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Train Sim World 2 Southeastern High Speed Driver's Manual EN.Pdf
EN SOUTHEASTERN HIGH SPEED ©2021 Dovetail Games, a trading name of RailSimulator.com Limited (“DTG”). "Dovetail Games", “Train Sim World” and “SimuGraph” are trademarks or registered trademarks of DTG. Unreal® Engine, ©1998-2021, Epic Games, Inc. All rights reserved. Unreal® is a registered trademark of Epic Games. Portions of this software utilise SpeedTree® technology (©2014 Interactive Data Visualization, Inc.). SpeedTree® is a registered trademark of Interactive Data Visualization, Inc. All rights reserved. Southeastern is the registered trade mark of The Go-Ahead Group PLC. Permission to use the Double Arrow Trade Mark is granted by the Secretary of State for Transport. All other copyrights or trademarks are the property of their respective owners and are used here with permission. Unauthorised copying, adaptation, rental, re-sale, arcade use, charging for use, broadcast, cable transmission, public performance, distribution or extraction of the product or any trademark or copyright work that forms part of this product is prohibited. Developed and published by DTG. CONTENTS 1 SOUTHEASTERN HIGH SPEED OVERVIEW 5 TRAIN SAFETY & IN-CAB SIGNALLING SYSTEMS 5 INTRODUCING SOUTHEASTERN HIGH SPEED 43 AUTOMATIC WARNING SYSTEM (AWS) 6 ROUTE MAP & POINTS OF INTEREST 44 TRAIN PROTECTION & WARNING SYSTEM (TPWS) 7 GAME MODES 45 KVB 2 THE BR CLASS 395 'JAVELIN' 47 TVM-430 8 INTRODUCING THE BR CLASS 395 'JAVELIN' 6 BRITISH RAILWAY SIGNALLING 9 BR CLASS 395 DRIVING CAB: FRONT 50 COLOUR LIGHT 10 BR CLASS 395 DRIVING CAB: REAR 56 SEMAPHORE 11 BR CLASS -
Togfonden DK – Højhastighed Og Elektrificering På Den Danske Jernbane
Togfonden DK – højhastighed og elektrificering på den danske jernbane September 2013 2 Togfonden DK Timemodellen - det danske højhastighedskoncept Forord De markant kortere rejsetider rykker familier nærmere sammen, gør Timemodellen er visionen om at kunne køre med tog fra København til det mere attraktivt at søge job, som ligger længere væk fra ens bopæl, Odense på én time, samt videre til Aarhus hhv. Esbjerg på yderligere én mindsker transporttidens andel i dagligdagen og imødekommer time, samt fra Aarhus til Aalborg på én time. Timemodellen vil være erhvervslivets behov. Hermed styrkes Danmarks konkurrenceevne, og i den største forbedring for jernbanen siden åbningen af sidste ende jobskabelsen. Ligesom selve anlægsarbejderne også vil Storebæltsforbindelsen i 1997. være gavnlige for beskæftigelsen i Danmark. Samfundet bliver rigere med Togfonden DK, og det er den relativt billigste måde at få Med projekterne i Togfonden DK realiseres Timemodellen med markant danskerne til at rejse mere kollektivt. hurtigere rejsetider som vil rykke hele Danmark tættere sammen. Med timemodellen anlægges en række nye baner i korridoren København- Med elektrificeringen i Togfonden DK, og de tog i Timemodellen, som Odense-Aarhus-Aalborg, og bestående strækninger opgraderes. for alvor skal bruge elektrificeringen vil stort set hele DSB’s udledning Effekterne af timemodellen vil imidlertid også sprede sig som ringe i af CO2 forsvinde. Samtidig sikres renere luft som følge af udfasningen vandet til hele landet. Der vil være direkte Superlyn til 9 byer vest for af dieseltogene. Yderligere vil overflytningen af bilister og flyrejsende Storebælt, og køreplanen forventes opbygget så mindst 25 byer vest virke i en grønnere retning. for Storebælt har prioriteret korrespondance til Superlynet. -
The Treachery of Strategic Decisions
The treachery of strategic decisions. An Actor-Network Theory perspective on the strategic decisions that produce new trains in the UK. Thesis submitted in accordance with the requirements of the University of Liverpool for the degree of Doctor in Philosophy by Michael John King. May 2021 Abstract The production of new passenger trains can be characterised as a strategic decision, followed by a manufacturing stage. Typically, competing proposals are developed and refined, often over several years, until one emerges as the winner. The winning proposition will be manufactured and delivered into service some years later to carry passengers for 30 years or more. However, there is a problem: evidence shows UK passenger trains getting heavier over