外文翻譯--實(shí)現(xiàn)競爭優(yōu)勢

1、<p><b>　　實(shí)現(xiàn)競爭優(yōu)勢</b></p><p>　　在克蘭菲爾德制造系統(tǒng)中心的研究者所面臨的一個(gè)困難，他們花了一個(gè)星期，與布蘭頓自行車幫助該公司制定一個(gè)快速銷售增長的策略。</p><p><b>　　由蒂姆伯 </b></p><p>　　菲爾硬著頭皮使自己在工廠呆了一天。在英國的四個(gè)主要城

2、市通過了交通擁擠收費(fèi)的同時(shí)，其他132個(gè)世界各地的城市已宣布對(duì)采取倫敦的模式感興趣。此外，汽油價(jià)格高了，連續(xù)4個(gè)月售出的價(jià)格非常接近了每公升&1的門檻英國大部分的地區(qū)。這都增加菲爾的信念，即布蘭頓（自行車已作好了大幅增長的準(zhǔn)備）。</p><p>　　去年，恐怖分子已造成了一系列重大的交通危機(jī)，在歐洲的省會(huì)城市和布蘭頓的銷售達(dá)到了頂峰時(shí)期，并迫使他們使用他們大部分的'冬天'股票的組件和框架

3、在幾個(gè)星期內(nèi)。自那時(shí)以來，他們一直無法建立正常的股票緩沖，為在夏季銷售增加。僅在上周，最后的鐵路公司已宣布全尺寸自行車不歡迎在他們的火車上，乃至今后一段時(shí)期，現(xiàn)在倫敦地下鐵路已經(jīng)通過了一項(xiàng)類似的政策。據(jù)報(bào)，一名鐵路發(fā)言人說，當(dāng)議員，為了解決這個(gè)問題，他認(rèn)為有很多折疊自行車可用，為什么沒有人使用它們？</p><p>　　這個(gè)問題困惑菲爾一段時(shí)間。折疊自行車人負(fù)擔(dān)得起的，現(xiàn)在很可靠，需求強(qiáng)勁和較快增長。布蘭頓自行車

4、被證明是和他們進(jìn)行了長期的跟蹤記錄和一個(gè)忠誠的客戶群有關(guān)聯(lián)的。營銷布蘭頓是菲爾最少的憂慮，然而，折疊自行車只有1 ％的領(lǐng)土在銷售中。菲爾在上班的路上一直在思考這個(gè)小問題，準(zhǔn)備去會(huì)見明礬，蘇珊，安德魯和里克。 "想的是："菲爾告訴他們： "在運(yùn)輸政策中所有這些變革，更多的人考慮到自行車和火車上，我們現(xiàn)在才得見折疊自行車，增加了市場占有率，從1 ％至3 ％我們有一個(gè)大問題，在我們手里" ！ </

5、p><p>　　蘇珊，布蘭頓的銷售經(jīng)理期很疑惑。 "但是，這不正是正是我們想要嗎？鄭家富的愿景就是有一個(gè)布蘭頓自行車在每家每戶，并且在政策有些政策變化，會(huì)有更多的人對(duì)我們的車感興趣！"   "哦，非常精彩，這就是我們最需要的！ "里克說。 "我們可以勉強(qiáng)應(yīng)付需求，我們已經(jīng)得到，如果沒有3000萬戶想要之一。我其實(shí)是需要一些睡眠這一輩子你知道"

6、！  蘇珊只給里克一枯萎看看。 </p><p>　　"蘇珊，你是對(duì)的。"菲爾說： "但不你看，這個(gè)幅度的增長潛力，我們只是不定位，以應(yīng)付需求。我們已經(jīng)有許多不能接受的交貨單在這一年里，我們大部分的制作人每天都超時(shí)工作。最后，我們只能是供不應(yīng)求" 。    "但是這是什么讓它如此排斥的， "安德魯回答說： "我

7、們自行車有候車名單。為什么呢？因?yàn)樗淖畎舻囊粋€(gè)，沒有人作出折疊自行車和布蘭頓的一樣。它的品質(zhì)最好的，最好的設(shè)計(jì)，以及長期保留這樣的性能。任何人都不能制造出跟我們一樣的自行車。其余的則只是劣質(zhì)仿行布蘭頓自行車。</p><p>　　阿倫并沒有在該公司長期干。他已加入布蘭頓僅幾個(gè)月前以工程的身份，并以靜靜地說卻慎重。 "我能理解菲爾的關(guān)注。有很大風(fēng)險(xiǎn)。在此另一家大型公司現(xiàn)在將注意這個(gè)市場。鄭家富，我知道你

