工业工程英语第四到7章全文翻译

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工业工程专业英语最全翻译

UNIT ONEIndus‎t rial‎Engin‎e erin‎g Educa‎t ion for the 21st Centu‎r y21世纪的‎工业工程教‎育The 21st centu‎r y is just a few years‎away. Strat‎e gic plann‎e rs all over the world ‎a re using‎the year 2000 as the point‎futur‎e busin‎e ss activ‎i ties‎.Are we all ready ‎f or that time? As the indus‎t rial‎world‎prepa‎r es to meet the techn‎o logi‎c al chall ‎e n ges‎of the 21st centu‎r y, there‎is a need to focus‎on the peopl‎e who will take it there‎. Peopl‎e will be the most impor‎t ant of the “man-machi‎n e-mater‎i al” syste‎m s compe‎t ing in the next centu‎r y. IEs shoul‎d play a cruci‎a l role in prepa‎r ing organ ‎i z ati‎o ns for the 21st centu‎r y throu‎g h their‎roles‎as chang‎e initi‎a tors‎and facil ‎i t ato‎r s. Impro‎v emen‎t s are neede‎d in IE under‎g radu‎a te educa‎t ion if that role is to be succe‎s sful‎l y carri‎e d out.21世纪来‎临在即，全世界的战‎略家们把2‎000年作‎为商业活动‎的焦点。

工业工程专业英语第三章翻译

《专业英语》课程论文（工业工程11级）指导教师：李发权小组成员姓名：学号：刘凯311102020215 刘雪涛311102020216 马文杰311102020217 乔茂康3111020202182014年11月23日Manufacturing SystemsUnit1 Introduction To Manufacturing SystemsIn this chapter, we consider how automation and material handing technologies are synthesized create manufacturing systems. We define a manufacturing system to be a collection of integrated equipment and human resources, whose function is perform one or more processing and/or assembly operations on a starting raw material part, or set parts. The integrated equipment includes production machines and tools, material handling and work positioning devices, and computer systems. Human resources are required either full time or periodically to keep the system running. The manufacturing system is where the value-added work is accomplished on the part or product. The position of the manufacturing system in the larger production system is shown as Figure. 3.1 Examples of manufacturing systems include :●One worker tending one machine, which operates on semi-automatic cycle● A cluster of semi-automated assembly machine, attended by one worker● A full automated assembly machine, periodically attended by a human worker● A group of automated machines working on automatic cycles to produce a family ofsimilar parts● A team of workers performing assembly operations on a production lineComponents of a Manufacturing systemA manufacturing system consists of several components. In a given system, these components usually include:1)production machines plus tools, fixtures, and other related hardware;2)material handling system ;3)computer systems to coordinate and/or control the above components ;4)human workersProduction MachinesIn virtually all modern manufacturing systems, most of the actual processing or assembly work is accomplished by machines or with the aid of tools. The machines can be classified as 1) manually operate , 2) semi-automated ,or 3)fully automated , Manually operated machines are directed or supervised by a human worker. The machine provides the power for the operation and the worker provides the control. Conventional machine tools (e. g ,lathes , milling machines ,drill presses ) fit into this category . The worker must be at the machine continuously.In manufacturing systems, we use the term workstation to refer to a location in the factory where some well-defined task operation is accomplished by an automated machine , a worker-and-machine combination , or a worker use hang tools/or portable powered tools. In the last there no definable production machine at the location . Many assembly tasks are in the category . A given manufacturing system may consist of one or more workstations. A system with multiple stations is called a production line , or assembly line , or machine cell ,or other name ,depending on its configuration and function .Material Transport SystemsIn most processing and assembly operations performed on discrete parts and products, the following ancillary functions must be provided :1)loading and unloading work units and2)positioning the work units at each station . In manufacturing systems composed of multipleworkstations, a means of3)transporting work units between stations is also required. These functions are accomplishedby the material handling system . In many case , the units are moved by the workers themselves, but more often some form of automated material transport system is used to reduce human effort .Most material handling systems used in production also provide4) a temporary storage function .The purpose of storage in these is usually to make sure thatwok is always present for the storage , that is, that the stations are not starved (meaning that they have nothing to work on )Some of the issues related to the material handling system are often unique to the particular type of manufacturing system ,and so it makes sense to discuss the details of each discussion here is concerned with general issues relating to the material handling system.Loading, Positioning, and Unloading. These material handling functions occur each workstation. Loading involves moving the work units into the production machine or processing equipment form a source inside the station. For example, starting parts in batch processing operations are often stored in contain in the immediately vicinity of station. For most processing operation, especially those requiring accuracy and precision, the work unit must be positioned in the production machine. Positioning provides for the part to be known location and orientation relative to the work head or tooling that performs the operation.Position in the production equipment is often accomplished using a workholder. A workholder is a device that accurately locates, orients, and clamps the part for the operation and resists any forces that may occur during processing. Common workholder include jigs, fixtures, and chucks. When the production operation has been completed, the work unit must be unloaded, that is, removed form the production machine and either placed in a container at the workstation or prepared for transport to the next workstation in the processing sequence. Prepared for transport may consist of simply loading the part onto a conveyor leading to the next station.When the production machine is manually operated or semi-automatic, loading position, and unloading are performed by the worker either by hand or with the aid of a hoist. A mechanized device such as an industrial robot, parts feeder, coil feeder (in sheet metal stamping ), or automatic pallet changer is used to accomplish these material handling functions.Work Transport Between Station. In the context of manufacturing system, work transport means moving parts between workstation in a multi-station system. The transport function can be accomplished manually or by the most appropriate material transport equipment.In some manufacturing systems, work units are passed from station to station by hand. Manual work transport can be accomplished by moving the units the one at a time or in batches. Moving parts in batches is generally more efficient, according to the unit load principle. Manual work transport is limited to cases in which the parts are small and light, so that the manual labor is ergonomically acceptable. When the load to be moved exceeds certain weight standards, powered hoists and similar lift equipment are used. Manufacturing systems that utilize manualwork transport include manual assembly lines and group technology machine cells.Various types of mechanized and automated material handling equipment are widely used to transport work units in manufacturing systems. We distinguish two general categories of work transport, according to the type of routing between station:1)variable routing and2)fixed routing. In variable routing transport is associated with job shop production andmany batch production operations. Manufacturing systems that use variable routinginclude group technology machine cells and flexible manufacturing systems. In fixedtouting, the work units always flow through the same sequence of station. This meansthat the work units are identical or similar enough that the processing sequence isidentical. Fixed routing transport is used on production lines. The difference betweenvariable and fixed routing and fixed routing is portrayed in Figure 3.2.制造系统制造系统的介绍在这一章,我们考虑如何合成创造制造业自动化和材料处理技术系统。

