聽好書學(xué)英語-經(jīng)管類Lean Solutions 02

<p>[ti:未知]<br /> [ar:]<br /> [al:]<br /> [by:]<br /> [00:02.58]知行英語<br /> [00:31.03]Lean Solutions<br /> [00:33.72]how companies and customers<br /> [00:35.73]can create value and wealth together<br /> [00:39.70]精益解決方案<br /> [00:47.57]business Principles  商業(yè)原則<br /> [00:52.96]myopic  近視的<br /> [00:57.08]interaction  互動<br /> [01:02.62]The authors offer an intriguing description of their mission<br /> [01:06.39]at the beginning of this latest book.<br /> [01:08.92]Principles of lean design have in fact been adopted<br /> [01:12.78]by many Western businesses, they acknowledge,<br /> [01:15.65]and manufacturing quality has steadily risen as a result.<br /> [01:20.07]Yet customers remain often dissatisfied<br /> [01:22.63]with their experiences. The cause?<br /> [01:26.42]To Womack and Jones,<br /> [01:28.05]the answer rests in a myopic application<br /> [01:31.20]of lean business principles:<br /> [01:34.48]companies have successfully improved their manufacturing<br /> [01:37.63]and product-development environments,<br /> [01:39.65]but they have not had a large enough view<br /> [01:43.08]of the overall customer relationship,<br /> [01:45.65]and of the need for leanness<br /> [01:47.77]in all aspects of companies' interactions with customers.<br /> [01:54.44]講解<br /> [02:39.12]The authors offer an intriguing description of their mission<br /> [02:42.69]at the beginning of this latest book.<br /> [02:53.22]Principles of lean design have in fact been adopted<br /> [02:56.76]by many Western businesses, they acknowledge,<br /> [03:05.95]and manufacturing quality has steadily risen as a result.<br /> [03:13.43]Yet customers remain often dissatisfied<br /> [03:16.47]with their experiences. The cause?<br /> [03:26.08]To Womack and Jones,<br /> [03:27.55]the answer rests in a myopic application<br /> [03:30.70]of lean business principles:<br /> [03:40.01]companies have successfully improved their manufacturing<br /> [03:43.09]and product-development environments,<br /> [03:50.67]but they have not had a large enough view<br /> [03:53.73]of the overall customer relationship,<br /> [04:00.83]and of the need for leanness<br /> [04:02.68]in all aspects of companies' interactions with customers.<br /> [04:15.58]多學(xué)一點<br /> [04:17.46]myopic  近視的<br /> [04:22.08]shortsighted<br /> [04:30.34]myopic<br /> [05:08.13]structure  結(jié)構(gòu)<br /> [05:12.42]vendor  商販<br /> [05:17.58]The structure of Lean Solutions centers on 6 requests<br /> [05:21.74]that the authors believe customers implicitly demand<br /> [05:25.68]from their vendors: "Solve my problem completely;<br /> [05:29.26]don't waste my time; provide exactly what I want;<br /> [05:35.07]deliver value where I want it; supply value when I want it;<br /> [05:41.75]and reduce the number of decisions<br /> [05:44.18]I must make to solve my problems."<br /> [05:49.90]講解<br /> [06:18.06]The structure of Lean Solutions centers on 6 requests<br /> [06:27.90]that the authors believe customers implicitly demand<br /> [06:31.35]from their vendors:<br /> [06:38.38]"Solve my problem completely;<br /> [06:43.23]don't waste my time;<br /> [06:47.34]provide exactly what I want;<br /> [06:52.35]deliver value where I want it;<br /> [06:58.74]supply value when I want it;<br /> [07:04.71]and reduce the number of decisions<br /> [07:07.18]I must make to solve my problems."<br /> [07:43.80]compelling  迫使<br /> [07:47.01]cumulative  累積的<br /> [07:52.66]With a compelling mix of case studies,<br /> [07:55.31]and illuminating thought experiments in industries<br /> [07:59.02]ranging as widely as shoe manufacturing,<br /> [08:02.05]health care delivery, auto repair, and grocery shopping,<br /> [08:06.59]Womack and Jones walk readers<br /> [08:08.82]through careful explanations of how lean thinking<br /> [08:12.75]might be expanded beyond the factory floor<br /> [08:16.12]to broader business problems.