我国石油化工消防安全对策研究

随着我国石油天然气生产、消费比重的不断增大,与之相应的消防安全隐患也有增大的趋势。为此,应加强生产安全规章制度的建立和落实,加大消防硬件的建设和合理化部署,加大监管措施和力度,最大限度减少石油化工行业的灾害,为石油天然气的战略调整提供安全保障。     

CCOS边缘效应的小研抛盘修形修正方法

计算机控制光学表面技术(Computer Controlled Optical Surfacing,CCOS)是加工离轴非球面的一项重要技术。小磨头抛光的边缘效应严重制约CCOS技术的加工精度和加工效率。在获得影响边缘效应的关键参数后,结合残余误差等高线的路径规划,对CCOS产生的边缘效应产生的翘边现象进行修正;通过对一块体育场形离轴非球面的加工,获得了全口径光学测量数据,为后续精加工提供面形基础。     

基于层次聚类法的化工装置火灾爆炸灾害事故模式分析

化工装置灾害事故模式的研究,有益于从源头上做好灾害事故的预防工作。在介绍传统事故模式分析方法的基础上,提出了基于层次聚类法的化工装置火灾爆炸灾害事故模式分析方法,并对近20年100起相关灾害事故案例进行了模式分析研究。     

运动场馆火灾烟气蔓延规律数值模拟研究

运动场馆规模大、人员密集、功能复杂、用电负荷大、配电线路多、火灾荷载大,一旦发生火灾可能导致群死群伤恶性事故的发生。研究运动场馆火灾情况下烟气变化规律,能够更好的指导消防安全设计。以某运动场馆为例,应用火灾模拟软件对其火灾情况下烟气蔓延过程进行数值模拟研究,分析了常见自然排烟方式对烟气层的高度、温度、氧气浓度、一氧化碳浓度变化的影响,从而为运动场馆防排烟设计提供依据。     

Capable Companies or Changing Markets? Explaining the Export Performance of Firms in the Defence Industry

The paper presents an analysis of the factors explaining the export performance of firms in the defence sector. We focus on the case of Norway, and make use of two complementary methodologies: the first is based on econometric firm-level data analysis for the whole population of defence companies, and the second is based on qualitative case study research on the three most important defence export products (weapon stations, ammunition and electronics). Our empirical results highlight the importance of four major success factors for exporting firms: (1) the participation in offset agreements; (2) the ability to focus on their set of core competencies; (3) their R&D activities and interactions with the public S&T system; and (4) demand opportunities and, relatedly, user-producer interactions.     

弹药保障CGF智能决策模型研究与实现

弹药保障CGF智能决策系统是装备保障效能评估系统必不可少的组成部分,其核心是对人类决策行为的建模与仿真.在介绍智能决策含义和决策过程的基础上,重点研究和分析了CGF智能决策行为,构建了CGF智能决策模型.针对决策过程中由于无法获得人脑思维方式而导致行为模型的表达、描述、推理等受到怀疑的问题,在弹药保障CGF智能决策模型中,将决策行为分解为任务决策、过程决策和动作决策3个步骤,接近于人类思维方式.同时,对实现弹药保障CGF智能决策具有关键作用的任务决策原则、过程决策方法和动作决策规则进行了研究,并给出了应用实例.实例证明,弹药保障CGF智能决策方法逻辑清晰,易于理解和维护,便于实现.     

Bounded flexibility in days‐on and days‐off scheduling

This article presents a flexible days‐on and days‐off scheduling problem and develops an exact branch and price (B&P) algorithm to find solutions. The main objective is to minimize the size of the total workforce required to cover time‐varying demand over a planning horizon that may extend up to 12 weeks. A new aspect of the problem is the general restriction that the number of consecutive days on and the number of consecutive days off must each fall within a predefined range. Moreover, the total assignment of working days in the planning horizon cannot exceed some maximum value. In the B&P framework, the master problem is stated as a set covering‐type problem whose columns are generated iteratively by solving one of three different subproblems. The first is an implicit model, the second is a resource constrained shortest path problem, and the third is a dynamic program. Computational experiments using both real‐word and randomly generated data show that workforce reductions up to 66% are possible with highly flexible days‐on and days‐off patterns. When evaluating the performance of the three subproblems, it was found that each yielded equivalent solutions but the dynamic program proved to be significantly more efficient. © 2013 Wiley Periodicals, Inc. Naval Research Logistics 60: 678–701, 2013     

Country survey VI: Australia

Australia is a geographically large country, with the world's longest national coastline to defend, but a relatively small economy of some 17.5 million people. Since World War II, Australia has faced the dilemma of how to structure defence policy in the absence of an identifiable threat. Its policy of self‐reliance aims to permit Australia to conduct defensive operations in the event of low/medium level threats without depending immediately on its allies. This is to be achieved through the technological sophistication of defence equipment, a highly professional but small defence force and local industry support.

The burden of defence, measured as the share of defence outlay in GDP declined from about 3% in 1971–72 to about 2.3% in 1993–94. It has been the Government's policy to encourage the development of local defence‐related industry, in particular in areas such as: electronics/optics; communications and information technology; aerospace; shipbuilding and repair, munitions; and land vehicles. However, defence procurement has a small impact on the Australian economy as a whole.     

Missile systems: “Flexible modularity” and incremental technological change in military production∗

It is often stated that technological change in the military field is characterised by the introduction of radical innovations rather than by incremental processes of technological change. This article illustrates the diversity of military innovation by arguing that technological change in missiles systems is dominated by incremental change. While some large weapons platforms display the design rigidities normally associated with complex systems, missiles are characterised by “flexible modularity”. Flexible modularity facilitates the continuous introduction of upgrades, and makes missile systems amenable to gradual technological change. Besides, it has significant implications for the future role of missile systems, and poses special problems for missile disarmament and technology control initiatives.     

The future of the defence firm: the case of the UK aerospace industry

The focus of this paper is the future of the defence firm within the context of the UK aerospace industry and its supply chain. The analysis considers aerospace markets and the aerospace industry in the UK before assessing the future of the defence/aerospace firm as a case study. The paper concludes that its future in terms of the strategic and important aerospace industry is uncertain. The corporate governance of the defence firm will have to change to reflect the hollowing‐out of the firm as the industry experiences significantly less vertical integration. The emphasis of the future defence/aerospace firm will be on ‘buy’ and not necessarily ‘make’. There will also be fewer independent defence aerospace firms as horizontal integration will occur across air, land and sea platforms as well as civil and defence aerospace firms. Indeed, conglomerate integration may even occur with cost pressures and market forces ensuring that merger activity goes beyond defence and aerospace into wider manufacturing industries and, in some cases, service industries in global markets.