time. Heavy trains increase fuel consumption and emissions, increase track damage and maintenance costs, and these impacts could last for the train’s life and beyond. To address global challenges, like climate change, strategic decisions that produce outcomes like this need to be understood and improved. To understand this phenomenon, I apply Actor-Network Theory (ANT) to Strategic Decision-Making. Using ANT, sometimes described as the sociology of translation, I theorise that different propositions of trains are articulated until one, typically, is selected as the winner to be translated and become a realised train. In this translation process I focus upon the development and articulation of propositions up to the point where a winner is selected. I propose that this occurs within a valuable ‘place’ that I describe as a ‘decision-laboratory’ – a site of active development where various actors can interact, experiment, model, measure, and speculate about the desired new trains. -
Train Parameters Study Part 1 - Development of Concept and Design Criteria
Train Parameters Study Part 1 - Development of Concept and Design Criteria Delivering a Step-Improvement in Passenger Experience HIGH SPEED 2 LTD TRAIN PARAMETERS STUDY PART 1 – DEVELOPMENT OF CONCEPT AND DESIGN CRITERIA Presented to: HS2 Ltd Eland House Bressenden Place London SW1E 5DU Prepared by: Design Triangle Limited The Maltings Burwell Cambridge CB25 0HB © Copyright Design Triangle Limited 2013 281/R/HS2 Rep 03C.doc 1 of 104 revised: 18th June 2013 CONTENTS Synopsis Introduction 1.0 Passenger Capacity 2.0 Station Dwell Time 3.0 Step Improvement in Passenger Experience 4.0 Reference Layout 5.0 Options Appendix 1 ‐ Research Into Boarding and Alighting Times Appendix 2 ‐ Human Factors Research Appendix 3 ‐ Research Into Existing High Speed Trains Appendix 4 ‐ Potential Seating Capacity of Existing High Speed Trains Appendix 5 ‐ Research Into the Exterior Dimensions of Existing High Speed Trains Appendix 6 ‐ Comparison Of Existing High Speed Trains Appendix 7 ‐ Research Into Exterior Details of Existing High Speed Trains Appendix 8 ‐ Research Into Existing UK Trains Appendix 9 ‐ UK Rail Survey Appendix 10 ‐ Research Into Catering Facilities Appendix 11 ‐ Research Into Display Technology Appendix 12 ‐ Brainstorm Ideas List Appendix 13 ‐ Rendered Images Appendix 14 ‐ Station Dwell Time Estimates Appendix 15 ‐ Seat Space Annex A ‐ Concept Sketches (separate document) Annex B ‐ Layout Drawings (separate document) 281/R/HS2 Rep 03C.doc 2 of 104 revised: 18th June 2013 SYNOPSIS Aims The aim of the HS2 Train Parameters Study is to demonstrate how the train capability requirements associated with Passenger Capacities and Station Dwell Times can be best achievable while delivering a Step Improvement in Passenger Experience. -
A Resource Book on High Speed Rail Technology
A resource book on High Speed Rail Technology A Resource Book On High Speed Rail Technology Important: The contents of this book are a work of compilation from various international journals, publications, books, data/information available on the e-world etc. No part of this book is an expression of the views of any individual, organisation etc. Neither the Government of India nor the Railway Board and Research Designs and Standards Organisation are responsible for the opinion or statements made therein. The book is meant as a resource material and a ready reckoner information on the work done so far and also the future strategies, by various railways world-over in the field of High Speed Railways. There is no copyright violation in preparation of this book. Published on: May, 2011 Compiled by: Gaurav Agarwal, Director(Efficiency &Research)/Mech Engg. Ministry of Railways, Govt. of India Government of India Ministry of Railways (Research, Design & Standards Organisation, Lucknow) FOREWORD High‐speed rail (HSR) brings clear and significant economic benefits to the communities they serve not only in terms of rise in GDP, but also in terms of its environmental impact. HSR uses much less energy per mile than auto or air travel. HSR transit is thus quickly gaining popularity as a key alternative in transportation policy planning. HSR also presents significant technological challenges as it requires synergy amongst a number of engineering disciplines. It is heartening to see the book “High Speed Rail Technology” by Mr. Gaurav Agarwal, Director(E&R)/ME, Railway Board which is a sincere effort towards collating all the relevant information relating to HSR at one place. -
