企业流程管理解决方案-中英文版
5S管理的中英文对照(已阅读)
５Ｓ：５Ｓ管理ＡＢＣ：作业制成本制度(Activity-Based Costing)ＡＢＢ：实施作业制预算制度(Activity-Based Budgeting)ＡＢＭ：作业制成本管理(Activity-Base Management)ＡＰＳ：先进规画与排程系统(Advanced Planning and Scheduling) ＡＳＰ：应用程序服务供货商（Application Service Provider）ＡＴＰ：可承诺量(Available To Promise)ＢＯＭ：物料清单(Bill Of Material)ＢＰＲ：企业流程再造(Business Process Reengineering)ＢＳＣ：平衡记分卡(Balanced ScoreCard)ＢＴＦ：计划生产(Build To Forecast)ＢＴＯ：订单生产(Build To Order)ＣＰＭ：要径法(Critical Path Method)ＣＲＭ：客户关系管理(Customer Relationship Management)ＣＲＰ：产能需求规划(Capacity Requirements Planning)ＣＴＯ：客制化生产(Configuration To Order)ＤＢＲ：限制驱导式排程法(Drum-Buffer-Rope)ＤＲＰ：运销资源计划(Distribution Resource Planning)ＤＳＳ：决策支持系统(Decision Support System)ＥＣ：设计变更／工程变更(Engineer Change)ＥＣ：电子商务(Electronic Commerce)ＥＤＩ：电子资料交换(Electronic Data Interchange)ＥＩＳ：主管决策系统(Excutive Information System)ＥＯＱ：基本经济订购量(Economic Order Quantity)ＥＲＰ：企业资源规划(Enterprise Resource Planning)ＦＭＳ：弹性制造系统(Flexible Manufacture System)ＦＱＣ：成品品质管制(Finish or Final Quality Control)ＩＰＱＣ：制程品质管制(In-Process Quality Control)ＩＱＣ：进料品质管制(Incoming Quality Control)ＪＩＴ：实时管理(Just In Time)ＫＭ：知识管理(Knowledge Management)Ｌ４Ｌ：逐批订购法(Lot-for-Lot)ＬＴＣ：最小总成本法(Least Total Cost)ＬＵＣ：最小单位成本(Least Unit Cost)ＭＥＳ：制造执行系统(Manufacturing Execution System)ＭＰＳ：主生产排程(Master Production Schedule)ＭＲＰ：物料需求规划(Material Requirement Planning)ＭＲＰⅡ：制造资源计划(Manufacturing Resource Planning)ＯＥＭ：委托代工(Original Equipment Manufacture)ＯＤＭ：委托设计与制造(Original Design & Manufacture)ＯＬＡＰ：线上分析处理(On-Line Analytical Processing)ＯＬＴＰ：线上交易处理(On-Line Transaction Processing)ＯＰＴ：最佳生产技术(Optimized Production Technology)ＯＱＣ：出货品质管制(Out-going Quality Control)ＰＤＣＡ：PDCA管理循环(Plan-Do-Check-Action)ＰＤＭ：产品数据管理系统(Product Data Management)ＰＥＲＴ：计画评核术(Program Evaluation and Review Technique)ＰＯＨ：预估在手量(Project on Hand)ＱＣＣ：品管圈(Quality Control Circle)ＲＣＣＰ：粗略产能规划(Rough Cut Capacity Planning)ＲＯＰ：再订购点(Re-Order Point)ＳＣＭ：供应链管理(Supply Chain Management)ＳＦＣ：现场控制(Shop Floor Control)ＳＩＳ：策略信息系统(Strategic Information System)ＳＰＣ：统计制程管制(Statistic Process Control)ＴＯＣ：限制理论(Theory of Constraints)ＴＱＣ：全面品质管制(Total Quality Control)ＴＱＭ：全面品质管理(Total Quality Management)ＷＩＰ：在制品(Work In Process)>>> ５Ｓ：５Ｓ管理5S是由日本企业研究出来的一种环境塑造方案，其目的在藉由整理(SEIRI)、整顿(SEITON)、清扫(SEISO)、清洁(SEIKETSU)及身美(SHITSUKE)五种行为来创造清洁、明朗、活泼化之环境，以提高效率、品质及顾客满意度。
APQP各阶段的输入及输出(中英文版)
顾客的呼声： ¾ 市场研究 ¾ 保修记录和质量信息 ¾ 小组经验
业务计划/营销战略 产品/过程基准数据 产品/过程设想 产品可靠性研究 顾客输入
第一阶段 计划和确定项目
设计目标 可靠性和质量目标 初始材料清单
初始过程流程图
输入
Voice of Customer → Feasibility/Manufacturability Review → Bid/Win the biding → Define Program → Organize the development team → Preliminary Bill of Material → Preliminary Listing of Special Product and Process characteristic → Preliminary Process Flow Chart → DFMEA → Drawing Specification → Product and Process Characteristic → Prototype Control Plan → Prototype Trail Run → Prototype Full Dimension →Submit Prototype → Process Flow Chart → PFMEA → Special Process Characteristic → Pre-Launch Control Plan → Pre-Launch WI → Pre-Launch → Measurement System Analysis（MSA） → Preliminary Process Capability Study（SPC）→ Production Parts Full Dimension Check →Submit PPAP→ Production Part Approval → Production CP → Production WI → Master Production → Feedback, Improvement
Manufacturing Process生产过程管理程序(中英文)
1.0 Purpose 目的To make sure that production processes of all products are in effective control so that a stable quality could be guaranteed, and customer requirements could be met.目的为确保公司所有产品的生产过程能够在有效的管理状态下进行，保证质量稳定，满足客户要求。
2.0 Scope 范围Production of all Components made in our plant.本公司所有产品的生产过程。
3.0 Definitions 定义Production delivery date: it refers to the delivery date marked in by Logistics. All the planned processes must be satisfactorily completed before the date, including the final products inspection and packaging.生产交货期：是指物流部确认的交货期，在此之前必须完成所有的生产过程，包括最终检验及包装。
4.0 Procedure and Flow chart 程序及流程图4.1 Responsibility and authority 职责与权限4.1.1 AQP dept, is responsible for making the work instructions.项目部负责作业指导书制定。
4.1.2 Process engineer and quality engineer are responsible for making the inspection instructionof production working procedure, and also responsible for planning reference points ofdifferent working procedure.工艺工程师与质量工程师负责制订生产过程工序检验指导书和过程检验标准，并负责策划各工序控制点以及生产工艺流程。
顾问必须熟悉ERP专业术语中英及缩写对照
参谋必须熟悉的ERP专业术语-中英及缩写对照常见erp名词术语解释,中英文对照：ERP (enterprise resource planning) 企业资源方案CRM (customer relational management) 客户关系管理BPR (business process reengineering) 企业业务流程重组BOM (bill of material) 物料清单JIT (Just-in-Time) 准时制生产TQM (total quality management) 全面质量管理MRPII(Manufacturing Resource Planning) 制造资源方案，为了与物料需求方案MRP区别，后面加了twoMRP (material requiremants planning) 物料需求方案A字母acquisition cost,ordering cost 定货费assemble-to-order 定货组装AS/RS (automated storage/retrieval system) 自动化仓储系统activity cost pool 作业本钱集activity-based costing 作业基准本钱法ATP (available to promise) 可供销售量APICS (American Production and Inventory Control Society,Inc.)美国生产与库存管理系统agile manufacturing 敏捷制造APICS Applied Manufacturing Education Series 实用制造管理系列培训教材AMT (Advanced Manufacturing Technology) 先进制造技术anticipation inventory 预期储藏B字母back scheduling 倒排方案backflushing 反冲法BOR (bill of resource) 资源清单business plan 经营规划batch process 批流程bottleneck 瓶颈资源(工序)back order 脱期定单backlog 拖欠定单bill of materials 物料清单bucketless system 无时段系统C字母carrying cost 保管费closed-loop MRP 闭环MRPcost roll-up 本钱滚动计算法costed BOM 本钱物料单cost of stockout 短缺损失critical work center 关键工作中心critical path method 关键路线法CAPP (puter-aided process planning) 计算机辅助工艺设计CASE (puter-aided software engineering) 计算机辅助软件工程CAD 〔puter-aided design〕计算机辅助设计CAM (puter-aided manufacturing) 计算机辅助制造CIMS (puter integrated manufacturing system) 计算机集成制造系统critical ratio 紧迫系数ponent 子件/组件cost driver rate 作业本钱发生因素单位费用cost driver 作业本钱发生因素customer deliver leadtime 客户交货提前期cumulative lead time 累计提前期continuous process 连续流程MS (Customer Oriented Manufacturing Management System) 面向客户制造管理系统capacity level 能力利用水平capacity management 能力管理capacity requirements planning 能力需求方案current standart cost 现行标准本钱cycle counting 循环盘点D字母DCS (distributed control system) 分布式控制系统DMRP (distributed MRP) 分布式MRPDRP (distribution resource planning) 分销资源方案distribution requirements planning 分销需求方案demonstrated capacity 纪实能力decision support system 决策支持系统discrete manufacturing 离散型生产dispatch list 派工单days offset 偏置天数dependent demand 相关需求件demand management 需求管理DTF (demand time fence) 需求时界demand cycle 需求周期drop shipment 直运E字母EDI (electronic datainterchange) 电子数据交换ergonomics 工效学EOQ (economic order quantity) 经济定货量法earliest due date 最早定单完成日期ECO (engineering change order/notice) 设计变更通知engineering BOM 工程物料清单ETO (engineer-to-order) 专项生产F字母financial accounting 财务会计financial entity 财务实体fixed period requirements 定期用量法FOQ (fixed order quantity) 固定批量法formal system 规X化管理系统feature 根本组件floor stock,bulk item 作业现场库存firm-planned order 确定定单firm-planned time fence 确定方案时单FMS (flexible manufacturing system) 柔性制造系统feature 特征件forward scheduling 顺排方案favorable variance 有利差异FCS (finite capacity scheduling) 有限能力方案finite forward scheduling 有限顺排方案finite loading 有限排负荷FAS (final assembly schedule) 总装进度G字母GT (group technology) 成组技术gross requirements 毛需求H字母hedge inventory 囤积库存I字母independent demand 独立需求informal system 非规X化管理inventory 库存inventory turnover/turns 库存(资金)周转次数indented BOM 缩排式物料清单input/output control 投入/产出控制item,material,part 物料item master,material master 物料主文件infinite loading 无限排负荷J字母job shop 机群式布置车间K字母kitting 配套出售件L字母low-lever code 低层码logistics 后勤保证体系lean production 精益生产least slack per operation 最小单个工序平均时差lot sizing 批量规那么lot size inventory 批量库存lead time 提前期lead time offset 提前期偏置lot-for-lot 因需定量法live pilot 应用模拟M字母move time 传送时间MTO (make-to-order) 定货生产management accounting 管理会计MIS (management information system) 管理信息系统minimum balance 最小库存余量management by exception 例外管理法modular BOM 模块化物料单measure of velocity 生产速率水平maintenance,repair,and operation supplies 维护修理操作物料material management 物料管理material review board 物料核定机构material manager 物料经理material available 物料可用量Modern Materials Handling 现代物料搬运manufacturing BOM 制造物料清单MES (manufacturing executive system) 制造执行系统MPS (master production schedule) 主生产方案master scheduler 主生产方案员N字母net change 净改变法net requirements 净需求netting 净需求计算O字母order policy 定货策略order point system 定货点法ordering cost 定货费overhead apportionment/allocation 间接费分配overhead rate,burden factor,absorption rate 间按费率option 可选件open order 未结定单OPTO (ptimized Production Technology) 优化生产技术P字母ploicy and procedure 工作准那么与工作规程planned order receipts 方案产出量planned order 方案定单planned capacity 方案能力PERT (program evaluation research technology) 方案评审技术planning horizon 方案期PTF (planned time fence) 方案时界planned order releases 方案投入量planning BOM 方案物料单proposed cost 建议本钱picking list 领料/提货单parent item 母件Pareto Principle 帕拉图原理production cycle 生产周期production activity control 生产作业控制point of use 使用点phantom 虚拟件performance measurement 业绩评价projected available balance 预计可用库存量priority 优先级prototyping,puter pilot 原型测试POQ (period order quantity) 周期定货量法pegging 追溯Q字母queue time 排队时间R字母resupply order 补库单RCCP (rough-cut capacity planning) 粗能力方案repetitive manufacturing 重复式生产rated capacity 额定能力routing 工艺路线run time 加工时间resource requirements planning 资源需求方案requisition 请购单regeneration 全重排法released order ,open order 下达定单required capacity 需用能力S字母safety stock 平安库存safety lead time 平安提前期standard cost system 标准本钱体系shop floor control 车间作业控制shop order 车间定单scrap 废品率scheduler 方案员supply chain 供需链shop calendar 工作日历summarized BOM 汇总物料清单scheduled receipts 方案接收量seasonal stock 季节储藏ship-to 交货地set up time 准备时间spending variance,expenditure variance 开支差异SMED (single-minute exchange of dies) 快速换模法simulated cost 模拟本钱shrinkage 缩减率synchronous manufacturing 同步制造SOP (sales and operations planning) 销售与动作规划T字母transit time 传送时间top management mitment 领导承诺time bucket 时段time fence 时界time zone 时区TOC (Theory of Constraints) 约束理论transportation inventory,pipeline stock 在途库存total lead time 总提前期U字母V字母volume variance 产量差异value chain 价值链virtual organization 虚拟企业value-added chain 增值链W字母work order 车间定单wait time 等待时间work flow 工作流work center 工作中心world class manufacturing excellence 国际优秀制造业what-if 如果怎样-将会怎样X字母Y字母yield 成品率。
某公司管理流程图(英文版)(24张ppt)
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if(a+b<c&&b+c>a&&c+a>b) { s=0.5*(a+b+c); area=sqrt(s*(s-a)*(s-b)*(s-c)); printf(“area=%6.sf”,area); }
ISO9001程序文件-中英文+流程+对照表
ISO9001程序文件-中英文1.0目的：为确保质量管理体系持续有效运行，使其充分符合ISO9001：2000标准的要求，特制定本程序，以规定开展相应的审核活动，来评价本厂质量管理体系是否有效，是否需要采取纠正及预防措施。
Purpose: In order to ensure the effective and continuous implementation of the quality management, fully meet the requirements of ISO9001:2000 standard, specially make the procedure so as to implement audit action and verify the effectiveness of the quality management system and to take corrective or preventive action if needed.2.0 范围：本厂所开展的内部质量审核的全部活动均适用本程序。
Scope: applies to all the actions relating to internal quality audit.3.0 职责Responsibility3.1 管理者代表：负责年度内审计划的拟定并计划组织实施。
Management Representative: responsible for the annual internal audit plan and its implementation.3.2 内审组长：负责制定审核日程并具体组织、指导内审作业。
Internal audit leader: responsible for making audi agenda and instructing audit. 3.3 内审员：负责按审核计划要求对相关单位实施审核。
Production Planning Management生产计划管理程序(中英文)
目的1.1 For long/mid term : identify needed resource and resource utilization for internal and external长/中期:识别内外部所需要的资源以及资源的利用率。
1.2 For short term: perform committed delivery time to customers while meet inventory control target.短期:履行承诺给客户的交货时间，同时满足库存控制的目标。
2.0 SCOPE 范围2.1 This procedure includes production planning, capacity evaluation, material planning andinventory control.此计划流程包括生产计划，产能评估，物料计划和库存控制。
2.2 This procedure includes long/mid-term planning and short term planning process.此计划流程包括中长期计划流程和短期计划流程。
3.0 DEFINITIONS 定义3.1 Long/mid term planning: planning time fence covers 3 months 〜6 months中长期计划：计划时间段为3个月到6个月。
3.2 Short term planning: planning time fence covers one week ~ one month短期计划：计划时间段为一周到1个月。
4.0 REFERENCE DOCUMENTS 参考文件4.1 PD-C1-01 Contract Review Procedure 合同评审程序4.2 PD-S2-02 Purchasing management Procedure 采购管理程序4.3 PD-C4-02 Material And Goods Management Procedure 物料管理程序5.1 RECORDS 记录5.1 FN-LG-07 Make Order Form 生产工单5.2 FN-LG-01 Finished goods Shipment Form 销货单5.3 FN-LG-04 Outplant Make Order 委外工单5.2 RESPONSIBILITY 职责6.1 Customer is responsible for providing forecast to logistics, logistics transfer customerpurchasing order to company sales order, contract review.客户负责提供销售预测给物流，物流转换客户采购订单为公司的销售订单，合同评审。
公司IT管理制度规范程序文件中英文版本
IT管理制度*** IT Standard Management受控状态Controlled status：文件编号Document No.：FD-P-002责任部门Dept. Owner：财务部生效日期Effective date：2020 年11月 1 日制定Compiled by 审核Checked by 批准Approved by1.目的：规范公司电脑资源相关工作操作程序，提高电脑资源整体工作效率，实现公司电脑资源统一规范管理。
Goal: To standardize the company's computer resources related work operation procedures, improve the overall efficiency of computer resources, and achieve unified and standardized management of the company's computer resources.2.范围：适用于惠州***家具有限公司的所有电脑资源管理工作。
Scope: It is applicable to all computer resource management of ***.3.定义Definition3.1.电脑硬件指包括显示器、主机箱、电脑相关外设等硬件设施。
Hardware including display, host, computer related peripherals etc.3.2.计算机病毒是一个程序，一段可执行码。
就像生物病毒一样，计算机病毒有独特的复制能力。
Computer virus is a program, an executable code. Like biological viruses, computer viruses have unique replication capabilities.3.3.操作系统(operating system)是用户和计算机之间的界面，操作系统管理着所有计算机系统资源。
企业管理中英文词汇
企业管理中英文词汇PMBOOKE项目管理师英语词汇篇之O/PObjective 目标Offer 要约，提议，出价Operating 运作操作Operation 运行运作经营作业操作Opportunity 机会Optimistic 乐观的Oral 口头沟通Order of Magnitude 数量级Organization Chart 组织图Organizational Breakdown Structure ("OBS") 组织分解结构Organizational Planning 组织规划Organizational Strategy 组织策略Overall Change Control 整体变更控制全面变更控制综合变更控制Overhead 管理费Owner 业主Parameter 参数Parametric Estimating 参数估算Pareto Diagram 帕累托图Path Convergence 路径趋同Pattern 模式Performance 执行Performance Evaluation 绩效评估Performance Factor 绩效因子Performance Measurement 绩效测量Performance Measurement Baseline ("PMB")绩效测量基准Performance Measurement Techniques ("PMT") 绩效测量技术Performance Reporting 绩效报告Performing Organization 执行机构Period 周期一段时间Periodic Review 定期评审Planned Value 计划价值Planning 规划Population 样本Portfolio 组合Portfolio Management 组合管理Power 权力Precedence 前导任务前置任务紧前任务Precedence Diagram 前导图Precedence Diagramming 前导图Precedence Diagramming Method 前导图法Predecessor 前导活动Predecessor Activity 前导活动Preliminary 预备的，初步的Prescribe 规定Presentation 演讲演示Proactive 积极主动/提前行动Proactive Management 前瞻性管理Probability 概率Probability Assessment 概率评估Probability Distribution 概率分布Problem Solving 问题解决Procedure 程序流程Process 过程进程流程Procurement 采购Procurement Planning 采购规划Procurement/Tender Documents 采购/投标文件Product 产品Product Breakdown Structure ("PBS") 产品分解结构("PBS") Product Description 产品描述Product Life Cycle 产品生命期Profession 职业专业Profit 利润Program 项目群Program Management 项目群管理Progress 进展Progress Measurement 进展测量Progress Report 进展报告Project Calendar 项目日历Project Charter 项目章程Project Closure 项目收尾Project Communications Management 项目沟通管理Project Communications Plan 项目沟通计划Project Context 项目背景Project Cost Management 项目费用管理Project Definition 项目定义Project Initiator 项目启动者Project Integration 项目整合，项目综合Project Life Cycle 项目生命期Project Management Information System 项目管理信息系统Project Management Office ("PMO") 项目管理办公室Project Management Plan 项目管理计划Project Management Process 项目管理过程Project Management Professional ("PMP") 项目管理专业人员Project Management Software 项目管理软件Project Management Team 项目管理团队Project Manager ("PM") 项目经理Project Matrix 项目矩阵Project Milestone 项目里程碑Project Monitoring 项目监测Project Objective 项目目标Project Organization 项目组织Project Performance 项目绩效Project Phase 项目阶段Project Policies 项目方针Project Portfolio 项目组合Project Portfolio Management 项目组合管理Project Processes 项目过程Project Procurement Management 项目采购管理Project Quality Management 项目质量管理Project Risk 项目风险Project Risk Management 项目风险管理Project Schedule 项目进度Project Scope 项目范围Project Scope Management 项目范围管理Project Sponsor 项目发起人项目赞助者Project Stakeholder 项目干系人Project Team 项目团队Project Team Member 项目团队成员Project Time Management 