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time-efficient

  • 1 time-efficient

    Un panorama unique de l'anglais et du français > time-efficient

  • 2 cost-and-time efficient

    adj.
    eficiente en costo y tiempo.

    Nuevo Diccionario Inglés-Español > cost-and-time efficient

  • 3 time-and-cost efficient

    adj.
    eficiente en tiempo y costo.

    Nuevo Diccionario Inglés-Español > time-and-cost efficient

  • 4 cost-efficient

    прил.

    This technology is less cost-efficient than it might be. — Эта технология менее эффективна с точки зрения затрат, чем она могла бы быть.

    Unit trusts were a useful and cost-efficient method for private investors to acquire a well-diversified portfolio. — Паевые фонды предлагают полезный или эффективный по затратам метод приобретения частными инвесторами правильно диверсифицированного портфеля.

    Ant:

    Англо-русский экономический словарь > cost-efficient

  • 5 triage

    "The process of prioritizing projects or elements of a project (such as bug fixes) to ensure that available resources are assigned in the most effective, time-efficient, and cost-efficient manner."

    English-Arabic terms dictionary > triage

  • 6 BIOS

    ['baios] n. shkurtesë nga b asic i nput o utput s ystem ( BIOS) sistemi themelor për hyrje-dalje ( informatikë)
    What is BIOS?
    BIOS is an acronym for Basic Input/Output System. It is the boot firmware program on a PC, and controls the computer from the time you start it up until the operating system takes over. When you turn on a PC, the BIOS first conducts a basic hardware check, called a Power-On Self Test (POST), to determine whether all of the attachments are present and working. Then it loads the operating system into your computer's random access memory, or RAM.
    The BIOS also manages data flow between the computer's operating system and attached devices such as the hard disk, video card, keyboard, mouse, and printer.
    The BIOS stores the date, the time, and your system configuration information in a battery-powered, non-volatile memory chip, called a CMOS (Complementary Metal Oxide Semiconductor) after its manufacturing process.
    Although the BIOS is standardized and should rarely require updating, some older BIOS chips may not accommodate new hardware devices. Before the early 1990s, you couldn't update the BIOS without removing and replacing its ROM chip. Contemporary BIOS resides on memory chips such as flash chips or EEPROM (Electrically Erasable Programmable Read-Only Memory), so that you can update the BIOS yourself if necessary.
    For detailed information about BIOS updates, visit:
    What is firmware?
    Firmware consists of programs installed semi-permanently into memory, using various types of programmable ROM chips, such as PROMS, EPROMs, EEPROMs, and flash chips.
    Firmware is non-volatile, and will remain in memory after you turn the system off.
    Often, the term firmware is used to refer specifically to boot firmware, which controls a computer from the time that it is turned on until the primary operating system has taken over. Boot firmware's main function is to initialize the hardware and then to boot (load and execute) the primary operating system. On PCs, the boot firmware is usually referred to as the BIOS.
    What is the difference between memory and disk storage?
    Memory and disk storage both refer to internal storage space in a computer.
    The term memory usually means RAM (Random Access Memory). To refer to hard drive storage, the terms disk space or storage are usually used.
    Typically, computers have much less memory than disk space, because RAM is much more expensive per megabyte than a hard disk. Today, a typical desktop computer might come with 512MB of RAM, and a 40 gigabyte hard disk.
    Virtual memory is disk space that has been designated to act like RAM.
    Computers also contain a small amount of ROM, or read-only memory, containing permanent or semi-permanent (firmware) instructions for checking hardware and starting up the computer. On a PC, this is called the BIOS.
    What is RAM?
    RAM stands for Random Access Memory. RAM provides space for your computer to read and write data to be accessed by the CPU (central processing unit). When people refer to a computer's memory, they usually mean its RAM.
    New computers typically come with at least 256 megabytes (MB) of RAM installed, and can be upgraded to 512MB or even a gigabyte or more.
    If you add more RAM to your computer, you reduce the number of times your CPU must read data from your hard disk. This usually allows your computer to work considerably faster, as RAM is many times faster than a hard disk.
    RAM is volatile, so data stored in RAM stays there only as long as your computer is running. As soon as you turn the computer off, the data stored in RAM disappears.
    When you turn your computer on again, your computer's boot firmware (called BIOS on a PC) uses instructions stored semi-permanently in ROM chips to read your operating system and related files from the disk and load them back into RAM.
    Note: On a PC, different parts of RAM may be more or less easily accessible to programs. For example, cache RAM is made up of very high-speed RAM chips which sit between the CPU and main RAM, storing (i.e., caching) memory accesses by the CPU. Cache RAM helps to alleviate the gap between the speed of a CPU's megahertz rating and the ability of RAM to respond and deliver data. It reduces how often the CPU must wait for data from main memory.
    What is ROM?
    ROM is an acronym for Read-Only Memory. It refers to computer memory chips containing permanent or semi-permanent data. Unlike RAM, ROM is non-volatile; even after you turn off your computer, the contents of ROM will remain.
    Almost every computer comes with a small amount of ROM containing the boot firmware. This consists of a few kilobytes of code that tell the computer what to do when it starts up, e.g., running hardware diagnostics and loading the operating system into RAM. On a PC, the boot firmware is called the BIOS.
    Originally, ROM was actually read-only. To update the programs in ROM, you had to remove and physically replace your ROM chips. Contemporary versions of ROM allow some limited rewriting, so you can usually upgrade firmware such as the BIOS by using installation software. Rewritable ROM chips include PROMs (programmable read-only memory), EPROMs (erasable read-only memory), EEPROMs (electrically erasable programmable read-only memory), and a common variation of EEPROMs called flash memory.
    What is an ACPI BIOS?
    ACPI is an acronym that stands for Advanced Configuration and Power Interface, a power management specification developed by Intel, Microsoft, and Toshiba. ACPI support is built into Windows 98 and later operating systems. ACPI is designed to allow the operating system to control the amount of power provided to each device or peripheral attached to the computer system. This provides much more stable and efficient power management and makes it possible for the operating system to turn off selected devices, such as a monitor or CD-ROM drive, when they are not in use.
    ACPI should help eliminate computer lockup on entering power saving or sleep mode. This will allow for improved power management, especially in portable computer systems where reducing power consumption is critical for extending battery life. ACPI also allows for the computer to be turned on and off by external devices, so that the touch of a mouse or the press of a key will "wake up" the computer. This new feature of ACPI, called OnNow, allows a computer to enter a sleep mode that uses very little power.
    In addition to providing power management, ACPI also evolves the existing Plug and Play BIOS (PnP BIOS) to make adding and configuring new hardware devices easier. This includes support for legacy non-PnP devices and improved support for combining older devices with ACPI hardware, allowing both to work in a more efficient manner in the same computer system. The end result of this is to make the BIOS more PnP compatible.
    What is CMOS?
    CMOS, short for Complementary Metal Oxide Semiconductor, is a low-power, low-heat semiconductor technology used in contemporary microchips, especially useful for battery-powered devices. The specific technology is explained in detail at:
    http://searchsmb.techtarget.com/sDefinition/0,,sid44_gci213860,00.html
    Most commonly, though, the term CMOS is used to refer to small battery-powered configuration chips on system boards of personal computers, where the BIOS stores the date, the time, and system configuration details.
    How do I enter the Setup program in my BIOS?
    Warning: Your BIOS Setup program is very powerful. An incorrect setting could cause your computer not to boot properly. You should make sure you understand what a setting does before you change it.
    You can usually run Setup by pressing a special function key or key combination soon after turning on the computer, during its power-on self test (POST), before the operating system loads (or before the operating system's splash screen shows). During POST, the BIOS usually displays a prompt such as:
    Press F2 to enter Setup
    Many newer computers display a brief screen, usually black and white, with the computer manufacturer's logo during POST.
    Entering the designated keystroke will take you into the BIOS Setup. Common keystrokes to enter the BIOS Setup are F1, F2, F10, and Del.
    On some computers, such as some Gateway or Compaq computers, graphics appear during the POST, and the BIOS information is hidden. You must press Esc to make these graphics disappear. Your monitor will then display the correct keystroke to enter.
    Note: If you press the key too early or too often, the BIOS may display an error message. To avoid this, wait about five seconds after turning the power on, and then press the key once or twice.
    What's the difference between BIOS and CMOS?
    Many people use the terms BIOS (basic input/output system) and CMOS (complementary metal oxide semiconductor) to refer to the same thing. Though they are related, they are distinct and separate components of a computer. The BIOS is the program that starts a computer up, and the CMOS is where the BIOS stores the date, time, and system configuration details it needs to start the computer.
    The BIOS is a small program that controls the computer from the time it powers on until the time the operating system takes over. The BIOS is firmware, which means it cannot store variable data.
    CMOS is a type of memory technology, but most people use the term to refer to the chip that stores variable data for startup. A computer's BIOS will initialize and control components like the floppy and hard drive controllers and the computer's hardware clock, but the specific parameters for startup and initializing components are stored in the CMOS.

