英语翻译Maggie had been watching Branco,s performance ratings fo

英语翻译
Maggie had been watching Branco,s performance ratings for the last three quarters with some concern.Although the problems incurred each quarter were rectified by Branco,the next quarter brought even more problems.As a result,Branco,s performance rating had dropped further each quarter.Finally,in the most recent quarter,Branco,s rating dropped below the minimum acceptable standard of 3(see Exhibits 2 and 3).When Branco,s sales representative,Lonnie Crowbak,received the rating,she had called Maggie immediately,and she was just as concerned.They agreed that a meeting was necessary right away,and that IPC’s production manager,Bill white,and Branco,s plant manager,Joe Kakavalakus,must attend.,They agreed to meet at IPC
Branco was the supplier of packing cartons for IPC,s abrasive products the packing cartons were an odd size and required custom specifications.As a result,it had been necessary for Branco to customize production operations to meet the unique requirements of IPC.Branco,however,had become the only supplier of all custom packing cartons to IPC.As a result,IPC could not source a custom product form a different supplier easily or quickly.Branco delivered on a daily basis,and its yearly sales to IPC amounted to about $280,000.Custom work required a substantial commitment from both parties.The relationship of trust and certainty between IPC and Branco had taken a long time to solidify.
EXHIBIT 3 Branco’s Performance Rating
Quality problems were costly for IPC.A number of Branco’s orders had included defective cartons due to overlapping flans.Nonconformance problems such as this were typically not identified,until a production run had started and equipment stalls occurred.Production used a fully automated line process,and a stall at one end resulted in a slowdown throughout.Because the defective cartons would not affect the end product to the customer IPC continued the run in order to meet customer deadlines.However the last Branco shipment of defective packing cartons resulted in a 30 percent production loss for an entire day’s (two shifts) production.At full production,IPC ran 2,000 cartons per hour,with three operators at $18 per hour each.

玛吉一直看着布兰科,年代性能评级过去三个季度有一些担忧.虽然每个季度发生的问题被布兰科纠正,下个季度带来更多问题.因此,布兰科,性能评级每季度进一步下降.最后,在最近一个季度,布兰科,年代评级低于最低可接受的标准3(见展品2和3).当布兰科,销售代表,朗尼Crowbak,收到评级,她立即叫玛吉,和她只是担心.他们认为会议是必要的,和IPC的生产经理,比尔•怀特,布兰科,工厂经理,乔Kakavalakus,必须参加.,他们同意在IPC布兰科是包装纸箱的供应商为IPC、磨料产品包装纸箱是一个奇怪的大小和需要自定义的规范.因此,被布兰科所需定制生产业务以满足IPC的独特需求.然而,布兰科已经成为唯一的供应商定制包装纸箱IPC.因此,IPC不能定制产品来源很容易或者很快形成一个不同的供应商.布兰科每天交付,其年度销售IPC达到约280000美元.自定义工作需要双方实质性的承诺.信任和确定性IPC和布兰科之间的关系已经很长一段时间来巩固.展览3布兰科的IPC的性能评级质量问题是昂贵的.布兰科的订单包括缺陷由于重叠flans纸箱.不顺从这样的问题通常是不确定,直到生产已经开始运行,设备上发生.生产使用过程完全自动化的生产线,和失速一端导致经济放缓.因为有缺陷的纸箱不会影响最终产品客户IPC持续运行以满足客户的最后期限.然而最后布兰科批有缺陷的包装纸箱导致整个一天的产量损失30%(两班)生产.全生产、IPC每小时跑2000箱,与三个运营商在18美元每小时.