项目时间管理Project/Program Methodology 项目方法论Projectized Organization 项目型组织Proposal 建议书Public 公众Purchase 购买采购Purchase Order 采购订单项目管理英文词汇ABC Activity Based Costing 基于活动的成本核算ABM Activity Based Management 基于活动的管理ACWP Actual Cost of Work Performed 已完成工作实际成本ADM Arrow Diagram Method 箭线图方法ADP Automated Data Processing 自动化数据处理ADR Alternative Dispute Resolution 替代争议解决方案AF Actual Finish Date 实际完成日期AFE Application for Expenditure 支出申请AFE Authority for Expenditure 开支权ALAP As-Late-As-Possible 尽可能晚AMR Advanced Material Release 材料提前发布AOA Activity on Arc 弧线表示活动双代号网络AOA Activity on Arrow 箭线表示活动双代号网络AON Activity on Node 节点表示活动单代号网络AOQ Average Outgoing Quality 平均出厂质量AOQL Average Outgoing Quality Limit 平均出厂质量限度APMA Area of Project Management Application 项目管理的应用领域APR Acquisition Plan Review 采购计划评审AQL Acceptable Quality Level 可接受质量水平AS Actual Start Date 实际开始日期ASAP As-Soon-As-Possible 尽快ATP Acceptance Test Procedure 验收测试过程AUW Authorized Unpriced Work 批准的未定价工作BAC Budget at Completion 完工预算BAC Baseline at Completion 完成/完工基线BATNA Best Alternative to Negotiated Agreement 协议外最佳方案BCM Business Change Manager 商业变更经理BCWP Budgeted Cost of Work Performed 已完工作预算成本BCWS Budgeted Cost of Work Scheduled 计划工作的预算成本BEC Elapsed Cost 计划工作的预算成本BOOT Build, Own, Operate, Transfer 建造拥有经营转让BPA Blanket Purchase Agreement 一揽子采购协议BSA Balanced Scorecard Approach 平衡记分卡方法C/SCSC Cost/Schedule Control System Criteria 成本控制系统标准? C/SSR Cost/Schedule Status Report 成本/进度状态报告CA Control Account 控制帐目CAD Computer Aided Drafting/Design 计算机辅助制图/设计CAM Cost Account Manager 成本帐目经理CAM Computer Aided Manufacturing 计算机辅助制造CAM Control Account Manager 控制帐目经理CAP Cost Account Plan 成本帐目计划CAP Control Account Plan 控制帐目计划CAR Capital Appropriation Request 资本划拨请求CBD Component-Based Development 基于构件的开发CBS Cost Breakdown Structure 成本分解结构CCB Change Control Board 变更管理委员会CCDR Contractor Cost Data Report 承包商成本数据报告CDR Critical Design Review 关键设计评审CI Configuration Item 配置项CM Configuration Management/Construction Management 配置管理/施工管理CPFFC Cost Plus Fixed Fee Contract 成本加固定费用合同CPI Cost Performance Index 成本绩效指数CPI Cost Performance Indicator 成本绩效指数CPIFC Cost Plus Incentive Fee Contract 成本加奖励费用合同CPM Critical Path Method 关键路径法CPN Critical Path Network 关键路径网络图CPPC Cost Plus Percentage of Cost Contract 成本加成本百分比合同CPR Cost Performance Ratio 成本绩效比率CPR Cost Performance Report 成本绩效报告CPU Central Processing Unit 中央处理单元CR Change Request 变更请求CSCI Computer Software Configuration Item 计算机软件配置CSF Critical Success Factors 关键的成功因素CTC Contract Target Cost 合同目标成本CTP Contract Target Price 合同目标价格CTR Cost-Time Resource Sheet 成本时间资源表CV Cost Variance 成本偏差CWBS Contract Work Breakdown Structure 合同工作分解结构DBA Database Administrator 数据库管理员DBM Dynamic Baseline Model 动态基线模型DBMS Database Management System 数据库管理系统DCE Distributed Computing Environment 分布式计算环境DCF Discounted Cash Flow 折现现金流DD Data Date 数据日期DID Data Item Description 工作项描述DRD documentation Requirements Description 文档要求说明DU Duration 工期持续时间EAC Estimated Actual at Completion 实际完工估算ECC Estimated Cost to Complete 尚未完成的成本估算ECP Engineering Change Proposal 工程变更建议书EF Early Finish Date 最早完成日期EFC Estimated Final Cost 估算的最终成本EMR Expenditure Management Report 支出管理报告EPS Enterprise Project Structure 企业项目结构ERP Enterprise Resource Planning 企业资源规划ERPS Enterprise Resource Planning Systems 企业资源规划系统ES Early Start Date 最早开始日期ESAR Extended Subsequent Applications Review 扩展后续应用评审ETC Estimate To Complete 尚未完成/完工的估算EV Expected value 期望值EVMS Earned value Management System 挣值管理系统FAC Forecast At Completion 完工预测FF Free Float 自由浮动时间FFP Firm Fixed Price Contract 严格固定价格合同FIFO First In, First Out 先进先出FM Functional Manager 职能经理FP Fixed Price Contract 固定价格合同FPPIF Fixed Price Plus Incentive Fee Contract 固定价格加激励酬FTC Forecast to Completion 完工尚需预测FTP File Transfer Protocol 文件传输协议G&A General and Administrative Costs 综合行政管理成本G&A General and Administrative 综合行政管理费GAAP Generally Accepted Accounting Principles 公认会计原则GERT Graphical Evaluation and Review Technique 图形评审技术GUI Graphical User Interface 图形用户界面企业管理英语词汇ABC Classification ABC分类法Activity-Based Costing 业务量成本法/作业成本法ACRS (Accelerated cost recovery system) 快速成本回收制度Action Message 行为/措施信息AIS (Accounting information system) 会计信息系统Allocation 已分配量Anticipated Delay Report 拖期预报A/P (Accounts Payable) 应付帐款APICS (American Production & Inventory Control Society) 美国生产及库存控制协会AQL (Acceptable quality Level) 可接受质量水平A/R (Accounts Receivable) 应收帐款Automatic Rescheduling 自动重排产Available To Promise (APT) 可签约量Backflush 倒冲法Backlog 未完成订单/未结订单Back Scheduling 倒序排产BE analysis (Break-even analysis) 盈亏临界点分析，保本分析Bill of Material (BOM) 物料清单Business Plan 经营规划B/V (Book value) 帐面价值Capacity Requirements Planning (CRP) 能力需求计划CBA (Cost-benefit analysis) 成本效益分析CEO 首席执行官CFO (Chief Financial Officer) 财务总裁Closed Loop MRP 闭环物料需求计划CPM (Critical path method) 关键路线法CPP accounting (Constant purchasing power accounting) 不变购买力会计 Cumulative Lead Time 累计提前期Cycle Counting 周期盘点Demand 需求Demand Management 需求管理Demonstrated Capacity 实际能力Dependent Demand 非独立需求DFL (Degree of financial leverage) 财务杠杆系数Direct-deduct Inventory Transaction Processing 直接增减库存法Dispatch List 派工单DOL (Degree of operating leverage) 经营杠杆系数ELS (Economic lot size) 经济批量EOQ (Economic order quantity) 经济订货批量FIFO (Fist-in,Fist-out) 先进先出法Firm Planned Order 确认计划订单FISH/LIFO (Fist-in,Still-here) 后进先出法Fixed Order Quantity 固定订货批量法Flow Shop 流水车间Focus Forecasting 集中预测Full Pegging 完全跟踪Generally Accepted Manufacturing Practices 公认生产管理原则Independent Demand 独立需求Inpu/Output Control 投入/产出控制Interplant Demand 厂际需求Inventory Turnover 库存周转次数Item 物料项目Item Record 项目记录Job Shop 加工车间Just-in-time (JIT) 准时制生产Lead Time 提前期前置期，指订单从收到具体明细到货到货仓收到落货纸这一段时间，可以用评估工厂的综合实力。
erp中英文对照字典
ERP中英文对照字典1 ABM Activity-based Management 基于作业活动管理2 AO Application Outsourcing 应用程序外包3 APICS American Production and Inventory Control Society,Inc 美国生产与库存管理协会4 APICS Applied Manufacturing Education Series 实用制造管理系列培训教材5 APO Advanced Planning and Optimization 先进计划及优化技术6 APS Advanced Planning and Scheduling 高级计划与排程技术7 ASP Application Service/Software Provider 应用服务/软件供应商8 ATO Assemble To Order 定货组装9 ATP Available To Promise 可供销售量(可签约量)10 B2B Business to Business 企业对企业(电子商务)11 B2C Business to Consumer 企业对消费者(电子商务)12 B2G Business to Government 企业对政府(电子商务)13 B2R Business to Retailer 企业对经销商(电子商务)14 BIS Business Intelligence System 商业智能系统15 BOM Bill Of Materials 物料清单16 BOR Bill Of Resource 资源清单17 BPR Business Process Reengineering 业务/企业流程重组18 BPM Business Process Management 业务/企业流程管理19 BPS Business Process Standard 业务/企业流程标准20 C/S Client/Server(C/S)\Browser/Server(B/S) 客户机/服务器\浏览器/服务器21 CAD puter-Aided Design 计算机辅助设计22 CAID puter-Aided Industrial Design 计算机辅助工艺设计23 CAM puter-Aided Manufacturing 计算机辅助制造24 CAPP puter-Aided Process Planning 计算机辅助工艺设计25 CASE puter-Aided Software Engineering 计算机辅助软件工程26 CC Collaborative merce 协同商务27 CIMS puter Integrated Manufacturing System 计算机集成制造系统28 CMM Capability Maturity Model 能力成熟度模型29 MS Customer Oriented Manufacturing Management System 面向客户制造管理系统30 CORBA mon Object Request Broker Architecture 通用对象请求代理结构31 CPC Collaborative Product merce 协同产品商务32 CPIM Certified Production and Inventory Management 生产与库存管理认证资格33 CPM Critical Path Method 关键线路法34 CRM Customer Relationship Management 客户关系管理35 CRP capacity requirements planning 能力需求计划36 CTI puter Telephony Integration 电脑集成(呼叫中心)37 CTP Capable to Promise 可承诺的能力38 D Distributed ponent Object Model 分布式组件对象模型39 DCS Distributed Control System 分布式控制系统40 DMRP Distributed MRP 分布式MRP41 DRP Distribution Resource Planning 分销资源计划42 DSS Decision Support System 决策支持系统43 DTF Demand Time Fence 需求时界44 DTP Delivery to Promise 可承诺的交货时间45 EAI Enterprise Application Integration 企业应用集成46 EAM Enterprise Assets Management 企业资产管理47 ECM Enterprise merce Management 企业商务管理48 ECO Engineering Change Order 工程变更订单49 EDI Electronic Data Interchange 电子数据交换50 EDP Electronic Data Processing 电子数据处理51 EEA Extended Enterprise Applications 扩展企业应用系统52 EIP Enterprise Information Portal 