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had reduced the principal

  • 1 dēmō

        dēmō dēmpsī, dēmptus, ere    [de+emo], to take away, take off, subtract, remove, withdraw: haec (epistula) ad turrim adhaesit... dempta ad Ciceronem defertur, Cs.: semper alqd demendo: Caudae unum (pilum), H.: aurum sibi, T.: quibus ille de capite dempsisset, had reduced the principal (of their debt): de capite medimna DC: securīs de fascibus: partem de die, H.: fetūs ab arbore, O.: fetūs arbore, O.: illi pharetras, O.: quae dempsistis vitae tempora, O.: vires sibi, lay aside, O.: Deme supercilio nubem, H.: Vincla pedibus, O.—Fig., to remove, take away: metum omnem, T.: curas his dictis, V.: ex dignitate populi, L.: fidem, withhold, Ta.: ut demptum de vi magistratūs populi libertati adiceret, what was taken away, L.: mihi et tibi molestiam, T.: plus virium patribus, L.: silentia furto, i. e. disclose the theft, O.: quantum generi demas, detract, H.— To count out, except: crimina Phoci, O.: demptis corporis voluptatis, without: dempto auctore, apart from, L.: dempto fine, without end, O.: si demas velle iuvare deos, except the disposition of the gods to help, O.
    * * *
    demere, dempsi, demptus V TRANS
    take/cut away/off, remove, withdraw; subtract; take away from

    Latin-English dictionary > dēmō

  • 2 Whitehead, Robert

    SUBJECT AREA: Weapons and armour
    [br]
    b. 3 January 1823 Bolton-le-Moors, Lancashire, England
    d. 19 November 1903 Shrivenham, Wiltshire, England
    [br]
    English inventor of the torpedo.
    [br]
    At the age of 14 Whitehead was apprenticed by his father, who ran a cotton-bleaching business, to an engineering firm in Manchester. He moved in 1847 to join his uncle, who was the Manager of another engineering firm, and three years later Whitehead set up on his own in Milan, where he made mechanical improvements to the silk-weaving industry and designed drainage machines for the Lombardy marshes.
    In 1848 he was forced to move from Italy because of the revolution and settled in Fiume, which was then part of Austria. There he concen-. trated on designing and building engines for warships, and in 1864 the Austrians invited him to participate in a project to develop a "floating torpedo". In those days the torpedo was synonymous with the underwater mine, and Whitehead believed that he could do better than this proposal and produce an explosive weapon that could propel itself through the water. He set to work with his son John and a mechanic, producing the first version of his torpedo in 1866. It had a range of only 700 yd (640 m) and a speed of just 7 knots (13 km/h), as well as depth-keeping problems, but even so, especially after he had reduced the last problem by the use of a "balance chamber", the Austrian authorities were sufficiently impressed to buy construction rights and to decorate him. Other navies quickly followed suit and within twenty years almost every navy in the world was equipped with the Whitehead torpedo, its main attraction being that no warship, however large, was safe from it. During this time Whitehead continued to improve on his design, introducing a servo-motor and gyroscope, thereby radically improving range, speed and accuracy.
    [br]
    Principal Honours and Distinctions
    Order of Max Joseph (Austria) 1868. Légion d'honneur 1884. Whitehead also received decorations from Prussia, Denmark, Portugal, Italy and Greece.
    Further Reading
    Dictionary of National Biography, 1912, Vol. 3, Suppl. 2, London: Smith, Elder.
    CM

    Biographical history of technology > Whitehead, Robert

  • 3 Ferranti, Sebastian Ziani de

    [br]
    b. 9 April 1864 Liverpool, England
    d. 13 January 1930 Zurich, Switzerland
    [br]
    English manufacturing engineer and inventor, a pioneer and early advocate of high-voltage alternating-current electric-power systems.
    [br]
    Ferranti, who had taken an interest in electrical and mechanical devices from an early age, was educated at St Augustine's College in Ramsgate and for a short time attended evening classes at University College, London. Rather than pursue an academic career, Ferranti, who had intense practical interests, found employment in 1881 with the Siemens Company (see Werner von Siemens) in their experimental department. There he had the opportunity to superintend the installation of electric-lighting plants in various parts of the country. Becoming acquainted with Alfred Thomson, an engineer, Ferranti entered into a short-lived partnership with him to manufacture the Ferranti alternator. This generator, with a unique zig-zag armature, had an efficiency exceeding that of all its rivals. Finding that Sir William Thomson had invented a similar machine, Ferranti formed a company with him to combine the inventions and produce the Ferranti- Thomson machine. For this the Hammond Electric Light and Power Company obtained the sole selling rights.
    In 1885 the Grosvenor Gallery Electricity Supply Corporation was having serious problems with its Gaulard and Gibbs series distribution system. Ferranti, when consulted, reviewed the design and recommended transformers connected across constant-potential mains. In the following year, at the age of 22, he was appointed Engineer to the company and introduced the pattern of electricity supply that was eventually adopted universally. Ambitious plans by Ferranti for London envisaged the location of a generating station of unprecedented size at Deptford, about eight miles (13 km) from the city, a departure from the previous practice of placing stations within the area to be supplied. For this venture the London Electricity Supply Corporation was formed. Ferranti's bold decision to bring the supply from Deptford at the hitherto unheard-of pressure of 10,000 volts required him to design suitable cables, transformers and generators. Ferranti planned generators with 10,000 hp (7,460 kW)engines, but these were abandoned at an advanced stage of construction. Financial difficulties were caused in part when a Board of Trade enquiry in 1889 reduced the area that the company was able to supply. In spite of this adverse situation the enterprise continued on a reduced scale. Leaving the London Electricity Supply Corporation in 1892, Ferranti again started his own business, manufacturing electrical plant. He conceived the use of wax-impregnated paper-insulated cables for high voltages, which formed a landmark in the history of cable development. This method of flexible-cable manufacture was used almost exclusively until synthetic materials became available. In 1892 Ferranti obtained a patent which set out the advantages to be gained by adopting sector-shaped conductors in multi-core cables. This was to be fundamental to the future design and development of such cables.
    A total of 176 patents were taken out by S.Z. de Ferranti. His varied and numerous inventions included a successful mercury-motor energy meter and improvements to textile-yarn produc-tion. A transmission-line phenomenon where the open-circuit voltage at the receiving end of a long line is greater than the sending voltage was named the Ferranti Effect after him.
    [br]
    Principal Honours and Distinctions
    FRS 1927. President, Institution of Electrical Engineers 1910 and 1911. Institution of Electrical Engineers Faraday Medal 1924.
    Bibliography
    18 July 1882, British patent no. 3,419 (Ferranti's first alternator).
    13 December 1892, British patent no. 22,923 (shaped conductors of multi-core cables). 1929, "Electricity in the service of man", Journal of the Institution of Electrical Engineers 67: 125–30.
    Further Reading
    G.Z.de Ferranti and R. Ince, 1934, The Life and Letters of Sebastian Ziani de Ferranti, London.
    A.Ridding, 1964, S.Z.de Ferranti. Pioneer of Electric Power, London: Science Museum and HMSO (a concise biography).
    R.H.Parsons, 1939, Early Days of the Power Station Industry, Cambridge, pp. 21–41.
    GW

