production strategy
第六章综合生产计划
主讲内容：第一节计划概述第二节生产能力第三节生产总体计划的编制第四节MTS企业年度生产计划的制定第五节MTO企业年度生产计划的制定第一节生产计划概述一、生产运作计划概念根据需求预测和企业生产运作能力的限制，对生产系统的产出品种、数量、速度、时间、劳动力和设备的配置以及库存水平等问题预先进行的考虑和安排。
二、生产计划体系在一定规模的企业中，生产计划工作由一系列不同类别的计划所组成，构成生产计划体系。
（一）按照时间分：按照计划期的长短，生产计划可分为长期、中期和短期计划。
1、长期计划长期计划又称远景规划。
计划期跨度：一般为3-5年，也可长达10年或更久。
内容：是企业在生产、技术、市场和财务等领域重大问题的规划，提出企业的长远发展目标及其战略计划。
要求：进行环境分析。
2、中期计划中期计划也称年度生产计划。
中期计划包括两种：生产计划大纲和产品出产进度计划。
计划期：1-2年。
内容：规定企业在品种、质量、产值和产量等方面应达到的水平。
生产计划大纲的指标体系１、产品品种２、产品产量３、产品质量４、产值指标产值指标:用货币表示的产量指标。
①商品产值：企业计划期内生产的可供外销的产品，半成品以及工业性劳务的价值。
包括：请选择。
用自备原材料生产的成品价值；订货者来料加工的来料价值；用订货者来料生产的产品的加工价值；在制品期未期初差额的价值；预定外销的半成品、备品的价值；自制工具、模具及其在制品期未期初差额的价值。
预计完成的工业性劳务的价值；√√√√②总产值：是按不变价格计算的企业在计划期内应完成的工业生产工作总量的价值。
（即企业在计划期内全部工业性生产成果的价值）包括：用自备原材料生产的成品价值；订货者来料加工的来料价值；用订货者来料生产的产品的加工价值；在制品期未期初差额的价值；预定外销的半成品、备品的价值；自制工具、模具及其在制品期未期初差额的价值。
预计完成的工业性劳务的价值；√√√√√√√2004年，长虹工业总产值增速1月下降6.1%，2月增长3.2%，3月下降20.3%。
管理4.0——试论第四次生产管理体系变革
0引言随着工厂制度在英国工业革命中诞生，生产管理作为一种专业的管理体系正式形成。
在之后的两百多年里，生产管理体系伴随着三次工业革命先后经历了古典管理、科学管理和精益管理三次重大的体系迭代。
众所周知，第四次工业革命可能即将到来，那么生产管理体系会不会在新工业革命的进程中再次发生变革呢？1生产管理体系的发展1.1古典管理体系1771年，理查德·阿克莱特建立了一家拥有多台纺纱机和300多名工人的纺纱厂，标志着工厂制度正式诞生。
工厂制度具有规模巨大、分工专业和管理集中的优势。
这使得工厂的生产效率远高于手工作坊。
到了1850年，英国纺织行业平均劳动生产率相较于1792年提高了13倍[1]。
亚当·斯密在1776年出版了《国富论》，这标志着劳动分工正式上升为一种生产管理理论。
他指出如果一个工人单独制造大头针，1天最多制造出20枚，但将该生产过程分为18种不同的作业后，10个工人1天便可以制造出48000枚。
大头针的生产效率提升了240倍。
这说明劳动分工确实可以大幅度提高生产效率。
第一次工业革命因生产大规模化的需求催生了劳动分工和工厂制度。
这是那个时代最先进的生产管理理论与实践，是人类第一次探索出来的专业的生产组织方式，被称为古典管理。
这也是生产管理史上的第一个高峰，不妨称之为管理1.0时代。
1.2科学管理体系最初的劳动分工只能将结构简单的产品的制造过程分解成若干个工种，但无法对作业过程和作业方法进行优化。
此外，对于像汽车这种复杂产品的生产过程依然无法实现很好的分工。
1911年，划时代的《科学管理原理》出版，标志着泰勒制正式形成。
弗里德里克·泰勒在开展“生铁搬运试验”和“铁锹试验”之后，总结出了时间研究和方法研究，为作业过程和作业方法改善提供了强大的工具。
1913年亨利·福特建立了第一条装配汽车的流水线，开创了复杂产品的大批量生产模式。
流水线的应用极大地提高了汽车的生产效率。
strategies-of-communication
and learning strategies? ➢ 3. How many kinds of communication strategies? What are
they? ➢ 4. What are the main factors that affect learners’ use of
communication strategies? ➢ 5. What's the role of commucaition strategies in SLA? ➢ 6. How to improve learners' communicative abiities?
第9页，共24页。
6. What is the definion of communication strategies ? Communication strategies are psycholinguistic plans which exist
as part of the language user's communicative competence. They are potentially conscious and serve as substitutes for production plans which the learner is unable to implement.
广告业常用英文术语english
你不能不知道的广告英文share with all junior ad boys and girls :What You Should Know About Advertising你应该知道的广告英文知识1.What is advertising？什么是广告？Build an impression on the consumer’s mind in order to have consumers buy certain product。
在消费者脑海中建立一个印象，使得消费者购置某项产品。
The impression is called brand。
这个印象就是品牌。
So advertising is to build up the brand。
所以广告就是建立品牌。
2.How do we come out a piece of advertising 我们如何创作广告Client briefing 客户简报Research Recommendation 市场调研建议SWOT Analysis 优劣势分析Advertising Strategy 广告策略Presentation 提案Creative Development 创意发想Creative Presentation 创意提案Media Planning 媒介方案Media Plan Presentation 媒介方案提案Creative Production 创意制作Media Placement 媒介投放Advertising Tracking 广告跟踪3.The terminology of advertising 广告业的术语Advertising agency 广告代理商 Client客户Marketing行销 Market行销者Marketing Mix行销组合 Product产品Pricing订价 Promotion促销Place〔Distribution〕渠道 Marketing Objective行销目标Marketing Strategy行销策略 Marketing Programs行销活动Marketing Plan行销方案 Marketing Manager市场部经理Marketing Executive市场执行 Product Manager产品经理Brand Manager品牌经理 Brand Steward品牌管家Full Service Agency全面〔整体〕效劳代理商 Account Service客户效劳Account Executive业务执行 Account Manager业务经理Account Director业务总监 Group Account Director 客户群总监Client Service Director客户效劳总监〔协理〕Briefing简报 Blue Print蓝图Advertising Strategy广告策略 Target Audience目标对象Competitor竞争者 Consumer Promise消费者承诺Tone & Manner 语气与态度 Brand Personality品牌个性Positioning定位 Segmentation区隔Cannibalization品牌替换 Contact Report会议记录Status Report工作进度报告 Memo备忘录Cost Estimate，Production Estimate，Quotation估价Job Order工作卡 Presentation提案Revision修正 Production制作Moni-bring监看 Post-buy-analysis购置后分析Media Executive媒介执行 Media Planner媒介方案人员Media Buyer媒介购置人员 Media Plan媒介方案Media Objective媒介方案 Media Strategy媒介策略Media Placement〔Exection〕媒介投放Reach触机 Frequency频率Cue List，Transmission Schedule 投放时间表Copy Writing文案撰写 Headline标题Tag Line口号 Body Copy文案Layout构图 Positive正片Negative负片 Typeface字体Art Design艺术设计 Art Direcion艺术指导〔工作〕Storyboard脚本 Rough草稿Campaign广告运动 Campaignable Idea可延展的广告创意Tear Sheet样张 Telecast Copy样带Creative创意人员，作品 Copy Writer文案撰写Art Director艺术指导 Visualizer视觉成型Concept概念 Idea点子Concept Development Idea Generation发想Rough Cut初剪带 A Copy，Duble-head看片带B Copy Station Copy播出带Umatie Betacam 〔一种录像带的格式〕One Inch Tape一寸带 Master Copy原片Soundtrack音轨 Censorship送检带Finished Artwork完稿 Color Separation分色Color Proof打样 Photograghy摄影Ustration插画 Air Brush喷修Typesetting打字〔照排〕 Film菲林、网阳片Market Research市场调查 Consumer A & U Study消费者态度，行为调查Central Location Test定点调查 Focus Group Discussion座谈会Research Report测试报告 Top Line Report摘要报告Research Proposal市调方案 Field Work调查Brand Awareness品牌知名度 Aided Awareness提示后品牌知名度Local Currency本地货币 Hard Currency强势货币Pitch比稿 Partnership伙伴关系Hand-outs，Hard Copy 硬拷贝〔纸上的文件〕InterviewSurekeepAAAA America Association of Advertising 美国／广告代理商协会advertising 广告、广告活动advocacy advertising 倡导型广告Account Executive 客户主管Account planning 客户筹划Account Services 客户部Advertise 广告主Advertising Department 企业广告部agency 广告代理商Art Director 美术指导Assistant Partner 董事助理bid [bid] 广告竞标business-to-business advertising (B2B advertising) B2B广告brand image 品牌映象capitalism 资本本主义，资本运营commercial advertising 商业广告communication process 传播过程comparative advertising 比拟广告consumer advertising 消费品广告consumerism 消费模式customer 顾客Chief Executive Officer(CEO) 首席执行长官Chief Financial Officer(CFO ) 首席财务官client 客户Copywriter 广告撰告人Creative Department 创作部Creative Director 创意总监deceptive advertising 虚假广告department 部门design 设汁稿data 数据director 主管end-user 最终用户、实际使用者industrial advertising 工业广告institutional advertising 社团机构广告Management Supervisor 管理监督Market share 市场占有率Marketing 营销Media Department 媒介部media planning 媒体筹划media 媒介national advertising 全国性广告noncommercial advertising 非商业广告pitch 提案professional advertising 业效劳型广告public service advertising(PSA) 公益广告puffery 吹捧式的广告qualitative 定性的quantitative 定量的Research Department 调查部retail advertising 零售商广告Sister agency 同属同-集团的广告公司supplier 制作公司Traffic Department 流程协调部Brainstorming 头脑风暴法Campaign 广告攻势Commercial 影视广告片coupon 赠券、折价券logo 品牌标识magazine 杂志media budge 媒体预算media mix 媒体组合medium 媒体(指某个媒体) metropolitan 大都会的outdoor 户外媒体promotion 推广用品public relations(PR．) 公共关系radio 播送媒体Situation Analysis 背景分析Slogan 广告口号Television program 电视节目Website [websait] 主页，网站Drive-time 交通顶峰时间So big 做大Numbers 数据Yeah 是的(对啦)A priori 先验估汁(演绎法)A posteriori 实测值(归纳法)Code 编号debranding 品牌屏蔽测试depth Interview 深度访谈desk research 案头调研dichotomous question 两分问题double-barreled question 两难问题double-blind 双盲测试(指实验组和对照组) fatigue bias 疲劳偏差fieldwork 现场调查focus group 焦点小组interview 访谈market research 市场调查mystery shopping 以购物为掩护的调查observation 观察panel 重复凋查样本群participant 参与者population 总人口，总体sample 抽样误差skew 歪曲survey 调查tabulation 统计制表boil down to 归结为hard-and-fast 明确易懂pretty much 大致上analysis 分析community relation 社区关系competitor 竞争者、对于content integration 软性广告cost effective 广告本钱效益creative 创意government relations 政府关系grass roots marketing 贴身式营销industry 行业integrated marketing communication 整合营销传播litigation 起沂，诉讼markets 市场组合media service 媒介代理merger 企业合并online advertising 在线广告point-of-purchase 〔pop〕焦点广告position 定位print 平面广告媒体publics 公众群体strategic philanthropy 策略性公益事业strategy 策略、筹划target audience 目标受众web design 网站设计digital 数字化co-marketing 联袂营销conference 会议consulting 咨询corporate identity 企业识别culture-specific 文化(民族)特性demographic marketing 人口统汁特征营销direct mail(DM) 直邮广告direct marketing 直销event planning 活动筹划exhibition stand 展台integrated branding 整合品牌传播internal corporate communications 企业内部沟通investor relations 股东关系nontraditional 非传统的packaging 包装product placement 产品涉入promotion 活动psychographic 心理统汁的retail 零售retail space 零售市场区域sales promotion 促销活动sponsorship 赞助trade channels 业务渠道vertical publications 行业刊物viral marketing 传染式营销best face forward 展现最正确面貌speak with One voice 统一传播口径the edge 优势top to bottom 自上而下Billboard 广告路牌Blow in card 报刊广告插页Bulldog edition 报纸的早发版Car card [ka：ka：d] 车厢广告Counter advertising 异议式、对抗式广告Display advertisement 陈列式广告Electric spectacular 霓虹灯广告Free-standing insert 非装订广告插页House organ 企业专刊(杂志)Insert 广告插页Island display(超市内)堆头式陈列mail-order advertising 邮购广告network 电(视)台网out-of-home advertising 家外媒体painted bulletin 手绘广告牌panel 广告牌pass-along reader 传阅读者poster panel 用印刷画面拼贴的广告牌shelf screamers 货架插件广告物supplementary media 辅助媒体(非群众传媒) vehicle 广告载体count out 清点，算出make it through the day 过一整天pass．．．