企业信息门户53 EIS Executive Information System 高层领导信息系统54 EOI Economic Order Interval 经济定货周期55 EOQ Economic Order Quantity 经济订货批量(经济批量法)56 EPA Enterprise Proficiency Analysis 企业绩效分析57 ERP Enterprise Resource Planning 企业资源计划58 ERM Enterprise Resource Management 企业资源管理59 ETO Engineer To Order 专项设计，按订单设计60 FAS Final Assembly Schedule 最终装配计划61 FCS Finite Capacity Scheduling 有限能力计划62 FMS Flexible Manufacturing System 柔性制造系统63 FOQ Fixed Order Quantity 固定定货批量法64 GL General Ledger 总账65 GUI Graphical User Interface 图形用户界面66 HRM Human Resource Management 人力资源管理67 HRP Human Resource Planning 人力资源计划68 IE Industry Engineering/Internet Exploration 工业工程/浏览器69 ISO International Standard Organization 国际标准化组织70 ISP Internet Service Provider 互联网服务提供商71 ISPE International Society for Productivity Enhancement 国际生产力促进会72 IT/GT Information/Group Technology 信息/成组技术73 JIT Just In Time 准时制造/准时制生产74 KPA Key Process Areas 关键过程域75 KPI Key Performance Indicators 关键业绩指标76 LP Lean Production 精益生产77 MES Manufacturing Executive System 制造执行系统78 MIS Management Information System 管理信息系统79 MPS Master Production Schedule 主生产计划80 MRP Material Requirements Planning 物料需求计划81 MRPII Manufacturing Resource Planning 制造资源计划82 MTO Make To Order 定货(订货)生产83 MTS Make To Stock 现货(备货)生产84 OA Office Automation 办公自动化85 OEM Original Equipment Manufacturing 原始设备制造商86 OPT Optimized Production Technology 最优生产技术87 OPT Optimized Production Timetable 最优生产时刻表88 PADIS Production And Decision Information System 生产和决策管理信息系统89 PDM Product Data Management 产品数据管理90 PERT Program Evaluation Research Technology 计划评审技术91 PLM Production Lifecycle Management 产品生命周期管理92 PM Project Management 项目管理93 POQ Period Order Quantity 周期定量法94 PRM Partner Relationship Management 合作伙伴关系管理95 PTF Planned Time Fence 计划时界96 PTX Private Trade Exchange 自用交易97 RCCP Rough-Cut Capacity Planning 粗能力计划98 RDBM Relational Data Base Management 关系数据库管理99 RPM Rapid Prototype Manufacturing 快速原形制造100 RRP Resource Requirements Planning 资源需求计划101 SCM Supply Chain Management 供应链管理102 SCP Supply Chain Partnership 供应链合作伙伴关系86 OPT Optimized Production Technology 最优生产技术87 OPT Optimized Production Timetable 最优生产时刻表88 PADIS Production And Decision Information System 生产和决策管理信息系统89 PDM Product Data Management 产品数据管理90 PERT Program Evaluation Research Technology 计划评审技术91 PLM Production Lifecycle Management 产品生命周期管理92 PM Project Management 项目管理93 POQ Period Order Quantity 周期定量法94 PRM Partner Relationship Management 合作伙伴关系管理95 PTF Planned Time Fence 计划时界96 PTX Private Trade Exchange 自用交易97 RCCP Rough-Cut Capacity Planning 粗能力计划98 RDBM Relational Data Base Management 关系数据库管理99 RPM Rapid Prototype Manufacturing 快速原形制造100 RRP Resource Requirements Planning 资源需求计划101 SCM Supply Chain Management 供应链管理102 SCP Supply Chain Partnership 供应链合作伙伴关系103 SFA Sales Force Automation 销售自动化104 SMED Single-Minute Exchange Of Dies 快速换模法105 SOP Sales And Operation Planning 销售与运作规划106 SQL Structure Query Language 结构化查询语言107 TCO Total Cost Ownership 总体运营成本108 TEI Total Enterprise Integration 全面企业集成109 TOC Theory Of Constraints/Constraints managemant 约束理论/约束管理110 TPM Total Productive Maintenance 全员生产力维护111 TQC Total Quality Control 全面质量控制112 TQM Total Quality Management 全面质量管理113 WBS Work Breakdown System 工作分解系统114 XML eXtensible Markup Language 可扩展标记语言115 ABC Classification(Activity Based Classification) ABC分类法116 ABC costing 作业成本法117 ABC inventory control ABC 库存控制118 abnormal demand 反常需求119 acquisition cost ,ordering cost 定货费120 action message 行为/活动(措施)信息121 action report flag 活动报告标志122 activity cost pool 作业成本集123 activity-based costing(ABC) 作业基准成本法/业务成本法124 actual capacity 实际能力125 adjust on hand 调整现有库存量126 advanced manufacturing technology 先进制造技术127 advanced pricing 高级定价系统128 AM Agile Manufacturing 敏捷制造129 alternative routing 替代工序(工艺路线)130 Anticipated Delay Report 拖期预报131 anticipation inventory 预期储备132 apportionment code 分摊码133 assembly parts list 装配零件表134 automated storage/retrieval system 自动仓储/检索系统135 Automatic Rescheduling 计划自动重排136 available inventory 可达到库存137 available material 可用物料138 available stock 达到库存139 available work 可利用工时140 average inventory 平均库存141 back order 欠交(脱期)订单142 back scheduling 倒排(序)计划/倒序排产? 143 base currency 本位币144 batch number 批号145 batch process 批流程146 batch production 批量生产147 benchmarking 标杆瞄准(管理)148 bill of labor 工时清单149 bill of lading 提货单150 branch warehouse 分库151 bucketless system 无时段系统152 business framework 业务框架153 business plan 经营规划154 capacity level 能力利用水平155 capacity load 能力负荷156 capacity management 能力管理157 carrying cost 保管费158 carrying cost rate 保管费率159 cellular manufacturing 单元式制造160 change route 修改工序161 change structure 修改产品结构162 check point 检查点163 closed loop MRP 闭环MRP164 mon Route Code(ID) 通用工序标识165 ponent-based development 组件(构件)开发技术166 concurrent engineering 并行(同步)工程167 conference room pilot 会议室模拟168 configuration code 配置代码169 continuous improvement 进取不懈170 continuous process 连续流程171 cost driver 作业成本发生因素172 cost driver rate 作业成本发生因素单位费用173 cost of stockout 短缺损失174 cost roll-up 成本滚动计算法175 crew size 班组规模176 critical part 急需零件177 critical ratio 紧迫系数178 critical work center 关键工作中心179 CLT Cumulative Lead Time 累计提前期180 current run hour 现有运转工时181 current run quantity 现有运转数量182 customer care 客户关怀183 customer deliver lead time 客户交货提前期184 customer loyalty 客户忠诚度185 customer order number 客户订单号186 customer satisfaction 客户满意度187 customer status 客户状况188 cycle counting 周期盘点189 DM Data Mining 数据挖掘190 Data Warehouse 数据仓库191 days offset 偏置天数192 dead load 空负荷193 demand cycle 需求周期194 demand forecasting 需求预测195 demand management 需求管理196 Deming circle 戴明环197 demonstrated capacity 实际能力198 discrete manufacturing 离散型生产199 dispatch to 调度200 DRP Distribution Requirements Planning 分销需求计划201 drop shipment 直运202 dunning letter 催款信203 ECO workbench ECO工作台204 employee enrolled 在册员工205 employee tax id 员工税号206 end item 最终产品207 engineering change mode flag 工程变更方式标志208 engineering change notice 工程变更通知209 equipment distribution 设备分配210 equipment management 设备管理211 exception control 例外控制212 excess material analysis 呆滞物料分析213 expedite code 急送代码214 external integration 外部集成215 fabrication order 加工订单216 factory order 工厂订单217 fast path method 快速路径法218 fill backorder 补足欠交219 final assembly lead time 总装提前期220 final goods 成品221 finite forward scheduling 有限顺排计划222 finite loading 有限排负荷223 firm planned order 确认的计划订单224 firm planned time fence 确认计划需求时界225 FPR Fixed Period Requirements 定期用量法226 fixed quantity 固定数量法227 fixed time 固定时间法228 floor stock 作业现场库存229 flow shop 流水车间230 focus forecasting 调焦预测231 forward scheduling 顺排计划232 freeze code 冻结码233 freeze space 冷冻区234 frozen order 冻结订单235 gross requirements 毛需求236 hedge inventory 囤积库存237 in process inventory 在制品库存238 in stock 在库239 incrementing 增值240 indirect cost 间接成本241 indirect labor 间接人工242 infinite loading 无限排负荷243 input/output control 投入/产出控制244 inspection ID 检验标识245 integrity 完整性246 inter panies 公司内部间247 interplant demands 厂际需求量248 inventory carry rate 库存周转率249 inventory cycle time 库存周期250 inventory issue 库存发放251 inventory location type 仓库库位类型252 inventory scrap 库存报废量253 inventory transfers 库存转移254 inventory turns/turnover 库存(资金)周转次数255 invoice address 发票地址256 invoice amount gross 发票金额257 invoice schedule 发票清单258 issue cycle 发放周期259 issue order 发送订单260 issue parts 发放零件261 issue policy 发放策略262 item availability 项目可供量263 item description 项目说明264 item number 项目编号265 item record 项目记录266 item remark 项目备注267 item status 项目状态268 job shop 加工车间269 job step 作业步骤270 kit item 配套件项目271 labor hour 人工工时272 late days 延迟天数273 lead time 提前期274 lead time level 提前期水平275 lead time offset days 提前期偏置(补偿)天数276 least slack per operation 最小单个工序平均时差277 line item 单项产品278 live pilot 应用模拟279 load leveling 负荷量280 load report 负荷报告281 location code 仓位代码282 location remarks 仓位备注283 location status 仓位状况284 lot for lot 按需定货(因需定量法/缺补法)285 lot ID 批量标识286 lot number 批量编号287 lot number traceability 批号跟踪288 lot size 批量289 lot size inventory 