英语翻译It's taken 50 years for Toyota to reach this point—but,t

英语翻译
It's taken 50 years for Toyota to reach this point—but,then,staying power and the "Toyota Way" philosophy of continuous improvement are what the automaker is all about.Since introducing the tinny,60-horsepower Toyopet Crown in the United States (1957 sales:288),Toyota has built a rock-solid reputation for producing reliable cars.It achieved that by investing in bulletproof quality,advanced technology and high-mileage engines.It developed a superefficient manufacturing method,known as the Toyota Production System,that relentlessly roots out waste and builds in quality.(Workers stop the line thousands of times a day to make sure no glitch gets through.) It is emulated the world over and slavishly copied by GM.Toyota didn't dump cars into airport rental lots just to keep its factories rolling,as GM did.The result:a virtuous cycle that gives Toyota models topnotch resale value.After three years,Toyota's models retain 52 percent of their value,versus 43 percent for GM,according to the Automotive Lease Guide.That's a big reason the Toyota Camry has been America's favorite car for the past five years,outselling GM's No.1 car,the Chevy Impala,by 35 percent in 2006.
For its part,GM,like its Motown cohorts,went for a bigger-is-better strategy,boosting the horsepower and heft of its models over the past 20 years.Sales of those big rigs tanked when gas prices soared above $3 last year.GM also undermined the resale value of its models by overproducing them and giving them away at fire-sale prices.That flawed strategy wrecked GM's reputation,and allows Toyota to sell its cars at a premium of $1,600 apiece relative to GM,according to auto researcher the Harbour-Felax Group.Compounding the problem,GM gave its union workers generous benefits that cost the automaker $73 billion over the past decade.That's money GM could have spent making its models better than Toyota's.In fact,it's such a vast sum that it equals nearly 10 years' worth of R&D budgets,GM execs say.Health-care costs alone add $1,200 to the cost of each car GM builds in the United States.By contrast,Toyota's health-care costs are about $200 per car.The upshot:Toyota has a stunning $1,800 profit-per-car advantage over GM in the United States,says Harbour-Felax.
Toyota is reaping the benefits of an ambitious growth strategy it launched in 1995.That's when Hiroshi Okuda became the first non-Toyoda family member to run the company and did away with a tradition of "cooperative competition," which meant keeping a respectful distance behind GM.Instead,Okuda did the unthinkable:he went public with an audacious target to capture first 10 percent of the global car market,and then 15 percent.Toyota blew past both goals,achieving the 15 percent milestone last year,four years ahead of schedule.

It's 被需要50 年使丰田,然后,到达这点但持久力和"Toyota Way" 连续的改善哲学是什么汽车制造者是所有关于.从介绍锡,60 马力Toyopet 冠在美国(1957 销售:288),丰田建立了岩石坚实名誉在生产上可靠的汽车.它达到了那由投资在防弹质量、先进技术和高英里引擎里.它开发了一个superefficient 制造方法,以丰田产品系统著名,不懈地根源在废物之外和修造在质量.(工作者中止线数以万计时期每天确定没有小故障通过.) 这看齐世界和由GM 盲目地复制.丰田didn't 转储汽车入机场出租全部正义继续它的工厂滚动,作为GM .结果:给丰田模型topnotch 转售价值的一个贞洁周期.在三年以后,Toyota's模型保留他们的价值的百分之52,对百分之43 为GM,根据汽车租约指南.That's 一个大原因Toyota Camry 是America's 喜爱的汽车过去五年,畅销GM's 第1 汽车,Chevy 飞羚,2006 年由百分之35.就此,GM,象它的Motown 一队人,去为一个更大是好的战略,促进它的模型马力和重量过去20 年.那些大船具销售tanked 当汽油价格去年腾飞了在$3 之上.GM 并且破坏了它的模型的转售价值由overproducing 他们和给他们以火销售价格.有缺陷的战略击毁了GM's 名誉,和允许丰田卖它的汽车在保险费$1,600 每个相对GM,根据自动研究员港口Felax 小组.构成问题,GM 给了它的联合工作者花费汽车制造者$73 十亿过去十年的慷慨的好处.That's 金钱GM 能花费了使它的模型好比Toyota's .实际上,it's 它合计几乎10 years' 的这样一个浩大的总和; 价值R&D 预算,GM execs 认为.医疗保健花费单独加$1,200 来各个汽车GM 修造的费用在美国.相反,Toyota's 医疗保健费用是大约$200 每汽车.结果:丰田有一次震惊$1,800 辆赢利每汽车好处在GM 在美国,说港口Felax .1995 年它发射的丰田获得一个雄心勃勃的成长战略的好处.That's 当Hiroshi Okuda 适合第一non-Toyoda 家庭成员管理公司和废除了"cooperative 竞争的传统," 哪些意味保留一个恭敬的距离在GM 之后.反而,Okuda 做了难以想象:他去公众以一个大胆目标夺取全球性汽车市场的第一百分之10,和然后百分之15 .丰田吹了通过两个目标,去年达到百分之15 里程碑,四年在日程表之前.