    Biographical history of technology > Ferranti, Sebastian Ziani de

  • 4 Huygens, Christiaan

    SUBJECT AREA: Horology
    [br]
    b. 14 April 1629 The Hague, the Netherlands
    d. 8 June 1695 The Hague, the Netherlands
    [br]
    Dutch scientist who was responsible for two of the greatest advances in horology: the successful application of both the pendulum to the clock and the balance spring to the watch.
    [br]
    Huygens was born into a cultured and privileged class. His father, Constantijn, was a poet and statesman who had wide interests. Constantijn exerted a strong influence on his son, who was educated at home until he reached the age of 16. Christiaan studied law and mathematics at Ley den University from 1645 to 1647, and continued his studies at the Collegium Arausiacum in Breda until 1649. He then lived at The Hague, where he had the means to devote his time entirely to study. In 1666 he became a Member of the Académie des Sciences in Paris and settled there until his return to The Hague in 1681. He also had a close relationship with the Royal Society and visited London on three occasions, meeting Newton on his last visit in 1689. Huygens had a wide range of interests and made significant contributions in mathematics, astronomy, optics and mechanics. He also made technical advances in optical instruments and horology.
    Despite the efforts of Burgi there had been no significant improvement in the performance of ordinary clocks and watches from their inception to Huygens's time, as they were controlled by foliots or balances which had no natural period of oscillation. The pendulum appeared to offer a means of improvement as it had a natural period of oscillation that was almost independent of amplitude. Galileo Galilei had already pioneered the use of a freely suspended pendulum for timing events, but it was by no means obvious how it could be kept swinging and used to control a clock. Towards the end of his life Galileo described such a. mechanism to his son Vincenzio, who constructed a model after his father's death, although it was not completed when he himself died in 1642. This model appears to have been copied in Italy, but it had little influence on horology, partly because of the circumstances in which it was produced and possibly also because it differed radically from clocks of that period. The crucial event occurred on Christmas Day 1656 when Huygens, quite independently, succeeded in adapting an existing spring-driven table clock so that it was not only controlled by a pendulum but also kept it swinging. In the following year he was granted a privilege or patent for this clock, and several were made by the clockmaker Salomon Coster of The Hague. The use of the pendulum produced a dramatic improvement in timekeeping, reducing the daily error from minutes to seconds, but Huygens was aware that the pendulum was not truly isochronous. This error was magnified by the use of the existing verge escapement, which made the pendulum swing through a large arc. He overcame this defect very elegantly by fitting cheeks at the pendulum suspension point, progressively reducing the effective length of the pendulum as the amplitude increased. Initially the cheeks were shaped empirically, but he was later able to show that they should have a cycloidal shape. The cheeks were not adopted universally because they introduced other defects, and the problem was eventually solved more prosaically by way of new escapements which reduced the swing of the pendulum. Huygens's clocks had another innovatory feature: maintaining power, which kept the clock going while it was being wound.
    Pendulums could not be used for portable timepieces, which continued to use balances despite their deficiencies. Robert Hooke was probably the first to apply a spring to the balance, but his efforts were not successful. From his work on the pendulum Huygens was well aware of the conditions necessary for isochronism in a vibrating system, and in January 1675, with a flash of inspiration, he realized that this could be achieved by controlling the oscillations of the balance with a spiral spring, an arrangement that is still used in mechanical watches. The first model was made for Huygens in Paris by the clockmaker Isaac Thuret, who attempted to appropriate the invention and patent it himself. Huygens had for many years been trying unsuccessfully to adapt the pendulum clock for use at sea (in order to determine longitude), and he hoped that a balance-spring timekeeper might be better suited for this purpose. However, he was disillusioned as its timekeeping proved to be much more susceptible to changes in temperature than that of the pendulum clock.
    [br]
    Principal Honours and Distinctions
    FRS 1663. Member of the Académie Royale des Sciences 1666.
    Bibliography
    For his complete works, see Oeuvres complètes de Christian Huygens, 1888–1950, 22 vols, The Hague.
    1658, Horologium, The Hague; repub., 1970, trans. E.L.Edwardes, Antiquarian
    Horology 7:35–55 (describes the pendulum clock).
    1673, Horologium Oscillatorium, Paris; repub., 1986, The Pendulum Clock or Demonstrations Concerning the Motion ofPendula as Applied to Clocks, trans.
    R.J.Blackwell, Ames.
    Further Reading
    H.J.M.Bos, 1972, Dictionary of Scientific Biography, ed. C.C.Gillispie, Vol. 6, New York, pp. 597–613 (for a fuller account of his life and scientific work, but note the incorrect date of his death).
    R.Plomp, 1979, Spring-Driven Dutch Pendulum Clocks, 1657–1710, Schiedam (describes Huygens's application of the pendulum to the clock).
    S.A.Bedini, 1991, The Pulse of Time, Florence (describes Galileo's contribution of the pendulum to the clock).
    J.H.Leopold, 1982, "L"Invention par Christiaan Huygens du ressort spiral réglant pour les montres', Huygens et la France, Paris, pp. 154–7 (describes the application of the balance spring to the watch).
    A.R.Hall, 1978, "Horology and criticism", Studia Copernica 16:261–81 (discusses Hooke's contribution).
    DV

    Biographical history of technology > Huygens, Christiaan

  • 5 Hall, Charles Martin

    SUBJECT AREA: Metallurgy
    [br]
    b. 6 December 1863 Thompson, Ohio, USA
    d. 27 December 1914 USA
    [br]
    American metallurgist, inventor of the first feasible electrolytic process for the production of aluminium.
    [br]
    The son of a Congregationalist minister, Hall was educated at Oberlin College. There he was instructed in chemistry by Professor F.F.Jewett, a former student of the German chemist Friedrich Wöhler, who encouraged Hall to believe that there was a need for a cheap process for the manufacture of aluminium. After graduating in 1885, Hall set to work in his private laboratory exploring the method of fused salt electrolysis. On Wednesday 10 February 1886 he found that alumina dissolved in fused cryolite "like sugar in water", and that the bath so produced was a good conductor of electricity. He contained the solution in a pure graphite crucible which also acted as an efficient cathode, and by 16 February 1886 had produced the first globules of metallic aluminium. With two backers, Hall was able to complete his experiments and establish a small pilot plant in Boston, but they withdrew after the US Patent Examiners reported that Hall's invention had been anticipated by a French patent, filed by Paul Toussaint Héroult in April 1886. Although Hall had not filed until July 1886, he was permitted to testify that his invention had been completed by 16 February 1886 and on 2 April 1889 he was granted a seventeen-year monopoly in the United States. Hall now had the support of Captain A.E. Hunt of the Pittsburgh Testing Institute who provided the capital for establishing the Pittsburgh Reduction Company, which by 1889 was selling aluminium at $1 per pound compared to the $15 for sodium-reduced aluminium. Further capital was provided by the banker Andrew Mellon (1855–1937). Hall then turned his attention to Britain and began negotiations with Johnson Matthey, who provided land on a site at Patricroft near Manchester. Here the Aluminium Syndicate, owned by the Pittsburgh Reduction Company, began to produce aluminium in July 1890. By this time the validity of Hall's patent was being strongly contested by Héroult and also by the Cowles brothers, who attempted to operate the Hall process in the United States. Hall successfully sued them for infringement, and was confirmed in his patent rights by the celebrated ruling in 1893 of William Howard Taft, subsequently President of the USA. In 1895 Hall's company changed its name to the Pittsburgh Aluminium Company and moved to Niagara Falls, where cheap electrical power was available. In 1903 a legal compromise ended the litigation between the Hall and Héroult organizations. The American rights in the invention were awarded to Hall, and the European to Héroult. The Pittsburgh Aluminium Company became the Aluminium Company of America on 1 January 1907. On his death he left his estate, worth about $45 million, for the advancement of education.
    [br]
    Principal Honours and Distinctions
    Chemical Society, London, Perkin Medal 1911.
    Further Reading
    H.N.Holmes, 1930, "The story of aluminium", Journal of Chemical Education. E.F.Smith, 1914, Chemistry in America.
    ASD

    Biographical history of technology > Hall, Charles Martin

  • 6 Christian Democratic Party

       Established originally as the Centro Democático e Social (CDS) in May 1974, following the fall of the Estado Novo, the CDS was supported by conservatives inspired by Christian humanism and Catholic social doctrines. In the first democratic elections after the Revolution of 25 April 1974, which were held on 25 April 1975, the CDS won only a disappointing 7.6 percent of the vote for the Constituent Assembly. In the following general elections for the Assembly of the Republic, in April 1976, however, the party more than doubled its votes to 16 percent and surpassed the number of votes for the Portuguese Communist Party (PCP). In 1979-80, the Christian Democrats joined the Social Democratic Party (PSD) in a coalition called the Aliança Democrática (Democratic Alliance), a grouping that defeated the Socialist Party (PS) in the succeeding elections. The Christian Democrats remained in the background as the principal party rivals for power were the PS and the PSD.
       In the 1990s, the CDS altered its name to the Partido Popular (PP) and featured new leaders such as party chief Paulo Portas. While the democratic Portuguese system had become virtually a two-party dominant system by the 1980s and 1990s, the PP would have opportunities, depending upon circumstances, to share power in another coalition with one of the two larger, major parties, the PS or PSD. Indeed, parliamentary election results in March 2002 gave the party just such an opportunity, as the PP won 14 percent of the vote, thus surpassing for the first time since the 1975 elections the PCP, which was reduced to 12 percent of the vote. The PP thus gained new influence as the PSD, which won the largest number of seats in this election, was obliged to share governance with the PP in order to have a working majority in the legislature.
       Various right-wing lobbies and interest groups influenced the PP. In early 2000, the PP proposed a law to the Assembly of the Republic whereby former colonists, now mainly resident in Portugal, who had lost property in Portugal's former colonies of Angola and Mozambique, would be compensated by Portugal for material losses during decolonization. The PP leadership argued that the manner in which the governments after the Revolution of 25 April 1974 administered the disputed, controversial decolonization process in these territories made the government responsible for compensating Portuguese citizens for such losses. The PS-dominated government of then prime minister, Antônio Guterres, argued, however, that independent governments of those former colonies were responsible for any compensation due. Thus, Guterres declined to accept the proposed legislation. This proposal by the PP and others like it followed upon other proposed laws such as Law 20, 19 June 1997, put before the Assembly of the Republic, which was passed under the aegis of the PS. This law pledged to compensate opposition militants (the survivors) who had opposed the Estado Novo and had spent years in exile, as well as in clandestine activities. Such compensations would come in the form of pensions and social security benefits. Given the strength of conservative constituencies and former settlers' lobbies, it is likely that the Christian Democrats will introduce more such proposed laws in future parliamentary sessions.