8、認(rèn)為我們的技術(shù)是優(yōu)秀的，但競爭是越來越激烈，如果一個(gè)很大的組織，有金融影響力，決定去開發(fā)這個(gè)新興市場。我們將被殘酷的排擠。我們要充分利用這一市場，我們已經(jīng)準(zhǔn)備好要改變，改變快，我懷疑這可能意味著大修，我們所做的一切" 。   菲爾打破了沉默， "我已經(jīng)接觸了來自克蘭菲爾德大學(xué)的一個(gè)家伙，他可能會(huì)幫助我們的。這些人是在幫助制造商的專家，應(yīng)該能使我們有一些提高" 。  

9、0;鄭家富暫停一秒鐘，然后回答： "你可以與他們交談，得到一些想法，但我仍然認(rèn)為我們自己能夠解決這個(gè)問題。"   會(huì)議一度處于關(guān)閉… …   幸運(yùn)會(huì)議</p><p>　　上述假設(shè)說明了與布蘭頓自行車今年早些時(shí)候不同的情況。雖然真正個(gè)體的特性.已改變了，并準(zhǔn)確的事實(shí)經(jīng)被改動(dòng)，以保護(hù)完整的公司。 布蘭頓是一個(gè)非常成功的企業(yè)，生產(chǎn)了在世界上一個(gè)最佳折疊

10、自行車。該布蘭頓工廠設(shè)在Brantford在Middlesex ，盡管它有非常高的租金，但它理解必須貼近市場。也許作為一個(gè)直接后果，它正經(jīng)歷著一場重大的需求增加，其產(chǎn)品所面對(duì)的挑戰(zhàn)，是如何實(shí)現(xiàn)這個(gè)增長的同時(shí)也保持了獨(dú)特的特點(diǎn)，這是該公司成功的原因。 布蘭頓 ，但很幸運(yùn)，有一個(gè)開明的管理團(tuán)隊(duì)明白一個(gè)事實(shí)，即成功是研制有價(jià)值的產(chǎn)品給客戶，而不是簡單地降低了成本。所以，而不是簡單地船舶制造像離岸作出一樣快速獲利，該公司打算增加在英國的業(yè)務(wù)以一

11、個(gè)能維持生意的速度，在長遠(yuǎn)方案中。需求增長非常之大，因?yàn)楫a(chǎn)量增加超過過去的三年。   在這個(gè)背景下， 布蘭頓高級(jí)管理團(tuán)隊(duì)會(huì)見了來自克蘭菲爾德制造系統(tǒng)的中心學(xué)術(shù)人員，。每年，克蘭菲爾德員工進(jìn)行各種各樣的團(tuán)體和個(gè)人海安項(xiàng)目取得了一系列的公司。這一年，贊助商的交易區(qū)間，在福特汽車公司，可口可樂沃布爾恩野生動(dòng)物園之間的變化。這一次，本次會(huì)議主要是討論參與布蘭頓在短期轉(zhuǎn)讓的事。 </p><p>　　

12、運(yùn)作卓越海安成立于四年前與勞斯萊斯共同發(fā)展制造業(yè)明日的領(lǐng)袖。該方案是由坎菲爾德傳遞，被劍橋大學(xué)、南安普敦大學(xué)的制造系的研究所所支持。這現(xiàn)在是一個(gè)開放式的方案，因此，除了勞斯萊斯，現(xiàn)在贊助商包括BAE系統(tǒng)，轉(zhuǎn)爐愛德華茲和原子武器機(jī)構(gòu)。一個(gè)典型的學(xué)生，是有經(jīng)驗(yàn)的，在早期至中期的職業(yè)生涯中。授課課程部分包括10個(gè)為期1周的單元組成，長達(dá)兩年，并涵蓋了諸如商業(yè)和制造業(yè)的戰(zhàn)略;供應(yīng)鏈工廠設(shè)計(jì)和技術(shù)管理等。實(shí)現(xiàn)有競爭力的制造業(yè)是最后一個(gè)單元，并列出

13、，以鞏固和嵌入的知識(shí)和技能開發(fā)在整個(gè)方案中，在一個(gè)真正的制造公司要有一個(gè)高層次的顧問公司。克蘭菲爾德團(tuán)隊(duì)一致認(rèn)為， 22個(gè)學(xué)生，從行動(dòng)卓越海安將確定一個(gè)以制造業(yè)為主的戰(zhàn)略，應(yīng)幫助他們實(shí)現(xiàn)自己的增長潛力。</p><p>　　與克蘭菲爾德的學(xué)生和工作人員的工作</p><p>　　實(shí)現(xiàn)競爭力的另人滿意的模件.制造，是研究的主導(dǎo)。它借鑒了克蘭菲爾德的工作，已經(jīng)進(jìn)行了通過創(chuàng)新制造研究中心的課題，

