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allows control of ktorrent via a web interface
អនុញ្ញាតឲ្យគ្រប់គ្រង ktorrent តាមរយៈចំណុចប្រទាក់បណ្ដាញname
最后更新： 2011-10-23
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the allow remote user to control keyboard and mouse check box determines whether this client can only observe, or can take control of your machine.
ធីកប្រអប់ អនុញ្ញាតអ្នកប្រើត្រួតពិនិត្យក្តារចុច និងកណ្តុរពីចម្ងាយ បញ្ជាក់ថាម៉ាស៊ីនភ្ញៀវអាចបានតែប្រតិបត្តិ ឬត្រួតពនិត្យម៉ាស៊ីនរបស់អ្នកតែប៉ុណ្ណោះ ។
最后更新： 2011-10-23
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take care. as super user (root), you have complete control of your system, and a wrong command can easily do irrevocable damage.
ប្រុងប្រយ័ត្ន & # 160; ។ ជាអ្នកគ្រប់គ្រងជាន់ខ្ពស់ (root) អ្នកត្រូវមានការគ្រប់គ្រងប្រព័ន្ធរបស់អ្នកពេញលេញ ហើយពាក្យបញ្ជាខុសអាចគឺអាចធ្វើការបំផ្លាញដែលមិនអាចបញ្ឈប់បានយ៉ាងងាយស្រួល & # 160; ។
最后更新： 2011-10-23
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playback control, pbc, is available for video cd 2.0 and super video cd 1.0 disc formats. pbc allows control of the playback of play items and the possibility of interaction with the user through the remote control or some other input device available.
បញ្ញាចាក់ត្រឡប់, pbc, ត្រូវបានប្រើសម្រាប់វីដេអូស៊ីឌី & # 160; ១. 0 និង ទ្រង់ទ្រាយឌីសវីដេអូស៊ីឌីជាន់ខ្ពស់1. 0 & # 160; ។ pbc អនុញ្ញាតបញ្ញជាចាក់ត្រឡប់នៃធាតុចាក់ និងអន្តរកម្មដែលធ្វើបានជាមួយអ្នកប្រើឆ្លងកា់ពីការបញ្ជាបីចម្ងាយឬ ឧបករណ៍បញ្ចូលផ្សេងទៀតដែលអាចរកបាន & # 160; ។
最后更新： 2011-10-23
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kolab2 server specificity: it is recommended to choose be asked which resource to use, if you intend to use the shared folder functionality of the kolab server. this will allow you to keep control of which information is available only to you, and which information is published in the shared folders.
ម៉ាស៊ីនបម្រើ kolab2 ជាក់លាក់ & # 160; ៖ វាត្រូវបានផ្ដល់អនុសាសន៍ឲ្យជ្រើស សួរថាតើប្រើធនធានមួយណា ប្រសិនបើអ្នកមានបំណងប្រើមុខងារថតដែលបានចែករំលែករបស់ម៉ាស៊ីនបម្រើ kolab & # 160; ។ វានឹងអនុញ្ញាតឲ្យអ្នកនៅត្រួតពិនិត្យព័ត៌មានណាដែលមានតែសម្រាប់អ្នក និងព័ត៌មានដែលត្រូវបានបោះពុម្ពផ្សាយនៅក្នុងថតដែលបានចែករំលែក & # 160; ។
最后更新： 2011-10-23
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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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最后更新： 2024-10-26
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