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  • 1 bring about

    bring about 1) докарвам, причинявам, предизвиквам; 2) извършвам, изпълнявам, постигам, осъществявам; this was also brought about и това бе постигнато; 3) мор. обръщам, променям курса (на кораб, лодка);

    English-Bulgarian dictionary > bring about

  • 2 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 During the sixth century CE, the Suevi kingdom was superseded by yet another Germanic tribe—the Christian Visigoths.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

  • 3 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

  • 4 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

  • 5 question

    'kwes ən
    1. noun
    1) (something which is said, written etc which asks for an answer from someone: The question is, do we really need a computer?) pregunta
    2) (a problem or matter for discussion: There is the question of how much to pay him.) cuestión, problema
    3) (a single problem in a test or examination: We had to answer four questions in three hours.) pregunta, problema
    4) (criticism; doubt; discussion: He is, without question, the best man for the job.) (sin) duda
    5) (a suggestion or possibility: There is no question of our dismissing him.) posibilidad

    2. verb
    1) (to ask (a person) questions: I'll question him about what he was doing last night.) interrogar
    2) (to regard as doubtful: He questioned her right to use the money.) cuestionar, poner en duda
    •
    - questionably
    - questionableness
    - question mark
    - question-master
    - questionnaire
    - in question
    - out of the question
    1. pregunta
    can I ask you a question? ¿puedo hacerte una pregunta?
    2. cuestión / problema / asunto
    1. hacer preguntas / interrogar
    2. dudar de / cuestionar
    tr['kwesʧən]
    1 pregunta
    2 (in exam) pregunta, problema nombre masculino
    3 (problem, issue) cuestión nombre femenino, problema nombre masculino
    4 (topic, matter) cuestión nombre femenino, asunto
    1 hacer preguntas a, interrogar
    2 (cast doubt on) cuestionar, poner en duda
    \
    SMALLIDIOMATIC EXPRESSION/SMALL
    it's a question of se trata de, es cuestión de
    out of the question imposible, impensable
    that is the question de eso se trata, he aquí la dificultad
    to call into question poner en duda, dudar de
    without question sin rechistar
    question mark (punctuation mark) signo de interrogación, interrogación nombre femenino, interrogante nombre masculino 2 (doubt) interrogante nombre masculino
    question tag coletilla
    question ['kwɛsʧən] vt
    1) ask: preguntar
    2) doubt: poner en duda, cuestionar
    3) interrogate: interrogar
    inquire: inquirir, preguntar
    1) query: pregunta f
    2) issue: asunto m, problema f, cuestión f
    3) possibility: posibilidad f
    it's out of the question: es indiscutible
    4) doubt: duda f
    to call into question: poner en duda
    adj.
    • interrogante adj.
    n.
    • asunto s.m.
    • cuestión s.f.
    • interrogación s.f.
    • pregunta s.f.
    • problema s.m.
    v.
    • cuestionar v.
    • disputar v.
    • hacer preguntas a v.
    • interrogar v.
    • preguntar v.

    I 'kwestʃən
    a) c ( inquiry) pregunta f

    to ask o put a question — hacer* or (frml) formular una pregunta

    to pop the question — (colloq)

    b) c (in quiz, exam) pregunta f

    the 64,000 dollar question — la pregunta del millón

    c) c (issue, problem) cuestión f, asunto m, problema m

    if it's a question of money... — si es cuestión or se trata de dinero...

    this begs the question whether we really want to live in this kind of society — esto da por sentado or tiene como premisa que éste es el tipo de sociedad en la que queremos vivir

    d) u ( doubt) duda f

    to call something into question — poner* algo en duda

    e) u ( possibility) posibilidad f

    II
    a) \<\<person\>\> hacerle* preguntas a; \<\<suspect/student\>\> interrogar*
    b) ( doubt) \<\<integrity/motives\>\> poner* en duda
    ['kwestʃǝn]
    1. N
    1) (=query) (also in exam) pregunta f

    (are there) any questions? — ¿(hay) alguna pregunta?

    • to ask (sb) a question — hacer una pregunta (a algn)

    what a question to ask! — ¡vaya preguntita!

    there's a reward for the painting's return, no questions asked — se ofrece una recompensa sin preguntas por la devolución del cuadro

    • "why didn't you appoint him a year ago?" - " good question" — -¿por qué no lo nombraste hace un año? -buena pregunta or -eso me pregunto yo

    • he posed three questions — hizo or planteó tres preguntas

    • to put a question to sb — frm hacer una pregunta a algn

    • to put down a question to or for sb — (Parl) formular una pregunta a algn

    • to obey orders without question — obedecer órdenes sin rechistar

    leading 2., open 1., 10), personal 1., 4), pop I, 3., 2), trick 3.
    2) (=matter, issue) cuestión f

    that is the question — de eso se trata, esa es la cuestión

    that is not the question — no se trata de eso, no es cuestión de eso

    • at the time in question — a la hora en cuestión

    • it is not simply a question of money — no se trata simplemente de dinero, no es una simple cuestión de dinero

    • this raises the question of her suitability — esto plantea la cuestión de si es la persona adecuada

    • it's only a question of time before he finds out — solo es cuestión de tiempo que se entere

    beg 1., 1)
    3) (=possibility) posibilidad f

    • there is no question of outside help — no hay posibilidad de ayuda externa

    • it's out of the question! — ¡imposible!, ¡ni hablar!

    4) (=doubt) duda f

    • as a manager, her ability is beyond question — como directora, su capacidad está fuera de toda duda

    • to bring or call sth into question — poner algo en duda

    my integrity has been brought or called into question — mi integridad se ha puesto en duda

    • to be in question — estar en duda

    his findings pose questions about the future of these drugs — sus descubrimientos hacen que se planteen preguntas sobre el futuro de estas drogas

    • this disaster raises questions about air safety in the region — con el desastre se ha puesto en duda la seguridad aérea en la zona

    • the question remains (as to) whether he can be trusted — la duda or la cuestión sigue siendo si se puede confiar en él

    the question remains: how did she escape? — la pregunta sigue ahí: ¿cómo escapó?

    • there is some question as to whether he will sign — hay or existen ciertas dudas sobre si firmará

    • without question — sin duda, indudablemente

    5) (at meeting) cuestión f, asunto m
    2. VT
    1) (=interrogate) [+ exam candidate, interviewee] hacer preguntas a; [+ suspect] interrogar; (Parl) [+ minister, secretary] interpelar

    they questioned him about his past — le hicieron preguntas or le preguntaron acerca de su pasado

    2) (=doubt) [+ honesty, loyalty, motives] dudar de, poner en duda; [+ decision, beliefs] poner en duda, cuestionar
    3.
    CPD

    question mark N — (lit) signo m de interrogación; (fig) interrogante m or f

    question tag N — coletilla f interrogativa

    question time N — (Brit) (Parl) sesión f de interpelaciones a los ministros

    * * *

    I ['kwestʃən]
    a) c ( inquiry) pregunta f

    to ask o put a question — hacer* or (frml) formular una pregunta

    to pop the question — (colloq)

    b) c (in quiz, exam) pregunta f

    the 64,000 dollar question — la pregunta del millón

    c) c (issue, problem) cuestión f, asunto m, problema m

    if it's a question of money... — si es cuestión or se trata de dinero...

    this begs the question whether we really want to live in this kind of society — esto da por sentado or tiene como premisa que éste es el tipo de sociedad en la que queremos vivir

    d) u ( doubt) duda f

    to call something into question — poner* algo en duda

    e) u ( possibility) posibilidad f

    II
    a) \<\<person\>\> hacerle* preguntas a; \<\<suspect/student\>\> interrogar*
    b) ( doubt) \<\<integrity/motives\>\> poner* en duda

    English-spanish dictionary > question

  • 6 Edwards, Humphrey

    [br]
    fl. c.1808–25 London (?), England
    d. after 1825 France (?)
    [br]
    English co-developer of Woolf s compound steam engine.
    [br]
    When Arthur Woolf left the Griffin Brewery, London, in October 1808, he formed a partnership with Humphrey Edwards, described as a millwright at Mill Street, Lambeth, where they started an engine works to build Woolf's type of compound engine. A number of small engines were constructed and other ordinary engines modified with the addition of a high-pressure cylinder. Improvements were made in each succeeding engine, and by 1811 a standard form had been evolved. During this experimental period, engines were made with cylinders side by side as well as the more usual layout with one behind the other. The valve gear and other details were also improved. Steam pressure may have been around 40 psi (2.8 kg/cm2). In an advertisement of February 1811, the partners claimed that their engines had been brought to such a state of perfection that they consumed only half the quantity of coal required for engines on the plan of Messrs Boulton \& Watt. Woolf visited Cornwall, where he realized that more potential for his engines lay there than in London; in May 1811 the partnership was dissolved, with Woolf returning to his home county. Edwards struggled on alone in London for a while, but when he saw a more promising future for the engine in France he moved to Paris. On 25 May 1815 he obtained a French patent, a Brevet d'importation, for ten years. A report in 1817 shows that during the previous two years he had imported into France fifteen engines of different sizes which were at work in eight places in various parts of the country. He licensed a mining company in the north of France to make twenty-five engines for winding coal. In France there was always much more interest in rotative engines than pumping ones. Edwards may have formed a partnership with Goupil \& Cie, Dampierre, to build engines, but this is uncertain. He became a member of the firm Scipion, Perrier, Edwards \& Chappert, which took over the Chaillot Foundry of the Perrier Frères in Paris, and it seems that Edwards continued to build steam engines there for the rest of his life. In 1824 it was claimed that he had made about 100 engines in England and another 200 in France, but this is probably an exaggeration.
    The Woolf engine acquired its popularity in France because its compound design was more economical than the single-cylinder type. To enable it to be operated safely, Edwards first modified Woolf s cast-iron boiler in 1815 by placing two small drums over the fire, and then in 1825 replaced the cast iron with wrought iron. The modified boiler was eventually brought back to England in the 1850s as the "French" or "elephant" boiler.
    [br]
    Further Reading
    Most details about Edwards are to be found in the biographies of his partner, Arthur Woolf. For example, see T.R.Harris, 1966, Arthur Woolf, 1766–1837, The Cornish Engineer, Truro: D.Bradford Barton; Rhys Jenkins, 1932–3, "A Cornish Engineer, Arthur Woolf, 1766–1837", Transactions of the Newcomen Society 13. These use information from the originally unpublished part of J.Farey, 1971, A Treatise on the Steam Engine, Vol. II, Newton Abbot: David \& Charles.
    RLH