<br /> [08:19.11]Lean Solutions isn't for all readers.<br /> [08:22.53]It rests on an appreciation of the large cumulative effects<br /> [08:27.24]that many small processes can have on business,<br /> [08:31.32]and it requires patience from those<br /> [08:34.15]who want to learn the secrets of lean business.<br /> [08:40.17]講解<br /> [09:22.23]With a compelling mix of case studies,<br /> [09:24.79]and illuminating thought experiments in industries<br /> [09:28.69]ranging as widely as shoe manufacturing,<br /> [09:31.55]health care delivery, auto repair, and grocery shopping,<br /> [09:47.66]Womack and Jones walk readers<br /> [09:49.95]through careful explanations of how lean thinking<br /> [09:53.70]might be expanded beyond the factory floor<br /> [09:57.07]to broader business problems.<br /> [10:10.14]Lean Solutions isn't for all readers.<br /> [10:17.65]It rests on an appreciation of the large cumulative effects<br /> [10:22.19]that many small processes can have on business,<br /> [10:35.77]and it requires patience from those<br /> [10:38.37]who want to learn the secrets of lean business.<br /> [10:50.62]多學(xué)一點<br /> [10:52.84]compelling<br /> [11:04.12]a compelling mix of case studies<br /> [11:11.05]compelling<br /> [11:25.44]business Principles<br /> [11:27.29]myopic<br /> [11:28.54]interaction<br /> [11:30.85]The authors offer an intriguing description of their mission<br /> [11:34.50]at the beginning of this latest book.<br /> [11:37.30]Principles of lean design have in fact been adopted<br /> [11:40.97]by many Western businesses, they acknowledge,<br /> [11:43.84]and manufacturing quality has steadily risen as a result.<br /> [11:48.28]Yet customers remain often dissatisfied<br /> [11:50.98]with their experiences. The cause?<br /> [11:54.77]To Womack and Jones,<br /> [11:56.28]the answer rests in a myopic application<br /> [11:59.45]of lean business principles:<br /> [12:02.64]companies have successfully improved their manufacturing<br /> [12:05.85]and product-development environments,<br /> [12:07.91]but they have not had a large enough view<br /> [12:11.17]of the overall customer relationship,<br /> [12:13.87]and of the need for leanness<br /> [12:16.08]in all aspects of companies' interactions with customers.<br /> [12:22.32]structure<br /> [12:23.77]vendor<br /> [12:25.63]The structure of Lean Solutions centers on 6 requests<br /> [12:29.83]that the authors believe customers implicitly demand<br /> [12:33.81]from their vendors: "Solve my problem completely;<br /> [12:37.76]don't waste my time; provide exactly what I want;<br /> [12:43.10]deliver value where I want it; supply value when I want it;<br /> [12:49.86]and reduce the number of decisions<br /> [12:52.30]I must make to solve my problems."<br /> [12:57.47]compelling<br /> [12:58.96]cumulative<br /> [13:01.17]With a compelling mix of case studies,<br /> [13:04.03]and illuminating thought experiments in industries<br /> [13:07.74]ranging as widely as shoe manufacturing,<br /> [13:10.57]health care delivery, auto repair, and grocery shopping,<br /> [13:15.27]Womack and Jones walk readers<br /> [13:17.43]through careful explanations of how lean thinking<br /> [13:21.25]might be expanded beyond the factory floor<br /> [13:24.82]to broader business problems.<br /> [13:27.90]Lean Solutions isn't for all readers.<br /> [13:31.17]It rests on an appreciation of the large cumulative effects<br /> [13:35.80]that many small processes can have on business,<br /> [13:40.07]and it requires patience from those<br /> [13:42.69]who want to learn the secrets of lean business.<br /> [14:13.24]知行提示</p>

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