Перевод: с английского на все языки

со всех языков на английский

more developed countries

  • 1 more developed countries

    сокр. MDCs межд. эк. более развитые страны (одна из групп стран, условно выделяемых при классификации стран по уровню благосостояния и иным показателям экономического развития; включает страны с относительно высоким уровнем национального дохода и уровнем жизни населения; по классификации ООН к этой группе относятся США, Канада, Австралия, Новая Зеландия, Япония и европейские страны; обычно противопоставляется группе "менее развитые страны")
    Syn:
    See:

    Англо-русский экономический словарь > more developed countries

  • 2 more economically developed countries

    сокр. MEDCs межд. эк. более экономически развитые страны, экономически более развитые страны
    Syn:

    Англо-русский экономический словарь > more economically developed countries

  • 3 less developed countries

    сокр. LDCs межд. эк. менее развитые [слаборазвитые\] страны (группа стран, в основном состоящая из стран с низким уровнем производства, низким уровнем национального дохода и низким уровнем жизни; группа очень обширна, и разброс экономических показателей по данной группе значителен; часть стран характеризуется довольно высокими темпами роста экономики и развития технологии (новые индустриальные страны), а часть стран — крайне низкими экономическими показателями (наименее развитые страны); в целом группа довольно близка к группе "развивающиеся страны" по классификации Международного валютного фонда)
    Syn:
    See:
    least developed countries, newly industrializing country, Third World, more developed countries, developed countries, developing countries, Afghanistan, Algeria, American Samoa, Angola, Anguilla, Antigua and Barbuda, Argentina, Aruba, Bahamas, Bahrain, Bangladesh, Barbados, Belize, Benin, Bhutan, Bolivia, Botswana, Brazil, British Virgin Islands, Brunei, Burkina Faso, Burundi, Cambodia, Cameroon, Cape Verde, Cayman Islands, Central African Republic, Chad, Chile, China, Christmas Island, Cocos Islands, Colombia, Comoros, Democratic Republic of the Congo, Congo, Cook Islands, Costa Rica, Côte d'Ivoire, Cuba, Cyprus, Djibouti, Dominica, Dominican Republic, Ecuador, Egypt, El Salvador, Equatorial Guinea, Eritrea, Ethiopia, Falkland Islands, Fiji, French Guiana, French Polynesia, Gabon, Gambia, Ghana, Gibraltar, Greenland, Grenada, Guadeloupe, Guam, Guatemala, Guernsey, Guinea, Guinea-Bissau, Guyana, Haiti, Honduras, Hong Kong, India, Indonesia, Iran, Iraq, Jamaica, Jersey, Jordan, Kenya, Kiribati, North Korea, South Korea, Kuwait, Laos, Lebanon, Lesotho, Liberia, Libya, Macau, Madagascar, Malawi, Malaysia, Maldives, Mali, Isle of Man, Marshall Islands, Martinique, Mauritania, Mauritius, Mayotte, Federated States of Micronesia, Mongolia, Montserrat, Morocco, Mozambique, Myanmar, Namibia, Nauru, Nepal, Netherlands Antilles, New Caledonia, Nicaragua, Niger, Nigeria, Niue, Norfolk Island, Northern Mariana Islands, Oman, Palau, Pakistan, Panama, Papua New Guinea, Paraguay, Peru, Philippines, Pitcairn Islands, Puerto Rico, Qatar, Reunion, Rwanda, Saint Helena, Saint Kitts and Nevis, Saint Lucia, Saint Pierre and Miquelon, Saint Vincent and the Grenadines, Samoa, Sao Tome and Principe, Saudi Arabia, Senegal, Seychelles, Sierra Leone, Singapore, Solomon Islands, Somalia, Sri Lanka, Sudan, Suriname, Swaziland, Syria, Taiwan, Tanzania, Thailand, Togo, Tokelau, Tonga, Trinidad and Tobago, Tunisia, Turks and Caicos Islands, Tuvalu, United Arab Emirates, Uganda, Uruguay, Vanuatu, Venezuela, Vietnam, Virgin Islands of the United States, Wallis and Futuna, Western Sahara, Yemen, Zambia, Zimbabwe

    * * *
    abbrev.: LDC Less developed countries развивающиеся (менее развитые) страны: государства с низким уровнем национального дохода, высоким темпом роста населения и безработицы, зависимостью от сырьевого экспорта; как правило, имеются в виду страны "третьего мира".

    Англо-русский экономический словарь > less developed countries

  • 4 more

    When used to modify an adjective or an adverb to form the comparative more is very often translated by plus: more expensive = plus cher/chère ; more beautiful = plus beau/belle ; more easily = plus facilement ; more regularly = plus régulièrement. For examples and further uses see A 1 below.
    When used as a quantifier to indicate a greater amount or quantity of something more is very often translated by plus de: more money/cars/people = plus d'argent/de voitures/de gens. For examples and further uses see B 1 below.
    A adv
    1 ( comparative) it's more serious than we thought/you think c'est plus grave que nous ne pensions/vous ne pensez ; the more intelligent (child) of the two (l'enfant) le plus intelligent des deux ; he's no more honest than his sister il n'est pas plus honnête que sa sœur ; the more developed countries les pays plus développés ;
    2 ( to a greater extent) plus, davantage ; you must work/sleep/rest more il faut que tu travailles/dormes/te reposes davantage ; he sleeps/talks more than I do il dort/parle plus que moi ; you can't paint any more than I can, you can no more paint than I can tu ne sais pas plus peindre que moi ; the more you think of it, the harder it will seem plus tu y penseras, plus ça te paraîtra dur ; he is (all) the more determined/angry because il est d'autant plus déterminé/en colère que ;
    3 ( longer) I don't work there any more je n'y travaille plus ; I couldn't continue any more je ne pouvais pas continuer plus longtemps ; she is no more littér elle n'est plus ;
    4 ( again) once/twice more une fois/deux fois de plus, encore une fois/deux fois ; he's back once more il est de nouveau de retour ;
    5 ( rather) more surprised than angry plus étonné que fâché ; he's more a mechanic than an engineer il est plus mécanicien qu'ingénieur ; it's more a question of organization than of money c'est plus une question d'organisation que d'argent.
    B quantif more cars than people plus de voitures que de gens ; more eggs than milk plus d'œufs que de lait ; more cars than expected/before plus de voitures que prévu/qu'avant ; some more books encore quelques livres ; a little/lot more wine un peu/beaucoup plus de vin ; more bread encore un peu de pain ; there's no more bread il n'y a plus de pain ; have some more beer! reprenez de la bière ; have you any more questions/problems? avez-vous d'autres questions/problèmes? ; we've no more time nous n'avons plus le temps ; nothing more rien de plus ; something more autre chose, quelque chose d'autre.
    C pron
    1 ( larger amount or number) plus ; it costs more than the other one il/elle coûte plus cher que l'autre ; he eats more than you il mange plus que toi ; the children take up more of my time les enfants prennent une plus grande partie de mon temps ; many were disappointed, more were angry beaucoup de gens ont été déçus, un plus grand nombre étaient fâchés ; we'd like to see more of you nous voudrions te voir plus souvent ;
    2 ( additional amount) davantage ; ( additional number) plus ; tell me more (about it) dis-m'en davantage ; I need more of them il m'en faut plus ; I need more of it il m'en faut davantage ; we found several/a few more (of them) in the house nous en avons trouvé plusieurs/quelques autres dans la maison ; I can't tell you any more je ne peux pas t'en dire plus ; have you heard any more from your sister? as-tu d'autres nouvelles de ta sœur? ; I have nothing more to say je n'ai rien à ajouter ; in Mexico, of which more later… au Mexique, dont nous reparlerons plus tard… ; let's ou we'll say no more about it n'en parlons plus.
    D more and more det phr, adv phr de plus en plus ; more and more work/time de plus en plus de travail/de temps ; to work/sleep more and more travailler/dormir de plus en plus ; more and more regularly de plus en plus régulièrement.
    E more or less adv phr plus ou moins.
    F more so adv phr encore plus ; in York, and even more so in Oxford à York et encore plus à Oxford ; it is very interesting, made (even) more so because c'est très intéressant, d'autant plus que ; he is just as active as her, if not more so ou or even more so il est aussi actif qu'elle, si ce n'est plus ; (all) the more so because… d'autant plus que… ; they are all disappointed, none more so than Mr Lowe ils sont tous déçus, en particulier M. Lowe ; no more so than usual/the others pas plus que d'habitude/les autres.
    1 ( greater amount or number) plus de ; more than 20 people/£50 plus de 20 personnes/50 livres sterling ; more than half plus de la moitié ; more than enough plus qu'assez ;
    2 ( extremely) more than generous/happy plus que généreux/ravi ; the cheque more than covered the cost le chèque a amplement couvert les frais ; you more than fulfilled your obligations tu as fait plus que remplir tes obligations.
    she's nothing more (nor less) than a thief, she's a thief, neither more nor less c'est une voleuse, ni plus ni moins ; he's nothing ou no ou not much more than a servant ce n'est qu'un serviteur ; and what is more… et qui plus est… ; there's more where that came from ce n'est qu'un début.

