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we demand that we be included

  • 1 demand

    demand, US [transcription][dI"m_nd"]
    A n
    1 ( request) demande f ; there have been many demands for his resignation un grand nombre de personnes ont demandé sa démission ; on demand [divorce, abortion, access] à la demande ; Fin [payable, available] à vue ;
    2 ( pressure) exigence f ; the demands of les exigences de ; I have many demands on my time mon temps est très pris ; the purchase will make extra demands on our finances cet achat va entamer encore plus nos finances ;
    3 Econ demande f (for de) ; supply and demand l'offre et la demande ;
    4 ( favour) to be in demand être très demandé ; he's in great demand as a singer c'est un chanteur très demandé.
    B vtr
    1 ( request) demander [reform, release] ; ( very forcefully) exiger [payment, attention, ransom] ; to demand an inquiry réclamer une enquête ; to demand one's money back exiger d'être remboursé ; to demand sth from sb exiger qch de qn ; I demand to know the truth je demande à savoir la vérité ; ( stronger) j'exige de savoir la vérité ; to demand to see sb's licence demander à voir le permis de qn ; she demanded to be let in elle a exigé qu'on la laisse entrer ; to demand that sb do exiger que qn fasse ; we demand that we be included nous demandons à être inclus ;
    2 ( require) [work, situation, employer] demander [patience, skill, time] (of sb de qn) ; ( more imperatively) exiger [punctuality, qualities] ; to demand of sb that exiger de qn que (+ subj).

    Big English-French dictionary > demand

  • 2 benchmark

    •• * Иногда мучаешься с каким-нибудь неожиданно вошедшим в активный оборот словом, а решение (хотя бы частичное) оказывается довольно простым. Пришедшее из технической и экономической лексики в политическую и обиходную слово benchmark не имеет одного удобного эквивалента, хотя мне не раз удавалось использовать слово ориентир – например, environmental quality benchmark – экологический ориентир. В некоторых случаях неплохо также контрольный показатель, эталон; довольно полный набор технических употреблений этого слова можно найти в словарях ABBYY Lingvo.

    •• Это слово часто употреблялось в связи с иракским кризисом. Пример:
    •• Asked if the new U.N. Security Council resolution to be proposed by the United States and Britain would include benchmarks for Iraq’s compliance, Powell said the benchmarks already exist.
    •• Что это – требования, конкретные требования? Контекстуально вполне подходит.
    •• Еще один пример (из Washington Post):
    •• Chile yesterday became the first of the six to declare itself against the resolution. Its U.N. ambassador, Juan Gabriel Valdes, said, “Chile can only support a resolution that includes benchmarks and timetablesfor Iraqi progress.
    •• Французы до последнего времени переводили benchmarks как tâches (задачи, задания). Однако в связи с проектом резолюции Совета Безопасности ООН, который готовили англичане, в New York Times появилось следующее сообщение:
    •• Despite apparent American misgivings about Britain’ s likely participation in a war in Iraq, Prime Minister Tony Blair laid down six new conditions today for Saddam Hussein to avoid war. <...> The six conditions, which Mr. Blair termed benchmarks,” also included a demand that Iraq produce a contentious droneaircraft for inspection or prove that it had been destroyed.
    •• Итак, в данном случае просто условия (вопрос: считать ли этот перевод чисто контекстуальным или включить в число частичных соответствий?) или для пущей важности контрольные требования/условия.

    English-Russian nonsystematic dictionary > benchmark

  • 3 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.