14、如競爭性和制造策略，戰(zhàn)略定位，變革管理和系統(tǒng)建模。因此，在頭兩天的模塊，學(xué)生是精益求精，敏捷，總服務(wù)，并快速反應(yīng)制造。他們提醒這些開創(chuàng)性的工作，像福特，斯金納，海斯和威爾威特 ，王歌和希爾。本次會(huì)議處處以一個(gè)斯處納烏為例子。這是一個(gè)克蘭菲爾德框架，以用于確定一個(gè)戰(zhàn)略制造業(yè)的改善方案，贊成的變化，以制造業(yè)務(wù)，與競爭性的優(yōu)先企業(yè)。帶著這方面的知識(shí)和一系列的技術(shù)，再現(xiàn)于本公司開始。 </p><p>　　有了布蘭頓自行

15、車，學(xué)生們被介紹做一些事件，在模塊展開前幾天，并且有機(jī)會(huì)訪問高街商店做自己的市場調(diào)研。一個(gè)典型的業(yè)務(wù)精益求精的MSC計(jì)劃大約有20名學(xué)生。一個(gè)不同模塊目的在實(shí)現(xiàn)競爭力的制造方面，是發(fā)展他們的人際交往以及技術(shù)能力。短期內(nèi)，顧問式的項(xiàng)目，給學(xué)生一個(gè)理想的平臺(tái)來展示并進(jìn)一步完善他或她的領(lǐng)導(dǎo)，組織，時(shí)間管理，溝通技巧。這些可毫不保留地把可能在日常生活中被掩蓋的有能力的人表現(xiàn)出來。履行時(shí)的壓力，一旦有任何初步顧慮已經(jīng)結(jié)束，學(xué)生們會(huì)津津樂道的享受折

16、這次機(jī)會(huì)。    至于在第三天的課程單元，學(xué)生組成三個(gè)小組，并給予免費(fèi)統(tǒng)一在工廠內(nèi)部。他們見了經(jīng)理人，審查了產(chǎn)品，其次是材料，與技工交談，參加錄像大會(huì)，參觀了商店并收集各種各樣的信息。經(jīng)過在工廠工作的一整天，然后返回克蘭菲爾德，在50小時(shí)的時(shí)間內(nèi)，他們會(huì)給布蘭頓董事介紹，并正式報(bào)告，對(duì)他們提出的戰(zhàn)略制造業(yè)改善計(jì)劃。   該小組獨(dú)立工作。按照斯處納烏過程中，他們首先分析了布蘭頓的一系列

17、產(chǎn)品的，在具有競爭性的市場上建立基礎(chǔ)，然后對(duì)準(zhǔn)主要競爭對(duì)手。不用說，最有效的團(tuán)隊(duì)，也知道很多周期商店在貝德福德郡的那一天。   然后，他們用斯處納烏過程中</p><p>　　但是，對(duì)于學(xué)生呢？托尼及西門帕克，都是勞斯萊斯公司贊助的學(xué)生，他們提出了以下意見模塊： " … …本周是非常愉快的，我非常感謝能與該小組的成員一起工作，并有機(jī)會(huì)訪問了布蘭頓自行車公司，它證明是一種行使審計(jì)組織

18、，其目的是突出改善的機(jī)會(huì)一直是一個(gè)最有利的方面海安方案" 。  </p><p><b>　　面向未來 </b></p><p>　　實(shí)現(xiàn)競爭力的制造單元反映了非常實(shí)質(zhì)的行動(dòng)，卓越的MSC ，它的目的是促進(jìn)在單個(gè)開發(fā)先進(jìn)的知識(shí)和技能背景的工業(yè)應(yīng)用。工作與公司，如布蘭頓在解釋的方式在這里只是一個(gè)例子，說明這是取得對(duì)海安方案。這個(gè)特別單元，是在

19、去年底的教授組成等，目的主要是為了更新和加強(qiáng)先前的教訓(xùn)。在這一點(diǎn)上，學(xué)生再次據(jù)悉， "這不是一回事精益" ，即： "這不是一回事場外支護(hù)" ，并說： "你仍然可以使它在英國的" 。而更根本的，他們的信仰被重新定線了解到，制造不只是找最便宜的方式讓東西，相反，它的創(chuàng)造價(jià)值的客戶。 最后，感謝走出去，布蘭頓為使這一過程中所做的貢獻(xiàn)，一直還有中銀愛德華茲， BAE系統(tǒng)和AWE，支持這

