超声波流量计在化工生产装置上的应用

上海石化化工部乙二醇、聚乙烯醇、动力装置的物料特性以及测量,超声波流量计在生产过程中的应用,分析超声波流量计在化工装置运行中出现的问题,给出解决办法和使用维护经验。     

超声流量计在污水流量计校准中适应性的讨论

针对超声波流量计在污水流量计现场校准方面暴露出的准确性不高的问题,结合超声波流量计的原理和现场试验,通过数据分析对超声流量计在污水流量计校准中的作用进行了讨论。试验证明,超声波流量计不适用于在线校准污水流量计。     

南水北调东线穿黄干渠流量计安装方案研究

穿黄工程是南水北调的重要工程,为解决调水过程中更换穿黄干渠8声道时差法超声波流量计的问题,对该处超声波流量计在不断水情况下的安装方案进行研究,通过对比分析发现带水安装方案更合理,该方案可以有效解决渠道调水过程中突发多声道超声波流量计损坏、更换困难的问题。该方案的创新点在于超声波流量计的带水支架安装。     

超声波流量计在水系统中的应用

水系统流量是企业能源消耗的重要指标之一,自然也是企业生产过程中受探重要参数之一。具备安装方便、测量可靠、易于操作等特点的超声波流量计因其优异的性能获得越来越广泛的应用。从超声波流量计的原理及性能入手,结合实际使用情况,着重阐述了超声波流量计在水系统流量测量中的应用情况。     

超声波流量计在天然气计量的应用研究

随着科学技术的发展,超声波流量计已经在天然气计量中的应用越来越广泛,已经成为天然气计量的一种重要的方式.使用气体超声流量计对天然气进行计量有严格的操作流程和规范,如果忽视这些要求的话,很可能会影响到问题计量的可靠性和稳定性.本文结合工作经验对超声流量计的工作原理、安装、使用以及检定进行了详细的阐述.     

上游弯管对时差法超声波流量计测量准确性影响分析

针对时差法超声波流量计上游存在弯管计量误差大的问题,通过数值仿真模拟分析了其各自计量误差的变化情况,并建立了相应的修正模型.通过现场试验证明,经过相应的数学模型修正后,超声流量计的测量示值误差基本能够控制在±1.0％以内,大大提高了超声波流量计在上游存在弯管的情况下测量的准确性.     

超声波流量计在气田贸易计量中的应用

随着经济和科学技术不断发展,在气田贸易工作中,计量要求越来越严格。超声波流量计应时而生,超声波流量计在气田贸易计量工作中应用,改变了传统单一计量方式,增加了计量准确性,提高了计量工作效率和安全性。本文主要就超声波流量计在气田贸易计量中的应用展开分析和研究。     

几种常用水计量仪表在生产中的应用

水是工业生产中不可缺少的能源 ,水计量是企业能源计量中至关重要的一部分 ,目前我厂常用的水计量仪表大致有以下几种 :超声波流量计 ,电磁流量计 ,漩涡流量计 ,差压式流量计及速度式流量计等。现分述如下。超声波流量计超声波流量计是 2 0世纪 80年代才发展起来的一种流量表。它是利用超声波在流体中的传播特性来实现流量测量的 ,它是一种非接触式流量仪表。根据对信号检测的方式 ,大致可分为传播速度法 (时差法、相差法、频差法 )、多普勒法、相关法、波速偏移法等。在工业测量中传播速度法应用最普遍。它具有如下特点 :1　节约能源该仪表…     

超声波流量计的研究与应用

超声波流量计应用情况需要充分坚持几个方面的基本原理,具体包括时差法原则以及多普勒原则。当前阶段,比较常见的额超声波流量计主要采用的是时差法原则。多普勒法类型的流量计则主要针对一些监测质量相对要求更好的环境中,因此设备具有局限性。本研究具体介绍此两类型流量计的原理特点,并通过对比分析的方式,确定应当选择更加合乎实际需要的类型。此外同样也对流量计安装与校准等工序的基本问题进行了简要介绍,希望能够对未来工艺发展提供帮助。     

噪音对超声流量计计量性能的影响及其改进措施

针对天然气流量计量过程中超声声学噪声对超声流量计计量性能影响的问题,在分析超声波流量计工作原理、超声信号处理方式、噪声产生原因和国内外降噪技术的基础上,从流量计本身和工艺布局方面综合考虑,归纳了5种可有效提高超声流量计计量性能工艺降噪方案,可为利用超声流量计计量的天然气站场计量工艺设计和改造提供参考。     

Problem based learning: application to technology education in three countries

An increasing variety of professional educational and training disciplines are now problem based (eg, medicine, nursing, engineering, community health), and they may have a corresponding variety of educational objectives. However, they all have in common the use of problems in the instructional sequence. The problems may be as diverse as a mechanical predicament, an unexplained phenomena, or patient symptoms. Technology education in secondary schools is undergoing a period of significant change in many countries. It is therefore imperative that technology teacher education adopt not only the technologies that have been identified as being important, but also incorporate appropriate methodologies for the instruction of these technologies. PBL offers a number of relevant features to technology education and it is because of these that the project outlined in this paper has been developed.     

