改造戰車 的英文怎麼說

中文拼音 [gǎizàozhànjū]
改造戰車 英文
simple ds series vol. - the chou-dangan!! custom sensha
  • 改 : Ⅰ動詞1 （改變） change; transform 2 （修改） revise; alter; modify 3 （改正） rectify; correct 4 ...
  • 造 : Ⅰ動詞1 （做; 製作） make; build; create; produce 2 （假編） cook up; fabricate; concoct 3 [書面語...
  • 車 : 車名詞1. （中國象棋棋子的一種） chariot, one of the pieces in chinese chess2. （國際象棋棋子的一種） castle; rook
  • 改造 : transform; reform; remould; remake
  1. The industrial development in shandong should be located on the above - mentioned superior industries, known as the industries which is " inoculated " by the high and new technology and upgraded such as the leading industry like mechanism, electron, petrifaction and etc, or the traditional industry like energy source, textile, foodstuff, metallurgy and etc, or the high and new technique industry like electronic message, biological engineering, ocean and etc. correspond with the development and grandness of these strategic industry, the famousbrand products including the products of the household appliances, the utility type sedan, the refine chemical industrial products, computer software, halobios pharmacy, industrial revelation ware and etc should be created gradually, and then improve the structure of the industrial products

    山東省工業發展應定位於上述優勢產業，即經過高新技術「嫁接」和換代升級的機械、電子、石化等主導產業，能源、紡織、食品、冶金等傳統產業，電子信息、生物工程、海洋等高新技術產業。相應于這些戰略產業的發展和壯大，逐步創造出包括家電、經濟型轎車、精細化工產品、計算機軟體、海洋生物制藥、工業新材料製品等在內的名牌產品，並進而改善工業產品結構。隨著中國加入世貿，為應對經濟全球化的挑戰，關于產業競爭力的研究成為一大熱點，但以往的研究都側重於從國家或企業的角度考慮問題，本文試圖從區域經濟的角度研究產業競爭力，探索提升產業競爭力的途徑，為研究中國產業國際競爭力提供借鑒和參考。
  2. Class was converted to metre gauge from 1067mm gauge and offered to japanese army. these locomotives was brought to china zheng - tai line and named pule - a class. in 1939 zheng - tai line was converted to standard gauge

    在日中戰爭時1938年與1939年， 60輛的日本國鐵c12型蒸汽機車改造為米軌提供跟日本陸軍渡海中國大陸，行駛正太鐵路。
  3. An account of the basic concept, position and function of production management in an enterprise is given, the significance of production management when a company make efforts to create a good environment for it ’ s existence and development is shown ; through introducing the environment and situation faced by our country ’ s private enterprises, analyzing the problems on gao long ’ s production management, the opportunities and challenges faced by gao long company when it intends to improve it ’ s management level and to get itself developed forward are revealed. the nice future created by rapid development of our country ’ s economy for special vehicle components manufacturers which include gao long company is estimated, the threat

    本章先闡述生產管理在企業中的地位和作用?生產管理對于企業獲取競爭優勢，贏得良好生存和發展空間的重要意義，在對我國專用車生產現狀?市場發展前景及公司生產管理中存在的問題進行歸納和總結的過程中，揭示出高龍公司提高生產管理水平?推動自身向前發展所面臨的困難，展現因我國經濟快速發展給包括高龍公司在內的專用車生產企業所創造的良好市場前景，同時也指出由於競爭環境的惡化?生產技術及管理水平落後而導致競爭力削弱給高龍公司所帶來的機遇和挑戰，以此強調生產管理模式改進的必要性和緊迫性。
  4. I have analyzed the interior and exterior environment for mei da hang bicycle company according to real condition of this company. i have discoursed how to establish and implement the excellent performance mode according to the seven sides required by china quality award standard in mei da hang bicycle company. the seven sides are the below content : how does the high level manager exert their usefulness ; strategy defining and implementation ; how does a company know the customer and market ’ s demand, expectation, and preference, and establish the good customer relationship, how does a company determine the key factors to get and keep customer, and to keep customer to be satisfactory and loyal ; how does the high level leader provide the resource for strategy planning, target realization, value creation and supporting process, continuous improvement and innovation and so on, this resource includes human power resourse, finance, infrastructure, contractor relationship, technology, information and so on ; how does a company implement process management according to pdca

    然後，本論文聯系美大行車料公司的實際情況，分析了美大行車料公司的內外環境，按卓越績效模式的七個方面來論述了怎樣在美大行車料公司建立卓越績效模式，這七個方面是:領導應該發揮怎樣的作用;戰略的制定與部署;公司怎樣確定顧客和市場的需求、期望和偏好，建立良好的顧客關系，確定影響贏得、保持顧客，並使顧客滿意、忠誠的關鍵因素;高層領導怎樣為確保戰略規劃和目標的實現、為價值創造過程和支持過程以及持續改進和創新提供所必需的資源，這些資源包括人力資源及財務、基礎設施，相關方關系、技術、信息等;公司怎樣基於pdca對過程實施管理，從識別過程開始，確定對過程的要求，依據過程要求進行過程設計，有效和高效地實施過程，對過程進行持續改進和創新並共享成果;公司怎樣確定選擇、收集、分析和管理數據、信息和知識的方法，怎樣充分和靈活使用數據、信息和知識來改進組織績效;公司怎樣描述其顧客、產品和服務以及市場的結果，包括顧客滿意程度和忠誠程度、產品和服務的績效結果以及市場佔有率等結果。
分享友人
分享到 Line

分享到臉書