    Big English-French dictionary > more

  • 5 More

    [mɔː(r)] 1.
    quantisostantivo femminile
    1)
    2) more and more sempre più

    more and more work, time — sempre più lavoro, tempo

    2.

    many were disappointed, more were angry — le persone deluse erano molte, ma ancora di più erano le persone arrabbiate

    2) (additional amount, number) (di) più

    in Mexico, of which more later — in Messico, di cui riparleremo più avanti

    3.
    2) (to a greater extent) di più, più

    you must work, rest more — devi lavorare, riposare di più

    the more you think of it, the harder it will seem — più ci pensi, più ti sembrerà difficile

    6) more and more sempre (di) più
    7) more or less più o meno
    8) more so ancora di più

    in York, and even more so in Oxford — a York, e ancor di più a Oxford

    it is interesting, made (even) more so because — è interessante, ancor più perché

    he is just as active as her, if not more so o or even more so è attivo quanto lei, se non di più; (all) the more so because ancora di più perché; they are all disappointed, none more so than him sono tutti delusi, ma nessuno quanto lui; no more so than usual — non più del normale

    ••

    he's nothing more (nor less) than a thief he's a thief, neither more nor less è semplicemente un ladro, niente di più e niente di meno; he's nothing o no o not much more than a servant è soltanto un servo; and what is more e per di più, e come se non bastasse; there's more where that came from — non è che l'inizio

    ••
    Note:
    When used as a quantifier to indicate a greater amount or quantity of something, more is very often translated by più, in più or ancora: more cars than people = più auto che persone; some more books = qualche libro in più / ancora qualche libro. For examples and further uses, see I.1 below.- When used to modify an adjective or an adverb to form the comparative, more is very often translated by più: more expensive = più caro; more beautiful = più bello; more easily = più facilmente; more regularly = più regolarmente. For examples and further uses, see III.1 below
    * * *
    [mo:]
    comparative; = much
    * * *
    (Surnames) More /mɔ:(r)/
    * * *
    [mɔː(r)] 1.
    quantisostantivo femminile
    1)
    2) more and more sempre più

    more and more work, time — sempre più lavoro, tempo

    2.

    many were disappointed, more were angry — le persone deluse erano molte, ma ancora di più erano le persone arrabbiate

    2) (additional amount, number) (di) più

    in Mexico, of which more later — in Messico, di cui riparleremo più avanti

    3.
    2) (to a greater extent) di più, più

    you must work, rest more — devi lavorare, riposare di più

    the more you think of it, the harder it will seem — più ci pensi, più ti sembrerà difficile

    6) more and more sempre (di) più
    7) more or less più o meno
    8) more so ancora di più

    in York, and even more so in Oxford — a York, e ancor di più a Oxford

    it is interesting, made (even) more so because — è interessante, ancor più perché

    he is just as active as her, if not more so o or even more so è attivo quanto lei, se non di più; (all) the more so because ancora di più perché; they are all disappointed, none more so than him sono tutti delusi, ma nessuno quanto lui; no more so than usual — non più del normale

    ••

    he's nothing more (nor less) than a thief he's a thief, neither more nor less è semplicemente un ladro, niente di più e niente di meno; he's nothing o no o not much more than a servant è soltanto un servo; and what is more e per di più, e come se non bastasse; there's more where that came from — non è che l'inizio

    ••
    Note:
    When used as a quantifier to indicate a greater amount or quantity of something, more is very often translated by più, in più or ancora: more cars than people = più auto che persone; some more books = qualche libro in più / ancora qualche libro. For examples and further uses, see I.1 below.- When used to modify an adjective or an adverb to form the comparative, more is very often translated by più: more expensive = più caro; more beautiful = più bello; more easily = più facilmente; more regularly = più regolarmente. For examples and further uses, see III.1 below

    English-Italian dictionary > More

  • 6 MDC

    межд. эк. сокр. от more developed country
    See:

    Англо-русский экономический словарь > MDC

  • 7 country

    1. n
    1) страна; государство
    2) местность, территория
    3) (the country) деревня, сельская местность; провинция

    to address the country — обращаться / выступать с обращением к стране

    to admit smb into a country — разрешать кому-л. въезд в страну

    to allow smb into the country — разрешать кому-л. въезд в страну

    to bar smb's entry into / smb from entering a country — запрещать кому-л. въезд в страну

    to betray one's country — предавать свою страну

    to bring a country under one's control — устанавливать контроль над страной

    to control a country — контролировать положение в стране; управлять страной

    to cut connections with a country — разрывать отношения / связи со страной

    to defect to a countryбежать в какую-л. страну

    to distance oneself from a country — отмежевываться от какой-л. страны

    to engulf a countryохватывать всю страну (о волне демонстраций, арестов и т.п.)

    to enter a country illegally / without permission / by the back door — нелегально въезжать в страну

    to exhort smb to leave a country — призывать кого-л. покинуть страну

    to flee to a countryбежать в какую-л. страну

    to force a country to its kneesперен. ставить страну на колени

    to lead a country — руководить / управлять страной

    to leave a country altogether — выходить из состава страны; отделяться от страны

    to liberate a countryосвобождать страну (от чужеземного ига и т.п.)