    English-Albanian dictionary > BIOS

  • 7 modular data center

    1. модульный центр обработки данных (ЦОД)

     

    модульный центр обработки данных (ЦОД)
    -
    [Интент]

    Параллельные тексты EN-RU

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

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

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

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

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

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

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

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

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

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

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


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

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

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

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

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

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

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

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

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

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

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

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

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


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

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

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

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


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

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

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

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

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

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

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

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

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


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

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


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

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

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

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

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

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

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

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

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

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

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

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

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

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

    Map applications to DC Class

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

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


    Использование систем электропитания постоянного тока.

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

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

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

    Generations of Evolution – some background on our data center designs

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

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

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

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

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

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

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

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

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

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

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

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

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


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

  • 8 method

    метод; процедура; способ
    - antithetic variate method - average ordinate method - average range method - binary search method - conjugate directions method - conjugate gradient method - control chart method - conventional milling method - correlation function method - decision function method - differential control method - Feynman diagram method - first approximation method - gradient projection method - iterative method - large sample method - large sieve method - least-squares regression method - less than fully efficient method - linearly implicit method - method of adjoint gradient - method of algebraic addition - method of alternating directions - method of balanced blocks - method of complex numbers - method of confidence intervals - method of conformal mappings - method of conjugate directions - method of conjugate gradients - method of cyclic descent - method of detached coefficients - method of disjunction of cases - method of divided differences - method of electrical images - method of elimination of quantifiers - method of empty ball - method of extreme values - method of false position - method of feasible directions - method of finite differences - method of first approximation - method of first entrance - method of fitting constants - method of fixed points - method of full enumeration - method of generating functions - method of geometric exhaustion - method of indefinite coefficients - method of infinite descent - method of interval bisection - method of least absolute values - method of least distance - method of least likelihood - method of maximum likelihood - method of means and standard deviations - method of medians and extreme values - method of minimal change - method of minimal variance - method of mirror reflections - method of moving frame - method of multiple comparison - method of orthogonal projections - method of paired associates - method of paired comparisons - method of phase integrals - method of projecting cones - method of proportional parts - method of rotating factors - method of semantic tableaux - method of separation of variables - method of simulaneous displacements - method of stationary phase - method of statistical differentials - method of statistical inference - method of steep variations - method of steepest ascent - method of stochastic approximation - method of straightforward iteration - method of successive displacements - method of successive divisions - method of successive elimination - method of transfinite induction - method of unweighted means - method of variable differences - method of variation of parameters - method of weighted residuals - optimum method - parallel tangents method - precision method - random walk method - recursive method - reduced gradient method - reflected wave method - relative method of measurement - sampling method by variables - statistical sampling method - steepest descent method - time average method

    English-Russian scientific dictionary > method

  • 9 Lean

    I 1. [liːn]
    1) [person, body] snello, magro; [ meat] magro
    2) fig. (difficult) [year, times] difficile
    3) (efficient) [ company] agile, snello
    2.
    nome (meat) magro m.
    ••
    II 1. [liːn]
    verbo transitivo (pass., p.pass. leaned, leant) appoggiare

    to lean one's head out of the window — mettere la testa fuori dalla finestra, sporgersi dalla finestra

    to lean one's elbows on sth. — appoggiarsi con o mettere i gomiti su qcs

    2.
    verbo intransitivo (pass., p.pass. leaned, leant) [wall, building] essere inclinato, pendere
    * * *
    I [li:n] past tense, past participles - leant; verb
    1) (to slope over to one side; not to be upright: The lamp-post had slipped and was leaning across the road.)
    2) (to rest (against, on): She leaned the ladder against the wall; Don't lean your elbows on the table; He leant on the gate.)
    II [li:n] adjective
    1) (thin; not fat: a tall, lean man.)
    2) (not containing much fat: lean meat.)
    3) (poor; not producing much: a lean harvest.)
    * * *
    I [liːn]
    1. adj, - er comp - est superl
    2. n
    (of meat) magro, parte f magra (della carne)
    II [liːn] leaned or leant pt, pp
    1. vi
    1) (gatepost, wall, slope) essere inclinato (-a), pendere

    to lean to(wards) the left/right Pol — avere tendenze di sinistra/di destra

    2)

    (for support: person) to lean on, lean against — appoggiarsi a

    to be leaning against (ladder) essere appoggiato (-a) a or contro

    to lean on sb (also)(fig: for support) appoggiarsi a qn, (fig: put pressure on) far pressione su qn

    2. vt

    (ladder, bicycle) to lean sth against/on sth — appoggiare qc a or contro/su qc

    * * *
    (Surnames) Lean /li:n/
    * * *
    I 1. [liːn]
    1) [person, body] snello, magro; [ meat] magro
    2) fig. (difficult) [year, times] difficile
    3) (efficient) [ company] agile, snello
    2.
    nome (meat) magro m.
    ••
    II 1. [liːn]
    verbo transitivo (pass., p.pass. leaned, leant) appoggiare

    to lean one's head out of the window — mettere la testa fuori dalla finestra, sporgersi dalla finestra

    to lean one's elbows on sth. — appoggiarsi con o mettere i gomiti su qcs

    2.
    verbo intransitivo (pass., p.pass. leaned, leant) [wall, building] essere inclinato, pendere