    Biographical history of technology > Edwards, Humphrey

  • 7 Poulsen, Valdemar

    [br]
    b. 23 November 1869 Copenhagen, Denmark
    d. 23 July 1942 Gentofte, Denmark
    [br]
    Danish engineer who developed practical magnetic recording and the arc generator for continuous radio waves.
    [br]
    From an early age he was absorbed by phenomena of physics to the exclusion of all other subjects, including mathematics. When choosing his subjects for the final three years in Borgedydskolen in Christianshavn (Copenhagen) before university, he opted for languages and history. At the University of Copenhagen he embarked on the study of medicine in 1889, but broke it off and was apprenticed to the machine firm of A/S Frichs Eftf. in Aarhus. He was employed between 1893 and 1899 as a mechanic and assistant in the laboratory of the Copenhagen Telephone Company KTAS. Eventually he advanced to be Head of the line fault department. This suited his desire for experiment and measurement perfectly. After the invention of the telegraphone in 1898, he left the laboratory and with responsible business people he created Aktieselskabet Telegrafonen, Patent Poulsen in order to develop it further, together with Peder Oluf Pedersen (1874– 1941). Pedersen brought with him the mathematical background which eventually led to his professorship in electronic engineering in 1922.
    The telegraphone was the basis for multinational industrial endeavours after it was demonstrated at the 1900 World's Exhibition in Paris. It must be said that its strength was also its weakness, because the telegraphone was unique in bringing sound recording and reproduction to the telephone field, but the lack of electronic amplifiers delayed its use outside this and the dictation fields (where headphones could be used) until the 1920s. However, commercial interest was great enough to provoke a number of court cases concerning patent infringement, in which Poulsen frequently figured as a witness.
    In 1903–4 Poulsen and Pedersen developed the arc generator for continuous radio waves which was used worldwide for radio transmitters in competition with Marconi's spark-generating system. The inspiration for this work came from the research by William Duddell on the musical arc. Whereas Duddell had proposed the use of the oscillations generated in his electric arc for telegraphy in his 1901 UK patent, Poulsen contributed a chamber of hydrogen and a transverse magnetic field which increased the efficiency remarkably. He filed patent applications on these constructions from 1902 and the first publication in a scientific forum took place at the International Electrical Congress in St Louis, Missouri, in 1904.
    In order to use continuous waves efficiently (the high frequency constituted a carrier), Poulsen developed both a modulator for telegraphy and a detector for the carrier wave. The modulator was such that even the more primitive spark-communication receivers could be used. Later Poulsen and Pedersen developed frequency-shift keying.
    The Amalgamated Radio-Telegraph Company Ltd was launched in London in 1906, combining the developments of Poulsen and those of De Forest Wireless Telegraph Syndicate. Poulsen contributed his English and American patents. When this company was liquidated in 1908, its assets were taken over by Det Kontinentale Syndikat for Poulsen Radio Telegrafi, A/S in Copenhagen (liquidated 1930–1). Some of the patents had been sold to C.Lorenz AG in Berlin, which was very active.
    The arc transmitting system was in use worldwide from about 1910 to 1925, and the power increased from 12 kW to 1,000 kW. In 1921 an exceptional transmitter rated at 1,800 kW was erected on Java for communications with the Netherlands. More than one thousand installations had been in use worldwide. The competing systems were initially spark transmitters (Marconi) and later rotary converters ( Westinghouse). Similar power was available from valve transmitters only much later.
    From c. 1912 Poulsen did not contribute actively to further development. He led a life as a well-respected engineer and scientist and served on several committees. He had his private laboratory and made experiments in the composition of matter and certain resonance phenomena; however, nothing was published. It has recently been suggested that Poulsen could not have been unaware of Oberlin Smith's work and publication in 1888, but his extreme honesty in technical matters indicates that his development was indeed independent. In the case of the arc generator, Poulsen was always extremely frank about the inspiration he gained from earlier developers' work.
    [br]
    Bibliography
    1899, British patent no. 8,961 (the first British telegraphone patent). 1903, British patent no. 15,599 (the first British arc-genera tor patent).
    His scientific publications are few, but fundamental accounts of his contribution are: 1900, "Das Telegraphon", Ann. d. Physik 3:754–60; 1904, "System for producing continuous oscillations", Trans. Int. El. Congr. St. Louis, Vol. II, pp. 963–71.
    Further Reading
    A.Larsen, 1950, Telegrafonen og den Traadløse, Ingeniørvidenskabelige Skrifter no. 2, Copenhagen (provides a very complete, although somewhat confusing, account of Poulsen's contributions; a list of his patents is given on pp. 285–93).
    F.K.Engel, 1990, Documents on the Invention of Magnetic Re cor ding in 1878, New York: Audio Engineering Society, reprint no. 2,914 (G2) (it is here that doubt is expressed about whether Poulsen's ideas were developed independently).
    GB-N

    Biographical history of technology > Poulsen, Valdemar

  • 8 Hunter, John

    SUBJECT AREA: Medical technology
    [br]
    b. 14 (registered 13) February 1728 East Kilbride, Lanarkshire, Scotland
    d. 16 October 1793 London, England
    [br]
    Scottish surgeon and anatomist, pioneer of experimental methods in medicine and surgery.
    [br]
    The younger brother of William Hunter (1718–83), who was of great distinction but perhaps of slightly less achievement in similar fields, he owed much of his early experience to his brother; William, after a period at Glasgow University, moved to St George's Hospital, London. In his later teens, John assisted a brother-in-law with cabinet-making. This appears to have contributed to the lifelong mechanical skill which he displayed as a dissector and surgeon. This skill was particularly obvious when, after following William to London in 1748, he held post at a number of London teaching hospitals before moving to St George's in 1756. A short sojourn at Oxford in 1755 appears to have been unfruitful.
    Despite his deepening involvement in the study of comparative anatomy, facilitated by the purchase of animals from the Tower menagerie and travelling show people, he accepted an appointment as a staff surgeon in the Army in 1760, participating in the expedition to Belle Isle and also serving in Portugal. He returned home with over 300 specimens in 1763 and, until his appointment as Surgeon to St George's in 1768, was heavily involved in the examination of this and other material, as well as in studies of foetal testicular descent, placental circulation, the nature of pus and lymphatic circulation. In 1772 he commenced lecturing on the theory and practice of surgery, and in 1776 he was appointed Surgeon-Extraordinary to George III.
    He is rightly regarded as the founder of scientific surgery, but his knowledge was derived almost entirely from his own experiments and observations. His contemporaries did not always accept or understand the concepts which led to such aphorisms as, "to perform an operation is to mutilate a patient we cannot cure", and his written comment to his pupil Jenner: "Why think. Why not trie the experiment". His desire to establish the aetiology of gonorrhoea led to him infecting himself, as a result of which he also contracted syphilis. His ensuing account of the characteristics of the disease remains a classic of medicine, although it is likely that the sequelae of the condition brought about his death at a relatively early age. From 1773 he suffered recurrent anginal attacks of such a character that his life "was in the hands of any rascal who chose to annoy and tease him". Indeed, it was following a contradiction at a board meeting at St George's that he died.
    By 1788, with the death of Percival Pott, he had become unquestionably the leading surgeon in Britain, if not Europe. Elected to the Royal Society in 1767, the extraordinary variety of his collections, investigations and publications, as well as works such as the "Treatise on the natural history of the human teeth" (1771–8), gives testimony to his original approach involving the fundamental and inescapable relation of structure and function in both normal and disease states. The massive growth of his collections led to his acquiring two houses in Golden Square to contain them. It was his desire that after his death his collection be purchased and preserved for the nation. It contained 13,600 specimens and had cost him £70,000. After considerable delay, Par-liament voted inadequate sums for this purpose and the collection was entrusted to the recently rechartered Royal College of Surgeons of England, in whose premises this remarkable monument to the omnivorous and eclectic activities of this outstanding figure in the evolution of medicine and surgery may still be seen. Sadly, some of the collection was lost to bombing during the Second World War. His surviving papers were also extensive, but it is probable that many were destroyed in the early nineteenth century.
    [br]
    Principal Honours and Distinctions
    FRS 1767. Copley Medal 1787.
    Bibliography
    1835–7, Works, ed. J.F.Palmer, Philosophical Transactions of the Royal Society, London.
    MG

