海外速递

全球竞争力排名：中国提升1位 9月8日,世界经济论坛（World Economic Forum）公布了《2009～2010年全球竞争力报告》,在全球133个参评经济体中,中国的排名由去年的第30名上升1位,排名第29位,并且继续领跑“金砖四国”。全球竞争力指数水平由基础条件、效率推进、创新与成熟性三大因素决定。本年度全球竞争力排名最显著的变化是瑞士上升至第一位,金融市场和宏观经济稳定性均有所削弱的美国下降至第二位。新加坡、瑞典和丹麦分别占据了第3、第4和第5位。     

FANUC数控系统在刀具自动补偿改造中的应用

FANUC－POWER HATE－H数控系统可靠性高，控制灵活，应用方便，文中就该系统连杆半精镗至精镗自动线L678刀具补偿改造中的应用，论证了方案配置及其应用效果，介绍了设计过程，并着重就调试时遇到的问题及数控系统应用子刀具自动补偿系统，根据刀具磨损线性化补偿提高加工工件的CP值进行了分析，最后总结了数控系统应用于刀具自动补偿中的一些体会。     

大块头有大智慧

7月8日,美国《财富》杂志2010年世界500强企业名单新鲜出炉,国家电网公司名列第8,比2009年上升了7位,在全球公用事业行业中继续排名第1位.     

全球竞争力排名，美国降一位，中国升一位

总部设在瑞士日内瓦的世界经济论坛9月8日公布的《2009～2010全球竞争力报告》显示，中国大陆在排行榜上由去年的第30位上升至第29位，继续在“金砖四国”中遥遥领先。在“金砖四国”其他国家中，印度由去年的第50位升至第49位，巴西由去年的第64位升至第56位，而俄罗斯则由去年的第54位降至第63位。     

美国《石油情报周刊》公布2010年世界50家最大石油公司排名

2011年12月12日,美国《石油情报周刊》(简称PIW)公布了2010年世界50家最大石油公司综合排名,这是该刊连续第25年公布这一排名.在最新公布的排名中,中国石油天然气集团公司(CNPC,简称“中国石油”)的各项排名指标不仅保持稳定,而且有所上升.其中,原油储量在世界大石油公司中居第8位,比上年提升1位;天然气储量居第9位,比上年提升3位;原油产量继续保持第5位,天然气产量居第7位,比上年提升1位;炼油能力居第4位,比上年提升1位;油品销售量居第14位(见表1).     

盾构刀具管理技术分析

刀具的养、用、管、修是盾构机使用过程中不可忽视的重要程序,分析盾构刀具管理技术,对于有效利用刀具、降低使用成本、减少施工风险和提高施工效率都有十分重要的意义。以东莞至惠州城际轨道交通项目为例,分析刀具的使用和维修方式,探讨刀具使用成本的控制,给出滚刀管理的要点。     

美国《石油情报周刊》公布2004年世界前50家石油公司排名

美国<石油情报周刊>在调查分析世界130多家石油公司2004年经营数据的基础上,于2005年12月12日公布了根据石油储量、天然气储量、石油产量、天然气产量、石油炼制能力和油品销售量6项指标综合测算排出的2004年世界前50家石油公司名单(见表1*),这是该刊连续第19年公布这一排名.在最新公布的排名中,沙特阿拉伯国家石油公司稳居榜首;中国石油天然气股份有限公司(以下简称"中国石油")的排名较上一年上升一位,与墨西哥国家石油公司并列排名第9位,连续第五年位居世界10大石油公司行列.中国石油的油气总储量在世界石油公司中的排名上升至第1 6位(其中石油仍居第14位,天然气居第16位),油气总产量排名居第10位(其中石油居第9位,天然气居第19位),石油炼制能力仍居第12位,油品销售量排名下降两位,居第13位.     

美国《石油情报周刊》公布——世界最大50家石油公司最新排名 中国石油天然气集团公司稳居第5位

2009年11月30日,美国《石油情报周刊》(简称PIW)公布了2008年世界最大50家石油公司综合排名,这是该刊连续第23年公布这一排名。在最新公布的排名中,中国石油天然气集团公司(以下简称"中国石油")原油储量在世界石油公司中居第8位,天然气储量居第12位,原油产量居第5位,天然气产量居第8位,     

“2011第三期全国商标代理人培训班”在京举办

由中华商标协会举办的“2011第三期全国商标代理人培训班”6月8日至10日在京举办,来自全国各地商标代理机构的200余位代理人参加了培训。中华商标协会秘书长赵刚出席开班仪式并讲话。     

数控设备刀具管理软件的研究

随着数控设备运用技术的高速发展与进步,数控系统变得越来越复杂和强大。数控刀具系统是柔性制造项目的关键工具,其管理水平与管理方法对数控设备的生产率与利用率有着极其重要的作用。探究设备刀具的特征,分析构建数控设备刀具管理软件的关键性,研究数控设备刀具管理中的资源采集、内部关系分析、功能模块等方面。     

Case Study: The Engineering Economics of RFID in Specialized Manufacturing

Calibrated tools are essential to producing highly specialized, defect-free parts. These tools are used in many processes in specialty manufacturing operations. Personnel could use the improper tool if the calibrated tool has been lost or stolen. This results in reduced business productivity and increased cost due to poor quality. This study demonstrates the cost effectiveness of using a radio frequency identification (RFID) system to track calibrated tools throughout a production facility. The costs of RFID tool tracking are described and return on investments of plausible scenarios are determined. Also, sensitivity analysis is performed utilizing spider plot and tornado diagrams.     

