Wednesday, October 20, 2010

BOCOG has recently opened Chinese domain name "Olympic tickets. Cn"


For the convenience of the people remember and use, but also to some extent to prevent Internet users are fake websites to deceive, BOCOG has recently opened Chinese domain name "Olympic tickets. Cn".

April 15 is the official Olympic tickets on sale the first day, but before that, fake "official ticketing website," already the winner, appeared online, cheat money.

It is reported that on March 8 BOCOG has opened the 29th Olympic Games official ticketing website (www.tickets.beijing2008.cn), as a Beijing Olympic official information platform for online ticketing and marketing platform, release the Olympic schedule, sports ticket prices and related information, accept online registration and the domestic public inquiry. But for most Chinese people, the exact spelling of the name can be difficult, to facilitate the use of Chinese people, specially the recent opening of BOCOG enabled Chinese domain name "Olympic tickets. Cn", to facilitate the search of visitors and login. Such as Microsoft IE7 all of the major Internet browsers have been supporting the Chinese. Cn domain name, in the future, Internet users as long as the address bar in IE7 "Olympic tickets. Cn" domain name, you can go directly to the Olympic Games official ticketing website, secure ordering the Olympic Games Tickets.






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Sunday, October 10, 2010

Wave escort firm in Hefei




Today, people all over the side of the bank provides a fast and convenient services, the bank is also enjoyed, and by continuously updating financial products to gain market has been a winning financial industry's "magic." Hefei City Commercial Bank in the middle of a wide variety of conduct was booming. But also to their higher demands made, that is to ensure system stability, data security, integrity and reliability. Otherwise the case of a mishap, can affect people and their credibility is a major event.

Hefei commercial banks do turn the tide, the tide of the experts designed for the firm, including servers, storage products and software, including a full range of hard and soft integration platform, and for these reasons, the system uses a double hot equipment structure, use of server hardware is two wave NC1000; storage products using the British wave of letters NS3500. Software using the SCO-UNIX + SMP + wave two-machine software, Informix database, combined with its development of related applications, monitoring software. In the specific implementation process, the wave-related services of experts to ensure the normal operation of the system to pay a great deal of effort and sweat.

After delivery firms in the machine, September 2, the wave of experts flew to pack line package from Jinan, Hefei. They went straight to a landing on the firm, began to build two-machine backup system, in the process the first wave of service engineers to solve the installation of hardware, including disk array cabinets and connection to the server and recognition, and the WINDOWS environment is different, which UNIX environment is not an easy question, need to adjust the number of parameters, but the wave of experienced engineers, this is not any problems, the wave also to provide a wealth of random data. After that, engineers have to solve the database and the installation of two-machine software to ensure that the database can send the failure to switch, it is each vendor's service personnel have to face. Wave of engineers in the shortest time and highest quality completed all 3 days in the past, everything done on time, engineers began preparing delivered to customers.

Difficult matter at this time there: To ensure the system is absolutely safe and reliable, Hefei firm raised its billing software required to achieve double machine backup. Is the responsibility of the customer needs, engineers immediate access to room to work, but soon they found a third-party vendors to develop the software and not having a functional, the software can not dual-active redundancy, which must run on an Informix server. HA makers turn when engineers learned that they do not develop the software support function, it is clear that only the HA on the second development, to achieve more than the customer needs. But the HA vendors can not provide these packages. Only some of the standard package of products as a reference. Obviously this is beyond the wave functions of service, but expect to see the eyes of customers, engineers know that the system put into operation sooner, it will bring benefits to customers sooner. So they quickly assumed the second outside the scope of this service development. For them, this is undoubtedly a problem, after all, not professional developers, many interfaces are not familiar with, only through documents and information to explore. Then engineers had an idea there, though they are not familiar with the secondary development, but there are abundant resources in the headquarters can be called from the server wave of software engineers to the headquarters of the company's resources to the work of engineers in Hefei strong support get support immediately after the engineers put into intensive development work, daytime and finally they give a satisfactory answer.

