Monday, October 25, 2010

Guide to fully experience the still-mail (a) - attachment

Features on the still-mail

* Send and receive e-mail is no longer rely on laptops and networks, business trip easy to leave

* E-mail to receive, reply, send, forward a complete experience, but also supports various formats of attachments

* Receive free control message size, not take away the original message

* Personalized settings, so my email is still different

* Mobile access to the Internet will be able to use still-mail

Point in the preparation of a new message menu button, select "Accessories", then the list will automatically jump to the attachment page, select "Add", you can attach the.

Select the folder location in the BB and find you want to send the file, select "Confirm."

Annex the list now have a file you have just selected, and then add a bar, continue to choose "Add."

This amr files add a voice message right, huh, huh. Two documents are now in a annex to the list. Shang-mail attachment support message sending N Oh, but the upper limit of the current domestic GPRS uplink only 4K / S, so if the attachment is too large to send, only the patience to wait for the ... ...

Now back to editing the page, written messages, attachments can be associated with sent.

Received! Ha ha ~

On the phone with the mail file, than Bluetooth travels far stronger than the SMS, MMS than the benefits, you are not too Tempted?

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Monday, October 18, 2010

"Unbeatable team" Five Steps

Whether it is Western enterprise, or small and medium enterprises in our country, without exception, have emphasized sense of team. However, the ability to really build team spirit, but the problem is the confusion of many managers. How to build a team of invincible, in fact, be accomplished through four steps.

The first step: a reasonable amount. Many managers may try to portray a large number of employees as a team. The study on the management of the People's Liberation Army is a proof book selling. However, this attempt will undoubtedly end in failure. In the current economic conditions, many employees can not build an efficient team. The appropriate team members should be in 30 or fewer. Thus, in order to build the project or phase of the task team is the most effective method.

Step two: ability to complement each other. A team, their close working relationship between. Compared with the traditional organization, it not only emphasizes information sharing, also emphasized the collective performance. Thus, between them the skills should be complementary. In the process of forming the team, wise managers will be among the team members the ability to complement each other, age and experience complement each other, and even personality and behavior have to complement each other.

The third step: clearly-defined responsibilities. Different from the traditional organization, the team's responsibility to emphasize personal responsibility, but also stressed the collective responsibility. Team has the overall responsibility and a clear division of labor. Each team member is not simply done their own work themselves, but also play on the team members responsibility and collective responsibility. If the team's goals are not met, each team member's responsibility to play basically the same.

Step Four: Goal clearly. Team should have a clear goal. This goal even if the team reason to exist. Each team member needs to make a commitment to this team goals. The goal should be very specific goals. This goal not only to the provisions of a specific task, but also need to provide a specific time to complete the task. It should even deep into the daily life of team members.

Step Five: dilute leadership. Most afraid of harmony of traditional leadership, which he might create conflicts in a peaceful time. But the team leader is to create harmonious relations between members. It also stressed that the guidance, not leadership. In the team, not set up some kind of regulatory bodies such as the administration, but should be allowed to play the most capable people management role. The manager should establish a self-directed work teams, to maintain the loyalty of the target group, on the technical team to remain vigilant, stay alert on the outside, good at communication and external relations.

If you can really do this five steps, each administrator can build a highly efficient team of invincible. Especially in the "knowledge-intensive enterprises", the build out of this team even more efficient business objectives will be completed.

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Tuesday, October 5, 2010

CorelDRAW 12 step by step (4) - filled with brush and colors

lesson 4 brush filled with color

First, brush tool

Art document tools

"Art document tool" is a kind of CorelDRAW provides fixed or variable width and shape of the special brush tools. Use it to create special artistic effects of line or pattern.

In the "art document tool" attribute column, provides five different functions of the pen-shaped buttons and options settings. Select a pencil and set the width option number in the drawing page, click and drag the mouse to draw a colorful pattern effect.

Default button: This option is used to pre-art media pen shape. In the slider bar to set the brush strokes of smoothness; in the options bar set the width of the brush strokes; in the drop-down list box select CorelDRAW12 provide you with dozens of pen shape.

(1) brush art tools

Art of document tools (pen) property column

(2) spray can art of document

Art of document tools (Spray Art pen) property column

(Spray cans) button: Press this button, you can draw over the place in a fountain spray pattern chosen. In the drop-down list box to select the desired pattern Airbrush; in the column to set the size of a fountain pattern; the column selection bar, choose printing mode for the "random", "order" or "by direction"; press the button can be satisfactory design has been selected to Airbrush pattern list, and can press the button, the dialog box that pops up a list of editing Airbrush pattern; the column can be adjusted by printing the number and spacing of objects in the painting; press the button, you can In the pop-up dialog box set the printing object rotation; button in the dialog box, set the object to be offset printing and offset direction; press the button to reset values.

Using preset pencil, brush, and the effect of rendering Airbrush

(3) document the art of calligraphy

Art document tool (the art of calligraphy pen) property column

Using the art of calligraphy and paint the art of writing

(4) Pressure artistic document

Art of document tools (pressure pen) property column

In this case, the "pressure" is the use of the word "pressure pen) plotted, the graph of fireworks and the use of spray cans into the draw.


Second, color fill

Color fill for the performance of the work is very important, in CorelDRAW12, there are solid color fills, gradient fills, pattern fills, texture fills, PostScript fills.

1. Uniform filling

Uniform filling is the most common form of a filling. There are prefabricated in CorelDRAW12 palette, you can "window" under the "palette" to fill, methods of operation:

Method 1: select the object, the color palette selected by left.

