風(fēng)險模型畢業(yè)論文Risk Modeling Dissertation:Applying JIT production to TongXing Warp Knitting Ltd by Discrete Event Simulation model
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摘要：離散事件計算機模擬能夠幫助采用精益制造，通過提供可實現(xiàn)的基于時間的活動的改進以及可信的預(yù)計資源節(jié)約。
Introduction
1.1 rational and motivation
1.2 research questions
1.3 aim and objectives
1.4 research methods (optional; you can include it in as a different chapter)
1.5 audience, scope and limitation of this research
1.6 structure of the dissertation
1.7 chapter summary
Introduction:
Literature review:
1. Lean philosophy學(xué)習(xí)歷史
豐田生產(chǎn)體系是一個綜合性的社會技術(shù)體系，既涉及管理學(xué)理論，又涉及實踐。在豐田汽車公司（Rachna Shah等，2007）的實驗和倡議中持續(xù)了三十年。豐田生產(chǎn)系統(tǒng)于1984年通過豐田汽車公司和通用汽車公司的合資企業(yè)在美國正式推出。精益生產(chǎn)從通常被稱為豐田生產(chǎn)系統(tǒng)（同上）的替代品。隨著這種管理理念的延伸，專家和管理者已經(jīng)放棄了由固有的多功能性和復(fù)雜性而引起的精益生產(chǎn)的早期誤解。因此，精益生產(chǎn)已經(jīng)通過學(xué)術(shù)和商業(yè)出版物（Rachna Shah et al。，2007）得到了公眾的認可，并成為美國制造業(yè)的重要組成部分（Wood et al。，2004）。它很快引起了全球范圍的廣泛關(guān)注，特別是在西方國家。 Rinehart（1997）曾經(jīng)說過：精益生產(chǎn)將成為21世紀的標準制造模式。Toyota Production System is a comprehensive social and technical systeminvolving both theory and practice in management science. Itoriginated in the experiments and initiatives lasted three decades at Toyota Motor Company (Rachna Shah et al., 2007).Toyota production system was formally launched on The United State via the joint venture between Toyota Motor Company and General Motors in 1984.Lean productionstemmed from and is commonly known as a substitution for Toyota Production System (ibid). Followed by the extension of this management philosophy, experts and managers have abandoned the early misconceptions of lean production which was caused by its inherent versatility and complication. As a result, lean productionhas been properly recognized by the public through academic and business publications (Rachna Shah et al., 2007) and turnedinto an essential part of the manufacturing industry in the United States (Wood et al., 2004). It has soon aroused the wide-spread attention in the global scope, especially in western countries. Rinehart (1997) once said Lean production will bethe standard manufacturing mode of the 21st century.
回顧現(xiàn)有文獻，科學(xué)家和研究人員建立了許多精益生產(chǎn)的定義或概念.20世紀后期，像Shingo（1989）這樣的科學(xué)家將精益生產(chǎn)視為與傳統(tǒng)制造方法相反的反直覺方法。其他一些人則指出精益生產(chǎn)與制造績效相關(guān)的關(guān)鍵原則：車間間物料和信息的連續(xù)流動;突出客戶吸引力而不是組織推動的有效性;不斷優(yōu)化和整合人力資源（Womack and Jones，1996 in Michael，2000）。 Hopp和Spearman（2004）認為精益生產(chǎn)是通過集成系統(tǒng)來降低貨物或服務(wù)的緩沖成本。Reviewing the existing literature, a number of definitions or conceptions of lean production were established by scientists and researchers.In the late 20th century, some scientists like Shingo (1989) regarded lean production as a counter-intuitive approachcompared to the traditional manufacturing methods. Some others pinpoint key principles of lean production associated with manufacturing performance: continuous flow of materials and information among workshop; highlighting the effectiveness of customer puff rather than organization push; constant optimization and Integration of human resource (Womack and Jones,1996 in Michael, 2000). Hopp and Spearman (2004) thought lean production is to minimizing the buffering costwhiledelivering goods or services through its integrated system. Schonberg (2002) has defined the term World Class Manufacture, namely lean manufacturing or lean production. It embraces the idea of having the right products with high quality at the right time sold at proper price.According to Rachna Shah (2007), by means of simultaneously reducing or minimizing the variability of the upstream resource (supplier), the downstream resource (customer) and the internal resource, lean production is able to achieve the purpose of eliminating the waste.