Developing an expert system on project evaluation: Pt II: Structuring the system

The work here described is the early stages of a programme to develop a series of Expert Systems (ES's) in the management of R&D. In particular, the development of a prototype ES using a package program Crystal Ver. 2.1 is the focus together with the problems encountered. The literature had suggested that the use of such packages facilitated the process for those exploring ES's. What was not clear from the literature or the program manuals was the limited range of problems which could be handled. The programs have a rigid structure such that unless the logic of the problem solving process matches that of the program, severe difficulties will ensue. This paper outlines the inherent structure of the programs and indicates the kind of problems which would fit. Specific problems which were encountered when trying to stretch the use of the program are explained in detail. It goes on to explain how these problems were got round using Lotus 1–2–3 which proved far more flexible in practice. This kind of understanding is essential if ES's are to become every-day tools of R&D management. The objective in developing the Expert System (ES) was for it to be advisory to those preparing project proposals for possible submission to higher management within the context of an R&D laboratory. Thus the intention was to capture the expertise of senior managers, make it available to more junior ones, and thereby improve the quality of their work. This concept proved to be naive in that the expertise proved to be so diffuse that a wholly new rationale to structure the expertise had to be developed. This process, the subsequent development into a prototype ES, and its evaluation, have already been published (Wilkinson, 1991). The literature on ES's had suggested that the use of available package programs was straight forward and that the real problem was in establishing the expertise to be used and in structuring it to fit the program. This too proved to be an over-simplification. When this work started, the exact nature of the package programs had not been spelt out adequately. The purpose of this paper, Part II, is to describe their inherent structure and the limitations which this imposes on the kind of problems for which they can be used. The insights gained in this work into the evaluation of projects and the inadequacies of previous evaluation techniques will form the contents of Part III of this series of papers.     

The analysis of technological activity using abstracting services

Many organizations are at the present time faced with two problems. First, what are the events that are likely to have important implications for their activities in future time periods? Second, what new areas should they consider entering and how can they make quick appraisal of the potential in such areas? There are no easy answers to either of these questions but a number of methods have been proposed which have been found to be of assistance. This paper outlines an approach based on the use of abstracting services which can provide useful information quickly and inexpensively.     

From experience: Capturing hard-won NPD lessons in checklists

The application of a good New Product Development (NPD) process is frequently limited by the experience of the user. Avoiding relatively minor errors and omissions that can lead to seriously flawed project results is still an art. Checklists for each stage of a development project can capture this art and their disciplined use can avoid many potentially critical omissions and errors. Development of checklists frequently comes from the hard experiences many of us have had in bringing new products to market. Consequently, benchmarking "trials and tribulations" rather than success stories can be more appropriate to developing a thoughtful checklist.
This article is a partial accumulation of one practitioner's experiences of over three decades of executing, managing, directing and observing these projects. Fifteen NPD case histories are examined to develop learnings from these experiences. These cases are organized around three basic product development issues: managing technical risks, managing commercial risks, and managing NPD personnel. In these examples, NPD project problems have a common theme of poor technical or commercial risk management, as opposed to technical failure. Improved planning and a more disciplined management interface would have avoided many of the problems discussed in these case histories.
Analysis of each of the case histories and learnings is provided from which suggested checklist items are derived. These checklist additions are presented by development stage to allow use by other NPD teams, with the intention of avoiding the repetition of similar problems.     

