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(more dramatically)

  • 1 fall

    I 1. [fɔːl]
    1) (of person, horse, rocks) caduta f.; (of snow, hail) caduta f., rovescio m.; (of axe, hammer) colpo m.

    to have a fall — cadere, fare una caduta

    2) (in quantity, quality, degree) diminuzione f., calo m.; (more drastic) crollo m. (in di)

    to suffer a sharp fall — [ currency] subire un forte ribasso

    3) (of leader, town) caduta f.; (of regime, monarchy) crollo m., caduta f.; (of seat) perdita f.

    fall from grace o favour — caduta in disgrazia, perdita del favore

    4) AE (autumn) autunno m.
    5) (in pitch, intonation) abbassamento m.
    6) (in wrestling) schienata f.; (in judo) caduta f.
    2.
    nome plurale falls cascata f.sing.
    II [fɔːl]
    verbo intransitivo (pass. fell; p.pass. fallen)
    1) (come down) [person, horse, rain, snow] cadere; [rocks, earth] franare

    to fall from o out of cadere da [boat, hands, bag]; to fall off o from cadere da [table, bike]; to fall in o into cadere in [bath, river]; to fall down cadere in [ hole]; cadere (giù) da [ stairs]; to fall on the floor cadere per terra; to fall on one's back cadere sulla schiena; to fall under cadere sotto [ table]; finire sotto [bus, train]; to fall through cadere attraverso [ceiling, hole]; to fall through the air cadere nel vuoto; to fall to the floor o ground — cadere per terra

    2) (drop) [quality, standard] diminuire; [level, temperature, price, number] scendere, diminuire; [ morale] scendere; (more dramatically) crollare

    to fall (by) — diminuire o scendere di [ percentage]

    to fall to — scendere a [ amount]

    to fall below 5%, zero — scendere sotto il 5%, lo zero

    to fall to — cadere nelle mani di [ enemy]

    4) eufem. (die)
    5) fig. (descend) [night, silence, gaze] cadere (on su); [ shadow] cadere ( over su); [blame, suspicion] ricadere, cadere (on su)
    6) (occur) [ stress] cadere (on su)

    to fall into, outside a category — rientrare, non rientrare in una categoria

    it falls to sb. to do — tocca a qcn. fare

    to fall into bed — lasciarsi cadere nel o crollare sul letto

    to fall to o on one's knees cadere in ginocchio; to fall at sb.'s feet, on sb.'s neck — gettarsi ai piedi, al collo di qcn

    to fall ill — ammalarsi, cadere malato

    •
    ••

    did he fall or was he pushed? — scherz. = l'ha fatto di sua spontanea volontà o è stato obbligato?

    the bigger you are o the higher you climb, the harder you fall più sali in alto (nella scala sociale), più ti fai male quando cadi; to stand or fall on sth. — = farsi giudicare in base a qcs., dipendere da qcs

    * * *
    [fo:l] 1. past tense - fell; verb
    1) (to go down from a higher level usually unintentionally: The apple fell from the tree; Her eye fell on an old book.) cadere
    2) ((often with over) to go down to the ground etc from an upright position, usually by accident: She fell (over).) cadere
    3) (to become lower or less: The temperature is falling.) diminuire
    4) (to happen or occur: Easter falls early this year.) cadere
    5) (to enter a certain state or condition: She fell asleep; They fell in love.) (1) addormentarsi (2) innamorarsi
    6) ((formal: only with it as subject) to come as one's duty etc: It falls to me to take care of the children.) spettare, toccare
    2. noun
    1) (the act of falling: He had a fall.) caduta
    2) ((a quantity of) something that has fallen: a fall of snow.) precipitazione (atmosferica)
    3) (capture or (political) defeat: the fall of Rome.) caduta
    4) ((American) the autumn: Leaves change colour in the fall.) autunno
    •
    - fallout
    - his
    - her face fell
    - fall away
    - fall back
    - fall back on
    - fall behind
    - fall down
    - fall flat
    - fall for
    - fall in with
    - fall off
    - fall on/upon
    - fall out
    - fall short
    - fall through
    * * *
    I 1. [fɔːl]
    1) (of person, horse, rocks) caduta f.; (of snow, hail) caduta f., rovescio m.; (of axe, hammer) colpo m.

    to have a fall — cadere, fare una caduta

    2) (in quantity, quality, degree) diminuzione f., calo m.; (more drastic) crollo m. (in di)

    to suffer a sharp fall — [ currency] subire un forte ribasso

    3) (of leader, town) caduta f.; (of regime, monarchy) crollo m., caduta f.; (of seat) perdita f.

    fall from grace o favour — caduta in disgrazia, perdita del favore

    4) AE (autumn) autunno m.
    5) (in pitch, intonation) abbassamento m.
    6) (in wrestling) schienata f.; (in judo) caduta f.
    2.
    nome plurale falls cascata f.sing.
    II [fɔːl]
    verbo intransitivo (pass. fell; p.pass. fallen)
    1) (come down) [person, horse, rain, snow] cadere; [rocks, earth] franare

    to fall from o out of cadere da [boat, hands, bag]; to fall off o from cadere da [table, bike]; to fall in o into cadere in [bath, river]; to fall down cadere in [ hole]; cadere (giù) da [ stairs]; to fall on the floor cadere per terra; to fall on one's back cadere sulla schiena; to fall under cadere sotto [ table]; finire sotto [bus, train]; to fall through cadere attraverso [ceiling, hole]; to fall through the air cadere nel vuoto; to fall to the floor o ground — cadere per terra

    2) (drop) [quality, standard] diminuire; [level, temperature, price, number] scendere, diminuire; [ morale] scendere; (more dramatically) crollare

    to fall (by) — diminuire o scendere di [ percentage]

    to fall to — scendere a [ amount]

    to fall below 5%, zero — scendere sotto il 5%, lo zero

    to fall to — cadere nelle mani di [ enemy]

    4) eufem. (die)
    5) fig. (descend) [night, silence, gaze] cadere (on su); [ shadow] cadere ( over su); [blame, suspicion] ricadere, cadere (on su)
    6) (occur) [ stress] cadere (on su)

    to fall into, outside a category — rientrare, non rientrare in una categoria

    it falls to sb. to do — tocca a qcn. fare

    to fall into bed — lasciarsi cadere nel o crollare sul letto

    to fall to o on one's knees cadere in ginocchio; to fall at sb.'s feet, on sb.'s neck — gettarsi ai piedi, al collo di qcn

    to fall ill — ammalarsi, cadere malato

    •
    ••

    did he fall or was he pushed? — scherz. = l'ha fatto di sua spontanea volontà o è stato obbligato?

    the bigger you are o the higher you climb, the harder you fall più sali in alto (nella scala sociale), più ti fai male quando cadi; to stand or fall on sth. — = farsi giudicare in base a qcs., dipendere da qcs

    English-Italian dictionary > fall

  • 2 fall

    A n
    1 lit (of person, horse, rocks, curtain) chute f (from de) ; (of snow, hail) chutes fpl ; (of earth, soot) éboulement m ; (of axe, hammer, dice) coup m ; a fall of 20 metres, a 20-metre fall une chute de 20 mètres ; a heavy fall of rain une grosse averse ; to have a fall faire une chute, tomber ;
    2 (in temperature, shares, production, demand, quality, popularity) baisse f (in de) ; ( more drastic) chute f (in de) ; the pound has suffered a sharp fall/a slight fall la livre a subi une forte chute/une légère baisse ; a fall in value une dépréciation ; a fall of 10% to 125 une baisse de 10% pour arriver à 125 ;
    3 (of leader, regime, empire, fortress, town) chute f ; ( of monarchy) renversement m ; ( of seat) perte f ; the government's fall from power la chute du gouvernement ;
    4 fall from grace ou favour disgrâce f ; the Fall Relig la chute ;
    5 US ( autumn) automne m ; in the fall of 1992 à l'automne 1992 ;
    6 (in pitch, intonation) descente f ;
    7 ( in wrestling) tombé m ; ( in judo) chute f.
    B falls npl chutes fpl.
    C vi ( prét fell, pp fallen)
    1 ( come down) tomber ; falling rain la pluie qui tombe ; he was hurt by falling masonry il a été blessé par une pierre qui tombait de la façade ; to fall 10 metres tomber de 10 mètres ; five centimetres of snow fell il est tombé cinq centimètres de neige ; to fall from ou out of tomber de [boat, nest, bag, hands] ; to fall off ou from tomber de [chair, table, roof, bike, wall] ; the skirt falls in pleats from a waistband la jupe tombe en plis à partir de la ceinture ; to fall on tomber sur [person, town] ; it fell on my head cela m'est tombé sur la tête ; to fall on the floor tomber par terre ; to fall on one's back tomber sur le dos ; to fall in ou into tomber dans [bath, river, sink] ; to fall down tomber dans [hole, shaft, stairs] ; to fall under tomber sous [table] ; passer sous [bus, train] ; to fall through passer à travers [ceiling, hole] ; to fall through the air tomber dans le vide ; to fall to earth tomber sur terre ; to fall to the floor ou to the ground tomber par terre ;
    2 ( drop) [speed, volume, quality, standard, level] diminuer ; [temperature, price, inflation, wages, production, number, attendance, morale] baisser ; ( more dramatically) chuter ○, tomber ; to fall (by) baisser de [amount, percentage] ; to fall to descendre à [amount, place] ; to fall from descendre de ; to fall below zero/5% descendre au-dessous de zéro/5% ; to fall in the charts perdre des places dans le hit-parade ;
    3 ( yield position) tomber ; to fall from power tomber ; to fall to tomber aux mains de [enemy, allies] ; the seat fell to Labour le siège a été perdu au profit des travaillistes ;
    4 euph ( die) tomber ; to fall on the battlefield tomber au champ d'honneur ;
    5 fig ( descend) [darkness, night, beam, silence, gaze] tomber (on sur) ; [blame] retomber (on sur) ; [shadow] se projeter (over sur) ; suspicion fell on her husband les soupçons se sont portés sur son mari ;
    6 ( occur) [stress] tomber (on sur) ; Christmas falls on a Monday Noël tombe un lundi ; to fall into/outside a category rentrer/ne pas rentrer dans une catégorie ; to fall under the heading of… se trouver sous la rubrique de… ;
    7 ( be incumbent on) it falls to sb to do c'est à qn de faire, c'est à qn qu'il incombe de faire fml ;
    8 ( throw oneself) to fall into bed/into a chair se laisser tomber sur son lit/dans un fauteuil ; to fall to ou on one's knees tomber à genoux ; to fall at sb's feet se jeter aux pieds de qn ; to fall into sb's/each other's arms tomber dans les bras de qn/l'un de l'autre ; to fall on each other s'embrasser, tomber dans les bras l'un de l'autre ; to fall on sb's neck se jeter au cou de qn ;
    9 [ground] = fall away 2 ;
    10 Relig succomber ;
    11 GB dial ( get pregnant) tomber enceinte.
    did he fall or was he pushed? hum est-ce qu'il est parti de lui-même ou est-ce qu'on l'a forcé? ; the bigger you are ou the higher you climb, the harder you fall plus dure sera la chute ; to stand or fall on sth reposer sur qch, dépendre de qch.
    ■ fall about ○ GB to fall about (laughing ou with laughter) se tordre ○ de rire.
    1 [bike, table] être délabré ; [shoes] être usé ; [car, house, hotel] tomber en ruine ;
    2 [marriage, country] se désagréger ;
    3 ○ [person] craquer ○, perdre ses moyens.
    1 [paint, plaster] se détacher (from de) ;
    2 [ground] descendre en pente (to vers) ;
    3 [demand, support, numbers] diminuer.
    ■ fall back gen reculer ; Mil se replier (to sur).
    ▶ fall back on [sth] avoir recours à [savings, parents, old method] ; to have something to fall back on avoir quelque chose sur quoi se rabattre.
    ▶ fall behind [runner, country, student] se laisser distancer ; [work, studies] prendre du retard ; to fall behind with GB ou in US prendre du retard dans [work, project] ; être en retard pour [payments, rent, correspondence] ;
    ▶ fall behind [sth/sb] se laisser devancer par [horses, classmates, competitors].
    ■ fall down:
    1 lit [person, child, tree, poster] tomber ; [tent, wall, house, scaffolding] s'effondrer ; this whole place is falling down tout tombe en ruine ici ;
    2 GB fig [argument, comparison, plan] faiblir ; where he falls down is… là où il faiblit, c'est… ; to fall down on échouer à cause de [detail, question, obstacle] ; to fall down on a promise/on the job être incapable de tenir sa promesse/de faire le travail.
    ■ fall for:
    ▶ fall for [sth] se laisser prendre à, se faire avoir ○ par [trick, story] ;
    ▶ fall for [sb] tomber amoureux/-euse de [person].
    ■ fall in
    1 [sides, walls, roof] s'écrouler, s'effondrer ;
    2 Mil [soldier] rentrer dans les rangs ; [soldiers] former les rangs ; fall in! à vos rangs!
    ▶ fall in with [sth/sb]
    1 ( get involved with) faire la connaissance de [group] ; to fall in with a bad crowd avoir de mauvaises fréquentations ;
    2 ( go along with) se conformer à [timetable, plans, action] ;
    3 ( be consistent with) être conforme à [expectations, concerns].
    1 lit [person, leaf, hat, label] tomber ;
    2 fig [attendance, takings, sales, output] diminuer ; [enthusiasm, standard, quality] baisser ; [support, interest] retomber ; [curve on graph] décroître.
    ■ fall on:
    ▶ fall on [sth] se jeter sur [food, treasure] ;
    ▶ fall on [sb] attaquer, tomber sur [person].
    ■ fall open [book] tomber ouvert ; [robe] s'entrebâiller.
    ■ fall out:
    1 [page, contact lens] tomber ; his hair/tooth fell out il a perdu ses cheveux/une dent ;
    2 Mil [soldiers] rompre les rangs ; fall out! rompez! ;
    3 ○ ( quarrel) se brouiller, se fâcher (over à propos de) ; to fall out with sb GB ( quarrel) se brouiller or se fâcher avec qn ; US ( have fight) se disputer avec qn ; I've fallen out with him GB je suis brouillé or fâché avec lui ;
    4 GB ( turn out) se passer ; it fell out that… il s'avéra que…
    ■ fall over:
    ▶ fall over [person] tomber (par terre) ; [object] se renverser ;
    ▶ fall over [sth] trébucher sur [object] ; to fall over oneself to help sb ○ se mettre en quatre ○ pour aider qn ; people were fall ing over themselves to buy shares c'était à qui achèterait les actions.
    ■ fall through [plans, deal] échouer, tomber à l'eau ○.
    ■ fall to:
    ▶ fall to attaquer ;
    ▶ fall to doing se mettre à faire.

    Big English-French dictionary > fall

  • 3 sink

    sink [sɪŋk]
    évier ⇒ 1 (a) lavabo ⇒ 1 (a) couler ⇒ 2 (a), 3 (a) faire échouer ⇒ 2 (b) oublier ⇒ 2 (c) enfoncer ⇒ 2 (d) creuser ⇒ 2 (e) investir ⇒ 2 (f) sombrer ⇒ 3 (a), 3 (f) s'enfoncer ⇒ 3 (b), 3 (f), 3 (g) baisser ⇒ 3 (c), 3 (e) s'affaiser ⇒ 3 (c) s'écrouler ⇒ 3 (d) plonger ⇒ 2 (a), 3 (e)
    (pt sank [sæŋk], pp sunk [sʌŋk])
    1 noun
    (a) (in kitchen) évier m; (in bathroom) lavabo m;
    ∎ double sink évier m à deux bacs
    (b) (cesspool) puisard m;
    ∎ figurative a sink of sin and corruption un cloaque du vice
    (c) Geology doline f
    (a) (boat, submarine) couler, envoyer par le fond;
    ∎ figurative to be sunk in thought être plongé dans ses pensées
    (b) (ruin → plans) faire échouer;
    ∎ their bid has sunk any chance of us getting the contract leur offre a réduit à néant nos chances de décrocher le contrat;
    ∎ this latest scandal looks certain to sink him ce dernier scandale va sûrement le couler;
    ∎ familiar if they don't come we're sunk! s'ils ne viennent pas, nous sommes fichus!
    (c) (forget) oublier;
    ∎ he sank his troubles in drink il noya ses soucis dans l'alcool;
    ∎ they'll have to learn to sink their differences il faudra qu'ils apprennent à oublier leurs différends
    (d) (plunge, drive → knife, spear, stake) enfoncer;
    ∎ they're sinking the piles for the jetty ils sont en train de mettre en place les pilotis de la jetée;
    ∎ the fishpond was a metal basin sunk in the ground l'étang à poissons était un bassin en métal enfoncé dans le sol;
    ∎ I sank my teeth into the peach j'ai mordu dans la pêche;
    ∎ the dog sank its teeth into my leg le chien m'enfonça ou me planta ses crocs dans la jambe
    (e) (dig, bore → well, mine shaft) creuser, forer
    (f) (invest → money) mettre, investir; (→ extravagantly) engloutir;
    ∎ we sank a fortune into this company nous avons englouti une fortune dans cette société
    (g) Sport (score → basket) marquer; (→ putt) réussir;
    ∎ to sink the ball (in snooker) couler la bille; (in basketball) réussir le tir ou le panier; (in golf) envoyer la balle dans le trou
    (h) Finance (debt) amortir
    (i) British familiar (drink down) s'envoyer, siffler;
    ∎ to sink a pint s'envoyer une pinte de bière
    (a) (below surface → boat) couler, sombrer; (→ person, stone, log) couler;
    ∎ to sink like a stone couler à pic;
    ∎ the bottle sank slowly to the bottom of the pool la bouteille a coulé lentement jusqu'au fond de la piscine;
    ∎ the prow had not yet sunk beneath the surface la proue n'était pas encore submergée;
    ∎ Atlantis sank beneath the seas l'Atlantide a été engloutie par les mers;
    ∎ to sink without (a) trace disparaître sans laisser de trace; figurative tomber dans l'oubli;
    ∎ figurative it was a case of sink or swim il a bien fallu se débrouiller;
    ∎ now it's up to them to sink or swim by themselves à eux maintenant de se débrouiller comme ils peuvent
    (b) (in mud, snow etc) s'enfoncer;
    ∎ at each step, I sank up to my knees in water à chaque pas, je m'enfonçais dans l'eau jusqu'aux genoux;
    ∎ the wheels sank into the mud les roues s'enfonçaient dans la boue;
    ∎ to sink into quicksand s'enliser dans des sables mouvants
    (c) (subside → level, water, flames) baisser; (→ building, ground) s'affaisser;
    ∎ Venice is sinking Venise est en train de s'affaisser;
    ∎ the sun/moon is sinking le soleil/la lune disparaît à l'horizon;
    ∎ the moon sank behind the mountains la lune a disparu derrière les montagnes;
    ∎ as I climbed, the valley sank out of sight au fur et à mesure que je grimpais, la vallée disparaissait
    (d) (sag, slump → person) s'affaler, s'écrouler; (→ hopes) s'écrouler;
    ∎ I sank back in my seat je me suis enfoncé dans mon fauteuil;
    ∎ her head sank back on the pillow sa tête retomba sur l'oreiller;
    ∎ he sank onto the bed il s'est affalé ou il s'est laissé tomber sur le lit;
    ∎ to sink to the ground s'effondrer;
    ∎ to sink to one's knees tomber à genoux;
    ∎ she sank down on her knees elle tomba à genoux;
    ∎ my heart or spirits sank when I saw I was too late j'ai perdu courage en voyant que j'arrivais trop tard;
    ∎ his heart sinks every time he gets a letter from her il a un serrement de cœur chaque fois qu'il reçoit une lettre d'elle
    (e) (decrease, diminish → wages, rates, temperature) baisser; (more dramatically) plonger, chuter; (→ voice) se faire plus bas;
    ∎ you have sunk in my estimation tu as baissé dans mon estime;
    ∎ the dollar has sunk to half its former value le dollar a perdu la moitié de sa valeur;
    ∎ profits have sunk to an all-time low les bénéfices sont au plus bas;
    ∎ her voice had sunk to a whisper (purposefully) elle s'était mise à chuchoter; (weakly) sa voix n'était plus qu'un murmure
    (f) (slip, decline) sombrer, s'enfoncer;
    ∎ to sink into apathy/depression sombrer dans l'apathie/dans la dépression;
    ∎ he sank deeper into crime il s'enfonça dans la délinquance;
    ∎ the house sank into decay and ruin la maison est tombée en ruines;
    ∎ how could you sink so low? comment as-tu pu tomber si bas?;
    ∎ to sink to new depths tomber plus bas;
    ∎ the patient is sinking fast le malade décline rapidement;
    ∎ he has sunk into a coma il est tombé dans le coma;
    ∎ I sank into a deep sleep j'ai sombré dans un sommeil profond
    (g) (penetrate → blade, arrow) s'enfoncer;
    ∎ I felt the dog's teeth sink into my arm j'ai senti les crocs du chien s'enfoncer dans mon bras
    ►► American sink board égouttoir m;
    British sink estate cité f dépotoir;
    sink tidy = rangement pour ustensiles sur un évier;
    sink unit bloc-évier m
    (a) (nail, blade) s'enfoncer
    (b) (soak → varnish, cream) pénétrer
    (c) (register → news) être compris ou assimilé; (→ allusion) faire son effet;
    ∎ I heard what you said, but it didn't sink in at the time je vous ai entendu, mais je n'ai pas vraiment saisi sur le moment;
    ∎ the implications of the epidemic have not yet sunk in on ne se rend pas encore vraiment compte ou on ne réalise pas encore quelles seront les conséquences de cette épidémie;
    ∎ I paused to let my words sink in j'ai marqué une pause pour que mes paroles fassent leur effet;
    ∎ it was beginning to sink in that things had changed je commençais/il commençait/ etc à comprendre que les choses avaient changé

    Un panorama unique de l'anglais et du français > sink

  • 4 modular data center

    1. модульный центр обработки данных (ЦОД)

     

    модульный центр обработки данных (ЦОД)
    -
    [Интент]

    Параллельные тексты EN-RU

    [ http://loosebolts.wordpress.com/2008/12/02/our-vision-for-generation-4-modular-data-centers-one-way-of-getting-it-just-right/]

    [ http://dcnt.ru/?p=9299#more-9299]

    Data Centers are a hot topic these days. No matter where you look, this once obscure aspect of infrastructure is getting a lot of attention. For years, there have been cost pressures on IT operations and this, when the need for modern capacity is greater than ever, has thrust data centers into the spotlight. Server and rack density continues to rise, placing DC professionals and businesses in tighter and tougher situations while they struggle to manage their IT environments. And now hyper-scale cloud infrastructure is taking traditional technologies to limits never explored before and focusing the imagination of the IT industry on new possibilities.

