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「エレベーター渋滞」を改善したリクルートの超アナログな方法 [その他の英語表現]

「エレベーター渋滞」を改善したリクルートの超アナログな方法
https://diamond.jp/articles/-/197985

を要約して英訳し、ネイティブにチェックしてもらいました。

毎朝のエレベーター渋滞を引き起こす原因をリクルートが研究したところ、
1. 同時に出勤
2. 各階に止まる
3. 最大積載量に満たない人数を載せて動いてしまう
のが主原因だったそうです。

1.を解消するのは難しいとのことで、2と3に関する実験と、解消すべく取った手段について
述べられていました。

・英訳のポイント
・「毎朝のエレベーター渋滞の問題の解決法」 solution to the daily morning problem of elevator congestion
・「同時に出勤する」 come to the office at the same time
・「ほとんどのエレベーターが、満員にならずに動く」 Most elevators are not full when they start.
・「実験」(科学的な実験、とまで言えないもの)trial
・「エレベーター業者に、システム変更の金額を尋ねた」 requested a quote from the elevator supplier for the system change
・「スペースを空けるように、人々に言う」 instruct people to step back to allow others to ride
・「これらの方法が従業員の間で広まる」 These measures become the norm with workers
・「収納スペースが狭いということ」 restricted storage space (smallではなく)
・「問題解決方法を、ウェブで掲載する(紹介する)」 describe their problem-solving approach on their website

(ネイティブチェック後)
Recruit's analog solution to the daily morning problem of "elevator congestion"

The General Affairs department of Recruit is looking at new revolutionary ways to improve the office environment. They are trying to help the company streamline their work, through data analysis, subsequent hypotheses and verification.

One of the improvements identified by the GA department was how to solve the daily morning problem of “elevator congestion”.

The problem in detail:
Every morning, in high-rise buildings, workers wait for elevators. They are fed up with the daily congestion, but continue to wait for a long time

The GA department prepared a hypothesis suggesting 3 reasons for elevator congestion:
1) Many workers come to the office at the same time.
2) Elevators stop at each floor in the morning. If they stop at limited floors, it will take less time.
3) Most elevators mare not full when they start. Most people are unwilling to ride in an elevator if they are the last person to enter. They are embarrassed to hear the beep sound indicating the elevator is full.

The GA department verified the hypothesis with data, and proved all 3 reasons are true.
The department subsequently considered how to eliminate these causes.

Solution the cause (1): Many workers come to the office at the same time
To solve the problem, the GA department requested employees stagger their working hours. However, this request has not been instilled into the employees.
The department therefore decided to tackle the problem by concentrating on causes (2) and (3).

Solution to cause (2): Elevators stop at each floor
To solve cause (2), the GA department tried to limit the number of stops.
They considered which of the following limited stop patterns would achieve the shortest waiting time:
(a) Stopping only at even or odd number floors, or
(b) Stopping only at higher or lower floors.
After conducting a trial, the GA department found that (a) achieves shorter time than (b) by 8 seconds.

Following the trial, the department requested a quote from the elevator supplier for the system change. The quotation received was for 5 million yen and the change would take 4 months. Thus, the department decided to take an analog route: just put an announcement on each elevator saying "only for even floors" and "only for odd floors".

As a result, the average waiting time is shortened from approx. 30 seconds to 20 seconds. The frequency where the waiting time is longer than 1 minute also decreases from 17% to 9%.

Solution to cause (3): Most elevators are not full when they start moving
Next, the GA department tackled cause (3). Many people hesitate to say to others, “please step back to make room for me to ride.” However, the GA department assumed that if they issued a statement, instructing people to step back to allow others to ride, then this would be successful.
As a result of the trial, the loading rate improves. The number of elevators with a loading rate of 70% or greater increases 1.5 times.

The GA department decided to take these two analog measures until they become the norm with workers.

Summary:
These miscellaneous and subtle annoyances in offices can sometimes increase stress among employees. Solving such problems will become one of the important responsibilities of the GA department in every company.

The GA department at Recruit has yet more problems to solve, such as: unavailability of meeting rooms; lack of free space where employees can communicate with each other; and restricted storage space. As soon as they solve these problems, they will describe their problem-solving approach on their website.


(私の英訳)
自信がない表現を大文字で書いて、見てもらいました。
Recruit's analog way to solve "elevator congestion" every morning

The General Affairs department in Recruit is trying to revolutionarily improve the office environment. They are trying to help the company streamline their work, through analyzing data, making hypothesis, and doing verifications.

