2014考研英語：翻譯習題精選(十九)_跨考網(wǎng)

　　2014考研英語：翻譯習題精選(十九)

　　Japanese firms have achieved the highest levels of manufacturing efficiency in the world automobile industry. (46) Some observers of Japan have assumed that Japanese firms use the same manufacturing equipment and techniques as United States firms but have benefited from the unique characteristics of Japanese employees and the Japanese culture. However, if this were true, then one would expect Japanese auto plants in the United States to perform no better than factories run by United States companies. This is not the case. (47) Japanese-run automobile plants located in the United States and staffed by local workers have demonstrated higher levels of productivity when compared with factories owned by United States companies.

　　Other observers link high Japanese productivity to higher levels of capital investment per worker. But a historical perspective leads to a different conclusion. (48) When the two top Japanese automobile makers matched and then doubled United States productivity levels in the mid-sixties, capital investment per employee was comparable to that of United States firms. Furthermore, by the late seventies, the amount of fixed assets required to produce one vehicle was roughly equivalent in Japan and in the United States. Since capital investment was not higher in Japan, it had to be other factors that led to higher productivity.

　　A more fruitful explanation may lie with Japanese production techniques. Japanese automobile producers did not simply implement conventional processes more effectively, they made critical change in United States procedures. (49) For instance, the mass-production philosophy of United States automakers encouraged the production of huge lots of cars in order to utilize fully expensive, component-specific equipment and to occupy fully workers who have been trained to execute one operation efficiently. Japanese automakers chose to make small-lot production feasible by introducing several departures from United States practices, including the use of flexible equipment that could be altered easily to do several different production tasks and the training of workers in multiple jobs. (50) Automakers could schedule the production of different components or models on single machines, thereby eliminating the need to store the spare stocks of extra components that result when specialized equipment and workers are kept constantly active.

　　參考譯文

　　46. 一些日本觀察家認為，盡管日本公司使用與美國公司一樣的制造設備和工藝方法，但卻由于日本雇員和日本文化的獨有特征而受益匪淺。

　　47. 設在美國并雇用當?shù)毓と说挠扇毡救碎_辦的汽車廠，與美國公司擁有的汽車廠相比，其生產(chǎn)效率要高得多。

　　48. 20世紀60年代中期，兩家最大的日本汽車制造商開始與美國的生產(chǎn)效率并駕齊驅，而后來則為美國生產(chǎn)效率的兩倍，而每位員工計算的資金投入?yún)s與美國不相上下。

　　49. 例如，美國汽車制造商的規(guī)模生產(chǎn)的經(jīng)營方針鼓勵大量生產(chǎn)汽車，以便充分利用價格昂貴的零件專用設備并使受過培訓、高效操作某一生產(chǎn)程序的工人不停的干活。

　　50. 汽車工人能夠在一臺機器上安排生產(chǎn)不同零件或不同型號的部件，這樣就不必額外儲存部件作為備用件，而當專用設備和專業(yè)工人不停的工作時，就必須有這種備用件的儲存。