Method 2: Drag the color palette on the object, the time when the cursor becomes loose.

Custom standard fill

Although CorelDRAW12 Many of the default palette, but relative to the number of colors used on the millions, in many cases, the standard must customize the fill color to ensure color accuracy, methods of operation:

Select the object to fill in the toolbox, select the "Fill tool" in the "Fill Color dialog box" (Shift + F11), in the open "standard Fill in the dialog" Select the color pattern and color.

2. Gradient fill

CorelDRAW12 the "gradient fill" to include in the "linear," "Ray," "cone", "square corner" in the four gradient, you can use the various options are flexible colorful gradient fill.

Selected to fill the object, the toolbar's "color fill" tool in select "gradient fill" (shortcut key F11), pop-up "gradient fill mode" dialog.

In the "color mix" option, the "color", "custom" 2, where "color fill" is the default gradient color CorelDRAW12 way.


(1) two-color gradient

See the four-color gradient in the gradient fill options:

Linear fill fill-ray cone filled square corner fill

In the "Options" column, "angle" is used to set the angle of gradient fills, which range between -360 掳 -360 掳.

Angle of 90 掳, the filling effect of 45 掳 when the angle of the fill effects

"Step" value used to set the gradient of the class number, the default is set to 256, the greater the value, the more gradual level, the performance of the gradient the more delicate.

Step 256 the fill effect

Step 5 Fill Effects

"Boundary" is used to set the width of the edge of their range in between 0-49, the greater the value, the edges between adjacent colors more narrow, the more obvious changes in its color.

The effect of boundary fill 0

The effect of boundary fill of 50

"Center displacement" can be adjusted ray cone, fill the center position of the gradient method.


(2) Custom fill

Select a good "custom fill" option, the user can double-click the left button to increase the gradient axis color control points, then the right to set the color palette. Double-click the triangle on the left mouse button, you can remove the color point.

Gradient Fill dialog box can also be below the "default" drop-down list, in CorelDRAW 12 pre-designed color gradient fill style in a choice, or add and remove color gradient.

3. Pattern fill

Select the object to be filled, the fill tool in the toolbox, select "Pattern Fill button", CorelDRAW 12 users in here for three pattern fill mode: two-color, full color and bitmap mode, there are a variety of different patterns and styles to choose from.

4. Texture Fill

Select the object to be filled, the fill tool in the toolbox, select "Texture Fill button" will open the "Texture Fill" dialog box, where CorelDRAW 12 provides the user with more than 300 kinds of texture patterns and materials, there is a bubble, spot , watercolor, etc. After the user select a variety of textures, but also in the "texturing" for detailed settings dialog box.

5. PostScript fill

PostScript PostScript language filled out by a shading, click the Fill tool in the toolbox of "PostScript fill button" in the open dialog box to select the PostScript style and setting.


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Thursday, September 23, 2010

Servlet Programming with Servlet Display Pictures

Servlet servlet used to do programming in a tracking image click technology, this module large one, here to talk about with the Servlet display picture part. First talk show with a picture of a process Servlet:

1. Servlet programming in response to set the output type:

The corresponding statement - response. SetContentType ("image / gif; charset = GB2312"),

銆??response 渚胯兘杈撳嚭gif鍥剧墖锛?amp;quot;image/gif;charset=GB2312"渚挎槸杈撳嚭绫诲瀷锛屽綋鐒朵綘鍙互杈撳嚭 "image/jpg;charset=GB2312"绫诲瀷鏂囦欢銆?br />
銆??2. 瀹炵幇Servlet鏄剧ず鍥剧墖涔嬪緱鍒版枃浠舵祦锛?br />
銆??servlet鏄互娴佺殑褰㈠紡浠跺浘鐗囨枃浠朵粠鏈嶅姟鍣ㄨ鍑猴紝閫氳繃response灏嗘祦鍙戝埌娴忚鍣ㄧ殑銆?br />
銆??3. 瀹炵幇Servlet鏄剧ず鍥剧墖涔嬪緱鍒拌緭鍑烘祦锛?br />
銆??瀵瑰簲鐨勮鍙?-OutputStream output = response.getOutputStream(); 褰撶劧锛屽鐞嗗浘鐗囨枃浠堕渶瑕佷互浜岃繘鍒跺舰寮忕殑娴併?

銆??4. 瀹炵幇Servlet鏄剧ず鍥剧墖涔嬫枃浠舵祦鐨勭紪鐮?浣嗕篃涓嶄竴瀹氬繀椤荤紪鐮佺殑锛屽鏋滀笉鏄枃浠舵祦锛屽垯蹇呴』缂栫爜) 鎵?互鎴戠粰澶у涓?釜鐢ㄧ紪鐮佺殑浠g爜鍜屼笉鐢ㄧ紪鐮佺殑浠g爜.