    Historical dictionary of Portugal > Christian Democratic Party

  • 7 Philosophy

       And what I believe to be more important here is that I find in myself an infinity of ideas of certain things which cannot be assumed to be pure nothingness, even though they may have perhaps no existence outside of my thought. These things are not figments of my imagination, even though it is within my power to think of them or not to think of them; on the contrary, they have their own true and immutable natures. Thus, for example, when I imagine a triangle, even though there may perhaps be no such figure anywhere in the world outside of my thought, nor ever have been, nevertheless the figure cannot help having a certain determinate nature... or essence, which is immutable and eternal, which I have not invented and which does not in any way depend upon my mind. (Descartes, 1951, p. 61)
       Let us console ourselves for not knowing the possible connections between a spider and the rings of Saturn, and continue to examine what is within our reach. (Voltaire, 1961, p. 144)
       As modern physics started with the Newtonian revolution, so modern philosophy starts with what one might call the Cartesian Catastrophe. The catastrophe consisted in the splitting up of the world into the realms of matter and mind, and the identification of "mind" with conscious thinking. The result of this identification was the shallow rationalism of l'esprit Cartesien, and an impoverishment of psychology which it took three centuries to remedy even in part. (Koestler, 1964, p. 148)
       It has been made of late a reproach against natural philosophy that it has struck out on a path of its own, and has separated itself more and more widely from the other sciences which are united by common philological and historical studies. The opposition has, in fact, been long apparent, and seems to me to have grown up mainly under the influence of the Hegelian philosophy, or, at any rate, to have been brought out into more distinct relief by that philosophy.... The sole object of Kant's "Critical Philosophy" was to test the sources and the authority of our knowledge, and to fix a definite scope and standard for the researches of philosophy, as compared with other sciences.... [But Hegel's] "Philosophy of Identity" was bolder. It started with the hypothesis that not only spiritual phenomena, but even the actual world-nature, that is, and man-were the result of an act of thought on the part of a creative mind, similar, it was supposed, in kind to the human mind.... The philosophers accused the scientific men of narrowness; the scientific men retorted that the philosophers were crazy. And so it came about that men of science began to lay some stress on the banishment of all philosophic influences from their work; while some of them, including men of the greatest acuteness, went so far as to condemn philosophy altogether, not merely as useless, but as mischievous dreaming. Thus, it must be confessed, not only were the illegitimate pretensions of the Hegelian system to subordinate to itself all other studies rejected, but no regard was paid to the rightful claims of philosophy, that is, the criticism of the sources of cognition, and the definition of the functions of the intellect. (Helmholz, quoted in Dampier, 1966, pp. 291-292)
       Philosophy remains true to its classical tradition by renouncing it. (Habermas, 1972, p. 317)
       I have not attempted... to put forward any grand view of the nature of philosophy; nor do I have any such grand view to put forth if I would. It will be obvious that I do not agree with those who see philosophy as the history of "howlers" and progress in philosophy as the debunking of howlers. It will also be obvious that I do not agree with those who see philosophy as the enterprise of putting forward a priori truths about the world.... I see philosophy as a field which has certain central questions, for example, the relation between thought and reality.... It seems obvious that in dealing with these questions philosophers have formulated rival research programs, that they have put forward general hypotheses, and that philosophers within each major research program have modified their hypotheses by trial and error, even if they sometimes refuse to admit that that is what they are doing. To that extent philosophy is a "science." To argue about whether philosophy is a science in any more serious sense seems to me to be hardly a useful occupation.... It does not seem to me important to decide whether science is philosophy or philosophy is science as long as one has a conception of both that makes both essential to a responsible view of the world and of man's place in it. (Putnam, 1975, p. xvii)
       What can philosophy contribute to solving the problem of the relation [of] mind to body? Twenty years ago, many English-speaking philosophers would have answered: "Nothing beyond an analysis of the various mental concepts." If we seek knowledge of things, they thought, it is to science that we must turn. Philosophy can only cast light upon our concepts of those things.
       This retreat from things to concepts was not undertaken lightly. Ever since the seventeenth century, the great intellectual fact of our culture has been the incredible expansion of knowledge both in the natural and in the rational sciences (mathematics, logic).
       The success of science created a crisis in philosophy. What was there for philosophy to do? Hume had already perceived the problem in some degree, and so surely did Kant, but it was not until the twentieth century, with the Vienna Circle and with Wittgenstein, that the difficulty began to weigh heavily. Wittgenstein took the view that philosophy could do no more than strive to undo the intellectual knots it itself had tied, so achieving intellectual release, and even a certain illumination, but no knowledge. A little later, and more optimistically, Ryle saw a positive, if reduced role, for philosophy in mapping the "logical geography" of our concepts: how they stood to each other and how they were to be analyzed....
       Since that time, however, philosophers in the "analytic" tradition have swung back from Wittgensteinian and even Rylean pessimism to a more traditional conception of the proper role and tasks of philosophy. Many analytic philosophers now would accept the view that the central task of philosophy is to give an account, or at least play a part in giving an account, of the most general nature of things and of man. (Armstrong, 1990, pp. 37-38)
       8) Philosophy's Evolving Engagement with Artificial Intelligence and Cognitive Science
       In the beginning, the nature of philosophy's engagement with artificial intelligence and cognitive science was clear enough. The new sciences of the mind were to provide the long-awaited vindication of the most potent dreams of naturalism and materialism. Mind would at last be located firmly within the natural order. We would see in detail how the most perplexing features of the mental realm could be supported by the operations of solely physical laws upon solely physical stuff. Mental causation (the power of, e.g., a belief to cause an action) would emerge as just another species of physical causation. Reasoning would be understood as a kind of automated theorem proving. And the key to both was to be the depiction of the brain as the implementation of multiple higher level programs whose task was to manipulate and transform symbols or representations: inner items with one foot in the physical (they were realized as brain states) and one in the mental (they were bearers of contents, and their physical gymnastics were cleverly designed to respect semantic relationships such as truth preservation). (A. Clark, 1996, p. 1)
       Socrates of Athens famously declared that "the unexamined life is not worth living," and his motto aptly explains the impulse to philosophize. Taking nothing for granted, philosophy probes and questions the fundamental presuppositions of every area of human inquiry.... [P]art of the job of the philosopher is to keep at a certain critical distance from current doctrines, whether in the sciences or the arts, and to examine instead how the various elements in our world-view clash, or fit together. Some philosophers have tried to incorporate the results of these inquiries into a grand synoptic view of the nature of reality and our human relationship to it. Others have mistrusted system-building, and seen their primary role as one of clarifications, or the removal of obstacles along the road to truth. But all have shared the Socratic vision of using the human intellect to challenge comfortable preconceptions, insisting that every aspect of human theory and practice be subjected to continuing critical scrutiny....
       Philosophy is, of course, part of a continuing tradition, and there is much to be gained from seeing how that tradition originated and developed. But the principal object of studying the materials in this book is not to pay homage to past genius, but to enrich one's understanding of central problems that are as pressing today as they have always been-problems about knowledge, truth and reality, the nature of the mind, the basis of right action, and the best way to live. These questions help to mark out the territory of philosophy as an academic discipline, but in a wider sense they define the human predicament itself; they will surely continue to be with us for as long as humanity endures. (Cottingham, 1996, pp. xxi-xxii)
       In his study of ancient Greek culture, The Birth of Tragedy, Nietzsche drew what would become a famous distinction, between the Dionysian spirit, the untamed spirit of art and creativity, and the Apollonian, that of reason and self-control. The story of Greek civilization, and all civilizations, Nietzsche implied, was the gradual victory of Apollonian man, with his desire for control over nature and himself, over Dionysian man, who survives only in myth, poetry, music, and drama. Socrates and Plato had attacked the illusions of art as unreal, and had overturned the delicate cultural balance by valuing only man's critical, rational, and controlling consciousness while denigrating his vital life instincts as irrational and base. The result of this division is "Alexandrian man," the civilized and accomplished Greek citizen of the later ancient world, who is "equipped with the greatest forces of knowledge" but in whom the wellsprings of creativity have dried up. (Herman, 1997, pp. 95-96)

    Historical dictionary of quotations in cognitive science > Philosophy

  • 8 Giffard, Baptiste Henry Jacques (Henri)

