Министерство Сельского Хозяйства Российской Федерации
Департамент кадровой политики и образования
Московский государственный агроинженерный университет имени В.П. Горячкина
Кафедра иностранных языков
Курсовая работа.
Выполнил: Потапов В.В.
Проверил: Кулешов А.В.
Москва, 2004г.
Содержание:
1. The history of Volvo (английский оригинал)
2. Cooling system (английский оригинал)
3. The seven step path to better decisions (английский оригинал)
4. История Вольво (перевод)
5. Система охлаждения (перевод)
6. Семь способов принятия верных решений (перевод)
The history of Volvo.
The Volvo 1800 was superseded by the 1800 ES sports coupe in 1971, while the 140 series was replaced by the modern 240/260 three years later. In the USA, the Volvo 240 was designated as the standard for car safety. In 1972, Volvo acquired the car division of Dutch carmakers DAF and the Volvo 343 was introduced four years later.
1970 - Volvo's first Sponsorship
The Volvo Accident Research Team for cars was established. In addition to monitoring crash testing of complete cars and components in the laboratory, Volvo researchers were now able to gather valuable information on real-life accidents. Field investigations were complemented by statistics. Since the team's foundation, all accident information is supplied to Volvo's design engineers for use in new car development.
Volvo car No. 2,000,000 was produced.
Volvo undertook its first major sports sponsorship - the Volvo Open in golf.
Fourteen years and 667,323 cars later, the Amazon was discontinued.
1971 - New Arrivals: P.G. Gyllenhammar and the 1800 ES
The 1800 ES was the big event of the year in cars. Although the front half was identical to its predecessor, the P1800, the rear half was new and resembled an estate to some extent. With a maximum output of 135 hp, the 1800 ES more than fulfilled buyers' expectations of sportiness. Although the model did become popular, it was discontinued only two years later. It is now a cult model which attracts prices many times higher than the original.
In 1971, the Volvo Group acquired its third president and CEO when Pehr Gustaf Gyllenhammar, then just 36 years old, succeeded his father-in-law, Gunnar Engellau. His first act was to offer seats on the board to company employees.
The same year, the Volvo Group joined Renault and Peugeot in a far-reaching engine development venture, forming a joint company known as PRV for the purpose. The aim was to produce six-cylinder engines at a plant in Douvrin in the north of France. Production at the facility, which was owned jointly by Renault and Peugeot, continued until 1990.
Volvo commenced car production in Melbourne, Australia in 1971.
1972 - Belt-Driven Volvo
The Volvo Group has acquired a large number of other companies throughout its history. However, this includes only one carmaker - DAF. To meet the wishes of dealers anxious to complement their ranges with a small car, Volvo agreed to acquire a 30% shareholding in the Dutch company's car operation and its plant at Born in the southern Netherlands, as of 1 January 1973. In 1975, Volvo increased its shareholding to 75% and the company was renamed Volvo Car B.V.
Although not an attractive model, the Volvo Experimental Safety Car (VESC) provided a powerful answer to existing and future traffic safety problems, not only in Europe, but especially in the USA.
Volvo's first environmental policy was articulated by P.G. Gyllenhammar at the UN Environmental Conference in Stockholm.
A seat belt reminder was the biggest safety innovation introduced in production models.
Inertia reel belts also made their appearance in the rear seats.
The company's biggest investment in 1972 was the new Volvo Technical Centre (VTC), which was built to house all new car development activities.
1973 - Fantastic Test Track
The original test track at Stora Holm had become far too small and too difficult to shield from the prying eyes and lenses of a press anxious to uncover secret projects. As a result, the company decided to build an enormous test facility at Hдllered, deep in the forest between Gцteborg and Borеs. The principal feature was the main track, a six-kilometre oval with four lanes and banked bends, which enabled a driver to drive at 200 km/h without touching the wheel.
Volvo was to start car production in Chesapeake, Virginia in 1973. However, economic conditions, combined with the first oil crisis, dictated otherwise and it was decided to build buses instead. In the event, this was not a success and the plant was finally used to produce Volvo Penta engines and drives. Volvo Penta's American headquarters are still located in Chesapeake today.
The USA became Volvo's biggest car market.
1974 - 'Human' Plant Opened in Kalmar
Volvo inaugurated what was to become known as the 'human car plant' in Kalmar. In the new facility, the conventional production line was replaced by a system of manually controlled carriers, with automatic loop-controlled carriers supplying the assembly materials. The workforce was organised in autonomous groups, each with a high degree of responsibility for its own work. In its 20 years of operation, the plant attracted international attention as a model working environment.