The UK Rail Sector a Showcase of World-Class Expertise
The UK Rail Sector A showcase of world-class expertise ukti.gov.uk UKTI UK Trade & Investment is the Government Department that helps UK-based companies succeed in the global economy. We also help overseas companies bring their high-quality investment to the UK’s dynamic economy acknowledged as Europe’s best place from which to succeed in global business. Disclaimer Whereas every effort has been made to ensure that the information in this document is accurate, neither UK Trade & Investment nor its parent departments (the department To find out for Business, Innovation and Skills, and the Foreign and Commonwealth Office) accept more, scan this liability for any errors, omissions or misleading statements, and no warranty is given code with your or responsibility accepted as to the standing of any individual, firm, company or other smartphone organisation mentioned. www.ukti.gov.uk © Crown copyright 2014 You may re-use this information free of charge in any format or medium, strictly in accordance with the terms of the Open Government Licence. To view this licence, visit: www.nationalarchives.gov.uk/doc/open-government-licence or e-mail: [email protected]. Where we have identified any third party copyright information in the material that you wish to use, you will need to obtain permission from the copyright holder(s) concerned. Cover image: Network Rail Any enquiries regarding this material should be sent to us at [email protected] or telephone +44 (0)20 7215 5000. This document is also available on our website at -
Long Term Passenger Rolling Stock Strategy For
Long Term Passenger Rolling Stock Strategy for the Rail Industry Third Edition, February 2015 This Long Term Passenger Rolling Stock Strategy has been produced by a Steering Group chaired by Richard Brown, and comprising senior representatives of: • Abellio • Angel Trains • Arriva • Eversholt Rail Group • First Group • Go-Ahead Group • Keolis • National Express • Network Rail • Porterbrook Leasing • Rail Delivery Group Executive Team • Stagecoach Now in its third edition, it incorporates input from train builders, the Railway Industry Association, and other stakeholders. Cover Photos: A BR-procured Arriva Trains Wales Type A Class 150 DMU of 1986; a Siemens SWT Type E Class 450 ‘Desiro’ EMU introduced in 2002; and a Hitachi Southeastern Type G Class 395 ‘Javelin’ EMU of 2006 Foreword by Claire Perry MP, Parliamentary Under Secretary of State for Transport I would like to thank the rail industry for this most recent update of the Long Term Passenger Rolling Stock Strategy. I am pleased to see how it has developed since the first edition was published in February 2013. It is now well established as a key element in the industry’s Long Term Planning Process and provides a coherent road map for all those who are involved with the improvement and expansion of the railway network and its train services. Since 2004, the UK has seen the largest growth in the number of rail passenger journeys in Europe. We are moving more people to more places than ever before – passengers who expect ever- higher levels of reliability, comfort and services such as Wi-Fi. This incredible growth brings many challenges, but is being matched by a level of investment in railway infrastructure and new trains that is without precedent in recent times. -
Passenger Rolling Stock
1 Foreword Its conclusions are entirely consistent with the findings of the recently published Rail Value for Money Study by Sir Roy McNulty. I am pleased to present the latest output from the Network Route Utilisation Strategy To achieve this will require the procurement of workstream: a draft strategy for passenger rolling stock to be fully aligned with planning the rolling stock procurement and associated capability of the infrastructure across the entire infrastructure planning. The document has network. Piecemeal approaches, or been produced in conjunction with train approaches which give low priority to whole-life operators, representatives of customers, whole-industry costs, to