    В настоящее время центры обработки данных являются широко обсуждаемой темой. Куда ни посмотришь, этот некогда малоизвестный аспект инфраструктуры привлекает все больше внимания. Годами ИТ-отделы испытывали нехватку средств и это выдвинуло ЦОДы в центр внимания, в то время, когда необходимость в современных ЦОДах стала как никогда высокой. Плотность серверов и стоек продолжают расти, все больше усложняя ситуацию для специалистов в области охлаждения и организаций в их попытках управлять своими ИТ-средами. И теперь гипермасштабируемая облачная инфраструктура подвергает традиционные технологии невиданным ранее нагрузкам, и заставляет ИТ-индустрию искать новые возможности.

    At Microsoft, we have focused a lot of thought and research around how to best operate and maintain our global infrastructure and we want to share those learnings. While obviously there are some aspects that we keep to ourselves, we have shared how we operate facilities daily, our technologies and methodologies, and, most importantly, how we monitor and manage our facilities. Whether it’s speaking at industry events, inviting customers to our “Microsoft data center conferences” held in our data centers, or through other media like blogging and white papers, we believe sharing best practices is paramount and will drive the industry forward. So in that vein, we have some interesting news to share.

    В компании MicroSoft уделяют большое внимание изучению наилучших методов эксплуатации и технического обслуживания своей глобальной инфраструктуры и делятся результатами своих исследований. И хотя мы, конечно, не раскрываем некоторые аспекты своих исследований, мы делимся повседневным опытом эксплуатации дата-центров, своими технологиями и методологиями и, что важнее всего, методами контроля и управления своими объектами. Будь то доклады на отраслевых событиях, приглашение клиентов на наши конференции, которые посвящены центрам обработки данных MicroSoft, и проводятся в этих самых дата-центрах, или использование других средств, например, блоги и спецификации, мы уверены, что обмен передовым опытом имеет первостепенное значение и будет продвигать отрасль вперед.

    Today we are sharing our Generation 4 Modular Data Center plan. This is our vision and will be the foundation of our cloud data center infrastructure in the next five years. We believe it is one of the most revolutionary changes to happen to data centers in the last 30 years. Joining me, in writing this blog are Daniel Costello, my director of Data Center Research and Engineering and Christian Belady, principal power and cooling architect. I feel their voices will add significant value to driving understanding around the many benefits included in this new design paradigm.

    Сейчас мы хотим поделиться своим планом модульного дата-центра четвертого поколения. Это наше видение и оно будет основанием для инфраструктуры наших облачных дата-центров в ближайшие пять лет. Мы считаем, что это одно из самых революционных изменений в дата-центрах за последние 30 лет. Вместе со мной в написании этого блога участвовали Дэниел Костелло, директор по исследованиям и инжинирингу дата-центров, и Кристиан Белади, главный архитектор систем энергоснабжения и охлаждения. Мне кажется, что их авторитет придаст больше веса большому количеству преимуществ, включенных в эту новую парадигму проектирования.

    Our “Gen 4” modular data centers will take the flexibility of containerized servers—like those in our Chicago data center—and apply it across the entire facility. So what do we mean by modular? Think of it like “building blocks”, where the data center will be composed of modular units of prefabricated mechanical, electrical, security components, etc., in addition to containerized servers.

    Was there a key driver for the Generation 4 Data Center?

    Наши модульные дата-центры “Gen 4” будут гибкими с контейнерами серверов – как серверы в нашем чикагском дата-центре. И гибкость будет применяться ко всему ЦОД. Итак, что мы подразумеваем под модульностью? Мы думаем о ней как о “строительных блоках”, где дата-центр будет состоять из модульных блоков изготовленных в заводских условиях электрических систем и систем охлаждения, а также систем безопасности и т.п., в дополнение к контейнеризованным серверам.
    Был ли ключевой стимул для разработки дата-центра четвертого поколения?


    If we were to summarize the promise of our Gen 4 design into a single sentence it would be something like this: “A highly modular, scalable, efficient, just-in-time data center capacity program that can be delivered anywhere in the world very quickly and cheaply, while allowing for continued growth as required.” Sounds too good to be true, doesn’t it? Well, keep in mind that these concepts have been in initial development and prototyping for over a year and are based on cumulative knowledge of previous facility generations and the advances we have made since we began our investments in earnest on this new design.

    Если бы нам нужно было обобщить достоинства нашего проекта Gen 4 в одном предложении, это выглядело бы следующим образом: “Центр обработки данных с высоким уровнем модульности, расширяемости, и энергетической эффективности, а также возможностью постоянного расширения, в случае необходимости, который можно очень быстро и дешево развертывать в любом месте мира”. Звучит слишком хорошо для того чтобы быть правдой, не так ли? Ну, не забывайте, что эти концепции находились в процессе начальной разработки и создания опытного образца в течение более одного года и основываются на опыте, накопленном в ходе развития предыдущих поколений ЦОД, а также успехах, сделанных нами со времени, когда мы начали вкладывать серьезные средства в этот новый проект.

    One of the biggest challenges we’ve had at Microsoft is something Mike likes to call the ‘Goldilock’s Problem’. In a nutshell, the problem can be stated as:

    The worst thing we can do in delivering facilities for the business is not have enough capacity online, thus limiting the growth of our products and services.

    Одну из самых больших проблем, с которыми приходилось сталкиваться Майкрософт, Майк любит называть ‘Проблемой Лютика’. Вкратце, эту проблему можно выразить следующим образом:

    Самое худшее, что может быть при строительстве ЦОД для бизнеса, это не располагать достаточными производственными мощностями, и тем самым ограничивать рост наших продуктов и сервисов.

    The second worst thing we can do in delivering facilities for the business is to have too much capacity online.

    А вторым самым худшим моментом в этой сфере может слишком большое количество производственных мощностей.

    This has led to a focus on smart, intelligent growth for the business — refining our overall demand picture. It can’t be too hot. It can’t be too cold. It has to be ‘Just Right!’ The capital dollars of investment are too large to make without long term planning. As we struggled to master these interesting challenges, we had to ensure that our technological plan also included solutions for the business and operational challenges we faced as well.
    So let’s take a high level look at our Generation 4 design

    Это заставило нас сосредоточиваться на интеллектуальном росте для бизнеса — refining our overall demand picture. Это не должно быть слишком горячим. И это не должно быть слишком холодным. Это должно быть ‘как раз, таким как надо!’ Нельзя делать такие большие капиталовложения без долгосрочного планирования. Пока мы старались решить эти интересные проблемы, мы должны были гарантировать, что наш технологический план будет также включать решения для коммерческих и эксплуатационных проблем, с которыми нам также приходилось сталкиваться.
    Давайте рассмотрим наш проект дата-центра четвертого поколения

    Are you ready for some great visuals? Check out this video at Soapbox. Click here for the Microsoft 4th Gen Video.

    It’s a concept video that came out of my Data Center Research and Engineering team, under Daniel Costello, that will give you a view into what we think is the future.

    From a configuration, construct-ability and time to market perspective, our primary goals and objectives are to modularize the whole data center. Not just the server side (like the Chicago facility), but the mechanical and electrical space as well. This means using the same kind of parts in pre-manufactured modules, the ability to use containers, skids, or rack-based deployments and the ability to tailor the Redundancy and Reliability requirements to the application at a very specific level.


    Посмотрите это видео, перейдите по ссылке для просмотра видео о Microsoft 4th Gen:

    Это концептуальное видео, созданное командой отдела Data Center Research and Engineering, возглавляемого Дэниелом Костелло, которое даст вам наше представление о будущем.

    С точки зрения конфигурации, строительной технологичности и времени вывода на рынок, нашими главными целями и задачами агрегатирование всего дата-центра. Не только серверную часть, как дата-центр в Чикаго, но также системы охлаждения и электрические системы. Это означает применение деталей одного типа в сборных модулях, возможность использования контейнеров, салазок, или стоечных систем, а также возможность подстраивать требования избыточности и надежности для данного приложения на очень специфичном уровне.

    Our goals from a cost perspective were simple in concept but tough to deliver. First and foremost, we had to reduce the capital cost per critical Mega Watt by the class of use. Some applications can run with N-level redundancy in the infrastructure, others require a little more infrastructure for support. These different classes of infrastructure requirements meant that optimizing for all cost classes was paramount. At Microsoft, we are not a one trick pony and have many Online products and services (240+) that require different levels of operational support. We understand that and ensured that we addressed it in our design which will allow us to reduce capital costs by 20%-40% or greater depending upon class.


    Нашими целями в области затрат были концептуально простыми, но трудно реализуемыми. В первую очередь мы должны были снизить капитальные затраты в пересчете на один мегаватт, в зависимости от класса резервирования. Некоторые приложения могут вполне работать на базе инфраструктуры с резервированием на уровне N, то есть без резервирования, а для работы других приложений требуется больше инфраструктуры. Эти разные классы требований инфраструктуры подразумевали, что оптимизация всех классов затрат имеет преобладающее значение. В Майкрософт мы не ограничиваемся одним решением и располагаем большим количеством интерактивных продуктов и сервисов (240+), которым требуются разные уровни эксплуатационной поддержки. Мы понимаем это, и учитываем это в своем проекте, который позволит нам сокращать капитальные затраты на 20%-40% или более в зависимости от класса.

    For example, non-critical or geo redundant applications have low hardware reliability requirements on a location basis. As a result, Gen 4 can be configured to provide stripped down, low-cost infrastructure with little or no redundancy and/or temperature control. Let’s say an Online service team decides that due to the dramatically lower cost, they will simply use uncontrolled outside air with temperatures ranging 10-35 C and 20-80% RH. The reality is we are already spec-ing this for all of our servers today and working with server vendors to broaden that range even further as Gen 4 becomes a reality. For this class of infrastructure, we eliminate generators, chillers, UPSs, and possibly lower costs relative to traditional infrastructure.

    Например, некритичные или гео-избыточные системы имеют низкие требования к аппаратной надежности на основе местоположения. В результате этого, Gen 4 можно конфигурировать для упрощенной, недорогой инфраструктуры с низким уровнем (или вообще без резервирования) резервирования и / или температурного контроля. Скажем, команда интерактивного сервиса решает, что, в связи с намного меньшими затратами, они будут просто использовать некондиционированный наружный воздух с температурой 10-35°C и влажностью 20-80% RH. В реальности мы уже сегодня предъявляем эти требования к своим серверам и работаем с поставщиками серверов над еще большим расширением диапазона температур, так как наш модуль и подход Gen 4 становится реальностью. Для подобного класса инфраструктуры мы удаляем генераторы, чиллеры, ИБП, и, возможно, будем предлагать более низкие затраты, по сравнению с традиционной инфраструктурой.

    Applications that demand higher level of redundancy or temperature control will use configurations of Gen 4 to meet those needs, however, they will also cost more (but still less than traditional data centers). We see this cost difference driving engineering behavioral change in that we predict more applications will drive towards Geo redundancy to lower costs.

    Системы, которым требуется более высокий уровень резервирования или температурного контроля, будут использовать конфигурации Gen 4, отвечающие этим требованиям, однако, они будут также стоить больше. Но все равно они будут стоить меньше, чем традиционные дата-центры. Мы предвидим, что эти различия в затратах будут вызывать изменения в методах инжиниринга, и по нашим прогнозам, это будет выражаться в переходе все большего числа систем на гео-избыточность и меньшие затраты.

    Another cool thing about Gen 4 is that it allows us to deploy capacity when our demand dictates it. Once finalized, we will no longer need to make large upfront investments. Imagine driving capital costs more closely in-line with actual demand, thus greatly reducing time-to-market and adding the capacity Online inherent in the design. Also reduced is the amount of construction labor required to put these “building blocks” together. Since the entire platform requires pre-manufacture of its core components, on-site construction costs are lowered. This allows us to maximize our return on invested capital.

    Еще одно достоинство Gen 4 состоит в том, что он позволяет нам разворачивать дополнительные мощности, когда нам это необходимо. Как только мы закончим проект, нам больше не нужно будет делать большие начальные капиталовложения. Представьте себе возможность более точного согласования капитальных затрат с реальными требованиями, и тем самым значительного снижения времени вывода на рынок и интерактивного добавления мощностей, предусматриваемого проектом. Также снижен объем строительных работ, требуемых для сборки этих “строительных блоков”. Поскольку вся платформа требует предварительного изготовления ее базовых компонентов, затраты на сборку также снижены. Это позволит нам увеличить до максимума окупаемость своих капиталовложений.
    Мы все подвергаем сомнению

    In our design process, we questioned everything. You may notice there is no roof and some might be uncomfortable with this. We explored the need of one and throughout our research we got some surprising (positive) results that showed one wasn’t needed.

    В своем процессе проектирования мы все подвергаем сомнению. Вы, наверное, обратили внимание на отсутствие крыши, и некоторым специалистам это могло не понравиться. Мы изучили необходимость в крыше и в ходе своих исследований получили удивительные результаты, которые показали, что крыша не нужна.
    Серийное производство дата центров


    In short, we are striving to bring Henry Ford’s Model T factory to the data center. http://en.wikipedia.org/wiki/Henry_Ford#Model_T. Gen 4 will move data centers from a custom design and build model to a commoditized manufacturing approach. We intend to have our components built in factories and then assemble them in one location (the data center site) very quickly. Think about how a computer, car or plane is built today. Components are manufactured by different companies all over the world to a predefined spec and then integrated in one location based on demands and feature requirements. And just like Henry Ford’s assembly line drove the cost of building and the time-to-market down dramatically for the automobile industry, we expect Gen 4 to do the same for data centers. Everything will be pre-manufactured and assembled on the pad.

    Мы хотим применить модель автомобильной фабрики Генри Форда к дата-центру. Проект Gen 4 будет способствовать переходу от модели специализированного проектирования и строительства к товарно-производственному, серийному подходу. Мы намерены изготавливать свои компоненты на заводах, а затем очень быстро собирать их в одном месте, в месте строительства дата-центра. Подумайте о том, как сегодня изготавливается компьютер, автомобиль или самолет. Компоненты изготавливаются по заранее определенным спецификациям разными компаниями во всем мире, затем собираются в одном месте на основе спроса и требуемых характеристик. И точно так же как сборочный конвейер Генри Форда привел к значительному уменьшению затрат на производство и времени вывода на рынок в автомобильной промышленности, мы надеемся, что Gen 4 сделает то же самое для дата-центров. Все будет предварительно изготавливаться и собираться на месте.
    Невероятно энергоэффективный ЦОД


    And did we mention that this platform will be, overall, incredibly energy efficient? From a total energy perspective not only will we have remarkable PUE values, but the total cost of energy going into the facility will be greatly reduced as well. How much energy goes into making concrete? Will we need as much of it? How much energy goes into the fuel of the construction vehicles? This will also be greatly reduced! A key driver is our goal to achieve an average PUE at or below 1.125 by 2012 across our data centers. More than that, we are on a mission to reduce the overall amount of copper and water used in these facilities. We believe these will be the next areas of industry attention when and if the energy problem is solved. So we are asking today…“how can we build a data center with less building”?

    А мы упоминали, что эта платформа будет, в общем, невероятно энергоэффективной? С точки зрения общей энергии, мы получим не только поразительные значения PUE, но общая стоимость энергии, затраченной на объект будет также значительно снижена. Сколько энергии идет на производство бетона? Нам нужно будет столько энергии? Сколько энергии идет на питание инженерных строительных машин? Это тоже будет значительно снижено! Главным стимулом является достижение среднего PUE не больше 1.125 для всех наших дата-центров к 2012 году. Более того, у нас есть задача сокращения общего количества меди и воды в дата-центрах. Мы думаем, что эти задачи станут следующей заботой отрасли после того как будет решена энергетическая проблема. Итак, сегодня мы спрашиваем себя…“как можно построить дата-центр с меньшим объемом строительных работ”?
    Строительство дата центров без чиллеров

    We have talked openly and publicly about building chiller-less data centers and running our facilities using aggressive outside economization. Our sincerest hope is that Gen 4 will completely eliminate the use of water. Today’s data centers use massive amounts of water and we see water as the next scarce resource and have decided to take a proactive stance on making water conservation part of our plan.

    Мы открыто и публично говорили о строительстве дата-центров без чиллеров и активном использовании в наших центрах обработки данных технологий свободного охлаждения или фрикулинга. Мы искренне надеемся, что Gen 4 позволит полностью отказаться от использования воды. Современные дата-центры расходуют большие объемы воды и так как мы считаем воду следующим редким ресурсом, мы решили принять упреждающие меры и включить экономию воды в свой план.

    By sharing this with the industry, we believe everyone can benefit from our methodology. While this concept and approach may be intimidating (or downright frightening) to some in the industry, disclosure ultimately is better for all of us.

    Делясь этим опытом с отраслью, мы считаем, что каждый сможет извлечь выгоду из нашей методологией. Хотя эта концепция и подход могут показаться пугающими (или откровенно страшными) для некоторых отраслевых специалистов, раскрывая свои планы мы, в конечном счете, делаем лучше для всех нас.

    Gen 4 design (even more than just containers), could reduce the ‘religious’ debates in our industry. With the central spine infrastructure in place, containers or pre-manufactured server halls can be either AC or DC, air-side economized or water-side economized, or not economized at all (though the sanity of that might be questioned). Gen 4 will allow us to decommission, repair and upgrade quickly because everything is modular. No longer will we be governed by the initial decisions made when constructing the facility. We will have almost unlimited use and re-use of the facility and site. We will also be able to use power in an ultra-fluid fashion moving load from critical to non-critical as use and capacity requirements dictate.

    Проект Gen 4 позволит уменьшить ‘религиозные’ споры в нашей отрасли. Располагая базовой инфраструктурой, контейнеры или сборные серверные могут оборудоваться системами переменного или постоянного тока, воздушными или водяными экономайзерами, или вообще не использовать экономайзеры. Хотя можно подвергать сомнению разумность такого решения. Gen 4 позволит нам быстро выполнять работы по выводу из эксплуатации, ремонту и модернизации, поскольку все будет модульным. Мы больше не будем руководствоваться начальными решениями, принятыми во время строительства дата-центра. Мы сможем использовать этот дата-центр и инфраструктуру в течение почти неограниченного периода времени. Мы также сможем применять сверхгибкие методы использования электрической энергии, переводя оборудование в режимы критической или некритической нагрузки в соответствии с требуемой мощностью.
    Gen 4 – это стандартная платформа

    Finally, we believe this is a big game changer. Gen 4 will provide a standard platform that our industry can innovate around. For example, all modules in our Gen 4 will have common interfaces clearly defined by our specs and any vendor that meets these specifications will be able to plug into our infrastructure. Whether you are a computer vendor, UPS vendor, generator vendor, etc., you will be able to plug and play into our infrastructure. This means we can also source anyone, anywhere on the globe to minimize costs and maximize performance. We want to help motivate the industry to further innovate—with innovations from which everyone can reap the benefits.

    Наконец, мы уверены, что это будет фактором, который значительно изменит ситуацию. Gen 4 будет представлять собой стандартную платформу, которую отрасль сможет обновлять. Например, все модули в нашем Gen 4 будут иметь общепринятые интерфейсы, четко определяемые нашими спецификациями, и оборудование любого поставщика, которое отвечает этим спецификациям можно будет включать в нашу инфраструктуру. Независимо от того производите вы компьютеры, ИБП, генераторы и т.п., вы сможете включать свое оборудование нашу инфраструктуру. Это означает, что мы также сможем обеспечивать всех, в любом месте земного шара, тем самым сводя до минимума затраты и максимальной увеличивая производительность. Мы хотим создать в отрасли мотивацию для дальнейших инноваций – инноваций, от которых каждый сможет получать выгоду.
    Главные характеристики дата-центров четвертого поколения Gen4

    To summarize, the key characteristics of our Generation 4 data centers are:

    Scalable
    Plug-and-play spine infrastructure
    Factory pre-assembled: Pre-Assembled Containers (PACs) & Pre-Manufactured Buildings (PMBs)
    Rapid deployment
    De-mountable
    Reduce TTM
    Reduced construction
    Sustainable measures

    Ниже приведены главные характеристики дата-центров четвертого поколения Gen 4:

    Расширяемость;
    Готовая к использованию базовая инфраструктура;
    Изготовление в заводских условиях: сборные контейнеры (PAC) и сборные здания (PMB);
    Быстрота развертывания;
    Возможность демонтажа;
    Снижение времени вывода на рынок (TTM);
    Сокращение сроков строительства;
    Экологичность;

    Map applications to DC Class

    We hope you join us on this incredible journey of change and innovation!

    Long hours of research and engineering time are invested into this process. There are still some long days and nights ahead, but the vision is clear. Rest assured however, that we as refine Generation 4, the team will soon be looking to Generation 5 (even if it is a bit farther out). There is always room to get better.


    Использование систем электропитания постоянного тока.

    Мы надеемся, что вы присоединитесь к нам в этом невероятном путешествии по миру изменений и инноваций!

    На этот проект уже потрачены долгие часы исследований и проектирования. И еще предстоит потратить много дней и ночей, но мы имеем четкое представление о конечной цели. Однако будьте уверены, что как только мы доведем до конца проект модульного дата-центра четвертого поколения, мы вскоре начнем думать о проекте дата-центра пятого поколения. Всегда есть возможность для улучшений.

    So if you happen to come across Goldilocks in the forest, and you are curious as to why she is smiling you will know that she feels very good about getting very close to ‘JUST RIGHT’.

    Generations of Evolution – some background on our data center designs

    Так что, если вы встретите в лесу девочку по имени Лютик, и вам станет любопытно, почему она улыбается, вы будете знать, что она очень довольна тем, что очень близко подошла к ‘ОПИМАЛЬНОМУ РЕШЕНИЮ’.
    Поколения эволюции – история развития наших дата-центров

    We thought you might be interested in understanding what happened in the first three generations of our data center designs. When Ray Ozzie wrote his Software plus Services memo it posed a very interesting challenge to us. The winds of change were at ‘tornado’ proportions. That “plus Services” tag had some significant (and unstated) challenges inherent to it. The first was that Microsoft was going to evolve even further into an operations company. While we had been running large scale Internet services since 1995, this development lead us to an entirely new level. Additionally, these “services” would span across both Internet and Enterprise businesses. To those of you who have to operate “stuff”, you know that these are two very different worlds in operational models and challenges. It also meant that, to achieve the same level of reliability and performance required our infrastructure was going to have to scale globally and in a significant way.