    Biographical history of technology > Hunter, John

  • 9 Armstrong, Sir William George, Baron Armstrong of Cragside

    [br]
    b. 26 November 1810 Shieldfield, Newcastle upon Tyne, England
    d. 27 December 1900 Cragside, Northumbria, England
    [br]
    English inventor, engineer and entrepreneur in hydraulic engineering, shipbuilding and the production of artillery.
    [br]
    The only son of a corn merchant, Alderman William Armstrong, he was educated at private schools in Newcastle and at Bishop Auckland Grammar School. He then became an articled clerk in the office of Armorer Donkin, a solicitor and a friend of his father. During a fishing trip he saw a water-wheel driven by an open stream to work a marble-cutting machine. He felt that its efficiency would be improved by introducing the water to the wheel in a pipe. He developed an interest in hydraulics and in electricity, and became a popular lecturer on these subjects. From 1838 he became friendly with Henry Watson of the High Bridge Works, Newcastle, and for six years he visited the Works almost daily, studying turret clocks, telescopes, papermaking machinery, surveying instruments and other equipment being produced. There he had built his first hydraulic machine, which generated 5 hp when run off the Newcastle town water-mains. He then designed and made a working model of a hydraulic crane, but it created little interest. In 1845, after he had served this rather unconventional apprenticeship at High Bridge Works, he was appointed Secretary of the newly formed Whittle Dene Water Company. The same year he proposed to the town council of Newcastle the conversion of one of the quayside cranes to his hydraulic operation which, if successful, should also be applied to a further four cranes. This was done by the Newcastle Cranage Company at High Bridge Works. In 1847 he gave up law and formed W.G.Armstrong \& Co. to manufacture hydraulic machinery in a works at Elswick. Orders for cranes, hoists, dock gates and bridges were obtained from mines; docks and railways.
    Early in the Crimean War, the War Office asked him to design and make submarine mines to blow up ships that were sunk by the Russians to block the entrance to Sevastopol harbour. The mines were never used, but this set him thinking about military affairs and brought him many useful contacts at the War Office. Learning that two eighteen-pounder British guns had silenced a whole Russian battery but were too heavy to move over rough ground, he carried out a thorough investigation and proposed light field guns with rifled barrels to fire elongated lead projectiles rather than cast-iron balls. He delivered his first gun in 1855; it was built of a steel core and wound-iron wire jacket. The barrel was multi-grooved and the gun weighed a quarter of a ton and could fire a 3 lb (1.4 kg) projectile. This was considered too light and was sent back to the factory to be rebored to take a 5 lb (2.3 kg) shot. The gun was a complete success and Armstrong was then asked to design and produce an equally successful eighteen-pounder. In 1859 he was appointed Engineer of Rifled Ordnance and was knighted. However, there was considerable opposition from the notably conservative officers of the Army who resented the intrusion of this civilian engineer in their affairs. In 1862, contracts with the Elswick Ordnance Company were terminated, and the Government rejected breech-loading and went back to muzzle-loading. Armstrong resigned and concentrated on foreign sales, which were successful worldwide.
    The search for a suitable proving ground for a 12-ton gun led to an interest in shipbuilding at Elswick from 1868. This necessitated the replacement of an earlier stone bridge with the hydraulically operated Tyne Swing Bridge, which weighed some 1450 tons and allowed a clear passage for shipping. Hydraulic equipment on warships became more complex and increasing quantities of it were made at the Elswick works, which also flourished with the reintroduction of the breech-loader in 1878. In 1884 an open-hearth acid steelworks was added to the Elswick facilities. In 1897 the firm merged with Sir Joseph Whitworth \& Co. to become Sir W.G.Armstrong Whitworth \& Co. After Armstrong's death a further merger with Vickers Ltd formed Vickers Armstrong Ltd.
    In 1879 Armstrong took a great interest in Joseph Swan's invention of the incandescent electric light-bulb. He was one of those who formed the Swan Electric Light Company, opening a factory at South Benwell to make the bulbs. At Cragside, his mansion at Roth bury, he installed a water turbine and generator, making it one of the first houses in England to be lit by electricity.
    Armstrong was a noted philanthropist, building houses for his workforce, and endowing schools, hospitals and parks. His last act of charity was to purchase Bamburgh Castle, Northumbria, in 1894, intending to turn it into a hospital or a convalescent home, but he did not live long enough to complete the work.
    [br]
    Principal Honours and Distinctions
    Knighted 1859. FRS 1846. President, Institution of Mechanical Engineers; Institution of Civil Engineers; British Association for the Advancement of Science 1863. Baron Armstrong of Cragside 1887.
    Further Reading
    E.R.Jones, 1886, Heroes of Industry', London: Low.
    D.J.Scott, 1962, A History of Vickers, London: Weidenfeld \& Nicolson.
    IMcN

    Biographical history of technology > Armstrong, Sir William George, Baron Armstrong of Cragside

  • 10 Dale, David

    SUBJECT AREA: Textiles
    [br]
    b. 6 January 1739 Stewarton, Ayrshire, Scotland
    d. 17 March 1806 Glasgow, Scotland
    [br]
    Scottish developer of a large textile business in find around Glasgow, including the cotton-spinning mills at New Lanark.
    [br]
    David Dale, the son of a grocer, began his working life by herding cattle. His connection with the textile industry started when he was apprenticed to a Paisley weaver. After this he travelled the country buying home-spun linen yarns, which he sold in Glasgow. At about the age of 24 he settled in Glasgow as Clerk to a silk merchant. He then started a business importing fine yarns from France and Holland for weaving good-quality cloths such as cambrics. Dale was to become one of the pre-eminent yarn dealers in Scotland. In 1778 he acquired the first cotton-spinning mill built in Scotland by an English company at Rothesay on the Isle of Bute. In 1784 he met Richard Arkwright, who was touring Scotland, and together they visited the Falls of the Clyde near the town of Lanark. Arkwright immediately recognized the potential of the site for driving water-powered mills. Dale acquired part of the area from Lord Braxfield and in 1785 began to build his first mill there in partnership with Arkwright. The association with Arkwright soon ceased, however, and by c.1795 Dale had erected four mills. Because the location of the mills was remote, he built houses for the workers and then employed pauper children brought from the slums of Edinburgh and Glasgow; at one time there were over 400 of them. Dale's attitude to his workers was benevolent and humane. He tried to provide reasonable working conditions and the mills were well designed with a large workshop in which machinery was constructed. Dale was also a partner in mills at Catrine, Newton Stewart, Spinningdale in Sutherlandshire and some others. In 1785 he established the first Turkey red dye works in Scotland and was in partnership with George Macintosh, the father of Charles Macintosh. Dale manufactured cloth in Glasgow and from 1783 was Agent for the Royal Bank of Scotland, a lucrative position. In 1799 he was persuaded by Robert Owen to sell the New Lanark mills for £60,000 to a Manchester partnership which made Owen the Manager. Owen had married Dale's daughter, Anne Caroline, in 1799. Possibly due in part to poor health, Dale retired in 1800 to Rosebank near Glasgow, having made a large fortune. In 1770 he had withdrawn from the established Church of Scotland and founded a new one called the "Old Independents". He visited the various branches of this Church, as well as convicts in Bridewell prison, to preach. He was also a great benefactor to the poor in Glasgow. He had a taste for music and sang old Scottish songs with great gusto.
    [br]
    Further Reading
    Dictionary of National Biography.
    R.Owen, 1857, The Life of Robert Owen, written by himself, London (mentions Dale).
    Through his association with New Lanark and Robert Owen, details about Dale may be found in J.Butt (ed.), 1971, Robert Owen, Prince of Cotton Spinners, Newton Abbot; S.Pollard and J.Salt (eds), 1971, Robert Owen, Prophet of the Poor: essays in honour of the two-hundredth anniversary of his birth, London.
    RLH

    Biographical history of technology > Dale, David

  • 11 Murdock (Murdoch), William

    [br]
    b. 21 August 1754 Cumnock, Ayrshire, Scotland
    d. 15 November 1839 Handsworth, Birmingham, England
    [br]
    Scottish engineer and inventor, pioneer in coal-gas production.
    [br]
    He was the third child and the eldest of three boys born to John Murdoch and Anna Bruce. His father, a millwright and joiner, spelled his name Murdock on moving to England. He was educated for some years at Old Cumnock Parish School and in 1777, with his father, he built a "wooden horse", supposed to have been a form of cycle. In 1777 he set out for the Soho manufactory of Boulton \& Watt, where he quickly found employment, Boulton supposedly being impressed by the lad's hat. This was oval and made of wood, and young William had turned it himself on a lathe of his own manufacture. Murdock quickly became Boulton \& Watt's representative in Cornwall, where there was a flourishing demand for steam-engines. He lived at Redruth during this period.
    It is said that a number of the inventions generally ascribed to James Watt are in fact as much due to Murdock as to Watt. Examples are the piston and slide valve and the sun-and-planet gearing. A number of other inventions are attributed to Murdock alone: typical of these is the oscillating cylinder engine which obviated the need for an overhead beam.
    In about 1784 he planned a steam-driven road carriage of which he made a working model. He also planned a high-pressure non-condensing engine. The model carriage was demonstrated before Murdock's friends and travelled at a speed of 6–8 mph (10–13 km/h). Boulton and Watt were both antagonistic to their employees' developing independent inventions, and when in 1786 Murdock set out with his model for the Patent Office, having received no reply to a letter he had sent to Watt, Boulton intercepted him on the open road near Exeter and dissuaded him from going any further.
    In 1785 he married Mary Painter, daughter of a mine captain. She bore him four children, two of whom died in infancy, those surviving eventually joining their father at the Soho Works. Murdock was a great believer in pneumatic power: he had a pneumatic bell-push at Sycamore House, his home near Soho. The pattern-makers lathe at the Soho Works worked for thirty-five years from an air motor. He also conceived the idea of a vacuum piston engine to exhaust a pipe, later developed by the London Pneumatic Despatch Company's railway and the forerunner of the atmospheric railway.
    Another field in which Murdock was a pioneer was the gas industry. In 1791, in Redruth, he was experimenting with different feedstocks in his home-cum-office in Cross Street: of wood, peat and coal, he preferred the last. He designed and built in the backyard of his house a prototype generator, washer, storage and distribution plant, and publicized the efficiency of coal gas as an illuminant by using it to light his own home. In 1794 or 1795 he informed Boulton and Watt of his experimental work and of its success, suggesting that a patent should be applied for. James Watt Junior was now in the firm and was against patenting the idea since they had had so much trouble with previous patents and had been involved in so much litigation. He refused Murdock's request and for a short time Murdock left the firm to go home to his father's mill. Boulton \& Watt soon recognized the loss of a valuable servant and, in a short time, he was again employed at Soho, now as Engineer and Superintendent at the increased salary of £300 per year plus a 1 per cent commission. From this income, he left £14,000 when he died in 1839.
    In 1798 the workshops of Boulton and Watt were permanently lit by gas, starting with the foundry building. The 180 ft (55 m) façade of the Soho works was illuminated by gas for the Peace of Paris in June 1814. By 1804, Murdock had brought his apparatus to a point where Boulton \& Watt were able to canvas for orders. Murdock continued with the company after the death of James Watt in 1819, but retired in 1830 and continued to live at Sycamore House, Handsworth, near Birmingham.
    [br]
    Principal Honours and Distinctions
    Royal Society Rumford Gold Medal 1808.
    Further Reading
    S.Smiles, 1861, Lives of the Engineers, Vol. IV: Boulton and Watt, London: John Murray.
    H.W.Dickinson and R.Jenkins, 1927, James Watt and the Steam Engine, Oxford: Clarendon Press.
    J.A.McCash, 1966, "William Murdoch. Faithful servant" in E.G.Semler (ed.), The Great Masters. Engineering Heritage, Vol. II, London: Institution of Mechanical Engineers/Heinemann.
    IMcN