operational flexibility, or manufacturers and rolling stock owning groups to the interface between wheel and rail, are as well as the Department for Transport, unlikely to prove efficient. Transport Scotland, the Welsh Assembly Government, The Passenger Transport Going forward, we seek to work with our Executive Group and Transport for London. industry partners and, through engagement with the Rail Delivery Group, to take on the Under whichever structure the British railway challenge of driving out unnecessary cost from network has been organised, the alignment of the planning of future rolling stock, together passenger rolling stock procurement with a) with the infrastructure to accommodate it, to the customer needs and expectations and b) the ultimate benefit of passenger and taxpayer characteristics of the railway infrastructure has alike. always been complex. The historical development of the railway saw different track Paul Plummer and loading gauges, different platform heights and lengths, different signalling systems, Director, Planning and Development different braking systems, different types of electrification, different lengths of vehicles, different policies on maximum gradients (affecting train weights and speeds), different interior layouts of rolling stock, different operating practices, and so on and so forth. -
TRACTION DECARBONISATION NETWORK STRATEGY Interim Programme Business Case
OFFICIAL TRACTION DECARBONISATION NETWORK STRATEGY Interim Programme Business Case 31st July 2020 OFFICIAL 1. PREFACE Important Notice – This document and its appendices have been produced by Network Rail (NR) in response to a recommendation made by the Rail Industry Decarbonisation Taskforce. The document summarises evidence and analysis carried out by NR in the period between 1st April 2019 and 29th May 2020. This analysis considers technological, operational and economic methodologies to identify the optimum application of decarbonised traction technologies. The document ultimately identifies the optimum deployment of these traction technologies (battery, electrification and hydrogen) on the unelectrified UK rail network. Note that reference to UK railway infrastructure and operations in this document relate to those contained within England, Scotland and Wales and this document does not consider rail operations in Northern Ireland. The primary purpose of this document and its appendices is to provide DfT, Transport Scotland and Welsh Government with recommendations to inform decisions required to remove diesel trains from the network, achieve net-zero legislative targets, and identify the capital works programme required to achieve this. The document should be used to inform discrete project business cases being developed by project teams. The document provides the strategic rationale for rail traction decarbonisation, as well as initial high-level economic and carbon abatement appraisals of options to underpin the recommendations made. The recommendations have been made using a balanced range of priorities and this work has broad cross industry support. This document should be used exclusively for the purposes of informing further development activity to be carried out by the rail industry. -
Long Term Passenger Rolling Stock Strategy for the Rail Industry
Long Term Passenger Rolling Stock Strategy for the Rail Industry Sixth Edition, March 2018 This Long Term Passenger Rolling Stock Strategy has been produced by a Steering Group comprising senior representatives of: • Abellio • Angel Trains • Arriva • Eversholt Rail Group • FirstGroup • Go-Ahead Group • Keolis • Macquarie Rail • MTR • Network Rail • Porterbrook Leasing • Rail Delivery Group • SMBC Leasing • Stagecoach Cover Photos: Top: Bombardier built Class 158 DMU from the early 1990s Middle: New Siemens built Class 707 EMU Bottom: Great Western Railway liveried Hitachi Class 802 Bi-mode awaits roll-out Foreword by the Co-Chairs of the Rolling Stock Strategy Steering Group The Rolling Stock Strategy Steering Group is pleased to be publishing the consolidated views of its cross-industry membership in this sixth edition of the Long Term Passenger Rolling Stock Strategy. The group is formed of representatives from rolling stock owners, train operators, Rail Delivery Group and infrastructure owner Network