Usted buscó: 1 , the transfer of atc control (Inglés - Khmer)

the transfer menu
ម៉ឺនុយ ផ្ទេរ

abort the transfer(s)
បោះបង់​កា​រផ្ទេរ

pastes the contents of the clipboard into the transfer window.
បិទភ្ជាប់​មាតិកា​របស់ក្តារតម្រៀតខ្ទាស់ទៅ​បង្អួច​ផ្ទេរ ។

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

%1: the message text is spoken.
% 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

the specified request asked that the transfer of file %1 be resumed at a certain point of the transfer. this was not possible.
សំណើ​ដែល​បាន​បញ្ជាក់ បាន​ស្នើ​ថា​ការ​ផ្ទេរ​ឯកសារ% 1 គឺ​ត្រូវ​បាន​បន្ត​នៅ​ចំណុច​ណាមួយ​នៃ​ការផ្ទេរ & # 160; ។ វា​មិន​អាច​ទៅ​រួច​ទេ & # 160; ។

could not access %1. the drive %2 is not supported.
មិន​អាច​ចូល​ដំណើរ​ការ% 1 & # 160; ។ ដ្រាយ% 2 មិន​ត្រូវ​បាន​គាំទ្រ​ឡើយ & # 160; ។

could not login to %1. the password may be wrong. %2
មិន​អាច​ចូលទៅ% 1 បានទេ & # 160; ។ ពាក្យ​សម្ងាត់​ប្រហែល​ជា​ខុស & # 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 load the required installer %1. the error given was: %2
មិនអាច​ផ្ទុក​កម្មវិធី​ដំឡើង% 1 ដែល​ត្រូវការ & # 160; ។ កំហុស​បាន​ផ្ដល់​គឺ & # 160; ៖% 2

an error occurred while loading the torrent: %1 the torrent is probably corrupt or is not a valid torrent file.
កំហុស​បានកើតឡើង​ខណៈពេល​ផ្ទុក​ torrent% 1 torrent ប្រហែល​ជាខូច ឬ​មិន​មែន​ជា​ឯកសារ torrent & # 160; ។

could not access %1. the disk in drive %2 is probably not a dos-formatted floppy disk.
មិន​អាច​ចូល​ដំណើរ​ការ% 1 & # 160; ។ ថាស​ក្នុង​ដ្រាយ% 2 គឺ​ប្រហែល​ជា​មិន​មែន​ជា​ថាស​ទន់​ដែល​មាន dos & # 160; ។

access denied. could not write to %1. the disk in drive %2 is probably write-protected.
បាន​បដិសេធ​ការ​ចូល​ដំណើរ​ការ & # 160; ។ មិន​អាច​សរសេរ​ទៅ% 1 & # 160; ។ ថាស​ក្នុង​ដ្រាយ% 2 គឺ​ប្រហែល​ជា​បាន​ការពារ​មិន​ឲ្យ​សរសេរ​ចូល & # 160; ។

to add tracks to your ipod, drag the tracks you want to add from the playlist and drop them on the artist listview. after you are done adding tracks to the list click the transfer button to upload them to your ipod. after the transfer has completed, close & amarok; and unmount your ipod.
ដើម្បី​បន្ថែម​បទ​ទៅកាន់ ipod របស់​អ្នក គឺ​ត្រូវ​អូស​បទ​ដែល​អ្នក​ចង់​បន្ថែម​ពី​បញ្ជី​ចាក់ ហើយ​ទម្លាក់​ពួកវា​នៅលើ​ទិដ្ឋភាព​បញ្ជី​សិល្បករ & # 160; ។ បន្ទាប់​ពីអ្នក​បាន​ធ្វើការ​បន្ថែម​បទ​ទៅ​កាន់​បញ្ជី​រួចហើយ ចុច​លើ​ប៊ូតុង ផ្ទេរ ដើម្បី​ផ្ទុកឡើង​ពួកវា​ទៅកាន់ ipod របស់​អ្នក & # 160; ។ បន្ទាប់​ពីបាន​ផ្ទេរ​ចប់សព្វ​គ្រប់​រួច បិទ amarok ហើយ​អាន់ម៉ោន ipod របស់​អ្នក & # 160; ។

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
គណនេយ្យ