評(píng)論
打印
Machines and robots were painted and repainted as he compulsively revised his color scheme.
由于他強(qiáng)迫癥似的不斷修改配色方案，機(jī)器和機(jī)器人被噴涂了一遍又一遍。
The walls were museum white, as they had been at the Macintosh factory,
墻壁是博物館式的純白色，就和麥金塔工廠一樣，
and there were $20,000 black leather chairs and a custom-made staircase,
工廠里還擺放著價(jià)值2萬(wàn)美元的黑色皮座椅，修造了一截定制的樓梯，
just as in the corporate headquarters.
就和NeXT公司總部一樣。
He insisted that the machinery on the 165-foot assembly line be configured
喬布斯堅(jiān)持重新配置總長(zhǎng)165英尺的裝配線上的所有機(jī)器，
to move the circuit boards from right to left as they got built,
從而在生產(chǎn)時(shí)，可以讓電路板從右向左移動(dòng)，
so that the process would look better to visitors who watched from the viewing gallery.
這樣在有人來(lái)參觀時(shí)，站在觀景臺(tái)上就會(huì)看到更漂亮的生產(chǎn)流程。
Empty circuit boards were fed in at one end and twenty minutes later,
原始電路板從裝配線的一端進(jìn)入，20分鐘后，
untouched by humans, came out the other end as completed boards.
做好的電路板再?gòu)牧硪欢顺鰜?lái)，完全無(wú)需人工接觸。
The process followed the Japanese principle known as kanban,
這種流程是學(xué)習(xí)了日本的“看板管理”，
in which each machine performs its task only when the next machine is ready to receive another part.
只有當(dāng)負(fù)責(zé)下一個(gè)流程的機(jī)器能夠處理另一個(gè)零件時(shí)，負(fù)責(zé)上一個(gè)流程的機(jī)器才會(huì)開(kāi)始執(zhí)行自己的任務(wù)。
Jobs had not tempered his way of dealing with employees.
喬布斯沒(méi)有緩和自己對(duì)待員工的苛刻方式。
"He applied charm or public humiliation in a way that in most cases proved to be pretty effective," Tribble recalled.
“他對(duì)施展魅力和公開(kāi)羞辱這兩種方式的運(yùn)用，在大多數(shù)情況下非常奏效。”特里布爾回憶道。
But sometimes it wasn't. One engineer, David Paulsen, put in ninety-hour weeks for the first ten months at NeXT.
但有時(shí)候也不盡然。工程師戴維·保爾森在NeXT工作的頭10個(gè)月里，每周工作90個(gè)小時(shí)。
He quit when "Steve walked in one Friday afternoon and told us how unimpressed he was with what we were doing."
之后，他辭職不干了，他回憶說(shuō)，“一個(gè)周五下午，喬布斯走進(jìn)來(lái)，跟我們說(shuō)，他對(duì)我們所正在做的東西非常之不屑一顧。”
When Business Week asked him why he treated employees so harshly, Jobs said it made the company better.
《新聞周刊》采訪喬布斯，問(wèn)他為什么要對(duì)員工如此嚴(yán)厲，喬布斯說(shuō)，這樣才會(huì)使公司更好。
"Part of my responsibility is to be a yardstick of quality.
“我的一部分責(zé)任就是衡量質(zhì)量。
Some people aren't used to an environment where excellence is expected."
有些人不習(xí)慣那種追求卓越的環(huán)境。”