    English-Italian dictionary > Lean

  • 10 lean

    I 1. [liːn]
    1) [person, body] snello, magro; [ meat] magro
    2) fig. (difficult) [year, times] difficile
    3) (efficient) [ company] agile, snello
    2.
    nome (meat) magro m.
    ••
    II 1. [liːn]
    verbo transitivo (pass., p.pass. leaned, leant) appoggiare

    to lean one's head out of the window — mettere la testa fuori dalla finestra, sporgersi dalla finestra

    to lean one's elbows on sth. — appoggiarsi con o mettere i gomiti su qcs

    2.
    verbo intransitivo (pass., p.pass. leaned, leant) [wall, building] essere inclinato, pendere
    * * *
    I [li:n] past tense, past participles - leant; verb
    1) (to slope over to one side; not to be upright: The lamp-post had slipped and was leaning across the road.)
    2) (to rest (against, on): She leaned the ladder against the wall; Don't lean your elbows on the table; He leant on the gate.)
    II [li:n] adjective
    1) (thin; not fat: a tall, lean man.)
    2) (not containing much fat: lean meat.)
    3) (poor; not producing much: a lean harvest.)
    * * *
    I [liːn]
    1. adj, - er comp - est superl
    2. n
    (of meat) magro, parte f magra (della carne)
    II [liːn] leaned or leant pt, pp
    1. vi
    1) (gatepost, wall, slope) essere inclinato (-a), pendere

    to lean to(wards) the left/right Pol — avere tendenze di sinistra/di destra

    2)

    (for support: person) to lean on, lean against — appoggiarsi a

    to be leaning against (ladder) essere appoggiato (-a) a or contro

    to lean on sb (also)(fig: for support) appoggiarsi a qn, (fig: put pressure on) far pressione su qn

    2. vt

    (ladder, bicycle) to lean sth against/on sth — appoggiare qc a or contro/su qc

    * * *
    lean (1) /li:n/
    A a.
    magro ( anche fig.); scarno; smilzo; sparuto; scarso; povero: a lean man, un uomo magro (o sparuto); a lean profit, un magro profitto; lean years, anni magri; a lean diet, una dieta povera
    B n.
    magro; carne magra
    ● ( slang USA) lean and mean, asciutto; grintoso; pronto a tutto ed energico □ (autom.) lean mixture, miscela povera.
    lean (2) /li:n/
    n. [u]
    inclinazione; pendenza: a steeple with a slight lean, un campanile con una lieve inclinazione
    on the lean, inclinato.
    ♦ (to) lean /li:n/
    (pass. e p. p. leaned, leant NOTA D'USO: -- ed o -t?-)
    A v. i.
    1 inclinarsi; pendere; piegarsi: The willow leans over the pond, il salice pende sopra lo stagno
    2 appoggiarsi: He leaned on his staff, si appoggiava al bastone; Lean on my arm, appoggiati al mio braccio!; ( boxe) to lean on the ropes, appoggiarsi sulle corde
    3 contare (su); fare affidamento (su): to lean on one's connections, contare sulle proprie conoscenze
    4 propendere; essere propenso (o incline) a; tendere a: to lean towards mysticism, tendere al misticismo
    B v. t.
    1 ( anche to lean over) far inclinare; piegare
    2 appoggiare; poggiare: to lean a pole against the wall, appoggiare un palo al muro; to lean one's elbows on the table, poggiare i gomiti sul tavolo
    to lean forward [back], pendere in avanti [all'indietro] □ to lean in, sporgersi verso l'interno; mettere dentro la testa ( a un finestrino d'auto, ecc.) □ (fig.) to lean on sb., fare pressioni su q.: The government is leaning heavily on FIAT to produce cars that burn less fuel, il governo esercita forti pressioni sulla FIAT perché produca automobili che consumino meno carburante □ to lean out of a window, sporgersi da una finestra □ (fig. fam.) to lean over backwards, fare l'impossibile; fare i salti mortali; farsi in quattro □ to lean over a hedge, sporgersi sopra una siepe.
    * * *
    I 1. [liːn]
    1) [person, body] snello, magro; [ meat] magro
    2) fig. (difficult) [year, times] difficile
    3) (efficient) [ company] agile, snello
    2.
    nome (meat) magro m.
    ••
    II 1. [liːn]
    verbo transitivo (pass., p.pass. leaned, leant) appoggiare

    to lean one's head out of the window — mettere la testa fuori dalla finestra, sporgersi dalla finestra

    to lean one's elbows on sth. — appoggiarsi con o mettere i gomiti su qcs

    2.
    verbo intransitivo (pass., p.pass. leaned, leant) [wall, building] essere inclinato, pendere

    English-Italian dictionary > lean

  • 11 Appleton, Sir Edward Victor

    [br]
    b. 6 September 1892 Bradford, England
    d. 21 April 1965 Edinburgh, Scotland
    [br]
    English physicist awarded the Nobel Prize for Physics for his discovery of the ionospheric layer, named after him, which is an efficient reflector of short radio waves, thereby making possible long-distance radio communication.
    [br]
    After early ambitions to become a professional cricketer, Appleton went to St John's College, Cambridge, where he studied under J.J.Thompson and Ernest Rutherford. His academic career interrupted by the First World War, he served as a captain in the Royal Engineers, carrying out investigations into the propagation and fading of radio signals. After the war he joined the Cavendish Laboratory, Cambridge, as a demonstrator in 1920, and in 1924 he moved to King's College, London, as Wheatstone Professor of Physics.
    In the following decade he contributed to developments in valve oscillators (in particular, the "squegging" oscillator, which formed the basis of the first hard-valve time-base) and gained international recognition for research into electromagnetic-wave propagation. His most important contribution was to confirm the existence of a conducting ionospheric layer in the upper atmosphere capable of reflecting radio waves, which had been predicted almost simultaneously by Heaviside and Kennelly in 1902. This he did by persuading the BBC in 1924 to vary the frequency of their Bournemouth transmitter, and he then measured the signal received at Cambridge. By comparing the direct and reflected rays and the daily variation he was able to deduce that the Kennelly- Heaviside (the so-called E-layer) was at a height of about 60 miles (97 km) above the earth and that there was a further layer (the Appleton or F-layer) at about 150 miles (240 km), the latter being an efficient reflector of the shorter radio waves that penetrated the lower layers. During the period 1927–32 and aided by Hartree, he established a magneto-ionic theory to explain the existence of the ionosphere. He was instrumental in obtaining agreement for international co-operation for ionospheric and other measurements in the form of the Second Polar Year (1932–3) and, much later, the International Geophysical Year (1957–8). For all this work, which made it possible to forecast the optimum frequencies for long-distance short-wave communication as a function of the location of transmitter and receiver and of the time of day and year, in 1947 he was awarded the Nobel Prize for Physics.
    He returned to Cambridge as Jacksonian Professor of Natural Philosophy in 1939, and with M.F. Barnett he investigated the possible use of radio waves for radio-location of aircraft. In 1939 he became Secretary of the Government Department of Scientific and Industrial Research, a post he held for ten years. During the Second World War he contributed to the development of both radar and the atomic bomb, and subsequently served on government committees concerned with the use of atomic energy (which led to the establishment of Harwell) and with scientific staff.
    [br]
    Principal Honours and Distinctions
    Knighted (KCB 1941, GBE 1946). Nobel Prize for Physics 1947. FRS 1927. Vice- President, American Institute of Electrical Engineers 1932. Royal Society Hughes Medal 1933. Institute of Electrical Engineers Faraday Medal 1946. Vice-Chancellor, Edinburgh University 1947. Institution of Civil Engineers Ewing Medal 1949. Royal Medallist 1950. Institute of Electrical and Electronics Engineers Medal of Honour 1962. President, British Association 1953. President, Radio Industry Council 1955–7. Légion d'honneur. LLD University of St Andrews 1947.
    Bibliography
    1925, joint paper with Barnett, Nature 115:333 (reports Appleton's studies of the ionosphere).
    1928, "Some notes of wireless methods of investigating the electrical structure of the upper atmosphere", Proceedings of the Physical Society 41(Part III):43. 1932, Thermionic Vacuum Tubes and Their Applications (his work on valves).
    1947, "The investigation and forecasting of ionospheric conditions", Journal of the
    Institution of Electrical Engineers 94, Part IIIA: 186 (a review of British work on the exploration of the ionosphere).
    with J.F.Herd \& R.A.Watson-Watt, British patent no. 235,254 (squegging oscillator).
    Further Reading
    Who Was Who, 1961–70 1972, VI, London: A. \& C.Black (for fuller details of honours). R.Clark, 1971, Sir Edward Appleton, Pergamon (biography).
    J.Jewkes, D.Sawers \& R.Stillerman, 1958, The Sources of Invention.
    KF