off to 把……给出pass-along reader 传阅读者poster panel 用印刷四画面拼贴的广告牌shelf screamers 货架插件广告物supplementary media 辅助媒体vehicle 广告载体count to 清点，算出make it through the day 过一整天pass．．．off to 把……给出ad planning 广告筹划admen 广告人appeal 诉求consumer behavior 消费者行为copy platform 文案大纲creative stratgy 创意策略DAGMAR 广告效果评估体系Day part 时段Decay constant 衰退常数hierarchy-of-effect theory 效果层级理论infomercial 电视直销节日market profile 市场状况market segmentation 市场细分persuasion process 劝服过程primary demand advertising 品类诉求广告product-related segmentation 产品消费量细分seasonality 季节性selective demand advising 选样性诉求(品牌)广告soft sell 软销，感受型广告strategic planning 战略筹划teaser campaign 悬念式(调味)广告攻势rule-of thumb 经验法那么brand manager 品牌经理corporate advising 企业广告family brand 多品类品牌generic brand 非名牌(产品)green advertising 绿色策略式广告image advertising 形象广告line 产品系列name-brand 名牌national brand 全国性品牌parity 同等private brand 零售商自有品牌product different 产品差异product management品牌管理product positioning 产品定位reference group 参照组tagline (广告)行动口号top -the -line 顶级的trade character 桔祥物utility 好处，用途really do something with 确实能用它做些文章zccumulation 受众数(特定周期内)audience duplication 重复受众brand development index 品牌成长指数category development index(CDI) 销量成长指数coverage 覆盖率，覆盖范围cumulative coverage 累计〔总〕覆盖率exposure 告显露次数frequency 广告频次gross audience 受众总量gross impression 总印象gross rating points 总收视点loyalty index 忠诚度mags 杂志(简写)media concentration theory 媒体集合理论media dominance theory 媒介优势理论media plan 媒体方案net unduplicated audience 受众participation 参与program delivery rate 节目到达率reach 到达turnover 受众流失overall 全部的rerunning numbers 复核---的数据archetype 标准受众，原型availability 空余时段back- to-back 广告连播chain break 节目提示标板circulation 发行量continuity 持续型排期continuous advertising 持续型广告fresh 新颖的fringe time 非黄金时段holding power 节目(频道)凝聚力holdover audience 既有观众inherited audience 既有观众open end 节日提示语广告时段piggyback 同一客户广告连播prime time 黄金时报pulsing 栏栅式(或间隔式)排期roadblock 拦路广告run-of-schedule(ROS) 非指定时段staggered schedule 交错排期wave scheduling 波浪式排期wear out 广告磨损ln lieu Of 代替buried position 被淹没的广告位column inch 栏／英寸(报纸广告单位)double truck 双页／，告(跨页)facing 一个广告牌(户外媒体单位)franchised position 专用广告位置insertion 平面媒体广告次数insertion order 广告版位定购island position 独立广告版位lifestyle segmentation 生活形态细分local advertising 地方性广告make good 补偿广告media buy 媒体购置media buying service 媒体购置代理narrow casting 小范围播放(窄播)preferred position 首选广告版位readership 读者人数representative 媒体销售代表run-of-press 随意安置的广告版位split run 分版刊登spread[spred] 杂志跨页card rate 广告市价combination 套装广告价controlled circulation 定向发行量cost per point(CPP) 每收视点本钱cost per thousand(CPM) 每千人本钱earn rate 媒体折扣价flat rate 统一价格grid card 电波广告刊例guaranteed circulation 承诺发行量horizontal publication 横向出版物AA〔Account Assistant〕客户助理Action Plan 行动方案AD〔Account Director〕客户总监Add Value 附加价值Ads〔Advertisement〕广告Advertorial付费软文AE〔Account Executive〕客户代表、客户主任Agency 代理商AM〔Account Manager〕客户经理Analysis Tools分析工具Announcement 公告Annual Report年报AP (Asia-Pacific) 亚太区AR List 任务清单ATL (Above the Line) 线上活动Attachment附件Audience Awareness公众认知度Auto Industry 汽车行业Awareness 认知Background Analysis 背景分析Background material 背景材料Benchmark测试基准BI (Behavior Identity)企业行为识别系统Bidding 竞标Bio个人简历Boilerplate公司简介〔附在新闻稿后面的关于该公司的简短介绍〕Brand Communications Strategy品牌传播战略Brand Loyalty品牌忠诚度Brand Management Commission品牌管理委员会Brand Management Consulting Firm品牌管理参谋公司Brand Management品牌管理Brand Planning/Designing品牌筹划/设计Brand Positioning Survey品牌定位调查Brand Positioning 品牌定位Brand Promotion品牌推广Branding Strategy品牌战略Briefing Kit资料包Briefing情况介绍BTL (Below the Line) 线下活动BU 〔Business Unit〕业务部门Bulletin公告栏Bundle 附赠品Business E-Mail 商务电邮Business Model商业方案Business Philosophy 经营哲学Business Strategy 经营战略Campaign 公关或营销活动Career Development 职业开展Career Planning职业方案Case study案例研究Category 类别Celebration 庆典活动CEO Reputation Management CEO声誉管理CEO's Arrangement CEO接待Channel 渠道Chart 幻灯片中的页面China Golden Awards For Excellence in Public Relations中国最正确公共关系案例大赛China International Public Relations Congress中国国际公共关系大会CI〔Corporate Identity〕企业形象CIPRA〔China International Public Relations Association〕中国国际公共关系协会CIS 〔Corporate Identity Sysetm〕企业形象识别系统Client Database Management客户数据管理Client Oriented Strategy客户导向战略Client Relations Development System客户关系开发系统Client Relations Evaluation System客户管理评价系统Client Relations Maintenance System客户关系维护系统Client Relations Management System客户关系管理系统Client Relations Management客户管理管理Client Relations Precaution System客户管理预警系统Client Relations Supporting System客户管理支持系统Client Relations客户关系Client Satisfaction Management客户满意度管理Clipping Report剪报报告Closing Phase结束阶段Code of Conduct行为准那么Code of Ethics 职业道德Communication Model 传播模式Communications Kit新闻夹Communications Management 传播管理Communications Regions传播地域Communications Strategy传播战略Community Relations社区关系Competitor竞争对手Confidential 保密的、机密的Confidential Items保密条款Consecutive Interpretation交互式翻译Consultant参谋Consumer Buying Process 顾客购置过程Consumer Database顾客数据Consumer Orientation消费者导向Consumers/Dealers Assembly用户/经销商大会Contact Person 联系人Continuous Education继续教育Controlling Phase 控制阶段Coordination Communicating协调沟通Copywriter 文案Copywriting公关文案Core Competitiveness核心竞争力Core Media核心媒体Corporate Affairs企业事务Corporate Image企业形象Corporate Profile公司简介Corporate Reputation企业声誉Corporate Video 宣传片Cost Control本钱控制Cost Management本钱管理Creative & Design创意设计Credential公司或个人简介Crisis Control 危机控制Crisis Management Office危机管理办公室Crisis Management Planning危机管理筹划Crisis Management Team危机管理小组Crisis Management危机管理Crisis Research危机研究Crisis Statement危机声明Customer testimonial客户证言Datasheet宣传页Decoration 现场布置〔装饰〕Demand GenerationDemo Booth 产品演示台Diagnosis诊断Director总监Distributor 分销商DM 〔Direct mailing 〕直邮Domain Name Registration 域名注册Donation捐赠EC〔East China)华东Editorial Calendar媒体刊登方案Effective Communications有效传播Employee Compensation员工薪酬Employee Relations员工关系Environment Analysis环境分析Environment Issues环境问题Ethics of the Profession 职业道德Event Management事件管理Event Planning 事件筹划Event事件、活动Executing Phase 执行阶段Execution 执行Executive President 执行总裁Fact Sheet资料〔数字或其他材料〕FAQ 常见问题问答Fashion Business时尚产业Feature article 深度文章Feature文章类型中的通讯Finance Management财务管理Financial Communications财经传播Flyer 宣传单页Follow-up跟进Forum 论坛GCG〔Grand China〕大中国区Glossary词汇表Government Affairs政府事务Government PR 政府公关Government Relations政府关系Govt 〔Government〕政府Graphics图形文件Greetings问候语Health Care医疗保健High Tech高科技Hospital PR 医院公关Human Resource Management人力资源管理IMC (Integrated Marketing Communications)整合营传播Implementation实施Incentive Plan鼓励方案Industry Participation行业参与Initiating Phase 初始阶段INPUTS Evaluation Tools输入级评估工具Integration Management整合管理Interactive PR 网上互动公关Internal Magazine内部期刊Internal Communications System内部传播系统Internal Communications内部传播Internal Film内部电影Internal PR 内部公关International PR国际公关Internet Communications网络传播Internet Media Communications 网媒传播Interpersonal Communications人际传播Interpreter翻译Interview 专访或面试Introduction