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Surcharge(s): Complex formatting +10% to +20% Hardcopy source +1% to +5% Jobs of high complexity +20% to +25% PDF / Power Point +5% to +10% Rush jobs +10% to +40% Weekend +20% to +35% German source +20% to +35% Discount(s): High volume -5% to -20% Jobs of low complexity -1% to -5% Repetitions -50% to -90% Minimum charge(s): Minimum charge for translation in USD: 25.00 Minimum charge for editing/proofreading in USD: 25.00 Minimum charge for website localization in USD: 30.00 Minimum charge for software localization in USD: 30.00 Minimum charge for mt post-editing in USD: 40.00
Translation 作業量: 245 words 記入日： Aug 2010 Languages: 日本語 から タイ語
Video camera
ENGLISH
ENG
Close menu
→Ⓜ Print
Automatic
No
Yes
OK
Close
Stop
Set
End
Return
Auto Slow Shutter
Image Stabilizer
AF-Assist Lamp
Focus Priority
Photo Review Time
Digital Zoom
Zoom Speed
Zoom Type
Wind Screen
Self Timer
LCD Brightness
LCD Mirror Image
Data Code
Demo Mode
Select Recording Media
Wireless Remote Control
Speaker Volume
Notification Sounds
Power Saving Mode
Power Save
Photo Numbering
TV Type
ND Filter
Spot AE Frame
LCD Backlight
Onscreen Markers
Audio Level Indicator
Quick Start
Standby Mode Duration
Output Onscreen Displays
Widescreen
AF Mode
HDMI Status
HDMI Output
Calendar Start Day
Add Recordings to Disc
Focus Assistance
Assist Functions
Peaking Color
Frame Rate
Battery Info
Microphone Attenuator
AV/Headphones
Headphone Volume
Component Output
Drop Sensor
Photo Capture Quality
Language Ⓗ
Language
Time Zone/DST
Date/Time
Date Format
Finalize Disc
Unfinalize Disc
Disc Title
Disc Info
HDD Info
Memory Card Info
Complete Initialization
Quick Initialization
Face AF
Frame Rate
Lock
On
On Ⓡ
On Ⓖ
On Ⓣ
On Ⓟ
On ✣
Off
Off Ⓙ
Off ✡
Off ⑩
Off ✤
2 sec
4 sec
6 sec
8 sec
10 sec
Date
Time
Date and Time
Camera Data
High Volume
Low Volume
Reset
Continuous
Wide TV
Normal TV
Center Frame
AF Frame
Normal
Bright
Speed 3
Speed 2
Speed 1
Variable
Level (White)
Level (Gray)
Grid (White)
Grid (Gray)
B&W and Peaking
Peaking
Zebra (70%)
Zebra (100%)
10 min
20 min
30 min
Hi-Speed AF
Normal AF
Sunday
Monday
Saturday
All Scenes
Remaining Scenes
Playlist
60i (Standard)
50i (Standard)
AV
Headphones
Optical
Digital
Advanced
Center Frame
AiAF Frames
English
Erase all Ⓜ print orders?
Erasing Ⓜ print orders
Erase all Ⓛ transfer orders?
Erasing Ⓛ transfer orders
Delete all photos?
Except for Ⓚ protected photos
Except for Ⓚ protected photo
Erasing photos
Initializing
Copying (Ⓔ→Ⓕ)
Copying (Ⓕ→Ⓔ)
The disc can be played back using most
DVD players, but it cannot be edited
with the camcorder.
The disc can be edited using the
camcorder, but can only be played back
on VR Mode-compatible DVD players.
This will erase all the data on the disc.
Initialize the disc?
Backing up recordings is recommended.
Initialize the HDD?
This operation will take approx. 1 min.
Initializing the HDD
Initializing the disc
Avoid moving the camcorder
Finalize the disc?
You will not be able to add recordings
on the disc after it is finalized.
Connect the compact power adapter
Time required
Remaining time
Finalizing the disc
Unfinalize the disc?
Unfinalizing the disc
Delete all movies?
Delete Playlist
Delete the playlist?
Backspace
Set as disc title?
Changing the disc's title
Copy to disc?
Copy to memory card?
Available space
Will completely erase all data from
the memory card.
This operation may take a few moments.
Will quickly erase all data files from
the memory card.
Will completely erase all data from
the HDD.
This operation will take approx. 2 hours.
This operation will take approx. 1 hour.
Will quickly erase all data files from
the HDD.
Will completely erase all data from
the built-in memory.
This operation may take a few moments.
Will quickly erase all data files from
the built-in memory.
Initialize?
Initialize the memory card?
Cancel
Stop
Programmed AE
Programmed AE
Shutter-Priority AE
Aperture-Priority AE
Cine Mode
Portrait
Sports
Night
Snow
Beach
Sunset
Spotlight
Fireworks
White Balance
Automatic
Daylight
Shade
Cloudy
Tungsten
Fluorescent
Fluorescent H
Custom WB
Set WB
Image Effects
Image Effect Off
Vivid
Neutral
Low Sharpening
Soft Skin Detail
Custom Effect
Set
Brightness
Contrast
Sharpness
Color Depth
Digital Effect Setup
Digital Effect Off
Fade Trigger
Wipe
Black & White
Sepia
Art
High Quality
Standard Play
Long Play
High Quality
Standard Play
Long Play
Simultaneous Recording
ⓡSimultaneous Recording Off
Slideshow
Light Metering Mode
Evaluative
Center-Weighted Average
Spot
Drive Mode
Single
Continuous Shooting
Hi-Speed Continuous Shooting
Auto Exposure Bracketing
ⓡSuper Fine
ⓡFine
ⓡNormal
Super Fine
Fine
Normal
Super Fine
Fine
Normal
LCD Light
LCD Light Off
LCD Light On
Add to Playlist
All Scenes
This Scene
Add to the playlist?
Scene(s) added to the playlist
Divide
Divide the scene?
Delete
Delete?
The scene(s) will also be deleted from
the playlist.
Move
Move the scene?
Slideshow
Set
Delete
Now Deleting
Protect
Print Orders
Transfer Orders
Transfer Orders
OK
Copy
Copy (Ⓔ→Ⓕ)
Copy (Ⓕ→Ⓔ)
Copy (⑭→⑯)
Copy (⑯→⑭)
Cancel
OK
Please wait…
The disc has no title
Movie Mode
Photo Mode
Exposure
Focus
Exp.Lock
Overexp.
EASY
EASY
End
sec
min
h
m
GB
MB
%d Mbps
Off
Menu
End
Jump 10 photos
Jump 100 photos
Ⓚ Protected photo
Press ❂ to display the joystick guide.
This photo cannot be selected
This photo cannot be displayed
Please wait…
High Definition (HD)
HD
Record movies in high definition (HD).
Discs can be played back only on
AVCHD-compatible DVD players.
SD
Record movies in standard definition
(DVD-VIDEO standard).
Cannot record HD movies in this mode.
Initialize the disc in SD mode anyway?
Return
Please wait…
Date Selection
All Scenes (this date)
Do not disconnect the USB cable or the
power source while the camcorder is
connected to a computer.
Cannot turn off the camcorder or change
the operating mode.
Continue Playback
To Original Scenes
To Playlist
Original
Playlist
While the LCD Light is on,
rotate the LCD panel and
use the viewfinder instead.
Rotate the LCD panel
Disc successfully finalized
Disc finalization was interrupted
Disc successfully unfinalized
Disc unfinalization was interrupted
Recorded
Available
Disc already finalized
Protected disc
Number of scenes already at maximum
Disc is full
Incorrect disc specifications
Finalization canceled due to
low charge level of the battery pack
Finalization canceled due to
high temperature
Disc could not be correctly finalized
Disc could not be correctly unfinalized
Timeline
M
T
W
Th
F
S
Su
All Photos
This Photo
Total file size
Rec Media for Movies
Rec Media for Photos
Movies: Original
Movies: Playlist
Mem. Card
HDD
Built-in Memory
HDD
Built-in Mem.
USB Connection Type
DVD Burner
Computer/Printer
Connect and Set
Transfer Orders
DVD Burner
Disc Playback Mode
Disc Authoring Mode
Insert a new/blank disc and
close the disc tray.
Insert the next disc and
close the disc tray.
Task completed
No scenes
No scenes left to add
No transfer orders
Error reading the data
The disc already contains data.
Replace with a new/blank disc or press
❂ on the camcorder to overwrite
this disc.
Overwrite the disc's content?
Press the start button on the DVD
Burner
Remaining Recording Time
Remaining Playback Time
Initialize only using the camcorder
Cannot record movies on this
memory card
Cannot access the HDD
Cannot access the built-in memory
Error writing on the memory card.
Data may be recovered if the memory
card has not been removed.
Attempt recovering the data?
Cannot communicate with the
battery pack.
Continue using this battery pack?
Some scenes could not be deleted
Process terminated with error
Process terminated with error
Process completed successfully
Process completed
successfully
Copy?
Cannot copy
Operation canceled
Memory Info
Data includes scenes in MXP/FXP mode.
Cannot copy to this memory card.
Cannot record movies
in MXP/FXP mode on this
memory card
Select the type of device for the
USB connection
Initialize⁂/Ⓕ
InitializeⒺ/Ⓕ
InitializeⒻ
Burning the disc
Estimated time req.
%d disc(s)
Remaining time
Function not available in ☺ mode
Function not available in ☻ mode
All the data on the disc will be deleted
No photos
Playback restricted due to
copyright protection
Dubbing restricted due to
copyright protection
Set the time zone, date and time
Check the input
Change the battery pack
Date/Time
Memory card error
Memory card is full
File name error
This photo cannot be displayed
Ⓜ Print order error
No memory card
No photos
Memory card is write-protected
The camcorder is set to photo mode
Memory card cover is open
This image cannot be recorded
Ⓛ Transfer order error
Too many photos.
Disconnect the USB cable.
Auto Power Off
Cannot record due to
high temperature
Cannot remove the disc due to
high temperature
Cannot record. Check the disc.
Number of scenes already at maximum
Disc is full
Cannot play back
Cannot edit the disc
Disc already finalized. Cannot record.
Unfinalize the disc
Unable to recover data
Unable to recover data.
Initialize the disc.
Protected disc
Disc error
Access error
Disc cover is open
No disc
Reading the disc
Opening the disc cover
Accessing the disc
Task in progress.
Do not disconnect the power source.
Connect the compact power adapter
Operation canceled
Avoid moving the camcorder
Cannot record due to
high temperature
Cannot divide the scene
Cannot read the disc. Check the disc.
Disc access failure. Check the disc.
Please use only recommended discs
The camcorder is set to photo mode
Cannot enter standby mode now
Unable to recognize the data
Disc must be finalized before
playback on compatible players
Cannot record
Cannot play back due to
high temperature
The drop sensor is turned off
Drop detected. Power was turned off.
Temperature too high.
Turn off the camcorder and wait.
Temperature too low.
Keep the camcorder on and wait.
Temperature too low.
Use the camcorder in a warmer location.
HDD error
Please wait…
Back up recordings regularly
Recovering data. Please wait…
Use the camcorder to
initialize the HDD
Check the memory card
Built-in memory error
Cannot read the HDD
Built-in memory is full
HDD is full
Accessing the memory card.
Do not remove the memory card.
Cannot edit
May not be possible to record movies
on this memory card
Buffer overflow. Recording was stopped.
Could not add the scene(s)
to the playlist
Data is protected
Recovering data. Please wait…
The disc is not a recommended disc
No scenes
Cannot use this memory card
Reading the memory card
Reading the built-in memory
Reading the HDD
Need to recover files from the memory
card. Change the position of the LOCK
switch on the memory card.
Cannot play the movies on
this memory card
Cannot play the movies on the HDD
Cannot play the movies in
the built-in memory
Cannot record movies on the HDD
Cannot record movies in
the built-in memory
The lens cover is not fully open.
Turn the camcorder off, then on again.
The lens cover is not fully closed.
Turn the camcorder off, then on again.
Operation canceled
The camcorder will shut off
due to high temperature
Close the memory card slot cover
New/blank disc
Insert a disc
London
Azores
Fernando
Rio de Janeiro
Caracas
New York
Chicago
Denver
Los Angeles
Anchorage
Honolulu
Samoa
Wellington
Solomon
Sydney
Tokyo
Singapore
Bangkok
Dacca
Karachi
Dubai
Moscow
Cairo
Paris
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
---
Paper Settings
Paper Settings
Paper Size
Default
9 × 13 cm
13 × 18 cm
10 × 14.8 cm
Credit Card
4 × 6 in.
8.5 × 11 in.
A4
Roll (9 cm)
Roll (13 cm)
Roll (4 in.)
Roll (21 cm)
5 × 7 in.
8.9 × 25.4 cm
A3
11 × 17 in.
A3+/13 × 19 in.
Default
4 × 7.1 in.
Paper Type
Default
Plain
Photo
Fast Photo
Page Layout
Borders
Bordered
Borderless
8 photos/sheet
2 photos/sheet
4 photos/sheet
9 photos/sheet
16 photos/sheet
20 photos/sheet
Default
Trimming
copies
Date
On
Off
Default
On
Off
Default
Vivid
NR
Vivid+NR
Print
Cancel
Resume
OK
Stop
Continue
Change paper settings
Print all photos with print orders
Print the remaining photos
Set date print
Printing
Busy
%d photos remaining
Stop printing?
No paper
No ink
Ink cassette error
Paper jam
Data transfer error
%d photos could not be printed
Cannot print this photo
Change print settings
No Ⓜ print orders have been set
Cannot trim this photo
Readjust trim settings
Printer in use
Printer warming up
Low ink level
Paper lever error
Printer cover open
Print head not installed
Printer error
Incorrect paper type
Ink and paper selections do not match
Recharge the printer's battery
Paper type has been changed
Incompatible paper size
Paper error
Ink error
Printer error
File error
Hardware error
Image Optimizer
Cancel
Next
Previous
OK
Incompatible paper size
Check print settings
Printing error
Ink absorber full
Press ❂/Ⓐ to print
Direct Transfer
All Photos
New Photos
Photos with Transfer Orders
Select and Transfer
Set as Desktop Wallpaper
Transfer photos?
Transferring photos
Ⓛ Transfer order
Cannot transfer photos
Press ✥ to print
PC Connection
Press Ⓐ to copy the disc
Copying the disc
Copy completed
Operation canceled
Copying
Font Size
Small
Large
Control for HDMI
Stop
Search Backward
Search Forward
Slow Playback
Reverse Slow Playback
Play/Pause
Reverse Skip
Skip
Display
To the index screen
Next
Previous
TV remote control available. ⊚Guide On
TV remote control available. Play⊛Select
Cannot divide the scene.
Initialize only using the camcorder.
Playlist is full.
Cannot divide the scene.
Scene recorded using another device.
Cannot divide the scene.
Select
Remove All
Remove All Selections
Selected Scenes
Selected Photos
Individual Photos
Individual Scenes
Selected Photos (1 copy each)
Protect？
Set transfer orders?
Set print orders for 1 copy?
Too many photos
Settings updated
Movies: Original Scenes
Movies: Playlist
Photos
Calendar Screen
Focus Assistance
Scene Search
To Top of Scene
To End of Scene
Frame Forward
Frame Backward
Total space
Used space
Remove Ⓜ print orders?
Remove protect settings?
Remove protect settings?
Remove Ⓛ transfer orders?
Remove select settings?
Cannot make any more selections
Some Ⓚ photos could not be deleted
This Ⓚ photo could not be deleted
Video Light
Video Light
Digital Effects
BLC
Pre REC
Microphone
Face Detection
Tele-converter
Flash
Custom Key/Dial
Continuous Photo Grab
Single Photo
Photo Sequence
Auto Rotate
AGC Limit
Fine Tuning
LCD Screen Dimmer
Color Bars & Test Tone
Color Bars
Color Bars & Tone
Red
Blue
Yellow
White
Gray
Select Music
Rotate
Underwater
Scenes with Faces
Timeline by Faces
Vid. Snapshot Playlist
Vid. Snapshot Index
LCD Screen has been dimmed
Keep Ⓓ pressed down
(long press) to cancel.
Some scenes could not be added to
the playlist.
Creating thumbnails
Thumbnail creation interrupted
Video Snapshot
Movies
Audio IN
Easy Shooting
Easy Dual Shot
Dual Shot
This scene was recorded using another
device and cannot be added to the
playlist.
Some scenes could not be added to
the playlist.
Some scenes were recorded using
another device and cannot be copied.
This scene was recorded using another
device and cannot be copied.
This photo cannot be rotated.
No music files
Photo Capture from Video
Mic. Level
Thumbnail creation process can be
skipped if thumbnails are not necessary
Delete
Photo Jump
Photo Index
Skip
To use this function change the
camcorder's mode from ⓘ to ⓙ
OPTICAL 20X ZOOM
Leading magnification in HD camcorders
CANON HD SYSTEM
HD video lens, HD CMOS sensor
and DIGIC DV III
INSTANT AF SYSTEM
Provides fast accurate AF
required for HD
FACE DETECTION
Ensures sharp focus and
accurate exposure of faces
DYNAMIC MODE
Stabilizes camcorder shake while walking
SMART AUTO
Automatically selects optimal settings
based on shooting conditions
EASY TO SHARE MOVIES
Convert HD to SD in the camcorder
to distribute DVDs and upload movies
VIDEO SNAPSHOT
Record short 2, 4 or 8 sec. movies
with a single touch of the button
RELAY RECORDING
Long and comfortable recording
without changing recording media
EASY OPERATION
Easy to shoot full HD movies and
photos without switching modes
CANON HD SYSTEM
Full HD processing from capture to
recording and 24 Mbps video
POWERED IS & DYNAMIC MODE
Enjoy stable images while shooting distant subjects
and steady images while walking
TOUCH PANEL
Easy menu navigation and quick control
is right at your fingertips
VIDEO SNAPSHOT (RECORDING)
Record short 2, 4 or 8 sec. movies
with a single touch of the button
VIDEO SNAPSHOT (PLAYBACK)
Playback linked with music player
makes Video Snapshot more enjoyable
WATERPROOF CASE COMPATIBLE
Possible to shoot exciting underwater movies
at depths to 130ft (40m) of water
NEW HD VIDEO LENS
10x optical zoom lens
Hexagonal iris creates pleasing blur
FULL HD CMOS SENSOR
Amazing picture quality using 8M HD CMOS sensor
DUAL SLOTS & RELAY RECORDING
Long and comfortable recording
without changing recording media
8.8 cm / 3.5" Hi-Res LCD SCREEN
Excellent visibility
with a high resolution of 922K dots
Activate the Underwater
recording program?
Shotgun
Zoom
Surround
Surround⌴Mic⌴Directionality
Video Output
Audio Output
Surface
Night Scene
Recording program: Underwater
Recording program: Surface
Turn on the camcorder while holding
PHOTO pressed down to change
the recording program ⑫ ⇔ ⑬.
Low Light
Standard
Dynamic
Cannot write data with this connection.
To write data to the camcorder, connect
the compact power adapter then
reconnect the camcorder and computer.
Do not disconnect the USB cable or the
power source until you safely end the
connection from the computer.
Peaking and B&W
Zebra Pattern
AE Lock (touch)
Highlights
Video Snapshot Length
Slideshow Transition
Dissolve
Slide Image
Reset All
Reset all settings to default values?
Protect
One Copy Each
Remove Protection
Select All
Select [All]
All Scenes
Mem. Card A
Mem. Card B
Faces
3D Flip View
Select the desired scene
SD Scenes
For Web Upload
For DVD Burning
For Web (MPEG-2)
For DVD (SD-VIDEO)
Conv. HD→SDⓓ
Convert HD→SD?
Cannot convert
No scenes have been selected
Select the scenes
and press WEB
Recording date/time will be
embedded in the converted scene
To upload the scenes to the Web,
connect the camcorder to a computer
Settings
Bit Rate (Quality)
Embed Date/Time
No faces were detected in this scene
Index Selection
Photo Quality/Size
Simultaneous Recording
Initialize
Initialize
Red-eye Reduction
Flash On
Flash Off
Convert HD→SD (Web)
Convert HD→SD (DVD)
Flicker Reduction
Auto Backlight Correction
Eye-Fi Communication
Distance Units
meters
feet
Volume
(ⓐ→ⓑ)
(Ⓔ→Ⓕ)
Once
Always
Cancel ⓝ
Memory Info
Press ❂ to print
9 Mbps
3 Mbps
Ext. Audio
Music Tracks
Adjust the external player's volume
so the external audio level stays
within the green area
12 sec
30 sec
2 min
6 min
Relay Recording Ⓔ→Ⓕ
Tv / Av
Play
Pause
Add to Playlist
Print Orders
Playlist
Timeline
End Without Connecting
Recording Mode
Relay Recording
Reading the memory card
Some scenes could not be converted
This memory card contains scenes.
Delete all scenes to use relay recording.
(Ⓔ→ⓑ)
External Player Link
Face Detection & Tracking
Error acquiring memory card info.
Turn the camcorder off and then on
again to acquire the card information.
Cannot record on this memory card
Cannot edit the scenes
on this memory card
To use this function,
switch out of ⓗ mode
Touchscreen Calibration
Touch the ⓚ mark
Show Scenes
Edit
Select the desired scene number
Change the USB Connection
Type to "Computer/Printer"
Music files should not be used in videos
created with this camcorder without
permission from the copyright holder.
Touch [OK] to accept and continue.
Press and hold for more stabilization
when zooming near full telephoto
Select the built-in memory as the
recording media for movies.
To use the wireless function, insert the
Eye-Fi card into slot B.
Not enough available space
Scene Info
All
Remove All
Select All
Remove All
AVCHD discs cannot include MXP scenes
Cannot create AVCHD discs that include
scenes recorded in this recording mode
Cannot convert scenes from HD to SD
that were recorded with this frame rate
Speaker
On ⓜ
Quick Start (Standby)
Saving your recordings is recommended
To record video on this memory card,
it is recommended to use only the
XP+/SP/LP recording modes
Calibration completed
Touch the ⓚ mark again
Convert HD→SD
(ⓓDVD)
Total play time is too long
Keep the total play time of playlist
scenes at 150 min. or shorter
Start printing?
Adjust the external player's volume
so the level stays in the green area
Adjust the ext. player's volume so the
level stays between the two ⍔ marks
Completely erases all files
from the memory card.
This may take a few moments.
Initialize?
Quickly erases all files
from the memory card.
Initialize?
Completely erases all files
from the built-in memory.
This may take a few moments.
Initialize?
Quickly erases all files
from the built-in memory.
Initialize?
Completely erases all files
from the built-in memory.
This operation will take longer.
Initialize?
ⓗ mode
External Audio Input
On: ext. audio link
Eye-Fi communication disabled
POWERED IS Button
Press and Hold
Toggle On/Off
Convert
Power Saving Settings
Remove Print Orders
Scenes with Faces
Scenes by Date
50 Hz
60 Hz
Menu
Automatic
Manual
Program Mode
Rec. Programs
Programmed AE
Shutter-Pri. AE
Aperture-Pri. AE
Night Scene
Sunset
Low Light
Zoom
White Balance
Automatic
Daylight
Shade
Cloudy
Tungsten
Fluorescent
Fluorescent H
Image Stabilizer
Dynamic
Standard
Red-Eye Auto
Flash On
Flash Off
Metering Mode
Evaluative
Center-Wt. Avg.
Spot
Drive Mode
Single
Continuous
Hi-Speed Cont.
AE Bracketing
Photo Info
Select the desired photo
Surround Mic Attenuator
On ⓨ
SD-VIDEO
AVCHD
The disc already contains data.
Replace it with a new/blank disc or
touch [OK] on the screen to overwrite
the data on the disc.
Proceed
Image Effect Off
Vivid
Neutral
Low Sharpening
Soft Skin Detail
Custom Effect
TOUCH SCREEN
Cannot record in the built-in memory
TB
You can connect the camcorder to a
computer now to start uploading the
converted scenes to the Web
Music files should not be used in videos
created with this camcorder without
permission from the copyright holder.
Select [OK] to accept and continue.
Ⓔ→Ⓕ
メディア/マルチメディア
コメント無し。
Translation 作業量: 4500 words 記入日： Aug 2010 Languages: 英語 から タイ語
Translation 作業量: 7000 words 記入日： Jan 2005 Languages: 日本語 から 英語
Design specification of adapter
Cancelled throughc lient ,isunderstanding
コンピュータ: システム、ネットワーク
コメント無し。
Translation 作業量: 0 days Languages: 英語 から タイ語
EMOTIONS IN THE WORKPLACE
EMOTIONS IN THE WORKPLACE
コンピュータ: システム、ネットワーク
コメント無し。
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ポートフォリオ
翻訳サンプル提出済み: 94
日本語 から 英語: Biochemistry Detailed field: 化学、化学工学
原書のテキスト - 日本語 ---
翻訳 - 英語 Basic Study for Development of Aliphatic Condensation Type Adhesives
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1. Introduction
Nowadays formaldehyde dispersion from wood adhesive (phenol resin, urea resin etc.) used in houses or furniture is taken seriously as the source substance to induce chemical hypersensitivity e.g. carcinogen or room air contamination house. In this regard, the problem is managed through formaldehyde absorbing agent or residential construction with reduction in wood adhesive of formaldehyde. In this research, the problem will be treated through experiment with emulsion type acrylic resin for development of new type of adhesive that can stick and bond near room temperature and at a short time, and the new formaldehyde-free wood adhesive. Features of acrylic resin are higher bonding strength and flexibility that give durability in the environment. If water-proof and heat resisting properties are required, emulsion type adhesive will contain cross-linking base of functional monomer of carboxyl radical, hydroxide radical, amide radical, amine radical, and epoxy radical. In this research, adhesive will be synthesized from PVA acetaldehyde or diacetone acrylamide to compare properties with setting type adhesive at room temperature with dihydrazide cross-linking agent.
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Table 1 Monomer constituents in each adhesive (unit: g.)
Sample Base resin varnish Distilled water BA Styrene Ethylenedimetacrylate (EDMA) Glycidile metacrylate (GMA) DAAM PVA acetoacetylate
M 36.2 16.2 62 10 0.4 0.2 10 -
P-2.5 36.2 16.2 62 10 0.4 0.2 - AA ratio 2.5% 10
P-7.5 36.2 16.2 62 10 0.4 0.2 - AA ratio 2.5% 10
P-14.3 36.2 16.2 62 10 0.4 0.2 - AA ratio 2.5% 10
P-19.6 36.2 16.2 62 10 0.4 0.2 - AA ratio 2.5% 10
To evaluate properties, 10% adipoyl dihydrazide solution in water was used as primer. Tearing test was applied to measure and compare initial bonding strength and compressive shear test for final bonding strength. The mother material was lauan wood.
Return this form to:
CAS, POB 3012, Columbus, OH 43210 USA
The wood sample shapes are as shown below. Cross head speed was 100mm/min for tearing test and 2mm/min for compressive shear test.
Tearing test Compressive shear test
[See figures in source text]
Figure 1 Sample shapes
3. Results and discussion
Initial bonding strength from tearing test was totally large when primer was applied. It is understood to be improved strength from cross-linking reaction of amino radical primer (adipoyl dihydrazide) and carbonyl radical of the adhesive. In addition, viscosity of the synthetic adhesive was high, and we measured dilution dependency of bonding strength at 10% and 50%. Variance in bonding strength was not significant before and after 50% dilution. It is understood that viscosity of adhesive before dilution was too large and uniform spread on the sample was not attained.
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[Figures on the right: words from top left to bottom right]
No application of primer
Application of primer
Bonding strength (kg/cm2)
M P-25. P-7.5 P-14.3 P-19.6
Figure 2 Tearing test results
10% no application of primer
10% application of primer
50% no application of primer
50% application of primer
100% no application of primer
100% application of primer
Bonding strength (kg/cm2)
M P-25. P-7.5 P-14.3 P-19.6
Figure 3 Tearing test results (dilution test)
No application of primer
Application of primer
Bonding strength (kg/cm2)
M P-25. P-7.5 P-14.3 P-19.6
Figure 4 Compressive shear test results (test at room temperature)
No application of primer
Application of primer
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英語 から 日本語: Acronym Detailed field: 軍事/防衛
原書のテキスト - 英語 ABC ACTIVITY BASED COSTING
ABM ACTIVITY BASED MANAGEMENT
AD ACTIVE DUTY
ARCENT UNITED STATES ARMY CENTRAL COMMAND
CDDOC CENTCOM DEPLOYMENT DISTRIBUTION OPERATIONS CENTER
CENTAF US CENTRAL COMMAND AIR FORCES
CENTCOM UNITED STATES CENTRAL COMMAND
CRM CUSTOMER RELATIONSHIP MANAGEMENT
CSA COMBAT SUPPORT ASSOCIATES
CSS CUSTOMER SUPPORT SPECIALIST
CV COMMERCIAL VENTURES
DAPS DOCUMENTED AUTOMATION & PRODUCTION SERVICE
DCST DLA CONTINGENCY SUPPORT TEAM
DCST DLA CONTINGENCY SUPPORT TEAM
DDC DEFENSE DISTRIBUTION CENTER
DES DLA ENTERPRISE SUPPORT
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HWSA HAZARDOUS WASTE STORAGE AREA
IFB INVITITAION FOR BID
IT INFORMATION TECHNOLOGY
LSA LIST OF CFR SECTIONS AFFECTED
LTCR LOST TIME CASE RATE
MARCENT UNITED STATES MARINE FORCES CENTRAL COMMAND
NAVCENT UNITED STATES NAVAL FORCES CENTRAL COMMAND
OEF OPERATION ENDURING FREEDOM
OIF OPERATION IRAQI FREEDOM
OJG/OJF OPERATION JOINT GUARDIAN/FORGE
OPLAN OPERATION PLAN
PACOM US PACIFIC COMMAND
PCS PERMANENT CHANGE OF STATION
PMR PROGRAM MANAGEMENT REVIEW
POC POINT OF CONTACT
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SWA SOUTHWEST ASIA
TAB TRANSACTION ACTIVITY BILLING
TDY TEMPORARY DUTY STATION
UKW URBACH KAHN & WERLIN PC
翻訳 - 英語 PRODUCT DESCRIPTION
Ohayo Milk Co., Ltd.
Product code Product name Packing Content Standard retail price
2158 OH38 Jersey milk bar: Concentrated milk 6 boxes 45 ml x 8 pieces 380 yen (tax excluded)
JAN 4970020027461
Jersey milk bar
Ice cream
8 pieces Ice cream
Type Ice cream
Ingredients Nonfat milk powder 10.0%
Milk fat 8.0%
Raw materials Fresh milk, diary product, syrup, sugar, starch, dextrin, agar-agar, devil's tongue powder, salt, emulsifier, flavor agent (soy bean included in parts of product)
Nutrition Energy 90 Kcal
Protein 1.8 g
Fat 4.2 g
Carbohydrate 11.2 g
Sodium 27 mg
(per piece)
Outer packing Shape Cardboard box (A-1 type) Product Shape Carton Material Outer box: Coat ball paper (1 box 33 g)
Packing: Polypropylene (1 box 0.5 g)
Chopstick (1 piece 1.1 g)
Dimension 448 x 169 x 128 h mm Dimension 113 x 155 x 70
Capacity 9.7L Weight 431 g
Weight 2.7 kg
Quality warranty time limit Storage method Freezing (-18oC or below)
1. Development concepts
— Premium class Jersey series with feature of Jersey milk containing natural taste.
— High quality design to offer brand of "Ohayo Royal Jersey"
2. Product features
— Ice cream bar with thick taste of Jersey milk containing more fat than regular milk.
(Milk squeezed out of Jersey cow with very large value added: 0.6% of total number of cows.)
— Thick and natural after taste by mixing of very large percentage of fresh milk (40% of Jersey milk) and minimum use of stabilizer. Deliciousness of Jersey milk can be enjoyed fully.
— Jersey milk is made at Okayama prefecture farms and Kumamoto prefecture farms.
— Resign renewal; design with large sizzle of milk and special material to appeal with high quality feel.
— New Ohayo Royal Jersey logo applied from autumn 2007.
3. Compositions
Fresh milk 8.0 Milk product 10.0 Syrup 4.0 Sugar 16.8
Starch 0.1 Dextrin 0.1 Agar-agar 0.1 Devil's tongue powder 0.1
Salt 0.1 Emulsifier 0.1 Flavor agent 0.1 Water 60.4
4. Production processes
Raw material Mix Dissolve Filter Regulate Disinfect Cool Store milk Fill Freeze Pack Detect metal Inner pack Inspect weight Outer pack Deliver
日本語 から 英語: Certificate Detailed field: 宣伝/広報
原書のテキスト - 日本語 -------------
翻訳 - 英語 CERTIFICATE OF RECEIVING OF TRAINEE
This is to certify that the person below has been permitted to enter our company as a trainee.
STATEMENTS
Date ………………….
Received by (certified by)
Mr. Hideo Okada, managing director [seal]
Okada Co., Ltd.
1-1-21 Kiyoharadai, Utsunomiya city
Tel. (028)667-3271
We manufacture special machines, assembly machines, automatic detecting machines etc. Please advise use for what you need.
Special tools
We provide design and manufacture of ultra hard tools, PCD tools and PCB tools with reasonable cost and shorter delivery time.
Please do not hesitate to discuss with us on drills, reamers, end mills, forming cutters, forming bytes, grooving tools, measuring probes etc.
Collet chuck & guide bush
…….
We sell high precision and low price automatic lathe collet chuck (for main shafts, for back surface cutting), guide bush etc.
We also manufacture special shape collets.
Please do not hesitate to discuss for your needs.
イタリア語 から タイ語: Production & legal Detailed field: 工学(一般)
เรื่อง การปรับปรุงขั้นตอนการขออนุมัติ Bioequivalence Study Protocol / Report
เพื่อให้การขออนุมัติ Bioequivalence Study Protocol / Report เป็นไปอย่างเหมาะสมและมีประสิทธิภาพ กองควบคุมยาจึงเห็นควรปรับเปลี่ยนขั้นตอนการขออนุมัติ Bioequivalence Study Protocol / Report ดังต่อไปนี้
1. จัดให้มี Protocol มาตรฐานสำหรับการศึกษา Bioequivalence (BE) ของยาสามัญใหม่แต่ละตัวที่ทำการศึกษาโดยสถาบัน / ห้องปฎิบัติการเดียวกัน โดยให้ผู้วิจัยหลักเป็นผู้ยื่น BE Protocol เพื่อขออนุมัติที่กองควบคุมยา เมื่อได้รับการอนุมัติแล้วผู้ประกอบการสามารถไปติดต่อให้สถาบัน / ห้องปฏิบัติการ BE ดำเนินการศึกษา BE ของผลิตภัณฑ์ยานั้นได้เลย โดยไม่ต้องขออนุมัติ Protocol ที่กองควบคุมยาอีก โดยกองควบคุมยาจะแบ่งการพิจารณา BE Protocol เป็นดังนี้
BE Protocol ที่เคยได้รับอนุมัติตั้งแต่ปี พ.ศ.2544 ซึ่งแต่เดิมผู้ประกอบการเป็นผู้นำ
มายื่น ให้ผู้วิจัยของสถาบัน / ห้องปฏิบัติการที่จัดทำ Protocol นั้น นำ Protocol มายื่นที่กองควบคุมยา กองควบคุมยาจะพิจารณา Protocol โดยทำการตรวจสอบกับ BE Protocol เดิมเพื่ออนุมัติ
เหตุที่ใช้เกณฑ์ BE Protocol ที่ได้รับอนุมัติตั้งแต่ปี พ.ศ. 2544 เนื่องจากกองควบคุมยา
ได้มีการออกหลักเกณฑ์และแนวปฏิบัติในการศึกษาชีวสมมูลของยาสามัญในปี พ.ศ. 2543 ดังนั้น BE Protocol ที่ได้รับอนุมัติในปี พ.ศ. 2544 ควรจะเป็น BE Protocol ที่มีรายละเอียดตามหลักเกณฑ์ ฯ นี้
1.2 BE Protocol ที่ยังไม่เคยได้รับอนุมัติมาก่อน หรือ BE Protocol ที่ได้รับอนุมัติก่อนปี พ.ศ.2544 ให้ผู้วิจัยของสถาบัน / ห้องปฏิบัติการจัดทำ BE Protocol แล้วนำมายื่นที่กองควบคุมยา กองควบคุมยาจะส่ง BE Protocol ให้ผู้เชี่ยวชาญ 2 คนเป็นผู้พิจารณา โดยจะใช้เวลาในการพิจารณาประมาณ 2 เดือน หากผู้เชี่ยวชาญ 2 คนมีความเห็นไม่สอดคล้องกัน กองควบคุมยาจะนำ BE Protocol นั้นเข้าสู่การพิจารณาของคณะอนุกรรมการพิจารณาหลักเกณฑ์การศึกษาชีวสมมูลของยาสามัญ
กองควบคุมยาจะประกาศให้ผู้ประกอบการทราบว่าสถาบัน / ห้องปฏิบัติการใดได้รับอนุมัติ
BE Protocol ของยาใดเพื่อผู้ประกอบการจะสามารถไปติดต่อขอรับบริการทำการศึกษา BE จากสถาบัน / ห้องปฏิบัติการนั้นได้โดยตรง
เมื่อผู้วิจัยดำเนินการศึกษา BE เสร็จ และจัดทำ BE Study Report แล้ว ให้ผู้ประกอบการ
ยื่น BE Study Report ที่กองควบคุมยาเพื่อขออนุมัติโดยผ่านการพิจารณาของผู้เชี่ยวชาญซึ่งปรับลดเหลือ 1 คนจากเดิม 2 คน โดยจะใช้เวลาในการพิจารณาประมาณ 1 เดือน ในกรณีที่มีปัญหาในการพิจารณา BE Study Report เช่น ผู้เชี่ยวชาญพิจารณาแล้วไม่รับ เป็นต้น กองควบคุมยาจะส่ง BE Study Report นั้นให้ผู้เชี่ยวชาญเพิ่มอีก 1 คน เพื่อพิจารณา หากความเห็นไม่สอดคล้องกัน กองควบคุมยาจะนำ BE Study Report นั้นเข้าสู่การพิจารณาของคณะอนุกรรมการพิจารณาหลักเกณฑ์การศึกษาชีวสมมูลของยาสามัญ
โดยมีรายละเอียดขั้นตอนการขออนุมัติ Bioequivalence Study Protocol / Report ตามเอกสาร
翻訳 - 英語 Since March 2004, Orange provides a customer service for the disabled by telephone (0 800 11 22 33), fax (0 800 24 69 96) and email ([email protected]). Today the Group is taking innovation even further by testing this ecommerce service in real time for the deaf and hard of hearing.
Access is easy; the customers logs onto www.autonomie.francetelecom.fr and selects their mode of communication to speak with a member of our sales staff : either in French sign language via video conference (using a webcam and if necessary) or via a chat system. The service will be tested on Tuesdays from 8.30am - 12.30pm and from 1.30pm - 6.00pm.
Customer service advisors who have been specially trained to receive and advise disabled customers are available to present offers that are better suited to their specific needs: SMS-compatible fixed-line phones, the most adapted mobile phones, a Livebox with customer support for the deaf, "motamo" mobile subscriptions to communicate by text or image, etc.
日本語 から 英語: Business Detailed field: ビジネス/商業(一般)
原書のテキスト - 日本語 ----------------
翻訳 - 英語 19 January 2007
Nonthaburi, Thailand – Shin Satellite Public Company Limited (“SATTEL”),
Asia's leading commercial satellite operator, disclosed today that the Company inaugurated the new IPSTAR Representative Office in Hanoi , Vietnam on January 15, 2006. This office will facilitate IPSTAR service deployment and support for its partners and customers in the Vietnam market.
Mr. Yongsit Rojsrivichaikul , Chief Commercial Officer and Executive Vice President of Shin Satellite PLC said, “By opening the new IPSTAR representative office in Vietnam , we will be closer to our Vietnamese partners and we hope to better facilitate deployment of the IPSTAR service in the market. Vietnam 's economy has been expanding rapidly for the past few years and there are many requirements for satellite-based broadband services in all industry sectors. We are confident that, together with our partners, we will be able to serve their needs.”
英語 から タイ語: MSDS of cyanide General field: 医療 Detailed field: 環境&生態学
原書のテキスト - 英語 In TM format: *.txt
翻訳 - タイ語 %20100812~195508 %User ID,i,i 72970100, %TU=00000489 %EN-US %Wordfast TM v.5.50a/00 %TH-01 %---12318611 .
20090202~174755 Administrator 0 EN-US Material Safety Data Sheet ORICA TH-01 แผ่นข้อมูลความ&'BB;ลอ&'B4;ภัยของวัส&'B4;ุ ORICA
20090202~174755 Administrator 0 EN-US &tA;Material Safety Data Sheet &tC;ORICA&tD; TH-01 &tA;แผ่นข้อมูลความ&'BB;ลอ&'B4;ภัยของวัส&'B4;ุ &t=;ORICA&t=;
20090202~174755 Administrator 0 EN-US CHEMICALS TH-01 CHEMICALS
20090202~174755 Administrator 0 EN-US IDENTIFICATION OF THE MATERIAL AND SUPPLIER TH-01 การระบุวัส&'B4;ุและผู้ผลิต
20090202~174755 Administrator 0 EN-US &tI;Product Name: &tE;SODIUM CYANIDE SOLUTION &tF;- &tG;(30% w/w)&tH; TH-01 &tI;ชื่อผลิตภัณฑ์: &tE;สารละลายโ&'AB;เ&'B4;ียมไ&'AB;ยาไน&'B4;์ &tF;- &tG;(30% โ&'B4;ยน้ำหนัก)&tH;
20100812~074932 72970100 0 EN-US PPE (Personal Protective Equipment) TH-01 &t={f84 ;อุ&'BB;กรณ์&'BB;้องกันภัยส่วนบุคคล&t=}; (PPE)
20100812~074946 72970100 0 EN-US Fatigue Management TH-01 การจั&'B4;การกับความล้า
20100812~074958 72970100 0 EN-US Emergency Response TH-01 การตอบสนองฉุกเฉิน
20100812~075035 72970100 0 EN-US Fleet Operations TH-01 การ&'BB;ฏิบัติการทีมงาน
20100812~075041 72970100 0 EN-US Maintenance TH-01 การบำรุงรักษา
20100812~075049 72970100 0 EN-US Training TH-01 การฝึกอบรม
20100812~075104 72970100 0 EN-US Sub Contracting Policy TH-01 นโยบายการจ้างเหมาช่วง
20100812~075128 72970100 0 EN-US Route Assessments And Journey Management TH-01 การ&'BB;ระเมินเส้นทางและการบริหารการเ&'B4;ินทาง
20100812~075309 72970100 0 EN-US Communication TH-01 การสื่อสาร
20100812~075331 72970100 0 EN-US In Transit Storage TH-01 การเก็บรักษาขณะขนส่ง
20100812~075341 72970100 0 EN-US Storage Locations TH-01 สถานที่เก็บรักษา
20100812~075404 72970100 0 EN-US Please describe the transport chain: TH-01 &t={f77 ;โ&'BB;ร&'B4;อธิบายลูกโ&'AB;่การขนส่ง&tC;:&tD;
20100812~075410 72970100 0 EN-US (ie. TH-01 &t={f2fs16 ;(&tC;เช่น&tD;
20100812~075523 72970100 0 EN-US 150 km trip on road &tA;or&tB; 20 km trip on road, then 500 km trip by rail, then 50 km trip by road) TH-01 เ&'B4;ินทางโ&'B4;ยถนน 150 กม. หรือเ&'B4;ินทางโ&'B4;ยถนน 20 กม. แล้วเ&'B4;ินทางโ&'B4;ยรถไฟ 500 กม. แล้วเ&'B4;ินทางโ&'B4;ยถนน 50 กม.)