    Biographical history of technology > Appleton, Sir Edward Victor

  • 12 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

  • 13 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

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    Англо-русский словарь нормативно-технической терминологии > remote maintenance

  • 14 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

  • 15 worker

    ˈwə:kə сущ. рабочий;
    трудящийся, работник;
    сотрудник to dismiss a worker, fire a worker ≈ уволить рабочего to hire a worker, to take on a worker ≈ нанять рабочего, работника;
    взять кого-л. на работу to make a worker redundant ≈ уволить работника по сокращению штатов to organize, unionize workers ≈ объединять/организовывать/поднимать рабочих (на какой-л. дело) to retrain workers ≈ проводить переподготовку кадров She ate her sandwich alongside several other office workers taking their breakfast. ≈ Она ела свой бутерброд вместе с несколькими другими завтракающими служащими. a call for the workers of the world to uniteпризыв к объединению рабочих всего мира blue-collar worker efficient worker full-time worker idle worker indefatigable worker office worker part-time worker skilled worker social worker unemployed worker unskilled worker white-collar worker Syn: labourer, working man, proletarian, wage-earner рабочий - factory and office *s рабочие и служащие трудящийся, работник;
    сотрудник - brain * работник умственного труда - manual * работник физического труда - professional * лицо свободной профессии или интеллигентного труда - casual * временный работник - disabled * инвалид труда - full-time * работник, занятый полный рабочий день - registered * списочный рабочий - lay * непрофессионал, непрофессиональный работник труженик, работяга( в противоп. idler) рабочая пчела рабочий муравей( книжное) творец - *s of evil злодеи - *s of miracles чудотворцы active ~ активный работник agricultural ~ земледелец agricultural ~ сельскохозяйственный рабочий assembly line ~ рабочий на конвейере auxiliary ~ вспомогательный рабочий blue collar ~ "синий воротничок", работник физического труда blue-collar ~ рабочий boy ~ посыльный casual ~ временный рабочий casual ~ работник, выполняющий случайную работу clerical ~ канцелярский работник community ~ муниципальный работник;
    общинный работник cottage ~ работающий на дому dock ~ докер dock ~ портовый грузчик dock ~ портовый рабочий extension ~ работник службы пропаганды сельскохозяйственных знаний factory ~ работник предприятия farm relief ~ работник по оказанию помощи фермам farm ~ сельскохозяйственный рабочий female ~ работница foreign ~ иностранный рабочий freelance ~ нештатный работник freelance ~ работающий без контракта full-time ~ работник, занятый полный рабочий день girl ~ работница immigrant ~ иностранный рабочий immigrant ~ рабочий-иммигрант industrial ~ промышленный рабочий manual ~ работник физического труда medical social ~ медицинский социальный работник migrant ~ мигрирующий рабочий migrant ~ сезонный рабочий mine ~ = miner mine ~ горняк, шахтер municipal ~ муниципальный служащий nonmanual ~ работник нефизического труда nonmanual ~ служащий nonunionized ~ рабочий не являющийся членом профсоюза office ~ конторский служащий old-age welfare ~ работник по социальному обеспечению престарелых organized ~s организованные трудящиеся, члены профсоюза own account ~ работающий на себя работник;
    работник занимающийся индивидуальной трудовой деятельностью part-time ~ работающий неполное рабочее время part-time ~ рабочий, занятый неполный рабочий день permanent ~ постоянный рабочий plant ~ заводской рабочий plantation ~ рабочий плантации professional ~ профессиональный работник, служащий (бухгалтер, архитектор и т. д.) professional ~ профессиональный рабочий refugee ~ рабочий-беженец research ~ научный работник resident ~ работник, проживающий по месту службы salaried ~ служащий seasonal ~ сезонный рабочий semiskilled ~ недостаточно квалифицированный рабочий semiskilled ~ полуквалифицированный рабочий senior social ~ старший социальный работник shipyard ~ рабочий судостроительного завода short-time ~ временный работник skilled ~ квалифицированный работник skilled ~ квалифицированный рабочий, квалифицированный работник skilled ~ квалифицированный рабочий social ~ социальный работник social ~ участник общественных работ specialized ~ специализированный рабочий temporary ~ временный работник temporary ~ временный рабочий transport ~ работник транспорта unionized ~ рабочий - член профсоюза unpaid family ~ лицо, безвозмездно работающее на семейном предприятии unskilled ~ вспомогательный рабочий unskilled ~ неквалифицированный рабочий unskilled ~ подсобный рабочий wage ~ наемный рабочий welfare ~ работник благотворительной организации white collar ~ работник умственного труда woman ~ работница worker работник ~ рабочий, работник ~ рабочий;
    работник;
    workers of the world, unite! пролетарии всех стран, соединяйтесь! ~ рабочий ~ сотрудник ~ труженик ~ attr. рабочий, трудовой ~ in industry промышленный рабочий ~ рабочий;
    работник;
    workers of the world, unite! пролетарии всех стран, соединяйтесь! youth ~ работник занимающийся вопросами молодежи

    Большой англо-русский и русско-английский словарь > worker

  • 16 work

    1. n
    1) работа; труд; дело
    2) место работы; должность, занятие
    3) действие, функционирование
    4) изделие; изделия, продукция
    5) заготовка; обрабатываемое изделие
    6) pl завод, фабрика, мастерские

