外文翻譯--制造業(yè)的全面質(zhì)量計(jì)劃的成功需要用一個(gè)創(chuàng)新的方法來(lái)衡量 （節(jié)選）

1、<p>　　2050單詞，1.1萬(wàn)英文字符,3400漢字</p><p>　　出處：A. R. Davidson, J. V. Chelsom, L. W. Stern，F(xiàn). R. Janes，2000. “An innovative approach to measuring the success of total quality programmes in manufacturing indust

2、ries introduction”. Total Quality Management, vol.11, no.6, pp.704-713.</p><p><b>　　原文： </b></p><p>　　An innovative approach to measuring the success of total quality programmes i

3、n manufacturing industries Introduction </p><p>　　Since the adoption of total quality management (TQM) became a pursuit of companies in search of a remedy to declining sales and an eroding competitive positi

4、on, there has been a plethora of articles evaluating the success or lack thereof of total quality programmes. Furthermore, there have been numerous attempts to assess the presence of total quality (TQ) in any given organ

5、ization. More often than not, the companies themselves have conducted these measurements in order to gauge the success of t</p><p>　　The purpose of the research was to identify quantifiable, system-wide fact

6、ors that could be used to indicate the presence of TQ. Since previous literature and fieldwork utilized subjective measures, the problem of erroneous perceptions of the presence of quality was prevalent. Companies profes

7、sed to have total quality when it was evident they did not, and in some cases the reverse was true. More importantly, without quantifiable measures it was difficult for an organization to verify the success</p>&l

8、t;p>　　This paper describes the design, development and testing of a non-subjective, quantitative model that can be used to indicate the presence and evaluate the effectiveness of a TQM programme in manufacturing organ

9、izations. It employs the novel approach of utilizing inventory performance as a measure of TQ. More specifically, the research had as its objective to determine whether inventory performance is a valid measurement tool f

10、or assessing TQ levels.</p><p>　　Why inventory performance?</p><p>　　The focus of Deming’s principles keyed on the understanding that production is a dynamic system (Chelsom, 1998; Neave, 1995)

11、that requires the commitment, co-operation and integration of suppliers, customers, employees and management. Superior inventory performance cannot be achieved without these criteria.</p><p>　　The TQ organiz

12、ation must have the quality concept ingrained in all facets of its philosophy and that, in turn, must be reflected in the tangible elements of the production process. For the system to operate flawlessly, quality must ex

13、ist at every stage from design to customer post-purchase satisfaction. The initial infusion of quality into the product requires first-class incoming raw materials. Defective raw materials will render all future inputs o

14、f quality pointless. TQ, therefore, cannot and</p><p>　　The current consumer market entails rapidly changing customer expectations. A TQ organization, if it wishes to be responsive to customer needs and thus

15、 ensure customer satisfaction, must avoid having large inventories of finished goods. Additionally, this means not only providing a superior quality product, but also delivering it in a timely manner. Thomas Stallkamp, P

16、resident of Chrysler Corporation, has been seeking to establish participatory relationships with the railroads (Fuller, 1998) in </p><p>　　JIT facilitates TQ in that it has a flexible manufacturing process a

17、nd it allows for little or no finished goods inventory. Furthermore, for a JIT or lean manufacturing system to be fully operative it must have reliable equipment, committed and dedicated employees, and a process by which

18、 raw materials can be converted into finished goods in an expeditious manner. JIT is also dependent on the use of superior technology and electronic data interchange, which facilitates the development of informat</p&g

19、t;<p>　　Superior inventory performance as indicated by low inventories and manifested through JIT or lean-manufacturing systems can only be implemented effectively when there is a commitment to:</p><p&g

20、t;　　·quality design</p><p>　　·non-defective incoming supplies</p><p>　　·100% reliable equipment</p><p>　　·best-practice production processes</p><p>

21、　　·flexibility</p><p>　　·responsive and rapid manufacturing</p><p>　　·technological superiority</p><p>　　·supplier participation</p><p>　　·empl

22、oyee integration.</p><p>　　These criteria also represent the fundamental precepts by which TQ is attained. Simply put, JIT forces an organization to be externally focused (Harari, 1997). Without inventory st

23、ocks from which to choose, the company has to anticipate what customers expect and want, and this breeds TQ.</p><p>　　Research methodology</p><p>　　All logical conclusions and a review of the li