銆??椤轰究璇翠竴鍙ワ紝sun鍏徃浠呮彁渚涗簡jpg鍥剧墖鏂囦欢鐨勭紪鐮乤pi銆?br />
銆??鎴戞兂鍩烘湰娴佺▼閮借瀹屼簡锛屼笅闈㈡垜鎶婁唬鐮佹嬁缁欏ぇ瀹剁湅涓?笅锛屽ぇ瀹惰嚜鐒朵竴鐩簡鐒朵簡锛?br />
銆??package xjw.personal.servet; import*; import javax.servlet.*; import javax.servlet.http.*; import com.sun.image.codec.jpeg.*;


銆??import*; import java.awt.*; import java.awt.image.BufferedImage; public class ShowPicture extends HttpServlet{ private static final String GIF="image/gif;charset=GB2312";


銆??private static final String JPG="image/jpeg;charset=GB2312"; public void init() throws ServletException { } public void doGet(HttpServletRequest request, HttpServletResponse response) throws IOException, ServletException { doPost(request, response); } public void doPost(HttpServletRequest request, HttpServletResponse response) throws IOException, ServletException { String spec=request.getParameter("spec"); //杈撳嚭鍥剧墖鐨勭被鍨嬬殑鏍囧織 int int_spec=Integer.parseInt(spec); if(spec==1) { String imagePath="/jfgg/b1.jpg"; //鍥剧墖鐩稿web搴旂敤鐨勪綅缃?} else { String imagePath="/jfgg/b2.gif";

銆??鍥剧墖鐩稿web搴旂敤鐨勪綅缃?br />
銆??} OutputStream output = response.getOutputStream();//寰楀埌杈撳嚭娴?if(imagePath.toLowerCase().endsWith(".jpg"))//浣跨敤缂栫爜澶勭悊鏂囦欢娴佺殑鎯呭喌锛?{ response.setContentType(JPG);//璁惧畾杈撳嚭鐨勭被鍨?//寰楀埌鍥剧墖鐨勭湡瀹炶矾寰?imagePath = getServletContext().getRealPath(imagePath);


銆??InputStream imageIn = new FileInputStream(new File(imagePath)); //寰楀埌杈撳叆鐨勭紪鐮佸櫒锛屽皢鏂囦欢娴佽繘琛宩pg鏍煎紡缂栫爜 JPEGImageDecoder decoder = JPEGCodec.createJPEGDecoder(imageIn); //寰楀埌缂栫爜鍚庣殑鍥剧墖瀵硅薄 BufferedImage image = decoder.decodeAsBufferedImage(); //寰楀埌杈撳嚭鐨勭紪鐮佸櫒 JPEGImageEncoder encoder = JPEGCodec.createJPEGEncoder(output); encoder.encode(image);//瀵瑰浘鐗囪繘琛岃緭鍑虹紪鐮?imageIn.close();//鍏抽棴鏂囦欢娴?} if(imagePath.toLowerCase().endsWith(".gif"))//涓嶄娇鐢ㄧ紪鐮佸鐞嗘枃浠舵祦鐨勬儏鍐碉細 { response.setContentType(GIF); ServletContext context = getServletContext();//寰楀埌鑳屾櫙瀵硅薄 InputStream imageIn=context.getResourceAsStream(imagePath);//鏂囦欢娴?BufferedInputStream bis=new BufferedInputStream(imageIn);//杈撳叆缂撳啿娴?BufferedOutputStream bos=new BufferedOutputStream(output);//杈撳嚭缂撳啿娴?byte data[]=new byte[4096];//缂撳啿瀛楄妭鏁?int size=0;; while (size!=-1) { bos.write(data,0,size);; } bis.close(); bos.flush();//娓呯┖杈撳嚭缂撳啿娴?bos.close(); } output.close(); } }

銆??鏈?悗鏄浣曡皟鐢紝浣犲彲浠ョ畝鍗曠殑鏄犲皠涓?笅servelt锛屾垜灏卞皢servet鐨勫悕鏄犲皠涓篠howPic, 浜庢槸涓嬩唬鐮佽皟鐢?br />
銆??锕tml锕ャ? 銆?工body锕ャ? 銆?工img src="ShowPic?spec=2"锕ワ工/a锕?锕?body锕?锕?html锕?br />


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Tuesday, September 14, 2010

The new second generation of new ID card readers

Second generation of ID card readers DKQ-116D

Price 楼: 1350

Police: ID card to apply for ID card identification, household registration migration, population management.

Home: education, work, join the army, marriage registration.

Civil Aviation: ticket purchase, boarding, etc..

Bank: Bank, credit card transactions, such as large withdrawals.

Hotels: accommodation and registration.

Post Office: to collect remittances.

Securities: stocks, futures and so on.

Telecommunications: Telephone (mobile) account, various communication services and so on.


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Monday, August 2, 2010

Why did the Japanese car manufacturer SCM is better than the U.S.

Now many manufacturers often complain about inefficient suppliers. However, the manufacturer supplier before the accused may be more should check their policies and procedures. Manufacturers from the United States car manufacturers, Japanese auto makers as well as the two suppliers to provide parts found in supply chain operations "have" and "lost."

In the 20th century, 80's and 90's, Japanese auto makers in the United States established a strong production capacity, and their world-class manufacturing standards quickly become the new U.S. auto industry quality standards. These guidelines go far beyond the time (JIT) delivery of parts to the factory, including all aspects of lean manufacturing (see "Lean manufacturing and time delivery"). Japanese car manufacturers, with their lean focus on capacity, realize that their success depends on developing a local supply of library, which means that they share with the U.S. supplier manufacturing management guidelines and technology. These guidelines and technology makes a similar factory in Japan are very competitive. Taking into account the mainland area and the transport system to achieve on-time delivery is not very reliable, many skeptics maintain that lean manufacturing will never be effective in North America. However, Japanese companies in the United States proved that is not the case. U.S. automakers began to follow the Japanese counterparts leader in lean manufacturing direction and request them to change their suppliers to provide logistics services on time.