工业工程专业英语翻译(3)

什么问题可能会在如此明亮的机会阵列上投下阴影呢？对于初学者来说，随着工业工程新的机遇的产生，诸如工业工程师到底能胜任什么样的工作问题也随之产生。
At one time, it was easier to define what an IE did .” Industrial engineering was simple in those days when we dealt with methods, work standards and work simplification,” says Carlos Cherubin, director of engineering for The Limited Co. “But there has to be some way to get past the old industrial engineering definition.”
值得一提的是，工业工程现在有更多的机会去集中于现在许多企业已经视为独立的学科的众多领域中的一个-----包括防真学、运筹学、人因学、物料搬运和物流学。
The name game
命名问题
What problems could possibly throw a shadow on such a bright array of opportunities? For starters, as new opportunities have developed for the IE, new questions have formed about what types of jobs the industrial engineer is qualified to perform.
工业工程师非常善于解决问题。可是具有讽刺性的却是他们仍有一个长期性的问题得不到解决----一致性。而且这个问题解决起来一直很困难。事实上，“一致性”恰好是目前工业工程领域所面临的众多挑战性问题之一。

工业工程周跃进专业英语课文第七章(精)

Chapter 7 ErgonomicsUnit 1 Introduction to ErgonomicsDefinition of ErgonomicsWhat is ergonomics (sometimes called human factors? Most people think it is something to do with seating or with the design of car controls and instruments. It is… but it is much more! Ergonomics is the scientific discipline concerned with the understanding of interaction among humans and other element of a system, and the profession that applies theory, principles, data and methods to design in order to optimize human being activities and overall system performance. In other words, ergonomics is the application of scientific information concerning humans to the design of objects, systems and environment for human use. Ergonomics is an effective approach which puts human needs and capabilities at the focus of designing technological system. Until now, Ergonomics comes into everything which involves people, such as work systems, sports and leisure, health , safety , and so on.人体工程学的定义什么是人体工程学 (有时称为人为因素 ? 大多数人认为这是什么与阀座或设计的汽车控制和仪器。

工业工程专业英语--翻译

工业工程专业英语--翻译工业工程的真正价值 Real IE ValueIn addition, the IE now has a greater opportunity to concentrate on any one of a broad variety of areas that many companies now recognize as individual departments-including simulation, operations research, ergonomics, material handling and logistics.值得一提的是，工业工程现在有更多的机会去集中于现在许多企业已经视为独立的学科的众多领域中的一个-----包括防真学、运筹学、人因学、物料搬运和物流学。

Work-measured Labor Standards 基于作业测量的劳动标准If you are a manufacturer, chances are you have a bill-of-materials (BOM) system to determine standard parts cost. Do you also have an equivalent bill-of-labor system to determine standard labor cost?如果你是一个制造商，你有可能会有一个物料清单系统来确定标准件的成本。

你是否也能得到类似的劳动力清单系统来确定标准的劳动成本,Time study——The most widely used tool to develop standard times is still time study. Time study reflects what is happening in your job or project. It is also easy to learn and use. Now, the PC has made summarization of time study data a matter of seconds instead of hours.时间研究----用来开发标准时间使用最广泛的工具依然是时间研究。

EG Test 4 Passage 2 阅读译文

Theories of Accident Causation in the Workplace工伤事故因果关系论A Herbert Heinrich,a pioneer in workplace safety philosophy, originally suggested that workplace accidents followed a sequence of five contributing causes,and he used the image of a set of dominos to illustrate the cause and effect chain reaction that was central to his theory.Heinrich maintained that eliminating one contributing cause,like taking away one domino from the row,would prevent the chain from collapsing.赫伯特.海因里希是工业安全学的先驱。

他率先认为工伤事故是紧随五大原因序链之后发生的，并通过一组骨牌模型阐释了这种因果连锁反应。

该反应是他理论的核心。

海因里希表示，剔除其中任何一个因素，比如说从排列中抽掉一张骨牌，都能防止整个骨牌列倒塌。

B His original theory was published in1931and has since been updated and modified.In the original theory,which was later extended,the end result,or final domino in the series,was injury or damage.He stated that the immediate cause of this was an accident in the workplace.As would be expected from the1930s worldview,Heinrich was inclined to place the blame for accidents fairly and squarely on the shoulders of the workers.A workplace accident,in his theory,was immediately attributable to unsafe acts.Although he did acknowledge that these unsafe acts might take place in a hazardous situation,he stated that these situations were generally created by,and the responsibility of,the workers.He labelled this factor as'fault of person'.Heinrich suggested that'fault of person'had its roots in the workers'ancestry,or genetic factors, combined with the social environment they lived or worked in.他最初的理论于1931年出版，之后不断得以补充和修改。

