Great engineering achievements, from the Aqueducts of Rome and Hausman’s Sewer System for Paris to the Boeing 757 and the Space Shuttle, have always benefitted from international influence and content. The reliability of engineering structures and systems has always engendered the confidence of international users. U.S. citizens drive European automobiles with confidence and Europeans drive across U.S. bridges without pause. Today, international content is extensive, often formalized and regulated and a permanent part of tomorrow’s engineering. Engineers both participate in their profession worldwide and evaluate and accommodate international content at home. Multinational companies demand multinational engineering practice. “Credentials without borders” is desired. Accreditation is key to quality assurance.
{"title":"Program Assessment: Equivalency and Credentials for the Global Marketplace","authors":"W. Phillips","doi":"10.1115/imece2000-1188","DOIUrl":"https://doi.org/10.1115/imece2000-1188","url":null,"abstract":"\u0000 Great engineering achievements, from the Aqueducts of Rome and Hausman’s Sewer System for Paris to the Boeing 757 and the Space Shuttle, have always benefitted from international influence and content. The reliability of engineering structures and systems has always engendered the confidence of international users. U.S. citizens drive European automobiles with confidence and Europeans drive across U.S. bridges without pause. Today, international content is extensive, often formalized and regulated and a permanent part of tomorrow’s engineering. Engineers both participate in their profession worldwide and evaluate and accommodate international content at home. Multinational companies demand multinational engineering practice. “Credentials without borders” is desired. Accreditation is key to quality assurance.","PeriodicalId":186011,"journal":{"name":"Successfully Managing the Risk and Development of Your Business and Technology","volume":"15 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-11-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"117000179","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Torrent of globalization forced us to reform our once renowned Japanese style management system that featured lifetime employment and seniority-based payment. The direction of the reform is definitely from organization-based toward individuals-based society. The establishment of engineering profession is the key issue of this reform. Multilateral efforts, for example, foundation of accreditation body for engineering education, revision of Professional Engineers Law, introduction of integrated CPD system, are ongoing. Engineering societies are essential contributors for the design and implementation of such systems.
{"title":"From Organization-Based Toward Individuals-Based Engineers: Current Reforms in Japan","authors":"H. Ohashi","doi":"10.1115/imece2000-1189","DOIUrl":"https://doi.org/10.1115/imece2000-1189","url":null,"abstract":"\u0000 Torrent of globalization forced us to reform our once renowned Japanese style management system that featured lifetime employment and seniority-based payment. The direction of the reform is definitely from organization-based toward individuals-based society.\u0000 The establishment of engineering profession is the key issue of this reform. Multilateral efforts, for example, foundation of accreditation body for engineering education, revision of Professional Engineers Law, introduction of integrated CPD system, are ongoing. Engineering societies are essential contributors for the design and implementation of such systems.","PeriodicalId":186011,"journal":{"name":"Successfully Managing the Risk and Development of Your Business and Technology","volume":"3 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-11-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128591908","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The disposal of electronic equipment in landfills is receiving significantly increased consideration due to the unknown impact of the environmental hazards they contain. It is also estimated that more than 63.4 million personal computers (PCs) and workstations will be come obsolete in the year 2005 in the United States alone. The DOD projects an annual disposal requirement for more than 25 million pounds of electronic equipment. While computers originating from the Department of Defense (DOD) represent only ten percent (10%) of the total electronic scrap found in landfills, ninety percent (90%) of this scrap consists of military-unique electronic equipment (i.e., test equipment, radios and radar equipment); the remaining 10% is desktop equipment (Federal Electronic Asset Management Task Force Final Report to the Federal Environmental Executive February 16, 1999 Draft Working Copy.) The sheer volume of electronic material, coupled with environmental considerations, is prompting states to keep electronic equipment out of landfills. Consequently, the Department of Defense and other Federal Agencies are voluntarily striving to dispose of its inactive, obsolete or surplus electronic scrap by implementing demanufacturing, reusing, and recycling options rather than landfilling. One way the Department of Defense is addressing the environmental concerns associated with the disposal of its inactive, obsolete or surplus electronic equipment is through the DEER2 Program (Demanufacturing of Electronic Equipment for Reuse and Recycling). This program will develop, demonstrate and validate technology enhancements to facilitate separation and decontamination of materials, tracking, glass and plastics reprocessing and reuse, and precious metals recovery. These innovations will take place in a state of the art technology facility located in Largo, Florida.