The work just completed, firms find engineers also proposed another request, asked HA to detect the unexpected termination of billing software failure. Like the previous requirements, it also is a problem beyond the service duties, as HA billing process itself does not integrated interface program, need to design testing procedures manual, to make HA to detect the unexpected termination of billing software failure. Wave of engineers did not make things difficult for them, customer satisfaction is the ultimate pursuit, they once again battle, continue to the second development. With experience, this time would be a much smoother, some difficult problems are solved with the assistance of the headquarters, thus finally you're done, the customer's face finally emerged out of a smile, praise the engineers have added: "Select wave not only is selected on the products, but also picked the right service. "

Hefei firm, said the relevant parties: the financial companies now build information systems aspects of the problems encountered, the user is sometimes difficult to determine from a hardware or software problems or problems with hard and soft, and banks have more suppliers, the supply Technical limitations also makes business services become not so simple and direct. The wave in the server space for many years of professional experience and a powerful wave of strength of the Group makes it possible to provide one-stop service, lifting techniques are not proficient because of the fear and anxiety brought about, allowing users to buy the rest assured, feel at ease, but also broaden the channels of the banking business, the development of value-added services provide technical assurance.







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Thursday, September 23, 2010

"Soldier of blood," the official version of the game experience and evaluation



I remember I bought the first game is genuine, "Soldier of Fortune 2", and had put the game can Bianshi shocked me, but the game off with a sense of light shooting and a tough guy image of Thomas I still remember, I have been looking forward to SOF3 coming, and now 4 years later, "Soldier of Fortune 3" finally came out, I responded with 11 points enthusiasm into the game, then it in the end do?

Screen

Compared to the second generation, the general qualitative leap in screen, but really should not is that it was born in 2007 in November, compared with CRYSIS UT3 COD4 level of these works it less big brother too much, but not and their comparison, the picture is still counted the go, a lot of punch and three-dimensional normal map for the game very, very light use in place of light, especially in the game to simulate the human eye to adapt to the light and the dark out of the physiological response to no Half-Life 2: The second chapter so exaggerated, and different game scenarios are reasonable and accompanied by different main colors, feelings, and harmonization, especially in the second and sixth off the green and yellow off. The game scenes are very reasonable, but the atmosphere and depth of the loss COD4, grass, plants and water on a little bit false, and a feeling of plastic toys, and most people I takes the cake is fine, good clothes, to build and the different wrinkles very good character models, character models are compared, the gun is not great commandment, in addition to AK with texture, the other is like children's toys, I finally have to criticize the game of shadows, and the N card is not compatible, there will be a black jump spot, on the whole, the picture is reached mainstream levels of

System

Game system a bit failed, since the main menu and read simple picture, to the inexplicable transitions animation, then it gets on my nerves in the HUD, I do not think the customs of the fate of their soldiers in the play, but play a Shooting new models for second-line and, indeed, Soldier of Fortune Soldier of Fortune series three does not belong, this work does not point predecessor's shadow, in addition to Bianshi and actor's name, the game's HUD is a major flaw, it is actually placed in the middle of the screen below and very tight, so I think from the very easy, I often see their own ammunition for the volume of the eye-inflicted eye, huh, huh. The game map and more single-task design, then this increased fluency of the game, but this cycle can make you tired of the game late. As for the menu you, one word: humble, there is no point feeling you are mercenary, Thomas's detailed than the predecessor generation laptop interface is simply trying to steal work, in particular, I think the spoof is the weapon select screen, I thought I YY buy the players themselves the MOD Fortunately, the game system is also good, a lot of optional content. Wordless me the most is to set the menu, humble to the peak, the screen is actually a Resolution, by, and most make me feel like the fate of the soldiers in the play than Bianshi system, and a good well, a word 锛氱墰锛屽案浣撴壘鍔涚偣寰堝锛岀垎澶村挨涓虹埥锛岀煭鑲篃涓嶉敊锛屾晫浜烘鐨勬專鎵庢牱涔熷緢鐪熷疄锛岃繖涓垜涓嶅璇达紝鏈夎檺寰呭?鍚戠殑鐜╁鑷繁鍘讳綋浼氬惂锛屾崗鍝堝搱鍝堝搱锛屾?涔嬫父鎴忕郴缁熷緢绠?寲