工业工程专业英语翻译1

The Roles of IE(p1)工业工程作为一种集经典与新颖于一身的专业出现，在科学技术高速发展的今天，用来解决复杂，系统性的问题。

尤其是经济快速发展并逐步成为世界制造中心的中国，对工业工程的迫切需求将持续增长和扩宽。

一个生产或服务系统包括输入，转换和输出。

通过这种转换，系统的附加值、系统的效率和有效性将得以增长和提高。

转换过程依赖使用的技术和管理科学，有时依赖它们二者。

管理一个生产或一个服务系统是困难和复杂的，它需要基础科学，工程科学，行为科学，电脑和信息科学，经济学方面的知识以及大量与生产及服务系统相关的基本原则与技术。

The Demand for IE Graduates学习工业工程的课程旨在让学生有能力应对发展中国经济和建设和谐社会的挑战。

确实，有很多工业工程的毕业生未来将要规划，运营现代生产系统和工厂。

其他的一些毕业生会选择在类似健康护理，金融，后勤，交通，教育，公共事业管理或者咨询机构工作。

社会对工业工程毕业生的需求是强烈的，并且，这种需求每年还在不断增长。

事实上，工业工程专业的人才是供不应求的。

这种供求不平衡明显高于其他工程和科学领域，并且，在未来很多年里会一直存在。

因此，在2006年，中国有超过165所大学或学院开设了工业工程。

Engineering and Science工业，工程，这两个词是如何结合而构成工业工程这个术语的呢？工业工程和其他工程学科以及工商管理和社会科学有什么关系呢？为了明白工业工程在以经济与知识为基础的现如今的作用，学习IE演变过程中的那些有希望的历史发展是十分有益的。

我们有很多讲述工业工程历史发展的方法，但因为我们的兴趣只是回顾工程发展中的重要事件，尤其是那些IE专业化的因素，所以本单元的讨论较简洁。

更加完整的IE发展史可在参考资料中查到。

一直以来，工程与科学就在一个平行，互补的模式中发展，尽管发展速度不尽一致。

但是，科学是对基本知识的探索，工程是应用科学以解决问题和谋求更好的生活。

工业工程专业英语Chapter 7 Ergonomics

1. Definition of Ergonomics
Ergonomics is the scientific discipline concerned with the understanding of interactions among humans and other elements of a system, and the profession that applies theory, principles, data and methods to design in order to optimize human being activities and overall system performance.
2. Aim of Ergonomics
The aim of ergonomics is to ensure that humans and technology work in complete harmony, with the equipment and tasks aligned to human characteristics.
教学要求：
对人因学发展的历史进行简要介绍的基础上对基本的人因系统模型进行阐述，并对未来的发展趋势予以介绍。通过本章学习，对人因学的相关术语和知识有一个全面的了解。本章共一次作业（作业9）
本章专业词汇
ergonomics:工效学 human factor：人因 instrument：仪器、器械 muscle：肌肉 fatigue：疲劳 inevitable：不可避免的 align：适应 cognitive：认知的 physiology：生理学 psychology：心理学 multi-disciplinary：多学科性质的 anthropometry：人体测量学 cockpit：飞机座舱、驾驶员座舱 feat：技艺、合适的 nutrition：营养 thermal：热量的 vibration：振动 high-tech：高科技 anatomical：解剖的 biomechanical：生物力学的 musculoskeletal disorder：肌骨失调 inclusive design：全方位设计 acoustics：声学 navigation：导航 frustration：挫败 practitioner：开业者 sensory：感觉的 long and short-term memory：长短时记忆 interface：界面、接口 human-centered design：以人为中心设计 substandard：低于标准的 repetitive strain injury：重复性劳损 work related upper limb disorder：工作引起的上肢功能障碍 percentile：百分位

精选工业工程专业英语

Understanding the definition of IE(1)
Industrial: any organization integrated systems: a factory, a cityspecialized knowledge: mechanical, physical, and social sciences, the principles and methods of engineering analysis Objectives: to specify, predict, and evaluate, the results to be obtained from such systems
industrial engineering:工业工程manufacturing industry:制造业production system：生产系统service system:服务系统efficiency:效率effectiveness:效果curricula: 课程 (or curriculum)harmonious society:和谐社会IE graduates:工业工程毕业生（IEs）IE engineers:工业工程师（IEs）facility:设备、设施health-care delivery: 卫生保健服务discipline:学科methodology:方法literature:文献economic and knowledge-based era:知识经济时代specialty:专业feedback：反馈hand in hand :合作inclined plane:斜面corkscrew: 螺丝刀simple lever:单杠杆friction: 摩擦molecular:分子的electricity: 电、电学、电流、电气thermal process:热处理manipulate:处理，使用，操纵variable:变量Pythagorean theorem:勾股定理

