谁能帮我翻译成英文,有点长

Question

如题,如果有能够准确翻译的,我追加100分
急用!!!万分感谢

误区和错误

我们支持企业推行精益。推动合理的生产方式是企业发展的必然趋势，然而，目前有些误区和致命的错误不得不说。
一、精益推行过程的误区
1、 精益的第一关键：人是推行精益的第一要素，公司要留人，就必须诸多方面达到或超过当时当地用工要求，比如：工资、加班费、生活条件、劳保福利、职业发展、解除合同的经济补偿等，在法律法规框架内不与劳动者讨价还价。
2、 策划不充分：在实践中摸索，贻误战机（已经印证了）。
3、 公司高层过度授权：自己没有深入实践中去，只是催促或期盼尽快出结果。
4、 实验成效没有维持：首批项目取得可见成效没有维持，并且衡量标准不准确，有浮夸现象（比如提升70%，40%，20%等）。
5、 宣传力度不够：看似全厂性开展精益活动，其实了解的人并不多，只是几个人咪咪摸摸，没有真正的公示栏给基层观摩。
6、 财务不够公开：财务没有走在最前沿，或是财务没有完全透明，做精益最终还是留在形式。
7、 注重结果，忽视流程：精益的核心是流程精益，以流程的精益产生精益的结果。
8、 授权与资金挂钩不够：在精益过程中，激发人的主观能动性的最有效办法就是绩效考核。有考核就必须有赏罚，有赏罚就必须与资金挂钩。
9、 精益不是大兴土木：精益的宗旨是消除浪费，而不是作样板，搞形象工程；精益就是要利用现有的资源进行调整，经过精益思想的落实而产生最大的效益。车间不必改变，只要改变生产线；结构不要改变，只要改变布局，要改变的是人的思想和生产工具（设备的自动化程度）。
10.误解搬运浪费：正常的搬运在企业是不可避免的，所谓的“单向流”就是一边进一边出，不走回头路，不重复动作。现在车间的改变，还是不能改变这种现象，所有的货物还是要进卡板、进手推车或电梯，一进这种环节，就不是“单向流”，而且精益也没有强行要求这样做。
二、绝对错误的做法
1、指标性的A4报告：A4没有指标，而是在推行过程中，全员的思想进入佳境时自然而然产生的行为动作，而不是安排任务。
2、累赘的看板：目前已经使用的看板有1000多块，按这样的发展会超过2000块，每个人都在操作看板，谁来做事？有用的东西够用就好，不要趋于形式。
3、企业太多体系：我们的企业是大企业还是中型企业或者是小企业？这个概念必须弄清楚，不然是不能推行诸多系统的。现在正在运作的系统足够让一个大型企业不堪重负，而我们是一个收入甚微的企业，繁多的体系能够支撑的了吗？假如一个人同时有几个系统要求他履行，他能够做好吗？要么企业要配备足够的人手来承担各自的体系。一个人多做点事没问题，但日常工作必须有规律性才可以操作自如。
4、公司没有明确的目标和指标：到目前为止，我们从来没有看到公司的年度计划，也没有目标和指标（至少基层没有看到），任何东西都是瞎打瞎闹，也没有明确的责任，混饭吃完全可以找到位置。
5、最错误的地方：太多港员而占用公司的支配资源，除了董事局成员和老板家属外，一个部门最多一个港员,另外再有一两个与外部沟通的就够了。