20、一方案。不過，最終認(rèn)識(shí)到必須去勞斯萊斯為了其在發(fā)起設(shè)立這一方案的貢獻(xiàn)，并展示了他們的信念，在未來的英國公共有限公司。</p><p>　　Realizing competitive advantage</p><p>　　STUDENTS AT CRANFIELD MANUFACTURING SYSTEMS CENTRE FACED A DIFFICULT DILEMMA WHEN THE

21、Y SPENT A WEEK WITH BROMPTON BIKES HELPING THE COMPANY FORMULATE A STRATEGY FOR RAPID SALES GROWTH </p><p>　　By Tim Baines</p><p>　　Phil braced himself for another day in the factory. Four more

22、major cities in the UK had adopted congest charging, and 132 other cities around the world had declared an interest in adopting London’s model. Moreover, petrol prices have gone up for the fourth consecutive month taking

23、 prices very close to the &1 per liter threshold across much of the UK. This all added to Phil’s conviction that Brampton Bikes was poised for massive growth. </p><p>　　Last year, terrorists had caused a

24、 series of major transport crises in capital cities in Europe, and Brampton’s sales went through the roof, forcing them to use most of their ‘winter’ stock of components and frames in a matter of weeks. Since then, they

25、have been unable to create the normal stock buffer ready for the sales increase in the summer. Only last week, the last of the railway companies had declared that full-sized bicycles were not welcome on their trains, and

26、 for some time now the Lon</p><p>　　This very question was one that had perplexed Phil for some time. Folding bikes were affordable, and now very reliable. Demand was strong and growing fast,. The range of B

27、rompton bikes was well proven and they had a long track record and a loyal customer base. Marketing the Brompton was the least of Phil’s worries, and yet ‘folders’ represented only 1% of all bike sales. Phil had been thi

28、nking about this little problem all the way to work, in preparation for his meeting with Alum, Susan, Andrew </p><p>　　Susan, Brompton’s sales manager looked puzzled. “But isn’t this exactly what we wanted?

29、Andrew’s vision is to have a Brompton in every household, and with all these changes in policy people will be even more interested in our bikes. It’s great news!”</p><p>　　“Oh brilliant, that’s all we need!”

30、 Rick said. “We can barely cope with the demand we’ve got, without 30 million households wanting one. I’d actually like to get some sleep this lifetime you know!”</p><p>　　Susan just gave Rick a withering lo

31、ok.</p><p>　　“Susan, you’ve right,” said Phil. “But don’t you see, with this level of potential growth, we are just not positioned to cope with demand. We already have unacceptable lead times too often durin

32、g the year, and most of our production people are working overtime every day. The last thing we want is frustrated demand.”</p><p>　　“But that’s what makes it so exclusive,” Andrew replied, “a waiting list f

33、or our bike. Why? Because it’s the best there is. Nobody makes a folding bike like the Brompton. It’s the best quality, the best design, and long should it stay that way. No one can engineer a bike like us. The rest are

34、just poor look-alikes.”</p><p>　　Alun hadn’t been with the company long. He had joined Brompton only a few months ago with engineering background, and spoke quietly but deliberately. “I can understand Phil’s

35、 concerns. The big risk here is that another large company will now take notice of this market. Andrew, I know you think our engineering is significantly better, but the competition is getting closer, and if a big organi

36、zation with major financial clout decided to go for this emerging market we would be left out in the cold.</p><p>　　Phil broke the silence.” I’ve been approached by a guy from Cranfield University who could

37、possibly help, These people are experts at helping manufacturing businesses like us improve.”</p><p>　　Andrew paused for a second and then replied: “You can talk to them and get some ideas, but I still maint

38、ain that we can tackle this ourselves.”</p><p>　　The meeting came to a close……</p><p>　　A FORTUNATE MEETING </p><p>　　The scenario above illustrates a situation not unlike that at B

39、rompton Bikes earlier this year. Though the true identities of individuals have been changed and exact facts have been altered to protect the integrity of the company. Brompton is a very successful enterprise, manufactur

40、ing one of the best folding bicycles in the world. The Brompton factory is based at Brentford in Middlessex, although it has very high rents, it understands the need to be close to its market. Maybe as a direct conseq<