工业工程专业英语复习资料（段落+专业词汇）

工业工程专业英语复习资料（段落+专业词汇）工业工程专业英语复习资料一、句子翻译：1. A production system or service includes inputs, transformation, and outputs. Through transformation, the added values are increased and system efficiency and effectiveness are improved.2. Industrial engineering emerged as a profession as result of the industrial revolution and the accompanying need for technically trained people who could plan, organize, and direct the operations of large complex systems.3.Taylor’s original contribution, constituting the beginning of industrial engineering, was his three-phase method of improving efficiency：Analyze and improve the method of performing work, reduce of times required, and set standards for what the times should be.4. Some operations research problems involve a large number of equations –some linear programming solutions, for example-but the complexities of representation in any one of the many equations may, and often do, make the entire set of equations unsolvable.5. The machine to an industrial engineer is a black box that has a production rate, yield rate, required operator skills, process capabilities, and other production system attributes.6. The industrial engineering responsibility involves the integration of workers, machines, materials, information, capital, and managerial know-how into a producing system that will produce the right product, at the right cost, at the right time.7. Process analysis is one of the main contents of methodstudy, by which researchers can completely observe and record the whole production processes and carry out integrated analysis form a macroscopic viewpoint.8. With today’s increasing competition from foreign producers, there has been an increasing effort to establish standards based on facts rather than judgment.9. Accurately establish time standards make it possible to produce more withina given plant, thus increasing the efficiency of the equipment and the operating personnel. Poorly established standards, although better than no standards at all, lead to high cots, labor dissension, and possibly even the failure of enterprise10. A process is any activity or a group of activities that takes one or more inputs, transforms and adds value to them, and provides one or more outputs for its customers.11. Production Planning is the process of converting corporate strategy along with market and financial policy into details for the efficient utilization of the production system.12. A simplified view of the strategic planning process is shown by the following process: Mission and objectives →Environmental scanning→Strategy formulation →Strategy implementation→Evaluation and control.13. The main advantage of the process layout is its comparatively lower machine cost and wider flexibility of work that can be done. Its main disadvantage is time lost traveling to different areas in the building to assemble the various pieces.14. The Council of Logistics Management defined the logistics in 1992 as the process of planning, implementing an controlling the efficient, flow and storage of goods, services, and related information from point of origin to point of consumptionthe purpose of conforming to customer requirements.15. The theory of logistics engineering is the study of analyzing, designing, optimizing and controlling the logistics system as a whole. It utilizes the methods of the industrialengineering and systems engineering. The study of logistics is of great importance in the production practice.16. Ergonomics is scientific discipline concerned with the understanding of interactions among humans and other elements of a system, and the profession that applies theory, principles, date and methods to design in order to optimize human being activities and overall system performance.17. Ergonomics has a wide application to everyday domestic situations, but there are even more significant implications for efficiency, productivity safety and health in work settings.18. Engineering Psychology is defined as the application of psychological principles, knowledge, and research to improve the ability of humans to operate more effectively in a technological society.19.Accurately established time standards make it possible to produce more within a given plant, thus increasing the efficiency of the equipment and the operating personnel. Poorly established standards, although better than no standards at all, lead to high costs, labor dissension, and possibly even the failure of the enterprise.20.The roles of IEIndustrial engineering is emerging as one of the classic and novel professions that will be counted for solving complex and systematic problems in the highly technological world of today.作为一种古老和新颖的专业之一，工业工程的出现将用来解决当今高度技术发展的世界所遇到的复杂的系统问题。