    Тематики

    Синонимы

    EN

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

  • 4 History of volleyball

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

    English-Albanian dictionary > History of volleyball

  • 5 near cash

    !
    гос. фин. The resource budget contains a separate control total for “near cash” expenditure, that is expenditure such as pay and current grants which impacts directly on the measure of the golden rule.
    This paper provides background information on the framework for the planning and control of public expenditure in the UK which has been operated since the 1998 Comprehensive Spending Review (CSR). It sets out the different classifications of spending for budgeting purposes and why these distinctions have been adopted. It discusses how the public expenditure framework is designed to ensure both sound public finances and an outcome-focused approach to public expenditure.
    The UK's public spending framework is based on several key principles:
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    consistency with a long-term, prudent and transparent regime for managing the public finances as a whole;
    " "
    the judgement of success by policy outcomes rather than resource inputs;
    " "
    strong incentives for departments and their partners in service delivery to plan over several years and plan together where appropriate so as to deliver better public services with greater cost effectiveness; and
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    the proper costing and management of capital assets to provide the right incentives for public investment.
    The Government sets policy to meet two firm fiscal rules:
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    the Golden Rule states that over the economic cycle, the Government will borrow only to invest and not to fund current spending; and
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    the Sustainable Investment Rule states that net public debt as a proportion of GDP will be held over the economic cycle at a stable and prudent level. Other things being equal, net debt will be maintained below 40 per cent of GDP over the economic cycle.
    Achievement of the fiscal rules is assessed by reference to the national accounts, which are produced by the Office for National Statistics, acting as an independent agency. The Government sets its spending envelope to comply with these fiscal rules.
    Departmental Expenditure Limits ( DEL) and Annually Managed Expenditure (AME)
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    Departmental Expenditure Limit ( DEL) spending, which is planned and controlled on a three year basis in Spending Reviews; and
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    Annually Managed Expenditure ( AME), which is expenditure which cannot reasonably be subject to firm, multi-year limits in the same way as DEL. AME includes social security benefits, local authority self-financed expenditure, debt interest, and payments to EU institutions.
    More information about DEL and AME is set out below.
    In Spending Reviews, firm DEL plans are set for departments for three years. To ensure consistency with the Government's fiscal rules departments are set separate resource (current) and capital budgets. The resource budget contains a separate control total for “near cash” expenditure, that is expenditure such as pay and current grants which impacts directly on the measure of the golden rule.
    To encourage departments to plan over the medium term departments may carry forward unspent DEL provision from one year into the next and, subject to the normal tests for tautness and realism of plans, may be drawn down in future years. This end-year flexibility also removes any incentive for departments to use up their provision as the year end approaches with less regard to value for money. For the full benefits of this flexibility and of three year plans to feed through into improved public service delivery, end-year flexibility and three year budgets should be cascaded from departments to executive agencies and other budget holders.
    Three year budgets and end-year flexibility give those managing public services the stability to plan their operations on a sensible time scale. Further, the system means that departments cannot seek to bid up funds each year (before 1997, three year plans were set and reviewed in annual Public Expenditure Surveys). So the credibility of medium-term plans has been enhanced at both central and departmental level.
    Departments have certainty over the budgetary allocation over the medium term and these multi-year DEL plans are strictly enforced. Departments are expected to prioritise competing pressures and fund these within their overall annual limits, as set in Spending Reviews. So the DEL system provides a strong incentive to control costs and maximise value for money.
    There is a small centrally held DEL Reserve. Support from the Reserve is available only for genuinely unforeseeable contingencies which departments cannot be expected to manage within their DEL.
    AME typically consists of programmes which are large, volatile and demand-led, and which therefore cannot reasonably be subject to firm multi-year limits. The biggest single element is social security spending. Other items include tax credits, Local Authority Self Financed Expenditure, Scottish Executive spending financed by non-domestic rates, and spending financed from the proceeds of the National Lottery.
    AME is reviewed twice a year as part of the Budget and Pre-Budget Report process reflecting the close integration of the tax and benefit system, which was enhanced by the introduction of tax credits.
    AME is not subject to the same three year expenditure limits as DEL, but is still part of the overall envelope for public expenditure. Affordability is taken into account when policy decisions affecting AME are made. The Government has committed itself not to take policy measures which are likely to have the effect of increasing social security or other elements of AME without taking steps to ensure that the effects of those decisions can be accommodated prudently within the Government's fiscal rules.
    Given an overall envelope for public spending, forecasts of AME affect the level of resources available for DEL spending. Cautious estimates and the AME margin are built in to these AME forecasts and reduce the risk of overspending on AME.
    Together, DEL plus AME sum to Total Managed Expenditure (TME). TME is a measure drawn from national accounts. It represents the current and capital spending of the public sector. The public sector is made up of central government, local government and public corporations.
    Resource and Capital Budgets are set in terms of accruals information. Accruals information measures resources as they are consumed rather than when the cash is paid. So for example the Resource Budget includes a charge for depreciation, a measure of the consumption or wearing out of capital assets.
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    Non cash charges in budgets do not impact directly on the fiscal framework. That may be because the national accounts use a different way of measuring the same thing, for example in the case of the depreciation of departmental assets. Or it may be that the national accounts measure something different: for example, resource budgets include a cost of capital charge reflecting the opportunity cost of holding capital; the national accounts include debt interest.
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    Within the Resource Budget DEL, departments have separate controls on:
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    Near cash spending, the sub set of Resource Budgets which impacts directly on the Golden Rule; and
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    The amount of their Resource Budget DEL that departments may spend on running themselves (e.g. paying most civil servants’ salaries) is limited by Administration Budgets, which are set in Spending Reviews. Administration Budgets are used to ensure that as much money as practicable is available for front line services and programmes. These budgets also help to drive efficiency improvements in departments’ own activities. Administration Budgets exclude the costs of frontline services delivered directly by departments.
    The Budget preceding a Spending Review sets an overall envelope for public spending that is consistent with the fiscal rules for the period covered by the Spending Review. In the Spending Review, the Budget AME forecast for year one of the Spending Review period is updated, and AME forecasts are made for the later years of the Spending Review period.
    The 1998 Comprehensive Spending Review ( CSR), which was published in July 1998, was a comprehensive review of departmental aims and objectives alongside a zero-based analysis of each spending programme to determine the best way of delivering the Government's objectives. The 1998 CSR allocated substantial additional resources to the Government's key priorities, particularly education and health, for the three year period from 1999-2000 to 2001-02.
    Delivering better public services does not just depend on how much money the Government spends, but also on how well it spends it. Therefore the 1998 CSR introduced Public Service Agreements (PSAs). Each major government department was given its own PSA setting out clear targets for achievements in terms of public service improvements.
    The 1998 CSR also introduced the DEL/ AME framework for the control of public spending, and made other framework changes. Building on the investment and reforms delivered by the 1998 CSR, successive spending reviews in 2000, 2002 and 2004 have:
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    provided significant increase in resources for the Government’s priorities, in particular health and education, and cross-cutting themes such as raising productivity; extending opportunity; and building strong and secure communities;
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    enabled the Government significantly to increase investment in public assets and address the legacy of under investment from past decades. Departmental Investment Strategies were introduced in SR2000. As a result there has been a steady increase in public sector net investment from less than ¾ of a per cent of GDP in 1997-98 to 2¼ per cent of GDP in 2005-06, providing better infrastructure across public services;
    " "
    introduced further refinements to the performance management framework. PSA targets have been reduced in number over successive spending reviews from around 300 to 110 to give greater focus to the Government’s highest priorities. The targets have become increasingly outcome-focused to deliver further improvements in key areas of public service delivery across Government. They have also been refined in line with the conclusions of the Devolving Decision Making Review to provide a framework which encourages greater devolution and local flexibility. Technical Notes were introduced in SR2000 explaining how performance against each PSA target will be measured; and
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    not only allocated near cash spending to departments, but also – since SR2002 - set Resource DEL plans for non cash spending.
    To identify what further investments and reforms are needed to equip the UK for the global challenges of the decade ahead, on 19 July 2005 the Chief Secretary to the Treasury announced that the Government intends to launch a second Comprehensive Spending Review (CSR) reporting in 2007.
    A decade on from the first CSR, the 2007 CSR will represent a long-term and fundamental review of government expenditure. It will cover departmental allocations for 2008-09, 2009-10 and 2010 11. Allocations for 2007-08 will be held to the agreed figures already announced by the 2004 Spending Review. To provide a rigorous analytical framework for these departmental allocations, the Government will be taking forward a programme of preparatory work over 2006 involving:
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    an assessment of what the sustained increases in spending and reforms to public service delivery have achieved since the first CSR. The assessment will inform the setting of new objectives for the decade ahead;
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    an examination of the key long-term trends and challenges that will shape the next decade – including demographic and socio-economic change, globalisation, climate and environmental change, global insecurity and technological change – together with an assessment of how public services will need to respond;