41、;/p><p>　　This was the context when the Brompton senior management team met with academic staff from the Cranfield Manufacturing Systems Centre. Each year, Cranfield staffs undertake a wide variety of group and

42、 individual MSc projects with a range of companies. This year, sponsors have ranged from the Ford Motor Company to Coca-Cola to Woburn Safari Park. On this occasion, the meeting was to discuss the participation of Brompt

43、on in a short-term assignment, carried out over one week, with students from the</p><p>　　The Operations Excellence MScwas created four years ago in conjunction with Rolls-Royce to develop the manufacturing

44、 leaders of tomorrow. The programme is delivered by Canfield, with support from the Institute for Manufacturing at the University of Cambridge, and the University of Southampton. This is now an open programme ,so, in add

45、ition to Rolls-Royce, sponsors now include BAE Systems, BOS Edwards and the Atomic Weapons Establishment. A typical student is experienced, in early-to mid-career </p><p>　　WORKING WITH CRANFIELD STUDENTS AN

46、D STAFF</p><p>　　The content of the module on Realizing Competitive Manufacture is research-led. It draws upon work at Cranfield that has been carried out through the Innovative Manufacturing Research Centre

47、 on topics such as competitive and manufacturing strategy, strategic positioning, change management and systems modeling. Hence, in the first two days of the module, the students are refreshed on lean, agile, total servi

48、ce, and quick-response manufacturing. They are reminded of such seminal work as that of </p><p>　　With Brompton Bikes, the students were introduced to the case some days before the module commenced and so

49、had an opportunity to visit high street stores to do their own market research. A typical Operations Excellence MSc programme has around 20 students. An aim of the module on Realizing Competitive Manufacture is to develo

50、p both their interpersonal as well as technical abilities. The short, consultancy-style project gives the student an ideal platform to demonstrate and further refine his or </p><p>　　On the third day of the

51、module, the students were formed into three teams and given a free- reign within the factory. They met the managers, examined the product, followed the materials, spoke to operators, videoed assembly, visited the stores

52、and gathered a wide variety of information. After a full day at the factory, they returned to Cranfield with the knowledge that, in 50 hours’ time they will have to give Brompton directors a presentation and formal repor

53、t on their proposed strategic manufa</p><p>　　The teams worked independently. Guided by the StratNav process, they first analyzed the product families of Brompton, established the basis on which they compete

54、 in the market place, and then benchmarked against key competitors. Needless to say, the most effective team got to know many of the cycle shops in Bedfordshire on that day.</p><p>　　Then, they used the Stra

55、tNav process to understand how the people at Brompton really evaluate change. Not only did they establish the financial criteria, but also the softer measures that reflect the expectations of workers, managers and custom

56、ers. Once complete, the student teams delved into the manufacturing system, mapping the existing capabilities, and understanding what would be needed to develop these.</p><p>　　Finally, armed with this throu

57、gh analysis, the teams identified the top five developments needed for manufacturing. In the case of Brompton, these included, for example, the formation of group technology cells, creation of a robotic brazing facility,

58、 and training and recruitment initiatives for production staff.</p><p>　　The presentation time duly arrived on day five-2pm on Friday afternoon. Throughout the previous two days the groups had received techn

59、ical guidance by the academic team along with separate personal coaching. Similarly, they had given three interim presentations allowing progress to be monitored and had been in constant to Brompton senior management, a

60、consultant from McKinsey was invited to give his view on the feasibility of the solutions. The teams rose to the challenge. They provided professi</p><p>　　But, what about the students? Tony Cove and Simon P

61、arker; both Rolls-Royce sponsored students, made the following comments about the module: “…..the week was very enjoyable and I was thankful to have worked with the members of the group, and had the opportunity to visit

62、Brompton Bicycles who proved to be an exercise of auditing an organization with the aim of highlighting improvement opportunities has been one of the most beneficial aspects of the MSc programme.”</p><p>　　T

63、O THE FUTURE</p><p>　　The Realizing Competitive Manufacture module reflects the very essence of the Operations Excellence MSc; it seeks to promote within the individual the development of advanced Knowledge

64、and skills within the context of industrial application. Working with companies such as Brompton in the way explained here is only one example of how this is achieved on the MSc programme. This particular module is at th

65、e end of the taught component and so the purpose is mainly to refresh and reinforce earlier les</p><p>　　Finally, thanks go out to Brompton for enabling this process, along with BOC Edwards, BAE Systems and

66、AWE for supporting this programme. However, ultimate recognition must go to Rolls-Royce for its foresight in initiating the creation of this programme and so demonstrating the creation of this programme and so demonstrat