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Tuesday, September 14, 2010

SAP sales drop turmoil spread to China, CEO to resign



As with other industries, IT industry personnel changes normal, but the world's largest business management software company SAP's management changes, both at Headquarters and in China, is always beyond industry expectations.

2009 Q4 revenue down SAP management restructuring

February 8 am, according to foreign media reports, SAP announced its fourth CEO Li Aike (Leo Apotheker) after the expiration of the employment contract not to renew, resign his office, the company has appointed two co-CEO to replace its CEO jobs, respectively, president, SAP Global Operations, Bill McDermott (Bill McDermott) and product development business leader Shijie Han (Jim Hagemann Snabe).

SAP also announced that its Chief Technology Officer Vishal Sikka has joined the Executive Committee, and co-founder Hasso Plattner (Hasso Plattner) will remain as chairman.

Previously, SAP Q4 release, rumors, SAP China, after the first loss, SAP China President Zhang Liesheng also will soon resign. Prior to this, SAP Asia Pacific, North Asia have made executives also resigned. This is from Li Yike and Zhang Liesheng office, only about two years time.

Li Yike Since April 2008 he was appointed CEO. Zhang Liesheng will begin in May 2008 as president of SAP China.

January 27, SAP announced results for the fourth quarter of 2009. Report, SAP 09 in the fourth quarter net profit fell 12 percent, from 830 million euros a year earlier fell to 727 million euros, lower than analyst expectations of 736 million euros. While total revenue was down 9% to 3.19 billion euros, of which software revenue is down 15%, to 11.2 billion euros.

For less than the analysis of the expected earnings, SAP said the difficult market environment is the main reason for falling profits, but business-related software revenue in 2010 will continue to grow, the growth of the software and follow-up services in 2010 will reach 4% to 8 %.

Zhang Liesheng also said, SAP's revenue below analyst forecasts, but the SAP that the company is progressing, which is SAP's business model by the decision, SAP is not in distress and to cut spending, "We have new software sector , there are some services, this is a balanced model. "" may have some analysts say that forecast could be 31% to 32%, my personal view is that you grow with your profits will always be relevant. When the two months in advance when there is a progressive not so fast, it should be a balanced development. "Zhanglie Sheng said.

The industry believes that regardless of whether SAP is really satisfactory, the CEO departure is a signal. And whether it is SAP, or Li Yike I, not indicated in the decision not to renew the contract how specifically made. In a brief statement, SAP announced the "Company Board of Supervisors unanimously agreed" not to renew the contract of employment Li Yike. This gives the industry more room for speculation.

Leave the technology to send the markets rise?

Li Yike 1988, joined the SAP, SAP co-founder of France, has worked as a SAP France, Belgium, head of Middle East and Africa. April 2008 was promoted to the company's co-CEO. Since January 2009 Henning (Henning Kagermann) retirement began as co-CEO of Li Aike before the start full play CEO responsibilities.

Li Aike is SAP's first non-engineer to enable the background of CEO. Has been, SAP has the United States and the European culture of confrontation between the two factions, the former acting publicity, pay attention to the struggle for markets; the latter act calm, respected strict perfect, to behave as a guide. From the outside, Li Yike's office, on behalf of SAP is moving from a technology-oriented company with a market-oriented shift-based company.

McDermott said the current co-CEO, Li Aike "more familiar with the market, the company has a better understanding of his vision, he thinks the company is finally doing things from a customer perspective issue, so it can continue to grow on him, how the company There are no limitations in the development of thinking. "

However, Li Aike under market-oriented, SAP's progress can not seem to satisfy the wishes of the board of directors. For SAP itself, the biggest challenge is a large enterprise market is saturated large enterprises market share in the guard, based on how quickly tap SMB market is the key. Although SAP has introduced solutions for SMEs, but SMEs market is still developing slowly.

