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楼主~请问一下第一篇阅读的考古那个可以确认一下吗? -- by 会员 joshuacjy (2012/4/17 8:38:40)
考古那篇我列出大意表達比較像的段落~不過考試的時候寫法可能會不同。所以考古那篇參考就好，不是原文~
The factory of the future is not aplace where computers, robots, and flexible machines do the drudge work. Thatis the factory of the present, which, with money and brains, any manufacturingbusiness can build. Of course, any competitor can build one too—which is why itis becoming harder and harder to compete on manufacturing excellence alone.Lower costs, higher quality, and greater product variety are like table stakesin poker—the price that companies pay to enter the game. Most products can bequickly and easily imitated; and the most automated design and productionprocesses cannot decisively beat the second most automated. Who wins and wholoses will be determined by how companies play, not simply by the product orprocess technologies that qualify them to compete.
The manufacturers that thrive intothe next generation, then, will compete by bundling services with products,anticipating and responding to a truly comprehensive range of customer needs.Moreover, they will make the factory itself the hub of their efforts to get andhold customers—activities that now are located in separate, often distant,parts of the organization. Production workers and factory managers will be ableto forge and sustain new relationships with customers because they will be indirect and continuing contact with them. Manufacturing, in short, will becomethe cortex of the business. Today’s flexible factories will become tomorrow’sservice factories.
Mass production overtookcustomized craftsmanship because customers came to value standardized goodsover higher priced, personalized goods. As a result, work grew increasinglycompartmentalized through the division of labor. Craftsmanship (that is,manufacturing) became separated from downstream activities, like sales andpost purchase service, as well as from upstream activities, like new-productdevelopment and design. Gradually, manufacturing received more and more of itsinformation and instructions through filters—divisions and departments thatwere separated, functionally and physically, from the production site. Notsurprisingly, manufacturing managers complained that those who defined theirwork rarely understood it or cared enough about its details, problems, ortechnical possibilities.
Some of America’s best-runcompanies—Hewlett-Packard, Allen-Bradley, Caterpillar, Frito-Lay—alreadyoperate factories whose activities reflect the new role of service in manufacturingcompetition. None of their facilities is a complete service factory. We arestill many years from that. But in the range of upstream and downstreamactivities these factories perform, and in the degree of interaction betweenproduction workers and customers, they point the way to the future.
Service for a manufacturingcompany inescapably revolves around its products—their design, features,durability, repairability, distribution, and ease of installation and use. Eventhe most traditional factories of yesterday proffered service of a kind, buttheir conception of service was narrow. To old-guard factory managers, servicewas little more than a commitment to meeting due dates(這句有問說傳統工廠infer什麼). Logistics anddistribution urged the factory to complete orders in a timely fashion, to giveadvance notice of delivery problems, and to package materials for ease ofshipment and damage control. Customers were simply numbers on a productionschedule.
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发表于 2012-4-17 00:03:24
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