Lantern宣传幻灯Investor Relations投资者关系Invitation Letter 邀请IPR〔Institute of Public Relations〕英国公共关系协会IPRA〔International Public Relations Association〕国际公共关系协会Issue Diagnosis问题诊断Issues Management问题管理ISV 〔Individual Software Vendor〕独立软件开发商Job Evaluation绩效考核Journalist记者Key Media关键媒体Key Messages 关键信息Keynote Speaker主题演讲人Keynote Speech主题演讲LA〔Large Account〕大客户LE 〔Large Enterprise〕大客户Leadership 领导者Legal Duty法律义务Life Cycle of the Products 产品生命周期Lobby游说Logo标识Long Term Program长期工程Lucky Draw 抽奖Marcomm〔Marketing Communications〕营销传播Market Analysis Report市场分析报告Marketing Communications Mix营销传播组合Marketing Communications营销传播Marketing Strategy 市场营销战略Marketshare 市场份额Mass Media群众媒体MB〔Medium business〕中客户MC〔Master of Ceremonies〕主持人MC〔Middle China〕华中MD〔Managing Director〕董事总经理、执行董事Media Assistant媒介助理Media Analysis媒体分析Media Communications Strategy媒体传播战略Media Communications媒体传播Media Coverage 媒体覆盖率Media Director 媒介总监Media Executive媒介代表、媒介主任Media Inquiry媒体垂询Media Kit媒体资料包Media List媒体名单Media Manager媒介经理Media Monitor媒体监测Media Relations媒介关系Media Research媒体研究Media Tour媒体拜访或媒体外出巡游Media媒体Meeting Agenda会议议程Meeting Minutes 会议记录Merchandise促销物品Methodology方法论MI (Mind Identity)企业理念识别MI〔Media Index)企业媒体声望指数Mindshare 品牌影响力份额Miscellaneous 杂费Monthly Report月报Multifunctional Task Force多职能任务小组National Standards of the PR Professional Qualification国家公共关系职业资格标准NC〔North China〕华北NE 〔Northeast China〕东北Negative Report负面报道New Product Launch新产品发布News Clipping新闻剪报News Release新闻发布Newsletter通讯No-profit PR 非营利机构公关Norms of Excellent PR Management 卓越公共关系管理标准NW〔Northwest China〕西北Objective Diagnosis目标诊断Offering 效劳内容On Site现场Online Advertisement 线上广告Online Communications线上传播Online Marketing Communications 线上营销传播Online media网络媒体Online Roadshow 网上路演Online Survey网上调查OOP〔Out-of-Pocket〕杂费、日常工作发生的本钱Open-day Visits开放日参观Opinion Leader舆论领袖OUTCOMES Evaluation Tools输出级评估工具OUTPUTS Evaluation Tools效果级评估工具Outsourcing 外包OV〔One Voice〕一个声音Photo Library图片库Planning Phase 筹划阶段Polish文案润色POP (Point Of Purchase Advertising) 导购点广告Positioning定位Post Event 善后工作Poster 海报Postmortem 会后书面的简短总结报告Postscript后记PR Agency公关公司PR Consulting Market公关参谋效劳市场PR Consulting Practice公关参谋实务PR Consulting Service公关参谋效劳PR Consulting Tools公关参谋工具PR Directorr 公共关系总监PR Evaluation公关评估PR Event 公关活动PR Guideline公关方针PR Management Working Code公关管理工作准那么PR Manager 公共关系经理PR Procedure公关流程PR Proposal公关建议书PR Supervisor 公共关系主管Pre Event前期工作Pre-evaluation 预评估Preface前言Presentation 演示、陈述President 总裁Press Conference新闻发布会Press Kit媒体新闻夹Press Release新闻稿Print Media平面媒体Priority 优先的Procurement Management预警管理Product Test产品评测Profession Responsibility 职业义务Professional Association 专业协会Professional Certification 职业认证Professional Consultant 专业参谋Professional fee专业效劳费Professional Grading专业等级Project Life Cycle工程生命周期Project Management工程管理Project Owner工程委托人Project Title工程标题Project公关工程Proposal公关建议书PRSA〔Public Relations Society of America〕美国公共关系协会Pubic Opinion公众舆论Public Affairs公共事务Public Relations Consulting公关参谋Public Relations Crisis公关危机Public Relations Management公关管理Public Relations公共关系Public Utility公用事业Publicity宣传Q&A问题问答Qualified Project Manager合格的工程经理Quality Control质量控制Quality Management质量管理Questionnaire调查问卷Quotation报价Real Estate房地产Recommendatory 推荐信Recruitment招募Reference参考资料Rehearsal预演、彩排Report报告Reputation Management 声誉管理Research Tools研究工具Reseller 经销商Retainer长期客户Review回忆、总结Risk Management风险管理Roadshow巡展、路演Rude question 不友好的问题SAE〔Senior Account Executive〕高级客户代表、高级客户主任SAM〔Senior Account Manager〕高级客户经理SB 〔Small business〕小客户SC〔South China〕华南Scope Management范畴管理Seminar研讨会Senior Consultant高级参谋Senior Media Executive高级媒介代表Senior Media Manager高级媒介经理Senior Vice President 高级副总裁Shareholders利益关系人Simultaneous interpretation同声传译Slide 幻灯片Slogan口号Social Activities社会活动Social Responsibility社会责任Source Materials客户提供的辅助资料Souvenirs & Gifts 纪念品和礼品SOV 〔Share of Voice〕Speaking with One Voice 用一个声音说话Spokes Person Tips发言人技巧Spokesperson发言人Sponsorship Planning赞助筹划Sponsorship 赞助Strategic Consulting战略咨询Strategy Communications Systems战略传播系统Strategy 战略Success Story成功故事Summary 简介、概述Supplier 供给商Survey调查SW〔Southwest China〕西南SWOT analysis优势、劣势、机遇、威胁分析Synopsis概要总结Target Audience 目标受众Task Marketing任务营销TBD 〔To be Detail〕需更详细信息Team 小组、团队Technical Article技术文章Theme 主题Time Management管理Time Sheet时间管理表Two-way Asymmetry双向非平衡模式Two-way Communications双向传播Two-way Symmetry双向平衡模式Vendor 供给商Venue 会议地点Vertical media行业媒体VI (Visual Identity)视觉识别VIP Speech 讲话稿Virtual Computer虚拟主机Vision愿景Voiceshare 曝光信息份额VP〔Vice President〕副总裁VSB 〔Very small business〕特小客户、超小客户Website Construction网站建设Whitepaper白皮书Workshops工作研讨Worldwide 全球特写feature articles以货代款in kind机构广告institutional advertising前期市场企业广告market prep corporate advertising营销公关marketing public relation新闻简报news/press release意见抽样opinion sampling招贴posters传媒炒作press agentry传媒工具press/media kit公共事务public affairs公共关系户public relations公共关系广告public relations advertising宣传publicity公众publics招聘广告recruitment advertising声望经营reputation management 撰写讲演稿speechwriting赛场营销venue marketing新闻通报录像video news release执行证明书affidavit of performance受众构成audience composition受众占有率audience share时间表avails一刻平均听众数average quarter-hour audience 一刻平均收听率average quarter-hour rating一刻平均占有率average quarter-hour share交换辛迪加barter syndication无线电视broadcast TV有线电视cable TV单位本钱CPP千人本钱CPM累积听众数cumulative persons累积收听率cumulative rating时段组合day-part mix预定市场区域designated market areas班车时间drive time首播辛迪加first-run syndication形象移植imagery transfer信息式广告informercial互相连接interconnect播送电视网networks网外辛迪加off-network syndication协办participation basis占位价格preemption rate黄金时段prime time节目式广告PLA节目收率视program rating节止编排形式programming formats视听率调查效劳公司rating services电台指定时间run-of-station受众总数total audience总体受众方案total audience plan广告网络ad networks广告查询ad request横幅广告banner商业回邮件business reply mail分类广告Web站classified ad Web site编辑名录compiled lists立体创意直邮creative dimensional direct mailing 数字互动媒介digital interactive media直邮广告direct-mail advertising内部刊物house organs互动电视interactive TV互联网Internet互联网效劳供给商Internet service provider销售信函sales letters广告礼品advertising specialty展台booths路牌bulletin structure车内尾部招贴car-end posters电影贴片广告cinema advertising陈列媒介exhibitive media全面登场full showing车内广告牌inside cards户外媒介out-of-home media车体招贴outside posters包装packaging奖品premiums标准户外广告standardized outdoor advertising 成品招贴stock posters优惠赠券take-ones商业展示会trade shows交通广告transit advertising广告英语术语——媒介筹划用语广告印象advertising impression广告反响曲线advertising response curve注意度attention value受众audience受众目标audience objectives品牌开发指数brand development index品种开发指数category development index发行量circulation本钱效益cost efficiency单位本钱cost per point千人本钱cost per thousand创意组合creative mix分布目标distribution objectives有效频次effective frequency有效到达率effective reach暴露值exposure value频次frequency市场markets组合mechanics 媒介media媒介筹划media planning媒介载体media vehiclesAE——Account Executive——客户代表，或客户执行。
影视专用术语
1、三分规则rule of thirds：为了使构图更加匀称，将一个画面分成三等份而不是两半。
2、中景镜头medium shot：交待被摄主体及其周围情况的镜头，缩写为MS。
3、切入镜头cut–in：某镜头中的人或物是一个镜头的局部元素，前者就叫后者的切入镜头。
4、切出镜头cut–away：某个镜头中的人或物没有在上一个镜头中出现，前者叫做后者的切出镜头，常用来交待相关的细节或他人的反应。
5、主镜头master shot：交代整个场景及其中所有主要元素的镜头。
6、主观镜头point–of–view shot：显示剧中人所看到情景的镜头，缩写为POV。
7、白天拍夜景day–for–night：镜头在白天拍，但视觉效果像是夜晚。
8、交叉淡入淡出cross–fade：声音（图象）淡入的同时另一声音（图象）淡出。
9、淡入/淡出fade–out/fade–in：一个清晰画面逐渐过渡为黑场，从有声到无声；反之亦然。
10、全景镜头long shot：强调整体环境及其中人或物的分布状况的镜头。
11、低角度镜头（仰拍镜头）low–angle shot：从低角度向上拍摄的镜头。
12、高角度镜头（俯拍镜头）high–angle shot：从高角度向下拍摄的镜头。
13、走位blocking：决定演员在一个镜头中的位置及运动路线。
14、近摄macro：镜头的一种设置，可以拍摄镜头极近的物体。
15、定位镜头establishing shot：引导观众进入一个新的地点或时间的镜头。
16、长焦镜头long lens：能够放大被摄主体，压缩空间距离的镜头。
17、衰减时间decay：一个声音从最大音量到完全无声所用的时间。
18、过肩镜头over–the–shoulder shot：在这个镜头中观众的视线可以越过一个人物的肩部看到另一个人或物，缩写为OS。
19、摇滚rock&roll：一场剧刚开始时使用一系列剧烈晃动的全景镜头，好像观众在摇动着看这场戏。
2020秋国家开放大学“开放本科”行管专业《管理英语3》期末考试真题3试题与答案