Instead, SAP rival Oracle progressing rapidly, now its strength in the enterprise software has created a serious threat to SAP. The world's No. 2 software company, is the largest provider of Oracle database software in the past five years is a chain takeover battle, spent more than 340 million acquisition of 56 U.S. companies rapidly increase their profits nearly doubled.

Li Yike departure, its co-CEO again there is a product development leader, Chief Technology Officer Vishal Sikka also join the Executive Committee. In the industry believe that this is a signal: the last time, SAP attention to the market, but product innovation can not be satisfactory.

According to reports, SAP co-founder Hasso Plattner in addition to remain as chairman, will "continue to provide leadership for the company's new technology and product development proposals." Plattner also said the new company's executive committee will constitute a "better coordination of product innovation and consumer demand."

Li Yike leave doubts SAP China

For SAP China, SAP was not positive before and after a loss to explain China's hearsay, but stressed that China is only part of multinational SAP, SAP Asia Pacific and Japan region will be as a whole, can not give separate data for China.

Zhang Liesheng has also insisted that China has become the SAP world's third largest market potential, Li Yike, etc. are also very value management in China. For the trade rumors about leaving, Zhang Liesheng laughed, saying that SAP China, no major changes in staffing arrangements.

Zhang Liesheng was in May 2008 from IBM airborne as president of SAP China, in office less than 2 months on with their superiors-SAP North Asia, Ji Ping, president of Union (Mark Gibbs) co-directed "Jiuhuashanzhuang executives cleaning door" thus establish a "civil war master", "senior sweeper" personal reputation.

涓?湞澶╁瓙涓?湞鑷? If Zhang Liesheng of lung power, the support from the Li Yike, then with the departure of Li Yike, SAP China, the situation will become complicated and confusing.







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Wednesday, August 4, 2010

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


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


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

Suppliers recipe for success

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

Lean manufacturing and time delivery

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

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

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

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



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

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

(B) to maintain production levels

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

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

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

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


(C) the quality of integration

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

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

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

Second, to achieve transport and delivery on time

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

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

(A) the development of close relations with carriers

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

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

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

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

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

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

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

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

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

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

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

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

(D) effective loading methods used

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

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

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

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

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

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聽聽聽 Miller SQA涓嶈兘鍧囧寑瀹夋帓浠栦滑鐨勭敓浜ц鍒掞紝鍥犱负瀹冨缓绔嬩簡璁惧鏉ヨ璐э紝浣嗘槸閫氳繃鍙戝睍绮剧泭渚涘簲鍟嗐?闈炲父鐏垫晱鐨勮閰嶈溅闂翠互鍙婁俊鎭妧鏈敮鎸侊紝鍏徃鍦ㄨ褰曟椂闂村唴浜や粯浜嗗嚑涔庤川閲忓畬缇庣殑400 000浠舵渶缁堜骇鍝併?