While counter to these attempts to define lean production, Dahlgaard and Dahlgarrd-Park (2006) and Lewis (2000) have doubt the degree of accuracy and clearness of those existing definitions. The absence of a unique and clear definition would hinder the implementation of lean production to a certain extent, for instant it may encounter difficultiesof both communication(Boaden, 1997 in Jostein, 2009) and identifying the overall objective of the conception (Andersson et al., 2006 in Jostein, 2009).
Lean production couldconduceto exploit and cultivate competitive advantages for manufacturers via eliminatingsurplus stocks and excess capacityfor the purpose of moderating and alleviating the impact of supply variability, processing time variability and demand variability,
However, in the light of Anupindi (1999), maintaining excess capacity would breached the core lean principles; the acceptance level of the second one is much higher that rely on lowering throughput time that can be realized by keeping continues flow without unnecessarybreaks during manufacturing process.Consequently, building a social-technical system is required to manage supply variability, processing time variability and demand variability whenproceeding with minimizing inventory and lean principle(Hopp andSpearman, 2004; De Treville and Antonakis, 2006).
To be specific, fail to deliver goods or services with right quality and quantity on time can cause supply variability (Womack et al., 1990). Creating reliable and long term relationship with some key suppliers and developing dependable relationship with supplier base could manage the issue of variability in supply.Not only that, periodical feedback on process and product quality and delivery performance is helpful with restrainingsupply variability. Companies should also take further improvement and development into account (Rachna Shah et al., 2007). In order to shorten the variability in processing time, identifying specifics of production line benefits line balancing and the prediction of production volume. Superfluous rework can be avoided by setting up strict quality standards which in turn would cut down processing time and production cost (Monden, 1983).The change of demand could swing the whole stability of production schedule. Takt time stemmed from cycle time is therefore designed to adjustproduction capacity according with customer demand and the net active work time (ibid).
Along with the expansion in different regions and different fields, lean production has been widely applied in manufacturing and service industry.For example, Maike, Todd and Patricia (2009) described the trial of lean implementation projects within a global manufacturer which is specialized in producing food processing machines. Lean concepts was also used to improve processing procedure of integrated steel mill primarily byvalue stream mapping to pinpoint proper lean techniques (Fawaz et al., 2007).Tarcisio (2009) conducted a case study of a harvester assembly line that assessed the effectiveness of lean production on working environment at both plant and division level.
In terms of service industry, implementation of lean principle has been widely promoted in recent years, particularly in the United State, the United Kingdom and Australia (Stewart et al., 2012;Brandao de Souza, 2009). 35% of formal publications in healthcare service that mentioned process improvementmethodologies focused on lean conception(Radnor, 2010).Apart from Health Care, evidence of implementation of lean in service sector can be also found in Government organization (Radnor and Bucci, 2007), Consulting Service (NICOLAS, 2011), Financial Service (Wharton, 2009), Airport (Beca, 2013), Hospitality Organizations (Justin, 2011) etc.
1.1 rational and motivation
1.2 research questions
1.3 aim and objectives
1.4 research methods (optional; you can include it in as a different chapter)
1.5 audience, scope and limitation of this research
1.6 structure of the dissertation
1.7 chapter summary
Introduction:
Literature review:
1. Lean philosophy學(xué)習(xí)歷史
1.1 Lean production
豐田生產(chǎn)體系是一個綜合性的社會技術(shù)體系，既涉及管理學(xué)理論，又涉及實踐。在豐田汽車公司（Rachna Shah等，2007）的實驗和倡議中持續(xù)了三十年。豐田生產(chǎn)系統(tǒng)于1984年通過豐田汽車公司和通用汽車公司的合資企業(yè)在美國正式推出。精益生產(chǎn)從通常被稱為豐田生產(chǎn)系統(tǒng)（同上）的替代品。隨著這種管理理念的延伸，專家和管理者已經(jīng)放棄了由固有的多功能性和復(fù)雜性而引起的精益生產(chǎn)的早期誤解。因此，精益生產(chǎn)已經(jīng)通過學(xué)術(shù)和商業(yè)出版物（Rachna Shah et al。，2007）得到了公眾的認可，并成為美國制造業(yè)的重要組成部分（Wood et al。，2004）。它很快引起了全球范圍的廣泛關(guān)注，特別是在西方國家。 Rinehart（1997）曾經(jīng)說過：精益生產(chǎn)將成為21世紀的標準制造模式。Toyota Production System is a comprehensive social and technical systeminvolving both theory and practice in management science. Itoriginated in the experiments and initiatives lasted three decades at Toyota Motor Company (Rachna Shah et al., 2007).Toyota production system was formally launched on The United State via the joint venture between Toyota Motor Company and General Motors in 1984.Lean productionstemmed from and is commonly known as a substitution for Toyota Production System (ibid). Followed by the extension of this management philosophy, experts and managers have abandoned the early misconceptions of lean production which was caused by its inherent versatility and complication. As a result, lean productionhas been properly recognized by the public through academic and business publications (Rachna Shah et al., 2007) and turnedinto an essential part of the manufacturing industry in the United States (Wood et al., 2004). It has soon aroused the wide-spread attention in the global scope, especially in western countries. Rinehart (1997) once said Lean production will bethe standard manufacturing mode of the 21st century.