{"title":"State of the Art Demanufacturing of Electronic Equipment for Reuse and Recycling (DEER2)","authors":"N. Colon, Laura Battista, G. Kuntz, Woody Allen","doi":"10.1115/imece2000-1185","DOIUrl":"https://doi.org/10.1115/imece2000-1185","url":null,"abstract":"\u0000 The disposal of electronic equipment in landfills is receiving significantly increased consideration due to the unknown impact of the environmental hazards they contain. It is also estimated that more than 63.4 million personal computers (PCs) and workstations will be come obsolete in the year 2005 in the United States alone. The DOD projects an annual disposal requirement for more than 25 million pounds of electronic equipment. While computers originating from the Department of Defense (DOD) represent only ten percent (10%) of the total electronic scrap found in landfills, ninety percent (90%) of this scrap consists of military-unique electronic equipment (i.e., test equipment, radios and radar equipment); the remaining 10% is desktop equipment (Federal Electronic Asset Management Task Force Final Report to the Federal Environmental Executive February 16, 1999 Draft Working Copy.) The sheer volume of electronic material, coupled with environmental considerations, is prompting states to keep electronic equipment out of landfills. Consequently, the Department of Defense and other Federal Agencies are voluntarily striving to dispose of its inactive, obsolete or surplus electronic scrap by implementing demanufacturing, reusing, and recycling options rather than landfilling. One way the Department of Defense is addressing the environmental concerns associated with the disposal of its inactive, obsolete or surplus electronic equipment is through the DEER2 Program (Demanufacturing of Electronic Equipment for Reuse and Recycling). This program will develop, demonstrate and validate technology enhancements to facilitate separation and decontamination of materials, tracking, glass and plastics reprocessing and reuse, and precious metals recovery. These innovations will take place in a state of the art technology facility located in Largo, Florida.","PeriodicalId":186011,"journal":{"name":"Successfully Managing the Risk and Development of Your Business and Technology","volume":"56 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-11-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124711612","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
How can we satisfy every customer whim at prices that are no higher than those of competitors who offer only a few products? The following strategies have worked in many circumstances: 1. Analyze the structure of the demand. We need to be able to make what customers do order, not everything they might. 2. Standardize components. Custom products do not always have to be made from scratch. Instead, they can be made from a small number of standard components. 3. Make a catalog with a discrete set of sizes. All shoes used to be custom-made, but today, shoes made in size increments meet the needs of almost all consumers. 4. Postpone customization to the end of the process. Customization happens best at or near the end of the manufacturing process. 5. Identify a common process. Then we can treat custom products like options on standard products. 6. Maintain a database of past designs. It can be an enormous time saver in meeting requirements that appear to be new. 7. Design your custom manufacturing process. While still as a job-shop, the custom workshop must be organized for effectiveness and efficiency. 8. Set up a simple production control system. Cap the number of jobs in process, sequence WIP FIFO, do all priority shuffling prior to job release, and track progress with Ybry charts.