    [br]
    b. 8 February 1825 Paris, France
    d. 14 April 1882 Paris, France
    [br]
    French pioneer of airships and balloons, inventor of an injector for steam-boiler feedwater.
    [br]
    Giffard entered the works of the Western Railway of France at the age of 16 but became absorbed by the problem of steam-powered aerial navigation. He proposed a steam-powered helicopter in 1847, but he then turned his attention to an airship. He designed a lightweight coke-burning, single-cylinder steam engine and boiler which produced just over 3 hp (2.2 kW) and mounted it below a cigar-shaped gas bag 44 m (144 ft) in length. A triangular rudder was fitted at the rear to control the direction of flight. On 24 September 1852 Giffard took off from Paris and, at a steady 8 km/h (5 mph), he travelled 28 km (17 miles) to Trappes. This can be claimed to be the first steerable lighter-than-air craft, but with a top speed of only 8 km/h (5 mph) even a modest headwind would have reduced the forward speed to nil (or even negative). Giffard built a second airship, which crashed in 1855, slightly injuring Giffard and his companion; a third airship was planned with a very large gas bag in order to lift the inherently heavy steam engine and boiler, but this was never built. His airships were inflated by coal gas and refusal by the gas company to provide further supplies brought these promising experiments to a premature end.
    As a draughtsman Giffard had the opportunity to travel on locomotives and he observed the inadequacies of the feed pumps then used to supply boiler feedwater. To overcome these problems he invented the injector with its series of three cones: in the first cone (convergent), steam at or below boiler pressure becomes a high-velocity jet; in the second (also convergent), it combines with feedwater to condense and impart high velocity to it; and in the third (divergent), that velocity is converted into pressure sufficient to overcome the pressure of steam in the boiler. The injector, patented by Giffard, was quickly adopted by railways everywhere, and the royalties provided him with funds to finance further experiments in aviation. These took the form of tethered hydrogen-inflated balloons of successively larger size. At the Paris Exposition of 1878 one of these balloons carried fifty-two passengers on each tethered "flight". The height of the balloon was controlled by a cable attached to a huge steam-powered winch, and by the end of the fair 1,033 ascents had been made and 35,000 passengers had seen Paris from the air. This, and similar balloons, greatly widened the public's interest in aeronautics. Sadly, after becoming blind, Giffard committed suicide; however, he died a rich man and bequeathed large sums of money to the State for humanitarian an scientific purposes.
    [br]
    Principal Honours and Distinctions
    Croix de la Légion d'honneur 1863.
    Bibliography
    1860, Notice théorique et pratique sur l'injecteur automoteur.
    1870, Description du premier aérostat à vapeur.
    Further Reading
    Dictionnaire de biographie française.
    Gaston Tissandier, 1872, Les Ballons dirigeables, Paris.
    —1878, Le Grand ballon captif à vapeur de M. Henri Giffard, Paris.
    W.de Fonvielle, 1882, Les Ballons dirigeables à vapeur de H.Giffard, Paris. Giffard is covered in most books on balloons or airships, e.g.: Basil Clarke, 1961, The History of Airships, London. L.T.C.Rolt, 1966, The Aeronauts, London.
    Ian McNeill (ed.), 1990, An Encyclopaedia of the History of Technology, London: Routledge, pp. 575 and 614.
    J.T.Hodgson and C.S.Lake, 1954, Locomotive Management, Tothill Press, p. 100.
    PJGR / JDS

    Biographical history of technology > Giffard, Baptiste Henry Jacques (Henri)

  • 9 Moulton, Alexander

    [br]
    b. 9 April 1920 Stratford-on-Avon
    [br]
    English inventor of vehicle suspension systems and the Moulton bicycle.
    [br]
    He spent his childhood at The Hall in Bradfordon-Avon. He was educated at Marlborough College, and in 1937 was apprenticed to the Sentinel Steam Wagon Company of Shrewsbury. About that same time he went to King's College, Cambridge, where he took the Mechanical Sciences Tripos. It was then wartime, and he did research on aero-engines at the Bristol Aeroplane Company, where he became Personal Assistant to Sir Roy Fedden. He left Bristol's in 1945 to join his family firm, Spencer \& Moulton, of which he eventually became Technical Director and built up the Research Department. In 1948 he invented his first suspension unit, the "Flexitor", in which an inner shaft and an outer shell were separated by an annular rubber body which was bonded to both.
    In 1848 his great-grandfather had founded the family firm in an old woollen mill, to manufacture vulcanized rubber products under Charles Goodyear's patent. The firm remained a family business with Spencer's, consultants in railway engineering, until 1956 when it was sold to the Avon Rubber Company. He then formed Moulton Developments to continue his work on vehicle suspensions in the stables attached to The Hall. Sponsored by the British Motor Corporation (BMC) and the Dunlop Rubber Company, he invented a rubber cone spring in 1951 which was later used in the BMC Mini (see Issigonis, Sir Alexander Arnold Constantine): by 1994 over 4 million Minis had been fitted with these springs, made by Dunlop. In 1954 he patented the Hydrolastic suspension system, in which all four wheels were independently sprung with combined rubber springs and damper assembly, the weight being supported by fluid under pressure, and the wheels on each side being interconnected, front to rear. In 1962 he formed Moulton Bicycles Ltd, having designed an improved bicycle system for adult use. The conventional bicycle frame was replaced by a flat-sided oval steel tube F-frame on a novel rubber front and rear suspension, with the wheel size reduced to 41 cm (16 in.) with high-pressure tyres. Raleigh Industries Ltd having refused his offer to produce the Moulton Bicycle under licence, he set up his own factory on his estate, producing 25,000 bicycles between 1963 and 1966. In 1967 he sold out to Raleigh and set up as Bicycle Consultants Ltd while continuing the suspension development of Moulton Developments Ltd. In the 1970s the combined firms employed some forty staff, nearly 50 per cent of whom were graduates.
    He won the Queen's Award for Industry in 1967 for technical innovation in Hydrolastic car suspension and the Moulton Bicycle. Since that time he has continued his innovative work on suspensions and the bicycle. In 1983 he introduced the AM bicycle series of very sophisticated space-frame design with suspension and 43 cm (17 in.) wheels; this machine holds the world speed record fully formed at 82 km/h (51 mph). The current Rover 100 and MGF use his Hydragas interconnected suspension. By 1994 over 7 million cars had been fitted with Moulton suspensions. He has won many design awards and prizes, and has been awarded three honorary doctorates of engineering. He is active in engineering and design education.
    [br]
    Principal Honours and Distinctions
    Queen's Award for Industry 1967; CBE; RDI. Fellow of the Royal Academy of Engineering.
    Further Reading
    P.R.Whitfield, 1975, Creativity in Industry, London: Penguin Books.
    IMcN

    Biographical history of technology > Moulton, Alexander

  • 10 Buddle, John

    [br]
    b. 15 November 1773 Kyloe, Northumberland, England
    d. 10 October 1843 Wallsend, Northumberland, England
    [br]
    English colliery inspector, manager and agent.
    [br]
    Buddle was educated by his father, a former schoolteacher who was from 1781 the first inspector and manager of the new Wallsend colliery. When his father died in 1806, John Buddle assumed full responsibility at the Wallsend colliery, and he remained as inspector and manager there until 1819, when he was appointed as colliery agent to the third Marquis of Londonderry. In this position, besides managing colliery business, he acted as an entrepreneur, gaining political influence and organizing colliery owners into fixing prices; Buddle and Londonderry were also responsible for the building of Seaham harbour. Buddle became known as the "King of the Coal Trade", gaining influence throughout the important Northumberland and Durham coalfield.
    Buddle's principal contribution to mining technology was with regard to the improvement of both safety standards and productivity. In 1807 he introduced a steam-driven air pump which extracted air from the top of the upcast shaft. Two years later, he drew up plans which divided the coalface into compartments; this enabled nearly the whole seam to be exploited. The system of compound ventilation greatly reduced the danger of explosions: the incoming air was divided into two currents, and since each current passed through only half the underground area, the air was less heavily contaminated with gas.
    In 1813 Buddle presented an important paper on his method for mine ventilation to the Sunderland Society for Preventing Accidents in Coal-mines, which had been established in that year following a major colliery explosion. He emphasized the need for satisfactory underground lighting, which influenced the development of safety-lamps, and assisted actively in the experiments with Humphrey Davy's lamp which he was one of the first mine managers to introduce. Another mine accident, a sudden flood, prompted him to maintain a systematic record of mine-workings which ultimately resulted in the establishment of the Mining Record Office.
    [br]
    Bibliography
    1838, Transactions of the Natural History Society of Northumberland 11, pp. 309–36 (Buddle's paper on keeping records of underground workings).
    Further Reading
    R.L.Galloway, 1882, A History of Coalmining in Great Britain, London (deals extensively with Buddle's underground devices).
    R.W.Sturgess, 1975, Aristocrat in Business: The Third Marquis of Londonderry as
    Coalowner and Portbuilder, Durham: Durham County Local History Society (concentrates on Buddle's work after 1819).
    C.E.Hiskey, 1978, John Buddle 1773–1843, Agent and Entrepreneur in the Northeast
    Coal Trade, unpublished MLitt thesis, Durham University (a very detailed study).
    WK