Suppliers recipe for success

- Operation in the U.S. Japanese manufacturers and their suppliers to work together developing lean capacity.
- Japan's balance of their factory production tasks in order to avoid peak demand, allowing fewer suppliers inventory.
- Set up a factory in Japan ordered the delivery time windows (time windows) system, in which all parts must be received at the delivery facility.
- Japanese factories using lean transportation system to handle mixed-load, small-volume delivery. Sometimes the establishment of a cross-dock (cross-dock) to the large volume of goods re-divided into smaller quantities.
- Japanese factories to encourage suppliers only at a particular point in time delivery of parts assembly plant in need, even if it means some-filled truck. On the effective implementation of a lean program for automobile manufacturers, suppliers and their in-house logistics activities from the traditional large-scale manufacturing systems to changes in lean systems, it appears to be crucial. In fact, this is not entirely correct. Car manufacturers and logistics activities within the management strategy - in other words, the customer's logistics activities and their own internal management policies - may have the capacity of suppliers (vendors to respond to the capacity of lean systems and customers at the right time so and appropriate access to appropriate parts location ability) has a far-reaching implications.

Lean manufacturing and time delivery

Although JIT and lean manufacturing have been too much publicity, on what they are and how to make them function effectively may seem unclear. Lean manufacturing is the manufacturing of wisdom, it focused on the delivery time to the minimum cost of the highest quality products. This is a production system, but also focus on value stream systems. Value stream, including the raw materials into products that customers need to process all the steps that need. Any process can not do this step is considered wasteful steps. Indispensable, when the value stream in the distant flow between customers and suppliers, obsolete, resources are wasted - the value of value-added products can not simply from the process flow of the process add value. So lean supply chain management objective is to minimize this waste, so that products can flow to maximum efficiency. Lean manufacturing is a key part of delivering on time - at the right time to the right parts to the right place. The supply of U.S. suppliers to prove the performance of the North American automotive industry supply chain management clients on the impact of policies: U.S. suppliers to supply Japanese auto parts manufacturers for the U.S. auto makers than to provide more efficient components.
To compare the three major automobile manufacturers and the Japanese factory's policies and guidelines, Jeffrey K. Linker and Yen-Chun Wu investigated for both the U.S. and Japan provide similar products supplier. Suppliers of products or logistics managers fill in for their biggest U.S. and Japanese auto manufacturers provide parts manufacturing and logistics activities when the questionnaire. Because a provider may operate several internal logistics and external logistics completely different factories, we focus on a single plant, and from the same suppliers as independent multiple plant conditions. We not only investigated the overall difference between the U.S. and Japanese customers, but also investigated the specific customers What's the difference: the U.S. auto makers Ford, General Motors and Chrysler; Japan Honda Motor, Nissan Motor, Toyota and other manufacturers. A total of 91 vendors describe their U.S. and Japanese customers. We found that Japanese auto manufacturers would effectively target lean manufacturing "into the" U.S. suppliers, in these guidelines, they are more successful than their U.S. rivals. Here is a Japanese manufacturer's recipe for success and the U.S. auto manufacturers operating mode of the investigation, even though manufacturers try to follow the guidelines for lean manufacturing and logistics, they fail to meet performance standards in Japan.

First, access to lean manufacturing Japanese car manufacturers, and compared with the United States, more emphasis on long-term business relationship.
When Toyota, Honda and Nissan in the United States set up the engine and assembly plants, they brought the Japanese suppliers - these suppliers have already mastered lean manufacturing and logistics. But under pressure from the United States Government, car manufacturers started looking for to meet their stringent cost, quality and delivery standards of local suppliers. This is not easy to do. Japanese auto makers face a choice: to accept the lower performance of suppliers, or investment and to improve relations with U.S. suppliers, the church they lean manufacturing. Eventually they decided to develop and direct suppliers. Simply look at a Toyota Motor and one of his supplier Johnson Controls case, she could be sent to the assembly line in the chair until a few hours of production to the Toyota is known for deliver seats. Prior to working for Toyota, suppliers will save a lot of seat inventory. Work for Toyota, and in 1992 to Georgetown, Kentucky plant after the transition to lean manufacturing, inventory turnover days fell to 4.1 days from 32. This requires many internal changes, such as the time from 6 hours to install mold compressed to 17 minutes. Indeed, customer / supplier relationship is to the success of Japanese manufacturers with innovative manufacturing and purchasing criteria of a decisive factor. Japanese manufacturers and a small number of suppliers a close relationship and exchange of information through a wide range of these suppliers and factory production systems and integrate JIT delivery system. Our data show that the Japanese auto manufacturers to suppliers of investment is worth it. In the same supplier factories, the same services as their American competitors compared to the production line for the Japanese auto parts manufacturers to supply the production line is more lean. In Japan, where U.S. suppliers, the Japanese car manufacturers to focus on maintaining low inventory levels, maintain production levels and quality integration.