As one of such improvement activities, the GA department tackled with how to solve the “elevator CONGESTION” problem every morning.

Problems in details:
In high-rise buildings, workers wait for elevators to come every morning. They are fed up with the everyday congestion, but many of them give up and wait for long.

The GA department members made a hypothesis that the elevator congestion occur for the
following 3 causes:
1) Many workers come to the office AT THE SAME TIME.
2) Elevators stop at each floor in the morning. If they stop at limited floors, it will take less time.
3) Most elevators start moving without being filled with PEOPLE. Most people do not ride in an elevator if they are the last person in the elevator. They are embarrassed to hear the beep sound indicating the elevator is full.

The GA department verified the hypotheses with data, and proved they are true.
Therefore, the department considered how to eliminate these causes.

Solution to the cause (1) Many workers come to the office AT THE SAME TIME
To solve the problem (1), the GA department requested employees to stagger their working hours. However, this request has not been instilled into the employees.
So, the department decided to tackle with the causes (2) and (3).

Solution to the cause (2) Elevators stop at each floor
To solve the cause (2), the GA department tried to limit the number of stops.
They thought about which of the following LIMITED STOPS FOR EACH ELEVATOR achieves shorter waiting time:
(a) even number floors or odd number floors or
(b) higher floors or lower floors.
As a result of experiment, the GA department found that (a) achieves shorter time than (b) by 8 seconds.

After the experiment, the department asked the elevator supplier about the cost of the system change. The supplier answered it would cost 5 million yen and take 4 months. Thus, the department took an analog measure: just put an announcement on each elevator saying "only for even floors" and "only for odd floors."

As a result, the average waiting time is shortened from approx. 30 seconds to 20 seconds. The frequency where the waiting time is longer than 1 minutes also increases from 17% to 9%.

Solution to the cause (3): Most elevators start moving without being filled with people
Next, the department tackled with the cause (3) Most elevators start moving without being filled with people.

Many people hesitate to say to others “Please step back to make room for me to ride.” However, the GA department assumed that if GA department says so, many people step back to make room.
As a result of the experiment, the loading rate improves. The number of elevators with the loading rate of 70% or greater increases 1.5 times.

The GA department decided to take these two analog measures until they are penetrated among workers.

Summary:
These miscellaneous and subtle annoyances in offices sometimes increase stress among employees. Solving such problems will become one of the important responsibilities of GA departments at every company.

The GA department at Recruit has yet more problems to solve, such as UNAVAILABILITY of meeting rooms, lack of free space where anyone can communicate with each other, and small storage space. Once they solve these problems, they will open how to solve the problems on their website.

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Japan Todayの記事からall but(ほとんど~)の使い方 [その他の英語表現]

Japan Todayの記事で、all butの使い方が分からなくて、ネイティブに質問してみました。

all butは下記の2つの意味がありますが、よく見るのは下記の1.の意味だと思います。
今回私が引っ掛かった文では、2.の意味で使われていました。
1.~のほかは[~を除いて]全て[全部・全員・皆]
2.ほとんど~、~も同然で◆【同】almost

"The Intergovernmental Panel on Climate Change has recommended all but ending coal-fired power generation to minimize the impacts of global warming such as sea level rises and intensified weather events."
「気候変動に関する政府間パネルは、
海面上昇や気候変動などの地球温暖化の影響を最小限にするべく、
石炭火力発電をほぼ終わらせることを推奨した。」

「ほぼ終わらせる」というのがよく分からなかったのですが、
ネイティブに質問してみたところ、
ほぼ撤廃できれば良い(全撤廃でなくても良い)という意味だと分かりました。

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共通テーマ:学問

品質月間のスローガン [その他の英語表現]