    - actual work
    - additional work
    - adjustment work
    - administrative work
    - agency work
    - agricultural work
    - aircraft works
    - ancillary work
    - art work
    - artistic work
    - assembly work
    - auditing work
    - auxiliary work
    - building works
    - casual work
    - civil work
    - civil engineering works
    - clerical work
    - commercial work
    - commission work
    - commissioning work
    - construction works
    - contract work
    - contractor's works
    - daily work
    - day work
    - day-to-day work
    - decorating work
    - decoration work
    - defective work
    - design work
    - double-shift work
    - efficient work
    - engineering work
    - engineering works
    - field work
    - fine work
    - finishing work
    - full-capacity work
    - full-time work
    - future work
    - hand work
    - heavy engineering works
    - high-class work
    - highly mechanized work
    - highly skilled work
    - hired work
    - incentive work
    - installation work
    - integrated works
    - intellectual work
    - iron and steel works
    - joint work
    - laboratory work
    - labour-intensive work
    - lorry works
    - low-paid work
    - machine work
    - maintenance work
    - maker's works
    - managerial work
    - manual work
    - manufacturer's works
    - mechanical work
    - metallurgical works
    - mounting work
    - multishift work
    - night work
    - nonshift work
    - office work
    - one-shift work
    - on-site work
    - outdoor work
    - outstanding work
    - overtime work
    - packing work
    - paid work
    - paper work
    - partial work
    - part-time work
    - patent work
    - permanent work
    - piece work
    - planned work
    - planning work
    - practical work
    - preliminary work
    - preparatory work
    - productive work
    - reconstruction work
    - regular work
    - remedial work
    - repair work
    - rescue work
    - research work
    - routine work
    - rush work
    - rythmical work
    - salvage work
    - satisfactory work
    - scheduled work
    - scientific work
    - seasonal work
    - second-shift work
    - serial work
    - service work
    - shift work
    - short-time work
    - smooth work
    - spare-time work
    - stevedore work
    - stevedoring work
    - subcontract work
    - subcontractor's works
    - subsidiary work
    - survey and research work
    - task work
    - team work
    - temporary work
    - testing work
    - time work
    - two-shift work
    - unhealthy work
    - unskilled work
    - wage work
    - well-paid work
    - work according to the book
    - work at normal working hours
    - work at piece rates
    - work at time rates
    - work by contract
    - work by hire
    - work by the piece
    - work by the rules
    - work for hire
    - work in process
    - work in progress
    - works of art
    - work of development
    - work of equipment
    - work of an exhibition
    - work on a contract
    - work on a contractual basis
    - work on hand
    - work on a project
    - work on schedule
    - work on the site
    - work under way
    - ex works
    - out of work
    - fit for work
    - unfit for work
    - work done
    - work performed
    - accept work
    - accomplish work
    - alter work
    - assess work
    - be at work
    - be behind with one's work
    - begin work
    - bill work
    - be on short time work
    - be thrown out of work
    - carry out work
    - cease work
    - close down the works
    - commence work
    - complete work
    - control work
    - coordinate work
    - correct work
    - do work
    - employ on work
    - entrust with work
    - evaluate work
    - execute work
    - expedite work
    - finalize work
    - finish work
    - fulfil work
    - get work
    - get down to work
    - give out work by contract
    - go ahead with work
    - hold up work
    - improve work
    - inspect work
    - insure work
    - interfere with work
    - interrupt work
    - leave off work
    - look for work
    - organize work
    - pay for work
    - perform work
    - postpone work
    - proceed with work
    - provide work
    - put off work
    - rate work
    - rectify defective work
    - reject work
    - remedy defective work
    - resume work
    - retire from work
    - speed up work
    - start work
    - step up work
    - stop work
    - superintend work
    - supervise work
    - suspend work
    - take over work
    - take up work
    - terminate work
    - undertake work
    2. v
    2) действовать, функционировать

    - work off
    - work out
    - work over
    - work overtime
    - work to rule
    - work up

    English-russian dctionary of contemporary Economics > work

  • 17 control

    1. управление; регулирование; управляемость; стабилизация/ управлять; регулировать
    2. управляющее устройство; регулятор; орган управления, средство управления; рычаг управления; поверхность управления, руль
    3. <pl> система управления; система регулирования
    4. управляющее воздействие, управление; отклонение органа управления; перемещение рычага управления
    6. подавление <напр. колебаний>; предотвращение
    см. тж. control,
    control in the pitch axis
    4-D control
    acceleration control
    adaptable control
    adaptive control
    aerodynamic control
    aeroelastic control
    aileron control
    air traffic control
    airborne control
    aircraft control
    airspeed control
    all-mechanical controls
    antispin controls
    approach control
    area control
    arrival control
    attitude control
    augmented controls
    autopilot control
    bang-bang control
    bank-to-turn control
    bimodal control
    boundary layer control
    bounded control
    BTT control
    buoyancy control
    bus control
    CG control
    cable control
    cable-operated controls
    camber control
    captain`s controls
    center-of-gravity control
    chattering control
    clearance control
    closed-loop control
    closed-loop controls
    cockpit control
    cockpit controls
    collective control
    collective-pitch control
    colocated control
    compensatory control
    configuration control
    continuous control
    cooperative control
    coordinated controls
    corrosion control
    cross controls
    crowd control
    cruise camber control
    cyclic control
    cyclic pitch control
    damper-induced control
    damping control
    decentralized control
    decoupled control
    deformable controls
    deformation control
    descent control
    differential control
    digital control
    direct force control
    direct lateral force control
    direct lift control
    direct lift controls
    direct sideforce control
    direct sideforce controls
    directional control
    directional attitude control
    directional flight path control
    discontinuous control
    discrete control
    displacement control
    distributed control
    divergence control
    drag control
    dual control
    elastic mode control
    electrical signalled control
    elevator control
    en route air traffic control
    engine controls
    error control
    evader control
    FBW controls
    feedback control
    fighter control
    final control
    fine control
    finger-on-glass control
    fingertip control
    finite-time control
    fixed-wing control
    flap control
    Flettner control
    flight control
    flight controls
    flight path control
    flow control
    fluidic control
    flutter control
    flutter mode control
    fly-by-glass control
    fly-by-light controls
    fly-by-wire controls
    flying control
    flying controls
    force control
    force sensitive control
    force sensitive controls
    forebody controls
    fountain control
    fracture control
    friend/foe control
    fuel control
    fuel distribution control
    fuel efficient control
    fuel feed control
    full control
    full nose-down control
    full nose-down to full nose-up control
    full-authority control
    full-authority controls
    full-state control
    full-time fly-by-wire control
    gain-scheduled control
    glide path control
    glideslope control
    ground-based control
    harmonized controls
    head-out control
    head-up control
    heading control
    held controls
    hierarchical control
    high-alpha control
    high-angle-of-attack control
    high-bandpass control
    high-bandwidth control
    high-speed control
    higher harmonic control
    higher harmonic controls
    highly augmented controls
    HOTAS controls
    hover mode control
    hovering control
    hydromechanical control
    in-flight control
    individual blade control
    individual flap cruise camber control
    infra-red emissions control
    inner-loop control
    input control
    input/output control
    integral control
    integrated control
    interactive controls
    intercom/comms controls
    irreversible control
    jet reaction control
    keyboard control
    keyboard controls
    knowledge-based control
    laminar flow control
    lateral control
    lateral-directional control
    leading-edge controls
    left control
    Liapunov optimal control
    linear quadratic Gaussian control
    linear quadratic regulator control
    load factor control
    longitudinal control
    longitudinal cyclic control
    low-bandwidth control
    low-speed control
    LQG control
    Lyapunov optimal control
    maneuver control
    maneuver camber control
    maneuver load control
    maneuvering control
    manual control
    mass-flow control
    microprocessor based control
    MIMO control
    minimax optimal control
    minimum time control
    minimum variance control
    misapplied controls
    mission-critical control
    mixing control
    modal control
    mode controls
    model-following control
    motion control
    multiaxis control
    multiple model control
    multiple-axis control
    multiple-input/multiple-output control
    multisurface control
    multivariable control
    neutral controls
    noise control
    noninertial control
    nonlinear feedback control
    nonunique control
    nose-down control
    nose-down pitch control
    open-loop control
    open-loop controls
    optimal control
    outer-loop control
    oxygen controls
    performance seeking control
    periodic control
    perturbational control
    pilot control
    pilot-induced oscillation prone control
    piloting control
    piloting controls
    pitch control
    pitch plane control
    pitch-recovery control
    pneumatic control
    pneumodynamic control
    pointing control
    positive control
    post stall control
    power control
    powered control
    predictive control
    pressurization control
    preview control
    pro-spin controls
    propeller control
    propeller controls
    proportional plus integral control
    propulsion controls
    propulsion system controls
    pursuer control
    pursuit control
    radio controls
    rate control
    rate controls
    ratio-type controls
    reaction control
    reconfigurable controls
    recovery control
    recovery controls
    reduced order control
    relay control
    remote pilot control
    responsive control
    restructurable control
    reverse control
    reversed control
    ride control
    rigid body control
    robust control
    roll control
    roll attitude control
    roll-axis control
    rotational control
    rotor control
    rudder control
    rudder controls
    rudder-only control
    sea control
    self-tuning control
    sequence control
    servo control
    servo-flap control
    servo-flap controls
    shock control
    shock wave/boundary layer control
    short period response control
    sideforce control
    sidestick control
    sidestick controls
    sight controls
    signature control
    single-axis control
    single-engine control
    single-lever control
    singular perturbation optimal control
    six degree-of-freedom control
    slew control
    slewing control
    sliding mode controls
    smoothed control
    snap-through control
    software-intensive flight controls
    space structure control
    station keeping control
    stepsize control
    stiffness control of structure
    stochastic control
    structural control
    structural mode control
    suboptimal control
    suction boundary layer control
    superaugmented control
    swashplate control
    sweep control
    systems control
    tactical controls
    tail control
    tail rotor control
    tailplane control
    task-oriented control
    task-tailored control
    taxying control
    terminal control
    thin control
    three-surface control
    throttle control
    thrust control
    thrust magnitude control
    tight control
    tilt control
    time-of-arrival control
    time-optimal control
    time/fuel optimal control
    tip clearance control
    to regain control
    torque control
    torque controls
    trailing-edge controls
    transient control
    translational control
    tri-surface control
    trim control
    turn coordination control
    upfront control
    upward-tilted control
    variable structure control
    vectorial control
    vehicular control
    velocity control
    vertical control
    vibration control
    voice actuated controls
    vortex control
    vortex manipulation control
    vortex-lift control
    wing-mounted controls
    yaw control