    Мы подумали, что может быть вам будет интересно узнать историю первых трех поколений наших центров обработки данных. Когда Рэй Оззи написал свою памятную записку Software plus Services, он поставил перед нами очень интересную задачу. Ветра перемен двигались с ураганной скоростью. Это окончание “plus Services” скрывало в себе какие-то значительные и неопределенные задачи. Первая заключалась в том, что Майкрософт собиралась в еще большей степени стать операционной компанией. Несмотря на то, что мы управляли большими интернет-сервисами, начиная с 1995 г., эта разработка подняла нас на абсолютно новый уровень. Кроме того, эти “сервисы” охватывали интернет-компании и корпорации. Тем, кому приходится всем этим управлять, известно, что есть два очень разных мира в области операционных моделей и задач. Это также означало, что для достижения такого же уровня надежности и производительности требовалось, чтобы наша инфраструктура располагала значительными возможностями расширения в глобальных масштабах.

    It was that intense atmosphere of change that we first started re-evaluating data center technology and processes in general and our ideas began to reach farther than what was accepted by the industry at large. This was the era of Generation 1. As we look at where most of the world’s data centers are today (and where our facilities were), it represented all the known learning and design requirements that had been in place since IBM built the first purpose-built computer room. These facilities focused more around uptime, reliability and redundancy. Big infrastructure was held accountable to solve all potential environmental shortfalls. This is where the majority of infrastructure in the industry still is today.

    Именно в этой атмосфере серьезных изменений мы впервые начали переоценку ЦОД-технологий и технологий вообще, и наши идеи начали выходить за пределы общепринятых в отрасли представлений. Это была эпоха ЦОД первого поколения. Когда мы узнали, где сегодня располагается большинство мировых дата-центров и где находятся наши предприятия, это представляло весь опыт и навыки проектирования, накопленные со времени, когда IBM построила первую серверную. В этих ЦОД больше внимания уделялось бесперебойной работе, надежности и резервированию. Большая инфраструктура была призвана решать все потенциальные экологические проблемы. Сегодня большая часть инфраструктуры все еще находится на этом этапе своего развития.

    We soon realized that traditional data centers were quickly becoming outdated. They were not keeping up with the demands of what was happening technologically and environmentally. That’s when we kicked off our Generation 2 design. Gen 2 facilities started taking into account sustainability, energy efficiency, and really looking at the total cost of energy and operations.

    Очень быстро мы поняли, что стандартные дата-центры очень быстро становятся устаревшими. Они не поспевали за темпами изменений технологических и экологических требований. Именно тогда мы стали разрабатывать ЦОД второго поколения. В этих дата-центрах Gen 2 стали принимать во внимание такие факторы как устойчивое развитие, энергетическая эффективность, а также общие энергетические и эксплуатационные.

    No longer did we view data centers just for the upfront capital costs, but we took a hard look at the facility over the course of its life. Our Quincy, Washington and San Antonio, Texas facilities are examples of our Gen 2 data centers where we explored and implemented new ways to lessen the impact on the environment. These facilities are considered two leading industry examples, based on their energy efficiency and ability to run and operate at new levels of scale and performance by leveraging clean hydro power (Quincy) and recycled waste water (San Antonio) to cool the facility during peak cooling months.

    Мы больше не рассматривали дата-центры только с точки зрения начальных капитальных затрат, а внимательно следили за работой ЦОД на протяжении его срока службы. Наши объекты в Куинси, Вашингтоне, и Сан-Антонио, Техас, являются образцами наших ЦОД второго поколения, в которых мы изучали и применяли на практике новые способы снижения воздействия на окружающую среду. Эти объекты считаются двумя ведущими отраслевыми примерами, исходя из их энергетической эффективности и способности работать на новых уровнях производительности, основанных на использовании чистой энергии воды (Куинси) и рециклирования отработанной воды (Сан-Антонио) для охлаждения объекта в самых жарких месяцах.

    As we were delivering our Gen 2 facilities into steel and concrete, our Generation 3 facilities were rapidly driving the evolution of the program. The key concepts for our Gen 3 design are increased modularity and greater concentration around energy efficiency and scale. The Gen 3 facility will be best represented by the Chicago, Illinois facility currently under construction. This facility will seem very foreign compared to the traditional data center concepts most of the industry is comfortable with. In fact, if you ever sit around in our container hanger in Chicago it will look incredibly different from a traditional raised-floor data center. We anticipate this modularization will drive huge efficiencies in terms of cost and operations for our business. We will also introduce significant changes in the environmental systems used to run our facilities. These concepts and processes (where applicable) will help us gain even greater efficiencies in our existing footprint, allowing us to further maximize infrastructure investments.

    Так как наши ЦОД второго поколения строились из стали и бетона, наши центры обработки данных третьего поколения начали их быстро вытеснять. Главными концептуальными особенностями ЦОД третьего поколения Gen 3 являются повышенная модульность и большее внимание к энергетической эффективности и масштабированию. Дата-центры третьего поколения лучше всего представлены объектом, который в настоящее время строится в Чикаго, Иллинойс. Этот ЦОД будет выглядеть очень необычно, по сравнению с общепринятыми в отрасли представлениями о дата-центре. Действительно, если вам когда-либо удастся побывать в нашем контейнерном ангаре в Чикаго, он покажется вам совершенно непохожим на обычный дата-центр с фальшполом. Мы предполагаем, что этот модульный подход будет способствовать значительному повышению эффективности нашего бизнеса в отношении затрат и операций. Мы также внесем существенные изменения в климатические системы, используемые в наших ЦОД. Эти концепции и технологии, если применимо, позволят нам добиться еще большей эффективности наших существующих дата-центров, и тем самым еще больше увеличивать капиталовложения в инфраструктуру.

    This is definitely a journey, not a destination industry. In fact, our Generation 4 design has been under heavy engineering for viability and cost for over a year. While the demand of our commercial growth required us to make investments as we grew, we treated each step in the learning as a process for further innovation in data centers. The design for our future Gen 4 facilities enabled us to make visionary advances that addressed the challenges of building, running, and operating facilities all in one concerted effort.

    Это определенно путешествие, а не конечный пункт назначения. На самом деле, наш проект ЦОД четвертого поколения подвергался серьезным испытаниям на жизнеспособность и затраты на протяжении целого года. Хотя необходимость в коммерческом росте требовала от нас постоянных капиталовложений, мы рассматривали каждый этап своего развития как шаг к будущим инновациям в области дата-центров. Проект наших будущих ЦОД четвертого поколения Gen 4 позволил нам делать фантастические предположения, которые касались задач строительства, управления и эксплуатации объектов как единого упорядоченного процесса.

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    Англо-русский словарь нормативно-технической терминологии > modular data center