Uni-edit 様、コメントをいただき、ありがとうございます。
大変申し訳ないのですが、個人ブログのため、
営利企業の方からのPRコメントは掲載させていただかないことにしております。
ご了承いただけると幸いです。

~~~~~~~~~~~~~~~~~~~~~~~~~~~

友人から、日本語と英語が掲載されている、品質月間のページを紹介してもらいました。
ホームページに載っていた英訳を読んでみたら、私の理解力が悪いのか、全然頭に入ってきませんでした。
未知情報が既知情報のように扱われているのが一番の原因な気がしました。

品質月間のホームページに載っていた日本語スローガン
http://www.q-month.jp/theme/

品質月間のホームページに載っていた英訳
http://www.q-month.jp/theme/theme_e.html

自分でも英訳してみたくなり、してみました。Cafe Talkのイギリス人講師に、ネイティブチェックもしてもらいました。

ただし、余暇にやっただけのもので、正式にどこかに出す文書ではないので、
日本語をしっかりなぞっているわけではありません。
日本語の趣旨を訳出しようとしてみました。

(語彙などのポイント)
・start→commence
・考えなどを浸透させる  instill
・本格的な実施 full-fledged implementation
・big companies→large corporations
・なしとげるべき改革 substantial turnaround to achieve
・働き方改革 reforms in working styles
・産学共同で through the collaboration of industry, government, and academia
・間接部門の前線に居る人 frontline employees in indirect sections
・~の進行状況はどうですか? What progress are you witnessing in ~ ?
・できてるという自信を享受する relish the empowerment
・彼らの努力をまとめる unify all their exertions

(ネイティブチェック後の文)
Theme of the 60th (2019) Quality Awareness Month:

~Make customers satisfied, with all concerned parties engaged~

2019 is the 60th anniversary of Quality Awareness Month, which commenced in Japan in 1960. Around that time, upcoming trade liberalization instilled a sense of crisis in the Japanese people as they feared that their products might not sell well. Manufacturers, distributors, and consumers, all strongly felt the necessity to create an atmosphere whereby quality management activities would be enhanced. 1960 marked 10 years since the fully-fledged implementation of quality control in Japan. The concept had already been propagated to small and mid-sized companies as well as large corporations. Consumers also frequently heard the phrase “quality control” in mass media.

Currently, many Japanese people have a feeling of crisis for the future because there still remain many problems to resolve and substantial turnaround to achieve. Quality management is becoming increasingly important as it is one of the key factors in resolving issues and promoting change. Some examples of the existing problems and of the revolutions taking place include: globalization; the creation of new customer values; the effective use of information technology; the realization of a safe and secure society; streamlining in various industries, especially in the service sectors; reforms in working styles; and sustainable development in the protection of the global environment. This crisis should be overcome through the collaboration of industry, government, and academia. However, differing points of view about quality management are obstructing such collaboration.

We need to overcome the hurdles and to unify points of view relating to quality management. To achieve this goal, let's go back to the basic definition of quality management. It is a set of activities to improve the quality of products and services and to create new values. This definition should be shared with a broad audience, not only with senior management in quality-related departments, but also frontline employees in indirect sections. Why should this happen? If the quality of work improves, it will result in higher quality products and services.

What progress are you witnessing in product management activities in your company, department, and section? If we have all already worked enthusiastically on quality management, we should feel proud of our efforts and relish the sense of empowerment. If not, we should review what we have overlooked or neglected. If we synergize the commitment of each individual towards quality control and unify all their exertions, the resulting impact will clearly be visible across all of Japan.

(ちなみに、下記は私が書いた文です)
Theme of the 60th (2019) Quality Awareness Month

~Make customers satisfied with all concerned parties engaged~

2019 is the 60th anniversary of the Quality Awareness Month that started in Japan in 1960. Around that time, upcoming trade liberalization made Japanese people feel a sense of crisis that their products might not be sold well. Manufacturers, distributors, and consumers strongly felt the necessity to create an atmosphere to enhance quality management activities. 1960 was when 10 years had passed since full-fledged implementation of quality control in Japan. The concept was already propagated to small-and mid-sized companies as well as big companies, and consumers also frequently heard the word “quality control” in mass media.

At present, many Japanese people feel sense of crisis toward the future because there are still many problems to solve and various revolutions to achieve. Quality management is becoming more and more important because it is one of the keys to solve problems and to promote change. Examples of the problems and revolutions include globalization, creation of new customer values, effective use of information technology, realization of a safe and secure society, streamlining in various industries especially in the service sectors, work style reforms, and sustainable development taking care of the global environment. This crisis should be overcome through collaboration among industry, government, and academia. However, people's different views about quality management are hurdles against collaboration.

To unify people's view about quality management, let's go back to the basic definition. It is a set of activities to improve the quality of products and services and to create new values. This definition should be shared among various people: not only top management in quality-related departments but also frontline people in indirect sections. Why? It is because if the quality of work is improved, it will result in higher quality products and services.

How is the progress of product management activities in your company, department, and section? If we already have enthusiastically worked on quality management, we should feel proud of the effort. If not, we should review what we have overlooked or neglected. The synergy created by the exertion of each person's commitment will lead to a great result in the entire Japan.


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