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Part I:
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The output from this program is shown here:
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// Demonstrate the switch. using System; class SwitchDemo { static void Main() { int i; for(i=0; i < 10; i++) The value of i determines which switch(i) { case statement executes. case 0: Console.WriteLine("i is zero"); break; case 1: Console.WriteLine("i is one"); break; case 2: Console.WriteLine("i is two"); break; case 3: Console.WriteLine("i is three"); break; case 4: Console.WriteLine("i is four"); break; default: Console.WriteLine("i is five or more"); break; } } }
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Data Table 1
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Another thing the contract will probably require is that you not work for anyone else, or do any work on your own in the same line of business as long as you re employed with the company. Most companies don t want you moonlighting, for three reasons: You re competing against your own employer. As an employee, you re supposed to be assisting your company, not working against it. If you make a game at home, they might not mind if you bring it in and offer to let them publish it, but they will object very strongly (and probably fire you) if you try to get some other, competing publisher to do it. They may be willing to turn a blind eye if you self-publish it and then again they may not. If they suspect that you ve used any of their trade secrets or facilities, they could claim ownership, sue you, or even try to prosecute you for theft or industrial espionage. They don t like gray areas over ownership of ideas. Remember, the exemption about inventions I described earlier only applies to inventions that were outside my employer s line of business and only in California. But what is their line of business If they sell console games and you re building a PC game at home, that s a gray area they could decide to go into the PC business at any moment, and without any obligation to tell you. In practical terms, they are unlikely to come after you about it unless you suddenly start to make a lot of money, or they suspect you ve been using their facilities or trade secrets. But an employer would much rather that you keep the boundaries very clear: they make software, you design can openers. They want you devoting your energy and attention to their projects, not your own. They re not entitled to tell you what to do on your own time, but they are going to expect a certain amount of loyalty to them and their business. If you re spending a lot of effort on a project of your own, even if you re doing a fine job for them, it may cause them to question your dedication to the cause. Game companies don t have a strong division between labor and management, with both sides at each other s throats all the time; they want to feel as if everyone s pulling in the same direction. The game industry is a business full of creative people, and it s unrealistic to expect that nobody will ever work on a private little project of their own. People do it all the
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Downloaded from Digital Engineering Library @ McGraw-Hill (www.digitalengineeringlibrary.com) Copyright 2004 The McGraw-Hill Companies. All rights reserved. Any use is subject to the Terms of Use as given at the website.
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Fig. 1-17 Circuit diagram for Problem 10.
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Use of Rolled Sections Versus Plate Girders
Figure 6.2 A basic LC high-pass
Notice that the last line in the program is commented-out. Because NumericFn is a static class, any attempt to create an object will result in a compile-time error. It would also be an error to attempt to give NumericFn a non-static member. One last point: Although a static class cannot have an instance constructor, it can have a static constructor.
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In Chap. 12 mathematical models of the differential equations were employed to establish the performance of cam-follower systems. Modeling techniques were utilized to investigate the vibratory response of the follower in the time domain. In this chapter much of the dynamic study is done as an input of time transients to the cam-follower system. Also, Wiederrich (2001) has contributed in the development of this chapter. In the beginning, we will be operating in the frequency domain. The dynamic response of a cam-follower system has the following three considerations: The driving motion produced by the cam, called the base excitation. Note that other external disturbing forces may also act on the follower at the same time. The mass, elasticity, and damping of the system between the base excitation and the follower end point. The behavior of the follower caused by the excitation, which is called the response. The studies presented in this chapter all use the single degree-of-freedom (DOF) model. As stated in Chap. 12, one DOF is suf ciently accurate to model most cam-follower systems. This DOF, the fundamental mode of the system, usually represents the great majority of the dynamic deformation of the system. In systems in which one DOF is not clearly dominant, the error in a one-DOF model may be too great. When this occurs, either a multi-DOF system must be used or the system structurally redesigned to mitigate the adverse effect of the other signi cant modes. Otherwise, the improvement by use of multiDOF does not justify the additional analytical and modeling complexity or the additional data required. Multi-DOF system responses are occasionally referred to but will not be treated in this chapter. The response of a typical dynamic system consists of both steady state and transient responses. For cam-follower systems it is the transient response that is pertinent. Steady state vibration is usually not a concern since the cam angular velocity is low in comparison to the natural frequency of the system. Therefore, vibrations excited by the acceleration periods are not signi cantly reduced or reinforced by succeeding cam cycles. For ease of analysis and simplicity to compare the different cam curve responses we usually assume that vibration damps out during the dwell period and does not carry over to the next cycle. The designer will consider The primary response produced during the application of the base excitation or stroke The residual response that remains at the start of the dwell after the removal of the excitation. Figure 13.1 (Hrones, 1948 and Mitchell, 1950) shows the primary and residual responses of a relatively low speed cam-follower system. Note that the vibrations occur at the natural frequency of the system. Vibrations take place during the stroke and the dwell periods, with their peak magnitudes in uenced by the sudden application, reversal, or removal of the excitation. The acceleration discontinuity in the harmonic cam pro les leads to the high vibrations shown. As speed is increased, the cycloidal cam vibrations will increase rapidly as the signi cant excitational frequencies approach the natural frequency of the system. At suf ciently high speeds the cycloidal system vibrations will approach those of harmonic pro les. As Sec. 13.4 will illustrate, we cannot generally assume that pro les with acceleration discontinuities will always perform less well than those without such discontinuities in high-speed systems. Sometimes the optimal solution will have signi cant discontinuities in acceleration.
4:
13:
Delegates, Events, and Lambda Expressions
Logical outside inside
5:
The prototype for fcvt( ) is in <stdlib.h>. This function is not defined by the ANSI/ISO C/C++ standard. The fcvt( ) function is the same as ecvt( ) except that the output is rounded to the number of digits specified by ndigit. The fcvt( ) function returns a pointer to a static data area that holds the string representation of the number.
A Better Universe
Typically the steps in process benchmarking are Plan A critical process is selected and measurement techniques identified. If the process has been through at least one improvement cycle, metrics may be available; otherwise the team will need to figure out how the process is measured in terms of throughput, cost, and quality. Research The team collects information about the target process over time. The team also identifies other organizations whose similar processes can be monitored and measured. Measure and observe The benchmarking team collects actual measurements on other organizations processes. In friendly situations, the team will be able to visit the organization and be permitted to collect measurements openly. In unfriendly situations, the team will need to make indirect measurements using whatever information is readily and legally available. The team will also need to collect qualitative data about the processes that it is measuring in the other organizations, so that it can understand how the other organizations processes are performed. Analyze The team compares measurements of its own processes against those of the other organizations. Often the team will need to adjust measurements to account for known differences. Then the team will identify differences in metrics between its organization and those of the other organizations. Adapt Here the team needs to understand the fundamental reasons why other organizations measurements are better than its own. The team will need to understand not only the quantitative differences, but also the qualitative differences, between its organization s processes and the other organizations processes, in order to see how the other organizations achieve their metrics. Improve Finally, the team recommends process improvements in its own organization. Management makes commitments to improve its process in specific ways to help its process to become more effective and efficient. Benchmarking is relatively straightforward when other organizations are cooperative with regards to observation and measurement. But in a competitive situation, market rivals are unlikely to cooperate, and in some situations, cooperation may even be considered illegal.
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