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    to release the resources needed to address these challenges, and to continue to secure maximum value for money from public spending over the CSR period, a set of zero-based reviews of departments’ baseline expenditure to assess its effectiveness in delivering the Government’s long-term objectives; together with
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    further development of the efficiency programme, building on the cross cutting areas identified in the Gershon Review, to embed and extend ongoing efficiency savings into departmental expenditure planning.
    The 2007 CSR also offers the opportunity to continue to refine the PSA framework so that it drives effective delivery and the attainment of ambitious national standards.
    Public Service Agreements (PSAs) were introduced in the 1998 CSR. They set out agreed targets detailing the outputs and outcomes departments are expected to deliver with the resources allocated to them. The new spending regime places a strong emphasis on outcome targets, for example in providing for better health and higher educational standards or service standards. The introduction in SR2004 of PSA ‘standards’ will ensure that high standards in priority areas are maintained.
    The Government monitors progress against PSA targets, and departments report in detail twice a year in their annual Departmental Reports (published in spring) and in their autumn performance reports. These reports provide Parliament and the public with regular updates on departments’ performance against their targets.
    Technical Notes explain how performance against each PSA target will be measured.
    To make the most of both new investment and existing assets, there needs to be a coherent long term strategy against which investment decisions are taken. Departmental Investment Strategies (DIS) set out each department's plans to deliver the scale and quality of capital stock needed to underpin its objectives. The DIS includes information about the department's existing capital stock and future plans for that stock, as well as plans for new investment. It also sets out the systems that the department has in place to ensure that it delivers its capital programmes effectively.
    This document was updated on 19 December 2005.
    Near-cash resource expenditure that has a related cash implication, even though the timing of the cash payment may be slightly different. For example, expenditure on gas or electricity supply is incurred as the fuel is used, though the cash payment might be made in arrears on aquarterly basis. Other examples of near-cash expenditure are: pay, rental.Net cash requirement the upper limit agreed by Parliament on the cash which a department may draw from theConsolidated Fund to finance the expenditure within the ambit of its Request forResources. It is equal to the agreed amount of net resources and net capital less non-cashitems and working capital.Non-cash cost costs where there is no cash transaction but which are included in a body’s accounts (or taken into account in charging for a service) to establish the true cost of all the resourcesused.Non-departmental a body which has a role in the processes of government, but is not a government public body, NDPBdepartment or part of one. NDPBs accordingly operate at arm’s length from governmentMinisters.Notional cost of a cost which is taken into account in setting fees and charges to improve comparability with insuranceprivate sector service providers.The charge takes account of the fact that public bodies donot generally pay an insurance premium to a commercial insurer.the independent body responsible for collecting and publishing official statistics about theUK’s society and economy. (At the time of going to print legislation was progressing tochange this body to the Statistics Board).Office of Government an office of the Treasury, with a status similar to that of an agency, which aims to maximise Commerce, OGCthe government’s purchasing power for routine items and combine professional expertiseto bear on capital projects.Office of the the government department responsible for discharging the Paymaster General’s statutoryPaymaster General,responsibilities to hold accounts and make payments for government departments and OPGother public bodies.Orange bookthe informal title for Management of Risks: Principles and Concepts, which is published by theTreasury for the guidance of public sector bodies.Office for NationalStatistics, ONS60Managing Public Money
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    GLOSSARYOverdraftan account with a negative balance.Parliament’s formal agreement to authorise an activity or expenditure.Prerogative powerspowers exercisable under the Royal Prerogative, ie powers which are unique to the Crown,as contrasted with common-law powers which may be available to the Crown on the samebasis as to natural persons.Primary legislationActs which have been passed by the Westminster Parliament and, where they haveappropriate powers, the Scottish Parliament and the Northern Ireland Assembly. Begin asBills until they have received Royal Assent.arrangements under which a public sector organisation contracts with a private sectorentity to construct a facility and provide associated services of a specified quality over asustained period. See annex 7.5.Proprietythe principle that patterns of resource consumption should respect Parliament’s intentions,conventions and control procedures, including any laid down by the PAC. See box 2.4.Public Accountssee Committee of Public Accounts.CommitteePublic corporationa trading body controlled by central government, local authority or other publiccorporation that has substantial day to day operating independence. See section 7.8.Public Dividend finance provided by government to public sector bodies as an equity stake; an alternative to Capital, PDCloan finance.Public Service sets out what the public can expect the government to deliver with its resources. EveryAgreement, PSAlarge government department has PSA(s) which specify deliverables as targets or aimsrelated to objectives.a structured arrangement between a public sector and a private sector organisation tosecure an outcome delivering good value for money for the public sector. It is classified tothe public or private sector according to which has more control.Rate of returnthe financial remuneration delivered by a particular project or enterprise, expressed as apercentage of the net assets employed.Regularitythe principle that resource consumption should accord with the relevant legislation, therelevant delegated authority and this document. See box 2.4.Request for the functional level into which departmental Estimates may be split. RfRs contain a number Resources, RfRof functions being carried out by the department in pursuit of one or more of thatdepartment’s objectives.Resource accountan accruals account produced in line with the Financial Reporting Manual (FReM).Resource accountingthe system under which budgets, Estimates and accounts are constructed in a similar wayto commercial audited accounts, so that both plans and records of expenditure allow in fullfor the goods and services which are to be, or have been, consumed – ie not just the cashexpended.Resource budgetthe means by which the government plans and controls the expenditure of resources tomeet its objectives.Restitutiona legal concept which allows money and property to be returned to its rightful owner. Ittypically operates where another person can be said to have been unjustly enriched byreceiving such monies.Return on capital the ratio of profit to capital employed of an accounting entity during an identified period.employed, ROCEVarious measures of profit and of capital employed may be used in calculating the ratio.Public Privatepartnership, PPPPrivate Finance Initiative, PFIParliamentaryauthority61Managing Public Money
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    GLOSSARYRoyal charterthe document setting out the powers and constitution of a corporation established underprerogative power of the monarch acting on Privy Council advice.Second readingthe second formal time that a House of Parliament may debate a bill, although in practicethe first substantive debate on its content. If successful, it is deemed to denoteParliamentary approval of the principle of the proposed legislation.Secondary legislationlaws, including orders and regulations, which are made using powers in primary legislation.Normally used to set out technical and administrative provision in greater detail thanprimary legislation, they are subject to a less intense level of scrutiny in Parliament.European legislation is,however,often implemented in secondary legislation using powers inthe European Communities Act 1972.Service-level agreement between parties, setting out in detail the level of service to be performed.agreementWhere agreements are between central government bodies, they are not legally a contractbut have a similar function.Shareholder Executive a body created to improve the government’s performance as a shareholder in businesses.Spending reviewsets out the key improvements in public services that the public can expect over a givenperiod. It includes a thorough review of departmental aims and objectives to find the bestway of delivering the government’s objectives, and sets out the spending plans for the givenperiod.State aidstate support for a domestic body or company which could distort EU competition and sois not usually allowed. See annex 4.9.Statement of Excessa formal statement detailing departments’ overspends prepared by the Comptroller andAuditor General as a result of undertaking annual audits.Statement on Internal an annual statement that Accounting Officers are required to make as part of the accounts Control, SICon a range of risk and control issues.Subheadindividual elements of departmental expenditure identifiable in Estimates as single cells, forexample cell A1 being administration costs within a particular line of departmental spending.Supplyresources voted by Parliament in response to Estimates, for expenditure by governmentdepartments.Supply Estimatesa statement of the resources the government needs in the coming financial year, and forwhat purpose(s), by which Parliamentary authority is sought for the planned level ofexpenditure and income.Target rate of returnthe rate of return required of a project or enterprise over a given period, usually at least a year.Third sectorprivate sector bodies which do not act commercially,including charities,social and voluntaryorganisations and other not-for-profit collectives. See annex 7.7.Total Managed a Treasury budgeting term which covers all current and capital spending carried out by the Expenditure,TMEpublic sector (ie not just by central departments).Trading fundan organisation (either within a government department or forming one) which is largely orwholly financed from commercial revenue generated by its activities. Its Estimate shows itsnet impact, allowing its income from receipts to be devoted entirely to its business.Treasury Minutea formal administrative document drawn up by the Treasury, which may serve a wide varietyof purposes including seeking Parliamentary approval for the use of receipts asappropriations in aid, a remission of some or all of the principal of voted loans, andresponding on behalf of the government to reports by the Public Accounts Committee(PAC).62Managing Public Money
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    GLOSSARY63Managing Public MoneyValue for moneythe process under which organisation’s procurement, projects and processes aresystematically evaluated and assessed to provide confidence about suitability, effectiveness,prudence,quality,value and avoidance of error and other waste,judged for the public sectoras a whole.Virementthe process through which funds are moved between subheads such that additionalexpenditure on one is met by savings on one or more others.Votethe process by which Parliament approves funds in response to supply Estimates.Voted expenditureprovision for expenditure that has been authorised by Parliament. Parliament ‘votes’authority for public expenditure through the Supply Estimates process. Most expenditureby central government departments is authorised in this way.Wider market activity activities undertaken by central government organisations outside their statutory duties,using spare capacity and aimed at generating a commercial profit. See annex 7.6.Windfallmonies received by a department which were not anticipated in the spending review.
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    Англо-русский экономический словарь > near cash