聽聽聽 寤虹珛涓?釜绮剧泭浠峰?閾剧殑濞佸姏閫愭笎琚ぇ瀹舵帴鍙楋紝骞朵笖鐢氳嚦鏄赴鐢伴兘鍧氭寔涓嶆噲鐨勭殑鏀硅繘绯荤粺銆傞殢鐫?數瀛愬晢鍔℃浼愮殑鍔犲揩浠ュ強瀹㈡埛鏈熸湜浜よ揣濡傝绠楁満涓?牱杩呴?锛屼笟缁╁帇鍔涘皢鍙樼殑鏇村姞绱ц揩銆傜簿鐩婂埗閫犵殑鏍稿績鏁欑泭灏辨槸锛岄?搴﹀苟涓嶆剰鍛崇潃澧炲姞鎴愭湰鍜岄檷浣庤川閲忋?缂╃煭鏃剁嚎锛坱ime line锛夊疄闄呬笂鑳藉鏀硅繘璐ㄩ噺鍜岄檷浣庢垚鏈?浣嗘槸瀹㈡埛涓嶈兘鍙槸鏈熸湜閫氳繃渚涘簲鍟嗘墽琛岀簿鐩婂埗閫犳爣鍑嗘潵鍙栧緱杩欎簺濂藉銆傚缓绔嬩竴涓簿鐩婁緵搴旈摼闇?鍦ㄤ环鍊奸摼鍏宠仈鐨勬墍鏈夊悎浼欎紮浼翠腑浜ゆ祦鎰忚銆?br />
聽聽聽 闄勶細璋冩煡鏃舵墍浣跨敤鐨勬柟娉?br />
聽聽聽 琚皟鏌ヨ?閮芥槸姹借溅琛屼笟鐨勪緵搴斿晢銆傛垜浠?鎷╂苯杞﹀埗閫犱笟鏄洜涓哄叾琛屼笟璧勬簮涓板瘜銆佷骇鍝佸鏉傦紝杩樺洜涓烘垜浠湁鏈轰細鍒版苯杞︿緵搴斿晢宸ュ巶杩涜鐮旂┒銆?姝ゅ锛屾苯杞﹁涓氭櫘閬嶈璁や负鏄竴涓噰鐢ㄧ簿鐩婃柟娉曟瘮杈冩垚鍔熺殑琛屼笟銆傛渶鍚庯紝鏈?繎瀹炶返鐮旂┒琛ㄦ槑渚涘簲鍟嗕笌缇庡浗姹借溅鍒堕?鍟嗙殑鍏崇郴姝e彂鐢熺潃杈冨ぇ鑼冨洿鐨勫彉闈╋紝姝e悜鐫?噰鍙栭伒寰棩鏈緵搴旈摼绠$悊鍑嗗垯鐨勬柟鍚戝墠杩涖?+

