水利部出台《水利计量认证程序规定》

为提高水利计量认证评审工作质量,规范水利计量认证评审工作程序,水利部最近根据《中华人民共和国计量法》和《计量认证/审查认可(验收)工作程序》,结合水利计量认证评审工作实际情况,制定了《水利计量认证程序规定》 (以下简称《规定》)。 《规定》指出,部国际合作与科技司是水利部计量认证主管机构。部主管机构在国家计量认证行政主管部门的指导下,负责监督管理水利计量认证工作。国家计量认证水利评审组办公室(以下简称办公室)受国家主管部门和部主管机构委托,具体组织水利计量认证评审工作。 部主管机构监督管理以下水利质量检测…     

水利计量认证评审工作中应重点关注的问题

本文围绕水利计量认证评审应把握的基本原则、现场评审前准备工作、现场评审确定的覆盖范围、质检机构的检测能力评价、执行现场操作考核相关规定、审核质检机构的记录档案、审查计量认证评审上报材料等方面内容,指出了水利计量认证评审工作中应重点关注的问题。     

河南省水环境监测中心通过国家计量认证监督评审

根据国家认证认可监督管理委员会评审计划和国家计量认证水利评审组《关于国家计量认证监督评审的通知》（国认水检字[2011]13号）计划安排,国家计量认证水利评审组6位国家级评审员,于2011年7月19～22日对河南省水环境监测中心（以下简称中心）进行了国家计量认证监督评审。评审组按照《实验室资质认定评审准则》和《水利质量检测机构计量认证评审准则》的要求,听取了中心自2009年复查评审以来检测工作和管理体系运行情况的介绍,验证了中心上次复查评审提出的整改意见落实情况,     

福建省水环境监测中心通过国家计量认证复查评审

根据国家认证认可监督管理委员会国家计量认证评审计划和水利部计量办公室的计划安排,国家计量认证水利评审组会同福建省质量技术监督局共6位国家级评审员,于2011年4月11～15日对福建省水环境监测中心进行了国家级计量认证复查评审。评审组按照《实验室资质认定评审准则》和《水利质量检测机构计量认证评审准则》（SL309-2007）的要求,听取了福建省水环境监测中心自2007年11月复查评审以来检测工作和质量体系运行情况的汇报,全面     

关于下达2006年水利行业第一批国家计量认证评审计划的通知

各有关质检机构： 根据国家认证认可监督管理委员会“关于下达2006年第一批国家计量认证评审计划的通知”（国认实函[2006]28号），现将水利行业2006年第一批国家计量认证评审计划下达给你们，请按照水利部和国家认证认可监督管理委员会有关计量认证的规定和要求，抓紧做好准备工作，迎接国家计量认证评审。具体评审时间另行通知。     

关于转发"2005年第一批国家计量认证评审计划"的通知

各有关质检机构:现将国家认证认可监督管理委员会“关于下达2005年第一批国家计量认证评审计划的通知”(国认实函[2005]25号)转发你们,请按照水利部和国家认监委有关计量认证的规定和要求,抓紧做好准备工作,迎接国家计量认证评审。具体评审时间另行通知。附件:“关于下达2005年第一批国家计量认证评审计划的通知”(国认实函[2005]25号)2005年第一批国家计量认证评审计划(水利评审组部分)序号实验室名称地点评审类型评审组备注16引黄工程管理局中心实验室太原首次评审水利17长江上游水环境监测中心重庆复查评审水利18长江水利委员会长江下游…     

青海省水环境监测中心通过国家计量认证复查现场评审

根据国家认证认可监督管理委员会评审计划和和水利部计量办公室《关于国家计量认证复查评审的通知》（国认水正字[2011]4号）计划安排,国家计量认证水利评审组会同青海省质量技术监督局共5位国家级评审员,于2011年4月12日至14日对青海省水环境监测中心（简称＂中心＂）进行了国家计量认证复查评审。评审组听取了＂中心＂检测工作和管理体系运行情况的介绍;检查了上次评审时存在问题的整改情况。按照《实验室资质认定评审准则》和《水利质量检测机构计量认证评审准则》（SL309-2007）的要     

国认水办字[2005]7号关于转发“2005年第二批国家计量认证评审计划”的通知

各有关质检机构:现将国家认证认可监督管理委员会“关于下达2005年第二批国家计量认证评审计划的通知”(国认实函[2005]123号)转发你们,请按照水利部和国家认监委有关计量认证的规定和要求,抓紧做好准备工作,迎接国家计量认证评审。具体评审时间另行通知。附件:“关于下达2005年第二批国家计量认证评审计划的通知”(国认实函[2005]123号)附件:2005年第二批国家计量认证评审计划(水利评审组部分)序号实验室名称所在地评审类型评审组备注164黄河上游水环境监测中心兰州复查评审水利评审组165淮河流域水环境监测中心蚌埠复查评审166辽宁省水环…     

认真学习和贯彻执行《产品质量检验机构计量认证/审查认可(验收)评审准则》(试行)