2020秋国家开放大学“开放本科”行管专业《管理英语3》期末考试真题3试题与答案一、选择填空，从每题选项中选出一个能填入空白处的最佳选项（每题10分）。
题目1— Is it possible for you to expand business there? — ___C__选择一项：A. I like it.B. I'd love to.C. Yes, I think so.题目2— I wonder if I could use your computer tonight? — __A_选择一项：A. Sure, go ahead.B. It doesn't matter.C. Who cares?题目3Rent, electricity and insurance are all examples of the company's __A_.选择一项：A. overheadB. turnoverC. assets题目4They recommended that the amusement park________.选择一项：A. was extendedB. will be extendedC. be extended题目5They are trying to __________ the waste discharged by the factory for profit.选择一项：A. exposeB. exhaustC. exploit二、翻译为下面的句子选择正确的翻译（每题10分）。
操作提示：通过题干后的下拉框选择题目的正确答案。
1. The cost of the new project will go over budget.A. 新项目的支出将超过预算。
B. 新项目的支出将在预算以内。
C. 新项目的支出将重新核算。
2. How will the evaluation of these investments be carried out?A. 如何进行这些项目的投资？B. 如何对这些投资进行评估呢？C. 如何对这些项目进行评价？3. A credit card is an interest free short-term loan.A. 信用卡是短期的无息贷款。
中英文对照术语表
---------------------------------------------------------------最新资料推荐------------------------------------------------------中英文对照术语表A Absorption costing（完全成本法）Accelerated depreciation method（加速折旧法） Account（账户） Account form （账户式） Account payable（应付账款） Account receivable （应收账款） Accounting（会计） Accounting cycle（会计循环）Accounting equation（会计恒等式） Accounting period concept （会计期间概念） Accounting system（会计系统） Accounts payable subsidiary ledger（应付账款明细分类账）（应付账款明细分类账） Accounts receivable subsidiary ledger（应收账款明细分类账）（应收账款明细分类账） Accounts receivable turnover （应收账款周转率） Accrual basis（应计制；权责发生制）Accruals（应计项目） Accrued assets（应计资产） Accrued expenses（应计费用） Accrued liabilities（应计负债） Accrued revenues（应计收入） Accumulated depreciation（累计折旧）Accumulated other comprehensive income（累计其他全面收益）（累计其他全面收益） Activity base (driver)（作业基础/动因）Activity-based costing (ABC)（作业成本计算法） Adjusted trial balance（调整后试算平衡表） Adjusting entries（调整分录）Adjusting process（调整过程）Administrative expenses (general expenses)（管理费用（一般费用））Aging the receivables（应收账款账龄分析） Allowance method（备抵法）1/ 12Amortization（摊销）Annuity（年金）Assets（资产）Available-for-sale securities（可供出售证券） Average cost method（平均成本法） Average rate of return（平均回报率） B Balance of the account（账户余额） Balance sheet（资产负债表） Balanced scorecard（平衡记分卡） Bank reconciliation （银行存款余额调节表） Bond（债券） Bond indenture（债券契约） Book value（账面价值） Book value of the asset（资产的账面价值） Boot（补价） Bottleneck（瓶颈） Break-even point （盈亏临界点） Budget（预算） Budget performance report（预算业绩报告） Budgetary slack（预算松弛） Business（企业）Business entity concept（企业主体概念） Business stakeholder （企业利益相关者） Business strategy（企业战略） Business transaction（经济业务） C Capital expenditures（资本性支出） Capital expenditures budget（资本支出预算） Capital investment analysis（资本投资分析）Capital leases（资本性租赁） Capital rationing（资本分配）Carrying amount（账面金额） Cash（现金） Cash basis（现金制；收付实现制） Cash budget（现金预算） Cash dividend（现金股利） Cash equivalents（现金等价物） Cash flows from financing activities（筹资活动现金流量）（筹资活动现金流量）Cash flows from investing activities（投资活动现金流量）（投资活动现金流量） Cash flows from operating activities（经营---------------------------------------------------------------最新资料推荐------------------------------------------------------ 活动现金流量）（经营活动现金流量） Cash payback period（现金回收期） Cash payments journal（现金付款日记账） Cash receipts journal（现金收款日记账） Cash short and over account （现金余缺账户） Certified public accountant (CPA)（注册会计师） Chart of accounts（会计科目表） Clearing account(清理账户) Closing entries（结账分录） Closing process（结账程序） Combination strategy（混合战略） Common stock（普通股）Common-size statement（通用报表） Component（成分；组成部分）Comprehensive income（全面收益）Consolidated financial statements（合并财务报表）（合并财务报表） Consolidation（创立合并） Continuous budgeting（滚动预算） Contra account （抵减账户） Contract rate（约定利率） Contribution margin(贡献毛益) Contribution margin ratio（贡献毛益率） Controllable expenses（可控费用）Controllable variance（可控差异）Controller（主计长）Controlling account（控制账户）Conversion costs（加工成本） Copyright（版权） Corporation （公司） Cost（成本） Cost accounting system（成本会计系统）Cost allocation（成本分配） Cost behavior（成本性态） Cost center（成本中心） Cost of goods sold（产品销售成本） Cost of goods sold budget（产品销售成本预算） Cost of merchandise sold（商品销售成本） Cost of production report（生产成本报3/ 12告） Cost per equivalent unit（单位约当产量成本） Cost price approach（成本价格法）Cost variance（成本差异）Cost-volume-profit analysis（本－量－利分析）Cost-volume-profit chart（本－量－利图） Credit memorandum （贷项通知单） Credits（贷记） Cumulative preferred stock （累积优先股） Currency exchange rate（货币汇率） Current assets（流动资产） Current liabilities（流动负债） Current ratio（流动比率） Currently attainable standards（当前可达标准） D Debit memorandum（借项通知单）Debits（借记） Decentralization（分权） Declining-balance method（余额递减法） Deferred expenses（递延费用） Deferred revenues（递延收入） Deficiency（亏损） Deficit（亏损）Defined benefit plan（固定收益计划） Defined contribution plan （固定缴款计划） Depletion（折耗） Depreciation（折旧）Depreciation expense（折旧费用） Differential analysis（差异分析） Differential cost（差异成本） Differential revenue （差异收入） Differential strategy（差异化战略） Direct labor cost（直接人工成本） Direct labor rate variance（直接人工工资率差异） Direct labor time variance（直接人工工时差异）Direct materials cost（直接材料成本） Direct materials price variance（直接材料价格差异）（直接材料价格差异） Direct materials purchases budget（直接材料采购预算）（直接材料采购---------------------------------------------------------------最新资料推荐------------------------------------------------------ 预算） Direct materials quantity variance（直接材料数量差异）（直接材料数量差异） Direct method（直接法） Direct write-off method（直接注销法） Discontinued operations（停止经营）Discount（贴现息；折价） Discount rate（贴现率） Dishonored note receivable（拒付应收票据） Dividend yield（股利收益率）Division（分部） Doomsday ration（终极流动比率） Double-entry accounting（复式会计） Drawing（提款） DuPont formula（杜邦公式） E Earnings per common share (EPS)（每股收益）Earnings per common share (EPS) on common stock（普通股每股收益） E-commerce（电子商务） Effective interest rate method （实际利率法）Effective rate of interest（实际利率）Electronic funds transfer (EFT)（电子资金转账） Elements of internal control（内部控制要素） Employee fraud（员工舞弊）Employee s earnings record（员工收入记录） Equity method（权益法） Equity securities（权益证券） Equivalent units of production（约当产量） Ethics（伦理） Expenses（费用）Extraordinary items（非常项目） F Factory overhead cost（制造费用） FICA tax（联邦社会保险税） Financial accounting （财务会计） Financial Accounting Standards Board (FASB)（财务会计准则委员会） Financial statements（财务报表） Finished goods inventory（完工产品存货） Finished goods ledger（完工5/ 12产品分类账） First-in, first-out (fifo) method（先进先出法）Fiscal year（会计年度） Fixed (plant) assets（固定资产） Fixed asset impairment（固定资产减值） Fixed assets（固定资产）Fixed costs（固定成本） Flexible budget（弹性预算） FOB (free on board) destination（目的地交货） FOB (free on board) shipping point（装运地交货）（装运地交货） Free cash flow（自由现金流量） Fringe benefits（额外福利） Future value（未来价值，终值） G General journal（普通日记账） General ledger（总分类账） Generally accepted accounting principles (GAAP)（公认会计原则） Goal conflict（目标冲突） Goodwill （商誉） Gross pay（工资总额） Gross profit（毛利） Gross profit method（毛利法） H Held-to-maturity securities（持有至到期证券） High-low method（高低点法） Horizontal analysis （水平分析） I Ideal standards（理想标准） Income from operations (operating income) （营业利润）（营业利润） Income statement（损益表） Income summary（收益汇总） Indirect method （间接法） Inflation（通货膨胀） Initial public offering (IPO)（首次公开招股） Intangible assets（无形资产） Internal controls（内部控制） Internal rate of return method（内含回报率法） Inventory shrinkage（存货损耗） Inventory turnover （存货周转率） Investment center（投资中心） Investment turnover（投资周转率） Investments（投资） Invoice（发票）---------------------------------------------------------------最新资料推荐------------------------------------------------------J Job cost sheet（分批成本计算单） Job order cost system（分批成本计算法） Journal（日记账） Journal entry（日记账分录）Journalizing（编制分录） Just-in-time (JIT) processing（适时加工制） L Last-in, first-out (lifo) method（后进先出法）Ledger（分类账） Leverage（杠杆收益） Liabilities（负债）Limited