1、中英文资料（二）Agility Technology1.What is Agility? Reviewed The ability of goods and services to thrive in rapidly changing, fragmented marketsin others words, the ability to be agileis not simply a matter of technology or of organization structure or of personnel utilization. Furthermore, no one feature
2、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 h
3、ow 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
4、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-product
5、ion 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 compre
6、hensive 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 AgilityAgility is dynam
7、ic, 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,
8、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 persona
9、l 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 compa
10、nies 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 bec
11、oming 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
12、 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 comp
13、etencies, 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 sou
14、rces 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 pr
15、ocesses 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 all
16、ows 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.敏捷制造技术1、什么是敏捷性？审视 在快速改变及动荡的市场上，商品和服务的能力逐渐变得兴旺了起来，换句话说，变得敏捷的能力不是简单的技术事情或组织结构或人员运用。此外，敏捷性特点，单独被采取，不是独特地针对它的创新。多年来，以顾客为中心的公司正在快速地变化着，分割服务市场试图被推挤到大量生产系统的越来越明显局限之外。然而，他们是非常慢的在欣赏传统大量生产市场之间的最基本的不同是怎么样的，即，大众市场为一致的产品和大容积合适的市场提供个性化的产品。当对顾客的物理产品的主要价值是