回顧現(xiàn)有文獻，科學(xué)家和研究人員建立了許多精益生產(chǎn)的定義或概念.20世紀后期，像Shingo（1989）這樣的科學(xué)家將精益生產(chǎn)視為與傳統(tǒng)制造方法相反的反直覺方法。其他一些人則指出精益生產(chǎn)與制造績效相關(guān)的關(guān)鍵原則：車間間物料和信息的連續(xù)流動;突出客戶吸引力而不是組織推動的有效性;不斷優(yōu)化和整合人力資源（Womack and Jones，1996 in Michael，2000）。 Hopp和Spearman（2004）認為精益生產(chǎn)是通過集成系統(tǒng)來降低貨物或服務(wù)的緩沖成本。Reviewing the existing literature, a number of definitions or conceptions of lean production were established by scientists and researchers.In the late 20th century, some scientists like Shingo (1989) regarded lean production as a counter-intuitive approachcompared to the traditional manufacturing methods. Some others pinpoint key principles of lean production associated with manufacturing performance: continuous flow of materials and information among workshop; highlighting the effectiveness of customer puff rather than organization push; constant optimization and Integration of human resource (Womack and Jones,1996 in Michael, 2000). Hopp and Spearman (2004) thought lean production is to minimizing the buffering costwhiledelivering goods or services through its integrated system. Schonberg (2002) has defined the term World Class Manufacture, namely lean manufacturing or lean production. It embraces the idea of having the right products with high quality at the right time sold at proper price.According to Rachna Shah (2007), by means of simultaneously reducing or minimizing the variability of the upstream resource (supplier), the downstream resource (customer) and the internal resource, lean production is able to achieve the purpose of eliminating the waste.
While counter to these attempts to define lean production, Dahlgaard and Dahlgarrd-Park (2006) and Lewis (2000) have doubt the degree of accuracy and clearness of those existing definitions. The absence of a unique and clear definition would hinder the implementation of lean production to a certain extent, for instant it may encounter difficultiesof both communication(Boaden, 1997 in Jostein, 2009) and identifying the overall objective of the conception (Andersson et al., 2006 in Jostein, 2009).
Lean production couldconduceto exploit and cultivate competitive advantages for manufacturers via eliminatingsurplus stocks and excess capacityfor the purpose of moderating and alleviating the impact of supply variability, processing time variability and demand variability,
However, in the light of Anupindi (1999), maintaining excess capacity would breached the core lean principles; the acceptance level of the second one is much higher that rely on lowering throughput time that can be realized by keeping continues flow without unnecessarybreaks during manufacturing process.Consequently, building a social-technical system is required to manage supply variability, processing time variability and demand variability whenproceeding with minimizing inventory and lean principle(Hopp andSpearman, 2004; De Treville and Antonakis, 2006).
To be specific, fail to deliver goods or services with right quality and quantity on time can cause supply variability (Womack et al., 1990). Creating reliable and long term relationship with some key suppliers and developing dependable relationship with supplier base could manage the issue of variability in supply.Not only that, periodical feedback on process and product quality and delivery performance is helpful with restrainingsupply variability. Companies should also take further improvement and development into account (Rachna Shah et al., 2007). In order to shorten the variability in processing time, identifying specifics of production line benefits line balancing and the prediction of production volume. Superfluous rework can be avoided by setting up strict quality standards which in turn would cut down processing time and production cost (Monden, 1983).The change of demand could swing the whole stability of production schedule. Takt time stemmed from cycle time is therefore designed to adjustproduction capacity according with customer demand and the net active work time (ibid).
