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标题: 27/63，XDF兰书15篇 [打印本页]

作者: ffen 时间: 2011-1-29 17:00
标题: 27/63，XDF兰书15篇
诶，这篇文章很莫名，虽然看上去好像都看得懂，结果题目都做的不对。。。而且，在理这篇文章的时候，发现自己不是很理的清楚结构。求NN指点。。。另外，这篇文章到底是什么类型的？还搞不清楚。直接导致第一题做错啊。。。
我的文章结构分析：
1. 背景资料，提出观点（paradox）：贯彻cost－ctting，lost competitive edge
2. “40 40 20”的规律（不知道第二段到底是什么作用）
3. 坏处2：降低创造力，A的理论支持（看到another problem，因此认为前文提的应该是第一个问题，但是又不知道40 40 20是个什么问题）
4. 提出新的方法改进，a manufacturing strategy，一家公司的例子支持

Passage 27 (27/63)Since the late1970’s, in the face of a severe loss of market share (market share: 市场份额, 市场占有率) in dozens of industries,manufacturers in the United States
have been trying to improveproductivity—and therefore enhance their international competitiveness—throughcost-cutting programs. (Cost-cutting here is defined as raising labor outputwhile holding the amount of labor constant.) However, from 1978 through 1982,productivity—the value of goods manufactured divided by the amount of laborinput—did not improve; and while the results were better in the business upturnof the three years following, they ran 25 percent lower than productivityimprovements during earlier, post-1945 upturns. At the same time, it becameclear that the harder manufactures worked to implement cost-cutting, the morethey lost their competitive edge.With this paradoxin mind, I recently visited 25 companies; it became clear to me that thecost-cutting approach to increasing productivity is fundamentally flawed. Manufacturingregularly observes a “40, 40, 20” rule. Roughly 40 percent of anymanufacturing-based competitive advantage derives from long-term changes inmanufacturing structure (decisions about the number, size, location, andcapacity of facilities) and in approaches to materials. Another 40 percentcomes from major changes in equipment and process technology. The final 20percent rests on implementing conventional cost-cutting. This rule does notimply that cost-cutting should not be tried. The well-known tools of thisapproach—including simplifying jobs and retraining employees to work smarter,not harder—do produce results. But the tools quickly reach the limits of whatthey can contribute.
Another problem isthat the cost-cutting approach hinders innovation and discourages creativepeople. As Abernathy’s study of automobile manufacturers has shown, an industrycan easily become prisoner of its own investments in cost-cutting techniques,reducing its ability to develop new products. And managers under pressure tomaximize cost-cutting will resist innovation because they know that morefundamental changes in processes or systems will wreak (BRING ABOUT,CAUSE “wreak havoc”) havoc with the results on which they aremeasured. Production managers have always seen their job as one of minimizingcosts and maximizing output. This dimension of performance has until recentlysufficed as a basis of evaluation, but it has created a penny-pinching (FRUGALITY,PARSIMONY), mechanistic culture in most factories that has keptaway creative managers.
Every company Iknow that has freed itself from the paradox has done so, in part, by developingand implementing a manufacturing strategy. Such a strategy focuses on themanufacturing structure and on equipment and process technology. In one companya manufacturing strategy that allowed different areas of the factory to specializein different markets replaced the conventional cost-cutting approach; withinthree years the company regained its competitive advantage. Together with suchstrategies, successful companies are also encouraging managers to focus on awider set of objectives besides cutting costs. There is hope for manufacturing,but it clearly rests on a different way of managing.
1. The author of the passage is primarilyconcerned with （A）正确答案B
(A) summarizinga thesis
(B)recommending a different approach
(C) comparingpoints of view
(D) making aseries of predictions（B）
(E) describinga number of paradoxes

作者: mofell 时间: 2011-1-30 12:53
文章结构：

P1.只是一个背景资料（这点从第三题中也可以得出）。
注意第一段最后一句话At the same time, it became（非作者提出，是当时就存在的，只是给作者的观察提供了一个依据） clear that the harder manufactures worked to implement cost-cutting, the more they lost their competitive edge.

P2.针对paradox mentioned in P1, 作者通过自己的引入了一个regular rule 40 40 20 得出这个方法do produce results.But the tools quickly reach the limits of what they can contribute. （虽然它的observation乍一眼觉得这个方法fundamentally flawed）

P3.发现这个东西的第二个问题：会抑制创新

P4.观察得出最适合的战略：a manufacturing strategy

e.g.:In one companya manufacturing strategythat 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.

