Japanese firms have achieved the highest levels of manufacturing efficiencyin the world automobile industry. Someobservers of Japan have assumed that Japanese firms use the samemanufacturing equipment and techniques as United States firms but havebenefited from the unique characteristics of Japanese employees and theJapanese culture. However, if this were true,then one would expect Japanese auto plants in the United States to perform nobetter than factories run by United States companies.This is not the case; Japanese-run automobile plants located in theUnited States and staffed by local workers have demonstrated higher levels ofproductivity when compared with factories owned by United States companies.
Other observers link high Japanese productivity to higher levels of capitalinvestment per worker. But a historical perspective leads to a differentconclusion. When the two top Japanese automobile makers matched and thendoubled United States productivity levels in the mid-sixties, capitalinvestment per employee was comparable to that of United States firms.Furthermore, by the late seventies, the amount of fixed assets required toproduce one vehicle was roughly equivalent in Japan and in the United States.
Since capital investment was not higher in Japan, it had to be otherfactors that led to higher productivity. A more fruitful explanation may liewith Japanese production techniques. Japanese automobile producers did notsimply implement conventional processes more effectively: they made criticalchanges in United States procedures. For instance, the mass-productionphilosophy of United States automakers encouraged the production of huge lotsof cars in order to utilize fully expensive, component-specific equipment andto occupy fully workers who have been trained to execute one operationefficiently. Japanese automakers chose to make small-lot production feasible byintroducing several departures from United States practices, including the useof flexible equipment that could be altered easily to do several differentproduction tasks and the training of workers in multiple jobs. Automakers couldschedule the production of different components or models on single machines,thereby eliminating the need to store the buffer(缓冲) stocks(库存) of extra components that result when specialized equipment and workers arekept constantly active.
1. The primary purpose of the passage is to(为什么C不对呢)
(A) present the major steps of a process
(B) clarify an ambiguity
(C) chronicle a dispute
(D) correct misconceptions(D)
(E) defend an accepted approach
3. Which ofthe following statements concerning the productivity levels of automakers canbe inferred from the passage?(A是怎么看出来的)
(A) ?Prior to the 1960’s, the productivity levels of thetop Japanese automakers were exceeded by those of United States automakers.
(B) The culture of a country has a large effect on the productivity levelsof its automakers.
(C) During the late 1970’s and early 1980’s, productivity levels werecomparable in Japan and the United States.
(D) The greater the number of cars that are produced in a single lot, thehigher a plant’s productivity level.(A)
(E) The amount of capital investment made by automobile manufacturers intheir factories determines the level of productivity.