20100812~075534 72970100 0 EN-US COMPANY SAFETY POLICY TH-01 นโยบายความ&'BB;ลอ&'B4;ภัยของบริษัท
20100812~080408 72970100 0 EN-US Does the transport company have a written safety policy which indicates the responsibilities for safety to individuals throughout the company? TH-01 บริษัทขนส่งไ&'B4;้มีเอกสารนโยบายความ&'BB;ลอ&'B4;ภัยที่แส&'B4;งความรับผิ&'B4;ชอบต่อความ&'BB;ลอ&'B4;ภัยของบุคคลทั่วบริษัทไหม?
20100812~083159 72970100 0 EN-US What PPE is supplied to drivers performing NaCN deliveries. TH-01 &t={f77 ;มอบ&tE; PPE &tF;ชนิ&'B4;ใ&'B4;ให้คนขับที่ทำการลำเลียง&tG; NaCN&tH;
20100812~083228 72970100 0 EN-US What system is in place for the management and maintenance of this PPE. TH-01 &t={f77 ;มีระบบใ&'B4;อยู่เพื่อบริหารและบำรุงรักษา&tD; PPE&tE; นี้&tF;
20100812~083311 72970100 0 EN-US How often are checks performed to ensure that the required PPE is present, clean and suitable for use. TH-01 &t={f77 ;ตรวจสอบบ่อยแค่ไหนเพื่อให้แน่ใจว่ามี&t={f44fs20 ; &tB;PPE &tE;ที่ต้องการ สะอา&'B4;และเหมาะสมต่อการใช้งาน&tF;
20100812~083315 72970100 0 EN-US FATIGUE MANAGEMENT TH-01 การจั&'B4;การกับความล้า
20100812~083401 72970100 0 EN-US Does the carrier have a policy on fatigue management that sets out standard hours of work? TH-01 ผู้ขนส่งมีนโยบายเกี่ยวกับการจั&'B4;การกับความล้าโ&'B4;ยกำหน&'B4;ชั่วโมงทำงานมาตรฐานไหม?
20100812~083428 72970100 0 EN-US Does this policy meet the requirements of: TH-01 &t={f77 ;นโยบายนี้ตรงกับข้อกำหน&'B4;ของสิ่งต่อไ&'BB;นี้ไหม&tC;:&tD;
20100812~083435 72970100 0 EN-US Total time TH-01 ชั่วโมงรวม
20100812~083449 72970100 0 EN-US Maximum time worked TH-01 ชั่วโมงทำงานสูงสุ&'B4;
20100812~083502 72970100 0 EN-US Minimum rest breaks TH-01 ชั่วโมงพักต่ำสุ&'B4;
20090202~174755 Administrator 0 EN-US &tA;Recommended Use: &tB;Extraction of gold and silver from ores; electroplating; heat treatment of metals; chemical intermediate. TH-01 &tA;ข้อบ่งใช้: &tB;การสะกั&'B4;เงินและทองจากแร่ การชุบ&'B4;้วยไฟฟ้า การชุบโลหะแข็ง&'B4;้วยความร้อน สารตัวกลางสารเคมี
20090202~174755 Administrator 0 EN-US &tA;Supplier: &tB;Orica Australia Pty Ltd TH-01 &tA;ผู้ผลิต: &tB;Orica Australia Pty Ltd
20090202~174755 Administrator 0 EN-US &tA;ABN: 99004117828 TH-01 &tA;ABN: 99004117828
20090202~174755 Administrator 0 EN-US Street Address: 1 &tA;Nicholson Street, TH-01 ที่อยู่: 1 &tA;Nicholson Street,
20090202~174755 Administrator 0 EN-US Melbourne 3000 TH-01 Melbourne 3000
20090202~174755 Administrator 0 EN-US Australia TH-01 ออสเตรเลีย
20090202~174755 Administrator 0 EN-US &tA;Telephone Number: &tB; 61 3 9665 7111 TH-01 &tA;หมายเลขโทรศัพท์: &tB; 61 3 9665 7111
20090202~174755 Administrator 0 EN-US &tA;Facsimile: &tB; 61 3 9665 7937 TH-01 &tA;หมายเลขโทรสาร: &tB; 61 3 9665 7937
20090202~174755 Administrator 0 EN-US &tA;Emergency Telephone: &tB;AUSTRALIA: 1 800 033 111 (ALL HOURS) TH-01 &tA;หมายเลขโทรศัพท์ฉุกเฉิน: &tB;ออสเตรเลีย: 1 800 033 111 (ตลอ&'B4;เวลา)
20090202~174755 Administrator 0 EN-US INTERNATIONAL AUSTRALIA: 61 3 9663 2130 (ALL TH-01 จากนอก&'BB;ระเทศออสเตรเลีย: 61 3 9663 2130 (ตลอ&'B4;
20090202~174755 Administrator 0 EN-US HOURS) TH-01 เวลา)
20090202~174755 Administrator 0 EN-US HAZARDS IDENTIFICATION&tA; TH-01 การบ่งชี้อันตราย&tA;
20090202~174755 Administrator 0 EN-US This material is hazardous according to criteria of ASCC; HAZARDOUS SUBSTANCE. TH-01 วัส&'B4;ุนี้มีอันตรายตามเกณฑ์ของ ASCC; สารอันตราย
20090202~174755 Administrator 0 EN-US Classified as Dangerous Goods by the criteria of the Australian Dangerous Goods Code (ADG Code) for Transport by Road and Rail; DANGEROUS GOODS. TH-01 จั&'B4;ชั้นเ&'BB;็นสินค้าอันตรายตามเกณฑ์ของรหัสสินค้าอันตรายของออสเตรเลีย (รหัส ADG) เพื่อการขนส่งทางถนนและทางราง; สินค้าอันตราย
20090202~174755 Administrator 0 EN-US &tA;Risk Phrases: &tB;Very toxic by inhalation, in contact with skin and if swallowed. TH-01 &tA;วลีความเสี่ยง: &tB;มีพิษมากเมื่อสู&'B4;&'B4;ม สัมผัสผิวหนังและกลืนกิน
20090202~174755 Administrator 0 EN-US Contact with acids liberates very toxic gas. TH-01 เกิ&'B4;แก๊สที่เ&'BB;็นพิษมากเมื่อสัมผัสกับกร&'B4;
20090202~174755 Administrator 0 EN-US &tA;Safety Phrases: &tB;Keep container tightly closed. TH-01 &tA;วลีความ&'BB;ลอ&'B4;ภัย: &tB;&'BB;ิ&'B4;ภาชนะให้แน่นสนิท
20090202~174755 Administrator 0 EN-US Do not breathe dust. TH-01 อย่าสู&'B4;&'B4;มฝุ่น
20090202~174755 Administrator 0 EN-US Do not empty into drains. TH-01 อย่าเทลงในทางระบายน้ำ
20090202~174755 Administrator 0 EN-US In case of accident or if you feel unwell, seek medical advice immediately (show the label TH-01 &'BB;รึกษาแพทย์ทันทีเมื่อเกิ&'B4;อุบัติเหตุหรือคุณรู้สึกไม่สบาย (แส&'B4;งฉลากถ้า
20090202~174755 Administrator 0 EN-US whenever possible). TH-01 ทำไ&'B4;้)
20090202~174755 Administrator 0 EN-US &tA;Poisons Schedule: &tB;S7 Dangerous Poison. TH-01 &tA;ตารางสารพิษ: &tB;S7 ยาพิษอันตราย
20090202~174755 Administrator 0 EN-US For advice, contact a Poisons Information Centre (Phone eg. TH-01 ขอคำแนะนำไ&'B4;้จากศูนย์ข้อมูลสารพิษ (โทรศัพท์เช่น
20090202~174755 Administrator 0 EN-US Australia 131 126; New Zealand 0 800 764766) or a doctor at once. TH-01 ออสเตรเลีย 131 126; นิว&'AB;ีแลน&'B4;์ 0 800 764766) หรือพบแพทย์ทันที
20090202~174755 Administrator 0 EN-US Urgent hospital treatment is likely to be needed. TH-01 ?????????????????????????????
20090202~174755 Administrator 0 EN-US Inhalation: TH-01 &t={f7 ;¡ÒÃÊÙ´´Á&t=};:
20100812~102522 72970100 0 EN-US Seek immediate medical advice. TH-01 พบแพทย์ทันที
20090202~174755 Administrator 0 EN-US &tA;Take precautions to ensure rescuer is not overcome. TH-01 &tA;ใช้ความระมั&'B4;ระวังไม่ให้ผู้ช่วยเหลือมีอุ&'BB;สรรค
20090202~174755 Administrator 0 EN-US Remove victim from area of exposure &tD;- &tB;avoid becoming a casualty. TH-01 ย้ายผู้&'BB;่วยจากพื้นที่กระทบ &tD;- &tB;เลี่ยงอย่าให้เกิ&'B4;อุบัติภัย
20090202~174755 Administrator 0 EN-US Remove contaminated clothing and loosen remaining clothing. TH-01 ¶Í´àÊ×éͼéÒ·ÕèÊ¡»Ã¡ÍÍ¡ áÅФÅÒÂàÊ×éͼéÒÍ×è¹ãËéËÅÇÁ
20100812~102529 72970100 0 EN-US If skin contact occurs, remove contaminated clothing and wash&tA; &tB;skin with running water. TH-01 ถ้าสัมผัสผิวหนัง ถอ&'B4;เสื้อผ้าที่เ&'BB;ื้อนออก และล้างผิวหนัง&'B4;้วยน้ำไหล
xx090202~174755 Administrator 0 EN-US Allow patient to assume most comfortable position and keep warm. TH-01 ???????????????????????????????????????? ???????????????
xx090202~174755 Administrator 0 EN-US Keep at rest until fully recovered. TH-01 ???????????? ??????????????????
20090202~174755 Administrator 0 EN-US If patient finds breathing difficult and develops a bluish discolouration of the skin (which suggests a lack of oxygen in the blood &tD;- &tB;cyanosis), ensure airways are clear of any obstruction and have a qualified person give oxygen through a face mask. TH-01 ถ้าพบว่า หายใจลำบากและผิวหนัง&'AB;ี&'B4;เ&'BB;็นสีน้ำเงิน (แส&'B4;งว่าขา&'B4;ออก&'AB;ิเจนในเลือ&'B4;หรืออาการไ&'AB;ยาโน&'AB;ิส&tD;) อย่าให้หลอ&'B4;ลมมีอะไรอุ&'B4;ตัน และบุคคลากรที่ชำนาญให้ออก&'AB;ิเจนผ่านทางหน้ากาก
xx090202~174755 Administrator 0 EN-US Apply artificial respiration if patient is not breathing. TH-01 ผาย&'BB;อ&'B4;ถ้าคนไข้หยุ&'B4;หายใจ
20090202~174755 Administrator 0 EN-US Seek immediate medical advice.&tA; TH-01 พบแพทย์ทันที&tA;
20090202~174755 Administrator 0 EN-US &tA;Product Name: SODIUM CYANIDE SOLUTION &tC;- &tD;(30% wlw) Issued: 09/01/2009 TH-01 &tA;ชื่อผลิตภัณฑ์: สารละลายโ&'AB;เ&'B4;ียมไ&'AB;ยาไน&'B4;์ - (30% โ&'B4;ยน้ำหนัก) ฉบับวันที่ 9 มกราคม 2552&tC;
20090202~174755 Administrator 0 EN-US Substance No: 000033640201 Version: 5&tA; TH-01 หมายเลขสาร: 000033640201 ฉบับที่: 5&tA;
20090202~174757 Administrator 0 EN-US Page 8 of 8 TH-01 หน้า 8 ใน 8
20090202~174755 Administrator 0 EN-US COMPOSITION/INFORMATION ON INGREDIENTS TH-01 ส่วน&'BB;ระกอบ/ข้อมูลส่วนผสม
20090202~174755 Administrator 0 EN-US Components TH-01 ส่วน&'BB;ระกอบ
20090202~174755 Administrator 0 EN-US CAS Number TH-01 หมายเลข CAS
20090202~174755 Administrator 0 EN-US Proportion TH-01 อัตราส่วน
20090202~174755 Administrator 0 EN-US Risk Phrases TH-01 วลีความเสี่ยง
20090202~174755 Administrator 0 EN-US Water TH-01 น้ำ
20090202~174755 Administrator 0 EN-US 7732-18-5 TH-01 7732-18-5
20090202~174755 Administrator 0 EN-US 70% TH-01 70%
20090202~174755 Administrator 0 EN-US Sodium cyanide TH-01 โ&'AB;เ&'B4;ียมไ&'AB;ยาไน&'B4;์
20090202~174755 Administrator 0 EN-US &tA;R26127128, &tC;R32&tD; TH-01 &tA;R26127128, &tC;R32&tD;
20090202~174755 Administrator 0 EN-US FIRST AID TH-01 มาตรการ
20090202~174755 Administrator 0 EN-US MEASURES TH-01 &'BB;ฐมพยาบาล
xx090202~174755 Administrator 0 EN-US Skin Contact: TH-01 &t={f84 ;เมื่อสัมผัสผิวหนัง&t=};:
xx090202~174755 Administrator 0 EN-US If skin contact occurs, remove contaminated clothing and wash skin with running water. TH-01 ถ้าสัมผัสผิวหนัง ถอ&'B4;เสื้อผ้าที่เ&'BB;ื้อนออก และล้างผิวหนัง&'B4;้วยน้ำไหล
xx090202~174755 Administrator 0 EN-US If irritation occurs seek medical advice. TH-01 ??????????? ???????????????
20090202~174755 Administrator 0 EN-US Eye Contact: TH-01 เมื่อเข้านัยน์ตา:
xx090202~174755 Administrator 0 EN-US If in eyes, wash out immediately with water. TH-01 เมื่อเข้าตา ใช้น้ำล้างออกทันที
xx090202~174755 Administrator 0 EN-US In all cases of eye contamination it is a sensible precaution to seek medical advice. TH-01 เมื่อสัมผัสตาในทุกกรณี ควรไ&'BB;พบแพทย์เสมอ
20090202~174755 Administrator 1 EN-US Ingestion: TH-01 เมื่อกลืนกิน:
20090202~174755 Administrator 0 EN-US Immediately rinse mouth with water. TH-01 ใช้น้ำล้าง&'BB;ากทันที
20090202~174755 Administrator 0 EN-US If swallowed, remove from contaminated area. TH-01 ถ้ากลืน ย้ายออกไ&'BB;จากบริเวณที่&'BB;นเ&'BB;ื้อน
20090202~174755 Administrator 0 EN-US Apply artificial respiration if not breathing. TH-01 ผาย&'BB;อ&'B4;ถ้าไม่หายใจ
20090202~174755 Administrator 0 EN-US Do not give direct mouth-to-mouth resuscitation. TH-01 อย่าผาย&'BB;อ&'B4;แบบ&'BB;ากต่อ&'BB;าก
20090202~174755 Administrator 0 EN-US To protect rescuer, use air-viva, oxy-viva or one-way mask. TH-01 &'BB;้องกันผู้ช่วยเหลือโ&'B4;ยใช้หน้ากากอากาศ หน้ากากออก&'AB;ิเจน หรือหน้ากากแบบทางเ&'B4;ียว
20090202~174755 Administrator 0 EN-US Resuscitate in a well-ventilated area. TH-01 ผาย&'BB;อ&'B4;ในที่ๆ อากาศถ่ายเทไ&'B4;้&'B4;ี
20090202~174755 Administrator 0 EN-US Never give anything by the mouth to an unconscious patient. TH-01 อย่าให้อะไรทาง&'BB;ากหากผู้&'BB;่วยหม&'B4;สติ
20090202~174755 Administrator 0 EN-US Get to a doctor or hospital quickly. TH-01 นำส่งแพทย์หรือโรงพยาบาลทันที
20090202~174755 Administrator 0 EN-US Substance No: 000033640201 Version: 5 TH-01 หมายเลขวัส&'B4;ุ: 000033640201 ฉบับที่: 5
20090202~174755 Administrator 0 EN-US Material Safety Data Sheet TH-01 แผ่นข้อมูลความ&'BB;ลอ&'B4;ภัยของวัส&'B4;ุ
20090202~174755 Administrator 0 EN-US -IL TH-01 -IL
20090202~174755 Administrator 1 EN-US Medical attention and special treatment: TH-01 ข้อมูลทางการแพทย์และการบำบั&'B4;พิเศษ:
20090202~174755 Administrator 0 EN-US May be fatal if inhaled, swallowed or absorbed through skin. TH-01 อาจเสียชีวิตถ้าสู&'B4;&'B4;ม กลืนกินหรือ&'AB;ึมผ่านผิวหนัง
20090202~174755 Administrator 0 EN-US At all places where there is a risk of cyanide poisoning, items to facilitate the prompt and effective treatment of cyanide poisoning (as determined by the treatment protocol to be employed) should be kept in an accessible and convenient location. TH-01 ถ้าเสี่ยงที่จะเกิ&'B4;พิษจากไ&'AB;ยาไน&'B4;์ ควรเตรียมสิ่งอำนวยความสะ&'B4;วกในการบำบั&'B4;พิษที่ไ&'B4;้ผลและทันที (กำหน&'B4;จากแผนการบำบั&'B4;ที่ใช้) ไว้ในตำแหน่งที่เข้าถึงและสะ&'B4;วก
20090202~174755 Administrator 0 EN-US There are two well-recognised and effective treatment protocols for treatment of cyanide poisoning. TH-01 มีแผนการบำบั&'B4;พิษจากไ&'AB;ยาไน&'B4;์ที่ไ&'B4;้ผลอยู่ 2 แผน
20090202~174755 Administrator 0 EN-US PROTOCOL 1 TH-01 แผนที่ 1
20090202~174755 Administrator 1 EN-US Essential Items TH-01 สิ่งที่จำเ&'BB;็น
20090202~174755 Administrator 1 EN-US An oxygen resuscitator and a source of oxygen and a clearly marked CYANIDE ANTIDOTE box containing: TH-01 ชุ&'B4;ออก&'AB;ิเจนหายใจ แหล่งออก&'AB;ิเจน และกล่องที่มีข้อความชั&'B4;เจนว่า "แก้พิษไ&'AB;ยาไน&'B4;์" &'AB;ึ่ง&'BB;ระกอบ&'B4;้วย:
20090202~174755 Administrator 0 EN-US &tA;- &tB;An approved airway, elasticised tourniquet, 5 mL sterile disposable syringe and needles for blood samples, fluoride TH-01 &tA;- &tB;ท่ออากาศ สยรั&'B4;ห้ามเลือ&'B4;แบบยื&'B4;หยุ่น หลอ&'B4;และเข็มฉี&'B4;ยาชนิ&'B4;ใช้แล้วทิ้งขนา&'B4; 5 มล. เพื่อเก็บตัวอย่างเลือ&'B4;
20090202~174755 Administrator 0 EN-US heparinised blood sample tubes, skin prep swabs, dressing and adhesive tape&tA; TH-01 หลอ&'B4;เก็บตัวอย่างเลือ&'B4;แบบฟลูออไร&'B4;์เฮ&'BB;าริไน&'AB;์ &'BB;ลาสเตอร์&'BB;ิ&'B4;แผล ผ้า&'BB;ิ&'B4;แผล และเท&'BB;กาว&tA;
20090202~174755 Administrator 0 EN-US &tA;- &tB;2 Cyanokits containing hydroxocobalamin 2.5g x 2 amps, sodium chloride x 2 amps and the prescribing information TH-01 &tA;- &tB;ชุ&'B4;ไ&'AB;ยาโนคิต 2 ชุ&'B4;ที่มี ไฮโ&'B4;รโ&'AB;โคบาลามิน 2.5 กรัม 2 หลอ&'B4;, โ&'AB;เ&'B4;ียมคลอไร&'B4;์ 2 หลอ&'B4; และฉลากอธิบาย
20090202~174755 Administrator 0 EN-US outlining side effects and precautions&tA; TH-01 ถึงอาการข้างเคียงและข้อควรระวัง&tA;
20090202~174755 Administrator 0 EN-US &tA;- &tC;Intravenous injection equipment&tD; TH-01 &tA;- &tC;ชุ&'B4;ฉี&'B4;ยาเข้าเส้นเลือ&'B4;&tD;
20090202~174755 Administrator 0 EN-US &tA;- &tC;A copy of the appropriate Material Safety Data Sheet and&tD; TH-01 &tA;- &tC;สำเนาของแผ่นข้อมูลความ&'BB;ลอ&'B4;ภัยของวัส&'B4;ุ และ&tD;
20090202~174755 Administrator 0 EN-US &tA;- &tB;A written copy of the treatment protocol TH-01 &tA;- &tB;สำเนาเอกสารการบำบั&'B4;
20090202~174755 Administrator 0 EN-US The antidote for cyanide poisoning is the intravenous administration of hydroxocobalamin. TH-01 การถอนพิษจากไ&'AB;ยาไน&'B4;์เ&'BB;็นการฉี&'B4;ไฮโ&'B4;รโ&'AB;โคบาลามินเข้าเส้นเลือ&'B4;
20090202~174755 Administrator 0 EN-US To minimize the risk of adverse reactions, this should be administered when clear absorption of cyanide is beyond doubt. TH-01 เพื่อเลี่ยงอาการไม่พึง&'BB;ระสงค์ ให้ใช้วิธีนี้เมื่อแน่ใจแล้วว่า คนไข้ไ&'B4;้รับไ&'AB;ยาไน&'B4;์เข้าไ&'BB;
20090202~174755 Administrator 0 EN-US Cyanide poisoning occurs rapidly after exposure. TH-01 พิษจากไ&'AB;ยาไน&'B4;์เกินขึ้นเร็ว หลังจากสัมผัส
20090202~174755 Administrator 0 EN-US If the patient is conscious after the usual time taken to reach hospital then exposure to cyanide either from inhalation, ingestion or skin contamination is unlikely to have resulted in a significant amount of cyanide being absorbed. TH-01 ถ้าคนไข้มีสติหลังจากนำส่งโรงพยาบาล การสัมผัสกับไ&'AB;ยาไน&'B4;์เนื่องจากสู&'B4;&'B4;ม กลืนกินหรือกระทบผิวหนังอาจไม่ทำให้ร่างกายไ&'B4;้รับไ&'AB;ยาไน&'B4;์เข้าไ&'BB;มากพอ
20090202~174755 Administrator 0 EN-US In these circumstances the patient should be observed carefully with particular attention being given to the state of consciousness. TH-01 ในกรณีนี้ ควรสังเกตคนไข้อย่างระมั&'B4;ระวังต่อ ภาวะการหม&'B4;สติ
20090202~174755 Administrator 0 EN-US If after clinical assessment the patient is considered to require the antidote, that is, the patient is known to have been exposed to cyanide and is unconscious or lapsing into unconsciousness, reconstitute the hydroxocobalamin by diluting one flask (2.5g) of the freeze-dried with lOOmL of 0.9% saline (supplied) and shake rigorously. TH-01 ถ้าผลการตรวจทางคลินิกพบว่า ควรให้ยาถอนพิษแก่คนไข้ คือตั&'B4;สินว่า คนไข้ไ&'B4;้รับไ&'AB;ยาไน&'B4;์และหม&'B4;สติ หรือกำลังจะหม&'B4;สติ ให้ไฮโ&'B4;รโ&'AB;โคบาลามิน&'AB;้ำ โ&'B4;ยเจือจางสารที่แห้งและเย็น 1 ขว&'B4; (2.5 กรัม) &'B4;้วยน้ำเกลือ 0.9% (แนบมาให้) จำนวน 100 มล. และเขย่าให้เข้ากัน&'B4;ี
20090202~174755 Administrator 0 EN-US Repeat with the remaining flask. TH-01 เตรียมขว&'B4;ที่เหลือในแบบเ&'B4;ียวกัน
20090202~174755 Administrator 0 EN-US Administer 5 grams of reconstituted solution via a fast intravenous drip (25- 30 mm). TH-01 ให้สารละลายที่เตรียมไว้ 5 กรัม &'B4;้วยท่อหยอ&'B4;เข้าเส้นเลือ&'B4;แบบเร็ว (25- 30 นาที.
20090202~174755 Administrator 0 EN-US A further two (5g) doses may be given if necessary at a slower rate of infusion &tH;- &tD;30 mm &tE;- &tF;2 hours (or alternatively IV. TH-01 อาจให้เพิ่มอีก 2 ครั้ง (5 กรัม) หากจำเ&'BB;็น โ&'B4;ยให้ทางสายยางแบบช้า &tH;- &tD;30 นาที. &tE;- &tF;2 ชั่วโมง (หรืออาจฉี&'B4;เข้าเส้นเลือ&'B4;
20090202~174755 Administrator 0 EN-US sodium thiosulphate 12.5g (5OmL) may be given by slow intravenous injection). TH-01 อาจให้โ&'AB;เ&'B4;ียมไทโอ&'AB;ัลเฟต 12.5 กรัม (50 มล.) โ&'B4;ยฉี&'B4;เข้าเส้นอย่างช้าๆ)
20090202~174755 Administrator 0 EN-US Hydroxocobalamin should not be administered if person has known hypersensitivity to Vitamin B12. TH-01 ไม่ควรให้ไฮโ&'B4;รโ&'AB;โคบาลามินถ้าพบว่า คนไข้แพ้ต่อไวตามิน B12
20090202~174755 Administrator 0 EN-US Essential Items&tA; TH-01 สิ่งที่จำเ&'BB;็น&tA;
20090202~174755 Administrator 0 EN-US &tA;- &tC;An oxygen resuscitator and a source of oxygen&tD; TH-01 &tA;- &tC;ชุ&'B4;ออก&'AB;ิเจนช่วยหายใจและแหล่งออก&'AB;ิเจน&tD;
20090202~174755 Administrator 0 EN-US &tA;- &tB;A clearly marked CYANIDE ANTIDOTE box containing an approved airway, elasticised tourniquet, 2OmL sterile TH-01 &tA;- &tB;กล่องที่มีข้อความชั&'B4;เจนว่า "แก้พิษไ&'AB;ยาไน&'B4;์" &'AB;ึ่ง&'BB;ระกอบ&'B4;้วยท่ออากาศ สายรั&'B4;ห้ามเลือ&'B4;แบบยื&'B4;หยุ่น
20090202~174755 Administrator 0 EN-US disposable syringes and needles, fluoride heparinised blood sample tubes, skin prep swabs, dressings and adhesive tape&tA; TH-01 หลอ&'B4;และเข็มฉี&'B4;ยาชนิ&'B4;ใช้แล้วทิ้งขนา&'B4; 5 มล. เพื่อเก็บตัวอย่างเลือ&'B4; หลอ&'B4;เก็บตัวอย่างเลือ&'B4;แบบฟลูออไร&'B4;์เฮ&'BB;าริไน&'AB;์ &'BB;ลาสเตอร์&'BB;ิ&'B4;แผล ผ้า&'BB;ิ&'B4;แผล และเท&'BB;กาว&tA;
20090202~174755 Administrator 0 EN-US &tA;- &tB;Ampoules of Kelocyanor (Dicobalt edetate), including the prescribing information outlining side effects and precautions TH-01 &tA;- &tB;หลอ&'B4;เคโลไ&'AB;ยานอร์ (ไ&'B4;โคบอลต์อี&'B4;ีเตต) &'BB;ระกอบ&'B4;้วยคำอธิบายถึงอาการข้างเคียงและข้อควรระวัง
20090202~174755 Administrator 0 EN-US and a copy of the Worksafe Australia Guide, Cyanide Poisoning (containing the treatment protocol)&tA; TH-01 และสำเนาของมาตรฐานความ&'BB;ลอ&'B4;ภัยในที่ทำงานของออสเตรเลีย พิษจากไ&'AB;ยาไน&'B4;์ (มีแผนการบำบั&'B4;อยู่)&tA;
20090202~174755 Administrator 0 EN-US &tA;- &tB;A copy of the appropriate Material Safety Data Sheet TH-01 &tA;- &tB;สำเนาของแผ่นข้อมูลความ&'BB;ลอ&'B4;ภัยของวัส&'B4;ุ
20090202~174755 Administrator 0 EN-US The antidote for cyanide poisoning is the intravenous administration of dicobalt edetate. TH-01 การถอนพิษจากไ&'AB;ยาไน&'B4;์เ&'BB;็นการฉี&'B4;ไ&'B4;โคบอลต์อี&'B4;ีเตตเข้าเส้นเลือ&'B4;
20090202~174755 Administrator 0 EN-US Due to adverse reactions which can occur in the absence of poisoning, this should be administered when absorption of cyanide is beyond doubt. TH-01 เพื่อเลี่ยงอาการไม่พึง&'BB;ระสงค์เนื่องจากไม่มีพิษของไ&'AB;ยาไน&'B4;์ ให้ใช้วิธีนี้เมื่อแน่ใจแล้วว่า คนไข้ไ&'B4;้รับไ&'AB;ยาไน&'B4;์เข้าไ&'BB;
20090202~174755 Administrator 0 EN-US Overzealous administration of the antidote is contraindicated and may result in serious adverse reactions of an anaphylactic (allergic) nature. TH-01 ห้ามให้ยาถอนพิษมากเกินไ&'BB; และอาจเกิ&'B4;&'BB;ฏิกิริยารุนแรงแบบอานาไฟแลคติก (อาการแพ้) ก็ไ&'B4;้
20090202~174755 Administrator 0 EN-US Adverse reactions reported include gross oedema of the face and neck, urticaria, palpitations, hypotension, convulsions, vomiting, chest pains, difficulty in breathing, and collapse. TH-01 อาการข้างเคียงที่พบไ&'B4;้จะมีอาการบวมน้ำของหน้าและคอ ผิวหนังอักเสบ เหงื่อออก ความ&'B4;ันเลือ&'B4;ต่ำ ชัก อาเจียน แน่นหน้าอก หายใจลำบาก และหม&'B4;สติ
20090202~174755 Administrator 0 EN-US If after clinical assessment the patient is considered to require the antidote, that is, the patient is known to have been exposed to cyanide and is unconscious or lapsing into unconsciousness, administer one ampoule&tA; TH-01 ถ้าผลการตรวจทางคลินิกพบว่า ควรให้ยาถอนพิษแก่คนไข้ คือตั&'B4;สินว่า คนไข้ไ&'B4;้รับไ&'AB;ยาไน&'B4;์และหม&'B4;สติ หรือกำลังจะหม&'B4;สติ ให้ยา 1 หลอ&'B4;&tA;
20090202~174755 Administrator 0 EN-US CMJVhw:.c TH-01 CMJVhw:.c
20090202~174755 Administrator 0 EN-US containing 300mg Dicobalt edetate in 2OmL glucose solution (Kelocyanor) intravenously by slow injection. TH-01 &'BB;ระกอบ&'B4;้วยไ&'B4;โคบอลต์อี&'B4;ีเตต 300 มก. ในสารละลายกลูโคส 20 มล. (เคโลไ&'AB;ยานอร์) ที่ฉี&'B4;เข้าเส้นเลือ&'B4;อย่างช้าๆ
20090202~174755 Administrator 0 EN-US The initial effect is a fall in blood pressure, rise in pulse rate, and sometimes retching. TH-01 ผลในระยะแรกคือล&'B4;ความ&'B4;ันเลือ&'B4; เพิ่มอัตราการเต้นของหัวใจ และอาจอาเจียนในบางครั้ง
20090202~174755 Administrator 0 EN-US Immediately after this phase, lasting about one minute, the patient should recover. TH-01 พอพ้นจากระยะนี้ คนไข้จะทุเลาในเวลา&'BB;ระมาณ 1 นาที
20090202~174755 Administrator 0 EN-US The injection should be discontinued if allergic adverse effects are noted. TH-01 ควรหยุ&'B4;ฉี&'B4;ยาถ้าพบว่าเกิ&'B4;อาการแพ้
20090202~174755 Administrator 0 EN-US A second dose may be given if the response is inadequate and allergic adverse effects are absent. TH-01 อาจให้ยาครั้งที่ 2 ถ้าอาการตอบสนองไม่พอ และไม่เกิ&'B4;อาการแพ้
20090202~174755 Administrator 0 EN-US FIRE FIGHTING MEASURES TH-01 การ&'B4;ับเพลิง
20090202~174755 Administrator 0 EN-US Hazards from combustion products: TH-01 พิษจากการสัน&'B4;า&'BB;:
20090202~174755 Administrator 0 EN-US &tA;Non-combustible material. TH-01 &tA;วัส&'B4;ุที่ไม่ติ&'B4;ไฟ
20090202~174755 Administrator 0 EN-US Precautions for fire fighters and special protective equipment: TH-01 ข้อควรระวังสำหรับพนักงาน&'B4;ับเพลิงและอุ&'BB;กรณ์&'BB;้องกันเฉพาะ:
20090202~174755 Administrator 0 EN-US Decomposes on heating emitting toxic fumes, including those of hydrogen cyanide &tD;, &tB;and ammonia. TH-01 แยกสลายเมื่อไอพิษไ&'B4;้รับความร้อน กลายเ&'BB;็นไฮโ&'B4;รเจนไ&'AB;ยาไน&'B4;์และแอมโมเนีย&tD;
20090202~174755 Administrator 0 EN-US If safe to do so, remove containers from path of fire. TH-01 หาก&'BB;ลอ&'B4;ภัย ย้ายภาชนะจากทิศทางของไฟ
20090202~174755 Administrator 0 EN-US Fire fighters to wear self-contained breathing apparatus and suitable protective clothing if risk of exposure to products of decomposition. TH-01 พนักงาน&'B4;ับเพลิงต้องสวมชุ&'B4;ช่วยหายใจและเสื้อผ้า&'BB;้องกันที่เหมาะสม ถ้าอาจสัมผัสกับสารจากการสลายตัวของสารพิษ
20090202~174755 Administrator 0 EN-US Suitable Extinguishing Media: TH-01 สารเคมี&'B4;ับเพลิงที่เหมาะสม:
20090202~174755 Administrator 0 EN-US Not combustible, however, if material is involved in a fire use: Water fog (or if unavailable fine water spray), foam, dry chemical powder. TH-01 ไม่ติ&'B4;ไฟ แต่ถ้าสารพิษอยู่ในไฟ ให้ใช้: ม่านน้ำ (ถ้าไม่มี ใช้ละอองน้ำละเอีย&'B4;แทน) โฟม ผงเคมีแห้ง
20090202~174755 Administrator 1 EN-US Unsuitable Extinguishing Media: TH-01 สารเคมี&'B4;ับเพลิงที่ไม่เหมาะสม:
20090202~174755 Administrator 1 EN-US Carbon dioxide. TH-01 คาร์บอนไ&'B4;ออกไ&'AB;&'B4;์
20090202~174755 Administrator 0 EN-US &tA;Hazchem Code: &tB;2X&tC; TH-01 &tA;รหัส Hazchem: &tB;2X&tC;
20090202~174755 Administrator 1 EN-US ACCIDENTAL RELEASE MEASURES TH-01 มาตรการเมื่อไหลออกโ&'B4;ยบังเอิญ
20090202~174755 Administrator 1 EN-US Emergency procedures: TH-01 ขั้นตอนฉุกเฉิน:
20090202~174755 Administrator 0 EN-US &tA;Clear area of all unprotected personnel. TH-01 &tA;อพยพผู้คนที่ไม่มีอุ&'BB;กรณ์&'BB;้องกันออกไ&'BB;
20090202~174755 Administrator 0 EN-US If contamination of sewers or waterways has occurred advise local emergency services. TH-01 ถ้า&'BB;นเ&'BB;ื้อนทางน้ำทิ้งหรือน้ำใช้ ขอรับบริการฉุกเฉินในท้องที่
20090202~174755 Administrator 0 EN-US Methods and materials for containment and clean up: TH-01 วิธีการและวัส&'B4;ุที่ใช้กับสิ่ง&'BB;นเ&'BB;ื้อนและวิธีทำความสะอา&'B4;:
20090202~174755 Administrator 0 EN-US Wear protective equipment to prevent skin and eye contact. TH-01 สวมอุ&'BB;กรณ์&'BB;้องกันเพื่อไม่ให้สัมผัสกับผิวหนังและนัยน์ตา
20090202~174755 Administrator 0 EN-US Avoid breathing in vapours. TH-01 อย่าสู&'B4;&'B4;มไอ
20090202~174756 Administrator 0 EN-US Work up wind or increase ventilation. TH-01 &'BB;ฏิบัติงานเหนือลงหรือระบายอากาศให้เพียงพอ
20090202~174756 Administrator 0 EN-US Contain &tD;- &tB;prevent run off into drains and waterways. TH-01 ภาชนะ - &tD;อย่าให้ไหลลงในท่อน้ำทิ้งและทางน้ำ&tA;
20090202~174756 Administrator 0 EN-US Spillage area and contaminated soils can be detoxified by treatment with an excess of dilute sodium hypochlorite, or calcium hypochlorite. TH-01 ถอนพิษของพื้นที่&'BB;นเ&'BB;ื้อนและหกเรี่ยรา&'B4;&'B4;้วยโ&'AB;เ&'B4;ียมไฮโ&'BB;คลอไรต์ หรือคัลเ&'AB;ียมไฮโ&'BB;คลอไรต์เจือจางจำนวนมาก
20090202~174756 Administrator 0 EN-US Spills to waterways can be detoxified wth ferrous sulfate or sodium hypochlorite. TH-01 ถอนพิษจากทางน้ำ&'B4;้วยเฟอรัส&'AB;ัลเฟตหรือโ&'AB;เ&'B4;ียมไฮโ&'BB;คลอไรต์
20090202~174756 Administrator 0 EN-US Expert advice is required for either of these treatments. TH-01 ต้องใช้ผู้เชี่ยวชาญในท้องที่เพื่อบำบั&'B4;เช่นนี้
20090202~174756 Administrator 0 EN-US Collect and seal in properly labelled containers or drums for disposal.&tA; TH-01 เก็บและผนึกในภาชนะหรือถังที่ติ&'B4;&'BB;้ายที่เหมาะสมเพื่อรอทิ้งทำลาย&tA;
20090202~174756 Administrator 0 EN-US HANDLING AND STORAGE TH-01 การใช้สอยและการเก็บรักษา
20090202~174756 Administrator 0 EN-US This material is a Scheduled Poison S7 and must be stored, maintained and used in accordance with the relevant regulations. TH-01 วัส&'B4;ุนี้เ&'BB;็นสารพิษในตารางที่ S7 และต้องเก็บ รักษาและใช้ตามกฎระเบียบที่เกี่ยวข้อง
20090202~174756 Administrator 0 EN-US Conditions for safe storage: TH-01 สภาพการเก็บรักษาที่&'BB;ลอ&'B4;ภัย:
20090202~174756 Administrator 0 EN-US Sodium cyanide solution is only available in bulk and should be stored in mild steel or stainless steel tanks; the solution is corrosive to zinc, and aluminium. TH-01 มีจำหน่ายโ&'AB;เ&'B4;ียมไ&'AB;ยาไน&'B4;์เ&'BB;็นภาชนะ ไม่ควรเก็บในถังเหล็กละมุนหรือเหล็กสเตนเลส; สารละลายนี้กั&'B4;กร่อนสังกะสีและอะลูมิเนียม
20090202~174756 Administrator 0 EN-US Tanks should be vented to a safe atmosphere as they may develop a build-up of highly toxic hydrogen cyanide gas. TH-01 ควรระบายอากาศจากถังไ&'BB;ยังบรรยากาศที่&'BB;ลอ&'B4;ภัย เพราะอาจเกิ&'B4;แก๊สไฮโ&'B4;รเจนไ&'AB;ยาไน&'B4;์ที่มีพิษไ&'B4;้
20090202~174756 Administrator 0 EN-US The storage area must be fully bunded and facilities available to detoxify any spillage. TH-01 พื้นที่เก็บควรมีรั้วรอบขอบชิ&'B4; และมีอุ&'BB;กรณ์สำหรับกำจั&'B4;พิษเมื่อหกเรี่ยรา&'B4;
20090202~174756 Administrator 0 EN-US Check tanks regularly for leaks. TH-01 ตรวจถังเพื่อหารอยรั่วอย่างสม่ำเสมอ
20090202~174756 Administrator 0 EN-US A safety shower and eye wash facility must be available at the discharge point. TH-01 ต้องมีฝักบัวอาบน้ำและชุ&'B4;ล้างตาในจุ&'B4;ที่รับจ่ายวัส&'B4;ุนี้
20090202~174756 Administrator 0 EN-US Store away from incompatible materials described in Section 10. TH-01 เก็บให้ห่างจากวัส&'B4;ุที่เข้ากันไม่ไ&'B4;้ ที่อธิบายในข้อ 10
20090202~174756 Administrator 0 EN-US Store away from foodstuffs. TH-01 เก็บให้ห่างจากอาหาร
20090202~174756 Administrator 0 EN-US Precautions for safe handling: TH-01 คำเตือนเพื่อใช้งานอย่าง&'BB;ลอ&'B4;ภัย:
20090202~174756 Administrator 0 EN-US Not to be available except to authorised or licensed persons. TH-01 ไม่จำหน่ายให้ผู้ที่ไม่ไ&'B4;้รับอนุญาตหรือไม่มีคุณวุฒิ
20090202~174756 Administrator 0 EN-US Avoid skin and eye contact and breathing in vapour, mists and aerosols. TH-01 อย่าให้สัมผัสผิวหนัง ตา และอย่าสู&'B4;&'B4;มไอ ฝุ่นและควัน
20090202~174756 Administrator 0 EN-US Keep out of reach of children. TH-01 เก็บให้ห่างจากมือเ&'B4;็ก
20090202~174756 Administrator 0 EN-US EXPOSURE CONTROLS/PERSONAL PROTECTION TH-01 การควบคุมการสัมผัส / การ&'BB;้องกันส่วนบุคคล
20090202~174756 Administrator 0 EN-US &tB;No value assigned for this specific material by the National Occupational Health and Safety Commission. TH-01 &tB;คณะกรรมการอาชีวอนามัยและความ&'BB;ลอ&'B4;ภัยแห่งชาติไม่ไ&'B4;้กำหน&'B4;ค่าเฉพาะให้วัส&'B4;ุนี้
20090202~174756 Administrator 0 EN-US However, Exposure Standard(s) for constituent(s): TH-01 อย่างไรก็ตาม มีขี&'B4;จำกั&'B4;การสัมผัสส่วน&'BB;ระกอบ&'B4;ังนี้:
20090202~174756 Administrator 0 EN-US Cyanides (as CN): 8hrTWA &tD;= &tB;5 mg/rn3, Sk TH-01 ไ&'AB;ยาไน&'B4;์ (เ&'BB;็น CN): TWA 8 ชั่วโมง = &tD;5 มก./ลบ.ม., Sk&tA;
20090202~174756 Administrator 0 EN-US Decomposition product(s): TH-01 ส่วน&'BB;ระกอบ:
20090202~174756 Administrator 0 EN-US Hydrogen cyanide: Peak Limitation &tD;= &tB;11 mg/rn3 (10 ppm), Sk TH-01 ไฮโ&'B4;รเจนไ&'AB;ยาไน&'B4;์: ขี&'B4;จำกั&'B4;สูงสุ&'B4;&tD; = 11 มก./ลบ.ม. (10 ppm), Sk&tA;
20090202~174756 Administrator 0 EN-US As published by the National Occupational Health and Safety Commission. TH-01 ตาม&'BB;ระกาศของคณะกรรมการอาชีวอนามัยและความ&'BB;ลอ&'B4;ภัยแห่งชาติ
20090202~174756 Administrator 0 EN-US TWA &tC;- &tB;The time-weighted average airborne concentration over an eight-hour working day, for a five-day working week over an entire working life. TH-01 TWA - ความเข้มข้นเฉลี่ยในอากาศที่เฉลี่ยถ่วงน้ำหนักตามเวลาทำงานวันละ 8 ชั่วโมง สั&'BB;&'B4;าห์ละ 5 วัน ตลอ&'B4;ช่วงชีวิตที่ทำงาน&tC;
20090202~174756 Administrator 0 EN-US &'91;Sk Notice &tA;- &tB;absorption through the skin may be a significant source of exposure. TH-01 รหัส Sk - &tC;การ&'B4;ู&'B4;&'AB;ึมผ่านผิวหนังอาจเ&'BB;็นแหล่งการสัมผัสที่สำคัญ&tA;
20090202~174756 Administrator 0 EN-US The exposure standard is invalidated if such contact should occur. TH-01 มาตรฐานการกระทบอาจใช้ไม่ไ&'B4;้ ถ้ามีการสัมผัสเช่นนั้น
20090202~174756 Administrator 0 EN-US Peak Limitation &tD;- &tB;a ceiling concentration which should not be exceeded over a measurement period which should be as short as possible but not exceeding 15 minutes. TH-01 ขี&'B4;จำกั&'B4;สูงสุ&'B4;&tD; - ความเข้มข้นสูงสุ&'B4;ในระยะเวลาที่วั&'B4; ที่ควรจะสั้น แต่ไม่เกิน 15 นาที&tA;
20090202~174756 Administrator 0 EN-US These Exposure Standards are guides to be used in the control of occupational health hazards. TH-01 ใช้มาตรฐานการกระทบเหล่านี้เ&'BB;็นแนวทางในการควบคุมอันตราย&'B4;้านอาชีวอนามัย
20090202~174756 Administrator 0 EN-US All atmospheric contamination should be kept to as low a level as is workable. TH-01 ควรให้การ&'BB;นเ&'BB;ื้อนในบรรยากาศต่ำที่สุ&'B4;เท่าที่สามารถจะ&'BB;ฏิบัติงานไ&'B4;้
20090202~174756 Administrator 0 EN-US These exposure standards should not be used as fine dividing lines between safe and dangerous concentrations of chemicals. TH-01 ไม่ควรใช้มาตรฐานการสัมผัสเหล่านี้เ&'BB;็นเส้นแบ่งที่ชั&'B4;เจนระหว่างความเข้มข้นที่มีอันตรายและ&'BB;ลอ&'B4;ภัยของสารเคมี
20090202~174756 Administrator 0 EN-US They are not a measure of relative toxicity.&tA; TH-01 ไม่ไ&'B4;้เ&'BB;็นตัววั&'B4;พิษในระ&'B4;ับเ&'BB;รียบเทียบ&tA;
20090202~174756 Administrator 0 EN-US Engineering controls: TH-01 การควบคุมทางวิศวกรรม:
20090202~174756 Administrator 0 EN-US Ensure ventilation is adequate and that air concentrations of components are controlled below quoted Exposure TH-01 โ&'BB;ร&'B4;ระบายอากาศให้เพียงพอ และควบคุมให้ความเข้มข้นในอากาศอยู่ต่ำกว่า
20090202~174756 Administrator 0 EN-US Standards. TH-01 มาตรฐานการสัมผัส
20090202~174756 Administrator 0 EN-US Avoid generating and breathing in dusts. TH-01 อย่าให้เกิ&'B4;ฝุ่นและอย่าสู&'B4;&'B4;มฝุ่น
20090202~174756 Administrator 0 EN-US If inhalation risk exists: Use with local exhaust ventilation or while TH-01 ถ้าเสี่ยงต่อการสู&'B4;&'B4;ม: ใช้กับชุ&'B4;ระบายอากาศเฉพาะที่หรือ
20090202~174756 Administrator 0 EN-US wearing air supplied mask. TH-01 เมื่อสวมหน้ากากที่จ่ายอากาศไ&'B4;้
20090202~174756 Administrator 0 EN-US Keep containers closed when not in use. TH-01 &'BB;ิ&'B4;ภาชนะให้สนิทหากไม่ไ&'B4;้ใช้งาน
20090202~174756 Administrator 0 EN-US Personal Protective Equipment: TH-01 อุ&'BB;กรณ์&'BB;้องกันภัยส่วนบุคคล:
20090202~174756 Administrator 0 EN-US &tA;The selection of PPE is dependant on a detailed risk assessment. TH-01 &tA;เลือกใช้อุ&'BB;กรณ์&'BB;้องกันภัยส่วนบุคคลตามผลการ&'BB;ระเมินความเสี่ยงโ&'B4;ยละเอีย&'B4;
20090202~174756 Administrator 0 EN-US The risk assessment should consider the work situation, the physical form of the chemical, the handling methods, and environmental factors. TH-01 ควร&'BB;ระเมินความเสี่ยงโ&'B4;ยพิจารณาสภาพงาน คุณสมบัติทางกายภาพของสารเคมี วิธีการใช้สอย และ&'BB;ัจจัย&'B4;้านสภาพแว&'B4;ล้อม
20090202~174756 Administrator 0 EN-US Orica Personal Protection Guide No. TH-01 คำแนะนำอุ&'BB;กรณ์&'BB;้องกันภัยส่วนบุคคลหมายเลข 1 ของ Orica,
20090202~174756 Administrator 0 EN-US 1, 1998: J &tE;- &tC;OVERALLS, RUBBER BOOTS, AIR MASK, GLOVES (Long), APRON.&tD; TH-01 1998: J - &t=;ชุ&'B4;&'BB;้องกันทั่วไ&'BB;, รองเท้ายาง, หน้ากาก, ถุงมือ (ยาว), ผ้ากันเ&'BB;ื้อน&tC;
20090202~174756 Administrator 0 EN-US &tA;* &tB;Not required if wearing air supplied mask. TH-01 &tA;* &tB;ไม่ต้องมี ถ้าใช้หน้ากากที่จ่ายอากาศ
20090202~174756 Administrator 0 EN-US Wear overalls, full face shield, elbow-length impervious gloves, splash apron and rubber boots. TH-01 สวมชุ&'B4;&'BB;้องกันทั่วไ&'BB;, หน้ากาก&'BB;้องกันหน้า, ถุงมือกัน&'AB;ึม ยาวจนถึงข้อศอก, ผ้ากันเ&'BB;ื้อนทนน้ำ และรองเท้ายาง
20090202~174756 Administrator 0 EN-US Use with adequate ventilation. TH-01 ใช้เมื่อระบายอากาศอย่างเพียงพอ
20090202~174756 Administrator 0 EN-US If inhalation risk exists, wear air-supplied mask meeting the requirements of AS/NZS 1715 and AS/NZS 1716. TH-01 ถ้าเสี่ยงต่อการสู&'B4;&'B4;ม ใช้หน้ากากตามมาตรฐาน AS/NZS 1715 และ AS/NZS 1716
20090202~174756 Administrator 0 EN-US Always wash hands before smoking, eating, drinking or using the toilet. TH-01 ล้างมือก่อนสูบบุหรี่ &'B4;ื่ม กิน หรือใช้ห้องส้วมเสมอ
20090202~174756 Administrator 0 EN-US Wash contaminated clothing and other protective equipment before storage or re-use.&tA; TH-01 &'AB;ักเสื้อผ้าที่&'BB;นเ&'BB;ื้อนและอุ&'BB;กรณ์&'BB;้องกันอื่นๆ ก่อนเก็บหรือเอามาใช้อีก&tA;
20090202~174756 Administrator 0 EN-US PHYSICAL AND CHEMICAL PROPERTIES TH-01 คุณสมบัติทางฟิสิกส์และทางเคมี
20090202~174756 Administrator 0 EN-US &tA;Physical state: &tC;Liquid&tD; TH-01 &tA;สถานะ: &t=;ของเหลว&t=;
20090202~174756 Administrator 0 EN-US &tA;Colour: &tC;Colourless to Straw-colou red&tD; TH-01 &tA;สี: &t=;ไร้สีจนถึงมีสีแ&'B4;งฟาง&t=;
20090202~174756 Administrator 0 EN-US &tA;Odour: &tC;Faint Bitter almonds&tD; TH-01 &tA;กลิ่น: &t=;กลิ่นอัลมอน&'B4;์ขมอ่อนๆ&t=;
20090202~174756 Administrator 0 EN-US Material Safety Data Sheet &tA;)RICA&tB; TH-01 แผ่นข้อมูลความ&'BB;ลอ&'B4;ภัยของวัส&'B4;ุ &tA;ORICA&tB;
20090202~174756 Administrator 0 EN-US &tA;CHEMICALS TH-01 &tA;CHEMICALS
20090202~174756 Administrator 0 EN-US Solubility: &tB;Miscible with water. TH-01 การละลาย: &tB; ผสมกับน้ำไ&'B4;้
20090202~174756 Administrator 0 EN-US &tA;Specific Gravity: 1 &tB;.170 @20?C TH-01 &tA;ความถ่วงจำเพาะ: 1 &tB;.170 ที่ 20 องศาเ&'AB;ลเ&'AB;ียส
20090202~174756 Administrator 0 EN-US &tA;Relative Vapour Density &tC;(air=1): &tD;Not available TH-01 &tA;ความหนาแน่นไอสัมพัทธ์ &tC;(อากาศ=1): &tD;ไม่ระบุ
20090202~174756 Administrator 0 EN-US &tA;Vapour Pressure (20 ?C): 1 .73 &tB;kPa TH-01 &tA;ความ&'B4;ันไอ (20 องศาเ&'AB;ลเ&'AB;ียส): 1 .73 &tB;kPa
20090202~174756 Administrator 0 EN-US &tA;Flash Point (?C): &tB;Not applicable TH-01 &tA;จุ&'B4;วาบไฟ (องศาเ&'AB;ลเ&'AB;ียส):&tB; ไม่ระบุ
20090202~174756 Administrator 0 EN-US &tA;Flammability Limits &tC;(%): &tD;Not applicable TH-01 &tA;ขอบเขตสัน&'B4;า&'BB; &tC;(%):&tF; &tD;ไม่ระบุ
20090202~174756 Administrator 0 EN-US &tA;Autoignition Temperature (?C): &tB;Not applicable TH-01 &tA;อุณหภูมิติ&'B4;ไฟเอง (องศาเ&'AB;ลเ&'AB;ียส): &tB;ไม่ระบุ
20090202~174756 Administrator 0 EN-US &tA;Boiling Point/Range (?C): &tB;ca. TH-01 &tA;จุ&'B4;/ช่วงจุ&'B4;เ&'B4;ือ&'B4; (องศาเ&'AB;ลเ&'AB;ียส):&tB; &'BB;ระมาณ
20090202~174756 Administrator 0 EN-US 111 TH-01 111
20090202~174756 Administrator 0 EN-US pH: >12 TH-01 pH: มากกว่า 12
20090202~174756 Administrator 0 EN-US Freezing Point/Range (?C): ca. TH-01 จุ&'B4;/ช่วงจุ&'B4;เยือกแข็ง (องศาเ&'AB;ลเ&'AB;ียส): &'BB;ระมาณ
20090202~174756 Administrator 0 EN-US 1&tA; TH-01 1&tA;
20090202~174756 Administrator 0 EN-US STABILITY AND REACTIVITY TH-01 ความเสถียรและ&'BB;ฏิกิริยา
20090202~174756 Administrator 0 EN-US &tA;Chemical stability: &tB;Stable under normal ambient and anticipated storage and handling conditions of temperature and pressure. TH-01 &tA;ความเสถียรทางเคมี: &tB;เสถียรภายใต้อุณหภูมิและความ&'B4;ัน&'BB;กติและในภาวะที่คา&'B4;ว่าจะเก็บรักษาและใช้สอย
20090202~174756 Administrator 0 EN-US &tA;Conditions to avoid: &tB;Avoid exposure to moisture. TH-01 &tA;สภาพที่ควรเลี่ยง:&tB; อย่าให้สัมผัสกับความชื้น
20090202~174756 Administrator 0 EN-US &tA;Incompatible materials: &tI;Incompatible with acids &tR;, &tJ;oxidising agents &tK;, &tL;metals &tM;, &tN;moisture &tO;, &tP;and halogens TH-01 &tA;วัส&'B4;ุที่เข้ากันไม่ไ&'B4;้:&tI; เข้ากันไม่ไ&'B4;้กับกร&'B4; สารออก&'AB;ิไ&'B4;เ&'AB;อร์ โลหะ ความชื้น และฮาโลเจน&tR;
20090202~174756 Administrator 0 EN-US &tA;Hazardous decomposition &tB;Hydrogen cyanide. TH-01 &tA;สารแยกสลายที่มีพิษ:&tB; ไฮโ&'B4;รเจนไ&'AB;ยาไน&'B4;์
20090202~174756 Administrator 0 EN-US Ammonia. TH-01 แอมโมเนีย
20090202~174756 Administrator 0 EN-US &tA;products: TH-01 &tA;ผลผลิต:
20090202~174756 Administrator 0 EN-US Hazardous reactions: &tA;Reacts with water liberating toxic hydrogen cyanide gas. TH-01 &'BB;ฏิกิริยาที่เ&'BB;็นพิษ: &tA;ทำ&'BB;ฏิกิริยากับน้ำและเกิ&'B4;ไฮโ&'B4;รเจนไ&'AB;ยาไน&'B4;์ที่เ&'BB;็นพิษ
20090202~174756 Administrator 0 EN-US Hazardous polymerisation will not occur.&tA; TH-01 โ&'BB;ลีเมอร์ที่เ&'BB;็นอันตราย:ไม่เกิ&'B4;&tA;
20090202~174756 Administrator 0 EN-US TOXICOLOGICAL INFORMATION TH-01 ข้อมูลพิษวิทยา
20090202~174756 Administrator 0 EN-US No adverse health effects expected if the product is handled in accordance with this Safety Data Sheet and the product label. TH-01 ไม่คา&'B4;ว่าเกิ&'B4;ผลเสียต่อสุขภาพ หากใช้สอยตามแผ่นข้อมูลความ&'BB;ลอ&'B4;ภัยของวัส&'B4;ุ และฉลากของผลิตภัณฑ์
20090202~174756 Administrator 0 EN-US Symptoms or effects that may arise if the product is mishandled and overexposure occurs are: TH-01 อาการหรือผลที่อาจเกิ&'B4;ขึ้นเมื่อใช้งานอย่างผิ&'B4;พลา&'B4;หรือสัมผัสมากเกินไ&'BB;:
20090202~174756 Administrator 0 EN-US &tA;Ingestion: &tB;Swallowing can result in nausea, vomiting, diarrhoea, abdominal pain, convulsions and loss of consciousness. TH-01 &tA;การกลืนกิน: &tB;ถ้ากลืนกัน อาจคลื่นไส้ อาเจียน ท้องร่วง &'BB;ว&'B4;ท้อง ชักและหม&'B4;สติ
20090202~174756 Administrator 0 EN-US Collapse and possible death may occur. TH-01 ล้มพับและอาจเสียชีวิตไ&'B4;้
20090202~174756 Administrator 0 EN-US &tA;Eye contact: &tB;May be an eye irritant. TH-01 &tA;สัมผัสนัยน์ตา:&tB; อาจระคายเคืองตา
20090202~174756 Administrator 0 EN-US &tA;Skin contact: &tB;Contact with skin may result in irritation. TH-01 &tA;สัมผัสผิวหนัง: อาจระคายเคืองผิวหนัง&tB;
20090202~174756 Administrator 0 EN-US Can be absorbed through the skin. TH-01 อาจ&'B4;ู&'B4;&'AB;ึมไ&'B4;้ทางผิวหนัง
20090202~174756 Administrator 0 EN-US Effects can include those described for INGESTION. TH-01 อธิบายผลไ&'B4;้จาก "การกลืนกิน"
20090202~174756 Administrator 0 EN-US &tA;Inhalation: &tB;Breathing in high concentrations may result in the same symptoms described for INGESTION. TH-01 &tA;การสู&'B4;&'B4;ม:&tB; เมื่อสู&'B4;&'B4;มที่ความเข้มข้นสูง อาจเกิ&'B4;อาการจาก "การกลืนกิน" ไ&'B4;้เช่นกัน
20090202~174756 Administrator 0 EN-US High inhaled concentrations may lead to a feeling of suffocation and cause difficulty in breathing, headaches, dizziness and loss of consciousness. TH-01 เมื่อสู&'B4;&'B4;มที่ความเข้มข้นสูง อาจเกิ&'B4;อาการขา&'B4;ออก&'AB;ิเจน หายใจลำบาก &'BB;ว&'B4;หัว ตาลาย และหม&'B4;สติไ&'B4;้
20090202~174756 Administrator 0 EN-US Can cause suffocation. TH-01 อาจทำให้ขา&'B4;ออก&'AB;ิเจน
20090202~174756 Administrator 0 EN-US Long Term Effects: TH-01 ผลในระยะยาว:
20090202~174756 Administrator 0 EN-US Repeated or prolonged skin contact may lead to irritant contact dermatitis &tA;- &tD;cyanide rash &tE;- &tF;characterised by itching and skin eruptions. TH-01 เมื่อสัมผัสผิวหนังอย่าง&'AB;้ำ&'AB;ากหรือในระยะยาว อาจเกิ&'B4;โรคผิวหนังอักเสบแบบระคายเคือง หรือคันเนื่องจากไ&'AB;ยาไน&'B4;์ ที่ทั้งคันและผิวหนังผุพอง&tA;
20090202~174756 Administrator 0 EN-US (1) TH-01 (1)
20090202~174756 Administrator 0 EN-US &tA;Toxicological Data: &tB;No LD5O data available for the product. TH-01 &tA;ข้อมูลพิษวิทยา&tB;: ไม่มีข้อมูล LD50 ของผลิตภัณฑ์
20090202~174756 Administrator 0 EN-US However, for the constituent, Sodium cyanide TH-01 แต่สำหรับส่วน&'BB;ระกอบ โ&'AB;เ&'B4;ียมไ&'AB;ยาไน&'B4;์
20090202~174756 Administrator 0 EN-US Oral LD5O (rat): 6440 ug/kg. TH-01 LD5O ทาง&'BB;าก (หนู): 6440 ไมโครกรัม/กก.
20090202~174756 Administrator 0 EN-US Dermal LD5O (rabbit): 10400 ug/kg. TH-01 LD5O ทางผิวหนัง (กระต่าย): 10400 ไมโครกรัม/กก.
20090202~174756 Administrator 0 EN-US ECOLOGICAL INFORMATION TH-01 ข้อมูลนิเวศวิทยา
20090202~174756 Administrator 0 EN-US &tA;Ecotoxicity &tC;Avoid contaminating waterways.&tD; TH-01 &tA;พิษวิทยาสิ่งแว&'B4;ล้อม &tC;อย่าให้&'BB;นเ&'BB;ื้อนทางน้ำ&tD;
20090202~174756 Administrator 0 EN-US ORICA TH-01 ORICA
20090202~174756 Administrator 0 EN-US CHEM ICALS TH-01 CHEMICALS
20090202~174756 Administrator 0 EN-US Road and Rail Transport TH-01 การขนส่งทางถนนและทางราง
20090202~174756 Administrator 0 EN-US Classified as Dangerous Goods by the criteria of the Australian Dangerous Goods Code (ADG Code) for Transport by TH-01 จั&'B4;ชั้นเ&'BB;็นสินค้าอันตรายตามเกณฑ์ของรหัสสินค้าอันตรายของออสเตรเลีย (รหัส ADG) เพื่อการ
20090202~174756 Administrator 0 EN-US Road and Rail; DANGEROUS GOODS. TH-01 ขนส่งทางถนนและทางราง; สินค้าอันตราย
20090202~174756 Administrator 0 EN-US UN No: TH-01 หมายเลข UN:
20090202~174756 Administrator 0 EN-US Class-primary TH-01 ชั้น-หลัก
20090202~174756 Administrator 0 EN-US Packing Group: TH-01 กลุ่มหีบห่อ:
20090202~174756 Administrator 0 EN-US Proper Shipping Name: TH-01 หมายเลขการขนส่ง:
20090202~174756 Administrator 0 EN-US Hazchem Code: TH-01 รหัสสารเคมีอันตราย:
20090202~174756 Administrator 0 EN-US Marine Transport TH-01 การขนส่งทางทะเล
20090202~174756 Administrator 0 EN-US Classified as bangerous Goods by the criteria of the International Maritime Dangerous Goods Code (IMDG Code) for transport by sea; DANGEROUS GOODS. TH-01 จั&'B4;ชั้นเ&'BB;็นสินค้าอันตรายตามเกณฑ์ของรหัสสินค้าอันตรายทางทะเลระหว่าง&'BB;ระเทศ (ร�
原書のテキスト - 英語 Perio (LAPT)
Laser assisted periodontal therapy (LAPT) improves phase I periodontal therapy and is used as an adjunct to traditional scaling and root planing, in order to reduce pocket depths. A diode laser allows for a non-surgical approach, gaining easier access to deeper calculus deposits after ablation of diseased epithelium and hemorrhage control. Laser energy selectively targets only darker, necrotic tissue and leaves healthy tissue alone, allowing for better healing and results.
Frenectomy
A diode laser allows for bloodless and suture-free release of the maxillary and/or mandibular frenums. This procedure prevents the apical migration of gingival marginal tissue, improves access for oral hygiene, and can help close orthodontic diastemas and impaired speech.
Operculectomy
A diode laser allows for easy removal of redundant soft tissue distal to posterior molars. The chronic recurrence of pericornitis, significant periodontal probing depths or pseudo-pockets can be easily managed with this procedure.
Fibers – 400 µm: (LR1018)
We build Premium-grade optical fiber using high-grade fiber terminated with precision SMA 905 Connectors and hand-polish them for peak performance. Each assembly is protected with a durable silicone-coated monocoil jacket with superior strain relief. Assemblies come in 12 ft. lengths and are delivered to you in a protective box.
2. Application Precautions
Do not mix ABC Dental with other competitor composite resins. Mixing competitive materials increases the risk of a failed restoration. Layering Nuance is exceptable.
For full polymerization, refer to the depth of cure chart and always hold the dental curing light tip as near and as vertical to the composite resin as possible.
Verify the output of your dental curing light for proper intensity, to ensure complete polymerization. For best curing results use ABC Dental’s Flashlight M or 2000.
翻訳 - タイ語 Notice of pension payment This is to notify that you are reimbursed for pension out of the pension system based on judgment to the invoice submitted by you.
Since pension payment extends for a long time, please read the back sheet to ensure the payment.
November 19, 2007
Attn: Mr. Hideyuki Shimizu (1-001015)
Room 101 White House 8-23 Murouchimachi, Toba city, Mie prefecture 517-0013 Business owner/fund
Enterprise pension fund of Daiwa House Industry
Address: 3-3-5 Umeda, Kita-ku, Osaka city, Osaka prefecture
(Phone No.) 06-6342-1441
Pension scheduled to pay to you is as given below.
Name
Hideyuki Shimizu Sex
Male Date of birth
September 8, 1947 Payee No.
10052 Subscriber No. 34276 CD
Pension name
Aged person allowance (pension) Payment term
Feb., Apr., Jun., Aug., Oct., Dec. Payment date
1st day of the term (next working day if term is in holiday)
Amount and payment duration
Pension 1 (annual amount) 241,600 yen From November 2007 until lifetime
Pay 40,267 yen (2 month allowances) of pension of previous month on the payment term.
However, initial payment in December 2007 is 20,134 yen (1 month allowance).
Payment method Bank remittance
Financial institution Hyakugo bank
Branch Toba branch
Deposit type: Saving Bank account No. 420*** To protect personal information, parts of bank account are shown as “*”.
Bank account name Mr. Hideyuki Shimizu
Status checking time In September (limited to duration above warranty)
Remarks
(6-5120- 0-0000010052-001015)
NOTICE OF TERM PENSION PAYMENT
We hereby notify about pension payment in the pension agreement as in the procedure below.
Date of remittance or postal cash procedure: June 2, 2008
Pension payer
Zenkoku Keiki Koseinenkin Kikin
Tel. 03-3263-4347
Payment amount Remittance destination
116,717 yen Financial institution
Mitsubishi Tokyo UFJ bank
Konandai branch
Bank account No. Saving 1092842
Tax paid at source
0 yen
Yen
Balance of payment
116,717 yen
Statements Routine payment of type 1 retirement pension
SUCCESSIVE PENSION PAYMENT NOTICE
Pension payment from August 2001 due to the pension agreement shall be as given below.
June 2, 2008
Scheduled payment amount 116,717 yen
Tax paid at source 0 yen
Yen
Balance of payment 116,717 yen
Payment month and year August 2008
October 2008
December 2008
February 2009
April 2009
The payment date is the first working day of the month (please read the back sheet.)
CERTIFICATE OF NATIONAL PENSION, WELFARE PENSION INSURANCE
Type: Aged person pension Basic pension No. 5211-278163 Pension code: 1150
Payee: Mr. Hideyuki Shimizu
Date of birth: September 8, 1947 Month of eligibility: September 2007
This is to certify that you have been authorized to obtain payment of pension based on the National pension law or allowance based on the Welfare pension law.
November 1, 2007
Director-general of Social Insurance Agency [seal]
NOTICE OF WELFARE PENSION JUDGMENT
Type: Welfare pension Clause: Welfare pension law 02 clause 8 Type of payee Payment months Average standard/months
Basic amount (yen) Extra or additional amount (yen) Degrading extra amount (yen) Suspended amount (yen) Pension amount (yen)
835,500 835,500 0 Type 1-4 until March 2003 330 28…
Type 1-4 from April 2003 53 38…
Type 1-3 fund until March 2003
Type 1-3 fund from April 2003
Type 3 until March 1986
Type 3 until March 1991
Type 3 fund until March 1986
Type 3 fund until March 1991
Reason: 01 Suspending duration from October 2007 to ….
Payee (spouse (type ) children persons) Extra for heir
Total subscription 383 months (war pension 0.0 months) Ship pension 0.0 months
Okinawa agriculture 0 months Apparent payment 0 months Previous payment 0 months
Okinawa exemption …
NOTICE OF NATIONAL PENSION JUDGMENT
Type: Welfare pension Clause: National pension law …clause …. National pension subscription months
Basic amount (yen) Extra amount (yen) Degrading extra amount (yen) Re-grading extra amount (yen) Suspending amount (yen) Pension amount (yen) Exempted payment months
Details Insurance fee payment No. 1 and 3
Paid
Total exemption months ¾
Half exemption months ¼
Extra
Insurance fee payment No. 2
Welfare pension
Mutual aid cooperative
Reason: Suspending from month/year to month/year.
Payee Children persons Class of handicap class Type of medical certificate
Next medical certificate submitting month/year
Attn: Mr. Hideyuki
Room 101 White House 8-23 Murouchimachi, Toba city, Mie prefecture 517-0013
Above judgments are hereby notified.
November 1, 2007
Director-general of Social Insurance Agency [seal]
7
日本語 から 英語: Copying machine emission and pollution General field: 技術/工学 Detailed field: 環境&生態学
原書のテキスト - 日本語 -----
翻訳 - 英語 Certificate 4-1
CERTIFICATE OF COMPLIANCE TO EMISSION OF HAZARDOUS SUBSTANCE
Brand name to apply for: iR5075 series
Model (code): iR5075N/ iR5065/ iR5065N/ iR5055/ iR5055N
This is to certify that hazardous substance emission of the models above complies with the accredited standard data.
Japan Business Machine Industry (JBMS -66) or Blue Angel (RAL-UZ-62: 2002 attachment 4)
(Dust, ozone, styrene) Measurement result
Standard Measurement Judgment
Dust Dust emission
日本語 から 英語: Rice for food sale trouble General field: マーケティング Detailed field: 製造
原書のテキスト - 日本語 ------
翻訳 - 英語 [Hakka]
September 17, 2008
Attn: Our clients
Mr. Masashi Ichiki production manager
Executive director
xxxxxxx Co., Ltd.
Subject: News on troubled rice distributors declared by the Minister of Agriculture, Forestry and Fishery
Dear sir:
[Japanese style seasonal greetings.]
We hereby report about the rice distributors being declared by the Minister of Agriculture, Forestry and Fishery on September 16 on "resale of troubled rice for food" as follows.
Sincerely yours,
Statements
1. We never have transactions with the rice distributors above at all. In addition, we never have transactions with Mikasa Foods Co., Ltd., Asai Co., Ltd. and Ota Sangyo Co., Ltd. at all.
2. The raw material rice used in our company is totally made in Japan. We never used imported rice at all.
Therefore, our products have no links with the distributors for "resale of troubled rice for food." We also confirm safety of our products accordingly.
End of texts.
Announcement on non-use of troubled rice not for food through illegal distribution routes.: Takara Shuzo Co., Ltd. Page 1/1
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Critical Notice
September 24, 2008
Subject: Announcement on non-use of troubled rice not for food through illegal distribution routes
Attn: Our clients
Our company and our affiliates have already confirmed not to receive the troubled rice based on investigation of direct and indirect transaction records with all distributors as conducted by the Minister of Agriculture, Forestry and Fishery.
We hereby report that we never use the troubled rice in our products.
Moreover, we have no record of rice grain received from the troubled rice distributors as declared by the Minister of Agriculture, Forestry and Fishery until September 22.
Takara Shuzo Co., Ltd.
To Takara Shuzo home page
Provisions of webpage Application environment Basic policy regarding personal information protection Links Global sites
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Copyright 2008 Takara Shuzo Co., Ltd. All rights reserved.
Do not start drinking liquor until you reach 20 years of age. Liquor drinking is prohibited by law. Drinking liquor during pregnancy or breast feeding may badly affect growths of child and child in womb. Please drink in proper amount. Do recycling after drinking.
日本語 から タイ語: Company registration General field: ビジネス/金融 Detailed field: 経済学
日本語 から 英語: Pension aid General field: 社会科学 Detailed field: 法(一般)
原書のテキスト - 日本語 -----
翻訳 - 英語 00026
Mr. xxxxx
Room 303 Soka Maison
2-6-15 Sakaecho, Soka city
Saitama prefecture
(11-1418971)
Director of Police Aid Society [seal]
Notice of revision or modification of pension
Pension certificate No. 11-1418971
Pension recipient Mr. Makoto Fujita
Determined amount of pension 2,847,900 yen
New year pension 2,847,900 yen Paid new year pension 2,847,900 yen
Apparent conventional amount yen Apparent conventional amount of pension yen
Reason of revision or modification of pension Revised due to change of additional payment reason of the pension payee
Record of determined pension amount and paid amount Date of determination: June 17, 1998
Payment start month and year Pension amount Suspended amount Balance of payment amount Remarks
May 1997 2,847,900 yen 0 yen 2,847,900 yen 01
April 1998 2,898,800 yen 0 yen 2,898,800 yen 01
August 2002 2,099,300 yen 0 yen 2,099,300 yen 01 52
Month year yen yen yen
Month year yen yen yen
Month year yen yen yen
Month year yen yen yen
Month year yen yen yen
Month year yen yen yen
Month year yen yen yen
Month year yen yen yen
Month year yen yen yen
Pension certificate No. 11-1418971
日本語 から タイ語: Speech for contest General field: 芸術/文学 Detailed field: その他
日本語 から 英語: Packaging materials of copying machine General field: 医療 Detailed field: 化学、化学工学
原書のテキスト - 日本語 ----
翻訳 - 英語 DECLARATION ON PACKAGING MATERIALS
- Plastic used in the packaging materials enables the material recycle and thermal recycle.
- The packaging materials are not treated with special coating/labeling/varnish paint to obstruction the recycling processes.
Product name: iRC4580/iRC180 series
Date: June 3, 2008
Department: Image office equipment distribution branch
Person in charge and seal of signature: Mr. Nobuya Teramae [seal]
Models of application: iRC3580/iRC3580F/iRC3080/iRC3080F/iRC2550F
Attached certificate of copying machine ecomark version 2.3
Item Outlines of standard Check Attached certificate Issuer of the attached certificate
4-1-11(40)
No. 16.3 The plastic materials used as packaging of the product do not contain special Freon in table 4 (CFC type 5), other CFC, carbon tetrachloride, trichloroethane and alternative freon (HCFC). Yes
No
4-1-11(41)
No. 19.1 The plastic materials used as the product packaging do not contain polymer of halogen and organic halogen compound as the compositions. Yes
No
4-1-11(42) The product packaging is aimed to facilitate resource saving, reuse and recycle. Yes
No Description (description to confirm packing state, packing material, packaging raw materials and practical explanation on contents of consideration) Applicant (staff) or manufacturer (staff)
4-1-15(46) Production location of instruction manual (user manual) Japan
Abroad
a. Book binding method that does not obstruct recycling of used paper (hot melt, wire are permissible) Yes
No
b. Do not use chlorine gas in pulp bleaching process of the paper to use. Yes
No
c. Applicable paper contains at least 70% of used paper pulp. Yes
No
d. Applicable paper contains at least 30% of used paper pulp Yes
No
[ ] No user manual is made of paper
4-1-16(48) Washing of the final production process, product or circuit board final supply, or part reuse does not include special freon (CFC type 6), other CFC, carbon tetrachloride, trichloroethane, alternative freon (HCFC) in table 4. Yes
No Certificate to declare no using of special freon (CFC type 6), other CFC, carbon tetrachloride, trichloroethane, alternative freon (HCFC).
Plant manager of product assembly processes and circuit board manufacturer
4-1-16(49) No violation in past 5 years for production related environment laws, pollution prevention agreement etc. Yes
No Compliance certificate with environment law and pollution prevention (certificate 6) Plant manager of product assembly processes
Date: November 19, 2007
Department Technical division, Canon Suzhou Inc.
Person in charge and seal of signature Mr. Hayashi Mori [seal]
COMPLIANCE CERTIFICATE
This is to certify that special Freon (CFC type 5), other CFC, carbon tetrachloride, trichloreoethane and alternative Freon (i.e. HCFC) of the table below are not used in the final production process of the circuit board below.
Circuit board name Circuit board name Part No.
DC controller DC controller FM2-8263-000
Main-C5 board u(1G) Main-C5 board u(1G) FM3-5553-000
PDRM-EF-A units (s) PDRM-EF-A units (s) FM2-9199-000
Date: November 14, 2007
Enterprise and seal Canon (Suzhou) Inc. [seal]
Name of issuer Hajime Asano [seal]
Position of issuer 2nd production division manager
DECLARATION ON PACKAGING MATERIALS
- Plastic used in the packaging materials enables the material recycle and thermal recycle.
- The packaging materials are not treated with special coating/labeling/varnish paint to obstruction the recycling processes.
Product name: iRC2550/iRC3080/iRC3580 series
Date: June 3, 2008
Department: Image office equipment distribution branch
Person in charge and seal of signature: Mr. Nobuya Teramae [seal]
Certificate 5
COMPLIANCE CERTIFICATE
Brand name of product to apply for: Color image RUNNER iR C5180 series
This is to certify that special Freon (CFC type 5), other CFC, carbon tetrachloride, trichloreoethane and alternative Freon (i.e. HCFC) of the table below are not used in the plastic materials of packaging of the product name to apply for.
Date February 1, 2006
Enterprise Image office equipment at Toride plant, Canon Co., Ltd.
Plant manager Mr. Hiroshi Ishii [seal]
COMPLIANCE CERTIFICATE
Brand name of product to apply for: iR C 3580/iR C3580F/iR C3080/iR C3080F/iR C2550F
This is to certify that special Freon (CFC type 5), other CFC, carbon tetrachloride, trichloreoethane and alternative Freon (i.e. HCFC) of the table below are not used in the final production process of the applied product brand names.
Date November 20, 2007
Enterprise Canon (Suzhou) Inc.
Plant manager Mr. Hiroshi Ishii [seal]
Certificate 2
HAZARDOUS SUBSTANCE IN TONER
Brand name of product to apply for: iR C3580/iR C3580F/iR C3080/iR C 2550F
Hazardous substances included in the toner are in the table below.
Class Substance Inclusion
Heavy metal Cadmium or cadmium compound
Lead or lead compound
Mercury or mercury compound
Hexachrome or hexachrome compound
Nickel or nickel compound (except large molecular chain compound used as dye) Yes/No
Amine list that may not generate from decomposition
Azo dye 4-aminophenil 3,3-dimethyl bensidine Yes/No
Bensidine 3,3’-dimethyl-4,4’-diaminodiphenylmethane
4-chloro-o-toluidine p-cresidine
2-naphthyl amine 4,4’-methylene-bis-(2-chloroaniline)
o-aminoazotoluene 4,4’-oxydianiline
2-amino-4-nitrotoluene 4,4’-thiodianiline
p-chloroaniline o-Toluidine
2,4-diaminoanisol 2,4-toluilene diamine
4,4’-diaminodiphenylmethane 2,4,5-trimethylaniline
3,3’-dichlorobensidine o-anisidine
3,3’-dinetroxybensidine 4-aminoazo benzene
Others Substance with mandatory indication as in EC directive 67/548/EEC attachment I Yes/No
R40 (has limited evidence of carcinogenicity) R45 (has carsinogenity)
R46 (possible to initiate genetic damage
R49 (inhale and has carcinogenicity)
R60 (possible to harm reproduction performance) R61 (possible to harm embryo)
R62 (possible to harm reproduction performance in certain situations)
R63 (possible to harm embryo in certain situation)
R68 (possible to harm irrevocably)
Substance classified in TRGS905 to be carcinogenicity, mutagenicity and toxicity to reproduction system. Yes/No
Substance with mandatory indication of risk symbol as overall product as determined in EC directive 67/548/EEC, Yes/No
Substance with mandatory indication of R43 (touch with skin and possible to cause irritation) as overall product as determined in EC directive 67/548/EEC, Yes/No
Date: September 14, 2007
Enterprise: Canon Co., Ltd.
Department: 1st material development division
Manager and seal of sign: Hirohide Tanigawa [seal]
DECLARATION ON PACKAGING MATERIALS
- Plastic used in the packaging materials enables the material recycle and thermal recycle.
- The packaging materials are not treated with special coating/labeling/varnish paint to obstruction the recycling processes.
Product name: iR6010-R
Date: September 17, 2008
Department: QA branch, Technical division
Person in charge and seal of signature: Mr. Kozo Nishimura [seal]
Certificate 5
COMPLIANCE CERTIFICATE
Brand name of product to apply for: iR5000/6000 series (iR6010R)
This is to certify that special Freon (CFC type 5), other CFC, carbon tetrachloride, trichloreoethane and alternative Freon (i.e. HCFC) of the table below are not used in the plastic materials of packaging of the product name to apply for.
Date May 27, 2006
Enterprise Canon Ecology Industry Co., Ltd.
Plant manager Mr. Masato Shimizu [seal]
3R design checklist (Overall equipment and consumable materials)
Must items (mandatory items to actualize)
Model: iR C3580/iR C3580F/iR C3080/iR C3080F/iR C2550F
Class No. Requirement Target Implement Explanation Target
Structure and binding technology
No. 13, 3
1. Are sub-assemblies with non-complying materials are separable or bonded to assist separation?
Housing part, chassis, electric/electronic sub-assemblies, toner modules Yes/No Promotion of reuse, recycle
2. Are electric/electronic sub-assemblies and electric/electronic parts are seen easily and separable? See table 1. Overall equipment, lamp Yes/No Easier part search
3. Is separation by means of general tools? Housing part, chassis, electric/electronic sub-assemblies Yes/No General tools are tools available in the market. In legal term, not apply if bonding technology selection is limited. Easier bond releasing
4. Are essential holding point and working space taken into account for disassembly tools? Housing, chassis, electric/electronic sub-assemblies Yes/No Features of tools are driving tools (e.g. plus groove) and driving size (e.g. tool size) Easier bond releasing
5. Can screw to fix sub-assemblies be released with 3 types of tools or below? Housing parts, chassis, electric/electronic sub-assemblies Yes/No For example, many snap bindings can be made on the same direction at the same time if undercut is 90 degree or larger but disassembly may not always be possible. This requirement is judged not to satisfy disassembly of 3 or more snap binding at the same time. Easier bond releasing
6. Can separation be done by one person? Overall equipment Yes/No Easier disassembly and demolition
7. Is number of electronic sub-assemblies fixed to the housing zero? Housing parts for chassis function and operation panel fixed on the housing shall be excluded from this item. Housing parts Yes/No Promote reuse and recycle
8. Does the manufacturer tests disassembly from step 1 to 7? Overall equipment Yes/No
Material selection and marking
9. Is plastic part material with similar functions limit into 1 type? However, this item does not apply to parts where reuse is evident. Housing parts, chassis of 25g or more Yes/No Similar function is e.g. impact resistance, wear resistance. Promote reuse and recycle
10. (a) Is painting to plastic parts limited to minimum (e.g. name of manufacturer)? However, laser marking is not 'painting' here. In addition, parts which recycle is certified is not applied with this item. Housing parts, toner module Yes/No 'Painting' include paint layers, evaporation layer and prints. Promote reuse and recycle
(b) Will paint not obstruct recycle? In addition, is paint taken into account of labor safety and sanitary of paint manufacturer and environment load reduction?