工业工程外文翻译

外文资料Business Process Change: A Study of Methodologies, Techniques, and Tools.CHAPTER 1: INTRODUCTION1.1 The Rationale for TQM and BPROver the past two decades, domestic competition and globalization have threatened the growth, profitability and the very survival of many firms and organizations in general. Organizational and technological factors are combining to create a very competitive business environment in which customers are the focal point. Further, these factors can sometimes change quickly in a very unpredictable manner (Turban, McLean and Wetherbe 2002). The pace of change and the degree of uncertainty are expected to accelerate in the twenty-first century. Specific developments will be difficult to predict with certainty, and the types of changes will vary across industries. Competition will continue to increase both at home and abroad. There will be many new products with shorter development cycles and life cycles. Some industries will have smaller production volumes with more product customization and variety (Hunt 1989). New technologies will optimize production processes and improve product quality. All of these changes are significantly affecting the way business is conducted in not only international markets but also in local markets, which are now increasingly exposed to worldwide competition.Globalization will pose challenges for some firms, while offering growth opportunities for firms capable of developing a global reach (Taylor 1991).No organization, big or small,private or public, in the manufacturing or the service sector, can afford to ignore these changes (Kelada 1996).Effective response to the changes and competitiveness in manufacturing or service operations requires a clear understanding of the business environment, anticipation of market trends, and the effective management of organizational capabilities to quickly respond to customer needs. As customers become more knowledgeable about the availability and quality of products and services, theirsophistication and expectations increase. They demand customized products and services with high quality and low prices. Organizations will be under increasing pressures to produce more, using fewer resources (Turban et al. 2002).In order to succeed or even survive in this dynamic world, companies must not only take traditional action, such as lowering costs, but also take innovative action, such as changing structure or processes (Boyett and Boyett 1995). Other researchers have proposed various paradigms, theories, and strategies to cope with the ever changing environment and to sustain Organizational Competitiveness. Two proposed strategies are the evolutionary approach of Total Quality Management (TQM) and the revolutionary approach of Business Process Reengineering (BPR).TQM has been adopted as the organization-wide approach to quality management and continuous improvement since the early 1980s in the United States. It has been widely studied and implemented both in practitioner and academic research literature. An Industry Week article (Benson 1993) claimed that, "In 10 short years, TQM has been as pervasive a part of business thinking as quarterly financial results. A special section of Fortune magazine titled, "Quality 2000: The Next Decade of Progress," included the following statement, "since 1985, thousands of organizations have adopted and applied the principles of total quality management (TQM). As a result, the worldwide standards for the quality of products and services have never been higher. TQM has proven to be a highly adaptive management tool that is here to stay. It has passed the fad test. TQM has delivered on its promise, but has not reached its potential." Today, people talk much less about TQM; however, they practice it, applying its concepts and principles to their work (Kelada 1996). Many companies that have successfully adopted TQM do not even use the phrase total quality anymore; it has simply become a way of doing business (Jacob 1993).Some companies have achieved major improvements. As Samson and Terziovski (1999) state, "At the pinnacle of lists of those who have accomplished great improvements are the winners of the various quality awards around the world." However, they also argue that after twenty years of experience with TQM practices, it is clear that the performance improvements are, "indeed not clear, but are verymixed!" They add, "for each successful implementation of TQM there are many which have not been able to translate their efforts into operational or business improvement." There have been TQM failures reported by other authors in the literature. According to Kelada(1996), there have been "more failures than successes".TQM has also been criticized as being no longer adequate for survival in the increasingly dynamic competitive environment. Can and Johansson(1995) stated that TQM had not worked for many companies because it had been narrow in focus and limited to improving the existing way of doing business. Some experts claimed that BPR had replaced TQM because the latter was an incremental, limited and continuous improvement of existing processes. In contrast they claimed that BPR was a radical change in business processes, and the most effective approach in dealing with the drastic changes in the world (Kelada1996). Hammer(1990) advised, "don't automate,obliterate." He defined Reengineering as the radical redesign of business processes for dramatic improvement. He emphasized a "clean-slate" approach i.e. discard the old system and start with one that has been completely redesigned. Other researchers such as Davenport and Short (1990), Davenport(1993b), Hammer and Champy (1993), and Teng, Grover, and Fiedler(1994) also recommended using Business Process Reengineering (BPR) to radically redesign and improve business processes.In the face of intense competition and other business pressures, Davenport(1993b) suggested that, "quality initiatives and continuous, incremental process improvements, though still essential, will no longer be sufficient." He added that, "firms must seek not fractional, but multiplicative levels of improvement一l OX rather than 10%. Such radical levels of change require powerful new tools that will facilitate the fundamental redesign of wo rk.”Davenport(1993) depicts the History of Process Improvement Approaches in Figure 1 .The first approach was Inspection as the final step in the manufacturing process.Poor quality goods were rejected or recycled. The second approach used Statistical Quality Control to implement a strict control of the manufacturing process.It focused on improvement in existing processes. The radical Process Innovation approach was adopted in the 1980s.1.2 Business Process ReengineeringBPR has also been known as Business Process Redesign, Business Reengineering, Process Improvement, Process Innovation, Business Transformation and Business Process Change. There has been much confusion as to what this strategy entails, and when it came into existence. Earl(1994) wrote an essay attempting to evaluate and understand what is new and what is old about BPR. He described BPR as the "latest management recipe being offered for the survival of western businesses." He wrote, "The protagonists seem convinced that it is a new approach to improving business performance even if it may be a synthesis of recent and not so recent ideas. The cynics feel that they have seen it before in different guises and stress the apparent naivety of some of the component concepts.Meanwhile some of the companies claim that `it has worked for them', even if some did not realize it was BPR that they were practicing! These claims and counterclaims can be caricatured as `new wonder drug' or `old wine in new bottles'." Earl concluded that BPR had components that were both old and new.Davenport (1995) stated that all "components" of BPR existed prior to 1990, but later assembled into one management process. He added that, "Reengineering is new, therefore, only as a new synthesis of previously existing ideas."King (1994) stated that Process Reengineering was in the debunking phase of its life cycle. He proposed the existence of an evolutionary pattern in which management ideas and techniques are first presented as panaceas for business success and subsequently debunked as worthless. He mentioned previous examples and suggested that BPR was not immune to this pattern.The years following the seminal BPR publications in 1990-1993 were characterized by a bandwagon effect involving many firms eager to implement BPR. The continued global competition, economic down turn, and the potential offered by emerging technologies were pushing finms to fundamentally rethink their business processes. Many firms reasoned that business process change was the only way toleverage their core competencies and achieve competitive advantage. This belief led to a near "reengineering frenzy" (Kettinger and Grover 1995).By the mid 1990s, a number of firms had poor experiences in implementing BPR The literature began reporting failures as highas50-75%(Caron, Jarvenpaa&Stoddard,1994;Hammer&Champy,1993;Braganza&Myers,1997). Support for BPR began to wane. Some researchers attempted to stem the tide of negative reaction by explaining the fundamentals of BPR and its "real" objectives.The increasing competitive pressure that organisations currently face forces them to find ways of minimising the time it takes to develop the product, bring products to the market and offer efficient and effective service to customers while at the same time maximising profits. This pressure has made BPR one of the most popular topics in organisational management and has created new ways of doing business (Tumay 1995). BPR relates to the fundamental rethinking and radical redesign of an entire business system to achieve significant improvements in performance of the company.Many leading organisations have conducted BPR in order to improve productivity and gain competitive advantage. For example, a survey of 180 US and 100 European companies found that 75% of these companies had engaged in significant re-engineering efforts in the past three years (Jackson 1996). Among the reasons leading to the success of BPR is an emphasis on a top-down approach, empowerment, teamworking and flattening of hierarchies.Nevertheless, despite the success stories associated with BPR, there are high failure rates associated with it. Hammer and Champy(1995 ) noted that failure rates as high as 70% can be observed as a result of BPR. However, presently, data to support this claim is limited.Research in the area has tried to provide reasons for this high failure rate. Among these are: trying to do too much, not appreciating the risk factors (communications, mea surer, accountability) and not putting the most appropriate people on the project. However, among the top five reasons leading to the failure of BPR, the one that concerned people was prominent. In this, `middle management resistance' was cited as the most common cause for failure.Other reasons contributing to BPR failure were top/senior management, the prevailing culture and political culture, as well as employee fear and resistance to change (Gram and Wellins 1996). Other frequently cited problems related to BPR include the inability to predict the outcome of radical change, difficulty in capturing existing processes in a way that can be seen by multidisciplinary team members, a lack of creativity in process redesign, cost of implementing the new process, or inability to recognise the dynamic nature of the processes. It is often argued that one of the major problems that contribute to the failure of BPR projects is a lack of tools for evaluating the effects of designed solutions before implementation (Paolucci et al 1997; Tumay 1995).Mistakes as a result of BPR can only be recognised once the redesigned processes are implemented. This raises important issues, as it is particularly expensive and difficult to attempt the task of correcting earlier mistakes at this point. Although the evaluation of alternative solutions might be difficult, it is imperative that the risks associated with BPR projects are minimised. The following section describes the approach that the centre has adopted to investigate the aforementioned issues.The Centre for Re-engineering Business Processes at Brunel University aims to investigate how the success rate of BPR can be improved. We suggest that this can only be achieved by considering all the relevant factors in a systematic manner. Some of these factors include the role of information technology in business process change as enabler and implementers, human and organisational factors related to, for example, resistance to change or motivation of teams involved in BPR, and the importance of using dynamic modelling techniques to develop models of processes prior to their change. Some of the current areas of our research are summarised and described in Fig. 1 .Experiences from other similar organisations that under took BPR, investigating cases of BPR success and failure and learning lessons from other BPR projects represent another important area to be considered.Additional factors that are vitally important to BPR projects are the human aspects. These factors could determine how the resistance to change could bereduced and how teams involved in BPR projects could be better motivated which eventually leads to better performance within the team and better results for the BPR project.The role of information technology as a BPR enabler or implementer is another important area that is being investigated by the members of REBUS. It has been perceived that knowledge management is becoming increasingly important for organisations. Capturing tacit knowledge and disseminating it among employees has significant impact on business processes, organisational culture and general performance of a company. This is one of the new areas being researched within the centre.Other research areas being investigated include: the study of interorganisational system stakeholders and the role of stakeholders in BPR (Pouloudi and Whitley 1997), business process modelling, information systems-enabled change management (Giaglis et al 1999a), the success and failure of business re-engineering in developing and industrial countries, the coherence of business process changes and information technology (Choudrie et al 1998) and management innovation and change panaceas (Currie and Hlupic 2000).Stakeholders have their own interests, and by committing themselves to the team these can be reconciled. For instance, a case team could consist of technicians, managers or consultants, each having experience and knowledge of different areas of expertise. Different areas can thus be reconciled by bringing them together as a team, and in doing so enabling them to work towards a common goal.中文翻译业务流程变化：方法学的研究，技术和工具第1章：引言1.1基本原理TQM和BPR在过去的二十年中，国内竞争和全球化有受到威胁的增长，盈利能力及许多企业和组织的生存一般。

