嵩山煤矿地面翻矸运输系统技术改造

嵩山煤矿矸石山排矸系统由提升机牵引翻矸车至矸石山架头完成翻矸任务,矸石运输环节较多,提升效率低。随着矿井技改,产能扩大,矿井开拓进尺不断延伸,日平均出矸量显著增加。现有的排矸系统已不能满足矿井的生产需求,导致排矸系统不畅、成本增加,同时工作人员工作量大、操作烦琐,导致安全系数降低。通过有关专业技术人员多次讨论研究,最终将绞车提升排矸系统改为皮带运输系统,效果显著。     

自动翻罐器的应用与研究

自动翻罐器又称自动冲罐机是饮料饮品灌装生产线的主要设备之一，是饮品灌装前冲洗和灌装后打码翻罐的必备设备。目前，国内外市场上的自动翻罐器品种很多，主要有：夹持式自动翻转机构、间歇滚筒式自动翻转机构、吸盘式自动翻转机构、长螺旋自落式翻转机构和短螺旋自动翻转机构等。图二间歇滚筒式自动翻转机构示意图１．易拉罐２．上压板３．下压板４．螺栓组件５．槽轮６．减速器７．拨轮８．电动机９．轴承座１０．滚筒组件图一夹持式自动翻转机构示意图１．易拉罐２．夹持板３．调整轮４．减速机５．电动机一、夹持式自动翻转机构夹持式…     

钳式翻钢机夹料辊轴断裂原因分析及结构改进

对轨梁线BD2钳式翻钢机夹料辊轴进行受力分析及强度计算,找出夹料辊轴断裂的原因,并制定相应的改进措施,对避免同类事故发生具有一定借鉴作用。     

预缩机橡胶毯养护的几个方法

预缩橡胶毯是印染后整理工序中的重要设备部件,橡胶毯的保养主要是研磨、切除和翻转。橡胶毯表面的质量、内部的品质和寿命对于提高产品质量,节约企业的生产成本尤为重要。本文从预缩的原理出发就橡胶毯的几个关键养护手段作了详细说明。     

高速旋转式桂圆添加机

娃哈哈八宝粥生产线在食材投放环节采用全自动方式,同时安排人工添加环节对漏加的罐子进行补漏复加。桂圆以其特有的粘性、重量等特点,在设备添加环节造成了一定的困难。为解决此问题,减少此环节的员工劳动强度,计划制作桂圆添加机,满足生产需求。     

燃料转运装置倾翻机超载原因分析及处理

燃料转运装置倾翻机主要用于核燃料组件运输过程中的水平垂直的转换,秦山核电二厂某次大修卸料期间,燃料厂房转运装置倾翻机在由水平至竖直状态带载提升过程中,多次出现超载现象触发停车,影响大修主线。分析转运装置倾翻机结构和功能逻辑,从电气和机械2个方面对故障原因剖析,找到问题的根本原因并成功处理。     

全自动中西式两用信封机申城亮机

“2006中国国际全印展”上，票据印刷和标签印刷设备的领军企业上海新闵太阳机械有限公司，携一款最新研制成功的TFC-Ⅱ全自动中西式两用信封机及MROF-800BA（18″）多联票据印刷机、TLC-250-8C卫星式不干胶轮转印刷机等几款具有代表性的高端设备在申城亮相。     

翻转课堂式教学系统在高等职业院校教学应用

目前我国不少高等职业院校正面临部分普通高校向职业教育转型带来的压力,只有更进一步增强自身的内涵建设高等职业院校才能适者生存。而教学改革是其中的重中之重。而教学改革最为具体的就是"教"和"学"的改革。目前,对传统课堂教学模式有着颠覆式冲击的"翻转课堂式教学",在中国高等职业院校也被渐渐应用于职业教育的教学过程中。文中主要探讨了翻转课堂式教学在我国高等职业院校教学应用的几个方面。     

P-60B型以上耙矸机耙斗连接装置改进及实践

在矿井普掘施工中,耙斗和钢丝绳连接处频繁出现断丝、断绳现象,处理连接处钢丝绳费时费力,直接影响正常的生产进度,文章中介绍了对其连接装置进行改进及效果,实践证实改进效果良好,具有一定的推广价值。     

入世后包装业如何反倾销

在国际贸易中，“反倾销”是一把利剑；谁善于使用它，谁就会在世界贸易中赢得主动、市场和金钱。统计资料表明，由于我国企业不熟悉相关国际法规，一些出口商品遭遇国际反倾销诉讼损失高达1000多亿元。其中大多与包装业相关。     