聽聽聽 鎴戜滑灏嗙編鍥界涓?骇姹借溅渚涘簲鍟嗗畾涔変负鐮旂┒缇や綋锛屼粬浠敓浜у崟涓?厤浠讹紝骞朵负缇庡浗姹借溅鍒堕?鍟嗗拰浣嶄簬缇庡浗鐨勬棩鏈埗閫犲晢棰勫畨瑁呴儴浠跺拰瀛愮郴缁熴?鎴戜滑鎺掗櫎鐮旂┒鍘熸潗鏂欍?鍗婂浣撱?鍖栧鍒跺搧銆侀潪鐩存帴鏉愭枡銆佸伐鍏峰拰鍐叉ā鎴栬?鍜ㄨ鍜屽伐绋嬫湇鍔$殑渚涘簲鍟嗐?鎴戜滑浣跨敤鈥?996 ELM Guide to U.S. Automotive Sourcing鈥濇敹闆嗘牱鏈?鎴戜滑闅忔満閫夋嫨骞撮攢鍞鑷冲皯$100 000 000鐨勫叕鍙革紝瀹冧滑澶ч兘浣嶄簬缇庡浗涓タ閮ㄥ湴鍖恒?鎴戜滑浣跨敤閿?敭棰濇爣鍑嗘潵甯姪灏嗘牱鏈檺瀹氬湪澶у瀷绗竴绾ф苯杞﹂厤浠朵緵搴斿晢锛屽畠浠洿鎺ュ彈鍒版苯杞﹀埗閫犲晢瀹㈡埛鐨勮喘涔版斂绛栧拰娲诲姩褰卞搷銆?br />
聽聽聽 鎴戜滑棰勫厛杩涜浜嗗嚑涓垵姝ョ殑鐜板満璁块棶鍜屼細瑙併?鎴戜滑瀹夋帓涓庡嚑涓悓鎰忚繘琛屼竴涓畝鐭噰璁跨殑渚涘簲鍟嗚闈紝鍦ㄦ垜浠闂墠鑷冲皯涓?懆锛屾垜浠彂閫佷簡鍒濇鐨勮皟鏌ヨ〃缁欏伐鍘傦紝璇锋眰缁忕悊棰勫厛濉啓璋冩煡琛紝鍥犳鎴戜滑鍙互璇勮骞惰璁哄洖绛旂殑绛旀銆傝繖鏍风殑宸ュ巶璁块棶浣垮緱璇嗗埆鏈?湁瑙佽瘑鐨勮璋冩煡鑰呭苟浠ヨ璋冩煡鑰呯殑璇█寮?彂鍑虹畝鍗曘?绠?磥鐨勯棶鍗烽」鐩彉鐨勫彲鑳姐?鎺ョ潃涓?釜闂嵎琚鍏堝湪10涓幇鍦烘楠岋紝鐒跺悗涓嶆柇杩涜淇敼浠ユ秷闄ゆā绯婃?鍜岄敊璇?鍦ㄥ伐鍘傝闂殑鍩虹涓婏紝鎴戜滑寮?彂鍑轰竴涓粨鏋勬?鐨勯棶鍗锋潵娴嬪害涓嶅悓鍏磋叮銆傜劧鍚庢垜浠繑鍥炲師鏉ョ殑10涓幇鍦猴紝鐢ㄦ渶缁堢殑闂嵎灏藉績璋冩煡锛屽苟灏嗚皟鏌ユ暟鎹寘鍚湪鐮旂┒涓?鎴戜滑閫氳繃mail鍜岀數璇濊窡韪闂皟鏌ュ彟澶栫殑鍏徃銆?br />
聽聽聽 鍦ㄦ牱鏈?鎷╂爣鍑嗙殑鍩虹涓婏紝鍚堟牸鐨勪緵搴斿晢绗竴姝ュ氨琚殢鏈虹瓫閫夊嚭鏉ャ?涓轰簡鎻愰珮鍝嶅簲鐜囷紝鎴戜滑浠庡伐鍘傜殑鍏徃鎬婚儴鑾峰緱鍑嗚锛岃姹傛?閮ㄥ悜鍏跺伐鍘傚彂閫佷竴灏佹敮鎸佷俊銆傚湪閭瘎璋冩煡琛ㄥ墠锛屾垜浠笌宸ュ巶杩涜鐢佃瘽鑱旂郴浠ョ‘瀹氭瘡涓?釜宸ュ巶鍚堥?鐨勮璋冩煡鑰呫?鐒跺悗鎴戜滑涓庢瘡涓?釜琚皟鏌ヨ?鐩存帴鑱旂郴鏉ヨВ閲婄爺绌剁殑鐩殑锛屽洖绛斾换浣曚笌鐮旂┒鐩稿叧鐨勯棶棰橈紝骞惰幏寰楀畠浠弬涓庣殑鍚屾剰銆?br />
聽聽聽 鎴戜滑浠庤璋冩煡鑰呮敹闆嗙爺绌堕渶瑕佺殑鏁版嵁锛岃璋冩煡鑰呯殑涓昏璐d换娑夊強鐢熶骇璁″垝銆佸師鏂欑鐞嗘垨鑰呭嚭鍘傝繍杈撱?鎴戜滑榧撳姳琚皟鏌ヨ?鍦ㄦ煇浜涢棶棰樹笂瀵绘眰甯姪锛岃繖浜涢棶棰樺彲浠ョ敱鍚戠敓浜с?搴撳瓨銆佽川閲忓拰杩愯緭閮ㄩ棬浜哄憳鏇寸簿纭殑鍥炵瓟鍑恒?