  • 6 remote maintenance

    1. дистанционное техническое обслуживание

     

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

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

    Service from afar

    Дистанционный сервис

    ABB’s Remote Service concept is revolutionizing the robotics industry

    Разработанная АББ концепция дистанционного обслуживания Remote Service революционизирует робототехнику

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

    MyRobot: 24-hour remote access

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

    Тематики

    • тех. обсл. и ремонт средств электросвязи

    Обобщающие термины

    EN

    Англо-русский словарь нормативно-технической терминологии > remote maintenance

  • 7 remote sevice

    1. дистанционное техническое обслуживание

     

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

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

    Service from afar

    Дистанционный сервис

    ABB’s Remote Service concept is revolutionizing the robotics industry

    Разработанная АББ концепция дистанционного обслуживания Remote Service революционизирует робототехнику

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

    MyRobot: 24-hour remote access

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

    Тематики

    • тех. обсл. и ремонт средств электросвязи

    Обобщающие термины

    EN

    Англо-русский словарь нормативно-технической терминологии > remote sevice

  • 8 Parker, George Safford

    SUBJECT AREA: Paper and printing
    [br]
    b. 1 November 1863 Shullsberg, Wisconsin, USA
    d. 19 July 1937 USA
    [br]
    American perfector of the fountain pen and founder of the Parker Pen Company.
    [br]
    Parker was born of English immigrant stock and grew up on his parents' farm in Iowa. He matriculated at Upper Iowa University and then joined the Valentine School of Telegraphy at Jamesville, Wisconsin: within a year he was on the staff. He supplemented his meagre school-master's pay by selling fountain pens to his students. He found that the pens needed constant attention, and his students were continually bringing them back to him for repair. The more he sold, the more he repaired. The work furnished him, first, with a detailed knowledge of the design and construction of the fountain pen and then with the thought that he could make a better pen himself. He gave up his teaching career and in 1888 began experimenting. He established his own company and in the following year he registered his first patent. The Parker Pen Company was formally incorporated on 8 March 1892.
    In the following years he patented many improvements, including the Lucky Curve pen and ink-feed system, patented in 1894. That was the real breakthrough for Parker and the pen was an immediate success. It solved the problem that had bedevilled the fountain pen before and since, by incorporating an ink-feed system that ensured a free and uniform flow of ink to where it was wanted, the nib, and not to other undesirable places.
    Parker established a reputation for manufacturing high-quality pens that looked good and worked well and reliably. The pens were in demand worldwide and the company grew.
    During the First World War, Parker introduced the Trench Pen for use on the Western Front. A tablet of pigment was inserted in a blind cap at the end of the pen. When this tablet was placed in the barrel and the barrel was filled with water, the pen was ready for use.
    Later developments included the Duofold pen, designed and launched in 1920. It had an enlarged ink capacity, a red barrel and a twentyfive-year guarantee on the nib. It became immensely popular with the public and was the flagship product throughout the 1920s and early 1930s, until the Vacumatic was launched in 1933.
    Parker handed over control of the company to this two sons, Kenneth and Russell, during the 1920s, remaining President until his retirement in 1933.
    [br]
    Further Reading
    Obituary, 1937, Jamesville Gazette 19 July (an appreciation by the architect Frank Lloyd Wright was published simultaneously). No biography has appeared, but Parker gave details of his career in an article in Systems
    Review, October 1926.
    LRD