24、terature indicate that for TQM to be effective there must be superior inventory performance. This paper seeks to establish that the identification of superior inventory performance within an organization is sufficient to

25、 establish the presence of TQ and that, moreover, inventory performance is a reliable indicator of the presence or absence of a quality that is truly total.</p><p>　　Ten companies with sterling reputations f

26、or TQ were selected in order to compile a benchmark group. An inventory rating system was developed and tested on the benchmark group in order to establish the inventory performance ratings of known TQ organizations. An

27、additional number of companies with no particular reputation for TQ were selected for inclusion into what has been termed a control group. The term control group is not used in its strict empirical sense, but rather as t

28、he nomenclature for</p><p>　　It has been established that there has been and continues to be a close relationship between effective inventory control and premium quality. A study by Mack and Jordan (1994) an

29、alysed inventory performance, and clearly outlines quality problems as a reason for driving up stocks of inventory. In fact, JIT can only work efficiently if TQ is present. However, although JIT often accompanies TQM, it

30、 may not necessarily be a requirement. Accordingly, it would seem prudent to explore inventory levels,</p><p>　　Basis for research</p><p>　　Since TQ must be present in every component in the sys

31、tem for JIT to work, it would seem advisable to analyse other links between inventory performance and TQ. Pursuant to this, it is important to understand that TQ in a system is far more than just the narrow definition of

32、 product quality. It is, in fact, represented in all aspects of the system, including customer/ supplier relationships, from both a physical and a philosophical standpoint. Similarly, JIT is more than just the eliminatio

33、n of i</p><p>　　Jocou (1996) asserts that TQM is an entire system that includes a philosophy, principles, methods and tools. This involves the cost incurred in producing, selling, distributing and managing t

34、he product, the time it takes to bring it to market, the people and processes, and an understanding of customer values and expectations. This paper argues that effective inventory management, which as it improves tends t

35、oward JIT, shares the same characteristics.</p><p>　　The unique affiliation with TQ which JIT enjoys is due to the fact that they both work hand-in-hand to generate a competitive advantage for the organizati

36、on. In order to satisfy customers it is crucial to meet their moment of value, which means delivering the right product at the right time and at the right place (Haag et al., 1998). Total quality control facilitates the

37、manufacture of a high-quality product, but that is not sufficient to satisfy customers totally. There must also be a managemen</p><p>　　Inventory performance was selected as a measurement gauge, since it has

38、 already been established that the Japanese control their inventory in a decidedly better manner (Schroeder et al., 1992). Inventory performance can be quantifiably measured and superior inventory management must affect

39、all phases of the production model, from raw materials to end-user delivery. Moreover, as a result of keeping low or zero inventory levels, quality suppliers must be used, which in turn enhances the quality of</p>

40、<p>　　Discussion</p><p>　　The research was embarked upon in order to find a quantifiable, measurable tool reliable enough to indicate the level of TQ at which a manufacturing company is operating. In a

41、ddition to being easily quantifiable, inventory performance affected the organizational system in many ways similar to TQ initiatives. Furthermore, it was determined that the two programmes, when effective, shared many i

42、nterrelated requirements. Accordingly, inventory performance was examined as a possible indicator of TQM.</p><p>　　For TQM to be effective superior inventory performance is required, thus TQ companies should

43、 have excellent inventory ratings. The data analysed confirmed that they in fact do. The question repeatedly posed was whether good inventory performance indicated the presence of TQ. While the ratings scored by the comp

44、anies in the benchmark and control groups appear clearly to confirm this assertion, there are still some areas that require further analysis. At this stage it could be argued that Iomega, </p><p>　　Research

45、has been conducted to test the inventory model on 48 companies as well as to refine it. A multi-factor model has also been developed to confirm the validity of the inventory performance tool presented in this paper. It i

46、s expected that the inventory rating model will serve as the basis for a reliable and comprehensive tool for assessing the presence of TQ in organizations. Further plans call for an expansion of the model into other indu

47、stries and an in-depth trend analysis of individual</p><p><b>　　譯文： </b></p><p>　　制造業(yè)的全面質(zhì)量計(jì)劃的成功需要用一個(gè)創(chuàng)新的方法來(lái)衡量</p><p><b>　　簡(jiǎn)介</b></p><p>　　公司需