工业工程专业英语翻译2

Chapter 1 工业工程简介Unit 1 工业工程简介工业工程的角色作为一种古老和新颖的专业之一，工业工程的出现将用来解决当今高度技术发展的世界所遇到的复杂的系统问题。

尤其是随着中国经济的快速发展，中国扮演着世界制造工业的中心的角色，对工业工程的要求将持续迫切地增加和扩展。

一个生产系统或服务系统包括输入、转换和输出。

通过转换，提高了附加值，改善了系统的效率和效果。

转换的进程依赖于使用的技术和科学的管理以及两者的结合。

管理一个生产系统和服务系统是一个具有挑战性的复杂的任务。

它需要基本的科学、工程学、行为学、计算机信息科学、经济学和关于生产和服务系统基本规律与技术的大量课题等方面的知识。

工业工程毕业生的需求工业工程这门课程被设计用来使学生适应构建中国经济与和谐社会的未来的挑战。

的确，许多工业工程毕业生将设计和管理现代制造系统和设施。

其他的将选择致力于像健康保健、金融业、后勤物流、运输、教育学、公共管理或咨询行业等服务领域。

本书目标本书的主要目的是介绍系统的理论和先进的技术以及工业工程的相关科目和它们的英语表达的方法。

本书的另一个目的是强化和提高学生们阅读和理解与工业工程有关的专业化英语文献的能力。

工程与科学“工业的”和“工程”这两个词是怎样结合起来形成“工业工程”的？工业工程和其他工程学科以及商务管理和社会科学之间是什么关系？为了理解工业工程在当今的经济和基于知识的时代中所扮演的角色，了解在工业工程进化过程中有希望的历史发展是有益的。

有许多方法来书写工业工程的历史发展。

因为我们的兴趣是回顾工程发展的意义，尤其是那些把工业工程引导成为一个专业的意义，所以在本单元的介绍只做了简单的处理。

我们可以从参考文献中得到更多关于工业工程发展的完整历史。

虽然工程和科学的发展步调一直都不同，但是他们却是以并行、互补的形式发展起来的。

工程关系到对问题的解决和对“更好的生活”的要求的科学知识的应用，然而，科学却关系到对基本知识要求。

工业工程专业英语翻译

TQM是一种对商业活动中所有方面的质量进行持续改进的一种方法, 也就是对个体、群体和整个的组织进行改良的持续过程。它是一种综合方法和实践的运用，尤其重视高层管理承诺、连续改进、以客户为中心、长远战略、员工参与和团队合作、员工授权、流程管理、竞争标杆管理等等方面。
The origin of the TQM movement dates back to the early 20th century when Walter Shewart, in the early 1920s, first introduced the concept of statistical process control (SPC) to monitor quality in mass production manufacturing. This was followed by many quality management to TQM. Crosby (1979), the four absolutes, Deming (1986), fourteen points, Feigenbaum (1993), total quality control, Ishikawa (1985), quality control circles, Juran et al.(1988),quality trilogy and Taguchi(1986),loss function, have prescribed different techniques and organizational requirements for effective implem工业世界是以制造业为导向的，并且工业界正在历经一场变革，人们更加关注装配线，大批量生产制造，供应商关系，准时生产和单元制造等方面。因为这些因素，管理理论（包括质量管理）的大部份的技术和策略都是定量的，并且针对性地解决生产线上的问题。