Housing parts, toner module Yes/No 'Paint not obstructs recycle' means painted part material and paint material have solubility without obstruction to high level of material recycle (horizontal recycle to parts of own firm). 'Paint taken into account of labor safety and sanitary of paint manufacturer' is ventilation, exhaust, worker protection at the workplace etc. 'Environment load reduction' is installation of removing equipment, design of paint process, alternative low VOC paint use to restrict release of VOC to the atmosphere.
Compliance with this item is 'yes' to either item (a) or (b).
No 13, 1
No. 14 11. Are applicable material and material binding used? Housing parts, chassis, toner module housing parts Yes/No 'Applicable material' is production of recycled material like original material (original level application). Moreover, this item is related to intention and target at design level, not actual recycle. Promote reuse and recycle
12. Is partial use of recycled plastic permitted? Housing parts, chassis, toner module Yes/No 'Permit' means application if material to satisfy conditions upon product specifications is available. In addition, 'partial' means existence of the relevant plastic parts (even not all parts). Promote reuse and recycle
13. Are parts and materials in table 1 easily removed? Overall equipment Yes/No Promote reuse and recycle
No. 13, 2 14. Is plastic parts indicated with marking in ISO11469 (equivalent to JISK6999: 2004) ? This excepts recycled plastic or parts less than 25g or flat are below 200mm2. Overall equipment Yes/No Promote reuse and recycle
15. Is material selection under step 10 to 15, and recorded? Housing, chassis, toner module Yes/No
Long-term use design 16. Is at least 50% of elements of equipment by number of parts, except standard parts, used as common parts of other models with same performance, same generation in the same manufacturer? Overall equipment Yes/No Part sharing
17. Is reprocessed module or parts reuse possible and permitted? Overall equipment Yes/No Indication of preparation to reuse spare parts or equivalent to new (ETN) parts under responsibility of the manufacturer. Promote reuse and recycle
18. Is toner module recyclable? Toner module except container Yes/No Indication of design not to obstruct reuse. Promote reuse and recycle
Should items (recommend to implement)
Model: iR C3580/iR C3580F/iR C3080/iR C3080F/iR C2550F
Class No. Requirement Target Implement Explanation Target
Structure and bonding technology 1. Is separating location easy to see? Housing parts, chassis, toner module Yes/No Easier part search
2. Can hand reach all screw bonding to separate for recycle through axial direction? Housing parts, chassis, electric/electronic sub-assemblies Yes/No Easier bond separation, part removal
3. Is over halves of bond among all plastic parts to disassemble is insert/snap in bond? Housing parts Yes/No Easier bond release
4. Can platform is maintained to all disassembly processes? All units to handle Yes/No 'Platform' is the work platform where the disassemble worker faces with the product.
This requirement checks the hierarchical structure indirectly. Easier disassembly and removal
Material selection and marking 5. Is part color manufactured with same plastic material unified or compatible? However, this item does not apply to equipment operation parts. Housing parts, toner module Yes/No Compatible color is same color with different brightness. Promote reuse and recycle.
6. Is at least 5% by weight of recycled plastic used? Housing parts, toner module housing Yes/No 'by weight of recycled plastic' is total weight of all target plastic parts. 'Recycled plastic' is recycled pallet, not plastic parts including recycled plastic. Origin of recycled pallet is not restriction. That is, it is recycled pallet of used printer or copying machine parts as well as recycled plastic of other products in the market. Environmental load reduction effect
Long-term use design 7. Is toner module of each color replaceable? Toner module Yes/No Promote reuse and recycle.
Date: November 22, 2007
Enterprise: Canon Co., Ltd.
Department: Image office equipment environment planning division
Manager and seal of sign Mr. Nobuhiro Kasama [seal]
タイ語 から 日本語: Land sale MOU General field: その他 Detailed field: 法: 契約
翻訳 - 英語 Cost calculation regulation
Chapter 1 General rules
Clause 1 (Application)
Cost calculation based on the financial regulation clause 63 shall be as specified in this regulation.
Clause 2 (Objectives of cost calculation)
Objectives of cost calculation shall be as given below.
(1) Collection of essential cost to prepare the financial statements
(2) Supply of essential cost documents for management control
(3) Supply of essential cost documents for price calculation
(4) Supply of essential cost documents for budget drafting and budget control
(5) Indicator of production cost reduction for plant efficiency assessment
Clause 3 (Meaning of cost)
Cost is the realized money or labor cost converted into monetary value on production and sale of products (and work-in-process) for management.
Clause 4 (Meaning of cost calculation)
Cost calculation is the calculation procedure of product based cost elements (cost elements) under certain unit.
Clause 5 (Cost calculation procedure)
Cost calculation is made by element, by department, by cost unit and by product.
Clause 6 (Cost category)
(1) Cost calculation category is classified into production cost and total cost.
(2) Production cost is the value consumed related to production of the product in general. Total cost is the aggregate consumable value of product sale including sale cost, general administration cost and non-operating cost that are added to the production cost.
(3) The cost unit based cost for accounting and plant based cost for plant efficiency will be provided.
Cause 7 (Cost calculation duration)
(1) Monthly cost One month, from 1st to the end of each month
(2) Cumulative cost Weighed average of monthly cost
Clause 8 (Relationship with financial account)
Cost calculation shall link effectively with the financial account.
Chapter 2 Element based cost calculation
Clause 9 (Definition)
Element based cost calculation is classification and collection of expenses by element.
Clause 10 (Cost element classification)
The cost element will be classified into material cost, labor cost and expense.
Clause 11 (Material cost classification)
The material cost will be classified as follows.
(1) Principal material cost
(2) Auxiliary material cost
(3) Catalyst cost
(4) Hydrogen cost
(5) Miscellaneous material cost
(6) Packaging material cost
(7) Product recall cost
(8) By-product cost
Clause 12 (Material cost calculation)
The material cost shall be calculated by multiplying the consumable price from total average method in the cost calculation duration, to actual consumption quantity in that duration.
Clause 13 (Inventory assessment cost calculation)
Name and format of the pay-in pay-out table (inventory assessment cost calculation method) for consumable price calculation of material cost shall be as given below.
Name: Pay-in pay-out table Format: Table [pay-in pay-out No. 1]
Clause 14 (Labor cost classification)
Labor cost is the cost originated from labor service expense. It is classified as follows.
(1) Wage (basic wage, standard wage, non-standard wage, overtime wage in the labor cost)
(2) Bonus (allowance for bonus provision, bonus amount)
(3) Retirement fund (retirement allowance, retirement allowance provision, retirement payment)
(4) Welfare cost (legal welfare cost, fringe benefit cost)
(5) Other labor cost (labor cost other that (1) to (4) above)
Clause 15 (Expense classification)
タイ語 から 日本語: Letter for child adoption General field: 社会科学 Detailed field: 教育/教授法
翻訳 - 英語 Wealceram
[Excellent features]
* Direct heating is OK after being taken out of the refrigerator.
Since durable temperature variance is as large as 500oC, direct heating with oven or microwave oven may not cause cracking or breaking.
* Fuel saving type ware
Since heat accumulation capacity is excellent, flame can be moderate or low. Food cooking is also done in a short time.
* Original taste of food recipe can be enjoyed.
Since the utensil is made of ceramics, metal ion taste is not emitted. In addition, inspection has been passed against lead, cadmium etc. (examination of Polymer Test and Assessment Center).
Original food recipe taste will be enjoyed. Boiled water from this ware will improve flavor of coffee or tea.
* Far ultraviolet ray effect is plenty.
Radiation rate at room temperature (16-80oC) is as large as approximately 90% (in general earthenware, radiation starts at 80oC or above). The thermal electron supplier or air, water, biomaterial etc. is charged with negative ion to improve quality, activity and inhibit oil or other oxidation.
* The surface is hard finished to prevent scratches.
Since the hard coating is used to finish the surface, it resists stain from burning, metal brush etc.
* Any heat source is OK!
You can apply with any heat source to give excellent cooking effect e.g. direct flame, oven, and microwave oven.
* Lightness and thinness below conventional sense.
To compare with other ceramics or porcelain, this ware is thinner and light-weight. You can apply it without hardship.
Instruction for use
- To use with an electric stove, leave space without tight touching with the heater if nothing is inside the ware.
- To reheat rice or milk, stop the heater quickly since heat storage capacity is better.
- Beware of dropping or knocking with hard tools since the utensil may crack or break.
- Avoid cooking tempura oil frying since the utensil may possibly break.
- Do not put the ware directly on a table etc. since heat may harm your furniture.
- Water with plenty of trihalomethane may emit odor due to chemical reaction with Wealceram. This means that the water is decomposed to be purified.
- The bottom surface without glazing (white area) absorbs water slightly. If water is absorbed during washing, the glazing surface will be affected. Rub with cooking oil of water glass to prevent water susceptibility when you start to use.
Wealceram production philosophy
To open the 21st century
Primitive people cooked with stone knife and earth ware. After passing the violent metal age, men start to use the new "stone" utensils again. We expect that warm hearts and generous minds will come back to men again. Wealceram that has been manufactured through prayer for peace is the ware to invite happiness.
[A i]
A and I Co., Ltd.
1-6-12 Tsukioka, Sanjo city, Niigata prefecture
Tel: 0256-36-9100 (main line) Fax: 0256-36-9101
http://www.aandi.biz [email protected]
日本語 から 英語: Proposal on in-house production of control panel General field: ビジネス/金融 Detailed field: エレクトロニクス/電子工学
原書のテキスト - 日本語 ------
翻訳 - 英語 PROPOSAL ON IN-HOUSE PRODUCTION OF CONTROL PANEL
1. Theme and objective
1) To reduce production cost through in-house design, production, assembly and inspection of control panels of water and wastewater treatment facilities.
2) To improve product quality by raising rate of completeness of panel and electrical diagram.
2. Outlines of implementation
1) Objective job will be ordered by the production department but small and medium products will be implemented in this duration.
2) Control panel design
1) The engineering department will prepare the design drawings.
2) Production and assembly of control panel
3) Production, assembly and inspection will be conducted in the assembly factory of Goshu Kasei.
4) Purchase of electrical parts and materials
5) Main electrical parts and materials will be purchased as batch, and controlled by the assembly factory.
6) Steel panel and painting of control panel
Steel panel and painting of control panel will be outsourced to sub-contractors.
7) Control panel inspection
8) Control panel inspection after completion will be conducted by QC but preliminary inspection will be conducted by designers and factory staffs.
3. Investigation before implementation
1) Investigation on batch suppliers of main electrical parts, panel wiring materials and purchase amount.
Documentation: Determine parts for general use e.g. main circuit board, Mg.
2) Investigation on suppliers of steel plate and paint work and purchase amount.
Documentation: Sample previous drawings as panel drawings. Also sample standard drawings.
3) Panel production, assembly, wiring
Since existing staffs have no experience, we require experienced panel assemblers.
New employment: Production control staffs and wiring staffs
4) Required tools and amount for panel production and assembly
We need to obtain opinion of the experienced staffs on electrical tools and equipment etc.
5) Preparatory expense on assembly factory
6) The five items above will be investigated to propose the cost reduction target.
To estimate the cost reduction, we refer to jobs of year 2008.
4. Investigation schedule
1) Documentation of main electrical parts etc.
Investigation of suppliers and purchase amount
2) Sampled drawings of panel production and painting
Investigation of suppliers and purchase amount
3) Employment and expense on production control staffs and wiring staffs
4) Tool costs
5) Preparatory expense of assembly factory
日本語 から 英語: Water testing certificate General field: 医療 Detailed field: 環境&生態学
原書のテキスト - 日本語 -------
翻訳 - 英語 WATER QUALITY TESTING CERTIFICATE
No. IP-20-07-09361
August 26, 2008
Attn: Japan Wellness Co., Ltd.
Water Supply Law Clause 20: Registration No. 147 of the Ministry of Public Health and Labor
Toyo Electrochemical Industry Co., Ltd.
6-2-25 Hagimachi, Kochi city 780-8525
Tel. 088-834-4836
Fax. 088-834-4884
Sample Drinking water
Receiving date July 28, 2008
Sampling date July 28, 2008
Sampling location Onomi factory
Sampling staff Shimomoto
Sampling time 13.00 pm Air temperature (oC) - Water temperature (oC) -
The testing results of the samples above are given below:
Statements
Item Unit Test result Standard Item Unit Test result Standard
General microbiology Clusters/mL
日本語 から タイ語: Heritage and will General field: 法/特許 Detailed field: 金融(一般)
翻訳 - 英語 (Page 1 of 2) All items certified
Legal address
Name 5-21 Higash Gotanda, Shinagawa-ku, Tokyo
Mr. Isamu Takemoto
Residential registration item
Revision of registration
[Date of revision] November 1, 2003
[Reason of revision] Revised based on the Ministerial Regulation of Justice year 1994 No. 51 clause 2 paragraph 1.
Person in registration [Name] Mr. Isamu
[Date of birth] August 10, 1965 [Marriage status] Husband
[Father] Mr. Yozo Takemoto
[Mother] Mrs. Michiko Takemoto
[Kinship] First son
Personal item
Birth
[Date of birth] August 10, 1965
[Place of birth] Nishinomiya city, Hyogo prefecture
[Notifying date] August 18, 1965
[Notified by] Father
Marriage [Date of marriage] April 1, 1996
[Name of spouse] Miss Pen Kuanmee
[Nationality of spouse] Kingdom of Thailand
[Date of birth of spouse] March 5, 1972
[Previous registration] Mr. Yozo Takemoto 3-26-2 Kamikoshien, Nishinomiya city, Hyogo prefecture
Change in name of spouse [Date of record] October 1, 2001
[Family name after change] Mrs. Pen Takemoto
Person in registration [Name] Mr. Yuki
[Date of birth] March 2, 1999
[Father] Mr. Isamu Takemoto
[Mother] Mrs. Pen Takemoto
[Kinship] First son
Personal item
Birth
[Date of birth] March 2, 1999
[Place of birth] Shinagawa-ward, Tokyo
[Notifying date] March 11, 1999
[Notified by] Father
Person in registration [Name] Mr. Taishi
[Date of birth] September 22, 2001
[Father] Mr. Isamu Takemoto
[Mother] Mrs. Pen Takemoto
[Kinship] Second son
英語 から タイ語: Fertilizer General field: 技術/工学 Detailed field: 農業
ドイツ語 から タイ語: Aufladung von Motoren AMG General field: 技術/工学 Detailed field: 自動車/車&トラック
原書のテキスト - ドイツ語 Mit über 40 Jahren Erfahrung im Motorsport war es nur eine Frage der Zeit, bis die Ingenieure von Mercedes-AMG ihr eigenes Meisterwerk entwickeln würden.
AMG hat in den letzten Jahren den erfolgreichen Weg zur Performance Marke von Mercedes-Benz Cars absolviert. Die logische Konsequenz ist daher ist die Entwicklung eines Gesamtfahrzeuges – den SLS AMG.
Der neue Mercedes-Benz SLS AMG ist hierbei die einzigartige Synthese aus Mercedes-Benz Genen und der DNA von AMG. Damit kombiniert der Supersportwagen das Beste aus beiden Markenwelten.
Doch bevor wir Ihnen den SLS AMG vorstellen, möchten wir Ihnen zunächst einige Fragen beantworten, die Sie bestimmt bewegen.
Bitte klicken Sie mit Ihrer Maus auf die Fragen, auf die Sie gerne eine Antwort hätten.
Ist der SLS AMG der legitime Nachfolger des legendären 300 SL?
Eines ist sicher: Autos sind immer Kinder ihrer Zeit. Deswegen wurde der SLS AMG auch nie als Retro-Auto oder Nachfolger des 300 SL konzipiert. Er ist von Anfang seiner Entwicklung an als reinrassiger Sportwagen mit höchsten Leistungswerten gedacht.
Gerade deshalb wurden beim SLS AMG Designanleihen vom legendären 300 SL aufgegriffen und modern interpretiert. Am auffälligsten sind die einzigartigen Flügeltüren. Das Fahrzeug wirkt dennoch insgesamt puristisch, modern und absolut eigenständig.
Passt der Supersportwagen überhaupt in die heutige Zeit?
Aber natürlich! Denn ein Auto darf faszinieren! Außerdem kommen bei einem Supersportwagen hochinnovative Konzepte zum Einsatz.
Der SLS AMG ist ein absoluter Trendsetter in Sachen Leichtbau. Er ist der erste Mercedes-Benz, der komplett aus einem Aluminiumrohbau gefertigt ist und damit erhebliche Gewichtsvorteile aufweist.
Gerade das Thema Leichtbau hat bei der zukünftigen Entwicklung effizienter Fahrzeuge eine entscheidende Bedeutung.
Der Luftdurchsatz hängt im wesentlichen ab von der Motordrehzahl, dem Hubraum und der Dichte der zugeführten Luft.
Eine Leistungssteigerung lässt sich durch Hubraumvergrößerung, aber auch durch Erhöhen der Maximaldrehzahl erzielen.
Wenn aber der Hubraum und die Motordrehzahl aus konstruktiven Gründen vorgegeben sind, bleibt zur weiteren Leistungssteigerung nur noch eine ‘Luftdichteerhöhung‘ übrig.
Diese kann mit Hilfe von Aufladungssystemen wie zum Beispiel einem Kompressor oder einem Abgasturbolader erreicht werden.
Ein weiterer Grund für die Aufladung liegt darin, dass kleine aufgeladene Motoren gegenüber den hubraumgrößeren Saugmotoren trotz gleicher Leistung günstiger im Verbrauch sind und damit weniger Schadstoffe erzeugen.
Das liegt daran, dass kleinere Motoren leichter sind, geringere beschleunigte Massen haben und weniger Reibung besitzen.
Ein entsprechendes Beispiel findet man bei den Fahrzeugen C 200 mit Kompressoraufladung und dem C 240 mit Saugmotor.
Der Vergleich zeigt, dass bei nahezu identischen Leistungs- und Drehmomentwerten der hubraumkleinere Kompressormotor einen geringeren Kraftstoffverbrauch aufweist.
Das Bemühen, die Verbrauchswerte von Fahrzeugen durch Verwendung kleinerer Motoren zu senken ohne dabei auf Leistung zu verzichten, wird als "Downsizing" bezeichnet.
Ein weiterer Grund für das Downsizing ist die steuerliche Begünstigung von Fahrzeugen mit hubraumkleinen Motoren in einigen Märkten.
日本語 から 英語: Country contact phone General field: 社会科学 Detailed field: テレコミュニケーション
原書のテキスト - 日本語 ---
翻訳 - 英語 United States Territories and Canada
Arab Emirates
Argentina
Australia
Austria
Belgium
Bermuda
Brazil
Canada
Chile
China
Colombia
Costa Rica
Czech Republic
Denmark
Dominican Republic
Fiji
Finland
France
Germany
Greece
Guam
Hong Kong
Hungary
India
Indonesia
Ireland
Israel
Italy
Japan
Kazakhstan
Korea
Luxembourg
Malaysia
Mexico
Netherlands
New Zealand
Norway
Pakistan
Philippines
Poland
Portugal
Russia (Moscow)
Russia (Outside of Moscow)
Saudi Arabia
Singapore
South Africa
Spain
Sweden
Switzerland
Taiwan
Thailand
United Kingdom
United States
Vietnam
英語 から タイ語: Video camera glossary General field: 技術/工学 Detailed field: メディア/マルチメディア
原書のテキスト - 英語 ENGLISH
ENG
Close menu
→Ⓜ Print
Automatic
No
Yes
OK
Close
Stop
Set
End
Return
Auto Slow Shutter
Image Stabilizer
AF-Assist Lamp
Focus Priority
Photo Review Time
Digital Zoom
Zoom Speed
Zoom Type
Wind Screen
Self Timer
LCD Brightness
LCD Mirror Image
Data Code
Demo Mode
Select Recording Media
Wireless Remote Control
Speaker Volume
Notification Sounds
Power Saving Mode
Power Save
Photo Numbering
TV Type
ND Filter
Spot AE Frame
LCD Backlight
Onscreen Markers
Audio Level Indicator
Quick Start
Standby Mode Duration
Output Onscreen Displays
Widescreen
AF Mode
HDMI Status
HDMI Output
Calendar Start Day
Add Recordings to Disc
Focus Assistance
Assist Functions
Peaking Color
Frame Rate
Battery Info
Microphone Attenuator
AV/Headphones
Headphone Volume
Component Output
Drop Sensor
Photo Capture Quality
Language Ⓗ
Language
Time Zone/DST
Date/Time
Date Format
Finalize Disc
Unfinalize Disc
Disc Title
Disc Info
HDD Info
Memory Card Info
Complete Initialization
Quick Initialization
Face AF
Frame Rate
Lock
On
On Ⓡ
On Ⓖ
On Ⓣ
On Ⓟ
On ✣
Off
Off Ⓙ
Off ✡
Off ⑩
Off ✤
2 sec
4 sec
6 sec
8 sec
10 sec
Date
Time
Date and Time
Camera Data
High Volume
Low Volume
Reset
Continuous
Wide TV
Normal TV
Center Frame
AF Frame
Normal
Bright
Speed 3
Speed 2
Speed 1
Variable
Level (White)
Level (Gray)
Grid (White)
Grid (Gray)
B&W and Peaking
Peaking
Zebra (70%)
Zebra (100%)
10 min
20 min
30 min
Hi-Speed AF
Normal AF
Sunday
Monday
Saturday
All Scenes
Remaining Scenes
Playlist
60i (Standard)
50i (Standard)
AV
Headphones
Optical
Digital
Advanced
Center Frame
AiAF Frames
English
Erase all Ⓜ print orders?
Erasing Ⓜ print orders
Erase all Ⓛ transfer orders?
Erasing Ⓛ transfer orders
Delete all photos?
Except for Ⓚ protected photos
Except for Ⓚ protected photo
Erasing photos
Initializing
Copying (Ⓔ→Ⓕ)
Copying (Ⓕ→Ⓔ)
The disc can be played back using most
DVD players, but it cannot be edited
with the camcorder.
The disc can be edited using the
camcorder, but can only be played back
on VR Mode-compatible DVD players.
This will erase all the data on the disc.
Initialize the disc?
Backing up recordings is recommended.
Initialize the HDD?
This operation will take approx. 1 min.
Initializing the HDD
Initializing the disc
Avoid moving the camcorder
Finalize the disc?
You will not be able to add recordings
on the disc after it is finalized.
Connect the compact power adapter
Time required
Remaining time
Finalizing the disc
Unfinalize the disc?
Unfinalizing the disc
Delete all movies?
Delete Playlist
Delete the playlist?
Backspace
Set as disc title?
Changing the disc's title
Copy to disc?
Copy to memory card?
Available space
Will completely erase all data from
the memory card.
This operation may take a few moments.
Will quickly erase all data files from
the memory card.
Will completely erase all data from
the HDD.
This operation will take approx. 2 hours.
This operation will take approx. 1 hour.
Will quickly erase all data files from
the HDD.
Will completely erase all data from
the built-in memory.
This operation may take a few moments.
Will quickly erase all data files from
the built-in memory.
Initialize?
Initialize the memory card?
Cancel
Stop
Programmed AE
Programmed AE
Shutter-Priority AE
Aperture-Priority AE
Cine Mode
Portrait
Sports
Night
Snow
Beach
Sunset
Spotlight
Fireworks
White Balance
Automatic
Daylight
Shade
Cloudy
Tungsten
Fluorescent
Fluorescent H
Custom WB
Set WB
Image Effects
Image Effect Off
Vivid
Neutral
Low Sharpening
Soft Skin Detail
Custom Effect
Set
Brightness
Contrast
Sharpness
Color Depth
Digital Effect Setup
Digital Effect Off
Fade Trigger
Wipe
Black & White
Sepia
Art
High Quality
Standard Play
Long Play
High Quality
Standard Play
Long Play
Simultaneous Recording
ⓡSimultaneous Recording Off
Slideshow
Light Metering Mode
Evaluative
Center-Weighted Average
Spot
Drive Mode
Single
Continuous Shooting
Hi-Speed Continuous Shooting
Auto Exposure Bracketing
ⓡSuper Fine
ⓡFine
ⓡNormal
Super Fine
Fine
Normal
Super Fine
Fine
Normal
LCD Light
LCD Light Off
LCD Light On
Add to Playlist
All Scenes
This Scene
Add to the playlist?
Scene(s) added to the playlist
Divide
Divide the scene?
Delete
Delete?
The scene(s) will also be deleted from
the playlist.
Move
Move the scene?
Slideshow
Set
Delete
Now Deleting
Protect
Print Orders
Transfer Orders
Transfer Orders
OK
Copy
Copy (Ⓔ→Ⓕ)
Copy (Ⓕ→Ⓔ)
Copy (⑭→⑯)
Copy (⑯→⑭)
Cancel
OK
Please wait…
The disc has no title
Movie Mode
Photo Mode
Exposure
Focus
Exp.Lock
Overexp.
EASY
EASY
End
sec
min
h
m
GB
MB
%d Mbps
Off
Menu
End
Jump 10 photos
Jump 100 photos
Ⓚ Protected photo
Press ❂ to display the joystick guide.
This photo cannot be selected
This photo cannot be displayed
Please wait…
High Definition (HD)
HD
Record movies in high definition (HD).
Discs can be played back only on
AVCHD-compatible DVD players.
SD
Record movies in standard definition
(DVD-VIDEO standard).
Cannot record HD movies in this mode.
Initialize the disc in SD mode anyway?
Return
Please wait…
Date Selection
All Scenes (this date)
Do not disconnect the USB cable or the
power source while the camcorder is
connected to a computer.
Cannot turn off the camcorder or change
the operating mode.
Continue Playback
To Original Scenes
To Playlist
Original
Playlist
While the LCD Light is on,
rotate the LCD panel and
use the viewfinder instead.
Rotate the LCD panel
Disc successfully finalized
Disc finalization was interrupted
Disc successfully unfinalized
Disc unfinalization was interrupted
Recorded
Available
Disc already finalized
Protected disc
Number of scenes already at maximum
Disc is full
Incorrect disc specifications
Finalization canceled due to
low charge level of the battery pack
Finalization canceled due to
high temperature
Disc could not be correctly finalized
Disc could not be correctly unfinalized
Timeline
M
T
W
Th
F
S
Su
All Photos
This Photo
Total file size
Rec Media for Movies
Rec Media for Photos
Movies: Original
Movies: Playlist
Mem. Card
HDD
Built-in Memory
HDD
Built-in Mem.
USB Connection Type
DVD Burner
Computer/Printer
Connect and Set
Transfer Orders
DVD Burner
Disc Playback Mode
Disc Authoring Mode
Insert a new/blank disc and
close the disc tray.
Insert the next disc and
close the disc tray.
Task completed
No scenes
No scenes left to add
No transfer orders
Error reading the data
The disc already contains data.
Replace with a new/blank disc or press
❂ on the camcorder to overwrite
this disc.
Overwrite the disc's content?
Press the start button on the DVD
Burner
Remaining Recording Time
Remaining Playback Time
Initialize only using the camcorder
Cannot record movies on this
memory card
Cannot access the HDD
Cannot access the built-in memory
Error writing on the memory card.
Data may be recovered if the memory
card has not been removed.
Attempt recovering the data?
Cannot communicate with the
battery pack.
Continue using this battery pack?
Some scenes could not be deleted
Process terminated with error
Process terminated with error
Process completed successfully
Process completed
successfully
Copy?
Cannot copy
Operation canceled
Memory Info
Data includes scenes in MXP/FXP mode.
Cannot copy to this memory card.
Cannot record movies
in MXP/FXP mode on this
memory card
Select the type of device for the
USB connection
Initialize⁂/Ⓕ
InitializeⒺ/Ⓕ
InitializeⒻ
Burning the disc
Estimated time req.
%d disc(s)
Remaining time
Function not available in ☺ mode
Function not available in ☻ mode
All the data on the disc will be deleted
No photos
Playback restricted due to
copyright protection
Dubbing restricted due to
copyright protection
Set the time zone, date and time
Check the input
Change the battery pack
Date/Time
Memory card error
Memory card is full
File name error
This photo cannot be displayed
Ⓜ Print order error
No memory card
No photos
Memory card is write-protected
The camcorder is set to photo mode
Memory card cover is open
This image cannot be recorded
Ⓛ Transfer order error
Too many photos.
Disconnect the USB cable.
Auto Power Off
Cannot record due to
high temperature
Cannot remove the disc due to
high temperature
Cannot record. Check the disc.
Number of scenes already at maximum
Disc is full
Cannot play back
Cannot edit the disc
Disc already finalized. Cannot record.
Unfinalize the disc
Unable to recover data
Unable to recover data.
Initialize the disc.
Protected disc
Disc error
Access error
Disc cover is open
No disc
Reading the disc
Opening the disc cover
Accessing the disc
Task in progress.
Do not disconnect the power source.
Connect the compact power adapter
Operation canceled
Avoid moving the camcorder
Cannot record due to
high temperature
Cannot divide the scene
Cannot read the disc. Check the disc.
Disc access failure. Check the disc.
Please use only recommended discs
The camcorder is set to photo mode
Cannot enter standby mode now
Unable to recognize the data
Disc must be finalized before
playback on compatible players
Cannot record
Cannot play back due to
high temperature
The drop sensor is turned off
Drop detected. Power was turned off.
Temperature too high.
Turn off the camcorder and wait.
Temperature too low.
Keep the camcorder on and wait.
Temperature too low.
Use the camcorder in a warmer location.
HDD error
Please wait…
Back up recordings regularly
Recovering data. Please wait…
Use the camcorder to
initialize the HDD
Check the memory card
Built-in memory error
Cannot read the HDD
Built-in memory is full
HDD is full
Accessing the memory card.
Do not remove the memory card.
Cannot edit
May not be possible to record movies
on this memory card
Buffer overflow. Recording was stopped.
Could not add the scene(s)
to the playlist
Data is protected
Recovering data. Please wait…
The disc is not a recommended disc
No scenes
Cannot use this memory card
Reading the memory card
Reading the built-in memory
Reading the HDD
Need to recover files from the memory
card. Change the position of the LOCK
switch on the memory card.
Cannot play the movies on
this memory card
Cannot play the movies on the HDD
Cannot play the movies in
the built-in memory
Cannot record movies on the HDD
Cannot record movies in
the built-in memory
The lens cover is not fully open.
Turn the camcorder off, then on again.
The lens cover is not fully closed.
Turn the camcorder off, then on again.
Operation canceled
The camcorder will shut off
due to high temperature
Close the memory card slot cover
New/blank disc
Insert a disc
London
Azores
Fernando
Rio de Janeiro
Caracas
New York
Chicago
Denver
Los Angeles
Anchorage
Honolulu
Samoa
Wellington
Solomon
Sydney
Tokyo
Singapore
Bangkok
Dacca
Karachi
Dubai
Moscow
Cairo
Paris
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
---
Paper Settings
Paper Settings
Paper Size
Default
9 × 13 cm
13 × 18 cm
10 × 14.8 cm
Credit Card
4 × 6 in.
8.5 × 11 in.
A4
Roll (9 cm)
Roll (13 cm)
Roll (4 in.)
Roll (21 cm)
5 × 7 in.
8.9 × 25.4 cm
A3
11 × 17 in.
A3 /13 × 19 in.
Default
4 × 7.1 in.
Paper Type
Default
Plain
Photo
Fast Photo
Page Layout
Borders
Bordered
Borderless
8 photos/sheet
2 photos/sheet
4 photos/sheet
9 photos/sheet
16 photos/sheet
20 photos/sheet
Default
Trimming
copies
Date
On
Off
Default
On
Off
Default
Vivid
NR
Vivid NR
Print
Cancel
Resume
OK
Stop
Continue
Change paper settings
Print all photos with print orders
Print the remaining photos
Set date print
Printing
Busy
%d photos remaining
Stop printing?
No paper
No ink
Ink cassette error
Paper jam
Data transfer error
%d photos could not be printed
Cannot print this photo
Change print settings
No Ⓜ print orders have been set
Cannot trim this photo
Readjust trim settings
Printer in use
Printer warming up
Low ink level
Paper lever error
Printer cover open
Print head not installed
Printer error
Incorrect paper type
Ink and paper selections do not match
Recharge the printer's battery
Paper type has been changed
Incompatible paper size
Paper error
Ink error
Printer error
File error
Hardware error
Image Optimizer
Cancel
Next
Previous
OK
Incompatible paper size
Check print settings
Printing error
Ink absorber full
Press ❂/Ⓐ to print
Direct Transfer
All Photos
New Photos
Photos with Transfer Orders
Select and Transfer
Set as Desktop Wallpaper
Transfer photos?
Transferring photos
Ⓛ Transfer order
Cannot transfer photos
Press ✥ to print
PC Connection
Press Ⓐ to copy the disc
Copying the disc
Copy completed
Operation canceled
Copying
Font Size
Small
Large
Control for HDMI
Stop
Search Backward
Search Forward
Slow Playback
Reverse Slow Playback
Play/Pause
Reverse Skip
Skip
Display
To the index screen
Next
Previous
TV remote control available. ⊚Guide On
TV remote control available. Play⊛Select
Cannot divide the scene.
Initialize only using the camcorder.
Playlist is full.
Cannot divide the scene.
Scene recorded using another device.
Cannot divide the scene.
Select
Remove All
Remove All Selections
Selected Scenes
Selected Photos
Individual Photos
Individual Scenes
Selected Photos (1 copy each)
Protect？
Set transfer orders?
Set print orders for 1 copy?
Too many photos
Settings updated
Movies: Original Scenes
Movies: Playlist
Photos
Calendar Screen
Focus Assistance
Scene Search
To Top of Scene
To End of Scene
Frame Forward
Frame Backward
Total space
Used space
Remove Ⓜ print orders?
Remove protect settings?
Remove protect settings?
Remove Ⓛ transfer orders?
Remove select settings?
Cannot make any more selections
Some Ⓚ photos could not be deleted
This Ⓚ photo could not be deleted
Video Light
Video Light
Digital Effects
BLC
Pre REC
Microphone
Face Detection
Tele-converter
Flash
Custom Key/Dial
Continuous Photo Grab
Single Photo
Photo Sequence
Auto Rotate
AGC Limit
Fine Tuning
LCD Screen Dimmer
Color Bars & Test Tone
Color Bars
Color Bars & Tone
Red
Blue
Yellow
White
Gray
Select Music
Rotate
Underwater
Scenes with Faces
Timeline by Faces
Vid. Snapshot Playlist
Vid. Snapshot Index
LCD Screen has been dimmed
Keep Ⓓ pressed down
(long press) to cancel.
Some scenes could not be added to
the playlist.
Creating thumbnails
Thumbnail creation interrupted
Video Snapshot
Movies
Audio IN
Easy Shooting
Easy Dual Shot
Dual Shot
This scene was recorded using another
device and cannot be added to the
playlist.
Some scenes could not be added to
the playlist.
Some scenes were recorded using
another device and cannot be copied.
This scene was recorded using another
device and cannot be copied.
This photo cannot be rotated.
No music files
Photo Capture from Video
Mic. Level
Thumbnail creation process can be
skipped if thumbnails are not necessary
Delete
Photo Jump
Photo Index
Skip
To use this function change the
camcorder's mode from ⓘ to ⓙ
OPTICAL 20X ZOOM
Leading magnification in HD camcorders
CANON HD SYSTEM
HD video lens, HD CMOS sensor
and DIGIC DV III
INSTANT AF SYSTEM
Provides fast accurate AF
required for HD
FACE DETECTION
Ensures sharp focus and
accurate exposure of faces
DYNAMIC MODE
Stabilizes camcorder shake while walking
SMART AUTO
Automatically selects optimal settings
based on shooting conditions
EASY TO SHARE MOVIES
Convert HD to SD in the camcorder
to distribute DVDs and upload movies
VIDEO SNAPSHOT
Record short 2, 4 or 8 sec. movies
with a single touch of the button
RELAY RECORDING
Long and comfortable recording
without changing recording media
EASY OPERATION
Easy to shoot full HD movies and
photos without switching modes
CANON HD SYSTEM
Full HD processing from capture to
recording and 24 Mbps video
POWERED IS & DYNAMIC MODE
Enjoy stable images while shooting distant subjects
and steady images while walking
TOUCH PANEL
Easy menu navigation and quick control
is right at your fingertips
VIDEO SNAPSHOT (RECORDING)
Record short 2, 4 or 8 sec. movies
with a single touch of the button
VIDEO SNAPSHOT (PLAYBACK)
Playback linked with music player
makes Video Snapshot more enjoyable
WATERPROOF CASE COMPATIBLE
Possible to shoot exciting underwater movies
at depths to 130ft (40m) of water
NEW HD VIDEO LENS
10x optical zoom lens
Hexagonal iris creates pleasing blur
FULL HD CMOS SENSOR
Amazing picture quality using 8M HD CMOS sensor
DUAL SLOTS & RELAY RECORDING
Long and comfortable recording
without changing recording media
8.8 cm / 3.5" Hi-Res LCD SCREEN
Excellent visibility
with a high resolution of 922K dots
Activate the Underwater
recording program?
Shotgun
Zoom
Surround
Surround⌴Mic⌴Directionality
Video Output
Audio Output
Surface
Night Scene
Recording program: Underwater
Recording program: Surface
Turn on the camcorder while holding
PHOTO pressed down to change
the recording program ⑫ ⇔ ⑬.
Low Light
Standard
Dynamic
Cannot write data with this connection.
To write data to the camcorder, connect
the compact power adapter then
reconnect the camcorder and computer.
Do not disconnect the USB cable or the
power source until you safely end the
connection from the computer.
Peaking and B&W
Zebra Pattern
AE Lock (touch)
Highlights
Video Snapshot Length
Slideshow Transition
Dissolve
Slide Image
Reset All
Reset all settings to default values?
Protect
One Copy Each
Remove Protection
Select All
Select [All]
All Scenes
Mem. Card A
Mem. Card B
Faces
3D Flip View
Select the desired scene
SD Scenes
For Web Upload
For DVD Burning
For Web (MPEG-2)
For DVD (SD-VIDEO)
Conv. HD→SDⓓ
Convert HD→SD?
Cannot convert
No scenes have been selected
Select the scenes
and press WEB
Recording date/time will be
embedded in the converted scene
To upload the scenes to the Web,
connect the camcorder to a computer
Settings
Bit Rate (Quality)
Embed Date/Time
No faces were detected in this scene
Index Selection
Photo Quality/Size
Simultaneous Recording
Initialize
Initialize
Red-eye Reduction
Flash On
Flash Off
Convert HD→SD (Web)
Convert HD→SD (DVD)
Flicker Reduction
Auto Backlight Correction
Eye-Fi Communication
Distance Units
meters
feet
Volume
(ⓐ→ⓑ)
(Ⓔ→Ⓕ)
Once
Always
Cancel ⓝ
Memory Info
Press ❂ to print
9 Mbps
3 Mbps
Ext. Audio
Music Tracks
Adjust the external player's volume
so the external audio level stays
within the green area
12 sec
30 sec
2 min
6 min
Relay Recording Ⓔ→Ⓕ
Tv / Av
Play
Pause
Add to Playlist
Print Orders
Playlist
Timeline
End Without Connecting
Recording Mode
Relay Recording
Reading the memory card
Some scenes could not be converted
This memory card contains scenes.
Delete all scenes to use relay recording.
(Ⓔ→ⓑ)
External Player Link
Face Detection & Tracking
Error acquiring memory card info.
Turn the camcorder off and then on
again to acquire the card information.
Cannot record on this memory card
Cannot edit the scenes
on this memory card
To use this function,
switch out of ⓗ mode
Touchscreen Calibration
Touch the ⓚ mark
Show Scenes
Edit
Select the desired scene number
Change the USB Connection
Type to "Computer/Printer"
Music files should not be used in videos
created with this camcorder without
permission from the copyright holder.
Touch [OK] to accept and continue.
Press and hold for more stabilization
when zooming near full telephoto
Select the built-in memory as the
recording media for movies.
To use the wireless function, insert the
Eye-Fi card into slot B.
Not enough available space
Scene Info
All
Remove All
Select All
Remove All
AVCHD discs cannot include MXP scenes
Cannot create AVCHD discs that include
scenes recorded in this recording mode
Cannot convert scenes from HD to SD
that were recorded with this frame rate
Speaker
On ⓜ
Quick Start (Standby)
Saving your recordings is recommended
To record video on this memory card,
it is recommended to use only the
XP /SP/LP recording modes
Calibration completed
Touch the ⓚ mark again
Convert HD→SD
(ⓓDVD)
Total play time is too long
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翻訳 - 英語 3.3 Drawing number of EH hydraulic governor
(a) Drawings prepared by Nagoya Aerospace Systems Works shall be based on attachment -1 [Nagoya Aerospace Systems Works standard AAAA－AAAA－2 "How to determine drawing number"] (See Comment AA)
(b) Drawings prepared by Takasago Machinery Works shall be based on this job standard AAAAA－AA.
4. Header notation
4.1 Header notation shall have 2 digits as shown in Table 1.
4.2 Typical examples of header notation of EH hydraulic governor drawings are as given below.
Header notation
025C-
053C-
04D-
94C-
P-
E-
5. Classification notation
Classification notation shall be in Roman letters as shown in table 2.
6. Control No. (except drawing list)
Control No. shall be 4 digits in ranges of 0001 to 9999, a running number upon completion of the master drawing. However, reserved drawings and ordering drawings shall have different control No. ranges as shown below.
For a reserved drawing, the title block shall be marked "RESERVED DRAWING."
2D Auto-CAD or hand-written drawings 3D Pro/E drawing
Reserved drawing control No. 0001 to 2999
Order drawing control No. 3000 to 9999 Reserved drawing control No. 0001 to 9999
Order drawing control No.: Random numbering
Note ① Drawings with control No. ranges of 3000 to 9999 can be made the reserved drawings with the same numbers only for change of the order drawings to reserved drawings due to application of the B/M system new drawing release method.