Along with the expansion in different regions and different fields, lean production has been widely applied in manufacturing and service industry.For example, Maike, Todd and Patricia (2009) described the trial of lean implementation projects within a global manufacturer which is specialized in producing food processing machines. Lean concepts was also used to improve processing procedure of integrated steel mill primarily byvalue stream mapping to pinpoint proper lean techniques (Fawaz et al., 2007).Tarcisio (2009) conducted a case study of a harvester assembly line that assessed the effectiveness of lean production on working environment at both plant and division level.
In terms of service industry, implementation of lean principle has been widely promoted in recent years, particularly in the United State, the United Kingdom and Australia (Stewart et al., 2012;Brandao de Souza, 2009). 35% of formal publications in healthcare service that mentioned process improvementmethodologies focused on lean conception(Radnor, 2010).Apart from Health Care, evidence of implementation of lean in service sector can be also found in Government organization (Radnor and Bucci, 2007), Consulting Service (NICOLAS, 2011), Financial Service (Wharton, 2009), Airport (Beca, 2013), Hospitality Organizations (Justin, 2011) etc.
1.2 Just-In-Time production
TOYOTA developed Just in Time (JIT) system to streamline its production process. According to Schonberger (1986), JIT production was one of the four tenets of World Class Manufacturing that are needed for its successful implementation. Paul and Suresh (1997) described that Computer Integrated Manufacturing (CIM), Total Quality Management (TQM) and JIT are three pillars of World Class Manufacturing. Similarly,Monden (1983) considered JIT was one of the core principles of Toyota Production System and the main objective was to cut down cost budgeting in terms of quality control, quality assurance andemployee involvement. Grunwald et al. (1989) viewed JIT as a control system aiming at inventory reduction and planning simplification in the context of repetitive manufacturing.JIT was an integrated system involving production, sales and distribution, aiming to eliminate waste and inventories (Koregaonkar, 1992).Flynn et al. (1995)and McLachlin(1997) supplemented the definition with customer orientation and quality improvement respectively.
The first article associated with the implementation of JIT production has appeared in 1977 (Sugimori et al., 1977). Cultivating a proper relationship with supplier and improving employee participation were underlined in order to successfully implement World Class Manufacturing (Schonberger, 1986). He also listed some JIT firms that gained competitive advantage from World Class Manufacturingphilosophy. Suzaki’s (1987) has published a book involved in various cases of JIT production implementation at shop-floor stage which was suitable for both employees and managers.Since then, JIT soon became popular throughout the world.
JIT production is delivering sustainable competitive advantage to organization s as a change and improvement strategy (Seif and Qasim, 2012).It is characterized as pull approach as well, which is opposite to the conventional approach described as push. Kanban was introduced as a technique to manage materials from the preceding work station andregulate production flow(Ohno,1988).The upstream station only produces the exact amount of items needed by the next work station. And the certain amount is decided by the customers’ requirement. The ideal continuous work flow can only be made under the premise of fully understanding of the accurate timing and capacity of machine (Manoochehri, 1988).
It can bring significant business improvements while implementing JIT manufacturing system:
a. Lead time reduction
Lead time refers to the length of time it takes to produce a product and to the frequency of production for a particular product (Nitin et al., 2010). Gupta et al. (2003) presented a case study in which the lead time is reduced almost by 50 % in a service sector by the application of JIT philosophy.
b. Inventory reduction
Work-in-progress inventories are considered as the root of many problems at different levels (Spencer et al. 1994). High cost of inventories forced manufactures to develop efficient and effective supply chain management (Nitin et al., 2010).
c. Quality improvement
Harber (1990) believes JIT contribute to continuous quality improvement and promoting employee participation in planning and execution. Spencer and Guide (1995) presented a case stating that quality improvements are seen as the result of JIT and that quality is an important component of JIT.
To fully implement JIT, enterprise needs to move the materials smoothly on the basis of stable demand and able to obtain raw materials instantly; it can be solved by managing a good relationship with customers and suppliers. Damodar and Carol (1991) identified four basic aspects contributed to JIT implementation: elimination of waste; employee involvement in decision-making; supplier participation; total quality control.Since SMEs have little leverage to suppliers, they could first start with Just-in-Time production; once it has accomplished, SMEs could focus on Just-in-Time delivery, which requires a work culture where suppliers are interested in long term relationships (Manoochehri, 1988).
