fixing of output quotas for each group

简明释义

定产到组

英英释义

例句

1.After reviewing last quarter's performance, the board decided on the fixing of output quotas for each group to boost efficiency.

在回顾上个季度的表现后，董事会决定为每个小组设定产出配额以提高效率。

2.The management team discussed the fixing of output quotas for each group to ensure that production targets are met efficiently.

管理团队讨论了为每个小组设定产出配额以确保生产目标高效达成。

3.The fixing of output quotas for each group was necessary to prevent any one department from overextending its resources.

为了防止任何一个部门资源过度扩展，为每个小组设定产出配额是必要的。

4.During the annual planning meeting, they emphasized the importance of fixing of output quotas for each group to balance workloads.

在年度规划会议上，他们强调了为每个小组设定产出配额以平衡工作负载的重要性。

5.The fixing of output quotas for each group helped streamline operations and improved overall productivity.

通过为每个小组设定产出配额，帮助简化了运营并提高了整体生产力。

作文

In modern economies, especially those that are heavily reliant on production and manufacturing, the concept of resource management is crucial. One significant aspect of managing resources effectively is the fixing of output quotas for each group. This practice involves setting specific limits on the amount of goods or services that different sectors or groups within an organization can produce within a given timeframe. The fixing of output quotas for each group aims to optimize productivity while ensuring that resources are allocated efficiently. The rationale behind the fixing of output quotas for each group is multifaceted. Firstly, it allows organizations to maintain a balanced production level across various departments or teams. When each group knows their output limits, it helps prevent scenarios where one department overproduces while another underperforms. This balance is essential for sustaining operational efficiency and meeting overall organizational goals. Moreover, the fixing of output quotas for each group can serve as a motivational tool. By providing clear targets, employees are more likely to focus their efforts on achieving these goals. It instills a sense of accountability and encourages teamwork, as members of each group work together to meet their designated quotas. Additionally, when groups successfully meet or exceed their quotas, it can boost morale and foster a competitive spirit within the organization. However, the implementation of the fixing of output quotas for each group is not without its challenges. For instance, setting quotas too high may lead to employee burnout, while setting them too low could result in underutilization of resources. Therefore, it is essential for management to carefully analyze historical data, market trends, and workforce capabilities before determining appropriate quotas. Regular reviews and adjustments may also be necessary to adapt to changing circumstances, such as fluctuations in demand or shifts in workforce dynamics. Furthermore, the fixing of output quotas for each group can have broader implications for supply chain management. When production levels are predetermined, it becomes easier to synchronize with suppliers and distributors. This synchronization helps in minimizing delays and ensuring that products reach the market in a timely manner. Consequently, it enhances customer satisfaction and strengthens the organization's competitive edge. In conclusion, the fixing of output quotas for each group is a vital strategy in resource management that can drive productivity and efficiency within organizations. While it presents certain challenges, the benefits of establishing clear production targets are undeniable. By fostering accountability, enhancing teamwork, and improving supply chain coordination, organizations can leverage this practice to achieve their goals and succeed in today's competitive landscape.

在现代经济中，尤其是那些高度依赖生产和制造的经济体，资源管理的概念至关重要。有效管理资源的一个重要方面是为每个组设定产出配额。这一做法涉及在特定时间范围内，为组织内不同部门或组设定可以生产的商品或服务的具体限制。为每个组设定产出配额旨在优化生产力，同时确保资源得到有效分配。为每个组设定产出配额背后的理由是多方面的。首先，它允许组织在各个部门或团队之间保持平衡的生产水平。当每个组知道自己的产出限制时，有助于防止某一部门过度生产而另一部门表现不足的情况。这种平衡对于维持运营效率和实现整体组织目标至关重要。此外，为每个组设定产出配额可以作为一种激励工具。通过提供明确的目标，员工更有可能将精力集中在实现这些目标上。这种做法会增强责任感，并鼓励团队合作，因为每个组的成员共同努力以达到他们指定的配额。此外，当各组成功达到或超过配额时，可以提升士气，并在组织内部培养竞争精神。然而，实施为每个组设定产出配额并非没有挑战。例如，设定的配额过高可能导致员工疲惫，而设定的配额过低则可能导致资源的未充分利用。因此，管理层在确定适当的配额之前，必须仔细分析历史数据、市场趋势和劳动力能力。定期的审查和调整也可能是必要的，以适应变化的情况，例如需求波动或劳动力动态的变化。此外，为每个组设定产出配额还可能对供应链管理产生更广泛的影响。当生产水平被预先确定时，与供应商和分销商进行同步就变得更加容易。这种同步有助于减少延误，确保产品及时到达市场。因此，它提高了客户满意度，并增强了组织的竞争优势。总之，为每个组设定产出配额是资源管理中的一项重要策略，可以推动组织内部的生产力和效率。尽管它确实带来了一些挑战，但设定明确生产目标的好处是不可否认的。通过增强责任感、提升团队合作以及改善供应链协调，组织可以利用这一做法实现其目标，并在当今竞争激烈的环境中取得成功。