    Biographical history of technology > Buddle, John

  • 11 Le Roy, Pierre

    SUBJECT AREA: Horology
    [br]
    b. 24 November 1717 Paris, France
    d. 25 August 1785 Viry-sur-Orge, France
    [br]
    French horologist who invented the detached détente escapement and the compensation balance.
    [br]
    Le Roy was born into a distinguished horological family: his father, Julien, was Clockmaker to the King. Pierre became Master in 1737 and continued to work with his father, taking over the business when his father died in 1759. However, he seems to have left the commercial side of the business to others so that he could concentrate on developing the marine chronometer. Unlike John Harrison, he believed that the solution lay in detaching the escapement from the balance, and in 1748 he submitted a proposal for the first detached escapement to the Académie des Sciences in Paris. He also differed from Harrison in his method of temperature compensation, which acted directly on the balance by altering its radius of gyration. This was achieved either by mounting thermometers on the balance or by using bimetallic strips which effectively reduced the diameter of the balance as the temperature rose (with refinements, this later became the standard method of temperature compensation in watches and chronometers). Le Roy had already discovered that for every spiral balance spring there was a particular length at which it would be isochronous, and this method of temperature compensation did not destroy that isochronism by altering the length, as other methods did. These innovations were incorporated in a chronometer with an improved detached escapement which he presented to Louis XV in 1766 and described in a memoir to the Académie des Sciences. This instrument contained the three essential elements of all subsequent chronometers: an isochronous balance spring, a detached escapement and a balance with temperature compensation. Its performance was similar to that of Harrison's fourth timepiece, and Le Roy was awarded prizes by the Académie des Sciences for the chronometer and for his memoir. However, his work was never fully appreciated in France, where he was over-shadowed by his rival Ferdinand Berthoud. When Berthoud was awarded the coveted title of Horloger de la Marine, Le Roy became disillusioned and shortly afterwards gave up chronometry and retired to the country.
    [br]
    Principal Honours and Distinctions
    Horloger du Roi 1760.
    Bibliography
    1748, "Echappement à détente", Histoire et mémoires de l'Académie Royale des Sciences.
    Further Reading
    R.T.Gould, 1923, The Marine Chronometer: Its History and Development, London; reprinted 1960, Holland Press (still the standard work on the subject).
    DV

    Biographical history of technology > Le Roy, Pierre

  • 12 Tompion, Thomas

    SUBJECT AREA: Horology
    [br]
    baptized 25 July 1639 Ickwell Green, England
    d. 20 November 1713 London, England
    [br]
    English clock-and watchmaker of great skill and ingenuity who laid the foundations of his country's pre-eminence in that field.
    [br]
    Little is known about Tompion's early life except that he was born into a family of blacksmiths. When he was admitted into the Clockmakers' Company in 1671 he was described as a "Great Clockmaker", which meant a maker of turret clocks, and as these clocks were made of wrought iron they would have required blacksmithing skills. Despite this background, he also rapidly established his reputation as a watchmaker. In 1674 he moved to premises in Water Lane at the sign of "The Dial and Three Crowns", where his business prospered and he remained for the rest of his life. Assisted by journeymen and up to eleven apprentices at any one time, the output from his workshop was prodigious, amounting to over 5,000 watches and 600 clocks. In his lifetime he was famous for his watches, as these figures suggest, but although they are of high quality they do not differ markedly from those produced by other London watchmakers of that period. He is now known more for the limited number of elaborate clocks that he produced, such as the equation clock and the spring-driven clock of a year's duration, which he made for William III. Around 1711 he took into partnership his nephew by marriage, George Graham, who carried on the business after his death.
    Although Tompion does not seem to have been particularly innovative, he lived at a time when great advances were being made in horology, which his consummate skill as a craftsman enabled him to exploit. In this he was greatly assisted by his association with Robert Hooke, for whom Tompion constructed a watch with a balance spring in 1675; at that time Hooke was trying to establish his priority over Huygens for this invention. Although this particular watch was not successful, it made Tompion aware of the potential of the balance spring and he became the first person in England to apply Huygens's spiral spring to the balance of a watch. Although Thuret had constructed such a watch somewhat earlier in France, the superior quality of Tompion's wheel work, assisted by Hooke's wheel-cutting engine, enabled him to dominate the market. The anchor escapement (which reduced the amplitude of the pendulum's swing) was first applied to clocks around this time and produced further improvements in accuracy which Tompion and other makers were able to utilize. However, the anchor escapement, like the verge escapement, produced recoil (the clock was momentarily driven in reverse). Tompion was involved in attempts to overcome this defect with the introduction of the dead-beat escapement for clocks and the horizontal escapement for watches. Neither was successful, but they were both perfected later by George Graham.
    [br]
    Principal Honours and Distinctions
    Master of the Clockmakers' Company 1703.
    Bibliography
    1695, with William Houghton and Edward Barlow, British patent no. 344 (for a horizontal escapement).
    Further Reading
    R.W.Symonds, 1951, Thomas Tompion, His Life and Work, London (a comprehensive but now slightly dated account).
    H.W.Robinson and W.Adams (eds), 1935, The Diary of Robert Hooke (contains many references to Tompion).
    D.Howse, 1970, The Tompion clocks at Greenwich and the dead-beat escapement', Antiquarian Horology 7:18–34, 114–33.
    DV

    Biographical history of technology > Tompion, Thomas

  • 13 модульный центр обработки данных (ЦОД)

    1. modular data center

     

    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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    Русско-английский словарь нормативно-технической терминологии > модульный центр обработки данных (ЦОД)

  • 14 modular data center

    1. модульный центр обработки данных (ЦОД)

     

    модульный центр обработки данных (ЦОД)
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    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.


    Тематики

    Синонимы

    EN

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

  • 15 Gresley, Sir Herbert Nigel

    [br]
    b. 19 June 1876 Edinburgh, Scotland
    d. 5 April 1941 Hertford, England
    [br]
    English mechanical engineer, designer of the A4-class 4–6–2 locomotive holding the world speed record for steam traction.
    [br]
    Gresley was the son of the Rector of Netherseale, Derbyshire; he was educated at Marlborough and by the age of 13 was skilled at making sketches of locomotives. In 1893 he became a pupil of F.W. Webb at Crewe works, London \& North Western Railway, and in 1898 he moved to Horwich works, Lancashire \& Yorkshire Railway, to gain drawing-office experience under J.A.F.Aspinall, subsequently becoming Foreman of the locomotive running sheds at Blackpool. In 1900 he transferred to the carriage and wagon department, and in 1904 he had risen to become its Assistant Superintendent. In 1905 he moved to the Great Northern Railway, becoming Superintendent of its carriage and wagon department at Doncaster under H.A. Ivatt. In 1906 he designed and produced a bogie luggage van with steel underframe, teak body, elliptical roof, bowed ends and buckeye couplings: this became the prototype for East Coast main-line coaches built over the next thirty-five years. In 1911 Gresley succeeded Ivatt as Locomotive, Carriage \& Wagon Superintendent. His first locomotive was a mixed-traffic 2–6–0, his next a 2–8–0 for freight. From 1915 he worked on the design of a 4–6–2 locomotive for express passenger traffic: as with Ivatt's 4 4 2s, the trailing axle would allow the wide firebox needed for Yorkshire coal. He also devised a means by which two sets of valve gear could operate the valves on a three-cylinder locomotive and applied it for the first time on a 2–8–0 built in 1918. The system was complex, but a later simplified form was used on all subsequent Gresley three-cylinder locomotives, including his first 4–6–2 which appeared in 1922. In 1921, Gresley introduced the first British restaurant car with electric cooking facilities.
    With the grouping of 1923, the Great Northern Railway was absorbed into the London \& North Eastern Railway and Gresley was appointed Chief Mechanical Engineer. More 4–6– 2s were built, the first British class of such wheel arrangement. Modifications to their valve gear, along lines developed by G.J. Churchward, reduced their coal consumption sufficiently to enable them to run non-stop between London and Edinburgh. So that enginemen might change over en route, some of the locomotives were equipped with corridor tenders from 1928. The design was steadily improved in detail, and by comparison an experimental 4–6–4 with a watertube boiler that Gresley produced in 1929 showed no overall benefit. A successful high-powered 2–8–2 was built in 1934, following the introduction of third-class sleeping cars, to haul 500-ton passenger trains between Edinburgh and Aberdeen.
    In 1932 the need to meet increasing road competition had resulted in the end of a long-standing agreement between East Coast and West Coast railways, that train journeys between London and Edinburgh by either route should be scheduled to take 8 1/4 hours. Seeking to accelerate train services, Gresley studied high-speed, diesel-electric railcars in Germany and petrol-electric railcars in France. He considered them for the London \& North Eastern Railway, but a test run by a train hauled by one of his 4–6–2s in 1934, which reached 108 mph (174 km/h), suggested that a steam train could better the railcar proposals while its accommodation would be more comfortable. To celebrate the Silver Jubilee of King George V, a high-speed, streamlined train between London and Newcastle upon Tyne was proposed, the first such train in Britain. An improved 4–6–2, the A4 class, was designed with modifications to ensure free running and an ample reserve of power up hill. Its streamlined outline included a wedge-shaped front which reduced wind resistance and helped to lift the exhaust dear of the cab windows at speed. The first locomotive of the class, named Silver Link, ran at an average speed of 100 mph (161 km/h) for 43 miles (69 km), with a maximum speed of 112 1/2 mph (181 km/h), on a seven-coach test train on 27 September 1935: the locomotive went into service hauling the Silver Jubilee express single-handed (since others of the class had still to be completed) for the first three weeks, a round trip of 536 miles (863 km) daily, much of it at 90 mph (145 km/h), without any mechanical troubles at all. Coaches for the Silver Jubilee had teak-framed, steel-panelled bodies on all-steel, welded underframes; windows were double glazed; and there was a pressure ventilation/heating system. Comparable trains were introduced between London Kings Cross and Edinburgh in 1937 and to Leeds in 1938.
    Gresley did not hesitate to incorporate outstanding features from elsewhere into his locomotive designs and was well aware of the work of André Chapelon in France. Four A4s built in 1938 were equipped with Kylchap twin blast-pipes and double chimneys to improve performance still further. The first of these to be completed, no. 4468, Mallard, on 3 July 1938 ran a test train at over 120 mph (193 km/h) for 2 miles (3.2 km) and momentarily achieved 126 mph (203 km/h), the world speed record for steam traction. J.Duddington was the driver and T.Bray the fireman. The use of high-speed trains came to an end with the Second World War. The A4s were then demonstrated to be powerful as well as fast: one was noted hauling a 730-ton, 22-coach train at an average speed exceeding 75 mph (120 km/h) over 30 miles (48 km). The war also halted electrification of the Manchester-Sheffield line, on the 1,500 volt DC overhead system; however, anticipating eventual resumption, Gresley had a prototype main-line Bo-Bo electric locomotive built in 1941. Sadly, Gresley died from a heart attack while still in office.
    [br]
    Principal Honours and Distinctions
    Knighted 1936. President, Institution of Locomotive Engineers 1927 and 1934. President, Institution of Mechanical Engineers 1936.
    Further Reading
    F.A.S.Brown, 1961, Nigel Gresley, Locomotive Engineer, Ian Allan (full-length biography).
    John Bellwood and David Jenkinson, Gresley and Stanier. A Centenary Tribute (a good comparative account).
    PJGR