liability corporation (LLC)（有限责任公司）（有限责任公司） Liquidation（清算） Long-term liabilities（长期负债）Low-cost strategy（低成本战略） Lower-of-cost-or-market (LCM) method（成本与市价孰低法）（成本与市价孰低法） M Management Discussion and Analysis (MDA)（管理层讨论与分析） Managerial accounting（管理会计） Manufacturing business（制造企业）Manufacturing cells（制造单元） Margin of safety（安全边际）Market price approach（市场价格法） Markup（加成） Master budget（全面预算） Matching concept（配比概念） Materiality concept（重要性概念）Materials inventory（材料存货）Materials ledger（材料分类账） Materials requisitions（领料单） Maturity value（到期值） Merchandise inventory（商品存货） Merchandising business（商业企业） Merger（吸收合并）Minority interest（少数股权）Mixed cost（混合成本）Multiple-step income statement （多步式损益表） N Natural business year（自然营业年度） Negotiated price approach（协7/ 12议价格法） Net income（净利润） Net loss（净亏损） Net pay （工资净额） Net present value method（净现值法） Net realizable value（可变现净值） Nonparticipation preferred stock（非参与优先股）（非参与优先股） Note receivable（应收票据） Number of days sales in inventory（存货销售周期）（存货销售周期） Number of days sales in receivables（应收账款周转天数）（应收账款周转天数） Number of times interest charges are earned(利息保障倍数) O Operating leases（经营性租赁）Operating leverage（经营杠杆） Opportunity cost（机会成本）Other comprehensive income（其他全面收益） Other expense（其他费用） Other income（其它收入） Outstanding stock（流通在外股票） Overapplied factory overhead（制造费用过度分配）（制造费用过度分配） Owners equity（所有者权益） P Paid-in capital（实缴资本） Par（面值） Parent company（母公司）Partnership（合伙企业） Partnership agreement（合伙契约）Patents（专利权） Payroll（工资） Payroll register（工资表）Period costs（期间成本） Periodic method（定期盘存制）Permanent differences（永久性差异） Perpetual method（永续盘存制） Petty cash fund（备用金） Physical inventory（实地盘存） Post-closing trial balance（结账后试算平衡表）Posting（过账） Predetermined factory overhead rate（预定制造费用分配率）（预定制造费用分配率） Preferred stock（优先股）---------------------------------------------------------------最新资料推荐------------------------------------------------------ Premium（溢价） Prepaid expenses（预付费用） Present value （现值） Present value concept（现值概念） Present value index（现值指数） Present value of an annuity（年金现值）Price-earnings (P/E) ratio（市盈率） Price-earnings ratio （市盈率） Prior period adjustments（前期调整） Private accounting（内部会计） Proceeds（贴现净额） Process（流程；步骤）Process cost system（分步成本计算法）Process manufacturers（分步制造企业） Product cost concept（产品成本概念） Product costs（产品成本） Production budget（生产预算） Profit center（利润中心） Profit margin（销售利润率）Profitability（获利能力） Profit-volume chart（利润－产量图）Promissory note（承兑票据） Property, plant, and equipment （财产、厂房和设备）（财产、厂房和设备） Proprietorship(独资企业) Public accounting（公共会计） Purchase method(购买法) Purchase return or allowance（购货退回或折让） Purchases discounts（购货折扣） Purchases journal（采购日记账） Q Quick assets（速动资产） Quick ratio（速动比率） R Rate earned on common stockholders equity（普通股股东权益收益率） Rate earned on stockholders equity（股东权益收益率）（股东权益收益率） Rate earned on total assets（总资产收益率） Rate of return on investment (ROI)（投资回报率）（投资回报率） Ratio of fixed9/ 12assets to long-term liabilities（固定资产对长期负债比率）（固定资产对长期负债比率） Ratio of liabilities to stockholders equity（负债对股东权益比率）（负债对股东权益比率） Real accounts（实账户） Realization（变现） Receivables（应收款项） Receiving report（收货单） Relevant range（相关范围）Report form（报告式） Residual income（剩余收益） Residual value（残值）Responsibility accounting（责任会计）Responsibility center（责任中心）Restrictions（限制）Restructuring charge（重组费用） Retail inventory method（零售价格法） Retained earnings（留存收益） Retained earnings statement（留存收益表） Revenue expenditure（收益性支出）Revenue journal（收入日记账） Revenue recognition concept （收入确认概念） Revenues（收入） Reversing entry（转回分录） S Sales（销售收入） Sales budget（销售预算） Sales discounts（销售折扣） Sales mix（销售组合） Sales returns and allowances（销售退回与折让） Selling expenses（销售费用）Service business（服务企业） Service department charges（服务部门费用） Single-step income statement（单步式损益表）Sinking fund（偿债基金） Slide（滑位） Solvency（偿债能力）Special journals（专用日记账） Standard cost（标准成本）Standard cost systems（标准成本系统） Stated value（设定价值） Statement of cash flows（现金流量表） Statement of---------------------------------------------------------------最新资料推荐------------------------------------------------------ members equity（成员权益报表） Statement of owner s equity （所有者权益表） Statement of partnership equity（合伙企业权益表）（合伙企业权益表）Statement of partnership liquidation（合伙企业清算表）（合伙企业清算表） Statement of stockholders equity（股东权益表） Static budget（固定预算）Stock（股票） Stock dividend（股票股利） Stock split（股票分割） Stockholders（股东） Stockholders equity（股东权益）Straight-line method（直线法） Subsidiary company（子公司）Sunk cost(沉没成本) T T account（T 型账户） Target costing （目标成本法） Taxable income（应税所得） Temporary (nominal) accounts（临时性（虚）账户）（临时性（虚）账户） Temporary differences（暂时性差异） Temporary investments（临时性投资）Theory of constraints (TOC)（限制理论） Time tickets（计工单） Time value of money concept（货币时间价值概念）（货币时间价值概念） Total cost concept（完全成本概念） Trade discounts（商业折扣） Trade-in allowance（以旧换新折让）Trademark（商标） Trading securities（交易证券） Transfer price（转移价格） Transposition（换位） Treasury stock（库藏股票） Trial balance（试算平衡） Two-column journal（两栏式日记账） U Uncollectible accounts expense（坏账费用）Underapplied factory overhead（制造费用分配不足）（制造费用分11/ 12配不足） Underwriting firms（证券包销公司） Unearned revenue （预收收入） Unearned revenues（预收收入） Unit contribution margin（单位贡献毛益） Unit of measure concept（计量单位概念） Units-of-production method（产量法） Unrealized holding gain or loss（未实现持有利得或损失） V Value chain（价值链）Variable cost concept（变动成本概念） Variable costing（变动成本计算） Variable costs（变动成本） Venture capitalist (VC)（风险投资家） Vertical analysis（垂直分析） Volume variance（产量差异） Voucher（付款凭单） Voucher system（付款凭单制度） Work in process inventory（在产品存货） Work sheet（工作底稿） Working capital（营运资本） Yield（收益率） Zero-based budgeting（零基预算）。
公司里各职位名称的英文缩写
公司里各职位名称的英文缩写公司高层职位的英文缩写:CEO ： Chief Executive Officer 首席执行官CFO ： Chief Financial Officer 首席财务官COO ： Chief Operated Officer 首席运营官CTO ： Chief Technology Officer 首席技术官CIO ： Chief Information Officer 首席信息官CRO ： Chief Risk Officer 首席风险官CEO（Chief Executive Officer），即首席执行官，是美国人在20世纪60年代进行公司治理结构改革创新时的产物，它的出现在某种意义上代表着将原来董事会手中的一些决策权过渡到经营层手中。
在我国，CEO这个概念最早出现在一些网络企业中。
在那里，CEO往往是自封的，也很少有人去研究这一称谓对企业到底意味着什么。
但是，当“CEO”在中国叫得越来越响的时候，我们应该认识到，高层人员称谓的改变不是一件小事，设立CEO职位不应仅仅是对时尚的追赶。
CFO(Chief Financial Officer)意指公司首席财政官或财务总监，是现代公司中最重要、最有价值的顶尖管理职位之一，是掌握着企业的神经系统(财务信息)和血液系统(现金资源)灵魂人物。
做一名成功的CFO需要具备丰富的金融理论知识和实务经验。
公司理财与金融市场交互、项目估价、风险管理、产品研发、战略规划、企业核心竞争力的识别与建立以及洞悉信息技术及电子商务对企业的冲击等自然都是CFO职责范围内的事。
在一个大型公司运作中，CFO是一个穿插在金融市场操作和公司内部财务管理之间的角色。
担当CFO的人才大多是拥有多年在金融市场驰骋经验的人。
在美国，优秀的CFO常常在华尔街做过成功的基金经理人。
COO (chief Operation officer )首席营运官的职责主要是负责公司的日常营运，辅助CEO的工作。
APQP与PPAP介绍
• 过程能力指数的评价标准
MSA Measurement System Analysis According to AIAG’s (QS9000) MSA Manual.
---测量系统分析
关于测量
• 测量：赋值给具体事物以表示它们之间关于特定特性的关系。赋值过程即为测量过程，而赋予的值定义 测量值。
分析极差图和均值图
分别分析极差图和均值图,找出特殊原因变差数据。 判断原理： 超出控制限的点； 连续七点全在中心线一侧； 连续七点呈上升或下降趋势（含相等的相邻点）； 明显的非随机图形； 相对中心线，数据过于集中或过于分散。（一般情况，大约有2/3数据分布在中心线周围1/3控制限范围内
。）
过程能力与能力指数
O=Likelihood of Occurrence 频度 D=Likelihood of Detection 探测度
RPN 流程
项目/功能
潜在 失效模式
来自经验和数据
DFMEA
严
潜在 失效后果
重级 度别
潜在失效 的起因/机理
来自预测
频 度
现行 设计控制
探 测 度
RPN
O
D
S
项目/功能
潜在 失效模式
• 量具：任何用来获得测量结果的装置，经常用来特指用在车间的装置，包括用来测量合格／不合格的装 置。
• 测量系统：用来对被测特性赋值的操作、程序、量具、设备、软件以及操作人员的集合；用来获得测量 结果的整个过程。
MSA方法的分类 计量型
MSA 计数型
破坏型
计量型MSA 计量型
位置分析 离散分析 稳定性分析
课程大纲
• 第一章 五大核心工具简介及关联性 • 第二章 产品质量先期策划内容详解 • 第三章 生产件批准内容详解 • 第四 章 相关的工具应用及案例分析
绿色供应链管理外文文献翻译中英文2020最新
