考研英语阅览《经济学人》读译参阅Day2003_The_is

原标题：考研英语阅览 | 《经济学人》读译参阅 day2003

本系列给同学们推送的是经济学人读译参阅文章，我们可以测验翻译一下，坚持操练，不只对考研英语的阅览了解有所协助，还能前进翻译水平。记住和研友们共享哦，等待持续重视~

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考研英语阅览 | 《经济学人》读译参阅 day2001

考研英语阅览 | 《经济学人》读译参阅 day2002

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text 2003

公司的瓶颈烦恼

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“the goal” is a notable business book for two reasons.the first is its unusual genre.first published in 1984, it is a management tome dressed up in the clothes of a thriller.the book, written by eliyahu goldratt and jeff cox, tells the story of alex rogo, a plant manager who has to overhaul his factory within three months or face closure.to the objection that this is not thrilling at all, consider that it could have been a lot worse (“alan key must format a slide deck by midnight or he won’t get enough sleep to function properly the next day”).and rogo’s efforts to reduce excess inventory and win over bill peach, his hard-driving boss, are weirdly entertaining.in any case readers lapped it up.“the goal” sold millions .it has been reprinted several times.it even got turned into a graphic novel.its second contribution was to popularise thinking about bottlenecks.the novel was written to get across goldratt’s “theory of constraints”, a method for identifying those resources whose capacity does not match the demands placed on them.

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(this definition comes from one of the book’s protagonists—jonah, a brilliant, globe-trotting business adviser whose resemblance to a real person seems unlikely to be coincidental.)bottlenecks are often thought of as physical constraints.in rogo’s factory, for example, the bottlenecks are two particular machines whose through-put must be increased in order to ship orders faster.in recent years the pandemic has increased awareness of such bottlenecks in the wider supply chain, whether because of the i

mpact of semiconductor shortages or the effect of backlogs at congested ports.policies can be bottlenecks, too.the pandemic also forced vaccine manufacturers to ditch normal patterns of working.in “vaxxers”, a book about their work to develop the oxford-astrazeneca covid-19 jab, sarah gilbert and catherine green describe how they did more “at risk” work, doing things in parallel that would usually have been done sequentially.that would have meant wasted work if they had hit a problem, but also that scientists got

stuff done much faster than usual.bill peach would have approved.people are also bottlenecks.

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(这个界说来自书中的一个主人公钟纳，他是一位才调横溢、周游世界的商业参谋，他与一个真实人物的类似之处如同不太可所以偶尔。)瓶颈一般被认为是物理上的捆绑。例如，在罗戈的工厂里，瓶颈是两台特定的机器，它们的产量有必要前进，才干更快地发货。这些年，疫情前进了我们对更大规模的供给链中此类瓶颈的知道，不管是半导体短少的影响，仍是港口拥堵积压的影响。方针也可以变成瓶颈。疫情迫使疫苗制造商扔掉正常的作业方法。《做疫苗的人》叙说了疫苗制造商如何研宣告牛津-阿斯利康新冠肺炎疫苗，在这本书中，萨拉·吉尔伯特和凯瑟琳·格林叙说了制造商如何做了更多有风险的作业，把一般情况下需要顺次结束的作业改成一起进行。这意味着假定他们遇到了疑问，那么作业就白做了，但也意味着科学家们结束作业的速度比平常马上许多。比尔·皮奇必定会附和这种做法的。人也是一种瓶颈。

03

within organisations, managers themselves are frequently the points at which things get bunged up.that might be because executives simply have too much to do.estimates vary on how many direct reports a manager should ideally have.but if they don’t all fit in a lift, you almost certainly have too many.it might be their own fault—if they are micromanagers, say, offering up helpful opinions on everything from font sizes to office furniture.it might be because no one is comfortable making a decision for fear of being hauled over the coals later by their own boss.it might be because there is jockeying and confusion over who has the right to make a call (an “upward status disagreement”, if you like jargon; a “pissing contest”, if you don’t).bottlenecks can stem from good behaviour as well as bad.collaboration is normally celebrated, but it can easily result in more delays if people’s time is being soaked up on non-essential tasks.similarly, the person who responds to every message quickly and clears their inbox every night looks like the very opposite of a bottleneck, but that depends on two things: on what work they are not doing while they manically check their email, and on whether those messages are about trivial things.

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在组织内部，司理本身一般是出疑问的当地。可所以因为高管们有太多的作业要做。一名司理大约有多少直接部下才是比照抱负的，关于这个疑问的估量各纷歧样。可是，假定一个电梯里装不下一切这些人，那么几乎可以必定人数太多了。也可所以司理自个的错，比方说，假定他们是微观打点者，从字体巨细到单位家私，事无巨细地供给有用的定见。还可所以因为没有人勇于做出抉择，因为他们忧虑之后会被自个的上级责备。也可所以因为在谁有权力决定的疑问上存在争论和紊乱(这用作业黑话来说就是“向上方位不合”，说人话就是“抢着当老迈”)。瓶颈可以源于糟糕的行为，也可以源于杰出的行为。协同协作一般是遭到建议的，但假定我们的时刻被非必要的使命占用，那么协作就很简略致使更多的推迟。相同，及时回复每一封邮件并每晚清空收件箱的人看起来是瓶颈的不和，但这取决于两件事：一是他们张狂查看电子邮件时落下了啥作业没做，二是这些邮件是不是都是些鸡毛蒜皮的小事。

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if people are responding at great speed on matters of zero importance—especially if they are high up the ladder and colleagues are therefore likely to respond to them in turn—they are probably creating trouble of some sort.whatever the causes of congestion, the costs can be material.daniel ek, the boss of spotify, attributed a recent restructuring at the music-streaming company to the need to make faster decisions.consultants at mckinsey have estimated that about 530,000 days of managers’ time each year may be wasted on broken decision-making processes at a typical fortune 500 company.“the goal” is not the greatest thriller ever. no one dies.the only real violence done is to the english language (“it’s not until i’m busy with my delicious veal parmesan that my thoughts start to crystallise”).but it is a lot more readable than most business books, and it makes you think about a subject that is relevant not only to supply-chain managers and operations managers but to bosses everywhere.bottlenecks abound. they just need to be found.

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假定我们对不重要的作业回答很快--特别是假定他们的职位较高，火伴就很可以会再回复他们--那么这些人很可以正在制造某种费事。不管构成拥堵的缘由是啥，本钱都可所以无量的。spotify的老板丹尼尔·埃克迩来将这家音乐流媒体公司进行了重组，声称缘由是需要更快地做出抉择。麦肯锡的参谋估量，在一家《财富》500强公司中，司理们每年大约有53万天被浪费在被中止的抉择计划进程上。《方针》并不是最好的悬疑小说。书中没有人死去。仅有真实的暴力是对英语言语的暴力(“直到我忙着吃甘旨的帕尔马干酪小牛肉，我的主意才初步亮堂起来”)。但它比大大都商业书本的可读性要强得多，而且它让你思考的主题不只与供给链司理和运营司理有关，也与一切当地的老板有关。瓶颈举目皆是，只需找到它们。回来搜狐，查看更多

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