电接点式温度控制在工业空调机组上的应用

天津石化化纤厂有两套LD78水冷空调机组，每套内装2台全封闭式压缩机。投入运行六个月后，就有三台压缩机电机烧毁。经检查发现原因是温度控制面板没有抗电磁干扰的能力，引起电气主回路接触器频繁启动造成压缩机电机烧毁。为此，设计了电接点式温度控制系统，与原系统并联，取得了良好的控制效果。     

地下防护工程柴油发电机组冷却系统优化设计

总结柴油发电机组传统冷却系统方案设计特点和存在问题，结合工程储水池设置条件提出优化方案。机组冷却系统有专用储水池时可采用“储水池取水+回水至储水池+电动三通阀”的形式，合用储水池时可采用“空调系统储水池循环+柴油发电机冷却系统混合水箱循环”的形式。模拟计算结果表明，冷却系统在保障空调和柴油发电机组正常运行的同时，提升机组运行安全稳定性。     

罗茨真空泵在600MW机组节能改造中的应用

针对600 MW机组真空泵存在耗电大、效率低、维护费用高等问题,增加一种新型的智能罗茨真空泵组到真空系统中。改造后机组真空系统每小时可节电122.6 k W·h,同时延长了原水环式真空泵的使用寿命和维修周期。     

加强细节管理有效保证项目实施

哈尔滨空调股份有限公司是以生产石化空冷器、电站空冷器、电站(核)空调和节能换热设备为主的国有控股上市公司。公司是国内电站(核)空调的重要供货商,是国内第一个设计制造出大型电站、核电站空气处理机组的企业,先后为巴基斯坦恰希玛核电站一期、秦山核电二期、田湾核电站等配套提供了大型核级及非核级的暖通空调通风设备,已签署了巴基斯坦恰希玛核电站二期工程的常规岛蒸发冷却式空调机组的合同。目前已形成了年产5000吨电站(核)空调的生产能力,具备生产核安Ⅱ级设备的资格,是中国唯一有10年以上核级空气处理机组和核级风机安全运行经验…     

地铁车辆空调高压毛细管泄漏分析与改进

分析国内某市地铁列车空调机组高压毛细管泄漏故障,提出解决方案,整改后效果显著。提出空调系统设计时的注意事项,降低空调系统故障率及维修成本。     

基于商场冷负荷特点的多台冷水机组优化配置研究

针对商场的热量特点讨论了约束条件和影响因子,模拟了动态冷负荷变化规律,给出了多台冷水机组优化配置方法及商场空调系统优化方案,并与原静态冷负荷法设计的空调系统进行对比分析,发现可节约36%左右的机组装机容量,减少设备装机容量5 000kW。经过1个夏季的运行证明本优化设计可满足商场使用要求,并达到了良好的节能效果。     

关于降低核心机房空调能耗的方案分析

本文通过对核心机房中构建合理的气流组织,以及多台空调机组的能效管理联控与避免竞争运行,并且利用自然冷源的机房专用空调SDC全面分析如何降低机房空调能耗。     

水蓄冷技术在某工程中的应用

某综合楼位于市内繁华地段,设有中央空调系统。为充分利用建筑现有消防水池,提高整体系统的使用率,现将消防水池改造成为蓄冷水池,采用水蓄冷技术,解决空调冷源的问题。根据夜间空调负荷的承担情况提出两种方案,并对两种方案的系统运行效率、运行稳定性进行分析,最终确定水蓄冷与水冷涡旋机组联合运行的方案。通过对水蓄冷系统的初投资、年运行成本分析,表明水蓄冷技术应用于空调系统具有经济环保的优势。     

浅谈火用分析纺织厂空调制冷机组

纺织厂空气调节系统耗费了巨大的能量，故火用分析纺织厂空调制冷系统是当前的紧要任务。本文介绍了火用分析的思想，并通过分析典型日期的实验数据，用其来分析了纺织空调系统的制冷机组，对火用的节省给出了指导性意见。     