The biggest car news of the year was the appearance of the successor to the 140/160 series, the Volvo 240/260, which bore a strong resemblance to the 1972 VESC, not only in terms of appearance but also as regards safety features. The Volvo 240 was subsequently designated as the standard for car safety in the USA. The Volvo 260 was powered by a newly developed V6 engine produced at the PRV plant in Douvrin.
1975 - The Smallest Volvo Ever
DAF cars continued to be sold under their original name for some years following the Volvo takeover. By 1975, however, the DAF 66 had improved to the extent that it was renamed the Volvo 66.
Volvo was already working in collaboration with Yngve Nilsson, a bodybuilding firm located in Laholm, south of Gothenburg. In 1975, the company introduced no less than three specially built, 'stretched' models bodied by Nilsson - the Volvo 245 T (a 'stretched' 245 intended as a taxi), the 265 Ambulance and the 245 Hearse.
1976 - A Rugged New Arrival
The most important reason for Volvo's acquisition of DAF - the Volvo 343 - was introduced in February 1976. A medium-class car with rugged styling, the model was equipped with DAF's unique Variomatic continuously variable transmission. Extremely easy to drive, the car boasted exceptional handling thanks to its advanced design of rear axle, combined with the ideal weight distribution afforded by the rear-. mounted transmission Although the 343 suffered from a number of teething troubles, these were soon corrected and the car became extremely popular, especially in Britain, Sweden and the Netherlands.
In Britain, Volvo was awarded the prestigious Don Safety Trophy for its achievements in automotive safety.
The NHTSA, the US traffic safety administration, bought a number of Volvo 240s, which it used to specify the safety standards against which all new cars on the American market were tested.
The three-way catalytic converter and oxygen sensor (Lambdasond) was a world first from Volvo in 1976. Introduced primarily to meet the strict emission control standards in force in California, the system reduced hazardous emissions by about 90%.
Volvo had now produced three million cars.
Cooling system.
Arrangement.
The cooling system of the engine is a liquid, closed-type, with a compulsory circulation of a liquid.
The device for controlling the cooling liquid temperature is set in the cylinder head, and the arrow indicator is set on the control panel.
Cooling system should be filled with a special liquid TOSOL A-40, which has anticorrosive and antifoaming additives. The temperature of crystallization is -40°С.
Concentrated antifreeze TOSOL A has a temperature of crystallization -20°С, it gets properties of TOSOL A-40 after mixing it with distilled water in the ratio 54 % of antifreeze TOSOL A and 46 % of distilled water.
The period of changing the cooling liquid at normal operation of the automobile is once in two years or after running 60000 kms. Cooling liquid is merged through the aperture in the cylinder block in the bottom part of the radiator, which is closed by a conic fuse.
The hot liquid is moved from the cylinder head 4, passes through the radiator 8 or the bypass pipe 9, which depends on the position of valves of the thermometer 10 and goes into the pump 5 from which it goes to cylinder block 11.
The cabin heater 1 is connected to the cooling system, the liquid which goes from the cylinder head through the crane 2 is moved to the pump, and also warms the cabin carburetor throttle 3, the liquid which acts from the jacket of the exhaust pipe and is removed through a by-pass pipe of the heater to the pump.
For compensation changes of volume and pressure the expand tank 7 is used, it is connected to the radiator neck by amounts and closed by a fuse 6.
The pump.
The case 6 and the cover of the pump 2 casted of an aluminium alloy. The platen 3 is bossed to the bearing 7. The pig-iron wing 5 is pressed to the platen of the bearing. The end of the wing, which joins the sealing ring of the seal, is tempered by currents of high frequency on the depth of 3mm. The nave 9 of the pulley 8 of the driving fan 12 is bossed to the platen of the bearing.
The seal 4 of the pump consists of the external brass case, rubber cuff and the sealing ring made of a graphitic mix and pressed by a spring to the end of the wing. The seal is bossed to the cover of the pump.
The bearing of the pump fills with greasing during the manufacturing, so it doesn’t need greasing during operation.
The fan.
The fan is a plastic, four-blade, enclosed in a case. Blades are wing-type and have a variable radius of installation. For the reduction of noise the step of blades is non-uniform, blades end approximately. The fan 12 with the pulley 8 fastens to the nave 9 by three bolts 11.
The drive of the fan is carried out by the crankshaft, which transmits its rotation with the help of the wedged-type belt.
The Thermometer.
The necessary thermal condition of the engine is provided by the thermometer. The thermometer has two intake connecting pipes, and the connecting pipe 1 is connected by the hose 1 to the final connecting pipe displaced on the cylinder head. The connecting pipe 13 is connected to the bottom of the radiator tank. The outlet connecting pipe 6 is connected by the transmitter 2 to the entrance of the pump.