绿色供应链管理的驱动力，实践和绩效外文文献翻译中英文本文档由凝脂烟霞独家提供（节选重点翻译）英文Green supply chain management drivers, practices and performance: Acomprehensive study on the moderatorsGuido Micheli，Enrico Cagno，Gianluca Mustillo，Andrea TrianniAbstractThe growing level of attention toward global warming, reduction of non-renewable resources and pollution calls manufacturing firms to implement sustainable, and specifically green initiatives into their supply chains (Green Supply Chain Management, GSCM). So far, too little studies have provided clear empirical evidence on the actual impact of these initiatives on firms’ performance, especially within the European manufacturing context, and on the actual impact of possible drivers on the implementation of the above-mentioned initiative. Thus, the aim of this study is to analyse possible moderation factors that affect the relationships between drivers-practices and practices-performance through a survey carried out in 169 Italian manufacturing firms belonging to a range of different sectors. The moderation analysis shows that some drivers strongly influence the relationships between drivers-practices andpractices-performance, and a few contributions from the existing literature are challenged and discussed. Our findings may be particularly interesting for managers and supply chain specialists, as well as for policymakers, who could be inspired by the role of particular drivers on the implementation of GSCM practices, and by the level of performance achievable thanks to the adoption of a set of green practices. As for the academic impact, the issue has been tackled for the first time in an attempt of a comprehensive view, which paves the way to a number of research lines to further investigate both the confirmed and unconfirmed moderations, so as to understand the related rationales in the comprehensive view proposed by the authors.Keywords：Green supply chain management，Driver，Practice，Performance，Moderator IntroductionSustainability in the operations, as a balance between the economic, environmental and social dimensions, has become more accepted knowledge as a crucial element for production and consumption (UN, 2019). Expanding sustainability understanding across the supply chain (SC) has been recognised not only as promising but also as an effective approach bringing innovation and practice into industrial operations (Silvestre and Tîrca, 2019; Jadhav et al., 2019; Taghikhah et al., 2019). This can be noted from recent research with customers and finalconsumers developing a growing environmental awareness pushing toward green products (Dubey et al., 2015a, Dubey et al., 2015b), while community and NGOs mobilize public opinion and the media in favour of or against a firm's environmental policies (Chien and Shih, 2007; Mathiyazhagan et al., 2015).With respect to the very crucial – and potentially even more crucial for the competitiveness and survival of companies and SCs – issue of the intersection between environmental and economic pillars for production and SCs (Sarkis and Zhu, 2018), green supply chain management (GSCM) has been acknowledged as an important business strategy to improve eco- sustainability, to respond to the already mentioned firm stakeholders' driver and to achieve corporate profit and market share objectives by reducing environmental risks and impacts (Zhu et al., 2008b). GSCM integrates environmental thinking (Srivastava, 2007) into SC management, ranging from product design (Kannan et al., 2014), material sourcing and selection (Govindan et al., 2013; Hashemi et al., 2015), manufacturing processes (Zhu and Geng, 2013), delivery of the final product (Sarkis, 2017) as well as end-of-life management of the product after its useful life (Cucchiella et al., 2015; Rehman and Shrivastava, 2011). A significant number of GSCM studies have focused their attention on the identification of key stakeholders’ drivers and their influence on GSCM initiatives adoption (Ahi and Searcy, 2013; Hassiniet al., 2012). Furthermore, in the literature, there is a number of contributions discussing whether the implementation of environmental SC practices leads to enhanced firm performance (for a recent review see, e.g., Tseng et al., 2019). Literature has also offered a variety of mathematical models and tools to address the sustainability issues in SC management, given the higher complexity involved (Bai and Sarkis, 2018; Sarkis et al., 2019).Nevertheless, so far there is too little consensus – mainly due to lack of empirical evidence – over the factors moderating relationships between drivers and practices, as well as between practices and performance, leading to vague and ambiguous conclusions. Indeed, the role of important moderators, such as, e.g., firm size, sector, in the relationships between pressures and GSCM practices and performance has received less attention from scholars, especially in regard to empirical investigations.Additionally, as recently observed by Koberg and Longoni (2019), who have analysed a rigorous systematic literature review of articles focused on sustainable supply chain management in global supply chains, there has been a growing interest on the topic starting from the seminal articles on sustainability in global supply chains (Gereffi et al., 2001; Humphrey and Schmitz, 2001). Nevertheless, the interest of those scholars seems to be more focused on the modes of sustainabilitygovernance, which attracted the interest of recent research as well (e.g., Bush et al., 2015). Then some authors, by taking inspiration from those pioneers, have highlighted that a silo perspective, when looking at green, lean and global value chains, impedes the scope needed to gain a holistic perspective over the topic, missing a strategic perspective (Mollenkopf et al., 2010).Yet, in order to improve the sustainability of the industrial sector, the interest of academia should equally be devoted to non-global value chains, in most cases characterised by local Small- and Medium-sized Enterprises (SMEs), since they may yield to additional insights (Morali and Searcy, 2013), and have been scarcely investigated (Aboelmaged and Hashem, 2019), with a few recent exceptions such as, e.g., UK manufacturing SMEs (Kumar et al., 2019). In fact, so far, no empirical studies have been conducted in this area in Italy, which represents the second-largest manufacturing European economy. Therefore, enhanced knowledge in this area could be beneficial also for industrial decision- makers and policy-makers aiming at fostering the transformation towards increased sustainability in the SC.Production strategyLooking at the moderation results of “Production strategy”, in firms adopting the ETO production approach, the effect of GSCM practices (GP, ECO, CC) on Environmental Performance and of IEM, GP, ECOand CC on Positive economic performance is higher. Thus, this research stimulates managers of ETO companies to implement GSCM practices at a higher level. Besides this improvement of both economic and environmental performance, this study shows that under an ETO strategy, the effects of ECO and GP on negative economic outcomes are the highest within all the strategies. If green purchasing does not show any correlation with negative economic performance in literature, the impact of eco-design on the financial budget is well known. Eco-Design requires significant initial capital investments (Zhu and Sarkis, 2007) and methodologies demanding further development and improvement (Green et al., 2012), but, at the same time, can result in cost reductions such as decreases in expenses for energy consumption (Zhu et al., 2013). Nevertheless, as this paper is one of the first exploratory studies specifically investigating the moderation role offered by the production strategy, further research is highly recommended.Manufacturing sector“Manufacturing sector” moderates both the relationships between drivers-practices and practices-performance. A specific manufacturing sector