Managementhandbuch-管理手册中英文对照
仓库管理模块基本中英文对应
仓库管理模块基本中英文对应Plant －工厂Storage Location －存储地点Warehoue Number －仓库号Storage Type －存储类型Storage Section －存储分区Picking Area －拣货区Staging Area －集结区Door －门Storage Bin －仓位Bin Type －货架类型Storage Unit －托盘Storage Unit Type －托盘类型Quant －份Tranfer Order －转储单Tranfer Requirement －转储申请仓库号定义在WM模块中，一个完整的仓库会定义在单独一个仓库号下面。
你可以使用一个仓库号管理多个独立的仓库建筑，我们通常称之为：仓库联合。
应用仓库号是一个复杂的仓库联合体在系统组织结构层次和物理方面的有机统一体。
例如，在仓库号级别可以定义仓库管理使用的单位，定义WM和PP等其他模块的接口等。
推荐使用一个仓库号来管理某一地域一组仓库建筑群（仓库联合体）。
如果几个仓库设施在地理区域上隔得很远就可以考虑使用分别的仓库号来管理。
一般同一个工厂区会用一个仓库号。
例如XYZ公司的仓库包括：Goods receipt area－收货区Goods issue area－发货区Hall with high rack shelves－高架货架区Bulk storage area－堆放区Picking area with fixed bins固定仓位拣货区外部存储区域（特别货物存储区，或者溢出区）上述每一个区域在仓库管理中都是一个存储类型。
WM把上述所有的存储类型/存储区域用一个仓库号来管理。
存储类型定义存储类型实际上称作存储区域更合适，它指的就是一个存储区域，包括仓储设备和仓储区。
存储区域在仓库号下面定义。
存储区域可以是物理的也可以是逻辑的区域，是根据仓储技术（例如自动仓，半自动仓，高架货架等），使用空间区域，组织形式或者功能等对复杂的仓库联合体进行的分割定义单元。
项目管理术语中英文对照
项目管理术语中英文对照项目管理术语中英文对照ACWP Actual Cost of Work Performed 已执行工作实际成本AD Activity Description 工作描述ADM Arrow Diagramming Method 箭线图示解法AF Actual Finish Date 实际完成日期AOA Activity-On-Arrow 双代号网络图AON Activity-On-Node 单代号网络图AS Actual Start Date 实际开始日期BAC Budget At Completion 在完成时的预算BCWP Budgeted Cost of work Performed 已执行工作预算成本BCWS Budgeted Cost of work Scheduled 计划完成工作预算成本CCB Change Control Board 变更控制委员会CPFF Cost Plus Fixed Fee 成本加固定费用（合同）CPIF Cost Plus Incentive Fee 成本加奖励费用（合同）CPI Cost Performance Index 成本执行指数CPM Critical Path Method 关键线路法CV Cost Variance 成本偏差DD Data Date 数据日期DU Duration 持续时间，工期EAC Estimate At Completion 在完成时的估算EF Early Finish date 最早完成日期ES Early Start date 最早开始日期ETC Estimate (or Estimated) To Complete 到完成时的估算EV Earned Value 挣值法FF Free Float or Finish-to-Finish 自由时差，或完成到完成关系FFP Firm Fixed Price 完全固定总价合同FPIF Fixed Price Incentive Fee 固定价加奖励费用FS Finish-to-Start 完成到开始关系GERT Graphical Evaluation and Review Technique 图示评审技术IFB Invitation For Bid 邀标LF Late Finish Date 最晚完成日期LOE Level of Effort 投入水平LS Late Start date 最晚开始日期MPM Modern Project Management 现代项目管理OBS Organization(al) Breakdown Structure 组织分解结构PC Percent Complete 完成百分比PDM Precedence Diagramming Method 优先图示法PERT Program Evaluation and Review Technique 计划评审技术PF Planned Finish date 计划完成日期PM Project Management or Project Manager 项目管理或项目经理PMBOK Project Management Body of Knowledge 项目管理知识体系PMP Project Management Professional 项目管理专业人员PS Planned Start date 计划开始日期QA Quality Assurance 质量保障QC Quality Control 质量控制RAM Responsibility Assignment Matrix 责任分配矩阵RDU Remaining DUration 剩余工期RFP Request For Proposal 请求建议书RFQ Request For Quotation 请求报价单SF Scheduled Finish date or Start-to-Finish 计划完成日期或开始到完成关系SOW Statement of Work 工作说明SPI Schedule Performance Index 进度执行指数SS Scheduled Start date or Start-to-Start 计划开始日期或开始到开始关系SV Schedule Variance 进度偏差TC Target Completion date 目标完成日期TF Total Float or Target Finish date 总时差，或目标完成日期TS Target Start date 目标开始日期TQM Total Quality Management 全面质量管理WBS Work Breakdown Structure 工作分解结构定义这里定义的许多词，在词典的定义中具有更广泛的意义，在某些情况下具有不同的意义。
管理操作手册英文