2. Simulation 模擬
2.1 Simulation
Simulation is the imitation of the real operation processes or system which predicts the outcome for different assumption without intervention on the system (Banks et al, 2001). It can provide visual and dynamic explanation of how the system works; consequently the system can be tested and improved (Detty, 2000). It has aroused increasing interest of organizational researchers. Counter to the looking backwards to the conventional methods, simulation enables researchers to moving forwards meaning that looking into the future via observation.Varieties of assumption are needed for other research methods to study the cause and effect, whereas researchers are able to deliberate the inherent characteristics and complexity of the existing system (Kevin, 2002).
According to Axelord (1997), there were seven different purpose of simulation that has been proved by various studies in the field of social science. While, in this article we mainly discussthree of them.
a. Prediction
Researchers could build the model in the basis of the real condition involving the structure and rules to ensure relative results and output. Predictions relates to thecertain changes in work in progress, productivity etc., and the impact of these certain changes on the system. By comparing with different predictions obtained under different situations, specifically in accordance with different structures and governing rules, researchers areable to seek for the optimum alternative for the system or organizations. The validity of suchpredictions depends on the validity of the model (Kevin, 2002). A wide array of studies was found constructing the model of job shops and assembly line (Law and Kelton, 1982). It is often used in scheduling the production process or service industry. Simulation could provide prediction without intervention on the actual system and skip the experimentation step which may be dangerous, time-consuming, expensive, and inconvenient (Kevin, 2002).
b. Theory discovery
Simulation can expose the concealedphenomena that contributed to theoreticalattention.For example, Brown and Eisenhardt (1998) havediscovered the phenomenon, edge of chaos, the one that draws much attention within the organization. Theyalso state extensively how to effectivelybalance thepredictable and the unpredictable outcome at the edge of chaoswithin the organizations.
c. Performance
In the organizational realm, simulation is often considered as decision-aid tool as it could execute the real tasks with proper standardization and validation, for instance, decision-making or diagnosis. In the decision-making phase, uncertainty and randomness are thenatural properties of the system.However, uncertainty should always be taken into consideration in the context of decision, which cannot easily be achieved in the manner of analytical formulations. Monte Carlo simulation, similar to discrete event simulation without concerning the variable of time, was introduced to mimic the possible uncertainty in the real state (Kevin, 2002). Cooper (1993) has given an example of this simulation model--to determine which to invest in from a set of project aiming at maximize some certain benefitunder the condition of limited given resource.
d. Training
Simulation is extensively used as a training method in two fields: military organizations and nuclear plants. Both of these two organizations need to reply in a timely manner to a given set of conditions, close toautomaticity. Simulation could buildvirtual reality to improve improvisationability and prepare response measuresin advance due to that the real situation is high risky, difficult and money-consuming to mimicin a physical context (Kevin, 2002).
e. Education
By studying simulation, users could obtain the knowledge about the workingmechanism of a complex system, like feedback and nonlinearity (Rushkoff, 1996).
f. Entertainment
g. Proof
Entertainment and Proof as a usage of simulation in social science realm is not common.
Simulation consists of three main schools: discrete event simulation, system dynamics and agent-based simulation (Dooley, 2002). Discrete event simulation refers to the model of the operation system having a discrete sequence of events in time. And each event occurs at a particular time which marks a change in system state (Robinson, 2004).Kevin (2002) defined discrete event simulation as a system comprisinga range of entities depending on the availability of resources and the effectiveness and triggering of events (Kevin, 2002). We willdiscuss discrete event simulation at length in the following section.
System dynamics identify the state of a system and variables which stands for the behaviors, and relates each variable to other variables according to the system rules.It studied the information-feedback from industrial activity. The outcomes may describe the influences of organizational structure, amplification, and time delays on the enterprises (Forrester, 1961). This is scientific method studying the influence of organizational structure and corporate policy on industrial growth and stability. Compared with discrete event simulation, system dynamicsfocus not only on the impact on the final target but on the interacted influences between the variables. Variables are stated by the first derivative of the state variable instead of its natural metrics. Therefore, the interacted influence can be identified between these variables. Generally speaking, with iterations, the outcomes should be more scientific compared with discrete event simulation (Kevin, 2002).