    to make a country one's home — обретать родину в какой-л. стране

    to move out of a country — выезжать из страны; покидать страну

    to order smb out of / to order smb to leave the country — выдворять кого-л. из страны

    to rule a country with an iron fist — править / управлять страной железной рукой

    to scare smb into fleeing the country — запугать кого-л. и заставить его бежать из страны

    to spill one's blood for one's country — проливать кровь за свою страну

    to take over a country — брать на себя руководство / управление страной

    to tighten one's grip on the country — усиливать свою власть в стране

    - one country - two systems
    - ACP
    - adoptive country
    - advanced country
    - African, Caribbean and Pacific countries
    - agrarian country
    - agricultural country
    - aid-giving country
    - all across the country
    - applicant country
    - arms-producing country
    - arms-recipient country
    - assisted country
    - assisting country
    - associated countries
    - backward country
    - belligerent country
    - capital-exporting country
    - capital-importing country
    - change of policy on a country
    - civilized country
    - coastal country
    - colonial country
    - Common Market countries
    - Commonwealth countries
    - consuming country
    - contributing country
    - countries allied against smb
    - countries of the Arab world
    - countries of the Delhi Six
    - countr's dissolution into several parts
    - country at war
    - country awashed with guns
    - country divided on racial lines
    - country has been battered by the financial crisis
    - country is at crossroads
    - country is falling apart
    - country is heading towards dictatorship
    - country is in the throes of a revolution
    - country of adoption
    - country of destination
    - country of origin
    - country of residence
    - country of service
    - country split apart by a civil war
    - country torn apart by a guerilla war
    - country under occupation
    - creditor country
    - debtor country
    - defeated country
    - deficit country
    - dependent country
    - developed country
    - developing country
    - disintegration of a country
    - dismemberment of a country
    - division of a country
    - donor country
    - economically dependent country
    - economically independent country
    - emergent country
    - English-speaking countries
    - enslaved country
    - exporting country
    - ex-Warsaw Pact country
    - flare-up between two countries
    - for the good of the country
    - founding of a country
    - fragmentation of a country
    - French-speaking African countries
    - friendly country
    - geographical position of a country
    - geographically disadvantaged country
    - giving country
    - Gulf countries
    - high-income country
    - highly developed country
    - highly industrialized country
    - hinterland country
    - home country
    - host country
    - importing country
    - indebted country
    - independent country
    - industrialized advanced countries
    - industrialized developed countries
    - industrially advanced countries
    - industrially developed countries
    - invasion of a country
    - inviting country
    - island country
    - land-locked country
    - LDC
    - leading country
    - least developed countries
    - lender country
    - lending country
    - less-developed country
    - littoral country
    - low-income country
    - low-tax country
    - Maghreb countries
    - major trading countries
    - manufacturing country
    - market-economy country
    - MDC
    - Mediterranean country
    - medium-sized country
    - member country
    - metropolitan country
    - middle-sized country
    - more developed country
    - most seriously affected countries
    - mother country
    - MSA countries
    - multilateral countries
    - multinational country
    - national characteristics of a country
    - NATO countries
    - needy country
    - neighboring country
    - neutral country
    - new developing countries
    - newly industrializing country
    - NIC
    - nonaligned country
    - nonassociated countries
    - non-EU country
    - nonmember country
    - nonnuclear country
    - nonoil country
    - non-OPEC country
    - nonsterling country
    - nuclear country
    - nuclear-free country
    - offensive action into a country
    - oil-consuming country
    - oil-exporting country
    - oil-importing country
    - oil-producing country
    - Old country
    - one-crop country
    - overpopulated country
    - over-represented country
    - participating country
    - peace-loving country
    - Persian Gulf countries
    - petroleum-exporting country
    - petroleum-importing country
    - planned economy country
    - plight of a country
    - political breakup of the country
    - poor country
    - populous country
    - poverty-belt country
    - poverty-stricken country
    - primary exporting country
    - primary producing country
    - producing country
    - prosperous country
    - readmission of a country to an international organization
    - receiving country
    - recipient country
    - reserve-currency country
    - resource-poor country
    - revitalization of the country
    - satellite country
    - self-sufficiency of a country
    - semi-colonial country
    - severely indebted country
    - single-resource country
    - small countries
    - socialist country
    - sponsor country
    - staunchly Islamic country
    - sterling country
    - supplier country
    - surplus country
    - takeover of a country
    - target country
    - territorial claims on a country
    - third countries
    - Third World countries
    - threshold country
    - throughout the country
    - trade-intensive country
    - trading country
    - transit country
    - treaty country
    - trouble country
    - under-represented country
    - unfriendly country
    - unified country
    - unsympathetic country
    - vassal country
    - veiled reference to a country
    - war-crippled country
    - war-ravaged country
    - war-torn country
    - well-developed country
    - Western countries
    - Western European country
    2. attr
    удаленный от центра, провинциальный

    Politics english-russian dictionary > country

  • 8 optimization

    1. подбор оптимальных условий
    2. оптимизация
    3. определение оптимальных характеристик
    4. выбор оптимальных параметров

     

    выбор оптимальных параметров

    [А.С.Гольдберг. Англо-русский энергетический словарь. 2006 г.]

    Тематики

    EN

     

    оптимизация
    Процесс отыскания варианта, соответствующего критерию оптимальности
    [Терминологический словарь по строительству на 12 языках (ВНИИИС Госстроя СССР)]

    оптимизация
    1. Процесс нахождения экстремума функции, т.е. выбор наилучшего варианта из множества возможных, процесс выработки оптимальных решений; 2. Процесс приведения системы в наилучшее (оптимальное) состояние. Иначе говоря, первое определение трактует термин «О.» как факт выработки и принятия оптимального решения (в широком смысле этих слов); мы выясняем, какое состояние изучаемой системы будет наилучшим с точки зрения предъявляемых к ней требований (критерия оптимальности) и рассматриваем такое состояние как цель. В этом смысле применяется также термин «субоптимизация» в случаях, когда отыскивается оптимум по какому-либо одному критерию из нескольких в векторной задаче оптимизации (см. Оптимальность по Парето, Векторная оптимизация). Второе определение имеет в виду процесс выполнения этого решения: т.е. перевод системы от существующего к искомому оптимальному состоянию. В зависимости от вида используемых критериев оптимальности (целевых функций или функционалов) и ограничений модели (множества допустимых решений) различают скалярную О., векторную О., мно¬гокритериальную О., стохастическую О (см. Стохастическое программирование), гладкую и негладкую (см. Гладкая функция), дискретную и непрерывную (см. Дискретность, Непрерывность), выпуклую и вогнутую (см. Выпуклость, вогнутость) и др. Численные методы О., т.е. методы построения алгоритмов нахождения оп¬тимальных значений целевых функций и соответствующих точек области допустимых значений — развитой отдел современной вычислительной математики. См. Оптимальная задача.
    [ http://slovar-lopatnikov.ru/]

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

    The quest for the optimum

    Вопрос оптимизации

    Throughout the history of industry, there has been one factor that has spurred on progress more than any other. That factor is productivity. From the invention of the first pump to advanced computer-based optimization methods, the key to the success of new ideas was that they permitted more to be achieved with less. This meant that consumers could, over time and measured in real terms, afford to buy more with less money. Luxuries restricted to a tiny minority not much more than a generation ago are now available to almost everybody in developed countries, with many developing countries rapidly catching up.

