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中英文資料（二） Agility Technology 1.What is Agility? —Reviewed The ability of goods and services to thrive in rapidly changing, fragmented markets—in others words, the ability to be agile—is not simply a matter of technology or of organization structure or of personnel utilization. Furthermore, no one feature of agility, taken by itself, is an innovation unique to it. For years, customer-centered companies serving rapidly changing, fragmenting markets have been attempting to push beyond the increasingly manifest limitations of the mass-production system. They have been very slow, however, to appreciate how fundamental are the differences between traditional mass-production markets, that is, mass markets for uniform products, and high-volume niche markets for individualized products. This difference is particularly marked when the primary value of physical products to the customer is their delivery of services or access to information. The ability of companies to fragment markets, to build to order in arbitrary lot sizes, to widen their product ranges and change models frequently, to customize mass-market products, and to market information has undermined the competitiveness of the mass-production system. The acquisition of these abilities is an expression of industry “backing into” agility, unwittingly. The vision of agility that has been developing during the past three years, on the other hand, is that of a deliberate, competitive response to the constantly changing markets. As a comprehensive system, agility defines a new paradigm for doing business. It reflects a new mind-set about making, selling, and buying, an openness to new forms of commercial relationships and new measures for assessing the performance of companies and people. 2.Working Definition of Agility Agility is dynamic, context-specific, aggressively change-embracing, and growth-oriented. It is not about improving efficiency, cutting costs, or battening down the business hatches to ride out fearsome competitive “storms”. It is about succeeding and about winning: about succeeding in emerging competitive arenas, and about winning profits, market share, and customers in the very center of the competitive storms many companies now fear. Agility is dynamic and open-ended. There is no point at which a company or an individual has completed the journey to agility. Being agile demands constant attention to personal and organizational performance, attention to the value of products and services, and attention to the constantly changing contexts of customer opportunities. Agility entails a continual readiness to change, sometimes to change radically, what companies and people do and how they do it. Agile companies and agile people are always ready to learn whatever new things they need to know in order to profit from new opportunities. Agility is context-specific. Markets pull the acquisition of agile business capabilities, and differences among markets limit the generalizability of detailed rules for becoming agile. In the end, the transition to agility is justified by the promise of sharing in highly profitable markets for information and service-rich products configured to the requirements of individual customers. The profitability of these products rests on marketing and pricing strategies based on customer-perceived value. Successful agile competitors, therefore, not only understand their current markets, product lines, competencies, and customers very well, they also understand the potential for future customers and markets. This understanding leads to strategic plans to acquire new competencies, develop new product lines, and open up new markets. As a result, the implications of agile competition are highly dependent on the competitive contexts within which individual companies operate. For agile competitors, people as well as companies, change and uncertainty are self-renewing sources of opportunities out of which the continuing success will be obtained. Thus, to an unprecedented degree, agility is dependent on the initiative of people and on their skills, knowledge, and access to information. An agile organization is one whose organizational structures and administrative processes enable fast and fluid translations of this initiative into customer-enriching business activities. Agility is aggressive in creating opportunities for profit and growth. Agile competitors precipitate change, creating new markets and new customer requirements are evolving. Although agility allows a company to react much more quickly than in the past, the strength of an agile company lies in sagaciously anticipating customer requirements and leading the emergence of new markets through constant innovation. 敏捷制造技術 1、什么是敏捷性？——審視 在快速改變及動蕩的市場上，商品和服務的能力逐漸變得興旺了起來，換句話說，變得敏捷的能力——不是簡單的技術事情或組織結構或人員運用。此外，敏捷性特點，單獨被采取，不是獨特地針對它的創(chuàng)新。多年來，以顧客為中心的公司正在快速地變化著，分割服務市場試圖被推擠到大量生產(chǎn)系統(tǒng)的越來越明顯局限之外。然而，他們是非常慢的在欣賞傳統(tǒng)大量生產(chǎn)市場之間的最基本的不同是怎么樣的，即，大眾市場為一致的產(chǎn)品和大容積合適的市場提供個性化的產(chǎn)品。當對顧客的物理產(chǎn)品的主要價值是傳遞服務或支付交付信息時，這種不同的表現(xiàn)尤其明顯。 公司的能力就是分割市場，建立許多任意大小的有序的市場，拓寬他們的產(chǎn)品范圍和頻繁地改變模型，定做大量經(jīng)營產(chǎn)品和在大量生產(chǎn)系統(tǒng)的競爭中破壞市場信息。 這些能力的獲得是企業(yè)無心地“依托表示到”敏捷性里。 在過去三年期間，敏捷性的前景已經(jīng)得到了很好的開發(fā)，另一方面，對恒定改變的市場是一個故意的競爭的反應。 作為一個全面系統(tǒng)，敏捷性為做生意定義了一個新的范例。 它反映了一種新的思想傾向關于做，賣和買，對商業(yè)關系的開放性和為評估公司和人的表現(xiàn)提供了一種新的形式和新的措施。 2、敏捷性的運作的定義 敏捷性是動態(tài)的，是因情境而異的，積極地包含一切變化的，并且是有方向地在增長。它不是提高效率，削減成本或者封住企業(yè)的艙口蓋，及經(jīng)受的住可怕的競爭“風暴”。 它是關于成功和關于贏取：關于在涌現(xiàn)的競爭競技場上的成功和關于贏取的贏利，市場份額，及許多公司現(xiàn)在恐懼在競爭風暴的中心的顧客。 敏捷性是動態(tài)和無限制的。公司或個體沒有必要完成到達敏捷性的行程。作為敏捷性對個人和組織表現(xiàn)要求不斷的關注，注意對產(chǎn)品和服務的價值和注意顧客機會經(jīng)常改變的特定情境。 敏捷性應對改變需要連續(xù)地準備，有時需要徹底地改變，公司和人做什么，并且他們怎么去做它。 敏捷公司和敏捷人民總是準備學會他們需要知道的任何新的事，目的就是為了從新的機會中贏利。 敏捷性是因情境而易的。市場拉動著敏捷企業(yè)能力的收購，并且在市場中的不同限制了將詳細的規(guī)則的概念變得敏捷。最后，在高度有益的市場上對信息和富有服務的產(chǎn)品需要滿足個性化的顧客的要求，朝敏捷性的轉變是很合理的。這些產(chǎn)品的收益性是依賴于基于市場價值的行銷和價格策略。因此，成功的敏捷競爭者，不僅能夠很好地了解他們當前的市場，產(chǎn)品系列，能力，以及顧客，而且他們也能夠了解在未來顧客和市場的潛力。這種理解將導致獲取新的能力的戰(zhàn)略計劃的產(chǎn)生，開發(fā)新產(chǎn)品線和開放新市場。 結果，敏捷競爭的涵義高度地依賴個體公司間經(jīng)營的競爭環(huán)境。 對于敏捷競爭者，不僅是公司還有人們，變動和不確定性是在外面獲得不斷的成功的自我更新機會的來源。 因此，達到了史無前例的程度，敏捷性依賴于人的創(chuàng)新性和他們的技能、知識和對信息的接觸。一個敏捷的組織就是所謂的快速地使這種創(chuàng)新性轉變?yōu)樨S富的顧客經(jīng)營活動的組織結構和行政管理過程。 敏捷性就是為利潤和增長積極地在創(chuàng)造機會。敏捷競爭者促進變化，創(chuàng)造新市場和新的顧客要求，這就是演變。雖然敏捷性要求某個公司的反應要比以前更加迅速快捷，但是敏捷性公司的長處就在于它聰明地期望顧客的要求并且通過不斷的創(chuàng)新來帶領新市場的誕生。