下面还有一点,谢谢

Answer 1

Mistakes and errors
We support the implementation of lean enterprise. Promote the rational mode of production is the inevitable trend of development of enterprises, however, that some errors and fatal errors have to say.
1, lean implementation process of the errors
1, the first key to Lean: Man is the first element of the implementation of Lean, the companies keep people, it must meet or exceed the time many aspects of local employment requirements, such as: wages, overtime pay, living conditions, labor benefits, vocational development, and economic compensation for terminating the contract, etc., within the framework of laws and regulations, and workers do not bargain.
2, planning is not sufficient: in practice, groping and waste aircraft (already confirmed).
3, the company executives excessive authority: he did not in-depth practice, but urged, or look out the results as soon as possible.
4, experimental results did not last: the first project for an effective and there is no maintenance, and the measurement is not accurate, there are rhetorical phenomenon (eg increase 70%, 40%, 20%, etc.).
5, and propaganda is not enough: To conduct appears to lean activities throughout the plant, in fact, not many people know only a few people Mimi touch, there is no real bar to the grass-roots publicity to watch.
6, a public finance is not enough: Financial did not take in the most cutting-edge, or finance is not fully transparent, so ultimately remain in the form of lean.
7, results-oriented, neglect processes: Lean is the core of lean processes to produce lean process lean results.
8, authorization and funds linked to is not enough: In the lean process, to stimulate people's initiative is the most effective way to performance appraisal. There examination, there must be rewards and punishments, there are rewards and punishments must be linked with the funds.
9, Lean is not a massive construction projects: The purpose of Lean is to eliminate waste, rather than as a model and engage in the image of engineering; Lean is to adjust the use of existing resources, through the implementation of lean thinking and produce the greatest benefits. Workshop do not have to change, as long as the change in production line; structure should not be changed by simply changing the layout to change the people's ideas and production tools (equipment, automation level).
10. Misunderstand handling waste: the normal handling in the enterprise is inevitable, and the so-called "one-way flow" is the side into the side out, do not turn back, do not repeat the action. Workshop is now changed, still can not change this phenomenon, all of the goods or to get into card board, into the cart, or elevator, one into the links, not "one-way flow", and lean not force required to do so.
Questions added: 2, absolutely the wrong approach
1, indicative of the A4 Report: A4 no indicators, but rather in the implementation process, full of ideas into the stage of good behavior when the naturally produced by action, rather than by task.
2, cumbersome Kanban: Kanban is now used by more than 1,000 pieces, by such a development would be more than 2000, and everyone in the operation of kanban, who will do something? Enough useful things like, do not tend to form.
3, enterprise system, too: Our business is large or medium-sized or small business? This concept must be made clear, otherwise be unable to pursue a number of systems. Now the system is in operation long enough for a large enterprise overwhelmed, but we are a little income of enterprises, many of the systems can be supported it? If a person can have several systems asked him to perform, he was able to do a good job do? Or enterprises to deploy sufficient manpower to undertake their own system. A person to do more is no problem, but there must be regularity of their daily work before they can operate freely.
4, the company has no clear goals and targets: So far, we have never seen the company's annual plan and it has no clear objectives and targets (at least the grass-roots do not see), any thing is to play a blind fool around, and no clear lines of responsibility , Hun Fanchi can find a place.
5, the most the wrong place: too many members of the Hong Kong occupied the company's control over resources, in addition to the Board of Directors members and the owner of the families, the one sector up to a Hong Kong workers, with an additional one or two is enough to communicate with the outside.

Answer 2

Mistakes and errors

We support the implementation of lean enterprise. Promote the rational mode of production is the inevitable trend of development of enterprises, however, that some errors and fatal errors have to say.
1, lean implementation process of the errors
1, the first key to Lean: Man is the first element of the implementation of Lean, the companies keep people, it must meet or exceed the time many aspects of local employment requirements, such as: wages, overtime pay, living conditions, labor benefits, vocational development, and economic compensation for terminating the contract, etc., within the framework of laws and regulations do not bargain with the workers.
2, planning is not sufficient: in practice, groping and waste aircraft (already confirmed).
3, the company executives excessive authority: he did not in-depth practice, but urged, or look out the results as soon as possible.
4, experimental results did not last: the first project for an effective and there is no maintenance, and the measurement is not accurate, there are rhetorical phenomenon (eg increase 70%, 40%, 20%, etc.).
5, and propaganda is not enough: To conduct appears to lean activities throughout the plant, in fact, not many people know only a few people Mimi touch, there is no real bar to the grass-roots publicity to watch.
6, a public finance is not enough: Financial did not take in the most cutting-edge, or finance is not fully transparent, so ultimately remain in the form of lean.
7, results-oriented, neglect processes: Lean is the core of lean processes to produce lean process lean results.
8, authorization and funds linked to is not enough: In the lean process, to stimulate people's initiative is the most effective way to performance appraisal. There examination, there must be rewards and punishments, there are rewards and punishments must be linked with the funds.
9, lean is not going in for large: The purpose of Lean is to eliminate waste, rather than as a model and engage in the image of engineering; lean is to adjust the use of existing resources, through the implementation of lean thinking and produce the greatest benefits. Workshop do not have to change, as long as the change in production line; structure should not be changed by simply changing the layout to change the people's ideas and production tools (equipment, automation level).
10. Misunderstand handling waste: the normal handling in the enterprise is inevitable, and the so-called "one-way flow" is the side into the side out, do not turn back, do not repeat the action. Workshop is now changed, still can not change this phenomenon, all of the goods or to get into card board, into the cart, or elevator, one into the links, not "one-way flow", and lean not force required to do so.
Questions added: 2, absolutely the wrong approach
1, indicative of the A4 Report: A4 no indicators, but rather in the implementation process, full of ideas into the stage of good behavior when the naturally produced by action, rather than by task.
2, cumbersome Kanban: Kanban is now used by more than 1,000 pieces, by such a development would be more than 2000, and everyone in the operation of kanban, who will do something? Enough useful things like, do not tend to form.
3, enterprise system, too: Our business is large or medium-sized or small business? This concept must be made clear, otherwise be unable to pursue a number of systems. Now the system is in operation long enough for a large enterprise overwhelmed, but we are a little income of enterprises, many of the systems can be supported it? If a person can have several systems asked him to perform, he was able to do a good job do? Or enterprises to deploy sufficient manpower to undertake their own system. A person to do more is no problem, but there must be regularity of their daily work before they can operate freely.
4, the company has no clear goals and targets: So far, we have never seen the company's annual plan and it has no clear objectives and targets (at least the grass-roots do not see), any thing is to play a blind fool around, and no clear lines of responsibility , Hun Fanchi can find a place.
5, the most the wrong place: too many members of the Hong Kong occupied the company's control over resources, in addition to the Board of Directors members and the owner of the families, the one sector up to a Hong Kong workers, with an additional one or two is enough to communicate with the outside