    На протяжении всей истории промышленности существует один фактор, подстегивающий ее развитие сильнее всего. Он называется «производительность». Начиная с изобретения первого насоса и заканчивая передовыми методами компьютерной оптимизации, успех новых идей зависел от того, позволяют ли они добиться большего результата меньшими усилиями. На языке потребителей это значит, что они всегда хотят купить больше, а заплатить меньше. Меньше чем поколение назад, многие предметы считались роскошью и были доступны лишь немногим. Сейчас в развитых странах, число которых быстро увеличивается, подобное может позволить себе почти каждый.

    With industry and consumers expecting the trend towards higher productivity to continue, engineering companies are faced with the challenge of identifying and realizing further optimization potential. The solution often lies in taking a step back and looking at the bigger picture. Rather than optimizing every step individually, many modern optimization techniques look at a process as a whole, and sometimes even beyond it. They can, for example, take into account factors such as the volatility of fuel quality and price, the performance of maintenance and service practices or even improved data tracking and handling. All this would not be possible without the advanced processing capability of modern computer and control systems, able to handle numerous variables over large domains, and so solve optimization problems that would otherwise remain intractable.

    На фоне общей заинтересованности в дальнейшем росте производительности, машиностроительные и проектировочные компании сталкиваются с необходимостью определения и реализации возможностей по оптимизации своей деятельности. Для того чтобы найти решение, часто нужно сделать шаг назад, поскольку большое видится на расстоянии. И поэтому вместо того, чтобы оптимизировать каждый этап производства по отдельности, многие современные решения охватывают процесс целиком, а иногда и выходят за его пределы. Например, они могут учитывать такие факторы, как изменение качества и цены топлива, результативность ремонта и обслуживания, и даже возможности по сбору и обработке данных. Все это невозможно без использования мощных современных компьютеров и систем управления, способных оперировать множеством переменных, связанных с крупномасштабными объектами, и решать проблемы оптимизации, которые другим способом решить нереально.

    Whether through a stunning example of how to improve the rolling of metal, or in a more general overview of progress in optimization algorithms, this edition of ABB Review brings you closer to the challenges and successes of real world computer-based optimization tasks. But it is not in optimization and solving alone that information technology is making a difference: Who would have thought 10 years ago, that a technician would today be able to diagnose equipment and advise on maintenance without even visiting the factory? ABB’s Remote Service makes this possible. In another article, ABB Review shows how the company is reducing paperwork while at the same time leveraging quality control through the computer-based tracking of production. And if you believed that so-called “Internet communities” were just about fun, you will be surprised to read how a spin-off of this idea is already leveraging production efficiency in real terms. Devices are able to form “social networks” and so facilitate maintenance.

    Рассказывая об ошеломляющем примере того, как был усовершенствован процесс прокатки металла, или давая общий обзор развития алгоритмов оптимизации, этот выпуск АББ Ревю знакомит вас с практическими задачами и достигнутыми успехами оптимизации на основе компьютерных технологий. Но информационные технологии способны не только оптимизировать процесс производства. Кто бы мог представить 10 лет назад, что сервисный специалист может диагностировать производственное оборудование и давать рекомендации по его обслуживанию, не выходя из офиса? Это стало возможно с пакетом Remote Service от АББ. В другой статье этого номера АББ Ревю рассказывается о том, как компания смогла уменьшить бумажный документооборот и одновременно повысить качество управления с помощью компьютерного контроля производства. Если вы считаете, что так называемые «интернет-сообщества» служат только для развлечения,
    то очень удивитесь, узнав, что на основе этой идеи можно реально повысить производительность. Формирование «социальной сети» из автоматов значительно облегчает их обслуживание.

    This edition of ABB Review also features several stories of service and consulting successes, demonstrating how ABB’s expertise has helped customers achieve higher levels of productivity. In a more fundamental look at the question of what reliability is really about, a thought-provoking analysis sets out to find the definition of that term that makes the greatest difference to overall production.

    В этом номере АББ Ревю есть несколько статей, рассказывающих об успешных решениях по организации дистанционного сервиса и консультирования. Из них видно, как опыт АББ помогает нашим заказчикам повысить производительность своих предприятий. Углубленные размышления о самой природе термина «надежность» приводят к парадоксальным выводам, способным в корне изменить представления об оптимизации производства.

    Robots have often been called “the extended arm of man.” They are continuously advancing productivity by meeting ever-tightening demands on precision and efficiency. This edition of ABB Review dedicates two articles to robots.

    Робот – это могучее «продолжение» человеческой руки. Применение роботов способствует постоянному повышению производительности, поскольку они отвечают самым строгим требованиям точности и эффективности. Две статьи в этом номере АББ Ревю посвящены роботам.

    Further technological breakthroughs discussed in this issue look at how ABB is keeping water clean or enabling gas to be shipped more efficiently.

    Говоря о других технологических достижениях, обсуждаемых на страницах журнала, следует упомянуть о том, как компания АББ обеспечивает чистоту воды, а также более эффективную перевозку сжиженного газа морским транспортом.

    The publication of this edition of ABB Review is timed to coincide with ABB Automation and Power World 2009, one of the company’s greatest customer events. Readers visiting this event will doubtlessly recognize many technologies and products that have been covered in this and recent editions of the journal. Among the new products ABB is launching at the event is a caliper permitting the flatness of paper to be measured optically. We are proud to carry a report on this product on the very day of its launch.

    Публикация этого номера АББ Ревю совпала по времени с крупнейшей конференцией для наших заказчиков «ABB Automation and Power World 2009». Читатели, посетившие ее, смогли воочию увидеть многие технологии и изделия, описанные в этом и предыдущих выпусках журнала. Среди новинок, представленных АББ на этой конференции, был датчик, позволяющий измерять толщину бумаги оптическим способом. Мы рады сообщить, что сегодня он готов к выпуску.

    Тематики

    EN

    DE

    FR

    Англо-русский словарь нормативно-технической терминологии > optimization

  • 9 MEDC

    межд. эк. сокр. от more economically developed country
    See:

    Англо-русский экономический словарь > MEDC

  • 10 invisible

    1. прил.
    1) общ. невидимый, незримый; неразличимый; незаметный
    Ant:
    See:
    2) общ. скрытый, тайный, невидимый
    Syn:
    Ant:
    See:
    3) межд. эк. невидимый (о статьях платежного баланса, торговых операциях, доходах и т. д., связанных с экспортом и импортом услуг)
    Ant:
    See:
    2. сущ.
    1) межд. эк. невидимая торговля* ( международная торговля услугами)

    The trade in services — or invisibles — such as banking and insurance is more important for developed countries. — Торговля услугами — или, как их иначе называют, "невидимыми активами", — такими, как банковские и страховые услуги, наиболее важна для развитых стран.