Management Operations ManualIntroductionThe Management Operations Manual serves as a comprehensive guide for all employees and managers within the organization. It outlines the procedures, policies, and practices that are essential for effective management and decision-making across all departments.Table of Contents1.Overview2.Leadership– 2.1. Managerial Responsibilities– 2.2. Decision-Making Authoritymunication– 3.1. Internal Communication Protocols– 3.2. External Communication Guidelines4.Human Resources– 4.1. Recruitment and Selection Process– 4.2. Performance Management– 4.3. Training and Development5.Finance– 5.1. Budgeting Process– 5.2. Expense Approval Procedures6.Operations– 6.1. Workflow Management– 6.2. Resource Allocation7.Risk Management–7.1. Risk Assessment–7.2. Crisis Management Planpliance–8.1. Regulatory Compliance–8.2. Code of Conduct9.Technology–9.1. IT Systems and Infrastructure–9.2. Data Security Protocols10.Quality Assurance–10.1. Quality Control Standards–10.2. Continuous Improvement InitiativesOverviewThe Management Operations Manual is designed to provide a framework for consistent and efficient management practices within the organization. It covers a wide range of topics including leadership, communication, human resources, finance, operations, risk management, compliance, technology, and quality assurance.LeadershipEffective leadership is crucial for the success of any organization. Managers are expected to lead by example, inspire their teams, and make informed decisions that align with the company’s goals and values. They are re sponsible for setting clear objectives, delegating tasks, providing feedback, and promoting a positive work culture.CommunicationClear and effective communication is essential for collaboration and teamwork. Managers should establish open channels of communication within their teams and across departments. They should ensure that important information is shared in a timely manner and that feedback is encouraged and acted upon.Human ResourcesThe organization’s most valuable asset is its employees. Human resources policies and practices should be designed to attract, retain, and develop top talent. Managers are responsible for recruiting the right people, providing ongoing training and development opportunities, and conducting regular performance evaluations.FinanceFinancial management is a key aspect of effective management. Managers should be familiar with budgeting processes, expense approval procedures, and financial reporting requirements. They should strive to make informed financial decisions that support the long-term sustainability of the organization.OperationsEfficient operations are essential for meeting customer needs and achieving organizational objectives. Managers should focus on optimizing workflows, allocating resources effectively, and monitoring performance metrics to identify areas for improvement. They should be proactive in addressing operational challenges and driving continuous process improvements.Risk ManagementEvery organization faces risks that can impact its operations and reputation. Managers should conduct regular risk assessments, develop contingency plans, andestablish clear protocols for crisis management. They should prioritize the safety and security of employees, customers, and other stakeholders.ComplianceCompliance with legal and regulatory requirements is non-negotiable. Managers should ensure that their teams adhere to all applicable laws, industry standards, and company policies. They should promote a culture of ethics and integrity and address any compliance issues promptly and effectively.TechnologyTechnology plays a vital role in modern business operations. Managers should stay informed about the latest IT