{"title":"Eight Strategies for Mass Customization","authors":"M. Baudin","doi":"10.1115/imece2000-1182","DOIUrl":"https://doi.org/10.1115/imece2000-1182","url":null,"abstract":"\u0000 How can we satisfy every customer whim at prices that are no higher than those of competitors who offer only a few products? The following strategies have worked in many circumstances:\u0000 1. Analyze the structure of the demand. We need to be able to make what customers do order, not everything they might.\u0000 2. Standardize components. Custom products do not always have to be made from scratch. Instead, they can be made from a small number of standard components.\u0000 3. Make a catalog with a discrete set of sizes. All shoes used to be custom-made, but today, shoes made in size increments meet the needs of almost all consumers.\u0000 4. Postpone customization to the end of the process. Customization happens best at or near the end of the manufacturing process.\u0000 5. Identify a common process. Then we can treat custom products like options on standard products.\u0000 6. Maintain a database of past designs. It can be an enormous time saver in meeting requirements that appear to be new.\u0000 7. Design your custom manufacturing process. While still as a job-shop, the custom workshop must be organized for effectiveness and efficiency.\u0000 8. Set up a simple production control system. Cap the number of jobs in process, sequence WIP FIFO, do all priority shuffling prior to job release, and track progress with Ybry charts.","PeriodicalId":186011,"journal":{"name":"Successfully Managing the Risk and Development of Your Business and Technology","volume":"70 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-11-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121550353","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This presentation will be the authors’ beliefs and opinions on the how Oil, Gas and Engineering may fit into the Energy Industry in the 21st century.
本报告将阐述作者对石油、天然气和工程如何适应21世纪能源工业的看法和观点。
{"title":"Oil- Gas- and Engineering","authors":"Keith Thayer, Hiroshi Honda","doi":"10.1115/imece2000-1174","DOIUrl":"https://doi.org/10.1115/imece2000-1174","url":null,"abstract":"\u0000 This presentation will be the authors’ beliefs and opinions on the how Oil, Gas and Engineering may fit into the Energy Industry in the 21st century.","PeriodicalId":186011,"journal":{"name":"Successfully Managing the Risk and Development of Your Business and Technology","volume":"294 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-11-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129271219","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
How teamworking would play an important role in the 21st century and what are needed to realize it are discussed in this paper. It is pointed out that for teamworking in the 21st century, the identification and coordination of a strategic goal between different people with different background are the prerequisite for realizing true collaboration. And to share a strategic goal, images will play very important roles so that a methodology toward image based design must be developed and established.
{"title":"What Is Needed for Teamworking in the 21st Century","authors":"S. Fukuda","doi":"10.1115/imece2000-1172","DOIUrl":"https://doi.org/10.1115/imece2000-1172","url":null,"abstract":"\u0000 How teamworking would play an important role in the 21st century and what are needed to realize it are discussed in this paper. It is pointed out that for teamworking in the 21st century, the identification and coordination of a strategic goal between different people with different background are the prerequisite for realizing true collaboration. And to share a strategic goal, images will play very important roles so that a methodology toward image based design must be developed and established.","PeriodicalId":186011,"journal":{"name":"Successfully Managing the Risk and Development of Your Business and Technology","volume":"36 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-11-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116301476","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Delphi Technologies, Inc. (DTI) was established January 1, 1999 to actively cultivate and manage Delphi Automotive System’s intellectual property. Delphi Automotive Systems is a world leader in automotive components and systems technology. Delphi currently has thousands of patents in its portfolio and generates hundreds more each year on a wide variety of technologies. Comprised of three groups — Central Research, Licensing, and Intellectual Property Legal Staff — DTI’s mission is to enhance Delphi’s competitive position and to generate revenue from licensing. DTI’s experience in starting operations and establishing itself inside and outside of Delphi provides valuable lessons for any corporation interested in more actively managing and leveraging its intellectual property.