例子
Agent-based simulation involves agents and aims at maximize or minimum the fitness functions. Agent behavior is defined by embedded schema, which is both interpretive and action-oriented in nature (Kevin, 2002).Agent-based simulation is quite different from the two methods above. The above methods aims on variables and event, while agent-based simulation focus on organizational participants, such as companies, teams and employees and their behavior. Researchers regard this method as sentient beings in computer, and take them with interpretive and behavioral in their nature. While this method requires the discipline of complexity science, with the fast development of complexity science, it seems to become the dominant method in the future (Anderson,2000).
例子
2.2 Discrete Event Simulation
Discrete event model can be traced back to 1960s when Gordon (1961) first came up with this concept, and subsequently evolved it for GPSS and applied to IBM.Law and Kelton (1982) said that the organization system simulation being discrete, dynamic and stochastic can be characterized as discrete event simulation.
It is best suited for the situation when a collection of variables and corresponding states could fully represent the given system, and along with the occurrence of random events,the value of the variables states would change a finite number of timesin a rule-oriented manner (Andrei and Alexei, ).Andrei and Alexei () conceived discrete event model as an approach illustrating entity flow andresource allocation grounded on a set of entities, resource and governing rules.
About 100 commercial tools are existed that are used for building the discrete event model according to Andrei and Alexei’s () calculation. Some of them are aimed at special niches, such as service industry, manufacturing and logistics sector. The rest are designed for general purpose. Underneath the distinct user interface caused by specialization, all of these different tools have discrete event simulation engine to mimic the real situation.There a
Entities are passive objects that represent people, parts, documents, tasks, messages, etc. They travel through the blocks of the flowchart where they stay in queues, are delayed, processed, seize and release resources, split, combined, etc.
3. Fusion of JIT and Discrete-Event SimulationJIT與離散事件仿真的融合
Due to the technical obstacles existing in the implementation of JIT production, simulation as a useful tool was introduced to identify the weakness and risk of manufacturing operation by many experts (Fernando, 2002).
For example, to tackle the design problem of a chemical company, Welgama and Mills (1995) have changed its traditional system to JIT system by means of simulation.
Lars Holst (2001) mentioned in his book:
Discrete-event simulation thus provides analysis, description and evaluation capabilities of systems, and if successfully applied can support collaborative work across organizational boundaries and thereby improve information and communication.
Furthermore, Hollocks (1992) has listed the general advantages of using DES in manufacturing content. Manufactures will benefit from reducing risk and operation cost, shortening production cycle, improving customer service. Detty (2000) has proved that discrete event computer simulation is able to help with adoptinglean manufacturing by providing achievable improvement in time-based activities and creditable estimated savings in resources.
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翻譯知識相關(guān)問答
問：如果翻譯的稿件只有幾百字，如何收費?
答：對于不足一千字的稿件，目前有兩種收費標準： 1)不足一千字按一千字計算。 2)對于身份證、戶口本、駕駛證、營業(yè)執(zhí)照、公證材料等特殊稿件按頁計費。
問：請問貴司的筆譯范圍？
答：筆譯翻譯又稱人工筆頭翻譯, 既通過文字形式的翻譯轉(zhuǎn)換, 把源語言翻譯成目標語言, 是當今全球經(jīng)濟發(fā)展, 政治文化交流的主要方式, 筆譯通過文字展現(xiàn)方式, 使全世界上千種語言能夠互通有無, 每天都有數(shù)以億計的文字被翻譯或轉(zhuǎn)譯, 筆譯肩負著世界各國經(jīng)濟文化發(fā)展的重任, 是各國各民族的文化大使, 我們的筆譯領(lǐng)域涉及十大類專業(yè)領(lǐng)域和五百多種不同的分領(lǐng)域。
問：是否可以請高校教師、學(xué)者或?qū)W生翻譯？
答：絕對不能，風(fēng)險自負。許多公司在尋找譯者時，首先想到的是當?shù)貙W(xué)?；虼髮W(xué)的外語院系。有時，這種做法對于供內(nèi)部使用的翻譯可能有效，即，您只想了解文件大意，但對于正式的公司宣傳材料、手冊或者合同文檔而言，這樣做卻風(fēng)險極大。外語教學(xué)需要有特殊的技能，但這些技能卻與翻譯一篇流利、優(yōu)美的文章所需的技能完全不同。讓學(xué)生來做翻譯看起來經(jīng)濟實惠，但風(fēng)險更高，因為他們毫無實戰(zhàn)經(jīng)驗，翻譯出來的文件基本無法使用。
問：翻譯交稿時間周期為多長?
