工业工程王爱虎专业英语翻译并行工程.doc

According to Department of Defense (DoD) Regulations 5000.1 and 5000.2, concurrent engineering (CE) will be used for development of all future military systems. The primary requirements for successfully implementing a CE philosophy are management support, enhanced communication, team building and appropriate tool use. Where CE has been successful, much credit is attributed to the involvement of senior management in establishing goals of improved quality, cost and schedule; in forming teams of qualified people; and in providing teams with the necessary tools and resources. Management must commit the necessary funding and resources for a successful CE program, and they must allow ample time for the new philosophy to generate benefits.根据国防部（DoD）条例5000.1和5000.2，并行工程（CE）将用于所有未来军事系统的发展。成功实施并行工程理论的基本要求是管理层支持，加强沟通，团队建设和使用适当的工具。凡并行工程获得成功，是由于（荣誉归属于）高级管理人员在建立提高质量、成本和进度目标；建立合格的人才队伍；并提供必要的工具和资源。管理人员必须为一个成功的并行工程项目提供必要的资金和资源，并且他们必须允许新理念有充裕的时间来产生效益。To ensure that the U. S. Army Missile Command (MICOM) managed weapons systems adhered to the CE design philosophy, a CE steering committee was formed. This steering committee, consisting of command-wide representation, examined current design environments at MICOM, and determined some impediments to CE implementation. The committee determined that most personnel had not received adequate information about CE, and in general there were many misconceptions concerning its requirements. Therefore, it was decided that additional training should be provided to both MICOM and project management personnel. The production engineering division (PED) of the Systems Engineering and Production Directorate was tasked by the steering committee to develop a training program to assist in the advancement of the CE concept and provide guidelines for CE implementation.为了确保美国陆军导弹司令部（MICOM）坚持并行工程的设计理念来管理武器系统，为此成立了一个并行工程督导委员会。这个由全站式代表组成的督导委员会，检查美国陆军导弹司令部目前的设计环境，查明了（确定了）并行工程实施中的一些障碍。委员会查明，大部分人员没有接收到有关并行工程的足够信息，而且对于它的要求通常有许多误解。因此，它决定了应当为美国陆军导弹司令部和项目管理人员提供额外的培训。系统工程与生产局的生产工程部（PED），是被督导委员会任命，负责制定培训项目，以协助推进并行工程的概念，并提供并行工程实施准则的。he training philosophy 培训理念The content of the CE training modules presents a well-rounded knowledge of all important aspects of CE. Training, which addresses a philosophy, can often digress into an intense training course on a specific tool or technology that supports that philosophy. That was a pitfall which was avoided with the formation of this training. While tools and methodologies were given adequate coverage, more philosophical aspects of CE (i. e. improving communication, organizational and team structure, etc.) were not slighted. To achieve the right mix of training, seven training modules were created. Each module addresses a different, equally important aspect of CE implementation:并行工程培训模块的内容提出了一个全面的知识体系，包含并行工程所有重要方面。重点提出一个理念的培训，经常借用支持这个理念的特定工具或技术离题，进入激烈/紧张的培训课程。这是一个陷阱，（我们）要避免形成这种培训。虽然工具和方法给予了足够的覆盖范围，但是不能轻视更多的并行工程理念方面的问题（例如，改善沟通、组织和团队结构等）。为实现培训的正确组合，创建了7个培训模块。每个模块提出并行工程实施不同的、同样重要的方面。Module 1 : Introduction to MICOM CE steering committee; Module 2 : CE overview ; Module 3 : Team building for CE; Module 4 : CE tools and methodologies; Module 5 : The MICOM CE design process; Module 6: Government/Contractorroles/responsibilities; Module 7: Program specific CE activities.模块1：美国陆军导弹司令部督导委员会介绍；模块2：并行工程概述；模块3：并行工程团队建设；模块4：并行工程工具和方法；模块5：美国陆军导弹司令部并行工程设计过程/程序；模块6：政府或承包人的角色/责任；模块7：计划具体的并行工程活动MICOM CE steering committee美国陆军导弹司令部督导委员会The first module used in the CE training course serves to inform the training participants of the existence and mission of the MICOM CE steering committee. This was considered an important first step in the training process. It is imperative that recipients of this training realize the commitment of top management to the CE design philosophy. By demonstrating this commitment at the outset of the training program, participants should realize the dedication and determination of MICOM management to successfully implement CE.在CE培训课程服务中，第一个模块用于通知培训参与者的了解MICOM CE指导委员会存在以及委员会的任务。这被认为是训练过程中重要的第一步。让培训者认识到高级管理层对CE设计理念的推行很有必要。通过在这个培训项目的一开始就展示这一理念,参与者应该意识到的MICOM管理层希望成功实施CE的尽心尽力和决心。The CE team that will be trained using these modules will consist of managers and engineers representing many functional areas of MICOM. To reinforce this idea of multi-disciplinary teamwork, the CE steering committee consists of representatives from these same diverse areas. By emphasizing that the steering committee “practices what it preaches,” the point will be made from the outset（从一开始） as to what is required for CE success.CE团队将会通过很多模块被训练，这些模块包括管理人员和工程师展示MICOM的很多功能区。为了加强多学科团队的思想,CE指导委员会由来自这些不同领域的代表组成。通过强调指导委员会“言出必行”,从一开始宣扬一个重点“成功的CE需要什么？”。