药厂洁净空调机组盘管故障及措施分析

洁净空调机组是保证药厂洁净度的关键设备，随着其使用年限的增加，机组内的盘管故障日渐增多，严重影响洁净空调的使用效果。分析空调盘管故障原因，从故障率偏高的排水环节入手总结出3个要因，分别为排水管设计不合理、在冬季易发生冻裂和表冷器冷凝水管路排水不畅。针对这3个要因提出改进措施，对于药厂空调系统的稳定运行、降低运维成本具有重要意义。     

北京空调负荷结构及调控措施研究

分析了北京电网空调负荷及增长情况,研究了北京空调负荷结构,提出了调节夏季空调负荷的具体措施建议.     

药品监管队伍建设评估指标体系的设计

在当前药品安全形势日益严峻的情况下，公众对药品监管部门的工作也提出了更高的要求，药品监管队伍建设受到社会广泛关注。本文将结合药监队伍现实特征，借鉴公共部门绩效管理模型，构建药品监管队伍建设评估指标体系．以对药品监管队伍建设情况进行有效的评价。     

Work Systems, Quality of Working Life and Attitudes of Workers: An Empirical Study Towards the Effects of Team and Non-Teamwork

The paper distinguishes between four categories of work systems: the traditional Tayloristic system, 'lean' team work, 'sociotechnical' teamwork and the professional work system. Using a Telepanel survey of over 800 Dutch workers, the association of work system with several employee outcome variables is analysed, including quality of working life, well-being and worker attitudes.     

平衡记分卡在大亚湾海事处团队管理中的应用与探索

平衡计分卡将组织绩效评价与组织目标相结合,使组织成员明确组织愿景,加强了组织建设。大亚湾海事处引入平衡计分卡,从海事职责,服务对象,内部流程,学习和成长四个维度构建了团队评价指标体系,团队建设取得了显著成效。     

The Performance Effects of Human Resource Practices: The Case of Interclub Networks in Professional Baseball, 1919–1940

This study investigates the performance effects of two industry‐specific human resource management innovations that dramatically changed the way professional baseball teams selected and trained ballplayers. In the early part of this century, major league clubs developed and refined two player‐development practices based on “reserve team” and “farm team” systems. We use a panel data set of the win/lose records for the population of 16 major league clubs for the seasons from 1919 through 1940 to test hypotheses about the effect of human resource practices on organizational performance. The results suggest that the reserve team practice had no significant impact on organizational performance. In contrast, the more complex farm‐team system, pioneered by Branch Rickey of the St. Louis Cardinals, improved organizational performance and diffused rapidly throughout the league. We estimate that by 4 years after its creation, the farm‐team system improved a team's win rate by 0.068 points relative to nonadopters of the farm‐team system and teams with less than 4 years of prior experience with a farm‐team system. The results also show that the farm‐team effect was not confined to St. Louis but also was experienced by later adopters. These results contribute to the growing literature showing a positive effect of human resource policies on organizational performance. The results also illustrate the important role the external environment plays in shaping this relationship (e.g., legal restrictions to labor mobility).     

Development and use of organisational climate mapping in Research and Development teams

Team climate is a construct which easily fits with organisational diagnosis and R&D effectiveness and which has been found to be readily acceptable to team leaders. This paper briefly describes the construction and use of an organisation climate instrument which was developed as a diagnostic tool for team climate characteristics in R&D, and a springboard for initiating indepth discussions with R&O team leaders. A system of feedback was developed which comprised a computerized set of plots including (1) CLIMAP (Climate MAPping) intended to depict the individual and aggregate profiles of individual perceptions along relevant climate dimensions. (2) LOCMAT (LOCation MATrix) intended to portray in a matrix form, the location of members relative to each other regarding their perception of team climate and the extent of their agreement/disagreement therewith. The development and use of the instrument and its associated form of feedback is viewed as a potential method for increasing the awareness of team members, project managers and team leaders of their work environment, and as a useful tool for initiating planned change. To date, information has been collected from more than 300 scientific and technical personnel in R&D establishments; amongst these, more specific data have been collected in 18 teams. Implications for management and also for further research are discussed.     

