is available pin-house but also because with any other technique an order would have to be placed with an outside supplier. Overall, although high-grade materials are often used, as a rule standard materials are used in mold making. New, state-of-the art (high-performance) materials, such as ceramics, for instance, are almost completely absent. This may be related to the fact that their desirable characteristics, such as constant properties up to very high temperatures, are not required on molds, whereas their negative characteristics, e. g. low tensile strength and poor thermal conductivity, have a clearly related to ceramics, such as sintered material, is found in mild making only to a limited degree. This refers less to the modern materials and components