② Running numbers of reserved drawings and order drawings are different for 2D Auto-CAD or hand- written drawings but no discrimination is made to 3D Pro/E drawings. Therefore, to prepare the reserved drawing, each title block shall be marked "RESERVED DRAWING."
7. If the control numbers in the paragraph above are used up, use the following drawing numbers.
7.1 Reserved drawing No.
Example
7.2 Order drawing No.
Example
英語 から タイ語: Communication portal General field: マーケティング Detailed field: 人事
日本語 から 英語: Device user manual General field: 技術/工学 Detailed field: エレクトロニクス/電子工学
原書のテキスト - 日本語 ---
翻訳 - 英語 Wealceram
[Excellent features]
* Direct heating is OK after being taken out of the refrigerator.
Since durable temperature variance is as large as 500oC, direct heating with oven or microwave oven may not cause cracking or breaking.
* Fuel saving type ware
Since heat accumulation capacity is excellent, flame can be moderate or low. Food cooking is also done in a short time.
* Original taste of food recipe can be enjoyed.
Since the utensil is made of ceramics, metal ion taste is not emitted. In addition, inspection has been passed against lead, cadmium etc. (examination of Polymer Test and Assessment Center).
Original food recipe taste will be enjoyed. Boiled water from this ware will improve flavor of coffee or tea.
* Far ultraviolet ray effect is plenty.
Radiation rate at room temperature (16-80oC) is as large as approximately 90% (in general earthenware, radiation starts at 80oC or above). The thermal electron supplier or air, water, biomaterial etc. is charged with negative ion to improve quality, activity and inhibit oil or other oxidation.
* The surface is hard finished to prevent scratches.
Since the hard coating is used to finish the surface, it resists stain from burning, metal brush etc.
* Any heat source is OK!
You can apply with any heat source to give excellent cooking effect e.g. direct flame, oven, and microwave oven.
* Lightness and thinness below conventional sense.
To compare with other ceramics or porcelain, this ware is thinner and light-weight. You can apply it without hardship.
Instruction for use
- To use with an electric stove, leave space without tight touching with the heater if nothing is inside the ware.
- To reheat rice or milk, stop the heater quickly since heat storage capacity is better.
- Beware of dropping or knocking with hard tools since the utensil may crack or break.
- Avoid cooking tempura oil frying since the utensil may possibly break.
- Do not put the ware directly on a table etc. since heat may harm your furniture.
- Water with plenty of trihalomethane may emit odor due to chemical reaction with Wealceram. This means that the water is decomposed to be purified.
- The bottom surface without glazing (white area) absorbs water slightly. If water is absorbed during washing, the glazing surface will be affected. Rub with cooking oil of water glass to prevent water susceptibility when you start to use.
XXXX production philosophy
To open the 21st century
Primitive people cooked with stone knife and earth ware. After passing the violent metal age, men start to use the new "stone" utensils again. We expect that warm hearts and generous minds will come back to men again. XXXX that has been manufactured through prayer for peace is the ware to invite happiness.
翻訳 - 英語 Clause 22 (Time allocation method)
Sum production time, non-operation time and overtime of each department, and collect cost for accounting by cost unit department. Fixed cost by production element shall be allocated by the production quantity of each hour.
Fixed cost allocated to overtime shall be allocated to ration of non-operation time and production time of each production department.
Element based fixed cost allocated to production time shall be distributed to work-in-process by the production time ratio.
Fixed cost allocated to non-operation time shall be allocated based on "secondary allocated cost allocation standard" in the attachment.
Among direct expenses, power cost shall be distributed to the production department, and allocated to the work-in-process by the production time ratio.
Clause 23 (Cost collection table format of cost department)
The cost department collection table of element based cost in clause 18 shall be as given below.
Format [Cost No. 1]
Chapter 4 Work-in-process cost calculation
Clause 24 (Work-in-process cost calculation method)
Work-in-process cost calculation is work-in-process cost calculation procedure of certain unit of cost element collected by production department and by type of work-in-process. In general, direct expense shall be distributed directly to the work-in-process, and fixed cost allocated to work-in-process through the cost unit department that receives the ratio of service, by the production time or production quantity.
Clause 25 (Work-in-process cost calculation procedure)
Cost calculation shall be made to consumption and consumption value of the cost. However, parts of cost can be calculated with standards as necessary.
Clause 26 (Distribution and allocation of material cost to work-in-process)
(1) In general, actual consumable value of material cost shall be directly distributed to work-in-process by type of product. Allocate with production quantity ratio if the product type to distribute cannot be determined.
(2) Allocation of hydrogen cost to work-in-process based on "hydrogen cost allocation standard" in the attachment.
Clause 27 (Distribution and allocation of labor cost and expense to work-in-process)
(1) Distribution and allocation of labor cost and expense to work-in-process shall be as given below.
(1) Distribute and allocate to departments with time measuring equipment in clause 21 based on clause 22 (time allocation method). Distribute to other departments in total amount, and allocate by the production quantity.
(2) Allocate the secondary allocation cost based on "secondary allocation cost allocation standard" in the attachment.
(2) In general, distribute the direct expense directly. Allocate the cost without direct distribution method by the production quantity ratio. However, allocate the power cost of production department with time measuring equipment by the production time ratio.
Chapter 5 Product cost calculation
Clause 28 (Product cost calculation method)
Product cost calculation is the product cost calculation procedure under certain unit through direct distribution of packaging material cost of consumable price of work-in-process by packaging pattern of the product, and allocation of direct packaging cost based on service receiving ratio of the product and production quantity, and allocation of fixed cost of packaging department to the production quantity.
Clause 29 (Packaging department cost direct distribution)
(1) In general, packaging material cost shall be distributed to the products being consumed.
(2) In general, directly distribute the direct packaging cost to the product being consumed. Allocate by the production quantity ration and service receiving ration if the product cannot be determined.
Clause 30 (Allocation of packaging department fixed cost and secondary allocation cost)
(1) Allocate the fixed cost of packaging department (except secondary allocation cost) by the production quantity ratio.
(2) Allocate the secondary allocation cost to the product by the production quantity ratio based on "secondary allocation cost standard" in the attachment.
Chapter 6 Total cost calculation
Clause 31 (Total cost calculation classification)
In the total cost calculation, total cost shall be classified as follows.
(1) Sale production cost
Sale production cost in general is the production cost of products for sale.
(2) Sale cost and general administration cost (including research cost)
Sale cost in general is the value consumed to sell the products. It is classified into direct sale cost and indirect sale cost.
(1) Direct sale cost shall be as given below.
-Transportation cost
-Royalty fee
-Other direct sale cost
(2) Indirect sale cost shall be as given below.
-Sale costs other than direct sale cost
General administration cost in general is the value consumed for overall business control in the head office and each workplace of head office.
(3) Non-operating profit
Non-operating profit is the profit not originated from normal business transactions. It can be classified as follows.
-Interest receivable
-Other non-operating profit (including dividend receivable)
(4) Non-operating expense
Non-operating expense is the expense not originated from normal business transactions. It can be classified as follows.
-Business operating interest and discount
-Equipment investment interest
-Other non-operating expense
Clause 32 (Sale production cost calculation)
Sale production cost shall be calculated to in-house products by the production cost, and to purchased commodity by acquired unit price.
Clause 33 (Allocation of sale cost to product etc.)
Sale cost and general administration cost (including research cost) shall be allocated to the product as follows.
(1) Direct sale cost
(1) Transportation cost of cumulative transportation cost by product location, by packaging pattern and by location shall be distributed to the product by dividing with quantity of sale by product, and by packaging pattern.
Transportation cost = Sum of (cumulative amount by location, by packaging pattern and by product (unit cost x sale quantity)) / total sale quantity by product and by packaging pattern
(2) Royalty fee shall be distributed by the fee rate to the product.
(2) Sale cost and general administration cost (including research cost)
Sale cost and general administration cost shall be allocated by product by the sale amount ratio.
(3) Non-operating profit
Non-operating profit shall be allocated by product by the sale amount ratio.
(4) Non-operating expense
(1) Business operating interest and discount shall be allocated by ratio of "sale amount by product inventory amount by product."
(2) Equipment investment interest shall be allocated by depreciation cost ratio by product.
Chapter 7 Supplements
Clause 34 (Revision and nullification of regulation)
Revision and nullification of regulation shall be proposed and proceeded by the control group manager.
Clause 35 (Enforcement)
This regulation shall be applied from April 25, 1985.
1. This regulation shall be applied after partial revision from July 15, 1996.
2. This regulation shall be applied after partial revision from April 1, 2004.
HYDROGEN COST ALLOCATION STANDARD
Clause 1 (Hydrogen cost allocation standard)
This standard determines the criteria to allocate hydrogen cost to the work-in-process.
Clause 2 (Hydrogen allocation factor setting)
Hydrogen allocation factor setting is the hydrogen cost unit ratio factor to each product based on hydrogen unit of sorbet D standard product.
Clause 3 (Application and revision of hydrogen allocation factor)
The factor shall be set and revised as follows.
(1) New factor
(2) Change of hydrogen allocation factor
(3) Other essential reasons
Clause 4 (Allocation method)
Sum direct cost and department cost of MTG and HCP. Allocate with allocated quantity of hydrogen (work-in-process production quantity x hydrogen allocation factor).
SECONDARY ALLOCATION COST ALLOCATION STANDARD
Clause 1 (Secondary allocation cost allocation standard)
This standard determines the criteria to allocate fixed cost of non-operation time on production and plant control department cost to all products.
Clause 2 (Secondary allocation cost calculation)
(1) Secondary allocation (1) (plant control department cost)
(1) Sum production quantity from granulation packaging, crystallization packaging, powder processing packaging, mannose packaging and sub-contracted packaging to grain allocation department, and add production quantity of fraction.
(2) Sum production quantity of reduction, SIP and extract to liquid allocation department.
(3) Allocate the plant control cost to liquid allocation department and powder allocation department with 6-time quantity ratio of production quantity to liquid allocation department to production quantity to powder allocation department (including fraction).
(4) Allocate the secondary allocation (1) cost being allocated to the powder allocation department to production quantity of products of the cost unit department.
(5) Allocate the secondary allocation (1) cost being allocated to the liquid allocation department to each production quantity of work-in-process of the cost unit department.
(2) Secondary allocation (2) (non-operation cost)
(1) Sum fixed cost of non-operation time of the liquid non-operation sum department (reduction).
(2) Allocate cost in (1) to the liquid allocation department (reduction, SIP, extract) by the production quantity ratio.
(3) Sum the fixed cost of non-operation time of powder non-operation time sum department (fraction, powderization, crystallization, powder processing, and mannose).
(4) Allocate cost in (3) to production quantity ratio of product of powder allocation department (subcontracting, granulation packaging, crystallization packaging, powder processing, mannose packaging).
Clause 3 (Review duration)
Review the production quantity ratio of liquid to powder of 1 to 6 in the secondary allocation (1) annually.
日本語 から 英語: Ecocar General field: 科学 Detailed field: オートメ化&ロボット学
原書のテキスト - 日本語 ---
翻訳 - 英語 2. Core steel demanding industry
(1) Automobile: 4-wheel car export in 2007 (complete cars) was 1.29 million units ( 8% from previous year). The rising crude oil price and political instability induced recession of consumer minds; the domestic sales was downsizing (600,000 units (-8%)). Among these, export to Middle East, Australia, Latin America and other resource energy countries was in good conditions (690,000 unit ( 27%)); the production expansion was mostly export oriented. The automobile sub-group of Federation of Thai Industry (FTI) declared forecast to reach 1.43 million units ( 11%) in year 2008 due to further expansion of export as well as improvement in consumer minds from recovery of the civilian regime.
In addition to local export facility for 1-ton pickup truck, Thai government started the "Ecocar project (*)," the small size and low fuel consumption type to enhance and breed the automobile industry. It is scheduled that production capacity will be expanded in Nissan, Honda, AAT (Mazda) etc. and other existing firms. In addition, the new entry of Suzuki car was also decided. Suzuki planned production of Ecocar from year 2010 (140,000 units/year).
[Prospectus for year 2008] 1.43 unit production ( 11% from previous year); 660,000 units for domestic market ( 9%), 770,000 units for export ( 12%)
In contrast, 2-wheel car production in year 2007 (complete cars KD) was 3.33 million units (-5.9%). During recession of domestic sale of 1.54 million units (-21% of previous year), core KD export was as upswing as 1.79 million units ( 14%).
(*) Reference: Outlines of Ecocar project
-The project of small size, low fuel consuming car promoted by the Board of investment (BOI). There are incentives e.g. 17% excise tax (30% for passenger car). The standard of Ecocar is: Gasoline car with 1300cc piston size or below, or 1400cc or below for diesel car; fuel consumption is 20 km or larger per liter; annual production of 100,000 units or above (complete cars KD) etc.
- BOI accepts applications from 7 firms i.e. Honda, Nissan, Suzuki, Toyota, Mitsubishi, Tata Motor, Folk Swaken. Now Honda, Nissan and Suzuki have been approved by BOI.
(2) Electrical equipment: Local export facilities are more expanded among Japanese investment for home appliance firms. Both OA and essential home appliance production activity is active due to support of upswing export to Asian countries and Europe or America. Ricoh started to invest into Thailand to aim as avoiding the only Chinese facilities. It starts to manufacture color copying machine, laser printer etc. from September 2010. It plans to have 140,000 units/month production line in 3-5 years (= demand for surface treated steel plate 50,000 tons/year > expected demand of electric appliance industry in Thailand is about 280,000 tons/year). In addition, the new Mitsubishi Heavy Industry air-conditioner plant will be completed in May of this year (transfer from the Japanese facilities) and other situations make industrial concentration richer like the automobile industry.
(3) Container: Demand of food can is expected to expand excellently in the future e.g. pineapple or tuna cans. STP, our affiliate, and TTP, JFE affiliate, both successively plan to expand the production lines (STP: 120,000 tons/year, TTP: 36,000 tons/year ). In contrast, drink can under environment friendly model production line (TULC line) of Toyo Can is introduced to the local affiliate (Bangkok Can) to achieve in change of aluminum DI can of Singha Beer, the Thai deluxe beer, into sTULC (steel TULC) can. In addition, the local sport drink (Sponser) and Cola (Fanta , Mirinda ) etc. and other soft drinks are scheduled to change the can. Since can materials (resin laminated steel plate) will be supplied by our firm, the high grade tin steel demand for drink can will be expected to expand.
2
In contrast, the government (Ministry of Commerce) requests to suspend the application for individual price rise to TTP and STP (March 10) as a set of price reduction of drink and groceries. In the future, the supplier will have to respond more carefully (see "Attachment 1").
(4) Construction: Both public and private sector investment came into recession since startup of the caretaker government after turning down the Thaksin regime. However, change in the policy due to the new government makes us have expectation of rise in demand centered at infrastructure development e.g. train network improvement etc. However, Since it is expected that time is consumed until the concrete stage of plans, and since steel material price rises, it is expected that real effect will appear from the next year.
3. Steel industry
(1) Demand and supply: Under good export conditions of automobile and home appliance products, import demand of thin plate for manufacturing industry continued to grow stably but demand of construction materials stagnated due to recessing in construction demand.
[Reference: Production of Sahaviriya Steel, the large market share in thin plate for construction material, was as low as 1.50 million tons (1.60 million tons in 2006: production capacity 4.0 million tons)]
(2) Situation of steel material: The rising slab, billet price due to increasing crude oil price and freight price made local steel firms raise their prices.
(3) Trade issue: AD measure for hot rolled and thick steel plate (started the measure on May 27, 2003) ended in May of this year. Thai steel mills appealed to Thai government for sunset review survey startup to continue the Anti-dumping (AD) measure to 14 countries. Japanese mills are appealing the Thai government to terminate the AD measure by cooperating with the Japanese government, final users in automobile industry etc.
(4) JTEPA (Japan-Thailand Economic Partnership Agreement): It has been effective from November last year. Now, setting of non-tax import ceiling, certificate of origin and other implementation under the new framework is under follow up.
[Reference] Agreement contents related to steel products
(1) Products with immediate repeal of custom tax: Parts of hot rolled steel (acid washing, larger than 6mm thick; wide width above 1,550 mm; high carbon steel; steel plate for tin plate (tin plate, low silicon electromagnetic steel plate), parts of galvanized steel (GA material, lead plating steel plate), electromagnetic steel plate, rail, seamless steel pipe, casing for petroleum gas excavation etc.
(2) Setting of non-tax import ceiling: Targets are 3 hot rolled steel plate products (acid washing, rerolled IF steel, rerolled aluminum killed steel for automobile)
[Apparent consumption of steel (ISIT data)] Unit: 1000 tons
The new XXXX line completes operation preparation as schedule but the procedure is postponed before permission, partially due to environment lawsuit of Rayong resident groups.
If the new XXXX production line operation is delayed for a day, the Thai tin can product export will be affected for 7 million baht/day.
Therefore, we understand that a quick permission of operation under understanding and support of parties in concern is a critical issue. Your cooperation and assistance to the early operation startup will be highly appreciated.
[1] Introduction
XXXX, the tin plate (tin or chrome plating steel used as can food material) manufacturing firm that is a joint venture of Sumitomo Trading, Metal One (Mitsubishi Trading and Sojitz joint venture steel firm) and Nippon Steel etc. has planned the 2nd production line operation (investment cost 1400 million baht, annual production capacity 120,000 tons) startup on July 1. The project has completed the environment impact assessment (EIA) application and standbys for the status of "operation permission" from the Industrial Estate Authority of Thailand (IEAT, under the Ministry of Industry).
On June 19, parts of Rayong resident groups initiated a lawsuit at the Central Administration Court against the National Environment Board, Ministry of Industry, IEAT and other administration agencies totaled as 8 defendants by claiming "The 76 new and expansion projects under implementation (note: including XXXX) now in Maptaphut, the pollution monitoring region, will have potential to affect the region seriously. They should notify the Rayong administration agencies for judgment. Therefore, the plaintiffs demand the "protection order" to suspend the projects violating clause 67 of the Constitution. The plaintiffs also demand the project suspending until the final court judgment."
As a result, the final permission to 2nd production line of XXXX may neither be made now (even the demand must be met) nor operation started.
On July 17, the Central Administration Court instructed both the plaintiffs and the defendants to submit additional documents (plaintiffs: project location maps, concrete health damage evidences etc; defendants: project permission records etc.).
In addition, the following administrative movement is advertised in mass media.(All of them are environmental policies with absence of procedural laws.)
XXXXXX newspaper (excerpts)
Environmental and community protection rules are being strengthened as a condition for obtaining operating permits for a number of industries, the Industry Ministry said yesterday.
A ministry working group has identified the sectors as potentially harmful, saying they would be subject to environmental and community health protection guidelines enforced under Article 67 of the 2007 Constitution.
The article guarantees community and environmental rights protection from harmful projects, but it has never been enforced because there were no guidelines for implementation.
The definition of harmful projects includes those; tin, zinc and manganese mines; upstream and semi-finished petrochemical projects with daily capacity above 1,000 tones; and steel smelting plants with 5,000 tons or more of daily production. Also covered are coal-fuelled power plants of 100 megawatts or more, other power plants of 200 megawatts or more, and nuclear power plants.
Such projects would require approval from an independent organization that is yet to be established. Its role is to ensure community and environmental rights are protected. This requirement is on top of the regular requirements for Environmental Assessment Impact (EIA), Health Assessment Impact (HIA) and public hearings needed before operation and construction permits are granted.
Anusorn Nuangpolmark, the ministry's deputy permanent secretary, said the guidelines would be presented to economic ministers next week and then for cabinet approval.
[2] XXXX permission application records
1.EIA acquisition
On Friday, January 5, 2007, the Ministry of Industry (in charge of IEAT) and the Ministry of Natural Resource and Environment (MNRE) were requested to judge on EIA requirement. On February 7, 2009, IEAT replied "This is the production capacity enhancement of the steel industry but IEA is unnecessary since there is no furnace." However, MNRE replied on February 2, 2009 "It is the business scale expansion of steel industry to 100 tons/day or more. EIA is required." Therefore, we initiated the EIA program. In addition, we did public hearings, meetings to the residents and arranged the study tour to the plant to arrange with the EIA procedures.
As a result, we were awarded with EIA approval after 2nd review on September 19, 2007.
2.EIA contents
(1) Improvement in total exhaust gas emission volume
The plating process line has no furnace. There is fume emission of plating tanks and boiler to make steam; the emission gas after proper treatment is released out of the chimney. There is exhaust gas after treatment from the 2nd EPL but the volume by adding the actual 1st EPL exhaust gas is much below the threshold of the boiler exhaust gas emission. In addition, the gas increment is anticipated to be negligible on the overall Maptaphut regional pollution. The boiler heat source has also been changed from crude oil to natural gas in the second half of year 2005; it reduces gas emission largely. We already declared and obtained acknowledgment of both MNRE and the residents.
(2) Waste water
Similarly, the treatment volume rises with factory expansion but XXXX industrial treatment volume (except rain water) is totally treated to the purification standard of the factory waste water before draining to the Maptaphut industrial estate waste water treatment plant (GUSCO).
3.New production line operation permission application
(1) New production line operation permission application
On June 18, IEAT commanded "Under IEAT review, XXXX is judged as type 64 business (metal plating manufacture) without serious impact to the region, and its operation permission application will be accepted" and we submitted the application.
(Note) Definition of MNRE on "Factory with serious impact to the region"
Type 59 factory with iron or steel production capacity of 100 tons/day or above (calculated as furnace production capacity in tons/hours x 24 hours).Type 64 business factory is not applied here.
Iron or steel refining, casting, rolling or manufacturing factory
Ferrous or non-ferrous metal refining, casting, rolling or manufacturing factory
Metal manufacturing factory
(2) Resident group lawsuit
IEAT inspection was completed on June 23 but the resident group lawsuit on June 19 made the operation permission procedure to suspend until now.
[3] XXXX assertion
1.The XXXX new production line satisfies with the environmental impact assessment policy of the Maptaphut as approved by the National Environment Board on April 9, 2007. The total gas emission after new XXXX production line operation has also been verified in the EIA of MNRE to be within 80% of the existing threshold.
2.As XXXX has been verified by IEAT to have no "furnace that seriously affects the environment," and the emission volume is not in "the factory that seriously affects the environment." Therefore, it is not in the project category under dispute of the Central Administration Court now.
3. In case the new XXXX production line expansion is formally judged to be in this category, the total gas emission volume will be much below the national threshold. It will not actually violate the citizen right on environment to be protected by clause 67 of the year 2007 Constitution.
4. In addition, actually, EIA and the health impact assessment (HIA) through public hearings under clause 67 of the year 2007 Constitution already passed the hearing survey, the meeting to residents, plant study tour of residents and review equivalent to the public hearings in the Constitution.
5.Consequently, the new production line after expansion at XXXX will not only be in the category "the factory with serious impact to regional environment" but also meets all requirements of the Constitution. It is actually harmless to the regional environment, and we request for an immediate operation permission of the new production line.
This is to certify that special Freon (CFC type 5), other CFC, carbon tetrachloride, trichloreoethane and alternative Freon (i.e. HCFC) of the table below are not used in the final production process of the circuit board below.
Circuit board name Circuit board name Part No.
DC controller DC controller FM2-8263-000
Main-C5 board u(1G) Main-C5 board u(1G) FM3-5553-000
PDRM-EF-A units (s) PDRM-EF-A units (s) FM2-9199-000
英語 から タイ語: Non-paying kennette cristo PO Intel HP job General field: マーケティング Detailed field: IT(情報テクノロジー)
原書のテキスト - 英語 ---
翻訳 - タイ語 Kenneth Cristo Consulting ENABLING & EMPOWERING GLOBAL BUSINESS www.kennethcristo.com Trade Reg. No. U73200AP2008PTC061374 | Service Tax No. AADCB5957DSD001 Plot No. 15, Shakti Nagar Colony, RK Puram, Secunderabad – 500056, INDIA Phone & Fax: 91-40-4024-8698 November 29, 2010 From: Keerthi Chandan, Lead – Research Practice Kenneth Cristo Consulting Hyderabad, India To: Dr Soonthon Lupkitaro 729/70 Soi 101 Ladprao Rd Bangkok 10310 - Thailand
e-mail: [email protected] Phone: 66-2-731-4810 | Fax 66-2-731-4810 Partnering with KCC & PO: Surveys with IT Professionals in Thailand This is to establish that Kenneth Cristo Consulting appreciates and initiates business relationship with Dr Soonthon Lupkitaro (henceforth referred as Dr Lupkitaro) on the 29th of November 2010, and hence, Dr Lupkitaro is authorized to work on a research project needing as many surveys as possible with IT professionals of various companies in Thailand (maximum of 50) related to Intel and HP processor product and mission critical technology/ cloud computing marketing. Number or interviews needed: as many as possible, not exceeding 50, with IT professionals . Call off date: December 03 (2010) Deliverable of the project (on a day to day basis) include - Update sheet reporting respondent information, answered questionnaires and audio recordings of surveys conducted Complete details of the project with relevant material will be sent through e-mail; and any changes in project requirements will be communicated promptly. Kenneth Cristo Consulting ENABLING & EMPOWERING GLOBAL BUSINESS www.kennethcristo.com Trade Reg. No. U73200AP2008PTC061374 | Service Tax No. AADCB5957DSD001 Plot No. 15, Shakti Nagar Colony, RK Puram, Secunderabad – 500056, INDIA Phone & Fax: 91-40-4024-8698
Remuneration - US$1,500.00 for 50 surveys (Unit rate - US$30.00 per survey) KCC clears all invoices through wire-transfer, either from Citi Bank, or HSBC or Bank of Central Asia, within three weeks, with waiting period to address extended scope of work or support. KCC bears transfer charges for its partners. KCC assures that this association will continue with all effort made to strengthen and make the relationship rewarding, and expects the same from partners. Truly, Keerthi Chandan
英語 から タイ語: non-paying agency Kennette Cristo Intel HP marketing questionaire General field: マーケティング Detailed field: IT(情報テクノロジー)
原書のテキスト - 英語 QUESTIONNAIRE – MCT STUDY
Respondent Name:
Company Name:
Q1. Which of the following server providers and platforms are in use at your organization? (Multiple response)
Q2. Which of these in each category do you consider your most critical provider or platform for mission critical workloads? (One response only)
Server Vendor Processor OS
Q1 Q2 Q1 Q2 Q1 Q2
IBM Mainframe Intel Xeon Windows
IBM Other (Non- mainframe) Intel Itanium Solaris
Sun SPARC HP/UX
HP Power AIX
Dell AMD Z/OS or i/OS
Fujitsu Other (specify) Linux
NEC
Other (specify) Other (specify – SCO, Tru64, Netware, etc.)
Q3. Which applications do you consider mission critical at your organization? (Maximum of 5)
Q4. Who is your primary application vendor for each?
Q5. On which of the respective platforms do these particular applications run?
Q5. Platforms
Q3. Applications Q4. App. Vendor Server Vendor Processor OS
Section II: Mission Critical Technology Migration/Upgrade & Selection Process
Q6. Has your organization added or replaced a server provider, OS or processor within your mission-critical environment over the past three years?
Code
Yes 1
No 2
IF YES IN ABOVE QUESTION, CONTINUE ELSE SKIP TO Q9
Q7. What was the key reason for an addition/replacement?
When Applications Added/ Replaced Server Vendor Added/ Replaced OS Added/ Replaced Processor Key Reason for an addition/ a replacement Satisfaction level (1-10)
Q8. What were the five most important factors that you considered when selecting mission-critical server platforms for your organization? Please rate them in their order of priority (rate 1, 2, 3, 4 and 5) Interviewer Note: Do not read, but loosely prompt to ensure there are at least three factors provided.
Selection Factors Q8 RANK TOP FIVE IN ORDER OF THEIR PRIORITY
Technology
Integration with Existing Infrastructure
Platform Performance
Operating System
Energy Efficiency
Supplier Engagement & Capabilities
Vendor Direct Engagement
SI Capability of Suppliers
Maintenance and Support of Vendor
Existing Relationship with Vendor
Server PoC
Longevity & Roadmap of Supplier
Applications
Application Performance
Application Availability
External Influencers
Customer References
3rd Party Consultant Recommendation
3rd Party Research Vendor Whitepapers/Reports
External Media Sources
Financial Considerations
Purchase Price
TCO
Organizational Factors
Availability of Internal Skills to Support the Platform
Support for this Platform Internally
Q9. What factors prevent your organization from reviewing its mission critical platforms? (Multiple)
Q9
We are satisfied with what we currently have/it works 1
We see no reason for change 2
We have made considerable investments in our existing platforms 3
We have strong ties with the providers of our platforms 4
Good track record and history with these platforms 5
The skills of our people are aligned to our platforms 6
A strong internal advocate for our existing platforms 7
Other (specify) 8
Q10. Which platform/ vendor will you consider for your future mission-critical requirements? And why?
INTERVIEWER NOTE: FOR PROCESSOR - PROBE TO COLLECT NAME OF THE PROCESSOR THAN ONLY VENDOR NAME
Mission Critical Platform/ Vendor Why?
Server
OS
Processor (IN CASE OF INTEL, PLEASE ASK THE PROCESSOR NAME – XEON, Itanium)
Q11. How familiar is your organization with the differences between Xeon and Itanium processors? 1 to 10 (1=not at all; 10=very)
Rating 1 to 10
IF RATING IS 7 AND ABOVE CONTINUE ELSE SKIP TO Q13
Q12. Based on your understanding, please explain the key difference between Xeon and Itanium processors?
In case of NO ANSWER/ DKCS, PLEASE ASK: Would you like to re-rate your response in Q25; MAKE NECESSARY CHANGES IN Q25 and SKIP TO 31 ELSE CONTINUE
Q13. Do you have any suggestions or recommendations for Intel to make additional advances in the mission critical computing market for companies such as yours?
MUST ASK:
Q14. Thank you very much for your time and expertise. We may have an invitation only event on mission critical computing in your country in the coming six months, and also on Cloud computing. Would you be interested in attending this event?
Q15. Would you be willing to be contacted by Intel or HP share their perspectives and expertise on the latest breakthroughs in mission critical computing?
Code
Yes 1
No 2
Thank respondent
翻訳 - タイ語 แบบสอบถาม – งานศึกษา MCT
Q1. ต่อไปนี้ มีการใช้ผู้ให้บริการเซิร์ฟเวอร์และแพลตฟอร์มใดในองค์กรของคุณ? (ตอบได้หลายรายการ)
ผู้ให้บริการเซิร์ฟเวอร์ โปรเซสเซอร์ ระบบปฏิบัติการ
Q1 Q1 Q1
IBM Mainframe Intel Xeon Windows
IBM Other (Non- mainframe) Intel Itanium Solaris
Sun SPARC HP/UX
HP Power AIX
Dell AMD Z/OS or i/ระบบปฏิบัติการ
Fujitsu Other (specify) Linux
NEC
อื่นๆ (โปรดระบุ) อื่นๆ (โปรดระบุ – SCO, Tru64, Netware, เป็นต้น)
ผู้ให้บริการเซิร์ฟเวอร์ โปรเซสเซอร์ ระบบปฏิบัติการ
Q2 Q2 Q2
IBM Mainframe Intel Xeon Windows
IBM Other (Non- mainframe) Intel Itanium Solaris
Sun SPARC HP/UX
HP Power AIX
Dell AMD Z/OS or i/ระบบปฏิบัติการ
Fujitsu Other (specify) Linux
NEC
อื่นๆ (โปรดระบุ) อื่นๆ (โปรดระบุ – SCO, Tru64, Netware, เป็นต้น)
Diversity
The Company is committed to ensuring that individuals are
treated with fairness and respect, regardless of race, color, religion, creed, national origin, ancestry, disability, sex, age or other protected characteristics as defined by U.S. Federal or local laws.
Harassment
Harassment in the workplace is behavior that is unwelcome
and offensive to specific individuals or groups. We do not tolerate actions, comments, inappropriate physical contact, sexual advances or any other conduct that
is intimidating or otherwise offensive or hostile.
Quality
Meeting customer contractual requirements with
a focus on quality, excellence and continuous improvement is of primary importance in *****’s business. We view our Suppliers as an extension of our own processes and expect the same high quality.
Protection of Physical Assets and
Proprietary Information
*****’s assets – both physical and intellectual – are highly
valuable and are used to advance the Company’s business purposes and goals. All Suppliers are expected to prevent waste, loss, damage, misuse, theft, misappropriation or infringement of *****’s assets.
Information acquired with respect to *****’s business should be kept confidential, unless and until ***** consents to its disclosure, or unless such knowledge and information becomes generally available to the public through no fault of the applicable parties.
Integrity of Records and Accounting
Procedures
Records must be complete and accurate in all material
respects. You must not hide, fail to record or make false entries in any book or record. All financial books and records must conform to generally accepted accounting principles and legal requirements.
Where can you go for Answers?
***** is proud to maintain a strong ethics culture, and we expect our Suppliers, employees and business associates
to provide feedback, including views, questions and concerns, regarding the standards outlined in this brochure.
Please contact us at ethics@*****.com, or call the ***** Integrity Line toll-free at
the numbers noted below. The Integrity Line is available 24 hours a day and is managed by an independent third party. All callers have the option to remain anonymous.
+1 888-475-0003
(United States and Canada)
Calling from Other Countries
For a complete list of *****’s international Integrity Line numbers go to
http://www.*****.com/about/Pages/Ethics-Guidance.aspx
Anonymous Web Reporting EU Countries: www.BWEUIntegrityline.com Non-EU Countries: www.BWIntegrityline.com
*****’s ethical standards are integral to the success of our Company and the strength of our reputation. By following the guidelines in this brochure and in the ***** Code of Business Conduct, and its Anti- Corruption/Anti-Bribery Compliance Manual, the Company’s business partnerships with all Suppliers will be enhanced and strengthened. Your adherence and cooperation are expected and appreciated.
www.BWIntegrityline.com
(for confidential reporting)
www.BWEUIntegrityline.com
(for EU countries–confidential reporting)
At ***** & *****,
our employees, as well as our suppliers, subcontractors, consultants and other third party intermediaries (each referred to as “Suppliers”) play a critical role in *****’s core business as it works to provide high-quality, competitive solutions in a global economy. These business standards apply to all Suppliers that provide direct and indirect materials and services to *****,
when doing business with or on behalf of *****.
***** maintains a business culture that is of the highest integrity. We expect our employees and Suppliers to exercise professional, cooperative and objective behavior in business relationships, and avoid impropriety or even the appearance of impropriety, in all business interactions.
While Suppliers should have and abide by their own business standards, this brochure encompasses *****’s Anti-Corruption/ Anit-Bribery Compliance Manual and summarizes the ***** Code of Business Conduct, which establishes our expectation of how all business with, for and by ***** is to be conducted. Violations of these standards by any employee or Supplier
will not be tolerated.
Corruption and Anti-Bribery Direct or indirect offers, payments or authorization of payments of any value cannot be made for purposes of:
• Influencing judgment or conduct of
any individual or company
• Ensuring a desired outcome or action of any individual or company
• Obtaining a benefit we are not legally entitled to receive
• Winning, retaining business from, or otherwise influencing any government official, political party, political candidate or official.
Gifts & Entertainment
***** purchases products and services on the basis of quality,
price and reliability. In turn, customers are expected to obtain products and services from ***** on the same basis.
Strong relationships with our Suppliers are vital to our work;
however, giving and receiving gifts or entertainment can
potentially affect the independence of our judgment and that of our customers, and may create the appearance of favoritism. For these reasons, ***** employees and the Company’s business associates
must not receive, solicit, offer or give inappropriate gifts or entertainment that may influence, or be perceived to influence, the recipient’s integrity or independence.
***** operates in many countries with unique local traditions, and in many cultures, gifts and entertainment are integral to good business practice. In these cases, giving or receiving gifts or entertainment that relates to *****’s legitimate business is permissible only if the reason for the gift or entertainment is appropriate and within *****’s set gift policy.
While promotional logo items are generally acceptable, cash, gift cards or other cash equivalents are always unacceptable. Good judgment and high ethical standards are prerequisite to all business dealings.
Conflicts of Interest
Conflicts of interest can arise in many circumstances, with
the most common concern being personal or financial interests. All potential conflicts of interest should be disclosed to *****
and documented. For the sake of practicality, ***** does not distinguish between a perceived conflict of interest and an actual conflict of interest. Action should be taken to ensure all potential conflicts do not progress into perceived or actual conflicts
of interest.
Fair Business Competition
Fair Competition laws forbid agreements or activities that restrain
trade or limit competition. ***** is committed to fair competition in compliance with international laws, the laws of the U.S. (antitrust) and the laws of the country in which we are dealing.
***** employees and Suppliers representing ***** are expected to comply with all applicable laws and regulations regarding
fair competition.
Trade Compliance
The laws of many of the countries
in which ***** conducts business restrict the export of some commercial and specialized goods and technologies. Compliance with the letter and
spirit of all applicable import and export controls and trade compliance laws is mandatory. This includes screening end use, end users’ customers and countries against export blacklists; screening orders against diversion risks; and ensuring ***** does not cooperate with
or agree to illegal boycott language.
Environmental, Health & Safety
We aim to provide a safe, secure and healthy workplace
where employees and Suppliers can finish each day incident- and injury-free, while ensuring no harm to the environment during operations or projects. ***** expects all employees
and Suppliers to follow the Company’s Environmental, Health
& Safety policies and procedures. ***** is also committed
to ensuring that the workplace is free from the use of illegal drugs, the misuse of legal drugs and the abuse of alcohol.
Organizational Culture
***** also believes in the importance of a strong
organizational culture throughout its operations. ***** is dedicated to having a culture where employees at all levels of the organization feel comfortable speaking up if they have a question, or raising an issue so it can be addressed, especially with regard to safety and creating a safety
conscious work environment. It’s a culture where individuals are treated with respect, where there is a high degree of trust, and where problems are addressed in an appropriate and timely manner.
Corporate Social Responsibility
We encourage all ***** Suppliers to share our respect for
promoting corporate social responsibility. ***** is dedicated to being a good corporate citizen. We have a commitment
to contribute to the economic, environmental, and social sustainability of the communities in which we
live and work.