    Biographical history of technology > Gresley, Sir Herbert Nigel

  • 16 to

    1. tə,tu preposition
    1) (towards; in the direction of: I cycled to the station; The book fell to the floor; I went to the concert/lecture/play.) a, hacia
    2) (as far as: His story is a lie from beginning to end.) a, hasta
    3) (until: Did you stay to the end of the concert?) hasta
    4) (sometimes used to introduce the indirect object of a verb: He sent it to us; You're the only person I can talk to.) con, a
    5) (used in expressing various relations: Listen to me!; Did you reply to his letter?; Where's the key to this door?; He sang to (the accompaniment of) his guitar.) a, para
    6) (into a particular state or condition: She tore the letter to pieces.) en
    7) (used in expressing comparison or proportion: He's junior to me; Your skill is superior to mine; We won the match by 5 goals to 2.) a
    8) (showing the purpose or result of an action etc: He came quickly to my assistance; To my horror, he took a gun out of his pocket.) en; para
    9) (tə used before an infinitive eg after various verbs and adjectives, or in other constructions: I want to go!; He asked me to come; He worked hard to (= in order to) earn a lot of money; These buildings were designed to (= so as to) resist earthquakes; She opened her eyes to find him standing beside her; I arrived too late to see him.) para
    10) (used instead of a complete infinitive: He asked her to stay but she didn't want to.) (hacerlo)

    2. tu: adverb
    1) (into a closed or almost closed position: He pulled/pushed the door to.) hasta cerrar
    2) (used in phrasal verbs and compounds: He came to (= regained consciousness).) a
    to prep
    1. a
    2. a / hasta
    she works from nine to five trabaja de nueve a cinco / trabaja desde las nueve hasta las cinco
    3. menos
    4. para
    to
    tr[tʊ, ʊnstressed tə]
    did you go to the bank? ¿fuiste al banco?
    A is to the north/south/east/west of B A está al norte/sur/este/oeste de B
    2 (towards) hacia
    3 (as far as, until) a, hasta
    I like all music, from Abba to ZZTop me gusta toda la música, desde Abba hasta ZZTop
    4 (of time) menos
    6 (for) de
    what's the answer to question 4? ¿cuál es la respuesta a la pregunta número 4?
    7 (attitude, behaviour) con, para con
    9 (touching) a, contra
    10 (accompanied by) acompañado,-a de
    to my surprise, it was empty para mi sorpresa, estaba vacío
    12 (as seen by) por lo que respecta
    to a foreigner, it must seem awful para un extranjero, debe parecer terrible
    to some people he was a hero, to others a traitor para algunos era un héroe, para otros era un traidor
    14 (ratio) a
    15 (per, equivalent) a, en
    how much does your car do to the gallon? ¿cuánto gasta tu coche a los cien kilómetros?
    16 (according to) según
    is it to your taste? ¿es de su agrado?
    18 (in order to) para, a fin de
    would you like to dance? --I'd love to ¿te gustaría bailar? --me encantaría
    she didn't want to go, but she had to no quería ir, pero no le quedaba más remedio
    1 (of door) ajustada
    \
    SMALLIDIOMATIC EXPRESSION/SMALL
    to and fro vaivén, ir y venir Table 1SMALLNOTA/SMALL Cuando se usa con la raíz del verbo para formar el infinitivo no se traduce/Table 1 ■ I want to help you quiero ayudarte
    to ['tu:] adv
    1) : a un estado consciente
    to come to: volver en sí
    2)
    to and fro : de aquí para allá, de un lado para otro
    to prep
    to go to the doctor: ir al médico
    I'm going to John's: voy a la casa de John
    2) toward: a, hacia
    two miles to the south: dos millas hacia el sur
    3) on: en, sobre
    apply salve to the wound: póngale ungüento a la herida
    4) up to: hasta, a
    to a degree: hasta cierto grado
    from head to toe: de pies a cabeza
    it's quarter to seven: son las siete menos cuarto
    6) until: a, hasta
    from May to December: de mayo a diciembre
    the key to the lock: la llave del candado
    dancing to the rhythm: bailando al compás
    it's similar to mine: es parecido al mío
    they won 4 to 2: ganaron 4 a 2
    made to order: hecho a la orden
    to my knowledge: a mi saber
    11) (indicating inclusion) : en cada, por
    twenty to the box: veinte por caja
    to understand: entender
    to go away: irse

    I tuː, weak form tə
    1)

    we went to John's — fuimos a casa de John, fuimos a lo de John (RPl), fuimos donde John (esp AmL)

    you can wear it to a party/the wedding — puedes ponértelo para una fiesta/la boda

    to the left/right of something — a la izquierda/derecha de algo

    2) (against, onto)
    3)
    a) ( as far as) hasta
    b) ( until) hasta

    there will be 30 to 35 guests — habrá entre 30 y 35 invitados; see also from 4)

    4)

    who did you send/give it to? — ¿a quién se lo mandaste/diste?

    what did you say to him/them? — ¿qué le/les dijiste?

    I'll hand you over to Janete paso or (Esp tb) te pongo con Jane

    I was singing/talking to myself — estaba cantando/hablando solo

    to me, he will always be a hero — para mí, siempre será un héroe

    he was very kind/rude to me — fue muy amable/grosero conmigo

    b) (in toasts, dedications)

    to Paul with love from Jane — para Paul, con cariño de Jane

    5) (indicating proportion, relation)

    how many ounces are there to the pound? — ¿cuántas onzas hay en una libra?

    it does 30 miles to the gallonda or rinde 30 millas por galón, consume 6.75 litros a los or por cada cien kilómetros

    there's a 10 to 1 chance of... — hay una probabilidad de uno en 10 de...

    that's nothing to what followedeso no es nada comparado or en comparación con lo que vino después

    what do you say to that? — ¿qué dices a eso?, ¿qué te parece (eso)?

    7)
    b) ( producing)

    to my horror/delight... — para mi horror/alegría...

    it has a nice ring/sound to it — suena bien

    9) ( telling time) (BrE)

    ten to three — las tres menos diez, diez para las tres (AmL exc RPl)

    they sang it to the tune of `Clementine' — lo cantaron con la melodía de `Clementine'


    II
    1)
    a)

    to sing/fear/leave — cantar/temer/partir

    b) ( in order to) para

    he awoke to find her gone — cuando despertó, ella ya se había ido

    2) (after adj or n)

    it's easy/difficult to do — es fácil/difícil de hacer


    III tuː
    [tʊ, tuː, tǝ]
    1. PREPOSITION
    When to is the second element in a phrasal verb, eg set to, heave to, look up the phrasal verb. When to is part of a set combination, eg nice to, to my mind, to all appearances, appeal to, look up the other word. Note: a + el = al

    it's 90 kilometres to Lima — de aquí a Lima hay 90 kilómetros, hay 90 kilómetros a Lima

    to go to Paris/Spain — ir a París/España

    to go to school/university — ir al colegio/a la Universidad

    I liked the exhibition, I went to it twice — me gustó la exposición, fui a verla dos veces

    we're going to John's/my parents' for Christmas — vamos a casa de John/mis padres por Navidad

    have you ever been to India? — ¿has estado alguna vez en la India?

    flights to Heathrow — vuelos a or con destino a Heathrow

    the road to Edinburgh — la carretera de Edimburgo

    church 1., 2)
    2) (=towards) hacia

    move it to the left/right — muévelo hacia la izquierda/derecha

    3) (=as far as) hasta

    from here to Londonde aquí a or hasta Londres

    4) (=up to) hasta

    to some extent — hasta cierto punto, en cierta medida

    to this day I still don't know what he meant — aún hoy no sé lo que quiso decir

    he didn't stay to the endno se quedó hasta el final

    from Monday to Friday — de lunes a viernes

    from morning to night — de la mañana a la noche, desde la mañana hasta la noche

    funds to the value of... — fondos por valor de...

    decimal 1.
    5) (=located at) a
    6) (=against) contra

    it's a quarter to three — son las tres menos cuarto, es or (LAm) falta un cuarto para las tres

    the man I sold it to or frm to whom I sold it — el hombre a quien se lo vendí

    it belongs to me — me pertenece (a mí), es mío

    what is that to me? — ¿y a mí qué me importa eso?