批量库存290 lot sizing 批量规划291 low level code 低层(位)码292 machine capacity 机器能力293 machine hours 机时294 machine loading 机器加载295 maintenance ,repair,and operating supplies 维护修理操作物料296 make or buy decision 外购或自制决策297 management by exception 例外管理法298 manufacturing cycle time 制造周期时间299 manufacturing lead time 制造提前期300 manufacturing standards 制造标准301 master scheduler 主生产计划员302 material 物料303 material available 物料可用量304 material cost 物料成本305 material issues and receipts 物料发放和接收306 material management 物料管理307 material manager 物料经理308 material master,item master 物料主文件309 material review board 物料核定机构310 measure of velocity 生产速率水平311 memory-based processing speed 基于存储的处理速度312 minimum balance 最小库存余量313 Modern Materials Handling 现代物料搬运314 month to date 月累计315 move time , transit time 传递时间316 MSP book flag MPS登录标志317 multi-currency 多币制318 multi-facility 多场所319 multi-level 多级320 multi-plant management 多工厂管理321 multiple location 多重仓位322 net change 净改变法323 net change MRP 净改变式MRP324 net requirements 净需求325 new location 新仓位326 new parent 新组件327 new warehouse 新仓库328 next code 后续编码329 next number 后续编号330 No action report 不活动报告331 non-nettable 不可动用量332 on demand 急需的333 on-hand balance 现有库存量334 on hold 挂起335 on time 准时336 open amount 未清金额337 open order 未结订单/开放订单338 order activity rules 订单活动规则339 order address 订单地址340 order entry 订单输入341 order point 定货点342 order point system 定货点法343 order policy 定货策略344 order promising 定货承诺345 order remarks 定货备注346 ordered by 定货者347 overflow location 超量库位348 overhead apportionment/allocation 间接费分配349 overhead rate,burden factor,absorption rate 间接费率350 owner's equity 所有者权益351 parent item 母件352 part bills 零件清单353 part lot 零件批次354 part number 零件编号355 people involvement 全员参治356 performance measurement 业绩评价357 physical inventory 实际库存358 picking 领料/提货359 planned capacity 计划能力360 planned order 计划订单361 planned order receipts 计划产出量362 planned order releases 计划投入量363 planning horizon 计划期/计划展望期364 point of use 使用点365 Policy and procedure 工作准则与工作规程366 price adjustments 价格调整367 price invoice 发票价格368 price level 物价水平369 price purchase order 采购订单价格370 priority planning 优先计划371 processing manufacturing 流程制造372 product control 产品控制373 product family 产品系列374 product mix 产品搭配组合375 production activity control 生产作业控制376 production cycle 生产周期377 production line 产品线378 production rate 产品率379 production tree 产品结构树380 PAB Projected Available Balance 预计可用库存(量) 381 purchase order tracking 采购订单跟踪382 quantity allocation 已分配量383 quantity at location 仓位数量384 quantity backorder 欠交数量385 quantity pletion 完成数量386 quantity demand 需求量387 quantity gross 毛需求量388 quantity in 进货数量389 quantity on hand 现有数量390 quantity scrapped 废品数量391 quantity shipped 发货数量392 queue time 排队时间393 rated capacity 额定能力394 receipt document 收款单据395 reference number 参考号396 regenerated MRP 重生成式MRP397 released order 下达订单398 reorder point 再订购点399 repetitive manufacturing 重复式生产(制造) 400 replacement parts 替换零件401 required capacity 需求能力402 requisition orders 请购单403 rescheduling assumption 重排假设404 resupply order 补库单405 rework bill 返工单406 roll up 上滚407 rough cut resource planning 粗资源计划408 rounding amount 舍入金额409 run time 加工(运行)时间410 safety lead time 安全提前期411 safety stock 安全库存412 safety time 保险期413 sales order 销售订单414 scheduled receipts 计划接收量(预计入库量/预期到货量) 415 seasonal stock 季节储备416 send part 发送零件417 service and support 服务和支持418 service parts 维修件419 set up time 准备时间420 ship address 发运地址421 ship contact 发运单联系人422 ship order 发货单423 shop calendar 工厂日历(车间日历)424 shop floor control 车间作业管理(控制) 425 shop order , work order 车间订单426 shrink factor 损耗因子(系数)427 single level where used 单层物料反查表428 standard cost system 标准成本体系429 standard hours 标准工时430 standard product cost 标准产品成本431 standard set up hour 标准机器设置工时432 standard unit run hour 标准单位运转工时433 standard wage rate 标准工资率434 status code 状态代码435 stores control 库存控制436 suggested work order 建议工作单437 supply chain 供应链438 synchronous manufacturing 同步制造/同期生产439 time bucket 时段(时间段)440 time fence 时界441 time zone 时区442 top management mitment 领导承诺443 total lead time 总提前期444 transportation inventory 在途库存445 unfavorable variance, adverse 不利差异446 unit cost 单位成本447 unit of measure 计量单位448 value chain 价值链449 value-added chain 增值链450 variance in quantity 量差451 vendor scheduler,supplier scheduler 采购计划员/供方计划员452 vendor scheduling 采购计划法453 Virtual Enterprise(VE)/ Organization 虚拟企业/公司454 volume variance 产量差异455 wait time 等待时间456 where-used list 反查用物料单457 work center capacity 工作中心能力458 workflow 工作流459 work order 工作令460 work order tracking 工作令跟踪461 work scheduling 工作进度安排462 world class manufacturing excellence 国际优秀制造业463 zero inventories 零库存464465 Call/Contact/Work/Cost center 呼叫/联络/工作/成本中心466 Co/By-product 联/副产品467 E-merce/E-Business/E-Marketing 电子商务/电子商务/电子集市468 E-sales/E-procuement/E-partner 电子销售/电子采购/电子伙伴469 independent/dependent demand 独立需求/相关需求件470 informal/formal system 非/规X化管理系统471 Internet/Intranet/Extranet 互联网/企业内部网/企业外联网472 middle/hard/soft/share/firm/group ware 中间/硬/软/共享/固/群件473 pegging/kitting/netting/nettable 追溯(反查)/配套出售件/净需求计算474 picking/dispatch/disbursement list 领料单(或提货单)/派工单/发料单475 preflush/backflush/super backflush 预冲/倒冲法/完全反冲476 yield/scrap/shrinkage (rate) 成品率/废品率/缩减率477 scrap/shrinkage factor 残料率(废品系数)/损耗系数478479 costed BOM 成本物料清单480 engineering BOM 设计物料清单481 indented BOM 缩排式物料清单482 manufacturing BOM 制造物料清单483 modular BOM 模块化物料清单484 planning BOM 计划物料清单485 single level BOM 单层物料清单486 summarized BOM 汇总物料清单487488 account balance 账户余额489 account code 账户代码490 account ledger 分类账491 account period 会计期间492 accounts payable 应付账款493 accounts receivable 应收账款494 actual cost 实际成本495 aging 账龄496 balance due 到期余额497 balance in hand 现有余额498 balance sheet 资产负债表499 beginning balance 期初余额500 cash basis 现金收付制501 cash on bank 银行存款502 cash on hand 现金503 cash out to 支付给504 catalog 目录505 category code 分类码506 check out 结帐507 collection 催款508 cost simulation 成本模拟509 costing 成本核算510 current assets 流动资产511 current liabilities 流动负债512 current standard cost 现行标准成本513 detail 明细514 draft remittance 汇票汇出515 end of year 年末516 ending availables 期末可供量517 ending balance 期末余额518 exchange rate 汇率519 expense 费用520 financial accounting 财务会计521 financial entity 财务实体522 financial reports 财务报告523 financial statements 财务报表524 fiscal period 财务期间525 fiscal year 财政年度526 fixed assets 固定资产。
流程管理的英文
Process ManagementProcess management is a crucial aspect of business operations that plays a significant role in ensuring efficiency, productivity, and overall success. Effective process management involves designing, implementing, and monitoring a series of interconnected tasks or steps to achieve specific organizational goals.Importance of Process ManagementProcess management is essential for several reasons:1. EfficiencyEfficient processes streamline operations, reduce redundancy, and minimize waste, leading to improved productivity and cost-effectiveness.2. ConsistencyWell-defined processes help maintain consistency in operations, ensuring that tasks are performed uniformly and in accordance with the established standards.3. QualityEffective process management contributes to higher quality outcomes by providing clear guidelines and standards for performing tasks.4. AgilityWell-managed processes facilitate adaptability to changing market conditions, allowing businesses to respond quickly to new opportunities or challenges.Key Components of Process ManagementSuccessful process management involves the following key components:1. Process DesignThe first step in process management is designing an efficient and effective workflow that outlines the sequence of tasks, responsibilities, and decision points.2. Process ImplementationOnce the process is designed, it needs to be implemented by allocating resources, defining roles, and establishing communication channels.3. Process MonitoringContinuous monitoring and evaluation of processes are essential to identify bottlenecks, inefficiencies, or areas for improvement.4. Process OptimizationBased on monitoring results, processes can be optimized to enhance performance, reduce costs, and increase overall efficiency.5. Process AutomationAutomation of certain tasks within a process can further enhance efficiency and accuracy, freeing up resources for more strategic activities.Challenges in Process ManagementDespite its benefits, process management may face challenges, such as: •Resistance to change from employees accustomed to existing processes.