看过网上的一些印度游记，大多是以个人或团体旅游客的身份来描述的，而且近些年随着国际旅游热的兴起，去印度的游客大有上升势头，因此游记也越来越详尽。近些年去印度投资考察的华人也不少，但估计都忙于挣钱，较少有时间将经历写出来。趁一时兴起，将自己以往三次商务游的经历做个汇总，补充一些不同视角下的亲历，无非就是人生基本的吃喝玩乐行作，政治就少谈了，哪个国际的老百姓都没有像国人一样关心政治，吃饱喝足才重要。关于工作相关的部分，我会在下篇文章中拿我在印度的几家供应商来做说明。
生产计划
生产无计划，管理累趴下。
计划不合理，控制不容易。
控制不得力，交期难满意。
交期不准时，经营难维持。
控制品质的其中一个环节就是控制公差，这是为什么说将质量嵌入到产品设计当中的原因。公差将直接影响产品的一致性，稳定性，可靠性和功能。公差设计出来比较容易，但是如何将公差控制在一个有限的范围内却是一件困难的事。
One of the steps in controlling quality is to control tolerance. This is why quality should be built in product design. Tolerance will directly influence the consistency, stability, reliability and functions of products. It is easy to design tolerance, yet it is difficult to control the tolerance in a limited range. This is why America cultivated over ten thousands of engineers studying the control in statistical processes to ensure the quality of military products during the 1940s. The aim to control statistical process is to minimize the product defects which exceed the tolerance, and to inform the engineers of the investigation reasons to take precautions via the form of graphic trend in advance before producing defective goods.
笔者所在的公司以单纯的国际贸易为主，分布亚洲各地的供应商加工制造然后按照客户的指令将货物按照整柜或者拼柜的方式发往全球近40个主要国家和地区的分公司进行销售。每年经笔者所在的公司管理的发货量在5,000次左右，以2016年为例，与包装和装柜相关的交付后客户的投诉达40次，这并不包含包材用错，标签贴错的情形，而仅仅是货物被投诉少箱数，托盘被投诉垮掉，货物被发错，包装箱破损，货物发霉，货物短溢装（比如螺丝）等。而这意味着几乎每100次发货里就会出现一次纠纷，排除公休周，意味着每周都会发生一次，以笔者的估算平均处理每次的投诉80-100封邮件而平均每个人的日常邮件处理量100封来计算，这相当于每周有一个人天的资源浪费在处理此类的纠纷和投诉上，可见影响之大。
“质量成为一个问题，实际上是因为我们把质量和数量作了一个分离，是因为我们把它变成一个和交付、成本相对立的东西。……我们往往把许多的事情都当成了质量的问题。而面对质量的问题，大家又往往自觉不自觉地把它变成了一种是否有责任、知荣辱、讲道德的分野。从而使大家不敢去面对它，只有躲着它。”—-摘选自杨钢《质与量的战争》
在国际采购的课堂上教授分享了一个案例供学生们讨论，据说这个案例在目前国内的采购领域相当普遍，有达七成的公司面临类似的问题或者说困境。In a lesson on International Purchasing, the professor provided a case study for students to discuss. It is said that currently this case study is typical in the field of purchasing in China, with about 70% companies faced with similar problems or dilemmas.
在笔者看来，这是一个典型的执行传统采购的公司里的采购的做法，介于小采购与大采购之间，因为小采购是关注于订单的执行的，而大采购关注于关系的建立和优化，JIMMY的日常工作中还在扮演救火与解决问题的角色，虽然每天很忙碌，但是基本上都是在解决短期的供应问题，还没有将中长期要解决的流程和制度问题放上议程或者说开始实施。As far as I am concerned, this is a traditional practice typically adopted by a purchasing company, falling in between small purchasing and big purchasing. The former focuses on order execution while the latter values relationship establishment and optimization. JIMMY also plays an important role in rescuing emergency and solving problems. Busy as he is every day, most of the issues that he deals with are short-term supplying problems while mid-and-long-term issues of process and regulation remain to be put on the agenda and into effect.