    Biographical history of technology > Parker, George Safford

  • 9 Stephenson, Robert

    [br]
    b. 16 October 1803 Willington Quay, Northumberland, England
    d. 12 October 1859 London, England
    [br]
    English engineer who built the locomotive Rocket and constructed many important early trunk railways.
    [br]
    Robert Stephenson's father was George Stephenson, who ensured that his son was educated to obtain the theoretical knowledge he lacked himself. In 1821 Robert Stephenson assisted his father in his survey of the Stockton \& Darlington Railway and in 1822 he assisted William James in the first survey of the Liverpool \& Manchester Railway. He then went to Edinburgh University for six months, and the following year Robert Stephenson \& Co. was named after him as Managing Partner when it was formed by himself, his father and others. The firm was to build stationary engines, locomotives and railway rolling stock; in its early years it also built paper-making machinery and did general engineering.
    In 1824, however, Robert Stephenson accepted, perhaps in reaction to an excess of parental control, an invitation by a group of London speculators called the Colombian Mining Association to lead an expedition to South America to use steam power to reopen gold and silver mines. He subsequently visited North America before returning to England in 1827 to rejoin his father as an equal and again take charge of Robert Stephenson \& Co. There he set about altering the design of steam locomotives to improve both their riding and their steam-generating capacity. Lancashire Witch, completed in July 1828, was the first locomotive mounted on steel springs and had twin furnace tubes through the boiler to produce a large heating surface. Later that year Robert Stephenson \& Co. supplied the Stockton \& Darlington Railway with a wagon, mounted for the first time on springs and with outside bearings. It was to be the prototype of the standard British railway wagon. Between April and September 1829 Robert Stephenson built, not without difficulty, a multi-tubular boiler, as suggested by Henry Booth to George Stephenson, and incorporated it into the locomotive Rocket which the three men entered in the Liverpool \& Manchester Railway's Rainhill Trials in October. Rocket, was outstandingly successful and demonstrated that the long-distance steam railway was practicable.
    Robert Stephenson continued to develop the locomotive. Northumbrian, built in 1830, had for the first time, a smokebox at the front of the boiler and also the firebox built integrally with the rear of the boiler. Then in Planet, built later the same year, he adopted a layout for the working parts used earlier by steam road-coach pioneer Goldsworthy Gurney, placing the cylinders, for the first time, in a nearly horizontal position beneath the smokebox, with the connecting rods driving a cranked axle. He had evolved the definitive form for the steam locomotive.
    Also in 1830, Robert Stephenson surveyed the London \& Birmingham Railway, which was authorized by Act of Parliament in 1833. Stephenson became Engineer for construction of the 112-mile (180 km) railway, probably at that date the greatest task ever undertaken in of civil engineering. In this he was greatly assisted by G.P.Bidder, who as a child prodigy had been known as "The Calculating Boy", and the two men were to be associated in many subsequent projects. On the London \& Birmingham Railway there were long and deep cuttings to be excavated and difficult tunnels to be bored, notoriously at Kilsby. The line was opened in 1838.
    In 1837 Stephenson provided facilities for W.F. Cooke to make an experimental electrictelegraph installation at London Euston. The directors of the London \& Birmingham Railway company, however, did not accept his recommendation that they should adopt the electric telegraph and it was left to I.K. Brunel to instigate the first permanent installation, alongside the Great Western Railway. After Cooke formed the Electric Telegraph Company, Stephenson became a shareholder and was Chairman during 1857–8.
    Earlier, in the 1830s, Robert Stephenson assisted his father in advising on railways in Belgium and came to be increasingly in demand as a consultant. In 1840, however, he was almost ruined financially as a result of the collapse of the Stanhope \& Tyne Rail Road; in return for acting as Engineer-in-Chief he had unwisely accepted shares, with unlimited liability, instead of a fee.
    During the late 1840s Stephenson's greatest achievements were the design and construction of four great bridges, as part of railways for which he was responsible. The High Level Bridge over the Tyne at Newcastle and the Royal Border Bridge over the Tweed at Berwick were the links needed to complete the East Coast Route from London to Scotland. For the Chester \& Holyhead Railway to cross the Menai Strait, a bridge with spans as long-as 460 ft (140 m) was needed: Stephenson designed them as wrought-iron tubes of rectangular cross-section, through which the trains would pass, and eventually joined the spans together into a tube 1,511 ft (460 m) long from shore to shore. Extensive testing was done beforehand by shipbuilder William Fairbairn to prove the method, and as a preliminary it was first used for a 400 ft (122 m) span bridge at Conway.
    In 1847 Robert Stephenson was elected MP for Whitby, a position he held until his death, and he was one of the exhibition commissioners for the Great Exhibition of 1851. In the early 1850s he was Engineer-in-Chief for the Norwegian Trunk Railway, the first railway in Norway, and he also built the Alexandria \& Cairo Railway, the first railway in Africa. This included two tubular bridges with the railway running on top of the tubes. The railway was extended to Suez in 1858 and for several years provided a link in the route from Britain to India, until superseded by the Suez Canal, which Stephenson had opposed in Parliament. The greatest of all his tubular bridges was the Victoria Bridge across the River St Lawrence at Montreal: after inspecting the site in 1852 he was appointed Engineer-in-Chief for the bridge, which was 1 1/2 miles (2 km) long and was designed in his London offices. Sadly he, like Brunel, died young from self-imposed overwork, before the bridge was completed in 1859.
    [br]
    Principal Honours and Distinctions
    FRS 1849. President, Institution of Mechanical Engineers 1849. President, Institution of Civil Engineers 1856. Order of St Olaf (Norway). Order of Leopold (Belgium). Like his father, Robert Stephenson refused a knighthood.
    Further Reading
    L.T.C.Rolt, 1960, George and Robert Stephenson, London: Longman (a good modern biography).
    J.C.Jeaffreson, 1864, The Life of Robert Stephenson, London: Longman (the standard nine-teenth-century biography).
    M.R.Bailey, 1979, "Robert Stephenson \& Co. 1823–1829", Transactions of the Newcomen Society 50 (provides details of the early products of that company).
    J.Kieve, 1973, The Electric Telegraph, Newton Abbot: David \& Charles.
    PJGR

    Biographical history of technology > Stephenson, Robert

  • 10 extra

    'ekstrə
    1. adjective
    (additional; more than usual or necessary: They demand an extra $10 a week; We need extra men for this job.) extra

    2. adverb
    (unusually: an extra-large box of chocolates.) más (grande) de lo normal

    3. pronoun
    (an additional amount: The book costs $6.90 but we charge extra for postage.) suplemento, cantidad adicional