作者: mofell 时间: 2011-1-30 12:58
1. The author of the passage is primarilyconcerned with （A）正确答案B
(A) summarizing a thesis
(B)recommending a different approach

这个为什么选B不选A，我也很疑惑。因为毕竟 a different approach只在最后一段出现了，所占份额非常小
它的提出，也可以看做是作者对前面这些问题的一个summarize,即应该用 a manufacturing strategy

作者: ffen 时间: 2011-1-30 15:54
你的意思是40 40 20是作者用来证明这个方法do produce results的？
然后the tools quickly reach the limits of what they can contribute...这个就是第一个坏处？我意思是，作者没有具体指出第一个坏处到底是什么，就是limits？

文章结构：

P1.只是一个背景资料（这点从第三题中也可以得出）。
注意第一段最后一句话At the same time, it became（非作者提出，是当时就存在的，只是给作者的观察提供了一个依据） clear that the harder manufactures worked to implement cost-cutting, the more they lost their competitive edge.

P2.针对paradox mentioned in P1, 作者通过自己的引入了一个regular rule 40 40 20 得出这个方法do produce results.But the tools quickly reach the limits of what they can contribute. （虽然它的observation乍一眼觉得这个方法fundamentally flawed）

P3.发现这个东西的第二个问题：会抑制创新

P4.观察得出最适合的战略：a manufacturing strategy

e.g.:In one companya manufacturing strategythat 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.

-- by 会员 mofell (2011/1/30 12:53:29)

作者: mofell 时间: 2011-1-30 19:27
这个limit是指increasing productivity方面的，因为它对总体的影响只有20%。
这一点不能完全认为是一个问题，只是作者观察到它和regular rule 不符，因此存在局限。

作者: mofell 时间: 2011-1-30 20:18
= =还有你一天做几篇啊。。前天看你还在讨论第3篇。。现在就30+篇了。。

作者: ffen 时间: 2011-1-30 22:38
呵呵，我按着XDF的书做的，所以63篇里面大概就跳着做了。。。
我一天基本上不做几篇，大概研究5篇就撑死了，和NN不能比～
今天开始倒着分析OG12了，不过明天开始就复习数学先了，计划每天做1、2篇阅读…不是传说中各个击破比较好么，所以先这样安排了～

作者: mofell 时间: 2011-1-31 13:23
我做的比你还少...OG以前做过，在学校里，也没带回来。
现在每天做3~4篇补充阅读，看几个小时的PREP语法笔记....
数学想等JJ..报的名是3.24,好像很危险...处在换题边缘..

作者: bigheadpx 时间: 2011-2-26 15:15
借楼问一下第七题
大家的都纠结于A与D 我明白A问什么错了
但是B错在哪里？ fundamentally flawed 在语气上应该跟shortsighted不一致吗？还是？
有一个很弱的问题 ⊙﹏⊙

7. The author suggests that implementing conventional cost-cutting as a way of increasing manufacturing competitiveness is a strategy that is
(A) flawed and ruinous
(B) shortsighted and difficult to sustain
(C) popular and easily accomplished
(D) useful but inadequate
(E) misunderstood but promising

作者: bigheadpx 时间: 2011-2-27 20:29
来个NN吧~~~

作者: fionaz426 时间: 2011-2-28 16:29
我觉得是这样的，作者对这个的观点是小正大负，useful 但是很快到达limits，A，B都是全负面评价，没有提及作者也有肯定，答案D则小正大负。

借楼问一下第七题
大家的都纠结于A与D 我明白A问什么错了
但是B错在哪里？ fundamentally flawed 在语气上应该跟shortsighted不一致吗？还是？
有一个很弱的问题 ⊙﹏⊙

7. The author suggests that implementing conventional cost-cutting as a way of increasing manufacturing competitiveness is a strategy that is
(A) flawed and ruinous
(B) shortsighted and difficult to sustain
(C) popular and easily accomplished
(D) useful but inadequate
(E) misunderstood but promising

-- by 会员 bigheadpx (2011/2/26 15:15:08)

作者: bigheadpx 时间: 2011-3-1 20:37
谢谢啦！！

作者: jx220 时间: 2011-8-21 21:54
第七题，定位在第二段最后2句话

作者: 浅吟天 时间: 2012-4-7 14:34

1. The author of the passage is primarilyconcerned with （A）正确答案B
(A) summarizing a thesis
(B)recommending a different approach

这个为什么选B不选A，我也很疑惑。因为毕竟 a different approach只在最后一段出现了，所占份额非常小
它的提出，也可以看做是作者对前面这些问题的一个summarize,即应该用 a manufacturing strategy

-- by 会员 mofell (2011/1/30 12:58:57)

同问，我觉得新观点比重太小了，主要是在论述cost cutting有什么不好。有人能帮忙解答一下吗？求助nn

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