Passage 27 新老方法對(duì)比型（降低成本法）
提出老方法：降低成本法Since the late 1970’s, in the face of a severe loss of market share (market share: 市場(chǎng)份額, 市場(chǎng)占有率) in dozens of industries行業(yè), manufacturers in the United States have been trying to improve productivity（破折號(hào)中間的是插入語）—and therefore enhance their international competitiveness*1C—through cost-cutting programs. (Cost-cutting here is defined as raising labor output while holding the amount of labor constant.)（括號(hào)里為“降低成本法”的定義，可以等做到題再回來查） However（新老對(duì)比）, from 1978 through 1982, productivity（這里的插入語解釋productivity）—the value of goods manufactured divided by the amount of labor input—did not improve（老方法的缺點(diǎn)）; and while（轉(zhuǎn)折，前半句說better，后半句更重要，肯定是不好的） the results were better in the business upturn of the three years following, they ran 25 percent lower than productivity improvements during earlier, post-1945 upturns. At the same time, it became clear that the harder manufactures worked to implement cost-cutting, the more they lost their competitive edge.
老方法的缺點(diǎn)一With this paradox in mind, I recently visited 25 companies; it became clear to me that the cost-cutting approach to increasing productivity is fundamentally flawed（-）（本段繼續(xù)講老方法的缺點(diǎn)）. Manufacturing regularly observes a “40, 40, 20” rule（可以暫時(shí)不看，等有題目再回來查找）. Roughly 40 percent of any manufacturing-based competitive advantage derives from long-term changes in manufacturing structure (decisions about the number, size, location, and capacity of facilities) and in approaches to materials. Another 40 percent comes from major changes in equipment and process technology. The final 20 percent rests on implementing conventional cost-cutting. This rule does not imply that cost-cutting should not be tried. The well-known tools of this approach—including simplifying jobs and retraining employees to work smarter, not harder—do（讓步語氣） produce results. But（讓步的后半句，重要） the tools quickly reach the limits of what they can contribute.
老方法的缺點(diǎn)二：阻礙創(chuàng)新Another problem is that the cost-cutting approach hinders innovation and discourages creative people. As Abernathy’s study of automobile manufacturers has shown（+）, an industry can easily become prisoner被束縛 of its own investments in cost-cutting techniques, reducing its ability to develop new products. And managers under pressure to maximize cost-cutting will resist innovation because they know that more fundamental changes in processes or systems will wreak (BRING ABOUT, CAUSE “wreak havoc”) havoc引起破壞，造成破壞，實(shí)現(xiàn)破壞 with the results on which they are measured. Production managers have always seen their job as one of minimizing costs and maximizing output. This dimension of performance has until recently（老觀點(diǎn)） sufficed充分，充足，夠用 as a basis of evaluation, but（轉(zhuǎn)折，新觀點(diǎn)） it has created a penny-pinching斤斤計(jì)較 (FRUGALITY, PARSIMONY), mechanistic culture in most factories that has kept away creative managers.
新方法Every company I know that has freed itself from the paradox has done so, in part, by developing and implementing a manufacturing strategy. Such a strategy focuses on the manufacturing structure and on equipment and process technology. （以下舉一個(gè)具體例子，可能對(duì)應(yīng)舉例作用題，可以等到出題再看）In one company a manufacturing strategy that allowed different areas of the factory to specialize in different markets replaced the conventional cost-cutting approach; within three years the company regained its competitive advantage. Together with such strategies, successful companies are also encouraging managers to focus on a wider set of objectives besides cutting costs. There is hope for manufacturing, but it clearly rests on a different way of managing.