CE overview并行工程概述The CE overview module is used to give all participants a set of common definitions and terminology for the ensuing training. One of the most prevalent problems in implementing CE is the lack of a commonly agreed upon definition for the term. For the purpose of the training modules, the definition as developed by the Institute for Defense Analysis was used. Many other misconceptions are related to CE. In some cases, these misconceptions have become the barriers to successful CE implementation. This module discusses the confusion commonly noted throughout the MICOM and DoD community. Common misunderstandings, such as the difference between CE, systems engineering and total quality management, are explained.CE概述模块是用来在培训之前给所有参与者的一些常见的定义和术语。实施并行工程的最普遍的问题之一是缺乏一个普遍认可的定义。目的的培训模块,国防分析研究所说明的定义被使用。许多其他错误的概念与CE相关。在某些情况下,这些误解已经成为成功实现CE的障碍。本模块通过整个MICOM和国防部团体讨论这些常发生的困惑。常见的误解,如CE与,系统工程、全面质量管理的区别被解释了。In preparing this training module, lessons learned and critical factors for success were captured from CE leaders in industry and the government. From this information, as well as MICOMs own lessons learned, CE implementation guidelines were developed and included. This portion of the training discusses the importance of management-driven implementation, adequate funding profiles, multi-functional teaming, training, customer/ supplier involvement, integrated require-merits definition, integrated product/process design, and CE tools and computer-based support initiatives.在准备这个培训模块实,经验学习和成功的关键因素在于CE行业和政府的领导人。从这些信息,以及MICOM自身的经验教训,CE实现指南是成熟的和记录的。培训的这一部分讨论管理导向型、充足的资金投入、,多功能合作,培训、客户/供应商参与,综合需求的优点定义,集成产品/过程设计、CE工具和基于计算机的支持方案的重要性。Upon completion of the CE overview module, participants should have a good understanding of what CE is and is not. With everyone working with a common set of assumptions, the training moves to the importance of team building.CE概述模块完成后,参与者应该很好地理解什么是CE,什么不是CE。当每个人在工作时候都有共同的设想,培训过程移动到团队建设的重要性。Team building for CE对CE的团队建设Multi-disciplinary teams are at the very heart of CE because, when properly constructed, they contain the intelligence base for a successful program. CE involves integrating the contributions of diverse specialists. These teams facilitate the optimization of all important measures of a products function-performance, producibility, ease of maintenance, reliability, cost and quality. Management forms a team of specialists who have knowledge in different phases of the products life cycle to concurrently engineer both the product and downstream processes for production and support.多学科团队是在CE中是非常核心的，因为当它成功的组件出来之后,他们包含了成功的项目的知识只能基础。CE涉及不同领域专家贡献的集成。这些团队促进所有的优化产品的重要决策，产品的功能表现，可生产性,易于维护,可靠性、成本和质量。管理层建立一个专家团队，这些专家分别对建设并行工程的生产和下游生产流程的生产和支持的产品生命周期的不同阶段非常了解。The problem with developing and maintaining a CE team is that most people are not accustomed to working (or trained to work) in teams. The first lesson of the module establishes how CE team members are selected, what part they play as individuals, and how they become a working unit. A team dynamics discussion and group exercises are an important aspect of this lesson. The second lesson focuses on the mechanics of the team in order to facilitate an increase in effectiveness.开发和维护一个CE小组的问题是,大多数人都不习惯于再这样一个团队训练或者被（培训工作）。团队建设模块的第一课讲述如何选择CE的团队成员,他们各自扮演什么角色,以及他们如何成为一个工作单元。一个团队动力讨论和小组练习是本课的一个重要内容。第二课关注团队的结构以促进效率的增加。This module also stresses that the voice of the customer must be represented to ensure requirements are correctly stated and understood by the CE team. All program requirements should have their foundation in a need or expectation of the customer, internal or external. At the same time, CE teams must maintain a balance between the customers needs and expectations and a reasonably scoped program.这个模块也强调,客户法人想法必须被传递出来，以确保需求被正确陈述并且被CE团队所理解。所有项目需求应该有客户需要或期望的客户基础, 内部或是外部。同时,CE团队必须保持客户的需求期望和项目合理范围的计划之间的平衡。CE tools and methodologiesCE工具和方法论Throughout industry and government, there are many proponents for the use of multi-disciplined teams for successful CE implementation, or for the use of CE-related tools and methodologies as the needed ingredient for success. MICOM believes both are required to truly optimize the design process. During discussions on CE tools with various sources in industry and government, it became obvious there were several misconceptions and barriers associated with CE tool/methodology implementation. First, most technical personnel appeared interested only in computer-based tools. This led to managements misinterpretation that all CE tools required new computer systems and software. One of the objectives of this training module was to inform the MICOM design community of the array of tools and methodologies available to them. 在整个行业和政府,对于使用多学科的团队成功CE实现,或使用CE相关工具和理论作为成功的一个要素有很多支持者。MICOM认为两者都需要真正的去优化设计流程。在应用行业和政府各种来源讨论CE工具时,很明显有对于CE工具/方法和实现存在一些误解和障碍。首先,大部分技术人员只对基于计算机的工具感兴趣。这导致了管理层的误解,误解为所有CE工具都需要新电脑系统和软件。本培训模块的目标之一向MICOM设计团队介绍一系列可用的工具和方法。This module included an examination of a number of technologies currently being used in government and industry, and how these technologies have or