systems and tools that can improve efficiency and productivity. They should also prioritize data security and privacy to protect sensitive information from unauthorized access or misuse.Quality AssuranceMaintaining high-quality products and services is essential for customer satisfaction and loyalty. Managers should establish quality control standards, monitor performance indicators, and implement continuous improvement initiatives. They should foster a culture of excellence and encourage employees to strive for quality in everything they do.ConclusionThe Management Operations Manual is a valuable resource for managers at all levels of the organization. By following the guidelines outlined in this document, managers can enhance their leadership skills, improve communication, optimize operations, mitigate risks, ensure compliance, leverage technology, and maintain high standards of quality. By consistently applying these best practices, managers can contribute to the overall success and growth of the organization.。
Managementhandbuch-管理手册中英文对照
BOGE Rubber & Plastics博戈橡塑管理手册Management Manual版本：2.0出版序号：2015-07The Board of Division Management demonstrates its obligation to develop and implement the management system as well as to continuously improve its effectiveness by:Imparting the importance of meeting customer requirements as well as legal and government requirementsDefining the quality/environmental/safety/energypolicy and ensuring that quality/environmental/ safety/energy objectives are definedCarrying out a management evaluationEnsuring the availability of resources. This is documented in the management processes of the BOGE Rubber & Plasticsprocess landscapes.The BOGE Rubber & PlasticsManagement Board has appointed aquality-/environmental-/energy representative who has been granted authority to:Ensure that the Management system is established, implemented and maintained in accordance with relevant standards.Give the Board ofManagement an overview of how the management system is performing as a basis for its improvement.Ensure that awareness of customer requirements is promoted.The Quality Representative of BOGE Rubber & Plasticsis the head of the "Quality, Environment/Energy, Safety" department of BOGE Rubber & Plastics.The Quality Representative of the locations is the head of the "Quality" department of the respective location.The Quality Management Organization of BOGE Rubber & Plasticswill ensure technical access of the Quality Representative to all of the BOGE Rubber & Plasticssites.-The Quality Manager of BOGE Rubber & Plasticshas the authority to issue instructions with regard to technical issues vis-a-vis:the Quality Managers of the sites.all of the Quality Assurancedepartments outside of the QualityOrganization (e.g. in theDevelopment Department, in thePurchasing Department ...).all of the issues involving themanagement system.He reports directly to the chairperson of the management board.-Each BOGE Rubber & Plasticssite has a Quality Manager. He is a member of the。
项目管理专业术语中英文对照表
信管网资料项目管理专业术语中英文对照表验收- (Acceptance)指客户检查接受项目交付物的过程。
活动- (Activity)指在项目中的任何消耗资源（人力、物理和设施）、产生相应成本并且生产出一项或多项产品的过程。
活动通常会在项目工作分解结构（WBS）中明确展示。
现货- (Actuals)指项目或其他活动中的实际成本和消耗。
这是一个测量值，通常会被用来与计划或预期值做比较。
假设- (Assumption)预先接受为正确但缺乏证据的事物或定义。
假设通常会发生在项目规划阶段并且被用来作为估算的基础。
应当将所有的假设都记录下来；如果某假设在后期被证明不正确，可以对计划和估算做出相应地调整。