水利部计量办公室接到国家质量技术监督局通知 ,自 2 0 0 1年 12月 1日起 ,对产品质量检验机构(以下简称质检机构 )的计量认证评审将实行新的评审准则。《产品质量检验机构计量认证技术考核规范》(ＪＪＧ 10 2 1— 90 )中的评审内容和评定方法不再作为计量认证评审的依据。多年来一直执行的《产品质量检验机构计量认证技术考核规范》等 ,对规范我国质检机构的管理发挥了积极的作用。但随着国内外形势的发展、政府职能转变的需要 ,以及为了减少对实验室重复评审、提高工作的有效性等 ,需要新的统一计量认证 /审查认可 (验收 )评审标准。为此 …     

关于水利行业计量认证的几点建议

水利行业计量认证工作在国家认监委和水利部的正确领导下,以及各级检测机构的努力下,坚持以提高评审质量为重点,不断规范评审和监管行为,狠抓评审组长、评审员、内审员和计量法规技术队伍建设,在现场评审、监督评审、能力验证和认证管理及培洲制度建设上做了许多卓有成效的工作,促进了计量认证工作健康有序发展,使获证检测机构的公正性、科学性有了明显提高,为行业的管理和检测市场的发展壮大,为经济社会和谐发展做出了有益的贡献。根据我省几年来水环境监测技术管理及计量认证的工作情况,对如何进一步规范和统一评审提出以下几点建议。     

相马与识人

人为万物之灵.对人的认识,非一朝一夕之功.一则对人的内心不容易看见和识别,即知人知面不知心;二则人的内心是会变化的,即往往是"子系中山狼,得志便猖狂".     

Classifying a customer as a national account

A recent article [Stevenson and Page, Industrial Marketing Management 8, 94–100 (1979)] addressed the issue of how industrial marketers determine if their firms can use national account marketing. Once that decision is made, a next logical step is to determine which customers should be classified as national accounts. This article discusses appropriate classification criteria that industrial marketers can use to make such decisions. The information presented here is based on a study of national account marketing.     

Assessing a runaway of a Grignard reaction

The venting and control strategies of a Magnesium Grignard formation reaction were assessed by theoretical predictions of the exotherm and the reaction rate, by simple laboratory measurements of the self heat rate, and by Leung's simplified equations and SAFIRE evaluations, based on DIERS methods. SAFIRE computations showed that the 150 mm dia vent was capable of keeping the reactor pressure below its maximum (MAWP) of 860 kPa for the worst-case exotherm. The response to this evidence was to increase safety protection in the automatic control strategy, following a quantified fault tree analysis of the worst-case runaway scenario.     

Strengthening a weak rival for a fight

We provide a new model wherein firms of different productivities survive in an industry despite the threat of entry by high productivity firms. We demonstrate that an efficient incumbent has a unilateral incentive to establish a relational contract, softening price competition to strengthen its inefficient rival in a war of attrition that emerges post-entry, and raising the price of the inefficient firm in the acquisition market. We show that this equilibrium gives rise to persistent performance differences, market compression, and stability in the identity of firms in the market. Moreover, the relational contracting equilibrium is facilitated by strong anti-trust laws.     

Segmenting a business market for a professional service

This article uses benefit segmentation to analyze the structure of an industrial market for professional services— the market for CPA services among business firms. Data were collected from a random sample of U.S. business firms, stratified to include a broad cross section of the market for CPA services. Benefit segments were described by linking CPA selection criteria importance ratings with client firm characteristics such as business firm size. Examples of ways in which information about market structure can be used in marketing professional services are presented. The results provide evidence about the applicability of prior industrial marketing research and multilevel industrial market segmentation models to a professional services market.     

Management information system for a research institute in a developing country: a case study

Abstract: An information system which is designed for and is being implemented at Marmara Scientific and Industrial Research Institute, Turkey, is described. The basic objectives of the system are to provide for a continuous review of the activities carried out at the Institute based on quantitative as well as qualitative information and to facilitate the gathering of timely and accurate information required by the organizations with which the Institute is affiliated.     

Inducing Cooperation with a Carrot Instead of a Stick

The Supreme Court’s reasoning in Leegin turned on the insight that manufacturers may use resale price maintenance (RPM) for procompetitive purposes. This paper presents a model of manufacturer-retailer interactions that clarifies why, as a rule, retailers and manufacturers are joint beneficiaries of service-inducing RPM. The model identifies factors that determine how RPM-generated benefits are allocated between a manufacturer and its retailers. The paper then shows that manufacturers may use market share discounts (MSD) in lieu of RPM or other vertical restraints to induce retailer performance. The outcomes and efficiency effects that are achieved with RPM can be replicated and usually surpassed if manufacturers substitute MSD for RPM, thereby enabling a manufacturer to retain all incremental profit rather than conceding some of it to retailers.     

Becoming a preferred customer one step at a time

A preferred customer is a buying organization who receives better treatment than other customers from a supplier, in terms of product quality and availability, support in the sourcing process, delivery or/and prices. The decision to become a preferred customer implies a continuous commitment by the purchaser to a complex, expensive and often uncertain process. It is important to use a strategic approach, as well as appropriate tactics. Based on well-known models on the development of buyer-supplier relationship, on customer portfolio analysis and on the emergent literature in customer attractiveness and preferred customer status, we suggest four steps to become – and remain – a preferred customer: initial attraction, performance, engagement and sustainability. The process takes the perspective of a buyer willing to obtain the preferential status and focuses on the strategies and tactics that could influence the supplier's decision of granting this status. The proposed process considers that the supplier is continuously comparing the value offered by the customer to its expectations, and to the value offered by other customer relationships.