•Inadequate resources or technology to support efficient process execution.•Lack of alignment between different departments or teams, resulting in inefficiencies.Best Practices for Effective Process ManagementTo overcome challenges and ensure successful process management, organizations can follow these best practices:1.Engage Employees: Involving employees in the process design andimprovement helps increase buy-in and fosters a culture of continuousimprovement.e Technology: Leveraging process management tools and softwarecan streamline workflows, automate tasks, and provide real-time insights for decision-making.3.Regular Reviews: Conducting regular reviews of processes andsoliciting feedback from stakeholders allows for continuous optimization and adaptation to changing circumstances.4.Training and Development: Providing training and developmentopportunities for employees can enhance their skills and knowledge to better execute processes.5.Collaboration: Encouraging collaboration between differentdepartments or teams promotes cross-functional process improvements and alignment.ConclusionProcess management is a fundamental aspect of organizational success, with the potential to drive efficiency, productivity, and quality outcomes. By following best practices, overcoming challenges, and continuously optimizing processes, businesses can achieve sustainable growth and competitive advantage.。
全流程成本控制的实用建议英文版
全流程成本控制的实用建议英文版Practical Tips for Controlling Full Process CostsManaging costs effectively throughout the entire process is crucial for maximizing efficiency and profitability. Here are some practical suggestions to help you achieve this goal:1. Conduct a thorough analysis of all cost components involved in the process to identify areas where savings can be made.2. Implement cost control measures early in the process to prevent overspending and ensure that resources are allocated efficiently.3. Regularly review and update cost estimates to reflect any changes in the process or market conditions.4. Utilize technology and automation tools to streamline processes and reduce manual labor costs.5. Negotiate with suppliers and vendors to secure favorable pricing and terms for materials and services.6. Encourage employees to contribute cost-saving ideas and reward them for their suggestions.7. Monitor and track expenses closely to identify any deviations from the budget and take corrective action promptly.8. Continuously seek opportunities for process improvement and optimization to reduce waste and increase productivity.9. Collaborate with other departments and stakeholders to identify potential cost-saving initiatives and implement them effectively.10. Conduct regular audits and reviews of the cost control process to ensure its effectiveness and identify areas for further improvement.By following these practical tips and staying proactive in managing costs, you can successfully control full process costs and achieve your financial objectives.。
工程的流程与管理以及资金的协调英语
工程的流程与管理以及资金的协调英语全文共10篇示例，供读者参考篇1Once upon a time, there were some builders who wanted to build a big, big building. They needed a plan to follow and money to pay for everything.First, they had to come up with a plan. They had to think about where to put the building, how tall it should be, and what materials to use. They worked together and drew some pictures to show what the building would look like. This is called the engineering process. It's like making a blueprint before building a Lego house!Next, they had to figure out how to manage all the work. They needed people to help them build the building, like carpenters, electricians, and plumbers. They had to make a schedule to make sure everyone knew what to do and when to do it. This is called project management. It's like having a team captain to make sure everyone does their part in a basketball game!But building a big building costs a lot of money. The builders had to make a budget to see how much everything would cost. They had to talk to the bank to get a loan to pay for everything. This is called financial coordination. It's like making sure you have enough allowance to buy all the toys you want!In the end, the builders worked hard and followed their plan. They managed the project well and made sure everyone did their part. They coordinated the money and paid for everything they needed. And ta-da! They built a big, beautiful building that everyone loved.So, remember, if you want to build something amazing, you need a plan, good project management, and enough money. Just like the builders in our story!篇2Title: The Process and Management of Engineering Projects and Coordinating FundsHey everyone! Today I want to talk about how engineering projects work and how we manage them. It's super important to make sure everything goes smoothly from start to finish!First things first, a project usually starts with a plan. The engineers and project managers sit down and figure out what needs to be done, how long it will take, and how much it will cost. This is called the project scope and budget. It's like making a list of all the things we need to do and how much money we need to do them.Once we have a plan, we can start working on the project. This involves lots of different people, like architects, engineers, and construction workers. Everyone has a specific job to do and they all work together to make sure the project stays on track.But sometimes things don't go as planned. Maybe we run into unexpected problems or the weather is bad and we can't work. This is where project management comes in. Project managers are like the leaders of the project. They keep everyone on track, solve problems, and make sure everything gets done on time.And let's not forget about the money! Coordinating funds is super important because we need money to pay for materials, labor, and equipment. We have to make sure we stick to the budget and don't overspend. That's why we have to keep track of all the money coming in and going out.In the end, when the project is finished, we can look back and see all the hard work we put in. It's really rewarding to see something that started as just an idea become a reality. And it's all thanks to good planning, teamwork, and managing our funds wisely.So remember, next time you see a building being constructed or a road being built, think about all the work that goes into it. Engineering projects are like big puzzles that we have to put together, piece by piece. And when it's all done, we can sit back and admire our handiwork. It's pretty cool, right? Let's go build something amazing together!