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diative heat transfer from a window glazing with a Venetian blind. International Journal of Heating, Ventilating, Air-conditioning and Refrigerating Research 7(4) pp.383 402. Pinney, A.A. & Parand, F. (1991) The effect of computational parameters on the accuracy of results from detailed thermal simulation programs. Proceedings, Building Environmental Performance BEP 91, Canterbury pp.207 22. Rabehl, R.J., Mitchell, J.W. & Beckman, W.A. (1999) Parameter estimation and the use of catalog data in modelling heat exchangers and coils. International Journal of Heating, Ventilating, Airconditioning and Refrigerating Research 5(1) pp.3 17. Rawlings, R.H.D. (1999) Ground Source Heat Pumps ATechnology Review. BSRIA TN 18/99 Building Services Research and Information Association, Bracknell. Ren, Z. & Stewart, J. (2003) Simulating air ow and temperature distribution inside buildings using a modi ed version of COMIS with sub-zonal divisions. Energy and Buildings 35 pp.257 71. Ren, M.J. & Wright, J.A. (2002) Adaptive diurnal prediction of ambient dry-bulb temperature and solar radiation. International Journal of Heating, Ventilating, Air-conditioning and Refrigerating Research 8(4) pp.383 401. Riederer, P., Marchio, D., Visier, J.C., Hussaundee, A. & Lahrech, R. (2002) Room thermal modelling adapted to the test of HVAC control systems. Building and Environment 37 pp.777 90. Riensche, E., Stimming, U. & Unverzagt, G. (1998) Optimization of a 200 kW SOFC cogeneration plant Part I: Variation of process parameters. Journal of Power Sources 73 pp.251 6. Rode, C. & Grau, K. (2003) Whole building hygrothermal simulation model. ASHRAE Transactions 109(1) pp.572 82. Russell, M.B. & Surendran, P.N. (2001) Use of computational uid dynamics to aid studies of room air distribution: A review of some recent work. Building Services Engineering Research & Technology 21(4) pp.241 7. Sagrado, A.P.G., van Beeck, J., Rambaud, P. & Olivari, D. (2002) Numerical and experimental modelling of pollutant dispersion in a street canyon. Journal of Wind Engineering and Industrial Aerodynamics 90 pp.321 39. Salsbury, T.I. (1998) A temperature controller for VAV air-handling units based on simpli ed physical models. International Journal of Heating, Ventilating, Air-conditioning and Refrigerating Research 4(3) pp. 265 79 Salsbury, T.I. (1999) A practical algorithm for diagnosing control loop problems. Energy and Buildings 29 pp.217 27. Salsbury, T.I. & Diamond, R. (2000) Performance validation and energy analysis of HVAC systems using simulation. Energy and Buildings 32 pp.5 17. Salsbury, T.I. & Diamond, R. (2001) Fault detection in HVAC systems using model-based feedforward control. Energy and Buildings 33 pp.403 15. Scarperdas, A. & Colville, R.N. (1999) Assessing the representativeness of monitoring data from an urban intersection site in central London, UK. Atmospheric Environment 33 pp.661 74. van Schijndel, A.W.M. (2002) Optimal operation of a hospital power plant. Energy and Buildings 34 pp.1055 65. Seem, J.E., Park, C. & House, J.M. (1999) A new sequencing control strategy for air-handling units. International Journal of Heating, Ventilating, Air-conditioning and Refrigerating Research 5(1) pp.35 58. Shimazaki, Y. (2003) Evaluation of refrigeration and air-conditioning technologies in heat cascading systems under the carbon dioxide emissions constraint: The proposal of the energy cascade balance table. Energy Policy 31 pp.1685 97.
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Inline frames were conceived as a better method to allow smaller pieces of content to be incorporated in scrollable containers within a larger document. Although you can use regular framesets to create individually scrolling regions, the layout is somewhat hampered by the stringent row and column layout design inherent in framesets. Figure 12-11 shows a sample inline frame placed in a document. Note that the frame is truly inline that is, completely enveloped by the document around it.