    Авиасловарь > control

  • 18 work

    1. n
    1) работа, труд; производство
    2) печатный труд, сочинение, произведение
    3) pl предприятие
    4) pl механизм

    to absent oneself from work — совершать прогул

    to appeal to smb to return to work — призывать кого-л. вернуться на работу

    to ban smb from work — запрещать кому-л. работать

    to carry on / out work — выполнять / делать работу, заниматься работой

    to conduct / to do work — выполнять / делать работу, заниматься работой

    to cut / to lessen / to reduce the hours of work — сокращать рабочий день

    to direct and co-ordinate smb's work — направлять и координировать чью-л. деятельность

    to do the donkey workразг. вкалывать, ишачить

    to induce smb to return to work — побуждать кого-л. вернуться на работу

    to initiate work — начинать работу, приступить к работе

    to inspect smb's work — проверять чью-л. работу

    to intensify the work — усиливать работу, интенсифицировать труд

    to load smb with work — загружать кого-л. работой

    to perform the work — выполнять / делать работу, заниматься работой

    to pour sand in the workперен. вставлять палки в колеса

    to return to workвозвращаться на работу (напр. после забастовки)

    to stay away from work — не выходить на работу; бастовать

    to stop work — прекращать работу, бастовать

    to supplement the work of smbдополнять чью-л. работу

    to undertake work — браться за / начинать / предпринимать работу

    - active work
    - allotment of work
    - amount of work
    - brain work
    - casual work
    - classified work
    - collective work
    - contract work
    - contractual work
    - creative work
    - cultural work
    - day-to-day work
    - dead horse work
    - decontamination work
    - development work
    - disincentive to work
    - educational work
    - efficient work
    - emergency work
    - explanatory work
    - extra work
    - field work
    - fruitful work
    - full-time work
    - habits of work
    - hand work
    - hard work
    - health work
    - ideological work
    - improvement in work
    - in search of work
    - independent work
    - international work
    - joint work
    - killing work
    - low-paid work
    - maintenance work
    - manual work
    - mental work
    - odd work
    - office work
    - organizational work
    - out of work
    - overtime work
    - pace of work
    - part-time work
    - person out of work
    - physical work
    - pick-and-shovel work
    - Pickle Work
    - piece work
    - political work
    - practical work
    - preliminary work
    - preparatory work
    - productive work
    - public sector work
    - public work
    - publicity work
    - quality of work
    - regular work
    - relief work
    - research work
    - return to work
    - rush work
    - schedule work
    - seasonal work
    - short-time work
    - skilled work
    - skunk work
    - slovenly work
    - social work
    - subsidiary work
    - task work
    - team work
    - temporary work
    - theoretical works
    - those in work
    - time work
    - undercover works
    - vital work
    - volunteer work
    - wage work
    - wet work
    - work in process
    - year-round work
    2. v
    работать; трудиться

    to work outразрабатывать (план и т.п.)