{"title":"Lessons Learned in Forming an Intellectual Property Management Group Within Your Corporation","authors":"S. Brown","doi":"10.1115/imece2000-1181","DOIUrl":"https://doi.org/10.1115/imece2000-1181","url":null,"abstract":"\u0000 Delphi Technologies, Inc. (DTI) was established January 1, 1999 to actively cultivate and manage Delphi Automotive System’s intellectual property. Delphi Automotive Systems is a world leader in automotive components and systems technology. Delphi currently has thousands of patents in its portfolio and generates hundreds more each year on a wide variety of technologies. Comprised of three groups — Central Research, Licensing, and Intellectual Property Legal Staff — DTI’s mission is to enhance Delphi’s competitive position and to generate revenue from licensing. DTI’s experience in starting operations and establishing itself inside and outside of Delphi provides valuable lessons for any corporation interested in more actively managing and leveraging its intellectual property.","PeriodicalId":186011,"journal":{"name":"Successfully Managing the Risk and Development of Your Business and Technology","volume":"77 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-11-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121353464","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This paper discusses that supply chain management will evolve toward value chain management and these value chains are not fixed through their product life cycles, but will change because the future products will change their functions by adapting to the changing situations. Up until now, we have been discussing hardware product realization, based upon our traditional concept that their functions remain fixed all through their life cycles. But if we look at software products, they are constantly customized and kept up to date. In other words, their functions are growing even after they are delivered to the customer. If such concepts as CALS, Rapid Prototyping, etc can be integrated into this concept and merged into one, then we would be able to realize value chain management in this sense.
{"title":"From Supply Chain to Value Chain Management: Life Cycle Engineering Will Bring a Virtual Man Into Life","authors":"S. Fukuda","doi":"10.1115/imece2000-1177","DOIUrl":"https://doi.org/10.1115/imece2000-1177","url":null,"abstract":"\u0000 This paper discusses that supply chain management will evolve toward value chain management and these value chains are not fixed through their product life cycles, but will change because the future products will change their functions by adapting to the changing situations. Up until now, we have been discussing hardware product realization, based upon our traditional concept that their functions remain fixed all through their life cycles. But if we look at software products, they are constantly customized and kept up to date. In other words, their functions are growing even after they are delivered to the customer. If such concepts as CALS, Rapid Prototyping, etc can be integrated into this concept and merged into one, then we would be able to realize value chain management in this sense.","PeriodicalId":186011,"journal":{"name":"Successfully Managing the Risk and Development of Your Business and Technology","volume":"25 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-11-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133775086","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The research environment of science and technology is going to change rapidly (dramatically) with the change of Japanese society change at the turn of the century. In this article, a discussion on what kind of academic policy put into the effect aiming to enhance collaborative research in Japanese universities and to foster interdisciplinary research between separate established organizations is attempted. A typical example of a successful system, The Advanced Research Institute of Science and Engineering at Waseda University, will be described.
{"title":"The Breath of Collaboration of Academia, Industry, and Governmental Sectors in Japan","authors":"M. Katsuta","doi":"10.1115/imece2000-1178","DOIUrl":"https://doi.org/10.1115/imece2000-1178","url":null,"abstract":"\u0000 The research environment of science and technology is going to change rapidly (dramatically) with the change of Japanese society change at the turn of the century. In this article, a discussion on what kind of academic policy put into the effect aiming to enhance collaborative research in Japanese universities and to foster interdisciplinary research between separate established organizations is attempted. A typical example of a successful system, The Advanced Research Institute of Science and Engineering at Waseda University, will be described.","PeriodicalId":186011,"journal":{"name":"Successfully Managing the Risk and Development of Your Business and Technology","volume":"83 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-11-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115141320","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Cooling technology for modern servers, workstations and desktop computers has just begun a period of rapid change. As processor powers approach 100 watts, longstanding limits on air cooling are being challenged. The most recent changes are in the heatsinks themselves, as the longstanding manufacturing process of extruding is no longer capable of meeting new performance requirements. This study focuses on the history of creating an effective organization for bringing the skive heatsink to market, concentrating on development of a start-up unit within the company and a host of relationships, both technical and business, outside the company. Metals companies in Japan have long been accustomed to the necessity of constant innovation. Heatsinks fall into the vague category of a semi-custom product — each customer has almost the same requirements, with slightly different exceptions to a standard part. Additionally, a product lifetime may be measured in months rather than years. In heatsinks, the high thermal conductivity, low density and low material cost of aluminum preclued serious competition from other materials. The computer market is dominated by large players but the size distribution tails off very slowly. 