possesses its own characteristics and, for this reason, it is influenced in different ways by several drivers to implement, in its supply chain, certain green initiatives. Under high community pressure, textile enterprises show the greatest effect of the drivers on the practices'implementation. As depicted in Wu et al. (2012), who consider Taiwan's textile and apparel industry, communities strongly push this manufacturing sector to have a more corporate social responsibility (CSR) and to protect the environment from pollution. Under high regulatory pressure, the Petroleum sector undergoes higher GSCM implementation. Petrochemical firms are enterprises under the radar of regulatory entities due to their high level of pollution (Zhu et al., 2007a). This sector responds to the high pressure of regulations with the implementation of GP and ECO. Further, our findings look overall aligned with research conducted in French supply chains (Stekelorum et al., 2018), where the activity sector seems to affect the perception of internal barriers.ConclusionsRecently, the importance of GSCM has received considerable attention due to climate change issues, pollution and degradation of natural resources. Our research attempted to contribute to the discussion by investigating the role of several moderators in the relationships between GSCM drivers-practices and practices-performance within Italian manufacturing enterprises. Based on the elements emerged from this research, from a theoretical perspective, previous frameworks present in literature have been modified to account for the effect of several moderators affecting the aforementioned relationships. The main contribution of this work is the empirical exploration of the relationshipsbetween drivers-practices and practices-performance, which have shown mixed results in the literature or have just been formulated theoretically, by considering the effect of moderators in these relationships in a European manufacturing context, which so far has been almost neglected, yet being very significant at a worldwide level.In terms of results, the present research reveals that “Firm size”, “ISO 14001 certification”, “Past performance”, “Institutional requirement”, “Position of the firms within the supply chain”, “Production strategy”, “Organizational strategy”, “Trust, Colla boration and Information sharing between partners” and “Manufacturing sector” strongly influence the relationships between practices-performance and drivers-practices. As for the comparison against the extant literature, whilst in previous papers, internal environmental management was associated with a decrease in economic performance, our study has shown that smaller firms could achieve better economic performance from adopting internal environmental management. Moreover, an element of novelty of the present study is the improvement of the operational performance under higher competitive pressure, which resulted in statistically significant and quite original findings compared to previous research. Further, our findings interestingly note that practices such as information sharing and improved level of trust with partners may have a relevant role in improving environmental outcomes. Additionally, wenote a strong and significant relationship between intra-organizational environmental management and operational performance.In terms of impact, our findings may be particularly interesting for managers and supply chain specialists, as well as for policy makers, who could be inspired by the role of particular drivers on the implementation of GSCM practices, and by the level of performance achievable thanks to the adoption of a set of green practices. As for the academic impact, the issue has been tackled for the first time in an attempt of a comprehensive view, which paves the way to a number of research lines to further investigate both the confirmed and unconfirmed moderations, so as to understand the related rationales in the comprehensive view we proposed.In terms of limitations to this study, since data were collected from a single country (Italy), results might differ in other contexts, particularly when it comes to the institutional (regulatory) setting. Further, this study is based on the perception of respondents. Despite self-reported survey data are commonly used in literature to measure performance (thusmaking this study consistent with previous literature) we have not collected real economic data nor indexes. Therefore, this perception could exceed or underestimate the real performance achieved by the firm.In addition to the study limitations that naturally offer opportunities for further research, we want to conclude by sketching additional research directions. Firstly, we believe additional insights may come from theapplication of a similar approach in other industrial contexts, simultaneously testing all the possible hypotheses of moderation between drivers, GSCM practices and performance (instead of decoupling drivers- practices and practices-performance, as in this paper and the extant literature), together with the analysis of the adoption of GSCM practices (with drivers and performance) in production contexts with different environmental impact of single companies and supply chains. Secondly, as indicated by very recent research, the effect of additional moderators could prove interesting such as, e.g., the role of social control and environmental dynamism (Zhang et al., 2019), or that of supplier involvement (Chen et al., 2019). More generally, future study could more deeply delve into exploring the collaboration with supply chain partners (Tseng et al., 2019), given that a link between the implementation of GSCM practices and performance would be misleading without considering the specific position of a company in the SC, as revealed by our study and previous research (Cook et al., 2011). Similarly, by involving and leveraging on additional stakeholders such as, e.g., local communities, the diffusion of more sustainable SCM practices could be fostered (Golini et al., 2017). Further insights could also come by further exploring the moderating role of SC traceability in the relationships between GSCM and environmental performance that, so far, have brought results contrary to the expectations (Cousins et al., 2019). Thirdly,concerning the set of performance, further research could expand the set of indicators of sustainability by including the impact of GSCM practices also on social performance ones, as well as further exploring the connection between quality, lean and green practices for sustainable performance (Henao et al., 2019; Yu et al., 2019; Farias et al., 2019). Fourthly, further research could explore the relationship between GSCM and SSCM practices with SC dynamic capabilities. In this area, preliminary studies indicated a significant positive effect of SSCM practices on SC dynamic and innovative capabilities, and in turn a positive contribution to the three sustainability dimensions (Hong et al., 2018; Adebanjo et al., 2018), but more empirical research would be needed.中文绿色供应链管理的驱动力，实践和绩效摘要人们对全球变暖，减少不可再生资源和污染的关注日益增强，这要求制造企业在其供应链中实施可持续的，特别是绿色的举措（绿色供应链管理，GSCM）。
工厂生产计划管理面试问题