    to work smth out on paper — разрабатывать что-л. на бумаге

    to work together — работать вместе; сотрудничать

    Politics english-russian dictionary > work

  • 19 make

    [meɪk] n
    1) econ ( brand) Marke f;
    what is the \make, model and year of your car? welche Marke, Modell und welches Baujahr hat dein Auto?;
    the newer \makes of computer are much more user-friendly die neuen Computergenerationen sind viel benutzerfreundlicher
    2) ( search)
    to be on the \make for sex sexhungrig sein; for money geldgierig sein; for power machthungrig sein; for profit profitgierig sein; for career karrieresüchtig sein;
    to put the \make on sb (Am) (sl) versuchen, jdn ins Bett zu kriegen ( fam) vt <made, made>
    1) ( produce)
    to \make sth etw machen; company, factory etw herstellen;
    the pot is made to withstand high temperatures der Topf ist so beschaffen, dass er hohen Temperaturen widerstehen kann;
    ‘made in Taiwan’ ‚in Taiwan hergestellt‘;
    this sweater is made of wool dieser Pullover ist aus Wolle;
    God made the world in 7 days Gott erschuf die Erde in 7 Tagen;
    to \make bread Brot backen;
    to \make clothes Kleider nähen;
    to \make coffee/ soup/ supper Kaffee/Suppe/das Abendessen kochen;
    to \make a copy of sth etw kopieren;
    to \make a movie [or film] einen Film drehen;
    to \make peace Frieden stiften;
    to \make a picture ( fam) ein Foto machen;
    to \make a recording of sth etw aufnehmen;
    to \make a snowman einen Schneemann bauen;
    to \make steel/ a pot Stahl/einen Topf herstellen;
    to \make time sich dat [die] Zeit nehmen;
    to show what one's [really] made of zeigen, was in einem steckt;
    to \make sb sth [or sth for sb] etw für jdn machen;
    he made us some coffee er machte uns Kaffee;
    to be made for sth für etw akk geschaffen sein;
    the doll wasn't made for banging around die Puppe ist nicht dazu gedacht, herumgeschleudert zu werden;
    these two were made for each other die zwei sind wie geschaffen füreinander;
    to \make like sb/ sth ( fam) jdn/etw imitieren [o nachmachen];
    2) ( become)
    to \make sth etw werden;
    I don't think he will ever \make a good lawyer ich glaube, aus ihm wird nie ein guter Rechtsanwalt [werden];
    she'll \make a great mother sie wird eine tolle Mutter abgeben;
    (be) etw sein;
    to \make a good answer/ excuse eine gute Antwort/Entschuldigung sein;
    to \make a wonderful combination eine wunderbare Kombination sein;
    to \make a match gut zusammenpassen;
    to \make fascinating reading faszinierend zu lesen sein;
    ( form) etw bilden;
    let's \make a circle lasst uns einen Kreis bilden
    3) ( cause)
    to \make noise/ a scene/ trouble Lärm/eine Szene/Ärger machen;
    the wind is making my eyes water durch den Wind fangen meine Augen an zu tränen;
    what made you change your mind? wodurch hast du deine Meinung geändert?;
    stories like that \make you think again Geschichten wie diese bringen dich zum Nachdenken;
    you \make things sound so bad du machst alles so schlecht;
    the dark colours \make the room look smaller die dunklen Farben lassen das Zimmer kleiner wirken;
    to \make sb do sth jdn dazu bringen [o ( geh) veranlassen], etw zu tun;
    what made you move here? was brachte dich dazu, hierher zu ziehen?;
    to \make sb laugh jdn zum Lachen bringen;
    to \make oneself look ridiculous sich akk lächerlich machen;
    to \make sb suffer jdn leiden lassen
    4) ( force)
    to \make sb do sth jdn zwingen, etw zu tun;
    go to your room! - no, and you can't \make me! geh auf dein Zimmer! - nein, mich kann keiner zwingen
    5) + adj ( cause to be)
    the good weather made Spain so popular das schöne Wetter hat Spanien so populär gemacht;
    to \make sth easy etw leicht machen;
    to \make oneself heard sich dat Gehör verschaffen;
    to \make oneself known to sb sich akk jdm vorstellen, sich akk mit jdm bekannt machen;
    to \make sth public etw veröffentlichen;
    to \make oneself understood sich akk verständlich machen
    the recycled paper will be made into cardboard das Recyclingpapier wird zu Karton weiterverarbeitet;
    this experience will \make you into a better person diese Erfahrung wird aus dir einen besseren Menschen machen;
    I'll have a steak - no, \make that chicken ich nehme ein Steak - ach nein, ändern Sie das und bringen Sie ein Hühnchen;
    to \make the best of a situation das Beste aus einer Situation machen
    7) ( perform)
    to \make sth etw machen;
    they made about 20 miles a day on foot sie legten etwa 20 Meilen am Tag zu Fuß zurück;
    he made a plausible case for returning home early er überzeugte uns, dass es sinnvoll sei, früh nach Hause zu gehen;
    to \make an appointment einen Termin vereinbaren;
    to \make a bargain ein Schnäppchen schlagen;
    to \make a call anrufen;
    to \make a case for sth etw vertreten;
    to \make a deal einen Handel schließen;
    to \make a decision eine Entscheidung fällen [o treffen];
    to \make a donation eine Spende vornehmen;
    to \make a face ein Gesicht ziehen ( fam)
    to \make a move ( in game) einen Zug machen;
    (in business, personal life) etwas unternehmen;
    ( of body) sich akk bewegen;
    to \make a promise ein Versprechen geben, etw versprechen;
    to \make reservations reservieren;
    to \make small talk Konversation betreiben;
    to \make a speech/ presentation eine Rede/Präsentation halten;
    to \make a start anfangen;
    to \make good time doing sth bei etw dat schnell vorankommen;
    to \make a withdrawal from a bank Geld bei einer Bank abheben
    8) ( amount to)
    to \make sth with numbers etw ergeben;
    five plus five \makes ten fünf und fünf ist zehn;
    if I buy this one, that'll \make it 30 wenn ich diesen hier kaufe, dann macht das zusammen 30;
    today's earthquake \makes five since January mit dem heutigen Erdbeben sind es fünf seit Januar;
    this \makes the third time my car has broken down das ist nun das dritte Mal, dass mein Auto eine Panne hat
    9) (earn, get)
    to \make enemies sich dat Feinde machen;
    to \make a fortune sein Glück machen;
    to \make friends Freundschaften schließen;
    to \make a killing einen Riesengewinn machen;
    to \make a living seinen Lebensunterhalt verdienen;
    to \make money Geld verdienen;
    to \make a name for oneself sich dat einen Namen machen;
    to \make profits/ losses Gewinn/Verlust machen
    to \make sb president/ advisor/ ambassador jdn zum Präsidenten/Berater/Botschafter ernennen
    she \makes a lot of politeness sie legt viel Wert auf Höflichkeit;
    don't \make too much of his grumpiness gib nicht viel auf seine mürrische Art;
    to \make much of sb ( appreciate) viel von jdm halten;
    ( praise) jdn über den grünen Klee loben
    how much do you \make the total? was hast du als Summe errechnet?;
    I \make the answer [to be] 105.6 ich habe als Lösung 105,6 herausbekommen;
    what do you \make the time? was glaubst du, wie viel Uhr es ist?
    13) (fam: get to, reach)
    to \make sth etw schaffen;
    could you \make a meeting at 8 a.m.? schaffst du ein Treffen um 8 Uhr morgens?;
    I barely made it to the meeting ich habe es gerade noch zur Versammlung geschafft;
    we made it to the top of the mountain! wir schafften es bis zur Bergspitze!;
    the fire made the front page das Feuer kam auf die Titelseite;
    to \make the bus/ one's train/ one's plane den Bus/seinen Zug/sein Flugzeug erreichen;
    to \make port Meldung an den Hafen machen;
    to \make the big time ( fam) groß einsteigen ( fam)
    to \make it to the top Karriere machen, es schaffen;
    to \make it es schaffen;
    the patient may not \make it through the night der Patient wird wahrscheinlich die Nacht nicht überstehen;
    he made captain/ sergeant/ manager (Am) er schaffte es zum Kapitän/Feldwebel/Manager;
    to \make the finals/ regionals das Finale/die Bezirksklasse schaffen;
    to \make the grade es schaffen ( fam)
    to \make a team sports sich akk für ein Team qualifizieren
    those curtains really \make the living room diese Vorhänge verschönen das Wohnzimmer ungemein;
    this film has \make his career der Film machte ihn berühmt;
    that made my day! das hat mir den Tag gerettet!;
    you've got it made! du hast ausgesorgt!
    I can't \make anything of this philosophy text ich verstehe diesen Philosophietext nicht;
    to \make head or tail of sth aus etw dat schlau werden;
    I'd love to read his letter but I can't \make head or tail of his writing ich würde liebend gerne seinen Brief lesen, aber ich werde aus seiner Schrift nicht schlau;
    to \make sense of an action/ a word/ an argument den Sinn einer Aktion/eines Wortes/eines Arguments verstehen;
    what do you \make of his speech? was hältst du von seiner Rede?;
    we don't \make much of him wir halten nicht viel von ihm
    to \make love sich akk lieben, miteinander schlafen;
    to \make sb (Am, Aus) (sl) mit jdm ins Bett gehen ( fam)
    he tried to \make her er hat versucht, sie ins Bett zu kriegen ( fam)
    to \make it with sb (fam!) mit jdm ins Bett steigen ( fam)
    PHRASES:
    to \make a beeline [or dash] for sth/sb schnurstracks auf etw/jdn zugehen ( fam)
    to \make a day/an evening of it den ganzen Tag/die ganze Nacht bleiben;
    let's \make a night of it die Nacht ist noch jung;
    to \make a go of it es schaffen, in etw dat Erfolg haben;
    made in heaven perfekt;
    to be made of money Geld wie Heu haben;
    to \make sail naut in See stechen;
    to \make sense Sinn ergeben [o ( fam) machen];
    to \make or break sth/sb das Schicksal von etw/jdm in der Hand haben;
    to \make something of it ( fam) Ärger machen;
    do you want to \make something of it? suchst du Ärger? vi <made, made>
    1) ( chase)
    to \make after sb jdm hinterherjagen; police jdn verfolgen
    2) ( head for)
    to \make for sth auf etw akk zugehen;
    ( by car or bus) auf etw akk zufahren;
    the kids made for the woods to hide die Kinder rannten auf den Wald zu, um sich zu verstecken;
    we made towards the motorway wir fuhren Richtung Autobahn;
    to \make towards the door/ pub/ car auf die Tür/den Pub/das Auto zugehen
    3) (be)
    to \make for sth etw sein;
    ( result in) etw ergeben;
    faster computers \make for a more efficient system schnellere Computer führen zu leistungsfähigeren Systemen;
    Kant \makes for hard reading Kant ist schwer zu lesen
    4) (Am) ((dated) sl: hand over)
    to \make with the money/ jewels Geld/Juwelen [über]geben;
    \make with the money bags, baby! her mit dem Geld, Baby!
    to \make to leave/ eat dinner/ start a fight sich akk anschicken, zu gehen/Abend zu essen/einen Streit anzufangen
    6) ( pretend)
    to \make as if to do sth aussehen, als ob man etw tun wolle;
    he made as if to speak es sah aus, als wolle er sprechen;
    to \make like... (Am) so tun, als ob...;
    the boy made like he was sick so he wouldn't have to go to school der Junge tat so, als ob er krank wäre, damit er nicht zur Schule musste
    PHRASES:
    to \make do [with sth] mit etw dat auskommen [o hinkommen];
    can you \make do with a fiver? reicht dir ein Fünfpfundschein?

