Results for chapter 1 the requisites of production translation from English to Khmer

chapter %1
ជំពូក% 1

analysing chapter %1 of %2
កំពុង​វិភាគ​ជំពូក% 1 នៃ% 2

tunnels (1) - the monster
ឧម្មង្គ​ (១) - សត្វ​ចម្លែក

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% 1 & # 160; ៖ ​អត្ថបទ​សារ​ត្រូវបាន​និយាយ & # 160; ។ @ info: whatsthis combination of multiple whatsthis items

%1: the message is displayed silently.
% 1 & # 160; ៖ សារ​ត្រូវ​បាន​បង្ហាញ​ដោយ​ស្ងាត់ៗ & # 160; ។ @ info: whatsthis

%1 the ipod model is necessary to initialize the ipod
% 1 ម៉ូលដែល ipod គឺ​សំខាន់ដើម្បី​ចាប់​ផ្តើម​ ipod

you are already downloading this torrent %1, the list of trackers of both torrents has been merged.
អ្នក​បាន​ធ្វើការ​ទាញយក torrent% 1 នេះ​រួចហើយ ហើយ​បញ្ជី​អ្នក​តាមដាន​របស់ torrent ទាំង​ពីរ​ត្រូវបាន​បញ្ចូល​ចូលគ្នា & # 160; ។

book 5 chapters 1 5 , 8
សៀវភៅ ៥ ជំពូក ១ ៥ , ៨

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page %1: the pdf file %2 could not be converted to postscript.
ទំព័រ% 1 & # 160; ៖ ឯកសារ pdf% 2 មិន​អាច​ត្រូវ​បាន​បម្លែង​ទៅ postscript & # 160; ។

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could not load the required installer %1. the error given was: %2
មិនអាច​ផ្ទុក​កម្មវិធី​ដំឡើង% 1 ដែល​ត្រូវការ & # 160; ។ កំហុស​បាន​ផ្ដល់​គឺ & # 160; ៖% 2

although a connection was established to %1, the connection was closed at an unexpected point in the communication.
ទោះបី​ជា​ការតភ្ជាប់​ត្រូវ​បាន​បង្កើត​ចំពោះ% 1 ក៏ដោយ ក៏​ការតភ្ជាប់​ត្រូវបាន​បិទ​នៅ​ត្រង់​ចំណុច​ដែល​មិនរំពឹង​ទុក​​ក្នុង​ការ​ទំនាក់ទំនង & # 160; ។

could not access drive %1. the drive is still busy. wait until it is inactive and then try again.
មិន​អាច​ចូល​ដំណើរការ​ដ្រាយ% 1 & # 160; ។ ដ្រាយ​កំពុង​ជាប់​រវល់ & # 160; ។ រង់ចាំ​រហូត​ដល់​វា​អសកម្ម និង​ព្យាយាម​ម្ដង​ទៀត & # 160; ។

an error occurred while loading the torrent: %1 the torrent is probably corrupt or is not a valid torrent file.
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could not find public keys matching the userid(s) %1; the message is not encrypted.
មិន​អាច​រក​កូនសោ​សាធារណៈ​ផ្គូផ្គង​នឹង​លេខ​សម្គាល់​អ្នក​ប្រើ% 1 សារ​មិន​ត្រូវ​បាន​អ៊ិនគ្រីប​ទេ & # 160; ។

access denied. could not write to %1. the disk in drive %2 is probably write-protected.
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messages to filter found on pop account: %1 the messages shown exceed the maximum size limit you defined for this account. you can select what you want to do with them by checking the appropriate button.
សារ​ត្រូវ​ត្រង​រកឃើញ​នៅ​លើ​គណនី pop ៖% 1 សារ​ត្រូវ​បានបង្ហាញ​លើ​ពី​ដែនកំណត់​ទំហំ​អតិបរមា ដែល​អ្នកបានកំណត់​សម្រាប់​គណនី​នេះ & # 160; ។ អ្នក​អាច​ជ្រើស​អ្វី​ដែល​អ្នក​ចង់​ធ្វើ​ជា​មួយ​ពួកវា​បាន ដោយ​ពិនិត្យ​មមើល​ប៊ូតុង​ដែល​សមរម្យ & # 160; ។ @ title: group

2.5 activity-based costing 25 focus strategic choice in automobiles there are many examples how companies choose their cost drivers in beating the competitors. their choices led to business repercussions. ford¹ beat down the giant leader - general motors - by trimming down cost, reducing models series to a few, and focusing on quality control (fine-tune operations complex- ity). ford gained substantial unit cost reduction between 1985 and 1992 and beat down general motors in 1993. gm's complex product line portfolios made the operations costly and quality control a challenge. bmw² addressed the slow sale crisis in 2010 in the north america by introducing a mass cus- tomization program on a x3 series model by increasing customer specifica- tion, online video, and shortening lead time for delivery (transfer of production plant to the market). this increases product differentiation. cost drivers came from process innovation and operational excellence. sale bounced back in 2011. toyota³ conquered the north america market in 1990s and bypassed gm as no. 1 in the world in 2008. it was done by value innovation program, i.e., a massive cost cutting in no. of components, material quality, and suppli- ers expansion. it worked very well with a low cost reduction of 40-50% over the period and made it very competitive in the world market. however, the aggressive policy compromised the traditional "total quality management" practice with series of report accidents in brakes over the period of the 2000s. the legend smoked in a serious traffic accident (brakes again) in 2009 which cost toyota huge penalty fees, public trust, and company goodwill. source: shank and govindarajan (1993)¹; alenuska and schotter (2012)2; andrex et al. (2011).3
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