篇3Once upon a time, there was a big project called "Building a new playground" at our school. It was a very exciting project because we all wanted a new and fun space to play during recess. But before we could start building the playground, we had to plan everything out.First, we had to come up with a design for the playground. We sat down with our teachers and the project manager to talk about what we wanted. We all had different ideas, but in the end,we agreed on a design that had swings, slides, a jungle gym, and even a sandbox.Next, we had to figure out how we were going to build the playground. We needed to hire some workers to help us, so we had to make a budget and figure out how much money we had to spend. We also had to make a timeline to make sure we finished the project on time.Once everything was planned out, it was time to start building the playground. We worked together to set up the slides, put in the swings, and fill the sandbox with sand. It was a lot of hard work, but we had so much fun doing it.Throughout the project, we had to make sure we were staying on budget and on schedule. We had to keep track of how much money we were spending and make sure we were getting everything done on time. It was a lot of responsibility, but we all worked together to make sure everything went smoothly.In the end, the playground turned out even better than we had imagined. It was a beautiful and fun place to play, and we were all so proud of what we had accomplished. Working on this project taught us all about the importance of planning, teamwork, and managing money. We can't wait to start our next project!篇4Engineering Process and Management as well as Fund CoordinationHey guys, today we are going to talk about engineering process and management as well as fund coordination. Sounds complicated, right? But don't worry, I'll explain it in a simple way so we all can understand.First of all, let's talk about the engineering process. An engineering project goes through different stages from planning to completion. The first step is to come up with an idea or a plan. This is called the design phase. Engineers will draw up blueprints and come up with a plan on how to build something like a bridge or a building.Next, comes the construction phase. This is when all the hard work begins. Workers will start building based on the plans that the engineers have made. They have to make sure everything is done correctly and safely.After the construction is done, comes the testing phase. Engineers will check if everything is working properly and if it meets all the requirements. If there are any problems, they will fix them before the project is officially completed.Now, let's talk about fund coordination. In order to start and finish an engineering project, we need money. Lots of money! The fund coordination is all about managing the money and making sure it is used wisely. Engineers and project managers work together to make a budget and keep track of all the expenses.They have to make sure that the funds are used for the right things and that there is no wastage of money. They also have to make sure that the project is completed within the budget and on time. It's a lot of work, but it's important to make sure that everything runs smoothly.So, that's the basic idea of engineering process and management as well as fund coordination. It's all about planning, building, testing, and managing the money. I hope this helps you understand a little bit more about how things work in the world of engineering. Thanks for listening!篇5Hello everyone, today I'm going to talk about the process and management of engineering projects, as well as the coordination of funds. Let's get started!First of all, let's talk about the process of an engineering project. It usually starts with planning and design. This is where we come up with ideas and draw up blueprints for the project. Once the design is approved, we move on to the construction phase. This is when the actual building or creation of the project takes place. We need to make sure that everything is done according to the design and within the specified timeframe.Next, let's discuss the management of an engineering project. It's important to have a project manager who oversees the entire process. Their job is to ensure that everything runs smoothly and according to plan. They also need to coordinate with different teams and stakeholders to make sure everyone is on the same page. Communication is key in project management to avoid any misunderstandings or delays.Now, let's talk about the coordination of funds for an engineering project. Money is a big part of any project, so we need to make sure we have enough funds to cover all expenses. This involves budgeting and keeping track of costs throughout the project. It's important to allocate funds wisely and make sure they are used efficiently. We also need to work with financial institutions and investors to secure funding for the project.In conclusion, the process and management of engineering projects, as well as the coordination of funds, are crucial for the success of any project. By following these steps and staying organized, we can ensure that our projects are completed on time and within budget. Thank you for listening!篇6Once upon a time, there was a big project called "Building a Magical Playground" in our school. It was a super-duper project that needed a lot of planning, managing, and money coordination. Let me tell you all about it!First, the project started with some awesome ideas from the students. We wanted swings, slides, monkey bars, and even a mini-golf course! It was so exciting to think about all the fun things we could have in our new playground. Then, the teachers got together to make a plan. They talked about what materials we needed, how long it would take to build everything, and who would be in charge of each task.Next, the project needed a lot of managing. That's where the teachers and parents came in. They made schedules, assigned jobs to different people, and made sure everything was going according to plan. It was like a big puzzle that needed to be puttogether just right. Sometimes, things didn't go as planned and we had to make changes, but everyone worked together and the playground started to take shape.Finally, we talked about money. Building a playground costs a lot of money, so we needed to figure out how to pay for everything. The school held fundraisers, asked for donations, and even got some sponsorships from local businesses. It was amazing to see how everyone came together to make sure our project had enough money to be a success.In the end, our magical playground was finally finished. It had everything we wanted and more! We had so much fun playing on the swings, sliding down the slides, and exploring all the cool features of the playground. It was a project that taught us the importance of teamwork, planning, and managing, and we were so proud of what we had accomplished. And most importantly, we learned that with a little bit of magic and a whole lot of hard work, we could make our dreams come true.篇7Engineering Process and Management with Fund CoordinationHey guys! Today I want to talk to you about how engineers work on projects, manage tasks, and coordinate funds. It might sound a bit boring, but trust me, it's actually pretty cool once you know how it all works!So, first things first, let's talk about the engineering process. When engineers start a project, they have to first figure out what the problem is that they need to solve. This is called the problem statement. Once they know what the problem is, they can start coming up with ideas on how to solve it. This is the design phase. Engineers will create sketches, blueprints, and models to help them visualize how the solution will work.Next comes the actual building phase. Engineers will start constructing the project, following the design plans they created. This might involve working with tools and machinery, or even using computer programs to create digital designs. Once the project is completed, engineers will test it to make sure it works properly. They might have to make adjustments and improvements along the way to ensure everything is up to standard.But wait, there's more! Engineers also have to manage the project to make sure everything stays on track. This involves setting goals and deadlines, assigning tasks to team members,and making sure everyone is working together towards a common goal. Communication is super important in project management, so engineers will often hold meetings and provide updates to keep everyone informed.Now, let's talk about fund coordination. Engineers need money to buy materials, pay for labor, and cover other expenses related to the project. They have to work with finance teams to create budgets, track costs, and make sure funds are being used efficiently. Engineers might have to find ways to save money, negotiate deals with suppliers, and apply for grants or loans to secure additional funding.In conclusion, being an engineer is pretty exciting! It's all about problem-solving, creativity, teamwork, and of course, managing funds. So next time you see a building being constructed or a new technology being developed, remember that there are engineers behind the scenes working hard to make it all happen. Who knows, maybe one day you'll be the one designing and building amazing projects too!