  • 5 Historical Portugal

       Before Romans described western Iberia or Hispania as "Lusitania," ancient Iberians inhabited the land. Phoenician and Greek trading settlements grew up in the Tagus estuary area and nearby coasts. Beginning around 202 BCE, Romans invaded what is today southern Portugal. With Rome's defeat of Carthage, Romans proceeded to conquer and rule the western region north of the Tagus, which they named Roman "Lusitania." In the fourth century CE, as Rome's rule weakened, the area experienced yet another invasion—Germanic tribes, principally the Suevi, who eventually were Christianized. During the sixth century CE, the Suevi kingdom was superseded by yet another Germanic tribe—the Christian Visigoths.
       A major turning point in Portugal's history came in 711, as Muslim armies from North Africa, consisting of both Arab and Berber elements, invaded the Iberian Peninsula from across the Straits of Gibraltar. They entered what is now Portugal in 714, and proceeded to conquer most of the country except for the far north. For the next half a millennium, Islam and Muslim presence in Portugal left a significant mark upon the politics, government, language, and culture of the country.
       Islam, Reconquest, and Portugal Created, 714-1140
       The long frontier struggle between Muslim invaders and Christian communities in the north of the Iberian peninsula was called the Reconquista (Reconquest). It was during this struggle that the first dynasty of Portuguese kings (Burgundian) emerged and the independent monarchy of Portugal was established. Christian forces moved south from what is now the extreme north of Portugal and gradually defeated Muslim forces, besieging and capturing towns under Muslim sway. In the ninth century, as Christian forces slowly made their way southward, Christian elements were dominant only in the area between Minho province and the Douro River; this region became known as "territorium Portu-calense."
       In the 11th century, the advance of the Reconquest quickened as local Christian armies were reinforced by crusading knights from what is now France and England. Christian forces took Montemor (1034), at the Mondego River; Lamego (1058); Viseu (1058); and Coimbra (1064). In 1095, the king of Castile and Léon granted the country of "Portu-cale," what became northern Portugal, to a Burgundian count who had emigrated from France. This was the foundation of Portugal. In 1139, a descendant of this count, Afonso Henriques, proclaimed himself "King of Portugal." He was Portugal's first monarch, the "Founder," and the first of the Burgundian dynasty, which ruled until 1385.
       The emergence of Portugal in the 12th century as a separate monarchy in Iberia occurred before the Christian Reconquest of the peninsula. In the 1140s, the pope in Rome recognized Afonso Henriques as king of Portugal. In 1147, after a long, bloody siege, Muslim-occupied Lisbon fell to Afonso Henriques's army. Lisbon was the greatest prize of the 500-year war. Assisting this effort were English crusaders on their way to the Holy Land; the first bishop of Lisbon was an Englishman. When the Portuguese captured Faro and Silves in the Algarve province in 1248-50, the Reconquest of the extreme western portion of the Iberian peninsula was complete—significantly, more than two centuries before the Spanish crown completed the Reconquest of the eastern portion by capturing Granada in 1492.
       Consolidation and Independence of Burgundian Portugal, 1140-1385
       Two main themes of Portugal's early existence as a monarchy are the consolidation of control over the realm and the defeat of a Castil-ian threat from the east to its independence. At the end of this period came the birth of a new royal dynasty (Aviz), which prepared to carry the Christian Reconquest beyond continental Portugal across the straits of Gibraltar to North Africa. There was a variety of motives behind these developments. Portugal's independent existence was imperiled by threats from neighboring Iberian kingdoms to the north and east. Politics were dominated not only by efforts against the Muslims in
       Portugal (until 1250) and in nearby southern Spain (until 1492), but also by internecine warfare among the kingdoms of Castile, Léon, Aragon, and Portugal. A final comeback of Muslim forces was defeated at the battle of Salado (1340) by allied Castilian and Portuguese forces. In the emerging Kingdom of Portugal, the monarch gradually gained power over and neutralized the nobility and the Church.
       The historic and commonplace Portuguese saying "From Spain, neither a good wind nor a good marriage" was literally played out in diplomacy and war in the late 14th-century struggles for mastery in the peninsula. Larger, more populous Castile was pitted against smaller Portugal. Castile's Juan I intended to force a union between Castile and Portugal during this era of confusion and conflict. In late 1383, Portugal's King Fernando, the last king of the Burgundian dynasty, suddenly died prematurely at age 38, and the Master of Aviz, Portugal's most powerful nobleman, took up the cause of independence and resistance against Castile's invasion. The Master of Aviz, who became King João I of Portugal, was able to obtain foreign assistance. With the aid of English archers, Joao's armies defeated the Castilians in the crucial battle of Aljubarrota, on 14 August 1385, a victory that assured the independence of the Portuguese monarchy from its Castilian nemesis for several centuries.
       Aviz Dynasty and Portugal's First Overseas Empire, 1385-1580
       The results of the victory at Aljubarrota, much celebrated in Portugal's art and monuments, and the rise of the Aviz dynasty also helped to establish a new merchant class in Lisbon and Oporto, Portugal's second city. This group supported King João I's program of carrying the Reconquest to North Africa, since it was interested in expanding Portugal's foreign commerce and tapping into Muslim trade routes and resources in Africa. With the Reconquest against the Muslims completed in Portugal and the threat from Castile thwarted for the moment, the Aviz dynasty launched an era of overseas conquest, exploration, and trade. These efforts dominated Portugal's 15th and 16th centuries.
       The overseas empire and age of Discoveries began with Portugal's bold conquest in 1415 of the Moroccan city of Ceuta. One royal member of the 1415 expedition was young, 21-year-old Prince Henry, later known in history as "Prince Henry the Navigator." His part in the capture of Ceuta won Henry his knighthood and began Portugal's "Marvelous Century," during which the small kingdom was counted as a European and world power of consequence. Henry was the son of King João I and his English queen, Philippa of Lancaster, but he did not inherit the throne. Instead, he spent most of his life and his fortune, and that of the wealthy military Order of Christ, on various imperial ventures and on voyages of exploration down the African coast and into the Atlantic. While mythology has surrounded Henry's controversial role in the Discoveries, and this role has been exaggerated, there is no doubt that he played a vital part in the initiation of Portugal's first overseas empire and in encouraging exploration. He was naturally curious, had a sense of mission for Portugal, and was a strong leader. He also had wealth to expend; at least a third of the African voyages of the time were under his sponsorship. If Prince Henry himself knew little science, significant scientific advances in navigation were made in his day.
       What were Portugal's motives for this new imperial effort? The well-worn historical cliche of "God, Glory, and Gold" can only partly explain the motivation of a small kingdom with few natural resources and barely 1 million people, which was greatly outnumbered by the other powers it confronted. Among Portuguese objectives were the desire to exploit known North African trade routes and resources (gold, wheat, leather, weaponry, and other goods that were scarce in Iberia); the need to outflank the Muslim world in the Mediterranean by sailing around Africa, attacking Muslims en route; and the wish to ally with Christian kingdoms beyond Africa. This enterprise also involved a strategy of breaking the Venetian spice monopoly by trading directly with the East by means of discovering and exploiting a sea route around Africa to Asia. Besides the commercial motives, Portugal nurtured a strong crusading sense of Christian mission, and various classes in the kingdom saw an opportunity for fame and gain.
       By the time of Prince Henry's death in 1460, Portugal had gained control of the Atlantic archipelagos of the Azores and Madeiras, begun to colonize the Cape Verde Islands, failed to conquer the Canary Islands from Castile, captured various cities on Morocco's coast, and explored as far as Senegal, West Africa, down the African coast. By 1488, Bar-tolomeu Dias had rounded the Cape of Good Hope in South Africa and thereby discovered the way to the Indian Ocean.
       Portugal's largely coastal African empire and later its fragile Asian empire brought unexpected wealth but were purchased at a high price. Costs included wars of conquest and defense against rival powers, manning the far-flung navel and trade fleets and scattered castle-fortresses, and staffing its small but fierce armies, all of which entailed a loss of skills and population to maintain a scattered empire. Always short of capital, the monarchy became indebted to bankers. There were many defeats beginning in the 16th century at the hands of the larger imperial European monarchies (Spain, France, England, and Holland) and many attacks on Portugal and its strung-out empire. Typically, there was also the conflict that arose when a tenuously held world empire that rarely if ever paid its way demanded finance and manpower Portugal itself lacked.
       The first 80 years of the glorious imperial era, the golden age of Portugal's imperial power and world influence, was an African phase. During 1415-88, Portuguese navigators and explorers in small ships, some of them caravelas (caravels), explored the treacherous, disease-ridden coasts of Africa from Morocco to South Africa beyond the Cape of Good Hope. By the 1470s, the Portuguese had reached the Gulf of Guinea and, in the early 1480s, what is now Angola. Bartolomeu Dias's extraordinary voyage of 1487-88 to South Africa's coast and the edge of the Indian Ocean convinced Portugal that the best route to Asia's spices and Christians lay south, around the tip of southern Africa. Between 1488 and 1495, there was a hiatus caused in part by domestic conflict in Portugal, discussion of resources available for further conquests beyond Africa in Asia, and serious questions as to Portugal's capacity to reach beyond Africa. In 1495, King Manuel and his council decided to strike for Asia, whatever the consequences. In 1497-99, Vasco da Gama, under royal orders, made the epic two-year voyage that discovered the sea route to western India (Asia), outflanked Islam and Venice, and began Portugal's Asian empire. Within 50 years, Portugal had discovered and begun the exploitation of its largest colony, Brazil, and set up forts and trading posts from the Middle East (Aden and Ormuz), India (Calicut, Goa, etc.), Malacca, and Indonesia to Macau in China.
       By the 1550s, parts of its largely coastal, maritime trading post empire from Morocco to the Moluccas were under siege from various hostile forces, including Muslims, Christians, and Hindi. Although Moroccan forces expelled the Portuguese from the major coastal cities by 1550, the rival European monarchies of Castile (Spain), England, France, and later Holland began to seize portions of her undermanned, outgunned maritime empire.
       In 1580, Phillip II of Spain, whose mother was a Portuguese princess and who had a strong claim to the Portuguese throne, invaded Portugal, claimed the throne, and assumed control over the realm and, by extension, its African, Asian, and American empires. Phillip II filled the power vacuum that appeared in Portugal following the loss of most of Portugal's army and its young, headstrong King Sebastião in a disastrous war in Morocco. Sebastiao's death in battle (1578) and the lack of a natural heir to succeed him, as well as the weak leadership of the cardinal who briefly assumed control in Lisbon, led to a crisis that Spain's strong monarch exploited. As a result, Portugal lost its independence to Spain for a period of 60 years.
       Portugal under Spanish Rule, 1580-1640
       Despite the disastrous nature of Portugal's experience under Spanish rule, "The Babylonian Captivity" gave birth to modern Portuguese nationalism, its second overseas empire, and its modern alliance system with England. Although Spain allowed Portugal's weakened empire some autonomy, Spanish rule in Portugal became increasingly burdensome and unacceptable. Spain's ambitious imperial efforts in Europe and overseas had an impact on the Portuguese as Spain made greater and greater demands on its smaller neighbor for manpower and money. Portugal's culture underwent a controversial Castilianization, while its empire became hostage to Spain's fortunes. New rival powers England, France, and Holland attacked and took parts of Spain's empire and at the same time attacked Portugal's empire, as well as the mother country.
       Portugal's empire bore the consequences of being attacked by Spain's bitter enemies in what was a form of world war. Portuguese losses were heavy. By 1640, Portugal had lost most of its Moroccan cities as well as Ceylon, the Moluccas, and sections of India. With this, Portugal's Asian empire was gravely weakened. Only Goa, Damão, Diu, Bombay, Timor, and Macau remained and, in Brazil, Dutch forces occupied the northeast.
       On 1 December 1640, long commemorated as a national holiday, Portuguese rebels led by the duke of Braganza overthrew Spanish domination and took advantage of Spanish weakness following a more serious rebellion in Catalonia. Portugal regained independence from Spain, but at a price: dependence on foreign assistance to maintain its independence in the form of the renewal of the alliance with England.
       Restoration and Second Empire, 1640-1822
       Foreign affairs and empire dominated the restoration era and aftermath, and Portugal again briefly enjoyed greater European power and prestige. The Anglo-Portuguese Alliance was renewed and strengthened in treaties of 1642, 1654, and 1661, and Portugal's independence from Spain was underwritten by English pledges and armed assistance. In a Luso-Spanish treaty of 1668, Spain recognized Portugal's independence. Portugal's alliance with England was a marriage of convenience and necessity between two monarchies with important religious, cultural, and social differences. In return for legal, diplomatic, and trade privileges, as well as the use during war and peace of Portugal's great Lisbon harbor and colonial ports for England's navy, England pledged to protect Portugal and its scattered empire from any attack. The previously cited 17th-century alliance treaties were renewed later in the Treaty of Windsor, signed in London in 1899. On at least 10 different occasions after 1640, and during the next two centuries, England was central in helping prevent or repel foreign invasions of its ally, Portugal.
       Portugal's second empire (1640-1822) was largely Brazil-oriented. Portuguese colonization, exploitation of wealth, and emigration focused on Portuguese America, and imperial revenues came chiefly from Brazil. Between 1670 and 1740, Portugal's royalty and nobility grew wealthier on funds derived from Brazilian gold, diamonds, sugar, tobacco, and other crops, an enterprise supported by the Atlantic slave trade and the supply of African slave labor from West Africa and Angola. Visitors today can see where much of that wealth was invested: Portugal's rich legacy of monumental architecture. Meanwhile, the African slave trade took a toll in Angola and West Africa.
       In continental Portugal, absolutist monarchy dominated politics and government, and there was a struggle for position and power between the monarchy and other institutions, such as the Church and nobility. King José I's chief minister, usually known in history as the marquis of Pombal (ruled 1750-77), sharply suppressed the nobility and the
       Church (including the Inquisition, now a weak institution) and expelled the Jesuits. Pombal also made an effort to reduce economic dependence on England, Portugal's oldest ally. But his successes did not last much beyond his disputed time in office.
       Beginning in the late 18th century, the European-wide impact of the French Revolution and the rise of Napoleon placed Portugal in a vulnerable position. With the monarchy ineffectively led by an insane queen (Maria I) and her indecisive regent son (João VI), Portugal again became the focus of foreign ambition and aggression. With England unable to provide decisive assistance in time, France—with Spain's consent—invaded Portugal in 1807. As Napoleon's army under General Junot entered Lisbon meeting no resistance, Portugal's royal family fled on a British fleet to Brazil, where it remained in exile until 1821. In the meantime, Portugal's overseas empire was again under threat. There was a power vacuum as the monarch was absent, foreign armies were present, and new political notions of liberalism and constitutional monarchy were exciting various groups of citizens.
       Again England came to the rescue, this time in the form of the armies of the duke of Wellington. Three successive French invasions of Portugal were defeated and expelled, and Wellington succeeded in carrying the war against Napoleon across the Portuguese frontier into Spain. The presence of the English army, the new French-born liberal ideas, and the political vacuum combined to create revolutionary conditions. The French invasions and the peninsular wars, where Portuguese armed forces played a key role, marked the beginning of a new era in politics.
       Liberalism and Constitutional Monarchy, 1822-1910
       During 1807-22, foreign invasions, war, and civil strife over conflicting political ideas gravely damaged Portugal's commerce, economy, and novice industry. The next terrible blow was the loss of Brazil in 1822, the jewel in the imperial crown. Portugal's very independence seemed to be at risk. In vain, Portugal sought to resist Brazilian independence by force, but in 1825 it formally acknowledged Brazilian independence by treaty.
       Portugal's slow recovery from the destructive French invasions and the "war of independence" was complicated by civil strife over the form of constitutional monarchy that best suited Portugal. After struggles over these issues between 1820 and 1834, Portugal settled somewhat uncertainly into a moderate constitutional monarchy whose constitution (Charter of 1826) lent it strong political powers to exert a moderating influence between the executive and legislative branches of the government. It also featured a new upper middle class based on land ownership and commerce; a Catholic Church that, although still important, lived with reduced privileges and property; a largely African (third) empire to which Lisbon and Oporto devoted increasing spiritual and material resources, starting with the liberal imperial plans of 1836 and 1851, and continuing with the work of institutions like the Lisbon Society of Geography (established 1875); and a mass of rural peasants whose bonds to the land weakened after 1850 and who began to immigrate in increasing numbers to Brazil and North America.
       Chronic military intervention in national politics began in 19th-century Portugal. Such intervention, usually commencing with coups or pronunciamentos (military revolts), was a shortcut to the spoils of political office and could reflect popular discontent as well as the power of personalities. An early example of this was the 1817 golpe (coup) attempt of General Gomes Freire against British military rule in Portugal before the return of King João VI from Brazil. Except for a more stable period from 1851 to 1880, military intervention in politics, or the threat thereof, became a feature of the constitutional monarchy's political life, and it continued into the First Republic and the subsequent Estado Novo.
       Beginning with the Regeneration period (1851-80), Portugal experienced greater political stability and economic progress. Military intervention in politics virtually ceased; industrialization and construction of railroads, roads, and bridges proceeded; two political parties (Regenerators and Historicals) worked out a system of rotation in power; and leading intellectuals sparked a cultural revival in several fields. In 19th-century literature, there was a new golden age led by such figures as Alexandre Herculano (historian), Eça de Queirós (novelist), Almeida Garrett (playwright and essayist), Antero de Quental (poet), and Joaquim Oliveira Martins (historian and social scientist). In its third overseas empire, Portugal attempted to replace the slave trade and slavery with legitimate economic activities; to reform the administration; and to expand Portuguese holdings beyond coastal footholds deep into the African hinterlands in West, West Central, and East Africa. After 1841, to some extent, and especially after 1870, colonial affairs, combined with intense nationalism, pressures for economic profit in Africa, sentiment for national revival, and the drift of European affairs would make or break Lisbon governments.
       Beginning with the political crisis that arose out of the "English Ultimatum" affair of January 1890, the monarchy became discredtted and identified with the poorly functioning government, political parties splintered, and republicanism found more supporters. Portugal participated in the "Scramble for Africa," expanding its African holdings, but failed to annex territory connecting Angola and Mozambique. A growing foreign debt and state bankruptcy as of the early 1890s damaged the constitutional monarchy's reputation, despite the efforts of King Carlos in diplomacy, the renewal of the alliance in the Windsor Treaty of 1899, and the successful if bloody colonial wars in the empire (1880-97). Republicanism proclaimed that Portugal's weak economy and poor society were due to two historic institutions: the monarchy and the Catholic Church. A republic, its stalwarts claimed, would bring greater individual liberty; efficient, if more decentralized government; and a stronger colonial program while stripping the Church of its role in both society and education.
       As the monarchy lost support and republicans became more aggressive, violence increased in politics. King Carlos I and his heir Luís were murdered in Lisbon by anarchist-republicans on 1 February 1908. Following a military and civil insurrection and fighting between monarchist and republican forces, on 5 October 1910, King Manuel II fled Portugal and a republic was proclaimed.
       First Parliamentary Republic, 1910-26
       Portugal's first attempt at republican government was the most unstable, turbulent parliamentary republic in the history of 20th-century Western Europe. During a little under 16 years of the republic, there were 45 governments, a number of legislatures that did not complete normal terms, military coups, and only one president who completed his four-year term in office. Portuguese society was poorly prepared for this political experiment. Among the deadly legacies of the monarchy were a huge public debt; a largely rural, apolitical, and illiterate peasant population; conflict over the causes of the country's misfortunes; and lack of experience with a pluralist, democratic system.
       The republic had some talented leadership but lacked popular, institutional, and economic support. The 1911 republican constitution established only a limited democracy, as only a small portion of the adult male citizenry was eligible to vote. In a country where the majority was Catholic, the republic passed harshly anticlerical laws, and its institutions and supporters persecuted both the Church and its adherents. During its brief disjointed life, the First Republic drafted important reform plans in economic, social, and educational affairs; actively promoted development in the empire; and pursued a liberal, generous foreign policy. Following British requests for Portugal's assistance in World War I, Portugal entered the war on the Allied side in March 1916 and sent armies to Flanders and Portuguese Africa. Portugal's intervention in that conflict, however, was too costly in many respects, and the ultimate failure of the republic in part may be ascribed to Portugal's World War I activities.
       Unfortunately for the republic, its time coincided with new threats to Portugal's African possessions: World War I, social and political demands from various classes that could not be reconciled, excessive military intervention in politics, and, in particular, the worst economic and financial crisis Portugal had experienced since the 16th and 17th centuries. After the original Portuguese Republican Party (PRP, also known as the "Democrats") splintered into three warring groups in 1912, no true multiparty system emerged. The Democrats, except for only one or two elections, held an iron monopoly of electoral power, and political corruption became a major issue. As extreme right-wing dictatorships elsewhere in Europe began to take power in Italy (1922), neighboring Spain (1923), and Greece (1925), what scant popular support remained for the republic collapsed. Backed by a right-wing coalition of landowners from Alentejo, clergy, Coimbra University faculty and students, Catholic organizations, and big business, career military officers led by General Gomes da Costa executed a coup on 28 May 1926, turned out the last republican government, and established a military government.
       The Estado Novo (New State), 1926-74
       During the military phase (1926-32) of the Estado Novo, professional military officers, largely from the army, governed and administered Portugal and held key cabinet posts, but soon discovered that the military possessed no magic formula that could readily solve the problems inherited from the First Republic. Especially during the years 1926-31, the military dictatorship, even with its political repression of republican activities and institutions (military censorship of the press, political police action, and closure of the republic's rowdy parliament), was characterized by similar weaknesses: personalism and factionalism; military coups and political instability, including civil strife and loss of life; state debt and bankruptcy; and a weak economy. "Barracks parliamentarism" was not an acceptable alternative even to the "Nightmare Republic."
       Led by General Óscar Carmona, who had replaced and sent into exile General Gomes da Costa, the military dictatorship turned to a civilian expert in finance and economics to break the budget impasse and bring coherence to the disorganized system. Appointed minister of finance on 27 April 1928, the Coimbra University Law School professor of economics Antônio de Oliveira Salazar (1889-1970) first reformed finance, helped balance the budget, and then turned to other concerns as he garnered extraordinary governing powers. In 1930, he was appointed interim head of another key ministry (Colonies) and within a few years had become, in effect, a civilian dictator who, with the military hierarchy's support, provided the government with coherence, a program, and a set of policies.
       For nearly 40 years after he was appointed the first civilian prime minister in 1932, Salazar's personality dominated the government. Unlike extreme right-wing dictators elsewhere in Europe, Salazar was directly appointed by the army but was never endorsed by a popular political party, street militia, or voter base. The scholarly, reclusive former Coimbra University professor built up what became known after 1932 as the Estado Novo ("New State"), which at the time of its overthrow by another military coup in 1974, was the longest surviving authoritarian regime in Western Europe. The system of Salazar and the largely academic and technocratic ruling group he gathered in his cabinets was based on the central bureaucracy of the state, which was supported by the president of the republic—always a senior career military officer, General Óscar Carmona (1928-51), General Craveiro Lopes (1951-58), and Admiral Américo Tómaz (1958-74)—and the complicity of various institutions. These included a rubber-stamp legislature called the National Assembly (1935-74) and a political police known under various names: PVDE (1932-45), PIDE (1945-69),
       and DGS (1969-74). Other defenders of the Estado Novo security were paramilitary organizations such as the National Republican Guard (GNR); the Portuguese Legion (PL); and the Portuguese Youth [Movement]. In addition to censorship of the media, theater, and books, there was political repression and a deliberate policy of depoliticization. All political parties except for the approved movement of regime loyalists, the União Nacional or (National Union), were banned.
       The most vigorous and more popular period of the New State was 1932-44, when the basic structures were established. Never monolithic or entirely the work of one person (Salazar), the New State was constructed with the assistance of several dozen top associates who were mainly academics from law schools, some technocrats with specialized skills, and a handful of trusted career military officers. The 1933 Constitution declared Portugal to be a "unitary, corporative Republic," and pressures to restore the monarchy were resisted. Although some of the regime's followers were fascists and pseudofascists, many more were conservative Catholics, integralists, nationalists, and monarchists of different varieties, and even some reactionary republicans. If the New State was authoritarian, it was not totalitarian and, unlike fascism in Benito Mussolini's Italy or Adolf Hitler's Germany, it usually employed the minimum of violence necessary to defeat what remained a largely fractious, incoherent opposition.
       With the tumultuous Second Republic and the subsequent civil war in nearby Spain, the regime felt threatened and reinforced its defenses. During what Salazar rightly perceived as a time of foreign policy crisis for Portugal (1936-45), he assumed control of the Ministry of Foreign Affairs. From there, he pursued four basic foreign policy objectives: supporting the Nationalist rebels of General Francisco Franco in the Spanish Civil War (1936-39) and concluding defense treaties with a triumphant Franco; ensuring that General Franco in an exhausted Spain did not enter World War II on the Axis side; maintaining Portuguese neutrality in World War II with a post-1942 tilt toward the Allies, including granting Britain and the United States use of bases in the Azores Islands; and preserving and protecting Portugal's Atlantic Islands and its extensive, if poor, overseas empire in Africa and Asia.
       During the middle years of the New State (1944-58), many key Salazar associates in government either died or resigned, and there was greater social unrest in the form of unprecedented strikes and clandestine Communist activities, intensified opposition, and new threatening international pressures on Portugal's overseas empire. During the earlier phase of the Cold War (1947-60), Portugal became a steadfast, if weak, member of the US-dominated North Atlantic Treaty Organization alliance and, in 1955, with American support, Portugal joined the United Nations (UN). Colonial affairs remained a central concern of the regime. As of 1939, Portugal was the third largest colonial power in the world and possessed territories in tropical Africa (Angola, Mozambique, Guinea-Bissau, and São Tomé and Príncipe Islands) and the remnants of its 16th-century empire in Asia (Goa, Damão, Diu, East Timor, and Macau). Beginning in the early 1950s, following the independence of India in 1947, Portugal resisted Indian pressures to decolonize Portuguese India and used police forces to discourage internal opposition in its Asian and African colonies.
       The later years of the New State (1958-68) witnessed the aging of the increasingly isolated but feared Salazar and new threats both at home and overseas. Although the regime easily overcame the brief oppositionist threat from rival presidential candidate General Humberto Delgado in the spring of 1958, new developments in the African and Asian empires imperiled the authoritarian system. In February 1961, oppositionists hijacked the Portuguese ocean liner Santa Maria and, in following weeks, African insurgents in northern Angola, although they failed to expel the Portuguese, gained worldwide media attention, discredited the New State, and began the 13-year colonial war. After thwarting a dissident military coup against his continued leadership, Salazar and his ruling group mobilized military repression in Angola and attempted to develop the African colonies at a faster pace in order to ensure Portuguese control. Meanwhile, the other European colonial powers (Britain, France, Belgium, and Spain) rapidly granted political independence to their African territories.
       At the time of Salazar's removal from power in September 1968, following a stroke, Portugal's efforts to maintain control over its colonies appeared to be successful. President Americo Tomás appointed Dr. Marcello Caetano as Salazar's successor as prime minister. While maintaining the New State's basic structures, and continuing the regime's essential colonial policy, Caetano attempted wider reforms in colonial administration and some devolution of power from Lisbon, as well as more freedom of expression in Lisbon. Still, a great deal of the budget was devoted to supporting the wars against the insurgencies in Africa. Meanwhile in Asia, Portuguese India had fallen when the Indian army invaded in December 1961. The loss of Goa was a psychological blow to the leadership of the New State, and of the Asian empire only East Timor and Macau remained.
       The Caetano years (1968-74) were but a hiatus between the waning Salazar era and a new regime. There was greater political freedom and rapid economic growth (5-6 percent annually to late 1973), but Caetano's government was unable to reform the old system thoroughly and refused to consider new methods either at home or in the empire. In the end, regime change came from junior officers of the professional military who organized the Armed Forces Movement (MFA) against the Caetano government. It was this group of several hundred officers, mainly in the army and navy, which engineered a largely bloodless coup in Lisbon on 25 April 1974. Their unexpected action brought down the 48-year-old New State and made possible the eventual establishment and consolidation of democratic governance in Portugal, as well as a reorientation of the country away from the Atlantic toward Europe.
       Revolution of Carnations, 1974-76
       Following successful military operations of the Armed Forces Movement against the Caetano government, Portugal experienced what became known as the "Revolution of Carnations." It so happened that during the rainy week of the military golpe, Lisbon flower shops were featuring carnations, and the revolutionaries and their supporters adopted the red carnation as the common symbol of the event, as well as of the new freedom from dictatorship. The MFA, whose leaders at first were mostly little-known majors and captains, proclaimed a three-fold program of change for the new Portugal: democracy; decolonization of the overseas empire, after ending the colonial wars; and developing a backward economy in the spirit of opportunity and equality. During the first 24 months after the coup, there was civil strife, some anarchy, and a power struggle. With the passing of the Estado Novo, public euphoria burst forth as the new provisional military government proclaimed the freedoms of speech, press, and assembly, and abolished censorship, the political police, the Portuguese Legion, Portuguese Youth, and other New State organizations, including the National Union. Scores of political parties were born and joined the senior political party, the Portuguese Community Party (PCP), and the Socialist Party (PS), founded shortly before the coup.
       Portugal's Revolution of Carnations went through several phases. There was an attempt to take control by radical leftists, including the PCP and its allies. This was thwarted by moderate officers in the army, as well as by the efforts of two political parties: the PS and the Social Democrats (PPD, later PSD). The first phase was from April to September 1974. Provisional president General Antonio Spínola, whose 1974 book Portugal and the Future had helped prepare public opinion for the coup, met irresistible leftist pressures. After Spinola's efforts to avoid rapid decolonization of the African empire failed, he resigned in September 1974. During the second phase, from September 1974 to March 1975, radical military officers gained control, but a coup attempt by General Spínola and his supporters in Lisbon in March 1975 failed and Spínola fled to Spain.
       In the third phase of the Revolution, March-November 1975, a strong leftist reaction followed. Farm workers occupied and "nationalized" 1.1 million hectares of farmland in the Alentejo province, and radical military officers in the provisional government ordered the nationalization of Portuguese banks (foreign banks were exempted), utilities, and major industries, or about 60 percent of the economic system. There were power struggles among various political parties — a total of 50 emerged—and in the streets there was civil strife among labor, military, and law enforcement groups. A constituent assembly, elected on 25 April 1975, in Portugal's first free elections since 1926, drafted a democratic constitution. The Council of the Revolution (CR), briefly a revolutionary military watchdog committee, was entrenched as part of the government under the constitution, until a later revision. During the chaotic year of 1975, about 30 persons were killed in political frays while unstable provisional governments came and went. On 25 November 1975, moderate military forces led by Colonel Ramalho Eanes, who later was twice elected president of the republic (1976 and 1981), defeated radical, leftist military groups' revolutionary conspiracies.
       In the meantime, Portugal's scattered overseas empire experienced a precipitous and unprepared decolonization. One by one, the former colonies were granted and accepted independence—Guinea-Bissau (September 1974), Cape Verde Islands (July 1975), and Mozambique (July 1975). Portugal offered to turn over Macau to the People's Republic of China, but the offer was refused then and later negotiations led to the establishment of a formal decolonization or hand-over date of 1999. But in two former colonies, the process of decolonization had tragic results.
       In Angola, decolonization negotiations were greatly complicated by the fact that there were three rival nationalist movements in a struggle for power. The January 1975 Alvor Agreement signed by Portugal and these three parties was not effectively implemented. A bloody civil war broke out in Angola in the spring of 1975 and, when Portuguese armed forces withdrew and declared that Angola was independent on 11 November 1975, the bloodshed only increased. Meanwhile, most of the white Portuguese settlers from Angola and Mozambique fled during the course of 1975. Together with African refugees, more than 600,000 of these retornados ("returned ones") went by ship and air to Portugal and thousands more to Namibia, South Africa, Brazil, Canada, and the United States.
       The second major decolonization disaster was in Portugal's colony of East Timor in the Indonesian archipelago. Portugal's capacity to supervise and control a peaceful transition to independence in this isolated, neglected colony was limited by the strength of giant Indonesia, distance from Lisbon, and Portugal's revolutionary disorder and inability to defend Timor. In early December 1975, before Portugal granted formal independence and as one party, FRETILIN, unilaterally declared East Timor's independence, Indonesia's armed forces invaded, conquered, and annexed East Timor. Indonesian occupation encountered East Timorese resistance, and a heavy loss of life followed. The East Timor question remained a contentious international issue in the UN, as well as in Lisbon and Jakarta, for more than 20 years following Indonesia's invasion and annexation of the former colony of Portugal. Major changes occurred, beginning in 1998, after Indonesia underwent a political revolution and allowed a referendum in East Timor to decide that territory's political future in August 1999. Most East Timorese chose independence, but Indonesian forces resisted that verdict until
       UN intervention in September 1999. Following UN rule for several years, East Timor attained full independence on 20 May 2002.
       Consolidation of Democracy, 1976-2000
       After several free elections and record voter turnouts between 25 April 1975 and June 1976, civil war was averted and Portugal's second democratic republic began to stabilize. The MFA was dissolved, the military were returned to the barracks, and increasingly elected civilians took over the government of the country. The 1976 Constitution was revised several times beginning in 1982 and 1989, in order to reempha-size the principle of free enterprise in the economy while much of the large, nationalized sector was privatized. In June 1976, General Ram-alho Eanes was elected the first constitutional president of the republic (five-year term), and he appointed socialist leader Dr. Mário Soares as prime minister of the first constitutional government.
       From 1976 to 1985, Portugal's new system featured a weak economy and finances, labor unrest, and administrative and political instability. The difficult consolidation of democratic governance was eased in part by the strong currency and gold reserves inherited from the Estado Novo, but Lisbon seemed unable to cope with high unemployment, new debt, the complex impact of the refugees from Africa, world recession, and the agitation of political parties. Four major parties emerged from the maelstrom of 1974-75, except for the Communist Party, all newly founded. They were, from left to right, the Communists (PCP); the Socialists (PS), who managed to dominate governments and the legislature but not win a majority in the Assembly of the Republic; the Social Democrats (PSD); and the Christian Democrats (CDS). During this period, the annual growth rate was low (l-2 percent), and the nationalized sector of the economy stagnated.
       Enhanced economic growth, greater political stability, and more effective central government as of 1985, and especially 1987, were due to several developments. In 1977, Portugal applied for membership in the European Economic Community (EEC), now the European Union (EU) since 1993. In January 1986, with Spain, Portugal was granted membership, and economic and financial progress in the intervening years has been significantly influenced by the comparatively large investment, loans, technology, advice, and other assistance from the EEC. Low unemployment, high annual growth rates (5 percent), and moderate inflation have also been induced by the new political and administrative stability in Lisbon. Led by Prime Minister Cavaco Silva, an economist who was trained abroad, the PSD's strong organization, management, and electoral support since 1985 have assisted in encouraging economic recovery and development. In 1985, the PSD turned the PS out of office and won the general election, although they did not have an absolute majority of assembly seats. In 1986, Mário Soares was elected president of the republic, the first civilian to hold that office since the First Republic. In the elections of 1987 and 1991, however, the PSD was returned to power with clear majorities of over 50 percent of the vote.
       Although the PSD received 50.4 percent of the vote in the 1991 parliamentary elections and held a 42-seat majority in the Assembly of the Republic, the party began to lose public support following media revelations regarding corruption and complaints about Prime Minister Cavaco Silva's perceived arrogant leadership style. President Mário Soares voiced criticism of the PSD's seemingly untouchable majority and described a "tyranny of the majority." Economic growth slowed down. In the parliamentary elections of 1995 and the presidential election of 1996, the PSD's dominance ended for the time being. Prime Minister Antônio Guterres came to office when the PS won the October 1995 elections, and in the subsequent presidential contest, in January 1996, socialist Jorge Sampaio, the former mayor of Lisbon, was elected president of the republic, thus defeating Cavaco Silva's bid. Young and popular, Guterres moved the PS toward the center of the political spectrum. Under Guterres, the PS won the October 1999 parliamentary elections. The PS defeated the PSD but did not manage to win a clear, working majority of seats, and this made the PS dependent upon alliances with smaller parties, including the PCP.
       In the local elections in December 2001, the PSD's criticism of PS's heavy public spending allowed the PSD to take control of the key cities of Lisbon, Oporto, and Coimbra. Guterres resigned, and parliamentary elections were brought forward from 2004 to March 2002. The PSD won a narrow victory with 40 percent of the votes, and Jose Durão Barroso became prime minister. Having failed to win a majority of the seats in parliament forced the PSD to govern in coalition with the right-wing Popular Party (PP) led by Paulo Portas. Durão Barroso set about reducing government spending by cutting the budgets of local authorities, freezing civil service hiring, and reviving the economy by accelerating privatization of state-owned enterprises. These measures provoked a 24-hour strike by public-sector workers. Durão Barroso reacted with vows to press ahead with budget-cutting measures and imposed a wage freeze on all employees earning more than €1,000, which affected more than one-half of Portugal's work force.
       In June 2004, Durão Barroso was invited by Romano Prodi to succeed him as president of the European Commission. Durão Barroso accepted and resigned the prime ministership in July. Pedro Santana Lopes, the leader of the PSD, became prime minister. Already unpopular at the time of Durão Barroso's resignation, the PSD-led government became increasingly unpopular under Santana Lopes. A month-long delay in the start of the school year and confusion over his plan to cut taxes and raise public-sector salaries, eroded confidence even more. By November, Santana Lopes's government was so unpopular that President Jorge Sampaio was obliged to dissolve parliament and hold new elections, two years ahead of schedule.
       Parliamentary elections were held on 20 February 2005. The PS, which had promised the electorate disciplined and transparent governance, educational reform, the alleviation of poverty, and a boost in employment, won 45 percent of the vote and the majority of the seats in parliament. The leader of the PS, José Sôcrates became prime minister on 12 March 2005. In the regularly scheduled presidential elections held on 6 January 2006, the former leader of the PSD and prime minister, Aníbal Cavaco Silva, won a narrow victory and became president on 9 March 2006. With a mass protest, public teachers' strike, and street demonstrations in March 2008, Portugal's media, educational, and social systems experienced more severe pressures. With the spreading global recession beginning in September 2008, Portugal's economic and financial systems became more troubled.
       Owing to its geographic location on the southwestern most edge of continental Europe, Portugal has been historically in but not of Europe. Almost from the beginning of its existence in the 12th century as an independent monarchy, Portugal turned its back on Europe and oriented itself toward the Atlantic Ocean. After carving out a Christian kingdom on the western portion of the Iberian peninsula, Portuguese kings gradually built and maintained a vast seaborne global empire that became central to the way Portugal understood its individuality as a nation-state. While the creation of this empire allows Portugal to claim an unusual number of "firsts" or distinctions in world and Western history, it also retarded Portugal's economic, social, and political development. It can be reasonably argued that the Revolution of 25 April 1974 was the most decisive event in Portugal's long history because it finally ended Portugal's oceanic mission and view of itself as an imperial power. After the 1974 Revolution, Portugal turned away from its global mission and vigorously reoriented itself toward Europe. Contemporary Portugal is now both in and of Europe.
       The turn toward Europe began immediately after 25 April 1974. Portugal granted independence to its African colonies in 1975. It was admitted to the European Council and took the first steps toward accession to the European Economic Community (EEC) in 1976. On 28 March 1977, the Portuguese government officially applied for EEC membership. Because of Portugal's economic and social backwardness, which would require vast sums of EEC money to overcome, negotiations for membership were long and difficult. Finally, a treaty of accession was signed on 12 June 1985. Portugal officially joined the EEC (the European Union [EU] since 1993) on 1 January 1986. Since becoming a full-fledged member of the EU, Portugal has been steadily overcoming the economic and social underdevelopment caused by its imperial past and is becoming more like the rest of Europe.
       Membership in the EU has speeded up the structural transformation of Portugal's economy, which actually began during the Estado Novo. Investments made by the Estado Novo in Portugal's economy began to shift employment out of the agricultural sector, which, in 1950, accounted for 50 percent of Portugal's economically active population. Today, only 10 percent of the economically active population is employed in the agricultural sector (the highest among EU member states); 30 percent in the industrial sector (also the highest among EU member states); and 60 percent in the service sector (the lowest among EU member states). The economically active population numbers about 5,000,000 employed, 56 percent of whom are women. Women workers are the majority of the workforce in the agricultural and service sectors (the highest among the EU member states). The expansion of the service sector has been primarily in health care and education. Portugal has had the lowest unemployment rates among EU member states, with the overall rate never being more than 10 percent of the active population. Since joining the EU, the number of employers increased from 2.6 percent to 5.8 percent of the active population; self-employed from 16 to 19 percent; and employees from 65 to 70 percent. Twenty-six percent of the employers are women. Unemployment tends to hit younger workers in industry and transportation, women employed in domestic service, workers on short-term contracts, and poorly educated workers. Salaried workers earn only 63 percent of the EU average, and hourly workers only one-third to one-half of that earned by their EU counterparts. Despite having had the second highest growth of gross national product (GNP) per inhabitant (after Ireland) among EU member states, the above data suggest that while much has been accomplished in terms of modernizing the Portuguese economy, much remains to be done to bring Portugal's economy up to the level of the "average" EU member state.
       Membership in the EU has also speeded up changes in Portuguese society. Over the last 30 years, coastalization and urbanization have intensified. Fully 50 percent of Portuguese live in the coastal urban conurbations of Lisbon, Oporto, Braga, Aveiro, Coimbra, Viseu, Évora, and Faro. The Portuguese population is one of the oldest among EU member states (17.3 percent are 65 years of age or older) thanks to a considerable increase in life expectancy at birth (77.87 years for the total population, 74.6 years for men, 81.36 years for women) and one of the lowest birthrates (10.59 births/1,000) in Europe. Family size averages 2.8 persons per household, with the strict nuclear family (one or two generations) in which both parents work being typical. Common law marriages, cohabitating couples, and single-parent households are more and more common. The divorce rate has also increased. "Youth Culture" has developed. The young have their own meeting places, leisure-time activities, and nightlife (bars, clubs, and discos).
       All Portuguese citizens, whether they have contributed or not, have a right to an old-age pension, invalidity benefits, widowed persons' pension, as well as payments for disabilities, children, unemployment, and large families. There is a national minimum wage (€385 per month), which is low by EU standards. The rapid aging of Portugal's population has changed the ratio of contributors to pensioners to 1.7, the lowest in the EU. This has created deficits in Portugal's social security fund.
       The adult literacy rate is about 92 percent. Illiteracy is still found among the elderly. Although universal compulsory education up to grade 9 was achieved in 1980, only 21.2 percent of the population aged 25-64 had undergone secondary education, compared to an EU average of 65.7 percent. Portugal's higher education system currently consists of 14 state universities and 14 private universities, 15 state polytechnic institutions, one Catholic university, and one military academy. All in all, Portugal spends a greater percentage of its state budget on education than most EU member states. Despite this high level of expenditure, the troubled Portuguese education system does not perform well. Early leaving and repetition rates are among the highest among EU member states.
       After the Revolution of 25 April 1974, Portugal created a National Health Service, which today consists of 221 hospitals and 512 medical centers employing 33,751 doctors and 41,799 nurses. Like its education system, Portugal's medical system is inefficient. There are long waiting lists for appointments with specialists and for surgical procedures.
       Structural changes in Portugal's economy and society mean that social life in Portugal is not too different from that in other EU member states. A mass consumption society has been created. Televisions, telephones, refrigerators, cars, music equipment, mobile phones, and personal computers are commonplace. Sixty percent of Portuguese households possess at least one automobile, and 65 percent of Portuguese own their own home. Portuguese citizens are more aware of their legal rights than ever before. This has resulted in a trebling of the number of legal proceeding since 1960 and an eight-fold increase in the number of lawyers. In general, Portuguese society has become more permissive and secular; the Catholic Church and the armed forces are much less influential than in the past. Portugal's population is also much more culturally, religiously, and ethnically diverse, a consequence of the coming to Portugal of hundreds of thousands of immigrants, mainly from former African colonies.
       Portuguese are becoming more cosmopolitan and sophisticated through the impact of world media, the Internet, and the World Wide Web. A prime case in point came in the summer and early fall of 1999, with the extraordinary events in East Timor and the massive Portuguese popular responses. An internationally monitored referendum in East Timor, Portugal's former colony in the Indonesian archipelago and under Indonesian occupation from late 1975 to summer 1999, resulted in a vote of 78.5 percent for rejecting integration with Indonesia and for independence. When Indonesian prointegration gangs, aided by the Indonesian military, responded to the referendum with widespread brutality and threatened to reverse the verdict of the referendum, there was a spontaneous popular outpouring of protest in the cities and towns of Portugal. An avalanche of Portuguese e-mail fell on leaders and groups in the UN and in certain countries around the world as Portugal's diplomats, perhaps to compensate for the weak initial response to Indonesian armed aggression in 1975, called for the protection of East Timor as an independent state and for UN intervention to thwart Indonesian action. Using global communications networks, the Portuguese were able to mobilize UN and world public opinion against Indonesian actions and aided the eventual independence of East Timor on 20 May 2002.
       From the Revolution of 25 April 1974 until the 1990s, Portugal had a large number of political parties, one of the largest Communist parties in western Europe, frequent elections, and endemic cabinet instability. Since the 1990s, the number of political parties has been dramatically reduced and cabinet stability increased. Gradually, the Portuguese electorate has concentrated around two larger parties, the right-of-center Social Democrats (PSD) and the left-of-center Socialist (PS). In the 1980s, these two parties together garnered 65 percent of the vote and 70 percent of the seats in parliament. In 2005, these percentages had risen to 74 percent and 85 percent, respectively. In effect, Portugal is currently a two-party dominant system in which the two largest parties — PS and PSD—alternate in and out of power, not unlike the rotation of the two main political parties (the Regenerators and the Historicals) during the last decades (1850s to 1880s) of the liberal constitutional monarchy. As Portugal's democracy has consolidated, turnout rates for the eligible electorate have declined. In the 1970s, turnout was 85 percent. In Portugal's most recent parliamentary election (2005), turnout had fallen to 65 percent of the eligible electorate.
       Portugal has benefited greatly from membership in the EU, and whatever doubts remain about the price paid for membership, no Portuguese government in the near future can afford to sever this connection. The vast majority of Portuguese citizens see membership in the EU as a "good thing" and strongly believe that Portugal has benefited from membership. Only the Communist Party opposed membership because it reduces national sovereignty, serves the interests of capitalists not workers, and suffers from a democratic deficit. Despite the high level of support for the EU, Portuguese voters are increasingly not voting in elections for the European Parliament, however. Turnout for European Parliament elections fell from 40 percent of the eligible electorate in the 1999 elections to 38 percent in the 2004 elections.
       In sum, Portugal's turn toward Europe has done much to overcome its backwardness. However, despite the economic, social, and political progress made since 1986, Portugal has a long way to go before it can claim to be on a par with the level found even in Spain, much less the rest of western Europe. As Portugal struggles to move from underde-velopment, especially in the rural areas away from the coast, it must keep in mind the perils of too rapid modern development, which could damage two of its most precious assets: its scenery and environment. The growth and future prosperity of the economy will depend on the degree to which the government and the private sector will remain stewards of clean air, soil, water, and other finite resources on which the tourism industry depends and on which Portugal's world image as a unique place to visit rests. Currently, Portugal is investing heavily in renewable energy from solar, wind, and wave power in order to account for about 50 percent of its electricity needs by 2010. Portugal opened the world's largest solar power plant and the world's first commercial wave power farm in 2006.
       An American documentary film on Portugal produced in the 1970s described this little country as having "a Past in Search of a Future." In the years after the Revolution of 25 April 1974, it could be said that Portugal is now living in "a Present in Search of a Future." Increasingly, that future lies in Europe as an active and productive member of the EU.