    Syn:
    See:
    2) учет, преим. мн. = intangible

    Англо-русский экономический словарь > invisible

  • 11 EMDC

    Универсальный англо-русский словарь > EMDC

  • 12 Bollée, Ernest-Sylvain

    [br]
    b. 19 July 1814 Clefmont (Haute-Marne), France
    d. 11 September 1891 Le Mans, France
    [br]
    French inventor of the rotor-stator wind engine and founder of the Bollée manufacturing industry.
    [br]
    Ernest-Sylvain Bollée was the founder of an extensive dynasty of bellfounders based in Le Mans and in Orléans. He and his three sons, Amédée (1844–1917), Ernest-Sylvain fils (1846–1917) and Auguste (1847-?), were involved in work and patents on steam-and petrol-driven cars, on wind engines and on hydraulic rams. The presence of the Bollées' car industry in Le Mans was a factor in the establishment of the car races that are held there.
    In 1868 Ernest-Sylvain Bollée père took out a patent for a wind engine, which at that time was well established in America and in England. In both these countries, variable-shuttered as well as fixed-blade wind engines were in production and patented, but the Ernest-Sylvain Bollée patent was for a type of wind engine that had not been seen before and is more akin to the water-driven turbine of the Jonval type, with its basic principle being parallel to the "rotor" and "stator". The wind drives through a fixed ring of blades on to a rotating ring that has a slightly greater number of blades. The blades of the fixed ring are curved in the opposite direction to those on the rotating blades and thus the air is directed onto the latter, causing it to rotate at a considerable speed: this is the "rotor". For greater efficiency a cuff of sheet iron can be attached to the "stator", giving a tunnel effect and driving more air at the "rotor". The head of this wind engine is turned to the wind by means of a wind-driven vane mounted in front of the blades. The wind vane adjusts the wind angle to enable the wind engine to run at a constant speed.
    The fact that this wind engine was invented by the owner of a brass foundry, with all the gear trains between the wind vane and the head of the tower being of the highest-quality brass and, therefore, small in scale, lay behind its success. Also, it was of prefabricated construction, so that fixed lengths of cast-iron pillar were delivered, complete with twelve treads of cast-iron staircase fixed to the outside and wrought-iron stays. The drive from the wind engine was taken down the inside of the pillar to pumps at ground level.
    Whilst the wind engines were being built for wealthy owners or communes, the work of the foundry continued. The three sons joined the family firm as partners and produced several steam-driven vehicles. These vehicles were the work of Amédée père and were l'Obéissante (1873); the Autobus (1880–3), of which some were built in Berlin under licence; the tram Bollée-Dalifol (1876); and the private car La Mancelle (1878). Another important line, in parallel with the pumping mechanism required for the wind engines, was the development of hydraulic rams, following the Montgolfier patent. In accordance with French practice, the firm was split three ways when Ernest-Sylvain Bollée père died. Amédée père inherited the car side of the business, but it is due to Amédée fils (1867– 1926) that the principal developments in car manufacture came into being. He developed the petrol-driven car after the impetus given by his grandfather, his father and his uncle Ernest-Sylvain fils. In 1887 he designed a four-stroke single-cylinder engine, although he also used engines designed by others such as Peugeot. He produced two luxurious saloon cars before putting Torpilleur on the road in 1898; this car competed in the Tour de France in 1899. Whilst designing other cars, Amédée's son Léon (1870–1913) developed the Voiturette, in 1896, and then began general manufacture of small cars on factory lines. The firm ceased work after a merger with the English firm of Morris in 1926. Auguste inherited the Eolienne or wind-engine side of the business; however, attracted to the artistic life, he sold out to Ernest Lebert in 1898 and settled in the Paris of the Impressionists. Lebert developed the wind-engine business and retained the basic "stator-rotor" form with a conventional lattice tower. He remained in Le Mans, carrying on the business of the manufacture of wind engines, pumps and hydraulic machinery, describing himself as a "Civil Engineer".
    The hydraulic-ram business fell to Ernest-Sylvain fils and continued to thrive from a solid base of design and production. The foundry in Le Mans is still there but, more importantly, the bell foundry of Dominique Bollée in Saint-Jean-de-Braye in Orléans is still at work casting bells in the old way.
    [br]
    Further Reading
    André Gaucheron and J.Kenneth Major, 1985, The Eolienne Bollée, The International Molinological Society.
    Cénomane (Le Mans), 11, 12 and 13 (1983 and 1984).
    KM

    Biographical history of technology > Bollée, Ernest-Sylvain

  • 13 Historical Portugal

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

    Historical dictionary of Portugal > Historical Portugal

  • 14 Guillaume, Charles-Edouard

    SUBJECT AREA: Horology, Metallurgy
    [br]
    b. 15 February 1861 Fleurier, Switzerland
    d. 13 June 1938 Sèvres, France
    [br]
    Swiss physicist who developed two alloys, "invar" and "elinvar", used for the temperature compensation of clocks and watches.
    [br]
    Guillaume came from a family of clock-and watchmakers. He was educated at the Gymnasium in Neuchâtel and at Zurich Polytechnic, from which he received his doctorate in 1883 for a thesis on electrolytic capacitors. In the same year he joined the International Bureau of Weights and Measures at Sèvres in France, where he was to spend the rest of his working life. He retired as Director in 1936. At the bureau he was involved in distributing the national standards of the metre to countries subscribing to the General Conference on Weights and Measures that had been held in 1889. This made him aware of the crucial effect of thermal expansion on the lengths of the standards and he was prompted to look for alternative materials that would be less costly than the platinum alloys which had been used. While studying nickel steels he made the surprising discovery that the thermal expansion of certain alloy compositions was less than that of the constituent metals. This led to the development of a steel containing about 36 per cent nickel that had a very low thermal coefficient of expansion. This alloy was subsequently named "invar", an abbreviation of invariable. It was well known that changes in temperature affected the timekeeping of clocks by altering the length of the pendulum, and various attempts had been made to overcome this defect, most notably the mercury-compensated pendulum of Graham and the gridiron pendulum of Harrison. However, an invar pendulum offered a simpler and more effective method of temperature compensation and was used almost exclusively for pendulum clocks of the highest precision.
    Changes in temperature can also affect the timekeeping of watches and chronometers, but this is due mainly to changes in the elasticity or stiffness of the balance spring rather than to changes in the size of the balance itself. To compensate for this effect Guillaume developed another more complex nickel alloy, "elinvar" (elasticity invariable), whose elasticity remained almost constant with changes in temperature. This had two practical consequences: the construction of watches could be simplified (by using monometallic balances) and more accurate chronometers could be made.
    [br]
    Principal Honours and Distinctions
    Nobel Prize for Physics 1920. Corresponding member of the Académie des Sciences. Grand Officier de la Légion d'honneur 1937. Physical Society Duddell Medal 1928. British Horological Institute Gold Medal 1930.
    Bibliography
    1897, "Sur la dilation des aciers au nickel", Comptes rendus hebdomadaires des séances de l'Académie des sciences 124:176.
    1903, "Variations du module d"élasticité des aciers au nickel', Comptes rendus
    hebdomadaires des séances de l'Académie des sciences 136:498.
    "Les aciers au nickel et leurs applications à l'horlogerie", in J.Grossmann, Horlogerie théorique, Paris, Vol. II, pp. 361–414 (describes the application of invar and elinvar to horology).
    Sir Richard Glazebrook (ed.), 1923 "Invar and Elinvar", Dictionary of Applied Physics, 5 vols, London, Vol. V, pp. 320–7 (a succinct account in English).
    Further Reading
    R.M.Hawthorne, 1989, Nobel Prize Winners, Physics, 1901–1937, ed. F.N.Magill, Pasadena, Salem Press, pp. 244–51.
    See also: Le Roy, Pierre
    DV

