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Some of these were immediately measurable, like handover times, which of course can have a big impact on productivity and which are showing a healthy tendency towards being shortened. Another was delivery reliability, a high score in which is essential for any customer-led organisation.
有一些绩效标准是可以立即衡量的，如交货时间，显然，交货时间对生产率有着重要的影响，我们的交货时间也出现了缩短的良好势头。另一个标准是交付的可靠性，高水准的交付可靠性在任何一个客户主导的企业都是必不可少的。
Other criteria which we considered were less tangible, but no less important for that. We took staff morale very seriously, because if it's poor it can have measurable results such as high staff turnover and a high accident rate. And if a business can't easily handle change, it may well create more problems than it solves, and its future is unlikely to be secure.
其他指标则相对隐蔽一些，但其重要性并没有因此打折扣。我们非常看重员工的士气，因为如果员工品行不好的话，就可能引起人员流动快，事故率高等重大问题。此外，如果一个企业无法轻松应对变故的话，就很可能不能不能彻底解决问题，反而会引起更多的问题，这样一来，企业的未来也就不大可能稳固了。
The next step was for the panel of judges to assess the results and devise a shortlist. We then visited these factories. I must say, I found it fascinating to see so many factories in action. As a result of these visits, we came up with the three winners in each category.
接下来是评委们评估结果，制定入围名单的环节。之后我们走访了那些入围的工厂。不得不说，看到那么多工厂积极参与，我觉得很有意思。走访完那些工厂以后，我们每个类别都推举出了三位胜出者。
The factories that emerged from this process shared some familiar characteristics. Impressive people-management practices, for a start.
从这个环节胜出的那些工厂都有一些共同之处。首先是他们的人员管理工作做得非常好。