    Biographical history of technology > Murdock (Murdoch), William

  • 12 Cartwright, Revd Edmund

    [br]
    b. 24 April 1743 Marnham, Nottingham, England
    d. 30 October 1823 Hastings, Sussex, England
    [br]
    English inventor of the power loom, a combing machine and machines for making ropes, bread and bricks as well as agricultural improvements.
    [br]
    Edmund Cartwright, the fourth son of William Cartwright, was educated at Wakefield Grammar School, and went to University College, Oxford, at the age of 14. By special act of convocation in 1764, he was elected Fellow of Magdalen College. He married Alice Whitaker in 1772 and soon after was given the ecclesiastical living of Brampton in Derbyshire. In 1779 he was presented with the living of Goadby, Marwood, Leicestershire, where he wrote poems, reviewed new works, and began agricultural experiments. A visit to Matlock in the summer of 1784 introduced him to the inventions of Richard Arkwright and he asked why weaving could not be mechanized in a similar manner to spinning. This began a remarkable career of inventions.
    Cartwright returned home and built a loom which required two strong men to operate it. This was the first attempt in England to develop a power loom. It had a vertical warp, the reed fell with the weight of at least half a hundredweight and, to quote Gartwright's own words, "the springs which threw the shuttle were strong enough to throw a Congreive [sic] rocket" (Strickland 19.71:8—for background to the "rocket" comparison, see Congreve, Sir William). Nevertheless, it had the same three basics of weaving that still remain today in modern power looms: shedding or dividing the warp; picking or projecting the shuttle with the weft; and beating that pick of weft into place with a reed. This loom he proudly patented in 1785, and then he went to look at hand looms and was surprised to see how simply they operated. Further improvements to his own loom, covered by two more patents in 1786 and 1787, produced a machine with the more conventional horizontal layout that showed promise; however, the Manchester merchants whom he visited were not interested. He patented more improvements in 1788 as a result of the experience gained in 1786 through establishing a factory at Doncaster with power looms worked by a bull that were the ancestors of modern ones. Twenty-four looms driven by steam-power were installed in Manchester in 1791, but the mill was burned down and no one repeated the experiment. The Doncaster mill was sold in 1793, Cartwright having lost £30,000, However, in 1809 Parliament voted him £10,000 because his looms were then coming into general use.
    In 1789 he began working on a wool-combing machine which he patented in 1790, with further improvements in 1792. This seems to have been the earliest instance of mechanized combing. It used a circular revolving comb from which the long fibres or "top" were. carried off into a can, and a smaller cylinder-comb for teasing out short fibres or "noils", which were taken off by hand. Its output equalled that of twenty hand combers, but it was only relatively successful. It was employed in various Leicestershire and Yorkshire mills, but infringements were frequent and costly to resist. The patent was prolonged for fourteen years after 1801, but even then Cartwright did not make any profit. His 1792 patent also included a machine to make ropes with the outstanding and basic invention of the "cordelier" which he communicated to his friends, including Robert Fulton, but again it brought little financial benefit. As a result of these problems and the lack of remuneration for his inventions, Cartwright moved to London in 1796 and for a time lived in a house built with geometrical bricks of his own design.
    Other inventions followed fast, including a tread-wheel for cranes, metallic packing for pistons in steam-engines, and bread-making and brick-making machines, to mention but a few. He had already returned to agricultural improvements and he put forward suggestions in 1793 for a reaping machine. In 1801 he received a prize from the Board of Agriculture for an essay on husbandry, which was followed in 1803 by a silver medal for the invention of a three-furrow plough and in 1805 by a gold medal for his essay on manures. From 1801 to 1807 he ran an experimental farm on the Duke of Bedford's estates at Woburn.
    From 1786 until his death he was a prebendary of Lincoln. In about 1810 he bought a small farm at Hollanden near Sevenoaks, Kent, where he continued his inventions, both agricultural and general. Inventing to the last, he died at Hastings and was buried in Battle church.
    [br]
    Principal Honours and Distinctions
    Board of Agriculture Prize 1801 (for an essay on agriculture). Society of Arts, Silver Medal 1803 (for his three-furrow plough); Gold Medal 1805 (for an essay on agricultural improvements).
    Bibliography
    1785. British patent no. 1,270 (power loom).
    1786. British patent no. 1,565 (improved power loom). 1787. British patent no. 1,616 (improved power loom).
    1788. British patent no. 1,676 (improved power loom). 1790, British patent no. 1,747 (wool-combing machine).
    1790, British patent no. 1,787 (wool-combing machine).
    1792, British patent no. 1,876 (improved wool-combing machine and rope-making machine with cordelier).
    Further Reading
    M.Strickland, 1843, A Memoir of the Life, Writings and Mechanical Inventions of Edmund Cartwright, D.D., F.R.S., London (remains the fullest biography of Cartwright).
    Dictionary of National Biography (a good summary of Cartwright's life). For discussions of Cartwright's weaving inventions, see: A.Barlow, 1878, The History and Principles of Weaving by Hand and by Power, London; R.L. Hills, 1970, Power in the Industrial Revolution, Manchester. F.Nasmith, 1925–6, "Fathers of machine cotton manufacture", Transactions of the
    Newcomen Society 6.
    H.W.Dickinson, 1942–3, "A condensed history of rope-making", Transactions of the Newcomen Society 23.
    W.English, 1969, The Textile Industry, London (covers both his power loom and his wool -combing machine).
    RLH

    Biographical history of technology > Cartwright, Revd Edmund

  • 13 Ewart, Peter

    SUBJECT AREA: Textiles
    [br]
    b. 14 May 1767 Traquair, near Peebles, Scotland
    d. September 1842 London, England
    [br]
    Scottish pioneer in the mechanization of the textile industry.
    [br]
    Peter Ewart, the youngest of six sons, was born at Traquair manse, where his father was a clergyman in the Church of Scotland. He was educated at the Free School, Dumfries, and in 1782 spent a year at Edinburgh University. He followed this with an apprenticeship under John Rennie at Musselburgh before moving south in 1785 to help Rennie erect the Albion corn mill in London. This brought him into contact with Boulton \& Watt, and in 1788 he went to Birmingham to erect a waterwheel and other machinery in the Soho Manufactory. In 1789 he was sent to Manchester to install a steam engine for Peter Drinkwater and thus his long connection with the city began. In 1790 Ewart took up residence in Manchester as Boulton \& Watt's representative. Amongst other engines, he installed one for Samuel Oldknow at Stockport. In 1792 he became a partner with Oldknow in his cotton-spinning business, but because of financial difficulties he moved back to Birmingham in 1795 to help erect the machines in the new Soho Foundry. He was soon back in Manchester in partnership with Samuel Greg at Quarry Bank Mill, Styal, where he was responsible for developing the water power, installing a steam engine, and being concerned with the spinning machinery and, later, gas lighting at Greg's other mills.
    In 1798, Ewart devised an automatic expansion-gear for steam engines, but steam pressures at the time were too low for such a device to be effective. His grasp of the theory of steam power is shown by his paper to the Manchester Literary and Philosophical Society in 1808, On the Measure of Moving Force. In 1813 he patented a power loom to be worked by the pressure of steam or compressed air. In 1824 Charles Babbage consulted him about automatic looms. His interest in textiles continued until at least 1833, when he obtained a patent for a self-acting spinning mule, which was, however, outclassed by the more successful one invented by Richard Roberts. Ewart gave much help and advice to others. The development of the machine tools at Boulton \& Watt's Soho Foundry has been mentioned already. He also helped James Watt with his machine for copying sculptures. While he continued to run his own textile mill, Ewart was also in partnership with Charles Macintosh, the pioneer of rubber-coated cloth. He was involved with William Fairbairn concerning steam engines for the boats that Fairbairn was building in Manchester, and it was through Ewart that Eaton Hodgkinson was introduced to Fairbairn and so made the tests and calculations for the tubes for the Britannia Railway Bridge across the Menai Straits. Ewart was involved with the launching of the Liverpool \& Manchester Railway as he was a director of the Manchester Chamber of Commerce at the time.
    In 1835 he uprooted himself from Manchester and became the first Chief Engineer for the Royal Navy, assuming responsibility for the steamboats, which by 1837 numbered 227 in service. He set up repair facilities and planned workshops for overhauling engines at Woolwich Dockyard, the first establishment of its type. It was here that he was killed in an accident when a chain broke while he was supervising the lifting of a large boiler. Engineering was Ewart's life, and it is possible to give only a brief account of his varied interests and connections here.
    [br]
    Further Reading
    Obituary, 1843, "Institution of Civil Engineers", Annual General Meeting, January. Obituary, 1843, Manchester Literary and Philosophical Society Memoirs (NS) 7. R.L.Hills, 1987–8, "Peter Ewart, 1767–1843", Manchester Literary and Philosophical
    Society Memoirs 127.
    M.B.Rose, 1986, The Gregs of Quarry Bank Mill The Rise and Decline of a Family Firm, 1750–1914, Cambridge (covers E wart's involvement with Samuel Greg).
    R.L.Hills, 1970, Power in the Industrial Revolution, Manchester; R.L.Hills, 1989, Power
    from Steam, Cambridge (both look at Ewart's involvement with textiles and steam engines).
    RLH