特殊螺纹接头油套管选用中存在的问题及使用注意事项

通过深入油田进行大量调查研究,分析总结了我国油田近年来在选用特殊螺纹接头油套管中存在的问题以及产生的严重后果,并提出了选用特殊螺纹油套管应注意的事项.认为,特殊螺纹接头油套管设计特点、加工精度和最终下井时螺纹接头配合状态是决定其优良的密封性能和连接强度的关键;要用好特殊螺纹油套管,应从扣型选择和材料选择做起,制定合理的验收标准,把好到货验收关,并应配备专门的特殊螺纹接头油套管下井设备、工具及上扣控制系统,严格执行特殊螺纹接头油套管下井操作规程.     

Strategy tools‐in‐use: A framework for understanding “technologies of rationality” in practice

In response to critiques of strategy tools as unhelpful or potentially dangerous for organizations, we suggest casting a sociological eye on how tools are actually mobilized by strategy makers. In conceptualizing strategy tools as tools‐in‐use, we offer a framework for examining the ways that the affordances of strategy tools and the agency of strategy makers interact to shape how and when tools are selected and applied. Further, rather than evaluating the correct or incorrect use of tools, we highlight the variety of outcomes that result, not just for organizations but also for the tools and the individuals who use them. We illustrate this framework with a vignette and propose an agenda and methodological approaches for further scholarship on the use of strategy tools. Copyright © 2014 John Wiley & Sons, Ltd.     

机床的动态特性分析

指出了机床动态特性的主要指标 ,分析了机床振动的类型、振源。通过动、静刚度的对比和一些实例 ,得出了提高机床动刚度的措施。这些措施是 :提高机床构件的静刚度和固有频率 ;改善机床结构的阻尼特性 ;变更振型的振动方向。     

Innovation management techniques and development degree of innovation process in service organizations

Service markets are becoming global, open and competitive. Knowledge is more available, technology more complex and service life‐cycles are shortening. In order to satisfy this challenge, more innovation management tools are required to get better and more successful new or improved products and services. This paper analyzes the relationship between the use of innovation management tools (IMT) and the degree of development of innovation process through the application of a five phase innovation model (TEMAGUIDE). This is undertaken in a group of service organizations from three sectors: trade, healthcare and education. The sequence of the innovation process development is defined between activities and use of innovation tools. Results show that activities and practices are more developed than use of innovation management tools, and also show that leading innovation organizations have a higher use of IMT.     

A survey of sales management practices

When ascertaining what sales management tools and practices to use, one approach would be for sales managers to compare the tools and practices they are presently using (or contemplating) with those used in other firms. This article provides sales managers with the opportunity for such a comparison by presenting the results of a study that examined what tools and practices sales managers are currently employing.     

The influence of project novelty on the new product development process

In this paper we review the range of formal tools and techniques available to support the new product development process, and examine the use and usefulness of these by means of a survey of 50 projects in 25 firms. For each firm, we compare routine and novel development projects, and identify the influence of project novelty on the frequency of use and perceived usefulness of a range of different tools and methods. In terms of usefulness, focus groups, partnering customers and lead users and prototyping are all considered to be more effective for high novelty projects, and segmentation least useful. Cross-functional development teams are commonplace for all types of project, but are significantly more effective for the high novelty cases. In addition, many tools rated as useful are not commonly used, and conversely some tools in common use are considered to be of limited use.     

Moving beyond the direct effect of SFA adoption on salesperson performance: training and support as key moderating factors

To our knowledge, this research is the first to focus on the critical moderating role that user training and support play on the relationship between the use of sales force automation tools and salesperson performance (i.e., effectiveness: percent-to-quota and efficiency: average number of calls per day). Hypotheses are tested using survey data from a sample of 108 salespeople in a business-to-business context and archival sales performance information. Moderated regression analysis results indicate that the use of sales force automation tools only enhances salesperson efficiency and effectiveness under conditions of adequate user support and training. In fact, under low levels of user training and support, the use of sales force automation tools was found to reduce salesperson efficiency and effectiveness. These findings have important implications for IT and sales managers since the results show that only under certain conditions will companies realize a return on their investment in SFA tools. Limitations and future directions for research are then discussed.     

The Transformation of the Innovation Process: How Digital Tools are Changing Work,Collaboration, and Organizations in New Product Development*

Over the past several decades, digitization has invaded all areas of human activity, including innovation. The result of digitization of existing tools for design and collaboration, and the introduction of entirely new digital tools, is a far more substantive change of innovation than previous generations of tools enabled. It affects not only the quality of the output and speed of its generation, but it affects the innovation work itself, changes work content, collaboration patterns, decision authority, organizational set‐ups, governance structures, firm boundaries, and ultimately entire ecosystems. In this paper, the digitization of New Product Development (NPD), a subset of innovation, is studied to pursue two research questions: (1) How has the digital tool landscape in NPD changed over the past 15 years, and (2) how have these changes affected how firms innovate? This research uses a longitudinal multi‐method, qualitative approach to deep dive into actual use cases of digital design tools such as computer‐aided design CAD and new tools such as collaborative information technology (CIT). The changes in these tools and observations into how these tools are transforming the very nature of how things are designed is the research focus of this study. These tools have become increasingly more sophisticated while being easier to use and are integrated earlier in the design process. As a result, digital tools have a far broader reaching impact than previous generation of tools. Not only do they affect output and process efficiency, but they also increase depth and breadth of the work of individual innovators, they lead to rearrangement of the entire innovation processes, enable new configurations of people, teams, and firms, and rewrite the rules on how knowledge management acts as a critical competitive capability. The progression of digitization is laying the groundwork for changes to what firms are and do and points to different ways of organizing, specializing, and training for NPD professionals.