    English-German students dictionary > make

  • 20 estimate

    ̘. ̈n.ˈestɪmɪt
    1. сущ.
    1) оценка by smb.'s estimate ≈ по чьей-л. оценке to give, make estimateоценивать an approximate, rough estimateгрубая оценка conservative estimate ≈ консервативная точка зрения preliminary estimateпредварительная оценка written estimate ≈ письменная оценка Syn: opinion
    2) смета;
    калькуляция, определение стоимости Supplementary Estimate, Supplementary Estimatesдополнительные бюджетные ассигнования budgetary estimateсмета бюджетная estimate of expendituresсмета затрат approved estimateутвержденная смета detailed estimateподробная смета
    2. гл.
    1) оценивать, производить оценку, устанавливать цену, стоимость;
    калькулировать The builder estimates the cost of repairing the roof at $
    600. ≈ Строители оценивают стоимость починки крыши в 600 долларов. Syn: value
    2.
    2) оценивать;
    приблизительно подсчитывать, прикидывать I would estimate the size of the garden at
    1. 000 square metres. ≈ Думаю, площадь этого сада 1000 квадратных метров.
    3) считать, полагать, оценивать, давать оценку;
    судить;
    расценивать Bacon could not estimate Shakespeare. ≈ Бэкон не смог оценить шекспира. Syn: consider, judge
    2. оценка - to form an * составить мнение, оченить (положение) - critical * of an author критическая оценка произведений какого-либо автора - to form a correct * of a modern art составить верное представление о современном искусстве - what is your * of the crop? как вы оцениваете урожай?, каково ваше мнение об урожае? - *s of radiation intensity определение интенсивности излучения смета, калькуляция;
    исчисление;
    предварительный подсчет - rough * ориентировочная оценка, приблизительный подсчет - * for funds смета на денежные ассигнования - * of requirements план-заявка - by * по смете, по предварительному подсчету;
    примерно - the bibliography runs by * to 1,650 titles библиография содержит около 1650 названий - on a conservative * по самым скромным подсчетам (сметные) предположения - the Estimates проект( государственного) бюджета (в Великобритании) ;
    проект расходной части бюджета (сметы-заявки ведомств - в США) - budgetary *s бюджетные предположения оценивать, устанавливать стоимость - to * the value of a gem оценить драгоценный камень оценивать, давать оценку;
    выносить суждение, судить ( о чем-либо) - to * the powers of an author судить о таланте писателя, дать оценку таланту писателя - to * highly высоко ценить составлять смету;
    приблизительно подсчитывать, прикидывать - the press *d the number of demonstrators as 2,000 по мнению журналистов, в демонстрации приняло участие по меньшей мере 2 тысячи человек - the age of the icon is *d at two hundred years считаю, что икона была написана 200 лет назад - the population of the country is variously *d at from... to... по разным подсчетам население страны составляет от... до... (специальное) оценивать, делать оценку (величины) absolute ~ абсолютная оценка accounting ~ предварительный учет admissible ~ допустимая оценка approximate ~ приблизительный расчет asymptotically efficient ~ асимптотически эффективная оценка asymptotically unbiased ~ асимптотически несмещенная оценка biased ~ смещенная оценка builder's ~ оценка подрядчика consistent ~ состоятельная оценка cost ~ расчет стоимость cost price ~ оценка цены производства costs ~ оценка затрат depreciation-costing ~ оценка амортизационных отчислений efficient ~ эффективная оценка error ~ оценка погрешности estimate давать оценку ~ исчисление ~ калькуляция ~ оценивать, давать оценку ~ оценивать ~ оценка ~ предварительно подсчитывать ~ предварительный подсчет ~ смета;
    наметка;
    калькуляция;
    the Estimates проект государственного бюджета по расходам (представляемый ежегодно в англ. парламент) ~ смета ~ составлять смету;
    подсчитывать приблизительно;
    прикидывать ~ составлять смету ~ устанавливать стоимость ~ of costs оценка затрат ~ of expenditure смета расходов ~ of loss оценка убытков ~ of maximum precision вчт. оценка максимальной точности ~ of maximum precision вчт. оценка предельной точности ~ of mean вчт. оценка среднего ~ of proceeds оценка доходов ~ смета;
    наметка;
    калькуляция;
    the Estimates проект государственного бюджета по расходам (представляемый ежегодно в англ. парламент) estimates: estimates сметные предположения supplementary: estimates дополнительные бюджетные ассигнования growth ~ оценка роста job ~ оценка стоимости работы least-squares ~ оценка по методу наименьших квадратов lower ~ оценка снизу maximum likelihood ~ оценка максимального правдоподобия minimum-error ~ оценка с минимальной ошибкой minimum-variance ~ оценка с минимальной дисперсией nearly unbiased ~ почти несмещенная оценка numerical ~ числовая оценка on conservative ~ по самой осторожной оценке point ~ точечная оценка preliminary ~ предварительная оценка provisional ~ предварительная оценка reasonable ~ приемлемая оценка regression ~ оценка по методу регрессии rough ~ грубая оценка rough ~ приближенная оценка rough ~ приблизительная оценка rough: ~ estimate приблизительная оценка sample ~ выборочная оценка simplified ~ упрощенная оценка single-value ~ однозначная оценка time ~ оценка продолжительности truncated ~ усеченная оценка unbiased ~ несмещенная оценка uniformly consistent ~ равномерно состоятельная оценка uniformly unbiased ~ равномерно несмещенная оценка uniformly weighted ~ равномерно взвешенная оценка

    Большой англо-русский и русско-английский словарь > estimate

См. также в других словарях:

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  • efficient — 01. She is an extremely [efficient] worker, probably the best in this company. 02. In order to improve [efficiency], we will order a new machine. 03. With today s [efficient] household appliances, people have more time to sit around doing nothing …   Grammatical examples in English

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