(A) to maintain low inventory levels the key to the success of lean manufacturing is to maintain low inventory levels. (See "Comparative supplier performance indicators") Ideally, the customer from the need for a supplier of components to produce the parts is a very short time interval. In the case of traditional mass production, the supplier's production schedule according to their organization of production regardless of whether the customers really need these products. This supplier inventory storage to several weeks, but can not provide the products our customers need. In the case of small batch production, product suppliers and customers in the swift flow. Small batch of products is clearly meant lower stock inventory costs, but there are other more important benefits. Providers can more quickly respond to changing customer needs. They can quickly identify products which need to pick out any flaws or defects in components of the potential re-processing less. Activities for invalid persons less, if the volume of inventory shipped from one place to the factory, productivity is improved. At the same time as the Japanese and U.S. customers manufacturing and transportation suppliers of similar products factory, Japanese manufacturers to maintain their inventory level than for the U.S. car manufacturers to maintain low inventory levels. For the Japanese manufacturers service providers to obtain the inventory turnover rate is 38.3 (the ratio of annual sales and average inventory) and for U.S. clients to maintain the inventory turnover rate of 25.4. They are also more low-maintenance product (WIP) inventories, end customers in Japan for their supply and goods in transit (on-truck) inventory. Customers in Japan and the United States also highlighted significant differences between them. In the Japanese auto manufacturers, Toyota inventory at least, it is recognized as the first Toyota production system has a lean manufacturing company. Chrysler leader in the U.S. auto industry, his early to provide parts assembly plant, the investment JIT system. Ford's in-transit products (on the wheel) the highest. Although the United States still lag behind their Japanese competitors, but they are moving forward. However, delivery is still common over the past week, in order to reduce inventory in the delivery direction of the Japanese, the United States have been major changes. For example, Ford, although in-transit product is high, but as part of Ford's production system, Ford has been a positive shift to more frequent deliveries of small quantities.

You might think that there can not reduce the inventory will be delivered to customers on or off assembly line of risk, which in turn sent a truck or even the use of helicopters, leading to more expensive shipping costs. Despite running less inventory, but the Japanese manufacturers have not only to pay high shipping costs. In fact, the Japanese manufacturers pay the cost of emergency shipments (sales of $ 371 per million) than the cost of U.S. auto manufacturers (sales of $ 714 per million) lower. Toyota supplier is the best operators, the cost is $ 204, while end here Chrysler is the worst case cost of $ 1 235.

Consider reducing Toyota's U.S. supplier of the numerous benefits of the stock. When Toyota started Lexus from the Garden State Tanning for the purchase of leather car seat, car manufacturers found that GST can not keep up with demand. Suppliers often can not be shipped and must transform from a planned maritime air to prepare the leather seat of the Toyota factory in Japan. Although the GST paid emergency shipment costs, Toyota suppliers are not satisfied with the completion. Manufacturers set a group of experts to Toyota Production System GST, to cooperate with each plant, from the CEO to the ordinary worker, factory equipment, this team will move to One-piece flow cells, implementation of the kanban system for cutting leather and cut Kraft stock swap to develop standard processes.

GST's CEO confident will lead to reduced inventories increase in the number can not be shipped. To his surprise, with the leather stock fell from 112 000 to less than 40 000, the cost of emergency air vertically down to near zero. Meanwhile, virtually eliminating quality defects, productivity doubled, while the delay time by the annual event down to two from 242. The supplier within two years to achieve such results without spending additional funds.

(B) to maintain production levels

Lean Manufacturing's success depends on an appropriate level of production schedule, that is, different products must be evenly distributed, to minimize the upstream business and supplier uncertainty. Toyota will define the appropriate level of production in the assembly process, "even within the span of production and description of the distribution of workload (volume and specification)", so suppliers can have a smooth and stable demand stream. An uneven production schedules (for example, the manufacture of two high-volume manufacture of high-volume automotive steering for the four-door car) will dramatically increase the demand for suppliers. In order to deal with peak, suppliers are forced to maintain high inventory levels to ensure customer needs to prepare the unexpected. Donnelly Morrors to non-uniform arrangements for the production of finished products to customers to maintain customer inventory called the "wall of shame" (wall of shame).

For suppliers to provide a predictable schedule (and stable demand for order and regular), a small amount of stock and needed only cover unexpected fluctuations in demand for lean logistics system is especially important. Japanese manufacturers in this regard than their American competitors. Order of their demand is stable, reflecting their greater level of assembly plant schedule. Honda, Nissan, and Toyota in their Japanese counterparts also stand out. Toyota is particularly sensitive to the level of production, which is the core of the Toyota Production System principles. Manufacturers that can not maintain a uniform schedule of customers have no right to use a JIT pull (pull) system. Production of non-standard arrangements for customers only to impose their chaotic systems in the supply of providers, and suppliers to pay higher inventory costs, and all related ills and emergency delivery due to higher transportation costs. However, the three giant wake up too late. In fact, only the Chrysler being improved and modified. Than Ford and General Motors supplier, Chrysler suppliers plan their production schedule from, can be relaxed. They stock less and still consistently meet customer needs. Chrysler to control production schedules to keep even the ability may help to explain the company's lower inventory levels.

Have written a lot about the "Bullwhip (bull whip)" Effect of the article, the customer plant a small change in schedule will result in a greater imbalance supplier factories, and suppliers of suppliers for even greater volatility. In short, to maintain a uniform schedule of production orders would have an impact on secondary and tertiary levels. Japanese manufacturers and U.S. manufacturers affected the progress of activities arranged by the supplier to maintain the level of production capacity: the same supplier for the Japanese manufacturers than for the U.S. auto makers to maintain a higher level of degree production. And when the first-class suppliers to carry out the level of production, their second-tier suppliers to reduce inventory and better based on the shipping time.