    4. noun
    1) (something extra, or something for which an extra price is charged: The college fees cover teaching only - stationery and other equipment are extras.)
    2) (in cinema or television, an actor employed in a small part, eg as a person in a crowd.) extra
    3) (a special edition of a newspaper containing later or special news.) extra
    extra adj adv otro / más / adicional
    Multiple Entries: algo extra     extra
    extra adjetivo
    a) (Com) top quality, fancy grade (AmE)
    b) ( adicional) ‹gastos/ración additional, extra;
    edición special ■ adverbio extra ■ sustantivo masculino y femenino (Cin) extra ■ sustantivo masculino ( gasto) extra expense; ( paga) bonus
    extra 1 I adjetivo
    1 (de más, plus) extra
    horas extras, overtime
    paga extra, bonus, Esp extra month's salary usually paid twice a year
    2 (de calidad superior) top quality
    II sustantivo masculino (gasto adicional) extra expense
    III sustantivo masculino y femenino Cine Teat extra ' extra' also found in these entries: Spanish: accesoria - accesorio - extraordinaria - extraordinario - gratificación - otra - otro - paga - plus - prórroga - recargo - sobresueldo - soplada - soplado - superfina - superfino - suplementaria - suplementario - suplemento - supletoria - supletorio - aguinaldo - encimar - extraplano - hora - ñapa - pilón - prima - puente - sobra - sobrar - sobretiempo - yapa English: addition - boot - come in - cushion - extra - frill - further - option - perk - accessory - additional - bumper - drain - over - side - walk - XL
    tr['ekstrə]
    1 (additional) extra, más, otro,-a; (spare) de sobra; (on top) aparte
    can you make an extra copy? ¿puedes hacer una copia más?
    1 (more than usually) extra, muy; (additional) aparte
    1 (additional thing) extra nombre masculino, complemento; (additional charge) suplemento; (luxury) lujo
    2 SMALLCINEMA/SMALL extra nombre masulino o femenino
    3 (press) edición nombre femenino especial
    \
    SMALLIDIOMATIC EXPRESSION/SMALL
    extra time SMALLSPORT/SMALL prórroga
    extra ['ɛkstrə] adv
    : extra, más, extremadamente, super
    extra special: super especial
    extra adj
    1) additional: adicional, suplementario, de más
    2) superior: superior
    : extra m
    n.
    comparsa s.f.
    extra (Figurante) s.m.,f.
    figurante s.m.,f.
    adj.
    adicional adj.
    extra adj.
    sobrero, -a adj.
    suplementario, -a adj.
    n.
    cosa adicional s.f.
    exceso s.m.
    momio s.m.
    plus s.m.
    recargo s.m.
    refacción s.f.
    repuesto s.m.
    sobra s.f.

    I 'ekstrə
    a) ( additional) (before n) de más

    we need extra sheets/staff — necesitamos más sábanas/personal

    it costs an extra $15 — cuesta 15 dólares más

    extra time — ( in soccer) prórroga f, tiempo m suplementario, tiempos mpl extra (Méx)

    b) ( especial) (before n) <care/caution> especial

    a shower is $2 extra — con ducha cuesta dos dólares más


    II

    extra fine/long — extrafino/extralargo

    b) ( more)

    III

    optional extras — ( Auto) equipamiento m opcional, extras mpl

    2) ( Cin) extra mf
    3) ( Journ) número m extra
    ['ekstrǝ]
    1. ADJ
    1) (=reserve) de más, de sobra
    2) (=additional) más inv, adicional more frm

    I've set an extra place at the table — he puesto otro cubierto en la mesa, he puesto un cubierto más en la mesa

    to earn an extra £20 a week — ganar 20 libras más a la semana

    3) (=special, added) excepcional

    for extra whiteness — para una mayor blancura, para conseguir una blancura excepcional

    take extra care! — ¡ten muchísimo cuidado!

    4) (=over, spare) de más, de sobra
    5) (=not included in price)

    wine is extrael vino es aparte or no está incluido

    postage and packing extra — los gastos de envío son aparte, gastos de envío no incluidos

    extra chargerecargo m, suplemento m

    2. ADV
    1) (=more) más

    you have to pay extra for a single room — hay que pagar más por una habitación individual, hay un recargo por habitación individual

    wine costs extrael vino es aparte or no está incluido

    2) (=especially) extraordinariamente, super *

    to sing extra loud — cantar extraordinariamente fuerte, cantar super fuerte *

    he did extra well in the written exam — el examen escrito le salió extraordinariamente bien, el examen escrito le salió super bien *

    he was extra polite/nice to her — fue super educado/amable con ella *, fue re(te) educado/amable con ella (esp LAm) *

    extra fine[nib] extrafino

    to work extra hardtrabajar super duro *

    extra large[size] muy grande

    extra special — muy especial, super especial *

    extra strong[bag, glue, mint] extra fuerte; [coffee] super cargado; [nylon] reforzado

    3. N
    1) (=luxury, addition) extra m

    (optional) extras — (Aut) extras mpl

    2) (=charge) extra m
    3) (Cine) extra mf
    4) (Press) número m extraordinario

    "extra, extra! read all about it!" — "¡extra, extra! ¡últimas noticias!"

    5) (US) (=gasoline) súper f
    6) (US) (=spare part) repuesto m
    4.
    CPD

    extra time N — (Ftbl) prórroga f

    * * *

    I ['ekstrə]
    a) ( additional) (before n) de más

    we need extra sheets/staff — necesitamos más sábanas/personal

    it costs an extra $15 — cuesta 15 dólares más

    extra time — ( in soccer) prórroga f, tiempo m suplementario, tiempos mpl extra (Méx)

    b) ( especial) (before n) <care/caution> especial

    a shower is $2 extra — con ducha cuesta dos dólares más


    II

    extra fine/long — extrafino/extralargo

    b) ( more)