Towards Holistic Front Ends In New Product Development

Any firm that hopes to compete on the basis of innovation clearly must be proficient in all phases of the new-product development (NPD) process. However, the real keys to success can be found in the activities that occur before management makes the go/no-go decision for any NPD project. In other words, the most significant benefits can be achieved through improvements in the performance of the front-end activities—product strategy formulation and communication, opportunity identification and assessment, idea generation, product definition, project planning, and executive reviews. Noting the inherent difficulty of managing the front end, Anil Khurana and Stephen R. Rosenthal discuss findings from in-depth case studies of the front-end practices in 18 business units from 12 U.S. and Japanese companies. They offer a process view of the activities that the front end comprises, and they discuss the insights that their case studies provide regarding key success factors for managing the front-end activities. The case studies involved companies in industries ranging from consumer packaged goods to electronics and industrial products. Foremost among the insights provided by the case studies is the notion that the greatest success comes to organizations that take a holistic approach to the front end. A successful approach to the front end effectively links business strategy, product strategy, and product-specific decisions. Forging these links requires a process that integrates such elements as product strategy, development portfolio, concept development, overall business justification, resource planning, core team roles, executive reviews, and decision mechanisms. The case studies suggest that firms employ two general approaches for achieving these links. Some companies rely on a formal process to lend some order and predictability to the front end. Other companies strive to foster a company-wide culture in which the key participants in front-end activities always remain focused on the following considerations: business vision, technical feasibility, customer focus, schedule, resources, and coordination. This cultural approach is more prevalent among the Japanese firms in the study; the U.S. firms tend to rely on formality of the front-end process. The case studies also suggest that the front-end approach must be compatible with the firm's product, market, and organizational contexts. For example, standardized approaches seem to work best for incremental innovations.     

男西装领及门襟溯源

男西装发展至今,款式造型和结构设计都达到极其完美的程度。现今世界各地,时装流行变化无穷,但西装始终保持着它的基本造型。男西装从产生起始就顺应了男性物质、精神、审美活动的需要,是艺术与技术完美结合的典范。男西装领和门襟处于西装视觉的中心,它的美观与否起着关键的作用。     

切顶自动成巷开采技术探讨

基于长壁开采工作面布置及顶板垮落规律、长壁开采工作面矿压分布规律,本文提出一种长壁开采下的成巷新方法——切顶自动成巷无煤柱开采技术,该技术可切断采空区顶板与沿空巷道顶板的应力传递路径,减弱或消除采动应力对沿空巷道顶板的影响,改善沿空留巷的围岩结构,使之更加稳定。     

小型全自动发酵罐的使用与维护

针对近些年来中国医药和食品发酵企业在新产品研发和工艺研究中使用小型全自动发酵罐日益普及的情况,通过总结工作体会,并分析和借鉴国内外同行的经验,对如何正确安装、使用和保养全自动发酵罐,使其能正常和有效地为研究开发工作服务,并延长其使用寿命,进行了初步探讨。     

水情自动测报系统工程的实施与监理

介绍了笔者在任山西万家寨和广西百色水利枢纽水情测报系统工程监理期间在现场工作的一些体会,并阐述了水情预报调度中心为规范万家寨水情测报系统工程的管理和监理所制定的管理办法和工作条例.     

lnmarsat-C在水情自动测报系统中的应用

1 lnnarsat概况 　　lnmarsat是国际移动卫星组织的简称,创建于1979年,目前是世界上唯一为陆海空用户提供全球无缝隙覆盖的卫星移动公众通信和遇险安全通信业务的系统.中国是lnmarsat创始国之一,交通部通信中心(北京船舶通信导航公司)是国务院批准的,在中国经营和管理lnmarsat移动卫星通信业务的唯一机构,提供从向用户提供终端设备销售、租赁、维修、设备入网登记、号码核配、通信服务和应用开发集成、技术支持到帐务结算一条龙服务.通信中心位于北京沙河的地面站能提供lnmarsat-A、B、M、C及Mini-M、M4各种标准业务.……     

浅谈自动化立体仓库管理系统

自动化立体仓库是近代才崛起的新型仓储设施,是一个复杂的自动化管理系统,它由众多的子系统组成。在自动化仓库中,为了完成规定的任务,各系统之间、各设备之间要进行大量的信息交流,介绍了自动化立体仓库的特点、产生和发展及自动化立体仓库各系统的组成和功能。     

Front End Transfers of Digital Innovations in a Hybrid Agile-Stage-Gate Setting

Digital innovations often follow a more fluid innovation process and, therefore, require different ways of managing the front end of innovation. Agile as alternative to established front end management practices is often suggested, potentially combined with Stage-Gate, in what is called a hybrid Agile-Stage-Gate model, to reap the benefits from both. Implementing the hybrid model in the front end is however not sufficient for firms with separate Research and Development departments to succeed. In such organizations digital innovations still need to be transferred from Research, where the front end work on digital innovations takes place, to the Development department, where formal development actually starts. Yet, such front end transfers have been described as inefficient and ineffective. Realizing digital innovation front end transfers is likely even more challenging because of their fluid definition. In the absence of extant theory on front end transfers in such a setting, this research uses a case study approach to analyze the front end transfer experiences of the Research department of a firm in the lighting industry that is undergoing a transformation from traditional to digital lighting. The in-depth analysis of triangulated data on eight front end projects shows that Research struggles to transfer digital innovations to Development, because transfer practices in terms of management, scope, and synchronization, turn out to be inherently challenging in a hybrid Agile-Stage-Gate setting. Specifically, the results reveal that each transfer practice plays an intricate role in either facilitating (i.e., transfer management) or inhibiting (i.e., transfer scope and synchronization) front end transfers of digital innovations. The discovery of these opposing forces has important implications for novel theorizing on the use of Agile in the front end of digital innovation, transfer practices from Research to Development in a hybrid setting, as well as for theorizing about digital innovation management.