タイ語 から 英語: AIDS and HIV research at Non-paying agency: Miriam West -- Silver Wings Translations at 42 Cumberland Street, Toronto, ON M5R 3V1, Canada General field: 医療 Detailed field: 医療: 健康管理
原書のテキスト - タイ語 หลักการและเหตุผล
1 ใน 3 ของการติดเชื้อเอชไอวีในประเทศไทยในปัจจุบันนี้ ยังคงเกิดจากการมีเพศสัมพันธ์ที่ไม่ป้องกันระหว่างผู้ที่ไม่มีและผู้ที่มีเชื้อเอชไอวี โดยที่ทั้งสองฝ่ายอาจจะทราบหรือไม่ทราบสถานะการติดเชื้อของตนเองหรือของคู่ ขณะนี้ประเทศไทยมีประชากรที่อยู่ร่วมกับเอชไอวีจำนวนมากกว่าสี่แสนคน แต่สิ่งที่ทำให้คนทำงานพัฒนาสุขภาวะผู้หญิงในประเทศไทยมีความกังวลใจยิ่งกว่านั้น คือ เกือบครึ่งหนึ่งหรือร้อยละ 42 ของประชากรที่มีชีวิตอยู่กับเอชไอวีเป็นผู้หญิง โดยพบว่าผู้หญิงไทยมีอัตราการติดเชื้อสูงที่สุดในทวีปเอเชีย ในปี 2552 มีผู้หญิงอายุระหว่าง 15-29 ปี เสียชีวิตด้วยสาเหตุที่เกี่ยวข้องกับเอดส์สูงถึงร้อยละ 23.5 ส่วนผู้หญิงอายุระหว่าง 30-59 ปี เสียชีวิตด้วยเอดส์ร้อยละ 9.2ทำให้เอดส์และเอชไอวีเป็นสาเหตุการตายอันดับหนึ่งของผู้หญิงไทยที่อยู่ในวัยแรงงานในช่วงนั้น ปัจจุบันสถานการณ์อาจดีขึ้นแต่ก็เพียงเล็กน้อย
ผู้หญิงอยู่ในสถานการณ์เปราะบางต่อการติดเชื้อเอชไอวีที่แตกต่างไปจากผู้ชาย และวัฒนธรรมที่หล่อหลอมความเป็นหญิงทำให้ผู้หญิงได้รับผลกระทบหลังการติดเชื้อเอชไอวีที่รุนแรงกว่าผู้ชายที่ติดเชื้อเอชไอวีในหลายแง่มุมตัวอย่างเช่น ผู้หญิงอยู่กับเอชไอวีต้องแบกรับการตีตราหรือการเลือกปฏิบัติที่ทับซ้อนกับอคติเรื่องเพศมากกว่า ผู้หญิงต้องแบกรับภาระการดูแลสมาชิกในครอบครัวที่ผู้ติดเชื้อเอชไอวีในฐานะ แม่ ภรรยา น้องสาว และลูกสาว มากกว่าผู้ชายที่ติดเชื้อ เพราะว่าผู้หญิงไทยยังถูกคาดหวังตามวัฒนธรรมให้ทำบทบาทในฐานะผู้ดูแลมากกว่าคาดหวังผู้ชายให้ทำบทบาทนี้ นอกจากนั้น ผู้หญิงที่มีชีวิตอยู่กับเอชไอวีมักต้องแบกรับภาระด้านเศรษฐกิจของครอบครัว เนื่องจากสามีที่ติดเชื้อเอชไอวีมักเจ็บป่วยและเสียชีวิตก่อนผู้หญิง โดยรวมแล้วกล่าวได้ว่าสาเหตุสำคัญที่สุดที่ทำให้ผู้หญิงเผชิญกับปัญหาเอดส์แตกต่างจากผู้ชาย มีที่มาจากวัฒนธรรมเพศภาวะและเพศวิถีที่ดำรงอยู่ในสังคมสังคมไทย ซึ่งส่งผลให้ผู้หญิงขาดอำนาจต่อรองในการป้องกันตัวเองก่อนติดเชื้อต้องเผชิญกับอคติของสังคม การตีตรา การเลือกปฏิบัติ และมีความด้อยโอกาสในหลายด้าน
นอกจากนั้น ผู้กำหนดนโยบายด้านเอดส์และที่โครงการที่เกี่ยวข้องกับเอดส์ มักมองผู้หญิงแบบเหมารวม ขาดความเข้าใจว่าผู้หญิงในสังคมไทยไม่ได้เป็นกลุ่มก้อนเดียวกัน แต่ประกอบด้วยกลุ่มเฉพาะที่มีอัตลักษณ์และประสบการณ์หลากหลาย การมีเงื่อนไขตลอดจนประสบการณ์ชีวิตที่แตกต่างกันของผู้หญิงในแต่ละกลุ่มอัตลักษณ์ ส่งผลต่อระดับของความเปราะบางและศักยภาพในการเผชิญสถานการณ์ปัญหาเอชไอวีและเอดส์แตกต่างกันไปเช่นกัน ปัจจัยเพศสภาพและบริบทชีวิตที่แตกต่างกัน ทำให้ผู้หญิงแต่ละกลุ่มอัตลักษณ์ต้องเผชิญผลกระทบจากเอดส์ไม่เหมือนกัน ทำให้การทำงานเพื่อผลักดันนโยบาย แผนงาน ตลอดจนโครงการด้านเอชไอวีและเอดส์ขาดมุมมองเรื่องเพศภาวะและเพศวิถีที่คมชัดตลอดจนไม่มีความแหลมคมในประเด็นความละเอียดอ่อนต่อความหลากหลายของผู้หญิงทั้งนี้เป็นเพราะว่าสังคมยังขาดองค์ความรู้ที่เพียงพอเกี่ยวกับเรื่องนี้
มักพบว่ากลุ่มผู้หญิงที่อยู่ในภาวะเปราะบางต่อการติดเชื้อและการได้รับผลกระทบจากเอชไอวีและเอดส์ผู้หญิงกลุ่มหลายกลุ่ม เช่น ผู้หญิงที่ใช้ยาเสพติด พนักงานบริการหญิง ผู้หญิงแม่บ้าน ผู้หญิงชาติพันธุ์ แรงงานหญิงข้ามชาติ ผู้หญิงพิการ กลุ่มเยาวชนหญิง และผู้หญิงสูงอายุยิ่งมีความเปราะบาง และได้รับผลกระทบจากเอชไอวี/เอดส์ในลักษณะที่ซับซ้อนมากยิ่งขึ้น ด้วยสถานะของความเป็นชายขอบที่มาทับซ้อนกับปัญเอดส์และเอชไอวี และที่ผ่านมาสังคมไทยยังไม่มีวิธีการจัดการปัญหาเอดส์ที่จะเกิดประโยชน์ต่อผู้หญิงกลุ่มเหล่านี้โดยตรง จะเห็นว่านโยบาย แผนงาน ตลอดจนโครงการเกี่ยวกับเอชไอวีและเอดส์ส่วนใหญ่ มุ่งทำงานกับกลุ่มผู้หญิงบางกลุ่มเท่านั้น เพียงเพื่อลดการติดเชื้อรายใหม่ในกลุ่มประชากรทั่วไป เช่น การทำงานกับพนักงานบริการ และการทำงานกับผู้หญิงตั้งครรภ์ นโยบายและโครงการเหล่านั้นจึงไม่ละเอียดอ่อนต่อสถานการณ์ชีวิตที่มีความจำเพาะของผู้หญิงที่มีความเปราะบางหลาย ๆ กลุ่ม
นโยบายและแผนงานที่ต้องการแก้ไขปัญหาเอดส์และผลกระทบที่เกิดขึ้นจากเอดส์ที่ผ่านมา ยังไม่ตอบสนองและสอดคล้องกับสถานการณ์เปราะบางของผู้หญิงอย่างแท้จริง ผู้หญิงถูกมองในฐานะกลุ่มเป้าหมายของการทำงานด้านเอดส์ภายใต้แนวคิดระบาดวิทยาเท่านั้น คือ เป็นกลุ่มเป้าหมายที่จะต้องเฝ้าระวังเพื่อป้องกันการติดเชื้อรายใหม่ ภายใต้แนวคิดแบบนี้ผู้หญิงมักถูกมองแค่เป็น “ตัวแพร่เชื้อเอชไอวี” ดังนั้น นโยบายทุกด้านไม่ว่าจะเป็นด้านสาธารณสุข สวัสดิการสังคม เศรษฐกิจ และการคุ้มครองสิทธิมนุษยชน ควรให้ความสำคัญกับการทำงานด้านเอดส์กับผู้หญิง ที่ไม่ได้มองผู้หญิงเป็นแค่แหล่งแพร่เชื้อเอชไอวี
เพื่อทราบถึงสถานการณ์ด้านองค์ความรู้ นโยบาย แผนงาน และโครงการที่ผ่ามมาว่าได้คำนึงถึงมิติผู้หญิงและมิติความหลากหลายของผู้หญิงหรือไม่และอย่างไร จึงมีความจำเป็นต้องทำการศึกษาเพื่อทบทวนงานวิจัย นโยบาย แผนงาน และโครงการเกี่ยวกับเอชไอวี/เอดส์ในระดับชาติและระดับพื้นที่อย่างรอบด้านทั้งในอดีตและปัจจุบันทั้งในด้านการจัดบริการสุขภาพการเสริมพลังและศักยภาพด้านเศรษฐกิจ การเข้าถึงสวัสดิการสังคมและความมั่นคงทางสังคม ตลอดจนมิติการละเมิดสิทธิมนุษยชนที่เข้าข่ายการถูกกระทำความรุนแรงในระดับโครงสร้าง เช่น การกำหนดนโยบาย กฎ ระเบียบ และกฎหมาย ที่ส่งผลด้านลบต่อผู้หญิงที่อยู่กับเอชไอวี รวมทั้งการถูกทำความรุนแรงในระดับปัจเจกบุคคล เช่น การดูถูกเหยียดหยามการเลือกปฏิบัติ การตีตรา การทำร้ายร่างกาย ทั้งนี้เพื่อวิเคราะห์ให้เห็นช่องว่างการดำเนินงานที่ผ่านมา ซึ่งผลการวิเคราะห์จะทำให้ได้ชุดข้อมูลและชุดความรู้เชิงประจักษ์ ซึ่งมีน้ำหนักเพียงพอที่จะนำไปใช้ผลักดันและรณงค์ให้มีนโยบาย แผนงาน และการดำเนินงานด้านเอชไอวี/เอดส์กับผู้หญิงโดยเฉพาะ มีความชัดเจน ปฏิบัติได้จริงอย่างเป็นรูปธรรม และเกิดประโยชน์กับผู้หญิงโดยตรงในอนาคต
วัตถุประสงค์
1. ทบทวนและวิเคราะห์ช่องว่างขององค์ความรู้ในงานวิจัยที่เกี่ยวข้องในประเด็นผู้หญิงกับเอชไอวี/เอดส์ ในประเทศไทยตั้งแต่อดีต คือ หลังจากมีแผนเอดส์ชาติ ฉบับที่ 1 จนถึงปัจจุบัน (พ.ศ. 2535 ถึง ปัจจุบัน) Review of existing research on gender and HIV/AIDS (looking at gaps on women's issues in HIV/AIDS plan and interventions)
2. ทบทวนและวิเคราะห์ช่องว่างของนโยบาย แผนงาน และโครงการที่เกี่ยวข้องกับผู้หญิง และเอชไอวี/เอดส์ ในมิติสุขภาพ เศรษฐกิจ ความมั่นคงทางสังคม การละเมิดสิทธิมนุษยชน เช่น การถูกเลือกปฏิบัติ การตีตรา ความรุนแรงต่อผู้หญิง ของประเทศไทย ในช่วงเวลาตั้งแต่เริ่มมีแผนป้องกันและแก้ไขปัญหาเอดส์ ฉบับที่ 1 จนถึงนโยบาย แผน และการดำเนินงานที่เป็นปัจจุบัน (Review of policy, plans and existing programs-- health, social security, social, economic, etc, discrimination stigmatization, violation of rights, VAW (starting from HIV/AIDS Plan I in Thailand)
3. ค้นหาและวิเคราะห์การทำงานของหน่วยงาน องค์กร ทั้งภาครัฐ องค์กรพัฒนาเอกชน และภาคประชาสังคม ที่ทำงานเกี่ยวข้องกับงานด้านผู้หญิง และเอชไอวี/เอดส์ในประเทศไทย ตลอดจนการดำเนินงานขององค์กร เหล่านี้ ตั้งแต่อดีตจนถึงปัจจุบัน โดยการจัดกลุ่มสนทนา และ การสัมภาษณ์เชิงลึกตัวแทนหน่วยงานภาครัฐ และภาคเอกชน (Mapping of organizations working on HIV/AIDS in Thailand -- interviews and FGDs (state and non-state actors)
วิธีการศึกษา
เพื่อตอบวัตถุประสงค์ที่ 1
1. สืบค้นและจัดทำรายชื่องานวิจัยที่เกี่ยวข้องในประเด็นผู้หญิงกับเอดส์ในประเทศไทย ตั้งแต่ช่วงหลังจากมีแผนเอดส์ชาติ ฉบับที่ 1 จนถึงปัจจุบัน
เพื่อตอบวัตถุประสงค์ที่ 2
1.รวบรวมเอกสารนโยบาย แผนงาน โครงการด้านเอชไอวี/เอดส์ ในมิติสุขภาพเศรษฐกิจ ความมั่นคงทางสังคม และการละเมิดสิทธิมนุษยชน (เช่น การถูกเลือกปฏิบัติ การตีตรา ความรุนแรงต่อผู้หญิง) ตั้งแต่มีแผนป้องกันและควบคุมโรคเอดส์แห่งชาติ ฉบับที่ 1 (พ.ศ. 2535-2539) จนถึงการดำเนินงานในปัจจุบัน และทำการทบทวนและวิเคราะห์ให้เห็นช่องว่าง
2.สัมภาษณ์เชิงลึกและสนทนากลุ่มผู้มีส่วนกำหนดนโยบาย แผนด้านเอชไอวี/เอดส์ระดับชาติ และผู้นำนโยบายไปปฏิบัติในระดับโครงการ (จำนวน 10 คน)
3. จัดสนทนากลุ่มพูดคุยและสอบถามอย่างไม่เป็นทางการจากเครือข่ายที่ทำงานด้านเอชไอวี/เอดส์ เพื่อค้นหาองค์กรและหน่วยงานที่ทำงานด้านผู้หญิงกับเอชไอวี/ เอดส์ ในประเทศไทย และจัดทำรายชื่อขององค์กร/หน่วยงานเหล่านั้น
4. เก็บข้อมูลแบบมีส่วนร่วมด้วยวิธีจัดสนทนากลุ่มในเวทีประชุมระดับภาคเพื่อพัฒนาความเข้มแข็งของเครือข่ายผู้หญิงอยู่ร่วมกับเอชไอวี 3 ภาค
เพื่อตอบวัตถุปสงค์ข้อที่ 3
1. เก็บข้อมูลด้วยวิธีการสัมภาษณ์เชิงลึกกับผู้นำหรือตัวแทนจากองค์กรต่าง ๆ ทั้งภาครัฐและเอกชนใน 5 ภาค เพื่อศึกษาเนื้อหาและวิธีการดำเนินงานขององค์กรและหน่วยงาน ที่ทำงานด้านผู้หญิงกับเอชไอวี/เอดส์ในประเทศไทย ในมิติด้านการป้องกัน การดูแลรักษา การบรรเทาผลกระทบที่เกิดขึ้นกับผู้หญิงที่อยู่ร่วมกับเอชไอวี/เอดส์ และการคุ้มครองสิทธิของผู้ที่อยู่ร่วมกับเอชไอวี
2.4 Research about access to social welfare and social protection
-การเข้าถึงกองทุนประกอบอาชีพ
-การเข้าถึงเงินสงเคราะห์
4. Research about access to social welfare and social protection
-การเข้าถึงกองทุนประกอบอาชีพ
-การเข้าถึงเงินสงเคราะห์
4. About access to social welfare and social protection
-การเข้าถึงกองทุนประกอบอาชีพ
-การเข้าถึงเงินสงเคราะห์
翻訳 - 英語 Principle and Rationale
One-third of the number of HIV infections in the country of Thailand now still arise from the sexual intercourse that are between people who do not have HIV, with those who have HIV. The both parties may be aware of, or do not know their HIV status, or of the partner. Thailand has the population who now live with HIV more than four hundred thousand. But what makes the staffs who develop the well-being of women workers in Thailand more worried is that, Nearly half of the population, or 42 per cent living with HIV are women. It is found that Thai women have the highest infection rate in Asia. In the year 2009, women aged 15-29 years died from AIDS-related causes as high as 23.5 percent while women aged between 30-59 years have 9.2 percent of AIDS deaths, to make AIDS and HIV as the top causes of death of women in such workforce age ranks of Thailand. The current situation may have been improved, but only slightly.
Women are in fragile situations per HIV infection differently from men. The cultural assimilation of making women affected women after HIV infection more seriously than men with HIV infection in several aspects, for example, women living with HIV must bear the stigmatization or discrimination that overlaps with sexual prejudice more than men. Women have to bear a heavier burden of caring for family members who caught HIV as mothers, wives, sisters, and daughters than HIV infected men The reason is that, women are also expected, according to the Thai culture, for making the role as the caretaker rather than to expect men to play this role. Moreover, women living with HIV often have to bear the burden of the family economics because of their HIV infected husbands who are often sick and died before women. Overall, the most important reason can be said that the most critical cause to make a girl dealing with the problem of HIV/AIDS differently from men comes from the way that culture of gender and gender way of life exists in the society of Thailand. Women are lack of bargaining power for own defense before the infection, and they are faced with prejudice of the society, stigmatization, gender discrimination and are disadvantaged in many aspects.
Furthermore, decision-makers of AIDS policies and programs related to AIDS often view the stereotype view of women. They lack of understanding that women as an entire group in Thailand is not unified but the group consists of unique identities and various experience. The different conditions as well as life experiences of women in each group identity affect the level of fragility and potential in the face of HIV and AIDS situation to vary as well. Factor of gender and the different life contexts make women of each group identity not to face the consequences of AIDS similarly. The work to push the policies, plans as well as projects on HIV and AIDS to lack of clear perspectives about status of gender and way of gender. Moreover, there is no sharp crisp on issues sensitive to the diversity of the women because the society lacks adequate knowledge about these issues.
It is found that women are also vulnerable to infection and affected by HIV and AIDS. Numerous women groups such as drug addicting women, prostitute women, housewife maids, ethnic women, hired immigrated labor women, disabled women, group of young women, and older women are especially vulnerable and affected by HIV/AIDS in a more complex manner. The marginal status of women overlaps with the problem of AIDS and HIV. The past Thai society has no way to tackle the problem of AIDS to benefit the women of these groups directly. It is seen that majority of policies, plans as well as projects on HIV and AIDS focus working with specific women groups just to reduce new HIV infections in the general population, such as working with prostitute women and working with pregnant women. Therefore, those policies and programs are not sensitive to the life of the specificity of women who are vulnerable in many groups.
Policies and programs around the problem and impact of HIV and AIDS arising from the past still do not respond and comply with the vulnerability situations of women truly. Women are seen as targets of the response to AIDS under the theme for epidemiological purposes only. Namely, they are the groups being aimed to be monitored to prevent new infections. Under this concept, the women are often treated as just "The HIV infection carriers." Then, all the policy aspects e.g. public health, social welfare, economy, and protection of human rights should give priority to working with AIDS on women that does not realize women as the mere source of infection with HIV.
This is to learn about the situation in knowledge, policies, plans, and the past projects whether they take into account of the dimensions and proportions of variety of women and how. Therefore, it is necessary to conduct a study to review researches, policies, plans, and projects on HIV/AIDS at the national and local levels in the past and the present, in terms of health service management, empowerment and economic potential, access to social welfare and social stability as well as violations of the human rights in the scope of the structural level violence due to being treated. The study items are such as policy making, rules, regulations, and laws with the resulting negative effects to women with HIV as well as being individually and violent treated such as disdain, discrimination, stigmatization, physical assault in order to analyze the past operational gaps. The analysis results will be the data set and empirical knowledge, which are critical enough to be used to push and motivate to adopt policies, plans, and implementation of HIV/AIDS programs, especially for women to be clear, concretely practical, and to have direct benefits to women in the future.
Objectives
1. To review and analyze the gaps of knowledge in research related to issues of women with HIV /AIDS in Thailand from the past, namely, after the National AIDS Plan I until now (1992 until today) (Review of existing research on gender and HIV/AIDS: looking at gaps on women's issues in HIV/AIDS plan and interventions )
2. To review and analyze gaps of the policies, plans, and projects involving women and HIV/AIDS on dimensions of health, economy, social security, human rights violations such as discrimination, stigmatization, and violence against women of Thailand in the period from start of Plan I for prevention and solution to AIDS until the current policies, plans and operations (Review of policy, plans and existing programs-- health, social security, social, economic, etc, discrimination stigmatization, violation of rights, VAW (starting from HIV/AIDS Plan I in Thailand).
3. To search and analyze the work of agencies and organizations of public sectors, nongovernmental organizations and civil society working associated with the feminine side and HIV/AIDS in Thailand as well as the operations of these organizations from past to present by organizing discussion groups and in depth interviews with representatives of the public sectors and the private sectors (Mapping of organizations working on HIV / AIDS in Thailand - interviews and FGDs (state and non-state actors).
Research methodology
To answer objective 1:
1. Search for and prepare lists of the researches about related issues of women with AIDS in Thailand since the application of the National AIDS Plan I until today.
To answer objective 2:
1. Compile documents of policies, plans, project for HIV/AIDS on dimension of health, economy, social security, and violations of human rights (e.g. discrimination, stigmatization, violence against women) since Plan I for prevention and control of AIDS (1992-1996) until the current operations, and review and analyze the gaps.
2. Interview and open group chats with stakeholders of policies, national plans on HIV/AIDS and leaders of policy implementation at the project levels (10 persons).
3. Organize group dialog and informal discussion through networking in the field of HIV/AIDS to find organizations working on women with HIV/AIDS in Thailand and to prepare lists of those organizations.
4. Collect participation-based data with the method of group discussion in the stage of regional meetings to develop strong network of women living with HIV in 3 regions.
To answer objective 3:
1. Collect data with in depth interviews with leaders or representatives from different organizations, both public and private sectors in 5 regions to study the content and method of operation of the organizations and agencies working on women with HIV/AIDS in Thailand regarding dimensions of protection, healing, mitigation to women who live with HIV/AIDS and protection of rights of those who live with HIV/AIDS.
2.4 Research about access to social welfare and social protection
- Access to occupation fund
- Access to allowance
4. Research about access to social welfare and social protection
- Access to occupation fund
- Access to allowance
4. About access to social welfare and social protection
- Access to occupation fund
- Access to allowance
英語 から タイ語: New phrase General field: ビジネス/金融 Detailed field: 金融(一般)
原書のテキスト - 英語 evaluate the desirability of entering into a business relationship and, if such a business relationship is entered into, to facilitate such a relationship.
英語 から タイ語: IT for mechanical engineering General field: 技術/工学 Detailed field: 工学(一般)
原書のテキスト - 英語 Sample 1. Mechanical (221 Words)
1.1.4 Fault-tolerant SIMATIC
Two designs of SIMATIC S7 fault-tolerant automation systems are available for applications with high fault tolerance demands for machines and processes: software redundancy and S7-400H/FH.
Software redundancy
Using SIMATIC S7-300/400 standard components, you can establish a software-based redundant system with a master station controlling the process and a standby station assuming control in the event of the master failing.
Fault tolerance through software redundancy is suitable for slow processes because transfer to the standby station can require several seconds depending on the configuration of the programmable controllers. The process signals are “frozen” during this time. The standby station then continues operation with the data last valid in the master station.
Redundancy of the input/output modules is implemented with distributed I/O (ET200M with IM 153-3 interface module for redundant PROFIBUS DP). The optional “Software Redundancy” software is available for configuring.
Fault-tolerant SIMATIC S7-400H
The SIMATIC S7-400H is a fault-tolerant programmable controller with redundant configuration comprising two central racks, each with an H CPU and a synchronization module for data comparison via fiber optic cable. Both controllers operate in “hot standby” mode; in the event of a fault, the intact controller assumes operation alone via automatic bumpless transfer. The UR2-H mounting rack with two times nine slots makes it possible to establish a fault-tolerant system in a single mounting rack.
Sample 2. IT (126 Words)
Data Migration Planning Issues
When planning the migration, some other items may be useful to know.
♦ Migrating Policies and Inheritance
Inheritance works differently in 4.1 and 5.1, and because of the differences, group inheritance is lost during the migration. For each group, the location, policies, and settings are migrated into 5.1 and applied locally at the location level. After migration, changes must be made to each group and location individually.
♦ Migrating Logs
Not all logs are migrated, only Agent logs. You can migrate Agent logs separate from migrating the rest of the system data.
♦ Planning for Management Server Failover
If you have multiple 4.1 Management Servers installed for failover, you should install comparable numbers of 5.1 Policy Managers before beginning the Agent migration.
英語 から タイ語: Hotel website General field: マーケティング Detailed field: 観光&旅行
原書のテキスト - 英語 Hotel Room Photos
Hotel Room Photos is used to incorporate photos of the hotel or photos of the rooms which will appear on the (company) website. To add a photo, select Upload Photos Choose File, then select the photo or folder you want to upload. If a photo will be used as a photo description of the hotel, select Category Hotel and if you want to use it as the main default photo, click Set As Main then Upload.
If a photo will be used as a photo description of the room, select Category Room, then select a room type by selecting Room Type select room type, and if you want to use it as the main room default photo, then click Set As Main then Upload.
翻訳 - タイ語 ภาพถ่ายห้องพัก
ภาพถ่ายห้องพักจะใช้ในการรวมภาพถ่ายของโรงแรมหรือภาพถ่ายของห้องพักที่จะปรากฏในเว็บไซต์ (ของบริษัท) ในการเพิ่มภาพ ให้เลือก Upload Photos คลิก Choose File แล้วเลือกภาพหรือโฟลเดอร์ที่คุณต้องการอัปโหลด หากภาพที่จะนำมาใช้เป็นคำอธิบายภาพของโรงแรม กรุณาเลือกประเภทโรงแรม และถ้าคุณต้องการที่จะใช้เป็นภาพหลักเริ่มต้น คลิก Set As Main แล้วคลิก Upload
หากภาพที่จะนำมาใช้เป็นคำอธิบายภาพของห้องพัก ให้เลือก Category Room จากนั้นเลือกประเภทของห้องพักโดยการเลือก Room Type เพื่อเลือกประเภทของห้องพัก และถ้าคุณต้องการที่จะใช้เป็นภาพค่าเริ่มต้นหลักของห้อง คลิก Set As Main แล้วคลิก Upload
タイ語 から 英語: Construction process General field: 技術/工学 Detailed field: 建設/土木工学
翻訳 - 英語 Gloss over a hundred pieces Repair
2-3 times more adhesive plaster
Every time a plaster
Leave to dry
When skin is always plastered
And higher surface gypsum slightly.
So polished and painted
原書のテキスト - 英語 Bayer Procurement Competencies
Conducts Compliance Management
Description
Understanding the Bayer compliance requirements for Procurement and driving compliance with all internal and external relevant policies, such as codes of conduct, practices, regulations, etc., within their area of responsibility.
Developing
Aware of key Procurement policies and procedures relating to areas such as sustainability, ethical sourcing and corporate social responsibility.
Able to apply them in the work they carry out and can relate to their impact on their own role.
Might need guidance in more complex situations.
Capable
Demonstrates wide knowledge of key Procurement and business policies relating to their own area of responsibility.
Able to advise and support others in their application.
Provides input to policy changes and development.
Strong
Demonstrates deep knowledge of key Procurement and business policies beyond own area of responsibility.
Understands how the different policies fit together to drive strategic priorities for Bayer.
Influences the evolution of policies considering changes of the external environment and the impact on the broader business context.
Context
The term compliance was first used in the medical field to denote the willingness of patients to follow their doctors’ instructions.
The term was introduced in the U.S. financial sector at the end of the 1980s to describe a system that requires a company’s employees to adhere strictly to existing laws and regulations, especially those concerning money laundering, corruption and insider trading.
Today, corporate compliance refers to the complete set of measures aimed at ensuring legal compliance on the part of companies, their management and supervisory bodies and their employees.
Compliance in a Procurement context includes compliance to Procurement policies, procedures, practices and codes of conduct, etc and is often driven by industry regulations or the need to adopt corporate best practice.
Compliance is very much in the DNA of Bayer as an organization and within its people.
There is a very strong commitment to compliance at Bayer due to the very high standards set by the organization.
Bayer’s mission is “Science For A Better Life”.
This is the promise Bayer gives to its stakeholders but it can only succeed if people trust Bayer.
The Bayer Group’s Management Regulations serve as its internal "code of law" and form a binding framework for all employees to ensure that they fulfil their promise.
Bayer’s LIFE values, its constitution, and the Procurement Directive (2067) are valid for all employees.
Within Bayer, there is an established Integrated Compliance Management framework (ICM) that is Bayer’s organizational, systematic and preventive approach to ensure a structured compliance management.
The heart of the ICM methodology includes four key pillars:
1.
Compliance Regulations
These are central documents providing guidance for appropriately addressing the compliance areas laid out in Bayer’s Corporate Compliance Policy.
Each compliance area is addressed in one central package following a structure, which first describes a general part (applicable to everyone at Bayer) and a sub-group part that provides tailor-made regulations if required per individual sub-group.
These individual packages need to be assessed individually as to their relevance for the actual risk landscape in the country to define so-called "local risk cases".
2.
Functional Processes
These processes ensure that Compliance Regulations will be actively embedded into the business and functional operations on a global basis.
They are to be understood as best practices and leave flexibility as to how a country organization wishes to localize the Compliance Regulations.
These best practices have been developed "bottom-up" and reflect past experiences, including former audit findings we would like to remediate going forward.
3.
Compliance Monitoring
Efficient monitoring enables the business to check its adherence to Compliance requirements itself before a case of non-compliance occurs and might turn into an audit finding.
4.
Compliance Training
Targeted trainings for business colleagues ensure that an organization is on top of compliance related developments.
Some Possible Causes of Lower Skill
Causes help explain why a person may have trouble with Conducts Compliance Management.
When seeking to increase skill, it’s helpful to consider how these might play out in certain situations.
Remember that all of these can be addressed if you are motivated to do so.
Not sure why compliance is important.
Does not understand why trust and integrity are part of compliance.
Does not see where Compliance impacts own role in Procurement.
Not aware of Procurement Regulations
Believing that Compliance inhibits innovation.
Policies are for guidance only.
Not understanding the importance of Corporate Social Responsibility in Compliance.
Not understanding how ethical sourcing policy fits into Compliance.
Tips to Develop Conducts Compliance Management
Not sure why Compliance is important for you at Bayer?
Compliance is at the heart of what Bayer does and needs to be embraced.
Bayer’s CEO, Dr Marijn Dekkers, issued a letter to all employees stating that “Compliance is a crucial success factor for Bayer”.
He said that Compliance is crucial to business success.
Bayer’s innovative products and solutions are designed to improve peoples’ lifes.
However, this can only be done if people trust Bayer and that depends on the safety of its products, its production facilities, its suppliers and its adherence to laws, regulations and policies i.e. Corporate Compliance.
Bayer’s customers expect Bayer to behave ethically and with integrity.
Hence compliance is something Bayer cannot compromise as it helps translate its mission into good business results.
So Compliance is a business enabler and all employees need to embrace it as a positive force for good.
Each employee has to take responsibility for compliant behavior in their role to ensure success.
Doesn’t understand why trust and integrity are part of Compliance.
Read Bayer’s LIFE values.
In keeping with Bayer’s LIFE values, the actions of every Bayer employee should be governed by integrity.
Colleagues, investors, competitors and the public expect Bayer to show integrity, fairness and reliability in everything it does.
That is how to build trust and ensure Bayer’s success is sustainable.
Compliance is an integral part of the LIFE values.
All Bayer employees must obey applicable laws and company rules.
Corporate compliance is thus a code of behavior that is relevant for every Bayer employee.
It applies at all levels, in all parts of the Bayer Group and in all countries – because any employee's behavior can affect Bayer’s reputation.
Compliance doesn’t impact on your role in Procurement?
Need to understand the potential implications if Compliance is not followed enthusiastically.
The Procurement function is derived from Bayer’s LIFE values and by executing them it safeguards the reputation and minimizes cash-out to suppliers:
Leadership - The Leadership of Procurement results in sustainable processes characterized by Integrity and Flexibility in combination with Effectiveness and Efficiency.
Integrity - Effective ICS with specific Compliance checks where needed, transparency of spend monitoring and continuous improvement processes increase process governance.
Flexibility - Flexible, but harmonized and standardized processes, Sourcing Categories with specialists for all kind of demands offers flexibility without losing market knowledge.
Efficiency - Efficient and secure Source-to-Pay process ensures Security of Supply as well as optimization of Total Cost of Ownership (TCO).
As an interface between the supplier and internal demand owner/ requisitioner, Procurement has the responsibility to ensure compliant, sustainable, efficient, and effective processes.
Not aware of the Bayer Procurement Regulations?
Please read them as this is an essential part of the legal framework at Bayer.
Employees are expected to familiarize themselves with the laws and in-house rules that apply to them by maintaining a regular dialogue with their supervisors, undergoing training and communicating with the responsible compliance officers.
This lays the foundation for conducting business responsibly and observing applicable law.
It can never be in the Bayer Group’s interests for an employee to act in breach of a law or company rule, because any compliance violation ultimately harms the company.
In view of the possible consequences, any advantage that an employee purports to have gained in a specific situation can never – not even economically – benefit the company as a whole.
There are three key areas to understand:
Basics to procure efficiently and compliantly
Procurement must strive to maximize its value contribution by managing the TCO and improving the Working Capital position - do not act without meeting the demands of internal business partners and suppliers.
Conduct business activities in a professional, honest and ethically correct manner, adhere to laws and regulations - do not accept illegal benefits or gifts.
Support Sustainable Development - do not ignore the values of Bayer’s Sustainability Program.
Be familiar with the company-specific Internal Control System (ICS) – do not act in a way that results in financial losses or errors in the financial statements.
Proactively and continuously monitor processes and spend - do not execute the Procurement activity without controlling processes and spend.
Value creation and value protection to increase effectiveness and be compliant
Ensure that suppliers are treated fairly and have equal opportunities, while ensuring that they generate and drive competition– do not allow any negotiations to result in unfair treatment of suppliers.
Ensure effective Supplier Management - do not ignore identifying, assessing, and monitoring potential and existing risks within the supplier basis or supply market.
Adhere to the defined order thresholds of the Procurement entity - do not award to a supplier if the minimum number of offers was not obtained and no authorization for Sole/ Single Sourcing was given.
Monopolistic supply situations should be avoided or minimized.
Execute systematic and efficient Contract Management for the purpose of maximizing financial and operational performance and minimizing risk - do not miss regularly monitoring contract terms.
Adhere to the documentation requirements - do not execute the Procurement activity without proper documentation such as country-specific requirements, local legal and tax requirements.
Value delivery to increase efficiency and be compliant
Ensure that every procurement transaction is based on a Purchase Order (PO) out of the ERP system - do not order without placing a Purchase Order (PO).
POs ensure tracking of deliveries, obligations, invoices and they facilitate the payment process.
Ensure that the requisitioner and the buyer are not the same - do not ignore the Segregation of Duties principle that is a central instrument of control to enhance the security of internal processes.
Inform suppliers about the Invoice Requirements - do not accept suppliers refusing to adhere to the Invoice Requirements.
Define Order Channels to optimize the entire process chain starting from the Purchase Requisition to the final payment - do not use Order Channels that do not offer the ability to effectively control the costs and the ability to automate the process.
Adhere to the documentation requirements - do not execute the Procurement activity without appropriate documentation.
Doesn’t Compliance inhibit innovation?
Understand how Compliance can drive entrepreneurial activity and business success.
The most successful companies base their business models on integrity and so Bayer aims to succeed in the competitive arena by being innovative, quality-driven, reliable and fair.
If business can only be secured by means of unlawful or unethical conduct, then Bayer will not even consider it.
Bayer explicitly requires its employees’ adherence to this principle.
Bayer is constantly in the public eye and by systematically implementing our Corporate Compliance Policy we show the media, our investors, competitors, regulators and our business partners that compliance is an integral part of our corporate culture.
By taking Compliance into account from the start in all business decisions then Bayer will be successful.
Regulatory compliance doesn’t affect you?
Develop your awareness of the regulations that govern your business and your suppliers’ business.
Regulatory Compliance Management is the need to comply with established guidelines, specifications and legislation within the industry and country you are operating in. It is about maintaining specific standards and adhering to regulatory guidelines and requirements.
There are several layers to regulatory compliance.
First, analyzing, understanding and complying with existing and new regulations, policies, laws and guidelines.
Second, analyzing and evaluating existing policies, procedures and internal controls to ensure compliance with regulatory requirements.
Third, adhering to regular regulatory audits, providing transparent data management, logbooks and protocols (Protection, Encryption, Retention, Reporting).
Each member of the Procurement team must be aware of the regulatory compliance relating to the category area they are responsible for.
Policies are there for guidance only?
Be aware of all relevant policies that impact on your role in Procurement.
Implementing and working with Procurement policy in an appropriate manner should minimize business risks.
Procurement policies are principles, rules and guidelines formulated and adopted to reach the goals of the business.
They are designed to influence and determine all major Procurement decisions and actions.
Procedures are the specific methods employed to express policies in action in day-to-day operations of the organization.
Create policies that are “fit for purpose” and procedures that are clear, succinct, factual, easily implemented & easy to comply with.
Establish a means of measuring & tracking policy compliance.
Communicate policies & procedures in a user friendly way
Do you have to know about Corporate Social Responsibility (CSR)?
Learn more about CSR.
Corporate Social Responsibility (CSR) is a key area for compliance for most organizations and is the ability to positively influence how you and your suppliers impact on the environment and society in general.
CSR is how organizations manage their business processes to produce an overall positive impact on society.
In a supply chain context this is the ability to influence good corporate citizenship with suppliers.
It means not only that suppliers obey the law and be ethical, but that they also develop plans and actions that improve their overall impact on the environment and the welfare of people.
There are many features including developing CSR goals and objectives, creating CSR internal policies and procedures, communicating CSR policies with suppliers, publicizing successes in CSR area and managing supplier compliance to CSR policies.
Specific tools to improve CSR would be CSR Code of Conduct, business integrity guidelines, supplier questionnaires and audits plus supplier training and awareness programs to educate suppliers to be better corporate citizens.
Is ethical sourcing important for you?
Find out what Ethical Sourcing is all about.
Ethical Sourcing is the ability to evaluate sourcing options from an ethical perspective and implement solutions that achieve the organization’s ethical standards.
It is about identifying, analyzing and categorizing ethical issues that arise through the sourcing of goods, materials and services.
It covers issues such as compliance with local and national laws & regulations, labor compensation, hours of labor, forced or prison labor, underage labor, discrimination, equal employee opportunities, freedom of association, employee health and safety and environmental protection.
Best practices include understanding local and global laws, establishing clear ethical standards for the organization, identifying potential countries and suppliers at risk, assessing and auditing suppliers against agreed ethical policies and implementing actions to address the ethical issues that arise.
Bayer is a company with global operations and its employees are exposed to a wide variety of norms and ethical principles, some of which may initially be unfamiliar to them.
What at first sight appears to be a purely local matter may also be subject to the laws of a foreign jurisdiction.
The Corporate Compliance Policy serves as a compass in such situations.
It is essential that employees become familiar with the respective local laws and seek advice in case of doubt.
This applies especially if third parties may be placed at an unreasonable disadvantage, the company itself may be harmed, a high risk is involved or the legal position is unclear.
Job Assignments
Propose changes to global Procurement policy that will be embraced by the organization.
Read the Bayer Group Procurement Directive 2067 and check your understanding with your line manager.
Spend some time with the Bayer Compliance team to understand their work and how it interfaces with Procurement.
Represent your Procurement area on a cross functional Compliance team.
Consider how to ensure your key suppliers are complying with Bayer’s codes of conduct.
Visit one of your suppliers to see how they comply with Bayer’s requirements.
Learning Resources
Bayer Academy Trainings:
Interview Questions
Describe a situation where your integrity was compromised by a supplier and what did you do to resolve the situation?
Tell me about a situation where your adherence to Compliance caused you a problem with a stakeholder and how did you deal with the stakeholder.
Provide an example of where you were involved in designing, developing or implementing a Procurement policy?
How did you address the change management aspects of the implementation?
Provide an example of where your compliance to policy, regulation or guidelines proved successful and why?
翻訳 - タイ語 Bayer Procurement Competencies
Demonstrates Category Expertise
Description
Creating insightful and relevant strategies based on internal business requirements, external supply market knowledge and category criticality for Bayer’s business success.
Developing
Basic knowledge of markets, categories and products with ability to apply standard sourcing processes in search of best value.
Carries out relevant internal and external market research.
Understands basic business requirements and is able to define a simple prioritized list of category opportunities.
Capable
Deep knowledge of specific markets and how they operate, with the ability to develop mid-term category strategies.
Understands industry cost structures and pricing mechanisms.
Understands where product or service sits in the supply chain and uses this to create sourcing strategies to meet the business requirements.
Credible internally.
Strong
Integrates extensive knowledge of markets, business strategy and specialist expertise across a range of categories, products & services.
Defines robust long-term category strategies that exploit market conditions.
Actively seeks to develop markets.
Able to work across categories to spot business opportunities and deliver maximized value.
Recognized internally and externally as a source of market expertise.
Context
Understanding your category, the supply market, and how the category fits into the final product or service your organization is supplying, is one of the fundamental building blocks for any Procurement professional.
With a strong level of category expertise, Procurement is much more able to make informed commercial decisions.
It will also help to demonstrate real credibility with their internal stakeholders.
Category expertise is something that Procurement can certainly bring to the table.
Some Possible Causes of Lower Skill
Causes help explain why a person may have trouble with Demonstrates Category Expertise.
When seeking to increase skill, it’s helpful to consider how these might play out in certain situations.
Remember that all of these can be addressed if you are motivated to do so.
Does not know how to create a spend profile for the category.
Does not understand business requirements.
Does not understand the supply market.
Does not understand supplier motivations and needs.
Does not understand the category of products or services being purchased.
Struggles to understand industry and supplier cost models.
Does not understand relevance of total cost of ownership.
Lacks motivation to develop category expertise.
Does not know how to develop category knowledge.
Does not seek out opportunities to develop category expertise e.g. Does not see value in attending external supplier conferences or trade fairs
Lacks broader business awareness.
Unable to use category expertise to exploit supply market opportunities
Spends too much time on internally focused issues by staying in his/her office rather than being with stakeholders and suppliers
Tips to Develop Demonstrates Category Expertise
Does not know how to create a spend profile for the category?
Build a spend profile for your category or sub-category.
Probably the first thing to do with a category is to develop a spend profile.
The purpose is to develop a segmented profile of spend, volume, specification, price history and contracts.
This will help you to gain insight into the sub-category dynamics and its potential for change.
A spreadsheet is usually the best way to capture and analyze the spend profile data.
If this is part of a category or sourcing project then it is advisable to divide the tasks between the team members to reduce individual workloads and to maintain everyone’s involvement in the project.
Think carefully about how the information will be presented.
Use a variety of different charts such as pie charts, bar charts, graphs, and tables.
There may also be a requirement to interrogate supplier costs in detail and reconcile accounts payable summary data with unit prices and volumes from invoices.
Create a category spend tree that shows the different sub-categories and potentially sub sub-categories.
Spend, volumes and price data can be gathered from accounts payable, contracts, POs, key stakeholders, budget holders, suppliers and invoices.
The data gathered should also provide information on the business units and supplier involved.
This allows the data to be eventually manipulated in three dimensions – what is being bought?
By whom?
From which suppliers?
This dataset is known as a spend tree or spend cube.
In addition, to assessing what you have bought in the past, it is also important to forecast what you will buy in the future.
Spend forecasting is required to establish the primary drivers of demand, to create a future demand profile of the sub-category and thereby to identify opportunities to reduce costs through challenging, substituting and removing demand.
This is also where you should ask stakeholders for help and support in developing an understanding of future forecast requirements.
They should know more about it than you as they are the primary user or specifier.
Make sure you agree the forecasting process with the team and ensure that all assumptions have been clearly stated at the outset.
This avoids confusion later on when forecasts are challenged.
Validate the forecast information with your key stakeholders before going public.
Business buy-in to the forecast numbers is needed prior to issuing any form of competitive enquiry document.
Does not understand business requirements of internal stakeholders?
Meet with stakeholders to discuss their needs and priorities.
Business requirements are a foundation stone for successful sourcing and supplier management.
The capture and analysis of the specific requirements of stakeholders provides a clear basis to ensure that the supplier deliverables are fully aligned with the needs of the business.
Business requirements are best gathered through face-to-face interviews or workshops with relevant stakeholders so that topics can be explored and underlying causes of the business requirements can be identified.
It is also a key opportunity to challenge the requirements and look at re-specifying and removing cost.
The information should be summarized and prioritized using a standard framework.
Business requirements must be sub-category specific, concise and measurable as they will be used throughout the sourcing process.
It is important to validate business requirements with the stakeholders to confirm that you have understood their needs and this will help to ensure buy-in.
Does not understand the supply market?
Broaden knowledge of your supply market.
Supply market analysis provides insights and knowledge about how the supply market operates, including the dynamics and drivers.
Information is gathered from a variety of sources including colleagues, suppliers, trade bodies and publications, industry experts, conferences, news sources and RFIs (request for information).
The insights gathered from this supply market analysis can then be used to determine future category and sourcing strategies for the business.
Supply market profiles that include market segmentation, key suppliers and market share, geographic capacity and coverage can be used to demonstrate the added value that Procurement can provide.
It is also helpful to use techniques such as Porters Five Forces and PEST analysis to examine the supply market data using insightful Procurement models.
Providing current supply market insights to stakeholders across the business will help them to develop future business strategies and product development plans based on real time information.
Being recognized as an industry and supply market expert is another way to prove the value of Procurement.
Does not understand supplier motivations and needs?
Go visit your suppliers.
Understanding your suppliers is vital for Procurement to deliver value from them.
Thorough supplier research provides a deep understanding of the current and potential suppliers, ensuring they are fully qualified and capable to supply the required goods and services.
It should include both an analysis of the financial status of the supplier, together with research into the supplier’s facilities, strategies, products and services, technologies and key customers.
Visit your suppliers more regularly to get underneath the skin of their business and understand their motivations, needs, capabilities and interest in working with you.
Use an RFI to gather detailed information from new suppliers.
Pre-qualify supplier capabilities against identified business needs.
Analyze the financial stability of a supplier through a detailed assessment of the key financial ratios, including a comparison with other suppliers in the same market.
Try to create an environment for suppliers to openly share their business strategies, plans and performance that allow a full understanding of the potential fit between the supplier and your business.