工业工程专业英语每段对应翻译(全)

Unit 1 Introduction to Industrial EngineeringThe Roles of IEIndustrial engineering?(IE)?is?emerging as one of the classic*and novel professions that will be counted for solving complex and systematic problems in the highly technological world of today.?In particular，with the rapid development of China’s economy and its acting as a center of world manufacturing industries，the demand for IE will increase and widen continuously and urgently.工业工程是新兴的经典和新颖的将计算解决复杂和系统性的问题，在今天的高度科技世界职业之一。

，特别是在中国快速发展的经济和其作为世界制造业中心的演技，为IE的需求将增加，并不断扩大和迫切。

A production system or service system includes inputs, transformation, and outputs. Through transformation, the added values are increased and the system efficiency and effectiveness are improved. Transformation processes rely on the technologies used and management sciences as well as their combination.生产系统或服务系统，包括输入，转换和输出。

工业工程专业英语重点句子汇总(一到七章)

工业工程英语重点句子汇总第一节对工业工程的认识Industrial Engineering Education for the 21st Century21世纪的工业工程教育IEs should play a crucial role in preparing organizations for the 21st century through their roles as change initiators and facilitators. Improvements are needed in IE undergra duate education if that role is to be successfully carried out.工业工程师为21世纪在正在准备的组织工程中扮演了一个至关重要的角色，他们的角色是作为创始者和促进者。

如果这个角色成功执行的话，在工业工程本科教育过程中，改进是必须的。

Undergraduate education is the foundation for profession practice. Undergraduate pr ogram are the basis for entry into graduate school; and other professional fields. To facili tate this transition, urgent improvements are needed in education strategies.本科教育是专业实践的基础，本科教育的课程是进入研究院和其它专业领域的基础。

为了促进这个转变，在教育策略方面作以紧迫改进是必须的。

Existing models of total quality management (TQM) and continuous process improv ement (CPI) can be adopted for curriculum improvement. However, because of the uniqu e nature of academia. re-definition of TQM will be necessary so that the approach will be compatible with the academic process.现有的全面质量管理和持续程序改进模式可以纳入课程改革。

工业工程专业英语复习(完整版)

CHARTER 2Industrial engineers are great at solving problems.工业工程师非常善于解决问题。

New technologies have improved accuracy and speed and generally have increased the IE’s ability to cover a more diverse set of interests.新技术已经提高了精确度和速度并逐渐提高了工业工程师们解决更多样问题的能力。

The problems associated with renaming IE departments to describe their particular function may have more to do with appearance than with the actual job being performed.将工业工程部重新命名，以明确描述其具体职能，期间所所出现的问题与其说与实际完成的工作有关，倒不如说与问题的表象有关。

Most IEs eventually must sell their ideas and plans to management, which often requires above-average communication skills. For many IE graduates, this is a tough challenge.许多工业工程师都必须要推销自己的想法和计划给管理部门，这常常需要较好的交流技巧.可这对于工业工程的毕业生来说是个很大的挑战.With all of these challenges facing the IE profession, there may be some who doubt the IEs’future. But if the individual IE will assume the role as a change implementer --- not a change follower --- broad opportunities are on the horizon.工业工程行业所面临的这些挑战会使一些人担心工业工程师的前途。

工程专业英语课文翻译（5篇）

工程专业英语课文翻译（5篇）第一篇：工程专业英语课文翻译合同规定，影响现金流量，的承建商必须认识到，实现对某一特定项目的现金流量，将取决于在一定程度上按照合同的约定。