基线- (Baseline)基线是一个快照：一个被记录在案的项目所处位置或状态。
尽管项目所处的位置以后可能会被更新，但基线始终保持不变，并可被作为原始状态的参照与当前项目位置的对照。
基线产品，例如软件系统，应当被永久地记录在案，以便于在将来的任何时间召回。
预算- (Budget)经分配的、用于执行项目工作的款额及其他资源。
商业论证- (Business Case)指启动和继续一个项目的原因和依据。
商业论证应当定义出项目可产生的商业及其他收益，以及项目的成本和时长。
商业论证同时还指出如何衡量项目的成功商业需求- (Business Requirements)指的是利益相关者对完成项目的商业要求。
在项目起始阶段，商业需求处于较高等级，但随着项目的发展，这些需求被不断地提炼并最终被细致地记录在正式的文件中。
变更控制- (Change Control)指按照计划的范围、工期和预算来管理控制变更。
在小型项目中变更控制可能采用非书面的、非正式的方式，但是在大型项目中，变更控制意味着一个牵涉很多项目利益相关者的、正式的过程（变更控制委员会）变更控制委员会- (Change Control Board (CCB))由利益相关者组成的团体，负责批准或否决对项目基线的变更。
管理学双语课程中英文简介
《管理学》课程中英文简介Management课程代码：020013A Course Code：020013A课程名称：管理学Course Name：Management学时：48 Periods：48学分：3 Credits：3考核方式：考试Assessment：Examination先修课程：无Preparatory Courses：None管理学是经济、管理类专业的专业基础课程和核心课程，是一门系统地研究管理过程的普遍规律、基本原理和一般方法的科学。
本课程详细讲解了计划、组织、领导与控制等管理职能的客观规律和实施方法。
课程采用课堂教学、科研和实践活动一体化的教学方式，以课堂教学为主，科研和社会实践活动为辅，加强学生对管理学理论和知识的理解和认识，增强学生参与管理实践的意识。
本课程的任务是使学生能够系统地掌握管理学的知识体系，能综合运用管理学的基本理论和方法，并分析和解决管理中的实际问题，为后续专业课程的学习奠定管理学基础。
Management, the basic and core discipline of economics and management students, is a science which systematically studies the universal law, basic principles and general methods of the management process. This course teaches the objective laws and methods of the management functions in details, such as planning, organizing, leading and controlling etc. In order to strengthen the students‟ understanding of the management‟s theory and knowledge and enhance awareness of participating in the management practices, the course uses a teaching method including classroom teaching，researching and social practicing. Classroom teaching is the main part, while others are auxiliary. This course‟s target is to enable students to master the management‟s knowledge system, to apply basic theories and methods, to analyze and solve practical problems in management and lay a good management foundation for follow-up study of major disciplines.《管理学》（双语）课程中英文简介Management（double-language）课程代码：020023A Course Code：020023A课程名称：管理学（双语）Course Name：Management（double-language）学时：48 Periods：48学分：3 Credits：3考核方式：考试Assessment：Examination先修课程：经济学Preparatory Courses：Economics教学目标:本课程是工商管理专业(实验班)的学科基础课，它通过传授管理学的基本概念、基本理论和基本方法，使学生掌握管理的基本规律，具备管理者的基本素质和技能，为进一步学习专业管理课程和从事管理工作奠定基础。
Managementhandbuch 管理手册中英文对照说课材料
M a n a g e m e n t h a n d b u c h管理手册中英文对照BOGE Rubber & Plastics博戈橡塑管理手册Management Manual版本：2.0出版序号：2015-07Figure 1: Process and document structure andapplicability表一过程及文档的组成结构及适用性。
The exact structure of the management system is described in GP “Structure of the Managementsystem of BOGE Rubber & Plastics”.具体的管理体系组织机构在通用注释“博戈橡塑管理体系结构图”中描述。
4.2The BOGE Rubber & Plastics ProcessModel4.2 博戈橡塑过程模型The BOGE Rubber & Plasticsprocess model is comprised of management, core and support processes. It forms the highest common level of the process landscapes for all locations.博戈橡塑过程模型是由各个管理过程组成，包括主要过程以及支持过程。
它总成了各个工厂的最高过程管理水平。
4.3Process Landscapes of the BOGE Rubber& Plasticslocations4.3 博戈橡塑过程划分The process landscapes of the BOGE Rubber & Plasticslocations are based on the process model of BOGE Rubber & Plastics. They contain the location-specific processes as well as the overarching standard processes GP “Structure of the Managementsystem of BOGE Rubber & Plastics”.博戈橡塑的过程划分是基于博戈橡塑的过程模型来进行的。
公司手册(中英文)
Company manual1. General总则1-1 Purposes目的1-1。