51% of the market is held by 6 companies, the largest with 14%. The remaining 49% features a wide distribution of market share and technical capabilities. This results in some customers with large staffs specializing in cooling technology, others with a small number (sometimes 1) of multidisciplinary mechanical/thermal engineers, and others with no engineering staff other than system integrators. The presence of other materials is increasing, as heatsinks for the highest power processors will soon need copper bases and, ultimately, two-dimensional heatpipes known as vapor chambers. This integration of components represents a significant departure from the previous norm of attaching a one-dimensional tube heatpipe to an all-aluminum heatsink. In some cases ownership of development and production is the responsibility of the heatsink maker, in other cases the heatpipe or, in the case of an integrated cooling fan, the fan maker. In order to address this wide and rapidly moving market, we have made alliances with makers of other electronics cooling components (fans, plastic housings, thermal interface materials), jointly developed products with computer and processor makers, and co-sponsored university research. This year (2000) saw a large-scale entry into the Gigahertz processor cooling market, with a focus on high level visibility at technical conferences and trade shows. As thermal concerns move from a final step in the design cycle to a initial consideration, educating customers about the potential contributions of the skive heatsink has become a major effort in our technical marketing campaign.
{"title":"Trends and New Paradigms in Electronics Cooling Market and Industry","authors":"D. Copeland","doi":"10.1115/imece2000-1173","DOIUrl":"https://doi.org/10.1115/imece2000-1173","url":null,"abstract":"\u0000 Cooling technology for modern servers, workstations and desktop computers has just begun a period of rapid change. As processor powers approach 100 watts, longstanding limits on air cooling are being challenged. The most recent changes are in the heatsinks themselves, as the longstanding manufacturing process of extruding is no longer capable of meeting new performance requirements.\u0000 This study focuses on the history of creating an effective organization for bringing the skive heatsink to market, concentrating on development of a start-up unit within the company and a host of relationships, both technical and business, outside the company. Metals companies in Japan have long been accustomed to the necessity of constant innovation. Heatsinks fall into the vague category of a semi-custom product — each customer has almost the same requirements, with slightly different exceptions to a standard part. Additionally, a product lifetime may be measured in months rather than years.\u0000 In heatsinks, the high thermal conductivity, low density and low material cost of aluminum preclued serious competition from other materials. The computer market is dominated by large players but the size distribution tails off very slowly. 51% of the market is held by 6 companies, the largest with 14%. The remaining 49% features a wide distribution of market share and technical capabilities. This results in some customers with large staffs specializing in cooling technology, others with a small number (sometimes 1) of multidisciplinary mechanical/thermal engineers, and others with no engineering staff other than system integrators.\u0000 The presence of other materials is increasing, as heatsinks for the highest power processors will soon need copper bases and, ultimately, two-dimensional heatpipes known as vapor chambers. This integration of components represents a significant departure from the previous norm of attaching a one-dimensional tube heatpipe to an all-aluminum heatsink. In some cases ownership of development and production is the responsibility of the heatsink maker, in other cases the heatpipe or, in the case of an integrated cooling fan, the fan maker.\u0000 In order to address this wide and rapidly moving market, we have made alliances with makers of other electronics cooling components (fans, plastic housings, thermal interface materials), jointly developed products with computer and processor makers, and co-sponsored university research. This year (2000) saw a large-scale entry into the Gigahertz processor cooling market, with a focus on high level visibility at technical conferences and trade shows. As thermal concerns move from a final step in the design cycle to a initial consideration, educating customers about the potential contributions of the skive heatsink has become a major effort in our technical marketing campaign.","PeriodicalId":186011,"journal":{"name":"Successfully Managing the Risk and Development of Your Business and Technology","volume":"63 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-11-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116372720","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
京公网安备 11010802042870号
京ICP备2023020795号-1
扫码关注我们
求助内容：
应助结果提醒方式：