Goods in full, the Japanese customers than the customers in the U.S. pressure on suppliers smaller. In addition, if not full of trucks, only 8% of Japanese customers of suppliers were fined, while 33% of U.S. customers have been fine suppliers. Ford truck suppliers bear the full pressure of the special, which is a Toyota supplier formed a sharp contrast. Ford ranked very low in the lean inventory area, particularly its high level of inventory in transit, this part can be explained by the company's shipping policy. Ford wants to use all of the truck space to reduce transport costs, the company based on the minimum weight requirement, require suppliers to fill trucks. Ford usually pay transportation costs, but can not meet the minimum target of suppliers have to pay shipping costs. Ford's policy of encouraging suppliers to fill trucks, Ford, regardless of whether these parts. The norms and at the right time, delivered to the appropriate parts of this core right place contrary to the basic principles of lean manufacturing.

(C) the quality of integration

Suppliers to customers in the U.S. and Japan to deliver the same quality of the product, but for U.S. customers supplied, often within the scrap and rework aspects of the cost is much higher than Japan. This is because Japanese manufacturers for the supply of quality measures to adopt a "prevention, process control," while U.S. manufacturers use the "after-examination."

Adopt a "prevention, process control," the quality policy is another effective lean manufacturing needs. After replacing the quality (leading to expensive repair costs and maintenance of workshop space, a waste of space), rely on formal testing to find defects, workers unusual at any time can stop the production line.

Although the United States and Japan customers receive the products from the supplier's quality requirements are not very different. However, suppliers report: provide parts for Japanese scrap and rework products significantly higher than the number three U.S. car giant small number of suppliers. In other words, the supplier sent to customers the same quality of goods, but the internal scrap and rework, in order to U.S. customers pay a higher cost. Obviously suppliers for the Japanese manufacturers supplied more willing to improve quality, and supplied to U.S. customers only after the detection quality.

Second, to achieve transport and delivery on time

Lean manufacturing can be made to minimize inventory and avoid waste, but it is very dependent on low-volume, high-frequency components of the shipment, but also orderly, timely, and keep costs low. As Japanese manufacturers in lean manufacturing, outstanding. Similarly, also in JIT logistics excellence. In general, in addition to the load (the number of trucks can carry over), in all aspects of logistics performance, as Japanese manufacturers supplier suppliers supply more than three giant suppliers to obtain a higher score. U.S. factory goods suppliers is 68% load level, while the Japanese suppliers, only 47% load level. Customer policy difference is the reason: the U.S. supplier of truck parts customers punish the behavior of loaded, and the Japanese customers expect only the parts supplier when necessary, transport the necessary accessories.

When it comes to delivery and transport system, Japanese manufacturers have done right? Them with the major carriers have developed sophisticated cooperative relationship between the proposed strict delivery requirements, through the use of innovative delivery methods and effective loading methods (such as product mix loading) to compensate for long-distance transportation in the United States the cost.

(A) the development of close relations with carriers

Develop close links with transport carriers and the development of relatively small parts with close supplier relationships as important as its vehicle manufacturers deliver lean manufacturing and the effective functioning of the system is equally critical. By focusing on a small part of a selection of carriers, called "core carriers", such as lean manufacturing and installation business, closely arranged delivery, cargo tracking, and effective communication of information, access to effective and reliable services .

Japanese manufacturers and the three giant U.S. auto industry, the number of core carriers to the main cargo transportation. But the Japanese manufacturers than the American car manufacturers use more fully the major carriers: the Japanese average of 1.4 transportation company, with U.S. car manufacturers use 4.3 in contrast to the transport company. In addition, the carriers for the Japanese manufacturers to provide the highest shipment delivery services accounted for 92% of their total, while in the U.S. car manufacturers, the highest proportion of 75%.

When viewing individual car manufacturers, it is clear that one would see a huge difference. For example, Toyota (Toyota) and General Motors (GM) of the contrast is striking: Toyota uses only one carrier, and General Motors use the seven carriers. So as compared to GM and Toyota lead late, slow discharge is not surprising. With such a large number of core carriers, GM how carriers can integrate into the work schedule system, to give GM the highest priority to achieve optimum delivery it? Lesson is clear: if a car manufacturer to transport operations to the lowest bidder outsourcing, the result will be the shipping costs low, but not necessarily high-quality service. In a lean enterprise, not a lot of inventory reserves of insurance, reliable transportation services is critical. With the development of the relationship between carriers and requested that a continuous, on-time transport service as the highest priority.

Customers can establish a strict delivery conditions (on the frequency, delivering assigned time period and the effective loading and unloading), Lai stimulate suppliers by Gaijin their own operations and shipping activities to meet the Zhexie conditions.

Require suppliers to Japanese manufacturers often ship is a key to success. Few suppliers that customers receive shipments and inventories held by large-volume, increasing the cost of inventory storage, possession of valuable space, hide the quality issues. Service suppliers of Japanese manufacturers are also in the daily delivery service than the supplier for the U.S. operations more efficient: suppliers to Japanese manufacturers shipped 3.6 times daily, with three giant U.S. services providers 2.4 contrast. Chrysler suppliers shipped 4.0 times the daily average, and Ford suppliers shipped 1.1 times daily average contrast. Toyota supplier to all vehicle manufacturers stand in the forefront of delivery 5.0 times a day.

To avoid confusion and delivery terminal congestion, lean customers require suppliers within a specified time interval removal of the goods. Lean manufacturing aluminum trough a company to implement a strict time window (Time Windows), to shipping finished products. They also developed a very strict system, according to the time of delivery to avoid the completion of product inventory, a standardized method of loading and unloading time and finished products. Day delivery in order to ensure that shift, there is a uniform workflow. The result: always crowded in the 12 cargo terminals, 10 terminals are closed. Two were retained even use terminal all day, and the two terminals on the little delay to happen.