    "that's strange," I said to myself — -es raro -me dije para mis adentros

    9) (in dedications, greetings)

    greetings to all our friends! — ¡saludos a todos los amigos!

    welcome to you all! — ¡bienvenidos todos!

    "to P.R. Lilly" — (in book) "para P.R. Lilly"

    here's to you! — ¡va por ti!, ¡por ti!

    a monument to the fallen — un monumento a los caídos, un monumento en honor a los caídos

    10) (in ratios, proportions) por

    three to the fourth, three to the power of four — (Math) tres a la cuarta potencia

    12) (=about, concerning)

    what do you say to that? — ¿qué te parece (eso)?

    what would you say to a beer? — ¿te parece que tomemos una cerveza?

    "to repairing pipes:..." — (on bill) "reparación de las cañerías:..."

    13) (=according to) según

    to my way of thinking — a mi modo de ver, según mi modo de pensar

    14) (=to the accompaniment of)

    it is sung to the tune of "Tipperary" — se canta con la melodía de "Tipperary"

    15) (=of, for) de
    16) (with gerund/noun)

    to look forward to doing sth — tener muchas ganas de hacer algo

    to prefer painting to drawing — preferir pintar a dibujar

    to be used to (doing) sth — estar acostumbrado a (hacer) algo

    to this end — a or con este fin

    to my enormous shame I did nothing — para gran vergüenza mía, no hice nada

    to my great surprise — con gran sorpresa por mi parte, para gran sorpresa mía

    2. INFINITIVE PARTICLE
    a)
    A preposition may be required with the Spanish infinitive, depending on what precedes it: look up the verb.

    she refused to listen — se negó a escuchar

    to start to cry — empezar or ponerse a llorar

    to try to do sth — tratar de hacer algo, intentar hacer algo

    to want to do sth — querer hacer algo

    I'd advise you to think this over — te aconsejaría que te pensaras bien esto

    he'd like me to give up work — le gustaría que dejase de trabajar

    we'd prefer him to go to university — preferiríamos que fuese a la universidad

    I want you to do it — quiero que lo hagas

    c)

    there was no one for me to ask, there wasn't anyone for me to ask — no había nadie a quien yo pudiese preguntar

    he's not the sort or type to do that — no es de los que hacen eso

    that book is still to be written — ese libro está todavía por escribir

    now is the time to do it — ahora es el momento de hacerlo

    and who is he to criticize? — ¿y quién es él para criticar?

    3) (purpose, result) para

    it disappeared, never to be seen again — desapareció para siempre

    The particle to is not translated when it stands for the infinitive:

    "would you like to come to dinner?" - "I'd love to!" — -¿te gustaría venir a cenar? -¡me encantaría!

    For combinations like difficult/easy/foolish/ ready/ slow to etc, look up the adjective.

    the first/last to go — el primero/último en irse

    See:
    EASY, DIFFICULT, IMPOSSIBLE in easy

    and then to be let down like that! — ¡y para que luego te decepcionen así!

    and to think he didn't mean a word of it! — ¡y pensar que nada de lo que dijo era de verdad!

    7)

    to see him now one would never think that... — al verlo or viéndolo ahora nadie creería que...

    3.
    ADVERB

    to pull the door to — tirar de la puerta para cerrarla, cerrar la puerta tirando

    to push the door to — empujar la puerta para cerrarla, cerrar la puerta empujando

    * * *

    I [tuː], weak form [tə]
    1)

    we went to John's — fuimos a casa de John, fuimos a lo de John (RPl), fuimos donde John (esp AmL)

    you can wear it to a party/the wedding — puedes ponértelo para una fiesta/la boda

    to the left/right of something — a la izquierda/derecha de algo

    2) (against, onto)
    3)
    a) ( as far as) hasta
    b) ( until) hasta

    there will be 30 to 35 guests — habrá entre 30 y 35 invitados; see also from 4)

    4)

    who did you send/give it to? — ¿a quién se lo mandaste/diste?

    what did you say to him/them? — ¿qué le/les dijiste?

    I'll hand you over to Janete paso or (Esp tb) te pongo con Jane

    I was singing/talking to myself — estaba cantando/hablando solo

    to me, he will always be a hero — para mí, siempre será un héroe

    he was very kind/rude to me — fue muy amable/grosero conmigo

    b) (in toasts, dedications)

    to Paul with love from Jane — para Paul, con cariño de Jane

    5) (indicating proportion, relation)

    how many ounces are there to the pound? — ¿cuántas onzas hay en una libra?

    it does 30 miles to the gallonda or rinde 30 millas por galón, consume 6.75 litros a los or por cada cien kilómetros

    there's a 10 to 1 chance of... — hay una probabilidad de uno en 10 de...

    that's nothing to what followedeso no es nada comparado or en comparación con lo que vino después

    what do you say to that? — ¿qué dices a eso?, ¿qué te parece (eso)?

    7)
    b) ( producing)

    to my horror/delight... — para mi horror/alegría...

    it has a nice ring/sound to it — suena bien

    9) ( telling time) (BrE)

    ten to three — las tres menos diez, diez para las tres (AmL exc RPl)

    they sang it to the tune of `Clementine' — lo cantaron con la melodía de `Clementine'


    II [tə]
    1)
    a)

    to sing/fear/leave — cantar/temer/partir

    b) ( in order to) para

    he awoke to find her gone — cuando despertó, ella ya se había ido

    2) (after adj or n)

    it's easy/difficult to do — es fácil/difícil de hacer


    III [tuː]

    English-spanish dictionary > to

  • 17 McKay, Hugh Victor

    [br]
    b. c. 1866 Drummartin, Victoria, Australia
    d. 21 May 1926 Australia
    [br]
    Australian inventor and manufacturer of harvesting and other agricultural equipment.
    [br]
    A farmer's son, at the age of 17 McKay developed modifications to the existing stripper harvester and created a machine that would not only strip the seed from standing corn, but was able to produce a threshed, winnowed and clean sample in one operation. The prototype was produced in 1884 and worked well on the two acres of wheat that had been set aside on the family farm. By arrangement with a Melbourne plough maker, five machines were made and sold for the 1885 season. In 1886 the McKay Harvester Company was formed, with offices at Ballarat, from which the machines, built by various companies, were sold. The business expanded quickly, selling sixty machines in 1888, and eventually rising to the production of nearly 2,000 harvesters in 1905. The name "Sunshine" was given to the harvester, and the "Sun" prefix was to appear on all other implements produced by the company as it diversified its production interests. In 1902 severe drought reduced machinery sales and left 2,000 harvesters unsold. McKay was forced to look to export markets to dispose of his surplus machines. By 1914 a total of 10,000 machines were being exported annually. During the First World War McKay was appointed to the Business Board of the Defence Department. Increases in the scale of production resulted in the company moving to Melbourne, where it was close to the port of entry of raw materials and was able to export the finished article more readily. In 1909 McKay produced one of the first gas-engined harvesters, but its cost prevented it from being more than an experimental prototype. By this time McKay was the largest agricultural machinery manufacturer in the Southern hemisphere, producing a wide range of implements, including binders. In 1916 McKay hired Headlie Taylor, who had developed a machine capable of harvesting fallen crops. The jointly developed machine was a major success, coming as it did in what would otherwise have been a disastrous Australian harvest. Further developments included the "Sun Auto-header" in 1923, the first of the harvesting machines to adopt the "T" configuration to be seen on modern harvesters. The Australian market was expanding fast and a keen rivalry developed between McKay and Massey Harris. Confronted by the tariff regulations with which the Australian Government had protected its indigenous machinery industry since 1906, Massey Harris sold all its Australian assets to the H.V. McKay company in 1930. Twenty-three years later Massey Ferguson acquired the old Sunshine works and was still operating from there in the 1990s.
    Despite a long-running history of wage disputes with his workforce, McKay established a retiring fund as well as a self-help fund for distressed cases. Before his death he created a charitable trust and requested that some funds should be made available for the "aerial experiments" which were to lead to the establishment of the Flying Doctor Service.
    [br]
    Principal Honours and Distinctions
    CBE.
    Further Reading
    Graeme Quick and Wesley Buchele, 1978, The Grain Harvesters, American Society of Agricultural Engineers (devotes a chapter to the unique development of harvesting machinery which took place in Australia).
    AP