1. The author of the passage is primarily concerned with主題題（寫法性）
(A) summarizing a thesis
(B) recommending a different approach新老對(duì)比
(C) comparing points of view
(D) making a series of predictions（B）
(E) describing a number of paradoxes
2. It can be inferred from the passage that the manufacturers mentioned in line 2 expected that the measures they implemented would直接事實(shí)題（有定位）
(A) encourage innovation
(B) keep labor output constant
(C) increase their competitive advantage*1C
(D) permit business upturns to be more easily predicted（C）
(E) cause managers to focus on a wider set of objectives
3. The primary function of the first paragraph of the passage is to
(A) outline in brief the author’s argument
(B) anticipate challenges to the prescriptions that follow
(C) clarify some disputed definitions of economic terms
(D) summarize a number of long-accepted explanations（E）
(E) present a historical context for the author’s observations引子
4. The author refers to Abernathy’s study (line 36) most probably in order to舉例作用題（找結(jié)論，找例子為誰服務(wù)——本題為前一句話服務(wù)）
(A) qualify an observation about one rule governing manufacturing
(B) address possible objections to a recommendation about improving manufacturing competitiveness
(C) support an earlier assertion（指前一句話的結(jié)論） about one method of increasing productivity老方法的第二個(gè)毛?。鹤璧K創(chuàng)新
(D) suggest the centrality in the United States economy of a particular manufacturing industry（C）
(E) given an example of research that has questioned the wisdom of revising a manufacturing strategy
5. The author’s attitude toward the culture in most factories（老觀點(diǎn)） is best described as態(tài)度題
(A) cautious
(B) critical
(C) disinterested
(D) respectful（B）
(E) adulatory
6. In the passage, the author includes all of the following EXCEPT排除題，信息題
(A) personal observation
(B) a business principle
(C) a definition of productivity
(D) an example of a successful company（E）
(E) an illustration of a process technology
7. The author suggests that implementing conventional cost-cutting（老觀點(diǎn)） as a way of increasing manufacturing competitiveness is a strategy that is態(tài)度題
(A) flawed and ruinous毀壞性，破壞性
(B) shortsighted短視 and difficult to sustain
(C) popular正評(píng)價(jià)，不能用 and easily accomplished
(D) useful but inadequate大負(fù)小正（D）
(E) misunderstood but promising大正小負(fù)，反了
提出老方法：降低成本法Since the late 1970’s, in the face of a severe loss of market share (market share: 市場(chǎng)份額, 市場(chǎng)占有率) in dozens of industries行業(yè), manufacturers in the United States have been trying to improve productivity（破折號(hào)中間的是插入語）—and therefore enhance their international competitiveness*1C—through cost-cutting programs. (Cost-cutting here is defined as raising labor output while holding the amount of labor constant.)（括號(hào)里為“降低成本法”的定義，可以等做到題再回來查） However（新老對(duì)比）, from 1978 through 1982, productivity（這里的插入語解釋productivity）—the value of goods manufactured divided by the amount of labor input—did not improve（老方法的缺點(diǎn)）; and while（轉(zhuǎn)折，前半句說better，后半句更重要，肯定是不好的） the results were better in the business upturn of the three years following, they ran 25 percent lower than productivity improvements during earlier, post-1945 upturns. At the same time, it became clear that the harder manufactures worked to implement cost-cutting, the more they lost their competitive edge.
老方法的缺點(diǎn)一With this paradox in mind, I recently visited 25 companies; it became clear to me that the cost-cutting approach to increasing productivity is fundamentally flawed（-）（本段繼續(xù)講老方法的缺點(diǎn)）. Manufacturing regularly observes a “40, 40, 20” rule（可以暫時(shí)不看，等有題目再回來查找）. Roughly 40 percent of any manufacturing-based competitive advantage derives from long-term changes in manufacturing structure (decisions about the number, size, location, and capacity of facilities) and in approaches to materials. Another 40 percent comes from major changes in equipment and process technology. The final 20 percent rests on implementing conventional cost-cutting. This rule does not imply that cost-cutting should not be tried. The well-known tools of this approach—including simplifying jobs and retraining employees to work smarter, not harder—do（讓步語氣） produce results. But（讓步的后半句，重要） the tools quickly reach the limits of what they can contribute.