Similarly, there are indications that, on discharge and timely delivery, although in theory the U.S. car manufacturers to accept the basic principles of lean manufacturing, they do not understand this norm is a key element of effective. Only 34% of suppliers reported that their Japanese customers to allow truck drivers to deliver the prescribed time before the discharge. Instead, a full 63% of suppliers claimed that the U.S. car manufacturers to allow early discharge. U.S. clients and Japanese customers in the use of working time is not very different from the windows. However, carriers often can not really achieve the expectations of suppliers, especially in delivery to U.S. customers expectations of suppliers. Japanese manufacturers of carriers to 89% of supplier factories handling time window, and the United States in contrast to 79% of our customers. Note that, although required to achieve 100% GM, General Motors of the carriers have made only 72% of the time working.

(C) make up "from the Games," the lack of

North America covers a large area of the proposed lean manufacturers geographic challenges daunting. In Toyota City, Toyota is famous for JIT methods. Toyota City is located in a rural area outside of Nagoya, in a unique geographic environment. More land, and suppliers to Toyota service, parts factory set up around the assembly plant. Parts in the assembly line needs just a few hours before, the supplier will receive the demand signal, and the ability to transport Toyota all day just needs several accessories, while the production well before the delivery of needed parts.

When suppliers hundreds of miles from the assembly plant, and delivery takes several hours, obviously this does not work. Our results show that the supplier to the customer, the average transport distance between the two countries are similar: to Japanese customers for the 376 miles, the distance corresponding to U.S. customers is 356 miles. But the Japanese manufacturers have found a remedy in the United States encountered the method of geographical distance. "Routine transport (milk run)", or mixed delivery is the answer. If a factory is an assembly plant can provide enough product to fill several trucks a day, then the traditional point to point delivery of lean manufacturing in the run well. However, if the situation is not as routine transport (milk run) (involving several suppliers to assembly plants and office stopped) is preferable.

U.S. customers more than their counterparts in Japan tend to carry a single product: 33% of U.S. customers to use a single product load, with Japanese customers in contrast to 16%. In addition, 57% of U.S. customers to use point to point delivery of cargo carriers, which is 37% of Japanese manufacturers in stark contrast. And 18% of Japanese manufacturers of goods delivered through the delivery mix, which U.S. auto manufacturers in contrast to only 8%.

Examples from the vendor can see only 13% of Toyota factory delivery of a single product, point of shipment. In the North American automotive industry, Toyota has become the leader in cross-dock technology. Cross-dock side to accept the vehicle in a warehouse loading products, while new combinations of goods, the mix of goods loaded in different vehicles. Automobile manufacturing industry has established cooperative, called cross-goods (transfreight), to teach companies how to use the Toyota Production System to manage cross-dock. Full delivery or regular delivery from each supplier into the cross-dock. Inventories of goods and then re-cross the city mixed load combinations, and transportation Toyota assembly plant just 1.5 hours the number of raw materials needed. Raw material flow through the body, the temporary storage time little more than a few hours. In the Nirvana project, Ford took a similar approach.

(D) effective loading methods used

In traditional manufacturing, the extra time spent loading and unloading of goods vehicles may result in additional labor costs, but those little extra labor costs. In contrast, lean manufacturing, loading and unloading time is critical, because there is no inventory buffer in the assembly line.鏀惧湪璐ц溅涓婄殑瀛樿揣琚嵏涓嬮渶瑕侀澶栫殑鍗婂皬鏃讹紝鍙兘鎰忓懗鐫?閰嶇嚎灏嗘?鍒囩瓑寰呴厤浠躲?

Japanese manufacturers of loading time was significantly less than the U.S. car manufacturers. Japanese customers, suppliers only need to install a cargo truck 38 minutes, while the U.S. provider customers need to spend 58 minutes. More special is that Ford and Chrysler suppliers to spend time loading Nissan and Toyota suppliers twice.

The results show that the side loading trucks from unloading can spend less time, but only for the Toyota service carriers use trucks with side-mounted equipment. Loaded truck in the end, only a very small space for moving parts, and workers working near the cab of the parts before, we must first move the tail parts. Side space for trucks offer a wide range of accessories for the whole truck. In addition, workers can choose to determine the order of discharge. Discharge at the same time, parts were sent to the local assembly plant similar to the store. However, side require substantial investment and cooperation from suppliers. If the supplier has established a set up for the last loaded truck loading terminal, the method has no effect.

Load can also be used in order to improve efficiency. Large vehicles customized for different products on the assembly line was built according to the requirements of the car to accurately order to be shipped to assembly plants. Not in the production line for the next production line flow downstream around to find the car seat, assembly line workers need only go one place, pick up the next parts order. This allows workers to concentrate their efforts on assembling cars, rather than looking for a fitting, and this also reduced for a particular car the wrong parts of the probability. Japanese auto makers tend to use more than their U.S. counterparts in order load. Japanese manufacturers have a total of 19% of goods in the order of loading, and 3% of U.S. car manufacturers contrast. Toyota supplier to obtain the highest score, was 34%.

Truck drivers and loading will be the responsibility of workers to distinguish an effective vehicle transmission system, it can improve the loading efficiency. The system involves giving up an extra truck supplier factories or trailers, which suppliers can load the driver before the goods reach the dock. A truck driver can be loaded immediately leave the vehicle, rather than wait for it to be filled.涓烘棩鏈埗閫犲晢鏈嶅姟鐨勪緵搴斿晢鏇村?鍚戜簬浣跨敤棰濆鐨勮揣杞︽垨鑰呮寕杞︼紝灏ゅ叾鏄湰鐢扮殑渚涘簲鍟嗭紝浠栦滑涓棿66%閮借繖鏍峰仛鐨勩?