    Biographical history of technology > Ewart, Peter

  • 14 Goldmark, Peter Carl

    [br]
    b. 2 December 1906 Budapest, Hungary
    d. 7 December 1977 Westchester Co., New York, USA
    [br]
    Austro-Hungarian engineer who developed the first commercial colour television system and the long-playing record.
    [br]
    After education in Hungary and a period as an assistant at the Technische Hochschule, Berlin, Goldmark moved to England, where he joined Pye of Cambridge and worked on an experimental thirty-line television system using a cathode ray tube (CRT) for the display. In 1936 he moved to the USA to work at Columbia Broadcasting Laboratories. There, with monochrome television based on the CRT virtually a practical proposition, he devoted his efforts to finding a way of producing colour TV images: in 1940 he gave his first demonstration of a working system. There then followed a series of experimental field-sequential colour TV systems based on segmented red, green and blue colour wheels and drums, where the problem was to find an acceptable compromise between bandwidth, resolution, colour flicker and colour-image breakup. Eventually he arrived at a system using a colour wheel in combination with a CRT containing a panchromatic phosphor screen, with a scanned raster of 405 lines and a primary colour rate of 144 fields per second. Despite the fact that the receivers were bulky, gave relatively poor, dim pictures and used standards totally incompatible with the existing 525-line, sixty fields per second interlaced monochrome (black and white) system, in 1950 the Federal Communications Commission (FCC), anxious to encourage postwar revival of the industry, authorized the system for public broadcasting. Within eighteen months, however, bowing to pressure from the remainder of the industry, which had formed its own National Television Systems Committee (NTSC) to develop a much more satisfactory, fully compatible system based on the RCA three-gun shadowmask CRT, the FCC withdrew its approval.
    While all this was going on, Goldmark had also been working on ideas for overcoming the poor reproduction, noise quality, short playing-time (about four minutes) and limited robustness and life of the long-established 78 rpm 12 in. (30 cm) diameter shellac gramophone record. The recent availability of a new, more robust, plastic material, vinyl, which had a lower surface noise, enabled him in 1948 to reduce the groove width some three times to 0.003 in. (0.0762 mm), use a more lightly loaded synthetic sapphire stylus and crystal transducer with improved performance, and reduce the turntable speed to 33 1/3 rpm, to give thirty minutes of high-quality music per side. This successful development soon led to the availability of stereophonic recordings, based on the ideas of Alan Blumlein at EMI in the 1930s.
    In 1950 Goldmark became a vice-president of CBS, but he still found time to develop a scan conversion system for relaying television pictures to Earth from the Lunar Orbiter spacecraft. He also almost brought to the market a domestic electronic video recorder (EVR) system based on the thermal distortion of plastic film by separate luminance and coded colour signals, but this was overtaken by the video cassette recorder (VCR) system, which uses magnetic tape.
    [br]
    Principal Honours and Distinctions
    Institute of Electrical and Electronics Engineers Morris N.Liebmann Award 1945. Institute of Electrical and Electronics Engineers Vladimir K. Zworykin Award 1961.
    Bibliography
    1951, with J.W.Christensen and J.J.Reeves, "Colour television. USA Standard", Proceedings of the Institute of Radio Engineers 39: 1,288 (describes the development and standards for the short-lived field-sequential colour TV standard).
    1949, with R.Snepvangers and W.S.Bachman, "The Columbia long-playing microgroove recording system", Proceedings of the Institute of Radio Engineers 37:923 (outlines the invention of the long-playing record).
    Further Reading
    E.W.Herold, 1976, "A history of colour television displays", Proceedings of the Institute of Electrical and Electronics Engineers 64:1,331.
    KF

    Biographical history of technology > Goldmark, Peter Carl

  • 15 Peter the Great (Pyotr Alekseyevich Romanov)

    SUBJECT AREA: Ports and shipping
    [br]
    b. 10 June 1672 (30 May 1672 Old Style) Moscow, Russia
    d. 8 February 1725 (28 January 1725 Old Style) St Petersburg, Russia
    [br]
    Russian Tsar (1682–1725), Emperor of all the Russias (1722–5), founder of the Russian Navy, shipbuilder and scientist; as a shipbuilder he was known by the pseudonym Petr Mikhailov.
    [br]
    Peter the Great was a man with a single-minded approach to problems and with passionate and lifelong interests in matters scientific, military and above all maritime. The unusual and dominating rule of his vast lands brought about the age of Russian enlightenment, and ensured that his country became one of the most powerful states in Europe.
    Peter's interest in ships and shipbuilding started in his childhood; c. 1687 he had an old English-built day sailing boat repaired and launched, and on it he learned the rudiments of sailing and navigation. This craft (still preserved in St Petersburg) became known as the "Grandfather of the Russian Navy". In the years 1688 to 1693 he established a shipyard on Lake Plestsheev and then began his lifelong study of shipbuilding by visiting and giving encouragement to the industry at Archangelsk on the White Sea and Voronezh in the Sea of Azov. In October 1696, Peter took Azov from the Turks, and the Russian Fleet ever since has regarded that date as their birthday. Setting an example to the young aristocracy, Peter travelled to Western Europe to widen his experience and contacts and also to learn the trade of shipbuilding. He worked in the shipyards of Amsterdam and then at the Naval Base of Deptford on the Thames.
    The war with Sweden concentrated his attention on the Baltic and, to establish a base for trading and for the Navy, the City of St Petersburg was constructed on marshland. The Admiralty was built in the city and many new shipyards in the surrounding countryside, one being the Olonez yard which in 1703 built the frigate Standart, the first for the Baltic Fleet, which Peter himself commanded on its first voyage. The military defence of St Petersburg was effected by the construction of Kronstadt, seawards of the city.
    Throughout his life Peter was involved in ship design and it is estimated that one thousand ships were built during his reign. He introduced the building of standard ship types and also, centuries ahead of its time, the concept of prefabrication, unit assembly and the building of part hulls in different places. Officially he was the designer of the ninety-gun ship Lesnoe of 1718, and this may have influenced him in instituting Rules for Shipbuilders and for Seamen. In 1716 he commanded the joint fleets of the four naval powers: Denmark, Britain, Holland and Russia.
    He established the Marine Academy, organized and encouraged exploration and scientific research, and on his edict the St Petersburg Academy of Science was opened. He was not averse to the recruitment of foreigners to key posts in the nation's service. Peter the Great was a remarkable man, with the unusual quality of being a theorist and an innovator, in addition to the endowments of practicality and common sense.
    [br]
    Further Reading
    Robert K.Massie, 1981, Peter the Great: His Life and Work, London: Gollancz.
    Henri Troyat, 1979, Pierre le Grand; pub. in English 1988 as Peter the Great, London: Hamish Hamilton (a good all-round biography).
    AK / FMW

    Biographical history of technology > Peter the Great (Pyotr Alekseyevich Romanov)

  • 16 Staite, William Edwards

    [br]
    b. 19 April 1809 Bristol, England
    d. 26 September 1854 Caen, France
    [br]
    English inventor who did much to popularize electric lighting in early Victorian England and demonstrated the first self-regulating arc lamp.
    [br]
    Before devoting the whole of his attention to the electric light, Staite was a partner in a business of iron merchants and patented a method of obtaining extracts and essences. From 1834 he attempted to produce a continuous light by electricity. The first public exhibition of Staite's arc lamp incorporating a fixed-rate clockwork mechanism was given in 1847 to the Sunderland Literary and Philosophical Society. He also demonstrated an incandescent lamp with an iridioplatinum filament. Sir Joseph Wilson Swan recorded that it was attending lectures by Staite in Sunderland, Newcastle and Carlisle that started him on the quest which many years later was to lead to his incandescent lamp.
    In association with William Petrie (1821–1904), Staite made an important advance in the development of arc lamps by introducing automatic regulation of the carbon rods by way of an electromagnet. This was the first of many self-regulating arc lamps that were invented during the nineteenth century employing this principle. A contributory factor in the success of Staite's lamp was the semi enclosure of the arc in a transparent vessel that reduced the consumption of carbons, a feature not used again until the 1890s. His patents included processes for preparing carbons and the construction of primary cells for arc lighting. An improved lamp used by Staite in a theatrical production at Her Majesty's Theatre, London, in April 1849 may be considered the first commercial success of the electric light in England. In spite of the limitations imposed by the use of primary cells as the only available source of power, serious interest in this system of electric lighting was shown by railway companies and dock authorities. However, after he had developed a satisfactory arc lamp, an end to these early experiments was brought about by Staite's death.
    [br]
    Bibliography
    July 1847, British patent no. 1,1783 (electromagnetic regulation of an arc lamp).
    His manuscript "History of electric light" is in the Institution of Electrical Engineers archives.
    Further Reading
    J.J.Fahie, 1902, "Staite and Petrie's electric light 1846–1853", Electrical Engineer 30:297–301, 337–40, 374–6 (a detailed reliable account).
    G.Woodward, 1989, "Staite and Petrie: pioneers of electric lighting", Proceedings of the Institution of Electrical Engineers 136 (Part A): 290–6 GW

    Biographical history of technology > Staite, William Edwards

  • 17 Morrison, William Murray

    [br]
    b. 7 October 1873 Birchwood, Inverness-shire, Scotland
    d. 21 May 1948 London, England
    [br]
    Scottish pioneer in the development of the British aluminium industry and Highlands hydroelectric energy.
    [br]
    After studying at the West of Scotland Technical College in Glasgow, in January 1895 Morrison was appointed Engineer to the newly formed British Aluminium Company Limited (BAC); it was with this organization that he spent his entire career. The company secured the patent rights to the Héroult and Bayer processes. It constructed a 200 tonne per year electrolytic plant at Foyers on the shore of Loch Ness, together with an adjacent 5000 kW hydroelectric scheme, and it built an alumina factory at Larne Harbour in north-eastern Ireland. Morrison was soon Manager at Foyers, and he became the company's Joint Technical Adviser. In 1910 he was made General Manager, and later he was appointed Managing Director. Morrison successfully brought about improvements in all parts of the production process; between 1915 and 1930 he increased the size of individual electrolytic cells by a factor of five, from 8,000 to 40,000 amperes. Soon after 1901, BAC built a second works for electrolytic reduction, at Kinlochleven in Argyllshire, where the primary design originated from Morrison. In the 1920s a third plant was erected at Fort William, in the lee of Ben Nevis, with hydroelectric generators providing some 75 MW. Alumina factories were constructed at Burntisland on the Firth of Forth and, in the 1930s, at Newport in Monmouthshire. Rolling mills were developed at Milton in Staffordshire, Warrington, and Falkirk in Stirlingshire, this last coming into use in the 1940s, by which time the company had a primary-metal output of more than 30,000 tonnes a year. Morrison was closely involved in all of these developments. He retired in 1946 as Deputy Chairman of BAC.
    [br]
    Principal Honours and Distinctions
    Commander of the Order of St Olav of Norway 1933 (BAC had manufacturing interests in Norway). Knighted 1943. Vice-Chairman, British Non-Ferrous Metals Research Association, Faraday Society, Institute of Metals. Institute of Metals Platinum Medal 1942.
    Bibliography
    1939, "Aluminium and highland water power", Journal of the Institute of Metals 65:17– 36 (seventeenth autumn lecture),
    JKA