老方法的缺點(diǎn)二：阻礙創(chuàng)新Another problem is that the cost-cutting approach hinders innovation and discourages creative people. As Abernathy’s study of automobile manufacturers has shown（+）, an industry can easily become prisoner被束縛 of its own investments in cost-cutting techniques, reducing its ability to develop new products. And managers under pressure to maximize cost-cutting will resist innovation because they know that more fundamental changes in processes or systems will wreak (BRING ABOUT, CAUSE “wreak havoc”) havoc引起破壞，造成破壞，實(shí)現(xiàn)破壞 with the results on which they are measured. Production managers have always seen their job as one of minimizing costs and maximizing output. This dimension of performance has until recently（老觀點(diǎn)） sufficed充分，充足，夠用 as a basis of evaluation, but（轉(zhuǎn)折，新觀點(diǎn)） it has created a penny-pinching斤斤計(jì)較 (FRUGALITY, PARSIMONY), mechanistic culture in most factories that has kept away creative managers.
新方法Every company I know that has freed itself from the paradox has done so, in part, by developing and implementing a manufacturing strategy. Such a strategy focuses on the manufacturing structure and on equipment and process technology. （以下舉一個(gè)具體例子，可能對(duì)應(yīng)舉例作用題，可以等到出題再看）In one company a manufacturing strategy that allowed different areas of the factory to specialize in different markets replaced the conventional cost-cutting approach; within three years the company regained its competitive advantage. Together with such strategies, successful companies are also encouraging managers to focus on a wider set of objectives besides cutting costs. There is hope for manufacturing, but it clearly rests on a different way of managing.
1. The author of the passage is primarily concerned with主題題（寫法性）
(A) summarizing a thesis
(B) recommending a different approach新老對(duì)比
(C) comparing points of view
(D) making a series of predictions（B）
(E) describing a number of paradoxes
2. It can be inferred from the passage that the manufacturers mentioned in line 2 expected that the measures they implemented would直接事實(shí)題（有定位）
(A) encourage innovation
(B) keep labor output constant
(C) increase their competitive advantage*1C
(D) permit business upturns to be more easily predicted（C）
(E) cause managers to focus on a wider set of objectives
3. The primary function of the first paragraph of the passage is to
(A) outline in brief the author’s argument
(B) anticipate challenges to the prescriptions that follow
(C) clarify some disputed definitions of economic terms
(D) summarize a number of long-accepted explanations（E）
(E) present a historical context for the author’s observations引子
4. The author refers to Abernathy’s study (line 36) most probably in order to舉例作用題（找結(jié)論，找例子為誰服務(wù)——本題為前一句話服務(wù)）
(A) qualify an observation about one rule governing manufacturing
(B) address possible objections to a recommendation about improving manufacturing competitiveness
(C) support an earlier assertion（指前一句話的結(jié)論） about one method of increasing productivity老方法的第二個(gè)毛?。鹤璧K創(chuàng)新
(D) suggest the centrality in the United States economy of a particular manufacturing industry（C）
(E) given an example of research that has questioned the wisdom of revising a manufacturing strategy
5. The author’s attitude toward the culture in most factories（老觀點(diǎn)） is best described as態(tài)度題
(A) cautious
(B) critical
(C) disinterested
(D) respectful（B）
(E) adulatory
6. In the passage, the author includes all of the following EXCEPT排除題，信息題
(A) personal observation
(B) a business principle
(C) a definition of productivity
(D) an example of a successful company（E）
(E) an illustration of a process technology
7. The author suggests that implementing conventional cost-cutting（老觀點(diǎn)） as a way of increasing manufacturing competitiveness is a strategy that is態(tài)度題
(A) flawed and ruinous毀壞性，破壞性
(B) shortsighted短視 and difficult to sustain
(C) popular正評(píng)價(jià)，不能用 and easily accomplished
(D) useful but inadequate大負(fù)小正（D）
(E) misunderstood but promising大正小負(fù)，反了