The thermosensitive element of the thermometer consists of the glass 4, bossed in the basic valve 9 which is nestled by the spring 7 to the saddle 8. The rubber insert 5 is built-in the glass which can move along the piston 12 which is fixed in the holder 10 by the nut 11. The bypassing valve 2 is established in the holder 15 and is supported by the spring 3 resting in the bottom of the glass 4.
Between walls of the glass 4 and the rubber lining 5 there is a rigid filler 14. There are two versions of thermometer fillers which differ by the expansion factor. Thermometers with such fillers have different temperatures of the opening of the basic valve (80°С or 30°С). This temperature is specified on the bottom of the thermometer.
Feed system.
Arrangement.
The air filter - dry type, consists of the case 5, a cover 2 and filtering element.
The air filter has two intake connecting pipes; a connecting pipe 4 for grasping the air in the summer period and a connecting pipe 6 for grasping the air, warmed by exhaust pipe in the winter period.
To switch the feeding of the engine, a cover 2 should be turned until the color label on a cover has settled against the pointer 3. The cover fastens by means of three nuts and cranes 1.
Labels meaninigs: blue A - feeding by cold air ( in summer), red B – feeding by warmed air (in winter).
The dry filtering element consists of the cardboard "accordion" fixed between circular elastic rings and covers from a nonwoven synthetic material, which is used as an element of preliminary cleaning. The filtering element 8 is set in the air filter for cleaning the air and ventilation the crankcase of the engine. The air enters it from the air filter and moves downwards to the cylinder heads in the driving shaft.
The seven step path to better decisions.
Stop and think.
One of the most important steps to better decisions is the oldest advice in the world: think ahead. To do so it’s necessary to first stop the momentum of events long enough to permit calm analysis. This may require discipline, but it is a powerful tonic against poor choices.
The well-worn formula to count to 10 when angry and to a hundred when very angry is a simple technique designed to prevent foolish and impulsive behavior. But we are just as apt to make foolish decisions when we are under the strain of powerful desires or fatigue, when we are in a hurry or under pressure, and when we are ignorant of important facts.
Just as we teach our children to look both ways before they cross the street, we can and should instill the habit of looking ahead before they make any decision.
Stopping to think provides several benefits. It prevents rash decisions. It prepares us for more thoughtful discernment. And it can allow us to mobilize our discipline.
Clarify goals.
Before you choose, clarify your short- and long-term aims. Determine which of your many wants and don’t-wants affected by the decision are the most important. The big danger is that decisions that fulfill immediate wants and needs can prevent the achievement of our more important life goals.
Determine facts.
Be sure you have adequate information to support an intelligent choice. You can’t make good decisions if you don’t know the facts.
To determine the facts, first resolve what you know and, then, what you need to know. Be prepared to get additional information and to verify assumptions and other uncertain information.
Once we begin to be more careful about facts, we often find that there are different versions of them and disagreements about their meaning. In these situations part of making sound decisions involves making good judgments as to who and what to believe.
Here are some guidelines:
Consider the reliability and credibility of the people providing the facts.
Consider the basis of the supposed facts. If the person giving you the information says he or she personally heard or saw something, evaluate that person in terms of honesty, accuracy and memory.
Remember that assumptions, gossip and hearsay are not the same as facts.
Consider all perspectives, but be careful to consider whether the source of the information has values different than yours or has a personal interest that could affect perception of the facts.
Where possible seek out the opinions of people whose judgment and character you respect, but be careful to distinguish the well-grounded opinions of well-informed people from casual speculation, conjecture and guesswork.
Finally, evaluate the information you have in terms of completeness and reliability so you have a sense of the certainty and fallibility of your decisions.
Develop options
Now that you know what you want to achieve and have made your best judgment as to the relevant facts, make a list of options, a set of actions you can take to accomplish your goals. If it’s an especially important decision, talk to someone you trust so you can broaden your perspective and think of new choices. If you can think of only one or two choices, you’re probably not thinking hard enough.
Consider consequences
Two techniques help reveal the potential consequences.
“Pillar-ize” your options. Filter your choices through each of the Six Pillars of Character: trustworthiness, respect, responsibility, fairness, caring and citizenship. Will the action violate any of the core ethical principles? For instance, does it involve lying or breaking a promise; is it disrespectful to anyone; is it irresponsible, unfair or uncaring; does it involve breaking laws or rules? Eliminate unethical options.
Identify the stakeholders and how the decision is likely to affect them. Consider your choices from the point of view of the major stakeholders. Identify whom the decision will help and hurt.