    Biographical history of technology > Morrison, William Murray

  • 18 Preece, Sir William Henry

    [br]
    b. 15 February 1834 Bryn Helen, Gwynedd, Wales
    d. 6 November 1913 Penrhos, Gwynedd, Wales
    [br]
    Welsh electrical engineer who greatly furthered the development and use of wireless telegraphy and the telephone in Britain, dominating British Post Office engineering during the last two decades of the nineteenth century.
    [br]
    After education at King's College, London, in 1852 Preece entered the office of Edwin Clark with the intention of becoming a civil engineer, but graduate studies at the Royal Institution under Faraday fired his enthusiasm for things electrical. His earliest work, as connected with telegraphy and in particular its application for securing the safe working of railways; in 1853 he obtained an appointment with the Electric and National Telegraph Company. In 1856 he became Superintendent of that company's southern district, but four years later he moved to telegraph work with the London and South West Railway. From 1858 to 1862 he was also Engineer to the Channel Islands Telegraph Company. When the various telegraph companies in Britain were transferred to the State in 1870, Preece became a Divisional Engineer in the General Post Office (GPO). Promotion followed in 1877, when he was appointed Chief Electrician to the Post Office. One of the first specimens of Bell's telephone was brought to England by Preece and exhibited at the British Association meeting in 1877. From 1892 to 1899 he served as Engineer-in-Chief to the Post Office. During this time he made a number of important contributions to telegraphy, including the use of water as part of telegraph circuits across the Solent (1882) and the Bristol Channel (1888). He also discovered the existence of inductive effects between parallel wires, and with Fleming showed that a current (thermionic) flowed between the hot filament and a cold conductor in an incandescent lamp.
    Preece was distinguished by his administrative ability, some scientific insight, considerable engineering intuition and immense energy. He held erroneous views about telephone transmission and, not accepting the work of Oliver Heaviside, made many errors when planning trunk circuits. Prior to the successful use of Hertzian waves for wireless communication Preece carried out experiments, often on a large scale, in attempts at wireless communication by inductive methods. These became of historic interest only when the work of Maxwell and Hertz was developed by Guglielmo Marconi. It is to Preece that credit should be given for encouraging Marconi in 1896 and collaborating with him in his early experimental work on radio telegraphy.
    While still employed by the Post Office, Preece contributed to the development of numerous early public electricity schemes, acting as Consultant and often supervising their construction. At Worcester he was responsible for Britain's largest nineteenth-century public hydro-electric station. He received a knighthood on his retirement in 1899, after which he continued his consulting practice in association with his two sons and Major Philip Cardew. Preece contributed some 136 papers and printed lectures to scientific journals, ninety-nine during the period 1877 to 1894.
    [br]
    Principal Honours and Distinctions
    CB 1894. Knighted (KCB) 1899. FRS 1881. President, Society of Telegraph Engineers, 1880. President, Institution of Electrical Engineers 1880, 1893. President, Institution of Civil Engineers 1898–9. Chairman, Royal Society of Arts 1901–2.
    Bibliography
    Preece produced numerous papers on telegraphy and telephony that were presented as Royal Institution Lectures (see Royal Institution Library of Science, 1974) or as British Association reports.
    1862–3, "Railway telegraphs and the application of electricity to the signaling and working of trains", Proceedings of the ICE 22:167–93.
    Eleven editions of Telegraphy (with J.Sivewright), London, 1870, were published by 1895.
    1883, "Molecular radiation in incandescent lamps", Proceedings of the Physical Society 5: 283.
    1885. "Molecular shadows in incandescent lamps". Proceedings of the Physical Society 7: 178.
    1886. "Electric induction between wires and wires", British Association Report. 1889, with J.Maier, The Telephone.
    1894, "Electric signalling without wires", RSA Journal.
    Further Reading
    J.J.Fahie, 1899, History of Wireless Telegraphy 1838–1899, Edinburgh: Blackwood. E.Hawkes, 1927, Pioneers of Wireless, London: Methuen.
    E.C.Baker, 1976, Sir William Preece, F.R.S. Victorian Engineer Extraordinary, London (a detailed biography with an appended list of his patents, principal lectures and publications).
    D.G.Tucker, 1981–2, "Sir William Preece (1834–1913)", Transactions of the Newcomen Society 53:119–36 (a critical review with a summary of his consultancies).
    GW / KF

    Biographical history of technology > Preece, Sir William Henry

  • 19 Lister, Joseph, Baron Lister

    SUBJECT AREA: Medical technology
    [br]
    b. 5 April 1827 Upton, Essex, England
    d. 10 February 1912 Walmer, Kent, England
    [br]
    English surgeon, founder of the antiseptic and aseptic principles of surgical practice.
    [br]
    Of Quaker stock, his father also being a Fellow of the Royal Society, he studied medicine at University College, London. He qualified, and became a Fellow of the Royal College of Surgeons, in 1852. Wishing to pursue a surgical career, he moved to Edinburgh to study surgery under William Syme, whose daughter he married in 1852, the same year he was appointed Assistant Surgeon to the Edinburgh Royal Infirmary.
    Until his appointment as Regius Professor of Surgery at Glasgow University and Glasgow Royal Infirmary in 1861, he was engaged in a wide variety of investigations into the nature of inflammation and the effects of irritants on wounds. Following his move to Glasgow, he became particularly involved in the major problems arising out of the vast increase in the number of surgical procedures brought about by the recent introduction of general anaesthesia. By 1865 his continuing study of wound inflammation and the microbial studies of Pasteur had led him to institute in the operating theatre a regime of surgical antisepsis involving the use of a carbolic acid spray coupled with the sterilization of instruments, the site of operation and the hands of the operator. Increasingly it was appreciated that the air was the least important origin of infection, and by 1887 the antiseptic approach had been superseded by the aseptic.
    In 1869 he succeeded Syme in the Chair at Edinburgh and his methods were widely accepted abroad. In 1877 he moved to the Chair of Surgery at King's College Hospital, London, in the hope of encouraging acceptance of his work in the metropolis. As well as developing a variety of new surgical procedures, he was engaged for many years in the development of surgical ligatures, which had always been a potent stimulant of infection. His choice of catgut as a sterilizable, absorbable material paved the way for major developments in this field. The Lister Institute of Preventive Medicine was named in his honour in 1903.
    [br]
    Principal Honours and Distinctions
    Created Baronet 1883. Baron 1897. Order of Merit 1902. President, Royal Society 1895– 1900.
    Bibliography
    1870, "On the effects of the antiseptic system of treatment upon the salubrity of a surgical hospital", Lancet.
    1859, Philosophical Transactions of the Royal Society.
    1863, Croonian Lecture.
    1881, 1900, Transactions of the International Medical Congress.
    Further Reading
    R.J.Godlee, 1924, Lord Lister.
    1927, Lister Centenary Handbook, London: Wellcome Historical Medical Museum. H.C.Cameron, 1948, Joseph Lister, the Friend of Man.
    MG

    Biographical history of technology > Lister, Joseph, Baron Lister

  • 20 close

    1. adjective
    1) (near in space) dicht; nahe

    be close to something — nahe bei od. an etwas (Dat.) sein

    you're too close to the fire — du bist zu dicht od. nah am Feuer

    I wish we lived closer to your parents — ich wünschte, wir würden näher bei deinen Eltern wohnen

    be close to tears/breaking point — den Tränen/einem Zusammenbruch nahe sein

    at close quarters, the building looked less impressive — aus der Nähe betrachtet, wirkte das Gebäude weniger imposant

    at close range — aus kurzer Entfernung

    2) (near in time) nahe (to an + Dat.)
    3) eng [Freund, Freundschaft, Beziehung, Zusammenarbeit, Verbindung]; nahe [Verwandte, Bekanntschaft]

    be/become close to somebody — jemandem nahe stehen/nahekommen

    4) (rigorous, painstaking) eingehend, genau [Untersuchung, Prüfung, Befragung usw.]
    5) (stifling) stickig [Luft, Raum]; drückend, schwül [Wetter]
    6) (nearly equal) hart [[Wett]kampf, Spiel]; knapp [Ergebnis]

    that was a close call or shave or thing — (coll.) das war knapp!

    7) (nearly matching) wortgetreu [Übersetzung]; getreu, genau [Imitation, Kopie]; groß [Ähnlichkeit]
    8) eng [Schrift]
    2. adverb
    1) (near) nah[e]

    be close at hand — in Reichweite sein

    close by — in der Nähe

    close on 60 years — fast 60 Jahre

    close on 2 o'clock — kurz vor 2 [Uhr]

    close to somebody/something — nahe bei jemandem/etwas

    don't stand so close to the edge of the cliff — stell dich nicht so nah od. dicht an den Rand des Kliffs

    it brought them closer together — (fig.) es brachte sie einander näher

    be/come close to tears — den Tränen nahe sein

    2) fest [schließen]; genau [hinsehen]
    3. transitive verb
    1) (shut) schließen, (ugs.) zumachen [Augen, Tür, Fenster, Geschäft]; zuziehen [Vorhang]; (declare shut) schließen [Laden, Geschäft, Fabrik, Betrieb, Werk, Zeche]; stilllegen [Betrieb, Werk, Zeche, Bahnlinie]; sperren [Straße, Brücke]
    2) (conclude) schließen, beenden [Besprechung, Rede, Diskussion]; schließen [Versammlung, Sitzung]
    3) (make smaller) schließen (auch fig.) [Lücke]
    4. intransitive verb
    1) (shut) sich schließen; [Tür:] zugehen (ugs.), sich schließen

    the door/lid doesn't close properly — die Tür/der Deckel schließt nicht richtig

    2) [Laden, Geschäft, Fabrik:] schließen, (ugs.) zumachen; (permanently) [Betrieb, Werk, Zeche:] geschlossen od. stillgelegt werden; [Geschäft:] geschlossen werden, (ugs.) zumachen
    3) (come to an end) zu Ende gehen; enden; (finish speaking) schließen
    5. noun
    1) no pl. Ende, das; Schluss, der

    come or draw to a close — zu Ende gehen

    bring or draw something to a close — einer Sache (Dat.) ein Ende bereiten; etwas zu Ende bringen