Does not understand the category of products or services being purchased?
Investigate the category requirements.
Category expertise is developed through detailed analysis and understanding of a specific category of spend and the products/services of the organization.
This involves knowledge of the technologies involved, the specifications and alternatives, as well as a deep understanding of the total costs of supply.
Spend time with your internal technical stakeholders such as Research & Development, Engineering and Operations to better understand the products and services that you buy and how they are used in the end product you sell.
Suppliers are also an excellent source of information.
Doesn’t understand supplier costs?
Consider using cost modelling techniques.
Cost Modelling of components, products and services provides detailed insights into the key cost drivers that allows for meaningful and challenging supplier negotiations.
It requires a detailed knowledge of the materials, labor and overhead that make up the costs, as well as an assessment of the profit margin for the supplier.
Cost Modelling is a technique that can be used in calculating the Total Cost of Ownership that assesses the total cost of owning a product or service from its inception to its disposal by taking into account the often neglected internal costs.
Other techniques include analyzing basic cost indices, using activity based costing, purchase price cost analysis (PPCA) plus supplier factory visits to carry out simple time & motion studies.
External benchmarking can also be used to compare internal costs and supplier costs with other organizations, normally of a similar size and geographic coverage.
It identifies where costs are higher than the market and how costs can be managed more effectively.
It ranges from simple evaluation of supplier costs against each other to full business wide benchmarking across all aspects of the organization.
Doesn’t understand relevance of total cost of ownership (TCO)?
Seek help and advice on TCO models & techniques.
Total Cost of Ownership takes into consideration all the costs associated with acquiring, possessing, maintaining and disposing of a component, product or service.
It is also known as Total Cost Management, Total Cost of Operation, Total Cost of Acquisition and Whole Life Cost.
There are many different ways of calculating the total cost of ownership, with the common ones being Activity Based Costing (ABC) and Life Cycle Cost Analysis.
Taking into account all the hidden costs such as purchase order and invoice administration, warehousing, inventory, insurance, depreciation, warranty and disposal provides a more specific idea of the total costs involved in buying a product or service.
Why not ask a colleague who understand TCO to explain how it works and show you some examples.
Alternatively you could speak with someone in the Finance group who is familiar with the techniques.
Lacks motivation to develop category expertise and does not know how to develop category knowledge?
Be more curious.
Information gathering is the ability to define, collect and interpret information from many different sources.
Information seeking is driven by a desire to know more about things, people or issues.
It implies going beyond the questions that are routine or required in the job.
It may include “digging” or pressing for exact information such as deep dive analysis of supplier invoices to properly understanding the prices being charged.
You need to have an idea about where to find and how to extract the data you need.
Involve relevant other parties in the analysis to provide different perspectives, outline patterns in data, identify weak spots & gaps and summarize data into meaningful segments.
Lack of business awareness?
Develop broader business approach.
Procurement professionals do need to develop greater business awareness so they understand the business implications of their Procurement decisions on the category, product and the organization’s brands.
It is about evaluating the business impact of an initiative delivered at a category or supplier level, and communicating the impact in ways that people around the business understand, using their language rather than procurement/technical terms and jargon.
Job Assignments
Carry out some targeted supply market research using a well-designed RFI and well-structured templates to gather the responses.
Plan a supplier visit to one of your key suppliers with a well-structured agenda to gather key pieces of information that will support your objectives.
Attend a relevant supplier or trade conference covering your category area to broaden your understanding of the industry, its suppliers and products or services.
Consider joining a relevant trade association for your category and leverage the knowledge you acquire.
Spend time with your internal stakeholders to understand how they specify the products & services you buy for them.
Being clear about your business requirements is the foundation for your category strategy.
Learning Resources
Interview Questions
How and when do you engage with your internal stakeholders to understand their requirements?
How and when do you engage with the supply market?
As a Category Manager, what type of information is critical for you to know?
How do you build category expertise in case you are assigned to an unknown category?
How do you carry out supply market research for your category?
How do you know when you have a received a good price from a supplier?
What are they key components of an excellent category strategy.
Please share an example of one you are particularly proud of and why.
原書のテキスト - 英語 Bayer Procurement Competencies
Drives Stakeholder Engagement
Please note that this competence could be applied by other functions within Bayer such as HR, IT etc.
Description
Acting and being acknowledged as a trusted partner.
Anticipating and balancing the needs of multiple stakeholders whilst taking joint strategic decisions as one team.
Developing
Understands who and what a stakeholder is for the relevant working area, project or assignment.
Knows and applies stakeholder segmentation methodologies.
Initiates a dialogue to understand the stakeholder interest, expectation and any potential issues.
Maintains an interaction with stakeholders.
Capable
Actively builds relationships with key stakeholders beyond the own area of responsibility or the task at hand.
Establishes interpersonal relationships and has a solid understanding of their current and future challenges, needs and motivations.
Effectively manages conflicting demands and interests of multiple stakeholder groups.
Challenges stakeholders in a credible way with solid criteria.
Strong
Consistently takes a proactive approach to shape and influence stakeholder’s expectations and to drive the value proposition.
Maintains high quality interactions with a broad stakeholder network.
Defines and aligns joint initiatives and objectives to support their business competitiveness.
Effectively brings together different stakeholders and aligns their interests to generate wider value.
Proactively challenges stakeholders in a way that they re-consider their views and ways of doing things.
Context
A stakeholder has a legitimate claim, or a “stake.”
Stakeholders affect or are affected by the actions of an individual or the organization.
They may be internal to the organization or external, decision makers or decision approvers, information providers or information seekers.
They may be actively involved or on the sidelines.
They may have different priorities—sometimes complementary, sometimes conflicting.
That’s what makes balancing stakeholder needs so important.
Getting anything of value done today isn’t a go-it-alone proposition.
Stakeholders are critical to the success of any strategy, initiative, or project.
They may be the team in charge of executing your vision; or the person who pulls the approval strings; or your business partner.
They could be the customer, the supplier, investors, or the board.
Stakeholders can be advocates for you or just as easily be blockers.
Effectively engaging stakeholders can mean the difference between a project flying or crashing.
Engaging stakeholders is a juggling act.
You need to know who to engage with and when; who to inform and to what degree; who has something you need to be successful and what they expect in return.
Influencing them in order to drive your purpose and recognizing that balancing often means you won’t please every stakeholder every time.
Some Possible Causes of Lower Skill
Causes help explain why a person may have trouble with Drives Stakeholder Engagement.
When seeking to increase skill, it’s helpful to consider how these might play out in certain situations.
Remember that all of these can be addressed if you are motivated to do so.
Poor communicator
Poor influencer
Lacks courage or confidence to challenge others
Ineffective networker
Not attuned to others’ needs
Weak at building relationships
Not strategic
Narrow perspective
Uncomfortable with complexity
Wants to please everyone
Avoids conflict
Tips to Develop Drives Stakeholder Engagement
Don’t know where to start?
Identify and map your stakeholders.
Engaging stakeholders effectively starts with knowing who they are.
Often your stakeholder group will extend further than you think.
Start by considering everyone who could be impacted by what you’re working on.
Better to start big and narrow it down than overlook people.
Who should be your business partners?
Who should buy-in to your value proposition?
Who is impacted by the change your strategy or project will bring?
Who will support it?
Who will fight it?
Who has influence and power over what you’re doing?
Who has an interest in whether the project succeeds or fails?
Who has something to contribute— whether this be information, time or resources?
Get familiar and apply the methodology of stakeholder segmentation.
Get others to help you identify stakeholders.
Involve your sponsor, a trusted advisor, or someone in the know.
Who do they see as your stakeholders?
Scan internally and consider the less obvious functions.
Then, look outside the organization to groups who may also have a stake:
customers, suppliers, industry organizations, regulators, governmental bodies, academic institutes, industry partners, community groups and analysts.
Make your list, then critique it.
Who have you missed?
Who’s on it that shouldn’t be?
Leave it.
Go back to it.
Update it.
Keep at it until you’re satisfied.
Not sure who you’re dealing with?
Get to know your stakeholders.
It’s one thing to determine who your stakeholders are, but how much do you actually know about them?
To manage and engage them you have to know what makes them tick.
Analyze your stakeholder group.
Get to know them.
Understand them.
Complete a stakeholder analysis to structure your thinking and ensure you cover everything.
Here’s a start:
What’s their connection to your value proposition or to your project?
What are their priorities and business challenges?
What motivates them?
What insights from you could be valuable for them?
What’s their current view of the situation?
How are they likely to feel about the intended outcome of what you’re working on?
Who else might influence their opinions?
What information do you want from them?
What’s strategically important to them?
What’s their vision for their part of the organization?
Where is their thinking in terms of changes taking place in the organization?
What history do they have that could be significant to the future?
Test yourself.
If you can’t answer the questions, then do some research.
Ask people who know them.
Ask the stakeholders themselves.
Look into their background and experience.
Think about how your work and value proposition links to their role.
Build a clear picture that will form the foundation of your interaction with them.
Stuck at the starting gate?
Engage key stakeholders early.
Getting an idea off the ground can be a tricky business.
Sometimes you need all the help you can get to start things moving.
So make use of some of your most powerful stakeholders.
Those who know the organization well.
Those who can influence decisions.
Get them on board right from the beginning by asking them to help you define and shape the thinking.
Call on their experience to ensure you plan things in the right way.
Tap into their knowledge.
Ask for their guidance on potential pitfalls.
Use their positional power to get heard.
Involving them from the beginning can mean you’re more likely to have their support going forward.
People generally have a higher level of interest in both progress and outcomes when they’ve been involved from the start.
Not engaged yourself?
Get committed.
It’s hard to drive engagement if you don’t believe on the value proposition, change or project.
If you’re lacking commitment, it shows in your face.
It affects your pace, your demeanor, even the way you communicate.
So get your own house in order.
What’s turning you off?
Turn it back on.
Lost interest?
Figure out what will excite you again and get involved.
Something niggling away at you?
Confront it.
Bring it out into the open and get it resolved.
Frustrated?
Talk to the person who can make a difference in the situation.
Find your commitment again and the benefits for you.
Only consider the upsides?
Think worst-case scenario.
Think what could go wrong.
Anticipate the obstacles before they appear.
Part of preparing for things to go right with stakeholders is to think through what could go wrong.
What’s the worst possible scenario when it comes to engaging and balancing your stakeholders?
Sponsors who don’t buy into the benefits of your value proposition?
Team members who have no idea what’s expected of them to execute on the plan?
Peers caught off guard by how much time they must invest in your pet project?
Power players who feel excluded from the decision-making process?
Think about all that could go wrong, and then plan to get it right.
Struggling with juggling?
Prioritize.
Stakeholder groups can become very large, which will have an impact on your success.
You can’t hope to give everyone the same level of attention, nor should you.
You need to determine where to channel your energy and define the type of interaction you should have with each individual or group.
Create an Influence/Support grid—a 4X4 with “High to Low” axes describing the level of influence, or power, each stakeholder has, including their degree of current support.
Classify each of your stakeholders.
Use their position on the grid to determine how to interact with each of them.
High Power/Low Support are the stakeholders you must manage most closely.
Fully engage them and make the greatest effort to meet their needs.
If you can’t, explain why to them.
High Power/High Support—keep them engaged, but don’t bore them with too much detail.
Low Power/Low support—keep them adequately informed, but don’t expend too much energy on them.
Low Power/High Support - monitor them, but dedicate minimum effort.
Apply this or other segmentation methodologies to prioritize.
Keep in mind that influence and interest can change due to a number of factors: role change, resource reallocation, other projects in the works, change in strategic direction.
Keep alert to these changes and assess the effect they may have on your stakeholders.
Unsure how to involve stakeholders?
Differentiate involvement.
Involving everyone fully can become difficult and slow down decision making.
How actively involved should each of your stakeholders be?
How do you decide how to balance involvement and engagement with just keeping them informed?
Will they be on the periphery—on the outside looking in?
Or will they be pivotal—at the hub of the action?
It depends on a number of factors:
The stakeholder’s role and level of authority, the degree to which your results or the project depend on them, their attitude toward your value proposition or project.
Supportive?
They can be a great influence on others.
Negative?
On the one hand, they can derail, but on the other, you may want them where you can keep an eye on them—“Keep your friends close and your enemies closer.”
Consider these factors in your stakeholder analysis and categorize each individual or group’s involvement:
Essential—their engagement could make the difference between success and failure.
Not involving them could cause issues with support.
Optional—you can get there without their active engagement, but their involvement will make things quicker, easier, and more effective.
Non-essential—others could contribute on their behalf.
Make your assessment.
Monitor progress.
Adjust as needed.
Lack position power?
Be an influencer.
Influencing skills, understanding, and trading are the currencies to engage others.
Don’t just ask for things.
Find some common ground where you can provide help.
What do the stakeholders you’re contacting need?
What do they value most?
Do you really know how they see the issue?
Is it even important to them?
How does what you’re working on affect them?
If it affects them negatively, can you trade something, appeal to the common good, figure out some way to minimize the work (volunteering staff help, for example)?
Try to connect your messages to what is important to the other person or their area of the organization.
People are more likely to buy into something, even if it doesn’t help them, if they can see the broader organizational benefit.
Dealing with differing support?
Manage collaborations.
Your stakeholder group is a great resource.
Leverage the power by creating good connections and encouraging productive interactions.
Make use of the differing viewpoints within the group.
Assess people’s attitudes and understand their points of view.
Who will gain?
Winners are likely to be positive.
Who will lose?
Those who are disadvantaged are more likely to be a challenge.
Consider who has something that could be helpful to other stakeholders.
Who has information?
Facts and figures?
Background details not readily available?
Historical data?
Establishing where people fall will help you decide who should communicate with whom and who to group together in meetings concerning the project.
Try to avoid negative people having too much contact with each other.
Mix your positive people with your negative people.
Connect your dissenters with those who can help them see the benefits of the project.
If someone has had a bad past experience that’s tainting their view of the way forward, encourage their interaction with people who are open-minded and have a fresh outlook.
Connect them with people who see the benefits and are not constrained by the past.
If someone can’t see the advantages of change, have them spend time with people who thrive on the new and different.
Managing collaborations will help foster project success.
Out of sight, out of mind?
Engage stakeholders near and far.
It’s easier to focus on stakeholders you come into contact with more frequently.
For example, the people who attend the same meetings as you.
But it’s likely you have stakeholders at different locations.
These may be the stakeholders who need more engagement but could end up getting far less because of proximity.
Beware of the distance trap.
Draw up a communications plan and stick to it.
Alert them to news that’s relevant to the project and impacts them.
Give them as much opportunity as possible to have direct contact with other stakeholders and visit them at their own location.
Unhappy stakeholders?
Listen to what matters to them.
Don’t confuse being a stakeholder with being a supporter.
Supporters emerge when they can see clear benefits from your proposition or the project’s success.
Economic gain.
Status improvement.
An easier way to operate.
Stakeholders can be non-supporters or resisters too.
The strategy, once executed, will mean more work, loss of relationships, less security and departure from something they know and are comfortable with.
Understanding resisters’ points of view is essential if you are to balance their concerns with the reality of what needs to happen.
Chances are you won’t be able to give them everything they want, but you can show that you empathize and recognize what’s important to them.
Make a point of understanding their concerns.
Find out why they feel as they do. Understand the history that’s driving their view of the future.
Have they been here before?
Have they had a bad experience with something similar?
Are they threatened by potential outcomes?
What are they missing that could help them see the benefits of your direction?
If they’re going to lose out, how can you cushion that blow?
They may never be your greatest advocate, but you can help them accept your views.
Making the wrong impression?
Pay attention to your personal style.
Many times, negative personal styles get in the way of effective relationships.
People who leave positive impressions get more things done with others than those who leave cold, insensitive, or impersonal negative impressions.
Collaboration is easier when people are positive about each other.
Convey warmth.
Ask questions.
Listen.
Show your concern.
Use humor.
Offer your help.
Be a person whom others want to be around.
Still not sure how you are perceived?
Ask for feedback about your personal style.
From multiple sources (boss, peers, colleagues).
Use various methods.
In person.
Via a 360 survey.
Listen.
Make a plan.
Show them that you can handle criticism and that you are willing to work on the issues they see as important.
Laid back?
Step into the fray.
Tend to shy away from challenging situations?
Avoid courageous conversations?
Why?
What’s getting in your way?
Are you afraid of exposing yourself?
Ask yourself—what’s the downside of delivering a message you think is right and will eventually help the organization but may cause someone short-term negative reactions?
What if you were the target person or group?
Even though you might disagree, would you appreciate it if someone brought the data to your attention in time for you to do things differently with minimal damage?
Follow your convictions.
Follow due process.
Step up to the challenge and be responsible.
People will think better of you in the long-term.
Conflicting viewpoints?
Focus on strategy.
Different stakeholders often have conflicting priorities and your challenge is to manage those.
One person’s loss can be another person’s gain.
Start with empathy.
Understand each point of view and recognize why their views are important to them.
A rule of thumb in dealing with conflicting viewpoints is to try to find some common ground.
In the case of your stakeholders, this may be difficult.
Each likely has a solid rationale to back up their view.
You need to be seen as objective and not playing favorites.
Try to remain impartial.
Make it about the purpose, not about them.
Show how the objectives of the strategy, the change or the project align with the strategic intent of the organization.
Help them see the benefits more broadly as opposed to strictly how it impacts them.
You may never get to a meeting of minds, but you can help them understand why you’re doing what you’re doing.
Once-and-done stakeholder planning?
Monitor changes.
People change, Views alter, and priorities shift.
Don’t assume that where your stakeholders were when you first engaged with them is where they are now.
You need to be on the ball and keep up-to-date about stakeholder changes so you can modify your approach.
Their role could have changed.
Their position as a stakeholder may not be as influential.
Perhaps they now have more power.
Their interest level may not be what it was.
Keep track.
Stay in touch.
Check the status quo when it comes to your stakeholders to ensure you understand their position.
Don’t make assumptions.
Check in with them regularly.
Take a temperature check on how they’re feeling about things.
What do they need more of?
Less of?
What’s going on in their world that may affect their stakeholder position?
Monitor continuously to keep balance in check.
Job Assignments
Take on a project with a wide variety of stakeholders.
Rise to the challenge of juggling priorities, preferences, and needs.
Design a communications plan to inform stakeholders about a change that is not likely to be well-received.
Get a group of stakeholders together who were involved in a recent project.
Gather information from them regarding what worked well for them and what didn’t.
Present the value proposition of the organization to your team, explaining where their efforts fit into the larger goals.
Volunteer to rescue a project with unhappy stakeholders.
Find out what’s gone wrong.
Engage them in moving forward in the right direction.
Write a proposal for a new policy, process, mission, charter, product, service, or system, and present and sell it to top management.
Get a mentor who is experienced on this competence and learn from him/ her.
Identify internal sponsors that can support you and work with them.
Consider if you would benefit from coaching in order to unlock your potential and manage possible biases or limiting beliefs you might have.
Volunteer to lead a project in which results do not depend on you.
Learning Resources
Procurement Academy Trainings:
Interview Questions
Tell me about a time when you anticipated stakeholder needs and concerns.
Tell me about a time when you had to work with internal/ external stakeholders to get business results and/ or to drive your vision/ project to gain internal buy- in.
Tell me about the most difficult stakeholder you have had to manage in the last 3 years.
What made them “difficult” and how did you approach them?
Please describe a situation which shows how you work to understand the business needs of your stakeholders?
Give me an example of when you needed to manage expectations of stakeholders whose views were different from your own.
Describe a situation you were in where you had to be diplomatic and forceful, but not make many concessions.
原書のテキスト - 英語 Bayer Procurement Competencies
Effective Supplier Management
Description
Maximizing the value from supplier relationships and prioritizing resource and effort to drive enhanced contract performance, risk management and supplier enabled innovation.
Creating mutually aligned supplier and business strategies that create trust and transparency.
Developing
Understands the value and implications of Bayer’s segmentation approach.
Applies the basic principles of Supplier Management but is focused on supplier performance within the supplier contract by monitoring expected performance against pre-determined KPIs & milestones.
Identifies when corrective actions are needed.
Capable
Robustly understands supplier segmentation and actively manages own supply base with an end-to-end life-cycle approach.
Defines and develops new KPIs beyond cost driven performance.
Ensures ongoing development of the supplier relationship.
Plans to bring additional future value that aligns with our business strategies and creates a competitive advantage.
Anticipates when supplier performance requires corrective action and takes the appropriate steps to solve the issue before it escalates.
Strong
Deeply understands all dimensions of supplier management and the impact it has on the supplier and Bayer’s current and future success.
Forms value-creating relationships to drive supplier innovation and position Bayer as supplier’s customer of choice.
Creates a positive environment with the supplier and the business to identify market, industry, product opportunities that challenge the status quo.
Able to manage difficult supplier relationships in the most effective, fair and transparent way to maintain business continuity.
Context
Supplier Management is a cornerstone of Procurement added value.
A simple definition of Supplier Management provided by C. Lonsdale, Centre for Business Strategy & Procurement at Birmingham University is, “The systematic management of post-contract value from relationships with suppliers over their lifetime.
Supplier Management goes beyond supplier performance management (SPM), requiring deep insight into key supplier relationship(s) and levers of value creation”.
Through systematic Supplier Management we aim to become the customer of choice for selected suppliers and achieve efficiency gains, improved collaboration and transparency as well as access to supplier innovation.
The importance and value of strategic supplier management has been emphasized in many reports.
However, most companies are only focused on basic supplier performance management or managing to contract.
There are many more benefits to be had by focusing resource on the Strategic supplier management activities to drive innovation.
Some Possible Causes of Lower Skill
Causes help explain why a person may have trouble with Effective Supplier Management.
When seeking to increase skill, it’s helpful to consider how these might play out in certain situations.
Remember that all of these can be addressed if you are motivated to do so.
Not familiar with supplier segmentation model.
Does not understand the Bayer approach to Supplier Management.
Does not understand the concept of supplier influencing.
Not aware of the value of supplier governance.
Has little knowledge or experience of managing contracts.
Has not had the chance to manage a supplier’s performance.
Has not run supplier meetings.
Has not had the opportunity to be involved in a major Strategic Supplier Management initiative
Tips to Develop Effective Supplier Management
Not familiar with Supplier Segmentation model?
Ask a colleague to explain.
Supplier segmentation is used to identify the suppliers that are of most importance to you, to classify them into segments (Strategic, Key, Base and Standard) and to secure stakeholder acceptance of the most appropriate Supplier Management approach to be used with each supplier.
Segmenting suppliers can be a sensitive issue.
Ensure stakeholder groups are well represented during the assessment and that agreement is reached on the final classification.
Supplier development or breakthrough value approaches must only be undertaken when a performance scorecard is in place and supplier performance is good.
Before embarking on a Supplier Management program, evaluate the level of resources available and what is required.
Use agreed selection criteria (Business impact / strategic fit) to organize the suppliers into segments, score the suppliers using the rating scale, rank and allocate the supplier into the different segments, follow the defined supplier management approach in the Supplier Management Playbook for each segment e.g. supplier performance management or supplier development or supplier innovation.
Supplier segmentations are usually conducted on a global level and need to be approved at the required level of the organization.
Does not understand the Bayer approach to Supplier Management?
Seek out some advice and/or training.
Spend some time reading up on the Supplier Management approach at Bayer and participate in the recommended trainings.
Discuss with colleagues.
Get an understanding of what is expected in terms of supplier communications, meetings, supplier performance criteria, KPI targets, on-going supplier development activities and so on.
Does not understand the concept of supplier influencing?
Ask a colleague for advice.
Supplier influencing is a key aspect in managing suppliers.
Its main purpose is to take a proactive communication approach with suppliers to influence their expectations.
Any influencing or impact on suppliers starts well before formal negotiation and contract signature and continues long after it.
The intention is for you to be regarded as a demanding but preferred customer.
Influencing messages, and the opportunities for using them, have to be carefully planned and sequenced.
These key messages and the scripts connected with them have to be agreed and incorporated into the supplier strategy or plan.
All the interfaces between you and the suppliers including meetings, contact points and communications should provide opportunities for influencing in your favor.
Be clear on what makes your business credible and attractive to your suppliers.
Map out the information flows across the key supplier contact points and deliver a consistent message to the supplier.
Write a clear and concise communications plan.
Highlight your positive messages e.g. business volumes growing, long term potential, expectation of innovation and high quality performance at lowest sustainable cost.
Your influencing style can change dramatically depending on who has the balance of power in the relationship.
Not aware of the value of supplier governance?
Find out how supplier governance works.
Supplier Governance is another critical success factor for effective supplier management.
It is the organization around managing a supplier.
The first thing is to consider appointing a Supplier Manager with clear responsibilities.
In addition, it is important to understand who is currently involved in the relationship from Bayer and the supplier; defining the relevant stakeholder network that needs to be managed.
The Supplier Manager will create a supplier strategy, monitor & manage supplier performance, execute risk and contract management activities, set up a governance model and identify areas for innovation and continuous improvement.
It is also worth discussing with the supplier how they plan to manage your account.
For strategic supplier relationships, suppliers often put into place Key Account Management (KAM).
KAM is the appropriate model for highly interdependent relationships where mutual value creation is a fundamental basis of the relationship.
Key account management aims to place the customer at the heart of the supplier’s business, creating a team of people dedicated to providing the customer with the best performance possible through the deep understanding of the customer’s needs, their wants, the drivers and influences on the customer’s sourcing decisions.
The fundamental goal of the key account manager is to build a close dependent relationship with the customer, effectively creating lock-in and making it difficult for the customer to source the business elsewhere.
So it is important to understand how KAM works for you and ensure he or she gives total commitment to the success of the relationship.
Verify the decision-making authority of the key account manager, ensuring he or she has open access to the senior executive team of the supplier and is empowered to drive through change in their business.
Has little knowledge or experience of managing contracts?
Familiarize yourself with some of your key contracts and ask Legal for advice.
Contract Management is another competency that Procurement teams need to have.
The purpose is to provide a clear objective approach for how to interact with suppliers and to ensure contractual success and improved performance of contracts beyond agreed service levels.
It is essential that the contract is reviewed regularly to ensure it continues to be fit for purpose including regular supplier reviews to ensure that any trends in declining service provision are identified before significantly impacting the service received by stakeholders.
It is essential throughout the life of a contract that both parties continue to communicate regularly and at all levels so that they each have a good understanding of each other’s objectives, needs, goals and risks.
Contract performance should track service delivery including monitoring and measuring the supplier, handling defaults in performance, quality and risk assessment, and production of management reports.
SLAs should have been agreed and included in the contract and an agreed minimum level of performance should be achieved.
Remedial actions should be taken if that minimum level is not achieved with any procedures and / or penalties to be followed.
Contract benefits are managed by ensuring that they are first realized and then tracked to ensure that benefits continue to be delivered throughout the duration of the contract.
Relationship development involves the company working with suppliers to continuously advance the relationship beyond the contract to improve contract & supplier performance and company capabilities.
Has not had the chance to manage a supplier’s performance?
Find an opportunity to work with one of your own suppliers.
Supplier Performance Management is all about creating a performance scorecard to measure & manage supplier performance against agreed contract terms and service level agreements and identify opportunities for further improvement.
To start with, analyze what is important to you by reviewing the products and services provided by the supplier together with the contracts, SLAs and business requirements.
Understand how the performance scorecard will be used and then agree a set of KPIs aligned to business targets with relevant measures and targets.
Implement the supplier performance scorecard and prioritize the KPIs, confirm data sources and computation methods.
At the outset, keep the number of measures and scoring systems simple so that implementation is straightforward.
Ensure that the tool complexity is always appropriate to the importance of the relationship.
Work with internal stakeholders to ensure the balanced scorecard continues to reflect their business requirements.
Make changes to the KPIs, measures and targets as required.
Make the scorecard the primary focus of performance reviews with suppliers.
Use it to drive actions and improvements that deliver value to the business.
Understand the measures that the supplier is using to manage the relationship and consider building them into the scorecard.
Also consider including KPIs that focus on the company’s performance.
Has not run many supplier meetings?
Plan and run a supplier meeting.
To run successful Supplier Meetings you must be clear on the purpose and outputs of the meeting, who should attend and why.
Prepare all relevant materials including supplier performance scorecards, stakeholder feedback on recent supplier performance.
Issue an agenda well in advance to your colleagues and also the supplier.
There are a variety of typical supplier meetings you may run throughout the year.
For major suppliers you may run monthly, quarterly, semi-annually and yearly meetings with very different focus.
For guidance on meeting frequency, please consult the relevant Supplier Management Playbooks:
Frequent, e.g. monthly or quarterly, review meeting - To discuss service and commercial reports, measurements, problems and issues.
This process ensures regular, formal reviews of the service provided by the supplier to the company in accordance with the agreed procedures.
Less frequent supplier review meeting, e.g. annually - To formally review the overall relationship with the supplier and look for future development opportunities.
It should allow open and honest assessment of the relationship between the company and the supplier.
This meeting is about the sharing of future plans and aspirations of both the company and the supplier.
It is also about reviewing the performance to the agreement including reconfirming it is ongoing fit to the needs of the company and assessing key ‘foundation’ elements within it.
To discuss financial baselines and reports, agreement performance, commercial performance and review agreement schedules.
Has not had the opportunity to be involved in a supplier development activity?
Identify a supplier development activity and get involved.
Supplier Development activities should be targeted at strategic or key suppliers in order to improve the relationships between Bayer and the supplier, leading to improved communication, additional innovation and risk reduction.
When deciding which suppliers to focus on, use a range of criteria, including spend, value opportunities, dependency, risk and business impact, relationship complexity.
Add other criteria if necessary.
Secure resources to focus on the suppliers.
Supplier development takes a lot of time and effort, and it’s important that people dedicate time to it for it to be successful.
Clarify the benefits measurement process, making sure that all the benefits that are delivered can be captured.
The measurement process should include both quantitative and qualitative measures.
Continue with the program.
Supplier development is not a short term initiative that can be dropped after a few months – to get the value from it and to get the suppliers committed to working with you on, it must be established as a longer term program.
Joint workshops involving cross-functional representatives from both the company and the supplier to identify improvement opportunities is a simple way to start.
Identify a key account manager supported by technical specialists to run supplier specific workshops in the supplier facilities focusing on process efficiencies, quality improvements and lead time reductions.
Set up supplier training events on topics such as value engineering, Lean, six sigma, just in time manufacturing to help them understand how these initiatives can be implemented in their facilities to deliver improved performance.
Has not had the opportunity to be involved in a major Strategic Supplier Management initiative?
Identify such an initiative and get involved.
For the top few strategic suppliers that have a significant impact on Bayer’s commercial success it is important to raise the aspiration level, energy and focus for both parties.
The potential value-add merits investment of time and resource to identify and capture step change improvements in innovation, service, cost and ways of working.
It is essential to build trust through collaborative, open relationships that require focused input from senior executives.
Strategic Supplier Management is not about incremental change but about doing things differently, a seismic shift in the value proposition offered to consumers.
It is about establishing an enduring competitive advantage for both parties.
To embark on such a program of change there needs to be a number of factors in place:
Supplier impact on current and future company revenue
Overall extent of revenue impact
Timescale to create new revenue streams
Company access to critical supplier capabilities
Supplier capabilities are central to your strategy.
Consequence of supplier failure would be serious
Expected length and continuity in the relationship
Extent of alignment with supplier’s corporate strategy
Mutual commitment to breakthrough performance.
Company dependency on supplier
Ability and cost of switching suppliers: there is interdependence and joint lock-in.
Availability of market alternatives: they will not be readily available due to Intellectual Property control & access.
Company ability to influence supplier strategy
Supplier sees company as core
Supplier has the capability and culture to meet our needs in Strategic Supplier Management.
Relationship complexity between the company and the supplier
Some ‘stickiness’ in the relationship.
Ideally the Supplier is also a customer of ours
Multi-country relationships and interfaces
Supplier impact on current and future company costs
Overall extent of cost impact
Scale of potential benefit is likely to be more than 15%.
Brain Booster
Trust enhances business performance.
High levels of trust encourage focus on innovation and value improvement in the supplier relationship, rather than unproductive defensive activities.
Trust in a business relationship is defined as “the expectation that a trading partner will act fairly and not take advantage of situations to the detriment of their partner”.
Mari Sako developed a three component model for describing trust in B2B relationships.
She concluded that all three components must be satisfied for a B2B relationship to be classified as trusting or not:
In his book “The Speed of Trust” Stephen M R Covey summarized some of the key ways to build trust in a relationship:
Talk straight
Demonstrate integrity
Create transparency
Rights wrongs
Show loyalty
Deliver results
Get better
Confront reality
Clarify expectations
Practice accountability
Listen first
Keep commitments
Extend trust
Job Assignments
Work on a Supplier Management program or project.
Plan a supplier visit to one of your key suppliers / strategic partners to discuss future business plans and opportunities with Bayer.
Develop a supplier strategy for a key supplier.
Create a supplier performance scorecard for a supplier.
Plan a workshop with colleagues from your technical team and the supplier’s technical group to brainstorm ideas for improvement.
Undertake some training in supplier management.
Plan and run the next scheduled supplier review meetings for one of your own suppliers.
Draft a new or revised contract with one of your suppliers.
Learning Resources
Procurement Academy Training:
Interview Questions
Please describe an approach you have used in the past to segment your supply base?
What criteria did you use and why?
Please describe an experience you have had in setting up and managing a complex contract?
Please outline your experience in managing suppliers.
What tools and techniques did you use?
Describe a situation where a key supplier was under-performing and what actions you took to rectify the situation?
Please describe how you might approach a monopoly supplier to persuade them to provide improved levels of service and innovation?
Please describe the skills required to be successful in managing suppliers?
英語 から タイ語: Executes Global Procurement Methodologies General field: ビジネス/金融 Detailed field: ビジネス/商業(一般)
原書のテキスト - 英語 Bayer Procurement Competencies
Executes Global Procurement Methodologies
Description
Demonstrating functional expertise by applying Procurement models and methodologies to create competitive advantage for Bayer.
Developing
Understands fundamental Procurement theories and techniques and how to apply them.
Can articulate the strategic sourcing and source to pay processes as well as key models and methodologies within them.
Capable
Knows when and how to extract relevant insights from a broad range of Procurement models and methodologies.
Knows which levers will deliver most value from own spend area.
Strong
Expertly applies advanced Procurement models and methodologies.
Coaches, trains and mentors team members and colleagues in best practice Procurement.
Is seen as a Procurement professional within Bayer and in the external Procurement community.
Context
Having a thorough understanding of Global Procurement Methodologies and how they are applied is a key building block for all Procurement professionals.
It is the basic knowledge that enables a Procurement professional to function most effectively and deliver added value to the organization.
For Procurement to act in a more strategic way, they should be able to apply relevant Procurement tools and methodologies in their daily work.
Some Possible Causes of Lower Skill
Causes help explain why a person may have trouble with Executes Global Procurement Methodologies.
When seeking to increase skill, it’s helpful to consider how these might play out in certain situations.
Remember that all of these can be addressed if you are motivated to do so.
Does not understand global Procurement methodologies.
Does not understand how to apply broad business analysis tools such as Porter’s Five Forces, PEST and SWOT analyses.
Does not know how to use key Strategic Procurement analysis tools such as Kraljic Matrix, Supplier Preferencing, Day One Analysis.
Does not understand Supply Chain analysis.
Does not know how to use value levers to extract value from a Procurement spend area.
Unable to exploit RfX tools or auction tools for Bayer’s benefit.
Does not know about TCO analysis or should cost modelling.
Has no experience of Make v. Buy initiatives or outsourcing projects.
Has limited experience of negotiations.
Tips to Develop Executes Global Procurement Methodologies
Doesn’t understand Global Procurement Methodologies?
Ask your line manager and colleagues to explain the basic principles of Global Procurement Methodologies.
Global Procurement Methodologies include Strategic Analysis tools that produce insights and options for sourcing and supplier management initiatives.
It involves the analysis of the information gathered on a chosen category or supplier using different strategic tools to create strategic options.
Does not understand how to apply business analysis tools such as Porter’s Five Forces?
Ask a colleague to explain.
In order to create strategies for categories or sourcing projects, it is imperative to use some general business analysis tools such as Porter’s Five Forces, PEST and SWOT.
These help you to understand the strength of power & competitive forces in the marketplace and their impact on sourcing.
It enables you to assess whether the market forces and risks are working in your favor or not and to identify risks and opportunities from the broader market environment.
Use dynamic brainstorming including expert views from other stakeholder groups such as technology, marketing, R&D, product development etc. to explore new ideas and opportunities.
Porter’s Five Forces framework has been extremely influential in the business world in understanding the level of competitiveness within a market or industry.
It assesses the bargaining power between buyers and sellers as well as understanding the impact of product/service substitution and ease of entry into the market by new suppliers.
All these factors will have a significant bearing on the overall competitiveness of a market and hence what strategy should be adopted by the Procurement team.
PEST analysis framework assesses broader forces impacting the creation of a sourcing strategy.
It is widely used in many areas of business, e.g. marketing, and therefore is a well-regarded means of communication to stakeholders.
It assesses the various external factors that impact on a business including Political, Economic, Sociological and Technological.
It encourages you to think more broadly about factors that will impact your sourcing strategy.
SWOT analysis framework is a way of summarizing the strategic analysis into internal “strengths and weaknesses” as well as external “opportunities and threats”.
This can be a very useful to condense your thinking into a summary table of thoughts.
Does not know how to use key Strategic Procurement analysis tools?
Ask your line manager and colleagues to explain them.
Global Procurement Methodologies include Strategic Analysis tools that produce insights and options for sourcing and supplier management initiatives.
Specific tools may include the following:
Kralijic Matrix (alternatively the Category Positioning Matrix), World class sourcing is about challenging the status quo, generating creative options and refusing to accept inertia, both internally and externally.
The tool should be used in a dynamic way to reassess the potential for major cost savings, maximizing supplier value and minimizing risk.
Supplier Preferencing (also known as Supplier Positioning), Be prepared to look at your business from the supplier’s perspective.
Encourage and be open to feedback.
Find out what is unattractive about your business.
Do something about it if you can.
Are you eroding your value in the eyes of your suppliers, because of the way you work?
Are there internal problems in the way you bid, contract, pay, manage relationships and performance?
Improve them.
Find out what suppliers really value, so that you can “sell” the benefits of your business in terms that really matter.
Tune in to what they are trying to achieve and their longer term strategy.
Supplier and Customer Positioning (also known as Day One Analysis), Understand the structure of the supply market, from both a customer and a supplier perspective to assess the power balance and the commercial requirements of the supplier.
This tool is particularly successful where you are dealing with products and services that have a technological component or complex structures.
Does not understand supply and value chain analysis.
Ask a colleague to explain it you.
Supply and Value Chain analysis offers the Procurement team the opportunity to investigate the structure of the supply chain for their sub-category.
It stimulates the team’s thinking and may present opportunities for the sourcing strategy.
It maps out the key steps in the supply chain to identify where cost is added and where value is added.
It also enables better understanding of the dynamics of the supply market and to identify critical points of commercial leverage within the supply chain.
When creating a supply & value chain analysis the team should brainstorm the various steps of the supply chain on a flipchart.
It is wise to work from the company receiving the goods or services and work back through the supply chain.
Most supply chains are not linear but rather a complex web of supplier inter-relationships.
Hence it is worth taking time to develop a more comprehensive supply chain map that incorporates the various alternative supply routes that exist.
This will build up the team’s understanding and will hopefully begin to prompt some questions about the effectiveness of the supply chain.
Once the supply chain map has been constructed, the team must establish what cost elements are added at each step of the supply chain and equally what value has been added at each step.
The cost elements are often easier to evaluate than the value elements.
Value elements would include aspects of improved service, additional services provided over and above the contracted service e.g. delivery to the desk of stationery items.
The important thing is to evaluate each link in the supply chain and question what value has been added.
This value added element must then be compared with the cost added to establish a cost: value ratio.
Where cost is added, the team should consider how to reduce this cost or how to minimize waste.
Where value is identified, the team must consider ways of leveraging that value into other areas of the supply chain or indeed increasing the value provided.
Some critical questions to answer include where are the control points within the supply chain - whether physical, technical or commercial?
What risks are evident in the supply chain?
Where does inefficiency and waste occur in the supply chain?
And how can the supply chain be simplified?
Does not know how to use value levers to extract value from a Procurement spend area.
Get to know the value levers model.
Identifying the drivers of value in any sourcing strategy requires creativity, but also a framework that can be used to prompt idea generation.
This framework should be used to ensure that all potential improvement opportunities are identified and quantified, to focus thinking on the required outcomes of cost savings, value enhancement and risk mitigation and to provide an evolving record of ideas generated that can be reviewed with sponsors.
Update the value lever analysis template throughout the sourcing activity with all potential opportunities so that there is always a record of improvement ideas that can be reviewed.
Try to quantify each opportunity at the beginning to help with opportunity prioritization later.
Identify opportunities that naturally fit together or where there is a dependency.
This clustering of opportunities may be developed into a broader strategic option.
Develop the framework with new value levers that are identified by the Procurement team.
Has not used RfX tools?
Help a colleague to run an RfX process.
RfX is the generic term for running a competitive sourcing process.
The purpose is to motivate suppliers to provide business-winning proposals in a competitive manner and to indicate to the supply market that your company is serious about placing business.
Suppliers must genuinely believe that they have a fair chance of winning the business.
Without that, any sourcing process is in danger of being perceived as ‘going through the motions’.
Be prepared to award business to the most suitable supplier, irrespective of whether it is the incumbent or a new supplier.
Internal stakeholders must be open to change.
Inertia must be challenged.
RfX should not be seen as a bureaucratic process.
They must be structured and presented as important tools in active influencing and pre-negotiation.
Brief suppliers and position the RfX accordingly.
Be reasonable and realistic on timescales for pre-briefing, completion, supplier response and feedback.
It is preferable to go to the market when both you and suppliers are ready, willing and able to participate properly.
The evaluation criteria should be identified and defined in the RfX document sent to the suppliers.
Has not used auctions?
Help a colleague to run an auction event.
Auctions or electronic auctions are used to select suppliers by creating a transparent and competitive (online) environment for suppliers to bid.
The auction itself is a process as well as an event and if the process is not set up in the right way, then the event will not succeed.
There needs to be a structured approach to auctioning using the right steps and tools.
There must be a competitive market place with suppliers ready, willing and able to participate in the auction.
This can stimulate intense competition between participating suppliers within the auction on a far greater scale than a conventional negotiation.
Stakeholders should be briefed so they understand why auctions are being used and their implications.
Suppliers should be pre-qualified against business requirement criteria, properly briefed and fully aware of the auction rules.