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Another differentiation shows that is monotone on the interval 0.25 because 8t 2 iv ( 3 2t 2)e t 0
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interval required to ship the slowest orders, but also on the specific orders in this subset. Second, as noted in the original measurement description, be sure to measure based on delivery of the last order line item to be shipped it makes no sense to measure a successful order as one for which just a few items are shipped; by doing so, management essentially chooses to ignore items placed on backlog, which is precisely where its attention should be most intensely focused. Third, if the warehouse order cycle time is initially long, don t bother to measure the time of delivery within a day; that can wait until the average cycle time has been driven down to just a day or two, after which management s measure of success will be small improvements in time intervals.
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You can create the filtered recordset in either the simple Recordset or the advanced Recordset dialog box. To use the simple Recordset dialog, follow these steps:
Here you use double quotes as the string delimiter.
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The Sega Genesis used the same single wire per-button kind of controller/plug that the Atari 2600 did. Because of this, you can use a Genesis controller with your 2600. And if you really want to wow people, play your Genesis with an Atari controller! (A one-button game like Sonic works great, you ll have to use a Sega pad to push Start though.) Granted, this would have been more impressive to show off during the Sega heydays of the early 90s, but it remains an interesting historical anecdote to this day.
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reflect that volume. However, if it places an order for a much smaller quantity, the fixed costs associated with the production of those units, such as machine setup costs that are spread over a much smaller quantity of shipped items, will drastically increase the cost, and therefore the price charged. Transfer of inefficiencies. By using actual cost as the basis for its transfer pricing, a selling division no longer has any incentive to improve its operating efficiencies, because it can allow its costs to increase and then shift the costs to the buying division. This is less of a problem when the bulk of all sales are external, because the division will find that only a small proportion of its sales can be loaded with these extra costs. However, a situation where most sales are internal will allow a division to shift nearly all of its inefficiencies elsewhere. Shifting of costs. When actual costs are used, the selling division will quickly realize that it can load the costs it is charging to the buying division, thereby making its remaining costs look lower, which improves the division manager s performance rating. By shifting these costs, the buying division s costs will look worse than they really are. Although this problem can be resolved by constant monitoring of costs by the relatively impartial headquarters staff, the monitoring process is a labor-intensive one. Also, there will be constant arguments between the divisions regarding what cost increases are justified. In short, the use of actual costing as the basis for transfer prices is generally not a good idea, primarily because its use allows selling divisions to shift additional costs to buying divisions, which reduces their incentive to improve internal efficiencies. A better approach is to use standard costing as the basis for a transfer price. This is done by having all parties agree at the beginning of the year to the standard costs that will be used for transfer pricing, with changes allowed during the year only for significant and permanent cost changes, the justification of which should be closely audited to ensure that the changes are valid. By using this approach, the buying divisions can easily plan the cost of incoming components from the selling divisions without having any concerns about unusual pricing variances arising. Meanwhile, the selling divisions no longer have an incentive to transfer costs to the buying divisions, as was the case with actual costing, and instead can now fully concentrate their attention on reducing their costs through improved efficiencies. If they can drop their costs below the standard cost levels at which transfer prices are set for the year, then they can report improved financial results that reflect well not only on the division manager s performance, but also on the performance of the company as a whole. Furthermore, there is no need for constant monitoring of costs by the corporate headquarters staff, because standard costs are fixed for the entire year. Instead, the headquarters staff can concentrate its attention on the annual setting of standard costs; this is the one time during the year when costs can be manipulated to favor the selling divisions, which requires in-depth cost reviews to avoid. As long as standard costs are set at reasonable levels, this approach is much superior to the use of transfer prices that are based on actual costs. Yet another issue is the addition of fixed costs to variable costs when setting transfer prices. When these costs are combined, it is called full costing. When a
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