聽聽聽 鎴戜滑鎬诲叡鎺ヨЕ浜?56瀹跺伐鍘傘?鍦ㄨ繖浜涘巶瀹朵腑锛屽叓涓巶瀹剁珛鍒讳粠鐮旂┒涓鍒犻櫎锛屽洜涓哄伐鍘傜敱浜庝弗閲嶇殑鍔冲伐闂鎴栬?寰堝皯鐨勬苯杞﹂攢鍞鑰屽?闂簡銆?1瀹跺洜涓哄叕鍙告斂绛栥?绠$悊涓嶅彲鍒╃敤鎬т互鍙婃満瀵嗛檺鍒惰?鎷掔粷鍙備笌銆傚洜姝わ紝闂嵎琚彂閫佺粰137涓巶瀹讹紝骞朵笖鎴戜滑鏀跺埌108涓搷搴斻?鍦ㄨ繖浜涢棶鍗蜂腑锛屼簲涓鑸嶅純锛屽洜涓烘垜浠剰璇嗗埌浠栦滑涓嶆槸绗竴绾т緵搴斿晢銆傚洜鑰屽彲鐢ㄧ殑鍥炲涓嬮檷鍒?03涓紝瀵艰嚧鍝嶅簲鐜囨槸72%銆傚湪杩欎簺鍝嶅簲涓紝91%鐨勫巶瀹讹紙88%锛夋棦鍚戠編鍥芥苯杞﹀埗閫犲晢涔熷悜鏃ユ湰鍒堕?鍟嗕緵搴斾骇鍝併?






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Thursday, July 22, 2010

SONG Jun-de: fixed integration will create new value space



From the global telecom industry trends, integration has become a mainstream trend, including the integration of fixed and mobile networks, communication networks and the Internet, extensive network integration, and integration of next-generation network industries. To face difficulties of this integration brings opportunities fixed.

Some scholars believe that, although the off-net rate has been fixed for everyone concerned, but the present situation, the voice is still the main profit operators, with the development of next generation networks, voice services such as integration of these, then the solid network will regain the status. Integration in the creation of new value, but also brought new markets. In the triple play is growing situation, the fixed network will have to face the future? "Triple play" is fixed can revitalize? This reporter interviewed a Beijing University of Posts and PhD supervisor Professor Song Junde.

Reporter: "triple play" is the trend, after the industry put forward the integration of fixed and mobile phones, the recent large-scale domestic IPTV test and further validate "triple play" trend. Well, IPTV's "triple play" process, will usher in what you think fixed the opportunities and challenges?

SONG Jun-de: The current popular concern the integration of fixed and mobile networks, that FMC is a general trend. Present by the BT (British Telecom) lead in many European countries have achieved this integration. Integration of services for fixed-line operator is a good thing, it can not guarantee that the loss of fixed-line users. Most users in the office and home time or more, the movement time was relatively small. In the case of non-integration, fear not find people who need to contact the user dials the phone more. Statistics show that 1 / 3 of people still like to dial in indoor mobile phone, because it is convenient, do not remember the office phone, home phone and so on, save a lot of trouble. If you fixed everything compatible, you can include all the services one. Both indoors and outdoors can seamlessly switch, then most would go to the indoor fixed-line business.

But now there is a major problem in China, the two main fixed-line operator does not move the license, which is the integration of fixed network operators will bring some resistance, so it should be released as soon as 3G and mobile licenses. Because, from a global perspective, a separate fixed network operators or mobile operators are not conducive to their development. But China's current integration of fixed and mobile terminals resistance is relatively large, because this involves the interests of all operators. In particular, mobile operators will be severely affected.

Integration between the two, the mobile end user will definitely turn a lot of calls to fixed network operators pay a fixed portion of the cost. After all, cheaper to fixed networks, call quality is better. Therefore, mobile operators and fixed network operators is difficult to take the initiative to integrate, this will affect their income.

Triple Play is relatively harder. Currently there are some good sign, in the IPTV, some cities have begun pilot. Central also has "triple play" into the "Eleventh Five-Year Plan" was. Telecommunications and broadcasting in some areas to establish win-win situation, IPTV can be carried out; in some places both in their own ways of resistance will be greater integration. Therefore, at present carried out only in the local network convergence, not to form a national follow-up. Fixed as soon as possible to get mobile licenses in order to truly achieve "triple play."