Voices from the Field: How Exceptional Electronic Industrial Innovators Innovate

This exploratory research uses in‐depth qualitative interviews to investigate how 11 exceptional innovators in the electronics industry initiated, created, and commercialized radical innovations in their firms. From the data, two initial frameworks emerged for how radical innovations were created by these individuals. Four themes emerged associated with what these innovators bring to the organization as an underpinning for being able to radically innovate. Additional themes emerged as to the process by which they innovate. Across the literatures of innovation, psychology, and management, creativity is discussed in terms of person, product, or process. This research samples on highly creative innovations (products) and finds that it appears that both person and process need to be considered in attaining radical innovation. One may not be able to consider separately the person who achieves radical innovation from the process he or she uses to achieve it. These exceptional innovators have specific personality characteristics that support radically creative behavior, supplemented by a perspective or worldview that focuses on having a business orientation yet also a somewhat idealistic attitude. They have prepared for innovation by studying deeply, within not just one primary technology topic but also a secondary or peripheral technology topic. In addition, they have prepared broadly, across technology, business, and markets. They are both extrinsically and intrinsically motivated to innovate. People communicating what problems are urgently important to them to be solved produce external motivation for the innovator, who is then intrinsically motivated to solve these people's problems by creating new products. In terms of how they innovate, these exceptional innovators are organizationally savvy and both understand and participate in the politics necessary to gain acceptance of and resources for their project. They use an innovation process that emphasizes the up‐front aspects of finding interesting problems, planning first before executing, and understanding customer needs in great detail. This allows them to generate insights into how to solve those problems profitably for the firm. Once they have obtained and validated their insights for solving the problem, they participate in the actual implementation of the concept to a commercialized product. However, this development aspect of innovating is not much spoken of, as if it is taken for granted. Finally, they actively disseminate knowledge and acceptance of the innovation postinvention.     

浅谈“教学结合职业规划”模式下服装设计教学的改革方向

二十世纪八十年代以来,中国的经济从计划经济体制逐渐转变到了市场经济体制,并取得了巨大的发展和成绩。在这个过程中,服装行业也是转变和发展最彻底的一个行业,可服装设计教学作为教育行业的一部分并没有因此发生较大的改变,所以服装设计教学在中国很多高校里实际已经和服装市场脱节,甚至出现了很多没有任何企业实践经验的教授、教师却在天天进行实践性教学环节,并且教学目标是培养学生去服装企业里做一个优秀的设计师这么尴尬的现状。所以本文主要论述在新时代背景下,服装设计教学如何走出这种困境,顺应时代和市场的发展而进行改革、调整而发展的方向和思路。     

Parallel sourcing and supplier performance in the Japanese automobile industry

Japanese auto makers are reported to enjoy high supplier performance through long-term relationships, specific investments, and sole sourcing. Quality management consultants in the U.S. have been strongly advocating adoption of these practices. But economic and management theorists would predict that the combination of a high level of relationship-specific investments and sole sourcing will lead to problems with supplier performance. In fact the Japanese auto makers use a hybrid form of organization we term parallel sourcing. We present a transaction costs model that shows how parallel sourcing provides incentives for supplier performance associated with multiple sourcing while preserving claimed benefits of sole sourcing.     

Halon replacement: The law and the options

Halons 1301 and 1211 have been employed widely for over 20 years in a broad array of fire and explosion protection applications. These chemicals, however, have been determined to be environmentally unfriendly due to their high ozone depleting potentials. International treaty, national laws and local ordinances have severely limited the future use of these chemicals. Production in the United States will likely come to an effective halt by 1994. A number of alternative chemicals have been suggested as potential replacements for the halons both in total flooding and streaming agent applications. A comparison of the several viable halon alternatives is made including performance, cost and availability. Areas where new applications data are required are noted.     

Applications of computers in R & D management

R & D Managers use computers extensively in solving technical problems. This paper examines the use they make of computers in solving Management problems. Applications of computers to various aspects of R & D programme formulation, project planning, technical information storage and retrieval, management information systems, and computer-aided training have been investigated by many companies and, in some cases, have been implemented. Some of the techniques have become well established but others are still at a development stage. No attempt has been made to evaluate the techniques described. This topic was the subject of a study by a Working Group of the European Industrial Research Management Association (EIRMA), and a report ‘Computers as Aids to R & D Management’ was distributed to members of the Association. EIRMA has now agreed to release information contained in that report and this paper is based on that information updated by the author, who was Chairman of the EIRMA Working Group.     

Applications of computers in R & D management

R & D Managers use computers extensively in solving technical problems. This paper examines the use they make of computers in solving Management problems. Applications of computers to various aspects of R & D programme formulation, project planning, technical information storage and retrieval, management information systems, and computer-aided training have been investigated by many companies and, in some cases, have been implemented. Some of the techniques have become well established but others are still at a development stage. No attempt has been made to evaluate the techniques described.
This topic was the subject of a study by a Working Group of the European Industrial Research Management Association (EIRMA), and a report 'Computers as Aids to R & D Management' was distributed to members of the Association. EIRMA has now agreed to release information contained in that report and this paper is based on that information updated by the author, who was Chairman of the EIRMA Working Group.