48、要尋找一個(gè)能補(bǔ)救銷售下滑和競(jìng)爭(zhēng)地位不被削弱的方法，全面質(zhì)量管理（TQM）就成為追求的目標(biāo)。然而，很多文章沒(méi)有評(píng)價(jià)全面質(zhì)量管理方案的成功，但是已經(jīng)有不少試圖解釋在任何特定的領(lǐng)域有總質(zhì)量（TQ）的存在。通常情況下，公司本身進(jìn)行測(cè)量這些被大量問(wèn)卷調(diào)查法或其他方法圍繞的問(wèn)題，為了了解他們企業(yè)質(zhì)量標(biāo)準(zhǔn)的好壞。大多數(shù)情況下，評(píng)估客戶滿意度對(duì)于全面質(zhì)量管理是非常重要的，這只是一個(gè)方面。它還建立在合理的措施下得到了不同的結(jié)果。僅僅通過(guò)在使用標(biāo)準(zhǔn)上獲得的

49、在質(zhì)量獎(jiǎng)等殊榮，不能證明質(zhì)量很好。許多公司在很短的時(shí)間僅僅為了獲得獎(jiǎng)項(xiàng)而去克服經(jīng)營(yíng)中的財(cái)務(wù)危機(jī)。相反地，有許多公司通過(guò)獎(jiǎng)項(xiàng)顯示自己有成功克服困難的能力和長(zhǎng)久的競(jìng)爭(zhēng)優(yōu)勢(shì)。</p><p>　　本文研究的目的是確定全系統(tǒng)的量化因素，可能用來(lái)表示質(zhì)量的存在。因?yàn)橐郧暗奈墨I(xiàn)和實(shí)地調(diào)查法靠主觀猜測(cè)來(lái)執(zhí)行，對(duì)質(zhì)量存在問(wèn)題的看法普遍是錯(cuò)誤的。當(dāng)公司自稱擁有總質(zhì)量時(shí)，事實(shí)上他們沒(méi)有，但在某些情況下是真實(shí)的。更重要的是，一個(gè)企業(yè)沒(méi)

50、有把質(zhì)量量化很難成功核實(shí)其質(zhì)量的真實(shí)性。</p><p>　　本文為了介紹生產(chǎn)組織方案，通過(guò)設(shè)計(jì)，開(kāi)發(fā)和測(cè)試一個(gè)非主體定量模型，可用于表明一個(gè)全面質(zhì)量管理存在的有效性。它利用新方法，把庫(kù)存績(jī)效作為計(jì)算總質(zhì)量的工具。更具體地說(shuō)，庫(kù)存績(jī)效是研究的目標(biāo)，把它認(rèn)定為是否是一個(gè)用于測(cè)量評(píng)估總重量水平有效的工具。</p><p>　　為什么履行庫(kù)存高質(zhì)量？</p><p>　　

51、從戴建明原則的重點(diǎn)來(lái)理解，生產(chǎn)是一個(gè)動(dòng)態(tài)系統(tǒng)（斐爾孫，1998；尼夫，1995），需要集合供應(yīng)商，客戶，員工合作，管理以及相互的承諾。性能優(yōu)越的庫(kù)存可離不開(kāi)這些標(biāo)準(zhǔn)。</p><p>　　在高質(zhì)量的企業(yè)必須具備的根深蒂固的質(zhì)量文化，而且，質(zhì)量體現(xiàn)必須在生產(chǎn)要素有形的過(guò)程中。為了企業(yè)系統(tǒng)運(yùn)作完美，質(zhì)量的滿意度必須存在于每一個(gè)階段，指從設(shè)計(jì)到顧客購(gòu)買后這階段。首先，生產(chǎn)優(yōu)質(zhì)產(chǎn)品需要一流的原材料。而投入有缺陷的原材料將

52、會(huì)毀掉一切未來(lái)的質(zhì)量。因此，企業(yè)不能簡(jiǎn)單地依賴檢驗(yàn)來(lái)料提高質(zhì)量，但它旨在建立和促進(jìn)與供應(yīng)商長(zhǎng)期的合作關(guān)系?，F(xiàn)在，公司在產(chǎn)品的設(shè)計(jì)，并提供投入技術(shù)和生產(chǎn)過(guò)程中，采用顧客和供應(yīng)商在參與過(guò)程中的意見(jiàn)，不斷地完善質(zhì)量。在這樣的情形下，從設(shè)計(jì)到成品整個(gè)系統(tǒng)的客戶質(zhì)量期望可確保是100％。顧客和供應(yīng)商希望公司在實(shí)施JIT）精益生產(chǎn)的基礎(chǔ)上，把高質(zhì)量作為公司的內(nèi)在要求來(lái)實(shí)施。</p><p>　　目前的消費(fèi)市場(chǎng)需要能根據(jù)客戶期