Rail, and endeavours to provide an up-to-date, balanced and well-informed perspective on the long term outlook for passenger rolling stock in the UK. Investment commitments made in recent years are now being delivered in volume and the benefits of modern, technically advanced trains are being enjoyed by passengers on an increasing number of routes. A further 1,565 vehicles were ordered during the last year, bringing the total commitment since 2014 to nearly 7,200 vehicles. New train manufacturers continue to be drawn to the UK and and other new entrants to the vehicle leasing market have brought additional investment and competition to the specialist sector. -
Effect of Contact Wire Gradient on the Dynamic Performance of the Catenary Pantograph System
This is a repository copy of Effect of contact wire gradient on the dynamic performance of the catenary pantograph system. White Rose Research Online URL for this paper: http://eprints.whiterose.ac.uk/163213/ Version: Published Version Article: Hayes, S., Fletcher, D. orcid.org/0000-0002-1562-4655, Beagles, A. et al. (1 more author) (2020) Effect of contact wire gradient on the dynamic performance of the catenary pantograph system. Vehicle System Dynamics. ISSN 0042-3114 https://doi.org/10.1080/00423114.2020.1798473 Reuse This article is distributed under the terms of the Creative Commons Attribution (CC BY) licence. This licence allows you to distribute, remix, tweak, and build upon the work, even commercially, as long as you credit the authors for the original work. More information and the full terms of the licence here: https://creativecommons.org/licenses/ Takedown If you consider content in White Rose Research Online to be in breach of UK law, please notify us by emailing [email protected] including the URL of the record and the reason for the withdrawal request. [email protected] https://eprints.whiterose.ac.uk/ Vehicle System Dynamics International Journal of Vehicle Mechanics and Mobility ISSN: (Print) (Online) Journal homepage: https://www.tandfonline.com/loi/nvsd20 Effect of contact wire gradient on the dynamic performance of the catenary pantograph system Sam Hayes , David I. Fletcher , Adam E. Beagles & Katherine Chan To cite this article: Sam Hayes , David I. Fletcher , Adam E. Beagles & Katherine Chan (2020): Effect of contact wire gradient on the dynamic performance of the catenary pantograph system, Vehicle System Dynamics, DOI: 10.1080/00423114.2020.1798473 To link to this article: https://doi.org/10.1080/00423114.2020.1798473 © 2020 The Author(s). -
Digest (PDF Format)
Hitachi Group Corporate Sustainability Report 2010 Digest A Message from Management At Hitachi, Ltd., we celebrate our centennial in 2010. On behalf of the Hitachi Group, I would like to express my gratitude to all who have supported us over the years. Th e Company started out by championing the cause of Japanese technology at the Hitachi Mine. We have adhered to our founding concepts of harmony, sincerity and pioneering spirit to overcome various adversities and to contribute to social progress. In response to serious issues, such as climate change and the fi nancial crisis, the world has been work- ing to establish new approaches in every fi eld. We will remain true to our roots over the next century by renewing our determination to continue evolving as a company that can contribute to a better world. Takashi Kawamura Th e business climate has been extremely tough for Hitachi in recent years. We took Chairman Hitachi, Ltd. immediate steps to overcome these challenges in fi scal 2009, notably by improving our cost structure, by slashing fi xed expenses, and by increasing our capitalization to reinforce our fi nancial position. At the same time, we made social innovation our operational focus. We are therefore overhauling our business portfolio, including the integration of the infor- mation and telecommunications operations with the power and electronics operations. We will pursue sustainable growth in fi scal 2010, shift ing to the off ensive from our cur- rent defensive approach, and I will strive with our new president to decisively accelerate our global expansion. With our motto “moving into the next 100 years with reliable tech- nology,” we aim to be the company of choice for social innovation solutions throughout the world.