    Historical dictionary of Portugal > Historical Portugal

  • 6 remote maintenance

    1. дистанционное техническое обслуживание

     

    дистанционное техническое обслуживание
    Техническое обслуживание объекта, проводимое под управлением персонала без его непосредственного присутствия.
    [ОСТ 45.152-99 ]

    Параллельные тексты EN-RU из ABB Review. Перевод компании Интент

    Service from afar

    Дистанционный сервис

    ABB’s Remote Service concept is revolutionizing the robotics industry

    Разработанная АББ концепция дистанционного обслуживания Remote Service революционизирует робототехнику

    ABB robots are found in industrial applications everywhere – lifting, packing, grinding and welding, to name a few. Robust and tireless, they work around the clock and are critical to a company’s productivity. Thus, keeping these robots in top shape is essential – any failure can lead to serious output consequences. But what happens when a robot malfunctions?

    Роботы АББ используются во всех отраслях промышленности для перемещения грузов, упаковки, шлифовки, сварки – всего и не перечислить. Надежные и неутомимые работники, способные трудиться день и ночь, они представляют большую ценность для владельца. Поэтому очень важно поддерживать их в надлежащей состоянии, ведь любой отказ может иметь серьезные последствия. Но что делать, если робот все-таки сломался?

    ABB’s new Remote Service concept holds the answer: This approach enables a malfunctioning robot to alarm for help itself. An ABB service engineer then receives whole diagnostic information via wireless technology, analyzes the data on a Web site and responds with support in just minutes. This unique service is paying off for customers and ABB alike, and in the process is revolutionizing service thinking.

    Ответом на этот вопрос стала новая концепция Remote Service от АББ, согласно которой неисправный робот сам просит о помощи. C помощью беспроводной технологии специалист сервисной службы АББ получает всю необходимую диагностическую информацию, анализирует данные на web-сайте и через считанные минуты выдает рекомендации по устранению отказа. Эта уникальная возможность одинаково ценна как для заказчиков, так и для самой компании АББ. В перспективе она способна в корне изменить весь подход к организации технического обслуживания.

    Every minute of production downtime can have financially disastrous consequences for a company. Traditional reactive service is no longer sufficient since on-site service engineer visits also demand great amounts of time and money. Thus, companies not only require faster help from the service organization when needed but they also want to avoid disturbances in production.

    Каждая минута простоя производства может привести к губительным финансовым последствиям. Традиционная организация сервиса, предусматривающая ликвидацию возникающих неисправностей, становится все менее эффективной, поскольку вызов сервисного инженера на место эксплуатации робота сопряжен с большими затратами времени и денег. Предприятия требуют от сервисной организации не только более быстрого оказания помощи, но и предотвращения возможных сбоев производства.

    In 2006, ABB developed a new approach to better meet customer’s expectations: Using the latest technologies to reach the robots at customer sites around the world, ABB could support them remotely in just minutes, thereby reducing the need for site visits. Thus the new Remote Service concept was quickly brought to fruition and was launched in mid-2007. Statistics show that by using the system the majority of production stoppages can be avoided.

    В 2006 г. компания АББ разработала новый подход к удовлетворению ожиданий своих заказчиков. Использование современных технологий позволяет специалистам АББ получать информацию от роботов из любой точки мира и в считанные минуты оказывать помощь дистанционно, в результате чего сокращается количество выездов на место установки. Запущенная в середине 2007 г. концепция Remote Service быстро себя оправдала. Статистика показывает, что её применение позволило предотвратить большое число остановок производства.

    Reactive maintenance The hardware that makes ABB Remote Service possible consists of a communication unit, which has a function similar to that of an airplane’s so-called black box 1. This “service box” is connected to the robot’s control system and can read and transmit diagnostic information. The unit not only reads critical diagnostic information that enables immediate support in the event of a failure, but also makes it possible to monitor and analyze the robot’s condition, thereby proactively detecting the need for maintenance.

    Устранение возникающих неисправностей Аппаратное устройство, с помощью которого реализуется концепция Remote Service, представляет собой коммуникационный блок, работающий аналогично черному ящику самолета (рис. 1). Этот блок считывает диагностические данные из контроллера робота и передает их по каналу GSM. Считывается не только информация, необходимая для оказания немедленной помощи в случае отказа, но и сведения, позволяющие контролировать и анализировать состояние робота для прогнозирования неисправностей и планирования технического обслуживания.

    If the robot breaks down, the service box immediately stores the status of the robot, its historical data (as log files), and diagnostic parameters such as temperature and power supply. Equipped with a built-in modem and using the GSM network, the box transmits the data to a central server for analysis and presentation on a dedicated Web site. Alerts are automatically sent to the nearest of ABB’s 1,200 robot service engineers who then accesses the detailed data and error log to analyze the problem.

    При поломке робота сервисный блок немедленно сохраняет данные о его состоянии, сведения из рабочего журнала, а также значения диагностических параметров (температура и характеристики питания). Эти данные передаются встроенным GSM-модемом на центральный сервер для анализа и представления на соответствующем web-сайте. Аварийные сообщения автоматически пересылаются ближайшему к месту аварии одному из 1200 сервисных инженеров-робототехников АББ, который получает доступ к детальной информации и журналу аварий для анализа возникшей проблемы.

    A remotely based ABB engineer can then quickly identify the exact fault, offering rapid customer support. For problems that cannot be solved remotely, the service engineer can arrange for quick delivery of spare parts and visit the site to repair the robot. Even if the engineer must make a site visit, service is faster, more efficient and performed to a higher standard than otherwise possible.

    Специалист АББ может дистанционно идентифицировать отказ и оказать быструю помощь заказчику. Если неисправность не может быть устранена дистанционно, сервисный инженер организовывает доставку запасных частей и выезд ремонтной бригады. Даже если необходимо разрешение проблемы на месте, предшествующая дистанционная диагностика позволяет минимизировать объем работ и сократить время простоя.

    Remote Service enables engineers to “talk” to robots remotely and to utilize tools that enable smart, fast and automatic analysis. The system is based on a machine-to-machine (M2M) concept, which works automatically, requiring human input only for analysis and personalized customer recommendations. ABB was recognized for this innovative solution at the M2M United Conference in Chicago in 2008 Factbox.

    Remote Service позволяет инженерам «разговаривать» с роботами на расстоянии и предоставляет в их распоряжение интеллектуальные средства быстрого автоматизированного анализа. Система основана на основе технологии автоматической связи машины с машиной (M2M), где участие человека сводится к анализу данных и выдаче рекомендаций клиенту. В 2008 г. это инновационное решение от АББ получило приз на конференции M2M United Conference в Чикаго (см. вставку).

    Proactive maintenance 
    Remote Service also allows ABB engineers to monitor and detect potential problems in the robot system and opens up new possibilities for proactive maintenance.

    Прогнозирование неисправностей
    Remote Service позволяет инженерам АББ дистанционно контролировать состояние роботов и прогнозировать возможные неисправности, что открывает новые возможности по организации профилактического обслуживания.

    The service box regularly takes condition measurements. By monitoring key parameters over time, Remote Service can identify potential failures and when necessary notify both the end customer and the appropriate ABB engineer. The management and storage of full system backups is a very powerful service to help recover from critical situations caused, for example, by operator errors.

    Сервисный блок регулярно выполняет диагностические измерения. Непрерывно контролируя ключевые параметры, Remote Service может распознать потенциальные опасности и, при необходимости, оповещать владельца оборудования и соответствующего специалиста АББ. Резервирование данных для возможного отката является мощным средством, обеспечивающим восстановление системы в критических ситуациях, например, после ошибки оператора.

    The first Remote Service installation took place in the automotive industry in the United States and quickly proved its value. The motherboard in a robot cabinet overheated and the rise in temperature triggered an alarm via Remote Service. Because of the alarm, engineers were able to replace a faulty fan, preventing a costly production shutdown.

    Первая система Remote Service была установлена на автозаводе в США и очень скоро была оценена по достоинству. Она обнаружила перегрев материнской платы в шкафу управления роботом и передала сигнал о превышении допустимой температуры, благодаря чему инженеры смогли заменить неисправный вентилятор и предотвратить дорогостоящую остановку производства.

    MyRobot: 24-hour remote access
    Having regular access to a robot’s condition data is also essential to achieving lean production. At any time, from any location, customers can verify their robots’ status and access maintenance information and performance reports simply by logging in to ABB’s MyRobot Web site. The service enables customers to easily compare performances, identify bottlenecks or developing issues, and initiate the most

    Сайт MyRobot: круглосуточный дистанционный доступ
    Для того чтобы обеспечить бесперебойное производство, необходимо иметь регулярный доступ к информации о состоянии робота. Зайдя на соответствующую страницу сайта MyRobot компании АББ, заказчики получат все необходимые данные, включая сведения о техническом обслуживании и отчеты о производительности своего робота. Эта услуга позволяет легко сравнивать данные о производительности, обнаруживать возможные проблемы, а также оптимизировать планирование технического обслуживания и модернизации. С помощью MyRobot можно значительно увеличить выпуск продукции и уменьшить количество выбросов.

    Award-winning solution
    In June 2008, the innovative Remote Service solution won the Gold Value Chain award at the M2M United Conference in Chicago. The value chain award honors successful corporate adopters of M2M (machine–to-machine) technology and highlights the process of combining multiple technologies to deliver high-quality services to customers. ABB won in the categoryof Smart Services.

    Приз за удачное решение
    В июне 2008 г. инновационное решение Remote Service получило награду Gold Value Chain (Золотая цепь) на конференции M2M United Conference в Чикаго. «Золотая цепь» присуждается за успешное масштабное внедрение технологии M2M (машина – машина), а также за достижения в объединении различных технологий для предоставления высококачественных услуг заказчикам. АББ одержала победу в номинации «Интеллектуальный сервис».

    Case study: Tetley Tetley GB Ltd is the world’s second-largest manufacturer and distributor of tea. The company’s manufacturing and distribution business is spread across 40 countries and sells over 60 branded tea bags. Tetley’s UK tea production facility in Eaglescliffe, County Durham is the sole producer of Tetley tea bags 2.

    Пример применения: Tetley Компания TetleyGB Ltd является вторым по величине мировым производителем и поставщиком чая. Производственные и торговые филиалы компании имеются в 40 странах, а продукция распространяется под 60 торговыми марками. Чаеразвесочная фабрика в Иглсклифф, графство Дарем, Великобритания – единственный производитель чая Tetley в пакетиках (рис. 2).

    ABB offers a flexible choice of service agreements for both new and existing robot installations, which can help extend the mean time between failures, shorten the time to repair and lower the cost of automated production.

    Предлагаемые АББ контракты на выполнение технического обслуживания как уже имеющихся, так и вновь устанавливаемых роботов, позволяют значительно увеличить среднюю наработку на отказ, сократить время ремонта и общую стоимость автоматизированного производства.

    Robots in the plant’s production line were tripping alarms and delaying the whole production cycle. The spurious alarms resulted in much unnecessary downtime that was spent resetting the robots in the hope that another breakdown could be avoided. Each time an alarm was tripped, several hours of production time was lost. “It was for this reason that we were keen to try out ABB’s Remote Service agreement,” said Colin Trevor, plant maintenance manager.

    Установленные в технологической линии роботы выдавали аварийные сигналы, задерживающие выполнение производственного цикла. Ложные срабатывания вынуждали перезапускать роботов в надежде предотвратить возможные отказы, в результате чего после каждого аварийного сигнала производство останавливалось на несколько часов. «Именно поэтому мы решили попробовать заключить с АББ контракт на дистанционное техническое обслуживание», – сказал Колин Тревор, начальник технической службы фабрики.

    To prevent future disruptions caused by unplanned downtime, Tetley signed an ABB Response Package service agreement, which included installing a service box and system infrastructure into the robot control systems. Using the Remote Service solution, ABB remotely monitors and collects data on the “wear and tear” and productivity of the robotic cells; this data is then shared with the customer and contributes to smooth-running production cycles.

    Для предотвращения ущерба в результате незапланированных простоев Tetley заключила с АББ контракт на комплексное обслуживание Response Package, согласно которому системы управления роботами были дооборудованы сервисными блоками с необходимой инфраструктурой. С помощью Remote Service компания АББ дистанционно собирает данные о наработке, износе и производительности роботизированных модулей. Эти данные предоставляются заказчику для оптимизации загрузки производственного оборудования.