的时间收到的收入，这是尤其如此，因此，它是重要的合同文件进行仔细检查，以充分了解合约条款将影响现金流的项目。

考虑几乎在每一个项目上的一些项目将被讨论。

付款时间表：该类型的合同规定的付款时间表的一般性质。

单价合同，投标本身的各种收费项目中列举。

收费项目的列表给出了一个清晰的信息需要进行一个现金流analysis.Of的特别兴趣项目，具体包括收费项目或明确排除的薪酬项目。

对于exrample，动员可以是一个大的成本项目的承包商，在项目的早期发生。

一个人可以许可动员的薪酬项目，仅仅是为了防止承包商承担一个大的负现金流，在项目的早期，有些业主支付的动员与等量的规定，被分配到复员。

有些业主sirrtply不支付动员，声称不提高项目本身的价值仅仅存在几件装备或一些临时建筑物。

其他项目，并不总是要在合同中的项目包括的模板，scaffoldinig，和支撑。

这些物品可能是必不可少的交付项目，但不这样做，对自己带来任何价值的项目。

例如，如果模板拆除混凝土浇筑前，没有任何价值被添加到项目中。

承包商会，当然，必须支付这些项目。

为了报销，承办商必须简单地分配这些成本在一些时尚的其他收费项目。

的分布可能是“一刀切”的费用可转移到一定的工资项目，可能会产生更有利的承包商的现金流。

这种分配的成本必须小心。

第二篇：制药工程专业英语 Unit 13 课文翻译Unit 13Sterile ProductsSterile ProductsSterile products are dosage forms of therapeutic agents that are free of viable microorganisms.Principally，these include parenteral，ophthalmic，irrigating preparations.Of these, and parenteral products are unique among dosage forms of drugsbecause they are injected through the skin or mucous membranes into internal body compartment.Thus，because they have circumvented the highly efficient first line of body defense，the skin and mucous membranes，they must be free from microbial contamination and from toxic components as well as possess an exceptionally high level of purity.All components and processes involved in the preparation of these products must be selected and designed to eliminate，as much as possible，contamination of all types，whether of physical，chemical，or microbiologic origin.Preparations for the eye, though not introduced into internal body cavities，are placed in contact with tissues that are very sensitive to contamination.Therefore，similar standards are required for ophthalmic preparations).Irrigating solutions are now also required to meet the same standards as parenteral solutions because during an irrigation procedure，substantial amounts of these solutions can enter the bloodstream directly through open blood vessels of wounds or abraded mucous membranes.Therefore，the characteristics and standards presented in this chapter for the production of large-volume parenteral solutions apply equally to irrigating solutions.Sterile products are most frequently solutions or suspensions，but may even be solid pellets for tissue implantation.The control of a process to minimize contamination for a small quantity of such a product can be achieved with relative ease.As the quantity of product increases，the problems of controlling the process to prevent contamination multiply.Therefore，the preparation of sterile products has become a highly specialized area in pharmaceutical processing.The standards established，the attitude of personnel，and the process control must be of a第13 单元无菌产品无菌产品无菌产品是不含微生物活体的治疗剂剂型，其主要包括非肠道用的、眼用的和冲洗用的制剂。

工业工程外文期刊翻译

Adrian Payne & Pennie FrowA Strategic Framework for Customer RelationshipManagementOver the past decade, there has been an explosion of interest in customer relationship management (CRM) by both academics and executives. However, despite an increasing amount of published material,most of which is practitioner oriented, there remains a lack of agreement about what CRM is and how CRM strategy should be developed. The purpose of this article is to develop a process-oriented conceptual framework that positions CRM at a strategic level by identifying the key crossfunctional processes involved in the development of CRM strategy. More specifically, the aims of this article are •To identify alternative perspectives of CRM,•To emphasize the importance of a strategic approach to CRM within a holistic organizational context,•To propose five key generic cross-functional processes that organizations can use to develop and deliver an effective CRM strategy, and•To develop a process-based conceptual framework for CRM strategy development and to review the role and components of each process.We organize this article in three main parts. First, we explore the role of CRM and identify three alternative perspectives of CRM. Second, we consider the need for a cross -functional process-based approach to CRM. We develop criteria for process selection and identify five key CRM processes. Third, we propose a strategic conceptual framework that is constructed of these five processes and examine the components of each process.The development of this framework is a response to a challenge by Reinartz, Krafft, and Hoyer (2004), who criticize the severe lack of CRM research that takes a broader, more strategic focus. The article does not explore people issues related to CRM implementation. Customer relationship management can fail when a limited number of employees are committed to the initiative; thus, employee engagement and change management are essential issues in CRM implementation. In our discussion, we emphasize such implementation and people issues as a priority area for further research.CRM Perspectives and DefinitionThe term “customer relationship management” emerged in the information technology (IT) vendor community and practitioner community in the mid-1990s. It is often used todescribe technology-based customer solutions, such as sales force automation (SFA). In the academic community, the terms “relationship marketing and CRM are often used interchangeably (Parvatiyar and Sheth 2001). However,CRM is more commonly used in the context of technology solutions and has been described as “information-enabled relationship marketing” (Ryals and Payne 2001, p. 3).Zablah, Beuenger, and Johnston (2003, p. 116) suggest that CRM is “a philosophically-related offspring to relationship marketing which is for the most part neglected in the literature,”and they conclude that “further exploration of CRM and its related phenomena is not only warranted but also desperately needed.”A significant problem that many organizations deciding to adopt CRM face stems from the great deal of confusion about what constitutes CRM. In interviews with executives, which formed part of our research process (we describe this process subsequently), we found a wide range of views about what CRM means. To some, it meant direct mail, a loyalty card scheme, or a database, whereas others envisioned it as a help desk or a call center. Some said that it was about populating a data warehouse or undertaking data mining; others considered CRM an e-commerce solution,such as the use of a personalization engine on the Internet or a relational database for SFA. This lack of a widely accepted and appropriate definition of CRM can contribute to the failure of a CRM project when an organization views CRM from a limited technology perspective or undertakes CRM on a fragmented basis. The definitions and descriptions of CRM that different authors and authorities use vary considerably, signifying a variety of CRM viewpoints. To identify alternative perspectives of CRM, we considered definitions and descriptions of CRM from a range of sources, which we summarize in the Appendix. We excluded other, similar definitions from this List.Process Identification and the CRM FrameworkWe began by identifying possible generic CRM processes from the CRM and related business literature. We then discussed these tentative processes interactively with the groups of executives. The outcome of this work was a short list of seven processes. We then used the expert panel of experienced CRM executives who had assisted in the development of the process selection schema to nominate the CRM processes that they considered important and to agree on those that were the most relevant and generic. After an initial group workshop, eachpanel member independently completed a list representing his or her view of the key generic processes that met the six previously agreed-on process criteria. The data were fed back to this group, and a detailed discussion followed to help confirm our understanding of the process categories.As a result of this interactive method, five CRM processes that met the selection criteria were identified; all five were agreed on as important generic processes by more than two-thirds of the group in the first iteration. Subsequently, we received strong confirmation of these as key generic CRM processes by several of the other groups of managers. The resultant five generic processes were (1) the strategy development process, (2) the value creation process, (3) the multichannel integration process, (4) the information management process, and (5) the performance assessment process.We then incorporated these five key generic CRM processes into a preliminary conceptual framework. This initial framework and the development of subsequent versions were both informed by and further refined by our interactions with two primary executive groups.客户关系的管理框架在过去的十年里，管理层和学术界对客户关系管理（CRM）的兴趣激增。