工厂生产计划管理面试问题英文回答：1. Describe the steps involved in developing a production plan.Define the production objectives and goals.Forecast future demand.Determine the optimal production level.Schedule the production process.Control and monitor production.2. What are the key factors to consider when developinga production plan?Customer demand.Production capacity.Material availability.Machine efficiency.Labor availability.3. What are the common challenges that can arise during production planning?Changes in demand.Equipment breakdowns.Material shortages.Labor disruptions.Quality issues.4. How can you overcome the challenges that arise during production planning?Be flexible and adaptable.Develop contingency plans.Communicate effectively.Use technology to automate tasks.Continuously improve the production process.5. What are the benefits of using a production planning software?Improved efficiency.Reduced costs.Increased productivity.Better customer service.Reduced waste.6. What are the key performance indicators (KPIs) for production planning?On-time delivery.Productivity.Quality.Inventory turnover.Machine utilization.7. How can you ensure that the production plan is aligned with the company's overall strategy?Communicate with senior management.Understand the company's financial goals.Identify the key production constraints.Develop a plan that is both efficient and effective.中文回答：1. 描述制定生产计划的步骤。
工厂部门英文缩写
工厂部门英文缩写工厂各部门英文缩写工程Engineer Department品保Quality Control Department制造Production Department技术办公室T echnical Office研发Research & Development样品组Sample Room设备课Equipment Dept.组装课Assembling Dept.仓库Warehouse营业部Business Office人力资源部Human Resources Department 总务部General Affairs Department财务部General Accounting Department 销售部Sales Department促销部Sales Promotion Department国际部International Department出口部Export Department进口部Import Department公共关系Public Relations Department广告部Advertising Department企划部Planning Department产品开发部Product Development Department研发部Research and Development Department(R&D) 秘书室Secretarial Pool采购部Purchasing Department工程部Engineering Department行政部Admin. Department人力资源部HR Department市场部Marketing Department技术部T echnolog Department客服部Service Department行政部Administration财务部Financial Department董事长室The Chairman's room总经理室Direcotor, or President副总经理室Deputy Director, or Vice president 总经办General Deparment采购部Purchase & Order Department工程部Engineering Deparment研发部Research Deparment生产部Productive Department销售部Sales Deparment业务部Branch Deparment事业部Department拓展部Business Expending Department物供部Supply DepartmentB＆D business and development 业务拓展部Marketing市场部Sales 销售部HR 人力资源部Account 会计部PR people relationship 公共关系部OFC (Office, 但不常见) / OMB = Office of Management and Budget 办公室Finance 财务部MKTG (Marketing) 市场部R&D (Research & Development) 研发部MFG (Manufacturing) 产品部Administration Dept. 管理部Purchasing Dept 采购部Chairman/President Office // Gerneral Manager office or GM office 总经理办公室Monitor & Support Department 监事会Strategy Research 战略研究部外销部:Overseas Department,International Sales Section,Export Section财务科:Financial/Fiscal Department会议室:Meeting Room/Hall/Auditorium,或Conference Hall/Auditorium或直接Auditorium, 视其大小而定了。
production performance and strategy study -回复
production performance and strategy study -回复题目：生产绩效与策略研究字数：1732引言生产绩效和策略在现代企业运营中扮演着至关重要的角色。
通过不断改进生产绩效和制定有效的战略，企业可以提高效率、降低成本、增加市场竞争力，并实现可持续发展。
本文将探讨生产绩效的定义、影响因素以及有效的策略来提高生产绩效。
一、生产绩效的定义生产绩效是指企业在特定时间段内完成特定生产目标或达成特定绩效指标的能力。
绩效指标可以包括生产效率、质量水平、成本控制、交货准时率等。
生产绩效的高低直接关系到企业的竞争力和经济效益。
二、影响生产绩效的因素1. 设备和技术：现代化设备和先进的生产技术能够提高生产效率、减少故障率，从而改善生产绩效。
2. 人力资源管理：拥有合适的员工和高效的管理团队对于提高生产绩效至关重要。
优秀的员工能够提供对生产流程的深入理解和专业知识，而高效的管理团队则能够调动员工的积极性和潜力。
3. 运营管理：良好的生产计划、物流管理和库存控制等运营管理措施能够提高生产效率，减少浪费，并确保及时交付产品。
4. 质量控制：优质产品能够提高客户满意度，增加市场份额，同时减少售后服务成本和质量问题带来的损失。
三、改善生产绩效的策略1. 持续改进：企业应该持续关注生产环节中的问题和瓶颈，并采取措施来改进生产流程。
例如，使用精益生产和六西格玛等管理方法来减少浪费、提高质量和增加生产效率。
2. 技术投资：企业需要不断投资于现代化设备和相关技术以提高生产效率和质量水平。
例如，自动化生产设备和物联网技术能够提高生产效率，并减少人为错误。
3. 培训和发展：通过培训和发展员工的技能和知识，企业可以提高员工的工作能力和专业素质，从而提高生产绩效。
此外，将员工参与到改进流程中，可以激发创造力和团队合作精神，进一步改善生产绩效。
4. 策略与目标一致：企业的生产策略应与企业的战略目标保持一致。
通过对市场需求的准确预测和合理的生产规划，可以避免供需失衡和过度生产，提高生产绩效。
《生产运营管理英文》课件
Discover the key concepts and strategies of Production and Operations Management in this engaging and informative presentation.
Introduction to Production and Operations Management Explore the definition, objectives, and importance of Production and
• Introduction to Total Quality Management • TQM Principles and Techniques • Quality Assurance and Continuous Improvement
Supply Chain Management
Explore the key concegement, including supply chain design, performance measurement, and outsourcing.
• Introduction to Supply Chain Management • Supply Chain Design • Supply Chain Performance Measurement • Outsourcing and Contract Manufacturing
Conclusion
1. Forecasting 2. Aggregate Production Planning 3. Master Production Scheduling 4. Materials Requisition Planning 5. Capacity Planning
服装新产品研发生产流程
服装新产品研发生产流程芮芳芳（苏州天源服装有限公司，江苏苏州 215000）投稿日期：2015-06-07作者简介：芮芳芳（1981-），女，江苏苏州人，主要从事研究服装开发生产管理工作，任职11年，每年负责开发的服装 新款数目达千余多。
摘 要 在中高档服装的系统中，新产品开发应该遵循一定的程序来进行。
所谓服装新产品的开发程序，是指从市场的调研、产品的设计构思、样品的制版打样、多部门的鉴定、试产试销、下单生产销售及销后服务所经历的步骤和阶段。
对流程中的各个环节制定明确的日程表，在不同的阶段有着不同的操作特征，设计开发工作，按照计划书进行规范的操作，从而达到预期的目标。
关键词 市场调研；构想；款式设计；制样；预售单；投产销售 中图分类号：F426.86 文献标识码：A Abstract New product development should follow certain procedures in the middle and high-end garment systems. Development procedures of New garments refer to processes and phases on market survey, new product ideas and design, samples pattern-making, cross-department evaluation, trial production and sale, order placing, production, sale and after-sales service. Explicit calendar should be established to clarify each process of each phase. Different phases have different operational characteristics. Design and development should proceed strictly according to the calendar and plan so that the expected targets could be achievedKey words market survey; ideas; style design; sample making; production and salesNew development production procedure for garmentRUI Fang-fang(Suzhou Tianyuan Garments Co,Ltd, Jiangsu Suzhou 215000, China)服装新产品开发是针对特定的市场消费群体与流行趋势，按计划进行设计生产，最终提供所需产品的过程。
ATPCHECK配置完全版
Availability Check，顾名思义，就是有效性检查，指的是要检查一下此物料是否能满足我的需求。
简单地举个例吧，你接到一张销售订单（SALES ORDER），客户要求数量为100PC，并且客户要求的出货日期是2009-4-1，此时我们的销售人员肯定会想，在这个愚人节到底能否出货给客人呢？那怎么办呢？一个个电话去问生产计划人员，去问厂长，经理？废话，肯定不能这样，要不然花几百万，几千万上SAP做什么对吧，此时在系统中建立此单时，SAP就会做一个所谓的检查，检查一下我们预先设定的考虑因素，能否满足客户的要求，什么时候可以满足，这就是有效性检查的功能。
但一般人看到此单词就会想到 ATP，实际上系统中并不只是包含这一层意思的，就听俺慢慢道来有效性检查包含以下两个概念1就是大名鼎鼎的ATP(全称：Available To Promise)2.就是Check Against planned independent requirements (意指计划独立需求的相关检查)ATP (Available To Promise)有效性承诺，检查承诺物料的相关元素，看是否能满足需求，什么时候能满足。
先看标准解释图片第一张图表示某物料在某个时间上有生产订单或计划订单，数量及时间如图第二张图表示如果在某个时间上有销售订单那我们的生产订单或计划订单能否满足客户的需求呢？就看图三了当我们在建立S1此销售订单时，因为我们已经有了一张P2的生产订单，并且日期是小于S1的，因此S1是肯定可以满足的，并且是提供满足S2同S1原理一样，完全就可以由P2去满足S3可以被P3的一部分满足S4可以被P4的剩余部门满足S5被P4部分满足而P4再剩下的部分数量，就是未来可提供的ATP QTY当我们在使用ATP时，系统检查的LOGIC如下：通过 checking group + checking rule 得到Scope of check再在SCOPE OF CHECK中设定需要检查哪些元素，再把哪些元素加加减减得到剩余的ATP QTY，再用剩余的ATP QTY来与新的需求对比，从而决定是不是能满足到需求，看似简单，整起来还是有点事的，哈。
production的用法
production的用法一、什么是Production？在各个领域中，我们经常听到“Production”这个词。
无论是工业生产中的生产线，还是影视行业中的电影制片进程，甚至是软件开发过程中的产品发布阶段，生产都扮演着关键角色。
那么，具体来说，“Production”指的是什么呢？1.1 定义在广义上，Production（生产）是指通过进行某种劳动或者经济活动来创造新的产品或服务的过程。
它既可以包括手工制作和机器操作等具体劳动方式，也可以涵盖计算机程序编写和项目管理等非物质性活动。
1.2 用途“Production”一词通常与创造、制造、开发、创意等概念相关联。
无论是实体产品还是虚拟服务，在其从原材料或想法转化为最终成果的整个过程中，“Production”都扮演着不可或缺的角色。
二、 Production的应用领域“Production”的应用范围极为广泛，并且渗透到了各个行业和领域。
以下将重点介绍几个主要的应用领域：2.1 工业生产工业生产是最常见的“Production”应用之一。
它涵盖了从制造业到加工业等多个领域。
在工业生产中，生产线和机器设备发挥着关键作用。
通过自动化技术和精细管理，企业可以提高生产效率、降低成本，并确保产品质量的稳定。
2.2 影视制作影视行业中的“Production”是指整个电影或电视剧的创作、拍摄和后期制作过程。
从编剧构思到选角、布景、灯光以及最后的配乐，每一个环节都需要经历严格的制作流程以确保影片质量。
在这个过程中，“Production”有助于确保项目顺利进行，并最终呈现出观众想要看到的效果。
2.3 软件开发在软件开发行业中，“Production”通常用于描述从设计到发布和维护软件产品的全过程。
项目团队使用敏捷开发方法或传统瀑布模型来管理各个阶段的任务，例如需求分析、编码、测试和部署等。
通过有效地组织和控制“Production”过程，团队能够按时完成高质量的软件产品交付给客户。