篇8Title: How Engineers Plan and Manage Projects and Coordinate FundsHey everyone, today let's talk about how engineers plan and manage projects and coordinate funds. It might sound like a lot of big words, but it's actually pretty cool stuff!First, let's talk about planning a project. Engineers have to think about what needs to be done, how long it will take, and who will do what. They often create a schedule to make sure everything gets done on time. They also have to think about any potential problems that might come up and come up with a plan to solve them.Next, let's talk about managing a project. This is like being the boss of the project. Engineers have to make sure everyone is doing their job and that the project is running smoothly. They have to be good leaders and good communicators to make sure everyone is on the same page.Finally, let's talk about coordinating funds. This is all about keeping track of the money that is needed for the project. Engineers have to make sure there is enough money to pay for everything and that the money is being spent wisely. They might have to talk to investors or other people to get more money if needed.In conclusion, planning and managing a project and coordinating funds are all important parts of being an engineer.It's a lot of work, but it's also really fun and rewarding. So next time you see a building or a bridge, remember all the hard work that engineers put into making it happen!篇9Hello everyone! Today, let's talk about the process and management of engineering projects, as well as coordinating funds. It can sound like a big deal, but don't worry, I'll break it down for you in a simple and fun way!First of all, when we talk about the process of an engineering project, we are basically talking about all the steps we need to take from start to finish. Just like when we are building a cool Lego structure, we need to follow certain steps to make sure everything turns out awesome!The first step is called planning. This is where we figure out what we want to build, how we are going to build it, and what materials we need. It's like making a shopping list before going to the store to buy all the pieces we need for our Lego project.Next, we have the design phase. This is where we draw up the blueprints, or the instructions, for how our project is going to look like. It's like making a map so we know where each piece of Lego goes.After that, it's time for construction! This is where we actually start building our project using all the materials we gathered. It can be really exciting to see everything coming together, just like when we finally put all the Lego pieces together and see our creation take shape!Now, let's talk about managing the project. This is like being the boss of the whole operation, making sure everything is running smoothly and on schedule. Just like how a teacher manages the classroom to make sure all the students are learning and having fun.Finally, let's talk about coordinating funds. This is where we make sure we have enough money to buy all the materials we need for our project. It's like making sure we have enough allowance to buy all the cool Lego sets we want to build our creations!So, that's a simple and fun way to understand the process and management of engineering projects, as well as coordinating funds. Remember, just like building a Lego structure, with careful planning, design, construction, project management, and fund coordination, we can create amazing things and have a lot of fun in the process!篇10Title: The Process and Management of Engineering Projects and Coordinating FundsHey everyone! Today, I'm going to talk about engineering projects and how they are managed, as well as how funds are coordinated for these projects. It may sound like a lot of big words, but don't worry, I'll explain it in a simple way that even a kid can understand!First, let's talk about the process of an engineering project. Engineering projects are like big puzzles that need to be put together step by step. The first step is planning. This is where the engineers figure out what needs to be done and how they are going to do it. They have to think about things like what materials they need, how long it will take, and how much it will cost.Once the planning is done, it's time to start building! This is where the engineers actually start putting the project together. They have to make sure everything is done correctly and according to the plan. Sometimes, they run into problems and have to come up with solutions on the spot. It can be a lot ofhard work, but it's also really exciting to see the project come together!Now, let's talk about how these projects are managed. Managing an engineering project is like being the boss of a big team. The project manager has to make sure that everyone is doing their job and that everything is going according to plan. They have to communicate with the team, solve any problems that come up, and make sure the project stays on track. It's a big responsibility, but it's also really important to make sure the project is successful.Finally, let's talk about coordinating funds for an engineering project. Coordinating funds means making sure there is enough money to pay for everything in the project. This is really important because without enough money, the project can't be completed. The project manager has to work with the finance team to create a budget and make sure that the money is being spent wisely. They also have to make sure that any changes or extra costs are accounted for so that the project doesn't go over budget.In conclusion, engineering projects are like big puzzles that need to be put together step by step. The process involves planning, building, and managing the project to ensure itssuccess. Coordinating funds is also a crucial part of the process to make sure that the project has enough money to be completed. It's a lot of hard work, but it's also really rewarding to see the finished project and know that you were a part of making it happen!。
公司IT管理制度规范程序文件中英文版本
IT管理制度*** IT Standard Management受控状态Controlled status：文件编号Document No.：FD-P-002责任部门Dept. Owner：财务部生效日期Effective date：2020 年11月 1 日制定Compiled by 审核Checked by 批准Approved by1.目的：规范公司电脑资源相关工作操作程序，提高电脑资源整体工作效率，实现公司电脑资源统一规范管理。
Goal: To standardize the company's computer resources related work operation procedures, improve the overall efficiency of computer resources, and achieve unified and standardized management of the company's computer resources.2.范围：适用于惠州***家具有限公司的所有电脑资源管理工作。
Scope: It is applicable to all computer resource management of ***.3.定义Definition3.1.电脑硬件指包括显示器、主机箱、电脑相关外设等硬件设施。
Hardware including display, host, computer related peripherals etc.3.2.计算机病毒是一个程序，一段可执行码。
就像生物病毒一样，计算机病毒有独特的复制能力。
Computer virus is a program, an executable code. Like biological viruses, computer viruses have unique replication capabilities.3.3.操作系统(operating system)是用户和计算机之间的界面，操作系统管理着所有计算机系统资源。