53、望做出迅速變化的高質(zhì)量企業(yè)。如果它對(duì)客戶需求作出積極地反應(yīng)，就能確?？蛻舻臐M意，從而避免存在大量庫(kù)存產(chǎn)成品。此外，這意味著不僅提供優(yōu)質(zhì)的產(chǎn)品，而且還需要及時(shí)性。托馬斯·斯坦坎普是克萊斯勒公司的總裁，為了減少汽車銷售時(shí)間一直尋求建立工廠與經(jīng)銷商之間良好的關(guān)系（富勒，1998）。</p><p>　　在質(zhì)量方面實(shí)施JIT很方便，因?yàn)樗幸粋€(gè)靈活的制造過(guò)程，它可以讓成品庫(kù)存很少或沒(méi)有。此外，一個(gè)在生產(chǎn)過(guò)程中實(shí)

54、施的JIT精益生產(chǎn)系統(tǒng)，可以把原料迅速轉(zhuǎn)化制成品。JIT的實(shí)施需要使用卓越的技術(shù)和先進(jìn)的電子數(shù)據(jù)，有利于發(fā)展先進(jìn)的信息技術(shù)和生產(chǎn)設(shè)備和設(shè)施。正如前面所說(shuō)的，這些技術(shù)的擁有對(duì)全面質(zhì)量的成功實(shí)施具有不可或缺的影響。</p><p>　　JIT精益制造系統(tǒng)優(yōu)越的性能，通過(guò)低庫(kù)存的表現(xiàn)來(lái)表明，但有效地執(zhí)行它需要一定的承諾：</p><p><b>　　?質(zhì)量設(shè)計(jì)</b><

55、;/p><p><b>　　?投入的用品無(wú)缺陷</b></p><p>　　?100％可靠的設(shè)備</p><p><b>　　?實(shí)施最佳生產(chǎn)工藝</b></p><p><b>　　?靈活性</b></p><p>　　?響應(yīng)快速制造的目標(biāo)</p>

56、;<p><b>　　?技術(shù)優(yōu)勢(shì)</b></p><p><b>　　?供應(yīng)商參與</b></p><p><b>　　?員工的配合</b></p><p>　　這些標(biāo)準(zhǔn)也是實(shí)現(xiàn)總質(zhì)量很好的基本條件。簡(jiǎn)單地說(shuō)，當(dāng)一個(gè)公司實(shí)施JIT技術(shù)實(shí)現(xiàn)沒(méi)有庫(kù)存時(shí)，表明資源達(dá)到合理的利用（哈拉里，199

57、7）。該公司以此預(yù)測(cè)顧客對(duì)公司總質(zhì)量的滿意度。</p><p><b>　　研究方法</b></p><p>　　所有的邏輯結(jié)論和文獻(xiàn)的審查表明，有優(yōu)越的庫(kù)存績(jī)效才能實(shí)現(xiàn)全面質(zhì)量管理的有效。本文旨在確定庫(kù)存的存在能否讓總質(zhì)量建立良好的性能及作用，而且，證明庫(kù)存的存在或缺乏對(duì)質(zhì)量的可靠是否有真正意義上的關(guān)聯(lián)性。</p><p>　　把十個(gè)公司的總

58、質(zhì)量選出來(lái)編制成一基準(zhǔn)組。通過(guò)對(duì)基準(zhǔn)組開(kāi)發(fā)和測(cè)試，確定總質(zhì)量和庫(kù)存績(jī)效的關(guān)系。當(dāng)一個(gè)公司不再具有質(zhì)量上的好評(píng)時(shí)，需要選擇加入一些額外的要求到所謂的對(duì)照組。對(duì)照組的使用沒(méi)有嚴(yán)格意義的要求，而是根據(jù)集團(tuán)公司的程序辨認(rèn)有沒(méi)有存在質(zhì)量的好壞。建立對(duì)照組的目的是讓評(píng)級(jí)機(jī)構(gòu)對(duì)總質(zhì)量與庫(kù)存績(jī)效之間的敏感性分析。在整個(gè)48家測(cè)試公司中，通過(guò)基準(zhǔn)組與對(duì)照組的比較及計(jì)算，然后進(jìn)行了評(píng)級(jí)。</p><p>　　他們確定了一項(xiàng)研究，有效