    Higher production uptime
    Since the implementation of Remote Service, Tetley has enjoyed greatly reduced robot downtime, with no further disruptions caused by unforeseen problems. “The Remote Service package has dramatically changed the plant,” said Trevor. “We no longer have breakdown issues throughout the shift, helping us to achieve much longer periods of robot uptime. As we have learned, world-class manufacturing facilities need world-class support packages. Remote monitoring of our robots helps us to maintain machine uptime, prevent costly downtime and ensures my employees can be put to more valuable use.”

    Увеличение полезного времени
    С момента внедрения Remote Service компания Tetley была приятно удивлена резким сокращением простоя роботов и отсутствием незапланированных остановок производства. «Пакет Remote Service резко изменил ситуацию на предприятии», – сказал Тревор. «Мы избавились от простоев роботов и смогли резко увеличить их эксплуатационную готовность. Мы поняли, что для производственного оборудования мирового класса необходим сервисный пакет мирового класса. Дистанционный контроль роботов помогает нам поддерживать их в рабочем состоянии, предотвращать дорогостоящие простои и задействовать наш персонал для выполнения более важных задач».

    Service access
    Remote Service is available worldwide, connecting more than 500 robots. Companies that have up to 30 robots are often good candidates for the Remote Service offering, as they usually have neither the engineers nor the requisite skills to deal with robotics faults themselves. Larger companies are also enthusiastic about Remote Service, as the proactive services will improve the lifetime of their equipment and increase overall production uptime.

    Доступность сервиса
    Сеть Remote Service охватывает более 700 роботов по всему миру. Потенциальными заказчиками Remote Service являются компании, имеющие до 30 роботов, но не имеющие инженеров и техников, способных самостоятельно устранять их неисправности. Интерес к Remote Service проявляют и более крупные компании, поскольку они заинтересованы в увеличении срока службы и эксплуатационной готовности производственного оборудования.

    In today’s competitive environment, business profitability often relies on demanding production schedules that do not always leave time for exhaustive or repeated equipment health checks. ABB’s Remote Service agreements are designed to monitor its customers’ robots to identify when problems are likely to occur and ensure that help is dispatched before the problem can escalate. In over 60 percent of ABB’s service calls, its robots can be brought back online remotely, without further intervention.

    В условиях современной конкуренции окупаемость бизнеса часто зависит от соблюдения жестких графиков производства, не оставляющих времени для полномасштабных или периодических проверок исправности оборудования. Контракт Remote Service предусматривает мониторинг состояния роботов заказчика для прогнозирования возможных неисправностей и принятие мер по их предотвращению. В более чем 60 % случаев для устранения неисправности достаточно дистанционной консультации в сервисной службе АББ, дальнейшего вмешательства не требуется.

    ABB offers a flexible choice of service agreements for both new and existing robot installations, which helps extend the mean time between failures, shorten the time to repair and lower the total cost of ownership. With four new packages available – Support, Response, Maintenance and Warranty, each backed up by ABB’s Remote Service technology – businesses can minimize the impact of unplanned downtime and achieve improved production-line efficiency.

    Компания АББ предлагает гибкий выбор контрактов на выполнение технического обслуживания как уже имеющихся, так и вновь устанавливаемых роботов, которые позволяют значительно увеличить среднюю наработку на отказ, сократить время ремонта и эксплуатационные расходы. Четыре новых пакета на основе технологии Remote Service – Support, Response, Maintenance и Warranty – позволяют минимизировать внеплановые простои и значительно повысить эффективность производства.

    The benefits of Remote Sevice are clear: improved availability, fewer service visits, lower maintenance costs and maximized total cost of ownership. This unique service sets ABB apart from its competitors and is the beginning of a revolution in service thinking. It provides ABB with a great opportunity to improve customer access to its expertise and develop more advanced services worldwide.

    Преимущества дистанционного технического обслуживания очевидны: повышенная надежность, уменьшение выездов ремонтных бригад, уменьшение затрат на обслуживание и общих эксплуатационных расходов. Эта уникальная услуга дает компании АББ преимущества над конкурентами и демонстрирует революционный подход к организации сервиса. Благодаря ей компания АББ расширяет доступ заказчиков к опыту своих специалистов и получает возможность более эффективного оказания технической помощи по всему миру.

    Тематики

    • тех. обсл. и ремонт средств электросвязи

    Обобщающие термины

    EN

    Англо-русский словарь нормативно-технической терминологии > remote maintenance

  • 7 remote sevice

    1. дистанционное техническое обслуживание

     

    дистанционное техническое обслуживание
    Техническое обслуживание объекта, проводимое под управлением персонала без его непосредственного присутствия.
    [ОСТ 45.152-99 ]

    Параллельные тексты EN-RU из ABB Review. Перевод компании Интент

    Service from afar

    Дистанционный сервис

    ABB’s Remote Service concept is revolutionizing the robotics industry

    Разработанная АББ концепция дистанционного обслуживания Remote Service революционизирует робототехнику

    ABB robots are found in industrial applications everywhere – lifting, packing, grinding and welding, to name a few. Robust and tireless, they work around the clock and are critical to a company’s productivity. Thus, keeping these robots in top shape is essential – any failure can lead to serious output consequences. But what happens when a robot malfunctions?

    Роботы АББ используются во всех отраслях промышленности для перемещения грузов, упаковки, шлифовки, сварки – всего и не перечислить. Надежные и неутомимые работники, способные трудиться день и ночь, они представляют большую ценность для владельца. Поэтому очень важно поддерживать их в надлежащей состоянии, ведь любой отказ может иметь серьезные последствия. Но что делать, если робот все-таки сломался?

    ABB’s new Remote Service concept holds the answer: This approach enables a malfunctioning robot to alarm for help itself. An ABB service engineer then receives whole diagnostic information via wireless technology, analyzes the data on a Web site and responds with support in just minutes. This unique service is paying off for customers and ABB alike, and in the process is revolutionizing service thinking.

    Ответом на этот вопрос стала новая концепция Remote Service от АББ, согласно которой неисправный робот сам просит о помощи. C помощью беспроводной технологии специалист сервисной службы АББ получает всю необходимую диагностическую информацию, анализирует данные на web-сайте и через считанные минуты выдает рекомендации по устранению отказа. Эта уникальная возможность одинаково ценна как для заказчиков, так и для самой компании АББ. В перспективе она способна в корне изменить весь подход к организации технического обслуживания.

    Every minute of production downtime can have financially disastrous consequences for a company. Traditional reactive service is no longer sufficient since on-site service engineer visits also demand great amounts of time and money. Thus, companies not only require faster help from the service organization when needed but they also want to avoid disturbances in production.

    Каждая минута простоя производства может привести к губительным финансовым последствиям. Традиционная организация сервиса, предусматривающая ликвидацию возникающих неисправностей, становится все менее эффективной, поскольку вызов сервисного инженера на место эксплуатации робота сопряжен с большими затратами времени и денег. Предприятия требуют от сервисной организации не только более быстрого оказания помощи, но и предотвращения возможных сбоев производства.

    In 2006, ABB developed a new approach to better meet customer’s expectations: Using the latest technologies to reach the robots at customer sites around the world, ABB could support them remotely in just minutes, thereby reducing the need for site visits. Thus the new Remote Service concept was quickly brought to fruition and was launched in mid-2007. Statistics show that by using the system the majority of production stoppages can be avoided.

    В 2006 г. компания АББ разработала новый подход к удовлетворению ожиданий своих заказчиков. Использование современных технологий позволяет специалистам АББ получать информацию от роботов из любой точки мира и в считанные минуты оказывать помощь дистанционно, в результате чего сокращается количество выездов на место установки. Запущенная в середине 2007 г. концепция Remote Service быстро себя оправдала. Статистика показывает, что её применение позволило предотвратить большое число остановок производства.

    Reactive maintenance The hardware that makes ABB Remote Service possible consists of a communication unit, which has a function similar to that of an airplane’s so-called black box 1. This “service box” is connected to the robot’s control system and can read and transmit diagnostic information. The unit not only reads critical diagnostic information that enables immediate support in the event of a failure, but also makes it possible to monitor and analyze the robot’s condition, thereby proactively detecting the need for maintenance.

    Устранение возникающих неисправностей Аппаратное устройство, с помощью которого реализуется концепция Remote Service, представляет собой коммуникационный блок, работающий аналогично черному ящику самолета (рис. 1). Этот блок считывает диагностические данные из контроллера робота и передает их по каналу GSM. Считывается не только информация, необходимая для оказания немедленной помощи в случае отказа, но и сведения, позволяющие контролировать и анализировать состояние робота для прогнозирования неисправностей и планирования технического обслуживания.

    If the robot breaks down, the service box immediately stores the status of the robot, its historical data (as log files), and diagnostic parameters such as temperature and power supply. Equipped with a built-in modem and using the GSM network, the box transmits the data to a central server for analysis and presentation on a dedicated Web site. Alerts are automatically sent to the nearest of ABB’s 1,200 robot service engineers who then accesses the detailed data and error log to analyze the problem.

    При поломке робота сервисный блок немедленно сохраняет данные о его состоянии, сведения из рабочего журнала, а также значения диагностических параметров (температура и характеристики питания). Эти данные передаются встроенным GSM-модемом на центральный сервер для анализа и представления на соответствующем web-сайте. Аварийные сообщения автоматически пересылаются ближайшему к месту аварии одному из 1200 сервисных инженеров-робототехников АББ, который получает доступ к детальной информации и журналу аварий для анализа возникшей проблемы.

    A remotely based ABB engineer can then quickly identify the exact fault, offering rapid customer support. For problems that cannot be solved remotely, the service engineer can arrange for quick delivery of spare parts and visit the site to repair the robot. Even if the engineer must make a site visit, service is faster, more efficient and performed to a higher standard than otherwise possible.

    Специалист АББ может дистанционно идентифицировать отказ и оказать быструю помощь заказчику. Если неисправность не может быть устранена дистанционно, сервисный инженер организовывает доставку запасных частей и выезд ремонтной бригады. Даже если необходимо разрешение проблемы на месте, предшествующая дистанционная диагностика позволяет минимизировать объем работ и сократить время простоя.

    Remote Service enables engineers to “talk” to robots remotely and to utilize tools that enable smart, fast and automatic analysis. The system is based on a machine-to-machine (M2M) concept, which works automatically, requiring human input only for analysis and personalized customer recommendations. ABB was recognized for this innovative solution at the M2M United Conference in Chicago in 2008 Factbox.

    Remote Service позволяет инженерам «разговаривать» с роботами на расстоянии и предоставляет в их распоряжение интеллектуальные средства быстрого автоматизированного анализа. Система основана на основе технологии автоматической связи машины с машиной (M2M), где участие человека сводится к анализу данных и выдаче рекомендаций клиенту. В 2008 г. это инновационное решение от АББ получило приз на конференции M2M United Conference в Чикаго (см. вставку).

    Proactive maintenance 
    Remote Service also allows ABB engineers to monitor and detect potential problems in the robot system and opens up new possibilities for proactive maintenance.

    Прогнозирование неисправностей
    Remote Service позволяет инженерам АББ дистанционно контролировать состояние роботов и прогнозировать возможные неисправности, что открывает новые возможности по организации профилактического обслуживания.

    The service box regularly takes condition measurements. By monitoring key parameters over time, Remote Service can identify potential failures and when necessary notify both the end customer and the appropriate ABB engineer. The management and storage of full system backups is a very powerful service to help recover from critical situations caused, for example, by operator errors.

    Сервисный блок регулярно выполняет диагностические измерения. Непрерывно контролируя ключевые параметры, Remote Service может распознать потенциальные опасности и, при необходимости, оповещать владельца оборудования и соответствующего специалиста АББ. Резервирование данных для возможного отката является мощным средством, обеспечивающим восстановление системы в критических ситуациях, например, после ошибки оператора.

    The first Remote Service installation took place in the automotive industry in the United States and quickly proved its value. The motherboard in a robot cabinet overheated and the rise in temperature triggered an alarm via Remote Service. Because of the alarm, engineers were able to replace a faulty fan, preventing a costly production shutdown.

    Первая система Remote Service была установлена на автозаводе в США и очень скоро была оценена по достоинству. Она обнаружила перегрев материнской платы в шкафу управления роботом и передала сигнал о превышении допустимой температуры, благодаря чему инженеры смогли заменить неисправный вентилятор и предотвратить дорогостоящую остановку производства.

    MyRobot: 24-hour remote access
    Having regular access to a robot’s condition data is also essential to achieving lean production. At any time, from any location, customers can verify their robots’ status and access maintenance information and performance reports simply by logging in to ABB’s MyRobot Web site. The service enables customers to easily compare performances, identify bottlenecks or developing issues, and initiate the most

    Сайт MyRobot: круглосуточный дистанционный доступ
    Для того чтобы обеспечить бесперебойное производство, необходимо иметь регулярный доступ к информации о состоянии робота. Зайдя на соответствующую страницу сайта MyRobot компании АББ, заказчики получат все необходимые данные, включая сведения о техническом обслуживании и отчеты о производительности своего робота. Эта услуга позволяет легко сравнивать данные о производительности, обнаруживать возможные проблемы, а также оптимизировать планирование технического обслуживания и модернизации. С помощью MyRobot можно значительно увеличить выпуск продукции и уменьшить количество выбросов.

    Award-winning solution
    In June 2008, the innovative Remote Service solution won the Gold Value Chain award at the M2M United Conference in Chicago. The value chain award honors successful corporate adopters of M2M (machine–to-machine) technology and highlights the process of combining multiple technologies to deliver high-quality services to customers. ABB won in the categoryof Smart Services.

    Приз за удачное решение
    В июне 2008 г. инновационное решение Remote Service получило награду Gold Value Chain (Золотая цепь) на конференции M2M United Conference в Чикаго. «Золотая цепь» присуждается за успешное масштабное внедрение технологии M2M (машина – машина), а также за достижения в объединении различных технологий для предоставления высококачественных услуг заказчикам. АББ одержала победу в номинации «Интеллектуальный сервис».

    Case study: Tetley Tetley GB Ltd is the world’s second-largest manufacturer and distributor of tea. The company’s manufacturing and distribution business is spread across 40 countries and sells over 60 branded tea bags. Tetley’s UK tea production facility in Eaglescliffe, County Durham is the sole producer of Tetley tea bags 2.

    Пример применения: Tetley Компания TetleyGB Ltd является вторым по величине мировым производителем и поставщиком чая. Производственные и торговые филиалы компании имеются в 40 странах, а продукция распространяется под 60 торговыми марками. Чаеразвесочная фабрика в Иглсклифф, графство Дарем, Великобритания – единственный производитель чая Tetley в пакетиках (рис. 2).

    ABB offers a flexible choice of service agreements for both new and existing robot installations, which can help extend the mean time between failures, shorten the time to repair and lower the cost of automated production.

    Предлагаемые АББ контракты на выполнение технического обслуживания как уже имеющихся, так и вновь устанавливаемых роботов, позволяют значительно увеличить среднюю наработку на отказ, сократить время ремонта и общую стоимость автоматизированного производства.

    Robots in the plant’s production line were tripping alarms and delaying the whole production cycle. The spurious alarms resulted in much unnecessary downtime that was spent resetting the robots in the hope that another breakdown could be avoided. Each time an alarm was tripped, several hours of production time was lost. “It was for this reason that we were keen to try out ABB’s Remote Service agreement,” said Colin Trevor, plant maintenance manager.

    Установленные в технологической линии роботы выдавали аварийные сигналы, задерживающие выполнение производственного цикла. Ложные срабатывания вынуждали перезапускать роботов в надежде предотвратить возможные отказы, в результате чего после каждого аварийного сигнала производство останавливалось на несколько часов. «Именно поэтому мы решили попробовать заключить с АББ контракт на дистанционное техническое обслуживание», – сказал Колин Тревор, начальник технической службы фабрики.

    To prevent future disruptions caused by unplanned downtime, Tetley signed an ABB Response Package service agreement, which included installing a service box and system infrastructure into the robot control systems. Using the Remote Service solution, ABB remotely monitors and collects data on the “wear and tear” and productivity of the robotic cells; this data is then shared with the customer and contributes to smooth-running production cycles.

    Для предотвращения ущерба в результате незапланированных простоев Tetley заключила с АББ контракт на комплексное обслуживание Response Package, согласно которому системы управления роботами были дооборудованы сервисными блоками с необходимой инфраструктурой. С помощью Remote Service компания АББ дистанционно собирает данные о наработке, износе и производительности роботизированных модулей. Эти данные предоставляются заказчику для оптимизации загрузки производственного оборудования.

    Higher production uptime
    Since the implementation of Remote Service, Tetley has enjoyed greatly reduced robot downtime, with no further disruptions caused by unforeseen problems. “The Remote Service package has dramatically changed the plant,” said Trevor. “We no longer have breakdown issues throughout the shift, helping us to achieve much longer periods of robot uptime. As we have learned, world-class manufacturing facilities need world-class support packages. Remote monitoring of our robots helps us to maintain machine uptime, prevent costly downtime and ensures my employees can be put to more valuable use.”

    Увеличение полезного времени
    С момента внедрения Remote Service компания Tetley была приятно удивлена резким сокращением простоя роботов и отсутствием незапланированных остановок производства. «Пакет Remote Service резко изменил ситуацию на предприятии», – сказал Тревор. «Мы избавились от простоев роботов и смогли резко увеличить их эксплуатационную готовность. Мы поняли, что для производственного оборудования мирового класса необходим сервисный пакет мирового класса. Дистанционный контроль роботов помогает нам поддерживать их в рабочем состоянии, предотвращать дорогостоящие простои и задействовать наш персонал для выполнения более важных задач».

    Service access
    Remote Service is available worldwide, connecting more than 500 robots. Companies that have up to 30 robots are often good candidates for the Remote Service offering, as they usually have neither the engineers nor the requisite skills to deal with robotics faults themselves. Larger companies are also enthusiastic about Remote Service, as the proactive services will improve the lifetime of their equipment and increase overall production uptime.

    Доступность сервиса
    Сеть Remote Service охватывает более 700 роботов по всему миру. Потенциальными заказчиками Remote Service являются компании, имеющие до 30 роботов, но не имеющие инженеров и техников, способных самостоятельно устранять их неисправности. Интерес к Remote Service проявляют и более крупные компании, поскольку они заинтересованы в увеличении срока службы и эксплуатационной готовности производственного оборудования.

    In today’s competitive environment, business profitability often relies on demanding production schedules that do not always leave time for exhaustive or repeated equipment health checks. ABB’s Remote Service agreements are designed to monitor its customers’ robots to identify when problems are likely to occur and ensure that help is dispatched before the problem can escalate. In over 60 percent of ABB’s service calls, its robots can be brought back online remotely, without further intervention.

    В условиях современной конкуренции окупаемость бизнеса часто зависит от соблюдения жестких графиков производства, не оставляющих времени для полномасштабных или периодических проверок исправности оборудования. Контракт Remote Service предусматривает мониторинг состояния роботов заказчика для прогнозирования возможных неисправностей и принятие мер по их предотвращению. В более чем 60 % случаев для устранения неисправности достаточно дистанционной консультации в сервисной службе АББ, дальнейшего вмешательства не требуется.

    ABB offers a flexible choice of service agreements for both new and existing robot installations, which helps extend the mean time between failures, shorten the time to repair and lower the total cost of ownership. With four new packages available – Support, Response, Maintenance and Warranty, each backed up by ABB’s Remote Service technology – businesses can minimize the impact of unplanned downtime and achieve improved production-line efficiency.

    Компания АББ предлагает гибкий выбор контрактов на выполнение технического обслуживания как уже имеющихся, так и вновь устанавливаемых роботов, которые позволяют значительно увеличить среднюю наработку на отказ, сократить время ремонта и эксплуатационные расходы. Четыре новых пакета на основе технологии Remote Service – Support, Response, Maintenance и Warranty – позволяют минимизировать внеплановые простои и значительно повысить эффективность производства.

    The benefits of Remote Sevice are clear: improved availability, fewer service visits, lower maintenance costs and maximized total cost of ownership. This unique service sets ABB apart from its competitors and is the beginning of a revolution in service thinking. It provides ABB with a great opportunity to improve customer access to its expertise and develop more advanced services worldwide.

    Преимущества дистанционного технического обслуживания очевидны: повышенная надежность, уменьшение выездов ремонтных бригад, уменьшение затрат на обслуживание и общих эксплуатационных расходов. Эта уникальная услуга дает компании АББ преимущества над конкурентами и демонстрирует революционный подход к организации сервиса. Благодаря ей компания АББ расширяет доступ заказчиков к опыту своих специалистов и получает возможность более эффективного оказания технической помощи по всему миру.

    Тематики

    • тех. обсл. и ремонт средств электросвязи

    Обобщающие термины

    EN

    Англо-русский словарь нормативно-технической терминологии > remote sevice

  • 8 competitive

    (product) concurrentiel(elle); (company, price) compétitif(ive);
    ∎ to offer competitive terms proposer des prix très compétitifs;
    ∎ industry must become more competitive l'industrie doit devenir plus compétitive
    competitive advantage avantage m concurrentiel;
    competitive advertising publicité f concurrentielle;
    competitive analysis analyse f des concurrents;
    competitive awareness sensibilité f compétitive;
    competitive bidding appel m d'offres;
    competitive edge avance f concurrentielle;
    competitive marketplace marché m de concurrence;
    competitive position position f concurrentielle;
    competitive positioning positionnement m concurrentiel;
    competitive pricing fixation f des prix compétitifs;
    competitive scope domaine m concurrentiel, champ m concurrentiel;
    competitive strategy stratégie f concurrentielle

    The new, new thing is really serious. The impact of publicity on the Internet is fast and global - instantaneously everywhere. I first noticed it in action three years ago when a client called to complain that its competitor was getting tons of publicity and the client wasn't. I was stunned, because we had just done a competitive analysis showing our client had dramatically more publicity.