    III

    optional extras — ( Auto) equipamiento m opcional, extras mpl

    2) ( Cin) extra mf
    3) ( Journ) número m extra

    English-spanish dictionary > extra

  • 11 Pousadas

       Government-sponsored inns similar to Spain's paradores. In 1942, Portugal initiated a system of state-run inns, pousadas, housed in restored, historic castles, convents, manor houses, palaces, and monasteries. By 2008, this system included more than forty pousadas or inns in every region of the country and in the Azores Islands. Recently, the government-owned system came under the management of Pestana Hotels, a private group. Such tourist habitations with reasonable nightly rates have been in high demand and feature antique, period furnishings and restaurants with Portuguese cuisine. Most are located in or near towns or cities with other historic places and sites. A source of information for travelers is the official website, at www.pousadas.pt.
       Agueda Santo Antonio
       Alcácer Do Sal Dom Afonso II
       Alijo Baráo de Forrester
       Almeida Senhoras Das Neves
       Alvito Castelo De Alvito
       Amares Sta. Maria Do Bouro
       Arraiolos N. Sra. Da Assuncao
       Batalha Mestre De Domingues
       Beja São Francisco
       Bragança São Bartolomeu
       Caramulo São Jerónimo
       Condeixa-a-Nova Santa Cristina
       Crato Flor Da Rosa Elvas Santa Luzia Estremoz Rainha Santa Isabel Évora Loios
       Geres/Canicada São Bento Guimarães N. Sa. Da Oliveira Guimarães Santa Marinha Marao São Goncalo Manteigas São Lourenco Marvao Santa Maria Miranda Do Douro Santa Catarina Monsanto Monsanto Murtosa/Aveiro Ria Obidos Castelo Palmela Palmela
       Povoa Das Quartas Santa Barbara Queluz/Lisboa Dona Maria I Sagres Infante
       Sta. Clara-A-Velha Santa Clara
       Santiago Do Cacem Quinta Da Ortiga
       Santiago Do Cacem São Tiago
       S. Pedro/Castelo De Bode São Pedro
       São Bras De Alportel São Bras
       Serpa São Gens
       Setubal São Filipe
       Sousel São Miguel
       Torrao Vale Do Gaio
       Valenca Do Minho São Teotónio
       Viana Do Castelo Monte Santa Luzia
       V. Nova De Cerveira Dom Dinis
       Vila Vicosa Dom João IV
       Angra do Heroísmo (Terceira Island) Forte S. Sebastião Horta (Faial Island) Forte S. Cruz
        Presepio
       The history of displaying nativity scenes, portraying the birth of Christ in a manger, goes back in Catholic tradition at least to Christmas 1223, when Saint Francis of Assisi arranged a nativity scene with live figures in a town in Italy, but scholars confirm that this Christmas tradition in the arts is much older than the 13th century. Figurines depicting the Holy Family in nativity scenes were made of various materials, including wood, precious metals, and ceramics. In Portugal, an artistic tradition of making and displaying presepios in or near churches, chapels, and cathedrals reached its zenith in the arts in the 18th century during the long reign of King João V (1706-50). In the Baroque era, an artistic tradition that arrived somewhat late in Portugal, the most celebrated and talented of the nativity scene artists was the 18th-century Coimbra sculptor, Joaquim Machado de Castro (1751/2-1822), but there were other great artists in this field as well. The 18th century's most celebrated sculptor, Machado de Castro created the famous equestrian bronze statue of King José I, in Commerce Square, Lisbon. During the time of Machado de Castro's time, the ceramic nativity scene comprised of large figures and elaborate scenery became a cult, and many nativity scenes were made.
       Today, many of these historic artistic creations, with a strong basis in Christian tradition, can be viewed in various Portuguese museums, palaces, and churches. Some of the most famous larger nativity scenes, including those lovingly created by Machado de Castro of Coimbra, are found on display at Christmas and other times in the Estrela Basilica, the Palace of Necessidades, the Palace of Queluz, the Church of Madre de Deus, the Cathedral in Lisbon, and in other religious or museum buildings in Lisbon, Oporto, and other towns in Portugal. The ceramic nativity scene is not only sacred art but also evolved as folk and now tourist art, as Portuguese nativity scenes, with figures smaller than in the Baroque treasures on display of Machado de Castro, are for sale in a number of stores, as well as in some churches in Lisbon, Oporto, Estremoz, Évora, and other cities. The styles of the nativity scenes vary by region, by town, and by artist, and many include not only sacred figures of the story of the birth of Christ but also traditional, rural, folk figurines depicting Portuguese rural occupations from the 18th and 19th century, as well as figures from stories from the Bible. The ceramic materials of which these figures of varying sizes are made include variations of terracotta.

    Historical dictionary of Portugal > Pousadas

  • 12 charge

    1. сущ.
    1) общ. нагрузка, загрузка
    2)
    а) общ. обязанности, ответственность; руководство

    COMBS:

    to be in charge of smth. — отвечать за что-л.

    He is in charge of recruitment. — Он отвечает за набор персонала.

    No one is in charge of council spending. — Никто не отвечает за расходы совета.

    She was put in charge of the council reorganization. — Ее назначили руководить процессом реорганизации совета.

    to take charge of smth. — заботиться о чем-л., контролировать что-л.

    See:
    б) общ. забота, попечение; надзор, наблюдение (за кем-л.); хранение (какого-л. имущества)

    COMBS:

    Mary was put in charge of the child. — Мери поручили присматривать за ребенком.

    3)
    а) общ. подопечный
    See:
    б) религ. паства
    4)
    а) общ. указание, предписание; приказ; наказ
    Syn:
    command 1. 1) а), injunction 1. 1) а)
    б) юр. напутствие судьи присяжным
    5)
    а) эк. плата (за услуги, товары); комиссия ( за услуги); сбор, налог

    ATTRIBUTES:

    additional charge, extra charge — дополнительная плата, надбавка

    annual charge — годовая плата, годовой сбор

    hourly charge — часовая плата, почасовая ставка

    one-time charge — разовая плата, разовый сбор

    minimum charge — минимальная плата, минимальный сбор

    reduced charge — сниженная [пониженная\] плата

    exorbitant charge — очень высокая цена, чрезмерная [непомерная\] цена; очень высокая плата

    base charge — базовая плата, основная расценка

    Member charge is $60. Non-member charge is $70. — Цена [плата\] для членов — $60. Цена [плата\] для лиц, не являющихся членами, — $70.

    editing charge — плата за редактирование [за редакторскую обработку\] (материала)

    interest charge — проценты, платежи по процентам, процентные платежи

    shipping charge — плата за перевозку [транспортировку\]

    COMBS:

    charge(s) for (smth.) — плата за (что-л.)

    There will be no charge for installation. — Установка будет осуществлена бесплатно.

    at no charge, free of charge — бесплатно, даром

    at a charge of $30.00 — за плату в размере $30.00

    at a moderate charge — за умеренную плату, по умеренной цене

    charge for/to (smb.) — плата [цена\] для (кого-л.)

    The charge for students is $8. — Плата для студентов — $8.

    charge per person — плата с (одного) человека, цена на (одного) человека, цена с человека

    The maximum charge per day is $70. — Максимальная плата за день [в день\] составляет $70.

    door charge, charge at the door, charge at the gate — плата при входе, плата на месте

    The charge at the door for those not registered is $20.00. — Для незарегистрированных плата при входе составляет $20.00.

    to reverse [transfer\] (the) charges — сделать звонок за счет другой стороны

    to levy charges — взимать платежи, взыскивать платежи

    See:
    accessorial charges, activity charge, additional colour charge, administrative charge 1), 2), 3), admission charge, allowable charge, bank charges, banking charges, bounced check charge, brokerage charge, broker's charge, carrying charge 2), charge for storage, charges for delivery 2), charges forward, commission charge, commodity charge, community charge, congestion charge, contingent deferred sales charge, cost of insurance charge, cover charge, customer charge, deferred sales charge, delinquency charge, delivery charge, demand charge, demurrage charge, detention charge, distribution charge 1), early redemption charge, early repayment charge, early surrender charge, effluent charge, emission charge, excess mileage charge, finance charge, fixed charge 2), freight charges, handling charges, initial charge, insufficient funds charge, landing charge 2), late charge, late payment charge, load charge, management charge 1), 2), meter charge, mortgage indemnity charge, non-sufficient funds charge, NSF charge, passenger charge, passenger facility charge, penalty charge, policy charge, port charges, position charge, postage charge, postal charge, prepayment charge, reasonable and customary charge, redemption charge, rent charge, rental charge, returned check charge, sale charge, sales charge, salvage charges, service charge, sewage charge, space charge, storage charge 1), superannuation guarantee charge, surrender charge, take-off charge, talent charge, ten-year charge, terminal charge, transaction charge, transport charge, transportation charge, usage charge, user charge, usual and customary charge, usual, customary and reasonable charge, usual, customary and reasonable charge 2), usual, customary and reasonable charge, usual, customary and reasonable charge
    б) эк. затраты, расходы