    2) (cul-de-sac) Sackgasse, die
    Phrasal Verbs:
    - academic.ru/13537/close_down">close down
    * * *
    I 1. [kləus] adverb
    1) (near in time, place etc: He stood close to his mother; Follow close behind.) nahe
    2) (tightly; neatly: a close-fitting dress.) eng
    2. adjective
    1) (near in relationship: a close friend.) vertraut
    2) (having a narrow difference between winner and loser: a close contest; The result was close.) knapp
    3) (thorough: a close examination of the facts; Keep a close watch on him.) genau
    4) (tight: a close fit.) eng
    5) (without fresh air: a close atmosphere; The weather was close and thundery.) schwül
    6) (mean: He's very close (with his money).) geizig
    7) (secretive: They're keeping very close about the business.) verschwiegen
    •
    - closely
    - closeness
    - close call/shave
    - close-set
    - close-up
    - close at hand
    - close on
    - close to     II 1. [kləuz] verb
    1) (to make or become shut, often by bringing together two parts so as to cover an opening: The baby closed his eyes; Close the door; The shops close on Sundays.) schließen
    2) (to finish; to come or bring to an end: The meeting closed with everyone in agreement.) enden
    3) (to complete or settle (a business deal).) abschließen
    2. noun
    (a stop, end or finish: the close of day; towards the close of the nineteenth century.) das Ende
    - close down
    - close up
    * * *
    close1
    [kləʊs, AM kloʊs]
    I. adj usu pred
    1. (short distance) nah[e]
    let's go to the \closest pub lasst uns in das nächste Pub gehen!
    ▪ to be \close to sth in der Nähe einer S. gen liegen
    our guest-house was \close to the sea unsere Pension war nicht weit vom Meer entfernt
    \close combat Nahkampf m
    \close to the ground dicht über dem Boden
    in \close proximity in unmittelbarer Nähe
    at \close quarters aus der Nähe [betrachtet]
    at \close range aus kurzer Entfernung
    \close together nahe [o dicht] beieinander
    to be \close to exhaustion total erschöpft sein
    to be \close to perfection so gut wie perfekt sein
    to be \close to tears den Tränen nahe sein
    3. (near in time) nahe [bevorstehend]
    it's \close to Christmas Weihnachten steht vor der Tür
    war is \close ein Krieg steht unmittelbar bevor
    \close together nahe [o dicht] beieinander
    ▪ to be \close to sb jdm [sehr] nahestehen
    my brother and I have always been very \close mein Bruder und ich standen uns schon immer sehr nahe
    ... because of their \close links with terrorist groups... wegen ihrer engen Verbindung zu Terrorgruppen
    \close bond enges Band
    \close co-operation enge Zusammenarbeit
    just \close family nur die nächsten Verwandten
    \close friend enger Freund/enge Freundin
    \close friendship enge Freundschaft
    \close links eine enge Verbindung
    \close relatives nahe Verwandte
    5. (little space between) eng
    \close handwriting enge Schrift
    ten pages of \close print zehn eng bedruckte Seiten
    \close ranks geschlossene Reihen
    \close weave dichtes Gewebe
    6. ( fig: dense)
    \close argument stichhaltiges Argument
    \close reasoning geschlossene Argumentation
    7. (almost equal) knapp
    the race is going to be a \close contest das wird ein Kopf-an-Kopf-Rennen!
    the election was too \close to call der Ausgang der Wahl war völlig offen
    \close race Kopf-an-Kopf-Rennen nt
    8. (similar)
    to be the \closest equivalent to sth etw dat am nächsten kommen
    \close resemblance große Ähnlichkeit
    to bear a \close resemblance to sb/sth jdm/etw sehr ähnlich sehen/sein
    9. (exact) genau
    to pay \close attention to sb jdm gut zuhören
    to pay \close attention to sth genau auf etw akk achten
    to keep a \close eye on sth etw gut im Auge behalten
    10. (secret) verschwiegen
    she's very \close about her relationship was ihre Beziehung angeht, ist sie sehr verschwiegen
    \close secret großes Geheimnis
    11. (airless, stifling) schwül; (in room) stickig
    12. (mean) knauserig pej
    \close to [or on] ... nahezu..., fast...
    \close to midnight kurz vor Mitternacht
    14. LING
    \close vowel geschlossener Vokal
    15.
    ▶ to be \close to the bone der Wahrheit ziemlich nahekommen
    ▶ that was a \close call! das war knapp!
    ▶ that was too \close for comfort! das ging gerade nochmal gut!; (distance)
    she lives too \close for comfort sie wohnt näher als ihr lieb ist
    ▶ to hold [or keep] one's cards \close to one's chest sich dat nicht in die Karten sehen lassen
    ▶ that was a \close shave! das war knapp! fam
    ▶ to have had a \close shave gerade noch davongekommen sein
    II. adv (near in location) nahe; (near in time) nahe [bevorstehend]
    please come \closer kommen Sie doch näher!
    the election is getting \close die Wahlen stehen unmittelbar vor der Tür
    she came \close to getting that job fast hätte sie die Stelle bekommen
    to come \close to blows beinahe handgreiflich werden
    to be \close at hand person in Reichweite sein; event unmittelbar bevorstehen
    to come \close to tears den Tränen nahekommen
    to come \close to the truth der Wahrheit [ziemlich] nahekommen
    to get \close to sb/sth jdm/etw nahekommen
    to hold sb \close jdn fest an sich drücken
    on looking \closer bei genauerem Hinsehen
    ▪ \close by in der Nähe
    the little child stood \close by his mother das kleine Kind stand dicht bei seiner Mutter
    ▪ from \close up aus der Nähe
    ▪ \close together dicht beieinander
    please stand \closer together können Sie vielleicht noch ein bisschen aufrücken?
    these appointments are too \close together diese Termine liegen einfach zu dicht aufeinander
    ▶ to sail \close to the wind sich akk hart an der Grenze des Erlaubten bewegen
    III. vi
    1. (move nearer)
    ▪ to \close on sb/an animal sich akk jdm/einem Tier [bedrohlich] nähern
    2. STOCKEX (reach a price)
    shares \closed at 15 dollars die Aktien erreichten eine Schlussnotierung von 15 Dollar
    IV. n BRIT Hof m; (in street names) Straßenname für Sackgassen; (around cathedral) Domhof m; SCOT schmaler, meist offener Durchgang oder Hof
    close2
    [kləʊz, AM kloʊz]
    I. vt
    ▪ to \close sth etw schließen
    to \close a book ein Buch zumachen
    to \close a company/factory/shop einen Betrieb/eine Fabrik/einen Laden schließen
    to \close the curtains die Vorhänge zuziehen
    to \close the door/one's mouth/the window die Tür/seinen Mund/das Fenster zumachen
    to \close one's ears ( fig) sich akk taub stellen
    to \close one's eyes seine Augen zumachen [o schließen]
    to \close one's eyes to sth ( fig) die Augen vor etw dat verschließen
    to \close a plant/railway line ein Werk/eine Bahnstrecke stilllegen
    to \close ranks die Reihen schließen
    the party has \closed ranks on the issue die Partei nimmt dem Thema gegenüber eine geschlossene Stellung ein
    to \close a road eine Straße sperren; ECON, FIN
    to \close an account ein Konto auflösen
    2. (bring to an end)
    the matter is \closed der Fall ist abgeschlossen
    the performance was \closed with ‘Auld Lang Syne’ die Aufführung endete mit dem Lied ‚Auld Lang Syne‘
    to \close a bank account ein Konto auflösen
    to \close a case LAW einen Fall abschließen
    case \closed also LAW der Fall ist abgeschlossen
    to \close a deal einen Handel [ab]schließen
    to \close a discussion eine Diskussion beenden
    let's \close this discussion with a brief summary lassen Sie mich diese Diskussion mit einer kurzen Zusammenfassung abschließen
    to \close a meeting eine Besprechung beenden
    ▪ to \close sth etw schließen
    to \close the gap between x and y die Kluft zwischen x und y überwinden
    4. ELEC
    to \close a circuit einen Stromkreis schließen
    to \close a file eine Datei zumachen [o schließen
    6.
    ▶ to \close the stable door after the horse has bolted den Brunnen erst zudecken, wenn das Kind hineingefallen ist prov
    II. vi
    1. (shut) wound sich schließen; door, window, lid zugehen; shop, bank schließen
    her eyes \closed in tiredness vor Müdigkeit fielen ihr die Augen zu
    this box doesn't \close properly diese Kiste geht nicht richtig zu
    2. (shut down) schließen; shop zumachen; factory also stilllegen
    3. (end) zu Ende gehen; meeting schließen; play abgesetzt werden; STOCKEX
    the pound \closed at $1.62 das Pfund schloss mit 1,62 Dollar
    4. (approach) sich akk nähern
    the tanks \closed to within 50 metres of the frontline die Panzer kamen bis auf 50 Meter an die Front heran
    III. n
    1. no pl (end) Ende nt, Schluss m
    to bring [or draw] sth to a \close etw beenden
    to come to a \close zu Ende gehen, enden
    to draw to a \close sich dem Ende zuneigen
    at the \close of business bei Geschäftsschluss
    at the \close of trading bei Börsenschluss
    2. STOCKEX Börsenschluss m
    by the \close bei Börsenschluss
    3. (in cricket)
    4. MUS Kadenz f
    * * *
    I [kləʊs]
    1. adj (+er)
    1) (= near) nahe (
    to +gen), in der Nähe ( to +gen, von) to +gen )

    at close quarters —

    he chose the closest cake — er nahm den Kuchen, der am nächsten lag

    we use this pub because it's close/the closest — wir gehen in dieses Lokal, weil es in der Nähe/am nächsten ist

    2) (in time) nahe (bevorstehend)

    nobody realized how close a nuclear war was — es war niemandem klar, wie nahe ein Atomkrieg bevorstand

    3) (fig) friend, co-operation, connection etc eng; relative nahe; resemblance groß, stark

    they were very close (to each other) — sie waren or standen sich or einander (geh) sehr nahe

    4) (= not spread out) handwriting, print eng; ranks dicht, geschlossen; (fig) argument lückenlos, stichhaltig; reasoning, game geschlossen
    5) (= exact, painstaking) examination, study eingehend, genau; translation originalgetreu; watch streng, scharf

    you have to pay very close attention to the traffic signs —

    to keep a close lookout for sb/sth — scharf nach jdm/etw Ausschau halten

    6) (= stuffy) schwül; (indoors) stickig
    7) (= almost equal) fight, result knapp

    a close election — ein Kopf-an-Kopf-Rennen nt, eine Wahl mit knappem Ausgang

    the vote/election was too close to call — der Ausgang der Abstimmung/Wahl war völlig offen

    8)

    close on sixty/midnight — an die sechzig/kurz vor Mitternacht

    2. adv (+er)
    nahe; (spatially also) dicht

    close to the water/ground —

    the closer the exams came the more nervous he got —

    this pattern comes close/closest to the sort of thing we wanted — dieses Muster kommt dem, was wir uns vorgestellt haben, nahe/am nächsten

    if you get too close up... — wenn du zu nahe herangehst...

