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Large Format Displays are an indispensable part of Digital Signage, as well as for presentations and interactive meeting room applications. Sharp/NEC stands for a safe investment secured by high quality components and design, plus high operational safety. With a broad choice of LFD ranges and numerous customisation options, Sharp/NEC delivers tailor-made display solutions.

Enter the world of Digital Signage with Sharp/NEC’s entry-level displays. Designed to bring Sharp/NEC’s heritage of performance and quality to cost-conscious yet demanding customers, the E Series perfectly suits basic signage applications. Operating standalone via an integrated media player, signage starts automatically with the embedded auto-start function.

Present impactful advertising, entertainment and information with Sharp/NEC’s reliable display solutions, achieving the lowest operational investment. The slim design with small bezel styling perfectly complements modern surroundings whilst multiple display inputs and the smart connection of computing sources, power impressive signage applications.

Showcase products and highlight every little detail like never before with the Sharp/NEC 8K displays for professional use. Beautiful images with a stunning 8K resolution set a new benchmark for image quality, while also ensuring that fine text is precise and legible.

Adaptable, scalable and modular, Sharp/NEC video wall solutions offer unlimited creativity in delivering a seamless viewing experience. Responding to all high quality demands such as 24/7 operation, centralised control, colour accuracy and uniformity; the Sharp/NEC offering also includes pre-configuration and mounting solutions, content management and after sales support.

Ensuring operational safety even under the toughest conditions, Sharp/NEC Protective Glass screens deliver superb readability and image clarity whilst protecting your investment. An upgrade path available on many Sharp/NEC display series, Protective Glass is advisable for signage applications in public spaces protecting against vandalism and accidental damage.

随着消费者对液晶显示屏的画质要求越来越高， 各厂家不断地寻找提高画质的解决方 案。 影响液晶显示屏画质的因素有： Gamma值、色彩数、 对比度、 亮度和响应速度等。其中， Gamma值源于 CRT的响应曲线， 即反映显像管的图像亮度与输入电子枪的信号电压的非线 性关系的一个参数。 As consumers demand higher and higher image quality for LCD screens, manufacturers are constantly looking for solutions to improve image quality. Factors that affect the quality of the LCD screen are: Gamma value, number of colors, contrast, brightness, and response speed. Among them, the Gamma value is derived from the response curve of the CRT, that is, a parameter reflecting the non-linear relationship between the image brightness of the picture tube and the signal voltage of the input electron gun.

了一种液晶显示屏的脱水处理方法， 其包括以下步骤：In order to effectively control the moisture content in the liquid crystal display product, it is necessary to control the moisture content in the manufacturing process, reduce the moisture content, and avoid the change of the dielectric constant of the liquid crystal, thereby affecting the voltage and transmittance curves. The invention provides A method for dehydrating a liquid crystal display, comprising the steps of:

Color television cameras usually contain three camera tubes, which produce signals corresponding to the three color components of the luminous flux—red, green, and blue. The luminous flux is separated into components by a color-separating optical system, which consists of a polygonal prism coated with dichroic films or a system of dichroic mirrors. The system is located between the lens and the photosensitive element of the camera tube. The rasters in the camera tubes can be kept synchronized because they are connected to common scanning generators. Video signals from the camera tubes are amplified and fed by cable to a camera control unit and encoding device, where the composite television signal is formed. In broadcast television, several camera chains are combined, either at the television center or at a mobile television station. Color television cameras also have devices for the accurate superposition (manual or automatic) of the images formed by the three camera tubes.

In the area of telegraphy, the Edo government signed an agreement with the French government to build a telegraph service in 1866. However, this decision was overturned by the Meiji government which chose, through the mediation of the British Consul General, a domestic service provider. The Danish-owned Okita Telegraph Company was awarded a contract for sole agency. By 1866, two international telegraph lines had been laid from Europe to the Far East via Russia and via the Indian Ocean, with Japanese telegraphic cables connecting them at the end and extending them to Nagasaki and Yokohama, the two port cities with large foreign settlements. This enabled foreign diplomats and merchants in Japan to have easy contact with home.