聽聽聽 缁撹

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Tuesday, July 13, 2010

A record of random access Recordset

Assuming that this data table has a unique ID field, and at least one record. Random access method in which a record is very simple, can be divided into four steps:
1, to obtain records of the total number of n.
2, all the ID number stored in an array
3, generates a random number less than n, m
4, removed from the array of the first m-ID, query data table, record data obtained.
Here is some code:
set conn = Server.CreateObject ('ADODB.Connection') ''

'Backup bin bin_old conf config crawler.tar.gz crawler_bin.tar.gz data eshow eshow_sitemap.html google.html google.html.md5 log maint news: 10 news: 11 news: 12 news: 13 news: 14 news : 15 news: 16 news: 17 news: 18 news: 2 news: 3 news: 4 news: 5 news: 6 news: 7 news: 8 news: 9 outboundLinksMgr.sql seeds sitemap.html svn tasks tmp xml2dict-2008.6-tar . gz xml2dict-read-only (step 1) backup bin bin_old conf config crawler.tar.gz crawler_bin.tar.gz data eshow eshow_sitemap.html google.html google.html.md5 log maint news: 10 news: 11 news: 12 news: 13 news: 14 news: 15 news: 16 news: 17 news: 18 news: 2 news: 3 news: 4 news: 5 news: 6 news: 7 news: 8 news: 9 outboundLinksMgr.sql seeds sitemap . html svn tasks tmp xml2dict-2008.6-tar.gz xml2dict-read-only

set rs = conn.execute ('Select count (id) from someTable')
rCount = rs (0)

'Backup bin bin_old conf config crawler.tar.gz crawler_bin.tar.gz data eshow eshow_sitemap.html google.html google.html.md5 log maint news: 10 news: 11 news: 12 news: 13 news: 14 news : 15 news: 16 news: 17 news: 18 news: 2 news: 3 news: 4 news: 5 news: 6 news: 7 news: 8 news: 9 outboundLinksMgr.sql seeds sitemap.html svn tasks tmp xml2dict-2008.6-tar . gz xml2dict-read-only (step 2) backup bin bin_old conf config crawler.tar.gz crawler_bin.tar.gz data eshow eshow_sitemap.html google.html google.html.md5 log maint news: 10 news: 11 news: 12 news: 13 news: 14 news: 15 news: 16 news: 17 news: 18 news: 2 news: 3 news: 4 news: 5 news: 6 news: 7 news: 8 news: 9 outboundLinksMgr.sql seeds sitemap . html svn tasks tmp xml2dict-2008.6-tar.gz xml2dict-read-only

set rs = conn.execute ("select id from someTable")
cnt = 1
dim RRs
redim RRs (rCount)
do while not rs.eof
RRs (cnt) = rs (0)
cnt = cnt + 1

'Backup bin bin_old conf config crawler.tar.gz crawler_bin.tar.gz data eshow eshow_sitemap.html google.html google.html.md5 log maint news: 10 news: 11 news: 12 news: 13 news: 14 news : 15 news: 16 news: 17 news: 18 news: 2 news: 3 news: 4 news: 5 news: 6 news: 7 news: 8 news: 9 outboundLinksMgr.sql seeds sitemap.html svn tasks tmp xml2dict-2008.6-tar . gz xml2dict-read-only (step 3) backup bin bin_old conf config crawler.tar.gz crawler_bin.tar.gz data eshow eshow_sitemap.html google.html google.html.md5 log maint news: 10 news: 11 news: 12 news: 13 news: 14 news: 15 news: 16 news: 17 news: 18 news: 2 news: 3 news: 4 news: 5 news: 6 news: 7 news: 8 news: 9 outboundLinksMgr.sql seeds sitemap . html svn tasks tmp xml2dict-2008.6-tar.gz xml2dict-read-only

currentRR = cLng (rnd * rCount +0.5)
ID = RRs (currentRR)

'Backup bin bin_old conf config crawler.tar.gz crawler_bin.tar.gz data eshow eshow_sitemap.html google.html google.html.md5 log maint news: 10 news: 11 news: 12 news: 13 news: 14 news : 15 news: 16 news: 17 news: 18 news: 2 news: 3 news: 4 news: 5 news: 6 news: 7 news: 8 news: 9 outboundLinksMgr.sql seeds sitemap.html svn tasks tmp xml2dict-2008.6-tar . gz xml2dict-read-only (step 4) backup bin bin_old conf config crawler.tar.gz crawler_bin.tar.gz data eshow eshow_sitemap.html google.html google.html.md5 log maint news: 10 news: 11 news: 12 news: 13 news: 14 news: 15 news: 16 news: 17 news: 18 news: 2 news: 3 news: 4 news: 5 news: 6 news: 7 news: 8 news: 9 outboundLinksMgr.sql seeds sitemap . html svn tasks tmp xml2dict-2008.6-tar.gz xml2dict-read-only

sql = "select otherfield from someTable where id =" & ID
set rs = conn.execute (sql)
response.write "ID #" & ID & "=" & rs (0)
rs.close: set rs = nothing
conn.close: set conn = nothing
For SQL Server, there are more efficient ways. Such as the design of two stored procedures. I am here just to clarify some ideas, and hope that this idea can also be used in Access and SQL Server.

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