Organizational variables, sales force perceptions of readiness for change, learning, and performance among boundary-spanning teams: A conceptual framework and propositions for research

Sales organizations are continuously developing new ideas and approaches to be more competitive. One of the approaches taken by most successful organizations is the move from individuals to boundary-spanning, cross-functional teams. Sales teams are being employed to counter efforts by buying organizations to form buying centers. It is proffered in this paper that organizations that are ready for change are conducive to enhancement of sales team learning. Organization readiness for change is a condition impacted by a variety of organizational antecedent variables such as culture and climate. This paper proposes that sales team learning is impacted by team members' perceptions of the organization's readiness for change. In addition, we also posit the moderating influence of two environmental variables: turbulence and competitive intensity on the relationship between readiness for change and sales team learning. Sales team learning is then proposed to be related to a variety of sales outcomes. In this paper, we present a conceptual framework for understanding the contexts in which team learning occurs and the impact of team learning on team effectiveness. Throughout the paper, we present research propositions that provide opportunities for future examinations of team learning.     

Managing the Unexpected Across Space: Improvisation,Dispersion, and Performance in NPD Teams

Organizations are increasingly moving toward a team‐based structure for managing complex knowledge in new product development (NPD) projects. Such teams operate in an environment characterized by dynamic project requirements and emergent nonroutine issues, which can undermine their ability to achieve project objectives. Team improvisation—a collective, spontaneous, and creative action for identifying novel solutions to emergent problems—has been identified as a key team‐situated response to unexpected challenges to NPD team effectiveness. Geographic dispersion is increasingly becoming a reality for NPD teams that find themselves needing to improvise solutions to emergent challenges while attempting to leverage the knowledge of team members who are physically distributed across various locations. However, very little is known about how teams' improvisational actions affect performance when such actions are executed in increasingly dispersed teams. To address this gap in the literature, this paper draws on the emerging literature on different forms and degrees of team dispersion to understand how team improvisation affects team performance in such teams. In particular this paper takes into account both the structural and psychological facets of dispersion by considering the physical distance between team members, the configuration of the team across different sites, as well as the team members' perception of being distant from their teammates. Responses from 299 team leaders and team members of 71 NPD projects in the software industry were used to analyze the relationship between team improvisation and team performance, as well as the moderating effect of the three different conceptualizations of team dispersion. Results of the study indicate that team improvisation has a positive influence on project team performance by allowing team members to respond to unexpected challenges through creative and timely action. However, increasing degrees of team member dispersion (both structural and psychological) attenuate this relationship by making it difficult to have timely access to other team members' knowledge and by limiting real‐time interactions that may lead to the development of creative solutions. The results of this research offer guidance to managers about when to balance the desire to leverage expertise to cope with unexpected events. Moreover, the present paper provides directions for future research on improvisation and team dispersion. Future research is encouraged to investigate factors that may help highly dispersed teams to overcome the shortcomings of team dispersion in dealing with emergent events.     

The impact of team‐member exchange,differentiation, team commitment,and knowledge sharing on R&D project team performance

This paper integrates team‐member exchange (TMX), affective commitment, and knowledge sharing to examine how work unit TMX influences employees' R&D project team commitment and intention to share knowledge, and how team knowledge‐sharing intention and TMX differentiation influences team performance. The results support the relationships between work unit TMX and employees' intention to share knowledge and team commitment. In addition, the results show that work unit TMX increases intention to share knowledge through increasing group members' team commitment. At the group level, the results support the relationships between team knowledge‐sharing intention and team performance. The results also show that TMX differentiation moderates the relationship between work unit TMX and team performance. That is, greater work unit TMX is more likely to achieve higher team performance in a team with low TMX differentiation as opposed to a team with high TMX differentiation. Implications for theory building, future research, and R&D management are discussed.