答：翻譯交稿時間與您的文件大小以及復(fù)雜程度有關(guān)。每個專業(yè)譯者的正常翻譯速度為3000-4000中文字/天，對于加急的大型項目，我們將安排多名譯員進行翻譯，由項目經(jīng)理將文件拆分成若干文件，分配給不同的譯員進行翻譯，翻譯后由項目經(jīng)理進行文件的合并，并經(jīng)統(tǒng)一術(shù)語、審校、質(zhì)控、排版等翻譯流程，最終交付給客戶。
問：提供一個網(wǎng)站的網(wǎng)址，能夠給出翻譯報價嗎?
答：對于網(wǎng)站翻譯，如果您能提供網(wǎng)站的FTP，或您從后臺將整個網(wǎng)站下載打包給我們，我們可在10分鐘內(nèi)給出精確報價。同時，只要您提供原始網(wǎng)頁文件，我們會提供給您格式與原網(wǎng)頁完全一致的目標語言版本，可以直接上線使用，省卻您的改版時間。
問：為什么標點符號也要算翻譯字數(shù)？
答：①根據(jù)中華人民共和國國家標準GB/T 19363.1-2003 對翻譯行業(yè)服務(wù)規(guī)范的要求，中文字數(shù)統(tǒng)計是以不計空格字符數(shù)為計算單位的。標點符號算翻譯字數(shù)是統(tǒng)一的行業(yè)標準。
②標點符號在不同的語種中，有不同的表達方式，例如中文的標點符號大多是全角的，英文的無特殊設(shè)置都是半角的，而且如果一句話或一段內(nèi)容夾雜兩種不同的語言，標點符號的規(guī)則就相對復(fù)雜，對于翻譯文件來說，標點符號的部分也是很費時。
③另外，標點符號在句子中對句子語境等的限制因素，使得標點對句子、對譯員翻譯判斷等起到一定的要求。所以，該部分也要計算在內(nèi)。
④可能我們平時不是很注重標點符號，其實在文字表達中，標點符號的重要不亞于單字單詞，一個標點符號可以改變?nèi)湓挼囊馑迹覀兊墓ぷ饕彩亲龅搅诉@一點，保證每個標點符號的準確，保證譯文表達的意思和原文一樣。
問：需要與你們公司什么人接洽翻譯業(yè)務(wù)呢？
答：我們公司采取專屬客服服務(wù)模式。為企業(yè)客戶配備專屬客服，一對一溝通具體翻譯需求，組建專屬譯員團隊。
問：為何每家翻譯公司的報價不一樣?
答：大家都知道一分價格一分貨，在翻譯行業(yè)里更為突出，譯員的水平是劃分等級的。新開的翻譯公司或不具備翻譯資質(zhì)的公司為了搶占市場，惡意攪亂，以次充好，低價吸引客戶。
問：為什么數(shù)字、字母也要算翻譯字數(shù)？
答：根據(jù)中華人民共和國國家標準GB/T 19363.1-2003 對翻譯行業(yè)服務(wù)規(guī)范的要求，中文字數(shù)統(tǒng)計是以不計空格字符數(shù)為計算單位的。而數(shù)字、字母也是包含在其中。而對翻譯公司來說，數(shù)字和字母也要算翻譯字數(shù)的原因還包括以下兩個方面：
首先，我們的收費都是根據(jù)國家頒布的翻譯服務(wù)規(guī)范來收取翻譯費用，對待收費我們都是統(tǒng)一對待的，其次，數(shù)字和字母也是文章中的一部分，特別是在一些商務(wù)文件中，數(shù)字就是文件的主題，所以也是一樣要收費的。
另外，純數(shù)字字母需要核對、錄入，比翻譯一個詞語更麻煩，翻譯是大腦里面概念形成的，而純數(shù)字字母是要嚴謹?shù)暮藢?、錄入才能實現(xiàn)的，這將會花費更多的時間，所以我們會把數(shù)字和字母也算成字數(shù)。
但是有一種情況除外，如審計報告里面那種數(shù)據(jù)很多而且又不需要我們翻譯可以直接保留的，這部分我們可以不計算在內(nèi)。
問：請問貴司每天的翻譯量是多少？
答：我們公司最高翻譯記錄為一天翻譯50萬字。原則上我們會在約定的時間內(nèi)完成，但是時間和質(zhì)量是成正比的，慢工才能出細活，我們建議在時間允許的情況下，盡量給譯員充足的翻譯時間，以便交付優(yōu)質(zhì)的譯文。
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