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Organizing Engineering

Research Papers (31)




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Video applications require a wide bandwidth and high speed
operational amplifier. The operational amplifier can be used to drive
the LCD backplane (VCOM) or the gamma-correction divider string.
However, conventional operational amplifiers are
inappropriate for video applications owing to their insufficient speed and
narrow bandwidth.
For instance, an operational amplifier in video
applications must attain a bandwidth of 180 Mhz and a slew rate of 220
V/us.
Whereas an operational amplifier with a wide
bandwidth can experience large vibration and stable operations, an
operational amplifier with a narrow one leads to slow convergence and
frequency instability. Consequently, an unreliable operational amplifier
speed limits voltage level transformation and settling times.
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Based on the above, we should develop a high-
speed operational amplifier for video applications. Operating
range of the amplifier can be extended to rail-to-rail supply,
thus maximizing system flexibility.
To do so, the architecture for a high-speed
operational amplifier can be developed that incorporates rail-
to-rail circuitry to satisfy system adaptability. Close loop and
open loop frequency can then be simulated given concerns
over frequency response stability. Next, transient responses
for small and large signals for various supplies can be
simulated for high speed voltage level switches.
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As anticipated, the proposed
operational amplifier can satisfy function-related
requests and perform adequately in video
applications.
Importantly, the proposed operational
amplifier can increase the operating speed in video
applications given its bandwidth of 180 MHz and a
slew rate of 220 V/us. Additionally, rail-to-rail
operating range can increase system flexibility
towards various operating voltages.
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Given the heavy emphasis on time product delivery to
the market within the electronics industry, project leaders must
have sufficient information on product development status to
resolve problems timely and allocate resources efficiently.
However, as a complete product development cycle
includes at least eight critical steps and the collaboration of
functional departments, a gap in the workflow incurs serious
project delays and additional overhead costs.
For instance, average product development
time in our company lagged behind the planning schedule by
25% and exceeded budget expenditures by 25%.
The inability to resolve this problem will incur
high development costs, adversely impacting time to market
delivery and lowering market competitiveness.
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Based on the above, we should develop and
efficient customized project management system to prevent
problems and shorten product development cycle time.
To do so, an eight-step work flow diagram
can be designed as level-one activities to illustrate the
working relationship between departments. The subset of
each diagram can then be defined as level-two activities to
demonstrate the project sequence within each
department. Next, work time spent per employee can be
determined to establish an acceptable time of completion of
each activity. Additionally, the Gantt chart can be drawn to
display the project flow, allocation of human resources and
the estimated project schedule.
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As anticipated, the proposed project
management system can facilitate synergy among
multidisciplinary field engineers and reduce
product development time by 30%.
In addition to enabling project leaders
to eliminate inefficient communication by
monitoring status on-line, the proposed
management system can increase
competitiveness by reducing overhead costs and
accelerating product delivery to the market.
Further details can be found at
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