    Biographical history of technology > Guillaume, Charles-Edouard

  • 15 Bergius, Friedrich Carl Rudolf

    [br]
    b. 11 October 1884 Goldschmieden, near Breslau, Germany
    d. 31 March Buenos Aires, Argentina
    [br]
    [br]
    After studying chemistry in Breslau and Leipzig and assisting inter alia at the institute of Fritz Haber in Karlsruhe on the catalysis of ammonia under high pressure, in 1909 he went to Hannover to pursue his idea of turning coal into liquid hydrocarbon under high hydrogen pressure (200 atm) and high temperatures (470° C). As experiments with high pressure in chemical processes were still in their initial stages and the Technical University could not support him sufficiently, he set up a private laboratory to develop the methods and to construct the equipment himself. Four years later, in 1913, his process for producing liquid or organic compounds from coal was patented.
    The economic aspects of this process were apparent as the demand for fuels and lubricants increased more rapidly than the production of oil, and Bergius's process became even more important after the outbreak of the First World War. The Th. Goldschmidt company of Essen contracted him and tried large-scale production near Mannheim in 1914, but production failed because of the lack of capital and experience to operate with high pressure on an industrial level. Both capital and experience were provided jointly by the BASF company, which produced ammonia at Merseburg, and IG Farben, which took over the Bergius process in 1925, the same year that the synthesis of hydrocarbon had been developed by Fischer-Tropsch. Two years later, at the Leuna works, almost 100,000 tonnes of oil were produced from coal; during the following years, several more hydrogenation plants were to follow, especially in the eastern parts of Germany as well as in the Ruhr area, while the government guaranteed the costs. The Bergius process was extremely important for the supply of fuels to Germany during the Second World War, with the monthly production rate in 1943–4 being more than 700,000 tonnes. However, the plants were mostly destroyed at. the end of the war and were later dismantled.
    As a consequence of this success Bergius, who had gained an international reputation, went abroad to work as a consultant to several foreign governments. Experiments aiming to reduce the costs of production are still continued in some countries. By 1925, after he had solved all the principles of his process, he had turned to the production of dextrose by hydrolyzing wood with highly concentrated hydrochloric acid.
    [br]
    Principal Honours and Distinctions
    Nobel Prize 1931. Honorary doctorates, Heidelberg, Harvard and Hannover.
    Bibliography
    1907, "Über absolute Schwefelsäure als Lösungsmittel", unpublished thesis, Weida. 1913, Die Anwendung hoher Drucke bei chemischen Vorgängen und eine Nachbildung
    des Entstehungsprozesses der Steinkohle, Halle. 1913, DRP no. 301, 231 (coal-liquefaction process).
    1925, "Verflüssigung der Kohle", Zeitschrift des Vereins Deutscher Ingenieure, 69:1313–20, 1359–62.
    1933, "Chemische Reaktionen unter hohem Druck", Les Prix Nobel en 1931, Stockholm, pp. 1–37.
    Further Reading
    Deutsches Bergbau-Museum, 1985, Friedrich Bergius und die Kohleverflüssigung. Stationen einer Entwicklung, Bochum (gives a comprehensive and illustrated description of the man and the technology).
    H.Beck, 1982, Friedrich Bergius, ein Erfinderschicksal, Munich: Deutsches Museum (a detailed biographical description).
    W.Birkendfeld, 1964, Der synthetische Treibstoff 1933–1945. Ein Beitragzur nationalsozialistischen Wirtschafts-und Rüstungspolitik, Göttingen, Berlin and Frankfurt (describes the economic value of synthetic fuels for the Third Reich).
    WK

    Biographical history of technology > Bergius, Friedrich Carl Rudolf

  • 16 remote maintenance

    1. дистанционное техническое обслуживание

     

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

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

    Service from afar

    Дистанционный сервис

    ABB’s Remote Service concept is revolutionizing the robotics industry

    Разработанная АББ концепция дистанционного обслуживания Remote Service революционизирует робототехнику

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

    MyRobot: 24-hour remote access

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

    Тематики

    • тех. обсл. и ремонт средств электросвязи

    Обобщающие термины

    EN

    Англо-русский словарь нормативно-технической терминологии > remote maintenance

  • 17 remote sevice

    1. дистанционное техническое обслуживание

     

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

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

    Service from afar

    Дистанционный сервис

    ABB’s Remote Service concept is revolutionizing the robotics industry

    Разработанная АББ концепция дистанционного обслуживания Remote Service революционизирует робототехнику

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

    MyRobot: 24-hour remote access

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

    Тематики

    • тех. обсл. и ремонт средств электросвязи

    Обобщающие термины

    EN

    Англо-русский словарь нормативно-технической терминологии > remote sevice

  • 18 Chapelon, André

    [br]
    b. 26 October 1892 Saint-Paul-en-Cornillon, Loire, France
    d. 29 June 1978 Paris, France
    [br]
    French locomotive engineer who developed high-performance steam locomotives.
    [br]
    Chapelon's technical education at the Ecole Centrale des Arts et Manufactures, Paris, was interrupted by extended military service during the First World War. From experience of observing artillery from the basket of a captive balloon, he developed a method of artillery fire control which was more accurate than that in use and which was adopted by the French army.
    In 1925 he joined the motive-power and rolling-stock department of the Paris-Orléans Railway under Chief Mechanical Engineer Maurice Lacoin and was given the task of improving the performance of its main-line 4–6–2 locomotives, most of them compounds. He had already made an intensive study of steam locomotive design and in 1926 introduced his Kylchap exhaust system, based in part on the earlier work of the Finnish engineer Kyläla. Chapelon improved the entrainment of the hot gases in the smokebox by the exhaust steam and so minimized back pressure in the cylinders, increasing the power of a locomotive substantially. He also greatly increased the cross-sectional area of steam passages, used poppet valves instead of piston valves and increased superheating of steam. PO (Paris-Orléans) 4–6–2s rebuilt on these principles from 1929 onwards proved able to haul 800-ton trains, in place of the previous 500-ton trains, and to do so to accelerated schedules with reduced coal consumption. Commencing in 1932, some were converted, at the time of rebuilding, into 4–8–0s to increase adhesive weight for hauling heavy trains over the steeply graded Paris-Toulouse line.
    Chapelon's principles were quickly adopted on other French railways and elsewhere.
    H.N. Gresley was particularly influenced by them. After formation of the French National Railways (SNCF) in 1938, Chapelon produced in 1941 a prototype rebuilt PO 2–10–0 freight locomotive as a six-cylinder compound, with four low-pressure cylinders to maximize expansive use of steam and with all cylinders steam-jacketed to minimize heat loss by condensation and radiation. War conditions delayed extended testing until 1948–52. Meanwhile Chapelon had, by rebuilding, produced in 1946 a high-powered, three-cylinder, compound 4–8–4 intended as a stage in development of a proposed range of powerful and thermally efficient steam locomotives for the postwar SNCF: a high-speed 4–6–4 in this range was to run at sustained speeds of 125 mph (200 km/h). However, plans for improved steam locomotives were then overtaken in France by electriflcation and dieselization, though the performance of the 4–8–4, which produced 4,000 hp (3,000 kW) at the drawbar for the first time in Europe, prompted modification of electric locomotives, already on order, to increase their power.
    Chapelon retired from the SNCF in 1953, but continued to act as a consultant. His principles were incorporated into steam locomotives built in France for export to South America, and even after the energy crisis of 1973 he was consulted on projects to build improved, high-powered steam locomotives for countries with reserves of cheap coal. The eventual fall in oil prices brought these to an end.
    [br]
    Bibliography
    1938, La Locomotive à vapeur, Paris: J.B.Bailière (a comprehensive summary of contemporary knowledge of every function of the locomotive).
    Further Reading
    H.C.B.Rogers, 1972, Chapelon, Genius of French Steam, Shepperton: Ian Allan.
    1986, "André Chapelon, locomotive engineer: a survey of his work", Transactions of the Newcomen Society 58 (a symposium on Chapelon's work).
    Obituary, 1978, Railway Engineer (September/October) (makes reference to the technical significance of Chapelon's work).
    PJGR

