敏捷制造技术外文文献翻译、中英文翻译

英文资料（二）
Agility Technology
1 What is Agility? —Reviewed
The ability of goods and services to thrive in rapidly changing, fragmented markets—in others words, the ability to be agile—is not simply a matter of technology or of organization structure or of personnel utilization. Furthermore, no one feature of agility, taken by itself, is an innovation unique to it. For years, customer-centered companies serving rapidly changing, fragmenting markets have been attempting to push beyond the increasingly manifest limitations of the mass-production system. They have been very slow, however, to appreciate how fundamental are the differences between traditional mass-production markets, that is, mass markets for uniform products, and high-volume niche markets for individualized products. This difference is particularly marked when the primary value of physical products to the customer is their delivery of services or access to information.
The ability of companies to fragment markets, to build to order in arbitrary lot sizes, to widen their product ranges and change models frequently, to customize mass-market products, and to market information has undermined the competitiveness of the mass-production system. The acquisition of these abilities is an expression of industry “backing into” agility, unwittingly.
The vision of agility that has been developing during the past three years, on the other hand, is that of a deliberate, competitive response to the constantly changing markets. As a comprehensive system, agility defines a new paradigm for doing business. It reflects a new mind-set about making, selling, and buying, an openness to new forms of commercial relationships and new measures for assessing the performance of companies and people.
2 Working Definition of Agility
Agility is dynamic, context-specific, aggressively change-embracing, and growth-oriented. It is not about improving efficiency, cutting costs, or battening down the business hatches to ride out fearsome competitive “storms”. It is about succeeding and
about winning: about succeeding in emerging competitive arenas, and about winning profits, market share, and customers in the very center of the competitive storms many companies now fear.
Agility is dynamic and open-ended. There is no point at which a company or an individual has completed the journey to agility. Being agile demands constant attention to personal and organizational performance, attention to the value of products and services, and attention to the constantly changing contexts of customer opportunities. Agility entails a continual readiness to change, sometimes to change radically, what companies and people do and how they do it. Agile companies and agile people are always ready to learn whatever new things they need to know in order to profit from new opportunities.
Agility is context-specific. Markets pull the acquisition of agile business capabilities, and differences among markets limit the generalizability of detailed rules for becoming agile. In the end, the transition to agility is justified by the promise of sharing in highly profitable markets for information and service-rich products configured to the requirements of individual customers. The profitability of these products rests on marketing and pricing strategies based on customer-perceived value. Successful agile competitors, therefore, not only understand their current markets, product lines, competencies, and customers very well, they also understand the potential for future customers and markets. This understanding leads to strategic plans to acquire new competencies, develop new product lines, and open up new markets. As a result, the implications of agile competition are highly dependent on the competitive contexts within which individual companies operate.
For agile competitors, people as well as companies, change and uncertainty are self-renewing sources of opportunities out of which the continuing success will be obtained. Thus, to an unprecedented degree, agility is dependent on the initiative of people and on their skills, knowledge, and access to information. An agile organization is one whose organizational structures and administrative processes enable fast and fluid translations of this initiative into customer-enriching business activities.
Agility is aggressive in creating opportunities for profit and growth. Agile competitors precipitate change, creating new markets and new customer requirements are evolving.
Although agility allows a company to react much more quickly than in the past, the strength of an agile company lies in sagaciously anticipating customer requirements and leading the emergence of new markets through constant innovation.
敏捷制造技术
1 什么是敏捷性？——审视
在快速改变及动荡的市场上，商品和服务的能力逐渐变得兴旺了起来，换句话说，变得敏捷的能力——不是简单的技术事情或组织结构或人员运用。

此外，敏捷性特点，单独被采取，不是独特地针对它的创新。

多年来，以顾客为中心的公司正在快速地变化着，分割服务市场试图被推挤到大量生产系统的越来越明显局限之外。

然而，他们是非常慢的在欣赏传统大量生产市场之间的最基本的不同是怎么样的，即，大众市场为一致的产品和大容积合适的市场提供个性化的产品。

当对顾客的物理产品的主要价值是传递服务或支付交付信息时，这种不同的表现尤其明显。

公司的能力就是分割市场，建立许多任意大小的有序的市场，拓宽他们的产品范围和频繁地改变模型，定做大量经营产品和在大量生产系统的竞争中破坏市场信息。

这些能力的获得是企业无心地“依托表示到”敏捷性里。

在过去三年期间，敏捷性的前景已经得到了很好的开发，另一方面，对恒定改变的市场是一个故意的竞争的反应。

作为一个全面系统，敏捷性为做生意定义了一个新的范例。

它反映了一种新的思想倾向关于做，卖和买，对商业关系的开放性和为评估公司和人的表现提供了一种新的形式和新的措施。

2 敏捷性的运作的定义
敏捷性是动态的，是因情境而异的，积极地包含一切变化的，并且是有方向地在增长。

它不是提高效率，削减成本或者封住企业的舱口盖，及经受的住可怕的竞争“风暴”。

它是关于成功和关于赢取：关于在涌现的竞争竞技场上的成功和关于赢取的赢利，市场份额，及许多公司现在恐惧在竞争风暴的中心的顾客。

敏捷性是动态和无限制的。

公司或个体没有必要完成到达敏捷性的行程。

作为敏捷性对个人和组织表现要求不断的关注，注意对产品和服务的价值和注意顾客机会经常改变的特定情境。

敏捷性应对改变需要连续地准备，有时需要彻底地改变，公司和人做什么，并且他们怎么去做它。

敏捷公司和敏捷人民总是准备学会他们需要知道的任何新的事，目的就是为了从新的机会中赢利。

敏捷性是因情境而易的。

市场拉动着敏捷企业能力的收购，并且在市场中的不同限制了将详细的规则的概念变得敏捷。

最后，在高度有益的市场上对信息和
富有服务的产品需要满足个性化的顾客的要求，朝敏捷性的转变是很合理的。

这些产品的收益性是依赖于基于市场价值的行销和价格策略。

因此，成功的敏捷竞争者，不仅能够很好地了解他们当前的市场，产品系列，能力，以及顾客，而且他们也能够了解在未来顾客和市场的潜力。

这种理解将导致获取新的能力的战略计划的产生，开发新产品线和开放新市场。

结果，敏捷竞争的涵义高度地依赖个体公司间经营的竞争环境。

对于敏捷竞争者，不仅是公司还有人们，变动和不确定性是在外面获得不断的成功的自我更新机会的来源。

因此，达到了史无前例的程度，敏捷性依赖于人的创新性和他们的技能、知识和对信息的接触。

一个敏捷的组织就是所谓的快速地使这种创新性转变为丰富的顾客经营活动的组织结构和行政管理过程。

敏捷性就是为利润和增长积极地在创造机会。

敏捷竞争者促进变化，创造新市场和新的顾客要求，这就是演变。

虽然敏捷性要求某个公司的反应要比以前更加迅速快捷，但是敏捷性公司的长处就在于它聪明地期望顾客的要求并且通过不断的创新来带领新市场的诞生。