文章作者 100test 发表时间 2009:04:10 01:46:08
来源 100Test.Com百考试题网
老方法的缺点一With this paradox in mind, I recently visited 25 companies. it became clear to me that the cost-cutting approach to increasing productivity is fundamentally flawed(-)(本段继续讲老方法的缺点). Manufacturing regularly observes a “40, 40, 20” rule(可以暂时不看,等有题目再回来查找). Roughly 40 percent of any manufacturing-based competitive advantage derives from long-term changes in manufacturing structure (decisions about the number, size, location, and capacity of facilities) and in approaches to materials. Another 40 percent comes from major changes in equipment and process technology. The final 20 percent rests on implementing conventional cost-cutting. This rule does not imply that cost-cutting should not be tried. The well-known tools of this approach—including simplifying jobs and retraining employees to work smarter, not harder—do(让步语气) produce results. But(让步的后半句,重要) the tools quickly reach the limits of what they can contribute.
老方法的缺点二:阻碍创新Another problem is that the cost-cutting approach hinders innovation and discourages creative people. As Abernathy’s study of automobile manufacturers has shown( ), an industry can easily become prisoner被束缚 of its own investments in cost-cutting techniques, reducing its ability to develop new products. And managers under pressure to maximize cost-cutting will resist innovation because they know that more fundamental changes in processes or systems will wreak (BRING ABOUT, CAUSE “wreak havoc”) havoc引起破坏,造成破坏,实现破坏 with the results on which they are measured. Production managers have always seen their job as one of minimizing costs and maximizing output. This dimension of performance has until recently(老观点) sufficed充分,充足,够用 as a basis of evaluation, but(转折,新观点) it has created a penny-pinching斤斤计较 (FRUGALITY, PARSIMONY), mechanistic culture in most factories that has kept away creative managers.
新方法Every company I know that has freed itself from the paradox has done so, in part, by developing and implementing a manufacturing strategy. Such a strategy focuses on the manufacturing structure and on equipment and process technology. (以下举一个具体例子,可能对应举例作用题,可以等到出题再看)In one company a manufacturing strategy that allowed different areas of the factory to specialize in different markets replaced the conventional cost-cutting approach. within three years the company regained its competitive advantage. Together with such strategies, successful companies are also encouraging managers to focus on a wider set of objectives besides cutting costs. There is hope for manufacturing, but it clearly rests on a different way of managing.
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