    3. n
    (in street names) Hof m; (of cathedral etc) Domhof m; (Scot = outside passage) offener Hausflur II [kləʊz]
    1. vt
    1) (= shut) schließen; eyes, door, shop, window, curtains also zumachen; (permanently) business, shop etc schließen; factory stilllegen; (= block) opening etc verschließen; road sperren

    "closed" — "geschlossen"

    sorry, we're closed — tut uns leid, wir haben geschlossen or zu

    to close one's eyes/ears to sth — sich einer Sache gegenüber blind/taub stellen

    to close the gap between... — die Diskrepanz zwischen... beseitigen

    2) (= bring to an end) church service, meeting schließen, beenden; affair, discussion also abschließen; bank account etc auflösen; sale abschließen
    3) (ELEC) circuit schließen
    2. vi
    1) (= shut, come together) sich schließen; (door, window, box, lid, eyes, wound also) zugehen; (= can be shut) schließen, zugehen; (shop, factory) schließen, zumachen; (factory permanently) stillgelegt werden

    his eyes closed — die Augen fielen ihm zu; (in death) seine Augen schlossen sich

    2) (= come to an end) schließen; (tourist season) aufhören, enden, zu Ende gehen; (THEAT, play) auslaufen
    3) (= approach) sich nähern, näher kommen; (boxers etc) aufeinander losgehen
    4) (COMM: accept offer) abschließen, zu einem Abschluss kommen

    the shares closed at £5 — die Aktien erreichten eine Schlussnotierung von £ 5

    3. n
    Ende nt, Schluss m

    to come to a close — enden, aufhören, zu Ende gehen

    to draw to a close — sich dem Ende nähern, dem Ende zugehen

    to draw or bring sth to a close —

    at/towards (Brit) or toward (US) the close of (the) day — am/gegen Ende des Tages

    * * *
    A adj [kləʊs] (adv → closely)
    1. ver-, geschlossen, (nur präd) zu
    2. obs von Mauern etc umgeben
    3. zurückgezogen, abgeschieden
    4. verborgen, geheim
    5. dumpf, schwül, stickig, drückend
    6. fig verschlossen, verschwiegen, zurückhaltend
    7. geizig, knaus(e)rig
    8. knapp, beschränkt:
    money is close das Geld ist knapp
    9. nicht zugänglich, nicht öffentlich, geschlossen
    10. dicht, fest (Gewebe etc)
    11. eng, (dicht) gedrängt:
    close handwriting enge Schrift
    12. knapp, kurz, bündig (Stil etc)
    13. kurz (Haar)
    14. eng (anliegend) (Kleid etc)
    15. (wort)getreu, genau (Übersetzung)
    16. stark (Ähnlichkeit)
    17. nah, dicht:
    close combat MIL Nahkampf m;
    close fight Handgemenge n, weitS. zähes Ringen, harter Kampf;
    close together dicht beieinander;
    a) nahe oder dicht bei,
    b) (zeitlich) dicht vor (dat), nahe (dat),
    c) fig (jemandem) nahestehend, vertraut mit,
    d) fig eng verwandt oder verbunden mit;
    this subject is very close to me dieses Thema liegt mir sehr am Herzen;
    close to tears den Tränen nahe;
    a speed close to that of sound eine Geschwindigkeit, die dicht an die Schallgrenze herankommt; → bone1 A 1, proximity, range A 5
    18. eng (Freunde):
    he was a close friend of mine, we were close friends wir waren eng befreundet
    19. nah (Verwandte)
    20. fig knapp:
    21. fig scharf, hart, knapp:
    close victory knapper Sieg;
    close election knapper Wahlausgang;
    close finish scharfer Endkampf
    22. gespannt (Aufmerksamkeit)
    23. gründlich, eingehend, scharf, genau:
    close investigation gründliche oder eingehende Untersuchung;
    close observer scharfer Beobachter;
    close questioning strenges Verhör; → inspection 1
    24. streng, scharf:
    close arrest strenge Haft;
    close prisoner streng bewachter Gefangener;
    in close custody unter scharfer Bewachung;
    keep a close watch on scharf im Auge behalten (akk)
    25. streng, logisch, lückenlos (Beweisführung etc)
    26. LING geschlossen (Laut etc): → punctuation 1
    27. MUS eng:
    close harmony enger Satz
    B adv [kləʊs] eng, nahe, dicht:
    a) nahe oder dicht dabei, ganz in der Nähe,
    b) nahe oder dicht bei, neben (dat);
    close at hand nahe bevorstehend;
    close on two hundred fast oder annähernd zweihundert;
    fly close to the ground dicht am Boden fliegen;
    come close to fig dicht herankommen oder -reichen an (akk), fast … sein;
    cut close ganz kurz schneiden;
    keep close in der Nähe bleiben;
    lie ( oder keep) close sich verborgen halten;
    press sb close jemanden hart bedrängen;
    run sb close jemandem dicht auf den Fersen sein;
    if you look closer wenn du näher oder genauer hinsiehst; → wind1 A 1
    C s [kləʊz]
    1. (Ab)Schluss m, Ende n:
    bring to a close eine Versammlung etc beenden;
    come ( oder draw) to a close zu Ende gehen
    2. Schlusswort n
    3. Briefschluss m
    4. MUS Kadenz f, Schluss(fall) m
    5. Handgemenge n, Kampf m
    6. [kləʊs] Br
    a) Einfriedung f, Hof m (einer Kirche, Schule etc)
    b) Gehege n
    c) JUR (eingefriedetes) Grundstück: → breach Bes Redew
    7. [kləʊs] Br (kurze, umbaute) Sackgasse
    8. [kləʊs] schott Hausdurchgang m zum Hof
    D v/t [kləʊz]
    1. (ab-, ver-, zu)schließen, zumachen, COMPUT eine Datei etc schließen: → closed, door Bes Redew, eye A 1, gap 6, heart Bes Redew, mind A 2, rank1 A 7
    2. ein Loch etc verstopfen
    3. a) einen Betrieb, die Schule etc schließen
    b) they had their ground closed for two games SPORT sie bekamen eine Platzsperre für zwei Spiele
    4. ein Gelände, eine Straße (ab)sperren:
    close a road to traffic eine Straße für den Verkehr sperren
    5. die Hand schließen, die Faust ballen
    6. die Sicht versperren
    7. ELEK den Stromkreis schließen
    8. fig beenden, be-, abschließen:
    close a case einen Fall abschließen;
    close the court JUR die Verhandlung schließen;
    close an issue eine (strittige) Sache erledigen;
    close a procession einen Zug beschließen;
    close one’s days seine Tage beschließen (sterben);
    the subject was closed das Thema war beendet
    9. WIRTSCH
    a) ein Konto auflösen
    b) eine Rechnung abschließen: → book A 9
    10. einen Handel, ein Geschäft abschließen
    11. einen Abstand verringern
    12. SCHIFF näher herangehen an (akk):
    close the wind an den Wind gehen
    13. WIRTSCH US → close out A 2
    E v/i [kləʊz]
    1. allg sich schließen (auch Lücke, Wunde etc)
    2. geschlossen werden
    3. schließen, zumachen:
    the shop closes at 5 o’clock
    4. enden, aufhören, zu Ende gehen
    5. schließen ( with the words mit den Worten)
    6. Börse: abschließen (at mit)
    7. heranrücken, sich nähern:
    close (a)round ( oder about) sb jemanden einschließen, jemanden umzingeln
    8. close with sb mit jemandem (handels)einig werden, sich mit jemandem einigen ( beide:
    on über akk)
    9. close with sb mit jemandem handgemein werden oder aneinandergeraten
    10. sich verringern (Abstand, Strecke)
    * * *
    1. adjective
    1) (near in space) dicht; nahe

    be close to something — nahe bei od. an etwas (Dat.) sein

    I wish we lived closer to your parents — ich wünschte, wir würden näher bei deinen Eltern wohnen

    be close to tears/breaking point — den Tränen/einem Zusammenbruch nahe sein

    at close quarters, the building looked less impressive — aus der Nähe betrachtet, wirkte das Gebäude weniger imposant

    2) (near in time) nahe (to an + Dat.)
    3) eng [Freund, Freundschaft, Beziehung, Zusammenarbeit, Verbindung]; nahe [Verwandte, Bekanntschaft]

    be/become close to somebody — jemandem nahe stehen/nahekommen

    4) (rigorous, painstaking) eingehend, genau [Untersuchung, Prüfung, Befragung usw.]
    5) (stifling) stickig [Luft, Raum]; drückend, schwül [Wetter]
    6) (nearly equal) hart [[Wett]kampf, Spiel]; knapp [Ergebnis]

    that was a close call or shave or thing — (coll.) das war knapp!

    7) (nearly matching) wortgetreu [Übersetzung]; getreu, genau [Imitation, Kopie]; groß [Ähnlichkeit]

    be the closest equivalent to something — einer Sache (Dat.) am ehesten entsprechen

    8) eng [Schrift]
    2. adverb
    1) (near) nah[e]

    close on 2 o'clock — kurz vor 2 [Uhr]

    close to somebody/something — nahe bei jemandem/etwas

    it brought them closer together — (fig.) es brachte sie einander näher

    be/come close to tears — den Tränen nahe sein

    2) fest [schließen]; genau [hinsehen]
    3. transitive verb
    1) (shut) schließen, (ugs.) zumachen [Augen, Tür, Fenster, Geschäft]; zuziehen [Vorhang]; (declare shut) schließen [Laden, Geschäft, Fabrik, Betrieb, Werk, Zeche]; stilllegen [Betrieb, Werk, Zeche, Bahnlinie]; sperren [Straße, Brücke]
    2) (conclude) schließen, beenden [Besprechung, Rede, Diskussion]; schließen [Versammlung, Sitzung]
    3) (make smaller) schließen (auch fig.) [Lücke]
    4. intransitive verb
    1) (shut) sich schließen; [Tür:] zugehen (ugs.), sich schließen

    the door/lid doesn't close properly — die Tür/der Deckel schließt nicht richtig

    2) [Laden, Geschäft, Fabrik:] schließen, (ugs.) zumachen; (permanently) [Betrieb, Werk, Zeche:] geschlossen od. stillgelegt werden; [Geschäft:] geschlossen werden, (ugs.) zumachen
    3) (come to an end) zu Ende gehen; enden; (finish speaking) schließen
    5. noun
    1) no pl. Ende, das; Schluss, der

    come or draw to a close — zu Ende gehen

    bring or draw something to a close — einer Sache (Dat.) ein Ende bereiten; etwas zu Ende bringen

    2) (cul-de-sac) Sackgasse, die
    Phrasal Verbs:
    * * *
    v.
    abschließen v.
    schließen v.
    (§ p.,pp.: schloß, geschlossen)
    zumachen v.

    English-german dictionary > close

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