    English-French business dictionary > competitive

  • 9 Marsden, Samuel

    [br]
    b. 1764 Parsley, Yorkshire, England
    d. 1838 Australia
    [br]
    English farmer whose breeding programme established the Australian wool industry.
    [br]
    Although his father was a farmer, at the age of 10 Samuel Marsden went to work as a blacksmith, and continued in that trade for ten years. He then decided to go into the Church, was educated at Hull Grammar School and Cambridge, and was ordained in 1793. He then emigrated to Australia, where he took up an appointment as Assistant Chaplain to the Colony. He was stationed at Parramatta, where he was granted 100 acres and bought a further 128 acres himself. In 1800 he became Principal Chaplain, and by 1802 he farmed the third largest farm in the colony. Initially he was able to obtain only two Marino rams and was forced to crossbreed with imported Indian stock. However, with this combination he was able to improve wool quality dramatically, and this stock provided the basis of his breeding stock. In 1807 he returned to Britain, taking 160 lb of wool with him. This was woven into 40 yards (36.5 m) of cloth in a mill near Leeds, and from this Marsden had a suit made which he wore when he visited George III. The latter was so impressed with the cloth that he presented Marsden with five Marino ewes in lamb, with which he returned to Australia. By 1811 he was sending more than 5,000 lb of wool back to the UK each year. In 1814 Marsden concentrated more on Church matters and made the first of seven missionary visits to New Zealand. He made the last of these excursions the year before his death.
    [br]
    Principal Honours and Distinctions
    Vice-President, New South Wales Agricultural Society (on its foundation) 1821.
    Further Reading
    Michael Ryder, 1983, Sheep and Man, Duckworth (a definitive study on sheep history that deals in detail with Marsden's developments).
    AP

    Biographical history of technology > Marsden, Samuel

  • 10 fall

    1. noun
    1) (act or manner of falling) Fallen, das; (of person) Sturz, der

    fall of snow/rain — Schnee-/Regenfall, der

    2) (collapse, defeat) Fall, der; (of dynasty, empire) Untergang, der; (of government) Sturz, der
    3) (slope) Abfall, der (to zu, nach)
    4) (Amer.): (autumn) Herbst, der
    2. intransitive verb,
    1) fallen; [Person:] [hin]fallen, stürzen; [Pferd:] stürzen

    fall off something, fall down from something — von etwas [herunter]fallen

    fall down [into] something — in etwas (Akk.) [hinein]fallen

    fall down dead — tot umfallen

    fall down the stairs — die Treppe herunter-/hinunterfallen

    fall [flat] on one's face — (lit. or fig.) auf die Nase fallen (ugs.)

    fall into the trap — in die Falle gehen

    fall from a great height — aus großer Höhe abstürzen

    rain/snow is falling — es regnet/schneit

    2) (fig.) [Nacht, Dunkelheit:] hereinbrechen; [Abend:] anbrechen; [Stille:] eintreten
    3) (fig.): (be uttered) fallen
    4) (become detached) [Blätter:] [ab]fallen

    fall out — [Haare, Federn:] ausfallen

    5) (sink to lower level) sinken; [Barometer:] fallen; [Absatz, Verkauf:] zurückgehen

    fall into sin/temptation — eine Sünde begehen/der Versuchung er- od. unterliegen

    6) (subside) [Wasserspiegel, Gezeitenhöhe:] fallen; [Wind:] sich legen
    7) (show dismay)

    his/her face fell — er/sie machte ein langes Gesicht (ugs.)

    8) (be defeated) [Festung, Stadt:] fallen; [Monarchie, Regierung:] gestürzt werden; [Reich:] untergehen
    9) (perish) [Soldat:] fallen
    10) (collapse, break) einstürzen

    fall to pieces, fall apart — [Buch, Wagen:] auseinander fallen

    fall apart at the seams — an den Nähten aufplatzen

    11) (come by chance, duty, etc.) fallen (to an + Akk.)

    it fell to me or to my lot to do it — das Los, es tun zu müssen, hat mich getroffen

    fall into decay — [Gebäude:] verfallen

    fall into a swoon or faint — in Ohnmacht fallen

    12) [Auge, Strahl, Licht, Schatten:] fallen ( upon auf + Akk.)
    13) (have specified place) liegen (on, to auf + Dat., within in + Dat.)

    fall into or under a category — in od. unter eine Kategorie fallen

    14) (occur) fallen (on auf + Akk.)
    Phrasal Verbs:
    - academic.ru/26285/fall_about">fall about
    * * *
    [fo:l] 1. past tense - fell; verb
    1) (to go down from a higher level usually unintentionally: The apple fell from the tree; Her eye fell on an old book.) fallen
    2) ((often with over) to go down to the ground etc from an upright position, usually by accident: She fell (over).) fallen
    3) (to become lower or less: The temperature is falling.) fallen
    4) (to happen or occur: Easter falls early this year.) stattfinden
    5) (to enter a certain state or condition: She fell asleep; They fell in love.) fallen
    6) ((formal: only with it as subject) to come as one's duty etc: It falls to me to take care of the children.) überlassen bleiben
    2. noun
    1) (the act of falling: He had a fall.) der Sturz
    2) ((a quantity of) something that has fallen: a fall of snow.) der Fall
    3) (capture or (political) defeat: the fall of Rome.) der Fall
    4) ((American) the autumn: Leaves change colour in the fall.) der Herbst
    •
    - falls
    - fallout
    - his
    - her face fell
    - fall away
    - fall back
    - fall back on
    - fall behind
    - fall down
    - fall flat
    - fall for
    - fall in with
    - fall off
    - fall on/upon
    - fall out
    - fall short
    - fall through
    * * *
    [fɔ:l, AM esp fɑ:l]
    I. NOUN
    1. (tumble, drop) Fall m; (harder) Sturz m
    she broke her leg in the \fall sie brach sich bei dem Sturz das Bein
    to break sb's \fall jds Sturz abfangen
    to have a \fall hinfallen; (harder) stürzen
    to take a \fall stürzen; (from a horse) vom Pferd fallen
    to have [or take] a nasty \fall schwer stürzen
    2. no pl (descent) Fallen nt; of leaves Herabfallen nt geh; (drop) of an axe, a guillotine Herunterfallen nt; of a level also [Ab]sinken nt
    the audience roared at the \fall of the curtain das Publikum brüllte, als der Vorhang fiel
    at the \fall of the tide bei Ebbe f
    the rise and \fall of the tide Ebbe und Flut
    3. METEO, GEOG
    \fall of earth Erdrutsch m
    [heavy] \falls of rain/snow [heftige] Regen-/Schneefälle
    \fall of rock Steinschlag m
    4. SPORT (in wrestling) Schultersieg m
    5. no pl (slope) Gefälle nt
    6. no pl (decrease) Rückgang m (in + gen); in support Nachlassen nt (in + gen); in a level also Sinken nt (in + gen)
    there was a \fall in support for his party at the last election die Unterstützung für seine Partei hat bei den letzten Wahlen nachgelassen
    \fall in demand/price/temperature Nachfrage-/Preis-/Temperaturrückgang m
    there has been a slight \fall in the price of petrol der Benzinpreis ist leicht zurückgegangen
    sudden \fall in price Preissturz m
    \fall in pressure Druckabfall m
    \fall in moral standards Verfall m der Sitten
    a sharp \fall in temperature ein Temperaturabfall m, ein Temperatursturz m
    \fall in value Wertverlust m
    7. no pl (defeat) of a city Einnahme f; of a dictator, regime Sturz m
    the \fall of the Berlin Wall/Iron Curtain der Fall der Berliner Mauer/des Eisernen Vorhangs
    the \fall of Constantinople die Eroberung Konstantinopels
    the \fall of the Roman Empire der Untergang des Römischen Reiches
    \fall from power Entmachtung f
    ▪ the F\fall [of Man] der Sündenfall
    9. AM (autumn) Herbst m
    10. (waterfall)
    ▪ \falls pl Wasserfall m
    [the] Victoria F\falls die Viktoriafälle
    11.
    ▶ to be as innocent as Adam before the F\fall ( saying) so unschuldig sein wie Adam vor dem Sündenfall
    ▶ to take a [or the] \fall for sb/sth AM ( fam) für jdn/etw die Schuld auf sich akk nehmen, für jdn/etw einstehen
    AM (sun, weather) Herbst-
    \fall clothing Herbstkleidung f
    \fall collection Herbstkollektion f
    \fall plowing Wintersaat f
    <fell, fallen>
    1. (drop, tumble) fallen; (harder) stürzen; (topple) person hinfallen; (harder) stürzen; tree, post, pillar umfallen; (harder) umstürzen
    he fell badly and broke his arm er stürzte schwer und brach sich den Arm
    the bridge fell into the river die Brücke stürzte ins Wasser
    her horse fell at a fence ihr Pferd blieb an einem Hindernis hängen
    the bomb fell on the church and totally destroyed it die Bombe fiel auf die Kirche und zerstörte sie vollständig
    the picture's \fallen behind the piano das Bild ist hinter das Klavier gefallen
    to \fall into sb's/each other's arms jdm/sich in die Arme fallen
    to \fall into bed ins Bett fallen
    to \fall under a bus/train unter einen Bus/Zug geraten
    to \fall to one's death in den Tod stürzen
    to \fall flat on one's face aufs Gesicht [o fam auf die Nase] fallen
    to \fall on the floor/to the ground auf den Boden fallen
    to \fall to one's knees auf die Knie fallen
    to \fall down dead tot umfallen
    2. (hang) fallen
    to \fall loosely locker fallen
    ▪ to \fall around/on/to sth auf etw akk fallen [o geh herabhängen]
    his hair fell around his shoulders in golden curls sein Haar fiel ihm in goldenen Locken auf die Schulter
    her hair fell to her waist ihr Haar reichte ihr bis zur Taille
    ▪ to \fall into sth in etw akk fallen
    a curl/a strand of hair fell into her face eine Locke/Strähne fiel ihr ins Gesicht
    3. (descend) fallen; light, shadow
    ▪ to \fall across/on/over sth auf etw akk fallen; blow, weapon
    ▪ to \fall on sb/sth jdn/etw treffen; ( fig) darkness, night hereinbrechen; ( fig) silence
    ▪ to \fall on sb/sth jdn/etw überfallen
    the audience was still laughing as the curtain fell als der Vorhang fiel, lachte das Publikum immer noch
    the snow had been \falling all day es hatte den ganzen Tag über geschneit
    more rain had \fallen overnight über Nacht hatte es noch mehr geregnet
    darkness \falls early in the tropics in den Tropen wird es früh dunkel
    night was already \falling es begann bereits dunkel zu werden
    the blows continued to \fall on him die Schläge prasselten weiter auf ihn nieder
    the axe looks likely to \fall on 500 jobs 500 Stellen werden wahrscheinlich gestrichen werden
    silence fell on the group of men [ein] Schweigen überfiel die Männer
    4. (slope) [steil] abfallen
    5. (decrease) sinken; price, temperature, pressure, value also fallen; demand, sales, numbers also zurückgehen; ( fig) barometer fallen
    water supplies have \fallen to danger levels der Wasservorrat ist auf einen gefährlich niedrigen Stand abgesunken
    the attendance fell well below the expected figure die Besucherzahlen blieben weit hinter den erwarteten Zahlen zurück
    church attendance has \fallen dramatically die Anzahl der Kirchenbesucher ist drastisch zurückgegangen [o gesunken]
    \falling prices pl Preisrückgang m
    6. (be defeated) government, regime, politician gestürzt werden; empire untergehen; city, town eingenommen werden, fallen
    to \fall from power seines Amtes enthoben werden
    ▪ to \fall to sb jdm in die Hände fallen
    Basildon finally fell to Labour at the last election Basildon fiel in der letzten Wahl Labour zu
    7. (lose a position, status) fallen
    to \fall in the charts/the table in den Charts/der Tabelle fallen
    to have \fallen to the bottom of the league table ganz unten in der Tabelle stehen
    to \fall in sb's estimation in jds Achtung sinken
    8. (fail)
    to stand or \fall on sth mit etw dat stehen und fallen
    the proposal will stand or \fall on the possible tax breaks der Vorschlag wird mit den zu erwartenden Steuervergünstigungen stehen und fallen
    9. ( liter: die in a battle) fallen
    10. (be) liegen
    Easter \falls early/late this year Ostern ist dieses Jahr früh/spät
    this year, my birthday \falls on a Monday diese Jahr fällt mein Geburtstag auf einen Montag
    the accent \falls on the second syllable der Akzent liegt auf der zweiten Silbe
    11. (belong)
    ▪ to \fall into sth in etw akk fallen
    to \fall into a category/class in [o unter] eine Kategorie/Klasse fallen
    ▪ to \fall outside sth nicht in etw akk fallen
    this matter \falls outside the area for which we are responsible diese Sache fällt nicht in unseren Zuständigkeitsbereich
    ▪ to \fall under sth in etw akk fallen
    that side of the business \falls under my department dieser Geschäftsteil fällt in meinen Zuständigkeitsbereich
    that \falls under the heading... das fällt unter die Rubrik...
    ▪ to \fall within sth in etw akk fallen
    any offence committed in this state \falls within the jurisdiction of this court jedes Vergehen, das in diesem Staat begangen wird, fällt in den Zuständigkeitsbereich dieses Gerichts
    12. (be divided)
    ▪ to \fall into sth sich in etw akk gliedern
    the text \falls into three sections der Text gliedert sich in drei Kategorien
    to \fall prey [or victim] to sb/sth jdm/etw zum Opfer fallen
    to \fall asleep einschlafen
    to \fall due fällig sein
    to \fall foul of sb mit jdm Streit bekommen
    to \fall foul of a law [or regulation] ein Gesetz übertreten
    to \fall ill [or sick] krank werden
    to \fall open aufklappen
    to \fall silent verstummen
    to \fall vacant frei werden
    14. (enter a particular state)
    to \fall into debt sich akk verschulden
    to \fall into disrepair [or decay] verkommen
    to \fall into disrepute in Misskredit geraten
    to \fall into disuse nicht mehr benutzt werden
    to \fall into error/sin REL sich akk versündigen
    to \fall out of favour [or AM favor] [with sb] [bei jdm] nicht mehr gefragt sein
    to \fall into the habit of doing sth sich dat angewöhnen, etw zu tun
    to \fall into hysterics sich akk vor Lachen kringeln fam
    to \fall under the influence of sb/sth unter den Einfluss einer Person/einer S. gen geraten
    to \fall in love [with sb/sth] sich akk [in jdn/etw] verlieben
    to \fall out of love [with sb/sth] nicht mehr [in jdn/etw] verliebt sein
    to \fall into a reflective mood ins Grübeln kommen
    to have \fallen under the spell of sb/sth von jdm/etw verzaubert sein
    15.
    ▶ to \fall on deaf ears auf taube Ohren stoßen
    ▶ to \fall out of one's dress ( fam) aus allen Wolken fallen fam
    ▶ sb's face fell jd machte ein langes Gesicht
    ▶ to \fall into the hands [or clutches] of sb jdm in die Hände fallen
    ▶ to \fall on hard times harte Zeiten durchleben
    ▶ to \fall in [or into] line [with sth] sich akk [etw dat] anpassen
    ▶ to \fall to pieces plan, relationship in die Brüche gehen; person zerbrechen
    ▶ to \fall into place (work out) sich akk von selbst ergeben; (make sense) einen Sinn ergeben, [einen] Sinn machen fam
    ▶ to \fall short [of sth] etw nicht erreichen
    ▶ to \fall short of sb's expectations hinter jds Erwartungen zurückbleiben
    ▶ to \fall on stony ground auf felsigen Grund fallen liter
    ▶ to \fall among thieves ( old) unter die Räuber fallen veraltet
    ▶ to \fall into a/sb's trap in die/jdm in die Falle gehen
    I was afraid that I might be \falling into a trap ich hatte Angst, in eine Falle zu laufen
    they fell into the trap of overestimating their own ability sie haben ihre eigenen Fähigkeiten völlig überschätzt
    ▶ to \fall to a whisper in einen Flüsterton verfallen
    * * *
    [fɔːl] vb: pret fell, ptp fallen
    1. n
    1) (lit, fig: tumble) Fall m no pl, Sturz m; (= decline of empire etc) Untergang m

    to have a fall — (hin)fallen, stürzen

    2) (= defeat of town, fortress etc) Einnahme f, Eroberung f; (of Troy) Fall m; (of country) Zusammenbruch m; (of government) Sturz m
    3)

    fall of rain/snow — Regen-/Schneefall m

    4) (of night) Einbruch m
    5) (= lowering) Sinken nt; (in temperature) Abfall m, Sinken nt; (sudden) Sturz m; (of barometer) Fallen nt; (sudden) Sturz m; (in wind) Nachlassen nt; (in revs, population, membership) Abnahme f; (in graph) Abfall m; (in morals) Verfall m; (of prices, currency, gradual) Sinken nt; (sudden) Sturz m
    6) (= slope of roof, ground) Gefälle nt; (steeper) Abfall m
    7) (= waterfall also falls) Wasserfall m
    8) (WRESTLING) Schultersieg m
    9) (= hang of curtains etc) Fall m
    10) (US: autumn) Herbst m

    in the fall — im Herbst

    2. vi
    1) (lit, fig: tumble) fallen; (SPORT, from a height, badly) stürzen; (object, to the ground) herunterfallen
    2) (= hang down hair, clothes etc) fallen
    3) (snow, rain) fallen
    4) (= drop temperature, price) fallen, sinken; (population, membership etc) abnehmen; (voice) sich senken; (wind) sich legen, nachlassen; (land) abfallen; (graph, curve, rate) abnehmen; (steeply) abfallen
    5) (= be defeated country) eingenommen werden; (city, fortress) fallen, erobert or eingenommen werden; (government, ruler) gestürzt werden

    to fall to the enemy — vom Feind eingenommen werden; (fortress, town also) vom Feind erobert werden

    6) (= be killed) fallen
    7) (night) hereinbrechen; (silence) eintreten
    8) (BIBL) den Sündenfall tun; (old, girl) die Unschuld or Ehre verlieren (dated)
    9) (= occur birthday, Easter etc) fallen (on auf +acc); (accent) liegen (on auf +dat); (= be classified) gehören (under in +acc), fallen (under unter +acc)

    that falls within/outside the scope of... — das fällt in/nicht in den Bereich +gen..., das liegt innerhalb/außerhalb des Bereichs +gen...

    10) (= be naturally divisible) zerfallen, sich gliedern (into in +acc)
    11) (fig)

    where do you think the responsibility/blame for that will fall? — wem wird Ihrer Meinung nach die Verantwortung dafür/die Schuld daran gegeben?

    12) (= become) werden

    to fall ill — krank werden, erkranken (geh)

    to fall out of love with sb — aufhören, jdn zu lieben

    13)

    (= pass into a certain state) to fall into decline (building) — verkommen; (economy) schlechter werden

    to fall into a state of unconsciousness — das Bewusstsein verlieren, in Ohnmacht fallen

    to fall apart or to pieces (chairs, cars, book etc) — aus dem Leim gehen (inf); (clothes, curtains) sich in Wohlgefallen auflösen (inf); (house) verfallen; (system, company, sb's life) aus den Fugen geraten or gehen

    I fell apart when he left me — meine Welt brach zusammen, als er mich verließ

    14)

    (in set constructions see also n, adj etc) to fall into the hands of sb —

    * * *
    fall [fɔːl]
    A s
    1. Fall m, Sturz m, Fallen n:
    fall from ( oder out of) the window Sturz aus dem Fenster;
    have a bad ( oder heavy) fall schwer stürzen;
    a) verwegen reiten,
    b) auch head for a fall fig das Schicksal oder Unheil herausfordern, ins Unglück rennen;
    take the fall for sb umg für jemanden den Kopf hinhalten
    2. a) (Ab)Fallen n (der Blätter etc)
    b) besonders US Herbst m:
    in fall im Herbst;
    fall weather Herbstwetter n
    3. Fall m, Herabfallen n, Faltenwurf m (von Stoff)
    4. Fallen n (des Vorhangs)
    5. TECH Niedergang m (des Kolbens etc)
    6. Zusammenfallen n, Einsturz m (eines Gebäudes)
    7. PHYS
    a) → free fall
    b) Fallhöhe f, -strecke f
    8. a) (Regen-, Schnee) Fall m
    b) Regen-, Schnee-, Niederschlagsmenge f
    9. Fallen n, Sinken n (der Flut, Temperatur etc):
    fall in demand WIRTSCH Nachfragerückgang m;
    ( heavy oder sudden) fall in prices Preis-, Kurssturz m;
    speculate for a fall auf Baisse oder à la baisse spekulieren; → operate A 4
    10. Abfall(en) m(n), Gefälle n, Neigung f (des Geländes):
    a sharp fall ein starkes Gefälle
    11. (Wasser) Fall m:
    12. An-, Einbruch m (der Nacht etc)
    13. Fall m, Sturz m, Nieder-, Untergang m, Verfall m, Ende n:
    the fall of Troy der Fall von Troja;
    fall of life fig Herbst m des Lebens
    14. a) (moralischer) Verfall
    b) Fall m, Fehltritt m:
    the Fall, the fall of man BIBEL der (erste) Sündenfall
    15. JAGD
    a) Fall m, Tod m (von Wild)
    b) Falle f
    16. AGR, ZOOL Wurf m (Lämmer etc)
    17. Ringen: Niederwurf m:
    win by fall Schultersieg m;
    try a fall with sb fig sich mit jemandem messen
    B v/i prät fell [fel], pperf fallen [ˈfɔːlən]
    1. fallen:
    the curtain falls der Vorhang fällt
    2. (ab)fallen (Blätter etc)
    3. (herunter)fallen, abstürzen:
    he fell to his death er stürzte tödlich ab
    4. (um-, hin-, nieder)fallen, stürzen, zu Fall kommen, zu Boden fallen (Person):
    he fell badly ( oder heavily) er stürzte schwer; → flat1 C 1
    5. umfallen, -stürzen (Baum etc)
    6. (in Locken oder Falten etc) (herab)fallen
    7. fig fallen:
    a) (im Krieg) umkommen
    b) erobert werden (Stadt)
    c) gestürzt werden (Regierung)
    d) (moralisch) sinken
    e) die Unschuld verlieren, einen Fehltritt begehen (Frau)
    f) SPORT gebrochen werden (Rekord etc)
    8. fig fallen, sinken (Flut, Preis, Temperatur etc):
    the temperature has fallen (by) 10 degrees die Temperatur ist um 10 Grad gesunken;
    the wind falls der Wind legt sich oder lässt nach;
    his courage fell sein Mut sank;
    his voice (eyes) fell er senkte die Stimme (den Blick);
    his face fell er machte ein langes Gesicht;
    falling visitor numbers zurückgehende Besucherzahlen; → birthrate
    9. abfallen (toward[s] zu … hin) (Gelände etc)
    10. auch fall apart zerfallen:
    fall apart ( oder asunder, in two) auseinanderfallen, entzweigehen; → piece A 2
    11. (zeitlich) eintreten, fallen:
    Easter falls late this year Ostern ist oder fällt oder liegt dieses Jahr spät
    12. sich ereignen
    13. hereinbrechen (Nacht etc)
    14. fig fallen (Worte etc):
    the remark fell from him er ließ die Bemerkung fallen
    15. krank, fällig etc werden:
    fall heir to sth etwas erben
    * * *
    1. noun
    1) (act or manner of falling) Fallen, das; (of person) Sturz, der

    fall of snow/rain — Schnee-/Regenfall, der

    2) (collapse, defeat) Fall, der; (of dynasty, empire) Untergang, der; (of government) Sturz, der
    3) (slope) Abfall, der (to zu, nach)
    4) (Amer.): (autumn) Herbst, der
    2. intransitive verb,
    1) fallen; [Person:] [hin]fallen, stürzen; [Pferd:] stürzen

    fall off something, fall down from something — von etwas [herunter]fallen

    fall down [into] something — in etwas (Akk.) [hinein]fallen

    fall down the stairs — die Treppe herunter-/hinunterfallen

    fall [flat] on one's face — (lit. or fig.) auf die Nase fallen (ugs.)

    rain/snow is falling — es regnet/schneit

    2) (fig.) [Nacht, Dunkelheit:] hereinbrechen; [Abend:] anbrechen; [Stille:] eintreten
    3) (fig.): (be uttered) fallen
    4) (become detached) [Blätter:] [ab]fallen

    fall out — [Haare, Federn:] ausfallen

    5) (sink to lower level) sinken; [Barometer:] fallen; [Absatz, Verkauf:] zurückgehen

    fall into sin/temptation — eine Sünde begehen/der Versuchung er- od. unterliegen

    6) (subside) [Wasserspiegel, Gezeitenhöhe:] fallen; [Wind:] sich legen

    his/her face fell — er/sie machte ein langes Gesicht (ugs.)

