GMAT閱讀機(jī)經(jīng):手工作坊到工廠.

　　GMAT機(jī)經(jīng)是考生備考的重要法寶，已經(jīng)備考一段時(shí)間的考生對(duì)有了一些了解，澳際小編整理了GMAT閱讀機(jī)方面的內(nèi)容，考生在研讀澳際小編提供的這個(gè)機(jī)經(jīng)的時(shí)候要總結(jié)一下GMAT閱讀技巧，以期達(dá)到吸收消化再生法的目的。

　　這是篇GMAT機(jī)的主題是手工到工廠，考生要注意里面的生僻詞匯和自己不熟悉的詞匯，記下來(lái)以備再次出現(xiàn)使用。

　　[V1]

　　第三篇是超長(zhǎng)的，公司說(shuō)以前手工作坊很注意客戶需求，然后是factory 如何如何。

　　[V1]

　　第一段：現(xiàn)在的生產(chǎn)型企業(yè)在質(zhì)量和價(jià)格上沒(méi)有優(yōu)勢(shì)。

　　第二段：上下游對(duì)生產(chǎn)過(guò)程的影響比較慢。(upstream和downstream)

　　第三段：說(shuō)生產(chǎn)型企業(yè)的服務(wù)無(wú)非就是準(zhǔn)時(shí)生產(chǎn)出產(chǎn)品(用了commitment)。然后說(shuō)生產(chǎn)型企業(yè)一般不生產(chǎn)所有規(guī)格的產(chǎn)品，而是派他們的產(chǎn)品人員去為客戶服務(wù)，因?yàn)楫a(chǎn)品人員比銷售人員更懂產(chǎn)品。

　　題目有一題是問(wèn)文章中對(duì)于生產(chǎn)型企業(yè)哪種說(shuō)法是對(duì)的?我選的是他們unable to produce high quality goods in lower price。

　　有一題問(wèn)生產(chǎn)型企業(yè)的服務(wù)是什么：按時(shí)生產(chǎn)。

　　與這篇GMAT閱讀機(jī)經(jīng)相似的文章有：

　　考古已確認(rèn)

　　工廠自動(dòng)化普及和客戶定制服務(wù)

　　V1：

　　機(jī)器人和自動(dòng)化已經(jīng)在工廠很普及了，現(xiàn)在企業(yè)如果單從質(zhì)量和成本來(lái)競(jìng)爭(zhēng)的話，差距不大，尤其是mass production之后，生產(chǎn)和研發(fā)，服務(wù)脫節(jié)，都是大批量標(biāo)準(zhǔn)化的產(chǎn)品，少了很多feasibility。作者舉出為顧客量身定制才是王道，比如客戶參與設(shè)計(jì)改良，客戶需要order小批量生產(chǎn)，售前服務(wù)售后服務(wù)等等。

　　V2：

　　第一段：對(duì)現(xiàn)狀進(jìn)行分析，提出問(wèn)題，認(rèn)為低成本，高質(zhì)量并不能滿足未來(lái)客戶的需求，而是應(yīng)該有更好的customer service。第二段：對(duì)比了handmade craft，對(duì)于顧客需求是量身定做。由于后來(lái)顧客開(kāi)始重視mass production，成本和質(zhì)量成為了主要的側(cè)重點(diǎn)。Manufacture也分成了三個(gè)部分，中間的生產(chǎn)環(huán)節(jié)與upstream和downstream脫節(jié)。而且，由于hierarchy，與生產(chǎn)并無(wú)直接聯(lián)系的headquarters還經(jīng)常對(duì)生產(chǎn)環(huán)節(jié)指手畫腳。第三段：人們發(fā)現(xiàn)了upstream與manufacture的脫節(jié)的disadvantages，并對(duì)此進(jìn)行了一些改進(jìn)。(無(wú)考點(diǎn))第四段：但人們并沒(méi)有意識(shí)到downstream和manufacture的脫節(jié)的disadvantage，作者指出此問(wèn)題能夠如何進(jìn)行改善。

　　Q1：(760)主旨題：

　　介紹現(xiàn)象，提出改進(jìn)方案

　　Q2：傳統(tǒng)工廠infer以下哪種：

　　我選traditional factory生產(chǎn)的都是大批量的貨品 (對(duì)比作者小批量定制的提議)

　　Q3：一下哪個(gè)不是作者提倡的：

　　選生產(chǎn)只是單純的meet deadline，而不考慮客戶實(shí)際需求。(有原文，簡(jiǎn)單)

　　Q4： the dinition of service of the traditional industries includes which of the following?

　　很簡(jiǎn)單，原文中找，就是那個(gè)“commitment of meeting date”題目中是“meeting deadline”。然后那個(gè)原文concern about什么，樓主選的是“recommend a new approach(之類的)

　　Q5： (760)infer題：

　　manufacture存在很強(qiáng)烈的階層(hierarchy)Q6：(760)traditional manufacturing means what? Meeting the deadline.Q7： (760)infer題，選擇A，nowadays customers are not so crazy about low cost or high quality.