Answer 3

接上面
6、咽喉糜烂：公司的生产能力还是不错，而最成问题的是市场和开发，以及生产工程的后续工作。先将这三个部位治理好，我们没有完不成的任务。
7、同工不同酬：什么职务就给什么工资，不要考虑他们是哪里人。如果企业的工资不能让人心跳，就变成“拿不生不死的工资，养不生不死的职员，做不生不死的事”。这样的局面，害死这些人（拿这些钱，我就多叫几个人陪葬），也拖死了企业。
8、多余的部门：自从有了产品部，沟通复杂了，良机延误了，如果在市场部或开发部增设产品管理工程师不更好吗？自从将生产部分割成三个部门，职责不明确了，漏洞多了，SMT和生工科的费用就成倍增加了。

一个不得不说话的人
2010.3.16

Answer 4

Mistakes and errors
We support the implementation of lean enterprise. Promote the rational mode of production is the inevitable trend of development of enterprises, however, that some errors and fatal errors have to say.
1, lean implementation process of the errors
1, the first key to Lean: Man is the first element of the implementation of Lean, the companies keep people, it must meet or exceed the time many aspects of local employment requirements, such as: wages, overtime pay, living conditions, labor benefits, vocational development, and economic compensation for terminating the contract, etc., within the framework of laws and regulations, and workers do not bargain.
2, planning is not sufficient: in practice, groping and waste aircraft (already confirmed).
3, the company executives excessive authority: he did not in-depth practice, but urged, or look out the results as soon as possible.
4, experimental results did not last: the first project for an effective and there is no maintenance, and the measurement is not accurate, there are rhetorical phenomenon (eg increase 70%, 40%, 20%, etc.).
5, and propaganda is not enough: To conduct appears to lean activities throughout the plant, in fact, not many people know only a few people Mimi touch, there is no real bar to the grass-roots publicity to watch.
6, a public finance is not enough: Financial did not take in the most cutting-edge, or finance is not fully transparent, so ultimately remain in the form of lean.
7, results-oriented, neglect processes: Lean is the core of lean processes to produce lean process lean results.
8, authorization and funds linked to is not enough: In the lean process, to stimulate people's initiative is the most effective way to performance appraisal. There examination, there must be rewards and punishments, there are rewards and punishments must be linked with the funds.
9, Lean is not a massive construction projects: The purpose of Lean is to eliminate waste, rather than as a model and engage in the image of engineering; Lean is to adjust the use of existing resources, through the implementation of lean thinking and produce the greatest benefits. Workshop do not have to change, as long as the change in production line; structure should not be changed by simply changing the layout to change the people's ideas and production tools (equipment, automation level).
10. Misunderstand handling waste: the normal handling in the enterprise is inevitable, and the so-called "one-way flow" is the side into the side out, do not turn back, do not repeat the action. Workshop is now changed, still can not change this phenomenon, all of the goods or to get into card board, into the cart, or elevator, one into the links, not "one-way flow", and lean not force required to do so.
Questions added: 2, absolutely the wrong approach
1, indicative of the A4 Report: A4 no indicators, but rather in the implementation process, full of ideas into the stage of good behavior when the naturally produced by action, rather than by task.
2, cumbersome Kanban: Kanban is now used by more than 1,000 pieces, by such a development would be more than 2000, and everyone in the operation of kanban, who will do something? Enough useful things like, do not tend to form.
3, enterprise system, too: Our business is large or medium-sized or small business? This concept must be made clear, otherwise be unable to pursue a number of systems. Now the system is in operation long enough for a large enterprise overwhelmed, but we are a little income of enterprises, many of the systems can be supported it? If a person can have several systems asked him to perform, he was able to do a good job do? Or enterprises to deploy sufficient manpower to undertake their own system. A person to do more is no problem, but there must be regularity of their daily work before they can operate freely.
4, the company has no clear goals and targets: So far, we have never seen the company's annual plan and it has no clear objectives and targets (at least the grass-roots do not see), any thing is to play a blind fool around,
5, the most the wrong place: too many members of the Hong Kong occupied the company's control over resources, in addition to the Board of Directors members and the owner of the families, the one sector up to a Hong Kong workers, wite an additional one or two is enough to communicate with the outside.