Reporter: We note that fixed-line operators, business innovation in recent years continuously, such as PHS appeared well-informed through functional integration of cordless operation; fit three networks and digital home entertainment IPTV; fixed terminal is moving in the evolution of an integrated information service platform. How do you fixed in the field of fusion phenomena, it can recycling the new value of fixed-line space?

SONG Jun-de: This is a consolidation and development of fixed-line opportunity. Fixed network operators in the PHS, fixed terminal has begun to prepare for future large fusion. Can be used as a fixed phone at home, go and switch to a fixed telephone can still use the PHS. This technology, terminal integration is inevitable. But the current activities in the room is quite small, inter-provincial roaming, or impossible. Fixed network operators in the network, the terminal does not exist any technical problems, the key is subject to constraints such as operating license. FMC is mainly in the terminal and the evolution of applications, this is a future trend. The integration of business is mainly helpful to users, such as user communication cost savings and reduction of radiation. If a number can solve all the communications and entertainment, which for users is a great convenience. This user definitely needs more fixed. Retain users, other value-added services operator and will have a market space. We say anytime, anywhere in the solid line can be achieved, including the IPTV, fixed line phone on the 1st pass, broadband, and other value-added services such as provision of SP, which is the value of future new space.

Reporter: The Next Generation Network Integration of all the industrial resources, users are more and more viscous, a variety of business continues to pack them, "has become a digital Swiss Army knife." Do you think fixed-line communications in the future will play what role?

SONG Jun-de: Around the world, in today's fast-growing mobile communications, fixed line really been no small impact. Fixed network has been weakened in many areas, or replaced, as the telegraph flower business, fixed network operators are no longer in operation. By the same token, with the evolution of IP technology, and many businesses also will be replaced. But with the emergence of home networking, the formation of a new industry value chain, fixed here to find their own unique advantages: wide coverage of the network resources, loyal customer base, high-quality communications, high-impact brands, low standard rates. Particularly in broadband, fiber optic cable bandwidth limitations on small, mobile communications network which is also insurmountable. And the future of IPTV, VOIP and other voice, video and other multi-pack will increase the fixed-line business value. Therefore, fixed in the future will continue to be the field of communications and information will continue to play an important role. It still is a personal communication, regardless of location, regardless of time of a major part of the integration network. National situation is different, the proportion of fixed network will be a corresponding difference in bandwidth, stability, security, price, and other areas is bound to make even better fixed.







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Wednesday, June 23, 2010

Youtube Video to Flash Value

It's most popular and very easy to use YouTube tools. helps you Fast download, convert, play, manage your favorite YouTube videos. If you're a YouTube fan, you'll love YouTube tool! is the most powerful YouTube assistant on the planet. YouTube tool easily: 1. Fast downloads YouTube videos, 2. Supports unlimited simultaneous downloads (a real time saver!), 3. Automatically names the downloaded video the same as the YouTube title, 4. Converts YouTube videos to various video formats, including Video, DVD, VCD, AVI, MPG, MPEG, Divx, Xvid, WMV, RM, RMVB, MOV, MP4, 3GP, SWF, DAT, H264, VOB, Flash, PDA, M4V, 3G2, AMV, CDA, DV,QuickTime, ASX, TV, VHS, FLV, H264, BDMV, MAC, Apple TV, Zune, iPod, PDA, PSP, PS2, PS3, Xbox, Xbox 360, Mobile Phone, Cell Phone, Blackberry, Wii, Laptops, Printers, Palm OS, Pocket PC, PPC, Treo, Psion, EPOC, iphone.
Supports customize or create user's own profile for any new (portable) device. The video conversion supports preview. About Playing Features. Embedded YouTube Video (Offline) Player is available, it supports offline play YouTube video, .flv video and .swf video. Supports "Drag and Drop" video files direct to the main window. Easy to select the source files. Cool UI skin available. - is the most powerful YouTube assistant on the planet.