    Biographical history of technology > Chapelon, André

  • 19 History of volleyball

    ________________________________________
    William G. Morgan (1870-1942) inventor of the game of volleyball
    ________________________________________
    William G. Morgan (1870-1942), who was born in the State of New York, has gone down in history as the inventor of the game of volleyball, to which he originally gave the name "Mintonette".
    The young Morgan carried out his undergraduate studies at the Springfield College of the YMCA (Young Men's Christian Association) where he met James Naismith who, in 1891, had invented basketball. After graduating, Morgan spent his first year at the Auburn (Maine) YMCA after which, during the summer of 1896, he moved to the YMCA at Holyoke (Massachusetts) where he became Director of Physical Education. In this role he had the opportunity to establish, develop, and direct a vast programme of exercises and sports classes for male adults.
    His leadership was enthusiastically accepted, and his classes grew in numbers. He came to realise that he needed a certain type of competitive recreational game in order to vary his programme. Basketball, which sport was beginning to develop, seemed to suit young people, but it was necessary to find a less violent and less intense alternative for the older members.
    ________________________________________
    ________________________________________
    In 1995, the sport of Volleyball was 100 years old!
    The sport originated in the United States, and is now just achieving the type of popularity in the U.S. that it has received on a global basis, where it ranks behind only soccer among participation sports.
    Today there are more than 46 million Americans who play volleyball. There are 800 million players worldwide who play Volleyball at least once a week.
    In 1895, William G. Morgan, an instructor at the Young Men's Christian Association (YMCA) in Holyoke, Mass., decided to blend elements of basketball, baseball, tennis, and handball to create a game for his classes of businessmen which would demand less physical contact than basketball. He created the game of Volleyball (at that time called mintonette). Morgan borrowed the net from tennis, and raised it 6 feet 6 inches above the floor, just above the average man's head.
    During a demonstration game, someone remarked to Morgan that the players seemed to be volleying the ball back and forth over the net, and perhaps "volleyball" would be a more descriptive name for the sport.
    On July 7, 1896 at Springfield College the first game of "volleyball" was played.
    In 1900, a special ball was designed for the sport.
    1900 - YMCA spread volleyball to Canada, the Orient, and the Southern Hemisphere.
    1905 - YMCA spread volleyball to Cuba
    1907 Volleyball was presented at the Playground of America convention as one of the most popular sports
    1909 - YMCA spread volleyball to Puerto Rico
    1912 - YMCA spread volleyball to Uruguay
    1913 - Volleyball competition held in Far Eastern Games
    1917 - YMCA spread volleyball to Brazil
    In 1916, in the Philippines, an offensive style of passing the ball in a high trajectory to be struck by another player (the set and spike) were introduced. The Filipinos developed the "bomba" or kill, and called the hitter a "bomberino".
    1916 - The NCAA was invited by the YMCA to aid in editing the rules and in promoting the sport. Volleyball was added to school and college physical education and intramural programs.
    In 1917, the game was changed from 21 to 15 points.
    1919 American Expeditionary Forces distributed 16,000 volleyballs to it's troops and allies. This provided a stimulus for the growth of volleyball in foreign lands.
    In 1920, three hits per side and back row attack rules were instituted.
    In 1922, the first YMCA national championships were held in Brooklyn, NY. 27 teams from 11 states were represented.
    In 1928, it became clear that tournaments and rules were needed, the United States Volleyball Association (USVBA, now USA Volleyball) was formed. The first U.S. Open was staged, as the field was open to non-YMCA squads.
    1930's Recreational sports programs became an important part of American life
    In 1930, the first two-man beach game was played.
    In 1934, the approval and recognition of national volleyball referees.
    In 1937, at the AAU convention in Boston, action was taken to recognize the U.S. Volleyball Association as the official national governing body in the U.S.
    Late 1940s Forearm pass introduced to the game (as a desperation play) Most balls played with overhand pass
    1946 A study of recreation in the United States showed that volleyball ranked fifth among team sports being promoted and organized
    In 1947, the Federation Internationale De Volley-Ball (FIVB) was founded in Paris.
    In 1948, the first two-man beach tournament was held.
    In 1949, the first World Championships were held in Prague, Czechoslovakia.
    1949 USVBA added a collegiate division, for competitive college teams. For the first ten years collegiate competition was sparse. Teams formed only through the efforts of interested students and instructors. Many teams dissolved when the interested individuals left the college. Competitive teams were scattered, with no collegiate governing bodies providing leadership in the sport.
    1951 - Volleyball was played by over 50 million people each year in over 60 countries
    1955 - Pan American Games included volleyball
    1957 - The International Olympic Committee (IOC) designated volleyball as an Olympic team sport, to be included in the 1964 Olympic Games.
    1959 - International University Sports Federation (FISU) held the first University Games in Turin, Italy. Volleyball was one of the eight competitions held.
    1960 Seven midwestern institutions formed the Midwest Intercollegiate Volleyball Association (MIVA)
    1964Southern California Intercollegiate Volleyball Association (SCVIA) was formed in California
    1960's new techniques added to the game included - the soft spike (dink), forearm pass (bump), blocking across the net, and defensive diving and rolling.
    In 1964, Volleyball was introduced to the Olympic Games in Tokyo.
    The Japanese volleyball used in the 1964 Olympics, consisted of a rubber carcass with leather panelling. A similarly constructed ball is used in most modern competition.
    In 1965, the California Beach Volleyball Association (CBVA) was formed.
    1968 National Association of Intercollegiate Athletics (NAIA) made volleyball their fifteenth competitive sport.
    1969 The Executive Committee of the NCAA proposed addition of volleyball to its program.
    In 1974, the World Championships in Mexico were telecast in Japan.
    In 1975, the US National Women's team began a year-round training regime in Pasadena, Texas (moved to Colorado Springs in 1979, Coto de Caza and Fountain Valley, CA in 1980, and San Diego, CA in 1985).
    In 1977, the US National Men's team began a year-round training regime in Dayton, Ohio (moved to San Diego, CA in 1981).
    In 1983, the Association of Volleyball Professionals (AVP) was formed.
    In 1984, the US won their first medals at the Olympics in Los Angeles. The Men won the Gold, and the Women the Silver.
    In 1986, the Women's Professional Volleyball Association (WPVA) was formed.
    In 1987, the FIVB added a Beach Volleyball World Championship Series.
    In 1988, the US Men repeated the Gold in the Olympics in Korea.
    In 1989, the FIVB Sports Aid Program was created.
    In 1990, the World League was created.
    In 1992, the Four Person Pro Beach League was started in the United States.
    In 1994, Volleyball World Wide, created.
    In 1995, the sport of Volleyball was 100 years old!
    In 1996, 2-person beach volleyball was added to the Olympics
    There is a good book, "Volleyball Centennial: The First 100 Years", available on the history of the sport.
    ________________________________________
    Copyright (c)Volleyball World Wide
    Volleyball World Wide on the Computer Internet/WWW
    http://www.Volleyball.ORG/