1In order that employees have something to follow in the factory during working and living to keep our company’s production and living order and make sure our company’s smooth operation, we hereby worked out this employee handbook。
为了使员工在工厂的工作和生活有所遵循，维持公司的生产生活秩序并确保公司正常运转，特制定本员工手册。
1-1。
2‘Without dividers，no circle’。
Any healthily developing company couldn’t live without sound and scientific regulations and good staffs. This employee handbook specifies the working disciplines that employees should obey，basic limit of working conditions. “没有规矩，不成方圆”。
任何一家健康发展的企业，都离不开健全、科学的管理制度和优秀的员工.本手册规定了员工应遵守的工作纪律、劳动条件的基准及员工在本厂从事生产、生活之基本准则和劳动纪律.1—2 Application Scope适用范围This employee handbook is applied to all employees，including those under probation period。
本手册适用于全体员工，包括试用期内的员工。
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5Responsibilities................பைடு நூலகம்......................................5
5、职责权限...............................................................5
本手册中阐述的说明及过程适用于中国南车时代新材料科技股份有限公司及其下属子公司：博戈橡塑（BRP）。
2.2Purpose
2,2 目的
This manual describes the integrated management system of the BOGE Rubber & Plastics.
-Chapter 7.2: “Group related Addendum on Environmental Protection” deleted
与前一版本相比，修改项点如下：
2.2 增加标准
2.3 删除“保留”，增加能源责任
2.4 新增
3 组织机构图
4.1 增加文件/图表标题，修改通用注释
4.3 通用注释修改
6General Definitions.....................................................6
6、总体定义.............................................................6
Additional valid Instructions and Addenda....................9
BOGE Rubber & Plastics
博戈橡塑 管理手册
Management Manual
版本：2.0
出版序号：2015-07
1Content, Modifications, Approval
1目录、修改说明、审批
1.1Content
The Management Manual is comprised of the following chapters:
-Chapter 5.6:department code changed
-Chapter 5.8 environmental and energy policyand targetsadded
-Chapter 6.3: Energy added
-Chapter 7.1:Title of the documents, local documentation in N5
4.4通用注释修改
5.4 更改部门代号，增加分场所质量职能
5.5 增加环境及能源管理职责
5.6 更改部门代号
5.8 增加环境及能源管理政策及目标
6.3 增加能源管理
7.1 文件名称以及分场所记录更改
7.2 删除“环境保护相关的附录：
1.3Approval
1.3审批
This version of the Management Manual is valid as ofJuly1st, 2015.
本管理手册版本自2015年1月1日起发布实施
2General
2总则
2.1Applicability
2.1适用范围
The instructions and processes described in this manual are applicable toCSR New Material Technologies GmbH and its subsidiaries, following called out asBOGE Rubber & Plastics(BRP).
-Chapter 2.2: norm added
-Chapter 2.3: “Retention” deleted / Energy responsibility added
-Chapter 2.4: added
-Chapter 3: organization charts in N5
-Chapter 4.1: Title of the documents / pyramid / note to GP changed
1.1目录
管理手册由以下各部分组成章节
Chapter
章节
2General............................................................3
2、总则..............................................................3
3Organization.............................................................4
3、组织机构...............................................................4
4Management system...........................................4
-Chapter 4.3: note to GP changed
-Chapter 4.4: note to GPs changed
-Chapter 5.4: department code changed, Q responsibility of the location added
-Chapter 5.5: Environmental and energy responsibility added
附加说明及附录...............................................................9
1.2 Purpose
1.2修订说明
The following modifications have been made to the previous edition:
The objectives of the system are:
-to ensure that all our products and services meet the requirements of our customers,