The team needs to sell the positive aspects of the auction approach by focusing on it being an open, visible, fair and transparent approach that gives all suppliers an equal opportunity to win the business.
It can be a very useful tool for Procurement to use in the right circumstances but should not be used for all supplier selection situations.
Has no experience of Make v. Buy initiatives?
Get involved in a make v. buy project.
A significant area for Procurement involvement can be the decision as to whether to perform a service "in house" or outsource it to an external provider -commonly referred to as the "make-versus-buy" decision.
A simple make-versus-buy analysis involves four basic steps:
Step 1:
Define the service or product, Step 2:
Calculate the in-house costs that could be avoided by outsourcing the service/product, Step 3:
Calculate the total costs of outsourcing, Step 4:
Compare the cost savings from outsourcing to the costs incurred.
Other activities that would be involved include analyzing direct, indirect costs & lifecycle costs, assessing the trade-off between flexibility and cost, estimating the level of effort, staffing, quality and cost of outsourcing, assessing internal capability/capacity v. supplier skills and abilities to come to a well-developed business decision.
Has no experience of outsourcing?
Get involved in an outsourcing project.
Outsourcing involves the movement of in-house activities to a supplier, often involving the transfer of people and assets.
It also covers off-shoring of activities to another location, with the same supplier.
To be successful in Outsourcing, there is of a wide range of additional activities to be carried out in addition to the standard sourcing activities such as more analysis of the in-house activity and processes, understanding the processes and boundaries for the outsource, assessing suitable supplier remuneration models, cultural fit analysis and supplier due diligence.
Has limited experience of negotiations?
Attend a negotiation training program.
Negotiation skills are a key competency for any Procurement professional.
There are many definitions of Negotiation and here is a commonly used one “A process through which parties move from their initially divergent positions to a point where agreement may be reached”.
Many argue that 70% or more of negotiation success stems from the quality of structured planning and preparation.
Behavioral skill at the negotiating table is not a substitute for proper preparation.
There is no alternative to systematic, structured step-by-step planning for negotiation.
Strategies, objectives, ideas and options should be agreed by the project team with negotiation plans written down.
The negotiating process needs to be ‘fit for purpose’.
Tactical, transactional, leveraged and competitive negotiations are completely different in approach to strategic, relational, principled and collaborative ones.
Be very wary of adopting simplistic tactics, tricks and negotiating ploys.
They may read well in a book, but they can be disastrous in real life.
Be realistic and authentic in the range of behaviors you actually use.
Organizational and cross-functional team strength in negotiation comes from having complete agreement on the task (strategy, aims and objectives) as well as the process (how to achieve the task by the style).
Job Assignments
Attend a training course for Category Management or Strategic Sourcing.
Work with a colleague to create a sourcing strategy using various Procurement methodologies.
Ask your line manager or an experienced member of the Procurement team to mentor you in how to apply Procurement methodologies in a relevant project.
Volunteer to assist a colleague in running an “eRfX” or eAuction process to learn how it is done.
Get involved in a make v. buy or outsourcing project.
Attend a Negotiation training program to develop your skills in Negotiation both in planning & preparation as well as the behavioral approach in the negotiation itself.
Learning Resources
Procurement Academy Trainings:
Interview Questions
Please describe a situation in which you developed a sourcing strategy for a particular category that was new to you.
Describe an experience where you have successfully coached an individual/team to use advanced procurement methodologies.
Consider a category you have managed in the past and describe which Procurement tools delivered the most value.
In what circumstances would you consider using an eAuction?
Please describe a situation where you used one and what was the outcome?
Please describe how you would typically prepare for a supplier negotiation?
What is your preferred style of negotiation and how is it successful?
Please outline your experience of make v. buy or outsourcing projects?
原書のテキスト - 英語 Bayer Procurement Competencies
Financial Acumen
Please note that this competence could be applied by other functions within Bayer such as HR, IT etc.
Description
Understanding and applying key financial principles to influence strategy development and value-based decision making.
Developing
Understands the meaning and implications of basic financial terms.
Applies simple financial methods and tools to evaluate opportunities.
Considers the impact of own actions on the financial performance of the own area of responsibility.
Capable
Understands and applies a broad range of financial methods and tools to provide insights to make informed decisions.
Considers multiple financial dimensions to draw accurate conclusions.
Articulates a credible perspective supported with financial data.
Connects own activity with the business performance drivers.
Strong
Proactively and effectively integrates financial information with other criteria to shape an end-to-end compelling strategy.
Incorporates long-term financial aspects to identify trends and drive mid- to long-term activities.
Translates financial information into future-oriented, predictive business intelligence for the organization.
Context
Finance is about how organizations generate, preserve, account for, spend, manage, and move money.
Every organization needs to be concerned with its financial health.
Failure to keep a laser focus on financial matters will ultimately doom almost any enterprise.
Every part of an organization, whether for profit or not, is impacted directly or indirectly by financial results.
Finance is at the core of business activities.
It affects how an organization raises capital, analyses and values investments, develops and executes plans, pays for improvements, and pays its taxes.
As central and important as finance is, studies show it is not well understood outside of the specific domains of finance, accounting, and audit functions.
You don’t need to be a finance expert, but you do need acumen on the fundamentals.
People at all levels need to understand the financial information that is relevant to them so that they can act on it.
To be successful as a leader, you need to not only understand finance, but also know how to incorporate a financial thinking lens into every major decision you make.
Some Possible Causes of Lower Skill
Causes help explain why a person may have trouble with Financial Acumen.
When seeking to increase skill, it’s helpful to consider how these might play out in certain situations.
Remember that all of these can be addressed if you are motivated to do so.
Overwhelmed by data
Lacks basic financial skills
Doesn’t know financial fundamentals
Not curious or interested
Ignores financial information
Doesn’t think strategically; doesn’t connect the dots
Unaware of how finance drives the business
Makes emotional decisions
Leaves finance to others
Doesn’t dig for root causes
Too focused on one single financial perspective
Tips to Develop Financial Acumen
Don’t know the basics?
Get training.
Finance can feel like a strange terrain where people speak a foreign tongue.
According to a 2009 article in Harvard Business Review, a sample of U.S. managers scored an average of 38% on a test of financial literacy.
Most didn’t know the difference between “profit” and “cash.”
Or between an income statement and a balance sheet.
Two-thirds did not understand that discounting prices affects gross margins.
Financial information is critical to your decisions.
So if you’re at a loss, learn what you need to know.
Get an explanation of basic techniques and the language of financial analysis.
Trends.
Benchmarks.
Common size.
Percentage change.
Ask an expert to explain the business models and tools used in your organization.
What do they measure and why?
Where does the data come from?
What else do we need to know?
Find out how an auditor looks at your operations.
Learn to use budgeting and planning software.
Find a book or search online to become familiar with terms and financial fundamentals like Economic Value Added (EVA) or value-based management.
Assemble a study group or ask if your organization or a local college provides training in the basics of finance.
Finance training and broader business management programs with a deep financial content can be invaluable in helping you think about the business in the right way.
Think finance is not your responsibility?
Get involved.
It’s easy to consider finance the responsibility of the CFO and the Finance department, and strategic thinking something that happens only in the C-suite.
If you’re less senior, you might not think much about how your decisions affect the overall organization.
If you work in a function like procurement, human resources or marketing, you might tune out when financial questions are raised.
But it is in everyone’s interest to include cost, investment, cash- flow, P&L, working capital, future cash value, and other financial considerations in decisions.
Regardless of which department you’re in, you can’t be an effective strategic partner without demonstrating a solid understanding of finance.
You have to speak the business and finance language.
Apply your own function’s lens to financial matters.
In procurement, how does it impact business performance beyond costs?
How do supplier’s costs translate into a negotiation strategy?
How to calculate mid- to long-term target prices and what’s its impact on the P&L?
How might labor, environmental, logistics and raw material costs evolve and impact strategic decisions such as outsourcing decisions?
In human resources, how do staffing considerations, retirement benefits, or health care costs affect the bottom line?
If you are in engineering, what is the financial contribution of better design or processes?
In product or service development, how do economies of scale affect pricing and profitability?
Challenge your own thinking as well as others’.
Ask questions.
Explore “what if” scenarios.
Work with analysts to run financial models.
Find ways to constantly upgrade your skills and thinking.
Focus too narrow?
Expand your perspective.
Do you lead a business unit, a category, a manufacturing facility, or other operational unit?
In charge of a functional group such as Procurement, IT, legal, or distribution?
If so, you may focus your financial leadership solely on your department or operation.
Step outside of your silo and consider the wider picture.
Get a full perspective of how your unit contributes to the whole.
Understand how the business works —how it functions within its industry, and different business models to be able to become a strategic partner.
Start by subscribing to publications such as The Wall Street Journal, Fortune, Inc., Barron’s, The Economist, Harvard Business Review.
Scan them regularly for events and trends that affect your business now.
Sign up on sites like Hoover’s, LinkedIn, or Dun & Bradstreet to receive updates on companies you want to follow, such as suppliers or competitors.
Read annual reports and business blogs.
Join or form a manager networking group.
Get their take on the economy and what is happening in their industries.
Talk to other managers.
Engage your CFO or CEO in a broad conversation about the business.
Build out your sources of information so that you have a pulse on the different levers that drive business.
Challenge yourself to explore a new idea every month.
Work with strategic and management consultants with a joint approach.
Emotional about decisions?
Ground yourself in data.
Depending on the issue, you may feel very strongly about the outcome.
Or maybe there is a great deal at stake and the wrong decision could have serious consequences.
Emotions fuel our passion.
They provide energy for decisions.
But we can’t operate on emotion alone.
Numbers aren’t everything but they are a good way to stay grounded when tough decisions are needed.
Acknowledge feelings then turn to the numbers.
Pull together a team to share the decision making.
Get your CFO or financial analyst involved.
Ask:
What can good financial modeling tell us about the future?
What does accounting tell us about the past?
What is at risk?
Based on these facts, how do we make the best decision—now—to assure the long-term prosperity of the organization?
Make your decision only after you consider all sides of the equation.
Overwhelmed by data?
Select and focus on a few key metrics.
Finance deals with all aspects of the organization—revenues, costs, taxes, losses, profits, market projections, investment analysis.
It provides historical data, forecasts and projections as well as accounting for cost control and analysis to understand customer trends.
It deals with macroeconomics and specific quarterly variables.
To make wise financial decisions, you need to start with good information and data to create a credible picture that you can act on.
Look for three to five key metrics you can use as the leading data point for your planning and decision making.
What is the key factor that will drive the situation?
What numbers provide a green light or signal caution?
Bring the data into context.
Is the organization focused on reducing expenses?
Expanding service?
Supporting growth?
Are you concerned about financial outcomes compared to forecasts?
Run your numbers past some colleagues — especially in finance — and ask if they agree with your assumptions.
Understanding how these numbers promote or hinder future financial performance will allow you to make strong strategic and tactical decisions.
Make spending decisions?
Proceed wisely.
Whether you’re developing a category strategy, a five-figure project budget or just submitting an expense report, it’s easy to lose perspective on the money.
You may see yourself in a tug of war to secure resources.
You may feel constrained by controls that you don’t agree with.
Wise spending balances short-term needs with long-term effects.
Start by a solid understanding of the full picture and then drill down into the details.
Look for savings that can be more wisely spent in another area.
Incorporate profitability considerations.
Set policies that meet goals while protecting funds.
Review the spend reports to keep expenditures under control.
Review vendor contracts for savings opportunities and for mid- to long-term opportunities.
Renegotiate whenever you can with a broad mindset, considering not only price but also additional aspects such as inventories, payment terms, cancellation policies etc. Talk to peers about what they are doing to support the business while reining in costs.
Go beyond costs and consider as well flexibility and security of supply.
If you are not part of Procurement, involve them early in your discussions to get their expert advice.
Some spending is pure cost and should be eliminated; some is a necessary price of doing business.
Other spending is an investment in morale, learning, or productivity and should be well funded and wisely managed.
Build buy-in and compliance by sharing the decision-making process with the team.
While certain details of the budget are confidential, the team will benefit from knowing how expenditures are allocated.
Share the decisions.
Give your team some budget parameters; pass some discretionary power for budgeting and spending down to them.
Treat the organization’s money as your own.
Need to write a forecast?
Look beyond existing data.
Accounting data primarily tells us what has occurred to date.
But sometimes you need to leap into the future to make a recommendation.
Decisions to outsource, to invest in products or materials, to add to or cut staff, to buy or divest a business—all require you to make educated guesses about the future.
To forecast the future, use grounded processes.
Create best-case and worst-case scenarios.
Look at three years of data to spot trends that might continue.
Look inside and outside the organization—what could alter prevailing trends?
Share your assumptions with a few colleagues.
Ask them to challenge your thinking.
Recognize that there is no crystal ball.
Financial projections are developed from solid knowledge of how the business operates and a willingness to identify extraneous factors that may impact the business in the near future.
At its best, a forecast is an educated guess about what the future will hold based on current conditions and sometimes-hazy projections.
But it is an essential tool for planning spending, borrowing, and investment decisions.
Learn and apply advanced financial models and tools to support this analysis.
Presenting financial information?
Tailor your message to the audience.
At any level of the organization, you may be asked to present financial information.
This could be part of budget planning, purchasing, or reporting on final fiscal results.
You need to consider your audience in planning both the content and your approach.
First, find a key metric and use consistent messaging.
What is most relevant to this group?
If you regularly communicate financial results, find key performance metrics that you can use as the lead data point for others to cue in on.
Second, if the data suggests certain actions need to be taken—such as cutting costs, raising pricing, etc.—let the audience know.
Then use the data to support your recommendation.
Third, use visuals effectively.
Present information in a way that others can see and comprehend quickly.
Graphics help you tell a story and illuminate trends.
Study annual reports and other financials for formats that are easy to use and comprehend.
Fourth, be concise.
Don’t drown the audience or reader—only include what’s essential to understanding your message.
Put additional data in an appendix for those who want it.
Finally, be careful what you share.
There can be serious compliance implications for insider data that seeps into the marketplace.
Know your audience and make sure that you present only the data that they need in order to hear your message.
Disappointed by results?
Study data to make course corrections.
Organizations start the fiscal year with great intentions.
They produce forecasts and annual operating plans.
Create budgets to predict and control spending.
Build plans to drive growth.
In a perfect world, results would roll in as predicted.
But variances are a reality.
Costs exceed budgets.
Sales lag expectations.
Investments fail to deliver as planned.
You may not want to see these numbers, but they highlight areas for improvement.
Delve into this information.
Get access to monthly and quarterly reports and dig into the data.
Where are variances occurring?
How serious are they?
What are the causes?
What is the impact?
Sales lagging?
Could be due to a flaw in the pricing or marketing strategy.
Costs too high?
It could be external market conditions like rising labor costs, regulatory changes or unforeseen developments affecting the market.
What can you change or control to bring results back in line with projections?
Put in place methods to identify trends, better predict markets and get economic forecasting.
These insights will allow you to anticipate obstacles and opportunities and make better decisions.
Get your team together to discuss what is happening.
Mine the data for insight.
Focus on underlying causes and make corrections.
Obsessed with meeting goals?
See the bigger picture.
Yes, goals are important.
You want to realize a return.
Build value.
Turn in results.
But to get the full picture, you need to look beyond the numbers to the bigger picture.
Financial results are vital signposts and ways of measuring progress, not the ultimate reason the organization exists.
If you are overly focused on hitting a number, you may miss something else important.
You could control costs but strangle growth.
Maintain a tight budget and miss an investment opportunity.
When you’re setting a financial goal, ask yourself why it is important.
Consider what is at stake and what it will mean if you achieve that goal or fall short.
Consider both qualitative and quantitative information about the business.
Think long-term as well as short-term.
Use financial goals as one measure—but not the only measure—of how you define success.
Did you know?
Developing Financial Acumen early in your career works in your favor, especially if your goal is to attain the top job at an organization.
Roughly 30% of Fortune 500 CEOs spent the first few years of their careers developing a strong foundation in finance.
But that doesn't mean Financial Acumen alone will get you to the head of the table.
Of those Fortune 500 CEOs who started early in finance, only 5% were promoted directly from CFO positions.
Most of them came from broader COO or president positions.
So the message?
Build your Financial Acumen early.
Keep developing it.
Combine it with a broader working knowledge of the business.
Breadth of knowledge and experience built on a solid financial foundation could be your ticket to the top.
Job Assignments
Work with an expert to create a financial justification for the major purchase of equipment, materials, program, or system for your organization.
Create an online financial skills training course for new employees.
Teaching someone else can be a great way to embed your own learning.
Get a mentor with deep financial and business acumen who can support you.
Lead your team in creating an annual budget or strategy with a detailed analysis for all spending decisions.
Build a robust business case and be prepared to talk through it.
Consider a short term assignment in finance or controlling with the aim of gaining exposure and develop your skills by doing.
Participate in specific project assignments with strategic or management consultants or with the controlling community to improve your capability to understand different business models, performance drivers and costs structure.
Learning Resources
Competency- based interview questions:
Tell me about a time you used financial analysis to evaluate a new strategy, opportunity or to make a relevant decision.
Tell me about a time you used your financial acumen to make the case for a new idea or strategy.
Tell me about a time you made a decision based on findings from financial data.
Tell me about a time you changed your mind about a direction after reviewing financial reports.
Tell me about a time you had to weigh the short- and long-term financial consequences of a new initiative.
原書のテキスト - 英語 Bayer Procurement Competencies
Integrated Risk Management
Description
Identifying, assessing, managing and monitoring potential risks involved in purchasing and supply base related activity.
Developing
Identifies and assesses immediate internal and external risks within the scope of the role.
Provides input to risk analyses and may take actions relating to mitigation, monitoring and contingency.
Capable
Understands and acts proactively within a broad internal and external risk environment.
Leads risk analyses and considers appropriate mitigation and contingency actions within the own area of responsibility.
Promotes active risk management.
Strong
Leads long-term risk analyses to actively shape and influence the strategic risk environment for the business area.
Knows a wide range of risk management techniques and appropriately applies them beyond Tier I suppliers.
Consciously takes calculated risks in supply base management for the benefit of Bayer.
Champions active risk management within the organization.
Context
Managing risk is a very significant area of focus for most organizations and Procurement teams.
It has become a major area for scrutiny by organizations especially since the recent high profile supply chain catastrophes such as the BP Deepwater Horizon oil disaster in Mexico in 2010.
There are many different types of risk that have to be managed and many of these are Procurement or Supply Chain related.
Manufacturers develop supply chain partners all over the world to take advantage of affordable labor, key customer clusters and access to raw materials.
This globalization, however, has made the typical company’s supply chain more complex and distributed than ever, leading to potentially greater vulnerabilities.
Supply chain executives are lauded for driving out costs, making supply chains “lean,” and achieving just-in-time delivery.
The same efficiency that keeps costs down often creates vulnerability.
And when a brittle supply chain snaps, customers don’t get their products, companies lose revenue, brands are sullied, and the company suffers.
A company can be running its own plants close to perfectly but can be severely crippled by the lapses of its suppliers.
The pharmaceutical and agrochemical sectors are particularly sensitive to supply chain disruption.
Pharmaceutical and agrochemical products must pass numerous quality and safety tests and product trials that often take years.
So when a product finally hits the market, the manufacturer has to quickly recover its research and development costs and cannot afford a business interruption or a loss in revenue.
In addition, the loss of a key supplier can take up to 18 months to replace because of the complex regulatory processes involved.
Hence risk has shot to the top of many corporate agendas over recent years.
CPOs are taking the initiative by offering their CFOs an inside look at their suppliers and the steps they themselves take to ensure supply chain viability.
After all, who better to monitor supply chain risk than the executives in procurement who deal with the supply chain regularly and have deep knowledge of it.
Some Possible Causes of Lower Skill
Causes help explain why a person may have trouble with Integrated Risk Management.
When seeking to increase skill, it’s helpful to consider how these might play out in certain situations.
Remember that all of these can be addressed if you are motivated to do so.
Lack of understanding of potential risks.
Unaware of the risk management policy, process and procedures.
Does not know how to assess risk in the commodity markets.
Does not know if suppliers are at risk.
Does not know how secure the supply chain is.
Unaware of the financial security of own suppliers.
Not aware of reputational risk.
Unsure of what happens if a disaster hits our supply chain.
Unaware about my exposure to political risk.
Not familiar with strategic risk management.
Not sure how to mitigate risks.
Tips to Develop Integrated Risk Management
Not aware of the potential risks in supply chain?
Assess potential risks with your internal stakeholders.
Risk assessment is the ability to identify business risks and take necessary actions to mitigate them.
It identifies and assesses factors that may jeopardize the success of a project or achieving a goal.
It helps to define preventative measures to reduce the probability of these factors occurring.
Based on the risk assessment, counter-measures or risk mitigation plans and strategies are developed to manage the risks when they occur to reduce their impact on the organization.
Risk management includes many aspects including identifying all potential risks for a project or supplier, assessing potential business impact, and the likelihood of occurrence before prioritizing those risks and developing risk mitigation plans to deal with them.
Unaware of the risk management methodology?
Take risk more seriously and create a more robust risk management ethos in your team.
It is important to treat risk management seriously.
There are many tools used by leading organizations such as risk mapping & capability analysis, FMEA – failure mode & effect analysis, deploying risk mitigation plans and disaster recovery plans.
Take some time to understand what the risk management approach is at Bayer and make sure you adopt that way of working.
Does not know how to quantify risk in the commodity markets?
Consider using Value at Risk Analysis.
This is the ability to identify the value of spend at risk from price changes.
It is an important business process that is used to help organizations forecast the potential impact of future commodity and price changes.
It should be a yearly calculation of the net risks from all assets and commodities.
It is designed to calculate the maximum possible net loss on agreed time horizons within defined confidence limits based on the historic volatility of currencies and commodities.
First, determine total spend impacted by currencies and commodities and then assess the historical currency changes.
Second, calculate historic commodity changes and the total spend at risk.
Third, prepare a strategy to manage the risk.
Some typical tools to use in this area include commodity and currency tracking, spend analysis and supply chain analysis.
Are my suppliers at risk?
Carry out some Supplier Risk Assessment.
This method tries to identify, assess and manage supplier related issues that could significantly impact the organization.
It helps to define preventive measures to reduce the probability of these factors occurring.
Based on the risk assessment, counter-measures or risk mitigation plans are developed to manage the risks when they occur to reduce their impact.
The key activities are to identify all potential risks involved in working with a specific supplier, assess the potential business impact of these risks, identify the likelihood of occurrence, prioritize the potential risks and develop risk mitigation plans to deal with the threat.
As a minimum, conducting a Supplier Risk Assessment should be completed with your strategic suppliers and other key suppliers to the business.
Not sure how secure my supply chain is?
Take time to map out your supply chain in detail and assess the inherent risks.
Globally integrated and complex supply chains lead to barriers in identifying risk concentration.
Dependence on a specific supplier, especially in the case of a single-sourcing strategy, will increase the supply risks.
Weak links in a supply chain can result in significant additional costs.
As such, it is essential to conduct a thorough business and financial stability review to identify weak links in the existing supply chain or for evaluating new suppliers.
Procurement is almost always under pressure to lead the way in managing supply chain and supplier risk.
Effective supply chain risk assessment demands scrutiny of the following three factors:
The complete value chain for the category from raw material inputs to conversion process to transportation and distribution.
Underlying cost and risk drivers that influence product supply.
Key market trends and externalities along the value chain that can affect category risk and cost.
Supplier risk assessment for critical, single-sourced suppliers should go well beyond financials and past performance and include:
Industry analysis
Customer analysis
Supplier analysis
Operations outlook
Ownership structure
Additionally, some organizations mandate that all items procured from single sources are listed and approved at the highest level of the procurement organization.
Such approvals are taken every year and rationale for single source purchases as well as action plans for broadening the supply base are documented.
There can be legitimate grounds for single source vendors.
This would include vendors with whom there is a strategic alliance on grounds of leveraging innovation or if the cost of developing a second vendor outweighs associated benefits (for low purchase, for example).
Single vendor situations present complexity in terms of establishing fairness in price.
As such, efforts must be taken to conduct price benchmarking within realms of legitimate assumptions and comparable goods / services.
Lastly, adequate credit risk mitigation techniques must be adopted for single source suppliers.
This may include a combination of performance bonds, bank guarantees, parent company guarantees, and advance payment bonds.
Are my suppliers going to still be in business in the future?
Carry out a supplier financial risk analysis for your critical suppliers.
One key aspect of managing supplier risk is assessing the financial health and profitability of your critical suppliers and their ability to meet their contractual requirements.
It is helpful to establish a set of metrics that can be tracked and used to monitor your supplier’s financial performance and longevity.
Use your own organization’s financial expertise and support from within the company to help with the supplier financial analysis.
They may already use a financial analysis model that could be customized for your need.
Look at the future order book of your supplier as this is often the best indicator of the financial health of a company.
Past performance may not have as much a bearing on future performance.
Use the suppliers’ annual accounts to draw out non-financial information such as strategic direction, mergers & acquisition activity and other major corporate initiatives.
The important thing to remember is that analyzing one year on its own is not enough.
What is needed is at least three years’ worth of financial ratios to determine the trends in performance.
This will offer a much better insight into how a supplier is performing.
There are often significant pieces of information contained in the annual accounts that will have impacted the financial results.
These factors must be taken into account when assessing the financial health of a supplier.
This information is often located in the annual report under the following sections:
Chairman’s Statement – overview of the business.
Directors’ Report – description of the main events during the year.
Notes to the Accounts – changes in accounting policies, associated companies and joint ventures, acquisitions and contingent liabilities.
Develop a tool for tracking supplier financial health throughout the duration of the project so that any problems are highlighted prior to any commitment being made.
7.
Does not understand reputational risk?
Discuss it with your line manager.
Managing reputational risk is often a task left for individual functions such as Supply Chain or Procurement.
Reputational risks vary significantly and often are related to lapses in ethics and integrity, such as fraud, bribery and corruption.
Product and service risks are another driver of reputational risk, and can be related to health, safety and environmental issues.
Third-party relationships are a rapidly emerging risk area, with companies increasingly being held accountable for the actions of their suppliers.
Social media is now creating an imperative for many organizations to take a consistent, broader and strategic approach to managing reputational issues, starting with a fully dedicated chief risk officer (CRO).
Reputation is a critical element that drives an organization’s value and so requires active management.
If impaired, reputation could potentially harm value.
The socially mobile world we live in moves the issue of reputation at breakneck speed.
Social media is not only about what an organization’s employees are saying.
It is also about the media, the organization’s business partners, its customers, competitors and other stakeholders.
It is about what they are doing, as well as what society is saying.
There is an opportunity to mine some of that information, use it as a scope to perceive what’s happening in the marketplace and manage risk.
And some increasingly understand the power of social media as a value-generating tool, as well as its ability to disrupt businesses.
Consider creating a strategic risk management framework including a risk dashboard with data refreshed on a regular basis, as well as game theory and scenario planning.
8.
What happens if a disaster hits our supply chain?
Implement your Disaster Recovery or Crisis Management program.
Crisis management can cover a range of events, from natural disasters to large-scale identity theft and product recalls.
Not all crises are created equal.
From an accident that disrupts a supply chain to a social media firestorm, companies manage minor crises all the time.
It’s part of doing business.
But dealing with a major crisis is a different matter.
A single mega event or a combination of them can trigger crises that threaten the very survival of a business.
These kinds of crises lay bare the readiness and responsiveness of an organization.
They test a company’s values, leadership and character and at a time when there is no room for error.
Crisis management begins with identifying and preparing for strategic risks, which may turn into a crisis event and includes a broad portfolio of capabilities such as event monitoring, crisis simulation and planning, real time response and crisis communication.
Crisis simulation provides organizations with a way to assess their crisis readiness and know whether their organization, strategy, plans and systems will work when a crisis strikes.
Should a crisis strike, an important element is the ability to provide real-time response, by which organizations need rapid response teams operating under the direction of a Crisis Management Office.
At least to start, the focus should be on readiness, monitoring and rehearsal.
They’re the most effective ways to prepare for a crisis event.
Companies that plan and rehearse potential crisis scenarios will be better positioned to respond effectively when a crisis actually hits.
Every decision made during a major crisis can affect stakeholder value, to the extent that reputational risks can destroy value more quickly than operational risks.
Teams on the ground need to take control, lead with flexibility, make decisions with less-than-perfect information, communicate well internally and externally, and inspire confidence in others.
Procurement should be well prepared by having a disaster recovery framework in place to address the needs of all stakeholders, leadership, employees, the board, regulators, shareholders, media, lenders, analysts, customers and suppliers.
The plan should define accountability, roles and responsibilities, processes, governance and communications.
As a result, a number of companies are looking to do much more scenario planning and war-gaming.
They’re interested in running through a range of scenarios and related factors, including how their company might respond, who gets what information, who makes the decisions and when, and who informs the regulators, politicians, employees, the board and other key stakeholders.
There’s a host of other issues for the organization to consider, such as when systems should be placed back on line.
For an organization to fully understand its vulnerabilities and preparedness, the response plan has to be put to the test.
And even the most secure companies should bear in mind they can be vulnerable if their vendors are not secure.
9.
Unsure about your exposure to political risk?
Discuss with the Risk team or line manager.
In this era of lean manufacturing, global markets and far-flung supply chains, anything that can interrupt the predictable flow of commerce presents severe bottom line threats that cannot go unmanaged.
According to a 2013 APQC survey of senior executives at 196 companies, 77% of respondents had experienced at least one unexpected supply chain disruption in the past 24 months.
The suppliers were located in areas of the world known for political turmoil, natural disasters or extreme weather events.
Such events include the one-two punch of Japan’s earthquake and Thailand’s floods, both in 2011.
The earthquake and tsunami in Japan, for example, severely affected the global electronics industry, creating lengthy disruptions in that country’s automotive industry.
One automobile manufacturer attributed $1.2 billion in product revenue losses to parts shortages that resulted in the manufacture of 150,000 fewer cars in the United States.
The floods in Thailand, meanwhile, caused shortages in the availability of hard disk drives, culminating in billions of dollars in property losses and business disruption for electronics manufacturers worldwide.
Almost 1,000 factories in Thailand serving global supply chains across the world were shattered by the disaster, costing insurers an estimated $20 billion in losses.
Activities that companies might have performed in-house in the past are now sent off to suppliers across the world, creating enormous vulnerability.
The lingering effects of the European sovereign debt crisis on Portugal, Ireland, Italy, Greece and Spain will continue to trouble some Procurement managers, who remain aware of the potential impact on key suppliers in these regions.
Economic troubles in a region could spell bankruptcy for a key sole supplier or, more importantly, a unique supplier, which could be a very small company providing the necessary active ingredient, for instance, used in a number of pharmaceutical drugs.
If that company goes under overnight, the effects can be massive.
You might be able to turn to another supplier, but only if it is FDA approved.
If not, it could take 18 months to line up an alternative.
The more international your supply chain becomes, the less you may know the risks.
Be prepared.
Not familiar with strategic risk management?
Discuss with your Risk team or Line Manager.
It is protecting the unique value of an organization with a focus on the drivers of economic value of the enterprise whilst looking for new opportunities to create value.
What is critical today is the ability to understand the marketplace and gather intelligence on important trends so that an organization can anticipate changes and evolve with the market.
So strategic risk management starts with understanding the core strategy, and then working with the board and management to create protocols that can help the company advance—or adapt—its strategy while minimizing the risks.
That might entail using data analytics and sensing technology, as well as scenario planning and war-gaming.
At the organizational level, companies are taking a number of actions across diverse areas to bolster their oversight of risks—governance, technology, employee training, suppliers and supply chain.
Regulatory requirements and concerns about how organizations are expanding across new regions have made third-party risk a top-of-mind issue for many industries.
At the same time, the use of third parties can provide an important strategic benefit to an organization’s growth, thanks to the pace of globalization and technological advancements, the leveraging of outside domain expertise, and the addition of new services and products that are too costly to develop and maintain “in-house.”
It’s the ability to see those opportunities with a sufficient amount of risk oversight that can allow an organization to benefit from a strategic risk approach.
How do you mitigate your risks?
Use risk mitigation action techniques.
There are many different identified risks in supply chains that need risk mitigation actions in place.
Some examples could include:
High dependence on a single component, with no approved or available substitute - Design an alternative component and receive the appropriate testing and safety certification; Conduct an impact analysis of the supply chain to identify critical components and/or critical suppliers; Build redundancy into the supply chain – by duplicating critical suppliers and/or holding emergency inventory of critical components
High dependence on single supplier or cluster of suppliers within same region - Although dual or multi-sourcing may be more expensive than single-sourcing, it will usually significantly lower risk.
Consider geographic diversity.
Vulnerability to natural disasters - Relocate supplies away from one or more perceived peril or area of natural disaster.
Inflexible or rigid supply chains - Review the whole business process from product design through production to distribution to enable more standardized or generic interchangeable components to be used, reducing dependence on particular components and/or suppliers, and hence mitigating the impact of any future supply chain disruption.
Flexible production line set-ups may also allow production capacity lost at one factory to be made up by increased production at another unaffected location.
Here are some questions that we should be asking ourselves on a regular basis:
What don’t we know about our supply chain that we need to know?
Are we relying too heavily on single suppliers for important components?
Are we focused too heavily on cost reduction making our supply chain brittle?
What could a closer look at our analytics tell us about these and other hidden risks?
How often do we analyze the value of each link in the supply chain in terms of its contribution to profitability and assess the potential risks?
Job Assignments
Visit a supplier’s premises to understand the supplier’s own supply chain to help them identify their risks and plan for contingencies.
Map out your supply chain for critical products or services and identify potential risks with suitable mitigating actions.
Support a colleague who is dealing with a significant risk situation with their supplier or supply chain to learn potential risk mitigation solutions.
Attend a risk management seminar or training course to learn more on the subject.
Spend some time with your Risk Management team to build more awareness of risk management
Learning Resources
Interview Questions
Explain what risk management means to you?
Please describe a situation in which you identified a specific risk within your category and successfully developed a mitigation plan.
Please describe the different type of risks you come up against in your Procurement role?
How do you identify, assess and manage risks in your current role?
Describe the most significant risks you have been confronted with in your Procurement role especially regarding your suppliers.
What was the outcome?
英語 から タイ語: Masters and Enables Systems and Processes General field: ビジネス/金融 Detailed field: ビジネス/商業(一般)
原書のテキスト - 英語 Bayer Procurement Competencies
Masters and Enables Systems and Processes
Description
Understanding relevant Bayer systems & processes and knowing how to use them in an efficient and effective way.
Developing
Able to operate standard IT tools, systems and processes to support Procurement activities.
Interprets data, prepares relevant reports and assists in identifying areas for improvement.
Capable
Is able to clearly define requirements for Procurement systems and processes to achieve the desired outcome.
Understands the end-to-end process overview and interaction with other business processes.
Suggests systems and process improvements and supports their implementation.
May train others in use of systems and processes.
Strong
Understands how existing systems and processes support the Bayer operating model.
Challenges the status quo and provides thought leadership and direction to shape the future Procurement systems and processes.
Considers the impact on interfaces with other processes and systems.
Seen as a process and systems expert within Procurement.
Context
What do we mean by systems and processes and what is the difference between them?
A process is a series of sequential steps that results in a change.
In simple terms, there is an input, some work activities and an output.
A process produces results through work being done in the process.
Processes produce outputs.
For example, the way a Procurement requisition gets handled is a process.
A system is what is used to execute the process.
Systems create outcomes rather than outputs.
In procurement a system is usually an IT based solution
As a general rule, processes address effectiveness, whereas systems address efficiency.
If you’re doing the right things but slower than they could otherwise be done, work on your systems.
If you’re working fast but not really getting anywhere, work on your processes.
Being able to use and manage systems & processes to extract, store and share the information needed to make better business decisions is vital for Procurement professionals.
Using systems to facilitate a more efficient working environment requires understanding of the whole systems & process landscape and how it all fits together.
Bayer Procurement has access to many different systems and processes including ERP/SRM solutions (e.g. SAP SRM), E-Sourcing Systems (e.g. Procurement4U), specialized systems (e.g. ProTrack for savings tracking) and others.
It is important to understand how these work and more importantly what you need to do with them.
Some Possible Causes of Lower Skill
Causes help explain why a person may have trouble with Masters and Enables Systems and Processes.
When seeking to increase skill, it’s helpful to consider how these might play out in certain situations.
Remember that all of these can be addressed if you are motivated to do so:
Inexperienced in using IT systems.
Understand that even best process and systems are restricted by the quality of input data
Too many systems to fully understand how they all operate.
Not familiar with key processes.
Struggles to understand how the Procurement processes fit within the context of other business processes.
Doesn’t see the real value of using systems and processes.
Hardware/Software is too old or slow to use systems properly.
Little sharing of best practice.
Tips to Develop Masters and Enables Systems & Processes
Too inexperienced to use the Procurement IT systems?
Get some training.
One basic but important part of working in Procurement is being able to use the various systems & processes to both input and extract meaningful data to support Procurement activities.
You must be able to use the right IT tools for each task and take advantage of suitable training in relevant IT skill areas.
Ask colleagues for help and support in areas where you are uncertain.
Practise using the systems & processes to gain confidence and knowledge of their use and effectiveness.
Too many systems to fully understand how they operate?
Build a network of people who understand how the systems operate.
Many users are proficient in one or more systems that are most relevant to their work.
By building a network of colleagues across different parts of Procurement and the wider business, you may be able to learn how they use their systems.
Build this network over time and consider how the systems relate to each other and also to you.
Try to map out how they could all fit together and discuss with a Systems expert what the overall Procurement systems environment looks like.
Not familiar with the key processes?
Build an understanding of the key processes within Procurement such as the S2P Process.
Source to Pay (S2P) is essentially the process that covers the whole Procurement value circle including value definition, creation, delivery and protection and that provides a structured and standardized approach on a global basis to ensure transparency as well as effectivity and efficiency.
The process covers the following high-level steps:
Maintain functional strategy
Conduct Business Partnering
Maintain Category strategy
Conduct sourcing
Enable processing
Process request
Process Purchase Order
Post PO processing
Process invoice
Process payment
Analyzing & reporting
Conduct Supplier Management
Therewith, it addresses the strategic sourcing approach as well as the end-to-end transactional process.
Following the defined process will reduce financial and operational risk, increase the compliance to regulatory requirements and provide more visibility of how external expenditure is managed.
Struggles to understand how the Procurement processes fit within the context of other business processes.
It is important to understand where the Procurement processes fit with other Bayer business processes.
No process exists in isolation.
A particular business process can only be understood within the context of business strategies.
One way of ensuring that the context of a business process is understood is by questioning how the process contributes to the objectives of the business.
As an example, Procurement as a function usually has a very important role to play in an organization’s annual budget process.
It can provide vital cost and supply market information that will strongly influence budget expectations.
In this instance, it would certainly be helpful to understand how the budget process works and what role Procurement has to play.
Do not see value in existing systems & processes?
Be curious about how systems and processes could help improve your own efficiency and effectiveness.
Well-designed systems and processes can radically improve your productivity and allow you more time to carry out the more interesting and value adding aspects of your job.
By finding out more about the systems and processes you use, you will be able to contribute to their continued development and improvement.
It is often the user of a system that is the best source of ideas for improvement.
You should consider ways to improve IT-solutions by considering the planning, development and implementation phase to improve overall business results as well as how to shape and influence the input data to get great results.
Understanding the broad landscape of Procurement systems and processes and how they interface with other business systems is important.
Be curious and identify ways to improve local systems that you use regularly.
This is a great way of gaining more knowledge about systems and also you could be helping your colleagues to solve a common problem.
Hardware/Software is too old or slow to use systems properly?
New applications and upgrades to existing ones can cause difficulties when the infrastructure is unable to meet demands for greater speed or processing power.
As part of the “due diligence” of Project Management, consideration should always be given to the impact on infrastructure and essential upgrades should be included in the scope of the project.
Get involved in new project /development teams as a user and ask the simple question “Will my team be able to use this on our existing platform?”
Consider whether the problems caused are serious enough to your productivity to warrant investment or other action?
Discuss with Management and IT team your needs and whether there are ways of optimising the application features and operation to make it more suitable for the existing hardware/software or whether a replacement is needed?
Little sharing of best practice?
Be more open to sharing knowledge and best practice with Procurement colleagues.
Knowledge Management is the ability to create and manage the environment in which knowledge can be discovered, created, captured, distilled, shared, adopted and applied to create business value.
It includes knowledge sharing between people, as well as using IT systems to facilitate effective storage and management of the knowledge.
It is important to encourage the sharing of good practices & information around the Procurement community.
It requires each individual to take personal ownership for sharing relevant information and facilitating knowledge sharing sessions between teams.
Examples of good practice in knowledge sharing include the following:
Provide the systems to hold and share information.
Take a look to find out whether there are already related communities or blogs that cover the topic of interest.
Encourage the sharing of good practices & information
Take personal ownership for sharing relevant information
Facilitate knowledge sharing sessions between teams
Recognize and reward people who proactively share knowledge
Be able to translate between the languages and terminology used in business, process and systems
Job Assignments
Build your network by sitting down with an experienced member of the Procurement team who has expertise in the systems & processes area and improve your own knowledge and understanding.
Get some training in relevant systems & processes.
Participate in the design or development of some new Procurement process or system.
Train to become a local process or system expert for e.g. ERP/SRM solutions (e.g. SAP SRM), E-Sourcing Systems (e.g. Procurement4U), specialized systems (e.g. ProTrack for savings tracking) and others.
Set up some knowledge management sessions with other members of the Procurement team to share recent best practice examples
Contribute to communities, blogs, etc., that cover Procurement systems and process topics
Learning Resources
Procurement Academy Trainings:
Interview Questions
Which processes & systems have you used in your previous roles?
Explain how Procurement systems and processes generate benefit in your daily activity?
How do you create and manage knowledge so it can be better shared with your colleagues?
Please describe a situation where you have identified a problem or issue with a Procurement process or system.
What did you do about it?
Tell me about a time when you have been involved in designing a Procurement process or system?
What was your role and what was the outcome?
Please describe a situation where the output of a system was of insufficient quality and what you identified as improvement measures and root cause?
英語 から タイ語 (Chulalongkorn University, Bangkok) 英語 から 日本語 (Japanese Minister of Education Award) 日本語 から 英語 (Graduate in technical translation and editing post) 中国語 から タイ語 (Kasetsart university, Bangkok) 日本語 から タイ語 (Kasembandit university, Bangkok)
タイ語 から 日本語 (Kokusai Gakuyukai Nihongo Gakko) タイ語 から 英語 (Tokyo Institute of Technology)
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