Second, there were graduates from technical schools managed and taught by foreigners. They included the Nagasaki Naval Training Centre (1855), the Yokosuka Shipyard School (1870), the Telegraphic Service Technical Training College (1871), the Imperial Naval Academy’s Institute for Maritime Studies (1873), and the Railway Engineering Training Centre (1877). These institutions taught in a foreign language—usually English and sometimes German—and transmitted the knowledge necessary to perform assigned functions so workers could run the business after foreign management left. The graduates later worked as foremen or junior technicians in the Japanese army, telegraphic service, railways, and shipbuilding. For instance, in 1878–80 graduates from the Railway Engineering Training Centre supervised and successfully completed the construction of a railway from Kyoto and Otsu which included tunnelling through Osaka Mountain.

Apart from the Tokyo campus, publicly run industrial schools were created in Osaka (1901), Kyoto (1902), Nagoya (1905), Kumamoto (1906), Sendai (1906), Yonezawa (1910), and Akita (mining course only, 1910), making a total of eight schools by the end of Meiji. Subsequently, twenty-three more industrial schools were opened by the 1940s. After the Second World War, most of them were converted to faculties of engineering of national universities, and many privately run industrial schools were also established. Education offered at industrial schools was more limited in scope than that offered at the faculties of engineering at universities, but student quality was high. They attracted good students who could not afford to attend a university. While university graduates normally assumed official or academic positions, industrial school graduates went to factories and became core engineers.

From the 1900s, technical cooperation agreements offered a new way of transferring relatively new technology from large foreign firms of various nationalities. In some cases, such as Japan Steel Works, Nippon Electric Company (NEC), Tokyo Electric, and Shibaura Engineering Works, these contracts included establishment of joint-stock companies between Japanese owners and the foreign firm.

In 1896, the Japanese government decided to adopt the American Telephone & Telegraph (AT&T) system under its First National Plan to Expand Telephony. As the government intended domestic production of telephone equipment, Western Electric, which was the manufacturing arm of AT&T, first tried to form a joint venture in Japan by acquiring the stock of Oki Electric Industry. However, negotiations with Oki failed, prompting Western Electric to establish Nippon Electric Company (NEC) in 1899, holding 54 per cent of the shares. NEC was the first subsidiary of a foreign firm in Japan. Western Electric and NEC were bound by a technical cooperation agreement that gave NEC the right of sole agency in Japan and a monopoly on future patent re-execution rights. Western Electric offered technical guidance to NEC, for which the latter paid roughly 2 per cent of its sales revenue. NEC initially distributed imported telephones, then built a manufacturing plant with design and equipment imported from Western Electric, and produced telephones by using materials and processes satisfying international standards under the supervision of an American foreman. All internal documents were written in English. Thus, the products and production methods of NEC were identical to those in the United States.

In 1905, General Electric (GE), another American giant, concluded a technical cooperation agreement with Tokyo Electric which was similar to the one between Western Electric and NEC, with GE acquiring 51 per cent of Tokyo Electric’s shares. The latter had evolved from Hakunetsusha, a light-bulb manufacturer established in 1890. As the company had been unable to establish a viable production technology or compete with imported light bulbs from Germany, it sought management assistance from GE, a world leader in the industry. GE’s policy of allowing its subsidiaries to produce light bulbs under their own patents was another reason why Tokyo Electric selected GE as a business partner. Equipment and materials were imported from GE, and American engineers came to Japan to teach manufacturing methods. Tokyo Electric’s engineers were well trained and able to quickly master any frontline technology developed by GE. Unlike NEC which was newly founded, Tokyo Electric was an existing company acquired by GE as an overseas factory. But the technology transfer method was quite similar in both cases.

Business collaboration between GE and Shibaura Engineering Works in 1907 was different from the above two cases, however: it was partial and more incremental. GE acquired only 24 per cent of Shibaura’s shares while the remainder was held by Mitsui. Technical assistance was provided through patent licensing agreements, supplemented by sharing of R&D results, exchange of engineers, and access to the blueprints for production equipment. In return, Shibaura paid royalties amounting to 1 per cent of sales revenue. Mitsui opted for this technical cooperation to catch up with rapid technological advances abroad under the constraint of the Universal Patent Convention that now protected the patents of foreign manufacturers in Japan. Through this collaboration, Shibaura was able to design heavy electrical equipment by executing its rights on the GE patent and obtain new technical information through the exchange of engineers. But this did not give Shibaura a great technology leap, unlike the cases of NEC and Tokyo Electric. GE’s technology was added to Shibaura’s existing technology without fundamentally changing the character of the latter. Large dynamos continued to be imported from GE which competed with Shibaura products. This was a case of a patent licensing agreement supplemented by a purchase contract for machinery and know-how.