    English-Albanian dictionary > History of volleyball

  • 20 Arnold, John

    SUBJECT AREA: Horology
    [br]
    b. 1735/6 Bodmin (?), Cornwall, England
    d. 25 August 1799 Eltham, London, England
    [br]
    English clock, watch, and chronometer maker who invented the isochronous helical balance spring and an improved form of detached detent escapement.
    [br]
    John Arnold was apprenticed to his father, a watchmaker, and then worked as an itinerant journeyman in the Low Countries and, later, in England. He settled in London in 1762 and rapidly established his reputation at Court by presenting George III with a miniature repeating watch mounted in a ring. He later abandoned the security of the Court for a more precarious living developing his chronometers, with some financial assistance from the Board of Longitude. Symbolically, in 1771 he moved from the vicinity of the Court at St James's to John Adam Street, which was close to the premises of the Royal Society for the Encouragement of Arts, Manufactures \& Commerce.
    By the time Arnold became interested in chronometry, Harrison had already demonstrated that longitude could be determined by means of a timekeeper, and the need was for a simpler instrument that could be sold at an affordable price for universal use at sea. Le Roy had shown that it was possible to dispense with a remontoire by using a detached escapement with an isochronous balance; Arnold was obviously thinking along the same lines, although he may not have been aware of Le Roy's work. By 1772 Arnold had developed his detached escapement, a pivoted detent which was quite different from that used on the European continent, and three years later he took out a patent for a compensation balance and a helical balance spring (Arnold used the spring in torsion and not in tension as Harrison had done). His compensation balance was similar in principle to that described by Le Roy and used riveted bimetallic strips to alter the radius of gyration of the balance by moving small weights radially. Although the helical balance spring was not completely isochronous it was a great improvement on the spiral spring, and in a later patent (1782) he showed how it could be made more truly isochronous by shaping the ends. In this form it was used universally in marine chronometers.
    Although Arnold's chronometers performed well, their long-term stability was less satisfactory because of the deterioration of the oil on the pivot of the detent. In his patent of 1782 he eliminated this defect by replacing the pivot with a spring, producing the spring detent escapement. This was also done independendy at about the same time by Berthoud and Earnshaw, although Earnshaw claimed vehemently that Arnold had plagiarized his work. Ironically it was Earnshaw's design that was finally adopted, although he had merely replaced Arnold's pivoted detent with a spring, while Arnold had completely redesigned the escapement. Earnshaw also improved the compensation balance by fusing the steel to the brass to form the bimetallic element, and it was in this form that it began to be used universally for chronometers and high-grade watches.
    As a result of the efforts of Arnold and Earnshaw, the marine chronometer emerged in what was essentially its final form by the end of the eighteenth century. The standardization of the design in England enabled it to be produced economically; whereas Larcum Kendall was paid £500 to copy Harrison's fourth timekeeper, Arnold was able to sell his chronometers for less than one-fifth of that amount. This combination of price and quality led to Britain's domination of the chronometer market during the nineteenth century.
    [br]
    Bibliography
    30 December 1775, "Timekeepers", British patent no. 1,113.
    2 May 1782, "A new escapement, and also a balance to compensate the effects arising from heat and cold in pocket chronometers, and for incurving the ends of the helical spring…", British patent no. 1,382.
    Further Reading
    R.T.Gould, 1923, The Marine Chronometer: Its History and Development, London; reprinted 1960, Holland Press (provides an overview).
    V.Mercer, 1972, John Arnold \& Son Chronometer Makers 1726–1843, London.
    DV

    Biographical history of technology > Arnold, John

См. также в других словарях:

  • economically more developed country — (EMDC)   previously known as developed, First World, The North, more developed and more economically developed country (MEDC). A country whose development has led to the presence of welfare criteria that allow the country to be termed… …   Geography glossary

  • developed —   an out of date term for economically more developed countries. The terminology changed to recognize that development can be measured in many different ways, not all of them linked to wealth although it is a highly important factor both directly …   Geography glossary

  • Developed country — Industrial Nation redirects here. For the industrial music magazine, see Industrialnation. A developed country is a country that has a high level of development[clarification needed] according to some criteria. Which criteria, and which countries …   Wikipedia

  • Developed market — In investing, developed markets are those countries that are thought to be the most developed and therefore less risky. Contents 1 FTSE Group s list 1.1 FTSE Criteria 2 MSCI list 3 S P list …   Wikipedia

  • developed — de|vel|oped [dıˈveləpt] adj 1.) a developed country is one of the rich countries of the world with many industries, comfortable living for most people, and usually an elected government →↑developing, underdeveloped ↑underdeveloped ▪ energy… …   Dictionary of contemporary English

  • Developed Economy — While there is no one, set definition of a developed economy it typically refers to a country with a relatively high level of economic growth and security. Some of the most common criteria for evaluating a country s degree of development are per… …   Investment dictionary

  • developed — adjective 1. being changed over time so as to be e.g. stronger or more complete or more useful (Freq. 18) the developed qualities of the Hellenic outlook they have very small limbs with only two fully developed toes on each • Ant: ↑undeveloped •… …   Useful english dictionary

  • developed — adjective 1 developed country/nation/society a rich industrial country, nation etc with a lot of business activity: a study of farming methods used in developed countries compare developing, underdeveloped 2 in a larger or more advanced state …   Longman dictionary of contemporary English

  • Science in newly industrialized countries — Scientific research is concentrated in the developed world [Citation url=http://www.nature.com/wcs/c18.html title=Limits to South South collaboration author=Calestous Juma publication=Nature accessdate=2007 12 21] , with only a marginal… …   Wikipedia

  • List of most highly-populated countries — This is a list of some of the high populated countries, continents, and regions in the world.AsiaBangladeshDespite sustained domestic and international efforts to improve economic and demographic prospects, Bangladesh remains a developing nation …   Wikipedia

  • Core countries — A world map of countries by trading status, late 20th century, using the world system differentiation into core countries (blue), semi periphery countries (purple) and periphery countries (red). Based on the list in Dunn, Kawana, Brewer (2000) …   Wikipedia

Поделиться ссылкой на выделенное

Прямая ссылка:
Нажмите правой клавишей мыши и выберите «Копировать ссылку»