    8) (be defeated) [Festung, Stadt:] fallen; [Monarchie, Regierung:] gestürzt werden; [Reich:] untergehen
    9) (perish) [Soldat:] fallen
    10) (collapse, break) einstürzen

    fall to pieces, fall apart — [Buch, Wagen:] auseinander fallen

    11) (come by chance, duty, etc.) fallen (to an + Akk.)

    it fell to me or to my lot to do it — das Los, es tun zu müssen, hat mich getroffen

    fall into decay — [Gebäude:] verfallen

    fall into a swoon or faint — in Ohnmacht fallen

    12) [Auge, Strahl, Licht, Schatten:] fallen ( upon auf + Akk.)
    13) (have specified place) liegen (on, to auf + Dat., within in + Dat.)

    fall into or under a category — in od. unter eine Kategorie fallen

    14) (occur) fallen (on auf + Akk.)
    Phrasal Verbs:
    * * *
    (US) n.
    Herbst -e m. (of a regime, society) n.
    Verfall -¨e m. n.
    Fall ¨-e m.
    Sturz ¨-e m. v.
    (§ p.,p.p.: fell, fallen)
    = absinken v.
    fallen v.
    (§ p.,pp.: fiel, ist gefallen)
    purzeln v.
    stürzen v.

    English-german dictionary > fall

  • 11 increase

    1. intransitive verb
    zunehmen; [Schmerzen:] stärker werden; [Lärm:] größer werden; [Verkäufe, Preise, Nachfrage:] steigen

    increase in weight/size/price — schwerer/größer/teurer werden

    increase in maturity/value/popularity — an Reife/Wert/Popularität (Dat.) gewinnen

    2. transitive verb
    1) (make greater) erhöhen; vermehren [Besitz]
    2) (intensify) verstärken

    increase one's efforts/commitment — sich mehr anstrengen/engagieren

    3. noun
    1) (becoming greater) Zunahme, die (in Gen.); (in measurable amount) Anstieg, der (in Gen.); (deliberately caused) Steigerung, die (in Gen.)

    increase in weight/size — Gewichtszunahme, die/Vergrößerung, die

    increase in popularity — Popularitätsgewinn, der

    be on the increase — [ständig] zunehmen

    2) (by reproduction) Zunahme, die; Zuwachs, der
    3) (amount) Erhöhung, die; (of growth) Zuwachs, der
    * * *
    1. [in'kri:s] verb
    (to (cause to) grow in size, number etc: The number of children in this school has increased greatly in recent years.) zunehmen
    2. ['inkri:s] noun
    ((the amount, number etc added by) growth: There has been some increase in business; The increase in the population over the last ten years was 40,000.) die Zunahme
    - academic.ru/37503/increasingly">increasingly
    - on the increase
    * * *
    in·crease
    I. vi
    [ɪnˈkri:s]
    prices, taxes, interest rates [an]steigen; pain, troubles, worries stärker werden, zunehmen; in size wachsen
    to \increase dramatically [or drastically] dramatisch [o drastisch] [an]steigen; population, wealth anwachsen
    to \increase tenfold/threefold sich akk verzehnfachen/verdreifachen
    II. vt
    [ɪnˈkri:s]
    ▪ to \increase sth (make more) etw erhöhen; (make stronger) etw verstärken; (make larger) etw vergrößern
    gently \increase the heat die Hitze langsam erhöhen; reserves, finances aufstocken
    III. n
    [ˈɪnkri:s]
    Anstieg m, Zunahme f, Zuwachs m; (growth) Wachstum nt
    the \increase in the number of unemployed der Anstieg der Arbeitslosenzahlen
    an \increase in production eine Steigerung der Produktion
    \increase in capacity Kapazitätserweiterung f
    \increase in efficiency Effizienzsteigerung f
    \increase in pollution zunehmende Umweltverschmutzung
    \increase in value Wertsteigerung f
    \increase in violence zunehmende Gewalt
    price \increase Preisanstieg m, Teuerung f SCHWEIZ
    tax \increase Steuererhöhung f
    to be on the \increase ansteigen; in numbers [mehr und] [o [immer]] mehr werden; in size [immer] größer werden; in reserves, finances Aufstockung f
    * * *
    [ɪn'kriːs]
    1. vi
    zunehmen; (taxes) erhöht werden; (pain also) stärker werden; (amount, number, noise, population also) anwachsen; (possessions, trade, riches also) sich vermehren, (an)wachsen; (pride also, strength) wachsen; (price, sales, demand) steigen; (supply, joy, rage) sich vergrößern, größer werden; (business, institution, town) sich vergrößern, wachsen; (rain, wind) stärker werden

    to increase in volume/weight — umfangreicher/schwerer werden, an Umfang/Gewicht zunehmen

    to increase in breadth/size/number — sich verbreitern/vergrößern/vermehren, breiter/größer/mehr werden

    industrial output increased by 2% last year — die Industrieproduktion wuchs im letzten Jahr um 2%

    2. vt
    vergrößern; rage, sorrow, joy, possessions, riches also vermehren; darkness, noise, love, resentment also, effort verstärken; trade, sales erweitern; numbers, taxes, price, speed, demand, tension erhöhen; chances verbessern

    he increased his efforts —

    then to increase our difficulties — was die Dinge noch schwieriger machte, was unsere Schwierigkeiten noch vergrößerte

    increased demand — erhöhte or verstärkte Nachfrage

    his hours were increased to 25 per week — seine Stundenzahl wurde auf 25 Wochenstunden erhöht

    we increased output to... — wir erhöhten den Ausstoß auf...

    they increased her salary by £2,000 to £20,000 a year — sie erhöhten ihr Jahresgehalt um £ 2.000 auf £ 20.000

    3. n
    ['ɪnkriːs] Zunahme f, Erhöhung f, Steigerung f; (in size) Vergrößerung f, Erweiterung f; (in number) Vermehrung f, Zuwachs m, Zunahme f; (in speed, spending) Erhöhung f ( in +gen), Steigerung f ( in +gen); (of business) Erweiterung f, Vergrößerung f; (in sales) Zuwachs m; (in expenses) Vermehrung f ( in +gen), Steigerung f ( in +gen); (of effort etc) Vermehrung f, Steigerung f, Verstärkung f; (of demand) Verstärkung f, Steigen nt; (of work) Mehr nt (of an +dat), Zunahme f; (of violence) Zunahme f, Anwachsen nt; (of salary) Gehaltserhöhung f or -aufbesserung f; (of noise) Zunahme f, Verstärkung f

    an increase in the population of 10% per year — eine jährliche Bevölkerungszunahme or ein jährlicher Bevölkerungszuwachs von 10%

    to get an increase of £5 per week — £ 5 pro Woche mehr bekommen, eine Lohnerhöhung von £ 5 pro Woche bekommen

    increase in value — Wertzuwachs m, Wertsteigerung f

    * * *
    increase [ınˈkriːs]
    A v/i
    1. zunehmen, größer werden, (an)wachsen, (an)steigen, sich vergrößern oder vermehren oder erhöhen oder steigern oder verstärken:
    prices have increased die Preise sind gestiegen oder haben angezogen;
    his popularity has increased (by) 2 percent (Br per cent) seine Beliebtheit ist um 2 Prozent gestiegen;
    increase in size (value) an Größe (Wert) zunehmen, größer (wertvoller) werden;
    increase in price im Preis steigen, teurer werden;
    a) Mehrbedarf m,
    b) WIRTSCH verstärkte Nachfrage;
    increased production WIRTSCH Produktionssteigerung f
    2. sich (durch Fortpflanzung) vermehren
    B v/t vergrößern, -stärken, -mehren, erhöhen, steigern, SPORT seine Führung etc ausbauen, WIRTSCH das Kapital aufstocken:
    increase tenfold verzehnfachen;
    increase sb’s salary jemandes Gehalt erhöhen oder aufbessern;
    increase a sentence eine Strafe erhöhen oder verschärfen;
    increase the speed die Geschwindigkeit steigern oder erhöhen oder heraufsetzen;
    increase one’s lead seinen Vorsprung ausdehnen oder ausbauen (to auf akk)
    C s [ˈınkriːs]
    1. Vergrößerung f, -mehrung f, -stärkung f, Zunahme f, (An)Wachsen n, Zuwachs m, Wachstum n, Steigen n, Steigerung f, Erhöhung f:
    increase in the bank rate WIRTSCH Heraufsetzung f oder Erhöhung des Diskontsatzes;
    increase in population Bevölkerungszunahme, -zuwachs;
    increase in purchasing power Kaufkraftzuwachs;
    increase in sales WIRTSCH Absatzsteigerung;
    increase in trade WIRTSCH Aufschwung m des Handels;
    increase in value Wertsteigerung, -zuwachs;
    increase of capital WIRTSCH Kapitalerhöhung;
    increase of a function MATH Zunahme einer Funktion;
    increase of ( oder in) salary Gehaltserhöhung, -aufbesserung f, -zulage f;
    increase twist TECH Progressivdrall m
    2. Vermehrung f (durch Fortpflanzung)
    3. Zuwachs m (eines Betrages), Mehrbetrag m
    incr. abk
    * * *
    1. intransitive verb
    zunehmen; [Schmerzen:] stärker werden; [Lärm:] größer werden; [Verkäufe, Preise, Nachfrage:] steigen

    increase in weight/size/price — schwerer/größer/teurer werden

    increase in maturity/value/popularity — an Reife/Wert/Popularität (Dat.) gewinnen

    2. transitive verb
    1) (make greater) erhöhen; vermehren [Besitz]
    2) (intensify) verstärken

    increase one's efforts/commitment — sich mehr anstrengen/engagieren

    3. noun
    1) (becoming greater) Zunahme, die (in Gen.); (in measurable amount) Anstieg, der (in Gen.); (deliberately caused) Steigerung, die (in Gen.)

    increase in weight/size — Gewichtszunahme, die/Vergrößerung, die

    increase in popularity — Popularitätsgewinn, der

    be on the increase — [ständig] zunehmen

    2) (by reproduction) Zunahme, die; Zuwachs, der
    3) (amount) Erhöhung, die; (of growth) Zuwachs, der
    * * *
    n.
    Anstieg -e m.
    Erhöhung -en f.
    Vermehrung f.
    Wachstum -¨er n.
    Zunahme -n f.
    Zuwachs m. (in) v.
    steigern v.
    vergrößern v.
    vermehren v.
    zunehmen (an) v. v.
    anwachsen v.
    erhöhen v.
    vergrößern v.
    vermehren v.
    wachsen v.
    (§ p.,pp.: wuchs, ist gewachsen)
    zunehmen v.

    English-german dictionary > increase

  • 12 increase

    in·crease vi [ɪnʼkri:s]
    prices, taxes, interest rates [an]steigen; pain, troubles, worries stärker werden, zunehmen;
    to \increase dramatically [or drastically] dramatisch [o drastisch] [an]steigen; population, wealth anwachsen;
    to \increase tenfold/ threefold sich akk verzehnfachen/verdreifachen vt [ɪnʼkri:s];
    to \increase sth ( make more) etw erhöhen;
    ( make stronger) etw verstärken;
    ( make larger) etw vergrößern;
    gently \increase the heat die Hitze langsam erhöhen n [ʼɪnkri:s] Anstieg m, Zunahme f;
    the \increase in the number of unemployed der Anstieg der Arbeitslosenzahlen;
    an \increase in production eine Steigerung der Produktion;
    the \increase in violence die zunehmende Gewalt;
    the \increase in pollution die zunehmende Umweltverschmutzung;
    price \increase Preisanstieg m;
    tax \increase Steuererhöhung f;
    to be on the \increase ansteigen; in numbers [mehr und] [o [immer]] mehr werden; in size [immer] größer werden

    English-German students dictionary > increase

  • 13 Boxer, Major-General Edward Mourrier

    SUBJECT AREA: Weapons and armour
    [br]
    b. February 1822
    d. 11 January 1897 Isle of Wight, England
    [br]
    English Ammunition designer and inventor of the brass, fully obturating cartridge case.
    [br]
    Commissioned into the Royal Artillery in 1839, Boxer's flair for the technical aspects of gunnery led to his appointment, at the early age of 33, as Superintendent of the Laboratory at the Royal Arsenal, Woolwich. He was able to devote his attention to the design of more effective shells, cartridges and fuses, with his greatest achievement being the invention, in 1866, of the Boxer cartridge, which had a case made of brass and a percussion cap set into the base. The real significance of the cartridge was that for the first time the chamber could be fully sealed, by way of the propellant gases expanding the case against the chamber wall, with the result that effective weapon range and accuracy could be dramatically increased. His achievement was recognized when Parliament voted a special financial grant, and the Boxer cartridge is still in wide use today. Boxer was promoted Colonel in 1868 and retired the following year as an honorary Major-General.
    [br]
    Principal Honours and Distinctions
    FRS 1858.
    Bibliography
    1855, Treatise on Artillery. Prepared for the Use of the Practical Class, Royal Military Academy, London: Eyre \& Spottiswode.
    1858, Diagrams to Illustrate the Service and Management of Heavy Ordnance Referred
    to in Treatise on Artillery, London: Eyre \& Spottiswode.
    CM

    Biographical history of technology > Boxer, Major-General Edward Mourrier

  • 14 Deering, William

    [br]
    b. 1826 USA
    d. 1913 USA
    [br]
    American entrepreneur who invested in the developing agricultural machinery manufacturing industry and became one of the founders of the International Harvester Company.
    [br]
    Deering began work in his father's woollen mill and, with this business experience, developed Deering, Milliken \& Co., a wholesale dry goods business. Deering invested $40,000 in the Marsh reaper business in 1870, and became a partner in 1872. In 1880 he gained full control of the company and took up residence in Chicago, where he set up a factory. In 1878 he saw the Appleby binders, and in November of that year he negotiated a licence agreement for their manufacture. Deering was aware that with only two twine manufacturers operating in the US, the high price of twine was discouraging sales of binders. He therefore entered into an agreement with Edwin H.Fitler of Philadelphia for the production of very large quantities of twine, and in so doing dramatically reduced its price. In 1880 Deering released onto the market 3,000 binders and ten cartloads of twine that he had manufactured secretly. By 1890 McCormick and Deering were market leaders; Deering anticipated McCormick in a number of technical areas and also diversified his business into ore, timber, and a rolling and casting mill. After several false starts, a merger between the two companies took place on 12 August 1902 to form the International Harvester Company, with Deering as chairman of the voting trust which was established to control it. The company expanded into Canada in 1903 and into Europe in 1905. It began its first experiments with tractors in that same year and produced the first production models in 1906. The company went into truck production in 1907.
    [br]
    Further Reading
    C.H.Wendell, 1981, 150 Years of International Harvester, Crestlink Publishing (though more concerned with the machinery produced by International Harvester, this gives an account of its originating companies, and the personalities behind them).
    H.N.Casson, 1908, The Romance of the Reaper, Doubleday Page (deals with McCormick, Deering and the formation of International Harvester).
    AP

    Biographical history of technology > Deering, William

  • 15 Talbot, William Henry Fox

    [br]
    b. 11 February 1800 Melbury, England
    d. 17 September 1877 Lacock, Wiltshire, England
    [br]
    English scientist, inventor of negative—positive photography and practicable photo engraving.
    [br]
    Educated at Harrow, where he first showed an interest in science, and at Cambridge, Talbot was an outstanding scholar and a formidable mathematician. He published over fifty scientific papers and took out twelve English patents. His interests outside the field of science were also wide and included Assyriology, etymology and the classics. He was briefly a Member of Parliament, but did not pursue a parliamentary career.
    Talbot's invention of photography arose out of his frustrating attempts to produce acceptable pencil sketches using popular artist's aids, the camera discura and camera lucida. From his experiments with the former he conceived the idea of placing on the screen a paper coated with silver salts so that the image would be captured chemically. During the spring of 1834 he made outline images of subjects such as leaves and flowers by placing them on sheets of sensitized paper and exposing them to sunlight. No camera was involved and the first images produced using an optical system were made with a solar microscope. It was only when he had devised a more sensitive paper that Talbot was able to make camera pictures; the earliest surviving camera negative dates from August 1835. From the beginning, Talbot noticed that the lights and shades of his images were reversed. During 1834 or 1835 he discovered that by placing this reversed image on another sheet of sensitized paper and again exposing it to sunlight, a picture was produced with lights and shades in the correct disposition. Talbot had discovered the basis of modern photography, the photographic negative, from which could be produced an unlimited number of positives. He did little further work until the announcement of Daguerre's process in 1839 prompted him to publish an account of his negative-positive process. Aware that his photogenic drawing process had many imperfections, Talbot plunged into further experiments and in September 1840, using a mixture incorporating a solution of gallic acid, discovered an invisible latent image that could be made visible by development. This improved calotype process dramatically shortened exposure times and allowed Talbot to take portraits. In 1841 he patented the process, an exercise that was later to cause controversy, and between 1844 and 1846 produced The Pencil of Nature, the world's first commercial photographically illustrated book.
    Concerned that some of his photographs were prone to fading, Talbot later began experiments to combine photography with printing and engraving. Using bichromated gelatine, he devised the first practicable method of photo engraving, which was patented as Photoglyphic engraving in October 1852. He later went on to use screens of gauze, muslin and finely powdered gum to break up the image into lines and dots, thus anticipating modern photomechanical processes.
    Talbot was described by contemporaries as the "Father of Photography" primarily in recognition of his discovery of the negative-positive process, but he also produced the first photomicrographs, took the first high-speed photographs with the aid of a spark from a Leyden jar, and is credited with proposing infra-red photography. He was a shy man and his misguided attempts to enforce his calotype patent made him many enemies. It was perhaps for this reason that he never received the formal recognition from the British nation that his family felt he deserved.
    [br]
    Principal Honours and Distinctions
    FRS March 1831. Royal Society Rumford Medal 1842. Grand Médaille d'Honneur, L'Exposition Universelle, Paris, 1855. Honorary Doctorate of Laws, Edinburgh University, 1863.
    Bibliography
    1839, "Some account of the art of photographic drawing", Royal Society Proceedings 4:120–1; Phil. Mag., XIV, 1839, pp. 19–21.
    8 February 1841, British patent no. 8842 (calotype process).
    1844–6, The Pencil of Nature, 6 parts, London (Talbot'a account of his invention can be found in the introduction; there is a facsimile edn, with an intro. by Beamont Newhall, New York, 1968.
    Further Reading
    H.J.P.Arnold, 1977, William Henry Fox Talbot, London.
    D.B.Thomas, 1964, The First Negatives, London (a lucid concise account of Talbot's photograph work).
    J.Ward and S.Stevenson, 1986, Printed Light, Edinburgh (an essay on Talbot's invention and its reception).
    H.Gernsheim and A.Gernsheim, 1977, The History of Photography, London (a wider picture of Talbot, based primarily on secondary sources).
    JW

    Biographical history of technology > Talbot, William Henry Fox

  • 16 parallel redundancy

    1. параллельное резервирование системы бесперебойного питания
    2. параллельное резервирование

     

    параллельное резервирование
    —
    [Л.Г.Суменко. Англо-русский словарь по информационным технологиям. М.: ГП ЦНИИС, 2003.]

    Тематики

    EN

     

    параллельное резервирование системы бесперебойного питания
    наращивание мощности системы бесперебойного питания
    Способ построения системы бесперебойного питания (СБП), целью которого является либо повышение надежности (резервирование), либо увеличение общей выходной мощности СБП (масштабирование). Достигается параллельным соединением нескольких ИБП с объединением их входов и выходов. Работоспособность такой системы обеспечивается специальной схемой синхронизации фаз выходного напряжения. В случае аппаратного резервирования при исправности всех соединенных параллельно ИБП нагрузка равномерно распределяется между ними, а в случае выхода из строя одного из источников — перераспределяется между исправными, неисправный ИБП отключается от системы. У различных производителей отличаются алгоритмы управления и протоколы обмена информацией в параллельной системе. Например, Powerware применяет алгоритм управления HotSync™, которому для работы не нужно обмена информацией о частоте и распределении нагрузки между ИБП. Уникальность решения состоит в том, что обмена информацией между ИБП не происходит, распределение нагрузки и подстройка частоты производится каждым ИБП самостоятельно, а, следовательно, повышается надежность всей системы в целом.
    [ http://www.radistr.ru/misc/document423.phtml с изменениями]

    EN

    parallel redundancy
    A combination of more than two systems operating in parallel, that includes at least one Redundant (extra) unit which is not required to provide the total expected load. A failure of a single UPS does not affect system performance, thus increasing dramatically load power Availability.
    [ http://www.upsonnet.com/UPS-Glossary/]

    Тематики

    Синонимы

    EN

    Англо-русский словарь нормативно-технической терминологии > parallel redundancy

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