    ATTRIBUTES:

    incurred charges — понесенные расходы [издержки\]; произведенные затраты

    shipping charge — затраты [расходы\] на транспортировку, затраты [расходы\] по перевозке

    COMBS:

    Syn:
    expense 1. 2), cost 1. 2), а
    See:
    в) учет занесение [запись\] на счет; запись в долг, долг; дебетовая запись, запись по дебету ( счета по учету расходов)

    There were many charges on his estate. — У него было много долгов.

    This creates a charge ( debit entry) to the account. — Это приводит к дебетовой записи по счету.

    A one time charge is a charge against earnings that is unusual in nature and not expected to reoccur.

    See:
    6) общ. атака, нападение, наступление

    to lead [make\] a charge against — идти в атаку против кого-л.

    to fight off [repel\] a charge — отражать атаку [нападение\]

    7)
    а) юр. обвинение

    ATTRIBUTES:

    COMBS:

    The minister tried to answer the Opposition charges of corruption. — Министр пытался ответить на обвинения в коррупции, выдвинутые оппозицией.

    They trumped up various charges against her. — Они сфабриковали против нее целый ворох обвинений.

    to bring [to make\] a charge — предъявить обвинение

    to press the charges — выдвинуть обвинения; обвинить

    The judge dismissed all charges. — Судья снял все обвинения.

    See:
    б) юр., разг. обвиняемый

    One by one the "charges" were brought in and set before him. — Обвиняемых вводили одного за другим и ставили перед ним.

    8) фин., банк. залог ( актива в обеспечение кредита)
    See:
    2. гл.
    1) общ. заряжать (оружие, аккумулятор и т. д.)
    2)
    а) общ. нагружать, загружать (уголь в топку и т. п.)
    б) общ. насыщать, наполнять (напр., воду минеральными веществами, воздух парами и т. д.)
    в) общ. заполнять, наполнять; пронизывать; обременять
    3) общ. поручать, давать поручение, возлагать (ответственность и т. п.)

    They charged him with the job of finding a new meeting place. — Они поручили ему найти новое место для собраний.

    The committee is charged with the task of examining witnesses. — Комитету было дано задание проверить доказательства.

    party to be charged — сторона, обязанная по договору

    4)
    а) общ. указывать, предписывать; приказывать, требовать

    I charge you not to go. — Я требую, чтобы вы остались.

    б) юр. напутствовать присяжных ( о судье)
    в) религ. наставлять паству
    5) эк. назначать [запрашивать, просить\] цену ( на товар или услугу), взимать плату

    They charged us ten dollars for it. — Они взяли с нас за это десять долларов.

    6)
    а) эк. записывать в долг [на счет\]

    to charge smth. on smb. — взимать, взыскивать

    Charge the goods against [to\] my account. — Запишите эти вещи на мой счет.

    The journal entry will charge ( debit) your operating account (the funding source) and credit your capital equipment account. — Эта бухгалтерская проводка приведет к дебетовой записи по счету источников финансирования и к кредитовой записи по счету капитального оборудования.

    See:
    7)
    а) общ. порицать, осуждать; обвинять

    They charge him with armed robbery. — Его обвиняют в вооруженном ограблении.

    Opposition charged the Minister with acting too slowly. — Оппозиция осудила медлительность министра.

    б) общ. возлагать ответственность, приписывать

    to charge smb's failure to negligence — приписать чей-л. провал халатности


    * * *
    noun 1) плата, денежный сбор; 2) залог активов для получения кредита (конкретного актива или всех активов компании); 3) расход; 4) комиссия за услуги. v 1) дебетовать счет; 2) сделать дебитовую запись; 3) купить в кредит по счету у продавца.
    * * *
    долговое обязательство; залог; обеспечение; обременение; начисление; сбор; плата
    . . Словарь экономических терминов .

    Англо-русский экономический словарь > charge

  • 13 Boulsover, Thomas

    [br]
    b. 1704
    d. 1788
    [br]
    English cutler, metalworker and inventor of Sheffield plate.
    [br]
    Boulsover, originally a small-scale manufacturer of cutlery, is believed to have specialized in making knife-handle components. About 1742 he found that a thin sheet of silver could be fused to copper sheet by rolling or beating to flatten it. Thus he developed the plating of silver, later called Sheffield plate.
    The method when perfected consisted of copper sheet overlaid by thin sheet silver being annealed by red heat. Protected by iron sheeting, the copper and silver were rolled together, becoming fused to a single plate capable of undergoing further manufacturing processes. Later developments included methods of edging the fused sheets and the placing of silver sheet on both lower and upper surfaces of copper, to produce high-quality silver plate, in much demand by the latter part of the century. Boulsover himself is said to have produced only small articles such as buttons and snuff boxes from this material, which by 1758 was being exploited more commercially by Joseph Hancock in Sheffield making candlesticks, hot-water pots and coffee pots. Matthew Boulton introduced its manufacture in very high-quality products during the 1760s to Birmingham, where the technique was widely adopted later. By the 1770s Boulsover was engaged in rolling his plated copper for industry elsewhere, also trading in iron and purchasing blister steel which he converted by the Huntsman process to crucible steel. Blister steel was converted on his behalf to shear steel by forging. He is thought to have also been responsible for improving this product further, introducing "double-shear steel", by repeating the forging and faggoting of shear steel bars. Thomas Boulsover had become a Sheffield entrepreneur, well known for his numerous skills with metals.
    [br]
    Further Reading
    H.W.Dickinson, 1937, Matthew Boulton, Cambridge: Cambridge University Press (describes Boulsover's innovation and further development of Sheffield plate).
    J.Holland, 1834, Manufactures in Metal III, 354–8.
    For activities in steel see: K.C.Barraclough, 1991, "Steel in the Industrial Revolution", in J.Day and R.F.Tylecote (eds), The Industrial Revolution in Metals, The Institute of Metals.
    JD

    Biographical history of technology > Boulsover, Thomas

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