    Biographical history of technology > McKay, Hugh Victor

  • 18 Heaviside, Oliver

    [br]
    b. 18 May 1850 London, England
    d. 2 February 1925 Torquay, Devon, England
    [br]
    English physicist who correctly predicted the existence of the ionosphere and its ability to reflect radio waves.
    [br]
    Brought up in poor, almost Dickensian, circumstances, at the age of 13 years Heaviside, a nephew by marriage of Sir Charles Wheatstone, went to Camden House Grammar School. There he won a medal for science, but he was forced to leave because his parents could not afford the fees. After a year of private study, he began his working life in Newcastle in 1870 as a telegraph operator for an Anglo-Dutch cable company, but he had to give up after only four years because of increasing deafness. He therefore proceeded to spend his time studying theoretical aspects of electrical transmission and communication, and moved to Devon with his parents in 1889. Because the operation of many electrical circuits involves transient phenomena, he found it necessary to develop what he called operational calculus (which was essentially a form of the Laplace transform calculus) in order to determine the response to sudden voltage and current changes. In 1893 he suggested that the distortion that occurred on long-distance telephone lines could be reduced by adding loading coils at regular intervals, thus creating a matched-transmission line. Between 1893 and 1912 he produced a series of writings on electromagnetic theory, in one of which, anticipating a conclusion of Einstein's special theory of relativity, he put forward the idea that the mass of an electric charge increases with its velocity. When it was found that despite the curvature of the earth it was possible to communicate over very great distances using radio signals in the so-called "short" wavebands, Heaviside suggested the presence of a conducting layer in the ionosphere that reflected the waves back to earth. Since a similar suggestion had been made almost at the same time by Arthur Kennelly of Harvard, this layer became known as the Kennelly-Heaviside layer.
    [br]
    Principal Honours and Distinctions
    FRS 1891. Institution of Electrical Engineers Faraday Medal 1924. Honorary PhD Gottingen. Honorary Member of the American Association for the Advancement of Science.
    Bibliography
    1872. "A method for comparing electro-motive forces", English Mechanic (July).
    1873. Philosophical Magazine (February) (a paper on the use of the Wheatstone Bridge). 1889, Electromagnetic Waves.
    Further Reading
    I.Catt (ed.), 1987, Oliver Heaviside, The Man, St Albans: CAM Publishing.
    P.J.Nahin, 1988, Oliver Heaviside, Sage in Solitude: The Life and Works of an Electrical Genius of the Victorian Age, Institute of Electrical and Electronics Engineers, New York.
    J.B.Hunt, The Maxwellians, Ithaca: Cornell University Press.
    KF

    Biographical history of technology > Heaviside, Oliver

  • 19 Morris, William Richard, Viscount Nuffield

    [br]
    b. 10 October 1877 Worcester, England
    d. 22 August 1963 Nuffield Place, England
    [br]
    English industrialist, car manufacturer and philanthropist.
    [br]
    Morris was the son of Frederick Morris, then a draper. He was the eldest of a family of seven, all of whom, except for one sister, died in childhood. When he was 3 years old, his father moved to Cowley, near Oxford, where he attended the village school. After a short time with a local bicycle firm he set up on his own at the age of 16 with a capital of £4. He manufactured pedal cycles and by 1902 he had designed a motor cycle and was doing car-repair work. By 1912, at the Motor Show, he was able to announce his first car, the 8.9 hp, two-seater Morris Oxford with its characteristic "bull-nose". It could perform at up to 50 mph (80 km/h) and 50 mpg (5.65 1/100 km). It cost £165.
    Though untrained, Morris was a born engineer as well as a natural judge of character. This enabled him to build up a reliable team of assistants in his growing business, with an order for four hundred cars at the Motor Show in 1912. Much of his business was built up in the assembly of components manufactured by outside suppliers. In he moved out of his initial premises by New College in Longwall and bought land at Cowley, where he brought out his second model, the 11.9hp Morris Oxford. This was after the First World War, during which car production was reduced to allow the manufacture of tanks and munitions. He was awarded the OBE in 1917 for his war work. Morris Motors Ltd was incorporated in 1919, and within fifteen months sales of cars had reached over 3,000 a year. By 1923 he was producing 20,000 cars a year, and in 1926 50,000, equivalent to about one-third of Britain's output. With the slump, a substantial overdraft, and a large stock of unsold cars, Morris took the bold decision to cut the prices of cars in stock, which then sold out within three weeks. Other makers followed suit, but Morris was ahead of them.
    Morris was part-founder of the Pressed Steel Company, set up to produce car bodies at Cowley. A clever operation with the shareholding of the Morris Motors Company allowed Morris a substantial overall profit to provide expansion capital. By 1931 his "empire" comprised, in addition to Morris Motors, the MG Car Company, the Wolseley Company, the SU Carburettor Company and Morris Commercial Cars. In 1936, the value of Morris's financial interest in the business was put at some £16 million.
    William Morris was a frugal man and uncomplicated, having little use for all the money he made except to channel it to charitable purposes. It is said that in all he gave away some £30 million during his lifetime, much of it invested by the recipients to provide long-term benefits. He married Elizabeth Anstey in 1904 and lived for thirty years at Nuffield Place. He lived modestly, and even after retirement, when Honorary President of the British Motor Corporation, the result of a merger between Morris Motors and the Austin Motor Company, he drove himself to work in a modest 10 hp Wolseley. His generosity benefited many hospitals in London, Oxford, Birmingham and elsewhere. Oxford Colleges were another class of beneficiary from his largesse.
    [br]
    Principal Honours and Distinctions
    Viscount 1938; Baron (Lord Nuffield) 1934; Baronet 1929; OBE 1917; GBE 1941; CH 1958. FRS 1939. He was a doctor of seven universities and an honorary freeman of seven towns.
    Further Reading
    R.Jackson, 1964, The Nuffield Story.
    P.W.S.Andrews and E.Brunner, The Life of Lord Nuffield.
    IMcN

    Biographical history of technology > Morris, William Richard, Viscount Nuffield

  • 20 Stanley, Robert Crooks

    [br]
    b. 1 August 1876 Little Falls, New Jersey, USA
    d. 12 February 1951 USA
    [br]
    American mining engineer and metallurgist, originator of Monel Metal
    [br]
    Robert, the son of Thomas and Ada (Crooks) Stanley, helped to finance his early training at the Stevens Institute of Technology, Hoboken, New Jersey, by working as a manual training instructor at Montclair High School. After graduating in mechanical engineering from Stevens in 1899, and as a mining engineer from the Columbia School of Mines in 1901, he accepted a two-year assignment from the S.S.White Dental Company to investigate platinum-bearing alluvial deposits in British Columbia. This introduced him to the International Nickel Company (Inco), which had been established on 29 March 1902 to amalgamate the major mining companies working the newly discovered cupro-nickel deposits at Sudbury, Ontario. Ambrose Monell, President of Inco, appointed Stanley as Assistant Superintendent of its American Nickel Works at Camden, near Philadelphia, in 1903. At the beginning of 1904 Stanley was General Superintendent of the Orford Refinery at Bayonne, New Jersey, where most of the output of the Sudbury mines was treated.
    Copper and nickel were separated there from the bessemerized matte by the celebrated "tops and bottoms" process introduced thirteen years previously by R.M.Thompson. It soon occurred to Stanley that such a separation was not invariably required and that, by reducing directly the mixed matte, he could obtain a natural cupronickel alloy which would be ductile, corrosion resistant, and no more expensive to produce than pure copper or nickel. His first experiment, on 30 December 1904, was completely successful. A railway wagon full of bessemerized matte, low in iron, was calcined to oxide, reduced to metal with carbon, and finally desulphurized with magnesium. Ingots cast from this alloy were successfully forged to bars which contained 68 per cent nickel, 23 per cent copper and about 1 per cent iron. The new alloy, originally named after Ambrose Monell, was soon renamed Monel to satisfy trademark requirements. A total of 300,000 ft2 (27,870 m2) of this white, corrosion-resistant alloy was used to roof the Pennsylvania Railway Station in New York, and it also found extensive applications in marine work and chemical plant. Stanley greatly increased the output of the Orford Refinery during the First World War, and shortly after becoming President of the company in 1922, he established a new Research and Development Division headed initially by A.J.Wadham and then by Paul D. Merica, who at the US Bureau of Standards had first elucidated the mechanism of age-hardening in alloys. In the mid- 1920s a nickel-ore body of unprecedented size was identified at levels between 2,000 and 3,000 ft (600 and 900 m) below the Frood Mine in Ontario. This property was owned partially by Inco and partially by the Mond Nickel Company. Efficient exploitation required the combined economic resources of both companies. They merged on 1 January 1929, when Mond became part of International Nickel. Stanley remained President of the new company until February 1949 and was Chairman from 1937 until his death.
    [br]
    Principal Honours and Distinctions
    American Society for Metals Gold Medal. Institute of Metals Platinum Medal 1948.
    Further Reading
    F.B.Howard-White, 1963, Nickel, London: Methuen (a historical review).
    ASD

    Biographical history of technology > Stanley, Robert Crooks

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