机械基础英语

AT&T has installed the Global Information Systems Architecture(GISA), which standardizes its business manufacturing systems worldwide. The objective is for AT&T to improve its ability to compete in all profitable telecommunication marked wherever they may be located. With in place, concurrent product development is possible, using whatever corporate resources required regardless of their physical location. 美国电话电报公司（AT&T)建立了一个全球化的信息系统体系（GISA）来将其全球化的业务制造系统进行标准化。其目标就是为了改善AT&T在各个通信市场的竞争力而不考虑这些市场的地理位置。当GISA投入应用之后，使用合作资源而不考虑这些资源地理位置的并行产品开发就成为了可能7. Simultaneous Inter-company Competition and Cooperation 并存的公司间的竞争和合作To a degree unprecedented in American business history, companies are entering into partnerships, joint ventures, and collaborations of every imaginable kind, including the information of virtual companies. Some of these relationships aim at creating economies of scale by merging similar capabilities in order to avoid the costs of adding capacity. Some aim at joint development of new “back-office” capabilities, and some cooperating companies work on the development of new generic technologies, even as they plan to compete with one another for the end user. Some companies aim at achieving vertical integration, or at creating economies of scope, by synthesizing physically distributed complementary capabilities within or among enterprises. This is, of course, the essence of a virtual organization structure 在美国历史的很长一段时间里，曾经出现过公司间合作狂热——它们以包括虚拟的信息公司在内的各种你所能想象得到的形式进行合伙，合资以及协作。这之中有些公司是通过合并相似产能来避免产能增加时的成本负担，通过这样创造了规模经济。而一些公司通过合作致力于发展出一种新的“后勤”能力（大概是指信息技术、会计、人力资源等部门的合作吧）。有些合作的公司致力于发展新一代的技术——尽管他们可能会竞争这种产品的终端用户。还有一些公司通过与其他拥有互补能力企业的综合的方式，来实现垂直的统一管理，或者是扩大经营范围。当然这已经是虚拟企业的本质了。What is particular striking in all these forms of joint venture is the increasing frequency of participation of direct competitors. It would be wrong to conclude t that we are witnessing a return of late-nineteenth-century trusts, cartels, and price-manipulating monopolies. Rather, there is a growing recognition that the basis of inter-enterprise cooperation is totally different with agile competition from what it was with mass-production competition In the mass—production paradigm, competition was one—dimensional and centered on price; hence the pursuit of the lowest unit production cost. The competitive environment was dominated by long-lived, standardized products. Cooperation among competitors inevitably took the form of price and supply-fixing as a means of increasing profits above the levels that lowest unit costs and an excess of supply would allow. In the agile production paradigm, competition is multidimensional. Price remains important, of course, but the value of physical products is a function of individualized combinations of information and services the products provide.所有这些合作形式里面尤其令人吃惊的是直接竞争对手参与其中的频率越来越高。而这种现象恐怕不能归结于企业之间回到了十九世纪末的信任，形成垄断集团或者是进行价格操纵的垄断。我们更愿意相信这是因为：越来越多的人认识到敏捷制造时代竞争下的企业间协作和大量生产时代竞争下的协作已经完全不一样了。在一个大量生产的例子里，竞争是集中于价格单因素的。竞争环境受到长使用寿命，标准化产品的限制。对于以价格作为竞争形式公司来说，合作就是与供应商之间——采取固定供应商降低单位成本来使利润高于平均水平。而在一个敏捷制造的例子里，竞争是多样化的。价格当然还是重要的，但是实物产品的价值还得根据产品所提供的信息和服务进行综合考虑

测绘 Geomatics专业英语 English for *** engineering （**代表学科）

龙门车床中心模型龙门式加工中心型号VMT41.技术数据1.1机械基础（布局P142-3）两圆柱之间最大径向间隙3500mm最大机械加工-/毛坯高度（在主轴头部GB-水头）2300mm台宽度2500mm台长度4000mm最大负载25000千克Y轴连杆刀座鞍水平移动（总数）5400mm连杆刀座鞍从中心水平运动到左3400mm连杆刀座鞍从中心水平运动到右2000mm连杆的垂直移动（Z轴）1600mm横轨传送带宽度的垂直移动1400mm对Z轴的功率限制是封闭的连杆尺寸420*520mmXYZ轴的最大供给推动力50000牛钻孔和切削连接（主要头原理）S1驱动功率（100%功率周期）72千瓦主轴转速值域每分钟0~3000转驱动齿轮值域数3最大主轴每分钟3000转最大主轴扭矩6000纳米旋转工作台转动+-190度旋转工作台扭矩6000纳米旋转工作台扭矩（夹紧）20000纳米旋转工作台精确度配置+-3秒（旋转工作台位置和补偿的选择）+-2秒供给/快速横切Y/Z轴每分钟0到16000毫米供给/传送带宽度的快速横切每分钟0到2000毫米工作台移动行程总数（X轴）5000mm