59、的庫(kù)存控制和高質(zhì)量出現(xiàn)了密切的關(guān)系（麥克和約旦，1994年）。分析庫(kù)存績(jī)效對(duì)質(zhì)量的影響進(jìn)而哄抬股票，明確地概括了理由。事實(shí)上，如果存在高質(zhì)量，那也會(huì)存在準(zhǔn)時(shí)高效地工作。然而，JIT也沒(méi)必要伴隨著全面質(zhì)量管理。因此，為了預(yù)測(cè)庫(kù)存水平，營(yíng)業(yè)額及存貨周轉(zhuǎn)率與高質(zhì)量否確實(shí)存在聯(lián)系，做了謹(jǐn)慎的探索。</p><p><b>　　基礎(chǔ)研究</b></p><p>　　目前，由于高

60、質(zhì)量必須在系統(tǒng)中的每個(gè)環(huán)節(jié)需要準(zhǔn)時(shí)化工作，這要求庫(kù)存績(jī)效和高質(zhì)量在各個(gè)環(huán)節(jié)之間進(jìn)行分析。首先要明白的一點(diǎn)是，在一個(gè)系統(tǒng)中高質(zhì)量遠(yuǎn)不是狹義上所說(shuō)的更多產(chǎn)品質(zhì)量。事實(shí)上，從唯物哲學(xué)觀點(diǎn)角度來(lái)講，這包含系統(tǒng)的各個(gè)方面，包括客戶代表和供應(yīng)商關(guān)系。同樣，JIT是不僅僅是庫(kù)存消除。它也代表了該系統(tǒng)的所有方面，包括客戶及供應(yīng)商的要求和期望，也可根據(jù)唯物哲學(xué)角度來(lái)考慮。</p><p>　　他聲稱全面質(zhì)量管理是一個(gè)完整的體系，包

61、括哲學(xué)的原則，方法和工具（喬克，1996）。這涉及到在生產(chǎn)、銷售、研發(fā)和管理產(chǎn)品時(shí)會(huì)產(chǎn)生的成本以及花費(fèi)的時(shí)間，它在市場(chǎng)可以提高產(chǎn)品的價(jià)值觀和顧客對(duì)產(chǎn)品的期望。本文認(rèn)為，有效的存貨管理，是經(jīng)過(guò)改善JIT的結(jié)果，這與全面質(zhì)量管理有相同的特征。</p><p>　　在工作中，公司享受與全面質(zhì)量管理的密切結(jié)合所帶來(lái)的收獲，即兩者在工作中結(jié)合起來(lái)實(shí)施，希望以此為公司的競(jìng)爭(zhēng)優(yōu)勢(shì)。然而，滿足客戶的關(guān)鍵是合理利用時(shí)間價(jià)值，是指在

62、正確的時(shí)間和地方提供正確的產(chǎn)品（哈格等人，1998）。全面質(zhì)量管理能制造出高品質(zhì)的產(chǎn)品，但不足以完全滿足客戶。還必須有一個(gè)適當(dāng)?shù)墓芾砑夹g(shù)，保證了產(chǎn)品及時(shí)交貨，這才是客戶真正想要的（滿足客戶的期望）。JIT正是在客戶的要求基礎(chǔ)上，制造商設(shè)計(jì)特殊計(jì)時(shí)參數(shù)形成在成品庫(kù)存實(shí)現(xiàn)低或零的庫(kù)存技術(shù)。這背后的低庫(kù)存制造的概念由康柏提出的，當(dāng)時(shí)應(yīng)用在小制造或生產(chǎn)企業(yè)，而不是大型公司的生產(chǎn)線。康柏首先收到來(lái)自客戶的訂單，然后開(kāi)始生產(chǎn)（麥格勞，1996）。小