拜访的工厂多了之后也练就了“火眼金睛”，一目了然知道工厂在作业指导书这个细小的环节上仅仅只是走走形式，还是落实到实处，正所谓魔鬼都在细节里。比如作业指导书的适用范围是广泛而包罗万象的还是具体到每款产品型号的？其框架结构，排版方式？最后的修订日期是2年之内的，还是从来就没发生过？有确认，有审批吗？有被人翻阅过吗？是横挂还是竖挂示于员工？详细程度如何？
If one person has visited too many factories, then he/she will have good intuition , knowing only at a glance whether the factory take the work instruction as a form or in real implementation. Like the old saying, devils are in details. For example, are the work instruction applied for a wide product ranges or each product model specifically? Does It has a good structure and layout? Is it revised in the last 2 years, or never? Are there any confirmation of examination and approval? Has it ever been read by others? Is it hanged horizontally or vertically to present to the staff for easy reading? Are details included?
We describe Supplier Lifecycle Management as “an end-to-end, cradle to grave approach to managing suppliers in a transparent, structured and integrated manner”.
Perhaps more important is the purpose of SLM, which is: to recognise suppliers as a prime source of value to the organisation and deliver that value by putting them at the heart of procurement strategy and management.
近日拜读冯文亮先生的职场小说“冲出重围-快速精益之道”，对此又有了更深的认识，书中有几个观点值得借鉴。Having read A Quick Qay of Lean Production recently, a professional novel written by Feng Wenliang, I have had some deeper understanding of the above issues. There are some points of view that are worth learning in the book.
1.河槽容纳的流量=淤泥等原因占据的流量 + 河槽的实际流量。而清淤只需要清理一些重点河段，就可以保持整条河道的畅通。
1. Gross river flow=space taken by sludge + net river flow. Dredging can be undertaken only at some major river segments in order to keep the whole river course smooth.
2.车间人分三类：多人，少人，新人，工厂人力资源调配信息不顺畅。。。可以将几条生产线设置为人力调配线，调配线的数量是可变的，根据生产线每天的实际需求而定，所有多的人都放掉调配线上，确认的生产线就去调配线上领取。。。调配线还兼有新人培训的功能。
2. A labor force structure in workshops can be categorized into excessive workforce, short workforce or new comers. Disordered human resource information gives rise to many problems. A solution is to allocate personnel in several deployment lines which are variable in number and determined by the actual demand of product lines. All the spare workforce is enrolled in personnel deployment lines, ready to be employed by a product line. A deployment line also helps to train new workers.
3.生产线最重要两个工位：第一工位和动态的瓶颈工位。第一工位决定最大的输出产能，动态的瓶颈工位就是半成品（WIP）积累最多的工位，决定“消化“顺畅，实现最大输出产能的可能性。
3. The two most important working positions on a production line are the first position and the dynamic bottleneck position. Whereas the first position decides the capability, the dynamic bottleneck one, where work in process accumulate the most, decides digestion, fluency and the possibility to achieve the maximum capability.
4.工厂管理先治病，再强身健体。找到工厂快速改善的办法如同治病，而5S，标准化，设备保养等等则如同健体，不见得有多少可见的直接经济效益，但至关重要。
4. A good factory management calls for wiping out the root of problem first and then finding ways for reinforcement and optimization. The root of problem lies in how to achieve fast improvement, and ways for reinforcement and optimization includes various methods such as 5S, standardization and equipment maintenance. They are steps of importance although they may not bring out much direct economic benefits.
5.库存是万恶之源。
5. Stock is the root of all evil.
拜读过蔡红刚Caims先生的短文，名字就叫“产品的感性质量”，强调中国制造和德国制造的区别某种程度不在制造能力而在于设计能力，两者之间设计能力的差距可能是一代人，原因在于中国才刚开始由农业进入工业化，而德国已从工业化延伸到服务业，而服务业是要讲究体验和感觉的，这也是所谓从量变到质变的一个飞跃。
I have got the honor to read a short article named “The Aesthetic Quality of a Product” written by Mr. Caims (Honggang Cai), which emphasizes that the differences between ‘Made in China’ and ‘Made in Germany’, to some degree, lie in design capability rather than manufacturing capability. The gap of design capability between China and Germany seems to be a generation, since China has just evolved from an agricultural country into an industrialized one; whereas Germany has extended from industrialization to service industry. Service industry, however, focuses on experience and feelings. Therefore, this transformation in Germany can be regarded as a so-called change from quantity to quality in leaps and bounds.
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