　　對(duì)于手工與工廠的GMAT閱讀文章，大家一定要從這幾篇文章中總結(jié)一些GMAT閱讀技巧，生發(fā)出屬于自己的GMAT閱讀技巧。

　　說(shuō)想象過(guò)整個(gè)工廠都是計(jì)算器和機(jī)器人在工作嗎?事實(shí)上現(xiàn)下的工廠完全可以做到這樣。只不過(guò)因?yàn)樗鼈兊母?jìng)爭(zhēng)對(duì)手也有這樣的技術(shù)水準(zhǔn)，所以做成這樣也沒(méi)用。現(xiàn)下的企業(yè)還是需要特別關(guān)心對(duì)顧客的服務(wù)，包括售前和售后的。從前的手工藝人就是靠細(xì)致的服務(wù)，從設(shè)計(jì)到制作到修改，來(lái)贏得客戶。當(dāng)大生產(chǎn)開(kāi)始后，人們放棄了昂貴的手工訂做，轉(zhuǎn)向批量制作的商品。設(shè)計(jì)制作這道工序開(kāi)始被從銷售的前期工作中剝離，它與后期工作即售后服務(wù)的關(guān)系也不那么緊密了，但是，轉(zhuǎn)變并沒(méi)有那么劇烈。即使是最道統(tǒng)的工廠也要考慮到顧客的需求，哪怕這樣的考慮僅僅是要按時(shí)交貨(出題)。而工廠里的制作工人往往能對(duì)銷售人員起非常重要的作用，比如及時(shí)提供貨品的數(shù)據(jù)以幫助他們贏得更多的訂單(出題)，還比如可以向顧客解釋產(chǎn)品的特性以及修理產(chǎn)品。

　　參考文獻(xiàn)偏長(zhǎng)，貌似不完全是原文，但是重心思想類似，有時(shí)間的同學(xué)可以看下：

　　The factory of the future is not a place where computers, robots, and flexible machines do the drudge work. That is the factory of the present, which, with money and brains, any manufacturing business can build. Of course, any competitor can build one too—which is why it is becoming harder and harder to compete on manufacturing excellence alone. Lower costs, higher quality, and greater product variety are like table stakes in poker—the price that companies pay to enter the game. Most products can be quickly and easily imitated; and the most automated design and production processes cannot decisively beat the second most automated. Who wins and who loses will be determined by how companies play, not simply by the product or process technologies that qualify them to compete.

　　The manufacturers that thrive into the next generation, then, will compete by bundling services with products, anticipating and responding to a truly comprehensive range of customer needs. Moreover, they will make the factory itself the hub of their forts to get and hold customers—activities that now are located in separate, often distant, parts of the organization. Production workers and factory managers will be able to forge and sustain new relationships with customers because they will be in direct and continuing contact with them. Manufacturing, in short, will become the cortex of the business. Today’s flexible factories will become tomorrow’s service factories.

　　? ? ?

　　About 200 years ago, when horse-drawn carriages were made largely by craftsmen, the most successful carriage maker was invariably the most accommodating. Though he prided himself on being a technician—a manufacturer—his success depended heavily on his willingness and ability to talk with customers at key points： bore the sale, so he could get a clear idea of what the client needed and what features would satisfy him; during the manufacturing process, so he could incorporate any necessary changes in the product; and after delivery, so he could learn what features had worked (and what hadn’t) and what the client needed for maintenance, repair, and replacement.

　　Mass production overtook customized craftsmanship because customers came to value standardized goods over higher priced, personalized goods. As a result, work grew increasingly compartmentalized through the division of labor. Craftsmanship (that is, manufacturing) became separated from downstream activities, like sales and postpurchase service, as well as from upstream activities, like new-product development and design. Gradually, manufacturing received more and more of its information and instructions through filters—divisions and departments that were separated, functionally and physically, from the production site. Not surprisingly, manufacturing managers complained that those who dined their work rarely understood it or cared enough about its details, problems, or technical

　　possibilities.

　　For decades, companies muddled through. In recent years, as Japanese competition put pressure on manufacturing businesses everywhere, manufacturers have worked mightily and successfully to educate workers and break down some of the barriers between their upstream activities and the work of the factory. They have encouraged interfunctional communication between product designers and manufacturing engineers and between R&D and quality managers on the factory floor.

　　These imaginative forts to accelerate product innovation and improve manufacturing performance were necessary and important. But they are no longer adequate. Today downstream activities have to be joined to the tasks of the factory too. Increasingly, factory personnel have the means to support the sales force, service technicians, and consumers. This support should, and will, be used. Competition is shifting away from how companies build their products to how well they serve customers bore and after they build them.

　　? ? ?

　　Some of America’s best-run companies—Hewlett-Packard, Allen-Bradley, Caterpillar, Frito-Lay—already operate factories whose activities rlect the new role of service in manufacturing competition. None of their facilities is a complete service factory. We are still many years from that. But in the range of upstream and downstream activities these factories perform, and in the degree of interaction between production workers and customers, they point the way to the future.

　　Service for a manufacturing company inescapably revolves around its products—their design, features, durability, repairability, distribution, and ease of installation and use. Even the most traditional factories of yesterday proffered service of a kind, but their conception of service was narrow. To old-guard factory managers, service was little more than a commitment to meeting due dates. Logistics and distribution urged the factory to complete orders in a timely fashion, to give advance notice of delivery problems, and to package materials for ease of shipment and damage control. Customers were simply numbers on a production schedule.

　　以上就是澳際小編輯整理的GMAT機(jī)經(jīng)，這是篇文章講述了如何解決GMAT閱讀中手工與工廠內(nèi)容的解答思路，同時(shí)也提到了熟練解決此類問(wèn)題的GMAT閱讀技巧：熟練掌握關(guān)于此內(nèi)容的詞匯。希望澳際小編的整理能幫助到考生。