63、型企業(yè)希望制造的產(chǎn)品不用出門銷售也有人會(huì)買?？蛋匾皂憫?yīng)客戶的需要確定在第一時(shí)間提供的靈活性成品庫(kù)存，確保隨后的產(chǎn)品（希望交付）及時(shí)交付。最終結(jié)果得到客戶全面的滿意，這便是全面質(zhì)量管理理念的代名詞。</p><p>　　因?yàn)閹?kù)存績(jī)效已經(jīng)確定為測(cè)量全面質(zhì)量管理好壞的工具，日本認(rèn)為控制庫(kù)存無(wú)疑是一種很好的方式（施羅德等，1992）。庫(kù)存績(jī)效可以衡量和優(yōu)越的庫(kù)存管理從原料到最終用戶交貨在整個(gè)生產(chǎn)模式的各個(gè)階段的影響。此外

64、，為了保持庫(kù)存水平低或零，供應(yīng)商必須被使用優(yōu)質(zhì)的質(zhì)量，從而增強(qiáng)了該項(xiàng)目生產(chǎn)的質(zhì)量。供應(yīng)商除了生產(chǎn)高質(zhì)量的產(chǎn)品，還必須引入系統(tǒng)的概念進(jìn)一步理解JIT的原則，清楚地明白它們對(duì)一個(gè)公司整個(gè)系統(tǒng)的作用。從功能上說(shuō)，它們能通過(guò)電子數(shù)據(jù)交換這種優(yōu)越的通訊系統(tǒng)經(jīng)常進(jìn)行交付，讓它們的距離更靠近。因此，這樣看來(lái)，推論中的斷言是為了證明準(zhǔn)時(shí)工作要靠全面質(zhì)量管理是成立的，標(biāo)志著存在著有效的存貨控制和全面質(zhì)量管理的緊密聯(lián)系。</p><p&

65、gt;<b>　　討論</b></p><p>　　這項(xiàng)研究開(kāi)始著手找一個(gè)能足以顯示公司在制造和經(jīng)營(yíng)方面可量化，可衡量質(zhì)量的可靠工具。除了在相似的措施上要易于量化，公司的庫(kù)存性能對(duì)全面質(zhì)量在許多方面的影響。此外，還確定了要求庫(kù)存與全面質(zhì)量管理兩者的有效性。因此，庫(kù)存性能能作為檢查全面質(zhì)量管理的可靠指標(biāo)。</p><p>　　根據(jù)全面質(zhì)量管理的有效要求庫(kù)存的卓越性能，因

66、此，高質(zhì)量公司應(yīng)具有良好的庫(kù)存率。從數(shù)據(jù)分析上證實(shí)，他們確實(shí)這樣做得。存在的全面質(zhì)量管理是否體現(xiàn)良好的庫(kù)存績(jī)效，這是一個(gè)反復(fù)提出的問(wèn)題。雖然評(píng)級(jí)公司所取得的基準(zhǔn)和對(duì)照組的結(jié)果似乎清楚地證實(shí)這一說(shuō)法，也有一些地方仍需要進(jìn)一步分析。其實(shí)在這個(gè)階段，有許多的全面質(zhì)量管理公司，同樣，也有一個(gè)或很多不是全面質(zhì)量管理公司，如：艾美加、日立、塞浦路斯、同心國(guó)際和惠而浦。進(jìn)一步的分析應(yīng)有助于確認(rèn)公司是否有一個(gè)良好的存貨績(jī)效確實(shí)先存在全面質(zhì)量管理。如果能

67、夠證明，那么在能分類的中間范圍內(nèi)公司的質(zhì)量不斷地提高，這將證明一個(gè)性能優(yōu)越的庫(kù)存確實(shí)是存在有效全面質(zhì)量管理的可靠指標(biāo)。</p><p>　　經(jīng)過(guò)對(duì)48家公司的庫(kù)存模型的測(cè)試和完善的研究，提出了庫(kù)存的有效性性能工具已發(fā)展為一個(gè)多因素模型。預(yù)計(jì)庫(kù)存模型已成為一個(gè)可靠和全面的工具，評(píng)價(jià)對(duì)全面質(zhì)量管理公司的存在的基礎(chǔ)作用。進(jìn)一步的研究計(jì)劃要求將模型向其他行業(yè)深入，擴(kuò)展分析個(gè)別公司的趨勢(shì)，尤其是那些特殊的領(lǐng)域。在未來(lái)的文件